College and Graduate School of

Arts & Sciences

A Roadmap to Excellence
Targeted Investment Plan for 2013-14 to 2015-16

The Roadmap to Excellence Plan rests on four pillars

fundamental to the College’s success and aspirations:

 Reimagining and strengthening the undergraduate

curriculum and educational experience;
 Targeting research opportunities that connect disciplines
and build on traditional and emerging strengths;
 Taking advantage of the large volume of faculty hiring to
remap the intellectual terrain of the College; and
 Addressing long-standing needs for facilities and
administrative support.
1 Arts & Sciences Roadmap to Excellence Plan

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 Arts & Sciences Roadmap to Excellence Plan 2

The College enters a decisive moment in its history in a CONTEXT FOR PLANNING
strong position, poised to grow in new directions with greater
vitality. The years ahead will witness the confluence of several The College commences this latest round of planning from a
critical issues that will affect the strength and stature of the position of strength and recent progress. Much has been
College, and by extension the University. Replacing retiring accomplished in recent years, in spite of the financial difficulties
faculty and expanding the overall size of the faculty to enhance beginning in 2008. Foreseeing an extended period of constrained
the undergraduate experience and seize intellectual opportunities resources, the College began discussions about where to make
will lead us to hire as many as 230 new faculty members by focused investments for the future. To this end, the College
2020. This will mean a new College, new scholarship, and new developed a series of action plans in 2009-10—plans that could
ways of teaching. The choices and judgments made now will be implemented immediately, that were scalable, and that would
define the College for decades. position the College well and with momentum for the future.
Thus far, these plans have yielded the following
The Roadmap to Excellence Plan rests on four pillars accomplishments:
fundamental to the College’s success and aspirations, stretching
well beyond the three years of the plan. Through this plan, the  We have recruited and hired 58 distinguished tenured and
College seeks to heighten the stature of its departments and tenure-track faculty members to the College since 2009-10,
programs with regard to research and graduate education while with an additional four offers currently pending. While most
maintaining its long-standing reputation for excellence in of the recruitment in the last five years was largely at the
undergraduate education and exceptional teaching. level of assistant professors, there were a number of
transformative senior hires in Mathematics, Slavic, History,
First, the College will reimagine, reinvigorate, and extend the Chemistry; and East Asian Languages and Cultures. Several
undergraduate experience, taking advantage of our distinctive new endowed professorships have been established,
scale and residential environment to prepare students to lead, including three in Politics and one each in Chinese Studies,
contribute, and compose meaningful lives. Second, Environmental Change, Studio Art, Media Studies,
acknowledging the constraints of our relatively small scale for a Religious Studies, Creative Writing, and a Jefferson
major research university, we will seek connections across our Scholars Foundation Professorship designated to the
disciplines and target our investments toward selective areas of College.
research that are both critical for the future and aligned with our
traditional or emerging strengths. Third, the College will seize  We have also done extremely well in retaining our top
the opportunities afforded by the large volume of faculty hiring faculty from raids by many peer institutions—UCLA, Texas,
during this period to remap the intellectual terrain of the College. Michigan, Oxford, Cambridge, Emory, Duke, Johns
This also requires that we address the eroding competitiveness of Hopkins, and others, with a retention rate of approximately
faculty salaries as well as secure funding for start-up support 75% since 2009-10.
associated with large numbers of new hires to ensure recruitment
and retention success. Finally, our aspirations are too often  The College established the Institute of the Humanities and
limited by infrastructure constraints, requiring that we address Global Cultures to bring together scholars in various
several facilities and administrative needs concurrent with our humanities fields, launched in early November 2011 with
investment in initiatives and programs. College funding and a $2.9 million award from the Mellon
Foundation.
The initiatives and directions contained in the Roadmap to
Excellence Plan are ambitious yet very much within the  The College created the Asia Institute, and was awarded a
College’s grasp during the next three years. The three-year Title VI grant in 2010 to designate the Institute as a National
orientation of the plan requires that we pursue our priority Resource Center in East Asian Studies. A joint institute
initiatives deliberately and with urgency. To this end, the plan is linking Virginia, Peking University (PKU), and Hong Kong
complemented with a detailed financial plan, integrated into the University of Science and Technology (HKUST) has been
College’s fundraising priorities, and aligned with the capital plan. established in Beijing, leading to the inaugural session of the
On the financial side, we have clearly identified realistic and Jefferson Global Seminars program in 2013 with 38 UVa
attainable sources of funding to enable as much as a $36 million1 students supported by a transnational curriculum team-
increase in base budget and $21 million in one-time spending taught by faculty from the three institutions.
during the period, excluding capital investments, with significant
portions (50% and 75%, respectively) already in-hand or  In consultation with the chairs of science departments and
committed. This is a plan for action. distinguished scientists in the College, four areas were
identified for focused investments: global environmental
challenges; life sciences in the post-genomic era; aging and
human lifespan development; and cosmic origins and astro-
1
Assumes estimates of funding needs for three initiatives for which the chemistry.
budget is currently TBD, see page 9.
3 Arts & Sciences Roadmap to Excellence Plan

capital projects that place us at risk—most notably, the need to

 The College launched the Quantitative Collaborative to renovate and reconfigure Gilmer Hall and the Chemistry
assemble the best faculty talent to develop innovative Building and to construct a dedicated facility for the McIntire
methods to deal with complex social problems. Department of Music.

 Pavilion Seminars, new upper-level courses designed to The strategic directions in this plan present an integrated set of
enable some of our best teachers to explore themes from choices to position and differentiate the College relative to its
different disciplinary angles in a small setting, were peers. The plan, while comprehensive in scope, provides specific
launched in 2010 and have received a warm reception from focus for making decisions and allocating resources and energies
both faculty and students. during the next three years as well as a framework through which
to organize fundraising opportunities for the next phase of the
 The New Learning Technologies Committee was convened campaign. The actions proposed here are intended as attainable
starting in 2012 to advise the Dean broadly on a strategy to near-term steps nested within a decade-long repositioning of the
integrate technologies to support teaching and research. The College as a research institution acknowledged for the excellence
creation of online partnerships, primarily as a way to bolster of its undergraduate teaching. The proposed steps establish
the residential experience through selected courses, is direction and momentum for subsequent investments and
ongoing. The College joined Coursera in 2012, offering its initiatives.
first three courses on that platform during Spring 2013.

