Meeting Information - Schedule, Agendas and Summaries

September 2012 Board Meeting Schedule

Wednesday, September 12, 2012

Time Schedule

2:00 - 4:30 p.m. Buildings and Grounds Committee (Room 242, Rice Hall)

Thursday, September 13, 2012

Time Schedule

8:30 - 11:15 a.m. Medical Center Operating Board (Open and Executive Session) (Small Auditorium, Harrison Institute)

11:15 - 11:30 a.m. Medical Center Operating Board - Transitional Care Hospital (Open and Executive Session) (Small Auditorium, Harrison Institute)

11:30 a.m. - 1:00 Break p.m.

1:00 - 1:45 p.m. Preliminary Meeting (Opening Session of the Full Board and Report by the President) (Small Auditorium, Harrison Institute)

1:45 - 2:00 p.m. Medical Center Operating Board report to the BOV (Small Auditorium, Harrison Institute)

2:00 - 3:30 p.m. Educational Policy Committee (Small Auditorium, Harrison Institute)

3:30 - 3:45 p.m. Break

3:45 - 5:15 p.m. Executive Session - Personnel and Legal (Small Auditorium, Harrison Institute)

From www.virginia.edu/bov/meetings/12Sept/index.html8 July 2013 5:15 - 5:30 p.m. Open Session - Election of Vice Rector and Executive Committee (Small Auditorium, Harrison Institute)

Friday, September 14, 2012

Time Schedule

9:00 - 10:00 a.m. Student Affairs and Athletics Committee (Small Auditorium, Harrison Institute)

10:00 - 10:30 a.m. Special Committee on Strategic Planning (Small Auditorium, Harrison Institute)

10:30 a.m. - 12:00 Finance Committee p.m. (Small Auditorium, Harrison Institute)

12:00 - 1:00 p.m. Break

1:00 - 2:00 p.m. External Affairs Committee (Small Auditorium, Harrison Institute)

2:00 - 2:30 p.m. Special Committee on Diversity (Small Auditorium, Harrison Institute)

2:30 -3:00 p.m. Special Committee on Governance and Engagement (Small Auditorium, Harrison Institute)

3:00 - 3:15 p.m. Break

3:15 - 3:45 p.m. Audit and Compliance Committee (Open and Executive Session) (Small Auditorium, Harrison Institute)

3:45 - 4:00 p.m. Buildings and Grounds Committee Report (Small Auditorium, Harrison Institute)

4:00 - 4:30 p.m. Executive Session - Personnel and Legal (Small Auditorium, Harrison Institute)

4:30 - 4:45 p.m. Final Session (Small Auditorium, Harrison Institute)

*The scheduled start times are flexible depending upon the course of business.

From www.virginia.edu/bov/meetings/12Sept/index.html8 July 2013 Agendas and Summaries (PDF Files)

• Docket • Preliminary Meeting - Materials • Audit & Compliance - Fri., Sept. 14, 3:15 p.m. - Materials • Buildings and Grounds - Wed., Sept. 12, 2:00 p.m. - Materials • Educational Policy - Thurs., Sept. 13, 2:00 p.m. - Materials o UVA-Sponsored Research By School and Source • External Affairs - Fri., Sept. 14, 1:00 p.m. - Materials Fundraising Performance - Cash Flow - Annual Giving • Finance - Fri., Sept. 14, 10:30 a.m. - Materials • Medical Center Operating Board - Thurs., Sept. 13, 8:30 a.m. - MCOB Book o Transitional Care Hospital - Thurs., Sept. 13, 11:15 a.m. - TCH Book • Special Committee on Diversity - Fri., Sept. 14, 2:00 p.m. - Materials • Special Committee on Governance & Engagement - Fri., Sept. 14, 2:30 p.m. - Materials • Special Committee on Strategic Planning - Fri., Sept. 14, 10:00 a.m. - Materials • Student Affairs & Athletics - Fri., Sept. 14, 9:00 a.m. - Materials • Annual Report on the University of Virginia, 2011-2012 • Minutes

From www.virginia.edu/bov/meetings/12Sept/index.html8 July 2013

DOCKET

BOARD OF VISITORS

University of Virginia

Regular Meeting

September 14, 2012

DOCKET BOARD OF VISITORS September 14, 2012

CONSENT ITEMS

1. APPROVAL OF GRANT OF EASEMENTS BY THE UNIVERSITY OF VIRGINIA TO OTHER PARTIES AND ACQUISITION OF EASEMENTS BY THE UNIVERSITY OF VIRGINIA FROM OTHER PARTIES RELATED TO THE DEVELOPMENT AND REDEVELOPMENT OF THE KIRTLEY PROPERTY (approved by the Buildings and Grounds Committee on September 12, 2012)

RESOLVED, the grant of permanent and temporary easements on property owned by The Rector and Visitors of the University of Virginia to other parties, (including, without limitation, stormwater management easements) in connection with the development and redevelopment of property owned by Kirtley Family Holdings, LLC and ground leased to the University (the “Kirtley Property”), is approved; and

RESOLVED FURTHER, the acquisition of permanent and temporary easements, in connection with the development and redevelopment of the Kirtley Property, is approved; and

RESOLVED FURTHER, the President or her designee is authorized, on behalf of the University, to approve the purposes of the easements to be granted or acquired and the locations of the same, to approve plans and plats, to approve and execute deeds of easement and related documents (including, without limitation, reciprocal parking agreements), to incur reasonable and customary expenses, and to take such other actions as deemed necessary and appropriate to grant or acquire such easements; and

RESOLVED FURTHER, all prior acts performed by the President or her designee, and other officers and agents of the University, in connection with such easements, are in all respects approved, ratified, and confirmed.

2. APPROVAL TO DISCONTINUE THE M.A. IN BIOETHICS (approved by the Educational Policy Committee on September 13, 2012)

RESOLVED, after review by the University, the State Council of Higher Education for Virginia, and the Faculty Senate, the M.A. in Bioethics, in the Graduate School of Arts and Sciences, shall be discontinued because it is no longer viable.

ACTION ITEMS

3. APPROVAL OF DEMOLITION OF 1224 JEFFERSON PARK AVENUE (#209-3993) (approved by the Buildings and Grounds Committee on September 12, 2012)

WHEREAS, the building located at 1224 Jefferson Park Avenue, due to its age and condition, requires certain improvements, including upgrades of the life safety and fire suppression systems, upgrade of the HVAC system, phased installation of new elevators, and renovation of the exterior window systems; and

WHEREAS, pursuant to the Management Agreement, dated November 15, 2005, by and between the Commonwealth of Virginia and The Rector and Visitors of the University of Virginia, as amended, subject to review by the Art and Architectural Review Board and the Department of Historic Resources and compliance with such general laws as may be applicable, the Board of Visitors is authorized to approve the demolition of buildings;

RESOLVED, the demolition of 1224 Jefferson Park Avenue is approved by the Board of Visitors, pending approval by the Art and Architectural Review Board and the Department of Historic Resources and compliance with such general laws as may be applicable; and

RESOLVED FURTHER, the President or her designee is authorized, on behalf of the University, to approve and execute such documents and to take such other actions as deemed necessary and appropriate in connection with the demolition of the building; and

RESOLVED FURTHER, all prior acts performed by the President or her designee, and other officers and agents of the

University, in connection with the demolition of the building, are in all respects approved, ratified, and confirmed.

4. NAMING OF INDOOR PRACTICE FACILITY – FIELDHOUSE (approved by the Buildings and Grounds Committee on September 12, 2012)

WHEREAS, the Department of Athletics has received approval for the construction of a 78,000 square foot indoor practice facility, to be located on the center practice field behind University Hall; and

WHEREAS, said facility will allow the football team and all field sports at the University to practice regardless of weather conditions; and

WHEREAS, George Welsh served as the head coach of the Virginia Football team from 1983 to 2000, leading the team to its first and only #1 national ranking in the 1990-91 season and to participation in 15 post-season bowl games, with a career record of 134-86-3, making him the winningest coach in Virginia football history; and

WHEREAS, the Department of Athletics, as well as alumni, family, and friends of the University wish to honor Mr. Welsh’s contributions to the University of Virginia football program, and to the stature of the University’s athletics programs as a whole;

RESOLVED, the Board of Visitors names the Indoor Practice Facility to be located at the center practice field behind University Hall the George Welsh Indoor Practice Facility.

5. NAMING OF FRALIN MUSEUM OF ART PLAZA (approved by the Buildings and Grounds Committee on September 12, 2012)

WHEREAS, Joseph Cornell was a renowned American artist and sculptor; and

WHEREAS, the Fralin Museum holds a large collection of Mr. Cornell’s work; and

WHEREAS, The Joseph and Robert Cornell Memorial Foundation has provided generous support to the Fralin Museum of Art and to University arts programming; and

WHEREAS, the Fralin Museum of Art features a prominent front entrance plaza with sculpture terrace that welcomes a large and diverse number of patrons to the Museum on an annual basis; and

WHEREAS, the University wishes to publicly honor the long- standing and significant contributions of The Joseph and Robert Cornell Memorial Foundation to the University of Virginia Art Museums and express deep gratitude for the continued support of Cornell Foundation trustees Mr. Joseph Erdman (A&S, ’56) and Mr. Richard M. Ader;

RESOLVED, the Board of Visitors names the front entrance plaza to the Fralin Museum of Art The Joseph and Robert Cornell Memorial Foundation Entrance Plaza.

6. NAMING OF MILLER CENTER OUTDOOR GARDEN (approved by the Buildings and Grounds Committee on September 12, 2012)

WHEREAS, David E. Gibson (A&S ’62, JD ’65) has for many years given generously of his time, his talents and his philanthropy in support of The Miller Center for Public Affairs, including two terms as director of the Miller Center Foundation; and

WHEREAS, the executive and volunteer leadership of The Miller Center of Public Affairs and the Miller Center Foundation seek to publicly honor Mr. Gibson and his wife, Linda J. Gibson, for their long-standing commitment and generosity to the Center; and

WHEREAS, there exists on the grounds of The Miller Center a garden, currently known as the “Orchard Garden”;

RESOLVED, the Board of Visitors names the Orchard Garden on the grounds of the Miller Center of Public Affairs The Gibson Orchard Garden.

7. RENAMING OF SPONSORS EXECUTIVE RESIDENCE CENTER AT DARDEN (approved by the Buildings and Grounds Committee on September 12, 2012)

WHEREAS, Sponsors Hall, comprised of two buildings and including a three-level dining building in addition to a 37-unit lodging/hotel facility, opened in 1979 to support the Executive

Education programs of the Darden School of Graduate Business; and

WHEREAS, over the past 32 years Darden’s hospitality operations have undergone extensive additions and changes, such that the lodging facility became known as Sponsors Executive Residence Center; and

WHEREAS, for the past 10 years Darden has opened the Center to the public at large and has experienced increased and sustained demand for its use; and

WHEREAS, the Center’s clientele now includes a large percentage of patrons from both the University community as well as external groups, making the current name confusing and outdated; and

WHEREAS, the School’s leadership and its Board of Trustees seek a name that better reflects the facility’s current use, allowing for more effective marketing to external and visiting audiences seeking hotel accommodations in the Charlottesville area;

RESOLVED, the Board of Visitors renames the facility known to many as Sponsors Executive Residence Center the Inn at Darden, retaining the name Sponsors Hall for the original dining building and in honor of the original sponsors and their seminal contributions to the current facility.

8. RENAMING OF SCHOOL OF ENGINEERING AND APPLIED SCIENCE/FACILITIES MANAGEMENT SHOP BUILDING (approved by the Buildings and Grounds Committee on September 12, 2012)

WHEREAS, there exists within the School of Engineering and Applied Science a building currently known as the Student Projects/Facilities Management Shop Building; and

WHEREAS, the School seeks an appropriate means by which to recognize the generosity of Mr. Linwood “Chip” Lacy, who graduated from the School in 1967 and then continued his education at the University, completing a Masters of Business Administration in 1969;

RESOLVED, the Board of Visitors names the building currently known as the Student Projects/Facilities Management Shop Building Lacy Hall.

9. NAMING OF LEARNING CENTER LOCATED IN THE SCHOOL OF ENGINEERING AND APPLIED SCIENCE/FACILITIES MANAGEMENT SHOP BUILDING (approved by the Buildings and Grounds Committee on September 12, 2012)

WHEREAS, there exists within the School of Engineering and Applied Science a building currently known as the Student Projects/Facilities Management Shop Building; and

WHEREAS, the School has documented its intention to name this building Lacy Hall, in recognition of the generosity of Mr. Linwood “Chip” Lacy, who graduated from the School in 1967 and then continued his education at the University, completing a Masters of Business Administration in 1969; and

WHEREAS, Lacy Hall contains a student laboratory whose function and use symbolizes the commitment of Mr. Lacy and his wife, Anne Warrick, to the mission and vision of the School of Engineering and Applied Science;

RESOLVED, the Board of Visitors names the student laboratory located within the newly named Lacy Hall the Anne Warrick Lacy Experiential Learning Center.

10. APPROVAL TO ACQUIRE_ALBEMARLE ARTHRITIS ASSOCIATES, LLP (approved by the Medical Center Operating Board on September 13, 2012 and by the Finance Committee on September 14, 2012)

WHEREAS, the Medical Center Operating Board and the Finance Committee find it to be in the best interests of the University of Virginia and its Medical Center for the Medical Center to purchase substantially all of the assets of Albemarle Arthritis Associates, LLP;

RESOLVED, the University, on behalf of the Medical Center, is authorized to acquire substantially all of the assets of Albemarle Arthritis Associates, LLP on such terms to be contained in a definitive agreement between the parties at a total investment not to exceed $2,500,000; and

RESOLVED FURTHER, the President of the University or her designee in consultation with the Vice President and Chief Executive Officer of the Medical Center, and with the

concurrence of the Chair of the Medical Center Operating Board and the Chair of the Finance Committee, is authorized to negotiate the terms of such acquisition, including execution of the definitive agreement, contracts, and all other documents necessary for the closing of the transaction, on such terms as the President of the University or her designee deems appropriate, and to take such other action as the President of the University or her designee deems necessary and appropriate to consummate the foregoing.

11. APPROVAL TO ESTABLISH THE MARY IRENE DESHONG PROFESSORSHIP IN DESIGN AND HEALTH (approved by the Educational Policy Committee on September 13, 2012)

WHEREAS, the design of effective, just, and economically feasible environments for human health is still a new frontier and a critical one for our nation and the world; and

WHEREAS, The Center for Design and Health in the School of Architecture is the only research center in the United States that focuses on a variety of health issues across a wide range of scales, including housing, neighborhoods, communities, cities, and regions as well as the design and planning of patient-centered healthcare facilities, healing gardens and learning centers; and

WHEREAS, donors who wish to remain anonymous have come forward to fund a distinguished professorship in the field of design and health with the expectation of attracting a scholar and practitioner who values design solutions that create effective and economically feasible environments for human health by synthesizing the art of design with the evidence-based perspective of scientific inquiry; and

WHEREAS, the professor shall be a nationally or internationally-recognized thought leader, academician, or practitioner, who may direct and shall provide intellectual leadership for the Center for Design and Health, build partnerships across disciplines with leading practitioners, government policy-makers, and fellow academics at the highest levels, and establish a new curriculum in design and health at the University; and

WHEREAS, the professorship honors the distinguished career of Mary Irene DeShong in public education as an outstanding teacher and elementary school principal;

RESOLVED, the Board of Visitors establishes the Mary Irene DeShong Professorship in Design and Health at the School of Architecture, to attract and retain scholars of special eminence in the field of design and health; and

RESOLVED FURTHER, the Board, the University, and the School of Architecture express their deep gratitude to the donors for their generous support of the School of Architecture.

12. APPROVAL OF THE SUMMARY OF AUDIT AND COMPLIANCE FINDINGS (approved by the Audit and Compliance Committee on September 14, 2012)

RESOLVED, the Summary of Audit Findings for the period May 1, 2012 through August 15, 2012, as presented by the Chief Audit Executive, and Compliance Projects for the period of January 1, 2012 through June 30, 2012, as presented by the Corporate Compliance Officer, is approved as recommended by the Audit and Compliance Committee.

13. APPROVAL OF AMENDED 2012-2018 STATE SIX-YEAR INSTITUTIONAL PLAN (approved by the Finance Committee on September 14, 2012)

WHEREAS, §23-38.87:17 of the Virginia Higher Education Opportunity Act of 2011 requires the governing boards of all public institutions of higher education to develop and adopt biennially (each odd-numbered year) and amend or affirm annually (each even-numbered year) an institutional six-year plan and submit that plan to SCHEV, the Governor, and the Chairs of the House Committee on Appropriations and the Senate Committee on Finance; and

WHEREAS, the University submitted its preliminary amended plans for the Academic Division and the College at Wise as required on August 3, 2011, refining the general strategies it outlined in 2012-14 to advance the objectives of the Act and to enhance teaching, research, and service; and

WHEREAS, final amended institutional plans must be approved by the Board of Visitors and submitted to SCHEV, the Governor, and the Chairs of the House Committee on Appropriations and the Senate Committee on Finance no later than October 1;

RESOLVED, the Board of Visitors approves the amended 2012- 18 six-year institutional plans of the University’s Academic Division and the College at Wise; and

RESOLVED FURTHER, the President is authorized to transmit the amended six-year plans to the State Council, the Governor, and the Chairs of the House Committee on Appropriations and the Senate Committee on Finance.

14. APPROVAL OF 2013 OPERATING AND CAPITAL AMENDMENTS TO THE 2012-2014 BIENNIAL BUDGET (approved by the Finance Committee on September 14, 2012)

WHEREAS, the University, the Medical Center, and the College at Wise have an opportunity to propose budget amendments for consideration by the Governor in his amended 2012-2014 budget; and

WHEREAS, the six-year plans previously approved by the Board of Visitors and submitted to the state by the Academic Division and the College at Wise provide the basis for the proposed amendments;

RESOLVED, the Board of Visitors of the University of Virginia approves the amendments to the 2012-2014 biennial budget; and

RESOLVED FURTHER, the Board of Visitors understands that to the extent these initiatives are not included in the Governor’s 2012-2014 amended budget, the University may want to pursue similar requests to the Legislature; and

RESOLVED FURTHER, the President or her designee is authorized to transmit to the General Assembly any request not funded by the Governor as long as there are no material differences from the items already endorsed by the Board of Visitors.

9 PRELIMINARY MEETING OF THE BOARD

Thursday, September 13, 2012 1:00 – 1:45 P.M. Small Auditorium, Harrison Institute

OPEN SESSION

A. Pledge of Allegiance (Dr. Long)

B. Approval of the Minutes of the May 21-22, 2012, June 18-19, 2012, and June 26, 2012 Meetings of the Board of Visitors (The Rector)

C. Resolution for Addition(s) to the Agenda (The Rector)

D. Comments by the Rector 1. On Appointment of Standing Committees 2. Extension of the Special Committee on Diversity 3. Appointment of the Special Committee on Governance and Engagement 4. Appointment of the Special Committee on Strategic Planning 5. Setting the Date of the 2013 Annual Meeting of the Board 6. Commending Resolution for Robert Hardie (Mr. Gilliam) 7. Commending Resolution for Mark Kington (Mr. Caputo) 8. Commending Resolution for Stuart Connock (Mr. Robertson)

E. Signature Authority (President Sullivan)

F. Resolution for Exclusion of Certain Directors and Officers - September 2012 (The Rector)

G. NCAA Orientation (The Rector will introduce Mr. Eric Baumgartner, Associate Athletics Director of Compliance, who will conduct the orientation)

H. ACC Certification

I. Comments by the Student Member

J. Report by the President 1. Faculty Salary Proposal 2. AccessUVa 3. Gifts and Grants RESOLUTION TO APPROVE ADDITIONAL ACTION ITEMS

RESOLVED, the Board of Visitors approves the consideration of addenda to the published Agenda.

EXTENSION OF THE SPECIAL COMMITTEE ON DIVERSITY

WHEREAS, the Manual of the Board of Visitors specifies that Special Committees of the Board be extended each year at the Annual Meeting;

RESOLVED, the Special Committee on Diversity is extended to the Annual Meeting of 2013.

CHARGE FOR THE SPECIAL COMMITTEE ON GOVERNANCE AND ENGAGEMENT

The Governance and Engagement Committee shall review the Board’s organizational structure, processes, and operations for the purpose of forming recommendations to the Board regarding modifications and enhancements, both formal and informal. The Committee’s work will be guided by an advisor and/or consultant with experience in public university board governance. Further, the Committee shall review Board policies and procedures, both formal and informal, as they relate to engagement with the Administration and other key stakeholders, and make recommendations to the full Board for enriching mutual relationships and communication.

CHARGE FOR THE SPECIAL COMMITTEE ON STRATEGIC PLANNING

The Special Committee on Strategic Planning shall have responsibility for overseeing the development of a strategic plan for the University’s academic enterprise, working in conjunction with the senior administrative and academic leadership to assure participation and input from all stakeholder groups. The Committee’s work will be guided by an expert consultant who will assure that the planning process is objective and reflects contemporary best practices.

SETTING OF THE DATE OF THE 2013 ANNUAL MEETING OF THE BOARD

RESOLVED, the first meeting of the Board of Visitors in the fall of 2013 will be designated the 2013 Annual Meeting of the Board.

RESOLUTION COMMENDING ROBERT D. HARDIE

WHEREAS, Robert D. Hardie took a B.A. in 1987 from the College of Arts & Sciences, and an M.B.A. in 1995 and Ph.D. in Management in 1999 from the Darden School of Business; and

WHEREAS, among other activities and honors, he was a recipient of the Raven Award, a member of Omicron Delta Kappa and the Imp Society, and a resident of the Lawn; and

WHEREAS, Mr. Hardie worked in the telecommunications and health insurance industries before becoming a Project Director at the University; and from 1999 to 2007, he taught at the Darden School; and

WHEREAS, Mr. Hardie is the Managing Director of Level One Partners, LLC, an investment company, and Director of the Riverstone Group in Richmond, which owns historic hotels and several resorts; and

WHEREAS, Mr. Hardie has co-authored two books, Corporate Strategy and Principles of General Management; and

WHEREAS, Mr. Hardie is actively involved in the education of his five sons, serving on the Board of Trustees and as Treasurer of St. Anne’s-Belfield School in Charlottesville, where he co-chaired the Lower Campus building project; and

WHEREAS, Mr. Hardie served the Commonwealth as a member of Governor Kaine’s Advisory Council on Revenue Estimates, and he was appointed to the Board of Visitors by Governor Kaine in 2008; and

WHEREAS, as a Visitor, Mr. Hardie was a strong proponent of maintaining the traditional architectural elements that Jefferson used in his design of the historic Central Grounds; and

WHEREAS, as the University embarked on a plan for growth of the undergraduate student body, Mr. Hardie, as chair of the Student Affairs and Athletics committee, sought to identify and preserve the ingredients to the ―special sauce‖ that created the unique undergraduate student experience, and he took a leadership role in advocating for the importance to the Lawn and Range student residents of working fireplaces; and

WHEREAS, Mr. Hardie’s term on the Board of Visitors ended July 1, 2012;

RESOLVED, the Board of Visitors thanks Robert D. Hardie for his devoted service to the Board and to the University, and considers him an important colleague and friend; and

RESOLVED FURTHER, the Board wishes continued success and happiness to Robert and Molly Hardie and their five sons.

RESOLUTION COMMENDING MARK J. KINGTON

WHEREAS, Mark J. Kington, of Alexandria, took a B.A. from the University of Tennessee, and an M.B.A. from the Darden School of Business in 1988; and

WHEREAS, Mark Kington was a founding member of Columbia Capital, LLC, and serves as managing director of X-10 Capital Management, LLC, and president of Kington Management Corporation, in Alexandria; and

WHEREAS, Mark Kington has served the University in many capacities, including as a member of the Board of Visitors from 2002 to 2006; the National Committee on University Resources (NCOUR); the University of Virginia Foundation Board of Directors; the University of Virginia Investment Management Company Board of Directors; and the Medical Center Operating Board; and

WHEREAS, Mark and his wife Ann Kington, in honor of his parents, created the Joe D. and Helen J. Kington Professorship in Environmental Change to attract and retain an eminent scholar to teach and conduct research in regional and global environmental change; and

WHEREAS, Mark Kington was reappointed to the Board of Visitors in 2010 by Governor McDonnell, and he was elected by the Visitors to serve as vice rector of the Board in June 2011; and

WHEREAS, Mr. Kington served as chair of the Finance Committee and the ad hoc committee on AccessUVA, and devoted substantial effort to the year-long review of the financial aid program; and

WHEREAS, Mark Kington acted with integrity in all matters; and

WHEREAS, Mark Kington stepped down from the Board on June 19, 2012;

RESOLVED, the Board of Visitors thanks Mark Kington for his devoted service to the Board and the University, considers Mark Kington an important colleague and friend, and wishes Mark and Ann Kington and their family the best in all of their future endeavors.

RESOLUTION COMMENDING STUART W. CONNOCK

WHEREAS, Stuart W. Connock, a native of Charlottesville, took a bachelor of science degree in Economics from the University’s McIntire School of Commerce in 1950 after serving in the U.S. Navy during World War II; and

WHEREAS, in 1950 Mr. Connock began his career in service to the Commonwealth as a Liaison Officer in the Department of Taxation, and over the next 20 years served as Journal Clerk for the House of Delegates of Virginia, Assistant Director of the Virginia Municipal League, and Director of Sales and Use Tax for the Department of Taxation; and

WHEREAS, Mr. Connock continued his career in state government as the Secretary of Administration and Finance under Governor John N. Dalton, the Assistant Secretary of Financial Policy and Director of Planning and Budget under Governor John N. Dalton and Governor Charles S. Robb, and Secretary of Finance under Governor Charles S. Robb and Governor Gerald L. Baliles; and

WHEREAS, in 1990 Mr. Connock returned to the University when then-President Robert O’Neil appointed him Executive Assistant to the President for State Governmental Relations; and

WHEREAS, Mr. Connock also served in this role under President John Casteen and President Teresa Sullivan; and

WHEREAS, Mr. Connock played a pivotal role in state relations by representing the University and the President in Richmond; promoting the University’s interests and priorities to members of the General Assembly and other state officials; and advising vice presidents, deans, and other University administrators on state governmental matters; and

WHEREAS, Mr. Connock’s track record made him a trusted resource to all in higher education throughout the Commonwealth and garnered him the respect of legislators and state officials on both sides of the aisle; and

WHEREAS, Mr. Connock’s influence and importance in Richmond were evident as he successfully advocated on behalf of the University for and against hundreds of pieces of legislation and budget amendments of interest to the University; and

WHEREAS, in 1996 Mr. Connock’s expert guidance contributed to the enactment of legislation granting the University Medical Center codified autonomy; and

WHEREAS, Mr. Connock was instrumental in securing the passage of the Restructured Higher Education Financial and Administrative Operations Act in 2005 and negotiating the University’s Management Agreement with the Commonwealth in 2006; and

WHEREAS, in addition to his service to the Commonwealth and the University, Mr. Connock is also a long-standing member and former chair of the Jamestown-Yorktown Foundation, and co- chaired the Jamestown 2007 Commission that planned the celebration of America’s 400th anniversary; and

WHEREAS, Mr. Connock’s contributions to the Commonwealth and the University have been recognized through numerous honors and awards he has received over the years including the T. Edward Temple Award for Excellence in Public Service in 1983, the Raven Award in 1985, the State Government Executive of the Year Award in 1986, the S. Kenneth Howard Career Achievement Award in 1990, and the Marvin D. ―Swede‖ Johnson Achievement Award by the Council for Advancement and Support of Education in 2007; and

WHEREAS, after nearly twenty-three years Mr. Connock officially retired from the University on June 30, 2012;

RESOLVED, the Board of Visitors commends Stuart W. Connock and expresses its deepest appreciation for his exemplary service and dedication to the University of Virginia; and

RESOLVED FURTHER, the Board congratulates Mr. Connock on his retirement and offers its best wishes to him and his family in all of their future endeavors. AUTHORIZATION TO APPROVE AND EXECUTE DOCUMENTS AND TO ACT ON BEHALF OF THE UNIVERSITY

WHEREAS, the Board of Visitors previously adopted resolutions, presently in effect, which expressly authorize the Executive Vice President and Chief Operating Officer to approve and execute certain documents and to take certain actions on behalf of the University; and

WHEREAS, the position of Executive Vice President and Chief Operating Officer is presently vacant; and

WHEREAS, the Board of Visitors desires to authorize another officer of the University in the place of the Executive Vice President and Chief Operating Officer, so that the University may timely proceed with certain business of the institution;

RESOLVED, the Board of Visitors authorizes the President or her designee to approve and execute documents and to act on behalf of the University, to the extent of any authorization granted previously by the Board of Visitors to the Executive Vice President and Chief Operating Officer, as set forth in resolutions approved by the Board; and

RESOLVED FURTHER, the foregoing authorization of the President or her designee shall be concurrent so that, upon appointment of an Executive Vice President and Chief Operating Officer (whether on an interim or permanent basis), such officer shall continue to have authority to approve and execute documents and to act on behalf of the University, as set forth in any resolution adopted previously by the Board. RESOLUTION FOR EXCLUSION OF CERTAIN DIRECTORS AND OFFICERS—SEPTEMBER 2012

WHEREAS, current Department of Defense Regulations contain a provision making it mandatory that the Chair of the Board, a Senior Management Official, and a Facility Security Officer meet the requirements for eligibility for access to classified information established for a contractor facility security clearance; and

WHEREAS, said Department of Defense Regulations permit the exclusion from the personnel of the requirements for access to classified information of certain members of the Board of Directors and other officers, provided that this action is recorded in the public Minutes;

RESOLVED, the Rector as Chair of the Board, Senior Management Official, and Facility Security Officer at the present time do possess, or will be processed for, the required eligibility for access to classified information; and

RESOLVED FURTHER, in the future, when any individual enters upon any duties as Rector of the Board, Senior Management Official, and Facility Security Officer, such individual shall immediately make application for the required eligibility for access to classified information; and

RESOLVED FURTHER, the following members of the Board of Visitors and other officers shall not require, shall not have, and can be effectively and formally excluded from access to all CLASSIFIED information disclosed to the University and shall not affect adversely Board and University policies or practices in the performance of classified contracts for the Department of Defense or the Government contracting activities (User Agencies) of the National Industrial Security Program.

Frank B. Atkinson Member, University of Virginia Board of Visitors A. Macdonald Caputo Member, University of Virginia Board of Visitors Hunter E. Craig Member, University of Virginia Board of Visitors The Honorable Alan A. Member, University of Virginia Board of Diamonstein Visitors Allison Cryor DiNardo Member, University of Virginia Board of Visitors Marvin W. Gilliam Jr. Member, University of Virginia Board of Visitors Victoria D. Harker Member, University of Virginia Board of Visitors Bobbie G. Kilberg Member, University of Virginia Board of Visitors Randal J. Kirk Member, University of Virginia Board of Visitors Stephen P. Long, M.D. Member, University of Virginia Board of Visitors George Keith Martin Member, University of Virginia Board of Visitors Vincent J. Mastracco Member, University of Virginia Board of Jr. Visitors Edward D. Miller, M.D. Member, University of Virginia Board of Visitors John L. Nau III Member, University of Virginia Board of Visitors Timothy B. Robertson Member, University of Virginia Board of Visitors Linwood H. Rose Member, University of Virginia Board of Visitors William H. Goodwin Jr. Senior Advisor to the Board of Visitors Leonard W. Sandridge Senior Advisor to the Board of Visitors Hillary A. Hurd Student Member, University of Virginia Board of Visitors Paul J. Forch General Counsel to the University of Virginia Susan G. Harris Secretary to the Board of Visitors John D. Simon Executive Vice President and Provost

UNIVERSITY OF VIRGINIA BOARD OF VISITORS MEETING OF THE EDUCATIONAL POLICY COMMITTEE SEPTEMBER 13, 2012

EDUCATIONAL POLICY COMMITTEE

September 13, 2012 2:00 – 3:30 p.m. Small Auditorium, Harrison Institute

Committee Members: Stephen P. Long, M.D., Chair Frank B. Atkinson George Keith Martin A. Macdonald Caputo Linwood H. Rose Hunter E. Craig Hillary A. Hurd Allison Cryor DiNardo Helen E. Dragas, Ex-officio Randal J. Kirk Robert S. Kemp, Consulting Member

AGENDA

PAGE I. CONSENT AGENDA (Mr. Simon)  Program Closure: M.A. in Bioethics 1

II. ACTION ITEM (Ms. Sullivan)  Establishment of the Mary Irene DeShong 2 Professorship in Design and Health in the School of Architecture

III. REPORTS BY THE EXECUTIVE VICE PRESIDENT AND PROVOST (Mr. Simon) A. Faculty Senate Report (Mr. Simon to introduce 4 Mr. George M. Cohen; Mr. Cohen to report) B. Report on Academic Assessment (Mr. Simon to 5 introduce Ms. Josipa Roksa; Ms. Roksa to report) C. Report on Sponsored Research (Mr. Simon to 6 introduce Mr. Thomas C. Skalak; Mr. Skalak to report) D. Dual Degree Program: School of Law and the 9 Institut d’Études Politiques de Paris (Written Report)

IV. EXECUTIVE SESSION (to take place in separate session)  Faculty Personnel Actions

V. ATTACHMENT  Report on University Research Activity

UNIVERSITY OF VIRGINIA BOARD OF VISITORS CONSENT AGENDA

PROGRAM CLOSURE: M.A. IN BIOETHICS: Approval of the discontinuance of the M.A. in Bioethics

BACKGROUND: The University reviews its academic programs on a five-year cycle to assess their relevance and quality. In addition, the State Council of Higher Education for Virginia (SCHEV), in accordance with the Code of Virginia, periodically conducts a program productivity and viability review of degree programs. After identifying programs that do not meet productivity and viability standards, SCHEV works closely with the University to allow for the continuation of programs that serve the needs of the institution and/or the Commonwealth. After such consultation, a decision is made as to which programs to discontinue. As a result of the most recent SCHEV program productivity and viability review, the University proposes to discontinue the M.A. in Bioethics. No students are enrolled in the program. All degree program closures must be approved by the Board of Visitors prior to submission to SCHEV. The effective date of the closure will be January 1, 2013.

DISCUSSION: During the most recent program productivity and viability review, SCHEV identified the M.A. in Bioethics as a program that did not meet the benchmarks. The Committee on Educational Policy and Curriculum (CEPC), the faculty of Arts and Sciences, and the Academic Affairs Committee each voted to discontinue the program. The Faculty Senate endorsed the discontinuation at its April 2012 meeting.

ACTION REQUIRED: Approval by the Educational Policy Committee and by the Board of Visitors

APPROVAL TO DISCONTINUE THE M.A. IN BIOETHICS

UNIVERSITY OF VIRGINIA BOARD OF VISITORS AGENDA ITEM SUMMARY

BOARD MEETING: September 13, 2012

COMMITTEE: Educational Policy

AGENDA ITEM: II. Establishment of the Mary Irene DeShong Professorship in Design and Health in the School of Architecture

BACKGROUND: Today, the design of effective, ecological, and economically feasible environments for human health is still a new frontier and a critical one for our nation and the world. This is a growing field and there is urgency for the University to continue to advance in this area of research and practice.

DISCUSSION: Donors who wish to remain anonymous have provided the funds to establish a professorship in design and health. The professor will provide the intellectual leadership for the Center for Design and Health in the School of Architecture, which is poised to become a national leader in the pursuit of cross-disciplinary research to aid the design and planning of effective environments for human health and well-being.

ACTION REQUIRED: Approval by the Educational Policy Committee and by the Board of Visitors

APPROVAL TO ESTABLISH THE MARY IRENE DESHONG PROFESSORSHIP IN DESIGN AND HEALTH

WHEREAS, the design of effective, just, and economically feasible environments for human health is still a new frontier and a critical one for our nation and the world; and

WHEREAS, donors who wish to remain anonymous have come forward to fund a distinguished professorship in the field of design and health with the expectation of attracting a scholar

andand practitionerpractitioner whowho valuesvalues designdesign solutionssolutions thatthat createcreate effective effectiveand economically and economically feasible environmentsfeasible environments for human forheal humanth by synthesizing the art of design with the evidence-based perspective of scientificUNIVERSITY inquiry; OF VIRGINIA and BOARD OF VISITORS AGENDA ITEM SUMMARY WHEREAS, the professor shall be a nationally or BOARDinternationally MEETING: -recognizedSeptember thought 13, 201 leader,2 academician, or practitioner, who may direct and shall provide intellectual COMMITTEE:leadership for the CenterEducational for Design Policy and Health, build partnerships across disciplines with leading practitioners, government policy- AGENDAmakers, ITEM: and fellow academicsIII.A. Faculty at the Senatehighest Report levels, and establish a new curriculum in design and health at the University; and ACTION REQUIRED: None WHEREAS, the professorship honors the distinguished career of DISCUSSIONMary Irene: DeShong George inM. publicCohen, educationBrokaw Professor as an outstanding of Corporate teacher Law andand chairelementary of the school Faculty principal; Senate, has been a member of the faculty since 1993. Mr. Cohen holds a J.D. from the University of PennsylvaniaRESOLVED, theLaw BoardSchool of and Visitors a Ph.D establishesin Economics the from Mary the Irene UniversityDeShong Profess of Pennsylvania.orship in Design He teachesand Health contracts, at the Schoolprofessional of responsibility,Architecture, to and attract agency and and retain partnership scholars law. of special eminence in the field of design and health; and Mr. Cohen will report on the Faculty Senate's activities over theRESOLVED recent FURTHER, months andthe itsBoard, plans the for University, the coming and year. the SchoolHe of willArchitecture also offer express some reflectionstheir deep gratitudeon the Board to theretreat donors and for their facultygenerous-Board support relations. of the School of Architecture.

UNIVERSITY OF VIRGINIA BOARD OF VISITORS AGENDA ITEM SUMMARY

BOARD MEETING: September 13, 2012

COMMITTEE: Educational Policy

AGENDA ITEM: III.A. Faculty Senate Report

ACTION REQUIRED: None

DISCUSSION: George M. Cohen, Brokaw Professor of Corporate Law and chair of the Faculty Senate, has been a member of the faculty since 1993. Mr. Cohen holds a J.D. from the University of Pennsylvania Law School and a Ph.D in Economics from the University of Pennsylvania. He teaches contracts, professional responsibility, and agency and partnership law.

Mr. Cohen will report on the Faculty Senate's activities over the recent months and its plans for the coming year. He will also offer some reflections on the Board retreat and faculty-Board relations.

UNIVERSITY OF VIRGINIA BOARD OF VISITORS AGENDA ITEM SUMMARY

BOARD MEETING: September 13, 2012

COMMITTEE: Educational Policy

AGENDA ITEM: III.B. Academic Assessment

ACTION REQUIRED: None

BACKGROUND: Academic assessment is at the forefront of conversations about the future of higher education. Making desirable progress on assessment necessitates a meaningful conversation about what students should learn in higher education and how we could measure successful attainment of specific learning goals. Addressing these two issues builds a foundation for charting a path toward improving the quality of students' experiences. This presentation will facilitate discussion on these crucial issues as well as present examples and broader contexts of the measurement of student learning in higher education.

DISCUSSION: Josipa Roksa is Associate Professor of Sociology and Education and Associate Director of the Center for Advanced Study of Teaching and Learning in Higher Education. She focuses on studying social inequality in students’ experiences and outcomes in higher education. She has examined the role of state contexts in shaping access and attainment in higher education, the importance of life course transitions, including work, marriage/cohabitation and parenthood, for educational success, and whether and how much students learn on their journey through college. In addition to numerous articles in both sociology and education journals, Professor Roksa is co- author of Academically Adrift: Limited Learning on College Campuses.

Ms. Roksa will engage with the Board in a discussion about academic assessment by exploring two crucial and connected questions: What knowledge, skills and dispositions should students develop in higher education? And how do we know when we have achieved those goals? Following the general discussion, Ms. Roksa will present information on the Collegiate Learning Assessment, one specific tool that aims to assess a particular set of skills. Moreover, she will comment on a broader conversation about accountability, including instructiveness of the standards of learning (SOL) experience for higher education.

UNIVERSITY OF VIRGINIA BOARD OF VISITORS AGENDA ITEM SUMMARY

BOARD MEETING: September 13, 2012

COMMITTEE: Educational Policy

AGENDA ITEM: III.C. Sponsored Research

ACTION REQUIRED: None

BACKGROUND: U.Va has increased in both federal and total research expenditures since 2007, reaching a historic all-time high in 2011, despite increasing competitiveness at federal agencies and the private sector economic downturn over the same period. The University’s sponsored research totals have increased over 50% since FY 2000. The overall immediate future for U.Va sponsored research will largely depend on the ongoing federal agency Research and Development (R&D) budgets, and our faculty’s competitiveness. The University is also pursuing diversification of its research portfolio through a more active partnering approach to corporate, foundation, and private philanthropic funding support.

DISCUSSION: Thomas C. Skalak is Professor of Biomedical Engineering and Vice President for Research. As Vice President for Research, he is responsible for the integration and enhancement of research activities across the University’s schools and research centers. Mr. Skalak served as chair of the Department of Biomedical Engineering from 2001–2008. While at U.Va, he has been principal investigator responsible for more than $40 million in research grants.

The University receives the majority (nearly two-thirds) of its sponsored research awards from federal sponsors, (primarily National Institutes of Health (NIH), Department of Defense (DoD), and National Science Foundation (NSF). Based on data from the National Science Foundation (NSF) Survey of Research and Development Expenditures at Universities and Colleges, which includes research spending from over 700 U.S. institutions, U.Va’s federal research funding rank was 54th in 2011 and 48th in 2006. The majority of sponsored research (90%) is awarded to three schools: the School of Medicine, the School of Engineering and Applied Science, and the College and Graduate School of Arts and Sciences. The School of Medicine garners over half of the University’s sponsored research, mainly from

the NIH. With the flattening of NIH budgets, the School’s totals have correspondingly leveled off. The School of Engineering has achieved a robust external funding rate increase over the past five years, doubling its overall funding through successful junior and senior faculty hiring, key strategic industrial partnerships, and alignment with federal funding opportunities. The College has generally remained static in its overall total sponsored research efforts over the past several years, and is less active than the School of Medicine (SOM) and the School of Engineering and Applied Science (SEAS) in research intensity. The Curry School, based largely on its educational assessment programs, represents a smaller, but growing, portion of the University’s research base. Nursing, Batten, Law and Architecture see modest ongoing research funding, while the Commerce School and Darden receive virtually no sponsored research awards. The latter pursue research via other mechanisms, such as endowments. With central support, Architecture and Nursing are making efforts to stimulate new externally-funded research growth.

As compared to other public institutions in the top 50 of federal research expenditures, U.Va’s institutional and state support for science and engineering research is the lowest in the nation. State research support to U.Va is the lowest among the top 50 public universities and institutional support is second lowest among the same group. With this modest research investment from the institution and the state, the University is still remarkably competitive in receiving peer-reviewed federal funding. As an example of return on investment, U.Va’s federal research expenditures are 8.7 times the combined state and institutional research expenditures, compared with a national average of all public universities of only 3.1 times and Virginia Tech’s return of 0.8 times (from independent NSF survey data). We are thus highly competitive with national peers for federal funding and have further room to grow our research enterprise.

funding. The School of Medicine generates the majority of the University’s indirect cost recoveries, followed by SEAS and the College. Although the University’s federal indirect rate recently increased from 54% to 58%, we do not expect to see substantial increases in indirect cost recoveries in the near term, but this depends on faculty grant submission activity. Over the past five years, the number of University proposals submitted and awards received have remained relatively static, while funding has increased.

The University provides a robust portfolio of activities to support and enhance research opportunities for our faculty. These efforts include: internal seed programs for the sciences, social sciences, and the humanities; funding for industry research contract management; grant writing resources to develop proposals in strategic areas; debt service for new research buildings; institutional cost share support for transformative grant submittals; partnering with schools and departments on key faculty recruitments and retentions; equipment purchases for collaborative research; bridge funding to proven research-active faculty who are between grants; compliance programs to protect the health and safety of students, faculty, staff, and research animals; leading technology commercialization efforts; and organizing and funding multidisciplinary research initiatives that span multiple schools and external partners. All these activities provide a strong framework for our faculty to develop and nurture their innovative ideas.

To move the University research agenda forward, we need to enhance both research intensity and collaborative interactions across the University and with external partners. To achieve this goal, we must align faculty, department chair, and dean recruiting/review with these attributes and with strategic institutional priorities to ensure that every recruit and retention matters. We need to expect high levels of energy, creative vision, and enthusiasm in the leadership of every school and department. We need to critically and continuously assess research excellence and strategically support transformational opportunities that will truly distinguish the university and have an impact on the world.

UNIVERSITY OF VIRGINIA BOARD OF VISITORS AGENDA ITEM SUMMARY

BOARD MEETING: September 13, 2012

COMMITTEE: Educational Policy

AGENDA ITEM: III.D. Dual Degree Program: School of Law and the Institut d’Études Politiques de Paris (Written Report)

ACTION REQUIRED: None

BACKGROUND: The School of Law has signed a Memorandum of Agreement (MOA) to create a dual degree program with the Institut d’Études Politiques de Paris (Sciences Po).

DISCUSSION: The Executive Vice President and Provost has approved a MOA, creating a dual degree program between the School of Law and the Institut d’Études Politiques de Paris (Sciences Po). Students in the School of Law will be able to study for one year at Sciences Po leading to the Master’s in Economic Law with a global studies specialization from Sciences Po. Students will pursue the degree during the course of the three-year J.D. program at U.Va. Students will thus earn both the J.D. and the Master’s in Economic Law in three years.

ATTACHMENT

University Research Activity Thomas C. Skalak Vice President for Research

This report provides historical data on research programs and sponsored research funding at UVa, and poses two questions:

1. Given the UVa vision of being the global ideal in research-based education, how can we increase the level of local and state investments in strategic research activities? 2. How can the BoV help us to engage new partners in the UVa research enterprise?

Background

Research is one of our primary “purposes for being” as a university. Research creates new knowledge. Research provides student experiences in original inquiry, design, creative work, and discovery. Research inspires capable partners. It is an investment we want to make.

In this report, we will discuss the overall scope of sponsored research at UVa, ongoing and envisioned research initiatives that distinguish UVa, and the central importance of the research enterprise in providing an excellent student experience at UVa.

A vision for UVa is to be “The Global Ideal in Research-Based Education.” How will we achieve this vision? We will achieve it through the creation of new knowledge via original research, scholarship, and creativity. What kinds of research activity could distinguish UVa among our peers? UVa can be differentiated and distinguished via our collaborations and resulting impact on the world. This is the “magic of the second story” that Thomas Jefferson envisioned when he designed and built the pavilions on the Lawn with second story balustrades and balconies that allowed scholars in different fields to exchange ideas freely. Collaboration and free exchange of ideas in a diverse group is exciting to leading researchers, professionals, and students who are addressing major societal challenges in many fields. An emphasis on this quality attracts new talent and unleashes the capabilities of existing talent at UVa.

Overall Scope and Distribution of Research at UVa

UVa has increased in both federal and total research expenditures since 2007, reaching a historic all-time high in 2011 (see Appendix, Fig 1.1), despite increasing competitiveness at federal agencies and the private sector economic downturn over the same period. The University’s sponsored research totals have increased over 50% since FY 2000. The overall immediate future for UVa sponsored research will largely depend on the ongoing federal agency R&D budgets, and our faculty’s competitiveness. The University is also pursuing diversification of its research portfolio through a more proactive partnering approach to corporate, foundation, and private philanthropic funding support.

UVa receives the majority (nearly two-thirds) of its sponsored research awards from federal sponsors (mainly NIH, DoD and NSF). UVa’s federal research funding rank was 54th in 2010 and 48th in 2006. The majority of sponsored research (90%) is awarded to three schools: the School of Medicine, School of Engineering and Applied Science, and the College of Arts and Sciences (see Appendix, Fig 3.2). The School of Medicine garners over half of the University’s sponsored research, mainly from the NIH. With the flattening of NIH budgets, the School’s totals have correspondingly leveled off as well. The School of Engineering has achieved a robust external funding rate increase over the past five years, doubling its overall funding, through successful junior and senior faculty hiring, key strategic industrial partnerships, and alignment with federal funding opportunities. The College has generally remained static in its overall total sponsored research efforts over the past several years, and is less active than SOM and SEAS in research intensity. The Curry School, based largely on its educational assessment programs, represents a smaller, but growing, portion of the University’s research base. Nursing, Batten, Law and Architecture see modest ongoing research funding, while the Commerce School and Darden receive virtually no sponsored research awards. The latter pursue research via other mechanisms, such as endowments. Architecture and Nursing are making efforts, with central support, to stimulate new externally-funded research growth.

Research Initiatives

The University continuously invests in hiring and retaining faculty, including investments in laboratories and other scholarly activities, seeks out and invests in promising research ideas and initiatives, and supports the research infrastructure underpinning these activities. Initiatives have varying magnitudes and durations, and are continuously initiated, assessed, adapted, and sunset. Current cross-grounds initiatives in various stages of development include Big Data, OpenGrounds, Sustainability, Energy Systems, Biosciences, and Latin America research partnerships. Graduate Studies and UVa Innovation represent long-term programs that must be grown and enhanced continuously. Previous University research strategies have generally demonstrated positive outcomes from the dedicated central investments. For example, the prior BoV Research Enhancement program which coordinated thematic senior researcher recruitment (“star hires”), has to date brought in over $85 million in new sponsored research from a central funds investment of $20 million (about a 4-1 incremental return on investment). The multidisciplinary research programs created and supported from the strategic 2020 planning effort each have had varying degrees of success. Over time the investigators affiliated with the 2020 Nanotechnology and the Morphogenesis/Regenerative Medicine initiatives have generated over $220 million in research awards from central seed funds totaling about $10 million (about a 20-1 incremental return on investment). From these past experiences we learned that focused central support and strategic landscape review are critical elements in developing and seeding transformational cross-disciplinary and multi-school

2 efforts. Recent examples include university initiatives in Energy Systems and Biomedical Innovation proof-of-concept funding, which have provided outstanding incremental returns on investment of 32-1 and 7-1, respectively. Therefore, we see a key central role in leveraging the collaborative talents of faculty across grounds to pursue valuable distinguishing research opportunities that otherwise could go unexplored or unrealized.

Competitiveness of UVa Faculty in Research: UVa is #1 among Peer Group

As compared to other public institutions in the top 50 of federal research expenditures, UVa’s institutional and state support for science and engineering research is the lowest in the nation. State research support to UVa is the lowest among the top 50 public universities and institutional support is second lowest among the same group. With this modest research investment from the institution and the state, the University is remarkably competitive in receiving peer-reviewed federal funding. As an example, UVa’s federal research expenditures are 8.7 times the combined state and institutional research expenditures (see Appendix, Fig 1.4), compared with a national average of all public universities of only 3.1 times and Virginia Tech’s ratio of 0.8 times (NSF survey data). UVa is #1 among our designated peer group in this research performance metric (see Fig 1.4). We are thus highly competitive with national peers for federal funding, and have further room to grow our research enterprise. Further state and local investment is highly likely to produce substantial additional research awards, because we believe that there is still substantial remaining and untapped capacity within the UVa faculty.

Indirect cost recoveries (or F&A) generated from external research awards roughly mirror the trends identified above. Indirect costs are those costs which cannot be identified readily and specifically with a particular sponsored project or activity. Shared resources such as a library or the heating, electricity, and maintenance of buildings housing multiple projects are common examples of costs that fall within this category. The University’s indirect cost recovery was $69.3 million in FY12, after peaking at $73.3 million in FY11. That decline was expected, given the end of federal stimulus (ARRA) funding. The School of Medicine generates the majority of the University’s indirect cost recoveries, followed by SEAS and the College. Although the University’s federal indirect rate recently increased to 58% from 54%, we do not expect to see substantial increases in indirect cost recoveries in the near term, but this depends on faculty grant submission activity. Over the past 5 years, the number of University proposals submitted and awards received have remained relatively static.

3 schools and departments on key faculty recruitments and retentions; equipment purchases for collaborative research; bridge funding to proven research-active faculty who are between grants; compliance programs to protect the health and safety of students, faculty, staff and research animals; leading technology commercialization efforts; and organizing and funding multidisciplinary research initiatives that span multiple schools and external partners.

Achieving Our Vision for the UVa “Student Experience”: Providing the Global Ideal in Research-Based Education

All these activities provide a strong framework for our faculty and students to develop and nurture their innovative ideas. About 64% of undergraduate students currently engage in some form of research or inquiry during their experience at UVa (see Appendix, Fig 5.1). This is very good. To realize the vision of UVa to be the “global ideal in research-based education”, however, we seek to provide every student with a research experience that creates new knowledge, applications with societal relevance, or other creative work with impact.

To move the University research agenda forward we need to enhance both research intensity and collaborative interactions across the University and with external partners. To achieve this goal, we must align faculty, department chair, and dean recruiting/review with these attributes and with strategic institutional priorities to ensure that every recruit and retention matters. We need to expect high levels of energy, creative vision, and enthusiasm in the leadership of every school and department. We need to critically and continuously assess research excellence and strategically support transformational opportunities that will truly distinguish the university and have impact on the world.

“Creating the Magic” : Research is an Investment, Not a Cost

The “magic of the second story” is created through vibrant research experiences across disciplines. The research enterprise helps to deliver the UVa vision of being “the global ideal in research-based education” for all students. At present, it costs UVa about $0.33 for each $1.00 of research performed at UVa (Source: BOV Retreat data, 2009). This includes the cost of research facilities and unrecovered indirect costs. The research enterprise thus provides a very deep discount of 67% on our delivery of the UVa vision to students - of a research-based, experiential, inquiry-based learning experience. This 67% cost savings to UVa has a total current annual value of about $300 M (see Appendix, Fig 3.1), or more than two times the total state funding to UVa. In other words, when we invest UVa funds in research, we see a 2-1 return on that investment in terms of the overall UVa research enterprise that is established. That enterprise is then available to students, and creates new knowledge, new human capital, and benefits to society. It’s an investment we need to make. We currently provide 64% of students with a research experience (Appendix, Fig 5.1). To provide 100% of students with a

4 research experience, one can extrapolate from current state and local investments of $26 M annually (see Appendix, Table in Fig 1.4) that we’d need to increase state and local investment in research by at least 50% or $13 M annually. To achieve other aspects of strategic research growth, additional levels of investment might be needed.

Partnerships and Investments in UVa Research and Innovation

Federal research funding is highly competitive and peer-reviewed for quality, innovativeness, and impact. Our federal research ranking in 2010 was 54th among all universities, whereas Virginia Tech's was 70th. It is important to recognize the difference between funding from state service agencies and peer-reviewed, nationally-competitive research funding. UVa has also built and put into service three new major research buildings serving biomedical research, engineering research, and the college's physical and biosciences research over the last five years. These buildings provide new high-quality spaces for research, serving the needs of our faculty to continue to be competitive for federal funds and living up to our commitment to provide experiential, creative, and inquiry-based learning for UVa students in state-of-the-art laboratories. These are investments in research that had to be made, to deliver on the vision.

UVa is a highly sought-after partner for government and corporate partners, and is becoming known as a destination for innovation-based start-up companies and corporate collaborations. Rolls Royce partnered with UVa to locate a new advanced jet engine manufacturing plant in Virginia after a major global competition, in part due to the access to UVa's engineering programs and willingness to partner in creating new, tailored educational programs. AstraZeneca, a top 10 global drug company known for its cutting-edge research, chose UVa for a major cardiovascular research partnership over other major U.S. medical research institutions after a national search. UVa annually hosts venture capital firms managing over $10 B in venture capital each year at the UVa Venture Summit, making it the largest university event of its kind in the world and bringing high-quality business partners to UVa as a destination for innovation-based deals and start-up companies that produce jobs and economic growth for the Commonwealth and the nation. Multiple schools at UVa are increasing emphasis and availability of entrepreneurship education for their students at the undergraduate and graduate levels. Many other new corporate partnerships are in development stages, including partners such as Lockheed-Martin, Alcoa, and MeadWestvaco. New partnerships with the Defense Intelligence Agency (DIA) and National Ground Intelligence Center (NGIC) are also in development, given their increased concentration of facilities near UVa and the UVa Research Park. Commercialization revenues for UVa-derived intellectual property and other partnerships are at the national average (about 2.3% of research expenditures, see Appendix, Figs 7.1 and 7.2 ) and UVa has produced a robust product pipeline over the past decade, with some 74 products now in varying stages of development or production (see Appendix, Table 7.3). All of these activities are summarized in more detail on the new website of UVa Innovation. We envision development of an “innovation accelerator” near the UVa Grounds in the near future, which would further accelerate our ability to bring university ideas to commercialization via improved mentoring, business development, and seed-stage funding mechanisms. This is

5 addressed as a priority in the recent strategic planning report on the UVa Research Parks and is included in the current UVa 6-year academic plan with the Commonwealth.

UVa's internationally-recognized innovation leaders frequently partner with government agencies and representatives to enhance the nation's innovation ecosystem, via invited U.S. Congressional testimony and most recently via UVa input to the drafting of the Start-Up Act by U.S. Senator Mark Warner, which aims in part to enhance the translation of university innovation to new job creation and economic growth. UVa faculty have served the state and nation in many other ways, including as President of the National Academy of Engineering, as Presidents of the American Diabetes Association, American Institute for Medical and Biological Engineering, and American Physiological Society, as Chair of the Defense Sciences Research Council of DARPA (Defense Advanced Research Projects Agency), Director of Defense Research and Engineering at the U.S. Department of Defense, and many other agencies addressing challenges of importance to the people of our state and nation.

UVa has been and remains highly committed to fundamental new value creation through basic research and discovery, as well as application of new knowledge to society’s most challenging issues. Universities are an essential part of the nation’s research and innovation ecosystem that is the key to future freedom, peace, health, and economic prosperity for all, and UVa is proud to be an important contributor to the people of our state and nation.

Research Activity, Ranking, and Quality

Another objective, independent assessment of research activity and quality is the National Research Council (NRC) rankings (they consider impact in publications, citations, awards, and other metrics). In the latest NRC rankings released in 2010, nearly a third of the participating U.Va. programs were assigned ranges that reached, on one of the two overall rankings, as high as the top 10: English, Religious Studies, and Spanish in the Graduate School of Arts & Sciences; Kinesiology in the Curry School of Education; the Ph.D. program in the School of Nursing; Microbiology, Pharmacology and Physiology in the School of Medicine; Systems Engineering in the School of Engineering and Applied Science; and Biomedical Engineering, which spans the schools of Medicine and Engineering. Humanities and social sciences, traditional U.Va. strengths, also showed depth in the NRC assessment. Of the eleven programs ranked, five – English, French, German, Religious Studies and Spanish – reached into the top 15 range. In STEM-H fields, 12 of 24 science, engineering and mathematics programs demonstrate high levels of research activity – a key ingredient of the NRC formula. Five of eight programs in the School of Medicine, six of nine Engineering School programs and two of the eight science and math programs in the Graduate School of Arts & Sciences spanned into the top 15 percent of performers, or better.

Executive Academic Leadership Must Recognize the Creative Innovators

An important role of strategic executive academic leadership must be to recognize, support, and protect the creative innovators who will imagine and create the future of society, and of UVa’s research and scholarly programs. This includes the protection of such initiatives from standard silos. Such silos often produce non-optimal solutions to major interdisciplinary challenges and/or fail to recognize new opportunities.

Drew Faust, the President of Harvard University, said in a 2012 speech:

“We want to solve society’s most urgent problems. We also want to fathom the universe, and understand who we are. We want to be able to imagine a world different from the one we live in now. How can we develop minds that are capable of this kind of imagining? What is the role of institutions in nurturing the growth of those minds? We must educate students for a world of uncertainty and rapid change, for a landscape that will require them to improvise … Fundamental to both the humanities and the sciences is the capacity for interpretation – the ability to combine intuition and reason to make sense of the world around us. To understand not only the measure of things but their meaning. This capacity lies at the heart of innovation. It lies at the heart of what universities do.”

Roger Martin, Dean of Toronto’s Rotman School of Management, said in his 2009 book, “The Opposable Mind”:

“Integrative thinking produces possibilities, solutions, and new ideas. It creates a sense of limitless possibility. Conventional thinking hides solutions in places they can’t be found and fosters the illusion that no creative solution is possible. With integrative thinking, aspirations rise over time. Conventional thinking is a self-reinforcing lesson that life is about accepting unattractive and unpleasant trade-offs. It erodes aspirations. Fundamentally, the conventional thinker prefers to accept the world as it is. The integrative thinker welcomes the challenge of shaping the world for the better.”

Judy Estrin is a technical leader and corporate leader who was chief technology officer at CISCO, founded 7 technology companies, served on the boards of Disney and FEDEX, and was named three times by Fortune as one of the 50 most powerful women in American business. She makes similar comments, with additional urgency that we need to re-invent American business culture to allow space for real value creation through innovation. In her 2008 book “Closing the Innovation Gap”, she demonstrates that “management 101” alone does not allow for the culture of exploration and innovation that made America great – we need to create a culture of education and innovation that protects the early explorers and tinkerers in every field, so that disruptive ideas can see the light of day – and after that, be managed to a high state of effectiveness and mission-driven achievements. In reviewing the book, Bob Iger, the CEO of Disney, said “Judy Estrin has zeroed in on the lack of long-term thinking in business and culture that is one of the gravest problems we face today.”

To deal with this problem, UVa’s executive leadership must have the capacity to act, and act strategically and continuously. To support such executive leadership, we conduct continuous landscape surveillance of the quality of faculty and student ideas and efforts. We attempt to

7 protect and nurture the most promising ones that bubble up from the faculty, as well as to catalyze new pan-university initiatives that otherwise would not have the executive protection and budgetary support they need to be tested and emerge over time as new distinguishing programs for UVa. We use 18 criteria (see Appendix, Figure 8.1) to help make these strategic judgments and decisions.

In a system of 11 schools and other major centers, there is great opportunity for units to collaborate on integrative, central strategies or new directions that go beyond their own unit’s plans. In fact, this is an advantage of a comprehensive university that is perceived as our primary competitive advantage by corporations which have more narrowly defined core competencies. When budgetary strains occur, however, it is to be expected that individual units will naturally tend to invest in immediate unit interests and that investments in landscape priorities and/or integrative thinking will be less frequent, as Roger Martin described. Yet, this is the very grave problem that Judy Estrin captured as responsible for America’s failure to innovate our way forward to a healthy economy and society.

This is why it is essential to have the strong capacity to invest on a continuous basis in pan- university initiatives with the potential to distinguish the university. It is also important to anticipate future opportunities and continuously explore and seed the landscape so that opportunities, when they arise, can be assessed and seized rapidly.

Several key attributes are needed to achieve the long-term, integrative, strategic actions that create growth and excellence. These include:

 Patience (e.g. in seed funding of exploratory programs that provide the coherent and differentiating basis for major university initiatives)  Direction – the landscape view that exists at the executive level is often needed to steer into new opportunities, and ideas originating from every part of the organization and external partners are continuously assessed  Talent – both attraction and retention of talent  Agility – allows for quick starts and rapid changes in direction  Judgment – disruptive and differentiating initiatives are often ahead of their time and can be rejected or challenged by conventional wisdom, executive champions are often needed to protect them for periods of time

Question 1

Given the UVa vision of being the global ideal in research-based education, how can we increase the level of local and state investments in strategic research activities?

As described above and with the data in Figure 1.4 and accompanying table, UVa faculty produce excellent leverage of about 8.7 times the level of state and local funding to UVa in terms of total federal research expenditures. Every dollar of federal research funding also produces local economic benefit via job creation, taxes, and local business activity, an added state benefit. This research enterprise provides a very good level of immersion in a research- based education for about 64% of UVa undergraduates at the present time (Fig 5.1). This delivers on the UVa commitment to our vision for each student, at about a 67% cost savings, as discussed above. Given the need to deliver the “global ideal in research-based education” to 100% of students, however, and the tremendous leveraging capability of UVa faculty, how can we increase the level of state and local investment in research?

Question 2

How can the BoV help us to engage new partners in the UVa research enterprise?

UVa has a good track record of partnerships with federal agencies, foundations, and some corporations, including examples such as Rolls Royce, AstraZeneca, and others. Externalities often produce new opportunities, and we would like to optimally take advantage of new partnerships to realize strategic growth. At the current time, for example, “Big Data” is an exciting area of research and application in many fields, from financial markets, mobile communications, and sociology to astronomy, computer science, and personalized medicine. Partners in such an effort could include the state, corporations, philanthropic partners, federal agencies, and international contacts including sovereign wealth funds. How can UVa develop the partnerships needed to fund, develop, and create impact on the world in such new strategic initiatives?

Conclusion

UVa is in an excellent position to achieve the vision of being the “global ideal in research-based education.” We can deliver a research-based, experiential education to every UVa student, given the right investments and partnerships.

Research is an investment we must make, and it delivers on our educational promise to students at a very deep discount. It is part of UVa’s reason for being.

Strategic landscape opportunities are realized through collaboration among multiple disciplines and people who integrate disciplinary strengths to address compelling societal issues. Universities are comprehensive organizations which have great value to society due to their ability to integrate multiple core competencies to address grand challenges and to pursue new knowledge over long-term time frames.

We must think and act creatively in every area of scholarship and research in order to live up to this responsibility of the university.

Appendix

University Research Activity Metrics

The University’s sponsored research totals have increased over 50% since FY 2000. The overall immediate future for UVa sponsored research will largely depend on the ongoing federal agency R&D budgets, and our faculty’s competitiveness. The University is also pursuing diversification of its research portfolio through a more proactive approach to corporate, foundation, and private funding support. As illustrated in the following documentation, UVa receives the majority (nearly two-thirds) of its sponsored research awards from federal sponsors (mainly NIH, DoD and NSF). The majority of University sponsored research (90%) is awarded to three schools: the School of Medicine, School of Engineering and Applied Science, and the College of Arts and Sciences.

The School of Medicine alone garners over half of the University’s sponsored research, mainly from the NIH. However, with the flattening of NIH budgets and the end of stimulus funds, the School’s totals have correspondingly leveled off as well. The School of Engineering, through successful faculty hiring, key strategic industrial partnerships (like Rolls Royce), and alignment with federal funding opportunities has developed a robust external funding rate increase over the past 5 years. Excluding one-time stimulus funds, the College has generally remained static in its overall total sponsored research efforts over the past several years, and is below SOM and SEAS in research intensity. The Curry School, based largely on its educational assessment programs, represents a smaller, but growing, portion of the University’s research base. Nursing, Batten, Law and Architecture see modest ongoing research funding, while the Commerce School and Darden receive virtually no sponsored research awards. Architecture and Nursing are making efforts, with central support, to stimulate new funded research growth.

University Research Expenditures (2007-2011)

UVa has increased in both federal and total research expenditures since 2007, reaching a historic all-time high in 2011, despite increasing competitiveness at federal agencies and the private sector economic downturn over the same period (Fig 1.1). Compared to peer institutions, however, we spend less in both gross and per faculty research expenditure measures (Figs 1.2 and 1.3).

Figure 1.1 350.000 UVa Research Totals (2007-2011) 300.000

250.000

200.000 FEDERAL 150.000 $ millions $ TOTAL

100.000

50.000

0.000 2007 2008 2009 2010 2011

SOURCE: NSF Academic Research and Development Expenditures

Figure 1.2 Federal Research Expenditures by Fiscal Year (in millions) $800 $750 Source: NSF Michiga $700 $650 Penn $600 UNC $550 UCLA Peer Mean $500 Duke $450 Cornell $400 Vanderbilt $350 Berkeley $300 $250 $200 Virginia $150 $100 $50 $0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Figure 1.3 Federal Research Expenditures Per Tenured and Tenure-Track Faculty

$400,000

Source: NSF, IPEDS Penn

$350,000 Vanderbilt Cornell Peer Mean Duke $300,000 UCLA UNC Michigan

$250,000 Berkeley

$200,000 Virginia

$150,000

$100,000

$50,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Federal Expenditure/(State + Institutional Expenditure) Ratio: UVa faculty today are quantitatively competitive at the highest national level.

A quantitative metric, defined by the numerical ratio of total federal funding expenditures divided by the sum of state and local government and institutional expenditures for the research enterprise at a given university, can be used to assess research competitiveness. It is a measure of how well a given university's faculty competes with national peers for federal funding, as a function of the level of investment or priming of the pump achieved via state and institutional funds dedicated to the research enterprise. UVa’s research ratio is 8.7, ranking UVa 3rd in the nation among all public universities (see table below) (using the latest available independent national data from the 2010 National Science Foundation (NSF) survey). UVa’s research ratio is almost three times (280%) higher than the national average (3.1) of all public universities that are ranked higher in federal research expenditures. UVa is #1 among our designated peer group of public and private peers in this metric of research performance (Fig 1.4). Virginia Tech’s ratio is 0.8. This also suggests that UVa does have room to grow research in areas of existing strength as well as through good judgment in new faculty hiring based on a vision of the future. New state and institutional investments, as well as highly strategic philanthropic gifts, could catalyze further growth in total federal funding and/or corporate funding,

13 based on this demonstrated competitiveness of UVa's faculty, students, and research fellows in seeking new knowledge that benefits the nation - as Jefferson envisioned.

Figure 1.4

2010 Ratio of Federal Expenditures/State + Institutional Expenditures (Source: NSF)

9 8 7 6 5 4 3 2 1 0

Fed Institution (green = All R&D Federal State and Nonprofit Institution All other Comp. Rank public) expenditures government local gov't Business orgs funds sources Ratio 1 Johns Hopkins U., 2,004,482 1,737,261 10,346 67,600 90,648 77,460 21,167 19.79 2 U. WA Seattle 1,022,740 829,885 23,273 91,946 NA 43,506 34,130 12.43 3 U. MI-Ann Arbor 1,184,445 747,778 3,322 38,739 47,627 338,515 8,464 2.19 4 U. PA 836,322 642,180 34,390 39,032 60,436 60,112 172 6.80 5 U. Pittsburgh main 822,491 594,675 12,088 10,135 22,035 183,558 0 3.04 6 Stanford U. 839,839 593,016 23,391 61,127 80,769 79,178 2,358 5.78 7 U. CA, San Diego 943,219 580,279 34,566 67,601 102,356 111,160 47,257 3.98 8 Columbia 807,235 572,213 12,336 35,548 66,681 95,487 24,970 5.31 9 U. NC Chapel Hill 755,284 545,993 9,727 26,052 56,847 116,665 0 4.32 10 U. WI-Madison 1,029,295 545,189 96,605 11,594 131,364 208,479 36,064 1.79 11 U. CA, Los Angeles 936,995 538,521 26,341 54,216 91,173 156,331 70,413 2.95 12 U. CA, San Francisco 935,509 514,693 28,189 50,979 128,827 136,560 76,261 3.12 13 Duke U. 983,289 514,084 27,356 234,361 90,146 113,351 3,991 3.65 14 Yale U. 623,510 475,794 7,248 19,052 38,624 69,260 13,532 6.22 15 Harvard U. 583,361 474,899 2,902 24,135 72,974 0 8,451 163.65 16 Washington U. St. L. 695,974 468,642 19,218 36,777 46,312 90,209 34,816 4.28 17 Penn State 770,449 464,750 62,905 64,323 37,607 139,497 1,367 2.30 18 MA Institute of Tech. 677,138 457,575 415 102,882 68,919 12,484 34,863 35.47 19 Cornell U. 749,721 448,085 66,521 22,869 71,327 139,150 1,769 2.18 20 U. MN Twin Cities 786,074 426,359 64,719 28,403 69,713 176,789 20,091 1.77 21 U. Southern CA 592,791 408,564 10,088 44,620 32,659 96,860 0 3.82 22 OH State U. 755,194 399,942 106,213 120,101 29,209 83,390 16,339 2.11 23 Vanderbilt U. 504,959 397,656 954 10,186 22,366 68,598 5,199 5.72 24 Northwestern U. 603,732 379,648 4,331 13,121 53,190 153,442 NA 2.41 25 GA Institute of Tech 615,833 372,122 10,470 45,672 11,541 170,900 5,128 2.05 26 U. Chicago 437,721 352,728 297 19,273 27,523 35,371 2,529 9.89 27 U. TX Austin 589,502 350,308 24,389 56,448 37,423 116,583 4,351 2.48 28 Emory U. 529,453 336,986 331 16,363 45,117 128,793 1,863 2.61 29 Case Western Reserve 418,164 333,689 9,261 6,627 17,536 50,292 759 5.60 30 U. CA, Davis 679,915 332,325 60,102 37,159 86,953 160,255 3,121 1.51 31 CA Institute of Tech 362,172 328,522 1,347 8,138 17,513 3,706 2,946 65.02 32 U. AL Birmingham 489,845 325,103 760 22,660 26,565 114,757 0 2.81 33 U. Rochester 414,655 322,048 8,993 20,266 12,038 43,308 8,002 6.16 34 Scripps Research 387,298 313,746 7,686 19,079 16,603 30,184 NA 8.28 35 U. CA, Berkeley 694,049 312,789 68,340 85,538 86,953 120,560 19,869 1.66 36 U. AZ 586,647 308,157 31,656 19,618 23,975 176,331 26,910 1.48 37 U. IL Urbana-Champ 515,133 303,852 30,395 13,661 703 133,148 33,374 1.86 38 Mt. Sinai 370,666 302,770 7,597 17,230 41,562 917 590 35.56 39 Boston U. 352,817 302,411 1,106 8,528 18,192 22,580 0 12.77 40 U. MD College Park 451,415 297,896 16,483 9,118 3,672 117,916 6,330 2.22 41 U. CO Boulder 349,449 292,030 2,108 10,205 16,026 29,080 0 9.36 42 TX A&M U. 689,624 288,173 139,411 46,754 18,027 191,115 6,144 0.87 43 U. CO Denver Sci. Ctr 389,461 285,126 25,315 28,661 30,054 16,780 3,525 6.77 44 Baylor C. of Medicine 447,874 284,072 2,491 14,213 36,132 88,150 22,816 3.13 45 U. IA 444,034 282,465 6,004 15,670 21,767 117,704 424 2.28 46 U. FL 681,548 279,649 98,597 23,426 19,754 251,640 8,482 0.80 47 U. Cincinnati 411,269 262,513 7,419 18,410 24,194 98,733 0 2.47 48 NY U. 365,944 260,463 4,317 7,585 23,703 57,023 12,853 4.25 49 OR Health & Science 314,990 247,054 1,061 13,939 22,719 29,964 253 7.96 50 U. South FL 385,029 243,017 32,548 13,862 12,959 81,294 1,349 2.13 51 Purdue U. main 548,980 232,564 59,288 29,593 39,288 186,948 1,299 0.94 52 U. IL Chicago 362,939 232,380 9,216 5,975 23,804 91,564 0 2.31 53 UT SW -Dallas 419,220 232,027 49,817 19,616 44,843 42,634 30,283 2.51 54 U. VA main campus 276,308 228,917 548 6,491 11,469 25,871 3,012 8.66

Current Faculty Membership in Academies and Scholarly Awards

This achievement measure signifies a partial gauge of faculty quality based on membership in national academies and receipt of scholarly awards. The number of UVa and peer school faculty receiving awards from the Fulbright Scholar, Guggenheim Fellowship, MacArthur Award, and NEH is provided over an 11- year period (Fig 2.1). The number of current faculty who are members of the National Academy of Science, the National Academy of Engineering, the Institute of Medicine, or the American Academy of Arts and Sciences is trended for the past seven years (Fig 2.2).