 The Graduate School of Arts & Sciences restructured the GUIDING PRINCIPLES
funding model for graduate programs based on three metrics
(quality of admissions, rate of degree completion, and record We will be guided by the theme of convergence, that is, the
of placement), significantly improving fellowship offerings creative alignment of the new scholarship that new faculty will
and guaranteeing five years of financial support for all bring with a redesigned and revitalized curriculum. Research and
doctoral students. teaching will no longer be conceived as separate domains. In
considering faculty hires, the College will think deeply about the
 Total new philanthropic commitments have grown from core mission of the liberal arts, and based on that, identify areas
$24.5 million in 2009-10 to $62.0 million in 2012-13. The for focused integration of teaching and research. The scholarship
silent phase of the $130 million Campaign for Faculty we seek must be superlative, but it must also be more aware and
Excellence was launched in the spring of 2012 and will engaged—with other scholarship, with the interests of our
transition to the public phase in October 2013. undergraduate students, and with the needs of the community,
the nation, and the world.
 We have benefited from tremendous enhancements in recent
years to the quality and quantity of facilities supporting the We will give form and purpose to a contemporary vision of the
College’s teaching and research, including South Lawn, Academical Village as our defining characteristic of advantage.
New Cabell Hall renovation, Physical and Life Sciences We will leverage the strengths of the extensive interactions of
Building, Ruffin Hall, Smith Rehearsal Building, and the our students with faculty, a residential-academic experience that
Ruth Caplin Theatre. fosters student leadership and governance, and the reimagining
of student learning opportunities in an environment that blends
However, clear and pressing challenges persist. An uncertain the intimate feel of a liberal arts college with the dynamic focus
budgetary and political environment tests our ability to project on discovery of a research university.
several core revenue streams, such as net tuition and state
appropriations, even a couple of years into the future. Faculty We will recognize that the cultivation of virtue and the expansion
are stretched to balance the demands of undergraduate teaching of knowledge can only grow from the rich soil of a community of
and advising, graduate programs, and research, particularly as teachers and students, in a relationship. The strength of the
size of tenured and tenure-track faculty has declined by 41.5 FTE College rests unquestionably on the quality of its undergraduate
faculty lines between 2009-10 and 2013-14. We face impending education, and we must protect this most precious heritage. The
retirements and heightened retention pressures that threaten the College’s educational model will rest on reasoning, not on
loss of key faculty leaders in many of the areas in which we seek preaching or recitation of virtues qua virtues. For example, the
to build. Several years of salary freezes have eroded the best way to teach about citizenship is not simply to extol its
competitiveness of faculty salaries, dropping College salaries to virtues but to foster critical thinking, like exploring citizenship
the bottom third of the Association of American Universities through a close reading of Antigone—an ancient play about a
peer group. After a period of significant growth from 2008 to heart-wrenching conflict between the state and the self in time of
2011, we have experienced two years of declining war. Or we might learn about the complexities of familial
competitiveness for external research support in terms of both relationships through studying King Lear or by watching the
award counts and amounts. We confront several “overdue” Albee play, Who’s Afraid of Virginia Woolf?
 Arts & Sciences Roadmap to Excellence Plan 4

We will re-imagine and remap the structure of knowledge in the

College. We must identify and champion the expertise of our
faculty that may have remained hidden in the shadows created by
the glare of the disciplines. The ecology of knowledge is too
fecund, too complex, and the speed of discovery too fast, to rely
on planning from the top. So we need to reverse the process, go
from the bottom up, doing what we do best: nurturing local
talent, and then building around it. As we remap the intellectual
strengths of the College, we will need to make choices about the
areas—or subfields—that need to be accentuated, nurtured, and
melded. Not every university and not every department can do
everything and offer every subfield. We will endeavor to be
known for the fields and subfields—some old, some new—in
which we have unquestionable strength and which will be
critically important for the education of our undergraduates.

We will rethink how to create the best ensemble of all the talents
we require to maintain our excellence. We need to call into
question the one size fits all model of academic careers. There
ought to be enough complexity in the College to attract geniuses
in every sphere, in research, teaching, and mentoring, and make
sure they stay focused on what they do best. The College should
welcome all talents—faculty, researchers, clinicians, artists,
designers, alumni with real life experience—all jumping into the
heart of knowledge-making.

We will answer a fundamental question about graduate

education and who we really are, and who we need to be—
whether we need to be a Berkeley or a Michigan or more like
Dartmouth or perhaps Brown—or somewhere in between? Our
core strength will probably always be undergraduate education, a
college in many ways unmatched across the country. But we
have also resolved to improve and restructure our graduate
program, for its own sake, and to better serve our commitment to
undergraduate education. If the quality of our graduate program
is allowed to slide, it will be a drag on our reputation for
undergraduate excellence and also impact the willingness of the
faculty to come and stay here.

We will continue to ensure that the College is a more beautiful

and dignified space, in which faculty and students can build
intellectual capital—as evidenced by the recent additions of
South Lawn, the Physical and Life Sciences Building, and the
Ruth Caplin Theatre as well as the comprehensive renovation
planned for New Cabell Hall. But we still need to work on the
facilities needs of the College, including a new home for Music.
5 Arts & Sciences Roadmap to Excellence Plan

STRATEGIC IMPERATIVES f) Establish the Institute of World Languages as a forum to

host symposia, speaker series, and workshops on
language instruction.
New Opportunities for Engaged Learning
i) Complete a systematic, cross-departmental review
Much of our effort in this critical area will be guided by a of language and culture programs, encouraging
comprehensive reform of the undergraduate curriculum during chairs and program directors to collaborate and
2013-14. The general education curriculum has not changed work toward integrating best practices and long-
significantly in the last forty years. We must reconsider its term planning into language instruction programs.
content—the fields of study, desired skills and competencies, and
orientation; the means and modes through which this education is ii) Enhance language offerings among critical lesser-
to be delivered; strategies for providing greater coherence in taught languages, particularly through collaborative
students’ selection of courses outside the major; goals and arrangements with Duke and other universities.
pedagogical strategies for learning year-by-year as the students
navigate through the curriculum; and the implications of this new iii) Reconceive the Language Lab to reflect best
program for advising. As the curricular review unfolds and practices, emerging language pedagogies, and
generates its own specific initiatives, several key directions are technology applications.
already apparent:
3) Expand and coordinate opportunities for undergraduate
1) Expand the annual availability of first-year and other students to engage in mentored research opportunities.
seminars to support students’ extensive interaction with
faculty throughout their four years, such as Pavilion a) Create faculty workshops to encourage multiple forms
Seminars and College Advising Seminars, by a minimum of of student research opportunities, monitor the expansion
50 new sections by 2015-16. of undergraduate research, identify “point persons”
among the faculty to champion undergraduate research,
2) Engage students more fully and often with global cultures, and seek external funding opportunities.
issues, and experiences to create a comprehensive and
integrated academic and co-curricular experience b) Increase opportunities for undergraduates to join
emphasizing global connectedness. research teams comprised of graduate students, post-
doctoral fellows, and faculty.
a) Increase the proportion of College students studying
abroad in both short-term immersion and semester- or c) Expand the competitive pool of funding for student
year-long programs from 36% to 50%, including an projects, and provide opportunities for review of student
increase in programs of a semester or longer from 11% scholarship by faculty at other institutions.
to 20%; identify international internship opportunities;
and improve integration of study abroad experiences 4) Implement a pilot program of initiatives related to the
with on-Grounds curricular and other experiences; general education curriculum, providing more coherence,
strengthened advising, and enhanced student cohort identity.
b) Expand the number of courses with international
perspectives and identify multi-year curricular pathways 5) Increase linkages between curricular and co-curricular
for students exploring global issues or regions; experiences, such as internships, leadership opportunities,
etc. and promote student engagement with multiple on-
c) Promote opportunities for students to engage with Grounds learning communities, including exploration of the
faculty research having an international emphasis; potential for residential colleges and institutes.
d) Establish and promote a highly visible signature series 6) Transform student learning through pedagogical innovation
of on-Grounds symposia, speaker series, visitors guided by compelling research on learning, adaption of best
(including visiting faculty from international practices, and the integration of technology more
universities), and conferences; pervasively into course design.
e) Building on the successful partnership with Hong Kong a) Increase the number of courses team-taught by faculty,
University of Science and Technology, bolster robust tackling an issue from multiple disciplinary paradigms
and meaningful academic partnerships with three to four and perspectives, by at least 20 offerings by 2015-16.
universities in key locations around the world to serve
as anchors for longer-term study abroad and faculty b) Design or significantly re-design a minimum of 50
exchange opportunities; and College courses to promote more active student learning
 Arts & Sciences Roadmap to Excellence Plan 6

through the careful integration of technology methods dispersed digital resources scattered across the schools,
and best practices. libraries, ITS, and other units.

c) Hire a Director of Technology Strategies and build team b) Recruit eight to ten anchor faculty—many focused on
of instructional designers to stimulate and support cross-disciplinary issues-- plus post-doctorate fellows to
faculty as they rethink possibilities for their own courses strengthen the College’s research profile in the digital
or course sequences. humanities and better enable the infusion of digital
humanities scholarship into the undergraduate and
d) Establish a College “think tank” forum in which faculty graduate curricula.
can share their experiences in the use of teaching and
learning technologies and develop a framework for c) Promote expanded levels of individual and collaborative
small- and large-scale faculty-led projects related to research through start-up packages for new hires and
technology and teaching initiatives. seed/matching funding pools.

e) Reconfigure and equip at least five classrooms tailored 3) Launch a cross-disciplinary, applied institute or initiative in
for “flipping” larger classes, by breaking larger lecture the computational sciences.
sections into smaller active-learning sections
complemented by on-line lectures. a) Recruit eight to ten anchor faculty plus post-doctorate
fellows and other researchers focused on computational
7) Revitalize the Echols Scholars Program as a highly visible, models and approaches to science by targeting specific
innovative curricular option. intellectual clusters, such as neuroscience/brain-
imaging, environmental change, and astro-chemistry.
8) Re-envision academic and career advising for
undergraduates through increased and potentially repurposed b) Establish an organizational structure and visible identity
faculty, staff, and programming resources. for the computational sciences initiative beyond
departmental structures.
9) Strengthen the volume, methods, and use of assessment of
student learning to evaluate teaching and curricular c) Upgrade the computing capacity available to researchers
structures as well as testing the success of initiatives. in the College, including facilities (continued outfitting
of Data Center), equipment (minimum of 5,000
additional cores and a one petabyte increase in mass
Focused Research for Distinction and Significance storage capacity), and staff support (programmers,
Linux system administrators, and HPC cluster
Elevating the College’s stature for research excellence cannot managers) to enable faculty and students in the area of
focus on building departments one-by-one. Instead, our strategy computational science.
must define areas of investment by the problems to be solved and
issues to be explored. Achieving success in the College’s d) Establish undergraduate and graduate curricular tracks
strategic priorities requires investment in facilities, equipment focused on data and computational science, including
and instruments, and technical and administrative support in the internships and practica.
sciences as well as studio and performance arts. Here, our efforts
will be guided by the following priorities: 4) Extend the Quantitative Collaborative pilot to support
researchers in data collection, management, and analysis as
1) Establish a faculty research advisory group to provide well as advanced computing as they focus on developing
guidance on critical needs and infrastructure to increase methodologies to explore complex social, political, and
research productivity and visibility in the College as well as economic problems and issues. Such an enhancement to the
distinguishing between areas of investment that are core infrastructure supporting quantitative social science analysis
versus strategic. is critical to our success in faculty recruitment, increasing
the capacity to generate funded research, and overall
2) Re-assert and extend the College and University’s position research productivity of faculty and graduate students.
as a leader and pioneer in humanities computing and the
digital humanities, integrating data analysis and visualization 5) Increase the number and amount of grant proposals
strategies into our scholarship and teaching. submitted by College faculty to 600 proposals totaling $90
million yielding awards of at least $50 million annually by
a) Institute a coordinated organization across the 2015-16 (compared to awards of $37 million in 2012-13).
University to facilitate collaboration, interdisciplinary
connections, and sustainable support for the digital a) Establish and reinforce clear benchmarks and
humanities. Leverage and optimize the use of currently expectations for research productivity by department
7 Arts & Sciences Roadmap to Excellence Plan

and division, including incentives for strong performers collaborations with faculty at other institutions.
and implications for sustained low productivity, such as
differentiated workload or post-tenure review. 9) Align graduate funding levels and success on established
criteria and metrics on the quality, needs, and progress of
b) Develop and implement strategies for increasing federal graduate programs, such as reputational measures, student
funding by agency, including identification of faculty quality (admission and placement), completions and time-to-
liaison with each major federal agency. degree, teaching and research contributions of graduate
students, competitiveness of support packages, and student
c) Sustain a targeted focus on four or five major ($2 satisfaction.
million or greater) collaborative award opportunities
each year, while encouraging broad-based engagement
of faculty with external research opportunities. Assembling a Distinguished Faculty and Staff
d) Increase internal research support funding available to We must obtain the critical mass, oftentimes connecting
individual faculty and as matching or seed funding for disciplines, essential for establishing a strong presence in
external research proposals. emerging fields of research. Top-tier research universities share
the common experience of having established their pre-eminence
e) Identify and fund critical research support staffing largely through their ability to garner substantial support from
needs, particularly in the areas of instrumentation and the federal government. This too must be central to our plans for
electronics, fabrication, and material shops. enhancing its research reputation, especially in the sciences, and
will require that we make our own investments in faculty support
f) Streamline procedures to enhance staff and other forms and instrumentation to position our researchers to win more and
of support to facilitate grant proposal preparation. larger grants.