Figure 2.1 Selected Faculty Awards - Cumulative Total 130 Michigan 120 National Endowment for the Humanities Fellowships - Research Fulbright Scholars 110 Guggenheim Fellowships MacArthur Awards Berkeley 100 (Cumulative number of awards since 2001)

90 UCLA 80 Peer Mean 70 Penn UNC 60 Cornell Virginia 50

40 Duke 30 Vanderbilt

0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Figure 2.2 Current Active Faculty Memberships in Academies 200

Penn 180 Duke 160 Cornell Vanderbilt 140 Berkeley Virginia 120 UCLA Michigan 100 North Carolina

0 Nat. Acad. of Science Nat. Acad. of Engr. Institute of Medicine Am. Acad. of A&S

Sponsored Research Awards: These following measures illustrate the annual dollar amount of sponsored research awards by fund source and school (Fig 3.1 and 3.2). UVa receives the majority of its sponsored research awards from federal sponsors (mainly NIH, DoD and NSF). As has been widely reported, some federal research budgets leveled off over the past several years, and correspondingly, so did the University’s sponsored award totals and that of its peers. However, from the federal stimulus program, the University experienced a two-year spike in total sponsored research for FY 2010 and FY 2011. UVa received over $70 million in stimulus funding on 170 awards. The majority of research stimulus support was allocated to NIH and NSF, which aligned well with UVa research strengths and priorities in the School of Medicine, SEAS and the College of Arts and Sciences (the University’s three largest funded schools). Therefore, these three schools received the largest share of federal stimulus funds. Non-stimulus direct costs have been stable over the last five years (blue bars, Fig 3.1).

Figure 3.1

Figure 3.2 3.3.233.2

Indirect cost recoveries (or F&A) generated from external research awards roughly mirrors the trends identified above. Indirect costs are those costs which cannot be identified readily and specifically with a particular sponsored project or activity. Shared resources such as a library or the heating, electricity and maintenance of buildings housing multiple projects are common examples of costs that fall within this category. As the charts illustrate, the University’s indirect cost recovery was $69.3 million in FY12, after peaking at $73.3 million in FY11. (Fig 4.1). That decline was expected, given the end of federal stimulus (ARRA) funding. As expected, the School of Medicine generates the majority of the University’s indirect cost recoveries followed by SEAS and the College (Fig 4.2). The University’s federal indirect rate recently increased to 58% for organized research (OR) from 54%. Peer rates are in the same range (Fig 4.3). Although, the University’s federal indirect rate increased, we do not expect to see substantial increases in indirect cost recoveries in the near term, but this depends on faculty grant submission activity. Figure 4.1

B or F F&A by Rate Type FY Total 80,000,000

70,000,000

60,000,000

50,000,000 Rate Type ARRA

40,000,000 OR Off-grounds Other Rates

30,000,000 No F&A Full OR Rate

20,000,000

10,000,000

0 FY08-Jun FY09-Jun FY10-Jun FY11-Jun FY12-Jun

B or F F&A

FY Total Full OR Rate No F&A Other Rates OR Off-grounds ARRA Grand Total FY08-Jun 57,838,476 157,466 4,492,197 3,255,993 65,744,132 FY09-Jun 57,759,949 71,283 4,778,457 3,430,055 5,714 66,045,459 FY10-Jun 57,630,293 150,525 5,198,885 3,567,250 4,488,516 71,035,468 FY11-Jun 56,110,364 123,016 5,492,307 3,400,432 8,189,952 73,316,071 FY12-Jun 56,699,763 85,854 5,301,362 3,270,657 3,943,844 69,301,480 Grand Total 286,038,845 588,144 25,263,208 16,924,387 16,628,027 345,442,610

SchoolGroup JuneYear-to-Date B F or SOM SEAS Other Curry A&S -10,000,000 B or F 10,000,000 20,000,000 30,000,000 40,000,000 50,000,000 60,000,000 School Group June Year-to-Date 0 FY08 FY12 FY11 FY10 FY09 FY08 FY12 FY11 FY10 FY09 FY08 FY12 FY11 FY10 FY09 FY08 FY12 FY11 FY10 FY09 FY08 FY12 FY11 FY10 FY09 FY08 F&A FY FY FY09 Rate Type Rate Base or F&A. and either choose funnel the Click FullOR Rate 37,286,085 37,617,738 38,199,073 39,349,812 39,851,706 10,524,952 FY10 A&S 9,524,327 9,805,523 9,215,128 8,514,550 7,626,835 7,529,424 8,320,116 8,119,487 8,517,547 284,797 447,142 418,094 589,075 542,659 977,095 991,732 887,487 486,447 412,014 FY11 NoF&A FY12 137,182 -15,010 57,099 76,184 70,271 98,385 35,425 46,574 28,352 53,868 -2,652 -1,457 -6,670 6,670 3,664 258 FY08 1 0 3,862,363 4,086,765 3,904,573 3,531,325 3,140,359 Rates Other 310,507 406,330 371,106 352,247 358,111 436,435 435,693 319,738 282,575 307,014 332,871 223,868 262,829 280,169 314,122 359,186 339,652 340,640 332,142 372,591 FY09 Curry FY10 grounds OROff- 1,135,265 1,187,349 1,324,000 1,112,677 278,093 652,528 690,131 709,351 557,711 802,949 676,015 712,547 766,668 918,998 113,654 134,644 140,490 200,227 753,513 940,696 810,800 705,928 700,870 825,543 73,740 FY11 FY12 ARRA 2,663,278 6,556,787 3,575,386 367,637 689,601 323,846 293,946 125,244 583,945 755,352 477,171 35,039 62,969 53,831 58,282 3,020 2,695 FY08 F&A byF&A by School Rate Type GrandTotal 44,146,918 48,990,002 46,506,345 43,663,779 43,648,162 12,006,045 11,296,531 11,198,013 10,331,390 FY09 9,790,202 1,019,545 1,012,140 1,049,899 2,732,506 2,528,193 2,532,597 1,879,293 1,486,320 9,546,087 9,481,802 9,872,206 9,158,857 9,769,549 869,925 926,306 Other FY10 They are currently set up to show the trend for one school at aschool up click for Group" are trend to set one "School They athe currently button in show below. time, FY11 FY12 FY08 School Group School SOM SEAS Other Curry A&S FY09 SEAS FY10 FY11 FY12 FY08 Click on the funnel with red "x" to see all schools all to red "x" see with on funnel the Click school one just on a to Click see button here FY09 SOM FY10 FY11 FY12 Rate Type Rate Full OR Rate OR Full F&A No Rates Other Off-grounds OR ARRA

Figure 4.2

Figure 4.3

Select University F&A Rates public universities: green 69 70 64 62 60 60 61 58 57 56 60 55 54 55.5 55.5 52 50

%Rate 30

Undergraduate Research

This measure provides the percentage of undergraduate degree recipients who participated, at some point in their undergraduate studies, in a significant research experience (Fig 5.1). As defined by the Undergraduate Research Assessment Committee (URAC), undergraduate research is “the practice of carefully formulating or addressing a question, problem or objective; analyzing it within a disciplinary or interdisciplinary framework; producing findings, conclusions, designs, or creative works; and clearly communicating and defending such to a critical audience.” Programs and departments provided a list of courses where students would be required to complete such a project; enrollments for those courses were tabulated and are presented below. The reported 64.2% is considered very good. We also note that if only those research projects which created new knowledge, applications, or substantial works of creativity were measured, the percentage might be a bit lower – we estimate perhaps 40-50%.

Figure 5.1 Undergraduate Degree Recipients who Participated in a Research Experience 100%

90%

80%

70% 66.2% 63.2% 63.4% 63.8% 64.2% 64.7% 64.2% 60%

50%

40%

30%

20%

10%

0% 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 Graduating Class

National Research Council Rankings

The National Research Council’s Assessment of Research-Doctorate Programs examined more than 5,000 doctoral programs in 62 fields at 212 universities across the U.S. The purpose of the assessment was to “help universities improve the quality of programs through benchmarking; provide potential students and the public with accessible, readily available information on doctoral programs nationwide; and enhance the nation’s overall research capacity.”

Using data gathered in 2006, the National Research Council (NRC) used variables such as publications per faculty member, citations per publication, and student completion rates to create two overall rankings and three rankings that illuminated dimensions of doctoral programs – research activity, student support and outcomes, and diversity of the academic environment. Unlike other academic rankings that assign specific ranks to programs, the NRC assigned a range of scores (e.g., 12th – 25th) to individual programs on each of the five measures; this was designed to reflect the uncertainty inherent in ordered quality rankings of programs.

The two overall rankings, survey-based (S Rankings) and regression-based (R Rankings) were derived using different methodologies. S Rankings were based on how faculty weighted 20 characteristics presumed to be factors contributing to program quality. Programs in a field rank higher if they demonstrate strength in the more heavily weighted characteristics. R Rankings depend on weights calculated from faculty ratings of a sample of programs. Ratings were related to characteristics determined to be factors contributing to program quality through multiple regression and principal components analysis.

Analysis

The results summarized on the following page show a balanced distribution of high-quality scholarship within several schools at UVa (Fig 6.1). Nearly a third of the participating UVa programs were assigned ranges on one of the two overall rankings as high as the top 10: astronomy, English, religious studies, and Spanish in the Graduate School of Arts and Sciences; kinesiology in the Curry School of Education; the PhD program in the School of Nursing; microbiology, pharmacology, and physiology in the School of Medicine; systems engineering in the School of Engineering and Applied Science; and biomedical engineering, which spans the schools of Medicine and Engineering.

Programs across the University also ranked well on the individual components of research activity, student support and outcomes, and diversity of the academic environment. Six of 24 science, engineering, and mathematics programs were assigned ranges as high as the top 10 on research activity, with another six assigned ranges as high as the top 15. Ten programs in the schools of Graduate Arts and Sciences, Engineering and Applied Science, Medicine, and Nursing were assigned ranges as high as the top 10 on the student support and outcomes measure.

Figure 6.1 (NRC “rankings”, Assessment of Doctoral Programs)

Range of Rankings into which Program Falls # of Student Diversity of R S Research School Program Programs Support & Academic Ranking Ranking Activity Ranked Outcomes Environment Anthropology 82 22 - 49 49 - 67 75 - 80 11 - 38 23 - 42 Astronomy 34 8 - 26 10 - 23 10 - 28 13 - 29 22 - 33 Biology 120 30 - 61 30 - 73 28 - 79 49 - 104 18 - 58 Chemistry 178 41 - 91 53 - 102 39 - 100 32 - 120 94 - 155 Economics 117 36 - 65 57 - 77 50 - 71 67 - 100 63 - 96 English 119 10 - 40 21 - 54 21 - 44 4 - 41 100 - 113

Environmental 140 19 - 45 28 - 74 19 - 64 96 - 123 44 - 87 Sciences French 43 13 - 29 20 - 32 27 – 36 18 - 31 12 - 27 German 29 12 - 25 21 - 28 11 - 20 21 - 28 12 - 25 History 137 24 - 46 48 - 79 57 - 90 33 - 89 100 - 121 History of Art 58 35 - 48 37 - 49 30 - 42 34 - 53 46 - 56 Mathematics 127 50 - 74 24 - 56 39 - 74 2 - 33 64 - 91 Philosophy 90 23 - 43 40 - 56 48 - 70 65 - 81 22 - 44 Physics 160 38 - 86 31 - 95 36 - 112 5 - 70 118 - 145 Graduate Arts and Sciences and Arts Graduate Politics 105 26 - 48 61 - 78 57 - 72 59 - 84 74 - 91 Psychology 236 14 - 62 18 - 55 22 - 67 58 - 145 94 - 165 Religious Studies 40 4 - 19 14 - 24 18 - 30 8 - 18 24 - 32 Slavic 94 NA NA NA NA NA Sociology 118 53 - 92 89 - 111 68 - 105 86 - 103 103 - 115 Spanish 60 1 - 7 9 - 29 10 - 23 3 - 26 57 - 60 Statistics 61 38 - 59 27 - 46 22 - 40 32 - 57 3 - 16 Curry Kinesiology 41 4 - 25 9 - 23 13 - 29 15 - 26 24 - 37 Biomedical 74 9 - 19 7 - 28 7 - 35 42 - 68 40 - 65 Chemical 106 22 - 38 23 - 56 16 - 56 6 - 58 11 - 36 Civil 130 16 - 41 34 - 92 38 - 106 74 - 111 58 - 106 Computer Science 126 22 - 40 22 - 59 12 - 59 18 - 72 25 - 57 Electrical 136 26 - 49 14 - 50 14 - 58 39 - 92 10 - 52

Sciences Engr. Physics 160 72 - 134 47 - 122 24 – 113 18 - 86 146 - 154 Mat. Sciences 83 42 - 64 45 - 72 32 - 70 3 - 42 69 - 77

Mech. & Aero. 127 20 - 56 31 - 72 31 - 99 3 - 16 78 - 112 Engineering & Applied Applied & Engineering Systems 72 9 - 38 12 - 36 9 - 39 33 - 56 66 - 72 Biochemistry & 159 23 - 56 16 - 58 21 - 88 4 - 74 57 - 110 Molecular Genetics

Biophysics 159 46 - 102 12 - 55 14 - 83 20 - 88 35 - 79 Cell Biology 122 23 - 76 25 - 86 26 - 96 22 - 98 21 - 64 Microbiology 74 4 - 20 4 - 25 8 - 38 21 - 63 16 - 44

Medicine Neuroscience 94 17 - 39 18 - 62 22 - 81 15 - 57 15 - 46 Pharmacology 116 16 - 76 3 - 41 4 - 47 21 - 86 86 - 108 Physiology 63 4 - 26 5 - 28 11 - 42 29 - 55 45 - 59 Nursing 52 20 - 41 8 - 23 18 - 40 2 - 15 9 - 24

Commercialization Metrics

Figure 7.1

Commercialization Research Invention Commercialization Revenue as % of Institution Year Transactions Expenditures Disclosures Revenue* Research Expenditure

University $ 238,754,000.00 177 61 $ 3,595,181 1.51% of Virginia 2006 2007 $ 230,181,000.00 184 58 $ 5,162,326 2.24% 2008 $ 257,651,000.00 178 65 $ 4,410,327 1.71% 2009 $ 261,604,000.00 162 57 $ 6,271,813 2.40% 2010 $ 276,308,000.00 139 42 $ 5,131,983 1.86% 2011 $ 292,106,000.00 141 58 $ 6,790,223 2.32% 2012 Not Yet Available 148 41 Not Yet Available Not Yet Available Averages $ 259,434,000.00 161 55 $ 5,226,976 2.01% *Commercialization Revenue is adjusted to exclude revenues distributed to other institutions.

 Total revenues are a lagging indicator of technology commercialization activity – often 5-10 years for positive revenues to flow post-transaction o A large proportion of revenues are often attributable to one or two “major hits” (e.g. Wake Forest University and New York University – See Table 7.2 below)  For comparison purposes, all revenue figures must be normalized by research expenditures  UVA LVG has set an aspirational goal to achieve 10% total commercialization revenues as a percent of research expenditures within 5 years (FY 2011 – 2.32%) o Key is to implement consistent, commercially reasonable licensing and new venture creation practices (template agreements, valuation strategies, etc.) to ensure all transactions are positioned to maximize commercialization and fair return to UVA  Among a peer group (including “Best-in-Class”, in-state, and comparable research expenditure peer institutions, see below list), UVA ranks: o 14th of 28 for the period 2006-2010 in terms of average annual commercialization revenue as a percent of research expenditures o 2011 performance comparable to the past peer group average (2.32% at UVa vs. 2.37% at peers - excluding WFU and NYU)

Figure 7.2 Association of University Technology Managers (AUTM) Comparative Data Research Expenditures and Commercialization Revenue by Institution (2006-2010) Commercialization Commercialization Revenue as % of Institution Year Research Expenditures Revenue* Research Expenditures Duke Univ. 2006 $ 589,637,000.00 $4,101,434.73 0.70% 2007 $ 703,528,206.00 $6,558,839.00 0.93% 2008 $ 678,184,248.00 $15,454,752.00 2.28% 2009 $ 709,803,045.00 $18,639,585.00 2.63% 2010 $ 826,993,375.00 $25,605,570.00 3.10% Emory Univ. 2006 $ 366,020,127.00 $17,572,980.00 4.80% 2007 $ 365,017,326.00 $17,468,788.00 4.79% 2008 $ 390,965,216.00 0.00% 2009 $ 416,476,261.00 $14,969,422.00 3.59% 2010 $ 450,204,168.00 $14,328,718.00 3.18% Harvard Univ. 2006 $ 623,958,100.00 $20,070,579.00 3.22% 2007 $ 630,132,396.00 $11,975,587.00 1.90% 2008 $ 660,081,500.00 $20,555,137.00 3.11% 2009 $ 705,074,000.00 $11,323,445.00 1.61% 2010 $ 769,500,000.00 $9,647,154.00 1.25% Johns Hopkins Univ. 2006 $ 1,757,268,191.00 $13,506,022.00 0.77% 2007 $ 1,100,580,000.00 $9,817,821.00 0.89% 2008 $ 1,183,768,000.00 $10,829,753.00 0.91% 2009 $ 1,242,316,445.00 $11,476,690.00 0.92% 2010 $ 1,462,975,000.00 $11,494,909.00 0.79% Stanford Univ. 2006 $ 699,211,807.00 $60,596,599.00 8.67% 2007 $ 699,922,095.00 $49,754,560.00 7.11% 2008 $ 694,217,484.00 $61,749,227.00 8.89% 2009 $ 733,266,108.00 $64,060,944.00 8.74% 2010 $ 805,973,770.00 $64,845,813.00 8.05% Univ. of California System 2006 $ 3,035,949,000.00 $180,036,012.00 5.93% 2007 $ 4,012,743,039.00 $92,795,450.00 2.31% 2008 $ 4,403,662,006.00 $140,200,495.00 3.18% 2009 $ 4,686,598,210.00 $96,887,737.00 2.07% 2010 $ 5,171,519,289.00 $98,793,876.00 1.91% Univ. of Michigan 2006 $ 796,963,386.00 $19,085,286.00 2.39% 2007 $ 822,967,675.00 $11,925,095.00 1.45% 2008 $ 875,753,507.00 $23,790,536.00 2.72% 2009 $ 1,016,565,913.00 $16,584,493.00 1.63% 2010 $ 1,139,493,986.00 $37,970,905.00 3.33% Univ. of North Carolina Chapel Hill 2006 $ 583,996,531.00 $2,359,038.00 0.40% 2007 $ 589,367,920.00 $2,048,792.00 0.35% 2008 $ 619,600,024.00 $2,657,903.00 0.43% 2009 $ 666,871,589.00 $2,750,651.00 0.41%

2010 $ 737,591,959.00 $2,517,061.00 0.34% Univ. of Pennsylvania 2006 $ 640,224,563.00 $8,172,562.00 1.28% 2007 $ 658,046,213.00 $5,929,753.00 0.90% 2008 $ 667,354,660.00 $8,027,441.00 1.20% 2009 $ 760,836,000.00 $11,477,611.00 1.51% 2010 $ 785,317,000.00 $11,047,000.00 1.41% Univ. of Pittsburgh 2006 $ 601,568,000.00 $10,093,100.00 1.68% 2007 $ 620,047,000.00 $4,724,328.00 0.76% 2008 $ 641,626,000.00 $6,408,226.00 1.00% 2009 $ 653,925,000.00 $3,877,013.00 0.59% 2010 $ 737,025,000.00 $3,606,410.00 0.49% Univ. of Southern California 2006 $ 431,000,000.00 $1,639,114.00 0.38% 2007 $ 415,200,000.00 $2,546,194.00 0.61% 2008 $ 484,600,000.00 $7,260,604.00 1.50% 2009 $ 533,040,769.00 $4,385,885.00 0.82% 2010 $ 592,790,873.00 $12,276,731.50 2.07%

Univ. of Virginia 2006 $ 238,754,000.00 $3,595,181.00 1.51% 2007 $ 230,181,000.00 $5,162,326.00 2.24% 2008 $ 257,651,000.00 $4,410,327.00 1.71% 2009 $ 261,604,000.00 $6,271,813.00 2.40% 2010 $ 276,308,000.00 $5,131,983.00 1.86% 2011 $ 292,106,000.00 $6,790,223.00 2.32% Univ. of Washington/Wash. Res. Fdn. 2006 $ 936,360,325.00 $36,154,727.00 3.86% 2007 $ 961,483,207.00 $63,192,107.00 6.57% 2008 $ 1,026,788,452.00 $80,195,891.00 7.81% 2009 $ 1,076,044,801.00 $87,157,673.00 8.10% 2010 $ 887,329,593.00 $68,886,037.00 7.76% UW Madison / WARF 2006 $ 831,895,000.00 $42,192,932.00 5.07% 2007 $ 1,028,000,000.00 $46,410,000.00 4.51% 2008 $ 942,000,000.00 $53,959,750.00 5.73% 2009 $ 1,132,000,000.00 $56,559,000.00 5.00% 2010 $ 1,029,000,000.00 $54,067,000.00 5.25% University of Texas System 2009 $ 2,272,779,788.00 $29,622,303.00 1.30% 2010 $ 2,346,099,522.00 George Mason $ 69,524,779.00 $ 143,269.00 0.21% Univ. 2006 2007 $ 67,639,000.00 $ 69,542.00 0.10% 2008 $ 79,883,243.00 $ 104,007.00 0.13% 2009 $ 100,164,596.00 $ 148,444.00 0.15% 2010 $ 100,286,575.00 $ 98,232.00 0.10%

Virginia Commonwealth $ 149,256,000.00 $ 1,437,423.00 0.96% Univ. 2006 2007 $ 134,453,000.00 $ 2,445,208.00 1.82% 2008 $ 148,655,000.00 $ 1,883,365.00 1.27% 2009 $ 150,989,000.00 $ 963,424.00 0.64% 2010 $ 197,709,000.00 $ 1,076,975.00 0.54% Virginia Tech Intellectual $ 155,493,910.00 $ 1,925,564.00 1.24% Properties Inc. 2006 2007 $ 181,862,068.00 $ 1,990,550.00 1.09% 2008 $ 199,635,893.00 0.00%

2009 $ 211,519,580.00 $ 1,887,070.00 0.89% 2010 $ 226,129,280.00

Case Western $290,530,274.00 $10,794,377.00 3.72% Reserve Univ. 2006 2007 $372,237,400.00 $11,213,093.00 3.01%

2008 $416,077,000.00 $13,294,612.00 3.20%

2009 $332,661,000.00 $16,281,957.00 4.89%

2010 $334,993,000.00 $14,333,273.00 4.28%

New York Univ. 2006 $210,804,000.00 $157,358,336.00 74.67% 2007 $297,867,000.00 $791,174,237.00 265.63%

2008 $310,699,000.00 $103,925,875.00 33.55%

2009 $308,834,000.00 $112,969,082.00 36.62%

2010 $365,944,000.00 $178,268,373.00 48.75%

Univ. of $391,000,000.00 $8,783,013.00 2.26% Chicago/UCTech 2006 2007 $302,059,726.00 $13,618,912.00 4.99%

2008 $317,515,531.00 $8,185,625.00 2.72%

2009 $336,155,979.00 $8,843,705.00 2.68%

2010 $379,032,557.00 $8,824,365.00 2.39%

Univ. of Cincinnati 2006 $148,512,700.00 $475,813.00 0.32% 2007 $143,195,683.00 $571,637.00 0.41%

2008 $211,393,081.00 $552,169.00 0.28%

2009 $219,583,165.00 $602,049.00 0.33%

2010 $240,319,081.00 $415,010.00 0.18%

Univ. of Georgia 2006 $323,843,000.00 $16,333,361.00 5.19% 2007 $332,612,000.00 $15,627,848.00 4.86%

2008 $350,299,000.00 $23,523,206.00 6.89%

2009 $349,730,000.00 $29,804,936.00 8.73%

2010 $230,803,000.00 $6,643,724.00 2.89%

Univ. of Hawaii 2006 $236,708,881.00 $900,329.00 0.38% 2007 $209,909,833.00 $597,704.00 0.28%

2008 $211,778,184.00 $359,525.00 0.17%

2009 $246,546,713.00 $360,393.00 0.15%

2010 $255,734,059.00 $107,702.00 0.04%

Univ. of Miami 2006 $303,500,000.00 $931,430.00 0.31% 2007 $311,692,598.00 $1,027,717.00 0.33%

2008 $325,300,000.00 $526,143.00 0.16%

2009 $318,000,000.00 $1,442,697.00 0.45%

2010 $329,800,000.00 $1,305,661.00 0.40%

Univ. of Tennessee 2006 $240,280,186.00 $1,148,595.00 0.53% 2007 $238,552,796.00 $1,059,390.00 0.50%

2008 $246,397,068.00 $3,647,935.00 1.57%

2009 $284,211,680.00 $1,281,658.00 0.57%

2010 $286,280,573.00 $213,059.00 0.15%

Wake Forest Univ. 2006 $146,382,536.00 $60,588,512.00 41.39% 2007 $185,609,000.00 $71,226,905.00 38.37%

2008 $148,686,377.00 $90,005,640.00 60.53%

2009 $162,084,439.00 $95,636,362.00 59.00%

2010 $227,597,563.00 $85,991,743.00 37.78%

Georgetown Univ. 2006 $197,683,529.00 $8,462,835.00 4.29% 2007 $135,059,000.00 $3,071,463.00 2.32%

2008 $144,957,000.00 $6,433,943.00 4.50%

2009 $230,637,658.00 $9,185,079.00 4.00%

2010 $235,780,755.00 $8,044,094.00 3.42%

Averages $ 649,128,979.54 $ 30,536,818.47 7.35% Averages (excluding WFU $ 18,815,055.21 2.37% and NYU) *Commercialization Revenue is adjusted to exclude revenues distributed to other institutions.

Table 7.3

Figure 8.1 Criteria for selecting programs for strategic investment and support

These criteria each need to be weighted according to the current situation and aspirations of a given organization.

 Exhibit current strength in funding, citations, or appropriate impact metric in the field

 Have active champions with national peer recognition

 Explore frontiers of an area of knowledge or practice

 Bring together partners who have not previously associated, creating potential for disruptive innovation

 Long-term potential for creating economic development

 Pursue fundamental advances or paradigm changes in well-defined focus areas

 Potential to leap-frog the competition

 Distinguish the organization versus peers

 Enhance overall organizational performance by linking multiple units or areas of expertise (for universities: interdisciplinary programs)

 Produce knowledge that is transferable between several fields

 Adequate proof-of-concept

 Potential for short-term enhancement of organization’s revenue

 Social significance (i.e. a “grand challenge”) – for example, improve water quality, clean energy, human health, environmental sustainability, industrial competitiveness, public policy, peace processes, or social justice. This can also include social science, humanities, and art ideas – example, the Declaration of Independence, architectural design, mapping global trade, graphics in I-Phone apps, works of creativity including visual or performing arts exhibitions, etc.

 High promise for breakthrough impact

 Stimulate high-risk, high-reward exploration and collaboration

 Highly functional team of people

 Ability to create partnerships with external national and global partners

 Potential to enhance culture of the organization (for example: through results or behaviors that inspire others to use a similar model or behavior, or to take new actions

BIOSKETCH: Thomas C. Skalak, VP for Research

Thomas C. Skalak is Vice President for Research and Professor of Biomedical Engineering at the University of Virginia. As Vice President for Research at UVa, Tom is responsible for the integration and enhancement of scholarship, research, and commercialization activities across UVa’s eleven schools, multiple research centers, and external partners. He is leading university- wide strategic programs, including multidisciplinary groups in environmental sustainability, innovation, energy systems, big data, collaboration, and biosciences. He led the launch of the university-wide OpenGrounds initiative, designed to create places and programs that inspire creative innovation at the intersection of technology, science, the arts, and humanities; the UVa Venture Summit, which brings over $10 billion in active venture capital to UVa each year to discuss windows on the future of emerging fields; and the UVa Bay Game, an interactive computer simulation game that predicts behaviors of the nation’s largest estuary and watershed in relation to the human communities, agricultural and fisheries practices, and land development policies that surround it. The university’s goal is to integrate the unique resources of a comprehensive research and learning organization to explore, discover, and invent, bringing diverse talents and approaches to bear on major societal problems and producing innovation that drives the creative economy.

Dr. Skalak served as Chair of the Department of Biomedical Engineering at UVa from 2001-2008. He received the B.E.S. in Bioengineering from The Johns Hopkins University in 1979 and the Ph.D. in Bioengineering from U.C.S.D. in 1984. Dr. Skalak is past President of the American Institute of Medical and Biological Engineering (AIMBE), which represents over 50,000 professionals, and a past-President of the Biomedical Engineering Society (BMES). Dr. Skalak is a recognized expert in complex system modeling, biomechanics, and blood vessel growth, and is a distinguished educator, having designed, implemented, and taught in a top-rated undergraduate bioengineering program emphasizing hands-on experiential learning in laboratories, design teams, and corporate internships. He has given more than 150 invited talks on innovation and bioengineering throughout the world to industrial partners including Fortune 500 companies, academic groups, and government agencies including the U.S. Congressional Task Force on Competitiveness, and has delivered short courses for R&D groups at corporate clients such as Abbott Laboratories. He has been a consultant to major device and pharmaceutical firms, as well as several start-up ventures, including Abbott Laboratories, Medtronic, and Target Therapeutics. Tom was the founding director of the UVa-Coulter Foundation Translational Research Partnership that has produced a 7-1 return on investment and a co-managed fund with Johnson & Johnson that links faculty and students in engineering, bioscience, and business with the aim of delivering new products to clinical use and commercialization. He is Program Director of the world’s largest bioengineering network, BMEplanet, with support of the NSF Partnerships for Innovation program, connecting bioengineers in over 50 countries spanning 6 continents. He serves as reviewer for NIH, NSF, Howard Hughes Medical Institute, Science Foundation Ireland, and more than 30 scientific journals.

Glossary:

Facilities & Administrative (F&A) or Indirect Costs: Indirect costs are those costs which cannot be identified readily and specifically with a particular sponsored project or activity. Shared resources such as a library or the heating, electricity and maintenance of buildings housing multiple projects are common examples of costs that fall within this category.

NSF Research Expenditure Definitions:

Organized research means all research and development activities of an institution that are separately budgeted and accounted for. It includes: (1) Sponsored research: means all research and development activities that are sponsored by Federal and non-Federal agencies and organizations. This term includes activities involving the training of individuals in research techniques (commonly called research training) where such activities utilize the same facilities as other research and development activities and where such activities are not included in the instruction function. (2) University research: means all research and development activities that are separately budgeted and accounted for by the institution under an internal application of institutional funds. University research shall be combined with sponsored research under the function of organized research.

a. Federal Government. Awards for R&D (including direct and reimbursed indirect costs) by all agencies of the Federal Government. b. State and local governments. Funds for R&D (including direct and reimbursed indirect costs) from State, county, municipal, or other local governments and their agencies. Including State funds that support R&D at agricultural and other experiment stations. c. Industry. All awards for R&D (including direct and reimbursed indirect costs) from profit-making organizations, whether engaged in production, distribution, research, service, or other activities. Does not include awards from nonprofit foundations financed by industry; these are included under “All other sources.” d. Institution funds. Funds, including related indirect costs, that your institution spent for R&D activities from the following unrestricted sources: general-purpose State or local government appropriations; general-purpose awards from industry, foundations, or other outside sources; tuition and fees; endowment income; gifts; and other institutional funds. In addition, includes the institution's on-campus and off-campus unreimbursed indirect costs associated with externally funded R&D projects, including mandatory and voluntary cost sharing. e. All other sources. Include awards for R&D (including direct and reimbursed indirect costs) from nonprofit foundations and voluntary health agencies as well as from all other sources not elsewhere classified. Also include gifts from individuals that are restricted by the donor to research. Funds from foundations that are affiliated with, or granted solely to your institution, should be included under “Institution funds.” Funds for R&D received from a health agency that is a unit of a State or local government should be included under “State and local governments.”

Katherine Becker, fourth year UG, [Type a quote from the document or the combined summary of an interesting point. You can position her interest the text box anywhere in the document. Use the in art, Drawing Tools tab to change the formatting of the archeology, pull quote text box.] and iconography

Kyle Teegarden, second-year UVa undergraduate Andrew Adderley (SIE ’14) and Raymond student with finished wind turbine he designed Vargas (CS ’14) are part of a UVa team and built near Hood River, OR funded by the Commonwealth Center for Advanced Manufacturing

The UVa student experience: “The Global Ideal in Research-Based Education”

Undergraduate students engage in research-based learning experiences, and carry their experiences into the world. UVa students become independent leaders through experience.

UVa Sponsored Research by School and Fund Source (2003-2012)

2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 Architecture $ 222,435 $ 187,010 $ 326,006 $ 593,846 $ 1,299,940 $ 436,233 $ 349,035 $ 529,801 $ 573,521 $ 790,000 Federal 9,143 58,549 119,697 61,621 1,085,894 112,741 15,129 0 0 250,000 Foundations 131,757 2,000 154,398 443,725 180,200 57,742 220,869 194,935 420,923 120,000 Industry 11,535 38,942 0 0 0 0 19,192 193,856 65,150 210,000 State 40,000 30,000 51,911 8,500 14,990 61,600 30,779 94,415 87,448 210,000 Other College 30,000 57,519 0 80,000 18,856 204,150 63,066 46,595 0 0 Arts & Sciences $ 44,667,080 $ 47,588,357 $ 50,460,517 $ 44,472,036 $ 40,145,830 $ 42,810,901 $ 42,056,371 $ 46,159,134 $ 49,360,459 $ 48,750,000 Federal 34,784,295 41,780,647 42,929,217 35,052,090 33,295,925 34,522,628 33,366,790 39,048,954 41,566,154 36,780,000 Foundations 5,567,463 2,661,733 3,262,567 4,704,963 2,490,712 4,410,821 3,429,022 3,732,606 3,670,716 8,030,000 Industry 1,663,547 1,027,053 504,811 1,353,487 967,939 335,831 1,217,312 147,880 649,157 580,000 State 532,709 222,605 1,552,900 228,852 1,097,734 1,226,083 950,130 518,911 984,784 210,000 Other College 2,119,066 1,896,319 2,211,022 3,132,644 2,293,520 2,315,538 3,093,117 2,710,783 2,489,648 3,150,000 Education $ 13,681,704 $ 18,151,563 $ 14,432,873 $ 15,320,603 $ 13,461,020 $ 24,344,242 $ 12,232,646 $ 18,059,844 $ 8,807,095 $ 8,850,000 Federal 7,453,664 10,687,305 9,772,318 5,150,838 4,368,643 19,103,878 3,407,032 13,153,845 3,015,569 3,120,000 Foundations 1,475,232 1,349,639 1,254,689 2,189,138 4,209,709 447,926 3,634,423 1,200,732 630,169 1,630,000 Industry 320,566 23,709 209,624 4,195,112 216,210 434,967 183,639 50,000 60,573 60,000 State 1,436,760 2,032,594 1,063,579 2,756,830 3,508,435 3,149,509 4,167,701 3,379,060 4,338,443 2,500,000 Other College 2,995,482 4,058,316 2,132,663 1,028,685 1,158,023 1,207,962 839,851 276,207 762,341 1,540,000 Engineering $ 63,070,914 $ 61,383,721 $ 58,826,209 $ 47,883,914 $ 45,043,549 $ 44,883,541 $ 42,677,262 $ 48,039,304 $ 45,142,397 $ 42,680,000 Federal 37,327,330 43,128,898 40,214,658 30,921,568 31,096,298 27,345,798 26,732,936 35,221,887 30,045,007 26,070,000 Foundations 1,127,159 1,526,313 720,304 1,116,639 698,713 375,388 2,658,850 1,048,113 1,904,331 1,560,000 Industry 10,168,060 9,393,151 10,182,213 9,056,344 6,091,414 7,449,840 5,248,402 6,017,926 7,163,545 8,810,000 State 8,819,479 2,208,829 3,512,247 2,761,668 2,450,688 2,983,192 3,299,461 1,826,925 1,843,493 2,670,000 Other College 5,628,886 5,126,530 4,196,787 4,027,695 4,706,436 6,729,323 4,737,613 3,924,453 4,186,021 3,570,000 Law $ 536,541 $ 1,007,663 $ 895,232 $ 3,312,395 $ 2,355,639 $ 2,516,230 $ 3,059,827 $ 1,736,873 $ 2,352,850 $ 2,300,000 Federal 0 0 100,000 190,817 7,150 185,900 0 0 161,724 0 Foundations 75,044 865 362,076 1,510,265 1,353,153 1,442,529 1,366,262 1,315,924 1,300,000 1,310,000 Industry 0 0 0 0 115,833 0 0 0 0 0 State 78,125 80,000 65,000 0 140,000 250,000 0 0 0 0 Other College 383,372 926,798 368,156 1,611,313 739,503 637,801 1,693,565 420,949 891,126 990,000 Medicine $ 176,733,967 $ 193,820,538 $ 231,002,358 $ 189,695,092 $ 194,451,692 $ 204,996,347 $ 173,811,339 $ 175,141,510 $ 171,146,667 $ 157,210,000 Federal 121,459,039 136,843,764 177,299,854 140,595,899 148,180,551 172,139,644 138,400,576 141,318,207 140,666,915 128,460,000 UVa Sponsored Research by School and Fund Source (2003-2012)

2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 Foundations 22,285,752 24,431,086 21,588,660 26,272,385 20,075,937 12,863,853 12,673,043 12,728,143 11,318,495 11,150,000 Industry 16,941,920 15,083,213 17,881,182 13,365,388 17,476,783 12,785,718 15,112,999 14,347,187 13,133,794 12,090,000 State 2,659,940 3,125,600 3,596,030 4,307,509 3,145,514 2,376,144 1,445,286 2,256,539 2,054,914 2,170,000 Other College 13,387,316 14,336,875 10,636,632 5,153,911 5,572,907 4,830,988 6,179,435 4,491,434 3,972,549 3,340,000 Nursing $ 2,671,905 $ 3,136,453 $ 3,115,577 $ 2,686,504 $ 2,491,880 $ 2,742,015 $ 2,541,758 $ 3,752,979 $ 3,911,582 $ 2,240,000 Federal 892,586 1,698,287 1,852,133 2,227,744 2,172,264 1,785,255 2,230,460 3,183,284 3,458,816 1,700,000 Foundations 1,233,280 643,154 720,988 432,351 140,321 867,500 279,000 266,588 402,501 400,000 Industry 0 554,289 47,473 22,409 20,718 7,927 15,682 28,472 10,685 0 State 0 143,200 133,680 4,000 0 0 190 248,828 0 0 Other College 546,039 97,523 361,303 158,577 81,333 16,426 25,807 39,580 140,000 SCPS $ 226,000 $ 1,078,701 $ 448,959 $ 305,117 $ 50,000 $ 755,459 $ 240,000 $ 549,370 $ 65,892 $ 169,740 Federal 0 0 0 0 0 0 0 0 0 Foundations 0 0 0 0 50,000 755,459 0 0 0 0 Industry 0 0 0 0 0 0 0 0 0 0 State 200,000 916,760 230,572 305,117 0 0 240,000 549,370 65,892 169,740 Other College 26,000 161,941 218,387 0 0 0 0 0 0 0 Darden $ 5 $ 301 $ 275,491 $ 225,304 $ 400,000 0 0 0 0 0 Federal 0 0 50,000 0 0 0 0 0 0 0 Foundations 5 301 225,491 225,304 400,000 0 0 0 0 0 Industry 0 0 0 0 0 0 0 0 0 0 State 0 0 0 0 0 0 0 0 0 0 Other College 0 0 0 0 0 0 0 0 0 0 McIntire $ 24,912 0 0 $ 70,850 0 $ 99,623 0 $ 60,467 0 0 Federal 0 0 0 70,850 0 99,623 0 60,467 0 0 Foundations 0 0 0 0 0 0 0 0 0 0 Industry 0 0 0 0 0 0 0 0 0 0 State 0 0 0 0 0 0 0 0 0 0 Other College 24,912 0 0 0 0 0 0 0 0 0 Batten $ 318,576 $ 223,074 Federal 300,000 0 N/A N/A N/A N/A N/A N/A N/A N/A Foundations 0 0 N/A N/A N/A N/A N/A N/A N/A N/A Industry 0 0 N/A N/A N/A N/A N/A N/A N/A N/A UVa Sponsored Research by School and Fund Source (2003-2012)

2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 State 0 0 N/A N/A N/A N/A N/A N/A N/A N/A Other College 18,576 223,074 N/A N/A N/A N/A N/A N/A N/A N/A Other $ 20,800,650 $ 11,901,053 $ 15,428,687 $ 27,540,483 $ 14,524,174 $ 9,392,383 $ 11,666,957 $ 18,796,876 $ 14,551,978 $ 14,330,260 Federal 5,589,085 6,679,226 4,937,613 6,774,101 3,448,176 3,499,917 2,605,229 5,442,366 6,797,680 8,230,000 Foundations 1,849,417 1,947,218 2,871,597 2,141,563 2,698,656 3,048,274 2,909,011 3,298,175 639,022 1,030,000 Industry 57,287 80,289 277,985 76,552 91,237 337,151 166,256 1,728,156 1,201,697 600,000 State 13,117,520 2,338,696 7,297,219 18,215,853 8,165,606 2,124,988 5,424,588 7,495,985 5,737,456 4,180,260 Other College 187,341 855,624 44,273 332,414 120,499 382,053 561,873 832,194 176,123 290,000

TOTAL $ 322,954,689 $ 338,478,434 $ 375,211,909 $ 332,106,144 $ 314,223,724 $ 332,976,974 $ 288,635,195 $ 312,826,158 $ 295,912,441 $ 277,320,000

Notes: * Federal stimulus funds (ARRA): totaled $1.2 million in FY 2012; $19.8 million in FY 2011; $48.3 million in FY 2010; and $5.3 million in FY 2009 ** Other Includes: Associate Provost For Academic Support & Classroom Management; Vice Provost for the Arts; Center for Public Service; Center for Liberal Arts; Center for Politics; Miller Center; School of Continuing and Professional Studies; University Librarian; UVa's College at Wise; Vice President and Chief Student Affairs Officer; Executive Vice President and Provost; Vice President for Research; Southwest Higher Education Center; Virginia Foundation for the Humanities; WTJU Radio.

UNIVERSITY OF VIRGINIA BOARD OF VISITORS MEETING OF THE FINANCE COMMITTEE SEPTEMBER 14, 2012

FINANCE COMMITTEE

Friday, September 14, 2012 10:30 a.m. – 12:00 p.m. Small Auditorium, Harrison Institute

Committee Members: Victoria D. Harker, Chair Frank B. Atkinson Edward D. Miller, M.D. A. Macdonald Caputo John L. Nau III The Hon. Alan A. Diamonstein Timothy B. Robertson Randal J. Kirk Helen E. Dragas, Ex-officio Vincent J. Mastracco, Jr. Daniel M. Meyers, Consulting Member

AGENDA

PAGE I. REGULAR BUSINESS (Ms. Sheehy) A. Report on Internal Financial Model (Ms. Sheehy to 1 introduce Mr. John Simon; Ms. Sheehy and Mr. Simon to report) B. Financial Report for the Year Ending June 30, 2012 3 Ms. Sheehy to introduce Mr. David Boling; Ms. Sheehy and Mr. Boling to report) C. Endowment Report – Market Value and Performance as 13 of June 30, 2012 (Ms. Sheehy to introduce Mr. Lawrence Kochard; Mr. Kochard to report)

II. ACTION ITEMS (Ms. Sheehy) A. Amended 2012-2018 State Six-Year Institutional 21 Plans for the Academic Division and the College at Wise (Ms. Sheehy to introduce Mr. Sim Ewing; Ms. Sheehy and Mr. Ewing to report) B. 2013 Operating and Capital Amendments to the 2012- 26 2014 Biennial Budget C. Albemarle Arthritis Associates, LLP Acquisition by 32 the Medical Center (Ms. Sheehy to introduce Mr. R. Edward Howell; Mr. Howell to report)

III. WRITTEN REPORTS A. Report on Endowment Spending Rate (Written Report) 34 B. Annual Report on the UVa Health Care Plan 35 (Written Report) C. Miscellaneous Financial Reports 1. Academic Division Accounts and Loans Receivable 36 2. Capital Campaign 38 3. Uses of Funds from the Pratt Estate 39 PAGE

4. Internal Loans to University Departments 40 and Activities 5. Report on Endowment by School/Foundation 41 6. Quasi-Endowment Actions 42 7. Salary and Compensation for Full-Time 44 Instructional Faculty and University Staff 8. Sponsored Programs Restricted Grants and 53 Contracts

IV. APPENDICES A. University of Virginia Investment Management Company June 2012 Investment Report B. 2012-2018 State Six-Year Institutional Plan for the Academic Division C. 2012-2018 State Six-Year Institutional Plan for the College at Wise D. Annual Report on the UVa Health Care Plan

BIOGRAPHICAL STATEMENTS OF PRESENTERS

COLETTE SHEEHY Colette Sheehy has been the University's Vice President for Management and Budget since 1993. She serves as the institution's senior budget officer and oversees facilities management, space and real estate, the operating and capital budgets, procurement and supplier diversity services, state governmental relations, and process simplification.

Colette began her career at UVa as a Budget Analyst in 1982. In 1986, she became the Assistant to the Director of the Budget, and in 1988 was named the Director of the Budget. Between 1991 and 1993 she served as the Associate Vice President and Director of the Budget before assuming her current position.

A native of Freehold, New Jersey, Colette earned a Bachelor of Arts degree in economics from Bucknell University and a Master's degree in Business Administration with a concentration in finance from Rutgers University Graduate School of Management.

Colette served as one of the chief architects and negotiators of the Higher Education Restructuring and Administrative Operations Act passed by the General Assembly of Virginia in 2005 - a law that created a new relationship between the Commonwealth and its public institutions of higher education. She has been a member of the Virginia Retirement System Board of Trustees since 2009.

JOHN SIMON John D. Simon is the Executive Vice President and Provost of the University of Virginia and the Robert C. Taylor Professor of Chemistry. He is charged with directing the academic administration of the 11 schools, the Library, the Art Museum, public service activities, numerous University centers, foreign study programs, and the advancement of teaching and research. He also co-chairs the Internal Financial Model Steering Committee.

Provost Simon served as the Vice-Provost for Academic Affairs at Duke University from 2005 to 2011. As Vice-Provost, Simon was responsible for overseeing Duke's strategic planning and for nurturing campus-wide academic initiatives to connect the humanities, social sciences, and sciences. He chaired Duke's chemistry department from 1999-2004. Simon received his B.A. from Williams College in 1979 and his Ph.D. from the Department of Chemistry at the Harvard University in 1983. After a

postdoctoral fellowship at UCLA, Simon joined the Department of Chemistry and Biochemistry at UCSD in 1985, and then moved to Duke University as the George B. Geller Professor in 1998.

Provost Simon has earned numerous fellowships and awards for his scientific work including the Presidential Young Investigator Award, Alfred P. Sloan Fellowship, Camille and Henry Dreyfus Teacher Scholar Award, and the Fresenius Award. He is a fellow of the American Association for the Advancement of Science and the American Physical Society.

DAVID BOLING Dave Boling is the Deputy Comptroller of the University of Virginia. As Deputy Comptroller, his areas of responsibility include Financial Reporting, Cost Analysis, Fixed Assets Accounting, Debt Accounting, and Strategic Planning & Analysis. Dave joined the University in 1980 as an Accounting Intern, and has worked his entire 32-year career in the central Financial Administration area.

Dave received a BS in Accounting from Old Dominion University in 1980, and an MS in Accounting from the University of Virginia in 1990. Dave is married with four grown children, who each attended Virginia public universities, including William & Mary, Virginia Commonwealth University, the University of Virginia, and James Madison University.

LAWRENCE KOCHARD Lawrence Kochard is the Chief Executive Officer/Chief Investment Officer of UVIMCO. As Chief Executive Officer, Larry provides leadership for all aspects of UVIMCO’s operations and serves as UVIMCO’s primary representative to the University, related foundations and the public. As Chief Investment Officer, Larry is responsible for the investment management of UVIMCO’s Long Term Pool, overseeing the asset allocation, portfolio management, risk management, and manager selection activities of the investment staff.

Prior to joining UVIMCO, Larry served as Chief Investment Officer at Georgetown University. From 2001 to 2004, he was Managing Director of Equity and Hedge Fund Investments for the Virginia Retirement System. From 1997 to 2000, he taught in the McIntire School of Commerce at the University of Virginia, first as an adjunct and later full-time as an assistant professor. Larry received his BA in Economics from the College of William & Mary, an MBA from the University of Rochester, and an MA and

Ph.D. in Economics from the University of Virginia. He is a CFA charter holder.

SIM EWING Mr. Ewing holds a dual appointment with the University of Virginia as Director of the Southwest Virginia Office of the Weldon Cooper Center for Public Service, and the College at Wise as Vice Chancellor for Finance and Administration, being appointed to the University of Virginia in 1987 and the College at Wise in 1995. Prior to joining the University, he was Town Manager of Wise, Virginia for over five years and previously had local government experience in both West Virginia and Michigan. While with the town of Wise, they were awarded two Virginia Municipal League Achievement Awards for effective management. He was named the Wise County Chamber of Commerce Citizen of the Year in 2007 and received a 2011 Alumni Recognition Award from the Eberly College of Arts and Sciences of West Virginia University.

UNIVERSITY OF VIRGINIA BOARD OF VISITORS AGENDA ITEM SUMMARY

BOARD MEETING: September 14, 2012

COMMITTEE: Finance

AGENDA ITEM: I.A. Report on Internal Financial Model

ACTION REQUIRED: None

BACKGROUND: Vice President for Management and Budget Colette Sheehy and Executive Vice President and Provost John Simon, current co-chairs of the New Internal Financial Model Steering Committee, will provide a report on the work to develop and prepare to implement a new internal financial model to better align resource allocation with academic decision-making, create greater accountability, and incentivize and encourage entrepreneurship among deans and the faculty. They will discuss the progress made throughout the 2011-2012 academic year and summer, including significant work by several task forces and a small group charged with modeling various revenue attribution and cost allocation methods. Ms. Sheehy and Mr. Simon will also discuss planned steps toward a phased implementation beginning with the 2013-14 budget cycle. The Board of Visitors will continue to receive regular updates on the status of this work at each meeting as the project proceeds from design through implementation.

DISCUSSION: Over the past year, the New Internal Financial Model Steering Committee, comprised of all deans and select vice presidents, has moved toward a model consonant with the President’s three key principles: transparent, simple and accountable; incentives to innovate; and quality and stewardship. The Steering Committee and service centers have worked together to build a broader foundation of trust and understanding about each other’s organizations (all of the schools and the major service units) and their visions and challenges to inform decision-making and consequences. The Steering Committee also researched other higher education institutions that have activity based models and learned that there is no one perfect model that can be adopted at UVa; each institution has a financial model based on its own needs and is usually a hybrid model of some kind.

The Steering Committee spent considerable time addressing one key foundational hurdle – the absence of good data

1 reporting. Key staff in central budget and finance, working with the Associate Deans, moved from budget to actual data as the source for modeling and fostered institutional confidence in the data; reconciled financial data with schools for two past years, providing a common data set for modeling; and developed a basic spreadsheet framework for the model with draft key allocation metrics.

Another key activity of the past year has been each academic and service unit’s preparedness assessment. Each school completed a checklist of activities to see how ready their organizations are for change and the schools are in the process of identifying ways to help them through the transition. In addition, key central service providers assessed readiness to improve and align service with expectations of cost, access and quality from those served.

As the Board heard at the May meeting, the 2012-2013 budget process reflected several revisions as the beginnings of the transition to the new model.

The Steering Committee created five task forces to explore various key components of the financial model and the initiative: 1. Revenue and Incentives -- ensuring revenues flow in ways that incent innovation, enhance productivity and promote quality. 2. Cost and Service Level Architecture -- promoting high quality, efficient and aligned service in support of the University’s missions. 3. Financial Reporting, System Preparedness and Training -- confirming people have the information they need to develop and implement sound resource plans. This team has engaged a consultant to analyze both the short- and long-term solutions for financial reporting to support the new financial model. 4. Communication and Change Management – preparing and supporting the University community in the new model. And, 5. Decision-making, Governance and Policy-making -- safeguarding effective and inclusive governance and decision-making regarding University resources.

Armed with the task force reports and a planning and modeling team that will test alternatives and provide data on which to base decisions, the project is in a strong position to accelerate the work of the Steering Committee. The Steering Committee will consider significant actions that can be presented to the President and taken toward a phased implementation.

UNIVERSITY OF VIRGINIA BOARD OF VISITORS AGENDA ITEM SUMMARY

BOARD MEETING: September 14, 2012

COMMITTEE: Finance

AGENDA ITEM: I.B. Financial Report for the Year Ending June 30, 2012

ACTION REQUIRED: None

BACKGROUND: The financial report for the year ended June 30, 2012 includes the preliminary unaudited General Accepted Accounting Principles (GAAP) financial statements as well as a comparison of budgeted sources and uses to actual results. The audited statements will be available in late October and will be presented at the November Finance Committee meeting. The endowment performance report from the University of Virginia Investment Management Company beginning on page 13 will follow to provide a holistic view on the financial status of the University.

DISCUSSION: The preliminary June 30, 2012 unaudited financial statements (on page 8 and 9) present an operating margin of -$99.3 million, compared to $-77.0 million for the prior year. When non-operating revenue, which includes the annual endowment spending distribution, and non-operating expenses are added to the operating margin the result is an increase in net assets of $153 million or 3.1% over the prior year. A more expansive review of the results begins on page 4.

A comparison of budgeted sources and uses of operating funds to actual results can be found on page 10 and shows that actual sources and uses were each approximately 2% below budget as of June 30, 2012. This cash-based operating plan differs from GAAP-based financial statements as explained more fully on page 12. Also on page 12 is further analysis of the University’s performance against the operating budget.

The Academic Division continues to be in a strong financial condition with tuition and positive returns on the endowment coupled with reductions in expenditures offsetting declines in state revenue and lower grant funded activity. Our challenge going forward will be 1) to identify resources to support competitive compensation for our faculty and staff, 2) to finance start-up package costs that accompany recruitment of new

STEM-H faculty, and 3) to diversify our research base. The results of the Board of Visitors’ current study of AccessUVa will also influence resources available for the operating budget.

UNIVERSITY OF VIRGINIA – Academic Division UNAUDITED Financial Statement and Results Review As of and for the Year Ending June 30, 2012

Statement of Changes

Operating revenues decreased by $15.2 million or -1.3% when compared to last year. At the same time, there was a slight increase of $7.2 million or 0.6% in operating expenses.

 Tuition revenue is reported net of an accounting estimate for scholarship discount. Net tuition increased $36.2 million or 9.8%. The increase in tuition rates, along with enrollment growth, account for this increase.

 Revenue from grants and contracts decreased $18.4 million or 5.5%. Federal grants account for almost all of the decrease, with $15.6 million of that being the depletion of ARRA (stimulus) grants.

 State appropriations for operations are down about $38 million or 22.4%. The end of federal stimulus (aka state stabilization) accounts for $22.4 million of the decrease, with the remainder attributable to additional state budget cuts for FY12.

 Current gifts do not include pledges, but only actual cash receipts. They decreased slightly, by $2.4 million or, 1.8%.

Operating expenses are up slightly, by just over $7 million.

 Instructional expenses are down $5.0 million or -1.6%, primarily in compensation across some of the schools, and especially in their State fund sources.

 Research expenditures are down $9.4 million or 3.2%, primarily as a result of the ending of federal stimulus (ARRA) grant funding.

 Academic support is up $6.9 million or 5.5%. The biggest single increase was a one-time payment by the Medical School to the University Physicians Group for its share of the loss on the acquisition of the Augusta Professional Park ($2 million). In addition, there were significant increases in two large accounts funded by gifts and endowment distribution, for the Miller Center and McIntire Sundry Gifts accounts.

 Institutional support is up about $5.3 million or 7.5%. Several one-time items contributed to the increase: o Development/fund-raising expenses were up $1.1 million. o EVP-COO up $1 million (EVP-COO on board for full year, and $330K for the FY12 portion of the AccessUVa Study). o FY 11 expenses were lower than normal due to a $2.2 million one-time recovery of Institutional Review Board expenses from earlier years. o Information Technology expenses were up about $1.4 million, due to a $1.7 million one-time cost to upgrade the Integrated System in FY11. This expense was correctly accounted for as a capital expense rather than operating, but that artificially reduced FY11 operating expenses.

 Student aid (net) is up about $5.9 million or 12%. This category includes stipends paid to students for work performed.

Operating results show an operating margin of -$99.3 million, compared to $-77.0 million for the prior year. It is important to note that the annual endowment spending distribution is not included in current year operating revenues, because it is an appropriation of previously earned revenues. But the expenditure of this source is included in operating expenses. The endowment spending distribution for FY12 totaled $131.8 million for the Academic Division. If the spending distribution is included in operating revenues, the operating margin would be slightly positive instead of negative.

Non-operating Revenues:  Capital appropriations and capital gifts: up about $2.9 million; capital appropriations from the State are down about $4.9 million, while capital grants/gifts are up $7.7 million; Squash Courts gift of $6 million and a gift of $3.7 million for the construction of Rice Hall;  Investment gain of $182.7 million, sustained primarily as a result of 5.1% in market returns of the Long Term Pool;  Endowment gifts of $24.7 million are down about $2.5 million from the prior year; there was a single $10 million gift (Coulter) in the prior year.

Statement of Net Assets

Current assets are up about $75.7 million primarily resulting from an increase in cash and short-term investments. This was a planned cash management action by Treasury Operations, in order to generate additional liquidity.

Noncurrent assets are up $43.9 million, due almost entirely to an increase of $52 million in the endowment and other long- term investments. The net increase reflects the 5.1% return on the endowment, offset by the FY12 endowment spending distribution that equated to 4.8%. The deposits held with bond trustees, which held the unspent proceeds of the 2010 Bond issue, were drawn down by $95 million with a corresponding increase in capital assets of $86 million during the fiscal year.

Current liabilities are up about $46.5 million, almost entirely attributable to an increase in the University’s outstanding commercial paper. The University uses commercial paper (taxable and tax-exempt) as “bridge” financing between bond issuances.

Noncurrent liabilities, consisting almost entirely of long- term debt, decreased $80.2 million, reflecting the refunding and payment of debt principal during the year.

Net Assets:  Invested in Capital, net up about $86 million, reflecting the ongoing investment in new facilities, net of debt used to finance the construction of those facilities.  Restricted nonexpendable net assets, which represent that portion of endowment gifts that cannot be spent, are up $26.6 million for FY12.

 Restricted expendable net assets are down slightly, by about $16.5 million, or less than -1%. The major components of the change: o $105 million increase from gain on investments. o $54 million decrease for conversion of restricted expenditures for capital to “capital assets, net” (expenditures from capital gifts, capital grants, and restricted debt). o $52 million decrease related to debt (financial statement reclassification of restricted debt to “related debt” on Capital). o About $17 million decrease from Restricted funds (gifts, plant, endowment spending) operations.

 Unrestricted net assets increased by about $57 million; o $78 million gain on investments. o About an $11 million decrease from unrestricted funds operations. o $10 million decrease for conversion of unrestricted expenditures for capital to “capital assets, net.”

UNIVERSITY OF VIRGINIA - Academic Division Only Statement of Net Assets (Unaudited) For the year Ended June 30, 2012 and 2011

6/30/2012 6/30/2011 Change in $ % Change ASSETS Current Assets Cash and short term investments 407,799,670 329,184,497 78,615,173 23.9% Receivables (accounts, notes, other) 44,447,701 44,826,816 (379,115) -0.8% Receivable from Medical Center 466,491 3,023,055 (2,556,564) -84.6% Inventories, prepaids and other 299,265 299,265 - 0.0% Total current assets 453,013,127 377,333,633 75,679,494 20.1%

Noncurrent Assets Endowment and other long-term investments 3,681,778,103 3,629,550,871 52,227,232 1.4% Notes receivables 19,886,437 18,811,657 1,074,780 5.7% Deposits with bond trustees 17,786,924 112,915,780 (95,128,856) -84.2% Capital assets, net 2,044,295,398 1,958,198,544 86,096,854 4.4% Other (26,974) 311,120 (338,094) -108.7% Total noncurrent assets 5,763,719,888 5,719,787,972 43,931,916 0.8% Total Assets 6,216,733,015 6,097,121,605 119,611,410 2.0%

LIABILITIES Current Liabilities Accounts payable and accrued liabilities 14,192,155 13,637,451 554,704 4.1% Internal payables to Wise, SWVHEC & Agencies 9,869,959 6,848,394 3,021,565 44.1% Deferred revenues and deposits 81,039,217 88,240,179 (7,200,962) -8.2% Commercial Paper 127,463,000 76,850,000 50,613,000 65.9% Deposits held for others 77,985,578 78,469,246 (483,668) -0.6% Total current liabilities 310,549,909 264,045,270 46,504,639 17.6%

Noncurrent Liabilities Long-term debt 765,041,560 845,366,956 (80,325,396) -9.5% Other long-term liabilities 136,488 25,622 110,866 432.7% Total noncurrent liabilities 765,178,048 845,392,578 (80,214,530) -9.5% Total Liabilities 1,075,727,957 1,109,437,848 (33,709,891) -3.0%

NET ASSETS Invested in capital assets, net of related debt 1,231,474,554 1,145,151,079 86,323,475 7.5% Restricted: Nonexpendable 485,955,789 459,400,651 26,555,138 5.8% Expendable 2,252,680,397 2,269,222,214 (16,541,817) -0.7% Unrestricted 1,170,894,318 1,113,909,813 56,984,505 5.1% Total Net Assets 5,141,005,058 4,987,683,757 153,321,301 3.1%

UNIVERSITY OF VIRGINIA - Academic Division Only Statement of Changes in Net Assets (Unaudited) For the year Ended June 30, 2012 and 2011

OPERATING REVENUES AND EXPENSES: 6/30/2012 6/30/2011 Change in $ % Change Operating Revenues Student tuition and fees, net 406,399,395 370,239,379 36,160,016 9.8% Grants and contracts (federal, state, nongovernmental) 314,039,030 332,402,942 (18,363,912) -5.5% State appropriations (including federal stimulus) 131,589,476 169,467,445 (37,877,969) -22.4% Auxiliary enterprises revenues, net 109,352,089 104,262,855 5,089,234 4.9% Gifts, current 131,821,678 134,209,576 (2,387,898) -1.8% Sales and services of educational departments 23,719,308 21,031,817 2,687,491 12.8% Pell grants 8,297,125 8,791,869 (494,744) -5.6% Total operating revenues 1,125,218,101 1,140,405,883 (15,187,782) -1.3%

Operating Expenses Instruction 310,445,082 315,397,279 (4,952,197) -1.6% Research 282,306,978 291,671,186 (9,364,208) -3.2% Public service 28,097,146 25,402,016 2,695,130 10.6% Academic support 132,457,311 125,531,089 6,926,222 5.5% Student services 34,599,175 33,846,660 752,515 2.2% Institutional support 76,348,824 71,043,096 5,305,728 7.5% Operation of plant 72,468,164 73,143,075 (674,911) -0.9% Student aid, net 54,974,093 49,097,930 5,876,163 12.0% Auxiliary 118,750,590 122,494,156 (3,743,566) -3.1% Depreciation 103,975,140 96,788,465 7,186,675 7.4% Other 10,131,201 12,961,262 (2,830,061) -21.8% Total operating expenses 1,224,553,704 1,217,376,214 7,177,490 0.6%

Operating revenues less operating expenses (99,335,603) (76,970,331) (22,365,272) 29.1%

NONOPERATING REVENUES AND EXPENSES Nonoperating Revenues Capital appropriations, gifts, and grants 55,544,018 52,691,781 2,852,237 5.4% Investment income (loss) 182,717,267 741,236,266 (558,518,999) -75.3% Additions to permanent endowments 24,722,040 27,185,863 (2,463,823) -9.1% Other 14,552,159 20,076,955 (5,524,796) -27.5% Total nonoperating revenues 277,535,484 841,190,865 (563,655,381) -67.0%

Nonoperating Expenses Interest on capital asset related debt, net 16,308,228 27,024,203 (10,715,975) -39.7% Loss on capital assets (gain) 919,352 1,155,991 (236,639) -20.5% Other 7,651,000 - 7,651,000 Total nonoperating expenses 24,878,580 28,180,194 (3,301,614) -11.7%

Nonoperating revenues less nonoperating expenses 252,656,904 813,010,671 (560,353,767) -68.9%

Total Revenues 1,402,753,585 1,981,596,748 (578,843,163) -29.2% Total Expenses 1,249,432,284 1,245,556,408 3,875,876 0.3% Increase in net assets 153,321,301 736,040,340 (574,967,287) -78.1%

NET ASSETS Net assets - July 1 (Beginning) 4,987,683,757 4,251,643,417 Net assets -- June 30 (ending) 5,141,005,058 4,987,683,757

UNIVERSITY OF VIRGINIA – Academic Division Revised Budget vs. Actual Operating Results For the Year Ending June 30, 2012

This cash-based operating plan differs from GAAP-based financial statements. Significant changes include:

 External debt service, UVa Health Plan activity, and endowment investment performance are excluded, while repayments of debt to the internal bank and the expendable endowment distribution are included.

 Depreciation is not recognized and most equipment purchases are shown as a use of funds, not capitalized.

 Only gifts received and available for the operating plan are included. Pledges, non-cash gifts, gifts transferred to the endowment or capital program, and gifts held at foundations are excluded.

 The operating plan nets financial aid funded from tuition from gross tuition, but does not net financial aid funded from other sources (gifts, endowments, and grants).

 The operating plan reflects mandatory fees collected for auxiliaries and internal revenues collected from internal departments as auxiliary revenue.

The revised budget reflects four primary adjustments from the original budget, 1) more tuition revenue resulting from enrollment of more than 100 more undergraduates than anticipated, 2) revised projections of federal grant and philanthropic support, 3) more revenue from the endowment distribution and endowment fee as a result of the higher than expected June 30, 2011 endowment market value, and 4) unspent balances from the prior year rolled forward to the current year.

For 2012, actual net sources and uses of funds were $25.7 million, slightly below the net sources and uses budget of $28.1 million.

Actual available sources of funds for the Academic Division as of June 30, 2012 were $1,353.7 million, or 2.2% less than the $1,384.5 million budgeted for the year. Significant negative variances from budget included:

 The sales, investment, and other revised budget included an $18 million contribution from the Medical Center to the School of Medicine. Rather than using the funds for operations the Medical School invested the money in the University’s long- term pool, resulting in its reflection as non-operating activity.

 In fiscal year 2012, only 46% of the budgeted available cash balances were drawn upon for operating uses, reflecting conservative management of these balances.

Total uses of available funds for the Academic Division totaled $1,328.1 million, or 2.1% less than the $1,356.4 million budget for the year. Significant negative variances from budget included:

 A budget allocation to the schools for faculty hiring related to undergraduate enrollment increases was distributed too late (in February) to be utilized in the current year.

 Academic support (deans’ offices, libraries, and academic technology) includes an unbudgeted $2.0 million payment to the University Physician’s Group for the School of Medicine’s share of losses incurred in the acquisition of the Augusta Professional Park.

 The student services budget included an expected internal debt repayment related to the Student System Implementation which did not occur before year-end, but has taken place in early 2012-13.

 The general administration revised budget includes a carryforward of unspent balances from the prior year; however, these reserves were retained and not expended, consequently expenditures are below budget.

 The operations and maintenance of physical plant expenditures are below budget due to delayed spending in major maintenance and utilities improvements (much occurring over the summer) and lower than budgeted heating costs resulting from the mild winter.

University of Virginia Academic Division 2011-12 Operating Budget Report As of June 30, 2012 (in thousands)

2011-12 6/30/2012 2011-12 2011-12 Revised Actual Variance from % Variance Budget Results Budget from Budget Sources of Available Funds Tuition and Fees Undergraduate $233,944 $233,490 ($454) (0.2%) Less: Tuition to financial aid (27,674) (27,668) 6 0.0% Net Undergraduate 206,270 205,822 (448) (0.2%)

Graduate 34,852 34,743 (109) (0.3%) Less: Tuition to financial aid (24,488) (22,707) 1,781 (7.3%) Net Graduate 10,364 12,036 1,672 16.1%

Professional (Law, Darden, McIntire & SEAS Exec.) 96,952 96,817 (135) (0.1%) Less: Tuition to financial aid (6,716) (6,303) 413 (6.2%) Net Professional 90,236 90,514 278 0.3%

School of Medicine 25,656 25,060 (596) (2.3%) Less: Tuition to financial aid (535) (533) 2 (0.3%) Net SOM 25,121 24,527 (594) (2.4%)

Other 53,319 51,090 (2,229) (4.2%) Less: Tuition to financial aid (1,134) (1,171) (37) 3.3% Net Other 52,185 49,919 (2,266) (4.3%) Total Net Tuition & Fees 384,176 382,818 (1,358) (0.4%)

State Appropriations 131,492 131,581 89 0.1% Grants & Contracts 253,825 254,945 1,120 0.4% Facilities & Administrative Cost Recoveries 68,300 69,265 965 1.4% Endowment Distribution & Fee 150,410 151,994 1,584 1.1% Gifts-Via Affiliated Foundations 96,049 101,802 5,753 6.0% Expendable Gifts 15,500 21,413 5,913 38.1% Sales, Investment & Other 37,937 21,713 (16,224) (42.8%) American Recovery and Reinvestment Act of 2009 - - 0 n/a Auxiliary Enterprises 189,900 192,198 2,298 1.2% Operating Cash Balances 56,920 26,008 (30,912) (54.3%) Total Sources of Available Funds $1,384,509 $1,353,737 ($30,772) (2.2%)

Uses of Available Funds Direct Instruction $347,159 $338,460 (8,699) (2.5%) Research & Public Service 306,943 316,054 9,111 3.0% Academic Support 132,400 139,364 6,964 5.3% Student Services 48,262 37,600 (10,662) (22.1%) General Administration 85,618 74,784 (10,834) (12.7%) Operation & Maintenance of Physical Plant 123,690 110,713 (12,977) (10.5%) Non-tuition-funded Scholarships, Fellowships, & Other 101,110 99,654 (1,456) (1.4%) Auxiliary Enterprises 211,225 211,443 218 0.1% Total Uses of Available Funds $1,356,407 $1,328,072 ($28,335) (2.1%)

Net Sources and Uses of Operating Funds $28,102 $25,665 ($2,437) (8.7%)

UNIVERSITY OF VIRGINIA BOARD OF VISITORS AGENDA ITEM SUMMARY

BOARD MEETING: September 14, 2012

COMMITTEE: Finance

AGENDA ITEM: I.C. Endowment Report – Market Value and Performance as of June 30, 2012

ACTION REQUIRED: None

BACKGROUND: The University of Virginia Investment Management Company (UVIMCO) provides investment management to the Rector and Visitors of the University of Virginia and its related Foundations. Assets deposited in UVIMCO are held in the custody and control of UVIMCO on behalf of the University and Foundations within a long-term co-mingled investment pool.

UVIMCO’s primary objective in managing the pool is to maximize long-term real return commensurate with the risk tolerance of the University. To achieve this objective, UVIMCO actively manages the pool in an attempt to achieve returns that consistently exceed the returns on a passively managed benchmark with similar asset allocation and risk. Recognizing that the University must attract outstanding students, faculty, and staff and provide them appropriate resources, UVIMCO attempts to manage pool assets to provide long-term real returns that compare favorably with the returns of endowments of other outstanding schools. UVIMCO does not set spending rates. UVIMCO communicates the Pool’s risk and return estimates to the University and Foundations for their consideration in setting spending rates.