6) Pursue strategies to increase faculty nominations and As the College expands the size of the tenured and tenure-track
visibility for prestigious awards and academy membership. faculty by ten percent, from 544.5 to 600.0 FTE between 2012-
13 and 2015-16, we must focus our faculty hiring to realize
7) Foster and utilize institutional partnerships (internal and progress and innovation across the disciplines by protecting our
external to the University of Virginia) to enhance viability, historical strengths in selected programs, building the sciences,
build critical mass of faculty and other researchers, and and supporting emerging cross-disciplinary initiatives. The
achieve other economies of scale in significant emerging probable turnover of a quarter of the tenured and tenure-track
areas of research. faculty coupled with significant expansion in the near term
represents a distinct opportunity to reshape and bolster the
a) Secure continuation of National Radio Astronomy faculty to address future priorities in research and teaching. Not
Observatory in Charlottesville and strengthen all departments should or will grow proportionately. Some will
collaboration to position College as an international expand to accommodate enrollment pressures and others to
leader in the Atacama Large Millimeter/submillimeter establish or extend areas of distinction and excellence. A small
Array (ALMA) initiative. number of departments may decrease in size. The distribution of
replacement and incremental faculty lines will be driven by
b) Identify and pursue teaching and research collaborations analysis and in alignment with strategic priorities.
with the School of Medicine and the School of
Engineering and Applied Sciences in areas such as brain 1) Invest in targeted areas of existing and potential strength to
science, alternative energy, and public health, seeking to distinguish the College informed by competitive proposals
build connections across currently uncoordinated for hiring each year. Hiring will fortify well-established
strategies and initiatives. areas of distinction, bolster well-positioned emerging areas,
and address enrollment pressures.
c) Identify institutional partners with complementary
priorities and resources to seize cutting-edge research a) Cross-disciplinary cluster areas for investment include
opportunities in critical areas of convergence. Computational Sciences, Digital Humanities, African
and African American Studies and Race and Inequality,
8) Leverage the distinctive advantage afforded by the field and the Ancient and Pre-Modern World.
stations at Blandy Experimental Farm, Mountain Lake
Biological Station, and the Anheuser-Busch Coastal b) Provide priority emphasis on selected departments to
Research Center to hire and retain talented faculty in address a concentration of recent retirements and
Biology and Environmental Sciences, help to secure external departures, address urgent enrollment pressures, and
grant support, and provide opportunities for research build capacity in areas critical to the success of targeted
 Arts & Sciences Roadmap to Excellence Plan 8

initiatives. These include Economics, History, Facilities and Infrastructure

Mathematics, Statistics, and Biology. Supporting Teaching and Research
c) Review the status of interdisciplinary programs to We must enhance the quantity and quality of space supporting
determine which should expand to meet enrollment the College’s teaching and research work through targeted
demands and emerging areas of scholarship and which renovation and construction, strengthening the alignment among
should be reconsidered or discontinued. The academic planning, emerging best practices in the configuration
examination of the programs will include a of teaching and research space, and the College’s overall capital
consideration of the optimal role and numbers of plan.
affiliated relative to core faculty for each.
1) Strengthen guidelines, benchmarking, and management
2) Absorb as many as 5,000 additional course registrations, practices to optimize use of teaching, administrative, and
including increased demand from undergraduate students in research space in the College’s portfolio.
other schools, through the targeted allocation of additional
tenure-track and non-track faculty lines. 2) Renovate and reconfigure Gilmer Hall to accommodate
faculty office, research lab, and support needs, primarily in
3) Provide competitive start-up packages to new faculty to Psychology and Biology.
attract strongest candidates and enable them to mount
aggressive research programs. 3) Renovate Chemistry Building, with particular attention to
upgraded mechanical systems and reconfiguration and
4) Address diminished salary competitiveness, achieving optimization of teaching lab spaces.
average faculty salaries in the College on par with at least
the median of the AAU comparison group by 2016. Increase 4) Complete “precinct planning” in collaboration with the
the number of endowed professorships to enable retention as Provost, School of Engineering and Applied Sciences, and
well as recruitment of path-breaking mid-career and senior School of Medicine for a new science building and future
faculty. coordinated renovation/adaption projects to accommodate
continued faculty growth and renewal in the sciences.
5) Ensure that expansion of faculty positions is accompanied
by adequate additional administrative support, adjuncts, 5) Renovate and repurpose Wilson Hall, with particular focus
supplies and equipment, graduate students, and space. on creating shared, integrated spaced for interdisciplinary
programs and shared center resources.
6) Continue the Legacy of Distinction pre-fill strategy to take
advantage of opportunities to build departments prior to 6) Secure replacement location for research functions of
retirement of eminent senior faculty. Authorize searches in Department of Psychology currently located in rented space
advance of projected retirements to avoid gaps and to on Millmont Road.
maintain a balance of junior faculty.
7) Commence construction of new Music Building, preferably
7) Foster a vibrant, engaged academic culture by establishing a in the arts precinct of Grounds, to alleviate inadequate
faculty club within the College in which faculty may interact quality and quantity of space for music instruction, practice,
socially and otherwise to promote the habits of collegiality and performance.
that lead to discussion, shared ideas, collaboration, and new
thinking. 8) Add professional staff member to assist in space and project
management as major renovation projects commence.
8) Strengthen mentoring of junior faculty and review
procedures for tenure, promotion, and salary increases to 9) Address security access concerns in key buildings, such as
promote highest levels of excellence in teaching, research, Gilmer, Chemistry, and Wilson Halls.
and service.
10) Establish sustainable and increasing funding source for
9) Study administrative practices, such as leave practices and minor renovation and adaption projects (typically $100,000
course releases, to ensure optimal allocation of instructional to $900,000 in scope).
resources. Rethink the role of non-track faculty in
delivering the undergraduate curriculum.
9 Arts & Sciences Roadmap to Excellence Plan

FINANCIAL FRAMEWORK
FOR STRATEGIC INITIATIVES

Success will require substantial investment of new resources

during a period of continuing budgetary uncertainty. We will
continue to update the College’s long-term financial planning
model to develop scenarios for incorporating the strategic
directions and priorities into the operating budget. Initial
projections estimate the aggregated cost of implementing the
three-year plan to be at least $33 million in base budget and $20
million of non-base investments, as detailed in Appendix A. In
all likelihood, the total investment will be higher, as planning has
not yet progressed sufficiently on three key initiatives to allow
for reasonable projections: integration and expansion of
experiential and residential educational opportunities, revitalizing
Digital Humanities, and fostering institutional partnerships. We
expect that these four initiatives could easily add $3+ million in
base operating costs. The plan anticipates progress on several
significant capital projects with combined project costs of
approximately $350 million, of which we expect to spend as
much as $113 million within the three-year period. The increase
to the College’s base budget represents growth of approximately
20% relative to the current operating budget, excluding
sponsored programs.

The base budget increase reflects only those initiatives contained

in the plan, and does not capture other pressures on the College’s
operating budget during this period, such as for benefits rate
changes, staff salary increases, inflationary adjustments, etc. The
College will strive to manage the incremental costs beyond the
strategic initiatives largely through aggressive reallocation and
achieved efficiencies in operations, holding the effective increase
in the operating budget, net of strategic investments and
fellowship support, to below one percent per annum.

Most of the base budget increase through the plan can be

attributed to three major initiatives: (1) restoration of average
faculty salaries to the median of the AAU benchmark ($12.0
million); (2) strategic growth in the size of the faculty to 600
FTE ($8.9 million); and (3) additional enhancements to the
undergraduate experience beyond those enabled directly by the
growth in faculty lines ($4.6 million). Start-up packages for new
faculty hires and infrastructure investments related to the
computational sciences initiative account for 84% of the $20.7
million in non-base spending during the three-year period.

Several sources will provide support for the $33 million of base
increases, as summarized in more detail in Appendices B and D.

 The enrollment growth contribution reflects the $1.9 million

expected for 2013-14 plus growth of an additional $2.0
million annually for the following two years. We have
allocated $500,000 base from the $5.9 million cumulative
growth in base to cover other budget growth unrelated to the
strategic initiatives.
 Arts & Sciences Roadmap to Excellence Plan 10

 For 2013-14, the Provost released $2.9 million base budget RECOGNIZING SUCCESS
funding to the College to support faculty compensation
increases.
The foundational imperatives and strategic research areas
described above will be the core planning priorities for the
 For 2013-14, the Provost increased the State General (SG) College over the next three years, and, in many instances,
base budget target for the College by $4.5 million. beyond. They will be guideposts for the allocation of resources,
faculty and staff hiring priorities, and our fundraising efforts.
 Arts & Sciences Development and the College Foundation While the strategic directions will not encompass all that we do
have already begun to structure and focus their fundraising as an academic community, they will be the major focus of our
messaging and efforts around the themes in the three-year efforts in the years to come. Our success will be measured by the
strategic plan. We anticipate a combination of new progress we make in these critical areas.
endowments and sustainable growth in unrestricted annual
giving to support $4.0 million of base budget increase. As our planning shifts from articulating priorities to
implementation, we are developing specific benchmarks and
 With the projected increase in external research support, we action items for each strategic direction, as well as the means to
project the share of F&A recoveries (indirect costs) to the monitor and report progress. The measure of our success should
College to have increased sufficiently to contribute $500,000 also be taken from a broader recognition of the College as
toward research-related strategic initiatives by 2015-16. research institution with excellence in undergraduate teaching.
Additionally, we project the growth in distributions from Evidence of this will be found in the following:
existing endowments to contribute $1.25 million base budget
toward future faculty compensation increases by 2015-16.  Recognition of the College as a national model and leader in
the development of a rigorous and highly integrated
 The investments herein would require additional adjustments undergraduate educational experience that takes advantages
of $14.35 million to the College’s budget target through a of the residential environment and robust research culture;
combination of tuition increases (net of financial aid) and the
allocation of additional state appropriations or other  National recognition for centers of excellence in several key
unrestricted resources. Approximately $850,000 million of areas and regular placement of several departments and
this amount would be required to cover other needs within programs among the top 20 nationally;
the operating budget beyond the initiatives in the strategic
investment plan, such as salary increases for staff and  Increased numbers of faculty receiving prestigious awards
changes to the benefits rate, etc. and fellowships, national academy memberships, etc.
through both recruitment of accomplished faculty and
More than half of the $20.7 million projected in non-based support of our own promising younger scholars;
investments toward the strategic initiatives will come from
several existing funding streams available to the College to
 Enhanced competiveness of our graduate programs in
support start-up needs for new faculty hires. These include the
attracting the most talented and
Pratt Endowment, F&A cost recoveries, and the Equipment Trust
promising young scholars and in placing them in positions at
Fund. We expect new and recently received gifts to contribute
distinguished research universities; and
an additional $3.4 million (16%). Much of this amount will go
towards supporting start-up packages. The phasing of the
 Increased federal research support to at least $50 million by
strategic initiatives will allow us to bank a portion of the base
2015-16.
budget increase from enrollment growth, state appropriations,
and tuition rate increases for use on non-base needs during the
three-year period. We expect to use a combined $3.2 million,
funding about 15% of the total non-base investment, from these
three sources. Finally, we will tap the College’s accumulated
reserves for approximately $2.8 million to close the remaining
gap during the three-year period of the plan.

The College will pursue additional philanthropic support of at

least $66 million (endowment and current use beyond existing
levels combined) to enable implementation of the initiatives
contained in the Roadmap Plan (see Appendix C).
11 Arts & Sciences Roadmap to Excellence Plan

ACTION PLANNING & NEXT STEPS

The proposed three-year plan comprises 37 distinct initiatives.

Each has been assigned to a member of the Dean’s leadership
team who will serve to stimulate, coordinate, structure, and
monitor progress in each area. The associate deans will identify
individual champions and advisory groups to assist in these
efforts, with the precise approach varying to fit the need.

Action plans of varying lengths and complexity, but all with

specificity, will be devised for each of the initiatives during the
summer and early fall 2013. With this knowledge, we will refine
timelines and deliverables, measurable targets and
accountabilities, and cost estimates and funding models for each
initiative. The strategic initiatives and accompanying budget
model will also be integrated with the fundraising plan to ensure
that we identify appropriate giving targets for key areas, such as
professorships, fellowships, and program support.

The strategic directions set an aggressive and ambitious course

for the College, particularly with regard to their emphasis on the
undergraduate curriculum and the sciences. The strength of the
College’s faculty, recent and planned enhancements to teaching
and research facilities, and the long-standing distinction of the
undergraduate program position the College well to seize this
moment.
 Arts & Sciences Roadmap to Excellence Plan 12

Sources of Funding for

Strategic Investment Plan (millions)
Base Budget Growth ($32.6 million) Non-Base Investments ($20.7 million)
Excluding Capital Projects

$0.2 $0.7
$1.8 $5.4
$4.5 $2.8

$4.5 $2.2
$11.3
$2.9 $13.5 $3.4

Enroll Growth Enroll Growth

Tuition Increase & Unrestricted Tuition Increase & Unrestricted
Central Fac Sal College Reserves
SG Target Adjust SG Target Adjust
13 Arts & Sciences Roadmap to Excellence Plan

Allocation of Funding for

Strategic Investment Plan (millions)
Base Budget Growth ($32.6 million) Non-Base Investments ($20.7 million)
Excluding Capital Projects

$1.1 $0.4
$1.6 $3.3
$2.5 $0.8
$10.9
$4.6

$16.2
$12.0

Faculty Hiring & Start-Up Faculty Comp Initiative Faculty Hiring & Start-Up Faculty Comp Initiative
Undergrad Experience Research Focus Areas Undergrad Experience Research Focus Area
Facilities Other Faciities Other
 Arts & Sciences Roadmap to Excellence Plan 14

Appendix A. Projected Incremental Cost of Three-Year Strategic Plan Initiatives

Part One - Strategic Aspirations
2013-14 2014-15 2015-16
Base Non-Base Total Base Non-Base Total Base Non-Base Total

STRATEGIC ASPIRATIONS
Promote New & Expanded Opportunities for Engaged Learning
(1) Expand Seminar Offerings $0 $0 $0 $75,000 $0 $75,000 $150,000 $0 $150,000
(2) Infuse Global Perspectives $225,000 $0 $225,000 $500,000 $0 $500,000 $825,000 $250,000 $1,075,000
(3) Mentored Research Opportunities $50,000 $0 $50,000 $125,000 $0 $125,000 $250,000 $0 $250,000
(4) General Education Initiatives $0 $0 $0 $0 $0 $0 $2,000,000 $0 $2,000,000
(5) Experiential Learning/Learning Communities TBD TBD TBD TBD TBD TBD TBD TBD TBD
(6) Pedagogical Innovation/Technology $325,000 $300,000 $625,000 $650,000 $200,000 $850,000 $825,000 $0 $825,000
(7) Revitalize Echols Scholars Program $100,000 $0 $100,000 $150,000 $0 $150,000 $175,000 $0 $175,000
(8) Re-envision Advising $150,000 $50,000 $200,000 $300,000 $0 $300,000 $300,000 $0 $300,000
(9) Strengthen Assessment $75,000 $0 $75,000 $100,000 $0 $100,000 $100,000 $0 $100,000
Strategic Theme Subtotal $925,000 $350,000 $1,275,000 $1,900,000 $200,000 $2,100,000 $4,625,000 $250,000 $4,875,000