At the September 14 meeting, Larry Kochard, Chief Executive Officer of University of Virginia Investment Management Company (UVIMCO) will provide a report on UVIMCO’s staffing and governance, investment philosophy, asset allocation, performance and investment policy.

DISCUSSION:

Governance and Staffing

Effective June 30, 2012, Mr. Peter F. Dolan retired from the UVIMCO Board of Directors after several years of distinguished service. In July 2012, Mr. Mark Kington resigned

13 from the UVIMCO Board, and UVIMCO welcomed three new Board of Visitors appointees to the Board of Directors: Messrs. A. Macdonald Caputo, Timothy B. Robertson, and Edward D. Miller, M.D. In August 2012, Mr. Michael Strine resigned as the President’s Designee to the UVIMCO Board, and that position remains vacant. Biographical information for all members of UVIMCO’s Board of Directors is available on UVIMCO’s website.

UVIMCO’s Board of Directors delegates day-to-day investment management activities to UVIMCO’s full-time, experienced staff. UVIMCO’s team of 27 professionals works closely with the Board to implement UVIMCO’s investment strategy through selection of external managers, tactical asset allocation, and internal trading.

Investment Philosophy (from UVIMCO’s 2011 Annual Report)

Attractive long-term investment returns are best produced by maintaining a consistent investment philosophy, team, and process over time. Several core principles guide us at UVIMCO as we invest the Long Term Pool. First, we are long-term investors. Our relatively long time horizon allows us to capitalize on market inefficiencies and risk premiums that arise from other investors’ focus on short-term news and market events. While our portfolio may outperform expectations in the short term, this is not our goal. Rather, we seek to outperform our benchmarks over the long term, which means we are willing to underperform passive benchmarks and peer institutions over shorter periods of time.

Second, we seek attractive long-term returns through our external investment manager selections, asset allocation decisions, and portfolio tilts that take advantage of economic themes. Securities are selected for UVIMCO by a team of extraordinary external managers that we have built over time. Whereas the vast majority of money managers fail to beat passive benchmarks, UVIMCO’s disciplined research process, and pattern recognition enable us to develop relationships with outstanding investment managers who demonstrate an edge in both security selection and asset allocation.

Third, we believe that price matters. Behavioral biases by other investors can cause prices of investments to differ from their fundamental values for long periods of time. Markets tend to overreact to recent events and assume that recent good or bad news will continue into the future. At UVIMCO, we believe in long-term reversion to fundamental values. Superior long-term

14 returns depend on investing in securities, themes, and asset classes with current prices below their fundamental values. Mispricings at the security level create opportunities for our external investment managers, while thematic and asset-class inefficiencies may be exploited by both external investment managers and our internal investment team. We seek investments that have fallen out of favor, resulting in a supply/demand mismatch of capital. We recognize that prices can differ from their fundamental values for extended periods, so we must remain patient for this approach to pay off.

Fourth, we believe our success is largely dictated by the quality of the people on the UVIMCO team and the long-term partnerships we maintain with external investment managers. We ask all staff members to demonstrate a strong work ethic, passion for investing, effective teamwork skills, and the desire to put the University’s interests above personal interests. We expect our external investment managers to demonstrate similar values, and believe that hiring talented, high-integrity managers is one of the most important ways in which we control portfolio risk.

Finally, we believe in the benefits of diversification. We expect that the quality of our research and manager selection will lead to good results over time, but we understand that certain decisions will be unsuccessful. Therefore, we diversify our investments across asset classes, themes, and managers. We pursue strategies and investments where we have expertise, and decline opportunities where we do not. This approach requires humility in our investment team. We also seek humility in our investment managers, appreciating those who are confident but not overconfident, who employ investment processes we can understand, and who consider the downside risk of any investment.

Investment Policy Statement

UVIMCO’s Board of Directors approved a revised Investment Policy Statement (IPS) for the Long Term Pool effective July 1, 2012. Each May, the UVIMCO Board of Directors reviews the IPS and updates it if necessary. Whereas revisions are typically minor, this year UVIMCO adjusted the investment objectives and established a liquidity budget for the Long Term Pool.

1. Investment Objectives The historical IPS stated that UVIMCO’s primary investment objective is to “… maximize long-term real return commensurate with the risk tolerance of the University.” We agree with this statement and left this unchanged. However, we amended the next sentence to clarify UVIMCO’s ultimate goal of achieving long- term real returns in excess of the University’s spending rate. Therefore, UVIMCO’s Board of Directors replaced the second sentence in the Objectives section with the following text: “To achieve this objective, UVIMCO actively manages the Pool in an attempt to provide a substantial and growing stream of income to support the University’s programs, while at the same time preserving the purchasing power of its long-term investment assets.” This change may be subtle, but it properly recognizes that if the long-term real returns of the policy portfolio are significantly less than spending or even negative, it will be insufficient for the Long Term Pool’s returns to merely exceed its benchmarks.

2. Liquidity UVIMCO defines liquidity risk as the inability to meet any of the following four primary liquidity requirements: (i) withdrawals by the University and its related foundations; (ii) capital calls by private funds; (iii) the need to rebalance exposures following a market decline; and (iv) the ability to deploy cash as new investment opportunities arise. The liquidity risk of the Long Term Pool is managed by maintaining a pool of cash and short term treasury bills and bonds, maintaining sufficient liquidity with public equity and hedge fund managers, and managing the pace of commitments to private investments.

UVIMCO recently implemented a new target for unfunded commitments of 15% of the Long Term Pool. The Pool will also have a maximum level of unfunded commitments of 25%, and a target of 30% for all private investments.

In addition to the new policy targets for private investments, UVIMCO staff performed portfolio stress tests to ascertain the minimum amount of cash UVIMCO must be able to access in any given 3 month and 12 month time period in order to meet its liquidity needs. Based on these results, UVIMCO’s Board of Directors revised the IPS to include a minimum cash availability requirement of 20% for a 3 month period and 30% for a one year period. Combined with the private investment

16 parameters noted above, the new minimum liquidity requirements were added to the IPS as follows:

Liquidity – The Board establishes minimum requirements for available liquidity and limits for private investments within the Pool. By establishing these liquidity parameters, the Board ensures that there is ample liquidity in the Pool to meet investor withdrawal requests, fund capital calls, invest opportunistically, and rebalance the Pool.

Target Minimum Maximum Unfunded Commitments 15% N/A 25% Private Investments 30% N/A N/A Cash Available Within 3 N/A 20 % N/A months

Cash Available Within 12 N/A 30 % N/A months

The amount of actual liquidity in the Long Term Pool is a function of the size and nature of the private portfolio, the amount of Long Term Pool funds invested in bonds or cash, and the liquidity terms of public investments. As of June 30, 2012, approximately 12% of the Long Term Pool’s assets were invested in highly liquid, government-issued debt securities and cash. Over time, UVIMCO expects the sum of the liquid U.S. Treasury bond and cash portfolios to vary between 8% and 12% of the Long Term Pool. As of June 30, 2012, the Long Term Pool was well within the newly implemented liquidity constraints. More than 30% of the Long Term Pool’s investments could be turned into cash within three months, and about 50% within a year. Actual unfunded commitments represented 15% of the Long Term Pool as of June 30, 2012, and private investments represented 40% of the Pool.

Performance:

The June 2012 Investment Report, which was delivered to members of the Board of Visitors in August, is provided as Appendix A to this book. The July 2012 Investment Report follows.

UNIVERSITY OF VIRGINIA BOARD OF VISITORS AGENDA ITEM SUMMARY

BOARD MEETING: September 14, 2012

COMMITTEE: Finance

AGENDA ITEM: II.A. Amended 2012-2018 State Six-Year Institutional Plan for the Academic Division and the College at Wise BACKGROUND: Pursuant to the Higher Education Opportunity Act of 2011 (HEOA), in July 2011 the University submitted to the State Council of Higher Education for Virginia (SCHEV) the preliminary 2012-18 Six-Year Institutional Plans for the Academic Division and the College at Wise. The plans were finalized, approved by the Board of Visitors in September 2011, and re-submitted to SCHEV in October 2011. The University and College at Wise submitted preliminary amended six-year plans to SCHEV in August 2012 that refined the academic and financial plans for the 2012- 14 biennium. The state will provide feedback on the amended plan by September 1. The University and the College will have until October 1, 2012 to respond to the comments and submit a final amended plan. The University of Virginia’s Vice President for Management and Budget, Colette Sheehy, and the College at Wise’s Vice Chancellor for Finance and Administration, Sim Ewing, will request Finance Committee and Board of Visitors consideration of the proposed amendments to the 2012-2018 Six- Year Institutional Plans for the Academic Division and the College at Wise. They will also request that the Finance Committee and the Board of Visitors authorize the President to transmit the amended six-year plans to the State Council, the Governor, and the Chairs of the House Committee on Appropriations and the Senate Committee on Finance.

DISCUSSION: The state required six-year plan includes components of the Academic Division and the College at Wise operating plans, but is not all inclusive. The preliminary amended six-year plan that was submitted to SCHEV in August 2012 for the University’s Academic Division reflects the following significant changes as compared to the October 2011 submission:

 Six-year plan initiatives – The 2012-14 budget provided $800,000 General Funds (GF) in each year to help address strategies in the six-year plan that respond to the HEOA objectives. The August 2012 submission reflects the allocation of $560,000 in 2012-13 and $650,000 in 2013-14

to initiatives that increase degree production in STEM disciplines and support growth of degree programs with an online component. The University submitted a separate plan to SCHEV, in conjunction with Longwood University and Virginia State University, which provides $240,000 in 2012- 13 and $150,000 in 2013-14 for the Virginia Logistics Research Center.

 Reallocation toward HEOA objectives – To demonstrate institutional commitment, the 2012-14 budget requires institutions to reallocate a portion of their educational and general budgets in support of the HEOA objectives. The minimum requirement for the University is to reallocate $1.7 million in 2012-13 and $2.2 million in 2013-14. The updated August 2012 submission reflects the reallocation of existing resources totaling $12.2 million in 2012-13 and $2.3 million in 2013-14 toward HEOA objectives.

 Online education – The August 2012 submission reflects a modified strategy for increasing access to UVa degrees by incorporating the new partnership with Coursera to pilot massive open online courses through the College and Graduate School of Arts & Sciences and the Darden School of Business and the recent study undertaken by the Faculty Senate’s Task Force on Online Learning to document the University’s existing initiatives in online education. The University will continue to expand its work with other Virginia public institutions to share online educational programs as part of the 4VA initiative, a partnership with CISCO.

 Faculty salary increases - The August 2012 submission includes: 1) the annualization in 2012-13 of the Board of Visitors-authorized December 2011 strategic salary adjustment for faculty, 2) a two percent July 2013 faculty salary increase included in the state budget, and 3) a potential 3 percent supplemental merit pool for teaching & research faculty in 2013-14. The cost of these salary actions totals $9.1 million. The 2013-14 salary pool is a placeholder pending development and Board approval of a multi-year plan to return faculty salaries to a competitive level among peers.

 Staff salary increases – The August 2012 submission includes: 1) the annualization of the Board of Visitors- authorized December 2011 strategic salary adjustment for university staff, and 2) a two percent July 2013 University

and classified staff salary increase included in the state budget. The cost of these salary actions totals $3.8 million.

 Faculty and staff bonuses – The August 2012 submission includes $5.3 million in 2012-13 for the tuition and general fund share of a three percent one-time bonus for eligible faculty and staff in December 2012. The cost of the bonus is to be shared one-third from the state, one- third from departments and schools, and one-third from tuition for those employees paid from state funds. Other fund sources (e.g. grants and contracts, private funds, and auxiliary enterprises) will be responsible for funding the entire cost of the bonus for employees paid from those sources.

 Research – The August 2012 submission includes $2.25 million general funds that were appropriated for cancer research and focused ultrasound technology in 2012-13. The revised plan reflects incremental funds for cancer in 2013- 14, as the University will continue to ask the state to support this high-priority research initiative. The August 2012 submission also includes $5 million for an economic accelerator (including proof-of-concept fund) in 2013-14 as a matching contribution in a proposed public/private partnership.

 Tuition and fees – The August 2012 submission did not specify a percentage increase in undergraduate tuition and E&G fees for 2013-14, instead explaining that the projected increase in FY14 undergraduate tuition rates is pending discussion by the Board of Visitors.

 Financial aid – The University added a strategy to the August 2012 submission that accounts for replacing endowment income used to support the cost of AccessUVa with tuition funds in 2012-13 and 2013-14. The incremental tuition funds required during the 2012-14 biennium total $3.4 million.

 Efficiency savings – The August 2012 submission identifies savings of $8.7 million in 2012-13 and $10.8 million in 2013-14 that will be realized as a result of a comprehensive employee wellness program, academic and administrative efficiency reforms, maximizing resources, eliminating duplication and waste, and improving service.

 Reserves – The University added a strategy to the August 2012 submission that accounts for the $3.3 million reserve generated in 2012-13 from lower-than-expected fringe benefit and utility rates. The reserve will be used to address strategic institutional priorities.

The amended six-year plan that was submitted to SCHEV in August 2012 for the College at Wise reflects the following significant changes as compared to the October 2011 submission:

 Reallocation toward HEOA objectives – In compliance with the 2012-14 budget requirement, the College’s revised plan reflects reallocation of $171,000 in 2012-13 and $228,000 in 2013-14 from current E&G programs to support six-year plan initiatives and the objectives of the HEOA.

 Faculty hire - An additional STEM-H teaching & research faculty position in Chemistry has been funded for 2012-13 and 2013-14 from non-general fund tuition revenue.

 Faculty and staff salary increases and bonus – The August 2012 submission includes funding for the 2012-13 faculty and staff bonus and the 2013-14 faculty and staff salary increases.

 Retention and graduation rates - The August 2012 submission includes the utilization of $266,000 GF for an early alert program to enhance the College’s retention and graduation rates in both 2012-13 and 2013-14.

 Community collaboration - The $275,000 in funding in 2012- 13 and 2013-14 that was included in the Commonwealth’s appropriation will enable Wise to develop a systemic public school/UVA-Wise collaboration to create greater community interest in the broad range of opportunities in science- related careers and better prepare students for success in STEM-H fields.

 Tuition and fees – As a result of support from the Commonwealth for certain programs anticipated to be funded from tuition in the original plan, the College revised its proposed 2013-14 tuition rate increase to 5%.

ACTION REQUIRED: Approval by the Finance Committee and by the Board of Visitors

APPROVAL OF AMENDED 2012-2018 STATE SIX-YEAR INSTITUTIONAL PLAN

RESOLVED, the Board of Visitors approves the amended 2012- 18 six-year institutional plans of the University’s Academic Division and the College at Wise; and

UNIVERSITY OF VIRGINIA BOARD OF VISITORS AGENDA ITEM SUMMARY

BOARD MEETING: September 14, 2012

COMMITTEE: Finance

AGENDA ITEM: II.B. 2013 Operating and Capital Amendments to the 2012-2014 Biennial Budget

BACKGROUND: In even-numbered years, the University submits its requested amendments to the biennial budget to the Department of Planning and Budget for review by the Governor for inclusion in his amended budget presented to the General Assembly in December. Operating amendments for the Academic Division total $14.1 million General Funds (GF) in 2012-13. The Academic Division proposes two capital requests totaling $25.9 million GF to address renovation requirements for the Rotunda, and a planning study for the proposed renovation of Gilmer Hall and the Chemistry Building. The Medical Center proposes two operating amendments related to indigent care support totaling $21.7 million GF in 2013-14 and also proposes to strike the current Appropriation Act language requiring consultation with Augusta Health in order to avoid duplication of services. The University of Virginia’s College at Wise will request $1.9 million GF in 2012-13. The Finance Committee is asked to approve the proposed operating and capital amendments to the 2012-2014 biennial budget for the Academic Division, the Medical Center and the College at Wise.

DISCUSSION: Agencies have been instructed to submit proposed budget amendments to the Commonwealth by September 21, 2012 after first gaining concurrence from the Secretary of Education. Items such as faculty and staff salary increases, base budget adequacy (operating budget support), and undergraduate financial aid are cross-cutting issues that will be addressed by the state for all institutions.

Depending on the outcome of the Governor’s budget process, the University may want to submit the following amendments, and possibly others, to the legislative session in January 2013. Any requests not included on this list that might be submitted to the General Assembly will be communicated to the Board of Visitors in advance of the due date. Formal approval by the Board of Visitors will be sought at its February 2013 meeting.

AGENCY 207 – Academic Division:

Fund Enrollment Growth – ($1,103,000 GF in year two) – The University requests general fund support, at $8,423 per student from the October 2011 calculation of the base budget adequacy formula, to educate 131 additional Virginia undergraduates in Fall 2013. The State Council of Higher Education will update the base budget adequacy model with more current enrollment data, so the per-student funding calculation will likely change. We will want to revise our amendment to conform to the most recent calculation available.

Fund Start-up Packages for Faculty ($5,654,000 GF in year two) – The University requests the establishment of a multi-year fund for start-up packages necessary to recruit new faculty, particularly in the science, technology, engineering and math (STEM) disciplines, to support expected enrollment growth over the next several years and anticipated retirements. The fund will provide critical resources for laboratory renovations, equipment, summer wages for nine-month faculty, and other support for eighteen new faculty in these fields in 2013-14. The start-up packages will average $637,000 per faculty to be paid out over three years as the new faculty establish their research programs at the University. The start-up packages will not include base salary support or signing bonuses for new faculty.

Fund Operations and Maintenance Costs for New Facilities ($67,500 GF in year two) – The University requests ongoing support for new operations and maintenance costs for capital projects completed in 2013-14. These include New Cabell Hall Renovation (supporting new systems) and the East Chiller Plant (building shell).

Fund Economic Development Accelerator ($5.0 million GF in year two) – The University requests the establishment of an economic development fund to increase research, promote economic development, and enhance the innovation ecosystem. The Commonwealth’s investment of $5.0 million in each of the next five years will match private contributions to develop the UVa Innovation Accelerator, a public-private partnership designed to facilitate knowledge transfer and business development around university research and innovation (including a proof-of-concept fund).

Fund Medical Translational Research ($2.25 million GF in year two) – Continue the Commonwealth’s efforts to expand medical translational research so that laboratory discoveries are converted into new methods to diagnose and treat illness and augment cancer outreach and prevention activities.

Renovate the Rotunda (less the roof) ($24.1 million GF and $17.1 million NGF) – This capital project will address critical repairs in the Rotunda, the centerpiece and symbol of the University. The Rotunda is listed on the Virginia Landmarks Register, is a National Historic Landmark, and is within the boundaries of the UNESCO-designated World Heritage Site. This phase of the planned renovation will address work which threatens the integrity of the building envelope, including the repair of the marble Corinthian capitals on each portico. The total project cost, excluding roof repair, will be $45.95 million, the balance to be funded by private funds.

Fund Gilmer Hall and Chemistry Building Renovations Planning ($1.8 million GF) - The University requests $1.8 million to proceed with the programming and concept design stage of renovating Gilmer Hall and the Chemistry Building. Cornerstones of UVa’s undergraduate and graduate science programs for nearly a half century, Gilmer Hall (237,500 gross square feet) and the Chemistry Building (261,000 gross square feet) were built in 1963 and 1968, respectively. Proposed reinvestments in the facilities will maximize space utilization through efficient and flexible teaching and research laboratory design; replace antiquated and inefficient mechanical, electrical, and plumbing systems with a modern, efficient, and adaptable infrastructure; install new high-performance exterior glazing and masonry systems for Gilmer Hall, providing a new watertight and energy efficient exterior envelope; and renovate the space under the Chemistry terrace to create up to four new general assignment classrooms for the University. The total project cost is projected to be $134 million.

AGENCY 209 – Medical Center:

Properly Address Indirect Medical Education and Inflation Costs in Medical Center Reimbursements ($5.861 million GF in year two) - The Medical Center requests the correction of an erroneous calculation in the introduced 2012-14 budget that failed to appropriately consider indirect medical education and inflation. This error resulted in a 2013-14 decrease in the amounts to be reimbursed to the Medical Center for the care of

Medicaid enrollees and Virginia residents who fall within the state of Virginia indigent criteria. The University has discussed the calculation with the Secretary of Health and Human Resources who has confirmed the calculation error. The 2012 General Assembly adjusted the 2012-13 budget for the correction, but did not make the correction for 2013-14. Restore Medicaid Reimbursement to 100% ($15.853 million GF in year two) - The Medical Center requests an increase to Medicaid prospective payment rates in order to meet the need of an increasing number of Medicaid enrollees and Virginia residents who fall within the state of Virginia indigent criteria. The Medical Center requests that state funding be restored from the current approximately 95 percent of cost to the original 100 percent of the costs to care for Medicaid and state defined indigent patients, as previously received in fiscal years 2007 and 2008 and as established by policy in 2004. If the state does not return to the practice of fully reimbursing the University for the care it provides to Medicaid and indigent care patients, the Medical Center will have to provide free medical care to these Virginia residents.

Eliminate Appropriation Act Language for Duplication of Health Services with Augusta Health (Language Only) – The University requests the language requiring the University of Virginia Hospital to engage in substantive dialogue with Augusta Health to avoid or resolve issues surrounding possible duplication of health services and report progress to the Chairmen of the House Appropriations and Senate Finance Committees by November 1, 2012 be eliminated from the Appropriation Act.

AGENCY 246 – University of Virginia’s College at Wise:

Supplemental Instruction to Enhance Student Learning Opportunities ($250,000 GF in year two) - An increased number of students are enrolling at Wise with a need to be in targeted programs, particularly in math and the natural sciences. However, these students frequently are deficient in the core skills which are critical to the timely completion of their degree. The College requests funding to support instructional programs focused on these targeted needs to achieve greater student success.

STEM-H Recruiting Materials and Dedicated Recruiters ($198,000 GF and 2 FTEs in year two) – The College requests funding for marketing materials and admissions and enrollment management

29 recruiters to target students who have an expressed interest in the STEM-H degree programs at UVA-Wise.

Online Learning Initiative ($150,000 GF in year two) - The College offers an effective and successful online and alternative educational program, particularly through the Summer College course offerings. Funding for this amendment will be used to enhance the current online curriculum through additional course offerings.

Fulfill the Remaining Retention and Graduation Program Request ($600,000 GF and 7 FTEs in year two) - The first phase of this amendment request was funded by the Governor and General Assembly beginning in the current fiscal year. Per the Six-Year Plan, existing first-year programs have been enhanced with positive results. Full funding will allow the College to continue existing programs and offer additional resources to create a successful first-year experience which, in turn, will also increase graduation rates, targeting “at risk” students.

Complete Funding for Science Consortium ($700,000 GF and 6 FTEs in year two) - The first phase of this program was included by the Governor and General Assembly in the current budget. This request provides for the second phase for science and math interaction in the region’s middle and high schools. Funding would be used to develop a systemic public school/UVa-Wise collaboration to create greater community interest in the broad range of opportunities in science-related careers and to better prepare students for success in STEM fields. Outcomes to date are showing signs of potential through programs such as the LEGO robotics, which demonstrate the utilization of math and science in ways that the students find as an enjoyable learning experience.

ACTION REQUIRED: Approval by the Finance Committee and by the Board of Visitors

APPROVAL OF 2013 OPERATING AND CAPITAL AMENDMENTS TO THE 2012- 2014 BIENNIAL BUDGET

WHEREAS, the University, the Medical Center, and the College at Wise have an opportunity to propose budget amendments for consideration by the Governor in his amended 2012-2014 budget; and

WHEREAS, the six-year plans previously approved by the Board of Visitors and submitted to the state by the Academic

Division and the College at Wise provide the basis for the proposed amendments;

RESOLVED, the Board of Visitors of the University of Virginia approves the amendments to the 2012-2014 biennial budget; and

UNIVERSITY OF VIRGINIA BOARD OF VISITORS AGENDA ITEM SUMMARY

BOARD MEETING: September 14, 2012

COMMITTEE: Finance

AGENDA ITEM: II.C. Albemarle Arthritis Associates, LLP Acquisition by the Medical Center

BACKGROUND: At the May 21, 2012 Medical Center Operating Board meeting, a resolution was approved to acquire substantially all of the assets of the Albemarle Arthritis Associates, LLP medical practice. The Medical Center desires to amend the resolution. Since the proposal was submitted in May, we have determined that the space originally planned will not accommodate the program. Accordingly, a different site has been identified in the same area that will meet current and projected needs. As a result of the additional square footage and an increase in the cost per square foot for renovations plus contingency, the total facility cost has increased. We have also determined that the projected returns on a very conservative basis are slightly less than we originally projected.

DISCUSSION: Albemarle Arthritis Associates, LLP is a three- physician practice located in Charlottesville. The practice operates a small infusion center that performs 1,400 infusions annually. The practice will be acquired and converted to a provider-based clinic, and the infusion center will be enlarged to perform at least 2,200 and as many as 4,500 infusions annually. The three physicians will be employed by the University of Virginia Physicians Group. This acquisition will improve access for the Medical Center’s infusion patients, expand the referral base for more complex care, and provide strong financial performance, with projected operating income over $1 million and operating margin in excess of 15% by the end of year four.

The acquisition cost for Albemarle Arthritis Associates, LLP, is $200,000 plus the appraised value of the equipment, which is likely to be less than $50,000. We will be required to build-out new space to accommodate the physicians, recruit an additional rheumatologist and expand the number of infusion chairs at cost not to exceed $1,650,000. The all-in cost to acquire Albemarle Arthritis Associates, LLP, including working capital of $600,000 until they are generating positive cash flow, is not to exceed $2,500,000.

The total cost reflected in the initial pro forma that was relied on for the May 21, 2012 resolution was $1,200,000. The higher cost of $2,500,000 reflects a need for additional space, the identification of a different site in the same area, an increase in the cost per square foot for renovations, and the addition of a contingency. We have also determined that the projected returns on a very conservative basis are slightly less than we originally projected.

ACTION REQUIRED: Approval by the Medical Center Operating Board, the Finance Committee, and by the Board of Visitors

APPROVAL TO ACQUIRE_ALBEMARLE ARTHRITIS ASSOCIATES, LLP

RESOLVED FURTHER, the President of the University or her designee in consultation with the Vice President and Chief Executive Officer of the Medical Center, and with the concurrence of the Chair of the Medical Center Operating Board and the Chair of the Finance Committee, is authorized to negotiate the terms of such acquisition, including execution of the definitive agreement, contracts, and all other documents necessary for the closing of the transaction, on such terms as the President of the University or her designee deems appropriate, and to take such other action as the President of the University or her designee deems necessary and appropriate to consummate the foregoing.

UNIVERSITY OF VIRGINIA BOARD OF VISITORS AGENDA ITEM SUMMARY

BOARD MEETING: September 14, 2012

COMMITTEE: Finance

AGENDA ITEM: III. A. Report on Endowment Spending Rate (Written Report)

ACTION REQUIRED: None

BACKGROUND: At its June 2008 meeting, the Board of Visitors adopted a resolution to change the parameters of the endowment spending policy. This policy, which became effective July 1, 2008, calls for “a percentage increase in the annual distribution from the endowment, unless such increase causes the distribution to fall outside a range defined as four percent on the low end and six percent on the high end of the market value of the Pooled Endowment Fund.” If the distribution falls outside of this range, the Finance Committee may recommend either raising or lowering the rate of increase.

The percentage increase in spending distribution is based on a five-year average of the Higher Education Price Index (HEPI). The University’s HEPI factor was reviewed in fiscal year 2010-11, and reset to 3.8%. It will be applied again in deriving the fiscal year 2012-13 spending distribution.

DISCUSSION: In fiscal year 2011-2012, the endowment experienced a return of 5.1 percent. Applying the spending policy in place will result in an endowment distribution for fiscal year 2012- 2013 of approximately $160 million, or 4.83% of the June 30, 2012 market value of the Pooled Endowment Fund. Since this falls within the approved band of four percent to six percent established by the Board of Visitors’ policy, no further action is required by the Board. The endowment distribution for fiscal year 2011-12 was $152.6 million, or 4.6% of the June 30, 2011 market value of the Pooled Endowment Fund.

UNIVERSITY OF VIRGINIA BOARD OF VISITORS AGENDA ITEM SUMMARY

BOARD MEETING: September 14, 2012

COMMITTEE: Finance

AGENDA ITEM: III. B. Annual Report on the UVa Health Care Plan (Written Report)

ACTION REQUIRED: None

BACKGROUND: The University provides its regular annual report on the status of the University’s self-insured health care plan at the Board’s fall meeting.

The University regularly monitors its health insurance claims and premiums, the adequacy of its reserves, and the outlook for future health care costs. It is anticipated that over time health care costs will continue to increase. The University slowed the impact of cost increases in 2010 through the implementation of strategic cost-control plan design changes. Each year additional cost-control plan design changes are considered.

DISCUSSION: Medical claim costs increased in 2011, due in large part to an increase in both the number and amount of “high dollar” claims. Prescription costs decreased as a result of more favorable pricing with a new Pharmacy Benefit Manager (PBM), contracted as of January 1, 2011. To offset increased utilization and anticipated medical trends, some premium rates will increase to cover projected 2013 costs. The Hoos Well@ wellness program, introduced in 2011 in collaboration with the Plan’s Third Party Administrator, Aetna, will launch its second year programming later this fall. Incentives adopted last year to encourage greater employee utilization of UVa providers will be expanded in 2013. Additional services will have reduced out- of-pocket costs for UVa-provided procedures, admissions, and prescriptions. A detailed report on the plan’s demographics, utilization, claims experience, wellness program data, and other plan design changes for next year is included as Appendix D.

MISCELLANEOUS FINANCIAL REPORTS Finance Committee University of Virginia

September 14, 2012

UNIVERSITY OF VIRGINIA

ACADEMIC DIVISION

ACCOUNTS AND LOANS RECEIVABLE AS OF JUNE 30, 2012

SOURCE: Financial Administration DATE: July 19, 2012 36

UNIVERSITY OF VIRGINIA ACADEMIC DIVISION

ACCOUNTS AND LOANS RECEIVABLE AS OF JUNE 30, 2012

SOURCE: Financial Administration DATE: July 19, 2012 37

University of Virginia Capital Campaign Summary As Of 6/30/12

All Units

Expendable Endowment Total Gifts and Pledge Payments 1,197,365,397 542,262,895 1,739,628,292 Outstanding Pledge Balances 165,452,917 47,274,603 212,727,520 Deferred Gifts 94,162,576 30,526,179 124,688,755 Private Grants 234,433,358 0 234,433,358 Gifts in Kind 77,080,313 2,201,467 79,281,780

Gift and Pledge Total 1,768,494,561 622,265,144 2,390,759,705 Future Support 283,983,625 76,870,858 360,854,483

Campaign Total 2,052,478,186 699,136,002 2,751,614,188

Additional Amounts To Be Raised (1) -396,544,561 1,005,784,856 609,240,295 Total 1,371,950,000 1,628,050,000 3,000,000,000

Rector & Visitors Gift Accounts Only

Expendable Endowment Total Gifts and Pledge Payments 406,028,796 282,110,686 688,139,482 Outstanding Pledge Balances 30,371,699 4,123,502 34,495,201 Deferred Gifts 61,242,173 15,387,573 76,629,746 Private Grants 0 0 0 Gifts in Kind 32,502,397 11,184 32,513,581

Gift and Pledge Total 530,145,065 301,632,945 831,778,010 Future Support 153,710,286 19,365,595 173,075,881

Campaign Total 683,855,351 320,998,540 1,004,853,891 Additional Amounts To Be Raised TBD TBD TBD Total 683,855,351 320,998,540 1,004,853,891

Rector & Visitors Unrestricted Giving

Gifts and Pledge Payments 10,435,793 0 10,435,793 Deferred Gifts 200,000 0 200,000 Outstanding Pledge Balances 107,160 0 107,160 Total 10,742,953 0 10,742,953

(1) Excludes future or revocable support

Source: Office of Development and Public Affairs SOURCE: Development and Public Affairs Date: July 26, 2012 DATE: July 26, 2012

SOURCE: University Budget Office DATE: July 9, 2012

UNIVERSITY OF VIRGINIA

INTERNAL LOANS TO UNIVERSITY DEPARTMENTS AND ACTIVITIES AS OF JUNE 30, 2012

SOURCE: Financial Administration DATE: August 7, 2012

UNIVERSITY OF VIRGINIA

ENDOWMENT/LONG TERM INVESTMENTS FOR UVA AND RELATED FOUNDATIONS AS OF JUNE 30, 2012 (in thousands)

SOURCE: Financial Administration DATE: August 22, 2012 41

UNIVERSITY OF VIRGINIA

QUASI-ENDOWMENT ACTIONS APRIL 1, 2012 TO JUNE 30, 2012

The quasi-endowment actions listed below were approved by either (1) the Executive Vice President and Chief Operating Officer, under the following Board of Visitors’ resolutions, or (2) the Vice President and Chief Financial Officer, under the delegation of authority from the Executive Vice President and Chief Operating Officer:

 In October 1990 and June 1996 the Board of Visitors approved resolutions delegating to the Executive Vice President and Chief Operating Officer the authority to approve quasi-endowment actions, including establishments and divestments of less than $2,000,000, with regular reports on such actions.

 In February 2006, the Board of Visitors approved a resolution permitting approval of quasi-endowment transactions, regardless of dollar amount, in cases in which it is determined to be necessary as part of the assessment of the business plan for capital projects. Additionally, to the extent that the central loan program has balances, they may be invested in the long term investment pool managed by UVIMCO or in other investment vehicles as permitted by law.

Additions from Gifts Amount

Jones D. Lung Cancer Research Quasi-Endowment $ 250,000.00 President's Fund for Excellence Unrestricted Quasi-Endowment 73,713.10 Pristo, Lori Ann Award 3,230.00 Rainey Professorship in the History of Landscape Architecture Quasi-Endowment* 221,000.00 Research Activities Quasi-Endowment Fund 175,000.00 University Quasi-Endowment Fund (1) 89,316.32 UVA Bookstore Quasi-Endowment for Excellence 200,000.00 Weedon Professorship in Asian Architecture Quasi-Endowment* 116,000.00

Total Additions from Gifts to Quasi-Endowments $ 1,128,259.42

Additions from Endowment Income (Capitalizations)

Antrim, Lottie C. Income Capitalization Quasi-Endowment $ 8,213.18 Athletics General Operations Quasi-Endowment 75,020.05 Chrysler, W. P. Fund for Engineering Library 1,620.45 Class of 1955 Fund 1,754.33 Class of 1956 Fund 5,972.52 Class of 1957 Fund 4,643.30 Class of 1958 Fund 5,903.29 Class of 1959 Fund 6,901.05 Class of 1960 Fund 5,816.97 Class of 1961 Fund 5,253.91 Class of 1962 Fund 7,668.29 Class of 1963 Fund 2,373.13 Class of 1964 Fund 4,670.86 Class of 1965 Fund 1,425.66

Dermatology General Investment Fund $ 28,057.05 Hecht, Sidney M. Fellowship in Chemistry 7,897.90 Hecht-Cruachem Chemistry Quasi-Endowment #3 2,124.26 HOPE Physician Incentive Quasi-Endowment 52,683.58 Horton, Charles E. Professorship in International Plastic Surgery Quasi-Endowment 10,900.91 Hughes Endowment Income Capitalization Quasi-Endowment 1,701.64 Jordan, Harvey E. Lectureship 1,285.42 Low, Emmet F. and N. Alyce Chair Quasi-Endowment 1,103.12 McIntire School of Commerce Operations Fund 807,497.21 McIntire, Howard Quasi-Endowment in Neurology 20,287.98 Medical Center Capital Assets Quasi-Endowment (2) 6,088,856.53 Miller, Mae W. Cancer Research Quasi-Endowment 5,445.39 Moyston, Vernah Scott Professorship in Ophthalmology Investment Quasi-Endowment 3,920.56 Plastic Surgery Quasi-Endowment Fund 16,594.02 Radiology Fund Special Diagnostic 3,954.07 Samuels, Bernard Ophthalmology Library Quasi-Endowment 2,240.20 School of Medicine Quasi-Endowment 79,151.74 Southwest-Dishner Gift Quasi-Endowment Fund 14,745.42 Taylor, Henry N. Fund 291.05 Virginia Quarterly Review - Anonymous 503.49

Total Additions from Endowment Income to Quasi-Endowments $ 7,286,478.53

Divestments

Hecht-Cruachem Chemistry Quasi-Endowment #3 $ 37,000.00 McIntire School of Commerce Operations Fund 898,758.75

Total Divestments from Quasi-Endowments $ 935,758.75

Notes:

*Quasi-endowment newly established or originally funded since April 1, 2012.

(1) Includes current unrestricted gifts to the University which, under a standing Board of Visitors resolution, are required to be added to the University's Unrestricted Endowment Fund.

(2) Per February 7, 2008 BOV authorization, additional amounts up to $300 million can be made to this fund without further BOV approval.

SOURCE: Financial Administration DATE: August 10, 2012

UNIVERSITY OF VIRGINIA

SALARY AND COMPENSATION FOR FULL-TIME INSTRUCTIONAL FACULTY AT AAU AND SCHEV PEER GROUP INSTITUTIONS

These reports provide average compensation and salary figures for institutions included in the Association of American Universities, and average salary figures for the University's peer institutions, as established by the State Council of Higher Education in Virginia. These figures include instructional faculty paid on a full-time basis; all medical faculty have been excluded. Salary figures for those faculty with eleven- or twelve-month duties have been converted to nine- month figures by adjusting the total salaries by a factor of 9/11ths. The source for these figures is "The Annual Report on the Economic Status of the Profession, 2011-2012," Academe, March- April, 2012, the bulletin of the American Association of University Professors.

The University’s current position in the AAU, 26th, is short of the BOV target range of 15th through 19th. This gap represents $4,300 in average salary. A total of $4.9 million would be required to raise the salaries of the 1,147 full-time instructional (non-medical) faculty included in this calculation to the 19th position (and holding peer salaries unchanged). A total of approximately $9.5 million in current dollars would be required to award the same salary increase to the 2,200 total FTE teaching and research faculty at UVa.

SOURCE: Institutional Assessment and Studies DATE: August 21, 2012

UNIVERSITY OF VIRGINIA FACULTY SALARY AND COMPENSATION AVERAGES

I. Salary at AAU Institutions  AAU salary data includes all sources of funds.

 The 59 institutions included in this year’s rankings are only the U.S. institutions. Two Canadian institutions, the University of Toronto and McGill University, have been excluded. The list has been revised this year to account for the addition of Georgia Tech and the termination of Nebraska and Syracuse from the AAU.

 The UVa average in each of the years displayed represents the salary average as of Dec. 1 of that year and reflects the merit increase of that date.

 In 2011-12, for the fourth consecutive year, the state did not provide any increase in faculty salaries. However, Deans of the individual schools within the University were allowed to give increases for promotions, retention, additional responsibilities, and for maintaining equity if they had available funds. The result was an average salary increase of 4.3%. The median increase among AAU institutions was 2.4% and UVa’s rank among the AAU increased by two positions to 26th.

 In 1989-90, before the first round of the Wilder budget cuts, UVa ranked 18th (69th percentile) in the AAU. Since then our ranking has varied, never rising above 18th, dropping as low as 32nd in 1996-97, and now stands at 26th (57th percentile) in 2011-12. During that 22-year period, the University’s average salary increased from $54,100 in 1989-90 to $110,900 in 2011-12 (a total increase of 105.0%, which is the equivalent of an annual 3.32% increase applied and compounded each year).

 The University’s current position in the AAU, 26th, is short of the BOV target range of 15th through 19th. This gap represents $4,300 in average salary. A total of $4.9 million would be required to raise the salaries of the 1,147 full-time instructional (non-medical) faculty included in this calculation to the 19th position (and holding peer salaries unchanged). A total of approximately $9.5 million in current dollars would be required to award the same salary increase to the 2,200 total FTE teaching and research faculty at UVa.

Compensation at AAU Institutions  As in the case of the average salary, average compensation was reported as of December 1 of those years. The average compensation includes both salary and benefits.

 The UVa percentage compensation increase between 2010-11 and 2011-12 was 4.21%. This was well above the median for the AAU (2.47%) and resulted in an increase of 2 positions in our compensation ranking, from 31st to 29th.

 In 1989-90 UVa ranked 20th (65th percentile) in compensation. Since then our

ranking has varied, never rising above 20th, and now stands at 29th (52nd percentile) in 2011-12. During that 22-year period our average compensation increased from $66,800 in 1989-90 to $138,700 in 2011-12 (a total increase of 107.6%, which is the equivalent of an annual 3.38% increase applied and compounded each year).

II. State Salary at SCHEV Peer Institutions  In the summer of 2007, SCHEV approved a new sample of peer institutions for the University. The attached table includes the salary averages of the new peer group in 2006-07 through 2011-12. Again, the UVa state salary average represents the salary average as of December 1 each year. The UVa state salary averages listed in the table represent the authorized state salary averages rather than the actual averages. They are intended to exclude all UVa endowment funds.

 Four consecutive years without state faculty salary increases has caused UVa’s rank among the new sample peers to drop to the 19th position (23rd percentile) in 2011-12.

 In 1989-90, UVa ranked 10th in the State peer group that was in effect at that time. Two new peer groups have been approved since then. In the current peer group, the University began in 2007-08 at position 15, at the 41st percentile, and has dropped to 19th (23rd percentile) in 2011-12.

UNIVERSITY OF VIRGINIA

REPORT TO BOARD OF VISITORS ON UNIVERSITY STAFF SALARIES

MAY 9, 2012

The University Staff Human Resources Plan governs UVa’s ―University Staff,‖ a category of employee created under the authority of the Higher Education Restructuring Act. The Plan incorporates a compensation philosophy which emphasizes market-based pay, with incentives to recognize employee achievements in work accomplishments and for career development. Currently 52% of the UVa staff workforce are ―University Staff‖; the remaining 48% are Classified Staff, with compensation managed by the Commonwealth of Virginia, Department of Human Resource Management.

University Staff salaries are managed against market ranges, benchmarked to determine appropriate alignment and competitiveness. This is similar to the methodology for faculty salary benchmarking, and aids in staff recruitment and retention. The University adopted the concept of market relevance with rewards for performance and career development in designing the University Staff compensation program. Market ranges are developed by applying generally accepted compensation practices to reflect similar pay opportunities in the marketplace.

The recent economic downturn has had a dampening effect on the University’s intended salary alignment progress. The University suspended annual and mid-year base salary increases for the past four years. Outside of the 2011 Strategic Salary Adjustment, only the most critical base salary adjustments have been considered on an exception basis. The goal, initiated in 2009 when the HR Plan became effective, is to achieve an average University Staff salary approximating the 50th percentile of our competitive market pay ranges. Despite the serious financial challenges the University has faced, some progress toward this goal is evident.

Figure 1 below displays the progress that the University has made in the salary positioning by showing the percentage of University Staff distributed across the market ranges in each of the past four years.

Figure 1: 4-Year Trend: Market Range Positioning -- By Percent of University Staff Employees

The modest yet positive gains in the first three years is primarily attributable to the impact of using market ranges for new hires. However, the significant movement evident this past year is attributed to the strategic salary adjustments awarded in November, 2011. It is encouraging to see the beginnings of a ―normal distribution‖ around the midpoint in the 2012 line.

The percentage of University Staff employees with salaries below the Lower Reference has been declining every year, reduced from 14.2% in 2009 to 4.9% in 2012. More impressive is the significant (and appropriate) movement of the salaries to the ―Middle Third‖ or what is called the “Competitive Range” for the fully qualified and fully performing employee—from 31.8% in 2009 to 46% in 2012. As would be expected from the movement depicted in the graph, the average market range penetration for staff is also moving in a positive direction. The average market range penetration for staff increased from 34.9% in 2010 to 36.8% in 2011, and is currently at 43% of market. Despite these gains, we remain short of our 50th percentile goal.

The number of staff who are fully qualified and performing competently but whose salaries are positioned in the lower third of the market range is cause for concern. These employees are considered ―at risk‖– at risk of turnover and low engagement and satisfaction levels. It is also essential to address the compression caused by new hires coming in at market-competitive salaries, often above existing employees.

In addition, we recognize that multiple years with no salary increases has been particularly difficult for our lowest paid employees. Last year, the Board of Visitors provided supplemental funding ($250,000 annually) as part of the annual operating budget for strategic staff salary increases. Restoration of these funds allowed us to accelerate salary increases to address this critical issue. The number of University Staff (4.9%) with salaries still below the Lower Reference is also cause for continued concern. While progress has been made each year the model has been in place, having salaries completely outside the established market range remains problematic.

A five-year plan has been developed to achieve the 50th percentile for University Staff salaries. That plan recognizes the need for both ―catch up‖ funding and ―keep up‖ funding – ―catch up‖ funding to address the University’s lagging market position and ―keep up‖ funding to reward and retain high performers.

Even with the recent economic downturn, market pay levels have continued to increase. The University’s ability to attract, motivate and maintain highly qualified talent is in part dependent on maintaining competitive compensation levels with a continually moving market. Increasing staff salaries closer to the 50th percentile through a disciplined, fiscally responsible, and well- informed movement of the pay curve to the right will establish market competitive salaries necessary to sustain excellence in support of the University’s core missions of teaching, research, patient care, and service.

SOURCE: University Human Resources DATE: August 21, 2012

UNIVERSITY OF VIRGINIA

SPONSORED PROGRAMS RESTRICTED GRANTS AND CONTRACTS

FISCAL YEAR 2011-2012

SUMMARY:

For Fiscal Year 2012, the University received sponsored program awards totaling $307.30 million, a decrease of almost nine percent from the fiscal year 2011 amount of $337 million. This year’s total includes $68 million in facilities and administrative (indirect) costs as compared to $74 million last year. Excluding ARRA funding, the University’s sponsored program awards declined by 3.5%, from $317 million in FY2011 to $306 million in FY 2012.

Once again, federal agencies continue to account for most of our funding, with 66% of the total. The Department of Health and Human Services continues to be the University’s largest individual sponsor of awards, accounting for 42% of the total.

The School of Medicine was awarded almost 58% of all award dollars, followed by the School of Engineering with 21% and the College of Arts and Sciences, which accounted for 15% of the funds. The remaining 6% was distributed among various areas within the University.

Finally, it also should be noted that this year’s report reflects the end of the American Reinvestment and Recovery Act (ARRA). These awards accounted for almost $19.75 million in FY2011, but only $1.18 million in FY2012.

SOURCE: Office of Sponsored Programs DATE: August 9, 2012 53

UNIVERSITY OF VIRGINIA

SPONSORED PROGRAMS RESTRICTED GRANTS AND CONTRACTS YEAR-END COMPARISON REPORT OF AWARD DATA FISCAL YEAR 2012 (in millions)

Other Non- Total % of Total % of % SCHOOL DHHS DOD DE (1) DOE NASA NSF Federal(1) Federal (1) (2) State (1) FY 2012(3) FY 2012 FY 2011(3) FY 2011 Inc/Dec

Architecture 0.01 0.17 0.04 0.22 0.1% 0.19 0.1% 18.9%

Arts & Scs. 8.94 1.70 1.48 8.11 1.67 11.11 1.77 9.38 0.50 44.67 14.5% 48.19 14.3% -7.3%

Education 0.50 5.53 1.30 0.12 4.97 1.26 13.68 4.5% 18.49 5.5% -26.0%

Engineering 2.92 16.45 0.86 1.80 10.75 4.54 16.92 8.82 63.07 20.5% 61.25 18.2% 3.0%

Law 0.46 0.08 0.54 0.2% 1.01 0.3% -46.8%

Medicine 116.25 3.46 0.47 0.36 0.30 0.62 52.61 2.66 176.73 57.5% 193.99 57.6% -8.9%

Nursing 0.76 0.13 1.78 0.00 2.67 0.9% 2.99 0.9% -10.7%

Other (4) 1.03 0.03 0.30 0.49 2.61 1.26 5.72 1.9% 10.84 3.2% -47.3%

Total FY 2012 (3) 129.38 21.60 8.17 9.47 3.84 23.76 7.55 88.91 14.61 307.30 % of FY 2012 42.1% 7.0% 2.7% 3.1% 1.3% 7.7% 2.5% 28.9% 4.8% Total FY 2011 (3) 145.86 28.05 11.29 13.03 4.04 26.17 11.17 86.80 10.53 336.96 % of FY 2011 43.3% 8.3% 3.4% 3.9% 1.2% 7.8% 3.3% 25.8% 3.1% % Inc/Dec -11.3% -23.0% -27.6% -27.3% -4.8% -9.2% -32.4% 2.4% 38.7% -8.8%

Notes: Totals may be off slightly due to rounding

1) The University also provides administrative support for awards (not included here) for the Virginia Foundation for the Humanities and the Southwest Virginia Higher Education Center, totaling $15.65 million for fiscal year 2012 and $1.52 million for fiscal year 2011.

2) Items listed as "Non-Federal" include support from foundations, industrial sponsors, and subcontracts from other institutions which may have originated from a federal agency. 3) Totals for fiscal year 2012 include $1.18 million in ARRA funding. Totals for fiscal year 2011 included $19.75 million in ARRA funding. 4) Includes: Associate Provost For Academic Support & Classroom Management; Vice Provost for the Arts; Center for Public Service; Center for Liberal Arts; Center for Politics; Darden School of Business; Batten School of Leadership and Public Policy; McIntire School of Commerce; Miller Center; School of Continuing and Professional Studies; University Librarian; UVa's College at Wise; Vice President and Chief Student Affairs Officer; Executive Vice President and Provost; Vice President for Research; WTJU Radio.

SOURCE: Office of Sponsored Programs DATE: August 9, 2012

APPENDICES

APPENDIX A

INVESTMENT MANAGEMENT COMPANY

Commentary Quarter End June 2012

SUMMARY

The following commentary provides information on the current market environment as well as the asset allocation, performance (unaudited), risk management, and liquidity position of UVIMCO’s Long Term Pool as of and for periods ending June 30, 2012. Please note that in addition to this quarterly commentary, we will publish the June 2012 Annual Report that will serve as the primary source of public information about the Long Term Pool. We expect to publish the Annual Report in September once KPMG’s audit of our financial results is complete.

Over the past year, uncertainty dominated the markets and created a challenging investment environment. Macroeconomic fears overshadowed relatively solid corporate fundamentals, contributing to choppy and negative global equity markets. Investor concerns included the fiscal health of the United States and Europe, the potential collapse of the European Monetary Union, and a slowing economy in China. Conflicting market signals and unrelenting volatility caused many investors to question their investment thesis, shorten their holding periods, and attempt to time the markets.

Against this backdrop, UVIMCO continued to maintain the same asset allocation and portfolio tilts that have served us well for the past several quarters. The Long Term Pool returned 5.1% in fiscal year 2012, which compares quite favorably to the policy benchmark return of -0.4%. Over the twenty-year period ending June 30, 2012, the Pool’s annualized return was 12.1%, exceeding the policy benchmark return by 460 bps. The Long Term Pool is positioned defensively versus the policy portfolio benchmark, with less market risk. Current themes continue to be a relative overweight to quality equities, a low duration bond portfolio, a relative underweight to real estate, and a meaningful allocation to natural resources.

MARKET ENVIRONMENT

Financial markets were largely driven by macroeconomic news during the past fiscal year. The year of “risk-on” and “risk-off” saw record high cross-sectional correlations across securities and asset classes as security prices moved up and down more on macroeconomic news (e.g., European sovereign credit) than on bottom-up fundamentals. The fiscal year began with a 17% decline in global equities through September 2011 due to worries about a Treasury default, Treasury downgrade and a repeat of 2008. Markets recovered 20% over the subsequent two quarters. Following a strong first quarter 2012 rally during which global equity markets enjoyed a 12% return, investors retreated in the second quarter of 2012 as the pace of global growth declined and worry over Europe reemerged. Global equities lost 5% in this most recent quarter, and international

A-1

APPENDIX A stocks fared worse than U.S. stocks. Gold, oil and commodities declined as the global economy showed signs of weakness.

One of the best performing investments during the fiscal year ended June 30, 2012 was the 30-year Treasury bond. The Barclays U.S. Aggregate Long Treasury index returned 32% during this period as the yield on the 30-year Treasury bond dropped from 4.38% to 2.76%. Investors’ flight to safety and additional buying from the Fed led to the record low yields. As worries over high unemployment continued, the Fed extended Operation Twist to the end of 2012 with the stated goal of holding down long-term rates. Through this program, the Fed sells one- to three-year bonds and uses the proceeds to buy six- to thirty-year bonds. In a related statement, the Fed said:

“The Committee expects economic growth to remain moderate over coming quarters and then to pick up very gradually. Consequently, the Committee anticipates that the unemployment rate will decline only slowly toward levels that it judges to be consistent with its dual mandate. Furthermore, strains in global financial markets continue to pose significant downside risks to the economic outlook.”

Although Operation Twist has had the desired effect on Treasury yields, the program has generated little impact on the broader economy.

The European debt crisis flared up again in the second quarter of 2012. Spain officially requested aid from the European Union at the end of June, confirming the spike in Spanish bond yields and leading Spanish banks to undergo even deeper scrutiny. In Greece’s second round of elections the pro-bailout New Democracy party won by a narrow margin, allowing the country to remain eligible for bailout funds and providing temporary relief. Also at the end of June, European leaders met at the EU summit and exceeded expectations by approving the bailout of Spanish banks and agreeing on broader goals for the group. All of this back and forth in Europe has continued to make investors nervous and uncertain.

On a positive note, the housing sector has showed signs of bottoming out. New home sales, existing home sales and new home construction have increased over the past year approximately 20%, 10% and 30% respectively. Corporate profits also remained strong during the fiscal year. However, earnings gains came mostly from cost containment rather than top-line growth. Future earnings growth could be more challenging. Sell-side analysts published downward earnings revisions for 65% of all S&P 500 companies in June. This trend has been increasing over the past couple years and may portend lower earnings later in the year and in 2013.

ASSET ALLOCATION

Our 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’s actual allocation as of June 30, 2012 is 62.9% to equity managers, 15.6% to real asset managers and 21.6% to fixed income (including marketable alternatives and credit) and cash. Looking through to our managers’ underlying investments, the Long Term Pool has a 50.0% allocation to equities, 16.9% allocation to real assets and 33.1% allocation to fixed income (including credit) and cash as of June 30, 2012. Therefore, the Long Term Pool continues to be positioned A-2

APPENDIX A defensively versus the policy portfolio benchmark, with less market risk. Our 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.

PERFORMANCE

The Long Term Pool returned 5.1% for the year ended June 30, 2012, exceeding the policy benchmark loss of 0.4%. Calendar year-to-date, the Long Term Pool has returned 8.7% versus 6.1% earned by the policy benchmark. While we are pleased by this level of relative outperformance, it is not our goal to outperform the passive benchmark over short time periods such as one year. Rather, as long-term investors, we believe the Long Term Pool’s performance is most appropriately evaluated over multi-year periods. Over the ten- and twenty-year periods ending June 30, 2012, UVIMCO’s portfolio compounded at an annualized rate of 9.8% and 12.1%, respectively. This performance comfortably exceeded both the University’s spending rate (plus inflation) and the 6.7% and 7.5% annualized returns available through ownership of the passive policy portfolio over the same ten- and twenty-year time horizons.

EQUITIES

Public Equity

The public equity portfolio returned 0.0% for the fiscal year, outperforming the MSCI All Country World (MSCI ACWI) public equity benchmark return, which lost 6.0%. Over the past ten years, our public equity portfolio returned 12.9% versus 6.3% on the MSCI ACWI.

The portfolio continues to benefit from the strong stock selection of our external investment managers. Over the past decade we have transitioned the public equity portfolio to high value- added, long-term, absolute return oriented managers. The largest allocation, fifty percent, includes managers who source opportunities from a global opportunity set. Forty percent represents managers who select securities within the emerging markets; most are country or regional specialists. As a comparison, emerging markets represent fourteen percent of the MSCI ACWI. The remainder of our public equity portfolio is invested with a manager who invests in smaller capitalization companies within the U.S. When combined, our public equity managers have a bias toward growing, high-quality companies with relatively predictable earnings. While we have been helped by our long-term biases towards the emerging markets and higher-quality companies, we believe the most consistent source of value added in our public equity portfolio has been the skillful management of the underlying portfolios by our managers. A common element across all of our long-only (and most of our long/short) managers is an emphasis on business analysis over stock analysis, understanding what makes a good business and what defines a bad business, and careful consideration of what makes a good management team versus the characteristics of bad management. This time-consuming investment process generates a great deal of knowledge and results in portfolio returns that are difficult to replicate quantitatively.

Long/Short Equity

The long/short equity portfolio returned 6.8% for the fiscal year versus a loss of 6.0% on both the Dow Jones Credit Suisse (DJCS) Long/Short Equity index and the MSCI ACWI. Over the past ten A-3

APPENDIX A years, the portfolio returned 8.7% versus 6.2% on the DJCS Long/Short Equity index and 6.3% on MSCI ACWI.

Like our long-only portfolio, UVIMCO’s portfolio of long/short managers has a bias toward growing, higher quality companies. The portfolio tends to be short lower-quality, relatively smaller- cap companies. Market performance over the past fiscal year provided a favorable backdrop as growth performed well while smaller companies performed poorly. While this bias can explain relative periods of shorter-term strength and weakness in the return of the long/short portfolio, the longer-term out-performance rests on strong, bottom-up fundamental stock-selection.

Compared with the long-only portfolio, the long/short portfolio is more able to shift regional exposures as it is dominated by managers who consider global opportunities both long and short. While our managers’ long high-quality/short low-quality bias has been consistent over the years, the allocation to regions has varied widely depending upon bottoms-up opportunities. Over the past five years, the collective actions of our long/short managers has shifted the portfolio from a significant net long exposure to the emerging markets (one-half to the emerging markets and the remainder split between the U.S. and Europe) to a net long exposure today that is almost exclusively domestic. The shift was made in response to favorable valuations of resilient, high-quality, U.S.- domiciled franchise companies. The ability for this portfolio of long/short managers to respond quickly to unfolding opportunities in the marketplace is a significant advantage for UVIMCO. We are much less nimble in our ability to react to changing opportunities, as the hiring of niche managers is a time-consuming process. We suspect the turmoil in Europe will produce some interesting investments and while we have very little exposure to the Continent today, we know our managers are looking closely at these opportunities.

Private Equity

Despite lackluster private market activity during the first half of 2012 , our private equity portfolio returned 8.9% for the twelve-month period ending June 30, 2012, exceeding the 6.0% loss for the MSCI ACWI index by a considerable margin. Our return was driven by a number of sales of buyout portfolio companies during the fiscal year and significant appreciation in the carrying value of other holdings. The venture portfolio also generated a number of stock distributions that were sold during the fiscal year for large gains. The global equity markets, however, were impacted by the continuing debt crisis in Europe and the lethargic U.S. economy, both of which had a dampening effect on corporate confidence. This dampening effect resulted in the dollar volume of M&A deals declining to $1.1 trillion in the first six months of 2012, a reduction of 22% compared to the first half of 2011 (according to Thomson Reuters). The number of announced deals was down 17% to 17,826 for the same time period. The industry with the most deal activity was energy/power with 18% of the total volume, followed by materials (13%) and financials (11%). Continuing market volatility and economic uncertainty could continue to impact M&A activity for the rest of 2012.

In contrast to the M&A arena, venture capital-backed IPOs had the best quarter ever in the second quarter of 2012 (in dollars raised). However, eliminating the $16 billion IPO of Facebook changes the story, as only 11 venture-backed companies went public in the U.S. during the quarter. Nine of the eleven IPOs were for technology companies, and the underwhelming response to Facebook’s IPO could impact the eagerness of other companies to go public in the next several quarters. There were fewer venture-backed IPOs in the second quarter of 2012 than there were in the first quarter

A-4

APPENDIX A of 2012 (19) or the second quarter of 2011 (22), according to Thomson Reuters and the National Venture Capital Association.

On an individual basis, the buyout portfolio returned 6.9% for the fiscal year and the venture capital portfolio returned 20.1%. For the 10-year period, the buyout portfolio returned 15.3% and the venture capital portfolio returned 2.0%. The annualized return for the combined private equity portfolio over the last ten years was 11.1% versus 6.3% for the MSCI ACWI.

For the quarter ended June 30, 2012, we received $67 million in distributions from the private equity portfolio and had capital calls of $33 million. During fiscal year 2012, our venture and buyout portfolios distributed $207 million, exceeding capital calls of $125 million and resulting in net cash inflows to the overall portfolio.

REAL ASSETS

Real Estate

The U.S. commercial real estate market has stabilized and even begun a strong recovery in certain sectors. Multifamily fundamentals continue to improve, supporting a broad decline in vacancies and robust increases in effective rents. The hospitality market has also strengthened with rising RevPARs in most major markets. New supply remains muted across all sectors. However, construction starts are expected to pick up over the coming year as prospective returns lure investors back into the development business.

For the fiscal year ended June 30, 2012, UVIMCO’s real estate portfolio generated a return of 13.0% versus a return of 7.6% for the weighted benchmark of publicly-traded U.S. and international real estate securities. Historically low Treasury yields continue to support high U.S. REIT valuations as yield-starved investors evaluate REITs on a spread-to-treasuries basis versus a net asset value basis. The MSCI U.S. REIT index rose by 12.9% in fiscal year 2012. International real estate markets encountered more headwinds during the last twelve months as investors expressed economic growth concerns for both Europe and China. The MSCI International Real Estate Securities Index rose by 2.2% during fiscal year 2012.

UVIMCO’s current real estate portfolio consists of investments with private market managers who seek to purchase high-quality assets below replacement cost in strong markets where additional value creation opportunities exist. UVIMCO’s managers do not compete directly with REITs, as the assets in our real estate portfolio tend to be much smaller and require a more management-intensive business plan. We hold a very targeted exposure to European markets, primarily in well-leased assets in the UK, and have avoided exposure to real estate assets in the emerging markets.

UVIMCO’s real estate portfolio continues to mature. As capital has been drawn by our managers, our unfunded commitments to real estate recently fell below $175 million for the first time since 2006. The net inflows to the strategy along with the positive relative performance have driven the overall real estate allocation up to over 8.6% of the Long Term Pool. As these private real estate funds season, and the level of unfunded capital drops, we anticipate that the real estate portfolio will generate more cash than it consumes. For the quarter ended June 30, 2012, we received $7 million in distributions from the real estate portfolio and had capital calls of $24 million. During fiscal year

A-5

APPENDIX A

2012, our real estate portfolios distributed $37 million compared to capital calls of $124 million. The 2012 distributions greatly exceeded the $9 million received in fiscal year 2011.

Resources

The past twelve months marked a turbulent period for natural resources. Global commodity prices retrenched broadly from the levels a year ago, reflecting concerns about the outlook for the world economy and the impact of decelerating growth in China on the market demand for commodities. During the fiscal year 2012, the Goldman Sachs Commodity Index declined by 10.7%. Publicly- traded natural resources equities were hit particularly hard, with the S&P Global Natural Resources Equity Index losing 18.7% of its market value. WTI Crude Oil spot price mirrored the broader market sentiment, declining by 11.0% from $95.42 per barrel on June 30, 2011 to $84.96 per barrel on June 30, 2012. On a positive note, the discovery of oil resource plays and the application of advanced drilling technology have reversed the U.S. oil production trend toward sustainable growth. North American natural gas prices continued to experience a sustained downward pressure due to the persistent supply overhang caused by high production rates, sub-economic drilling activity and tight storage capacity. The Henry Hub Natural Gas spot price reached a fifteen-year low of $1.98 per Mcf before rebounding to $2.83 per Mcf by the end of the fiscal year, down 35.5% for the year. The current prices are still below the operating cost for a number of natural gas producers, requiring continuing adjustments in the industry’s behavior.

In the context of this challenging market environment, we are very pleased that our Resources investments in domestic upstream oil and gas continued to perform and deliver positive returns. UVIMCO’s Resources portfolio appreciated by 4.7% for the year ended June 30, 2012. Our performance was buoyed by two successful exits of core holdings in our co-investment program. The long-term performance of the Resources program remains outstanding, returning 25.5% annually over the last ten years, compared to a 3.4% annualized return from the Goldman Sachs Commodity Index during the same period.

During the fiscal year, the Resources portfolio generated $33 million of net cash as $85 million in distributions outpaced $52 million in capital calls. We remain judicious in the redeployment of the proceeds, as we do not expect that our historical outperformance in resource investments can be repeated going forward. Nevertheless, we believe that the long-term demand for the world’s resources in the form of energy, metals, food or water will continue to intensify, while the marginal costs of supply may also increase across most commodities. This tailwind should provide selective opportunities to deploy capital at attractive rate of returns for high-quality managers with strong focus on risk management and disciplined execution.

FIXED INCOME AND MARKETABLE ALTERNATIVES

Marketable Alternatives and Credit

Beginning with this June 2012 report, we have combined the Absolute Return and Credit portfolios for reporting purposes and have re-named the group Marketable Alternatives and Credit. As part of this combination, we moved one long-standing manager with significant long/short equity exposure to the long/short equity portfolio. Taking into account this reconfiguration, the Marketable Alternatives and Credit portfolio returned 3.4% over the past fiscal year versus 7.3% on the Barclays High Yield Index. Over the past ten years the portfolio returned 7.7% versus 10.2% on the index. A-6

APPENDIX A

The long-term history of the Marketable Alternatives and Credit portfolio includes managers that have not fit neatly into any other bucket. Recently, the composition of the portfolio has been more consistent, reflecting opportunities in credit-related managers and other hedge fund managers that cannot be classified as long/short. Over the past year, we redeemed a significant position with a fixed income arbitrage manager that had performed well, exceeding expectations, but whose strategy was more complex than we were comfortable continuing to underwrite. Today, the Marketable Alternatives and Credit portfolio is dominated by two sizable allocations. Half of the portfolio is comprised of an opportunistic, value-oriented manger that has the ability to analyze opportunities and allocate capital across asset classes globally. Like the long/short managers, the ability of this manager to move with speed across a broad palette of investment opportunities is a significant advantage. A second manager employs an eclectic, opportunistic credit-oriented approach to investing. Neither of these managers met the return on the High-Yield index over the past year, with each selling into the credit rally during the year. Longer-term returns are strong and we believe the portfolios are positioned well for the future. Twenty percent of the Marketable Alternatives and Credit portfolio consists of drawdown structure funds in the distribution phase, and fourteen percent consists of three smaller allocations to an eclectic mix of managers.

Bonds and Cash

Our cash and bond portfolios continue to be managed as sources of liquidity. Our cash portfolio is invested in U.S. Treasury bills and notes with maturities under one year and U.S. Treasury guaranteed Repurchase Agreements with U.S. domiciled counterparties. The duration of the cash portfolio as of June 30, 2012 was 0.16 years. Our government bond portfolio has also been in short-term U.S. Treasury notes and bonds but with maturities under three years. The average duration of this portfolio as of June 30, 2012 was 0.66 years. We have continued to maintain our position in shorter duration bonds, as we feel that the small additional return for longer duration bonds does not compensate us for the risk of higher rates in the near future. The negligible returns reported for the short-term cash investments are consistent with an environment in which current interest rates are near 0%.

RISK MANAGEMENT

Risk Management

Investors may be willing to bear risk if they are adequately compensated with future higher returns. At UVIMCO, we are willing to bear certain risks, but others must be eliminated if we are unable to absorb the downside losses or if we do not earn a sufficient risk premium from assuming those risks. We consider three broad portfolio risks when managing the Long Term Pool – market risk, manager risk, and liquidity risk – and evaluate these factors relative to the risk tolerance of the Long Term Pool shareholders.

Market Risk

The largest risk factor present in the Long Term Pool is equity market risk. A common definition of market risk is the standard deviation or volatility of a portfolio’s return. Volatility provides a useful proxy for market risk if returns are normally distributed. However, it is clear that both the broad market as well as individual investment strategies are not normally distributed, but rather are subject A-7

APPENDIX A to a much higher probability of negative “tail” events. Since investment returns are subject to “tail risk”, it is useful to complement the standard deviation statistic with an estimate of drawdown risk.

We manage market risk in the Long Term Pool by diversifying across three broad asset classes: equity, fixed income, and real assets. Our objective is to maintain estimated market risk in the Long Term Pool that is less than or equal to the estimated market risk of the policy portfolio. Our current estimate of the volatility of the Long Term Pool returns is 11% versus 12% for the policy portfolio. In addition, the lowest one-percentile annual drawdown on the Long Term Pool is estimated to be - 25%, less than the drawdown estimate of -30% on the policy portfolio.

Manager Risk

The Long Term Pool invests with more than one hundred external managers. We seek to maintain a portfolio of managers that generates sufficient returns to compensate us for bearing both market risk and the additional risk inherent in working with individual managers. Manager risk includes tracking error or active bets away from the benchmark, operational or business risks, lack of transparency, and leverage.

UVIMCO mitigates manager risk by a thorough due diligence process. We are currently recruiting for a Manager of Operational Due Diligence, who will augment the current procedures we use to assess our managers’ operations and controls. We also reduce manager risk through diversification, bypassing certain investment structures, and avoiding certain investment strategies (e.g. highly leveraged hedge funds). Most importantly, we control manager risk by building close relationships with managers who have unquestioned ethics and integrity, and who align their interests with those of our University and foundation shareholders.

Over time, UVIMCO has been well compensated for assuming manager risk. Attribution analyses suggest that manager selection is the largest contributor to the Long Term Pool’s long-term outperformance versus the policy benchmark and peers.

Liquidity Risk

At UVIMCO, we define liquidity risk as an inability to meet any of the following four primary liquidity requirements: (i) withdrawals by the University and foundation investors, (ii) the excess of capital calls over expected capital distributions from private funds, (iii) the need to rebalance exposures following a market decline, and (iv) the ability to deploy cash opportunistically as new investment opportunities arise. We manage this risk by maintaining a portfolio of Treasury bills and bonds, maintaining sufficient liquidity with our public equity and hedge fund managers, and managing the pace of commitments to private investments.

Managing the pace of commitments to private investments is an inexact science. As the timing and amount of capital calls to and distributions from private investments is at the discretion of our external private fund managers, we must continually recalibrate our models to better predict these cash flows. In addition, for the past few years, we focused on the sum of private market values and unfunded commitments (the “private aggregate”) as the primary risk control for our private portfolio. While this measure is useful, it overlooks material changes to the composition of the private exposure and the underlying risks. An excessive level of private market value within the Long Term Pool may prevent us from having the liquidity needed to fund shareholder redemptions A-8

APPENDIX A or rebalance the portfolio. However, unfunded commitments represent a form of implicit leverage, a more serious risk. Actual unfunded private investment commitments decreased from $975 million or 18% of the Long Term Pool as of June 30, 2011 to $841 million or 15% of the Long Term Pool as of June 30, 2012. We believe a target for unfunded commitments of 15% of the Long Term Pool is prudent, and enables us to invest consistently through a variety of market cycles.

Given our four primary liquidity requirements, we believe that an appropriate target for liquidity is to have 10% of the Long Term Pool invested in assets that are safe and highly liquid. In addition, we believe the Pool should have at least 20% of its assets available for conversion to cash in any three-month period, and 30% available for conversion to cash in any twelve-month period. The percentage of the Long Term Pool that can be turned into cash has remained relatively constant over the past year. As of June 30, 2012, 32% of the Long Term Pool can be turned to cash within one quarter and 52% of the Pool can be turned into cash within one year. The total of bonds and cash as of June 30, 2012 was 12.3%. Over time, we continue to expect the sum of the liquid U.S. Treasury bond and cash portfolios to vary between 8% and 12% of the Long Term Pool. Although this is a drag on returns (especially in a zero interest rate environment), we believe it provides insurance against future turbulent markets and will allow us to fund attractive investments that it will more than make up for the return drag.