Focus Research Strategically for Distinction

(1) Establish Faculty Advisory Group $50,000 $0 $50,000 $50,000 $0 $50,000 $50,000 $0 $50,000
(2) Reassert Pioneer Position in Digital Humanities* TBD TBD TBD TBD TBD TBD TBD TBD TBD
(3) Establish Computational Sciences Center* $250,000 $2,000,000 $2,250,000 $640,000 $0 $640,000 $550,000 $0 $550,000
(4) Extend Quantitative Collaborative $0 $0 $0 $200,000 $200,000 $400,000 $350,000 $100,000 $450,000
(5) Increase External Grant Awards $500,000 $500,000 $1,000,000 $1,000,000 $250,000 $1,250,000 $1,500,000 $250,000 $1,750,000
(6) Increase Faculty Awards and Memberships $0 $0 $0 $0 $0 $0 $0 $0 $0
(7) Foster Institutional Partnerships TBD TBD TBD TBD TBD TBD TBD TBD TBD
(8) Leverage Strengths of Field Stations $0 $0 $0 $0 $0 $0 $0 $0 $0
(9) Align Grad Funding with Success Metrics $0 $0 $0 $0 $0 $0 $0 $0 $0
Strategic Theme Subtotal $800,000 $2,500,000 $3,300,000 $1,890,000 $450,000 $2,340,000 $2,450,000 $350,000 $2,800,000
* excluding faculty hires and start-ups
15 Arts & Sciences Roadmap to Excellence Plan

Appendix A. Projected Incremental Cost of Three-Year Strategic Plan Initiatives

Part Two - Foundation for Success
2013-14 2014-15 2015-16
Base Non-Base Total Base Non-Base Total Base Non-Base Total

FOUNDATIONS FOR SUCCESS

Assemble Distinguished Faculty & Staff
(1) Invest in Targeted Strategic Areas
Computational Sciences $0 $0 $0 $1,075,000 $0 $1,075,000 $1,500,000 $0 $1,500,000
Digital Humanities $0 $0 $0 $340,625 $0 $340,625 $965,125 $0 $965,125
Pre-Modern & Ancient World $0 $0 $0 $640,625 $0 $640,625 $640,625 $0 $640,625
Economics $0 $0 $0 $905,525 $0 $905,525 $1,380,707 $0 $1,380,707
African and African-American Studies $0 $0 $0 $284,375 $0 $284,375 $284,375 $0 $284,375
(2) Other Net Faculty Growth $220,000 $0 $220,000 $1,523,230 $0 $1,523,230 $2,898,730 $0 $2,898,730
Subtotal $220,000 $0 $220,000 $4,769,380 $0 $4,769,380 $7,669,562 $0 $7,669,562
(3) Start-Up Packages $250,000 $4,013,852 $4,263,852 $750,000 $4,736,649 $5,486,649 $1,250,000 $6,563,195 $7,813,195
(4) Restore Competitivess of Faculty Sal $5,000,000 $0 $5,000,000 $8,500,000 $0 $8,500,000 $12,000,000 $0 $12,000,000
(4a) Retention and Spousal Accom. $550,000 $125,000 $675,000 $1,250,000 $150,000 $1,400,000 $1,950,000 $150,000 $2,100,000
(5) Staff, OTPS, etc. $500,000 $0 $500,000 $750,000 $0 $750,000 $1,500,000 $0 $1,500,000
(6) Authorize Pre-Fills for Retiring Faculty $0 $0 $0 $0 $200,000 $200,000 $0 $250,000 $250,000
(7) Establish Faculty Club in College $75,000 $0 $75,000 $100,000 $0 $100,000 $125,000 $0 $125,000
(8) Strengthen Faculty Review Process $0 $0 $0 $0 $0 $0 $0 $0 $0
(9) Review Admin Practices $0 $0 $0 $0 $0 $0 $0 $0 $0
Foundation Theme Subtotal $6,595,000 $4,138,852 $10,733,852 $16,119,380 $5,086,649 $21,206,029 $24,494,562 $6,963,195 $31,457,757

Enhance Facilities & Infrastructure Supporting Teaching and Research

(1) Strengthen Space Guidelines & Mgmt $0 $0 $0 $0 $0 $0 $0 $0 $0
(2) Renovate Gilmer Hall ($74 mil) $0 $62,500 $62,500 $0 $7,500,000 $7,500,000 $0 $17,500,000 $17,500,000
(3) Renovate Chemistry Building ($60 mil) $0 $62,500 $62,500 $0 $17,500,000 $17,500,000 $0 $35,000,000 $35,000,000
(4) New Science Building ($147 mil) $0 $125,000 $125,000 $0 $0 $0 $0 $0 $0
(5) Repurpose Wilson Renovation $0 $0 $0 $0 $4,800,000 $4,800,000 $0 $0 $0
(6) Psychology Research Facility $0 $0 $0 $300,000 $300,000 $600,000 $300,000 $0 $300,000
(7) Music Building ($59.5 mil) $0 $0 $0 $0 $1,000,000 $1,000,000 $0 $29,255,000 $29,255,000
(8) Add Space Mgm Staff and Support $100,000 $0 $100,000 $100,000 $0 $100,000 $100,000 $0 $100,000
(9) Building Access & Security $0 $400,000 $400,000 $0 $0 $0 $0 $0 $0
(10) Enhance Maintenance Reserve $250,000 $0 $250,000 $450,000 $0 $450,000 $650,000 $0 $650,000
Foundation Theme Subtotal $350,000 $650,000 $1,000,000 $850,000 $31,100,000 $31,950,000 $1,050,000 $81,755,000 $82,805,000

TOTAL STRATEGIC PLAN INVESTMENT $8,670,000 $7,638,852 $16,308,852 $20,759,380 $36,836,649 $57,596,029 $32,619,562 $89,318,195 $121,937,757
Cumulative Non-Base, Non-Capital Investment $7,388,852 $13,125,501 $20,688,696
Cumulative Non-Base Capital Projects $250,000 $31,350,000 $113,105,000
 Arts & Sciences Roadmap to Excellence Plan 16

Appendix B
Analysis of Funding Sources for Strategic Investments

2013-14 2014-15 2015-16

Base Budget Available Incremental to 2012-13 Revised Base

Enrollment Growth $1,900,000 $3,900,000 $5,900,000
Net Tuition Increase & Appropriations $1,300,000 $6,800,000 $14,350,000
Central Faculty Salary Contribution $2,932,475 $2,932,475 $2,932,475
SG Target Adjustment $4,500,000 $4,500,000 $4,500,000
Philanthropy & Other $1,492,525 $3,726,905 $6,287,087
College Reserve $0 $0 $0
Total $12,125,000 $21,859,380 $33,969,562

Encumbrance for Non-Strategic Investments in Operating Budget (Staff increases, etc.)