A-9

APPENDIX A

INVESTMENT MANAGEMENT COMPANY Investment Report June 30, 2012

Investment Activity Month FYTD 2012(1) Beginning Net Asset Value (NAV) $5,347,885,328.44 $5,346,502,216.17 Beginning Shares 901,947.68 932,765.04 NAV Per Share at Beginning of Period $5,929.26 $5,731.89 + Contributions $2,409,776.86 $44,491,183.88 – Redemptions ($5,509,245.33) ($214,561,872.56) + Investment Return $86,122,551.07 $263,583,304.84 – Fees ($891,314.23) ($12,997,735.52) + Fee Rebates $0.00 $3,000,000.00 Ending Net Asset Value (NAV) $5,430,017,096.81 $5,430,017,096.81 Ending Shares 901,285.28 901,285.28 NAV Per Share at End of Period $6,024.75 $6,024.75

Shareholder Summary Long Term Pool % of NAV University of Virginia Endowment $3,362,617,778.90 61.9% Affiliated Organizations $1,187,375,701.51 21.9% University Operating Funds $880,023,616.40 16.2% Total $5,430,017,096.81 100.0%

Performance Market Value (2) Time-Weighted Returns Annualized $ Millions % MO CYTD FYTD 3 YR 5 YR 10 YR 20 YR

Long Term Pool 5,430 100.0 1.6 8.7 5.1 14.6 4.7 9.8 12.1 Policy Benchmark (3) 100.0 3.6 6.1 (0.4) 11.4 1.0 6.7 7.5 Equity Public 1,112 20.5 4.5 12.3 0.0 21.7 2.7 12.9 11.7 Long / Short 1,235 22.7 0.1 8.8 6.8 8.4 4.6 8.7 10.7 Buyout 878 16.2 1.8 9.8 6.9 20.0 5.1 15.3 -- Venture Capital 189 3.5 4.6 19.8 20.1 25.4 6.9 2.0 18.2 Total Equity 3,414 62.9 2.2 10.7 5.3 16.4 5.0 10.6 14.1 MSCI All Country World Equity 60.0 5.0 6.0 (6.0) 11.4 (2.2) 6.3 7.1 Real Assets Real Estate 465 8.6 2.1 12.2 13.0 (5.5) (16.5) (1.9) -- Resources 380 7.0 0.9 9.0 4.7 33.7 18.7 25.5 -- Total Real Assets 845 15.6 1.6 10.7 8.5 17.1 1.6 12.4 -- MSCI Real Estate (4) 10.0 6.6 15.6 7.6 24.1 (1.2) 9.1 9.1 Fixed Income, Cash & MAC Marketable Alternatives & Credit 503 9.3 (0.0) 2.4 3.4 11.5 5.3 7.7 -- Government Bonds 542 10.0 (0.0) 0.0 0.1 2.4 6.2 6.3 7.2 Cash & Currency 126 2.3 0.2 (0.1) (0.1) 0.2 4.7 -- -- Total Fixed Income, Cash & MAC 1,171 21.6 (0.0) 1.4 1.9 7.7 5.9 6.4 7.4 (5) Barclays Aggregate Bond 30.0 (0.1) 2.6 7.1 6.2 6.2 5.3 6.4 A-10

APPENDIX A

Investment Report June 30, 2012

Short-Term Liquidity(6) Actual Liquidity (Cumulative Total % of NAV) Weekly Monthly Quarterly Semi-Annually Annually Public Equity 2% 6% 12% 18% 18% Long / Short Equity - 0% 7% 12% 16% Marketable Alternatives & Credit - - 0% 6% 6% Resources 0% 0% 0% 0% 0% Government Bonds 10% 10% 10% 10% 10% Cash 2% 2% 2% 2% 2% Total 15% 19% 32% 48% 52% Available Liquidity ($ in Millions) 795 1,031 1,741 2,620 2,836

Private Funds Market Values and Commitments (7) ($ in Millions) Market Value of Private Investments Uncalled Commitments Private Aggregate Amount % of NAV Amount % of NAV Amount % of NAV Public Equity 131 2% 57 1% 188 3% Long / Short Equity 19 0% - - 19 0% Private Equity 1,067 20% 371 7% 1,438 26% Real Estate 465 9% 190 3% 654 12% Resources 354 7% 179 3% 533 10% Marketable Alternatives & Credit 263 5% 43 1% 307 6%

Total 2,300 42% 841 15% 3,140 58%

Market and Currency Exposure Estimates (8) (% of NAV) Actual North Policy Ranges Exposure America Europe Asia LAMA(9) Equity 40 - 70 50.0 29.0 7.6 7.7 5.7 Real Assets 5 - 20 16.9 14.3 1.5 0.8 0.3 Credit 0 - 20 4.4 3.9 0.1 0.0 0.4 Government Bonds 5 - 20 10.0 10.0 - - - Total Market Exposure 70 - 100 81.3 57.2 9.2 8.5 6.4 Policy Ranges -- -- 25 - 75 0 - 40 0 - 40 0 - 20 Cash & Currency 0 - 30 18.7 20.1 (1.4) - 0.0 Currency Exposure -- 100.0 77.3 7.8 8.5 6.4 Policy Ranges -- -- 50 - 100 0 - 30 0 - 30 0 - 20

A-11

APPENDIX A

Investment Report June 30, 2012

Endnotes

(1) UVIMCO's fiscal year runs from July 1 through June 30. (2) All investments are recorded at estimated fair market value in accordance with UVIMCO's valuation policy. (3) The Policy Benchmark is the geometrically linked monthly average of the underlying asset classes' benchmarks, weighted by the Fiscal Year 2012 policy target allocations: 60% Equity, 10% Real Assets, 30% Fixed Income. (4) The Real Estate component of our Fiscal Year 2012 policy portfolio is comprised of 50% MSCI U.S. Real Estate Index and 50% MSCI All Country World Real Estate Index. Prior to January 1995, the benchmark is comprised of 100% FTSE National Association of Real Estate Investment Trusts Equity Index. (5) The Fixed Income component of our Fiscal Year 2012 policy portfolio is comprised of 50% Barclays Capital U.S. Aggregate Bond Index and 50% Barclays Capital Global Aggregate Bond Index (Hedged in U.S. Dollars). Prior to January 1990, the benchmark is comprised of 100% Barclays Capital U.S. Aggregate Bond Index. (6) Represents securities and funds that may be readily sold for cash within the designated time periods. (7) Represents the market values of investments where distributions are at the sole discretion of the managers, plus all uncalled commitments. (8) Market and currency exposures are estimated by looking through managers and funds to the underlying security positions. Policy ranges express the expected variation in asset class, regional, and currency exposures during normal market circumstances. Totals may not add due to rounding. (9) Latin America, Middle East, and Africa.

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APPENDIX B

SIX-YEAR PLAN: ADDRESSING TOP JOBS 21

THE UNIVERSITY OF VIRGINIA

September 2011

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―Every student in Virginia deserves the opportunity to get a high-quality education at an affordable price. Virginia‘s higher education institutions are among the best in the nation. However, we must increase access and ensure that we are adequately preparing our students for the jobs of tomorrow when they graduate. The ‗Top Jobs‘ legislation will enable our institutions to meet the goal of issuing an additional 100,000 degrees over the next 15 years, making Virginia one of the most highly educated states in the nation. In fact, based on this legislation, for example, the University of Virginia Board of Visitors already is poised to add nearly 1,000 new spaces for in-state students on the University‘s grounds, and that‘s great news. Our legislation also places a greater emphasis on the high demand science, technology, engineering and math subjects through the formation of a public-private partnership that will engage the business and professional community in leveraging best practices for K-12 and higher education. The legislation will create the framework for sustained reform-based investment and will encourage meaningful innovation through the use of greater technology, year round facilities usage and innovative and economical degree paths. By implementing these reforms, more Virginia students will have access to Virginia institutions. These reforms will help us attract new employers to Virginia, and better prepare our citizens to fill the jobs that already exist in the state today. We must do better in providing an affordable quality education in Virginia, and we must look to better capitalize on the resources already available at our great institutions. This legislation is based on a clear understanding of what it takes to not only succeed, but to lead, in the 21st century economy – and, first and foremost, it takes a highly educated workforce. We have a good idea what this investment will produce for our state, because the Cooper Center‘s comprehensive recent study, sponsored by the Business Higher Education Council, shows that every dollar we invest in the higher education system produces 13 dollars in additional economic output in Virginia. It returns even more in new tax revenues to the Commonwealth than it costs. So it is one of the very best economic investments we can make for our people. But we are not just investing; we are also innovating and reforming – and the two must go hand in hand.‖

Governor Bob McDonnell, on the creation of ―Preparing for the Top Jobs of the 21st Century: The Virginia Higher Education Opportunity Act of 2011,‖ legislation that resulted from recommendations from his Higher Education Commission on Reform, Innovation and Investment. Jan. 17, 2011.

―The University of Virginia has submitted a Six-Year Plan that gives us a formal framework for aligning our priorities with key priorities identified by Governor McDonnell and the Higher Education Commission. We believe that the strategies identified in our plan will allow us to support the Commission‘s goals while providing a greater educational experience for more students.‖

Teresa A. Sullivan President, University of Virginia

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Introduction

The University of Virginia’s mission has expanded since the institution first opened for classes in 1825, but Thomas Jefferson’s core belief in the importance of a well-educated citizenry remains as vital as ever. We continue to believe that a highly educated workforce is critical to the future of our nation, not only to sustain democracy, as Jefferson stated, but also to create new knowledge, stimulate meaningful innovation, and advance new possibilities for citizens in the Commonwealth and throughout the world.

The Higher Education Opportunity Act of 2011

In an effort to make the Commonwealth of Virginia a leader in college degree attainment and in the national and international knowledge-based economies, Governor Robert McDonnell championed The Virginia Higher Education Opportunity Act of 2011 (HEOA) also known as the Top Jobs Act. The act provides a framework for increasing the number of Virginians who receive college degrees, stimulating economic growth, and diversifying research in the Commonwealth. In addition, the legislation requires that every two years each higher education institution submit a six-year plan addressing its academic, financial and enrollment objectives. By establishing a long-term link between higher education and job creation, the Higher Education Opportunity Act is designed to prepare Virginians for the top jobs of the 21st century.

The Six-Year Plan: Our Approach UVa FACTS and FIGURES

The University of Virginia’s six-year  Academic Division and Health System plan for 2012-18 reflects the budget: $2.5 billion. institution’s early commitment to The  Largest employer in Charlottesville with over 13,700 employees. Higher Education Opportunity Act.  On-Grounds enrollment, Fall 2010: Our plan reflects programs and general 14,039 undergraduate, 6,525 graduate students. strategies that will advance the  One-year student retention rate: 97 objectives in the HEOA, as well as percent. initiatives that will enhance the  Six-year graduation rate: 93 percent.  Research budget: $314 million. quality of education, research, and  Local spending by UVa. units, service in the University’s academic employees, students, and visitors: division. more than $1 billion  One dollar of state support for UVa supports activities that result in $3.45 of new spending in Virginia.

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The University of Virginia’s six-year plan takes the following approach:

 Responds to all objectives of the Higher Education Opportunity Act  Recognizes the need to limit future tuition increases.  Reflects initiatives that reach beyond the undergraduate student population.  Relies on funding partners (state, federal, private donors, and others) rather than just students and their families to meet the cost of all strategies outlined.  Demonstrates continuous efforts at self-assessment and action to address our mission, even in areas where we may already be quite strong.

HEOA Academic Objective: Educate More Virginians

With a six-year graduation rate of 93 percent – the best among all public research universities and second only to a few private universities in the nation – UVa already achieves significant results in higher education. We must meet this challenge, therefore, by using our facilities, programs, and resources in new and creative ways. We have identified four major strategies to help meet the HEOA objective of more undergraduate degrees:

(1) Enroll more undergraduates

Consistent with the governor’s proposal to produce 100,000 more degrees in the next 15 years, the University will enroll more undergraduate students, maintaining our ratio of enrolling seven in-state students for every three non-residents. Our new growth plan calls for enrolling 1,673 new undergraduates by the 2018-2019 academic year, an increase of 11.9 percent from 2010-2011. Of these, 1,171 students (70 percent) will be Virginians.

(2) Accelerate the time required for degree completion

We estimate that three-quarters of our first-year students arrive with advanced standing through Advanced Placement and other test credits; on average, these students have earned the equivalent of more than one academic semester before their first day of class. The exemplary credentials of many of our undergraduates allow us to think of ways to reduce the time in which they can earn degrees. To offer these undergraduates the opportunity for an accelerated degree – or degrees – would not only increase the numbers of graduates but also open available slots in subsequent incoming classes.

Accelerated degree program: We are exploring the creation of a “3 + 1 accelerated degree program” that would allow motivated students to remain at the University for the standard four years but earn both a bachelor’s and a master’s degree in certain programs. Public policy, commerce, Middle Eastern and South Asian studies, statistics and education are areas that could be amenable to the master’s portion of a 3 + 1 format.

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Summer Session: Accelerated degree programs will require that we make better use of our resources and classroom facilities throughout the summer. As student demand dictates we will expand the summer session, which enrolled almost 8,000 students in summer 2011.

January Term: Established in 2004 as an opportunity for students to take an intensive two-week course and earn three credits, the January Term offers classes on University Grounds and in remote parts of the world. The number of students enrolled in January Term in 2011 included 928 on-Grounds and 208 off-Grounds students. Ten study abroad classes will be offered in January 2012. January Term will grow as we expand opportunities to include students from other institutions.

(3) Enroll additional adult students in the Bachelor’s of Interdisciplinary Studies Program and other completer programs

Our completer programs, designed for adult learners who have some college credits and want to return to complete their bachelor’s degree, are successful and expanding. The Bachelor of Interdisciplinary Studies (BIS) program – with a presence in Charlottesville, Hampton Roads and Northern Virginia – enrolled 251 students in fall 2010. In 2012, the program will expand to Loudoun County and Richmond. We are also working toward a new Bachelor of Professional Studies (BPS) program in collaboration with Piedmont Virginia Community College, which would initially focus on allied health fields.

Another success is PRODUCED in Virginia, a cooperative distance-learning program with the Virginia Community College System that helps meet the demand for a tech- savvy workforce. Students earn an associate’s degree and a bachelor of science degree in engineering science, almost entirely without leaving their communities. The first class of engineers PRODUCED in Virginia will earn their BSE degrees in May 2012.

(4) Increase degrees in critical STEM fields (science, technology, engineering and math) and in STEM-H (-Health)

The Higher Education Opportunity Act links degrees with careers in high-demand fields such as science, technology, engineering, math and health. Increasing graduates in these fields is an important priority. We have experienced a 26 percent growth in STEM degrees and a 25 percent growth in STEM-H degrees over the past decade. Our target is to increase the strength of the Commonwealth’s STEM-H workforce by enrolling 33 to 40 percent of first-time undergraduates in STEM-H fields. It should be noted that as enthusiastic as we are to support the Governor’s proposal to graduate more Virginians and prepare them for top jobs in our economy, an increase in

B-5 APPENDIX B faculty members must accompany an increase in undergraduate degrees. Faculty members teach and lead students in the research that creates new knowledge. In the critical STEM-H fields, for example, we estimate an average start-up cost of $600,000 per faculty member for lab space, equipment and related costs. An inability to hire these faculty members for lack of one-time startup funds will create a bottleneck in our ability to expand STEM-H fields.

We also recognize that financial aid is a vital component in educating Virginians. Our nationally acclaimed financial aid program, AccessUVa, has provided 100 percent of need through grants to low-income students and loan-capped packages for middle-income students since 2004. In the 2010-11 academic year, 4,702 students (32.8 percent) demonstrated financial need, and the average aid package was $17,932. The program’s cost is rising – it was $83.3 million in 2010-11 – and requires a larger portion of tuition revenue every year. We are looking for ways to contain the rising costs yet keep our undergraduate student body academically qualified and socioeconomically diverse in the face of looming federal cuts to student aid programs.

HEOA Objectives: Diversify Research and Promote Economic Growth

The University plans to foster new strategic research opportunities in key areas including sustainability, biosciences, energy, K-12 education, defense intelligence and the medical cancer, cardiovascular and neural specialties.

Cancer research, as an example of economic contribution to the region, enhances patient care, health and the economy; creates jobs, new ventures and licensure revenue; and attracts additional external funding. A study by the Weldon Cooper Center projects that the economic impact for the region from the University’s Emily Couric Clinical Cancer Center is $75 million in salaries and revenues from a $5 million investment. We plan to request $5 million in state support to expand clinical trials and outreach to Southwest Virginia.

Commercialization opportunities and innovation partnerships will increase, and we will continue to seek opportunities to create public/private partnerships to expand research opportunities and new ventures, such as the Rolls-Royce collaboration with UVa, Virginia Tech, Virginia State University, and John Tyler Community College. We will also enhance proof-of-concept funding opportunities modeled after the highly successful Coulter Translational Research Partnership, which has in a very short time produced a 7:1 return on investment. In the 2013-14 fiscal year we will seek state funds of $5 million to match private contributions to develop the UVa Innovation Accelerator, a public-private partnership designed to facilitate knowledge transfer and business development around university research and innovation.

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Our Most Valuable Resource

Employees are the University’s most valuable resource. In order to attract and retain the best talent to support its academic mission, the University must remain an employer of choice among institutions of higher education. Thus, our budget priorities reflect the critical importance of merit-based investments in the highest quality faculty and staff.

Prior to the economic downturn, the University had made great strides in faculty compensation to become competitive with our peer institutions. We have lost important ground during the past five years and are struggling to regain our position. Our lagging faculty salaries need to be increased to the 60th percentile of our peer institutions, as identified by the State Council for Higher Education in Virginia. There is a $13,754 gap between that 60th percentile goal and our rank in the 26th percentile.

The University Staff program bases compensation on market-based pay with incentives and rewards for career development and performance. The goal is to have our salaries at the 50th percentile of these competitive market pay ranges, but University staff salaries lag the market by 7.88 percent. The University’s classified employees work under a compensation scheme determined by the state, which should also consider the competitive position of staff salaries.

Efficiency in Processes, Use of Facilities and Technology

The University always strives for greater efficiency. Examples of our efforts can be found at the following web site: www.virginia.edu/processsimplification. One of the top priorities of President Sullivan’s first term is the development of a new internal financial model that provides revenue centers with a transparent resource allocation and decision making process, a more effective long-range planning tool, and incentives for entrepreneurial activity and prudent stewardship of resources.

While it is true that more efficient use of existing resources and facilities will accommodate enrollment growth and increase our productivity, we should acknowledge that UVa. is already a national model of efficiency. For over 20 years, U.S. News and World Report has ranked UVa among the top 25 institutions, public and private, in the country. In each of these 20 years, the University has also been the most efficient among the top 25 public and private institutions as measured by comparing our quality ranking – which is high – with our expenditure per student – which is low. We consistently rank high in Kiplinger’s Personal Finance magazine “100 Best Values in Public Colleges.” This year, we ranked #3 in the nation for the fifth time in six years.

The use of technology to enhance instruction gains ground with each academic year. The University’s latest venture is a partnership with three other Virginia public institutions (Virginia Tech, James Madison University, and George Mason University) and CISCO

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Systems in which we will deploy CISCO’s Telepresence technology to share instructional resources across our institutions. Our collaborative efforts are focused on five areas: 1) sharing in the instruction of strategic languages, 2) increasing the pipeline for STEM students, 3) redesigning courses to increase scale, enhance learning outcomes, and drive per student cost down, 4) enhancing dual enrollment classes aimed at high school juniors and seniors in STEM areas, and 5) enhancing research competitiveness by leveraging technology investments already made by each institution.

Conclusion

Starting from a solid foundation of proven performance, our six-year institutional plan includes programs and strategies that align with the objectives of the Higher Education Opportunity Act: find new and better ways to increase the numbers of undergraduate degrees, stimulate economic development, and diversify research. At the same time, these strategies align with Jefferson’s vision to enrich the quality of education, research and service that the University of Virginia will provide to its students, the citizens of the Commonwealth, and the world.

Governor McDonnell and the General Assembly have clearly stated their priorities for higher education in the Top Jobs Act. Many of these priorities — enrolling and graduating more Virginians; granting more degrees in science, technology, engineering, and math; enhancing research collaboration among colleges and universities; using technology to teach in creative new ways; and using our institutional spaces more fully and more efficiently — align well with our vision for the University of Virginia.

To do all these things, we must have adequate housing, dining, recreational facilities, need-based financial aid, and faculty and staff to serve the new students and protect the quality of the undergraduate experience for all our students. To that end, we will need to work together with the governor and members of the General Assembly to ensure appropriate state funding for the additional Virginians we will serve.

Teresa A. Sullivan President, University of Virginia

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AN ACADEMIC, FINANCI AL & ENROLLMENT BLUE PRINT TO ADDRESS TOP J O B S 2 1 . The University of Virginia’s College at Wise

Higher Education Advisory Committee

August 2011

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Contributing to Virginia’s Top Jobs 21 Vision of an Educated Citizenry & Vibrant Economy

“Every student in Virginia deserves the opportunity to get a high-quality education at an affordable price. Virginia’s higher education institutions are among the best in the nation. However, we must increase access and ensure that we are adequately preparing our students for the jobs of tomorrow when they graduate.” Governor Bob McDonnell

1. INTRODUCTIO N: MISSION, PLACE & ACCOMPLISHMENTS

y its very nature, The University of Virginia’s College at Wise has aspirations for service to Virginia’s citizens that are identical to those outlined in the Top Jobs of the 21st Century legislation. Access, affordability, economic development, and investment are watchwords of the UVa-Wise B culture. Since its beginning in 1954, UVa-Wise has progressed from that first class on the county poor farm to a growing and relevant learning community. UVa-Wise is a public, four-year college located in the Appalachian mountains of far Southwest Virginia. We offer majors in the liberal arts and sciences and in professional programs, including education, business, nursing, and software engineering. Our faculty, staff, students, alumni and greater citizenry believe passionately in our mission of student success and service to the region. We embrace our region’s desire for greater economic prosperity and a better quality of life, and work diligently to achieve those outcomes. We serve as the region’s linchpin for economic development and education. UVa-Wise’s effectiveness and growth are inextricably linked to the success of the place in which it resides, an opportunity that we embrace. Providing a quality, student-centered education for our region is the core of the College’s mission.

A Special Mission . . .  UVa-Wise serves Virginians – 95.4% of our student QUICK FACTS body is from the Commonwealth (Fall 2010). This Fall 2010 Census Headcount: 1,990 high percentage has been consistent throughout Total Employees: 286 Faculty: 91 Full-Time, 7 Part-Time our history. Curriculum: 30 Majors, 32 Minors  We are devoted to undergraduate education and are 7 Pre-Professional Programs one of only two undergraduate public senior 24 Teaching Licensures Campus: 396 Acres institutions in the Commonwealth of Virginia. Capital Projects:  62.6% of our student body is from Southwest Recently Completed Commonwealth Residence Hall Virginia. 50.6% of the student body is from the Gilliam Center for the Arts Coalfields (Fall 2010). Hunter Smith Dining Commons  UVa-Wise students, both rural and urban, are Science Center Renovation (LEED Platinum Certified) Nearing Completion economically disadvantaged and a majority are first Convocation Center generation college students. 65% of the student Smiddy Hall Renovation & IT Addition body qualified for need-based aid in FY2011. We In A/E Selection Health and Wellness Center serve an acutely economically disadvantaged group In Planning of students. Of those students who completed the Library

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 FAFSA, 31.7% had an expected family contribution of $0 – their families could contribute nothing toward their education.  Our students don’t follow a typical path – most work while going to school and many step in and out of College because of family and financial pressures.  We are one of the smallest senior institutions in the Commonwealth and one of the youngest.  UVa-Wise is the only branch campus of the University of Virginia and shares many functions and processes that streamline our operations and create efficiencies.

Where we are and what we’re doing now . . .

ECONOMIC OPPORTUNITY A N D I M P A C T

 UVa-Wise is a center for hope in rural Southwest Virginia, a region where the – . Median household income is $41,560, compared to Virginia’s $80,851. . Poverty rate is 19%, compared to Virginia’s 10.1% . Percentage of citizens with college degrees is 11.5%, compared to Virginia’s 33.4% . Mining industry has seen a steep decline in jobs in the period 1990 - 2009 (-6,168 jobs) and the greatest growth has been in the health care and social assistance sector (+3,903 jobs). . Transfer payments as a percentage of total personal income have grown from 14% in 1969 to 35% in 2009, with medical benefit payments growing at the most rapid pace. By comparison, Virginia had an average of 13% transfer payments as a percentage of total personal income in 2009.  The region is, however, now seeing significant gains in key economic indicators – . The unemployment rate has declined in the last few years driven by an emerging IT sector and a more stabilized mining industry. . Per capita income, largely stagnant in the 1980’s and 1990’s, has in recent years grown at a rate faster than the state and nation.  UVa-Wise takes seriously its role in improving the region’s economic prosperity and quality of life. To that end, we have – . Increased our headcount enrollment from 1,447 in Fall 2000 to 1,990 in Fall 2010, a 37.5% increase. . Increased transfer enrollment by 15.7% in the five-year period from Fall 2006 to Fall 2010. . Improved our fall-to-fall retention rate by 9 percentage points in the last five years and our four-year graduation rate by 3.7 percentage points in the most recent five year comparison (cohorts 2002 and 2006). . Enhanced our admission standards (improving students’ opportunities for persistence and success and sending a strong message to our regional public schools that better preparation is required.) . Launched new academic majors, such as our ABET-accredited software engineering and computer science programs, that helped recruit new tech companies into the region. . Opened an Office of Economic Development to support current and new employers, provide professional and leadership development, and assist the region’s economic development community.

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AFFORDABLE ACC ESS FOR VIRGINIANS . In FY 2011, we awarded $13,784,449 in need-based financial aid. The average need-based financial aid award was $8,435. . From FY2008 to FY2012, UVa-Wise has moderately increased tuition and mandatory E& G fees as compared to Virginia’s other senior public institutions – an average annual increase of 5.2% for UVa-Wise as compared to an average annual increase of 7.9% for all other public senior institutions. . Our students consistently graduate with a lower debt load than students at any of the nation’s public liberal arts colleges because of the excellent work of our financial aid office, robust private scholarship support, and the containment of costs through efficient operation. . The majority of UVa-Wise students would not have access to higher education were it not for the College having such a robust financial aid program.

FISCAL INNOVATION AN D P R U D E N C E . Summer College enrollment has increased by 24.9% from Summer 2007 to Summer 2011. Courses have been added to improve timeliness to degree and to better utilize facilities. UVa-Wise is preparing for more online learning in Summer College by recently upgrading our online learning platform, training faculty in its use and developing a pilot faculty pay plan to incentivize online course development. . We are improving offerings for adult degree completers at the Southwest Virginia Higher Education Center in Abingdon by piloting an on-line completion program in FY2012. . In that 64% of the College’s E & G budget in FY2012 is from state appropriations (the highest percentage of the state’s senior institutions) and because the College has incurred a $5.16 million reduction (-35%) in its state appropriation over the past five years, we have had to assertively increase efficiencies and become better at financial planning. . In support of the Restructuring Act, the University of Virginia and the College formed a partnership that blends education, economic development and health improvement - a partnership that is leveraging resources at both institutions and has resulted in over $10 million in new investments in the region in three years.

2 . T H E S I X - Y E A R P L A N Guiding Principles . . . Six principles guided the development of the UVa-Wise academic, financial and enrollment six-year blueprint: 1) Continue our commitment to student success and service to Southwest Virginia. 2) Fulfill the goals of the legislation while doing what is feasible for our small college. 3) Build on our documented successes in improving student retention (the Early Alert program), growing our Summer College program and extending our tuition support program to a wider student base. 4) Keep our student body profile in the forefront of every deliberation, paying attention to the tenuous balance between tuition and fee increases, enrollment growth, and institutional vitality. 5) Understand the limits of no additional state support for the academic plan and what that means at a small college that enrolls few out-of-state students. 6) Expand the opportunities to share resources with the University of Virginia (e.g. High Need Degrees and Science Consortium).

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Six-Year Plan Integration . . . . As we have enhanced our admission standards for the Fall 2011 class, future enrollment growth is difficult to assess. In addition, a sudden increase in part-time freshmen in Fall 2010 was unusual and it is uncertain if this will continue. The elimination of the year-round provision of students receiving Pell Grants in FY2011, the potential reductions in SEOG and Federal Work study funding, and the potential reduction in Pell Grant funding in FY2012 exacerbate the issue. Although we believe our Early Alert initiative and enhanced admission standards will produce long-term results, the enrollment projections must, at this time, be conservative. At the next biennial update, when the outcomes of these initiatives will be available, a clearer picture should emerge that will afford us greater certainty in the enrollment projections. . A key component of the College’s mission is to provide high quality, affordable educational opportunity. This plan supports these goals through modest tuition and fee increases and emphasis on persistence, STEM-H enhancement, and tuition and fee support for especially promising students. . As noted in the guiding principles, the financial capacity of our students is always at the forefront in determining tuition and fee increases and how that balances with institutional effectiveness. We determined that next year’s 8% tuition and mandatory E & G increase must cover the cost of any new initiatives (with some predicted cost savings in certain areas.) The addendum, outlining additional important initiatives (e.g. the STEM “Pathways” project), demonstrates the entire cost of full implementation, which would require support from the Commonwealth or private resources.

Academic Components of the Plan . . . The Early Alert program is the top priority of the six-year plan. The strategies outlined Early Alert build on what has been effective over the past two years to raise student persistence Program - rates, yet goes further. The College will build a predictive mathematical model for improving student student success that identifies student risk factors as well as institutional characteristics success. that encourage - or discourage - student success. This initiative also includes changing College policies and processes – e.g. interval grade reporting, required supplemental instruction and continued enhancement of the College’s admissions standards.

In recent years, UVa-Wise has begun new STEM programs in software engineering, High Need computer science, and biochemistry and built new classroom and laboratory spaces for Degrees - the Department of Natural Sciences and the Department of Mathematics and Computer producing high- Science. Both software engineering and computer science recently received ABET demand, high accreditation. This initiative will include new marketing initiatives, regional public school income graduates. outreach, sharing of resources with UVa and efforts to create new scholarship opportunities. In nursing, the College will explore an online RN to BSN cohort completer program. For all STEM-H programs, the College will identify new opportunities to improve current articulation agreements with the College’s three primary community college feeder institutions – Mountain Empire Community College, Virginia Highlands Community College and Southwest Virginia Community College.

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UVa-Wise students are typically first-generation college students with high financial UVa-Wise School need. Access for many students is dependent upon financial aid, with many students’ Scholars - packages a combination of public and private support, and minimal loan indebtedness. improving The College has also successfully raised significant scholarship funds from private affordability. donors. In recent years, we launched the AIMS program. AIMS (Appalachian Inter- mountain Scholars) pays tuition and fees to students transferring from Mountain Empire Community College who demonstrate academic promise and a strong work ethic. AIMS now supports over 30 transfer students each year with continued tuition and fee support as long as they maintain good academic standing. UVa-Wise School Scholars expands this AIMS approach to a wider student base - students from other jurisdictions and students entering as freshmen. UVa-Wise School Scholars will focus on students interested in STEM-H fields. Initial private support has been received from the Slemp Foundation and Bank of America, and several proposals are currently pending.

The Center for Teaching Excellence (CTE) is currently the College’s best strategy for the CTE – long-term goal of improving the academic readiness of our applicants. By improving the preparing better quality of teaching in the public schools, more students will be prepared for college public school academics. CTE serves over 1,000 public school educators with credit and non-credit professionals. programs and workshops, including online teaching licensure opportunities. Enrollment in credit courses for FY12 is projected to increase 25% from the previous year, and CTE is introducing an alternative semester schedule to better accommodate school professionals. This initiative will increase the variety and number of programs offered, emphasizing STEM teacher development and opportunities for licensure in STEM. CTE will also launch an online special education licensure curriculum in Fall 2011 that will complement its online teacher recertification curriculum for teachers with provisional licenses. The CTE administration and faculty are working with the region’s school districts to better assess, predict, and meet evolving professional development and state certification needs.

Further develops our growing Summer College to better utilize our facilities and shorten Summer our students’ time to degree. Summer College enrollment has grown 24.9% in the last five programs – years through more general education courses and more diversity in offerings. Online providing a learning opportunities will also increase as faculty members take advantage of the new faster degree online learning platform and incentive pay plan. path.

Stabilizes and expands our robust partnership with the University of Virginia in Healthy education, health and economic development. It is one of the most effective, mutually Appalachia – beneficial alliances in Virginia resulting from the Restructuring Act. The collaboration partnering with includes dozens of regional partners including the planning and health districts, regional UVa for education, public schools, regional health centers and systems, regional businesses and industries economic and several state agencies. For example, through this partnership the Darden Executive development and program is being offered in Southwest Virginia for the first time. The College’s Office of health. Economic Development has developed and is implementing a mid-level supervisors program that has graduated 92 supervisors in seven cohorts to enhance existing industry competitiveness. The Healthy Appalachia Institute, a public health institute seeking to address geographic health disparities, is improving health access for disadvantaged women in cancer screening and care, increasing the number of future health professionals, among other projects. The SWELL (the Southwest Virginia Early Language and Literacy) program is a collaboration with the local Head Start program and East Tennessee State University that is designed to improve early language acquisition for very young children in the home using innovative voice recognition technology and software. The Clinch River project - downtown revitalization and outdoor recreation – is being led by UVa’s Institute for Environmental Negotiation and has drawn 75 stakeholders from 30

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APPENDIX C organizations to the table. In October, the Association of Public and Land-Grant Universities will recognize this partnership with an award during the National Outreach Scholarship conference.

The College has demonstrated a continuing commitment to undergraduate research Undergraduate in a number of ways. It has instituted a highly successful FINS (Fellowships in the research – Natural Sciences) undergraduate research program that supports students/faculty applying in summer research. In recent years the College has been able to offer at least six knowledge. FINS fellowships each summer, funded primarily by endowed funds. UVa-Wise has had an active undergraduate research council since 2007. The College was a founding member and has been an active participant in an annual COPLAC undergraduate research conference with UNC-Asheville, and the University of Montevallo. It also participates in an annual undergraduate research symposium with Emory & Henry College. Academic leaders have identified more than $50,000 in endowed funds that will be used in support of student research and conference presentations to expand this effort to the humanities.

Addendum – The addendum includes initiatives that are important to the future vitality of UVa-Wise “Pathways” and the region, but which couldn’t be included in the plan because of the “no additional Initiative, creating state funds” guideline. These are the “Pathways” initiative, an acceleration of the High a vital workforce. Need Degrees initiative, and faculty and staff salary increases. The “Pathways to Science and Engineering Careers: A Community-Based Initiative,” will be a systemic collaboration between the PK-12 public schools and UVa-Wise that will create greater community awareness of the broad range of opportunities in science-related careers, provide professional development for public school and college teachers, and stimulate students’ interest and persistence in science, technology, engineering and math (STEM) fields. In the first year, while additional external funds are sought, UVa- Wise will partner with the University of Virginia to bring proven programming to Wise County Schools in professional development for teachers (teaching scientific inquiry and nanotechnology) and programs for middle school students (engineering kits). The College will also expand its current middle school student programming such as the robotics camp and Lego science teams. We will only pilot aspects of the “Pathways” initiative in FY2012 because of fiscal constraints. We offer the addendum for consideration and discussion.

Greater Prosperity and Well-Being Southwest Virginia is now seeing the beginnings of a transformed economy, brought about in large part by a more educated and capable workforce. Higher education is the catalyst for this change and UVa-Wise is its anchor in far Southwest Virginia. Investment in higher education is investment in the people of Southwest Virginia and its future economic prosperity. UVa-Wise stands ready to partner with the Commonwealth to begin these Top Jobs 21 strategic improvements and to make a difference in the lives of our students, our region and the Commonwealth.

C-7 APPENDIX D

Annual Report to the Board of Visitors on The University of Virginia Employee Health Plan

September 2012

Background

The University of Virginia manages its own employee health plan. There are three main objectives in managing the Plan. To:

(1) Provide a health benefit that is attractive to current and prospective faculty and staff and retirees. (2) Ensure financial stability of the health plan while maintaining appropriate reserves. (3) Keep plan cost increases as low as possible while keeping the plan fiscally sound. This has been particularly challenging over the past two years with employees using more health care services than ever before and trying to contain cost increases in times of no salary increases and tight budgets.

In total, 13,428 employees participate in UVa Health Plan. This represents 98% of those eligible to enroll. Included are active employees in the Medical Center and the Academic Division as well as retirees and COBRA participants. When spouses and dependents are added, the total health plan enrollment is 28,625.

There are two options in the UVa Health Plan– a low premium plan and a high premium plan. Nineteen percent (19%) of participants (2,541) are in the Low Premium Plan and 81% are in the High Premium Plan (10,887).

Total claim costs per participant are 41.4% lower in the Low Premium than the High Premium plan. Encouraging enrollment of more employees in the Low Premium plan has been an intentional strategy over the past several years. The average High Premium Plan participant utilizes $778 in claims per month (about $9,336 per year); the average Low Premium Plan participant utilizes $456 in claims per month (about $5,472 per year). Average enrollment in the High Premium Plan for 2011 decreased by 4.1%, while average enrollment in the Low Premium Plan increased by 28.4%.

Plan Costs

As a “self-funded” plan, the University does not purchase insurance, rather we pay directly for the services employees and their dependents use. As can be seen in Figure 1, below, the total cost of the health plan for 2011 was $119.8 million; up from $109.8 million in 2010.

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APPENDIX D

Figure 1. Total Health Plan Costs

In the face of rising costs from 2007 to 2009, several major and difficult plan changes were implemented in 2010. Deductibles were added, co-pays and premiums were increased. As a result, employee cost share increased by $3.1 million. The decisions were painful to make and not popular. However, those changes made a difference by containing the rate of increase the plan was experiencing.

In 2011, medical claims increased by 18.7% per participant. This is due in large part to a significant increase in both the number and amount of “high dollar” claims (defined as claims over $100,000). Historically, the plan averaged approximately 30 high dollar claims per year, but in 2008 that increased to 44 and in 2009 to 55. Calendar year 2010 had 4 less high dollar claims (51), $1.7 million less in cost, than in 2009. However, in 2011, there were 86 claims over $100,000, $9.6 million more than in 2010.

Prescription cost decreased by 16% in 2011 as a result of more favorable pricing with a new Pharmacy Benefit Manager (PBM), contracted as of January 1, 2011. The Plan also applied for and received $720,000 in federal funds from the Early Retiree Reimbursement Program in 2011(ERRP).

Plan reserves are stable. At the end of 2010, the reserve was at $53.3 million. Historically, a contingent reserve of 20% had been recommended. Given the size of the plan and the potential for wide variations from year-to-year, the contingent reserve target was moved to 25%. As of December 31, 2011, reserves exceeded the target and are at $64.1 million.

To offset increased utilization and anticipated medical trend, employer and employee rates would need to increase slightly more than 7% to cover projected 2013 costs. A portion of this increase will be absorbed by intentionally drawing down reserves. Premiums for active employees in the High Premium Plan will increase by 3.25% in the coming year. Plans are underway for a 6%

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APPENDIX D increase in retiree premiums. The University/Employer contributions for both Low Premium and High Premium plans will increase 3.25% for 2013.

Active Employee/Employer Premium Rates

Figures 2 and 3 below provide the monthly costs for active employees in the Low Premium and High Premium plans, respectively. The first column shows the University/employer contributions, the middle column shows the employee contributions, and the column to the far right shows the total premium. Down the left side are the coverage options the employee has from employee only or “single” coverage, to the various dependent coverage options. These rates reflect no change for active employees in the Low Premium Plan and a 3.25% increase in the High Premium Plan.

Figure 2. Low Premium Plan Rates Figure 3. High Premium Plan Rates

UVa is the only state agency that manages a health plan. All other state employees and retirees are covered under the Commonwealth of Virginia health plans. One benchmark used to measure the effectiveness of the UVa Health Plan is how it compares against the Commonwealth’s plan for other state employees. The expectation is that the UVa plan should provide equal or better benefits for the same or less cost. A third-party analysis reveals that, overall, the UVa plan continues to provide quality coverage at less cost than the state.

Retiree Coverage

Included in the participant data provided above are 545 “early retirees”. These are retirees who are not eligible for Medicare. When they become Medicare-eligible, retirees transfer to the Commonwealth of Virginia health plan. These “early retirees” represent 4% of participation in the UVa Health Plan.

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APPENDIX D

Retirees contribute through their premiums about $4.2 million per year against expenses of about $7.1 million per year. On average, a retiree utilizes $1,055 per month, significantly more than the $702 per month an active employee utilizes. The difference of about $5,504 per retiree per year is subsidized by the active employee group. Higher utilization is expected for this population group. However, a premium increase of 6% (about $26 per retiree per month) is planned to help cover these costs and close the discrepancy between the premiums and the expenses.

The table below in Figure 4 provides retiree premiums for 2012 and 2013 for the Low and High Premium Health Plans as well as the Dental Plan.

Figure 4. Retiree Premiums for 2012 and 2013

Wellness Program

In 2011, under the direction of President Sullivan, the University implemented a comprehensive wellness program, entitled Hoo’s Well@. The program represents a collaborative effort of providers across Grounds including University Human Resources, Intramural-Recreation Sports, UVa WorkMed, the Faculty and Employee Assistance Program, UVa Nutrition Services, UVa Dining Services, and others. Of the 19,000 eligible employees and spouses, nearly 4,000 participated in the Biometric Screening and Health Risk Assessments, a 19% participation rate. As part of the wellness program, exercise and fitness classes and consultations were offered along with nutrition consultations, personal and prescription assistance for tobacco cessation, work-life balance offerings, and reminders on the importance of preventive care.

The greatest success of the program is that for the first time, UVa will be able to offer future wellness programming based on real data from UVa’s employee/spouse population. Aggregate data obtained from the first-year screenings and assessments indicate areas of risk to be heart disease, stroke, and diabetes. Body Mass Index has been identified as the primary clinical indicator of current and future health risks, so a targeted focus on weight loss will impact both short-term and chronic health conditions. In addition to unhealthy weight, other high risk health indicators identified from the data are high-fat diets, high blood pressure, and tobacco use.

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APPENDIX D

Through the assessment, the top five most prevalent modifiable risk factors were found to be nutrition, inadequate sun protection, insufficient exercise, overdue preventative health screenings, and problems with stress. These findings are being used to tailor programming needs for the UVa population in the year ahead. In offering consolidated wellness services across Grounds under one umbrella, gaps and overlaps were also identified. Administrative improvements are planned to address these issues and new offerings are planned to address the gaps.

Changes for 2013

Changes for calendar year 2013 include enhancements to the wellness program, some plan design changes, and additional incentives to encourage employees to obtain services from the UVa Health System. More information on each follows.

Enhanced wellness program: Again this fall, employees and their covered spouses will have a chance to participate in the Hoo’s Well@ comprehensive wellness program. Employees who have Biometric Screenings and Health Risk Assessments will receive rewards in their paychecks. The program will also continue to offer fitness classes at IM-Rec Sports, and many additional opportunities to “get well” through other University partners including WorkMed, Faculty/Employee Assistance Program, and UVa Nutrition. A wellness fair is scheduled at the John Paul Jones Arena on September 13th where employees will be able to get biometric screenings, visit with vendors, and receive flu shots. New to the wellness program this year will be further benefit enhancements including preventive medical services covered at 100% with no office visit copayment required; prescription benefits to cover several generic medications at 100% when members participate in disease management programs for conditions such as high blood pressure, diabetes, etc.; and waiver of prescription copayments for tobacco cessation drugs when enrolled in the Quit for Life program.

Plan Design Changes: There will be moderate increases in prescription cost-sharing for Tier 2 and Tier 3 drugs and an expansion of the specialty drug tiers. Currently there is only one tier for specialty medications. The change will add two tiers, creating the same three-tier structure for specialty drugs that is in place for non-specialty medications (i.e. generic, preferred brand, and non- preferred brand).

Incentives to the UVa Health System: The UVa health plan was re-designed in 2011 to offer incentives for employees and their dependents to use UVa providers. The incentives in the first year were in the form of lower co-payments when plan participants used University health care providers. For 2013, additional services will have reduced out-of-pocket costs, including lower cost-sharing for procedures, admissions and prescriptions when filled at UVa’s pharmacy. The plan will also cover telemedicine services when provided by UVa physicians. Additionally, out-of-pocket costs for using non-UVa providers and facilities will increase, further incentivizing the use of UVa. Reducing employees’ out-of-pocket expenses for using UVa is yet another way to improve the employee health benefit.

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APPENDIX D

Next Steps

The UVa health plan is managed on a calendar year basis. An open enrollment period from October 29th -November 16th will allow employees to change coverage and plan options. All plan changes will be effective January 1, 2013.

University Human Resources commissioned a study comparing the value of the UVa health plan with that of selected peer institutions. Over the course of the next year, the results of that study will be analyzed and shared with faculty and staff representatives. These collaborative discussions will inform decision-making around the future direction of the health plan.

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UNIVERSITY OF VIRGINIA BOARD OF VISITORS MEETING OF THE SPECIAL COMMITTEE ON GOVERNANCE AND ENGAGEMENT SEPTEMBER 14, 2012

SPECIAL COMMITTEE ON GOVERNANCE AND ENGAGEMENT

Friday, September 14, 2012 2:30 – 3:00 p.m. Small Auditorium, Harrison Institute

Committee Members: George Keith Martin, Co-Chair John L. Nau III, Co-Chair Allison Cryor DiNardo Edward D. Miller, M.D. Marvin J. Gilliam Jr. Timothy B. Robertson Bobbie G. Kilberg Linwood H. Rose Randal J. Kirk Hillary A. Hurd Helen E. Dragas, Ex-officio

AGENDA

I. SURVEY PROCESS  BOV Members  President  Current and Past BOV Secretaries  Faculty – Senate  Other Peer Institutions (informal)

II. CURRENT RECOMMENDATIONS  Structure of Executive Committee  Quorum for Executive Committee  Reorganize Committees/Sub-Committees

III. ESTABLISH BEST PRACTICES  Hire Consultant  Presentation at November and February BOV Meetings UNIVERSITY OF VIRGINIA BOARD OF VISITORS MEETING OF THE SPECIAL COMMITTEE ON STRATEGIC PLANNING SEPTEMBER 14, 2012

SPECIAL COMMITTEE ON STRATEGIC PLANNING

Friday, September 14, 2012 10:00 – 10:30 a.m. Small Auditorium, Harrison Institute

Committee Members: Frank B. Atkinson, Chair Linwood H. Rose, Co-Chair The Hon. Alan A. Diamonstein Stephen P. Long, M.D. Victoria D. Harker Vincent J. Mastracco Jr. Bobbie G. Kilberg Edward D. Miller, M.D. Randal J. Kirk Helen E. Dragas, Ex-officio

AGENDA

I. Review of Retreat, Charge to the President, and Progress to Date (Mr. Atkinson and Mr. Rose)

II. Planning Activity On-Grounds (Ms. Sullivan to introduce Mr. John D. Simon and Mr. J. Milton Adams; Ms. Sullivan and Messrs. Simon and Adams to report) A. Scope of the Plan and Assumptions Concerning the Plan B. Timeline for Two Phases of Planning: Assessment Phase and Planning Phase C. External Consultants D. Outreach to Stakeholder Groups E. Touchpoints for Interaction with Board of Visitors

III. Written Reports  Commission of the Future of the University – Final Report on Activities  Virginia 2020 Report (click on the title for the report)

IV. Attachment  Letter to President Sullivan from Co-chairs of the Special Committee on Strategic Planning, dated September 3, 2012

CONFIDENTIAL – PRESIDENT’S WORKING PAPERS August 25, 2012

COMMISSION ON THE FUTURE OF THE UNIVERSITY

FINAL REPORT ON ACTIVITIES

August 25, 2012

Table of Contents

Background ...... 3

Launching the Commission on the Future ...... 4

Board Review ...... 5

Implementation ...... 6

The Future of Commission Activities ...... 8

Appendices ...... 9 Appendix A: Overall Commission Expenditures ...... 9 Appendix B: Jefferson Public Citizens ...... 10 Appendix C: Institute for Faculty Advancement ...... 11 Appendix D: Center for Advanced Study of Teaching and Learning in Higher Education (CASTL-HE) ...... 12 Appendix E: Computationally-Intense Research and Scholarship ...... 13 Appendix F: Research and Technology Transfer ...... 14 Appendix G: International Programs ...... 15

At the request of the Board of Visitors, University of Virginia President John T. Casteen III, in March 2007, convened the Commission on the Future of the University, a University-wide planning body that was charged to propose strategic academic directions. As stated in the Commission’s guiding document “Strategies for the Future of the University,” public colleges and universities in Commonwealth had endured an extended period of reduced state support, and the University’s private and public peers had outpaced our investments in faculty compensation, teaching and research facilities, and international programs. Coincident with the Commission’s planning phase, the University experienced substantial turnover of academic leaders.1

The planning body engaged hundreds of University community members in a highly visible planning process for twenty months (March 2007 to November 2008). The Board of Visitors approved the plan, funded numerous initiatives and received progress reports from Commission leaders. Up to $8M per year were made available to “seed” Commission initiatives, and $4M in on-going support to maintain infrastructure built with Commission funds.2 At the conclusion of the seed funding period (June 2011), initiative leaders were expected to shift initiative budgets to other University sources and retire portions of initiatives that had not met expectations or that were determined to no longer meet the original goals and needs of the University. The following final report highlights accomplishments of the Commission on the Future of the University, as well as discusses those investments that need to be continued.

Background

In spring 2005, at the Board of Visitors; annual retreat, Rector Thomas F. Farrell II appointed a Special Committee on Planning and charged committee chair John “Dubby” Wynne to develop a framework for a financial and strategic plan. The special committee worked in two phases. The first phase comprised external analyses of peer universities, an enterprise risk analysis, a preliminary ten-year financial plan, a situation analysis, a study of the U.Va. student experience, and an analysis of the gap between our aspirations and our current rankings. In December 2006, after working intensely with Provost Gene Block, Chief Operating Officer Leonard Sandridge, Vice President for Research Ariel Gomez and members of their staffs, the committee produced a Ten-Year Academic Plan that stated three fundamental goals: (1) renew and increase our tenure-track faculty to enhance both instruction and research, (2) develop and renew the classroom and research infrastructure, and (3) provide increased and consistent revenue streams for the future to enhance the quality of the graduate programs.

The second phase of the special committee’s work – the development of an academic plan and complementary fundraising plan – reached draft stage, but was interrupted when Provost Block announced that he had been recruited to serve as Chancellor of the UCLA. Following Mr. Block’s departure, President Casteen empanelled a broad and diverse set of stakeholders to finish the work that the Special Committee on Planning had begun two years earlier.

1 Woo hired April 2008, DeKosky hired August 2008, Fontaine hired August 2008, Cannaday hired July 2008, Mahoney hired February 2008, Tanzer hired May 2009, Pianta hired April 2007, Skalak hired 2008, Rizvi hired 2008 2 The term infrastructure was used by Provost Garson in his Fall 2009 report to the Board in which he explained the need for on-going support for international programs and other areas in which the University had been underfunded before Commission funds were received. Before the Virginia 2020 and Commission on the Future plans, no substantial dedicated fund was assigned to international programs.

Launching the Commission on the Future

In March 2007, President Casteen tasked Chief Operating Officer Leonard W. Sandridge and Provost Tim Garson with leadership of the Commission on the Future of the University. Mr. Sandridge and Dr. Garson, in turn, enlisted fourteen academic and administrative leaders3 to conduct the Commission’s work through four committees—Committee on Schools and the Medical Center, Committee on Programmatic Initiatives, Committee on Student and Faculty Life (subcommittees on students and faculty), and Committee on Funding and Other Resources (subcommittees on academic infrastructure, physical plant and fiscal resources). More than 100 students, staff, faculty, administrators, community members and alumni served as members of the Commission. Hundreds of alumni, parents and other members of the University Community read and commented on draft versions of the Commission’s reports.

Cognizant of complexities of modern research universities, and the attendant risks they pose to planners who might divide their attention too broadly, President Casteen posed specific questions to the Commission. These questions were divided among the committees and were used to structure the committees’ work. Unlike planning efforts that begin with a broad charge and a clean slate, this plan tasked committee members to respond directly to Mr. Casteen’s request. Examples posed to committees include:

 What strategies can the Medical Center, schools, and University employ over two, five, and ten years to address emerging and predicted areas of excellence and challenge in both the sciences and non-science disciplines?  Will new initiatives distinguish the University from competitors while also meeting demonstrated national/regional needs and providing superior remedies to these needs?  What measures should the University take to identify, recruit, and retain the most capable, diverse faculty members available in the market supply, including non-tenure track teaching faculty, professional, and research faculty?  Are library computing systems, and other systems such as those used for distance learning, adequate to support the University over the next ten years?  How will the University fund its aspirations as identified in the committee plans over two-, six-, and ten-year increments?

Committees worked intensely through the spring and summer of 2007 to analyze previous planning reports and gather the data needed to draft an initial response to Mr. Casteen’s questions. A partial list of reports reviewed by the respective committees include: Virginia 2020; a Faculty Senate study of graduate students and programs; the President’s Commission on Diversity and Equity; the draft of the Ten-Year Academic Plan; drafts of SACS accreditation materials; the University’s Six-Year Plan; and

3 Bill Harvey (Vice President and CODE), Bob Sweeney and Milton Adams (Chairs of the Programmatic Initiatives Committee), Carl Zeithaml and Jim Aylor (Chairs of the Committee on Schools and Medical Center), Colette Sheehy and Karin Wittenborg (Chairs of the Committee on Funding and Other Resources), Gertrude Fraser and Rachel Most (Chairs of the Committee on Student and Faculty Life), Justin Thompson (Supporting Mr. Sandridge and Dr. Garson), Ricardo Padron (Faculty Senate Chair), Lauren Tilton (Student Council President), Leonard Sandridge (EVP/COO; Commission Co-chair), Marcia Childress (Faculty Senate), Nancy Rivers (Chief of Staff for the President), Tim Garson, M.D (EVP/Provost; Commission Co-chair)

reports by two higher education consultants—The Washington Advisory Group and The Pappas Consulting Group.

Alumni and parents were invited to review the Commission’s charge and questions, and they were encouraged to submit advice. In drafting the initial reports, committees combined input from their respective deliberations, from previous plans and reports, and from community input. Commission leaders granted full public access to these drafts by posting them to a website that was linked to the University’s web page. Webpage statistics revealed that alumni, friends, students, faculty, staff and curious on-lookers from around the world visited the Commission website.

Throughout the Commission’s planning phase, Mr. Casteen emphasized the primacy of “faculty as thought leaders.” Faculty Senate leaders and approximately 40 other members of the faculty met with Commission committee chairs in the fall semester of 2007 for an in-depth work session. Faculty were invited to probe the assumptions and findings of each of the Commission’s committees, and they were encouraged to suggest improvements to committee draft reports. After revising all drafts, Commission leaders conducted two days of town hall meetings on main Grounds and the Health System. Commission leaders were lauded by Faculty Senate leaders and others for their commitment to transparency and broad engagement of University stakeholders.

Board Review

Building on periodic updates made to Mr. Wynne as chair of the Board’s Special Committee on Planning, co-chairs Mr. Sandridge and Dr. Garson presented a synthesis of Commission committee reports at the February 2008 Board of Visitors’ meeting. The co-chairs presented five core values and three strategic priorities that they derived from committee reports. The core values of honor and ethics, faculty excellence, innovation and collaboration in pursuit of knowledge, diversity, and leadership for the public good and education for freedom were intended to “guide the discussions, actions, and funding of the University of Virginia’s community of teachers and learners.”4 These five values informed commission leaders’ selection of three priorities for the future: the student experience, science and technology, and global education. The Board of Visitors passed a resolution in support of the Commission’s report, and requested Commission leaders to draft a budget, plans for implementation, and measures of success to be reviewed at the October 2008 Board of Visitors meeting.

In response to the Board’s request for additional information, Dr. Garson and Mr. Sandridge presented strategic initiatives for the board’s consideration at the October meeting. They also presented one-year process goals and three-year metrics that were intended to measure the Commission’s progress.5 The student and faculty initiatives were:

(1) Jefferson Public Citizens, a program intended to engage students in performing service with community partners, preparing students for effective service, and publishing the results of research-oriented community engagement projects; (2) Institute for Faculty Advancement, a series of programs intended to improve the University’s hiring outcomes, retain top faculty, and improve the quality of faculty leadership among deans, chairs and other faculty who hold substantial leadership responsibilities;

4 February 2008 Special Committee on Planning materials as posted to the BOV website. 5 October 2008 full presentation to the Board

(3) Center for Advanced Study of Teaching and Learning in Higher Education, a center designed to create objective assessments of student competencies, teacher effectiveness, and evidence- based evaluation; and (4) Center for Computation-Intense Research and Scholarship, a center with a humanities and social sciences wing and a computer sciences wing that would provide opportunities for faculty, students and technically-oriented staff who are fluent in the methods of computationally- intense inquiry to collaborate with one another so that they may engage in new methods of discovery.

Commission leaders also allocated resources to support priorities in the area of (5) globalization and (6) research (with an emphasis on STEM-H disciplines) and technology transfer/commercialization.

Among the many global initiatives proposed were: funding faculty to develop new curricula that increase global perspectives, creating a global center on Grounds that would provide University-wide focus for new and extant global activities, broadening study abroad programs, developing joint degrees with reputable universities, and assessing the personal and academic outcomes of study abroad.

The science and technology initiatives included: developing a science and engineering strategy within and across disciplines, increasing the size of our science faculties in directions that distinguish U.Va., constructing new laboratory space, creating a culture of collaboration, awarding grants for research across schools, and improving infrastructure for multi-investigator proposals.

Board members approved funding for the four initiatives numbered above, and requested additional detail about the global and science initiatives. Mr. Gowher Rizvi and Mr. Thomas Skalak presented more extensive plans for Commission funding to the Rector and Vice Rector in advance of the February 2009 Board meeting and funding was allocated to these initiatives.

Implementation

Commission funds were conceived as “seeding” new initiatives for three years, beginning in November 2008 and ending spring 2011. University leaders anticipated some initiatives would flourish and, as a result, gain on-going University budget support, while other initiatives would prove to be less strategically or operationally viable than originally envisioned and would be ended.

A progress report presented at the November 2009 Board of Visitors meeting demonstrated that Commission leaders had accomplished 23 of 28 one-year progress goals. Of the five goals that were not accomplished, two had been rendered unattainable by the tragic death of a key hire in the Center for Advanced Study of Teaching and Learning, and the remaining three were accomplished after the one- year mark.

After the end of second year of implementation, Provost Garson presented a written report of progress to the Educational Policy Committee at the February 2011 Board meeting. Reports exemplified substantial progress toward three-year metrics, even though some of the initiatives had been funded for less than two years, and were still in formative stages.

At the conclusion of the third year of activity, initiative leaders reported their accomplishments in writing to the Provost. The 70-page document combined assessments of the efficacy of the initiatives with proposals for continued funding of the most successful portions of each initiative. With the

exception of the CASTL-HE initiative, which had only been fully staffed for six months prior to the faculty member’s untimely death, all initiatives reported substantial progress toward their goals. Faculty and administrators who received Commission support presented samples of their work at recent meetings of the Board’s Educational Policy Committee (e.g., Science and Tech Transfer, November 2011; CASTL-HE, November 2011; Global Humanities, February 2012).

Samples of metrics used to evaluate Commission initiatives include:

 Jefferson Public Citizens: numbers of students enrolled in JPC courses and projects; instances of students who received prestigious fellowships or awards for their service and research; and increase in visibility and reputation of the University as measured by publications, citations, funding and peer inquiry.  Institute for Faculty Advancement: faculty offers reflecting the increasing diversity of the academic workplace; improvement in yield rates on faculty offers; robust opportunities for faculty development are informed and valued by faculty, as indicated through program evaluation.  Computationally-intense research and scholarship: increased visibility and reputation as measured by publications, citations, funding, peer inquiry and other measures of faculty productivity in respective disciplines; increased membership by humanities and science faculty in the initiative; increased time on national high-performance computing infrastructure.  CASTL-HE: pilot studies of the assessment model developed in two-to-four UVA Schools or Colleges; pilot studies of the assessment model developed in two-to-four UVA Schools or Colleges; and success in winning extramural funding with grant proposal partnerships.  Science, technology, and research: number of new cross-school or pan-university programs;; graduate program rankings; publications, citations, funding; and undergraduate program rated by peer survey as in top 10% of research-based undergraduate programs.  International programs: number of new cross-school or pan-university programs; establishment of a U.Va. Center for International Studies; joint degree programs and partnerships with prestigious international institutions; student satisfaction with international preparation; and rank among peer universities for percentage of students who study abroad.

When Commission leaders began their work a little more than five years ago, Board and administrative leaders insisted on funding a small number of initiatives so that funds were not spread too thin, and they insisted also in assigning those efforts to vice provosts, vice presidents and others who were directly accountable to senior leaders. In addition, initiative leaders were required to submit annual reports and to keep University priorities squarely in their vision.

As the Commission on the Future of the University now concludes, many of the themes supported by the Commission remain central to our future: engaging students in meaningful service and research; attracting and retaining top faculty; applying computationally-intense methods to a larger share of scholarship; careful study of teaching and learning; engagement in learning around the globe; and advancing our standing in science, research and technology.

The Future of Commission Activities

Several of the funded Commission activities support the current strategic aims of the university. The financial and administrative support for these activities has not transitioned from the central administration to the schools; the current financial structure of the university makes such a transition difficult and inconsistent with past practices that provided central, on-going support for any new initiatives. In addition, while Commission funds were not intended to support personnel, there are cases in which they have been used to do so; transitioning support of these positions to unit budgets is part of the ongoing budget redesign process.

The original implementation of the Commission initiatives did not include a plan for transitioning support for successful programs to school budgets. As a result, support for these activities has never been considered by the schools as part of their annual financial planning. Starting in the current fiscal year, the Provost’s Office has presented a plan for “phasing-out” the central support for Commission activities; the “phasing-in” of these program costs into school and unit budgets is also part of the budget redesign design process.

Currently, Commission activities are supported by an annual revenue stream of $4M; approximately $1.5M is provided from state research funds, while $2.5M is provided from income from unrestricted endowment. Until the details of the new budget system are worked out and implemented, the following is proposed for the use of the commission funding.

The strategic research initiatives of the VPR are supported by the state research funds, supplemented by an additional commitment of $400K to support the efforts to increase capacity in technology transfer and commercialization. The 5-year commitment of the $400K for technology transfer expires at the end of the current academic year; the costs associated with the support of technology transfer will be assumed by the Vice President for Research from existing revenue streams that support the activities of the VPR Office. It is important to continue strategic investments in research, which is a central responsibility of the VPR. To support these strategic investments, the $1.5M in state research funds could continue to be allocated to the VPR, under the oversight of the President. These funds should be focused on strategic priorities and fewer initiatives (only 1-2) so that the limited funding has sufficient impact to make a difference. The priorities for investment of these funds should be aligned with the evolving strategic planning activities that will begin this fall.

The remaining $2.5M of annual support will be assigned to the Provost to use as a strategic investment pool. The Provost will report annually to the President on the use of these resources. It is clear that support must continue for the Jefferson Public Citizen’s Program, Faculty Leadership Development, CASTL-Higher Education, Globalization Efforts, and Computational Infrastructure (especially if we are to excel in research, education, and scholarship in the general field of “knowledge from big data”). During the 2012-2013 academic year, these efforts will require almost the entire available pool of strategic funds, but these efforts are clearly in support of the current strategic directions of the University. As the University strategy becomes defined and responsibility-centered management is implemented, support for these activities will become part of school budgets or shared between the central administration and the schools, where appropriate. This will release strategic “seed” funding for not yet identified opportunities.

Appendix A: Commission Expenditures

Table 1 shows the gradual investment in Commission initiatives over the first three years. Funding received in the middle of 2008-2009 allowed leaders to launch their programs. Programs expanded in 2009-2010; many of the programs reached maturity in 2010-2011.

Table 1: Commissions Funds Expended by Academic Year Initiatives 2008-09 2009-10 2010-11 Grand Total CASTL-Higher Education $32,210 $174,888 $304,868 $511,966 Centers for CIR&S $197,949 $609,342 $656,520 $1,463,812 International Programs $103,285 $501,912 $1,099,144 $1,704,341 Human Resources $43,602 $16,289 $59,891 Inst. for Faculty Advancement $30,988 $224,591 $441,213 $696,792 Jefferson Public Citizens $271,362 $761,839 $813,473 $1,846,674 Science, Technology, Research $563,821 $1,438,317 $3,294,592 $5,296,731 Student Affairs $146,486 $239,675 $266,211 $652,373 Grand Total $1,389,704 $3,966,855 $6,876,022 $12,232,581

Based on review of Commission reports and proposals for future funding, past-Provost Garson/Interim Provost Adams/Provost Simon approved and confirmed two additional year of funding for Commission initiatives. Provost Simon requested a gradual tapering of support to ensure that personnel and programs would be transferred to unit budgets, if appropriate. Table 2 shows funds expended and budgeted for the final two years of the Commission on the Future of the University, as well as the grand total expended.

Table 2: Commission Funds Expended in 2011-2012 and Budgeted in 2012-2013 2011-12 2012-13 Initiatives (spent) (budgeted) Grand Total Chemistry, Astronomy ALMA $50,000 $50,000 CASTL-Higher Education $320,602 $400,000 $720,602 Centers for CIR&S $543,513 $450,000 $993,513 International Programs $1,307,779 $600,0006 $1,907,779 Center for Global Health $100,000 $100,000 Global Affairs $250,000 $250,000 Institute for Faculty Advance $374,767 $300,000 $674,767 Jefferson Public Citizens $876,673 $825,000 $1,701,673 Learning Assessment $68,500 $68,500 Student Affairs $208,419 $280,000 $488,419 Initiatives in the Arts $77,547 $77,547 Science, Technology, Research $2,467,958 $1,500,000 $3,967,958 Grand Total $6,227,258 $4,773,500 $11,000,758

6 In 2012-13, the $600,000 allocated for International Programs is entirely for the support of the Center for International Studies.

Appendix B: Jefferson Public Citizens

Building on U.Va. students’ strong extracurricular commitment to public service, the University sought to integrate service with academic classes, increase student participation in research, and deepen learning. We developed the Jefferson Public Citizen (JPC) program for undergraduates, graduate student mentors, and faculty members. The program offers grants to interdisciplinary teams of three to five undergraduate students to conduct research-service projects with communities locally and globally. After projects are completed, JPC students present their results for feedback and input from the university community through an annual presentation competition and publication in the JPC journal Public. 101 undergraduates and graduate student mentors engaged in JPC team projects this past year.

The program also supports development of new classes through grants to faculty members. Over 1,000 students enrolled in JPC related courses last year. In total 3,615 U.Va. students from various schools and majors have enrolled in JPC courses in the past four years.

Impact: We believe that the program deepens learning by: connecting student perceptions of public issues to classroom learning; teaching students how to apply research, ask new questions, gather data and draw conclusions; enabling students to develop project management experience, make mistakes and analyze “failures”; presenting findings to a critical audience, and; by learning to collaborate with people from different backgrounds.

JPC students receive prestigious national fellowships, awards and scholarships including Udall Scholarships (2010 and 2012), Davis Projects for Peace awards (2011 and 2012), The Laura Bush Traveling Fellowship, and a $20,000 grand prize at the Walmart Better Living Business Plan Challenge.

UVA overall scores involving student work with faculty outside of class on the National Survey of Student Engagement increased significantly. Students and faculty are jointly publishing their JPC work in national and international peer-reviewed journals. Formal assessment of student learning outcomes is well underway. Preliminary results show JPC’s measureable impact on academic and personal growth and ethical engagement. From early analysis of over 1,500 student written responses, JPC students gain confidence in their self-efficacy, improve their ability to apply knowledge, develop a deeper sense of team work and value multiple perspectives.

Investment: Since initiation in 2009, COFU invested approximately $1.8M into JPC and budget for this current year is approximately $877,000. This investment has produced new classes which enrolled over 3,600 students and funded 70 teams of 293 undergraduates and 53 graduate student mentors conducting research – service projects here in Virginia as well as globally. By reallocating existing resources in the Provost’s office and not hiring additional staff, COFU funds have gone directly to supporting faculty and students.

Plan recommendations: Based on data from assessment of JPC student learning outcomes, we strongly support continuing the program as it is budgeted this year, including support for student teams, graduate mentors, workshops, small courses, presentations and publishing. We recommend discontinuation of funding for large scale JPC Common Courses, which comprised the largest line item in the original JPC budget. After supporting these courses for three years, we found that they had not reached the desired scale (i.e. enrolling 300 or more students) The investment of time and resources into the JPC Common Courses has been disproportionate to return on investment; the courses did not gain JPC traction with school deans nor did they dramatically improve program visibility. JPC can achieve the same student learning outcomes by supporting the smaller Academic Community Engagement courses, which need significantly less funding, are easier to manage fiscally, and more likely to scale up.

Appendix C: Institute for Faculty Advancement

The COFU Subcommittee on Faculty identified three broad challenges to which the Provost Office was asked to respond: 1) Faculty Recruitment, 2) Faculty Development, and 3) Academic Leadership Development. Working collaboratively, building on existing programs and creating new ones, the Provost’s office has responded to these challenges by creating and implementing a repertoire of innovative faculty development programs that span the course of the academic career, and specifically include leadership development. For each program, we gathered data on program implementation, participation, and modification of attitudes/perceptions and/or knowledge/skills in order to thoroughly evaluate our programming outcomes (summarized below). Due to projected faculty retirements, projected growth in student enrollment, and lack of growth in the tenured and tenure-track (TTT) ranks over the past decade, U.Va. must remain as competitive as possible in recruiting new faculty members and, at the same time, retaining and advancing current faculty. Continuing to offer and build on the robust array of faculty development programs we have created will protect our investments in the faculty by supporting their professional growth and increasing their sense of connection and loyalty to U.Va. In addition, continuing to invest in the internal identification, development and support of academic leaders will enhance U.Va.’s capacity to capitalize on our strengths while adapting to the rapid pace of change in higher education. Leadership in Academic Matters: LAM has been offered seven times;208 individuals from 10 schools as well as the Library and nine other units from across Grounds have participated. LAM participants reported increased ability across all four Emotional Intelligence (EI) competencies: Self-awareness, self- management, social awareness, and relationship management. In addition to the EI competencies, LAM participants reported increased willingness and self-efficacy to cross disciplinary and institutional boundaries, increased in-cohort connectivity, increased institutional connectivity (shared goals), increased respect for and appreciation of differences, and specific examples of cross-disciplinary, cross- institutional research, education, and administrative collaborations and mentoring. Getting Started @ U.Va.: Each year since AY2008-2009, GS has hosted 9-10 workshops and 2-3 social events per year. Each year 200 to 300 faculty members from all 11 schools and the library participate in Getting Started, with at least 50% of them coming to more than one workshop. Participants consistently report increased knowledge and skills in relation to the topics presented. Support and Resources for Department Chairs & Academic Leaders: Each year since AY 2008-2009, we have hosted 8-9 workshops aimed at department chairs and LAM alumni. On average 50% of the department chairs from across Grounds (all 6 schools with department chairs) participate. Participants consistently report increased knowledge and skills in relation to the topics presented. In the verbatim comments, department chairs specifically identified the opportunity to meet, speak and share strategies with other chairs outside of their own school as one of the most positive aspects of these workshops. Faculty Mentoring Initiative (FMI): In AY 2011-2012, 12 session/events were offered with 10 faculty members from four schools (Arts and Sciences, Engineering, Medicine, and Nursing), participating. Although only 8 individuals ended up coming to all of the sessions, they all reported concrete gains from the experience. Every participant indicated that they were better able to think and act strategically in regards to managing their career and/or work-life balance, and that the program successfully created a sense of community. Participants also reported making changes to the way they mentored graduate students, initiating discussions on performance evaluations within their department, and developing research collaborations across schools with other members of the cohort. In addition to these initiatives, the COFU funds enabled us to re-start Women’s Work in FY 2010-2011, to reinvigorate the annual women faculty dinner, to hold annual conferences celebrating and supporting the professional development of women faculty, and to start a unique initiative, the Women Faculty Portraiture Project to raise the visibility of women faculty at U.Va.

Appendix D: Center for Advanced Study of Teaching and Learning in Higher Education

CASTL-HE is supported to develop, conduct, and disseminate evidence-based evaluations of the impacts of college teaching and pedagogy on student learning outcomes. What has gone well: Director Karen Inkelas and colleagues has engaged a community of faculty from nearly every academic unit in a) planning university-wide R&D efforts and b) launching cross-unit collaborations, several of which are the focus of sponsored project proposals. Visibility and connections. President Sullivan established the science of teaching and learning as a primary strategic theme; evident by her inaugural day-long conference with faculty and students from all units presenting research evidence, assessments, and plans. This event was described by many as the most cross-grounds, interdisciplinary effort in which they had been engaged. CASTL-HE provided all organizational and substantive support. Inkelas and Associate Directors Roksa and Feldon now lead a a 19 member facilitation group, with representation from each academic unit, the Office of Institutional Assessment and Studies, the Teaching Resource Center, and the Provost’s Office. The group is an extraordinary commitment on the part of the academic units to contribute to a Grounds-wide effort on the scientific study of teacher and learning..

The Future. CASTL-HE plans to develop an observational tool to assess teaching at UVA. This collective agreement on a common measure is a sign of remarkable collaboration on what could be a signature element of UVA academic leadership. This protocol will focus on instructional methods, skills and behaviors, and student engagement. It will be piloted this year in up to 6 courses of varying disciplines. Project-specific collaborations include projects on service learning, engineering teamwork, impacts of IB experiences, research and teaching skills of grad students, women in STEM, course design in STEM, and diversity. CASTL-HE provides organizational and seed funding support. CASTL-HE has emerging partnerships with the VP for Student Affairs, the Library, and Darden. In three years CASTL-HE has secured more than $100,000 of external support and submitted over $1 million in proposals. What has not gone well: Progress on goals was delayed for a number of reasons. The initial funding was made available at a time in the year when it was difficult to hire in a director. Once we searched and hired a director (internationally recognized scholar Eric Dey), his tragic death at the time of his move forced a second search. CASTL-HE has now had dedicated leadership (Karen Inkelas) for less than 2 years. Another area of challenge is establishing partnerships between CASTL-HE and the Teaching Resource Center. It is important to focus the TRC mission on helping individual or groups of faculty improve teaching and the CASTL-HE mission to advance the science of teaching and learning.

Going forward: There must be a concerted and organized effort within the Provost’s office to bring together accreditation, institutional studies, TRC, and CASTL-HE and design an efficient, multi-use, strategic approach for data systems, measurement, and use (on teaching and learning) and empower stronger and more visible focus on R&D. Such an effort could really leverage our leadership and our capacity for innovation. As we think about online and other innovations to come, it is important to establish such coordinaion both for substantive and brand purposes. CASTL-HE is primed to facilitate the next phase of strategic academic innovation.