Enrollment Growth ($500,000) ($500,000) ($500,000)
Net Tuition Increase & Appropriations $0 ($400,000) ($850,000)
Central Faculty Salary Contribution $0 $0 $0
SG Target Adjustment $0 $0 $0
Philanthropy & Other $0 $0 $0
College Reserve $0 $0 $0
Total ($500,000) ($900,000) ($1,350,000)

Contribution toward Investments in Strategic Initiatives (Base Budget)

Enrollment Growth ($1,195,000) ($3,400,000) ($5,400,000)
Net Tuition Increase & State Appropriations ($575,000) ($6,400,000) ($13,500,000)
Central Faculty Salary Contribution ($2,932,475) ($2,932,475) ($2,932,475)
SG Target Adjustment ($2,475,000) ($4,300,000) ($4,500,000)
Overhead & Other ($567,525) ($1,400,000) ($1,750,000)
Philanthropy ($925,000) ($2,326,905) ($4,537,087)
College Reserve $0 $0 $0
Total ($8,670,000) ($20,759,380) ($32,619,562)

Non-Base Balance Available after Base Budget Commitments

Enrollment Growth $205,000 $0 $0
Net Tuition Increase & State Appropriations $725,000 $0 $0
Central Faculty Salary Contribution $0 $0 $0
SG Target Adjustment $2,025,000 $200,000 $0
Philanthropy & Other $0 $0 $0
College Reserve $0 $0 $0
Total $2,955,000 $200,000 $0

Non-Base Investments in Strategic Initiatives

Enrollment Growth ($205,000) $0 $0
Net Tuition Increase & State Appropriations ($725,000) $0 $0
Central Faculty Salary Contribution $0 $0 $0
SG Target Adjustment ($2,025,000) ($200,000) $0
Overhead & Other ($4,178,628) ($3,783,393) ($3,336,121)
Philanthropy ($675,000) ($1,225,000) ($1,525,000)
College Reserve $419,776 ($528,256) ($2,702,074)
Total ($7,388,852) ($5,736,649) ($7,563,195)
17 Arts & Sciences Roadmap to Excellence Plan

Appendix C
Fundraising Expectations Associated with Roadmap Plan

Endowment Current Use** Total

Undergraduate Experience
Seminars $1,500,000 $0 $1,500,000
Global Perspectives* $11,000,000 $250,000 $11,250,000
Mentored Research $5,000,000 $0 $5,000,000
General Education Initiatives TBD TBD TBD
Experiential Learning TBD TBD TBD
Pedagogical Innovation $4,250,000 $762,500 $5,012,500
Echols Scholars $1,500,000 $0 $1,500,000
Advising $3,000,000 $50,000 $3,050,000
Subtotal $26,250,000 $1,062,500 $27,312,500

Research Focus Areas

Research Advisory Group $0 $150,000 $150,000
Digital Humanities TBD TBD TBD
Computational Sciences $5,000,000 $0 $5,000,000
Quantitative Collaborative $4,000,000 $0 $4,000,000
Seed/Match External Grants $0 $1,750,000 $1,750,000
Institutional Partnerships TBD TBD TBD
Subtotal $9,000,000 $1,900,000 $10,900,000

Assemble Distinguish Faculty and Staff

Faculty Hiring $15,614,000 $0 $15,614,000
Start-Up Packages $0 $1,750,000 $1,750,000
Faculty Compensation Initiative $0 $763,900 $763,900
Retention and Spousal Accom. $0 $425,000 $425,000
Staff and OTPS/Dept Support $6,000,000 $0 $6,000,000
Pre-fill Retiring Faculty $0 $450,000 $450,000
Establish Faculty Club $2,500,000 $0 $2,500,000
Subtotal $24,114,000 $3,388,900 $27,502,900

TOTAL $59,364,000 $6,351,400 $65,715,400

* equivalent of approximately $3.0 million already in hand (use of Greenslade Endowment)

** amounts beyond baseline of $5 million unrestricted College Fund annually
Excludes fundraising related to capital projects and other initiatives beyond Roadmap Plan
 Arts & Sciences Roadmap to Excellence Plan 18

Appendix D. Sources & Uses - Base Budget

Enroll Growth/ Tuition Increase/SG Adjust Central Faculty Salary Overhead & Other Philanthropy Total
2013-14 2014-15 2015-16 2013-14 2014-15 2015-16 2013-14 2014-15 2015-16 2013-14 2014-15 2015-16 2013-14 2014-15 2015-16
STRATEGIC ASPIRATIONS
Opportunities for Engaged Learning
(1) Expand Seminar Offerings $0 $37,500 $75,000 $0 $0 $0 $0 $0 $0 $0 $37,500 $75,000 $0 $75,000 $150,000
(2) Infuse Global Perspectives $25,000 $125,000 $275,000 $0 $0 $0 $0 $0 $0 $200,000 $375,000 $550,000 $225,000 $500,000 $825,000
(3) Mentored Research Opportunities $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $125,000 $250,000 $50,000 $125,000 $250,000
(4) General Education Initiatives $0 $0 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,000,000
(5) Experiential Learning/Learning Communities TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
(6) Pedagogical Innovation/Technology $125,000 $300,000 $400,000 $0 $0 $0 $0 $0 $0 $200,000 $350,000 $425,000 $325,000 $650,000 $825,000
(7) Revitalize Echols Scholars Program $100,000 $100,000 $100,000 $0 $0 $0 $0 $0 $0 $0 $50,000 $75,000 $100,000 $150,000 $175,000
(8) Re-envision Advising $150,000 $150,000 $150,000 $0 $0 $0 $0 $0 $0 $0 $150,000 $150,000 $150,000 $300,000 $300,000
(9) Strengthen Assessment $75,000 $100,000 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $75,000 $100,000 $100,000
Strategic Theme Subtotal $475,000 $812,500 $3,100,000 $0 $0 $0 $0 $0 $0 $450,000 $1,087,500 $1,525,000 $925,000 $1,900,000 $4,625,000

Focus Research Strategically for Distinction

(1) Establish Faculty Advisory Group $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000
(2) Reassert Pioneer Position in Digital Humanities TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
(3) Establish Computational Sciences Center $250,000 $640,000 $300,000 $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $250,000 $640,000 $550,000
(4) Extend Quantitative Collaborative $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $0 $200,000 $200,000 $0 $200,000 $350,000
(5) Increase External Grant Awards $250,000 $750,000 $750,000 $0 $0 $0 $0 $0 $0 $250,000 $250,000 $750,000 $500,000 $1,000,000 $1,500,000
(6) Increase Faculty Awards and Memberships $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(7) Foster Institutional Partnerships TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
(8) Leverage Strengths of Field Stations $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(9) Align Grad Funding with Success Metrics $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Strategic Theme Subtotal $500,000 $1,390,000 $1,200,000 $0 $0 $0 $0 $0 $0 $300,000 $500,000 $1,250,000 $800,000 $1,890,000 $2,450,000