Appendix E: Computationally-Intense Research and Scholarship

Recent advances in technology are disrupting traditional scholarly and scientific methods and enabling new ways to approach both venerable and emerging questions. Research and scholarship in the 21st century takes place on the network against a backdrop of massive data, global collaborations, and with new and rapidly changing tools and methods. The Center for Computation Intensive Research and Digital Scholarship was funded on the premise that universities that figure out how best to support their faculty and students in these endeavors will be the winners. The ones that don't will be quaint relics of the pre-networked world—remembered fondly but having little impact on the future.

What has worked well: Three years ago the University lacked a culture around computation intense inquiry and digital scholarship. The digital infrastructure was controlled by the central IT organization, with no clear governance structure, and with no clear strategy for aligning this infrastructure with the faculty’s needs and direction. Today UVa is experiencing a transformation. To date, more than 90 research projects have received direct technical support, we have tripled the research compute capacity, and we have increased storage capacity 10-fold. In 2009 the University had no content management system for creating Web sites, no way to manage photographical or audio-visual collections, no good way to create rapid and complex text. Today, the University has a robust content management system (WordPress/Drupal), a photographic management tool (Shared Shelf), a set of rich media tools (Kaltura/MediaBase), and a professional text system (Confluence). These new digital tools are being used by hundreds of faculty and students—big payoffs for a modest investment in an area that typically consumes millions of institutional dollars. More importantly, while these tools are necessary, what is critical is the commitment that the faculty leading this effort have to transforming the culture— to creating a community that is deeply versed in computation and digital expression. Perhaps the clearest indicator of progress on this dimension is the fact that, while the Center was started with a handful of people, in May 2012 the Center co-sponsored a Big Data Summit with the Vice President for Research that drew 169 participants from 35 different UVa schools/departments.

What has not worked well: Two of the original goals were to demonstrate: 1) a direct relationship between investments in supporting computation intense research and increased grant funding; and 2) enhanced reputation across academic disciplines. When we started, we lacked mechanisms to track funding for computation intense research. We now have those mechanisms in place, but they have not been there long enough to demonstrate long-term trends. We do know that in 2011-12 there were 260 externally funded projects compared with 154 in 2010-11. But we do not know how much variability there is from year to year. Similarly, we have not found mechanisms to track changes in reputation. Publications and rankings, the gold standards of reputation, tend to change very slowly and to be multiply determined.

Overall: The broad forces that are reshaping science and scholarship that were the original justification for investing in the Center have only intensified over the last three years. Given that the Center met or exceeded its key metrics, we should continue to invest in it. To that end, the VP CIO will begin shifting discretionary funds from one-time commitments to other projects to harden support for the Center at its current operating level. Any growth will need additional revenue. In taking this action, the VP CIO will have less flexibility to respond to new opportunities and challenges. From a strategic perspective, however, supporting the changing environment for research and scholarship is the highest priority within the VP CIO office.

Appendix F: Research and Technology Transfer

Creative innovators imagine and create the future of society. CoFU provided support to multidisciplinary research initiatives across the University, including pan-university programs, innovation initiatives, faculty recruitments, research infrastructure, and faculty-led conferences that distinguished the institution.

What has worked well: CoFU funding supported nine multidisciplinary initiatives all now in varying stages of development, which have enhanced the University’s research reputation and impact. The initiatives met or exceeded all key metrics. What is most important to UVa excellence? These role models have inspired integrative teams across UVa to compete and succeed on a national scale.

Elements to be Continued: We recommend continuing central executive support for the following seven strategic multidisciplinary programs. Sustainability: UVa has distinctive strengths in environmental sustainability. Projects include the UVa Bay Game: a large-scale participatory computer simulation of the Chesapeake Bay watershed. It has been described by federal agencies and corporate leaders as "the first of its kind" and “simply the best watershed management tool that exists”. UVa can become the global leader in shallow water coastal ecosystem research. Large-scale Data Analysis (Big Data): The relatively new “Big Data” initiative brings together the computational, analytic, and big data research communities at UVa as well as the Library and ITS and external partners. Over 170 faculty and UVa’s executive leadership have been involved in the planning stages. OpenGrounds connects faculty, students, and external partners across disciplines to collaborate in new ways. A new studio space on the Corner was launched in March, 2012 and has hosted over 50 events in 5 months with diverse groups. The initiative has secured significant private funding (2012 Vonage corporate challenge on designing the future of mobile communications). Biosciences: The biosciences comprise about two-thirds of the currently funded research at UVa. Our broad research capabilities afford opportunities for distinction in areas including cancer, cardiovascular disease, systems biology and bioengineering, quantitative cognitive sciences, psychology, and translational medicine. Energy Systems (ESPRIT): Energy is an overarching challenge facing society worldwide. The objective of the UVa ESPRIT program is to distinguish UVa through energy systems leadership, innovation, and societal impact. Faculty involved in ESPRIT seed projects totaling $165,000 in central UVa funds have received a total of $5.5 million in external funding, representing a return on investment of over 30 to 1. Latin America Initiative: This is an early-stage initiative in interdisciplinary STEM and Innovation, with initial focus upon Brazil. There is a major opportunity for UVa to be a leader in Latin America, where U.S. universities have not yet created the major partnerships currently seen today in the Pacific Rim and Middle East. UVa Innovation: UVa Innovation is a permanent service unit of UVa led by Associate VP for Research, Mark Crowell, managing a set of growing programs designed to enhance UVa’s ability to disseminate knowledge and know-how via commercialization and corporate partnerships.

Elements to be Discontinued: We recommend discontinuing central support for - and recently decided to sunset central funding for - two pan-university initiatives: 1) the NanoStar (nanotechnology) program and 2) Aging program. Second, we recommend discontinuing central support for individual departments and schools not aligned with strategic initiatives. In assessing the value of past central support to individual units, it has not worked well nor made a distinguishing difference for UVa when the programs were not aligned with strategy.

Overall: We believe that central executive resources are needed to maintain UVa momentum for the major distinguishing collaborative initiatives underway, and to identify new ones on a continuous basis.

Appendix G: International Programs and Global Engagement

COFU International Programs aimed to enhance the internationalization of the university by “bringing the world to Grounds” and “UVa to the world” with more specific goals listed below. The university has lagged its aspirations and peers in the global realm for decades and the COFU effort was a reasonable start on making progress. Some initiatives were more successful than others. Funds invested in Center for International Studies, most of the Vice Provost for International Programs infrastructure, study abroad, and numerous curricular and research grants had good results. Other efforts (though ones with little money involved) did not get off the ground. The more significant investments that had mixed or unclear results include some of the global education block grants to schools and some of the seed grants. The uncertainty in Vice Provostial leadership was a real hindrance in 2010-1012. With the retirement of Mr. Rizvi in 2012, the office was re-envisioned as one to be focused broadly on Global Affairs, and Mr. Jeff Legro began as Vice Provost for Global Affairs this part July.

UVA still has much work to do in its global effort. Efforts that should be continued going forward include international curriculum development; study abroad and foreign partner improvements; developing CIS research, programs, and space; and key needs not listed in COFU – i.e., outreach, communications, and development. Different criteria and requirements are needed for future internal grants in support of our glopbal activities. In many ways, we have hit “reset” on aspirations and strategies for global engagement going forward. The Provost office is engaged in developing such a strategy and those efforts will also inform and be informed by the university planning to be done during the 2012-2013 academic year.

0 2009-2012: An Assessment Stated Goals (2009) Funding Results Comments 1. Build global curriculum 49,000 Good GDS Major, curriculum grants. 2. Create a major and minor in 10,200 Partial Plans developed but not finished. global studies. 3. Create an umbrella 683,000 Good VPIP Office developed, Int. Studies organization for global education Office expanded. Travel, visitors, some and research (see #15). salary. 4. Increase international students 185,000 Good International Student Enrollment and scholars at UVA. increased 8% and international scholars 23% 5. Strengthen, broaden, and 19,000 Mixed Expanded programs and % enrolled deepen study abroad programs. but students opt for short-term programs. 6. Develop international public 55,000 Good Yes, in conjunction with JPS program. service opportunities. 7. Work with VPR to seed 672,900 Some Allen Lynch made grants (though not collaborative international Good with VPR) and many produced research. publications. 8. Establish study abroad 13,000 Good Survey and writing assessment outcomes and pilot an outcomes instruments established. Data assessment measure. encouraging. 9. Develop global education 971,000 Mixed Large grants to schools, many thought programs within and across the crucial. Not clear model was right Schools. defining goals and outcome metrics. 10. Launch the Center for 514,000 Good In operation and active. Salaries, International Studies (CIS). expenses.

Strategies for the Future of the University of Virginia -- February 2008 --

The University Today

The University of Virginia evolved conceptually and physically from two of Thomas Jefferson’s proposals to create public education in Virginia: his 1814 proposal for a school that would have been styled the Albemarle Academy, and (more directly) his 1817 proposal for Virginia to build regional colleges located around the state so that no citizen would live more than a day’s ride on horseback from a college, and near Charlottesville, “the Central College.” The nascent, privately financed institution for which President Monroe laid the cornerstone on October 6, 1817, while Jefferson and Madison stood by him, was in fact the first physical product of these proposals. By 1819, when the General Assembly finally passed the enabling legislation after delaying for four years, Jefferson’s intent had changed from regional college to national university. What is now one of America’s most prominent universities opened its doors in March 1825 to some 123 young men or boys drawn to it from village schools, local academies, and home learning to begin what was then as it is now a bold experiment in the shaping of free citizens for our Republic. Over time, the University has continued to grow and change, with especially dramatic progress in at least two stages, one beginning with Edwin Alderman’s arrival as president in 1904, and the other beginning with Edgar Shannon’s inauguration in 1959. As the University has gained recognition during the last 50 or so years as one of two or three American public universities that define excellence in their programs, academic and physical growth have been more the rule than the exception. The next step is for the University to take its place as one of the world’s greatest, which is to say most productive and widely recognized or respected universities, perhaps to solidify its value as one of our nation’s most valuable assets. To fulfill these aspirations and to further distinguish the University, we will focus our immediate efforts on three priorities: the student experience; science, engineering, and technology; and global education. Our plans for these priorities are explained in greater detail later in this report.

Page 1 of 23 We are aware of both considerable strengths and critical weaknesses in the University. Many things work well or superbly here. Some need work. This plan is about the job to be done, not about past glories. We prepare young women and men for personal success and prosperity and for effective participation in public life by teaching and testing mastery of received knowledge, by discovering and using or deploying new knowledge, and by cultivating and sharpening critical thinking. Undergraduate life here combines academic learning with practical training in ethics, honor, self-governance, and a dozen other qualities or values that are essential to personal and public success, and it provides opportunities for relatively young adults to take courses or conduct mentored research in distinguished graduate and professional schools. The tradition is more and more to blur distinctions between areas of inquiry, and to encourage inter-disciplinarity, which is to say learning outside historic boundaries. The University blends the intimacy and collegiality of a liberal arts college with the vast resources of a major research university. Jefferson wanted his new university to educate free people to enjoy the fruits of national freedom or independence, a purpose that evolved early toward educating leaders to work for the benefit of their fellow citizens—for the common good. “Enlighten the people generally,” he wrote, “and tyranny and oppressions of body and mind will vanish like evil spirits at the dawn of day.” Students and faculty members here have always tried to imitate the founder’s defining qualities: the global spirit of his inquiring mind; his insistence on making ideas useful; his commitment to ethics; his belief that all change made by human effort is ultimately good when freedom exists; his dedication to the public good. The University’s identity as a public institution matters deeply to faculty members, staff, alumni, and students, as it does also to Virginians generally and to our elected officials. What needs work? To consider the obvious: For more than 15 years, all of Virginia’s public colleges and universities have operated under reduced state appropriations. The most significant reductions came in two phases: one in 1990-1991 as the state dealt with reduced tax revenues during a recession; the other in 2002-2003 when a newly elected governor and General Assembly had to address a budgetary shortfall of almost $6 billion resulting from weaker than expected economic growth in Virginia. State

Page 2 of 23 support, formerly about 26 percent of the University’s total budget, now amounts to slightly more than 8 percent. For the last decade, private and public peer universities have made significant transformative investments in science research and technology, international programs, curricula, diversity, new faculty members, and new buildings to accommodate new emphases, especially in science. Relative to our peers, we are behind in certain areas, most notably science and engineering and the fine and performing arts. The physical and financial deficiencies in the sciences are especially critical. We need to address the absence of what one might call critical mass of faculty working in new and developing scientific and engineering fields, space for research and for teaching, and infrastructure. We spend too little to support graduate students, who are essential both to the renewal of national human capacity in science and engineering and to the ongoing processes of research here. Universities offering more competitive stipends often entice our most promising prospective graduate students to enroll elsewhere. The reasons for our lagging in science and technology are numerous. Among them, the absence of the continuing state commitments that have made these disciplines strong elsewhere—in Maryland, North Carolina, Georgia, Michigan, and California, for example—has handicapped all of Virginia’s public universities since 1990 or so, and we have undoubtedly taken longer than we should have to recognize just how severe these deficiencies are. That said, we believe that strategic vision and bold leadership can enable us to overcome these deficiencies and transform the University for the 21st century. We must cultivate a forward-looking culture, characterized by agility and action—not unlike the one that Jefferson finally taught Virginia toward the end of his life. We must invest in the foundations of excellence: faculty members, including both replacements for uncommonly large numbers of retirees who will leave us during the next decade and faculty members in new positions as we repair the damage done by state reductions and staff up for work in new areas of engineering and science; foundational academic resources, including libraries and constantly renewed and updated digital facilities for teaching, research, and publications; faculty development, including new funding to support collaborative work with colleagues in foreign universities; mentoring programs for students at all levels; staff and office support; academic activity funds to enhance

Page 3 of 23 ability to bring relevance to courses; financial aid for graduate and undergraduate students; and classroom and laboratory space. We learned in the school of hard knocks during the early 1990s that the University cannot be all things to all people. We must make choices. No university has the means or the effectiveness in planning to launch every conceivable new initiative in every inviting field at one time. So our strategy is to strengthen our core resources while strategically funding selected new efforts that will further distinguish the University. The challenge is to choose wisely among competing excellent ideas. The goal has to be to identify and build the highest and best good or priority among many competing goods.

Why Plan Now?

In the latter half of the twentieth century, American colleges and universities grew in size, scope, and quality, providing enormous benefits to industries, governments, and citizens of this nation and many others. In the aggregate, our private and public universities advanced from being seen as pretty good in the eyes of the world to being among the very best in the world. The combination of the GI Bill, the National Defense Education Act, and federal research appropriations to the National Science Foundation, National Institutes of Health, Department of Energy, and other agencies that were subsequently allocated by these agencies to researchers at universities on the basis of merit reviews made America’s universities great during this critical half-century. Our universities have competed effectively in this period. Competition today is more intense than it was 10 or 15 years ago because the number of players has grown. Singapore, India, China (with the national government, the army, and even city governments competing to support the very best universities), Japan, Australia, New Zealand, and (owing to the formation of the European Union’s Higher Education Area) Europe have increased investments in higher education dramatically. The rewards of winning include human talent for future national prosperity, resources for institutional growth, and usable products. China’s move to build hundreds of new senior universities and its determination to dominate the world universities’ rankings in research are only the best known of these new initiatives. More so than at any time in history, colleges and

Page 4 of 23 universities in the United States are in a “talent race” for the best students, faculty, and resources with other colleges and universities around the world, not just their domestic peers. Any American university not planning and gaining resources now to compete and collaborate with the best institutions globally has all but determined that it will make its way shortly into the second tier. In this context, the forces shaping universities evolve rapidly. Access, affordability, accountability, and academic quality have become urgent issues here and abroad. National and global labor markets have reorganized to reward knowledge, innovation, and creativity for their corporate and national value. Oversimplifying only slightly, Singapore admits students from throughout South Asia and supports them, and allows the top 10 percent to remain to live and work there after graduation. National policy there explicitly seeks to build the region while retaining the very best in Singapore. Historically underrepresented in universities worldwide, minority students in their specific region have come to be recognized as valuable assets in this change. They bring distinctive backgrounds and talents; they leave after graduation to build prosperity and strength in whatever communities they join. In the US, rapidly shifting demographics have changed what is expected of colleges and universities. In addition to educating their traditional constituencies, they are responsible nowadays also to seek out and enroll new populations, including those with lower income, to serve local and regional economic development efforts, and often as in Virginia to take on functions and costs that formerly belonged to state agencies, to deliver services (instruction, research, even clinical consultations) to underserved locations, and all the while to generate local prosperity for their home regions. Governments worldwide strive to retain their most talented students and to attract talent from other nations. So do universities, but with a new twist—the rise of rankings as a force during the last two decades. In this country, most people think of US News and World Report or Business Week when they hear about rankings—rankings by which many students seem to plot their applications strategies, but in truth these more popular rankings are only one part of a larger story. Rankings influence parents, students, faculty and donors; rankings even subtly influence those considering the National Research Council’s decennial rankings and the Chinese World University rankings, prepared by

Page 5 of 23 statisticians in China but financed by British institutions eager to displace US News and similar popular rankings as benchmarks of excellence. These represent a different and to some more serious side of rankings—the side that rewards the most serious investments in faculty members and facilities, especially for engineering and science. Even these are subject to variations owing to annual or decennial manipulations of the criteria on which rankings are calculated. Rankings of this kind are critical gauges of place within the global system of higher education. In these relatively new contexts, the University competes today and will compete for the foreseeable future against elite universities with national and global identities. By and large, our international competitors receive more generous governmental support than we receive. Our US competitors vary, but the strongest of them (the national private universities, as well as Michigan and UC Berkeley) have invested in engineering and science and in the fine and performing arts without the constraints of Virginia’s deteriorating system of public finance and with what is no doubt a clearer vision of the importance of investing in these fields than we have had, regardless of our means. Many have larger faculties, although not necessarily larger enrollments, bigger physical plants, especially for engineering, science, and the fine and performing arts, larger endowments, some of them many times ours, and enviable financial freedoms from regulation— freedoms only recently made available to U.Va. This is not a complete listing of the challenges. The number of predictable faculty retirements in the coming decade is large because retirement ages reflect ages of entry into University employment. Our enrollments grew dramatically during the 1970s and throughout the 1980s owing to coeducation, the growth of the graduate schools, and state demands. Faculty members hired then are now generally in the age bracket 55-65. Retirements have begun, and the numbers will grow, even as we deal with the necessity of restoring student:faculty ratios of the kind we had before the state cuts began, and of the kind our competitors have still, and add new positions beyond these restorations to accommodate new work in engineering, science, the fine and performing arts, and no doubt other fields. Then there are general challenges to our corporate capacities and willpower: an uncertain economy; the necessity that we succeed in managing and growing the private

Page 6 of 23 resources amassed in this generation; sustaining unified, coherent work across the disciplines— in an era when inter-disciplinarity defines the most important new work, which by its synthetic nature threatens traditional views of the university as a community of independent silos, each isolated from all or most others. The Board’s ongoing efforts to coordinate some of the work of the independent, sometimes fractious school-based foundations is an asset: without it, the foundations with the best intentions may be tempted to see the Board or the University as the opponent and their schools as victims. None of these challenges is insurmountable. All will require consistent, clear-headed attention and sustained Board leadership if we are to progress as a university rather than regressing as a collection of underfunded, often bickering entities related largely in name rather than in common work.

The University Tomorrow

In March 2007, President Casteen convened the Commission on the Future of the University, and asked its members to carry forward and complete the prior work of the Board’s Special Committee on Planning by proposing strategies to distinguish U.Va. from its peers in the next decade and beyond. Committee members include vice presidents, deans, faculty members, staff, students, and others with valuable expertise. Their deliberations have synthesized and built on previous planning efforts, including the Virginia 2020 retreats, Envision discussions, the Diversity and Equity Commission report, a Faculty Senate study of graduate students and programs, a comprehensive 10- year academic needs assessment, and consultants’ environmental scans and studies. The commission has met as a body of the whole and as separate committees for some nine months to frame recommendations for new directions. Its members have consulted the Faculty Senate, individual faculty members, students, alumni, Board members and committees, higher education consultants, and others. They have drawn upon their collective knowledge and expertise to evaluate strategic directions and recommend those judged to be the most advantageous. The commission’s reports inform and complement the strategies described in the following pages.

Page 7 of 23 We face now several years during which one generation’s leaders will retire and new leaders will have to be developed, recruited, selected, and vested with appropriate responsibilities and points of accountability. As noted earlier in this report, many senior faculty are approaching retirement. Much of our reputation for academic excellence was built during this generation on the work of these scholars and teachers. Half of our deanships and two vice-presidencies are open or will be soon. President Casteen and Executive Vice President Sandridge plan to retire within five years, taking with them decades of experience and expertise. The rising generation of new University leaders and a Board whose membership is constantly renewed will need a guiding instrument, a compass, to direct their work in the years ahead to ensure the University’s continued effectiveness and to position the institution for preeminence. This report and its recommendations for strategic directions are intended to provide sound bases for the decisions these new leaders must make to sustain and improve the University. The recently restructured relationship with the Commonwealth of Virginia, high returns on investments including those from the last capital campaign, a new $3 billion campaign now under way, and an endowment that ranks among the 20 largest in the nation are core assets for the future. Barring a major change in national and state policy on investing in university work and people—a change no one seriously expects to come soon—private sources must continue to carry ever larger proportions of our operating budgets. Old assumptions about public support do not work in an environment of deterioration of both federal and state funding and new unfunded requirements or demands. We have learned new ways to operate. We must develop new kinds of knowledge and new disciplines and skills in order to continue. The accompaniment to the autonomy with which our schools raise and deploy their private moneys is the inevitable but difficult obligation to address their own needs rather than counting on the Board to carry them. Central funding will remain important, for infrastructure and most importantly for strategic investment, in people, facilities and infrastructure; the greater the amount of unrestricted central funds, the more nimble we can be to address emerging areas. In ten years, the University will be a substantially different institution than it is today. Our broad vision is to sustain core traditions and historic strengths, address areas needing

Page 8 of 23 improvement, and make the University a more globally oriented institution. Broadly stated, the University will strategically increase its size and diversity, increase the percentage of scientists and engineers among the faculty, attract and retain the best graduate students, build much needed academic research and teaching facilities, increase the quantity and quality of international partnerships, and claim the University’s primacy in service to the public good. The commission proposes a set of core institutional values and three overarching priorities for the next decade: Student Experience; Science and Technology; and Global Education. Framing these priorities in detail and ascertaining that the schools pay appropriate attention to other priorities, such as developments in the fine and performing arts, makes the articulation of values not only consistent with aspirations and history but also calculated to accelerate the institutional evolution described at the beginning of this report. We believe that declared values must determine the University’s priorities. We begin, therefore, with a declaration of our values.

Our Core Values

These core values guide the discussions, actions, and funding of the University of Virginia’s community of teachers and learners: • Honor and ethics • Faculty excellence • Innovation and collaboration in the pursuit of knowledge • Diversity • Leadership for the Public Good and Education for Freedom Living by these values prepares students to graduate from the University as enlightened leaders ready for effective engagement in public life in their communities, their professions, and the world. They leave the University, but the University never leaves them. Honor and ethics. University students take responsibility for themselves and for one another. The community trusts them in their academic behavior. In exchange for this right, they take responsibility to act against lying, cheating, and stealing. This concept of

Page 9 of 23 honor and responsibility informs student self-governance in each of its senses: conduct, social organizations, and virtually all other aspects of student life here. The University integrates practical ethics into many disciplines. We believe in expanding and enhancing the teaching of ethics in all of our schools, with primary emphasis on personal responsibility. Faculty excellence. Seeking professors for a newly conceived university perched literally on the margin of the unknown, Jefferson wrote that he was “anxious to receive none but of the highest grade” for his founding faculty. Today, as then, the quality of our teachers, researchers, clinicians, and scholars defines the University’s worth. We will recruit and retain new faculty members of the highest order, replace retiring faculty members, and develop new expertise in research, scholarship, and teaching. We will reduce the student:faculty ratio at least to what it was prior to the state reductions of 1990-1991, and aim to take it lower to expand the faculty’s range of expertise and capacities and to assure students the personal attention that characterizes teaching and independent study in the best American universities. We will foster greater student to faculty collaboration as a first benefit of restoring an appropriate student:faculty ratio and also asserting our emphasis on personal competence. We will form an institute for teaching research and improvement. Participants in this pan-University initiative will perform research on teaching methods in every school to identify better ways to lecture and to teach in large- and small-group settings. The Institute will identify opportunities for improvement in specific schools—for example, by teaching business or commerce professors to write better cases, by teaching doctors better methods for examining patients, and by teaching K-12 teachers to improve their teaching methods with science students. As we seek new members of the faculty and University leaders generally, our charges to search committees and hiring criteria will emphasize creativity, originality, and entrepreneurial skills. After hiring the best, we will help them grow professionally by mentoring both new and established faculty; conducting needs assessments to identify best practices; providing ongoing educational programs and academic leave opportunities for faculty members; and constantly improving teaching methods, including the integration and use of new technologies in our classrooms and laboratories, in all

Page 10 of 23 disciplines. We will monitor our progress and results in faculty development. We will continue to recruit diverse faculty to tenured and tenure-track positions, especially in science, technology, engineering, and medicine. We will review existing promotion, tenure, and advancement processes for faculty members who have joint appointments and who are engaged in collaborative research. Innovation and collaboration. Jefferson’s first professors lived and taught their courses in pavilions on the Lawn where their students also lived, an arrangement intended to make collaboration among all the members of the University a daily custom. Now, important discoveries occur at the nexus of disciplines: design and technology, mathematics and art, music and neuroscience, law or a dozen other fields and the environment, architecture and public health. To support the commitment to innovation and collaboration, the provost and deans will convene over the next year to develop methodologies to promote collaboration. We will fund multi-disciplinary research and scholarship that spans schools and departments. The provost will identify obstacles to effective collaboration, examine best practices in peer universities, recommend solutions, and modify existing structures. Collaboration across schools will improve as we adopt strategic approaches to joint learning, joint research, and joint service in science, international programs, the humanities, and environmental sustainability. We will see a marked increase in cross-school collaborative programs in research, teaching, and service. Boundaries between classrooms, libraries, labs, and studios will dissolve as faculty members, graduate students, and undergraduates work together in multidisciplinary teams to generate discoveries. We will design a technology-transfer process that will become widely recognized as a model service to faculty and a resource for industry. We will collect key information about the research and scholarship of every faculty member and student in a database to allow members of the community to identify potential collaborators within disciplines and across disciplines. Diversity. Diversity in universities enriches teaching, learning, and research. Mixing people from different backgrounds together allows them to question assumptions, especially their own. In the environment of our Republic, diversity has led to discovery, enlightenment, and tolerance. We value racial, ethnic, national, economic, and intellectual diversity as fundamental elements of academic life. The deans of our schools

Page 11 of 23 will develop diversity goals tailored to their units, and learn best practices from each other and from other institutions. They will publish their results, and seek constant means to improve. The University will practice diversity through its procurement activity, consistent with state law, especially with regard to small, women-owned, and minority businesses. Throughout the University, we will embrace diversity as a core value with the same rigor that we embrace honor, ethics, and integrity. Leadership for the Public Good and Education for Freedom. As we noted in beginning, the University had its origin in the conceptions that knowledge engenders personal freedom and thus protects national freedom or independence. Jefferson believed that knowledge could save his Republic, that it was the precondition to ameliorating the human condition. This intention implies a core concern with the education and training of leaders equal to the Republic’s needs. Many schools and departments emphasize leadership development. Capitalizing on this asset, we will take a multidisciplinary approach to public service, one that draws on the talents and knowledge of all members of our community, and encourages public service in all academic units. The Frank Batten School of Leadership and Public Policy will provide a new emphasis on the teaching of leadership related to public policy. The University will launch a new program to enable each student and a faculty mentor to design, plan, and lead a team in an innovative public-service project in Charlottesville or elsewhere in the world. Public, a new U.Va. journal, will publish the results and stimulate scholarly discourse about the nature of leadership in society. A University-wide pilot program will identify needs in selected communities or regions in the Commonwealth, the nation, and the world, to help solve those problems with service and community projects. Each of these core values informs and enriches all the others. Faculty excellence requires faculty diversity. Innovation and collaboration provide models for discovery and leadership, and enrich the academic enterprise for both faculty members and students who will become future leaders. Honor and ethics inform public service. These equal core values govern everything we do, and will always shape our priorities.

Page 12 of 23 Our Three Priorities

To reconfigure the University to meet the local, national, and global needs of the 21st century, and to become one of the world’s great public institutions, the commission recommends three priorities: • The Student Experience • Science and Technology • Global Education. These three efforts will build and sustain core strength, enable innovation, and ensure our readiness to change and effect change.

1. The Student Experience: Building on Strength. Persons connected with the University agree that our graduates are different: bright, socially adept, confident, committed, and ethical. Employers often report that new graduates need less training than those from other institutions: they come to work knowing how to communicate, to think innovatively, and with the self-confidence to use their minds. These qualities derive in large part from how undergraduate students live and what they learn from their professors and from one another—from the undergraduate experience. Building on that powerful base, we will make service learning, learning by serving others, community-based research, and field experiences, including study abroad, integral parts of the student culture of self-governance, service, and leadership. Students, working independently and in teams, will have the opportunity to engage in self-directed research and service. We will align curricula with society’s most pressing concerns to the end of building academic rigor into public service, building global literacy, and encouraging collaboration with partners near and far, including graduate and professional faculty and students. We will consider recognizing graduates who complete these courses of study and experiences with special honors at Final Exercises. All students need appropriate advising and mentoring to guide them through their years of study here. We will increase students’ access to faculty and student advisors and mentors. We will create innovative opportunities for intellectual engagement beyond the classroom, for example by engaging students in environmental stewardship while

Page 13 of 23 bringing science and other disciplines, not least among them health policy, law, economics, architecture, and engineering to bear on global problems. Access to courses and faculty members is critical. We will install an effective registration system to enable students to sign up for the courses they need and want. To assist new first-year and transfer students with their transition, we will increase informal collaboration and communication among existing advisor programs, and ensure that every new student who wants a mentor gets one. We will initiate a summer program for new transfer students to enhance their prospects of success even in the first semester after enrolling, and will increase the number of College Advising Seminars and first-year seminars available to new students. The Rainey program, which assists low-income, high-achievement students as they move from high school to the University, will expand. The University’s academic success depends on first-rate graduate students. They contribute to scholarly inquiry, assure a challenging level of intellectual discourse in classrooms and with faculty, collaborate on research teams, and strengthen the teaching enterprise. They will become the college and university faculties of the future. If we do our jobs well, they will emerge as leaders in all scholarly disciplines. The University will determine by careful analysis of national and international best practices what resources are appropriate to the recruitment and retention of top graduate students, amass those resources, and commit them. Our current funding packages for some graduate students do not compete with peer institutions; top students often elect to enroll elsewhere. The need for adequate graduate-student funding continues beyond the first year of study, as students balance teaching and teaching-assistant assignments with coursework and research. Therefore, in cases where research indicates that increased stipends will provide a competitive advantage in areas of highest institutional priority, we will increase the minimum stipends for graduate students, and realign the criteria that define a full teaching load. We will develop a family-friendly benefits package for graduate students and their dependents. A transformative student experience requires excellent faculty. To sustain excellence in the humanities and social sciences, and to build and enhance quality across the institution, the University will hire approximately 200 additional professors, inclusive of scientists, most of them in the College, the School of Engineering and Applied Science,

Page 14 of 23 and the School of Medicine. We project 320 faculty retirements, including many of our most prestigious and productive professors, during the next ten years. Consequently, we will hire 500-600 new faculty by the 2017-2018 academic year. This expansion will result in a student:faculty ratio equal to or less than 16:1 in the schools that enroll undergraduates. We will look for dedicated leaders and faculty with new ideas, scholars who like to cross disciplinary lines, and match them with administrators who cultivate vision and innovation. Creating new programs requires both maintaining our existing physical plant and erecting new buildings to match rising student enrollment and expanding research requirements. Virtually every academic unit reports concerns about the quantity and quality of space. We must constantly assess the quantity, quality, size, and condition of the buildings that support academic endeavors. When physical expansion is justified, we will develop proper plans, amass the necessary resources, and build. The University is committed to protecting and improving the environment through teaching and research and through investments in well-designed buildings, optimized land use, provision of public transportation, energy efficiency, water preservation, waste reduction, and recycling. The Board has mandated that all new construction and major renovation projects comply with the standards of the US Green Building Council through Leadership in Energy and Environmental Design (LEED) certification. The Grounds Improvement Fund (GIF) will finance much-needed improvements, including landscape and pedestrian / bicycle accommodations. Historic structures and landscapes on the Grounds require careful attention and appropriate levels of funding to preserve their traditional character while maintaining their usefulness as academic buildings. We will build new facilities for the fine and performing arts. The South Lawn ensemble of buildings will house programs in the humanities and social sciences. Phase 1 will add approximately 110,000 gross square feet of space, and will provide new homes for the departments of history, politics, and religious studies when it is completed in about two years. Phase 2 will rebuild New Cabell Hall, which houses many major lecture halls and academic departments. New construction for architecture and studio art is now under way, and the reconstruction of Fayerweather Hall for art history was completed a year ago. We will complete planning and fund raising for the Arts Gateway project to

Page 15 of 23 provide proper facilities for the Art Museum; spaces for performance, rehearsal, and studio work; the first concert hall to be built here; and assuming that analysis justifies it, a residential college for faculty members and students in the fine and performing arts.

2. Science and Technology: Research and Teaching. A major research university must have capacity and competence in science, engineering, and technology. We have not kept pace in these fields with peer universities. Rather than attempt across-the-board excellence, we will solidify existing areas of strength in basic sciences and engineering, and expand selectively in promising new areas. To accomplish this goal, we must increase the size of our faculties in mathematics, science, and engineering throughout the University. To prepare for new faculty members, we will construct new laboratory space immediately. Planning is in progress now. We will maintain strength in digital scholarship, radio astronomy, environmental science and sustainability, morphogenesis, information engineering, and biomedical engineering. We will plan for significant growth in translational research and public health, possibly founding a School of Public Health. To encourage and support collaboration, we will create grants for research and teaching across schools, and improve the infrastructure to support multi-investigator proposals. We are planning a new doctoral program in translational research with a core three-year seminar in innovation. Remaining competitive among top-tier universities will require major investment in information infrastructure—computing capacity of all kinds. To attract and retain the best talent and increase research funding, faculty members, and students must have computing systems, services, and support on a par with the world’s top private and public universities. Especially in engineering and the sciences, modern research requires significant new resources in academic computing. We will build information technology infrastructure to connect faculty, students, and staff across the Grounds and around the globe in a cost-effective manner. The University will develop, vet, and publish a science strategy to build strength within disciplines and across them. To ensure core science and engineering strength, deans will determine their school’s strategies, consulting with the vice president for research and the provost. These two officers will conduct pan-University science

Page 16 of 23 planning, emphasizing new collaborative programs across schools, with regular input from deans, department heads, and appropriate faculty members. These plans will be identified separately but published as part of the overall planning updates for the University.

3. Global Education, Research, and Service at Home and Abroad. The word “global” captures one aspect of the University’s need and desire for openness to the whole world. We look outside ourselves for the best practices and people; maintain a worldwide presence; seek global needs that we can meet or help meet, including needs involving the environment; and promote respect for differences among nations and cultures. In this new global century, regional and national aspirations are insufficient. The inter-connectedness of nations and economies demands that we prepare students for work, life, and leadership on a global scale. To equip students for success in the global economy and to prepare them for public life, the University will become a center for discovery, study, and service on a global scale. We will broaden curricula and extracurricular programs to feature global themes, and will create new global courses, majors, and minors. We will label courses that offer global perspectives, enabling students to devise coherent plans of global study. We will consider recognizing graduates who complete international courses of study and study-abroad experiences with special honors at Final Exercises. We will promote language study to the point of advanced proficiency as an essential skill. We will also invite prominent faculty members and students from other nations to the Grounds in greater numbers to bring global influences to bear on intellectual life here. Students and professors will engage in teaching, research, and service programs in global settings, and initiate global partnerships. They will conduct teaching, research, and service programs in underserved areas, and pursue entrepreneurial activities around the world.

Paying for the Future

The University relies on private and public financial support. Yet the Commonwealth of Virginia provides relatively modest General Fund support by comparison to other

Page 17 of 23 states, and that support has continued to deteriorate for almost two decades after having been originally cut as a temporary contingency during a recession. Most public universities are better supported by their states. That fact acknowledged, state support will remain essential to the University’s success, and will meet many needs so long as those responsible for the University act with the understanding that these resources alone will not sustain excellence. To move in the strategic directions proposed here, we must continue to seek as much support as the Commonwealth can provide. We must engage alumni and friends to an even greater extent. We must capitalize on our recent restructuring agreement with the state, and on the 2007 investment legislation to maximize the University’s autonomy, accountability, flexibility, and planning. We must increase our financial agility and remove bureaucratic barriers. We must more aggressively use available debt capacity to build essential facilities on a timely schedule. Fundraising evolves, and in fundamental ways, we are still learning. Our recent successes grew from a catastrophe—the state funding reductions of 1990-1991. For the near future, we will have to redesign our fundraising structures to make them even more effective. Our current structure of both central development and school foundations is unusual, and it causes inefficiencies, despite uncommon fundraising success. We will create a long-range plan to match the cost of development with the dollars raised as a means to sustain all necessary development enterprises while serving both University and school interests. This solution will require advances in practice and philosophy, but it has the potential to yield significant benefits. We will seek larger numbers of unrestricted gifts with higher values. The importance of unrestricted gifts was clearly illustrated in 2004, when the Rector and Visitors increased access to the University for low-income, high-achievement students by replacing burdensome loans with full-cost grants. The resulting program, AccessUVa, has become a model of higher education access among flagship universities. We could not have responded to this pressing institutional need in such a timely manner without central unrestricted funds. AccessUVa also illustrates why we need to seek restricted resources to provide permanent funding for programs that initially receive unrestricted support. We currently invest over $20 million annually in unrestricted funds to support AccessUVa and the

Page 18 of 23 need for funds continues to increase as tuition and the numbers of low-income students increase. Dollars raised to support this program directly will free up those unrestricted funds for other pressing needs.

Planning the Future

Universities meet the needs of a changing society by perpetually re-imagining and re- inventing themselves. Jefferson wrote that “Science is progressive. What was useful two centuries ago is now become useless … what is now deemed useful will in some of its parts become useless in another century.” To meet the needs of this century and the next, the University will become a national model for excellence in institutional planning. We will establish a permanent office to plan the University’s future, to help implement those plans, and to assess performance. Personnel assigned to this office will attempt to address some of the most vexing questions confronted by university planners and leaders. For example, students, parents, legislators, faculty, and administrators pay attention to popular national rankings of institutions of higher education. Rankings will not guide the University, but we cannot ignore them altogether. We will review the positions of our schools, departments, and programs periodically, and will use movement up or down the rankings as only one indicator of progress toward goals. We will apply specific metrics to mark our position among peers, analyze the products of strategic investments, and measure progress made toward our aspirations. Strategic planning will inform everything the University does. The provost will oversee planning with wide representation from students, faculty, staff, alumni, and others, in close coordination with the president, the executive vice president/chief operating officer, and the senior vice president for development and public affairs. University leaders will monitor and report progress toward quantitative goals established in past planning efforts. They will ensure compliance with the Restructured Higher Education Financial and Administrative Operations Act. And they will monitor progress toward performance measures as prescribed by the Board of Visitors and its committees. The University lacks a coherent, centralized, and transparent process for generating and vetting “big ideas” for new academic programs, especially when these big ideas cut

Page 19 of 23 across the lines between departments or schools, and for advancing them from conception through implementation. We will create a permanent mechanism, perhaps a standing committee or advisory board, to oversee this process. This mechanism will enhance our capacity to fulfill the promises and aspirations of the current campaign. The funding of new initiatives will depend on their ability to meet criteria determined by this committee or board, criteria closely aligned with the institution’s priorities and core values. The evaluation criteria will serve as both a template for proposals and as a means of evaluating, ranking, and providing feedback to proposers during each step of the proposal process.

Let Us Begin

This report began with President Monroe’s laying on October 6, 1817, of Pavilion VII’s cornerstone and the beginning of the modest regional college that became the University of Virginia. Our work begins there also in a substantive sense because our aspirations and our Republic’s requirements derive directly from those that led Monroe, Madison, and Jefferson to create this institution. Jefferson and his collaborators believed, as we do, that educated people, led by informed and enlightened leaders, would provide the surest means of preserving the new nation’s hard-won freedoms. This academic community rising in “an old turned-out field” west of Charlottesville articulated the founders’ vision that self-evident truths define freedom. Knowledge creates freedom, and freedom enables knowledge. We will not lose sight of these founding ideals as we redefine the purposes of a public university for a new century. At Thomas Jefferson’s University, we use the term public to mean excellence—in teaching, research, and service for the public good. We will draw on the strength of this University’s rich past while building a future worthy of it, one cognizant of the full realm of need and possibility. By strengthening core resources while launching new initiatives in areas of strategic importance, this University will fulfill for yet another generation its obligations to further the common prosperity, to serve the needs of communities at home and abroad, and to advance the frontiers of knowledge. This University must serve its purpose with uncommon excellence and an unmistakable

Page 20 of 23 benefit to the public. American democracy, the Republic, and the public good require it. By these declarations, we claim this University’s primacy in service to that public good.

Page 21 of 23 Appendix A: Measuring Progress

Strategic planning cannot succeed without realistic means of measuring results. Lacking specific targets and dates, progress slides as people remain enmeshed in their daily lives and professional concerns. We must know where we are now, where we are at any given time, and where we intend to be in the near and far future. Along the way, we need ways to gauge progress toward goals so we can modify our efforts and react quickly to changing situations. Pending approval of these strategic directions by the University’s Board of Visitors, University leaders will propose measures of progress. Persons responsible for each priority will propose instruments and targets for their respective initiatives beginning with the 2008-09 academic year (fiscal year ’09). They will re-analyze goals each year—developing and retiring goals as appropriate—and will engage advisory groups to inform their implementation plans. Vice presidents, vice provosts, deans, and other University leaders will align resources with the priorities named in “Strategies for the Future of the University of Virginia.” They will also assume core responsibility for other priorities contained within their units. These initiatives are aspirational. We will seek resources to finance them. As we attract these resources, we will deploy them quickly. Leaders will produce a summary of progress made toward past goals (December), will develop goals for the upcoming fiscal year (February), and, if necessary, will submit budget addenda requests (March). After review by the president, executive vice presidents, and the Board of Visitors, University leaders will adopt these goals and place resources in service to those goals. In all cases, leaders will study peer comparators and best practices to inform their plans. The University aspires to build models for the US and world in areas of highest priority. The table below identifies the administrators who will lead implementation of the “Strategies for the Future of the University of Virginia.” Each leader will work with colleagues who will include, as appropriate, students, staff and faculty.

Page 22 of 23 Accountability

Area / Metrics Leaders Colleagues (partial list) University Executive Vice President and Chief Vice Presidents planning Operating Officer, Executive Vice Vice Provosts President and Provost, Senior Vice President for Development and Public Affairs Priority: Vice Provost for Academic Affairs Vice President and Chief Student Student Experience Affairs Officer Priority: Vice President for Research Deans Science and Technology Priority: Vice Provost for International Deans Global Education Affairs Schools and cross- Executive Vice President and Deans school Provost collaboration Medical Center Chief Executive Officer, Medical Executive Vice President and Chief Center Operating Officer New programmatic Assistant Provost for Planning and Executive Vice President and Chief initiatives Development Operating Officer, Executive Vice President and Provost, Senior Vice President for Development and Public Affairs, Associate Vice President and President’s Chief of Staff Funding Strategies Vice Provost for Administration Vice President for Management and for the Future of and Chief of Staff Budget the University Senior Vice President for Development and Public Affairs University Fiscal Vice President for Management Vice President and Chief Financial and Physical and Budget Officer Resources Chief Facilities Officer University Architect Assistant Vice President for Budget and Financial Planning Faculty Vice Provost for Faculty Faculty Members Advancement Academic Vice President and Chief University Librarian infrastructure Information Officer Vice President and Chief Human Resources Officer

Page 23 of 23 1

VIRGINIA 2020 PRIORITIES Report to the Board of Visitors April 2002

This report covers the University’s Virginia 2020 goals for the next five years. These goals derive from the VA 2020 planning initiatives and from related activities undertaken by various units of the University. It includes assessments of which VA 2020 goals are likeliest to be achieved in this time frame, and which, because of financial or political constraints, seem likeliest not to be achieved until later. A good bit of this material has come to you before. The appended financials have not come to you in this form, but they have come to you separately in reviews of the VA 2020 process. The prioritizations are largely new.

VA 2020 began in what were for the nation and for the University heady times. The economy was hot. Our capital campaign was in high gear: private donors were making remarkable commitments; the political climate, after the turbulence of the early 90’s, was almost placid. The picture is different today, but not utterly different. The experts now disagree on whether or not the recession that began last spring has ended. Virginia’s public revenue projections suggest that the next few years will be lean ones, although perhaps not as lean as the first ¾ of the 1990s. Our performance in raising money from private donors has never been better than in the months since the recession began, and December 2001 was (by a large proportion) our best month ever. Given enough time, lean years give way to more prosperous years. As the Board has recognized, this is not a time to admit defeat or to ignore planning. It is, however, a time to be strategic and smart.

The plans outlined in this report will advance programs critical to our mission, especially in the disciplines that are weakest within the University. In its 183 years, the University has experienced a remarkable continuity of purpose. In 2002, the mission is much as it was in 1819: to create knowledge to benefit humankind, and to educate students to be themselves intellectually free and capable citizens of free societies.

In a period of unprecedented declines in state tax support, the generosity of alumni and friends has enhanced our capacity to achieve the original vision of the University as the “bulwark of the human mind in this hemisphere.” The simple arithmetic is this: the difference between the University with the benefits of the private generosity of the last decade and the University without these benefits is the strongest sustained performance achieved by any public university in our time. We became the nation’s top-ranked public university in the worst year of the deepest cuts in tax support sustained by any major university in any

2 state. We have stayed at or near the top for some six years after other states restored their prior levels of support. The support of private individuals did far more than hold us harmless in the 1990s. That this support followed on the publication of academic plans that were in their time audacious is not accidental.

In the last ten years we have learned that, to achieve ambitious institutional goals, planning is not optional. We must plan for change, or the University might become time’s plaything, acted upon but not participating in shaping its future.

Institutional planning is a fairly recent activity here. Between the publication of the University’s first plan, Thomas Jefferson’s path-breaking “Report of the Commissioners for the University of Virginia,” also known as the “Rockfish Gap Report,” and the Plan for the Year 2000 submitted to the Board in 1991, there were a couple of key planning efforts—(1) for the expansion of the University in the sixties, and (2) for the admission of women in the seventies. Subsequent to the Plan for the Year 2000, other strategies for the future were developed. These included the planning for the last capital campaign (1995), the SACS accreditation report of 1996/7, and VA 2020, which began in 1998 and continues. In addition, the state has required, but not acted in response to, various plans developed during the 1990s. One, a report on restructuring completed in 1994, became our rationale for successful efforts to persuade state government to decentralize various controls that had historically cost money without enhancing quality or essential soundness.

In several ways, the environment has changed. First, the University’s relationship with the state has changed both functionally, as a result of decentralization (much now written into law), and financially, because some of the lost tax support from the state has been replaced by other monies, including endowments under the Board’s control or the control of related foundations subject to the Board’s oversight. Having become state-assisted instead of state- supported (some have described us as state-located), we have moved toward a greater level of self-sufficiency. Business practices here have become national models for similar universities. Alumni and friends, filling financial holes left by the state’s pullback, became a significant source of financial support. With new kinds of institutional autonomy, with multiple financial partners, and with various revenue streams rerouted, the University finds itself in a better position to endure bad times and to direct change in good times.

Second, we must understand that the University’s peers, with whom we compete for students, faculty, and resources, are advancing academic programs in substantial ways. We must do the same. Fixed at number 20 or 21 overall (privates and publics listed together) in the U.S. News and World Report rankings, we can now calculate the costs involved in advancing to the next tier. The Board

3 has received detailed information on these costs in the Baum and Rodgers report of 2000, and subsequent experience has begun to validate this information. But we need to look at our goals with steely realism, because tax-based support in Virginia is not getting better while various kinds of support (including state general fund support) elsewhere have grown and are growing. About one-third of the states have made cuts recently, although none so large as those embedded in the Virginia state budget adopted last week. Studying our playbook, other universities have announced their billion-plus-dollar capital campaigns. Some are succeeding; others seem not to be succeeding. None has our capacity to plan, then to put private dollars behind the plans, and then to achieve the promised results. This demonstrated capacity is our greatest asset in the current environment.

Third, with a growing demand for enrollment expansion and for programs that train students for a changing job market, the University needs to retool—both in services to students and in academic programs. What our culture wants from its flagship universities grows ever more complex, especially in the context of the emerging realization among state leaders that starving research is starving the public interest.

So we will change. If we take the course charted by the Virginia 2020 commissions, the University will advance by mastering opportunities, instead of by being mastered by social troubles. Active advancement is consistent with our founder’s ambitious plans for the University and is necessary to its continuing vitality and educational relevance. But this advancement will cost money. Some funding will come from the state; much will need to come from private donors.

Even to achieve a less ambitious goal—say, to maintain our present position as a top public university, or, if financial conditions do not improve, to stay ranked in the U.S. News and World Report top 25—we would need to continue raising philanthropic money at rates well above the level achieved in the campaign, and to adopt many of the recommendations of the Virginia 2020 commissions. This is the essential finding in the Baum and Rodgers analysis. With wisely articulated programmatic and building plans for the future and philanthropic fundraising as our preferred strategy, we have a blueprint for advancement, and we have the possibilities detailed in these pages. What follows is an attempt to define these possibilities and determine what they cost and how we can realize them.

The Future in Broad Strokes

VA 2020 covers four areas that have not previously been subjects of institution-wide planning or sustained investment. In addition to VA 2020, each

4 academic school and the library have participated in Envision, a related planning program engaging faculty, key donors or University backers, and administrators. Headed by Mr. Block and Mr. Sweeney, this program has produced vision statements for the schools and for their roles within the institution. What emerges from these activities is a more comprehensive picture of our future intentions than we have had before. These sub-documents address both things that need to be preserved and those that need to be changed or added.

Next Steps for Implementing 2020 Projects

Fine and Performing Arts

• Develop and endow a vigorous visiting artist program. • Begin and (over the course of a decade) complete design and construction of four buildings within the Arts Grounds project, and obtain funding commitments for the remaining projects. • Recruit and empower leaders to coordinate and connect program development, building planning, and fund raising and to build linkages between the arts, the University community, and other constituencies. • Secure funds to raise the level of operations and maintenance support. This involves the number and deployment of faculty positions and specialties as well as support for new performance and creative activities. • Develop communications and marketing vehicles to promote the fine and performing arts to a variety of audiences.

These steps will raise the level and quality of support for existing programs and will capitalize on growing strength in the relevant technologies. These initial steps are crucial for building strong and vigorous programs that can achieve world-class excellence in the future. Within five years, these steps will allow us to make significant progress on building out the planned Arts Grounds; to enhance the academic program and arts community by bringing eminent performers and practitioners to the University; and to position fine and performing arts here among the world’s leaders in applying technology in creation, performance, and scholarship. Personnel strategies and successes are critical. Without the right faculty leaders and deans, no amount of new money will solve the problems that exist within programs that have never seen adequate financial support or facilities.

• Develop and endow a vigorous visiting artist program to bring eminent performers and practicing artists to the Grounds.

This new program will bring together a collection of disconnected, under- financed programs and supplement them with thematic direction and strengthened resources to attract world-class talent to the Grounds. Arts programs within universities of our kind must generate excitement. No device works as well as bringing into the community an endless stream of distinguished artists and practitioners. Visiting artists (like the writers in residence who have contributed strength and stature to English and especially to Creative Writing)

6 will enrich the scholarly and educational program, and also enrich the larger community. Whether they are on Grounds for a few days, a few weeks, or even longer, distinguished guest artists bring fresh perspectives to departments and students through lectures, workshops, exhibits, and performances.

• Begin and (over the course of a decade) complete design and construction of four buildings within the Arts Grounds project, and obtain funding commitments for the remaining projects.

Our fine and performing arts programs are constrained primarily by the poor quality and short supply of space. (The quality of faculty is excellent, but our specialties are more generally in theory and history than in practice. Currently, we do not address the full range of specialties within these fields. We are especially understaffed in the practitioner occupations – sculptors, painters, musicians, dancers, etc.) Building the Arts Grounds is a necessary but not sufficient step in program development. The Arts Grounds design benefits from its modularity. That is, its buildings can be built as funds are available. It benefits also from the close proximity of the arts programs to one another, proximity that encourages collaboration and new and distinct contributions to the arts.

The overall plan for the Arts Grounds on Carr’s Hill includes:

• Fayerweather Hall renovation, to house Art History • Architecture School expansion (12,000 gsf) • New Studio Art building (36,860 gsf) • New Arts Library, with café, (63,000 gsf) • New Art Museum, with auditorium (41,200 gsf) • New Music Building, with small recital hall (55,000 gsf) • Drama Building expansion (38,250 gsf) • New Performing Arts Center, with 1200-1500 seat concert hall (110,220 gsf) • New Parking garage on north edge of Carr’s Hill Field

Feasibility studies and a landscape framework for all buildings have been done. The first project—Studio Art—is under design. The funding for this facility includes $9 million in state general funds (currently in a bond bill) and $3 million from the Ruffin Foundation. The bond bill includes another $5.4 million for renovation of Fayerweather Hall. Working drawings for this project are complete. We now have a $5 million pledge for the Music building. Donations to support two other buildings (the museum and the Drama addition) are in reasonably good shape. The Architecture project has an ongoing academic component. Faculty members are working in collaboration with local architects to design several small additions to the school. Finally, the University

Development Office has hired a senior major gift officer to lead fundraising for the remaining components of the Arts Grounds project. The team has recently submitted its 18-month plan aimed at producing funding for these projects.

• Recruit and empower leaders to coordinate and connect program development, building planning, and fund raising and to build linkages between the arts, the University community, and other constituencies.

Mr. Block will begin this work in Spring 2002 by appointing an advisory/coordinating committee on implementation of recommendations of the VA 2020 Commission on the Fine and Performing Arts.

• Secure funds to raise the level of operations and maintenance support. This involves the number and deployment of faculty positions and specialties as well as support for new performance and creative activities.

This is ongoing work, and it involves allocations from institutional general funds as well as requests for future state support.

• Develop communications and marketing vehicles to promote the fine and performing arts to a variety of audiences.

A staff writer in University Relations has begun to cover the arts. The assignment includes producing special publications (or inserts) on the arts and developing a formal marketing plan. To implement the plan and sustain current commitments, stable funding for this work will be identified and committed.

For Further Development • Establish and endow a joint visiting artists’ fund to be shared by the arts programs and the museum. This program could be expected to bring four to five artists/performers to Grounds for residencies of five days to one month and up to two longer-term residencies. • Build technological capacity in the fine and performing arts departments and programs. The goal of this initiative is to create a world-class model of the application of emerging technologies to scholarship and learning in the arts. This concept resembles our successful and widely recognized integration of technology into the humanities. It is not science fiction. Rather, it is the platform necessary for contemporary practice in painting, sculpture, music, etc. A computer music laboratory has existed in Old

Cabell Hall for several years. This facility is one model for work to be done throughout the fine and performing arts departments.

Science and Technology

• Generate endowment support for the Fund for Excellence in Science and Technology (FEST). • Commission and fund program directors to formulate plans for implementation and building of excellence in the three focus areas: Developmental Biology and Regenerative Medicine, Nanotechnology, and Information Technology. • Recruit 5-10 new faculty members per year to strengthen core science disciplines and contribute to the development of the three focus areas. • Build a Developmental Biology and Regenerative Medicine building. • Build a Nanotechnology building. • Build an Information Technology building. • Generate endowment support for research laboratories and graduate students.

The essential strategy is to develop areas of excellence in research while simultaneously enriching the graduate and undergraduate learning experience. This strategy differs from strategies employed elsewhere and in different times in that the proposal is not to build strength department-by-department. Instead, we are building centers of excellence that cut across the historic discipline lines that separate departments. These initiatives are designed to capitalize on the University’s existing strengths and emerging research opportunities rather than to build new departmental infrastructures. Because education and research are intimately linked, the proposed initiatives address current and future needs for expansion in those areas. The proposed multidisciplinary research and education buildings constitute efficient uses of resources, take advantage of our relatively small size, and move students and faculty toward common pursuits built on what we already do in their home departments.

• Generate endowment support for the Fund for Excellence in Science and Technology (FEST) to support innovation in all scientific disciplines.

Novel research ideas require cultivation in the form of start-up and bridge investments before they can hope to attract significant external funding. We have not previously had access to the kinds of capital that Ivy League and generously supported public research universities command. To help faculty members compete successfully for external funding, the University has taken a

9 proactive, entrepreneurial approach, providing seed monies (in the basic and applied sciences) for original ideas not yet ready for traditional extramural support. Although a relatively new departure for us, funding truly innovative research is a necessary step if the University is to sustain momentum in the sciences into the future.

The focus areas not only reflect scientific strengths within the University. They also reflect emerging research issues within the larger scientific community. Both of these values will change over time. The University must stimulate innovative research outside the boundaries of the focus areas. FEST is a competitive research fund available to all faculty. It includes a component dedicated to translating the results of research into the marketplace. Criteria include merit and feasibility of the research proposal, potential for the creation of an area of excellence, and potential for extramural funding and for the creation of intellectual property. The program has been in existence for more than a year and already is yielding returns. A recent example is FEST support of Thomas Skalak’s program in biomedical engineering, which received a $3.6 million NIH award, a 36:1 return on the University’s investment.

Modeled after the NIH review system, FEST involves both fundraising and judicious planning within the framework of a stringent peer-review process. We have now invested $1 million in FEST. Our goal is to raise $20 million for endowment over five years so that we can invest approximately $1 million per year in the small “Exploratory Grants” and larger “Excellence Grants” that comprise FEST.

• Commission and fund program directors with responsibility for building excellence in the three focus areas, extending the reach of these programs beyond the College, the School of Medicine, and the School of Engineering and Applied Science.

The focus areas (Developmental Biology and Regenerative Medicine [i.e., Biodifferentiation] and related disciplines), Nanotechnology, and Information Technology) were selected because in each we already have a core of strength and because these areas hold great promise for significant discoveries and technological development. The emphasis on these areas has already provoked interaction among the various schools, and has begun to attract world-class scientists and students to the University. Two working groups are developing plans for the Developmental Biology and Regenerative Medicine and Nanotechnology Institutes. A similar team will be involved in the planning process for Information Technology.

The Developmental Biology and Regenerative Medicine and Nanotechnology groups are working on interdisciplinary recruitments, space, and scientific planning with the goal of strengthening the traditional disciplines while accomplishing the goals of the Institutes. Recent events have included the hiring of Barry Gumbiner, who will begin this summer as Chair of Cell Biology and Director of the Developmental Biology and Regenerative Medicine Program. Similarly, the NSF-supported Center for Nanoscopic Design, directed by Robert Hull, was the precursor for the Nanotechnology initiative. Success in both of these ventures has required prioritization of goals and University-wide strategic planning.

Similar work will begin on Information Technology before the beginning of the fall semester. During the next year, the planning for program development will be completed. In the course of the next three years, three to five new hires in each area will be made, with planning under way for new capital projects to support these areas. Scientific research in the university setting is by nature collaborative and faculty-driven. Continuing faculty will have opportunities to collaborate with new faculty as they develop next phases in their own research programs. Deans will be charged with recruiting, retaining, and supporting faculty whose work will be focused on extramural funding, new jobs and intellectual property, and the quality of student involvement in faculty research projects.

Appendix A details funding requirements for these projects. Over five years, the projections include three part-time project directors ($250,000/year); project planning funds (ca. $150,000/area); capital planning funds (ca. $3 million); and $1.25 million in salary and benefits and $11.25 million in start-up costs for 15 new faculty hires (5 full, 10 assistant). These expenditure levels are consistent with current spending on analogous projects.

• Build a Developmental Biology and Regenerative Medicine building.

The mission of the Institute is to study how cells and organisms acquire and maintain their characteristic form and function, to understand how this process goes awry in disease states, and to apply acquired knowledge to preserving human health. This is both basic and applied science. To accomplish this mission will require the expertise of researchers from multiple disciplines, departments, and schools. A new building of 125,000 square feet at an estimated cost of $50 million will house existing faculty and fifty new faculty jointly appointed in the Institute and in one or more academic departments. Faculty recruitment will begin with 10 faculty in stem cell biology, morphogenesis, and tissue engineering. Fundraising for this building will require about five years.

• Build a Nanotechnology building.

We already have recognized faculty strength in nanotechnology. We have an excellent track record in building the multidisciplinary teams necessary for successful competition for major research awards. To increase our competitive edge and secure our leadership will require state-of-the-art research space for nanotechnology researchers who are now spread throughout the University. In addition to housing and sharing modern (and costly) new instrumentation, a dedicated nanotechnology building will provide for new partnerships with the biological sciences. A dedicated nanotechnology building will deliver a strong message to industrial partners about our resolve to be at the front line of discovery and applications in this field.

Over five years, we anticipate completing the nanotechnology building in Engineering, and establishing a new wing to house biological programs in nanotechnology. The cost estimate is 50,000 assignable square feet at $31 million. If the current bond issue is approved in November, this initiative will be fully funded.

• Build an IT building designed to bring together the University’s IT-related science and technology initiatives.

Several of the schools have proposals for new IT buildings pending. (The best known is probably the Digital Academical Village proposal that was advanced by the College, and then withdrawn.) The VA 2020 Commission on Science and Technology brought the schools together to plan a common IT building for multiple purposes, including teaching, bridge centers (combining technical expertise with non-technical faculty toward ground-breaking research), undergraduate and graduate research, and computer laboratories. This facility offers the prospect of reduced initial cost and a richer technological environment than the various school proposals did. The new building will support hands-on access to state-of-the-art technology with applications in various disciplines. The proposal gains economies of scale by combining similar projects. Bringing together faculty and students from many disciplines engaged in the creation and application of technology will itself generate benefits throughout the University. A new 30,000 net assignable square-foot building will house the IT Institute. Fundraising and planning will require five years.

• Hire 5-10 new faculty members per year that strengthen core science disciplines and contribute to the development of the three focus areas.

Several factors drive this initiative. First is the relatively small size of U.Va.’s basic science departments when compared with its peers or its aspirant group members. Second is a cohort of upcoming retirements in these departments and the high cost of replacing these faculty members. Third is the recognized need to grow enrollments in science and technology in light of the demand for scientifically educated graduates in the rapidly growing science and technology markets. Judicious faculty hiring can build these departments while also supporting the focus areas.

In the first three years, we will obtain funding for the initial cohort of replacement hires. In years four and five, we will begin new hiring consistent with the VA 2020 model, departmental priorities, and focus area plans. The primary benefits will involve growth in science enrollments/majors and research expenditures from external sources.

Normal turnover from retirements, the tenure process, and voluntary departures will make some 40 hires possible over the course of the next five years. One year’s incremental costs above current expenditures in each of the five years will be ca. $2 million in salary and benefits and $5 million in start-up funds for ten replacement hires.

• Generate endowment support for research laboratories to fund faculty start-up and equipment renewal costs.

New faculty members and faculty members shifting from one kind of research to another require start-up funds until they secure external (generally Federal) grants to sustain their work. Research universities generally provide this funding from a central overhead recoveries pool, from a research endowment funded by intellectual property recoveries or other sources, or (in the case of Land Grant universities that receive state research appropriations under the matching provisions of the Hatch Amendment to the Land Grant College Act of 1865) from restricted state appropriations. We have never had funds of this kind—the historical explanation of our weakness in the areas of science addressed in VA 2020.

Start-up costs vary for several reasons—because some laboratory set-ups are more extensive than others are, because the need for support personnel varies from one research project to another, and for other reasons. Looking only at science faculty (research costs in the humanities or social sciences are not covered in this discussion or in VA 2020), current start-up allotments range from $300,000 to $2 million per faculty scientific researcher. Deans ration discretionary funds to create start-up packages. These funds are more generous in some disciplines than in others, and the wealthier discretionary funds are in

13 some instances held by deans who have no role in funding science. The Medical School, for example, uses a variation of the old “Dean’s Tax” model, which arguably works fairly well. The Darden and Law deans have relatively large discretionary funds that support executive education, summer research stipends, and various physical costs, but do not support science. The Engineering and College deans have smaller discretionary funds, and larger science expenses. Start-up funds often determine which of several job offers a young scientist accepts. They can determine which successful researchers stay and which leave for jobs elsewhere.

Ultimately, this initiative generates endowments for laboratories, much as endowments in the Darden and Law schools have endowed classrooms and other spaces, but the object is to endow work in labs rather than maintenance and future refurbishments. These endowments provide naming opportunities for donors.

In addition to laboratory start-up funds, there is a need to develop competitive recruitment packages for our top graduate students. Our science and engineering departments are finding it increasingly difficult to match the graduate student recruitment offers of leading private institutions. Endowment for graduate fellowships will place us in a strong position to attract the very best graduate talent.

International Activities

• Establish 10 - 12 self-supporting University study-abroad programs led by University faculty. • Establish the International Institute for American Studies. • Build endowment for the Center for Global Health. • Establish the Center for Southern Africa Regional Environmental Change. • Build infrastructure to improve services for University students and faculty studying, teaching, and conducting research abroad and for international students and faculty members here, and to expand opportunities for study abroad.

Work began last year on all of these objectives. By and large, international programs are profit centers for large universities. We have not realized these profits because previously few students have enrolled through the University for foreign study (instead, they have enrolled independently through other universities) and because we have not charged the customary fees to cover our expenses in what are ultimately enterprise or self-sustaining activities. In addition, our procedures for accepting credit earned abroad generally differ from the procedures in place at similar universities. Consequently, students who

14 study abroad often do not even try to bring their credits here. Many have simply accepted that foregoing or losing credit is the academic cost of studying abroad. The programs developed in the last year include strategies to remedy these problems.

• Establish 10 - 12 self-supporting University study-abroad programs led by University faculty.

Study abroad programs already exist in many places. Examples include our largest program, established 15 years ago by faculty members who had ties to the University of Valencia, a set of well-known Architecture programs in northern Italy and in Denmark, the alumni programs at Trinity College (Oxford) and in Paris, and the program in Jordan. New programs: Five summer programs led by University faculty (Shanghai, St. Petersburg, Lyon, Rabat, and South Africa) will be in place in summer 2002. In addition, a new semester-long program in London will be offered by University faculty in partnership with New York University, starting in fall 2002. These programs involve a physical presence (a base) in each place. The locations were chosen for their relevance to academic priorities here and their appeal to students and faculty. Each site will accommodate faculty exchanges, programs for alumni, and courses offered on both traditional (semester, summer) calendars and other calendars. Safety and reasonable amenities, including relationships with other American universities and with local universities, have been primary considerations in selecting the sites.

The new VA 2020 programs will eventually be self-supporting, but I have provided small sums from sundry gifts and the Harrison Trust to cover start-up and non-recurring costs. The most ambitious estimates, tracking experience in other top universities that sponsor their own study-abroad programs (Dartmouth, Indiana, Yale, etc.), project that as many as 30% of our students will study abroad in our sponsored programs after five years.

• Establish the International Institute for American Studies

This is Dean Ayers’ project, but it builds on a number of well-established ventures. The Institute took shape before Mr. Ayers became Dean as part of the first phase of implementation of the VA 2020 International Studies recommendations. The goal is to make the University the leading international center for the scholarship and teaching of American studies – to draw foreign scholars and students to Charlottesville when they study America. The Institute wants to attract foreign scholars to use archival and other resources here. Our paper and digital holdings in American history and literature and the Harrison

Institute and Small Library have emerged as major assets in this effort. The larger goal is to establish funded collaborations with international colleagues and universities, thus enriching both education here and education abroad. Conferences and exchanges of faculty and students are the customary means of building international awareness of programs of this kind. Our unique strengths in digital media, including the library’s digital imprint series, make this effort more promising than similar efforts elsewhere.

The new institute is now scheduling its summer workshops. In late May 2002, an international advisory panel led by our faculty will meet to discuss themes to be addressed in future workshops and conferences.

• Build endowment for the Center for Global Health

The Center for Global Health was established in 2001 to foster and attract external funding for multidisciplinary research and training to address the “diseases of poverty,” illnesses that are prevalent in much of the world and that require more than just a medical response. By bringing together scholars with backgrounds in education, medicine, administration, law, and politics, the Center supports an uncommonly broad set of responses to global health issues. Undergraduate students have been especially responsive to announcements of the first programs offered. These first programs have addressed geographic medical issues in South America and Africa.

The “Scholar Awards,” of $2,000 - $5,000, are modeled on scholarships and student research grants now offered by the Jefferson Scholars Program and the Harrison Trust. Recipient students will work directly with faculty mentors. Shortly after the announcement of these scholarships in late 2001, nearly 100 students applied. The Center will eventually offer fellowships to allow established researchers from overseas to come here for research and training before returning to their home institutions.

• Establish the Center for Southern Africa Regional Environmental Change

Environmental Sciences has emerged as a leader in the study of global climate and environmental change in a regional context. Research in this area requires sophisticated monitoring and analytical technologies and on-the-ground knowledge, and it must be multi-disciplinary and multinational. In recent times, we have worked in Russia, Southeast Asia, and (the largest and most important of our VA 2020 environmental projects) in southern Africa. From sundry gifts, we have provided seed money pending receipt of external grants and fees to cover sustaining costs. Vice chancellors from four southern African universities

16 and relevant scientists will be here in May for an organizational meeting. Our students began working there last summer. This summer’s student program will function in Zimbabwe and South Africa.

• Build infrastructure to improve services for University students and faculty studying, teaching, and conducting research abroad and for international students and faculty members here, and to expand opportunities for study abroad.

The position of Vice Provost for International Activities was created in summer 2000 to implement the VA 2020 commission recommendations on international programs. The office is staffed and functional. It has subsumed several functions formerly performed by scattered agencies throughout the University, and it has been especially active since September 11 in implementing new and emerging federal requirements for foreign nationals studying in American universities.

Public Service and Outreach

• Provide a diverse and rich portfolio of educational opportunities for citizens of the Commonwealth and beyond. • Use new technologies to deliver educational and programs to Virginia’s citizens and to open access to the University’s educational resources. • Enable the School of Continuing and Professional Studies to better meet its educational mission by building a “public service” endowment for the school. • Stabilize funding for Engaging the Mind, the University's first free, statewide outreach program offered to general public to encourage the life of the mind. • Stabilize funding for programs that enrich the intellectual lives of K-12 teachers, both in training and in the classroom. Programs include those offered through the Center for the Liberal Arts, the Center for K-12 Outreach in Continuing and Professional Studies, the Curry School of Education, and other units throughout the University. • Create or strengthen research groups or centers with strong public service missions focused on key issues facing the Commonwealth of Virginia.

This discussion is brief because most of the foregoing summary points relate internally to the budget of the School of Continuing and Professional Education, which is, to a great extent, a self-sustaining enterprise function. Full detail is available to anyone who wants it.

The rationale for these initial steps is to articulate and strengthen the crucial relationship between outreach and the University's teaching and research activities. These steps define an agenda to match University strengths with Virginia’s and the nation’s needs. While individual and collective voluntary and scholarly service and outreach would continue unfettered, the University as a whole would stake a claim to specific topical areas to which it is uniquely positioned to respond.

• Our overarching goal for public service is to provide a diverse and rich portfolio of educational opportunities for citizens of the Commonwealth and beyond.

This initiative responds to U.Va.’s mission as a public university and its founder’s bold ideas about expansive access to education. In its fullest expression, it will put education within the reach of more of this country’s population, regardless of age, ethnicity, income, or location. Outreach programs will help the youngest among us to create the drive for higher education and help set them on an appropriate path toward that goal; with those of high-school and of traditional college-attending age outreach programs will ensure that race, geography, and income are not barriers to higher education; and, with adult learners, including alumni, these programs will ensure that quality programs are available to them on their terms.

We have made substantial progress in the first two years of centralized public service function: Outreach Virginia; Engaging the Mind; special interest publications, such as the Youth Outreach Directory; and increased coordination with University Relations, State Relations, and Community Relations. We have modestly expanded our infrastructure to support this centralized function, adding positions for a university outreach officer and outreach/research webmaster.

• Create or strengthen research groups or centers with strong public service missions focused on key issues facing the Commonwealth of Virginia.

We intend to make these areas the University’s central service and outreach priorities. The Commonwealth faces challenges in areas such as transportation, K-12 education, rural health, environmental concerns, and aging, matters on which the University has substantial research strengths. The purpose of this initiative is to define as the University’s public outreach agenda 4-5 areas that are responsive to current challenges facing the Commonwealth and that reflect current research strengths and to develop research/outreach centers whose purpose is to advance knowledge and disseminate it to the public.

Student Life

Ultimately, the University’s chief commitments to student life are educational and cultural. We deploy and support programs of study and related activities, and we support a culture that is at once functional and educational. In this latter respect, the University may be said to differ from most peer institutions. The Honor System and the Judiciary System, which teach practical responsibility and provide structure for student life, differ fundamentally from discipline systems in other universities. Self-governance and responsibility for one’s behavior are fundamental teaching devices here, and arguably they are unique.

On the other hand, curriculum has a more general meaning among universities. It involves required and optional courses conceived as supporting progress from the elementary or general levels of learning to more advanced and specialized learning. It assumes that faculty-student interactions are inherently beneficial, and it puts a premium on independent, inquiry- or research-based learning in which students move beyond courses or packaged learning toward making independent contributions to learning. And it assumes that command of subject matter and demonstrated competencies at the end of a course of studies will meet the most rigorous national or global standards of comparison. No single theme is more dominant in the discussion of how to establish our curriculum as a national leader than the determination to make independent student research or scholarship, pursued collaboratively with faculty mentors, the hallmark of our upper-division programs.

VA 2020 does not directly address either student life or the larger curriculum, but parallel enterprises have examined how students live on and around the Grounds and various aspects of athletics, especially varsity sports, and the deans are now in the first year of a two-year reassessment of undergraduate curricula. The curricular reports will come to the Board as they are completed. What follows is a summary of the report on student life and progress toward its recommendations.

Ms. Lampkin has worked with advisory groups of students, faculty, and others to define the following statements about the undergraduate student experience as it will change during the coming two decades.

• If we are to produce educated citizens, we must rededicate ourselves to the University’s core values. 1. Academic rigor

2. Honor 3. Student self-governance 4. Public service

• To meet the challenges of external educational, cultural, and institutional change, we must address five values within our institutional culture. 1. Faculty-student interaction 2. Diversity 3. Internationalism 4. Technology 5. Community-building

• To meet goals in these regards, we will advance certain general initiatives, including:

1. The Virginia 2020 Student Experience Task Force, which made recommendations on the undergraduate experience, based on the work of the four 2020 academic planning commissions. 2. The Honor Team, which is identifying ways to afford for all students a set of experiences in which they confront, question, and reflect on their own ethical foundations, values, and integrity. 3. The Student Self-Governance Team, working to foster and promote student self-governance. 4. The Student Enrollment Services Process Owners’ Group, working to improve student services, including streamlining transactions and integrating functions.

Envision Sessions with the Deans

The first step beyond the VA 2020 model was some 13 meetings convened with the deans and faculty by Messrs. Block and Sweeney over a six-month period starting in September 2001. These University Envision sessions provided opportunities for each school to identify its defining characteristics, to elaborate a vision for the future, and to identify opportunities and barriers to success in achieving goals. These discussions were guided by an awareness of University- wide priorities (e.g., 2020 commission reports) and the changing economic climate of the Commonwealth and the country. That is, participants understood and accepted larger contexts for their local planning.

Although each school identified issues specific to its mission (e.g., clinical vs. basic research in Medicine), common themes emerged. Foremost among them was the power of the student experience on both the undergraduate and

20 graduate/professional levels, and the need to reinforce the primacy of the student experience in our mission.

Virtually every school professes that its educational system is the best, or among the best, in higher education. Most schools see their role in higher education in terms of developing leadership potential. These are not unusual assumptions when people address the future of enterprises to which they have committed their professional lives. Among flagship universities, especially those that are public, we are small. Faculty members are keenly aware that they have individual and personal responsibilities to educate students for leadership. Many see size (that is, larger future enrollments) as mitigating against success in this mission. Consistent with the Honor System and other core cultural values, each school has reexamined how it integrates ethics into its curriculum. Applied ethics in the conduct of government, business, and the professions appeared as an almost universal theme. All of these issues will eventually reappear in the second year of the ongoing review of undergraduate curricula.

Along the lines of student experience, another constant theme was our success in increasing diversity among our undergraduates and our less successful efforts in achieving the same with graduate students and faculty. Acknowledged was the vital importance of difference—in viewpoints, experiences, family backgrounds – in promoting creative thinking and deep learning. The kind of growth we seek to effect is not necessarily in the size of our community, but rather in its makeup. Challenging our ability to build a diverse community will be the availability of funds for scholarships and salaries.

The deans recognize that the University’s size offers special opportunities for inter-school collaboration in various areas that are physically and intellectually contiguous to one another. We can foster these collaborations in programmatic and building plans, plans that start from the premise of the academical village.

Although the deans extol the virtues of small size, they also see a need to physically grow. Virtually all schools identified space for both research and teaching as their most critical need. Various plans for building projects should go a long way toward meeting the need for space. In growing, we will constantly keep in mind the need to plan for educational space that promotes collaborative learning and research.

Finally, there was a recurring theme about the University as a digital leader – encompassing the library and the schools and units. Each school wants to leverage the substantial reputation of our library system in digital studies. While digital technology is sometimes seen as an impersonal mode of learning, there are ways to exploit the digital capability for inclusiveness, to bring together

21 many people in far-flung areas in an intimate way, a way that might extend the academical village across the globe.

Projects Parallel to VA 2020: Current, ongoing initiatives and future plans

• Enrollment • Morven • Refinancing Graduate Education • Athletics

Change is a constant in an institution that lives in historical time, but it sometimes occurs in ways that escape those who belong to the institution. In the 1960s, all of us knew that the University was growing. We expected massive changes to result from coeducation, “state u-ism,” and other forces perceived as contributing to enrollment growth. In truth, changes occurred, but few tracked the predictions. For all of the rough spots that Mr. Jefferson (and we who were students and active alumni during the 1960s) predicted in the system of student self-governance, the system survives and by most standards thrives. The fraternities did not collapse. Women and minority students have added depth and breadth, which is to say quality, to the work done here. And we have reached what many would describe as a high water mark.

Enrollment

In 1989, the Board accepted the proposition that calculated growth in the number of undergraduate students is inevitable and beneficial, and it targeted growth at the rate of ca. 100 new undergraduate students (not all first-year entering students). Subsequent Boards have rolled forward the plans adopted then. The basic assumptions continue to drive an increase of about 100 undergraduate students each year. By and large, we have met this target, and we can continue to meet it in the foreseeable future. Indeed, Virginia’s current problem is that the lack of investment in its colleges and universities is producing in this decade a recurrence of the unplanned enrollment surges that occurred in the last decade. State planners project that 39,000 more students will have to be accommodated throughout the system before 2010. The wild card in the deck is, as it has been since 1990, the financial one.

Planning for future enrollment centers on two issues. First, for academic and research programs, and also for the University’s identity, relatively small size has allowed us to promote intimate experiences and unique collaborative

22 activities for our students. People say that the University seems smaller than it is—a perception that all of our planning seeks to reinforce, not least because of Mr. Jefferson’s conviction that the institution ought to exist on a human scale. Growth has to be weighed against the prospect that it may diminish this advantage. Second, to ensure financial health, we must constantly assess who will pay for new students. Virginia has not provided full-cost funding for in- state students since the late 1980s. The net of tuition and the tax appropriation is only 87.8% of the cost of educating in-state undergraduate students, while the tuition charged to out-of-state students is 135.4% of cost. Out-of-state students contribute directly to the cost of educating in-state students. In that our total annual revenues from philanthropic sources now exceed the total state tax appropriation by a substantial factor, financial considerations must color every programmatic decision, including enrollment decisions. As we are able to analyze the budget actions of the recently concluded Session of the General Assembly, we will bring to you proposals related to the new financial environment in which we find ourselves in consequence of the state’s most recent financial crisis.

Morven

John W. Kluge’s extraordinary 7,379-acre gift of real estate, valued in excess of $45 million, more than doubles the University’s land holdings. Located in southeastern Albemarle County, the properties comprise eleven farms and estates, including historic Morven Farm. Mr. Kluge’s remarkable gift provides an opportunity to extend Thomas Jefferson’s vision for public education beyond the Grounds. Morven Farm offers an ideal environment for the development of a new kind of academical village.

In January 2002, the University began long-term planning for use of Morven Farm to further the academic mission. Over the next several years, the University will mount a collaboration of faculty, students, administrators, and staff members to design a comprehensive plan for Morven Farm. The preliminary plans addressed four primary areas: environmental and landscape studies; performing and creative arts; international activities; and public service and outreach. These areas reflect academic priorities for the future as well as the physical and financial conditions of use at Morven, and they are consistent with VA 2020. Many of the fundamental objectives of VA 2020 (fine arts, environmental studies, etc.) fit uncommonly well at Morven.

Refinancing Graduate Education

The inadequacy of financial aid for graduate students working as graduate teaching/research assistants (GTAs) in the core graduate programs has been a matter of concern for many years. This issue does not involve students enrolled in first professional degree programs in Law, the Darden School, and Medicine, which operate within their own economies. So far, each school (or even department) has had to fend for itself to remedy the problem. Not all have succeeded. The reports underscore the pervasiveness of the problem, and the sense that it will be best addressed through joint effort. So the issue has now become a central University concern to be addressed in fundraising, in financial control systems for funded programs, and in requests for state support.

We provide three types of support to graduate students: tuition waivers (full or partial); stipends and other salary; and health insurance. We lack adequate funds to support all of the graduate assistants desired by the schools and departments, and our stipends are no longer competitive. Consequently:

• Some departments cannot attract top candidates; • Some schools cannot grow as quickly as they would like; • Some departments are splitting funding to support more students than the benchmark (1 faculty FTE:4 GTAs) assumes, causing overloads and reduced stipends for teaching assistants; • Graduate students are making decisions on course loads and programs based not on pedagogical reasons but on the funding that they receive each year; • Awards (especially stipends) vary widely among departments and schools.

Messrs. Block and Sandridge and Ms. Reynolds are developing proposals for new tuition policies, with the objective of increasing funds for graduate student assistance. These initiatives will provide some relief, but no option currently available will be adequate to provide funding at the levels requested by the schools. We eventually will have to refuse to allow some of what the schools want. Assuming future restoration of lost state funds now replaced by overhead recoveries that would in more normal times support graduate students, we will almost certainly implement central financial control to capture indirects and apply these funds to this problem.

For the longer term, these issues must be addressed:

• Financial Aid policy: Do we intend to provide 100% of tuition assistance for every graduate assistant? Is variation in stipends paid and GTA workload bad? How do we set priorities when programs must necessarily receive unequal resources for support of graduate students?

• The optimal number of GTAs: We will need to link the number funded in each school to: o the mission and long-term plans for growth (or reduction) of programs within the school; o the appropriate ratio of faculty to graduate assistants for the programs; o the appropriate undergraduate enrollment of sections taught by GTAs; o the appropriate course-load and workload by year of study for GTAs.

The tuition structure by year-of-study may have to be changed. In-state and out-of-state tuition should more closely reflect the costs of education and our market position. Additional revenue must be developed to support these policies and plans. The funding plan must be flexible, to accommodate changes in mission.

Athletics

As the academic planning commissions finished their initial work, the Department of Athletics began an internal VA 2020 review. A planning committee reviewed programs and facilities, academic and student life, compliance, and finances and fundraising. Over some 16 months, this group studied our 24 intercollegiate sports, as well as some issues involving intramural and recreational sports. Emerging from this process were four primary Athletics Department goals: • Academic excellence (top 20 nationally in graduation rates) • Athletic excellence (top 10 in Sears cup and comparable external rankings) • Fiscal prudence (balanced annual budgets) • Compliance (Title IX, NCAA, ACC)

Department finances and the academic performance of student-athletes emerged as central concerns in the work of the task force. Athletics calculated a potential cumulative deficit of some $47 million over a decade if program costs accelerate at the current rate and cost reductions and revenue enhancements do not occur.

To address the potential financial crisis, the committee recommended assigning sports to four tiers, with different funding levels for each tier. The Board of Visitors rejected this proposal, and opted instead for a more aggressive fundraising program and other steps to generate the revenue necessary to support the 24 varsity sports. Funding priorities in Athletics for the next five years are several: (1) maintaining current operations (requires $3.8 million in additional funds), (2) investment in existing and new programs ($6.3 million), and (3) establishing a capital projects/contingency fund ($3 million).

The core academic issue was the perception, supported by some evidence, that the student body has generally grown stronger in recent years than it was two decades ago, when the Corrigan Report examined these issues, and that academic standards have become more rigorous. The group found no evidence that incoming student-athletes nowadays are less well prepared academically than prior groups were, but it concluded from its review that general academic improvements may be leaving some varsity athletes behind. The committee received and passed along to me anecdotal evidence to support the notion that some student-athletes have believed that they have been victims of the perception that they are second-class citizens.

The committee recommended redesigning academic advising and support services for student-athletes, requiring participation of at-risk student-athletes in the University’s College Transition Program (i.e., the summer program), and modulating academic and athletic scheduling requirements to benefit students who might otherwise suffer in one activity or the other. Most of these recommendations are now in process. Athletics and the College have a new agreement on academic advising services. Mr. Block is working on the summer prep program, which was abandoned some years ago. We have taken action to enforce the principle that students, once admitted, are students without conditions, which is to say that deans and others do not treat course work or other academic exercises as boot camps or secondary tests of students’ fitness to study here.

Revenue Assessment

General Fund support

Virginia now faces a deficit estimated at $3.8 billion by 2004. To balance the 2001-02 budget, the General Assembly applied a 3 percent General Fund reduction across all state agencies. The calculation generates a reduction of $4.8 million for us in the current fiscal year. The 2002-04 budget now on the Governor’s desk includes a $25.4 million or 15.8 percent general-fund reduction for the University in 2002-03 and a $33.3 million or 20.7 percent general-fund reduction in 2003-04. We will fund about 50 percent of the budget reduction through tuition increases (see discussion below) and the remaining 50 percent by reducing the base budgets of academic departments by 4.35 percent and administrative departments by 4.6 percent.

In December 2001, the General Assembly recommended a new funding methodology for higher education (i.e., the base adequacy computation). The

26 new model estimated that the University was under-funded by approximately $18 million (before taking into account operations and maintenance of plant and the funding of medical education) in FY 2001, before any budget reductions.

Beginning in 2004-06, any incremental General Fund appropriations will be allocated on the basis of the base adequacy computation, with first dollars going toward the components that address the guidelines of the new higher education funding methodology and to compensation adjustments for faculty and classified staff. In light of the known budget cuts in 2002-04 and a presumed 5-percent increase annually thereafter, the revenue from the General Fund appropriation over the next five years should be:

2001-02 (approved) $162.9 million 2002-03 $136.4 million 2003-04 $128.6 million 2004-05 $135.0 million 2005-06 $141.8 million 2006-07 $148.8 million

Tuition

Tuition amounts to ca. 25% of the 2001-02 E&G budget. For the most part, planned tuition increases for 2002-03 and 2003-04 will be used to cover part of the base General Fund reductions. That is, student dollars will replace tax dollars. Thereafter, the state probably will develop a cost-sharing policy that will require incremental tuition revenue to be applied to help fund, along with tax monies, the higher education funding guideline calculations. The assumptions below reflect only the enrollment growth previously approved by the Board of Visitors through 2006-07.

Tuition and Fees – In-state Undergraduate

Beginning in 1996-97, Virginia capped in-state undergraduate tuition. With the tuition freeze currently in place and the replacement of 20 percent of in- state tuition by general funds in 1999-2000, the 2001-02 in-state undergraduate tuition and E&G fees ($3,144) is lower than in 1992-93 ($3,265).

The freeze on tuition and E&G fees for undergraduate Virginians expires with the current budget on June 30, 2002. The 2002-04 Appropriations Act now before the Governor allows increases in tuition and required E&G fees for undergraduate Virginians, and it suggests that any increase be limited to 9 percent in each year of the biennium. The General Assembly’s tuition policy encourages the Board of Visitors to consider the consumer price index; in-state

27 tuition and fees at peer public institutions; the maximization of charges to out-of- state undergraduate, graduate, and professional students; financial aid; access; and the impact on the applicant pool.

Assuming 9% increases in 2002-03 and 2003-04 and 3% increases thereafter, the revenue grants for undergraduate in-state tuition over the next five years should be:

2001-02 (approved) $25.5 million 2002-03 $27.8 million 2003-04 $30.3 million 2004-05 $31.2 million 2005-06 $32.2 million 2006-07 $33.1 million

Tuition and Fees—Out-of-state Undergraduate

Increases in out-of-state tuition have funded necessary operating and maintenance costs as well as faculty salaries during the freeze that began in 1996. In 2001-02, out-of-state undergraduate students pay 135.4 percent of the cost of their education, thus subsidizing in-state students. Among public universities, only the University of Michigan charges more tuition to out-of-state students than we do. The differential between in-state and out-of-state tuition is also considerable: out-of-state tuition is 4.3 times the in-state tuition (other AAU institutions are at 3 times). The University must assess its capacity to continue to increase out-of-state tuition without decreasing the quality of the student body or negatively impacting its demography.

The General Assembly’s 2002-04 tuition policy states that institutions shall not increase the current proportion of out-of-state undergraduate students if the current out-of-state undergraduate enrollment exceeds 25% of the total. Assuming 8.5% tuition increases in 2002-03 and 2003-04 and 3% increases thereafter (to minimize growth in the in-state/out-of-state tuition differential), the revenue generated from undergraduate out-of-state tuition over the next five years should be:

2001-02 (approved) $67.5 million 2002-03 $73.2 million 2003-04 $79.4 million 2004-05 $81.8 million 2005-06 $84.3 million 2006-07 $86.8 million

Tuition and Fees – Graduate

The University has been examining the differential between in-state and out-of-state tuition, particularly in light of the financial aid requirements for graduate students. The 2002-03 graduate tuition proposal will reflect the desire to minimize growth in the in-state/out-of-state tuition differential. This exercise assumes that in-state tuition will increase at a rate of 10% in 2002-03 and 2003-04, then at a rate of 3% annually. It assumes also that out-of-state tuition will increase at a rate that will maintain the 2001-02 differential of $13,090. Given these assumptions, the revenue generated from graduate tuition over the next five years should be:

2001-02 (approved) $22.1 million 2002-03 $22.9 million 2003-04 $23.8 million 2004-05 $24.1 million 2005-06 $24.4 million 2006-07 $24.7 million

Other Tuition and Fees

School of Medicine: Medicine is considering a set differential between in-state and out-of-state tuition. This will be achieved through surcharges and tuition increases in excess of those needed for institutional purposes. For this model, it is assumed that Medicine increases will reflect historical increases that have gone to the benefit of the institution (2% for in-state, 5% for out-of-state). Actual increases will most likely be different, but any incremental revenue resulting will benefit Medicine directly rather than the University generally. Accordingly, these revenues have been ignored in this model.

Law and Darden: Under the self-sufficiency agreements (Darden’s was signed in 2001; Law’s will be signed in 2002) between the University administration and the Darden and Law schools, Darden and Law are expected to be self-sufficient beginning in 2003-04. At that time, 100% of their tuition revenues will be allocated to those schools. In 2002-03 and 2003-04, Darden and Law will participate ratably in the General Fund reductions assessed by the General Assembly. Owing to agreements with the schools, incremental revenues resulting from tuition or enrollment changes will be credited directly to the schools. The schools will return to the University a share of indirect costs in the form of a tax.

Other Dedicated Tuition and Fees: A CPI increase has been assumed for this category. However, approximately 85-100% of the revenues in the “dedicated” category will flow back to the unit generating these revenues, rather

29 than to central resources. Examples include the Continuing and Professional Studies, Darden, Law, and Medicine tuition, the McIntire executive-style programs, and the Cooper Center fees.

Given these assumptions, the revenue generated from other tuition and fee sources over the next five years should be:

2001-02 (approved) $68.3 million 2002-03 $69.2 million 2003-04 $71.5 million 2004-05 $73.5 million 2005-06 $74.7 million 2006-07 $76.4 million Sponsored programs

Sponsored research and the related indirect cost recoveries are expected to grow 4%-6% on average through 2007-08. The majority of these funds are restricted (i.e., they must be spent for the purposes of the grant awards). Seventy percent of related indirect cost recoveries support research overhead; 30% are available for E&G expenditures. This model assumes that we continue to use the historical model, which directs 70% of indirect cost recoveries back to the units generating the revenue.

Given these assumptions, the revenue generated from grants and indirect cost recoveries over the next five years should be:

2001-02 (approved) $207.3 million 2002-03 $217.7 million 2003-04 $228.6 million 2004-05 $240.0 million 2005-06 $252.0 million 2006-07 $264.6 million

Private support

Private philanthropy is essential over the next five years, perhaps doubly so in light of the limited resources available from the state. The success of the recent campaign has put us in a strong position to raise greater private support than ever before. The campaign raised $1.43 billion, 10 times the total of the previous campaign of the 1980s, and the 8th largest capital campaign ever completed. Perhaps even more significantly, the total raised is at least twice the total raised by any other public university on a per capita basis. We have many of the elements necessary to continue to be successful: experienced, skilled

30 fundraisers; well-defined University goals; impressive teamwork, especially given the University’s decentralized system; and staff, alumni and volunteers who are passionate about the University of Virginia and its future.

The campaign attracted more than 200 gifts of $1 million or more, a total of more than $850 million, nearly 60% of the final total. To reach a larger future campaign goal will require many more gifts at this level. Our goal over the next 5-10 years is to identify 1,000 prospects at the $1 million level, with the expectation of negotiating 500 gifts of this magnitude.

We continue to actively cultivate alumni and seek new prospects. VA 2020 began and continues in small gatherings of alumni who are, or will become, the major volunteers and donors in our fundraising efforts. Besides these and similar (but briefer and more targeted) Envision sessions, we are now working in small group sessions with younger alumni, women graduates, and venture philanthropists, among others. With the help of new research tools and prospect qualifying sessions, we are identifying previously unknown individuals, corporations, and foundations as major gift prospects. Our principal gifts activities (for gifts of $1 million or more) have been re-organized, and dedicated staff are assigned to this enterprise.

Several factors are in our favor as we launch new major gift fundraising efforts. We have a core group of veteran fundraisers with reputations for excellence. They command the confidence of the faculty and administration, and also of many donors. Strategic planning has positioned the University more strongly than ever before. New, transformational funding opportunities have been identified to attract the passionate interest of our supporters. The use of various media to tell our story has become sophisticated and effective. Alumni and parents know more now about the strengths and needs of the University than in the past. We have not lost momentum from the last campaign, and the state’s problems have created a sense of urgency about private philanthropy.

The University must decide what level of investment in development will sustain its goals. A consistent, reliable source of funding for development efforts should be identified. Not only do we need to retain experienced fundraisers; we must also develop the next generation of development leadership. In addition, we must find incentives for schools to work together strategically on fundraising. Many of the initiatives emerging from the 2020 recommendations require greater faculty collaboration. The same consideration applies to the fundraising that will finance these projects.

Conclusion

Much depends on what we do in the next 20 years. All of us who have thought hard about our purpose in planning for the University’s future believe that when we advance the University’s academic programs and the infrastructure that supports those programs, we advance education itself; and when we advance education itself, we advance the hopes and dreams and well being of humankind. In difficult financial times, to achieve the ambitious goals outlined in these pages, perhaps before all else we need commitments from the women and the men who play parts in determining the University’s future: the Board, the state, our faculty, our friends and alumni. All of these groups have been essential to the University’s advancement in the past. If the past is prologue to the future, and I think it is, the future to which we aspire is assured. Our job is to go there.

Appendix A Summary Virginia 2020 Summary of Five Year Plans

Incremental Annual Operating Expenses

2020 Group Year 1 Year 2 Year 3 Year 4 Year 5 Total Capital Projects Endowments

International Activities $1,425,000 $1,620,000 $2,215,000 $2,215,000 $2,215,000 $9,690,000 $7,000,000 $20,200,000

Science and Technology $1,200,000 $16,507,000 $18,247,000 $18,757,000 $13,568,000 $68,278,000 $113,250,000 $20,000,000

Fine and Performing Arts $710,000 $1,090,000 $1,710,000 $4,140,000 $5,290,000 $12,940,000 $189,300,000 $5,000,000

Public Service and Outreach $450,000 $725,000 $1,000,000 $1,050,000 $1,100,000 $4,325,000 $0 $3,000,000

Grand Total $3,785,000 $19,942,000 $23,172,000 $26,162,000 $22,173,000 $95,233,000 $309,550,000 $48,200,000

Funding from Committed Sources $615,000 $3,333,333 $3,333,333 $3,333,333 $0 $10,615,000 $57,140,000 $11,550,000 Commission Funding Proposals (to be funded) $1,570,000 $14,158,333 $15,138,333 $15,678,333 $12,885,000 $59,430,000 $256,150,000 $48,200,000 Additional Funding Requirements ($1,600,000) ($2,450,333) ($4,700,333) ($7,150,333) ($9,288,000) ($25,188,000) ($256,150,000) ($48,200,000)

Office of the Vice President for Finance 8/22/2002 Virginia 2020 Funding Plan Page 1 Appendix A International Activities

Expenses Capital Priority Description Year 1 Year 2 Year 3 Year 4 Year 5 Total Projects Endowments 1 Study Abroad Programs (Provost) New Programs $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 Existing Program $15,000 $15,000 $15,000 $15,000 $60,000 Scholarships for London Program $30,000 $60,000 $60,000 $60,000 $210,000 $1,200,000 Scholarships for Other Programs $75,000 $150,000 $150,000 $150,000 $525,000 $3,000,000 Sub-Total $60,000 $180,000 $285,000 $285,000 $285,000 $1,095,000 Funding From Committed Sources $60,000 $0 $0 $0 $0 $60,000 Commission Funding Proposals (to be funded) $0 $105,000 $210,000 $210,000 $210,000 $735,000 Additional Funding Requirements $0 ($75,000) ($75,000) ($75,000) ($75,000) ($300,000)

2 International Institute for American Studies (CLAS) Scholarship Program $30,000 $50,000 $50,000 $50,000 $50,000 $230,000 Administrative Support $20,000 $50,000 $50,000 $50,000 $170,000 Sub-Total $30,000 $70,000 $100,000 $100,000 $100,000 $400,000 Funding From Committed Sources $0 $0 $0 $0 $0 $0 Commission Funding Proposals (to be funded) $0 $0 $0 $0 $0 $0 Additional Funding Requirements ($30,000) ($70,000) ($100,000) ($100,000) ($100,000) ($400,000)

3 Center for Global Health (Medicine) Initial Scholar Awards (20 @ $5,000) $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $2,000,000 Administrative Costs $80,000 $80,000 $80,000 $80,000 $80,000 $400,000 $1,600,000 New Curricula/Seminars/Speakers $20,000 $20,000 $20,000 $20,000 $20,000 $100,000 $400,000 Initial Fellow Awards $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $2,000,000 Eminent Scholars Professorships in International Health $200,000 $200,000 $200,000 $600,000 $4,000,000 Research Endowment In Geographic Medicine $100,000 $100,000 $100,000 $300,000 $2,000,000 Additional Visiting Fellowships in Global Health $100,000 $100,000 $100,000 $300,000 $2,000,000 Additional CGH Scholarships $100,000 $100,000 $100,000 $300,000 $2,000,000 CGH Laboratories $0 $4,000,000 Sub-Total $300,000 $300,000 $800,000 $800,000 $800,000 $3,000,000 Funding From Committed Sources $0 $0 $0 $0 $0 $0 Commission Funding Proposals (to be funded) $0 $0 $800,000 $800,000 $800,000 $2,400,000 Additional Funding Requirements ($300,000) ($300,000) $0 $0 $0 ($600,000)

4 Center for Southern Africa Regional Environmental Change (CLAS) Technical Support $20,000 $50,000 $20,000 $20,000 $20,000 $130,000 Administrative Support $133,500 $118,500 $118,500 $118,500 $118,500 $607,500 Center Fellows Support $71,500 $91,500 $91,500 $91,500 $91,500 $437,500 Center Workshops $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 Summer Abroad Courses $10,000 $10,000 $20,000 Sub-Total $260,000 $295,000 $255,000 $255,000 $255,000 $1,320,000 Funding From Committed Sources $0 $0 $0 $0 $0 $0 Commission Funding Proposals (to be funded) $260,000 $295,000 $255,000 $255,000 $255,000 $1,320,000 Additional Funding Requirements $0 $0 $0 $0 $0 $0

5 International Studies Office (Provost) $3,000,000 Additional FTEs (incl. OTPS) $210,000 $210,000 $210,000 $210,000 $210,000 $1,050,000 Materials and Other $15,000 $15,000 $15,000 $15,000 $15,000 $75,000 Sub-Total $225,000 $225,000 $225,000 $225,000 $225,000 $1,125,000 Funding From Committed Sources $0 $0 $0 $0 $0 $0 Commission Funding Proposals (to be funded) $130,000 $130,000 $130,000 $130,000 $130,000 $650,000 Additional Funding Requirements ($95,000) ($95,000) ($95,000) ($95,000) ($95,000) ($475,000)

6 Infrastructure and Support (Provost) Additional FTEs in Vice Provost's Office (incl. OTPS) $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000

Office of the Vice President for Finance 8/22/2002 Virginia 2020 Funding Plan Page 1 Appendix A International Activities

Capital Priority Description Year 1 Year 2 Year 3 Year 4 Year 5 Total Projects Endowments Discretionary Funds for Vice Provost $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Sub-Total $550,000 $550,000 $550,000 $550,000 $550,000 $2,750,000 Funding From Committed Sources $0 $0 $0 $0 $0 $0 Commission Funding Proposals (to be funded) $180,000 $180,000 $180,000 $180,000 $180,000 $900,000 Additional Funding Requirements ($370,000) ($370,000) ($370,000) ($370,000) ($370,000) ($1,850,000)

Grand Total $1,425,000 $1,620,000 $2,215,000 $2,215,000 $2,215,000 $9,690,000 $7,000,000 $20,200,000 Funding From Committed Sources $60,000 $0 $0 $0 $0 $60,000 Commission Funding Proposals (to be funded) $570,000 $710,000 $1,575,000 $1,575,000 $1,575,000 $6,005,000 Additional Funding Requirements ($795,000) ($910,000) ($640,000) ($640,000) ($640,000) ($3,625,000)

Office of the Vice President for Finance 8/22/2002 Virginia 2020 Funding Plan Page 2 Appendix A International Activities

Indirect Cost Recoveries, Current University Funding, Other 1 Expand Study Abroad: President's Start Up Funds $60,000 $60,000

Total $60,000 $0 $0 $0 $0 $60,000 $0 $0

Total Funding from Committed Sources 1 Study Abroad $60,000 $0 $0 $0 $0 $60,000 2 International Institute for American Studies $0 $0 $0 $0 $0 $0 3 Center for Global Health $0 $0 $0 $0 $0 $0 4 Center for Southern Africa Regional Environmental Change $0 $0 $0 $0 $0 $0 5 International Studies Office $0 $0 $0 $0 $0 $0 6 Infrastructure and Support $0 $0 $0 $0 $0 $0 Total $60,000 $0 $0 $0 $0 $60,000 $0 $0

Revenues -- Commission Funding Proposals (to be funded) Capital Priority Source Year 1 Year 2 Year 3 Year 4 Year 5 Total Projects Endowments Fees 1 Expand Study Abroad: Special Fee to be determined $0 $0 $0 $0 $0 $0 5 Support ISO: Fees for Visa Work ($50 proposed) $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 5 Support ISO: Fees for International Students ($50 proposed) $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 5 Support ISO: Application Processing Fee ($30 proposed) $30,000 $30,000 $30,000 $30,000 $30,000 $150,000

6 Vice Provost's Office: Fee per FTE student ($10 proposed for 2002-03) $180,000 $180,000 $180,000 $180,000 $180,000 $900,000

Sponsored Programs 4 Center for Southern Africa Regional Environmental Change (Grant) $260,000 $295,000 $255,000 $255,000 $255,000 $1,320,000

Endowments, Philanthropy, Gifts 1 Expand Study Abroad: Scholarships $105,000 $210,000 $210,000 $210,000 $735,000 $4,200,000 3 Center for Global Health: Admin/Operating/Scholarships $300,000 $300,000 $300,000 $900,000 $6,000,000 3 Center for Global Health: Eminent Scholars $200,000 $200,000 $200,000 $600,000 $4,000,000 3 Center for Global Health: Research Endowment $100,000 $100,000 $100,000 $300,000 $2,000,000 3 Center for Global Health: Visiting Fellowship $100,000 $100,000 $100,000 $300,000 $2,000,000 3 Center for Global Health: CGH Scholarships $100,000 $100,000 $100,000 $300,000 $2,000,000 3 Center for Global Health: CGH Laboratories $0 $4,000,000 5 Support ISO: Capital Improvements $3,000,000 Total $570,000 $710,000 $1,575,000 $1,575,000 $1,575,000 $6,005,000 $7,000,000 $20,200,000

Total Funding by Commission Proposals (to be funded) 1 Study Abroad $0 $105,000 $210,000 $210,000 $210,000 $735,000 $0 $4,200,000 2 International Institute for American Studies $0 $0 $0 $0 $0 $0 $0 $0 3 Center for Global Health $0 $0 $800,000 $800,000 $800,000 $2,400,000 $4,000,000 $16,000,000 4 Center for Southern Africa Regional Environmental Change $260,000 $295,000 $255,000 $255,000 $255,000 $1,320,000 $0 $0 5 International Studies Office $130,000 $130,000 $130,000 $130,000 $130,000 $650,000 $3,000,000 $0 6 Infrastructure and Support $180,000 $180,000 $180,000 $180,000 $180,000 $900,000 $0 $0 Total $570,000 $710,000 $1,575,000 $1,575,000 $1,575,000 $6,005,000 $7,000,000 $20,200,000

Office of the Vice President for Finance 8/22/2002 Virginia 2020 Funding Plan Page 3 Appendix A Science and Technology

Expenses

Priority Description Year 1 Year 2 Year 3 Year 4 Year 5 Total Capital Projects Endowments 1 Fund for Excellence in Science and Technology (FEST) $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 $20,000,000 Sub-Total $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 Funding From Committed Sources $0 $0 $0 $0 $0 $0 Commission Funding Proposals (to be funded) $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 Additional Funding Requirements $0 $0 $0 $0 $0 $0

2 New Faculty in Core Science Disciplines Salary and Benefits (High Estimate: 10 @ $200k per year) $0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $8,000,000 Faculty Start-Up Costs (Negotiated; Avg. = $500k) $0 $5,000,000 $5,000,000 $5,000,000 $5,000,000 $20,000,000 Sub-Total $0 $7,000,000 $7,000,000 $7,000,000 $7,000,000 $28,000,000 Funding From Committed Sources $0 $0 $0 $0 $0 $0 Commission Funding Proposals (to be funded) $0 $0 $0 $0 $0 $0 Additional Funding Requirements $0 ($7,000,000) ($7,000,000) ($7,000,000) ($7,000,000) ($28,000,000)

3a Developmental Biology and Regenerative Medicine Building $50,000,000 Start-Up Operations $200,000 $90,000 $90,000 $90,000 $90,000 $560,000 Continuing Activities: Seminar Series $20,000 $20,000 $20,000 $20,000 $80,000 Continuing Activities: Symposium $15,000 $15,000 $15,000 $15,000 $60,000 Continuing Activities: Admin/Staff $230,000 $230,000 $230,000 $230,000 $920,000 Continuing Activities: Operating Expenses $15,000 $15,000 $15,000 $15,000 $60,000 Continuing Activities: Scientific Advisory Board $20,000 $20,000 $20,000 $20,000 $80,000 Graduate and Postdoctoral Training: student stipends and tuition $400,000 $400,000 $400,000 $400,000 $1,600,000 Graduate and Postdoctoral Training: postdoctural salaries $400,000 $400,000 $400,000 $400,000 $1,600,000 Recruitment of Key Faculty: Salary Lines $560,000 $560,000 $560,000 $560,000 $2,240,000 Recruitment of Key Faculty: Start-Up Packages $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,000,000 Endowed Professorships $140,000 $280,000 $420,000 $560,000 $1,400,000

Building Utilities/Operations Maintenance Reserve (3%) $0 $0 Sub-Total $200,000 $2,890,000 $3,030,000 $3,170,000 $3,310,000 $12,600,000 Funding From Committed Sources $200,000 $0 $0 $0 $0 $200,000 Commission Funding Proposals (to be funded) $0 $2,890,000 $3,030,000 $3,170,000 $3,310,000 $12,400,000 Additional Funding Requirements $0 $0 $0 $0 $0 $0

3b Nanotechnology Building $31,000,000 Research Instrumentation $6,666,667 $6,666,667 $6,666,667 $20,000,000 Endowed Professorships $100,000 $200,000 $300,000 $400,000 $1,000,000 Start-Up Packages $1,500,000 $1,500,000 $1,500,000 $1,500,000 $6,000,000 Exceptional Creativity Awards ($200,000 x 5) $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,000,000 Technician/Research scientist positions (10) $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,000,000

Building Utilities/Operations $720,000 $740,000 $760,000 $2,220,000 Maintenance Reserve (3%) $930,000 $930,000 $930,000 $2,790,000 Sub-Total $0 $10,266,667 $12,016,667 $12,136,667 $5,590,000 $40,010,000 Funding From Committed Sources $0 $3,333,333 $3,333,333 $3,333,333 $0 $10,000,000 Commission Funding Proposals (to be funded) $0 $6,933,333 $7,033,333 $7,133,333 $3,900,000 $25,000,000 Additional Funding Requirements $0 $0 ($1,650,000) ($1,670,000) ($1,690,000) ($5,010,000)

Office of the Vice President for Finance 8/22/2002 Virginia 2020 Funding Plan Page 1 Appendix A Science and Technology

Priority Description Year 1 Year 2 Year 3 Year 4 Year 5 Total Capital Projects Endowments 3c Information Technology Lab Space $1,800,000 Bridge Center Space $450,000 Building $30,000,000 Director/Admin (incl. Benefits and OTPS)) $350,000 $350,000 $350,000 $350,000 $1,400,000 New Faculty (incl. Benefits) $750,000 $900,000 $1,050,000 $1,200,000 $3,900,000 Start-Up Packages $500,000 $100,000 $100,000 $100,000 $800,000 Technical Support Staff (incl. Benefits) $375,000 $450,000 $525,000 $600,000 $1,950,000 Release Time for Bridge Center Directors $75,000 $75,000 $75,000 $75,000 $300,000 Admin Support for Bridge Centers $75,000 $75,000 $75,000 $75,000 $300,000 Information Technology Institute and Bridge Center Programs $100,000 $100,000 $100,000 $100,000 $400,000 New Graduate Students or Post Docs $125,000 $150,000 $175,000 $200,000 $650,000

Building Utilities/Operations Maintenance Reserve (3%) $967,500 $967,500 Sub-Total $0 $2,350,000 $2,200,000 $2,450,000 $3,667,500 $9,700,000 Funding From Committed Sources $0 $0 $0 $0 $0 $0 Commission Funding Proposals (to be funded) $0 $2,350,000 $2,200,000 $2,450,000 $2,700,000 $9,700,000 Additional Funding Requirements $0 $0 $0 $0 ($967,500) ($967,500)

Grand Total $1,200,000 $16,506,667 $18,246,667 $18,756,667 $13,567,500 $68,277,500 $113,250,000 $20,000,000 Funding From Committed Sources $200,000 $3,333,333 $3,333,333 $3,333,333 $0 $10,200,000 $31,000,000 Commission Funding Proposals (to be funded) $1,000,000 $13,173,333 $13,263,333 $13,753,333 $10,910,000 $52,100,000 $82,250,000 Additional Funding Requirements $0 $0 ($1,650,000) ($1,670,000) ($2,657,500) ($5,977,500) $0

Office of the Vice President for Finance 8/22/2002 Virginia 2020 Funding Plan Page 2 Appendix A Science and Technology

Priority Description Year 1 Year 2 Year 3 Year 4 Year 5 Total Capital Projects Endowments Revenues -- Funding from Committed Sources

Priority Source Year 1 Year 2 Year 3 Year 4 Year 5 Total Capital Projects Endowments Sponsored Programs 3b Nanotechnology: Research Instrumentation (NSF Grant) $3,333,333 $3,333,333 $3,333,333 $10,000,000

Indirect Cost Recoveries, Current University Funding, Other 3a Developmental Biology and Regenerative Medicine: Start-Up Operations $200,000 $200,000

Building Funds: Nanotechnology 3b Gifts: Greg Olsson $0 $15,000,000 3b Gifts: Chemical Engineering gift funds $3,000,000 3b Gifts: Other $1,000,000 3b State: GOB $7,000,000 3b Overhead Recovery $1,000,000 3b Other: Governor's Reserve (Overhead from Provost) $4,000,000

Total $200,000 $3,333,333 $3,333,333 $3,333,333 $0 $10,200,000 $31,000,000 $0

Total Funding from Committed Sources 1 Fund for Excellence in Science and Technology $0 $0 $0 $0 $0 $0 $0 $0 2 New Faculty in Core Science Disciplines $0 $0 $0 $0 $0 $0 $0 $0 3a Developmental Biology and Regenerative Medicine $200,000 $0 $0 $0 $0 $200,000 $0 $0 3b Nanotechnology $0 $3,333,333 $3,333,333 $3,333,333 $0 $10,000,000 $31,000,000 $0 3c Information Technology $0 $0 $0 $0 $0 $0 $0 $0 Total $200,000 $3,333,333 $3,333,333 $3,333,333 $0 $10,200,000 $31,000,000 $0

Revenues -- Commission Funding Proposals (to be funded)

Priority Source Year 1 Year 2 Year 3 Year 4 Year 5 Total Capital Projects Endowments Endowments, Philanthropy, Gifts 1 FEST $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 $20,000,000

Indirect Cost Recoveries, Current University Funding, Other 3a Developmental Biology and Regenerative Medicine: Building $50,000,000 3a Developmental Biology and Regenerative Medicine: Continuing Activities $390,000 $390,000 $390,000 $390,000 $1,560,000 3a Developmental Biology and Regenerative Medicine: Graduate and Postdoc Training $800,000 $800,000 $800,000 $800,000 $3,200,000 3a Developmental Biology and Regenerative Medicine: Faculty Recruitment $1,560,000 $1,560,000 $1,560,000 $1,560,000 $6,240,000 3a Developmental Biology and Regenerative Medicine: Endowed Professorships $140,000 $280,000 $420,000 $560,000 $1,400,000 sub-total $50,000,000 $0

3b Nanotechnology: Building $0 3b Nanotechnology: Research Instrumentation $3,333,333 $3,333,333 $3,333,333 $10,000,000 3b Nanotechnology: Endowed Professorships $100,000 $200,000 $300,000 $400,000 $1,000,000 3b Nanotechnology: Start-Up Packages $1,500,000 $1,500,000 $1,500,000 $1,500,000 $6,000,000 3b Nanotechnology: Exceptional Creativity Awards $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,000,000 3b Nanotechnology: Technician/Research Scientist Positions $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,000,000 sub-total $0 $0

3c Information Technology: Lab Space $0 $1,800,000 3c Information Technology: Bridge Center Space $0 $450,000 3c Information Technology: Building $30,000,000 3c Information Technology: Director and Admin Support $350,000 $350,000 $350,000 $350,000 $1,400,000 3c Information Technology: New Faculty $750,000 $900,000 $1,050,000 $1,200,000 $3,900,000 3c Information Technology: Start-Up Packages $500,000 $100,000 $100,000 $100,000 $800,000 3c Information Technology: Technical Support Staff $375,000 $450,000 $525,000 $600,000 $1,950,000

Office of the Vice President for Finance 8/22/2002 Virginia 2020 Funding Plan Page 3 Appendix A Science and Technology

Priority Description Year 1 Year 2 Year 3 Year 4 Year 5 Total Capital Projects Endowments 3c Information Technology: Release Time for Bridge Center Directors $75,000 $75,000 $75,000 $75,000 $300,000 3c Information Technology: Admin Support for Bridge Centers $75,000 $75,000 $75,000 $75,000 $300,000 3c Information Technology: Institute and Bridge Center Programs $100,000 $100,000 $100,000 $100,000 $400,000 3c Information Technology: New Graduate Students or Post Docs $125,000 $150,000 $175,000 $200,000 $650,000 sub-total $32,250,000 $0

Total $1,000,000 $13,173,333 $13,263,333 $13,753,333 $10,910,000 $52,100,000 $82,250,000 $20,000,000

Total Funding by Commission Proposals (to be funded) 1 Fund for Excellence in Science and Technology $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 $0 $20,000,000 2 New Faculty in Core Science Disciplines $0 $0 $0 $0 $0 $0 $0 $0 3a Developmental Biology and Regenerative Medicine $0 $2,890,000 $3,030,000 $3,170,000 $3,310,000 $12,400,000 $50,000,000 $0 3b Nanotechnology $0 $6,933,333 $7,033,333 $7,133,333 $3,900,000 $25,000,000 $0 $0 3c Information Technology $0 $2,350,000 $2,200,000 $2,450,000 $2,700,000 $9,700,000 $32,250,000 $0 Total $1,000,000 $13,173,333 $13,263,333 $13,753,333 $10,910,000 $52,100,000 $82,250,000 $20,000,000

Office of the Vice President for Finance 8/22/2002 Virginia 2020 Funding Plan Page 4 Appendix A Fine and Performing Arts

Expenses Capital Priority Description Year 1 Year 2 Year 3 Year 4 Year 5 Total Projects Endowments 1 Visiting Artist Program $100,000 $250,000 $250,000 $250,000 $250,000 $1,100,000 $5,000,000 Sub-Total $100,000 $250,000 $250,000 $250,000 $250,000 $1,100,000 $5,000,000 Funding From Committed Sources $200,000 $0 $0 $0 $0 $200,000 $0 Commission Funding Proposals (to be funded) $0 $250,000 $250,000 $250,000 $250,000 $1,000,000 $5,000,000 Additional Funding Requirements $100,000 $0 $0 $0 $0 $100,000 $0

2 Arts Grounds (note: projects in approximate sequence of completion and/or priority) Studio Art Building $12,000,000 Fayerweather Hall Renovation $5,400,000 Music Building $31,200,000 Drama Building Expansion $18,900,000 New Museum $30,000,000 Campbell Hall Addition $6,000,000 Arts Library $26,400,000 Performing Arts Center $59,400,000

Building Utilities/Operations $70,000 $330,000 $700,000 $950,000 $2,050,000 Maintenance Reserve (3%) $160,000 $520,000 $2,030,000 $2,930,000 $5,640,000 Sub-Total $0 $230,000 $850,000 $2,730,000 $3,880,000 $7,690,000 $189,300,000 Funding From Committed Sources $0 $0 $0 $0 $0 $0 $26,140,000 Commission Funding Proposals (to be funded) $0 $0 $0 $0 $0 $0 $166,900,000 Additional Funding Requirements $0 ($230,000) ($850,000) ($2,730,000) ($3,880,000) ($7,690,000) $3,740,000

3 Infrastructure and Support Additional FTE(s) (including OTPS) $250,000 $250,000 $500,000 Discretionary Funds $50,000 $50,000 $50,000 $100,000 $100,000 $350,000

Sub-Total $50,000 $50,000 $50,000 $350,000 $350,000 $850,000 Funding From Committed Sources $0 $0 $0 $0 $0 $0 Commission Funding Proposals (to be funded) $0 $0 $0 $0 $0 $0 Additional Funding Requirements ($50,000) ($50,000) ($50,000) ($350,000) ($350,000) ($850,000)

4 Operations and Maintenance (Drama, Music, Museum, Studio Art) 9 FTEs, plus fringes $360,000 $360,000 $360,000 $360,000 $360,000 $1,800,000 Sub-Total $360,000 $360,000 $360,000 $360,000 $360,000 $1,800,000 Funding From Committed Sources $125,000 $0 $0 $0 $0 $125,000 Commission Funding Proposals (to be funded) $0 $0 $0 $0 $0 $0 Additional Funding Requirements ($235,000) ($360,000) ($360,000) ($360,000) ($360,000) ($1,675,000)

Office of the Vice President for Finance 8/22/2002 Virginia 2020 Funding Plan Page 1 Appendix A Fine and Performing Arts

Capital Priority Description Year 1 Year 2 Year 3 Year 4 Year 5 Total Projects Endowments 5 Communications and Marketing $200,000 $200,000 $200,000 $450,000 $450,000 $1,500,000 Sub-Total $200,000 $200,000 $200,000 $450,000 $450,000 $1,500,000 Funding From Committed Sources $0 $0 $0 $0 $0 $0 Commission Funding Proposals (to be funded) $0 $0 $0 $0 $0 $0 Additional Funding Requirements ($200,000) ($200,000) ($200,000) ($450,000) ($450,000) ($1,500,000)

Grand Total $710,000 $1,090,000 $1,710,000 $4,140,000 $5,290,000 $12,940,000 $189,300,000 $5,000,000 Funding From Committed Sources $325,000 $0 $0 $0 $0 $325,000 $26,140,000 $11,550,000 Commission Funding Proposals (to be funded) $0 $250,000 $250,000 $250,000 $250,000 $1,000,000 $166,900,000 $5,000,000 Additional Funding Requirements ($385,000) ($840,000) ($1,460,000) ($3,890,000) ($5,040,000) ($11,615,000) $3,740,000 $11,550,000

Office of the Vice President for Finance 8/22/2002 Virginia 2020 Funding Plan Page 2 Appendix A Fine and Performing Arts

Capital Priority Description Year 1 Year 2 Year 3 Year 4 Year 5 Total Projects Endowments Revenues -- Funding from Committed Sources Capital Priority Source Year 1 Year 2 Year 3 Year 4 Year 5 Total Projects Endowments Indirect Cost Recoveries, Current University Funding, Other 1 Visiting Artists Programs (Existing Funds) $100,000 $100,000 1 Visiting Artists Programs (Existing Funds) $100,000 $100,000

2 Fayerweather Hall Renovations (working drawings): State $800,000 2 Fayerweather Hall Renovations: State GOB $4,600,000

2 Studio Art Building: State (Caboose GF) $9,000,000 2 Studio Art Building (Ruffin Foundation Gift) $3,000,000

2 Music Building (pledge received) $5,000,000 2 Music Building (pledge received) $1,100,000 2 Music Building (pledge received) $300,000

2 Arts Grounds $1,000,000 2 Arts Grounds $400,000

2 Museum $500,000 2 Museum $150,000 2 Museum $150,000 2 Museum $140,000

4 Arts Endowment ($3 mil.-Grad. Fellowships, $2 mil.-Drama chair) $5,000,000 4 Music Endowment (bequest) $6,100,000 4 Music Program Endowment $250,000 4 Music Performance Endowment $200,000 4 Museum (sundry gifts) $125,000 $125,000

Total $325,000 $0 $0 $0 $0 $325,000 $26,140,000 $11,550,000

Total Funding from Committed Sources 1 Visiting Artist Program $200,000 $0 $0 $0 $0 $200,000 $0 $0 2 Arts Grounds $0 $0 $0 $0 $0 $0 $26,140,000 $0 3 Infrastructure and Support $0 $0 $0 $0 $0 $0 $0 $0 4 Operations and Maintenance $125,000 $0 $0 $0 $0 $125,000 $0 $11,550,000 5 Communications and Marketing $0 $0 $0 $0 $0 $0 $0 $0 Total $325,000 $0 $0 $0 $0 $325,000 $26,140,000 $11,550,000

Office of the Vice President for Finance 8/22/2002 Virginia 2020 Funding Plan Page 3 Appendix A Fine and Performing Arts

Capital Priority Description Year 1 Year 2 Year 3 Year 4 Year 5 Total Projects Endowments Revenues -- Commission Funding Proposals (to be funded) Capital Priority Source Year 1 Year 2 Year 3 Year 4 Year 5 Total Projects Endowments Endowments/Philanthropy 1 Visiting Artist Programs $0 $250,000 $250,000 $250,000 $250,000 $1,000,000 $5,000,000

2 Music Building: State $15,600,000 2 Music Building: Private Philanthropy $10,600,000

2 Drama Building Expansion: State $4,000,000 2 Drama Building Expansion: Private Philanthropy $14,900,000

2 New Museum: Private Philanthropy $30,000,000

2 Campbell Hall Addition: Private Philanthropy $6,000,000

2 Arts Library: Private Philanthropy $26,400,000

2 Performing Arts Center: Private Philanthropy $59,400,000

Total $0 $250,000 $250,000 $250,000 $250,000 $1,000,000 $166,900,000 $5,000,000

Total Funding by Commission Proposals (to be funded) 1 Visiting Artist Program $0 $250,000 $250,000 $250,000 $250,000 $1,000,000 $0 $5,000,000 2 Arts Grounds $0 $0 $0 $0 $0 $0 $166,900,000 $0 3 Infrastructure and Support $0 $0 $0 $0 $0 $0 $0 $0 4 Operations and Maintenance $0 $0 $0 $0 $0 $0 $0 $0 5 Communications and Marketing $0 $0 $0 $0 $0 $0 $0 $0 Total $0 $250,000 $250,000 $250,000 $250,000 $1,000,000 $166,900,000 $5,000,000

Office of the Vice President for Finance 8/22/2002 Virginia 2020 Funding Plan Page 4 Appendix A Public Service

Expenses Capital Priority Description Year 1 Year 2 Year 3 Year 4 Year 5 Total Projects Endowments 1 Infrastructure and Support $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Sub-Total $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Funding From Committed Sources $0 $0 $0 $0 $0 $0 Commission Funding Proposals (to be funded) $0 $0 $0 $0 $0 $0 Additional Funding Requirements ($200,000) ($200,000) ($200,000) ($200,000) ($200,000) ($1,000,000)

2 Programs Distributed Learning $0 SCPS Operational and Programmatic Needs $0 $25,000 $50,000 $100,000 $150,000 $325,000 $3,000,000 Engaging the Mind (Associates Program) $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 K-12 Teacher Programs Intellectual Enrichment Programs $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Matching Funds for External Grants $0 $250,000 $500,000 $500,000 $500,000 $1,750,000 Sub-Total $100,000 $375,000 $650,000 $700,000 $750,000 $2,575,000 Funding From Committed Sources $30,000 $0 $0 $0 $0 $30,000 Commission Funding Proposals (to be funded) $0 $25,000 $50,000 $100,000 $150,000 $325,000 Additional Funding Requirements ($70,000) ($350,000) ($600,000) ($600,000) ($600,000) ($2,220,000)

3 Research Groups/Centers Annual Needs (3 Centers @ $50,000) $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 Sub-Total $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 Funding From Committed Sources $0 $0 $0 $0 $0 $0 Commission Funding Proposals (to be funded) $0 $0 $0 $0 $0 $0 Additional Funding Requirements ($150,000) ($150,000) ($150,000) ($150,000) ($150,000) ($750,000)

Grand Total $450,000 $725,000 $1,000,000 $1,050,000 $1,100,000 $4,325,000 $0 $3,000,000 Funding From Committed Sources $30,000 $0 $0 $0 $0 $30,000 Commission Funding Proposals (to be funded) $0 $25,000 $50,000 $100,000 $150,000 $325,000 Additional Funding Requirements ($420,000) ($700,000) ($950,000) ($950,000) ($950,000) ($3,970,000)

Office of the Vice President for Finance 8/22/2002 Virginia 2020 Funding Plan Page 1 Appendix A Public Service

Capital Priority Description Year 1 Year 2 Year 3 Year 4 Year 5 Total Projects Endowments Revenues -- Funding from Committed Sources Capital Priority Source Year 1 Year 2 Year 3 Year 4 Year 5 Total Projects Endowments Indirect Cost Recoveries, Current University Funding, Other 2 Engaging the Mind (Current University Funding) $30,000 $30,000

Total $30,000 $0 $0 $0 $0 $30,000 $0 $0

Total Funding from Committed Sources 1 Infrastructure and Support $0 $0 $0 $0 $0 $0 $0 $0 2 Programs $30,000 $0 $0 $0 $0 $30,000 $0 $0 3 Research Groups/Centers $0 $0 $0 $0 $0 $0 $0 $0 Total $30,000 $0 $0 $0 $0 $30,000 $0 $0

Revenues -- Commission Funding Proposals (to be funded) Capital Priority Source Year 1 Year 2 Year 3 Year 4 Year 5 Total Projects Endowments Endowments/Philanthropy 2 SCPS: Operational and Programmatic Needs $0 $25,000 $50,000 $100,000 $150,000 $325,000 $3,000,000

Total $0 $25,000 $50,000 $100,000 $150,000 $325,000 $0 $3,000,000

Total Funding by Commission Proposals (to be funded) 1 Infrastructure and Support $0 $0 $0 $0 $0 $0 $0 $0 2 Programs $0 $25,000 $50,000 $100,000 $150,000 $325,000 $0 $3,000,000 3 Research Groups/Centers $0 $0 $0 $0 $0 $0 $0 $0 Total $0 $25,000 $50,000 $100,000 $150,000 $325,000 $0 $3,000,000

Office of the Vice President for Finance 8/22/2002 Virginia 2020 Funding Plan Page 2 1

Appendix B Virginia 2020 Accomplishments 2000-2001

• Science and Technology o Established FEST fund o VPR&PS directed funds toward 2020 goals (Ivy Foundation grant for Biodifferentiation initiative) o Created the Center for Nanoscopic Materials Design o Received $15 million gift for materials science/nanotechnology building o Received $25 million gift for the Digital Academical Village

• Fine and Performing Arts o Established ArtSems o Received funding for construction of Studio Arts building o Completed feasibility studies for Art Museum, Music Building, Performing Arts Center, Arts Library, Drama and Architecture building additions, and renovation of Fayerweather Hall. o Received $2 million endowment to bring back Master of Fine Arts in Directing (in Department of Drama) o Created new education endowment at University Art Museum to reach at- risk and underserved children through art. (Link to PSO)

• Public Service and Outreach o Developed Strategic Outreach Communication plan o Began planning for K-12 Education center o Developed proposal for Engaging the Mind Lecture Series o Expanded and promoted Outreach Virginia

• International Activities o Developed proposal for International Institute of American Studies (implementation to begin in summer 2002) o Completed University-wide survey of international activities o Developed plans for Center for Global Health o Improved staffing and services of International Studies Office o Created the Office of Vice Provost for International Affairs o Established Lyon Academic Center and completed designs for Rabat, St. Petersburg, Shanghai, and London

Appendix C Common Themes (steps with impact on multiple areas)

• Develop and implement a University strategy for distance education. • Provide for adequate library support as new academic and research programs are implemented. • Address education in science and technology, international activities, public service, and the arts through curriculum review.

The steps below are suggested to address topics that either arose from several of the Virginia 2020 areas or arose as a result of the critiques received from faculty, deans, and others. Like most of the other Virginia 2020 initiatives, they will benefit from coordination across schools and disciplines rather than from independent approaches.

• Develop and implement a University strategy for distance education, including participation in Universitas 21.

To date the University has not determined to what extent it wishes to invest time and resources as an institution in distance education as opposed to allowing individuals to pursue projects on their own. At the direction of the Provost, the University’s Committee on Information Technology devoted the first half of the 2001-02 academic year to developing a statement about the University’s future engagement of distance (or distributed) technology for consideration. This statement will form the basis of a broader planning effort intended to chart a course for University action in this arena. Several of the next steps proposed above have natural applications for distance technologies. The University’s commitment to distance education will determine the extent to which those applications can move forward.

• Provide for adequate library support as new academic and research programs are implemented.

An area not addressed by the four Commission reports was the Library. As new programs are proposed, they often place demands on library resources that are not considered at the outset. This planning initiative is intended to devise strategies for ensuring that these demands are reflected in the program development phase and funded appropriately.

• Address literacy in science and technology, international activities, public service, and the arts through curriculum review.

Implicit in the four Commission reports was that raising the quality of the programs in these areas would result in better learning experiences for our undergraduate students. Indeed, one of the reasons this is necessary is that literacy in these areas has become

3 either critical to success in the world or is an important rubric of liberal arts education today. Through the ongoing undergraduate curriculum review, the schools will address literacy in the four 2020 areas.

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.

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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 pan- University 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.

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 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.

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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.

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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 Self- Assessment 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

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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 cross- disciplinary 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

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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.

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Number of New Tenured and Tenure-Track (TTT) Faculty Members Starting, by Year

94 85 80 83 83 78 57 49 46 38 35 24

00-'01 01-'02 02-'03 03-'04 04-'05 05-'06 06-'07 07-'08 08-'09 09-'10 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.

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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%

Total 119 100% 79 100% 31 100% 9 100%

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 Race/Ethnicity 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%

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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 Percent respondents who indicated that the specified Attribute attribute was important Acceptances Declinations 1. Quality of Life 60% 25% 2. Department Faculty 52% 31% 3. Spouse/Partner Career 37% 56% 4. Research Support 36% 38% 5. Salary 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.

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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.

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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 71 64 63 60 64 55 47

'03-'04 '04-'05 '05-'06 '06-'07 '07-'08 '08-'09 '09-'10 '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 41 38 34 34 35 31 32 27 24 20 21 20 18 18 16 18

'03-'04 '04-'05 '05-'06 '06-'07 '07-'08 '08-'09 '09-'10 '10-'11 '11-'12

Resignation Retirement

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Distribution of FY 10–11 Separations by tenure status, gender, and race/ethnicity (as of 5/27/11).

Tenured (T) Tenure-Track (TT) Total

Race/Ethnicity 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 2011- 12. In addition, the IFA works with the Teaching Resource Center to facilitate early and mid- career 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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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, UVa- Wise 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)

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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 2009- 2010, 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 African- American 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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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 VA- NC 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

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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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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

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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.)

2008-09 2009-10 2010-11 2011-12 2012-13 Inflation Adjusted GF per in-state FTE $ 10,333 $ 9,238 $ 9,069 $ 7,998 $ 8,336 In-State Tuition and E&G Fees $ 7,498 $ 7,873 $ 8,780 $ 9,684 $ 10,066

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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 activity- based budgeting. The goal of the new financial model is to decentralize authority and accountability for resource planning in the university environment, empowering and increasing

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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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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

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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

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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.

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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

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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.

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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.

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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 Inter- operative 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.

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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 RESOLUTIONS ADOPTED BY THE BOARD OF VISITORS SEPTEMBER 12-14, 2012 PAGE

Approval of the Minutes of the Board Meetings on May 21-22, 2012, 8810 June 18-19, 2012, and June 26, 2012

Resolution to Approve Additional Agenda Items 8810

Extension of the Special Committee on Diversity 8811

Setting of the Date of the 2013 Annual Meeting of the Board 8811

Resolution Commending Robert D. Hardie 8812

Resolution Commending Stuart W. Connock 8813

Resolution Commending Mark J. Kington 8815

Authorization to Approve and Execute Documents and to Act on 8816 Behalf of the University

Resolution for Exclusion of Certain Directors and Officers – 8816 September 2012

Approval of the Gifts and Grants Report 8823

Election of Mr. George Keith Martin as Vice Rector of the 8824 University of Virginia

Appointment of Executive Committee 8824

Approval of Grant of Easements by the University of Virginia to 8827 Other Parties and Acquisition of Easements by the University of Virginia from Other Parties Related to the Development and Redevelopment of the Kirtley Property

Approval to Discontinue the M.A. in Bioethics 8828

Approval of Demolition of 1224 Jefferson Park Avenue (#209-3993) 8828

Naming of Indoor Practice Facility – Fieldhouse 8829

Naming of Fralin Museum of Art Plaza 8829

Naming of Miller Center Outdoor Garden 8830

Renaming of Sponsors Executive Residence Center at Darden 8830

PAGE

Renaming of School of Engineering and Applied Science/Facilities 8831 Management Shop Building

Naming of Learning Center Located in the School of Engineering and 8831 Applied Science/Facilities Management Shop Building

Approval to Acquire Albemarle Arthritis Associates, LLP 8832

Approval to Establish the Mary Irene Deshong Professorship in 8832 Design and Health

Approval of the Summary of Audit and Compliance Findings 8833

Approval of Amended 2012-2018 State Six-Year Institutional Plan 8833

Approval of 2013 Operating and Capital Amendments to the 8834 2012-2014 Biennial Budget

Signatory Authorization for Outreach Master Financial Memorandum 8835 of Understanding for the Medical Center and the School of Medicine

Approval of Mission and Vision Statement for the University of 8836 Virginia Health System

Faculty Personnel Actions Elections 8837 Actions Relating to Chairholders Election of Chairholders 8840 Change of Title of Chairholders 8842 Special Salary Action of Chairholders 8842 Retirement of Chairholder 8844 Resignation of Chairholders 8844 Promotion 8845 Correction to the Promotion of Dr. David R. Burt 8845 Special Salary Actions 8845 Correction to the Special Salary Action of Mr. Khalequz Zaman 8852 Resignations 8852 Retirements 8855 Correction to the Retirement and Emeritus Election of 8856 Ms. Cheryl M. Bourguignon Resignation of Michael Strine, Executive Vice President and Chief 8856 Operating Officer Re-election of Ms. Susan Carkeek as Vice President and Chief 8856 Human Resources Officer Re-election of Ms. Patricia M. Lampkin as Vice President and Chief 8856 Student Affairs Officer

PAGE

Appointment 8857 Reappointments 8857 Election of Professors Emeriti 8857 Deaths 8858

The University of Virginia’s College at Wise Special Salary Actions 8858 Resignations 8859

Resolutions Not Requiring Action by the Full Board:

Resolutions Adopted by the Buildings and Grounds Committee on September 12, 2012: • Approval of Architect/Engineer Selection, North Grounds 8861 Mechanical Plant • Approval of Architect/Engineer Selection, Alderman Road 8861 Residence Halls Building #6

Resolutions Approved by the Chair of the Medical Center Operating Board and an Additional Voting Member: • Credentialing and Recredentialing Actions – University of 8861 Virginia Medical Center – Approved June 19, 2012 • Credentialing and Recredentialing Actions – University of 8882 Virginia Transitional Care Hospital – Approved June 22, 2012 • Credentialing and Recredentialing Actions – University of 8890 Virginia Medical Center – Approved July 17, 2012 • Credentialing and Recredentialing Actions – University of 8905 Virginia Transitional Care Hospital – Approved July 25, 2012

Resolutions Adopted by the Medical Center Operating Board on September 13, 2012: • Credentialing and Recredentialing Actions – University of 8911 Virginia Medical Center – Approved September 13, 2012 • Credentialing and Recredentialing Actions – University of 8921 Virginia Transitional Care Hospital – Approved September 13, 2012

SUBJECT TO THE APPROVAL OF THE BOARD OF VISITORS

September 14, 2012

The Board of Visitors of the University of Virginia met in Open Session, at 1:00 p.m., on Thursday, September 13, 2012, in the Small Auditorium at the Harrison Institute; Ms. Helen E. Dragas, Rector, presided.

Present were Frank B. Atkinson, A. Macdonald Caputo, Hunter E. Craig, Ms. Allison Cryor DiNardo, Marvin W. Gilliam Jr., Ms. Victoria D. Harker, Ms. Bobbie G. Kilberg, Stephen P. Long, M.D., George Keith Martin, Vincent J. Mastracco Jr., Edward D. Miller, M.D., John L. Nau III, Timothy B. Robertson, Linwood H. Rose, and Ms. Hillary A. Hurd. William H. Goodwin Jr. and Leonard W. Sandridge Jr., Senior Advisors to the Board, were present as well.

Also present were Ms. Teresa A. Sullivan, Ms. Susan G. Harris, Paul J. Forch, John D. Simon, Ms. Susan A. Carkeek, Steven T. DeKosky, M.D., James L. Hilton, R. Edward Howell, Ms. Patricia M. Lampkin, Marcus L. Martin, M.D., Ms. Nancy A. Rivers, Robert D. Sweeney, Ms. Colette Sheehy, Thomas C. Skalak, Simeon E. Ewing, John Sanders Huguenin, Ms. Carol S. Wood, and Ms. Debra D. Rinker.

The Rector welcomed the new Board Members to their first regular meeting: Mr. Atkinson, Ms. Harker, Ms. Kilberg, Mr. Rose, and Ms. Hurd. She also welcomed back Dr. Miller, now a regular member of the Board instead of an advisory member.

The Rector called on Dr. Long to lead the Pledge of Allegiance.

Approval of the Minutes of the Board Meetings on May 21-22, June 18- 19, and June 26, 2012

On motion, the Minutes of the Board meetings held on May 21 and 22, 2012, June 18 and 19, 2012, and June 26, 2012, were approved.

Resolution to Approve Additional Agenda Items

On motion, the Board adopted the following resolution approving the consideration of addenda to the published Agenda of the meeting:

RESOLVED, the Board of Visitors approves the consideration of addenda to the published Agenda.

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8810

Comments by the Rector

The Rector welcomed everyone and she said learning is aided by a map, and the work at the Retreat was intended to start the process of creating a roadmap for the Board’s work. She said more materials have been provided for this meeting and this is to give everyone information in advance so more discussions and fewer reports can occur at the meetings. She said the most important priority is a high quality education for the students, and there are foundational questions that should be asked. She articulated some foundational questions for consideration.

Ms. Dragas proposed the extension of the Special Committee on Diversity for another year, and she spoke about the new committees, the Special Committee on Governance and Engagement and the Special Committee on Strategic Planning. The charges for these two committees are included in the Minutes, but do not require approval of the Board. Ms. Dragas asked the Board to approve the date of the 2013 Annual Meeting.

On motion, the Board approved the following two resolutions:

EXTENSION OF THE SPECIAL COMMITTEE ON DIVERSITY

WHEREAS, the Manual of the Board of Visitors specifies that Special Committees of the Board be extended each year at the Annual Meeting;

RESOLVED, the Special Committee on Diversity is extended to the Annual Meeting of 2013.

SETTING OF THE DATE OF THE 2013 ANNUAL MEETING OF THE BOARD

RESOLVED, the first meeting of the Board of Visitors in the fall of 2013 will be designated the 2013 Annual Meeting of the Board.

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CHARGE FOR THE SPECIAL COMMITTEE ON GOVERNANCE AND ENGAGEMENT

8811

CHARGE FOR THE SPECIAL COMMITTEE ON STRATEGIC PLANNING

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Commending Resolutions

The Rector asked Mr. Gilliam to read a resolution recognizing the work of former Board member Robert Hardie. Upon motion, the following resolution was approved:

RESOLUTION COMMENDING ROBERT D. HARDIE

WHEREAS, Robert D. Hardie took a B.A. in 1987 from the College of Arts & Sciences, and an M.B.A. in 1995 and Ph.D. in Management in 1999 from the Darden School of Business; and

WHEREAS, among other activities and honors, he was a recipient of the Raven Award, a member of Omicron Delta Kappa and the Imp Society, and a resident of the Lawn; and

WHEREAS, Mr. Hardie worked in the telecommunications and health insurance industries before becoming a Project Director at the University; and from 1999 to 2007, he taught at the Darden School; and

WHEREAS, Mr. Hardie is the Managing Director of Level One Partners, LLC, an investment company, and Director of the Riverstone Group in Richmond, which owns historic hotels and several resorts; and

WHEREAS, Mr. Hardie has co-authored two books, Corporate Strategy and Principles of General Management; and

WHEREAS, Mr. Hardie served the Commonwealth as a member of Governor Kaine’s Advisory Council on Revenue Estimates, and he was appointed to the Board of Visitors by Governor Kaine in 2008; and

WHEREAS, as a Visitor, Mr. Hardie was a strong proponent of maintaining the traditional architectural elements that Jefferson used in his design of the historic Central Grounds; and

8812

WHEREAS, as the University embarked on a plan for growth of the undergraduate student body, Mr. Hardie, as chair of the Student Affairs and Athletics committee, sought to identify and preserve the ingredients to the “special sauce” that created the unique undergraduate student experience, and he took a leadership role in advocating for the importance to the Lawn and Range student residents of working fireplaces; and

WHEREAS, Mr. Hardie’s term on the Board of Visitors ended July 1, 2012;

RESOLVED, the Board of Visitors thanks Robert D. Hardie for his devoted service to the Board and to the University, and considers him an important colleague and friend; and

RESOLVED FURTHER, the Board wishes continued success and happiness to Robert and Molly Hardie and their five sons.

______

The Rector asked Mr. Robertson to read a resolution honoring Mr. Stuart Connock. On motion, the following resolution was approved:

RESOLUTION COMMENDING STUART W. CONNOCK

WHEREAS, in 1990 Mr. Connock returned to the University when then-President Robert O’Neil appointed him Executive Assistant to the President for State Governmental Relations; and

WHEREAS, Mr. Connock also served in this role under President John Casteen and President Teresa Sullivan; and

8813

WHEREAS, in 1996 Mr. Connock’s expert guidance contributed to the enactment of legislation granting the University Medical Center codified autonomy; and

WHEREAS, in addition to his service to the Commonwealth and the University, Mr. Connock is also a long-standing member and former chair of the Jamestown-Yorktown Foundation, and co-chaired the Jamestown 2007 Commission that planned the celebration of America’s 400th anniversary; and

WHEREAS, Mr. Connock’s contributions to the Commonwealth and the University have been recognized through numerous honors and awards he has received over the years including the T. Edward Temple Award for Excellence in Public Service in 1983, the Raven Award in 1985, the State Government Executive of the Year Award in 1986, the S. Kenneth Howard Career Achievement Award in 1990, and the Marvin D. “Swede” Johnson Achievement Award by the Council for Advancement and Support of Education in 2007; and

WHEREAS, after nearly twenty-three years Mr. Connock officially retired from the University on June 30, 2012;

RESOLVED, the Board of Visitors commends Stuart W. Connock and expresses its deepest appreciation for his exemplary service and dedication to the University of Virginia; and

RESOLVED FURTHER, the Board congratulates Mr. Connock on his retirement and offers its best wishes to him and his family in all of their future endeavors. ______8814

The Rector read a commending resolution for former member Mark Kington. On motion, the following resolution was approved:

RESOLUTION COMMENDING MARK J. KINGTON

WHEREAS, Mark J. Kington, of Alexandria, took a B.A. from the University of Tennessee, and an M.B.A. from the Darden School of Business in 1988; and

WHEREAS, Mark Kington was reappointed to the Board of Visitors in 2010 by Governor McDonnell, and he was elected by the Visitors to serve as vice rector of the Board in June 2011; and

WHEREAS, Mr. Kington served as chair of the Finance Committee and the ad hoc committee on AccessUVA, and devoted substantial effort to the year-long review of the financial aid program; and

WHEREAS, Mark Kington acted with integrity in all matters; and

WHEREAS, Mark Kington stepped down from the Board on June 19, 2012;

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Signatory Authority

President Sullivan introduced a resolution authorizing the President or her designee to approve and execute documents and to act on behalf of the University in the absence of the Executive Vice President and Chief Operating Officer. On motion, the following resolution was approved: 8815

AUTHORIZATION TO APPROVE AND EXECUTE DOCUMENTS AND TO ACT ON BEHALF OF THE UNIVERSITY

WHEREAS, the position of Executive Vice President and Chief Operating Officer is presently vacant; and

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Resolution for Exclusion of Certain Directors and Officers

The Rector asked for approval of a resolution excluding members of the Board of Visitors and other officers from access to classified information disclosed to the University by the Department of Defense or the Government regarding contracting activities of the National Industrial Security Program. On motion, the following resolution was approved:

RESOLUTION FOR EXCLUSION OF CERTAIN DIRECTORS AND OFFICERS— SEPTEMBER 2012

8816

8817

George Keith Martin Member, University of Virginia Board of Visitors Vincent J. Mastracco Member, University of Virginia Board of Jr. Visitors Edward D. Miller, M.D. Member, University of Virginia Board of Visitors John L. Nau III Member, University of Virginia Board of Visitors Timothy B. Robertson Member, University of Virginia Board of Visitors Linwood H. Rose Member, University of Virginia Board of Visitors William H. Goodwin Jr. Senior Advisor to the Board of Visitors Leonard W. Sandridge Senior Advisor to the Board of Visitors Hillary A. Hurd Student Member, University of Virginia Board of Visitors Paul J. Forch General Counsel to the University of Virginia Susan G. Harris Secretary to the Board of Visitors John D. Simon Executive Vice President and Provost

NCAA Orientation

The Rector introduced Mr. Eric Baumgartner, Associate Athletics Director of Compliance, to provide training on NCAA rules. He said the rules are complex, and the NCAA expects a university to monitor their athletics program through policies and procedures. President Sullivan has delegated responsibility for developing policies and procedures to the Director of Athletics and the Director of Compliance. The Faculty Representative is also part of the system for institutional control.