FOUNDATIONS FOR SUCCESS

Assemble Distinguished Faculty & Staff
(1) Invest in Targeted Strategic Areas $0 $2,965,625 $4,140,125 $0 $0 $0 $0 $0 $0 $0 $280,525 $630,707 $0 $3,246,150 $4,770,832
(2) Other Net Faculty Growth $220,000 $1,521,875 $2,748,730 $0 $0 $0 $0 $0 $0 $0 $1,355 $150,000 $220,000 $1,523,230 $2,898,730
(3) Start-Up Packages $250,000 $550,000 $1,050,000 $0 $0 $0 $0 $200,000 $200,000 $0 $0 $0 $250,000 $750,000 $1,250,000
(4) Restore Competitivess of Faculty Salaries $1,500,000 $4,460,000 $7,261,145 $2,932,475 $2,932,475 $2,932,475 $567,525 $900,000 $1,250,000 $0 $207,525 $556,380 $5,000,000 $8,500,000 $12,000,000
(4a) Retention and Spousal Accommodation $550,000 $1,250,000 $1,950,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $550,000 $1,250,000 $1,950,000
(5) Staff, OTPS, etc./Dept Support $400,000 $600,000 $1,200,000 $0 $0 $0 $0 $0 $0 $100,000 $150,000 $300,000 $500,000 $750,000 $1,500,000
(6) Authorize Pre-Fills for Retiring Faculty $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(7) Establish Faculty Club in College $0 $0 $0 $0 $0 $0 $0 $0 $0 $75,000 $100,000 $125,000 $75,000 $100,000 $125,000
(8) Strengthen Faculty Review Process $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(9) Review Admin Practices $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Foundation Theme Subtotal $2,920,000 $11,347,500 $18,350,000 $2,932,475 $2,932,475 $2,932,475 $567,525 $1,100,000 $1,450,000 $175,000 $739,405 $1,762,087 $6,595,000 $16,119,380 $24,494,562

Enhance Facilities & Infrastructure

(1) Strengthen Space Guidelines & Mgmt $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(2) Renovate Gilmer Hall ($74 mil) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(3) Renovate Chemistry Building ($60 mil) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(4) New Science Building ($147.3 mil) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(5) Repurpose Wilson Renovation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(6) Psychology Research Facility $0 $0 $0 $0 $0 $0 $0 $300,000 $300,000 $0 $0 $0 $0 $300,000 $300,000
(7) Music Building ($59.5 million total) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(8) Add Space Mgmt Staff and Support $100,000 $100,000 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $100,000 $100,000
(9) Building Access and Security $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(10) Enhance Maintenance Reserve $250,000 $450,000 $650,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $450,000 $650,000
Foundation Theme Subtotal $350,000 $550,000 $750,000 $0 $0 $0 $0 $300,000 $300,000 $0 $0 $0 $350,000 $850,000 $1,050,000
TOTAL STRATEGIC PLAN INVESTMENT $4,245,000 $14,100,000 $23,400,000 $2,932,475 $2,932,475 $2,932,475 $567,525 $1,400,000 $1,750,000 $925,000 $2,326,905 $4,537,087 $8,670,000 $20,759,380 $32,619,562
19 Arts & Sciences Roadmap to Excellence Plan

Appendix D. Sources & Uses - Non-Base Investments (excluding Capital Projects)

Enroll Growth/ Tuition Increase/SG Adjust College Reserve Overhead & Other Philanthropy Total
2013-14 2014-15 2015-16 2013-14 2014-15 2015-16 2013-14 2014-15 2015-16 2013-14 2014-15 2015-16 2013-14 2014-15 2015-16
STRATEGIC ASPIRATIONS
Opportunities for Engaged Learning
(1) Expand Seminar Offerings $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(2) Infuse Global Perspectives $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $0 $0 $250,000
(3) Mentored Research Opportunities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(4) General Education Initiatives TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
(5) Experiential Learning/Learning Communities TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
(6) Pedagogical Innovation/Technology $300,000 $0 $0 $0 $200,000 $0 $0 $0 $0 $0 $0 $0 $300,000 $200,000 $0
(7) Revitalize Echols Scholars Program $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(8) Re-envision Advising $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $50,000 $0 $0
(9) Strengthen Assessment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Strategic Theme Subtotal $300,000 $0 $0 $0 $200,000 $0 $0 $0 $0 $50,000 $0 $250,000 $350,000 $200,000 $250,000

Focus Research Strategically for Distinction

(1) Establish Faculty Advisory Group $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(2) Reassert Pioneer Position in Digital Humanities TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
(3) Establish Computational Sciences Center $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,000,000 $0 $0
(4) Extend Quantitative Collaborative $0 $200,000 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $0 $200,000 $100,000
(5) Increase External Grant Awards $250,000 $0 $0 $0 $125,000 $125,000 $0 $0 $0 $250,000 $125,000 $125,000 $500,000 $250,000 $250,000
(6) Increase Faculty Awards and Memberships $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(7) Foster Institutional Partnerships TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
(8) Leverage Strengths of Field Stations $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(9) Align Grad Funding with Success Metrics $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Strategic Theme Subtotal $2,250,000 $200,000 $0 $0 $125,000 $225,000 $0 $0 $0 $250,000 $125,000 $125,000 $2,500,000 $450,000 $350,000

FOUNDATIONS FOR SUCCESS

Assemble Distinguished Faculty & Staff
(1) Invest in Targeted Strategic Areas $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(2) Other Net Faculty Growth $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(3) Start-Up Packages $5,000 $0 $0 ($419,776) $203,257 $2,477,074 $4,178,628 $3,783,393 $3,336,121 $250,000 $750,000 $750,000 $4,013,852 $4,736,650 $6,563,195
(4) Restore Competitivess of Faculty Salaries $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(4a) Retention and Spousal Accommodation $0 $0 $0 $0 $0 $0 $0 $0 $0 $125,000 $150,000 $150,000 $125,000 $150,000 $150,000
(5) Staff, OTPS, etc./Dept Support $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(6) Authorize Pre-Fills for Retiring Faculty $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200,000 $250,000 $0 $200,000 $250,000
(7) Establish Faculty Club in College $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(8) Strengthen Faculty Review Process $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(9) Review Admin Practices $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Foundation Theme Subtotal $5,000 $0 $0 ($419,776) $203,257 $2,477,074 $4,178,628 $3,783,393 $3,336,121 $375,000 $1,100,000 $1,150,000 $4,138,852 $5,086,650 $6,963,195

Enhance Facilities & Infrastructure

(1) Strengthen Space Guidelines & Mgmt $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(2) Renovate Gilmer Hall ($74 mil) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(3) Renovate Chemistry Building ($60 mil) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(4) New Science Building ($147.3 mil) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(5) Repurpose Wilson Renovation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(6) Psychology Research Facility $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(7) Music Building ($59.5 million total) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(8) Add Space Mgmt Staff and Support $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(9) Building Access and Security $400,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $400,000 $0 $0
(10) Enhance Maintenance Reserve $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Foundation Theme Subtotal $400,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $400,000 $0 $0
TOTAL STRATEGIC PLAN INVESTMENT $2,955,000 $200,000 $0 ($419,776) $528,257 $2,702,074 $4,178,628 $3,783,393 $3,336,121 $675,000 $1,225,000 $1,525,000 $7,388,852 $5,736,650 $7,563,195