Mr. Baumgartner said boosters are representatives of athletic interests, and this includes Board of Visitor members. Board members may not engage in recruiting. This means Board members should not meet with or speak with prospective student athletes or their parents or guardians either on Grounds or off Grounds. Recruiting is prohibited for high school students in grades 9 through 12. There are different levels of violations; sanctions include banning from postseason play, fines, and many other potential sanctions.

ACC Certification

The Atlantic Coast Conference requires the Rector to read a certification to the Board that states the President is responsible for the athletics program and has full authority from the Board to run the program. The Rector read the certification, and said she and President Sullivan would sign it later.

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Comments by the Student Member

Ms. Hillary Hurd said student groups have organized information sessions and panel discussions to appreciate the events of the summer and to talk about what the President’s reinstatement means for students, how they may engage with the Faculty Senate and the Board of Visitors, and what ways students might share their experiences. She listed some resources available for students, including the Institute for Humanities and Global Culture forum, to share and test ideas.

President’s Report

President Sullivan said she would focus her remarks primarily on faculty salaries and Access UVA following her initial comments. She said the University had retained its U.S. News ranking as the number two public university, after Berkeley, and ranked 24th overall, up from 25th a year ago. The University has the lowest ranking for financial resources among the top 25 universities, number 53. She said alumni giving has been very strong.

Ms. Sullivan said the Atlantic Coast Conference has added Notre Dame to the conference. Their football program remains independent; however, they will be obligated to play a certain number of games against ACC opponents every year.

Faculty Salary Proposal

The President explained her proposal for increasing faculty salaries. She said her goal is to be in the top 20 in the AAU faculty salary survey within five years. The University is behind, on average, $7,700 per faculty member. Efforts to lure faculty away are more intense this year than in recent previous years. The University has a high number of faculty retiring over the next few years as well. She said there will be a 3% across-the-board bonus for this year approved by the General Assembly, but next year we would like to start to put aside a pot of money to pay faculty salaries. This will require support from the legislature, donors, the foundations, and monies from the President’s Fund for Excellence. The College Foundation has already indicated a willingness to work with the President on this goal. We may increase the endowment payout to assist in reaching the goal. For this coming year, she said we will be able to reach this number through many sources including one-time savings of $4 million and a 3.1% tuition increase.

President Sullivan said there are some barriers and caveats. The different schools have different market positions, and the increases should be awarded on a merit basis that requires serious peer review. In any raise, the schools will need to pick up most of the costs, and so we may need to set up a system to subsidize certain schools. She said this is the single most important priority for the coming year.

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Access UVa

Access UVA is the number one financial aid program of any public university according to Princeton Review. The total annual cost of the program is $95.4 million, but this includes all sources of funds. The President explained the program’s four main components. The program keeps an education for low income students affordable and assists middle income families.

President Sullivan explained the phases of work of Art and Science, the consulting firm that was engaged to do a thorough review of the Access UVA program. She said their benchmarking and survey research will be presented at the November Board meeting. Once the survey results are finalized, the firm will synthesize their findings and develop recommendations to bring to the Finance and Educational Policy committees for discussion. Program modifications will be presented for approval at the meeting currently slated for June 2013.

Ms. Sullivan said this year the University saved $3.3 million by making administrative changes, and we plan to make more changes in the future to save costs.

Gifts and Grants Report

The President said philanthropic cash flow to the University of Virginia and its related foundations was $247,477,983.15 for the fiscal year ending June 30, 2012. This is an increase of $16,314,839.75, or 7.12% above the results of the previous fiscal year. Most of the schools and units reported results above last fiscal year, most notably, the Jefferson Scholars Foundation, Women’s Center, the UVa Fund, and the University of Virginia’s College at Wise more than doubled their results. For the first month of fiscal year 2012-13, philanthropic cash flow is $7,945,960.07, with an additional $5,832,891.73 pledged. Although cash flow is below the results of July 2011, the schools of Engineering, Law, and Medicine, the Darden School, the Curry School of Education, Batten School of Leadership and Public Policy, and the UVA Fund all achieved a strong first month in fiscal year 2013.

Significant Gifts

The President said the following significant gifts were received since the last Board of Visitors meeting:

Amgen, Inc., gift of $2,000,000 to the Darden School of Business in support of the Initiative for Business in Society (IBiS);

Quantitative Foundation pledge payment of $2,000,000 to the Department of Athletics for the construction of squash court facilities;

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Mr. David Walentas’ pledge payment of $1,000,000 to the Jefferson Scholars Foundation for the Walentas Family Jefferson Scholars Chaired Professorship;

The trust of E. Fontaine Broun deferred gift of $1,600,000, equally benefitting the School of Law and the UVa Fund in establishing the Broun Law School Trust and Broun College Trust; and

The Joseph and Robert Cornell Memorial Foundation pledge payment of $500,000 to the College and Graduate School of Arts & Sciences for the Joseph and Robert Cornell Memorial Foundation Arts Fund.

Significant Pledges

The President said the following significant pledges were received since the last Board of Visitors meeting:

Mr. David Walentas made a pledge of $5,000,000 to the Jefferson Scholars Foundation for the Walentas Family Jefferson Scholars Chaired Professorship;

Mr. David N. Weidman pledged $1,500,000 to the College and Graduate School of Arts & Sciences for the Richard Lyman Bushman Professorship and Program in Mormon Studies; and

Mr. William F. Dordelman and Mrs. Barbara G. Dordelman pledged $600,000 to the Jefferson Scholars Foundation for the Dordelman Family Jefferson Scholarship.

Significant Gifts for Fiscal Year 2012

The President mentioned the following significant gifts that were received during the 2012 fiscal year:

The trust under the will of Marguerite F. Livy bequest of $7,859,203, and R. B. Livy Charitable Trust bequest of $5,000,000, to the College and Graduate School of Arts & Sciences for the E. Bruce Livy Endowment Fund;

The Rainbow Foundation gift of $7,625,000 to the Darden School of Business for the Initiative for Business in Society (IBiS) Fund for Mission-Driven Management and Leadership, the Indonesia Endowed Fellowship Fund for GEMBA (Global Executive MBA) Students, and the Indonesia Endowed Fellowship Fund for MBA Students;

Mr. Paul Tudor Jones II and Mrs. Sonia Klein Jones pledge payments of $2,133,955 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 Richard and Leslie Gilliam Foundation pledge payments totaling $4,000,000 to the University of Virginia College at Wise for 8821

the Winston Ely Health and Wellness Center, and pledge payment of $250,000 the College and Graduate School of Arts & Sciences for the Institute for Advance Studies in Culture;

The Estate of Marion R. Taylor bequest of $4,125,000 to the College and Graduate School of Arts & Sciences for the Ambassador Henry J. Taylor and Mrs. Marion R. Taylor Professorships in Media Studies and Politics;

Quantitative Foundation pledge payments totaling $4,000,000 to the Department of Athletics for the construction of squash court facilities;

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 Vaccine 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 & Sciences in support of Humanities 2020: Research, Discovery and the Common Good;

The Foundation for the National Institutes of Health private grant of $2,663,981to the Internal Medicine Department in the School of Medicine for its Global Network for Malnutrition and Enteric Disease Research;

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 Contingent Fund and $600,607 to various other initiatives supporting the College and Graduate School of Arts & Sciences, the Schools of Law, Engineering, and Architecture, the Curry School of Education, the Darden Graduate School of Business and Administration, the President’s Office, and the Office of the Provost;

The Paul H. Wornom Revocable Trust bequest of $1,500,000 to the School of Medicine to establish the Paul H. Wornom Scholarship Fund;

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;

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; 8822

Mr. John L. Nau, III and Mrs. Barbara Elizabeth Nau pledge payment of $1,174,357 to the College and Graduate School of Arts & Sciences for the South Lawn Project;

Mr. Robert J. Hugin gift of $1,100,325 to the Darden School of Business for the Robert J. Hugin Fund, its use 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 Initiative for Business in Society (IBiS);

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 the Initiative for Business in Society (IBiS); and

Estate of Jeannette L. Bricault bequest of $1,000,000 for the School of Medicine for its unrestricted use.

The President recommended that the Board accept the gifts and grants report. The Rector asked for a motion to approve the report. The motion was made, seconded, and the report was approved.

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The Rector called for a report from the Medical Center Operating Board. Dr. Miller, chair, said the Board discussed issues of quality, safety, and patient satisfaction, and the steps the Medical Center needs to take to achieve top quartile performance. He said there was also a discussion of the strategic direction of the Health System, outreach initiatives, regulatory matters, and a revision of the mission and vision statement to include diversity. He mentioned the Albemarle Arthritis Associates resolution as well.

The Rector read a letter from Governor McDonnell that praised the University’s ranking in U.S. News and pointed out the importance of the Top Jobs legislation and collaboration between the University administration and the Board of Visitors.

The full Board recessed to hold a meeting of the Educational Policy Committee. 8823

Executive Session, Thursday, September 13, 2012

After adopting the following motion, the voting Board members present plus Ms. Hurd, Mr. Goodwin, and Mr. Ron Forehand (Senior Assistant Attorney General/Chief Education Section) participated in Executive Session at 4:10 p.m.:

That the Board of Visitors of the University of Virginia convene in Closed Meeting for the purpose of discussing the performance, assignment, and appointment of specific University officers and employees as provided for in Section 2.2-3711 (A) (1) of the Code of Virginia, and to consult with legal counsel on specific legal matters requiring the provision of legal advice by such counsel, as provided for in Section 2.2-3711 (A) (7) of the Code of Virginia; both, more specifically, relating to officers and executive employees of the University. And further pursuant to Section 2.2-3711(A)(29) for the discussion of the award of a public contract involving the expenditure of public funds where discussion in public session would adversely affect the bargaining position of the University; more specifically to discuss award of a consulting contract for the University.

At 5:15 p.m., the Board resumed in open session and, upon motion that was made and seconded, adopted the following resolutions:

ELECTION OF MR. GEORGE KEITH MARTIN AS VICE RECTOR OF THE UNIVERSITY OF VIRGINIA

RESOLVED, George Keith Martin is elected Vice Rector for the period September 13, 2012 until June 30, 2013, to fill an unexpired term. Thereafter, he will assume the rectorship.

APPOINTMENT OF EXECUTIVE COMMITTEE

RESOLVED, in addition to the Rector and the Vice Rector, the following individuals are elected to the Executive Committee for 2012- 2013: Marvin W. Gilliam Jr., Victoria D. Harker, John L. Nau III, and Timothy B. Robertson.

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The Board resumed in closed session at 5:20 p.m., reciting the same motion stated above. At 6:05 p.m. the Board came out of closed session and, on motion, adopted the following resolution certifying that the deliberations in Executive Session had been conducted in accordance with the exemptions permitted by the Virginia Freedom of Information Act:

That we vote on and record our certification that, to the best of each Member’s knowledge, only public business matters lawfully exempted from open meeting requirements and which were identified in the motion authorizing the closed session, were heard, discussed or considered in closed session. 8824

The Rector recessed the Board meeting at 6:05 p.m. until the following day.

Executive Session – Friday, September 14, 2012

After adopting the following motion, the voting Board members present plus Ms. Hurd, Mr. Goodwin, and Mr. Forehand, convened in Executive Session at 2:45 p.m. President Sullivan, Provost Simon, and Mr. Forch joined for a portion of the session.

That the Board of Visitors of the University of Virginia convene in Closed Meeting for the purpose of discussing the performance, assignment, and appointment of specific University officers and employees as provided for in Section 2.2-3711 (A) (1) of the Code of Virginia, and to consult with legal counsel on specific legal matters requiring the provision of legal advice by such counsel, as provided for in Section 2.2-3711 (A) (7)of the Code of Virginia; both, more specifically, relating to officers and executive employees of the University. And further to consult with legal counsel on probable and actual litigation as provided for in Section 2.2-3711 (A) (7); and further pursuant to Section 2.2-3711(A)(29) for the discussion of the award of a public contract involving the expenditure of public funds where discussion in public session would adversely affect the bargaining position of the University; more specifically to discuss award of a consulting contract for the University.

At 5:20 p.m., the Board resumed in open session. On motion, the Board adopted the following resolution certifying that the deliberations in Executive Session had been conducted in accordance with the exemptions permitted by the Virginia Freedom of Information Act:

The full Board recessed for the Audit Committee meeting.

Buildings and Grounds Committee Report – Friday, September 14, 2012

At 5:50 p.m. the full Board reconvened. Mr. Robertson reported on the Buildings and Grounds Committee meeting held on September 12, 2012 in Rice Hall. He said the committee approved three consent agenda items: the acquisition of permanent and temporary easements in connection with the development and redevelopment of the Kirtley Property on 250 West to accommodate additional parking needs at Northridge; the selection of Hamel, Green and Abrahamson Inc., consulting engineers for the North Grounds Mechanical Plant project; and the selection of EYP Architecture & Engineering for performance of

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architectural and engineering services for the Alderman Road Residence Halls Building #6.

Mr. Robertson said there was discussion about the proposal to demolish 1224 Jefferson Park Avenue a.k.a. the Blake Center. The demolition conforms to the master plan for the Battle Building site and will allow for the creation of a green space enhancing a major entry way to the Health System. The committee approved demolition.

There were several namings on the agenda, which were all approved:

• Naming the Indoor Practice Facility, the George Welsh Indoor Practice Facility to honor Mr. Welsh’s contributions to the University’s football program and his service as head coach of the football team from 1983 to 2000;

• Naming the front entrance plaza to the Fralin Museum of Art The Joseph and Robert Cornell Memorial Plaza to honor the long-standing support of The Joseph and Robert Cornell Foundation to the University of Virginia Art Museums;

• Naming the Orchard Garden on the grounds of the Miller Center of Public Affairs The Gibson Orchard Garden in honor of David E. Gibson (A&S ’62, JD ’65) for generous support of The Miller Center for Public Affairs;

• Renaming the facility known to many as Sponsors Executive Residence Center to the Inn at Darden, retaining the name Sponsors Hall for the original dining building and in honor of the original sponsors and their seminal contributions to the current facility. This renaming better reflects the facility’s current use;

• Naming the building currently known as the Student Projects/Facilities Management Shop Building Lacy Hall to recognize the generosity of Mr. Linwood “Chip” Lacy; and

• Naming the student laboratory located within the newly named Lacy Hall the Anne Warrick Lacy Experiential Learning Center.

Mr. Robertson said the committee heard a report from Don Sundgren, Chief Facilities Officer, on the status of the current repair work to the Rotunda roof and the other work underway or recently completed in the Academical Village, and a report by David Neuman, Architect for the University, on programming options that could be considered for the Rotunda after the full renovation is complete.

Mr. James Hilton, Vice President and Chief Information Officer, discussed the University’s information technology infrastructure—the 8826

core principles that have driven the effort to modernize that infrastructure over the last six years and the strategic choices that lie ahead.

Mr. Neuman reported on the status of the planned Route 29 Western Bypass. Of particular concern to the University is the design of the interchange at the southern terminus of the project located adjacent to the North Grounds.

Mr. Neuman and Mr. Sundgren provided an update on the Sustainability Resolution the Board approved in June 2011. The resolution set a 2025 reduction target for UVA greenhouse gas emissions and also reaffirmed the University’s intention to achieve best sustainability practices in areas of operations, academics, and outreach. The presentation provided metrics on performance, including financial savings of $6.6M in avoided energy costs over the last five years, as a result of building retro-commissioning efforts.

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Final Session

The full Board was called to order at 6:00 p.m for the Final Session. All Board members save the Honorable Alan A. Diamonstein and Mr. Randal J. Kirk were present.

The following resolutions were unanimously adopted except where noted:

CONSENT AGENDA

APPROVAL OF GRANT OF EASEMENTS BY THE UNIVERSITY OF VIRGINIA TO OTHER PARTIES AND ACQUISITION OF EASEMENTS BY THE UNIVERSITY OF VIRGINIA FROM OTHER PARTIES RELATED TO THE DEVELOPMENT AND REDEVELOPMENT OF THE KIRTLEY PROPERTY (approved by the Buildings and Grounds Committee on September 12, 2012)

RESOLVED FURTHER, the acquisition of permanent and temporary easements, in connection with the development and redevelopment of the Kirtley Property, is approved; and 8827

APPROVAL TO DISCONTINUE THE M.A. IN BIOETHICS (approved by the Educational Policy Committee on September 13, 2012)

ACTION ITEMS

APPROVAL OF DEMOLITION OF 1224 JEFFERSON PARK AVENUE (#209-3993) (approved by the Buildings and Grounds Committee on September 12, 2012)

RESOLVED FURTHER, the President or her designee is authorized, on behalf of the University, to approve and execute such documents and to

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take such other actions as deemed necessary and appropriate in connection with the demolition of the building; and

RESOLVED FURTHER, all prior acts performed by the President or her designee, and other officers and agents of the University, in connection with the demolition of the building, are in all respects approved, ratified, and confirmed.

NAMING OF INDOOR PRACTICE FACILITY – FIELDHOUSE (approved by the Buildings and Grounds Committee on September 12, 2012)

WHEREAS, said facility will allow the football team and all field sports at the University to practice regardless of weather conditions; and

RESOLVED, the Board of Visitors names the Indoor Practice Facility to be located at the center practice field behind University Hall the George Welsh Indoor Practice Facility.

NAMING OF FRALIN MUSEUM OF ART PLAZA (approved by the Buildings and Grounds Committee on September 12, 2012)

WHEREAS, Joseph Cornell was a renowned American artist and sculptor; and

WHEREAS, the Fralin Museum holds a large collection of Mr. Cornell’s work; and

WHEREAS, The Joseph and Robert Cornell Memorial Foundation has provided generous support to the Fralin Museum of Art and to University arts programming; and

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WHEREAS, the Fralin Museum of Art features a prominent front entrance plaza with sculpture terrace that welcomes a large and diverse number of patrons to the Museum on an annual basis; and

RESOLVED, the Board of Visitors names the front entrance plaza to the Fralin Museum of Art The Joseph and Robert Cornell Memorial Foundation Entrance Plaza.

NAMING OF MILLER CENTER OUTDOOR GARDEN (approved by the Buildings and Grounds Committee on September 12, 2012)

WHEREAS, there exists on the grounds of The Miller Center a garden, currently known as the “Orchard Garden”;

RESOLVED, the Board of Visitors names the Orchard Garden on the grounds of the Miller Center of Public Affairs The Gibson Orchard Garden.

RENAMING OF SPONSORS EXECUTIVE RESIDENCE CENTER AT DARDEN (approved by the Buildings and Grounds Committee on September 12, 2012)

WHEREAS, Sponsors Hall, comprised of two buildings and including a three-level dining building in addition to a 37-unit lodging/hotel facility, opened in 1979 to support the Executive Education programs of the Darden School of Graduate Business; and

WHEREAS, for the past 10 years Darden has opened the Center to the public at large and has experienced increased and sustained demand for its use; and

WHEREAS, the Center’s clientele now includes a large percentage of patrons from both the University community as well as external groups, making the current name confusing and outdated; and

RENAMING OF SCHOOL OF ENGINEERING AND APPLIED SCIENCE/FACILITIES MANAGEMENT SHOP BUILDING (approved by the Buildings and Grounds Committee on September 12, 2012)

WHEREAS, there exists within the School of Engineering and Applied Science a building currently known as the Student Projects/Facilities Management Shop Building; and

RESOLVED, the Board of Visitors names the building currently known as the Student Projects/Facilities Management Shop Building Lacy Hall.

NAMING OF LEARNING CENTER LOCATED IN THE SCHOOL OF ENGINEERING AND APPLIED SCIENCE/FACILITIES MANAGEMENT SHOP BUILDING (approved by the Buildings and Grounds Committee on September 12, 2012)

WHEREAS, there exists within the School of Engineering and Applied Science a building currently known as the Student Projects/Facilities Management Shop Building; and

WHEREAS, the School has documented its intention to name this building Lacy Hall, in recognition of the generosity of Mr. Linwood 8831

“Chip” Lacy, who graduated from the School in 1967 and then continued his education at the University, completing a Masters of Business Administration in 1969; and

RESOLVED, the Board of Visitors names the student laboratory located within the newly named Lacy Hall the Anne Warrick Lacy Experiential Learning Center.

APPROVAL TO ACQUIRE_ALBEMARLE ARTHRITIS ASSOCIATES, LLP (approved by the Medical Center Operating Board on September 13, 2012 and by the Finance Committee on September 14, 2012. Mr. Martin and Mr. Atkinson abstained from the vote)

APPROVAL TO ESTABLISH THE MARY IRENE DESHONG PROFESSORSHIP IN DESIGN AND HEALTH (approved by the Educational Policy Committee on September 13, 2012)

WHEREAS, the design of effective, just, and economically feasible environments for human health is still a new frontier and a critical one for our nation and the world; and

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WHEREAS, the professor shall be a nationally or internationally- recognized thought leader, academician, or practitioner, who may direct and shall provide intellectual leadership for the Center for Design and Health, build partnerships across disciplines with leading practitioners, government policy-makers, and fellow academics at the highest levels, and establish a new curriculum in design and health at the University; and

WHEREAS, the professorship honors the distinguished career of Mary Irene DeShong in public education as an outstanding teacher and elementary school principal;

RESOLVED FURTHER, the Board, the University, and the School of Architecture express their deep gratitude to the donors for their generous support of the School of Architecture.

APPROVAL OF THE SUMMARY OF AUDIT AND COMPLIANCE FINDINGS (approved by the Audit and Compliance Committee on September 14, 2012)

APPROVAL OF AMENDED 2012-2018 STATE SIX-YEAR INSTITUTIONAL PLAN (approved by the Finance Committee on September 14, 2012)

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RESOLVED, the Board of Visitors approves the amended 2012-18 six- year institutional plans of the University’s Academic Division and the College at Wise; and

APPROVAL OF 2013 OPERATING AND CAPITAL AMENDMENTS TO THE 2012-2014 BIENNIAL BUDGET (approved by the Finance Committee on September 14, 2012)

WHEREAS, the University, the Medical Center, and the College at Wise have an opportunity to propose budget amendments for consideration by the Governor in his amended 2012-2014 budget; and

WHEREAS, the six-year plans previously approved by the Board of Visitors and submitted to the state by the Academic Division and the College at Wise provide the basis for the proposed amendments;

RESOLVED, the Board of Visitors of the University of Virginia approves the amendments to the 2012-2014 biennial budget; and

SIGNATORY AUTHORIZATION FOR OUTREACH MASTER FINANCIAL MEMORANDUM OF UNDERSTANDING FOR THE MEDICAL CENTER AND THE SCHOOL OF MEDICINE (approved by the Medical Center Operating Board on September 13, 2012)

WHEREAS, on November 10, 2011, the Board of Visitors approved and adopted the University of Virginia Health System Clinical Enterprise Strategic Direction;

WHEREAS, as a part of the implementation of the Health System Clinical Enterprise Strategic Direction, the Medical Center and the School of Medicine desire to jointly develop certain outreach clinical delivery sites (the “Partnership Initiatives”), to be located off the grounds of the Health System (outside of the Medical Center campus, Fontaine Research Park and Northridge); and

WHEREAS, the Medical Center and the School of Medicine desire to structure the Partnership Initiatives such that the Medical Center and the School of Medicine share equally on a “50/50” basis in the capital and non-capital investments required for, and any gain or loss resulting from, each Partnership Initiative, and the University of Virginia Physicians Group realizes neither a gain nor a loss as a result of its role in the development or operations of any Partnership Initiative;

RESOLVED, the Board of Visitors authorizes the Vice President and Chief Executive Officer of the Medical Center and the Vice President and Dean of the School of Medicine to execute an Outreach Master Financial Memorandum of Understanding among the Medical Center, the School of Medicine and the University of Virginia Physicians Group, memorializing the above financial relationships regarding Partnership Initiatives;

RESOLVED FURTHER, the Board of Visitors authorizes the Vice President and Chief Executive Officer of the Medical Center and the Vice President and Dean of the School of Medicine, in consultation with the Chair of the Medical Center Operating Board, to execute amendments to the Outreach Master Financial Memorandum of Understanding adding specific Partnership Initiatives to the Memorandum of Understanding to be governed by its terms.

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APPROVAL OF MISSION AND VISION STATEMENT FOR THE UNIVERSITY OF VIRGINIA HEALTH SYSTEM (approved by the Medical Center Operating Board on September 13, 2012)

RESOLVED, the Board of Visitors approves the following mission and vision statements for the University of Virginia Health System:

Mission: The mission for the University of Virginia Health System is to provide excellence, innovation, and superlative quality in the care of patients, the training of health professionals, and the creation and sharing of health knowledge within a culture that promotes equity, diversity, and inclusiveness.

Vision: In all that we do, we work to benefit human health and improve the quality of life. We will be:

• our local community’s provider of choice for its healthcare needs • a national leader in quality, patient safety, service, and compassionate care • the leading provider of technologically-advanced, ground-breaking care throughout Virginia • recognized for translating research discoveries into improvements in clinical care and patient outcomes • fostering innovative care delivery and teaching/training models that respond to the evolving health environment • a leader in training students and faculty in providing health care free of disparity

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FACULTY PERSONNEL ACTIONS

ELECTIONS

RESOLVED that the following persons are elected to the faculty:

Ms. Ann G. Backof, as Assistant Professor of Commerce, for three academic years, effective August 25, 2012, at an academic year salary of $180,000.

Mr. Brendan J. Boler, as Assistant Professor of Commerce, for three academic years, effective August 25, 2012, at an academic year salary of $110,000.

Ms. Lauren K. Bonnet, as Acting Assistant Professor of Education, for the period August 25, 2012 through July 31, 2013, at an annual salary of $75,000.

Mr. John R.B. Campbell, as Research Assistant Professor in Religious Studies, for three academic years, effective May 25, 2012, at an annual salary of $85,000.

Mr. Utpal Chatterjee, as Assistant Professor of Physics, for three academic years, effective August 25, 2012, at an academic year salary of $80,000.

Ms. Eileen Y. Chou, as Assistant Professor of Public Policy, for four academic years, effective August 25, 2012, at an academic year salary of $105,000.

Ms. Jennifer L. Doleac, as Assistant Professor of Public Policy and Economics, for four academic years, effective August 25, 2012, at an academic year salary of $117,000.

Mr. Mark E. Emblidge, as Professor of Practice of Education, for one year, effective July 1, 2012, at an annual salary of $215,000.

Mr. Gavin T. Garner, as Assistant Professor, General Faculty, for the period November 26, 2011 through May 24, 2013, at an academic year salary of $62,500. 8837

Ms. Chloe R. Gibbs, as Assistant Professor of Public Policy and Education, for four academic years, effective August 25, 2012, at an academic year salary of $115,000.

Mr. Devin K. Harris, as Assistant Professor of Civil and Environmental Engineering, for the period July 2, 2012 through June 24, 2015, at an annual salary of $115,000.

Mr. Christopher S. Hulleman, as Research Associate Professor of Education, for two years, effective July 10, 2012, at an annual salary of $95,500.

Dr. David E. Jones, as Assistant Professor of Neurology, for three years, effective June 21, 2012, at an annual salary of $100,000.

Dr. Angela M. Kloepfer, as Assistant Professor of Medicine, for two years, effective July 1, 2012, at an annual salary of $100,000.

Ms. Jennifer M. Knippen, as Assistant Professor of Commerce, for three academic years, effective August 25, 2012, at an academic year salary of $145,000.

Mr. Michael J. Kofler, as Assistant Professor of Education, for four academic years, effective August 25, 2012, at an academic year salary of $71,000.

Mr. David W. Lehman, as Assistant Professor of Commerce, for three academic years, effective August 25, 2012, at an academic year salary of $147,000.

Ms. Molly Lipscomb, as Assistant Professor of Public Policy and Economics, for four academic years, effective August 25, 2012, at an academic year salary of $117,000.

Dr. Leonardo A. Martinez Rowe, as Assistant Professor of Anesthesiology, for one year, effective July 1, 2012, at an annual salary of $100,000.

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Dr. Derek S. Mongold, as Assistant Professor of Psychiatry and Neurobehavioral Sciences, for two years, effective July 16, 2012, at an annual salary of $100,000.

Ms. Karin I. Oberg, as Assistant Professor of Chemistry and Assistant Professor of Astronomy, for four academic years, effective August 25, 2012, at an academic year salary of $75,000.

Mr. Osman E. Ozbulut, as Assistant Professor of Civil and Environmental Engineering, for the period July 2, 2012 through June 24, 2015, at an annual salary of $100,000.

Ms. Sabrina Pendergrass, as Assistant Professor of Sociology, for four academic years, effective August 25, 2012, at an academic year salary of $72,500.

Dr. Denia Ramirez-Montealegre, as Assistant Professor of Neurology, for three years, effective April 9, 2012, at an annual salary of $100,000.

Dr. Eric P. Ritter, as Assistant Professor of Anesthesiology, for three years, effective July 9, 2012, at an annual salary of $100,000.

Mr. Ji Hoon Ryoo, as Assistant Professor of Education, for four academic years, effective August 25, 2012, at an academic year salary of $69,000.

Mr. Jonah Schulhofer-Wohl, as Assistant Professor of Politics, for four academic years, effective August 25, 2012, at an academic year salary of $72,500.

Dr. Robert C. Schutt, as Assistant Professor of Medicine, for two years, effective July 1, 2012, at an annual salary of $100,000.

Dr. Andrew M. Southerland, as Assistant Professor of Neurology, for three years, effective July 1, 2012, at an annual salary of $100,000.

8839

Dr. Amy P. Stallings, as Assistant Professor of Medicine, for one year, effective February 25, 2012, at an annual salary of $100,000.

Ms. Susan Thacker-Gwaltney, as Acting Assistant Professor of Education, General Faculty, for the period August 25, 2012 through July 31, 2014, at an annual salary of $68,000.

Dr. Robert Thiele, as Assistant Professor of Anesthesiology, for three years, effective July 1, 2012, at an annual salary of $100,000.

Mr. Duane E. Thomas, as Assistant Professor of Education, for four academic years, effective August 25, 2012, at an academic year salary of $73,000.

Mr. Joshua M. White, as Assistant Professor of History, for four academic years, effective August 25, 2012, at an academic year salary of $64,000.

Mr. David Whitesell, as Associate Librarian, General Faculty, Alderman Library, for three years, effective April 30, 2012, at an annual salary of $82,000.

Ms. Vivian C. Wong, as Assistant Professor of Education, for four academic years, effective August 25, 2012, at an academic year salary of $68,000.

ACTIONS RELATING TO CHAIRHOLDERS

RESOLVED that the actions relating to the Chairholders are approved as shown below:

(a) Election of Chairholders

Mr. Edmund Darrell Brodie III, as B.F.D. Runk Professor of Botany, effective May 25, 2012. Mr. Brodie will continue as Professor of Biology, without term.

8840

Mr. Darryl K. Brown, as E. James Kelly Jr., Research Professor of Law, for three years, effective August 25, 2012. Mr. Brown will continue as O.M. Vicars Professor of Law, without term.

Mr. James E. Casanova, as Harrison Distinguished Teaching Professor of Cell Biology, for five years, effective July 25, 2012. Mr. Casanova will continue as Professor of Cell Biology, without term, and Professor of Microbiology, with term.

Mr. John F. Duffy, as Samuel H. McCoy II, Professor of Law, effective August 25, 2012. Mr. Duffy will continue as Armistead M. Dobie Professor of Law, with term, and Professor of Law, without term.

Mr. Kim A. Forde-Mazrui, as William S. Potter Professor of Law, effective August 25, 2012. Ms. Forde-Mazrui will continue as Professor of Law, without term.

Ms. Risa L. Goluboff, as John Allan Love Professor of Law, without term, and Justice Thurgood Marshall Distinguished Professor of Law, for three years, effective August 25, 2012. Ms. Goluboff will continue as Professor of Law, without term.

Ms. Rachel A. Harmon, as Sullivan and Cromwell Professor of Law, for three years, effective August 25, 2012. Ms. Harmon will continue as Professor of Law, without term.

Mr. John C. Harrison, as Joseph C. Carter Jr., Research Professor of Law, for three years, effective August 25, 2012. Mr. Harrison will continue as James Madison Distinguished Professor of Law, without term, and Professor of Law, without term.

Mr. Craig L. Huneke, as Marvin Rosenblum Professor of Mathematics, effective August 25, 2012, at an academic year salary of $175,000.

Mr. David A. Martin, as Joel B. Piassick Research Professor of Law, for three years, effective August 25, 2012. Mr. Martin will continue as Warner-Booker Distinguished Professor of International Law, without term, and Professor of Law, without term.

Mr. John F. Miller, as Arthur F. and Marian W. Stocker Professor of Classics, effective August 25, 2012. 8841

Mr. Dotan Oliar, as Class of 1966 Research Professor of Law, for three years, effective August 25, 2012. Mr. Oliar will continue as Professor of Law, without term.

Dr. Mitchell H. Rosner, as Henry B. Mulholland Professor of Internal Medicine, effective July 1, 2012. Dr. Rosner will continue as Professor of Medicine, without term.

Mr. Richard C. Schragger, as Barron F. Black Research Professor of Law, for three years, effective August 25, 2012. Mr. Schragger will continue as Professor of Law, without term.

Dr. Francis H. Shen, as Warren G. Stamp Professor of Orthopaedic Surgery, effective July 25, 2012.

Mr. Paul B. Stephan, as David H. Ibbeken '71 Research Professor of Law, for three years, effective August 25, 2012. Mr. Stephan will continue as John C. Jeffries Jr. Distinguished Professor of Law, without term.

Mr. Steven D. Walt, as John V. Ray Research Professor of Law, for three years, effective August 25, 2012. Mr. Walt will continue as Percy Brown Jr., Professor of Law, without term.

(b) Change of Title of Chairholders

Dr. Peter A. Netland, from DuPont Guerry III Professor of Ophthalmology, to Vernah Scott Moyston Professor of Ophthalmology, effective May 25, 2012. Dr. Netland will continue as Professor of Ophthalmology, without term.

Mr. Daniel Ortiz, from John Allan Love Professor of Law, to Michael J. and Jane R. Horvitz Distinguished Professor of Law, effective August 25, 2012. Mr. Ortiz will continue as Edward F. Howrey Professor of Law, with term, and Professor of Law, without term. (c) Special Salary Action of Chairholders

Mr. Thomas S. Bateman, Bank of America Professor in the McIntire School of Commerce, effective August 25, 2012, at an academic year salary of $227,500.

8842

Dr. Sim S. Galazka, Walter M. Seward Professor of Family Medicine, effective April 1, 2012, at an annual salary of $100,000.

Mr. William J. Kehoe, William F. O'Dell Professor of Commerce, effective August 25, 2012, at an academic year salary of $176,900.

Mr. Jeffrey W. Legro, Randolph P. Compton Professor in the White Burkett Miller Center of Public Affairs, and Professor of Politics, effective May 25, 2012, at an annual salary of $225,000.

Mr. John H. Lindgren Jr., Consumer Bankers Association Professor of Retail Banking, effective August 25, 2012, at an academic year salary of $177,500.

Mr. David M. Maloney, Carman G. Blough Professor of Accounting, effective August 25, 2012, at an academic year salary of $132,500.

Mr. Roger D. Martin, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $174,900.

Mr. James G. Maxham III, Professor of Commerce, effective August 25, 2012, at an academic year salary of $189,000.

Mr. David G. Mick, Robert Hill Carter Professor of Marketing in the School of Commerce, effective August 25, 2012, at an academic year salary of $217,000.

Dr. Susan C. Modesitt, Richard N. and Louise R. Crockett Associate Professor of Obstetrics and Gynecology, effective May 1, 2012, at an annual salary of $118,000.

Mr. Michael G. Morris, Murray Research Professor of Commerce, effective August 25, 2012, at an academic year salary of $202,500.

Mr. John F. Miller, Arthur F. and Marian W. Stocker Professor of Classics, effective August 25, 2012, at an academic year salary of $118,500.

8843

Mr. Richard G. Netemeyer, Ralph A. Beeton Professor of Free Enterprise, effective August 25, 2012, at an academic year salary of $250,000.

Mr. George A. Overstreet, Walker Professor of Growth Enterprises, effective August 25, 2012, at an academic year salary of $170,600.

Mr. Brian J. Parshall, Gordon Thomas Whyburn Professor of Mathematics, effective August 25, 2012, at an academic year salary of $136,200.

Dr. Craig L. Slingluff, Joseph Helms Farrow Professor of Surgical Oncology, effective May 1, 2012, at an annual salary of $237,800.

Mr. David C. Smith, C. Coleman McGehee Research Associate Professor of Banking and Commerce, effective August 25, 2012, at an academic year salary of $213,500.

Mr. Robert I. Webb, Martin J. Patsel Jr., Research Professor of Commerce, effective August 25, 2012, at an academic year salary of $152,000.

Mr. William J. Wilhelm, William G. Shenkir Professor of Commerce, effective August 25, 2012, at an academic year salary of $261,000.

Ms. Susan P. Williams, KPMG Peat Marwick Professor of Professional Accounting, effective August 25, 2012, at an academic year salary of $167,500.

(d) Retirement of Chairholder

Ms. Elizabeth I. Merwin, Madge M. Jones Professor of Nursing, effective June 30, 2012. Ms. Merwin has been a member of the faculty since January 1, 1996.

(e) Resignation of Chairholders

Dr. Carl L. Berg, David D. Stone Professor of Internal Medicine, effective April 16, 2012, to accept another position.

8844

Ms. Tomiko Brown-Nagin, T. Munford Boyd Professor of Law, and Justice Thurgood Marshall Distinguished Professor of Law, effective May 24, 2012, to accept another position.

Mr. Barry J. Cushman, James Monroe Distinguished Professor of Law and David H. Ibbeken '71 Research Professor of Law, effective May 24, 2012, to accept another position.

Mr. Ian G. Macara, Harrison Distinguished Teaching Professor of Microbiology, effective July 31, 2012, to accept another position.

PROMOTION

RESOLVED that the following person is promoted:

Mr. Jonathan Kipnis, from Associate Professor of Neuroscience, with term, and Associate Professor of Ophthalmology, with term, to Professor of Neuroscience, without term, and Professor of Ophthalmology, for three years, effective August 25, 2012.

CORRECTION TO THE PROMOTION OF DR. DAVID R. BURT

RESOLVED, the promotion of Dr. David R. Burt, from Assistant Professor of Medicine, to Associate Professor of Medicine, for three years, effective July 1, 2012, as stated in the Minutes of the Meeting of the Board of Visitors dated May 22, 2012, be corrected to read as follows:

Dr. David R. Burt, from Assistant Professor of Emergency Medicine, to Associate Professor of Emergency Medicine, for three years, effective July 1, 2012.

SPECIAL SALARY ACTIONS

RESOLVED that the following persons shall receive the salary indicated:

Mr. Ahmed N. Abbasi, Assistant Professor of Commerce, effective August 25, 2012, at an academic year salary of $141,000.

Ms. Sally K. Armentrout, Lecturer, General Faculty, effective July 1, 2012, at an annual salary of $56,000. 8845

Mr. Michael D. Atchison, Professor of Commerce, effective August 25, 2012, at an academic year salary of $150,500.

Mr. Anthony J. Baglioni Jr., Assistant Professor of Commerce, General Faculty, effective August 25, 2012, at an academic year salary of $112,000.

Mr. Gary A. Ballinger, Assistant Professor of Commerce, effective August 25, 2012, at an academic year salary of $155,700.

Ms. Monica L. Banyi, Assistant Professor of Commerce, effective August 25, 2012, at an academic year salary of $135,000.

Ms. Sally N. Barber, Lecturer, General Faculty, effective January 22, 2012, at an annual salary of $181,800.

Mr. Lucien L. Bass III, Lecturer, General Faculty, effective August 25, 2012, at an academic year salary of $66,000.

Mr. Brian P. Boland, Lecturer, General Faculty, effective May 25, 2012, at an annual salary of $150,000.

Mr. Jeffrey S. Boyd, Lecturer, General Faculty, effective July 2, 2012, at an annual salary of $95,000.

Mr. Robert B. Brown, Associate Professor of Commerce, effective August 25, 2012, at an annual salary of $131,200.

Mr. James E. Burroughs, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $178,700.

Mr. James E. Casanova, Professor of Cell Biology, without term, and Professor of Microbiology, with term, effective April 25, 2012, at an annual salary of $164,000.

Mr. Amar Cheema, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $178,000.

Mr. Zhaohui Chen, Assistant Professor of Commerce, effective August 25, 2012, at an academic year salary of $165,000.

Mr. Robert L. Cross, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $153,000. 8846

Mr. Patrick J. Dennis, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $160,000.

Mr. Robert Diamond, Lecturer, General Faculty, effective June 1, 2012, at an annual salary of $75,000.

Ms. Gayle R. Erwin, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $117,700.

Mr. Charles T. Fitch, Lecturer, General Faculty, effective August 25, 2012, at an academic year salary of $100,000.

Mr. Larry Fitzgerald, Lecturer, General Faculty, effective January 22, 2012, at an annual salary of $439,350.

Ms. Natalie C. Fitzgerald, Lecturer, General Faculty, effective May 7, 2012, at an annual salary of $72,000.

Ms. Ying Z. Foutz, Assistant Professor of Commerce, effective August 25, 2012, at an academic year salary of $140,000.

Mr. Robert W. Freer, Lecturer, General Faculty, effective June 25, 2012, at an annual salary of $275,000.

Mr. Zheng Fu, Assistant Professor of Medicine, effective April 25, 2012, at an annual salary of $100,000.

Mr. Michael F. Gallmeyer, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $204,000.

Ms. Laura F. Galloway, Professor of Biology, effective August 25, 2012, at an academic year salary of $109,300.

Ms. Cynthia F. Gasman, Assistant Professor of Commerce, General Faculty, effective August 25, 2012, at an academic year salary of $81,000.

Mr. Peter H. Gray, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $159,000.

Mr. Stefano Grazioli, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $142,000.

8847

Mr. Allen W. Groves, Lecturer, General Faculty, effective June 1, 2012, at an annual salary of $170,000.

Ms. Meredith S. Gunter, Lecturer, General Faculty, effective May 25, 2012, at an annual salary of $103,200.

Ms. Lynn A. Hamilton, Associate Professor of Commerce, General Faculty, effective August 25, 2012, at an academic year salary of $91,500.

Mr. Ira C. Harris, Assistant Professor of Commerce, General Faculty, effective August 25, 2012, at an academic year salary of $124,500.

Mr. John F. Hawley, Professor of Astronomy, effective June 25, 2012, at an annual salary of $155,000.

Mr. Bradley E. Haws, Lecturer in Medical Education, effective March 1, 2012, at an annual salary of $205,000.

Ms. Carrie M. Heilman, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $152,000.

Mr. Andrew M. Hess, Assistant Professor of Commerce, effective August 25, 2012, at an academic year salary of $147,000.

Ms. Cynthia N. Huddleston, Lecturer, General Faculty, effective August 25, 2012, at an annual salary of $155,000.

Mr. John Z. Imbrie, Professor of Mathematics, effective August 25, 2012, at an academic year salary of $110,300.

Ms. Gigi G. Kelly, Assistant Professor of Commerce, effective August 25, 2012, at an academic year salary of $105,000.

Mr. Robert S. Kemp, Professor of Commerce, effective August 25, 2012, at an academic year salary of $135,500.

Ms. Adelaide W. King, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $162,000.

8848

Mr. Jonathan Kipnis, Professor of Neuroscience, without term, and Professor of Ophthalmology, with term, effective August 25, 2012, at an annual salary of $174,000.

Mr. Adam S. Koch, Assistant Professor of Commerce, effective August 25, 2012, at an academic year salary of $140,000.

Mr. Craig E. Lefanowicz, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $160,000.

Ms. Rebecca L. Leonard, Lecturer, General Faculty, effective August 25, 2012, at an annual salary of $113,000.

Dr. Zhenqi Liu, Associate Professor of Medicine, effective April 1, 2012, at an annual salary of $220,000.

Mr. Peter A. Maillet, Lecturer, General Faculty, effective August 25, 2012, at an academic year salary of $145,000.

Mr. Jeremy J. Marcel, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $155,700.

Ms. Felicia C. Marston, Professor of Commerce, effective August 25, 2012, at an academic year salary of $177,500.

Ms. Janette M. Martin, Assistant Professor of Commerce, General Faculty, effective August 25, 2012, at an academic year salary of $75,000.

Dr. Christopher R. Mccartney, Associate Professor of Medicine, effective February 25, 2012, at an annual salary of $165,000.

Mr. Eric E. Meier, Lecturer, General Faculty, effective August 25, 2012, at an annual salary of $135,000.

Ms. Amalia R. Miller, Associate Professor of Economics, effective September 25, 2012, at an academic year salary of $145,000.

Ms. Nola Miller, Lecturer, General Faculty, effective August 25, 2012, at an annual salary of $92,000.

8849

Mr. Laurence G. Mueller, Lecturer, General Faculty, effective February 25, 2012, at an annual salary of $115,000.

Mr. Russell R. Nelson, Professor of Commerce, effective August 25, 2012, at an academic year salary of $185,000.

Ms. Bethany P. Nowviskie, Associate Librarian, General Faculty, Alderman Library, effective July 1, 2012, at an annual salary of $95,600.

Ms. Elizabeth F. O'Halloran, Lecturer, General Faculty, effective March 1, 2012, at an annual salary of $150,000.

Mr. Robert E. Patterson, Assistant Professor of Commerce, General Faculty, effective August 25, 2012, at an academic year salary of $75,000.

Ms. Marcia L. Pentz-Harris, Lecturer, General Faculty, effective August 25, 2012, at an academic year salary of $75,000.

Ms. Wendy E. Perry, Lecturer, General Faculty, effective May 25, 2012, at an annual salary of $93,500.

Ms. Susan L. Porter, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $160,000.

Ms. Andrea A. Roberts, Assistant Professor of Commerce, effective August 25, 2012, at an academic year salary of $160,000.

Ms. Sarah M. Royal, Lecturer, General Faculty, effective June 25, 2012, at an annual salary of $55,000.

Ms. Amanda P. Russell, Assistant Professor of Commerce, effective August 25, 2012, at an academic year salary of $148,000.

Mr. Patrik V. Sandas, Assistant Professor of Commerce, effective August 25, 2012, at an academic year salary of $195,000.

Ms. Carola Schenone, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $181,000.

Mr. Michael F. Skrutskie, Professor of Astronomy, effective June 25, 2012, at an academic year salary of $158,000.

8850

Ms. Elizabeth M. Snyder, Lecturer, General Faculty, effective June 25, 2012, at an annual salary of $275,000.

Mr. Gerald D. Starsia, Lecturer, General Faculty, effective August 25, 2012, at an annual salary of $200,000.

Mr. Daniel W. Steeper, Lecturer, General Faculty, effective August 25, 2012, at an annual salary of $92,000.

Mr. George J. Stukenborg, Associate Professor of Public Health Sciences, effective May 25, 2012, at an annual salary of $165,100.

Ms. Allison N. Teweles, Lecturer, General Faculty, effective August 25, 2012, at an annual salary of $85,000.

Mr. Robert W. Tharpe, Lecturer, General Faculty, effective August 25, 2012, at an annual salary of $110,000.

Ms. Antoinette R. Thomas, Associate Professor, General Faculty, effective June 25, 2012, at an annual salary of $90,600.

Mr. James E. Travisano, Lecturer, General Faculty, effective August 25, 2012, at an annual salary of $88,000.

Mr. Mark A. White, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $108,000.

Ms. Catherine K. Whittier, Lecturer, General Faculty, effective August 25, 2012, at an annual salary of $125,000.

Ms. Sarah L. Wilcox-Elliott, Lecturer, General Faculty, effective May 25, 2012, at an annual salary of $59,200.

Mr. Patrick J. Wilkie, Associate Professor of Commerce, General Faculty, effective August 25, 2012, at an academic year salary of $130,000.

Mr. Derick Williams, Assistant Professor of Education, General Faculty, effective August 25, 2012, at an academic year salary of $64,000.

8851

Ms. Barbara H. Wixom, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $154,000.

Mr. Christopher A. Yung, Associate Professor of Commerce, effective August 25, 2012, at an academic year salary of $198,000.

CORRECTION TO THE SPECIAL SALARY ACTION OF MR. KHALEQUZ ZAMAN

RESOLVED, the special salary action of Mr. Khalequz Zaman, Assistant Professor in Pediatrics, effective July 25, 2011, at an annual salary of $64,800, as stated in the Minutes of the meeting of the Board of Visitors dated November 11, 2011, be corrected to read as follows:

Mr. Khalequz Zaman, Assistant Professor of Research in Pediatrics, effective July 25, 2011, at an annual salary of $64,800.

RESIGNATIONS

The President announced the following resignations:

Dr. Susan B. Alisanski, Assistant Professor of Pediatrics, effective June 25, 2012, to accept another position.

Mr. Craig E. Barton, Associate Professor of Architecture, effective August 24, 2012, to accept another position.

Mr. Randy L. Bell, Professor of Education, effective July 1, 2012, to accept another position.

Ms. Jennifer L. Burns, Assistant Professor of History, effective May 24, 2012, to accept another position.

Mr. Jason J. Chruma, Assistant Professor of Chemistry, effective May 24, 2012, to accept another position.

Mr. Maurice D. Cox, Associate Professor of Architecture, effective August 24, 2012, to accept another position.

Ms. Deborah Eisenberg, Professor of English, effective May 24, 2012, to accept another position.

Ms. Sarah P. Farrell, Associate Professor of Nursing, effective May 24, 2012, to accept another position. 8852

Ms. Kirby Felts, Lecturer, General Faculty, effective March 16, 2012, to accept another position.

Mr. Joshua Fischman, Associate Professor of Law, effective May 24, 2012, to accept another position.

Ms. Jane C. Fletcher, Lecturer, General Faculty, effective April 2, 2012, to accept another position.

Mr. Jonathan D. Haidt, Professor of Psychology, effective May 24, 2012, to accept another position.

Mr. Kevin C. Hazen, Professor of Pathology, effective June 1, 2012, to accept another position.

Ms. Kristina E. Hill, Associate Professor of Landscape Architecture, effective August 24, 2012, to accept another position.

Ms. Ruth A. Hill, Professor of Spanish, Italian and Portuguese, effective May 24, 2012, to accept another position.

Dr. Kaimal A. Jayakumar, Associate Professor in Pediatrics, effective September 9, 2012, to accept another position.

Dr. Sheryl L. Johnson, Assistant Professor of Psychiatry and Neurobehavioral Sciences, effective June 12, 2012, for personal reasons.

Dr. Sandeep Kamath, Assistant Professor of Medicine, effective June 30, 2012, to accept another position.

Ms. Amy S. Kipp, Assistant Professor of Anesthesiology, effective June 30, 2012, for personal reasons.

Mr. Austen Lamacraft, Assistant Professor of Physics, effective May 24, 2012, to accept another position.

Dr. David T. Lawrence, Assistant Professor of Emergency Medicine, effective June 30, 2012, to accept another position.

Mr. Christopher J. Lebron, Assistant Professor of Politics, effective May 24, 2012, to accept another position. 8853

Dr. Jessica D. Lewis, Assistant Professor of Medicine, effective June 30, 2012, to accept another position.

Dr. Veronica E. Michaelsen, Assistant Professor of Research in Medical Education, effective April 15, 2012, for personal reasons.

Mr. Michael J. Moore, Professor of Public Policy, effective May 24, 2012, to accept another position.

Mr. Daniel L. Nagin, Associate Professor of Law, General Faculty, effective June 1, 2012, to accept another position.

Dr. Srikant Nannapaneni, Assistant Professor of Medicine, effective June 30, 2012, for personal reasons.

Dr. Kristine M. Peterson, Assistant Professor of Medicine, effective June 30, 2012, to accept another position.

Dr. Amy W. Pollak, Assistant Professor of Medicine, effective June 30, 2012, for personal reasons.

Ms. Prista Ratanapruck, Assistant Professor of Anthropology, effective May 24, 2012, for personal reasons.

Mr. Melvin L. Rogers, Assistant Professor of Politics, effective May 24, 2012, to accept another position.

Mr. Mir M. Salim, Acting Assistant Professor of Business Administration, effective May 24, 2012, for personal reasons.

Dr. Hanna K. Sanoff, Assistant Professor of Medicine, effective August 3, 2012, to accept another position.

Dr. Craig K. Seto, Associate Professor of Family Medicine, effective June 30, 2012, for personal reasons.

Dr. Cynthia Snider, Assistant Professor of Medicine, effective June 30, 2012, for personal reasons.

Dr. Michele L. Sumler, Assistant Professor of Anesthesiology, effective July 30, 2012, for personal reasons.

8854

Dr. Ulku C. Turba, Assistant Professor of Radiology, effective April 3, 2012, to accept another position.

Dr. Kevin E. Vorenkamp, Assistant Professor of Anesthesiology, effective June 8, 2012, for personal reasons.

Dr. Tiffini Voss, Assistant Professor of Neurology, effective June 13, 2012, to accept another position.

Mr. Paul L. Walker, Associate Professor of Commerce, effective August 24, 2012, for personal reasons.

Mr. Brian J. Wiltgen, Assistant Professor of Psychology, effective May 24, 2012, to accept another position.

RETIREMENTS

The President announced the following retirements:

Ms. Suzanne M. Burns, Professor of Nursing, General Nursing Faculty, effective May 25, 2012. Ms. Burns has been a member of the faculty since July 1, 2004.

Mr. Alexander S. Khromov, Assistant Professor of Research in Molecular Physiology and Biological Physics, effective March 31, 2012. Mr. Khromov has been a member of the faculty since October 1, 1993.

Ms. Elizabeth I. Merwin, Madge M. Jones Professor of Nursing, effective June 30, 2012. Ms. Merwin has been a member of the faculty since January 1, 1996.

Mr. Sang H. Son, Professor of Computer Science, effective August 25, 2012. Mr. Son has been a member of the faculty since January 16, 1986.

Ms. Renate E. Voris, Professor of German, effective July 19, 2012. Ms. Voris has been a member of the faculty since September 1, 1979.

8855

CORRECTION TO THE RETIREMENT AND EMERITUS ELECTION OF MS. CHERYL M. BOURGUIGNON

RESOLVED, the retirement and emeritus election of Ms. Cheryl M. Bourguignon, Associate Professor of Nursing, effective August 28, 2012, as stated in the Minutes of the meeting of the Board of Visitors dated May 21, 2012, is corrected to read as follows:

Ms. Cheryl M. Bourguignon, Associate Professor of Nursing, effective May 24, 2012. Ms. Bourguignon has been a member of the faculty since August 25, 1998.

RESIGNATION OF MICHAEL STRINE, EXECUTIVE VICE PRESIDENT AND CHIEF OPERATING OFFICER

The President announced the following resignation:

Mr. Michael Strine, Executive Vice President and Chief Operating Officer and Vincent Shea Professor, effective August 24, 2012, for personal reasons.

RE-ELECTION OF MS. SUSAN CARKEEK AS VICE PRESIDENT AND CHIEF HUMAN RESOURCES OFFICER

RESOLVED, Ms. Susan Carkeek is re-elected as Vice President and Chief Human Resources Officer, for one year, effective August 1, 2012.

RE-ELECTION OF MS. PATRICIA M. LAMPKIN AS VICE PRESIDENT AND CHIEF STUDENT AFFAIRS OFFICER

RESOLVED, Ms. Patricia M. Lampkin is re-elected as Vice President and Chief Student Affairs Officer, for one year, effective October 25, 2012.

8856

APPOINTMENT

The President announced the following appointment:

Mr. Jeffrey W. Legro, as Vice Provost for Global Affairs, for five years, effective May 25, 2012.

RE-APPOINTMENTS

The President announced the following re-appointments:

Mr. Maurice Apprey, as Dean, Office of African-American Affairs, for five years, effective June 1, 2012.

Mr. Bryan Garey, as Director, Employee Development, for one year, effective August 12, 2012.

Ms. Lynn M. Mitchell, as University Policy Manager, for two years, effective June 25, 2012.

ELECTION OF PROFESSORS EMERITI

RESOLVED that the following persons are elected Professor Emeritus:

Ms. Suzanne M. Burns, Professor of Nursing, General Nursing Faculty, effective May 25, 2012.

Ms. Elizabeth I. Merwin, Madge M. Jones Professor of Nursing, effective June 30, 2012.

Mr. Sang H. Son, Professor of Computer Science, effective August 25, 2012.

Ms. Renate E. Voris, Professor of German, effective July 19, 2012.

8857

DEATHS

The president announced the following deaths:

Dr. Ernst O. Attinger, Harry Douglas Forsyth Professor Emeritus of Engineering and Applied Science, died January 1, 2012. Dr. Attinger had been a member of the faculty since July 1, 1967, until his retirement on May 31, 1990.

Ms. Barbara A. Graham, Associate Professor Emeritus of Nursing, died August 19, 2012. Ms. Graham had been a member of the faculty since 1971, until her retirement in 1994.

Mr. William Lee Miller, Commonwealth Professor, died May 27, 2012. Mr. Miller had been a member of the faculty since September 1, 1982.

THE UNIVERSITY OF VIRGINIA’S COLLEGE AT WISE

SPECIAL SALARY ACTIONS

RESOLVED that the following persons shall receive the salary indicated:

Ms. Narda N. Porter, Lecturer, General Faculty, The University of Virginia's College at Wise, effective February 25, 2012, at an annual salary of $65,000.

Ms. Rebecca E. Huffman, Lecturer, General Faculty, The University of Virginia's College at Wise, effective May 25, 2012, at an annual salary of $56,600.

Ms. Jamie D. Rose, Lecturer, General Faculty, The University of Virginia's College at Wise, effective May 25, 2012, at an annual salary of $48,400.

Mr. Kenneth J. Tiller, Professor of English, The University of Virginia's College at Wise, effective August 25, 2012, at an academic year salary of $62,800.

8858

RESIGNATIONS

The President announced the following resignations:

Mr. David L. Chambers, Assistant Professor of Biology, The University of Virginia's College at Wise, effective May 24, 2012, for personal reasons.

Ms. Robin C. Hill, Assistant Professor of Biology, The University of Virginia's College at Wise, effective May 24, 2012, for personal reasons.

Mr. Brian W. Knettle, Associate Professor of Chemistry, the University of Virginia's College at Wise, effective May 24, 2012, to accept another position.

Mr. Ilie P. Vasilescu, Professor of Psychology, The University of Virginia's College at Wise, effective May 24, 2012, for personal reasons.

------

On motion, the meeting of the Board of Visitors was adjourned at 6:15 p.m.

Respectfully submitted,

Susan G. Harris Secretary

SGH:lah These minutes have been posted to the University of Virginia’s Board of Visitors website. http://www.virginia.edu/bov/publicminutes.html

8859

ADDENDUM TO THE OFFICIAL MINUTES OF THE MEETING OF THE BOARD OF VISITORS OF THE UNIVERSITY OF VIRGINIA

Meeting Date: September 13-14, 2012

CERTIFICATION OF EXECUTIVE MEETING

The Board of Visitors, sitting in Open Session, unanimously adopted a resolution certifying that while meeting in Executive Session – as permitted by the relevant provisions of the Code of Virginia – only public business authorized by its motion and lawfully exempted from consideration were discussed in closed session.

Respectfully submitted,

Susan G. Harris Secretary

8860

RESOLUTIONS NOT REQUIRING ACTION BY THE FULL BOARD

The following resolutions were adopted in Board Committees and do not require approval by the full Board; they are enumerated below as a matter of record.

BUILDINGS AND GROUNDS COMMITTEE – SEPTEMBER 12, 2012 Resolutions approved by the Buildings and Grounds Committee and reported to the full Board.

APPROVAL OF ARCHITECT/ENGINEER SELECTION, NORTH GROUNDS MECHANICAL PLANT

RESOLVED, Hamel, Green and Abrahamson Inc., consulting engineers, of Minneapolis, Minnesota is approved for performance of engineering services for the North Grounds Mechanical Plant.

APPROVAL OF ARCHITECT/ENGINEER SELECTION, ALDERMAN ROAD RESIDENCE HALLS BUILDING #6

RESOLVED, EYP Architecture & Engineering of Washington, D.C. is approved for performance of architectural and engineering services for the Alderman Road Residence Halls Building #6.

MEDICAL CENTER OPERATING BOARD – SEPTEMBER 13, 2012 Resolutions approved by the Medical Center Operating Board and reported to the full Board.

CREDENTIALING AND RECREDENTIALING ACTIONS – MEDICAL CENTER - APPROVED JUNE 19, 2012

Pursuant to the delegation of authority contained in the September 15, 2011 Resolution of the Medical Center Operating Board, the Chair of the Medical Center Operating Board and an additional voting member have approved the following Credentialing and Recredentialing Actions as specifically set forth below:

CREDENTIALING AND RECREDENTIALING ACTIONS

1. NEW APPOINTMENTS TO THE CLINICAL STAFF

RESOLVED that the recommendations of the Clinical Staff Executive Committee for appointment to the Clinical Staff of the University of Virginia Medical Center and the granting of specific privileges to the following practitioners are approved:

8861

Boone, William W., M.D., Radiologist in the Department of Radiology; Instructor Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Jones, David E., M.D., Neurologist in the Department of Neurology; Attending Staff Status; Period of Appointment: June 21, 2012, through June 21, 2013; Privileged in Neurology.

McCullough, Christopher S., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Surgery.

Nagle, Pamela C., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Appointment: June 5, 2012, through May 31, 2013; Privileged in Anesthesiology.

Rawlins, Michael L., M.D., Surgeon in the Department of Surgery; Instructor Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Surgery.

Williams, Michael D., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Surgery.

2. REAPPOINTMENTS TO THE CLINICAL STAFF

RESOLVED that the recommendations of the Clinical Staff Executive Committee for reappointment to the Clinical Staff of the University of Virginia Medical Center and the granting of specific privileges to the following practitioners are approved:

Adams, Reid B., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Surgery.

Ailawadi, Gorav, M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: July 16, 2012, through July 15, 2014; Privileged in Surgery.

Alfano, Alan P., M.D., Physiatrist in the Department of Physical Medicine and Rehabilitation; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Physical Medicine and Rehabilitation.

Al-Osaimi, Abdullah M., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Anderson, Stacey M., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

8862

Anderson, Susan M., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pediatrics.

Anderson, Mark W., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Argo, Curtis K., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Baer, Alexander B., M.D., Physician in the Department of Emergency Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Emergency Medicine.

Barber, Jack W., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Psychiatry.

Barclay, Joshua S., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 14, 2012, through July 13, 2014; Privileged in Medicine.

Bargmann, Evelyn, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Barnes, Barrett H., M.D., Pediatrician in Chief in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 12, 2012, through July 11, 2014; Privileged in Pediatrics.

Barr, Michelle S., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: June 25, 2012, through June 24, 2014; Privileged in Radiology.

Barrett, Eugene, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Becker, Robert B., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 6, 2012, through July 5, 2014; Privileged in Medicine.

Behm, Brian W., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

8863

Beller, George A., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Belyea, Brian C., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pediatrics.

Bertram, Edward H., M.D., Neurologist in the Department of Neurology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Neurology.

Bogdonoff, David L., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Anesthesiology.

Bolton, Warren K., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Borish, Larry, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Boyd, James C., M.D., Pathologist in the Department of Pathology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pathology.

Boyer, James E., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 15, 2012, through July 14, 2014; Privileged in Medicine.

Brant, William E., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 25, 2012, through July 24, 2014; Privileged in Radiology.

Bruns, David E., M.D., Pathologist in the Department of Pathology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pathology.

Calland, James F., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: July 13, 2012, through July 12, 2014; Privileged in Surgery.

Camerota, Anthony J., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pediatrics.

Campbell, Garland A., M.D., Physician in the Department of Medicine; Instructor Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Medicine. 8864

Canterbury, Randolph J., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychiatry.

Carey, Robert M., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Carpenter, Martha A., M.D., Pediatrician in the Department of Pediatrics; Administrative Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013.

Carr, III, Thomas M., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Carter, B. Christian, M.D., Ophthalmologist in the Department of Ophthalmology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Ophthalmology.

Charlton, Nathan P., M.D., Physician in the Department of Emergency Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Emergency Medicine.

Cheng, Huai Y., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 18, 2012, through July 17, 2014; Privileged in Medicine.

Cirenza, Emanuel, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 15, 2012, through July 14, 2014; Privileged in Medicine.

Crosby, Ivan K., M.B.B.S., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Surgery.

Clarke, William L., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pediatrics.

Clayton, Anita L.H., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychiatry.

Cohen, Bruce J., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychiatry.

8865

Commins, Scott P., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Cook, Laura D., M.D., Ophthalmologist in the Department of Ophthalmology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Ophthalmology.

Cox, Daniel J., Ph.D., Psychologist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychology.

Craddock, George B., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Darby, Andrew E., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Medicine.

DeAngelis, Gia A., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

DeBoer, Mark D., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pediatrics.

den Hartog, Julia R., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Densmore, John J., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

DeWitt, Robert M., M.D., Radiologist in the Department of Radiology and Medical Imaging; Instructor Staff Status; Period of Reappointment: July 1, 2012, through July 31, 2012; Privileged in Radiology.

Diamond, Paul T., M.D., Physiatrist in the Department of Physical Medicine and Rehabilitation; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Physical Medicine and Rehabilitation.

Dokun, Ayotunde, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

8866

Donowitz, Gerald R., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Driver, Kevin A., M.D., Physician in the Department of Medicine; Instructor Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Medicine.

Dunsmore, Kimberly P., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pediatrics.

Durbin, Charles G., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Anesthesiology.

Eby, Joshua C., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Elias, W. Jeffrey, M.D., Neurosurgeon in the Department of Neurosurgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurosurgery.

Evans, William S., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Felder, Robin A., Ph.D., Pathologist in the Department of Pathology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pathology.

Ferguson, James E., II, M.D., Obstetrician and Gynecologist in Chief in the Department of Obstetrics and Gynecology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Obstetrics and Gynecology.

Fortenberry, Frazier T., M.D., Urologist in the Department of Urology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Urology.

Frierson, Henry F., M.D., Pathologist in the Department of Pathology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pathology.

Fuchs, Kathleen L., Ph.D., Psychologist in the Department of Neurology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychology.

Gaare, John D., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology. 8867

Gangemi, James J., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Surgery.

Gaskin, Christopher M., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Gaughen, Jr., John R., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Gazewood, John D., M.D., Physician in the Department of Family Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Family Medicine.

Geilker, Joyce B., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Geraghty, Scott, M.D., Radiologist in the Department of Radiology and Medical Imaging; Instructor Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Ghaemmaghami, Maya, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 15, 2012, through June 14, 2013; Privileged in Medicine.

Gimple, Lawrence W., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Gonzalez, Marta, M.D., Radiologist in the Department of Radiology and Medical Imaging; Instructor Staff Status; Period of Reappointment: June 25, 2012, through June 30, 2013; Privileged in Radiology.

Goodman, Matthew J., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Gorsch, Stefan, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 15, 2012, through July 14, 2014; Privileged in Medicine.

Haley, E. Clarke, M.D., Neurologist in the Department of Neurology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurology.

8868

Hanks, John B., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Surgery.

Hamill-Ruth, Robin J., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Anesthesiology.

Harrison, James H., Jr., M.D., Pathologist in the Department of Pathology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pathology.

Harvey, Jennifer A., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Hashisaki, George T., M.D., Otolaryngologist in the Department of Otolaryngology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Ophthalmology.

Haskins, Barbara G., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychiatry.

Haverstick, Doris M.D., Ph.D., Pathologist in the Department of Pathology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pathology.

Hayden, Frederick G., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Heim, Steven W., M.D., Physician in the Department of Family Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Family Medicine.

Helm, Gregory, M.D., Neurosurgeon in the Department of Neurosurgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurosurgery.

Hewlett, Erik L., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Heymann, Peter W., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pediatrics.

8869

Hoard, Brian C., D.D.S., Dentist in the Department of Dentistry; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Dentistry.

Hoard, Martin A., M.D., Plastic and Maxillofacial Surgeon in the Department of Plastic Surgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Plastic and Maxillofacial Surgery.

Holstege, Christopher P., M.D., Physician in the Department of Emergency Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Emergency Medicine.

Houlihan, Christine M., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: June 30, 2012, through June 29, 2014; Privileged in Pediatrics.

Howards, Stuart S., M.D., Urologist in the Department of Urology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Urology.

Innes, Donald J., M.D., Pathologist in the Department of Pathology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pathology.

Jaeger, James M., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Anesthesiology.

Jameson, Mark J., M.D., Otolaryngologist Head and Neck Surgeon in the Department of Otolaryngology Head and Neck Surgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Otolaryngology Head and Neck Surgery.

Jane, John A., M.D., Neurosurgeon in the Department of Neurosurgery; Attending Staff Status; Period of Reappointment: July 15, 2012, through July 14, 2013; Privileged in Neurosurgery.

Jane, John A., Jr., M.D., Neurosurgeon in the Department of Neurosurgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurosurgery.

Jensen, Mary E., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Johns, Dearing W., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

8870

Johnston, Karen C., M.D., Neurologist in Chief in the Department of Neurology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurology.

Jones, David R., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Surgery.

Kassell, Neal F., M.D., Neurosurgeon in the Department of Neurosurgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurosurgery.

Kawji, Shahem, M.D., Ophthalmologist in the Department of Ophthalmology; Instructor Staff Status; Period of Reappointment: July 6, 2012, through July 5, 2014; Privileged in Ophthalmology.

Karcioglu, Zeynel A., M.D., Ophthalmologist in the Department of Ophthalmology; Attending Staff Status; Period of Reappointment: June 27, 2012, through June 26, 2014; Privileged in Ophthalmology.

Kirby, Jennifer L., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 13, 2012, through July 12, 2014; Privileged in Medicine.

Kron, Irving L., M.D., Surgeon in Chief in the Department of Surgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Surgery.

Kuhlmann, Thomas P., M.D., Physician in the Department of Emergency Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Emergency Medicine.

Langer, Jennifer E., M.D., Neurologist in the Department of Neurology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Neurology.

Laurie, Susan M., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Le, Thu H., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

LeGallo, Robin D., M.D., Pathologist in the Department of Pathology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pathology.

Levine, Paul A., M.D., Otolaryngologist Head and Neck Surgeon in Chief in the Department of Otolaryngology Head and Neck Surgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Otolaryngology Head and Neck Surgery. 8871

Lewis, Janet E., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Liu, Zhenqi, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Lobo, Peter I., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Lockman, Andrew R., M.D., Physician in the Department of Family Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Family Medicine.

Login, Ivan S., M.D., Neurologist in the Department of Neurology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurology.

Lopez, David, M.D., Physician in the Department of Medicine; Instructor (IRPA) Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Medicine.

McCarter, Daniel F., M.D., Physician in the Department of Family Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Family Medicine.

McCartney, Christopher R., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

McDaniel, George M., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 17, 2012, through July 16, 2014; Privileged in Pediatrics.

McDaniel, Nancy L., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pediatrics.

Malhotra, Rohit, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Manning, Carol A., Ph.D., Psychologist in the Department of Neurology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychology.

Marshall, John C., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

8872

Martinez, Lisa C., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Martof, Andrew B., D.D.S., Dentist in the Department of Dentistry; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Dentistry.

Mason, Pamela K., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Matsumoto, Alan H., M.D., Radiologist in Chief in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

McIlhenny, Joan, M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Merkel, Richard L., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychiatry.

Miller, Susan A., M.D., Physiatrist in the Department of Physical Medicine and Rehabilitation; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Physical Medicine and Rehabilitation.

Moore, Christopher C., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Morris, Monica M., M.D., Radiology Oncologist in the Department of Radiation Oncology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiation Oncology.

Mukherjee, Sugoto, M.B.B.S., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Mutter, Mary K., M.D., Physician in the Department of Emergency Medicine; Instructor Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Emergency Medicine.

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Nicholson, Brandi T., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Northup, Patrick G., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

O’Connor, Robert E., M.D., Physician in Chief in the Department of Emergency Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Emergency Medicine.

Okusa, Mark D., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Olazagasti, Juan M., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 16, 2012, through July 15, 2014; Privileged in Radiology.

Ozer, Harun, M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Padia, Shetal H., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 2, 2012, through July 1, 2014; Privileged in Medicine.

Park, Auh Whan., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 2, 2012, through July 1, 2014; Privileged in Medicine.

Park, Stephen S., M.D., Otolaryngologist Head and Neck Surgeon in the Department of Otolaryngology Head and Neck Surgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Otolaryngology Head and Neck Surgery.

Patel, Manojkumar, M.B.B.S., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Payne, Spencer C., M.D., Otolaryngologist Head and Neck Surgeon in the Department of Otolaryngology Head and Neck Surgery; Attending Staff Status; Period of Reappointment: July 2, 2012, through July 1, 2014; Privileged in Otolaryngology Head and Neck Surgery.

Pearson, Richard D., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine. 8874

Penberthy, Jennifer K., Ph.D., Psychologist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychology.

Peterson, Christine M., M.D., Obstetrician and Gynecologist in the Department of Obstetrics and Gynecology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Obstetrics and Gynecology.

Petri, William A., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Peura, David A., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 2, 2012, through July 1, 2013; Privileged in Medicine.

Philbrick, John T., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Phillips, Lawrence H., M.D., Neurologist in the Department of Neurology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurology.

Platts Mills, Thomas A.E., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Potter, Priscilla F., M.D., Neurologist in the Department of Neurology; Attending Staff Status; Period of Reappointment: July 25, 2012, through July 24, 2013; Privileged in Neurology.

Preston, Mary B., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Medicine.

Reed, Sean W., M.D., Physician in the Department of Family Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Family Medicine.

Reibel, James F., M.D., Otolaryngologist Head and Neck Surgeon in the Department of Otolaryngology Head and Neck Surgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Otolaryngology Head and Neck Surgery.

Rheuban, Karen S., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pediatrics.

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Rogol, Alan D., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Pediatrics.

Rust, Robert S., M.D., Neurologist in the Department of Neurology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurology.

Sanders, David M., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Anesthesiology.

Sanderson, Jesse F., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Santen, Richard, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Sauer, Bryan G., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Scagnelli, John R., M.D., Neurologist in the Department of Neurology; Instructor Staff Status; Period of Reappointment: July 1, 2012, through July 7, 2012; Privileged in Neurology.

Schenk, Worthington G., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Surgery.

Schirmer, Bruce D., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Surgery.

Schlager, Theresa A., M.D., Physician in the Department of Emergency Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Emergency Medicine.

Schorling, John B., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Schwenzer, Karen J., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Anesthesiology.

Seaton, Scott M., M.D., Physician in Regional Primary Care; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine. 8876

Shaffrey, Mark E., M.D., Neurosurgeon in Chief in the Department of Neurosurgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurosurgery.

Shah, Neeral L., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Sheehan, Jason P., M.D., Neurosurgeon in the Department of Neurosurgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurosurgery.

Shilling, Ashley M., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Anesthesiology.

Singh, Karen E., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: July 18, 2012, through July 17, 2014; Privileged in Anesthesiology.

Slawson, David C., M.D., Physician in the Department of Family Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Family Medicine.

Slingluff, Craig L., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Surgery.

Solorzano, Guillermo E., M.D., Neurologist in the Department of Neurology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurology.

Stallings, Amy P., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 2, 2012, through July 1, 2014; Privileged in Medicine.

Stevenson, Richard D., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pediatrics.

Stoler, Mark H., M.D., Pathologist in the Department of Pathology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pathology.

Solari, Ian L., M.D., Physician in the Department of Family Medicine; Instructor Staff Status; Period of Reappointment: July 1, 2012, through August 31, 2013; Privileged in Family Medicine.

Southerland, Andrew M., M.D., Neurologist in the Department of Neurology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurology.

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Smith, II, Geoffrey R., M.D., Physiatrist in the Department of Physical Medicine and Rehabilitation; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Physical Medicine and Rehabilitation.

Smith, Laura P., M.D., Obstetrician and Gynecologist in the Department of Obstetrics and Gynecology; Attending Staff Status; Period of Reappointment: July 7, 2012, through July 6, 2014; Privileged in Obstetrics and Gynecology.

Suratt, Paul M., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Sutphen, James L., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pediatrics.

Syverud, Scott A., M.D., Physician in the Department of Emergency Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Emergency Medicine.

Templeton, Dennis J., M.D., Pathologist in the Department of Pathology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pathology.

Thiele, Robert H., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Anesthesiology.

Thorner, Michael O., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Tillack, Thomas W., M.D., Pathologist in the Department of Pathology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Pathology.

Tucker, Jim B., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychiatry.

Tung, Kenneth S.K., M.D., Pathologist in the Department of Pathology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pathology.

Turner, Ronald B., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pediatrics.

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Vance, Mary Lee, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Voss, John D., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Wang, Andrew Y., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 2, 2012, through July 1, 2014; Privileged in Medicine.

Weber, Eric D., M.D., Ophthalmologist in the Department of Ophthalmology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Ophthalmology.

Wick, Mark R., M.D., Pathologist in the Department of Pathology; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pathology.

Williams, Christopher D., M.D., Obstetrician and Gynecologist in the Department of Obstetrics and Gynecology; Attending Staff Status; Period of Reappointment: July 8, 2012, through July 7, 2014; Privileged in Obstetrics and Gynecology.

Wispelwey, Brian, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Wolf, Todd E., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 15, 2012, through July 14, 2014; Privileged in Medicine.

Yeager, Mark J., M.D., Physician in the Department of Medicine; Administrative Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

3. SECONDARY REAPPOINTMENTS TO THE CLINICAL STAFF

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the secondary reappointment to the clinical staff of the University of Virginia Medical Center and the granting of specific privileges to the following practitioner are approved:

Powers, Robert D., M.D., Physician in the Department of Emergency Medicine; Attending Staff Status; Period of Appointment: July 15, 2012, through July 14, 2014; Privileged in Emergency Medicine.

Karcioglu, Zeynel, M.D., Ophthalmologist in the Department of Pathology; Attending Staff Status; Period of Appointment: June 25, 2012, through June 26, 2014; Privileged in Pathology.

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4. NEW PROCEDURAL PRIVILEGES TO CLINICAL STAFF

RESOLVED that the recommendations of the Clinical Staff Executive Committee for new procedural privileges to the Clinical Staff of the University of Virginia Medical Center and the granting of specific privileges to the following practitioners are approved:

Thiele, Robert H., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; New Procedural Privileges for ICU-Unrestricted Care; Transesophageal Echocardiography; Transthoracic Echocardiolography; Mechanical Ventilation; and Bronchoscopy. Privileges effective July 1, 2012 – June 30, 2014; Privileged in Anesthesiology.

McLaughlin, Maura, M.D., Physician in the Department of Family Medicine; Attending Staff Status; New Procedural Privileges for Colposcopy. Privileges effective June 8, 2012 – July 1, 2013; Privileged in Family Medicine.

Gazewood, John, M.D., Physician in the Department of Family Medicine; Attending Staff Status; New Procedural Privileges for Spirometry. Privileges effective June 8, 2012 – June 30, 2014; Privileged in Family Medicine.

5. RESIGNATIONS OF CLINICAL STAFF

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the resignation and expiration of privileges to the following Clinical Staff are approved:

Arnold, Christopher J., M.D., Physician in the Department of Medicine; Effective Date of Resignation: May 10, 2012.

Goldberg, Mark, M.D., Physician in Regional Primary Care; Effective Date of Resignation: June 8, 2012.

Hazen, Kevin C., M.D., Physician in the Department of Medicine; Effective Date of Resignation: May 30, 2012.

Hughes, Heather Y., M.D., Physician in the Department of Medicine; Effective Date of Resignation: May 10, 2012.

Russell-Kleiner, Amanda J., M.D., Physician in the Department of Medicine; Effective Date of Resignation: May 10, 2012.

Stam, Marc D., M.D., Physician in the Department of Medicine; Effective Date of Resignation: May 28, 2012.

Vorenkamp, Kevin E., M.D., Anesthesiologist in the Department of Anesthesiology; Effective Date of Resignation: June 8, 2012.

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6. PRIVILEGES FOR NEW ALLIED HEALTH PROFESSIONALS

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the granting of privileges to the following Allied Health Professionals are approved:

Dean, Ann E., R.N., N.P., Acute Care Nurse Practitioner in the MICU; Period of Privileging: May 15, 2012 through May 14, 2013; Privileged as an Acute Care Nurse Practitioner.

Parente, Kelsey, P.A., Physician Assistant in the Department of Orthopedics; Period of Privileging: May 24, 2012, through May 20, 2013; Privileged as a Physician Assistant.

7. RENEWAL OF PRIVILEGES FOR ALLIED HEALTH PROFESSIONALS

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the renewal of privileges to the following Allied Health Professionals are approved:

Beard, Michelle A., R.N., N.P., Acute Care Nurse Practitioner in the Department of Medicine (Hematology Oncology); Period of Privileging: July 15, 2012 through July 14, 2013; Privileged as an Acute Care Nurse Practitioner.

Fallon, Joseph E., P.A., Physician Assistant in the Department of Radiology and Medical Imaging (Interventional Radiology); Period of Privileging: July 1, 2012 through June 30, 2014; Privileged as a Physician Assistant.

Grove, Lori J., Ph.D., Audiologist in the Department of Otolaryngology; Period of Privileging: August 3, 2012 through August 2, 2014; Privileged as an Audiologist.

Haden, Kathleen R, R.N., N.P., Adult Nurse Practitioner in the Cancer Center; Period of Privileging: July 15, 2012 through July 14, 2013; Privileged as an Adult Nurse Practitioner.

Markey Donna W., R.N., N.P., Acute Care Nurse Practitioner in the Department of Medicine (Hematology Oncology); Period of Privileging: July 15, 2012 through July 14, 2013; Privileged as an Acute Care Nurse Practitioner.

Raible, Daniel C., P.A., Physician Assistant in the Department of Surgery (TCV); Period of Privileging: July 28, 2012 through July 27, 2014; Privileged as a Physician Assistant.

Ratliff, Catherine R., R.N., N.P., Geriatric Nurse Practitioner in the Wound Clinic; Period of Privileging: August 29, 2012 through August 28, 2014; Privileged as a Geriatric Nurse Practitioner. 8881

Sharpe, Cynthia, R.N., N.P., Neonatal Nurse Practitioner in the NICU; Period of Privileging: July 7, 2012 through July 6, 2014; Privileged as a Neonatal Nurse Practitioner.

Warren, Janet I., L.C.S.W., Licensed Clinical Social Worker in Law, Psychiatry and Public Policy; Period of Privileging: July 1, 2012 through June 30, 2014; Privileged as a Licensed Clinical Social Worker.

Whytal, Danielle, R.N., N.P., Neonatal Nurse Practitioner in the NICU; Period of Privileging: July 19, 2012 through July 18, 2014; Privileged as a Neonatal Nurse Practitioner.

8. RESIGNATIONS OF ALLIED HEALTH PROFESSIONALS

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the resignation and expiration of privileges to the following Allied Health Professionals are approved:

Marshall, Paul M., R.N., N.P., Adult Nurse Practitioner in Medicine (Hematology Oncology); Effective Date of Resignation: May 30, 2012.

Shaffer, Debra K., R.N., N.P., Family Nurse Practitioner in the Burn/Wound Center; Effective Date of Resignation: May 12, 2012.

CREDENTIALING AND RECREDENTIALING ACTIONS – TRANSITIONAL CARE HOSPITAL - APPROVED JUNE 22, 2012

CREDENTIALING AND RECREDENTIALING ACTIONS

RESOLVED that the recommendations of the Clinical Staff Executive Committee for appointment to the Clinical Staff of the University of Virginia Transitional Care Hospital and the granting of specific privileges to the following practitioners are approved:

1. NEW APPOINTMENTS TO THE CLINICAL STAFF

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Bertram, Edward H., M.D., Neurologist in the Department of Neurology; Consulting Staff Status; Period of Appointment: June 13, 2012, through June 12, 2013; Privileged in Neurology.

Gress, Daryl, M.D., Neurologist in the Department of Neurology; Consulting Staff Status; Period of Appointment: June 11, 2012, through June 10, 2013; Privileged in Neurology.

Hughes, Heather Y., M.D., Physician in the Department of Medicine; Moonlighting Staff Status; Period of Appointment: June 8, 2012, through May 31, 2013; Privileged in Medicine.

Kadl, Alexandra, M.D., Physician in the Department of Medicine; Moonlighting Staff Status; Period of Reappointment: June 12, 2012, through May 5, 2013; Privileged in Medicine.

Kern, John, M.D., Surgeon in the Department of Surgery; Consulting Staff Status; Period of Reappointment: May 21, 2012, through May 20, 2013; Privileged in Surgery.

Login, Ivan S., M.D., Neurologist in the Department of Neurology; Consulting Staff Status; Period of Reappointment: May 31, 2012, through May 30, 2013; Privileged in Neurology.

2. REAPPOINTMENTS TO THE CLINICAL STAFF

RESOLVED that the recommendations of the Clinical Staff Executive Committee for reappointment to the Clinical Staff of the University of Virginia Transitional Care Hospital and the granting of specific privileges to the following practitioners are approved:

Alfano, Alan P., M.D., Physiatrist in the Department of Physical Medicine and Rehabilitation; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Physical Medicine and Rehabilitation.

Al-Osaimi, Abdullah M., M.D., Gastroenterologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Anderson, Mark W., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Barclay, Joshua S., M.D., Hospitalist in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 14, 2012, through July 13, 2014; Privileged in Medicine.

Barrett, Eugene, M.D., Endocrinologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine. 8883

Becker, Robert B., M.D., Hospitalist in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 6, 2012, through July 5, 2014; Privileged in Medicine.

Behm, Brian W., M.D., Gastroenterologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Beller, George A., M.D., Cardiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Medicine.

Bolton, Warren K., M.D., Nephrologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Medicine.

Brant, William E., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: July 25, 2012, through December 31, 2012; Privileged in Radiology.

Campbell, Garland A., M.D., Nephrologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Medicine.

Carey, Robert M., M.D., Endocrinologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Clayton, Anita L.H., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychiatry and Neurobehavioral Sciences.

Cohen, Bruce J., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychiatry and Neurobehavioral Sciences.

Darby, Andrew E., M.D., Cardiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Medicine.

DeAngelis, Gia A., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

DeWitt, Robert M., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through July 31, 2014; Privileged in Radiology.

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Diamond, Paul T., M.D., Physiatrist in the Department of Physical Medicine and Rehabilitation; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Physical Medicine and Rehabilitation.

Donowitz, Gerald R., M.D., Epidemiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Eby, Joshua C., M.D., Epidemiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Evans, William S., M.D., Endocrinologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Fuchs, Kathleen L., M.D., Psychologist in the Department of Neurology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychology.

Gaare, John D., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Gaskin, Christopher M., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Gaughen, Jr., John R., M.D., Radiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Geraghty, Scott, M.D., Radiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Gimple, Lawrence W., M.D., Cardiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Gonzalez, Marta, M.D., Radiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Goodman, Matthew J., M.D., Physician in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Hanks, John B., M.D., Surgeon in the Department of Surgery; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Surgery. 8885

Harvey, Jennifer A., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Haverstick, Doris M., Ph.D., Pathologist in the Department of Pathology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pathology.

Hayden, Frederick G., M.D., Epidemiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Jameson, Mark J., M.D., Otolaryngologist Head and Neck Surgeon in the Department of Otolaryngology Head and Neck Surgery; Consulting Staff Status; Period of Reappointment: August 25, 2012, through July 1, 2014; Privileged in Otolaryngology Head and Neck Surgery.

Jensen, Mary E., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Johns, Dearing W., M.D., Cardiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Johnston, Karen C., M.D., Nephrologist in Chief in the Department of Neurology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurology.

Jones, David R., M.D., Surgeon in the Department of Surgery; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Surgery.

Kedes, Dean H., M.D., Epidemiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through November 30, 2012; Privileged in Medicine.

Kirby, Jennifer M., M.D., Ph.D., Endocrinologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 13, 2012, through July 12, 2014; Privileged in Medicine.

Kron, Irving L., M.D., Surgeon in Chief in the Department of Surgery; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Surgery.

Le, Thu H., M.D., Nephrologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

8886

Liu, Zhenqi, M.D., Endocrinologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Lobo, Peter I., M.D., Nephrologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Manning, Carol A., Ph.D., Psychologist in the Department of Neurology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychology.

Malhotra, Rohit, M.D., Cardiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Marshall, John C., M.D., Endocrinologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Mathers, Amy J., M.D., Epidemiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through August 31, 2012; Privileged in Medicine.

Matsumoto, Alan H., M.D., Radiologist in Chief in the Department of Radiology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Mcllhenny, Joan, M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Merkel, Richard L., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychiatry and Neurobehavioral Sciences.

Miller, Susan A., M.D., Physiatrist in the Department of Physical Medicine and Rehabilitation; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Physical Medicine and Rehabilitation.

Moore, Christopher C., M.D., Epidemiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 5, 2012, through June 30, 2014; Privileged in Medicine.

Moore, Christopher M., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: June 5, 2012, through July 4, 2014; Privileged in Medicine.

8887

Mukherjee, Sugoto, M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Nicholson, Brandi T., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Northup, Patrick G., M.D., Gastroenterologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Okusa, Mark D., M.D., Nephrologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Nicholson, Brandi T., M.D., Radiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Olazagasti, Juan M., M.D., Radiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 16, 2012, through July 15, 2014; Privileged in Radiology.

Ozer, Harun, M.D., Radiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Padia, Shetal H., M.D., Endocrinologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 2, 2012, through July 1, 2014; Privileged in Medicine.

Park, Auh Whan, M.D., Radiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 2, 2012, through July 1, 2014; Privileged in Radiology.

Patel, Manojkumar, M.D., Pulmonologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Pearson, Richard D., M.D., Epidemiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Penberthy, Jennifer K., Ph.D., Psychologist in the Department of Psychiatry and Neurobehavioral Sciences; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Psychology.

Petri, William A., M.D., Epidemiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine. 8888

Peura, David A., M.D., Gastroenterologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 2, 2012, through July 1, 2013; Privileged in Medicine.

Phillips, Lawrence H., M.D., Neurologist in the Department of Neurology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Reibel, James F., M.D., Otolaryngologist Head and Neck Surgeon in the Department of Otolaryngology Head and Neck Surgery; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 16, 2014; Privileged in Otolaryngology Head and Neck Surgery.

Reynolds, P. Preston, M.D., Physician in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 11, 2012, through August 1, 2012; Privileged in Medicine.

Sanderson, Jesse F., M.D., Radiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Radiology.

Santen, Richard, M.D., Endocrinologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Sauer, Bryan G., M.D., Gastroenterologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Schenk, Worthington G., M.D., Surgeon in the Department of Surgery; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Surgery.

Shaffrey, Mark E., M.D., Neurosurgeon in Chief in the Department of Neurosurgery; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Neurosurgery.

Smith, II, Geoffrey R., M.D., Physiatrist in the Department of Physical Medicine and Rehabilitation; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2013; Privileged in Physical Medicine and Rehabilitation.

Solorzano, Guillermo E., M.D., Neurologist in the Department of Neurology; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Stallings, Amy, M.D., Allergist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

8889

Suratt, Paul M., M.D., Pulmonologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Thorner, Michael O., M.D., Endocrinologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Vance, Mary Lee, M.D., Endocrinologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

Wang, Andrew Y., M.D., Gastroenterologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 2, 2012, through July 1, 2014; Privileged in Medicine.

Wispelwey, Brian, M.D., Epidemiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Medicine.

3. RENEWAL OF PRIVILEGES FOR ALLIED HEALTH PROFESSIONALS

RESOLVED that the recommendations of the Transitional Care Hospital Clinical Staff Executive Committee for the renewal of privileges to the following Allied Health Professionals are approved:

Fallon, Joseph E., P.A., Physician Assistant in the Department of Radiology; Period of Reappointment: July 1, 2012 through June 30, 2014; Privileged as a Physician Assistant.

Ratliff, Catherine R., R.N., N.P., Geriatric Nurse Practitioner in the Department of Plastic Surgery; Period of Reappointment: July 22, 2012 through July 21, 2014; Privileged as a Geriatric Nurse Practitioner.

CREDENTIALING AND RECREDENTIALING ACTIONS – MEDICAL CENTER - APPROVED JULY 17, 2012

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CREDENTIALING AND RECREDENTIALING ACTIONS

RESOLVED that pursuant to the delegation of authority contained in the September 15, 2011 Resolution of the Medical Center Operating Board, the undersigned hereby approve the following Credentialing and Recredentialing Actions as specifically set forth below:

1. NEW APPOINTMENTS TO THE CLINICAL STAFF

Bleibel, Wissam, M.D., Physician in the Department Medicine; Instructor Staff Status; Period of Appointment: July 1, 2012, through October 31, 2012; Privileged in Medicine.

Blonder, David B., M.D., Radiologist in the Department of Radiology and Medical Imaging; Instructor Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology and Medical Imaging.

Boggs, Sarah R., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Appointment: July 2, 2012, through June 30, 2013; Privileged in Pediatrics.

Campbell, Christopher A., M.D., Plastic Surgeon in the Department of Plastic Surgery; Attending Staff Status; Period of Appointment: July 9, 2012, through July 8, 2013; Privileged in Plastic Surgery.

Chaudhuri, Krishna G., M.D., Radiologist in the Department of Radiology and Medical Imaging; Instructor Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology and Medical Imaging.

Cimmino, Cara B., M.D., Radiologist in the Department of Radiology and Medical Imaging; Instructor Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology and Medical Imaging.

Clebak, Karl T., M.D., Physician in Regional Primary Care; Attending Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Family Medicine.

Demartini, Nicholas, M.D., Radiologist in the Department of Radiology and Medical Imaging; Instructor Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology and Medical Imaging.

8891

Dennis, Jolanta M., M.D., Radiologist in the Department of Radiology and Medical Imaging; Instructor Staff Status; Period of Appointment: July 9, 2012, through June 30, 2013; Privileged in Radiology and Medical Imaging.

Fernandez Romero, Roberto, M.D., Neurologist in the Department of Neurology; Attending Staff Status; Period of Appointment: July 12, 2012, through July 11, 2013; Privileged in Neurology.

Gallo, Douglas R., M.D., Physician in the Department of Emergency Medicine; Instructor Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Emergency Medicine.

Gohil, Vishal B., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Medicine.

Gomez-Sanchez, Miriam G., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Medicine.

Grice, Darlinda M., M.D., Physician in the Department of Family Medicine; Attending Staff Status; Period of Appointment: July 5, 2012, through June 30, 2013; Privileged in Family Medicine.

Hanley, Michael, M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Appointment: July 9, 2012, through July 8, 2013; Privileged in Radiology and Medical Imaging.

Heinan, Kristen C, M.D., Neurologist in the Department of Neurology; Attending Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Neurology.

Kennedy, Jamie L., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Medicine.

Kloepfer, Angela M., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Medicine.

McManus, John R., M.D., Ophthalmologist in the Department of Ophthalmology; Instructor Staff Status; Period of Appointment: July 5, 2012, through June 30, 2013; Privileged in Ophthalmology.

Martinez, Sean J., M.D., Radiologist in the Department of Radiology and Medical Imaging; Instructor Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology and Medical Imaging.

8892

Martinez Rowe, Leonardo, M.D., Anesthesiology in the Department of Anesthesiology; Attending Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Anesthesiology.

Nacey, Nicholas C., M.D., Radiologist in the Department of Radiology and Medical Imaging; Instructor Staff Status; Period of Appointment: July 2, 2012, through June 30, 2013; Privileged in Radiology and Medical Imaging.

Pease, Clinton S., M.D., Radiologist in the Department of Radiology and Medical Imaging; Instructor Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology and Medical Imaging.

Randall, Amelia H., M.D., Anesthesiology in the Department of Anesthesiology; Attending Staff Status; Period of Appointment: July 6, 2012, through July 5, 2013; Privileged in Anesthesiology.

Ritter, Eric P., M.D., Anesthesiology in the Department of Anesthesiology; Attending Staff Status; Period of Appointment: July 9, 2012, through July 8, 2013; Privileged in Anesthesiology.

Schutt, III, Robert C., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Appointment: July 2, 2012, through June 30, 2013; Privileged in Medicine.

Slayton, Russell P., M.D., Physician in the Department of Family Medicine; Instructor Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Family Medicine.

Sundararajan, Sripriya, M.D., Pediatrician in the Department of Pediatrics; Instructor Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Pediatrics.

Trotta, Brian M., M.D., Radiologist in the Department of Radiology and Medical Imaging; Instructor Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology and Medical Imaging.

Vaughn, Christopher E., M.D., Physician in the Department of Emergency Medicine; Instructor Staff Status; Period of Appointment: July 3, 2012, through June 30, 2013; Privileged in Emergency Medicine.

Vergales, Brooke D., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Pediatrics.

Wells, Shane A., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Radiology and Medical Imaging.

8893

Wisniewski, Julia A., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Pediatrics.

Xu, Zhiyuan, M.D., Neurosurgeon in the Department of Neurosurgery; Instructor Staff Status; Period of Appointment: July 6, 2012, through June 30, 2013; Privileged in Neurosurgery.

2. REAPPOINTMENTS TO THE CLINICAL STAFF

Barcia, John P., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Pediatrics.

Bashir, Mudhasir, M.B.B.S., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: August 14, 2012, through August 13, 2014; Privileged in Psychiatry and Neurobehavioral Sciences.

Battle, Robert W., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Medicine.

Bauer, Todd W., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Surgery.

Bilchick, Kenneth C., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: August 8, 2012, through August 7, 2014; Privileged in Medicine.

Blank, Katherine, M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: August 9, 2012, through August 8, 2014; Privileged in Anesthesiology.

Breenan, Christopher M., M.D., Radiologist in the Department of Radiology and Medical Imaging; Instructor Staff Status; Period of Reappointment: July 1, 2012, through July 7, 2012; Privileged in Radiology and Medical Imaging.

Brown, Cynthia D., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2013; Privileged in Medicine.

8894

Brown, Thomas E., M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Orthopedic Surgery.

Carson, Eric W., M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Attending Staff Status; Period of Reappointment: August 18, 2012, through August 17, 2014; Privileged in Orthopedic Surgery.

Casey, Catherine F., M.D., Physician in the Department of Family Medicine; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Family Medicine.

Castro, Barbara A., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Anesthesiology.

Chadduck, James B., M.D., Neurosurgeon in the Department of Neurosurgery; Administrative Staff Status; Period of Reappointment: July 30, 2012, through July 29, 2014.

Collins, Jessicah S. M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: August 8, 2012, through August 7, 2013; Privileged in Medicine.

Crain, Noreen, M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Pediatrics.

Culp, Stephen H., M.D., Urologist in the Department of Urology; Attending Staff Status; Period of Reappointment: August 9, 2012, through August 8, 2014; Privileged in Urology.

Dacus, Angelo R., M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Attending Staff Status; Period of Reappointment: August 13, 2012, through August 12, 2014; Privileged in Orthopedic Surgery.

Deal, D. Nicole, M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Attending Staff Status; Period of Reappointment: August 17, 2012, through August 16, 2014; Privileged in Orthopedic Surgery.

Early, Stephen V., M.D., Otolaryngologist Head and Neck Surgeon in the Department of Otolaryngology Head and Neck Surgery; Attending Staff Status; Period of Reappointment: August 25, 2012, through August 24, 2014; Privileged in Otolaryngology Head and Neck Surgery.

Gay, Elizabeth B. M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: August 3, 2012, through August 2, 2014; Privileged in Medicine. 8895

Greyson, C. Bruce, M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: August 16, 2012, through August 15, 2014; Privileged in Psychiatry and Neurobehavioral Sciences.

Grover, Robert E., D.D.S., Dentist in the Department of Dentistry; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Dentistry.

Gwaltney, Michael L., M.D., Pediatrician in Regional Primary Care; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Pediatrics.

Harsh, Veronica, M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Psychiatry and Neurobehavioral Sciences.

Hostetter, Samuel A., M.D., Physician in Regional Primary Care; Attending Staff Status; Period of Reappointment: August 5, 2012, through August 4, 2014; Privileged in Family Medicine.

Jaffe, Katherine G., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: August 21, 2012, through August 20, 2014; Privileged in Medicine.

Jamil, Rodney M. M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: August 3, 2012, through August 2, 2014; Privileged in Medicine.

Kimpel, Donald L., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Medicine.

Kindwall-Keller, Tamila L. D.O., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Medicine.

Kipp, Amy S., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: August 1, 2012, through June 30, 2013, 2014; Privileged in Anesthesiology.

Kripalani, Sanjay B., M.D., Physician in the Department of Emergency Medicine; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Emergency Medicine.

Landes, Daniel A., M.D., Otolaryngologist Head and Neck Surgeon in the Department of Otolaryngology Head and Neck Surgery; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Otolaryngology Head and Neck Surgery. 8896

Lepsch, Mark A., M.D., Physician in Community Medicine; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Family Medicine.

Mathes, Donald D., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2013; Privileged in Anesthesiology.

Mehta, Sachin H., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: August 7, 2012, through August 6, 2014; Privileged in Anesthesiology.

Ornan, Afshan A., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: August 16, 2012, through August 15, 2014; Privileged in Radiology and Medical Imaging.

Ornan, David A., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: August 15, 2012, through August 14, 2014; Privileged in Radiology and Medical Imaging.

Poffenbarger, G. Jeffrey, M.D., Neurosurgeon in the Department of Neurosurgery; Attending Staff Status; Period of Reappointment: July 25, 2012, through July 24, 2013; Privileged in Neurosurgery.

Pumphrey, Sarah H., M.D., Pediatrician in Regional Primary Care; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Pediatrics.

Politis, George D., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: August 20, 2012, through August 19, 2014; Privileged in Anesthesiology.

Rasmussen, Sara K., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: August 19, 2012, through August 18, 2014; Privileged in Surgery.

Reid, James, M.D., Physician in Regional Primary Care; Attending Staff Status; Period of Reappointment: August 15, 2012, through August 14, 2014; Privileged in Family Medicine.

Reiser, Robert C., M.D., Physician in the Department of Emergency Medicine; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Emergency Medicine.

Reynolds, P. Preston, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: August 2, 2012, through August 1, 2014; Privileged in Medicine.

8897

Rogers, Elisabeth A., M.D., Physician in the Department of Emergency Medicine; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Emergency Medicine.

Rosen, Robert A., M.D., Physician in the Department of Emergency Medicine; Attending Staff Status; Period of Reappointment: August 12, 2012, through August 11, 2014; Privileged in Emergency Medicine.

Saller, Devereux N., M.D., Obstetrician and Gynecologist in the Department of Obstetrics and Gynecology; Attending Staff Status; Period of Reappointment: August 15, 2012, through August 14, 2014; Privileged in Obstetrics and Gynecology.

Saulsbury, Frank T., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: July 1, 2012, through June 30, 2014; Privileged in Pediatrics.

Scharf, Rebecca J., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Pediatrics.

Scott, Evelyn S., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2013; Privileged in Medicine.

Scotti, Stephen D., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: July 1, 2012, through September 30, 2012; Privileged in Radiology and Medical Imaging.

Shelton, Rebecca A., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: August 15, 2012, through August 14, 2014; Privileged in Pediatrics.

Shen, Francis H., M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Attending Staff Status; Period of Reappointment: August 29, 2012, through August 28, 2014; Privileged in Orthopedic Surgery.

Shimer, Adam L., M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Attending Staff Status; Period of Reappointment: August 17, 2012, through August 16, 2014; Privileged in Orthopedic Surgery.

Smith, Phillip W., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Surgery.

8898

Sopata, Carrie M., M.D., Obstetrician and Gynecologist in the Department of Obstetrics and Gynecology; Attending Staff Status; Period of Reappointment: August 2, 2012, through August 1, 2014; Privileged in Obstetrics and Gynecology.

Swanson, Jonathan R., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: August 11, 2012, through August 10, 2014; Privileged in Pediatrics.

Thomas, Cornelius W., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Psychiatry and Neurobehavioral Sciences.

Trowbridge, Elisa R., M.D., Obstetrician and Gynecologist in the Department of Obstetrics and Gynecology; Attending Staff Status; Period of Reappointment: August 9, 2012, through August 8, 2014; Privileged in Obstetrics and Gynecology.

Tuskey, Anne G. M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Medicine.

Yates, Paul A., M.D., Ophthalmologist in the Department of Ophthalmology; Attending Staff Status; Period of Reappointment: August 16, 2012, through August 15, 2014; Privileged in Ophthalmology.

3. STATUS CHANGE TO CLINICAL STAFF

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the status change in clinical privileges to the following practitioner are approved:

Rochman, Carrie M., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Title changed effective July 1, 2012 through June 30, 2013; Privileged in Radiology and Medical Imaging.

4. SECONDARY REAPPOINTMENT TO THE CLINICAL STAFF

Politis, George D., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Appointment: August 20, 2012, through August 19, 2014; Privileged in Pediatrics.

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5. NEW PROCEDURAL PRIVILEGES TO CLINICAL STAFF

Campbell, Garland, M.D., Physician in the Department of Medicine; Attending Staff Status; New Procedural Privileges for Transplant Medicine. Privileges effective July 13, 2012 – June 30, 2013; Privileged in Medicine.

Johnson, Sandra A., M.D., Ophthalmologist in the Department of Ophthalmology; Attending Staff Status; New Procedural Privileges for Trabectome. Privileges effective July 13, 2012 – February 24, 2013; Privileged in Ophthalmology.

Netland, Peter A., M.D., Ophthalmologist in Chief in the Department of Ophthalmology; Attending Staff Status; New Procedural Privileges for Trabectome. Privileges effective July 13, 2012 – October 31, 2012; Privileged in Ophthalmology.

Prum, Bruce E., M.D., Ophthalmologist in the Department of Ophthalmology; Attending Staff Status; New Procedural Privileges for Trabectome. Privileges effective July 13, 2012 – June 30, 2013; Privileged in Ophthalmology.

6. RESIGNATIONS OF CLINICAL STAFF

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the resignation and expiration of privileges to the following Clinical Staff are approved:

Alisanski, Susan B., M.D., Pediatrician in the Department of Pediatrics; Effective Date of Resignation: June 25, 2012.

Book, Robert S., M.D., Radiologist in the Department of Radiology and Medical Imaging; Effective Date of Resignation: June 30, 2012.

Brown, Robert S., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Effective Date of Resignation: June 30, 2012.

Chevalier, Robert L., M.D., Pediatrician in the Department of Pediatrics; Effective Date of Resignation: June 30, 2012.

Corbott, Jr., Eugene C., M.D., Physician in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

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Derbes, Alison C., M.D., Radiologist in the Department of Radiology and Medical Imaging; Effective Date of Resignation: June 30, 2012.

Gillenwater, Jay Y., M.D., Surgeon in the Department of Urology; Effective Date of Resignation: June 30, 2012.

Goldberg, Judd M., M.D., Radiologist in the Department of Radiology and Medical Imaging; Effective Date of Resignation: June 30, 2012.

Graham, James A., M.D., Radiologist in the Department of Radiology and Medical Imaging; Effective Date of Resignation: June 30, 2012.

Howard, Hall R., M.D., Surgeon in the Department of Surgery; Effective Date of Resignation: June 30, 2012.

Johnson, Sheryl L., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Effective Date of Resignation: June 30, 2012.

Kamath, Sandeep A., M.D., Physician in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

Kattwinkel, John, M.D., Pediatrician in the Department of Pediatrics; Effective Date of Resignation: June 30, 2012.

Kelly, Elizabeth A., M.D., Physician in the Department of Medicine; Effective Date of Resignation: July 7, 2012.

Kleiner, Daniel E., M.D., Surgeon in the Department of Surgery; Effective Date of Resignation: June 30, 2012.

Kolb, Amanda E., M.D., Physician in the Department of Family Medicine; Effective Date of Resignation: June 23, 2012.

Lawrence, David T., D.O., Physician in the Department of Emergency Medicine; Effective Date of Resignation: June 30, 2012.

Lee, Stephen D., M.D., Physician in the Department of Emergency Medicine; Effective Date of Resignation: June 30, 2012.

Lewis, Jessica D., M.D., Physician in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

McLaughlin, Robert E., M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Effective Date of Resignation: June 30, 2012.

McLinskey, Nancy A., M.D., Neurologist in the Department of Neurology; Effective Date of Resignation: June 14, 2012.

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Mittal, Amit, M.D., Radiologist in the Department of Radiology and Medical Imaging; Effective Date of Resignation: June 30, 2012.

Moore, Susan J., M.D., Physician in Regional Primary Care; Effective Date of Resignation: June 30, 2012.

Mytinger, John R., M.D., Neurologist in the Department of Neurology; Effective Date of Resignation: June 30, 2012.

Nannapaneni, Srikant, M.B.B.S., Physician in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

Peterson, Kristine M., M.D., Physician in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

Ritter, Lane A., M.D., Surgeon in the Department of Surgery; Effective Date of Resignation: June 30, 2012.

Seto, Craig K., M.D., Physician in the Department of Family Medicine; Effective Date of Resignation: June 30, 2012.

Scagnelli, John R., M.D., Neurologist in the Department of Neurology; Effective Date of Resignation: July 8, 2012.

Scheel, John R., M.D., Radiologist in the Department of Radiology and Medical Imaging; Effective Date of Resignation: June 30, 2012.

Shea, Sofia M., M.D., Dermatologist in the Department Dermatology; Effective Date of Resignation: June 30, 2012.

Simmers, Mary E., M.D., Physician in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

Sizemore, Alecia W., M.D., Radiologist in the Department of Radiology and Medical Imaging; Effective Date of Resignation: June 30, 2012.

Smith, Phillip J., M.D., Anesthesiologist in the Department Anesthesiology; Effective Date of Resignation: June 30, 2012.

Snider, Cynthia B., M.D., Physician in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

Thannikary, Lisa J., M.D., Anesthesiologist in the Department Anesthesiology; Effective Date of Resignation: June 12, 2012.

Upchurch, Charles T., M.D., Physician in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

Victory, Farzan, M.D., Radiologist in the Department of Radiology and Medical Imaging; Effective Date of Resignation: June 30, 2012.

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Voss, Tiffini S., M.D., Neurologist in the Department of Neurology; Effective Date of Resignation: June 13, 2012.

Williamson, Brian R.J., M.D., Radiologist in the Department of Radiology and Medical Imaging; Effective Date of Resignation: June 30, 2012.

Wright, Phillip R., M.D., Radiologist in the Department of Radiology and Medical Imaging; Effective Date of Resignation: June 30, 2012.

Wong, Matthew H., M.D., Neurologist in the Department of Neurology; Effective Date of Resignation: June 30, 2012.

Yen, Chun-Po., M.D., Neurosurgeon in the Department of Neurosurgery; Effective Date of Resignation: June 30, 2012.

7. SECONDARY DEPARTMENT RESIGNATION FROM THE CLINICAL STAFF

RESOLVED that the recommendation of the Clinical Staff Executive Committee for the secondary department resignation and expiration of clinical privileges to the following practitioner is approved:

Johnson, Sheryl L., M.D., Psychiatrist in the Department of Anesthesiology; Attending Staff Status; Effective date of Resignation: June 30, 2012.

8. PRIVILEGES FOR NEW ALLIED HEALTH PROFESSIONALS

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the granting of privileges to the following Allied Health Professionals are approved:

Andrus, Sharon, R.N., N.P., Certified Nurse Anesthetist in the Operating Room; Period of Privileging: July 23, 2012 through July 22, 2013; Privileged as a Certified Nurse Anesthetist.

Fuller, Pamela A., R.N., N.P., Neonatal Nurse Practitioner in the Neonatal Intensive Care Unit; Period of Privileging: June 11, 2013, through June 10, 2013; Privileged as a Neonatal Nurse Practitioner.

Power, Keely A., R.N., N.P., Neonatal Nurse Practitioner in the Neonatal Intensive Care Unit; Period of Privileging: August 20, 2013, through August 19, 2013; Privileged as a Neonatal Nurse Practitioner.

Rowell, Robert, R.N., N.P., Adult Nurse Practitioner in the Department of Medicine (Gastroenterology); Period of Privileging: July 9, 2012, through July 8, 2013; Privileged as an Adult Nurse Practitioner.

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9. RENEWAL OF PRIVILEGES FOR ALLIED HEALTH PROFESSIONALS

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the renewal of privileges to the following Allied Health Professionals are approved:

Baker, Deborah A., R.N., N.P., Acute Care Nurse Practitioner in the Department of Surgery; Period of Privileging: August 27, 2012 through August 26, 2014; Privileged as an Acute Care Nurse Practitioner.

Campbell, Fern G., R.N., N.P., Family Nurse Practitioner in the Department of Urology; Period of Privileging: August 1, 2012 through July 31, 2014; Privileged as a Family Nurse Practitioner.

Friedman, Carolyn G., R.N., N.P., Family Nurse Practitioner in the Department of Family Medicine; Period of Privileging: August 27, 2012 through August 26, 2014; Privileged as a Family Nurse Practitioner.

Griffith, Clairmont A., R.N., N.P., Certified Nurse Anesthetist in the Operating Room; Period of Privileging: August 1, 2012 through July 31, 2014; Privileged as a Certified Nurse Anesthetist.

Green, Colleen, P.A., Physician Assistant in the Department of Medicine (Gastroenterology); Period of Privileging: August 1, 2012 through July 31, 2014; Privileged as a Physician Assistant.

Hamrick, Michele R., R.N., N.P., Adult Nurse Practitioner in the Department of Medicine (Endocrinology); Period of Privileging: August 2, 2012 through August 1, 2014; Privileged as an Adult Nurse Practitioner.

Henson, Kelley M., R.N., N.P., Pediatric Nurse Practitioner at KCRC; Period of Privileging: August 11, 2012 through August 10, 2014; Privileged as a Pediatric Nurse Practitioner.

Howard, Naomi E., R.N., N.P., Pediatric Nurse Practitioner in the PICU; Period of Privileging: August 8, 2012 through August 7, 2014; Privileged as a Pediatric Nurse Practitioner.

Myers, Audrey K., R.N., N.P., Pediatric Nurse Practitioner in the Department of Urology; Period of Privileging: August 20, 2012 through August 19, 2014; Privileged as a Pediatric Nurse Practitioner.

Rabinowitz, Steven, R.N., N.P., Certified Nurse Anesthetist in the Operating Room; Period of Privileging: August 10, 2012 through August 9, 2014; Privileged as a Certified Nurse Anesthetist.

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Tanguma, Linda, R.N., N.P., Certified Nurse Anesthetist in the Operating Room; Period of Privileging: August 7, 2012 through August 6, 2014; Privileged as a Certified Nurse Anesthetist.

10. STATUS CHANGE TO ALLIED HEALTH PROFESSIONAL

RESOLVED that the recommendation of the Clinical Staff Executive Committee for the status change in clinical privileges to the following Allied Health Professional is approved:

Ford, Gabriele, R.N., N.P., Family Nurse Practitioner in the Department of Surgery; date change effective July 4, 2012, through July 4, 2014; Privileged as a Family Nurse Practitioner.

11. RESIGNATIONS OF ALLIED HEALTH PROFESSIONALS

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the resignation and expiration of privileges to the following Allied Health Professionals are approved:

Bahrman, Deana, P.A., Physician Assistant in the Department of Orthopedics; Effective Date of Resignation: June 1, 2012.

Holoman, Elizabeth, R.N., N.P., Neonatal Nurse Practitioner in the NICU; Effective Date of Resignation: March 1, 2012.

Martin, Amy, P.A., Physician Assistant in the Department of Radiology and Medical Imaging; Effective Date of Resignation: June 26, 2012.

Rynders, Sara D., P.A., Physician Assistant in the Department of Orthopedic Surgery; Effective Date of Resignation: June 15, 2012.

Sims, Scott G., P.A., Physician Assistant in the Department of Surgery (TCV); Effective Date of Resignation: May 24, 2012.

CREDENTIALING AND RECREDENTIALING ACTIONS – TRANSITIONAL CARE HOSPITAL - APPROVED JULY 25, 2012

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CREDENTIALING AND RECREDENTIALING ACTIONS

1. NEW APPOINTMENTS TO THE CLINICAL STAFF

Bleibel, Wissam, M.D., Physician in the Department Medicine (Gastroenterology); Consulting Staff Status; Period of Appointment: July 1, 2012, through October 31, 2012; Privileged in Medicine.

Blonder, David B., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Boone, William W., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Burns, Ted, M.D., Neurologist in the Department Medicine Neurology; Consulting Staff Status; Period of Appointment: July 24, 2012, through July 24, 2013; Privileged in Neurology.

Campbell, Christopher A., M.D., Plastic Surgeon in the Department of Plastic Surgery; Consulting Staff Status; Period of Appointment: July 9, 2012, through July 8, 2013; Privileged in Plastic Surgery.

Chaudhuri, Krishna G., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Demartini, Nicholas, M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Dennis, Jolanta M., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Appointment: July 9, 2012, through June 30, 2013; Privileged in Radiology.

Fernandez Romero, Roberto, M.D., Neurologist in the Department of Neurology; Consulting Staff Status; Period of Appointment: July 12, 2012, through July 11, 2013; Privileged in Neurology.

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Gohil, Vishal B., M.D., Physician in the Department of Medicine (Hospitalist); Attending Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Medicine.

Goldman, Myla D., M.D., Neurologist in the Department of Neurology; Consulting Staff Status; Period of Appointment: July 5, 2012, through July 4, 2013; Privileged in Neurology.

Gomez-Sanchez, Miriam G., M.D., Physician in the Department of Medicine (Hospitalist); Attending Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Medicine.

Hanley, Michael, M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Appointment: July 9, 2012, through July 8, 2013; Privileged in Radiology.

Harrison, Madaline B., M.D., Neurologist in the Department of Neurology; Consulting Staff Status; Period of Appointment: June 26, 2012, through June 25, 2013; Privileged in Neurology.

Heinan, Kristen C., M.D., Neurologist in the Department of Neurology; Consulting Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Neurology.

Jones, David E., M.D., Neurologist in the Department of Neurology; Consulting Staff Status; Period of Appointment: June 25, 2012, through June 20, 2013; Privileged in Neurology.

Kapur, Jaideep, M.D., Neurologist in the Department of Neurology; Consulting Staff Status; Period of Appointment: July 6, 2012, through June 30, 2013; Privileged in Neurology.

Kloepfer, Angela M., M.D., Physician in the Department of Medicine (Hospitalist); Attending Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Medicine.

Marti, Jon K., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Martinez, Sean J., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Nacey, Nicholas C., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Appointment: July 2, 2012, through June 30, 2013; Privileged in Radiology.

Pease, Clinton S., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

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Rawlins, Michael, L., M.D., Surgeon in the Department of Surgery; Consulting Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Surgery.

Schutt, III, Robert C., M.D., Physician in the Department of Medicine (Hospitalist); Attending Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Medicine.

Smith, Phillip W., M.D., Surgeon in the Department of Surgery; Consulting Staff Status; Period of Appointment: June 21, 2012, through June 20, 2013; Privileged in Surgery.

Trotta, Brian, M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Appointment: July 1, 2012, through June 30, 2013; Privileged in Radiology.

Wells, Shane A., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Radiology.

Williams, Michael D., M.D., Surgeon in the Department of Surgery; Consulting Staff Status; Period of Appointment: July 2, 2012, through July 1, 2013; Privileged in Surgery.

2. REAPPOINTMENTS TO THE CLINICAL STAFF

Abdullah, David C., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Radiology.

Bashir, Mudhasir, M.B.B.S., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Consulting Staff Status; Period of Reappointment: August 14, 2012, through August 13, 2014; Privileged in Psychiatry.

Battle, Robert W., M.D., Cardiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Medicine.

Brown, Cynthia D., M.D., Pulmonologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Medicine.

Brown, Thomas E., M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Consulting Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Orthopedic Surgery. 8908

Carson, Eric W., M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Consulting Staff Status; Period of Reappointment: August 18, 2012, through August 17, 2014; Privileged in Orthopedic Surgery.

Chastain, Dania, Ph.D., Psychologist in the Department of Anesthesiology; Consulting Staff Status; Period of Reappointment: August 9, 2012, through October 24, 2013; Privileged in Anesthesiology.

Dacus, Angelo R., M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Consulting Staff Status; Period of Reappointment: August 13, 2012, through August 12, 2014; Privileged in Orthopedic Surgery.

Deal, D. Nicole, M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Consulting Staff Status; Period of Reappointment: August 20, 2012, through August 31, 2013; Privileged in Orthopedic Surgery.

Early, Stephen V., M.D., Otolaryngologist Head and Neck Surgeon in the Department of Otolaryngology Head and Neck Surgery; Consulting Staff Status; Period of Reappointment: August 25, 2012, through August 24, 2014; Privileged in Otolaryngology Head and Neck Surgery.

Gay, Elizabeth B., M.D., Pulmonologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Medicine.

Greyson, C. Bruce, M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Consulting Staff Status; Period of Reappointment: August 16, 2012, through August 15, 2014; Privileged in Psychiatry.

Jamil, Rodney M., M.D., Hematologist Oncologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: August 3, 2012, through August 2, 2014; Privileged in Medicine.

Kirk, Susan E., M.D., Endocrinologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: August 8, 2012, through January 31, 2014; Privileged in Medicine.

Lin, Kant Y.K., M.D., Plastic and Maxillofacial Surgeon in the Department of Plastic Surgery; Consulting Staff Status; Period of Reappointment: August 1, 2012, through August 31, 2013; Privileged in Plastic and Maxillofacial Surgery.

Madaras, Megan L., M.D., Hospitalist in the Department of Medicine; Attending Staff Status; Period of Reappointment: July 1, 2012, through July 15, 2012; Privileged in Medicine.

8909

Ornan, Afshan A., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: August 16, 2012, through August 15, 2014; Privileged in Radiology.

Ornan, David A., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: August 20, 2012, through August 31, 2013; Privileged in Radiology.

Park, Joseph S., M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Consulting Staff Status; Period of Reappointment: August 24, 2012, through August 24, 2013; Privileged in Orthopedic Surgery.

Redick, Dana L., M.D., Obstetrician and Gynecologist in the Department of Obstetrics and Gynecology; Consulting Staff Status; Period of Reappointment: August 20, 2012, through August 31, 2013; Privileged in Obstetrics and Gynecology.

Reynolds, P. Preston, M.D., Physician in the Department of Medicine; Consulting Staff Status; Period of Reappointment: August 2, 2012, through August 1, 2014; Privileged in Medicine.

Simpson, Allan G., M.D., Cardiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: August 1, 2012, through September 30, 2013; Privileged in Medicine.

Thomas, Cornelius W., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Consulting Staff Status; Period of Reappointment: August 1, 2012, through July 31, 2014; Privileged in Psychiatry.

Welder, Max M., M.D., Pulmonologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: August 1, 2012, through September 30, 2013; Privileged in Medicine.

3. RESIGNATIONS OF CLINICAL STAFF

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the resignation and expiration of privileges to the following Clinical Staff are approved:

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Kelly, Elizabeth A., M.D., Allergist in the Department of Medicine; Effective Date of Resignation: July 7, 2012.

Nannapaneni, Srikant, M.D., Hospitalist in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

Peterson, Kristine M., M.D., Epidemiologist in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

Pollak, Amy W., M.D., Cardiologist in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

Snider, Cynthia B., M.D., Physician in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

Upchurch, Charles T., M.D., Endocrinologist in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

CREDENTIALING AND RECREDENTIALING ACTIONS – MEDICAL CENTER - APPROVED SEPTEMBER 13, 2012

CREDENTIALING AND RECREDENTIALING ACTIONS

1. NEW APPOINTMENTS TO THE CLINICAL STAFF

Barrett, Matthew J., M.D., Neurologist in the Department of Neurology; Attending Staff Status; Period of Appointment: August 1, 2012, through July 31, 2013; Privileged in Neurology.

Demartini, Susan M., M.D., Pediatrician in the Department of Pediatrics; Instructor Staff Status; Period of Appointment: July 19, 2012, through June 30, 2013; Privileged in Pediatrics.

Fang, Gary Y., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Appointment: August 1, 2012, through July 31, 2013; Privileged in Pediatrics.

Cooper, Gregory W., M.D., Neurologist in the Department of Neurology; Attending Staff Status; Period of Appointment: September 1, 2012, through August 31, 2013; Privileged in Neurology. 8911

Gaughan, Elizabeth M., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Appointment: August 1, 2012, through July 31, 2013; Privileged in Medicine.

Ghanta, Ravi K., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Appointment: August 2, 2012, through August 1, 2013; Privileged in Surgery.

Hu, Daniel C., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Appointment: August 8, 2012, through August 7, 2013; Privileged in Medicine.

James, Andra H., M.D., Obstetrician and Gynecologist in the Department of Obstetrics and Gynecology; Attending Staff Status; Period of Appointment: August 1, 2012, through July 31, 2013; Privileged in Obstetrics and Gynecology.

Kirzhner, Maria, M.D., Ophthalmologist in the Department of Ophthalmology; Attending Staff Status; Period of Appointment: August 1, 2012, through July 31, 2013; Privileged in Ophthalmology.

Kothapally, Jagan, M.B.B.S., Physician in the Department of Medicine; Attending Staff Status; Period of Appointment: July 16, 2012, through July 15, 2013; Privileged in Medicine.

Malik, Numaan F., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Appointment: August 1, 2012, through July 31, 2013; Privileged in Medicine.

Mongold, Derek S., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Appointment: July 16, 2012, through July 15, 2013; Privileged in Psychiatry and Neurobehavioral Sciences.

Paphitis, Nicholas W., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Appointment: August 1, 2012, through July 31, 2013; Privileged in Medicine.

Pelletier, Shawn, J., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Appointment: August 13, 2012, through August 12, 2013; Privileged in Surgery.

Sacco, Melissa J., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Appointment: August 1, 2012, through July 31, 2013; Privileged in Pediatrics.

Shepard, Jaclyn S., Ph.D, Psychologist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Appointment: July 13, 2012, through June 30, 2013; Privileged in Psychology.

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Shildkrot, Yevgeniy, M.D., Ophthalmologist in the Department of Ophthalmology; Attending Staff Status; Period of Appointment: August 1, 2012, through July 31, 2013; Privileged in Ophthalmology.

Showalter, Timothy N., M.D., Radiation Oncologist in the Department of Radiation Oncology; Attending Staff Status; Period of Appointment: August 1, 2012, through July 31, 2013; Privileged in Radiation Oncology.

Yarboro, Seth R., M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Instructor Staff Status; Period of Appointment: July 25, 2012, through July 24, 2013; Privileged in Orthopedic Surgery.

2. REAPPOINTMENTS TO THE CLINICAL STAFF

Atkins, Kristen A., M.D., Pathologist in the Department of Pathology; Attending Staff Status; Period of Reappointment: September 2, 2012, through September 1, 2014; Privileged in Pathology.

Bane, Bartholomew J., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: September 3, 2012, through September 2, 2014; Privileged in Surgery.

Beitinjaneh, Amer M., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Medicine.

Boothe, Virginia A., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Medicine.

Bray, Megan J., M.D., Obstetrician and Gynecologist in the Department of Obstetrics and Gynecology; Attending Staff Status; Period of Reappointment: September 30, 2012, through September 29, 2014; Privileged in Obstetrics and Gynecology.

Broshek, Donna K., Ph.D., Psychologist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Psychology.

Brown, Amy C., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: August 24, 2012, through August 23, 2014; Privileged in Pediatrics.

8913

Christensen, Marisa D., M.D., Physician in Regional Primary Care; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Family Medicine.

Dame, Lien P., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Medicine.

Diduch, David R., M.D., Orthopedic Surgeon in the Department of Orthopedics; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Orthopedic Surgery.

Fracasso, Paula M., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Medicine.

Friel, Charles M., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Surgery.

Gregg, Vanessa H., M.D., Obstetrician and Gynecologist in the Department of Obstetrics and Gynecology; Attending Staff Status; Period of Reappointment: September 25, 2012, through September 24, 2014; Privileged in Obstetrics and Gynecology.

Haizlip, Julie A., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Pediatrics.

Helenius, Ira M., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: September 9, 2012, through September 6, 2014; Privileged in Medicine.

Jevtovic-Todorovic, Vesna, M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Anesthesiology.

Kassell, Lee L., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: September 25, 2012, through September 24, 2014; Privileged in Anesthesiology.

Knox, Laura K., M.D., Plastic and Maxillofacial Surgeon in the Department of Plastic Surgery; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Plastic Surgery.

Kohan, Lynn R., M.D., Anesthesiologist in the Department of Medicine; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Anesthesiology. 8914

Lau, Christine L., M.D., Surgeon in the Department of Surgery; Attending Staff Status; Period of Reappointment: September 8, 2012, through September 7, 2014; Privileged in Surgery.

Lewis, Sarah H., M.D., Physician in the Department of Family Medicine; Attending Staff Status; Period of Reappointment: September 14, 2012, through September 14, 2013; Privileged in Family Medicine.

Lipson, Lewis C., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: September 4, 2012, through September 3, 2014; Privileged in Medicine.

Lotano, Marc A., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: September 2, 2012, through September 1, 2014; Privileged in Anesthesiology.

Marzani-Nissen, Gabrielle R., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: September 25, 2012, through September 24, 2014; Privileged in Psychiatry and Neurobehavioral Sciences.

Mathers, Amy J., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Medicine.

Mason, John C., M.D., Otolaryngologist Head and Neck Surgeon in the Department of Otolaryngology Head and Neck Surgery; Attending Staff Status; Period of Reappointment: September 4, 2012, through September 3, 2014; Privileged in Otolaryngology Head and Neck Surgery.

Noland, Mary-Margaret B., M.D., Dermatologist in the Department of Dermatology; Attending Staff Status; Period of Reappointment: September 15, 2012, through September 14, 2014; Privileged in Dermatology.

Pakkivenkata, Uma B, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: August 11, 2012, through August 10, 2014; Privileged in Medicine.

Peppard, Heather R., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: September 15, 2012, through September 14, 2014; Privileged in Radiology and Medical Imaging.

Perina, Debra G., M.D., Physician in the Department of Emergency Medicine; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Emergency Medicine.

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Rich, Tyvin A., M.D., Radiation Oncologist in the Department of Radiation Oncology; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Radiation Oncology.

Schofield, William P., M.D., Psychiatrist in the Department of Psychiatry and Neurobehavioral Sciences; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Psychiatry and Neurobehavioral Sciences.

Shaffrey, Catherine C., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: September 15, 2012, through September 14, 2013; Privileged in Anesthesiology.

Shami, Vanessa M., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: September 24, 2012, through September 23, 2014; Privileged in Medicine.

Sneed, Benjamin P., M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: September 8, 2012, through September 7, 2014; Privileged in Medicine.

Statuta, Siobhan H., M.D., Physician in the Department of Family Medicine; Attending Staff Status; Period of Reappointment: September 2, 2012, through September 1, 2013; Privileged in Family Medicine.

Sussdorf, Claudia E., M.D., Pediatrician in the Department of Pediatrics; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2013; Privileged in Pediatrics.

Todorovic, Slobodan M., M.D., Anesthesiologist in the Department of Anesthesiology; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Anesthesiology.

Turba, Ulku C., M.D., Radiologist in the Department of Radiology and Medical Imaging; Attending Staff Status; Period of Reappointment: September 28, 2012, through December 30, 2012; Privileged in Radiology and Medical Imaging.

Wolf, Andrew, M.D., Physician in the Department of Medicine; Attending Staff Status; Period of Reappointment: September 13, 2012, through September 12, 2014; Privileged in Medicine.

Yu, Pearl L., M.D., Physician in Regional Primary Care; Attending Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Pediatrics.

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3. STATUS CHANGES TO CLINICAL STAFF

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the status change in clinical privileges to the following practitioner are approved:

Derbes, Alison C., M.D., Radiologist in the Department of Radiology and Medical Imaging; Instructor Staff Status; date of appointment changed effective August 10, 2012 through October 31, 2012; Privileged in Radiology and Medical Imaging.

Lim, David S., M.D., Cardiologist in the Department of Medicine; Attending Staff Status; Location Change to Medicine effective July 1, 2012 through August 31, 2013; Privileged in Cardiology.

Yeager, Mark J., M.D., Cardiologist in the Department of Medicine; Attending Staff Status; Membership Status Change effective August 10, 2012 through June 30, 2014; Privileged in Cardiology.

4. SECONDARY REAPPOINTMENT TO THE CLINICAL STAFF

RESOLVED that the recommendation of the Clinical Staff Executive Committee for the secondary reappointment to the clinical staff of the University of Virginia Medical Center and the granting of specific privileges to the following practitioner is approved:

Statuta, Siobhan M., M.D., Physiatrist in the Department of Physical Medicine and Rehabilitation; Attending Staff Status; Period of Appointment: September 2, 2012, through September 1, 2013; Privileged in Pediatrics.

5. NEW PROCEDURAL PRIVILEGES TO CLINICAL STAFF

Lim, David S., M.D., Physician in the Department of Medicine; Attending Staff Status; New Procedural Privileges for Percutaneous Mitral Valve Repair; Percutaneous Pulmonary Valve Replacement; Percutaneous VAD. Privileges effective July 1, 2012 – September 30, 2013; Privileged in Medicine and Pediatrics.

Mason, John, M.D., Otolaryngologist Head and Neck Surgeon in the Department of Otolaryngology Head and Neck Surgery; Attending Staff Status; New Procedural Privileges for BAHA (a device placed for hearing rehabilitation). Privileges effective August 10, 2012 – September 3, 2014; Privileged in Medicine and Pediatrics.

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6. RESIGNATIONS OF CLINICAL STAFF

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the resignation and expiration of privileges to the following Clinical Staff are approved:

Bell, John F., M.D., Physician in the Department of Medicine; Effective Date of Resignation: July 31, 2012.

Brennan, Christopher M. M.D., Physician in the Department of Medicine; Effective Date of Resignation: July 7, 2012.

Chiu, Erin D. M.D., Pediatrician in the Department of Pediatrics; Effective Date of Resignation: April 20, 2012.

Gunderson, Erik W. M.D., Physician in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

Hendley, Joseph O. M.D., Pediatrician in the Department of Pediatrics; Effective Date of Resignation: July 1, 2012.

Leyshon, Tal O. M.D., Anesthesiologist in the Department of Anesthesiology; Effective Date of Resignation: June 30, 2012.

Madaras, Megan L., M.D., Physician in the Department of Medicine; Effective Date of Resignation: July 12, 2012.

Lashley, Susan L. M.D., Obstetrician and Gynecologist in the Department of Obstetrics and Gynecology; Effective Date of Resignation: August 1, 2012.

Pollak, Amy W. M.D., Physician in the Department of Medicine; Effective Date of Resignation: June 30, 2012.

Sanoff, Hanna K. M.D., Physician in the Department of Medicine; Effective Date of Resignation: August 3, 2012.

Sanoff, Scott L. M.D., Physician in the Department of Medicine; Effective Date of Resignation: August 3, 2012.

Schneider, Bernard F. M.D., Physician in the Department of Medicine; Effective Date of Resignation: July 31, 2012.

Sumler, Michele L. M.D., Anesthesiologist in the Department of Anesthesiology; Effective Date of Resignation: July 30, 2012.

Taylor, Julia F. M.D., Pediatrician in the Department of Pediatrics; Effective Date of Resignation: May 18, 2012.

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7. SECONDARY DEPARTMENT RESIGNATION FROM THE CLINICAL STAFF

RESOLVED that the recommendation of the Clinical Staff Executive Committee for the secondary department resignation and expiration of clinical privileges to the following practitioner is approved:

Gunderson, Erik, M.D., Physician in the Department of Medicine; Attending Staff Status; Effective date of Resignation: August 6, 2012.

8. PRIVILEGES FOR NEW ALLIED HEALTH PROFESSIONALS

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the granting of privileges to the following Allied Health Professionals are approved:

Anderson, Rachel A., R.N., N.P., Acute Care Nurse Practitioner in the TCV OP; Period of Privileging: July 27, 2012 through July 26, 2013; Privileged as an Acute Care Nurse Practitioner.

Chen, Jie, R.N., N.P., Acute Care Nurse Practitioner in the Transplant Services; Period of Privileging: August 6, 2012, through August 5, 2013; Privileged as an Acute Care Nurse Practitioner.

Church, Ashley, R.N., N.P., Neonatal Nurse Practitioner in the Neonatal Intensive Care Unit; Period of Privileging: August 8, 2012, through August 7, 2013; Privileged as a Neonatal Nurse Practitioner.

Koch, Emily, R.N., N.P., Adult Nurse Practitioner in the Department of Medicine (Cardiology); Period of Privileging: July 9, 2012, through May 20, 2013; Privileged as an Adult Nurse Practitioner.

Loffler, Cynthia, R.N., N.P., Adult Nurse Practitioner in the Department of Medicine (Cardiology); Period of Privileging: July 31, 2012, through July 15, 2013; Privileged as an Adult Nurse Practitioner.

Perry, Kelly, R.N., N.P., Certified Nurse Anesthetist in the Department of Anesthesiology; Period of Privileging: July 23, 2012, through July 22, 2013; Privileged as a Certified Nurse Anesthetist.

9. RENEWAL OF PRIVILEGES FOR ALLIED HEALTH PROFESSIONALS

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the renewal of privileges to the following Allied Health Professionals are approved:

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Bednar, Kimberly S., R.N., N.P., Family Nurse Practitioner at Lake Monticello Internal Medicine; Period of Privileging: September 20, 2012 through September 19, 2014; Privileged as a Family Nurse Practitioner.

Clark, Cynthia A., Ph.D., Audiologist in the Department of Otolaryngology Head and Neck Surgery; Period of Privileging: September 21, 2012 through September 20, 2014; Privileged as an Audiologist.

Coyne, Bethany M., R.N., N.P., Pediatric Nurse Practitioner in Pediatric Nephrology; Period of Privileging: September 3, 2012 through September 2, 2014; Privileged as a Pediatric Nurse Practitioner.

Danillich, Victoria M., R.N., N.P., Certified Nurse Anesthetist in the Operating Room; Period of Privileging: September 2, 2012 through September 1, 2014; Privileged as a Certified Nurse Anesthetist.

Gardner, Amber M., Ph.D., Audiologist in the Department of Otolaryngology Head and Neck Surgery; Period of Privileging: September 8, 2012 through September 7, 2014; Privileged as an Audiologist.

Peralta, Joyce, R.N., N.P., Acute Care Nurse Practitioner on 4 Central; Period of Privileging: September 23, 2012 through September 22, 2014; Privileged as an Acute Care Nurse Practitioner.

Radigan, Amy, P.A., Physician Assistant in the Department of Orthopedic Surgery; Period of Privileging: September 1, 2012 through August 31, 2014; Privileged as a Physician Assistant.

Smith, Margaret M., R.N., N.P., Certified Nurse Anesthetist in the Operating Room; Period of Privileging: September 10, 2012 through September 9, 2014; Privileged as a Certified Nurse Anesthetist.

Waters, Suzanne, R.N., N.P., Family Nurse Practitioner in Cardiology; Period of Privileging: September 7, 2012 through September 31, 2014; Privileged as a Family Nurse Practitioner.

10. RESIGNATIONS OF ALLIED HEALTH PROFESSIONALS

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the resignation and expiration of privileges to the following Allied Health Professionals are approved:

Beirne, Amanda Z., R.N., N.P., Acute Care Nurse Practitioner in Interventional Radiology; Effective Date of Resignation: June 15, 2012.

Burgdorf, Rosella C., R.N., N.P., Family Nurse Practitioner in Stuarts Draft Family Medicine; Effective Date of Resignation: July 6, 2012.

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Forch, Edwina T., R.N., N.P., Geriatric Nurse Practitioner in Senior Services; Effective Date of Resignation: June 29, 2012.

Hollingsworth, Jacquelin, R.N., N.P., Certified Nurse Anesthetist in the Operating Room; Effective Date of Resignation: June 15, 2012.

Pierce, Vicki L., R.N., N.P., Neonatal Nurse Practitioner in the NICU; Effective Date of Resignation: October 12, 2011.

CREDENTIALING AND RECREDENTIALING ACTIONS – TRANSITIONAL CARE HOSPITAL - APPROVED SEPTEMBER 13, 2012

CREDENTIALING AND RECREDENTIALING ACTIONS

1. NEW APPOINTMENTS TO THE CLINICAL STAFF

Barrett, Matthew J., M.D., Neurologist in the Department of Neurology; Consulting Staff Status; Period of Appointment: August 1, 2012, through July 31, 2013; Privileged in Neurology.

Driver, Kevin A., M.D., Physician in the Department of Medicine (Pulmonary Critical Care); Moonlighting Staff Status; Period of Appointment: July 31, 2012, through May 30, 2013; Privileged in Medicine.

Ghanta, Ravi K., M.D., Surgeon in the Department of Surgery; Consulting Staff Status; Period of Appointment: August 2, 2012, through August 1, 2013; Privileged in Surgery.

Heysell, Scott K., M.D., Epidemiologist in the Department of Medicine (Infectious Diseases); Consulting Staff Status; Period of Appointment: August 13, 2012, through August 12, 2013; Privileged in Medicine.

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Hu, Daniel C., M.D., Physician in the Department of Medicine (Nephrology); Consulting Staff Status; Period of Appointment: August 8, 2012, through August 7, 2013; Privileged in Medicine.

Lawrence, Jason M., M.D., Physician in the Department of Medicine (Pulmonary Critical Care); Moonlighting Staff Status; Period of Appointment: July 24, 2012, through May 31, 2013; Privileged in Medicine.

Lipinski, Michael, M.D., Physician in the Department of Medicine (Pulmonary Critical Care); Moonlighting Staff Status; Period of Appointment: July 19, 2012, through July 18, 2013; Privileged in Medicine.

Malik, Numaan F., M.D., Pulmonologist in the Department of Medicine (Pulmonary Critical Care); Consulting Staff Status; Period of Appointment: August 1, 2012, through July 31, 2013; Privileged in Medicine.

Pelletier, Shawn, M.D., Surgeon in the Department of Surgery; Consulting Staff Status; Period of Appointment: August 13, 2013, through August 12, 2013; Privileged in Surgery.

Thomas, Tania A., M.D., Epidemiologist in the Department of of Medicine (Infectious Diseases); Consulting Staff Status; Period of Appointment: August 14, 2012, through August 13, 2013; Privileged in Medicine.

Yarboro, Seth R., M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Consulting Staff Status; Period of Appointment: July 25, 2012, through July 24, 2013; Privileged in Orthopedic Surgery.

2. REAPPOINTMENTS TO THE CLINICAL STAFF

Boothe, Virginia A., M.D., Physician in the Department of Medicine; Consulting Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Medicine.

Broshek, Donna K., Ph.D., Psychologist in the Department of Psychiatry and Neurobehavioral Sciences; Consulting Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Psychology.

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Diduch, David R., M.D., Orthopedic Surgeon in the Department of Orthopedic Surgery; Consulting Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Orthopedic Surgery.

Friel, Charles M., M.D., Surgeon in the Department of Surgery; Consulting Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Surgery.

Knox, Laura K., M.D., Plastic and Maxillofacial Surgeon in the Department of Plastic Surgery; Consulting Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Plastic Surgery.

Lipson, Lewis C., M.D., Cardiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: September 4, 2012, through September 3, 2014; Privileged in Medicine.

Mathers, Amy L., M.D., Epidemiologist in the Department of Medicine; Consulting Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Medicine.

Peppard, Heather R., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: September 15, 2012, through September 14, 2014; Privileged in Medicine.

Sneed, Benjamin P., M.D., Hospitalist in the Department of Medicine; Attending Staff Status; Period of Reappointment: September 8, 2012, through September 7, 2014; Privileged in Medicine.

Turba, Ulku C., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Period of Reappointment: September 1, 2012, through August 31, 2014; Privileged in Radiology.

3. STATUS CHANGE FOR CLINICAL STAFF

RESOLVED that the recommendation of the Clinical Staff Executive Committee for the status change in privileges to the following Clinical Staff Member is approved:

Derbes, Alison C., M.D., Radiologist in the Department of Radiology; Consulting Staff Status; Date of Appointment Changed to August 10, 2012 through October 31, 2012; Privileged in Radiology.

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4. RESIGNATIONS OF CLINICAL STAFF

RESOLVED that the recommendations of the Clinical Staff Executive Committee for the resignation and expiration of privileges to the following Clinical Staff are approved:

Bell, John F., M.D., Hospitalist in the Department of Medicine; Effective Date of Resignation: July 31, 2012.

Sanoff, Scott L., M.D., Nephrologist in the Department of Medicine; Effective Date of Resignation: August 3, 2012.

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