2011-2012 Budget Summary All Divisions · This 2011‐12 budget summary is dedicated to Leonard W. Sandridge, Jr., who ... The Rector and Visitors have contracted with The Chartis

2011-2012 Budget Summary

All Divisions

This 2011‐12 budget summary is dedicated to Leonard W. Sandridge, Jr., who first placed his fingerprints on the University of Virginia budget in 1977 when he was named director of the budget. Although we no longer require X‐ACTO knives, correction fluid, or a ten‐key adding

machine to complete the budget, we will always apply the principles of budgeting that we have learned from Leonard: estimate conservatively,

problem‐solve creatively, remember the long‐term, consider all alternatives, stay true to your values, and, most importantly, figure out a

way to get it done. Leonard, we thank you for your leadership and mentorship.

The University Budget Office

UNIVERSITY OF VIRGINIA 2011-2012 BUDGET SUMMARY

TABLE OF CONTENTS

All Divisions………………………………….………………………………………….………………......1 Academic Division……………………………………………………………………….………….............9 University of Virginia’s College at Wise………………………………….………………………………. 41 Medical Center…………………………………………………………………………………………….. 49 Annual Renovation and Infrastructure Plan……………………………………………………………….. 55 Resolution.…………………..……………………………………………………….……………………..57 Academic Division – Major Budget Unit Detail…...…………………………………..…………………..59

Cover photograph courtesy of Daniel Addison

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UNIVERSITY OF VIRGINIA – ALL DIVISIONS 2011-2012 OPERATING BUDGET SUMMARY

The operating expenditure budget for the period July 1, 2011 through June 30, 2012 for

the University of Virginia will total $2.5 billion, an increase of $75.2 million or 3.1 percent compared with the 2010-11 projection. Of the total budget, $1.3 billion or 54.0 percent relates to the Academic Division (including the Schools of Medicine and Nursing), $1.1 billion or 44.6 percent to the Medical Center, and $34.3 million or 1.4 percent to the University of Virginia’s College at Wise (Wise).

SOURCES FOR THE OPERATING EXPENDITURE BUDGET As shown below, patient revenues (44.3 percent) fund the greatest proportion of the

operating expenditure budget, followed by tuition and fees (17.6 percent), grants and contracts (12.8 percent), auxiliary revenues (7.6 percent), state general funds (5.6 percent), endowment distributions (5.6 percent), and gifts (3.9 percent). The remaining 2.6 percent is generated from investment income, accumulated investment balances, short-term financing, operating cash balances, and other miscellaneous revenues.

2011-12 2010-11

2011-12 2010-11 Increase % Inc. 2010-11 2009-10Budget Projection (Decrease) (Dec.) Budget Actual

Academic Division $ 1,344.6 $ 1,372.9 $ (28.3) -2.1% $ 1,326.7 $1,255.4 Medical Center 1,108.1 1,004.7 103.4 10.3% 1,020.6 959.7Wise 34.3 34.2 0.1 0.4% 34.4 33.3Total $ 2,487.0 $ 2,411.8 $ 75.2 3.1% $ 2,381.7 $ 2,248.4

Operating Expenditure Budget (in millions)

17.6%

5.6%

44.3%

12.8%

7.6%

5.6%3.9%

0.0%0.7% 1.9% Tuition & Fees

State Appropriations

Patient Revenues

Sponsored Programs

Auxiliary Revenues

Endowment DistributionExpendable Gifts

ARRA/SFSF

Operating Cash BalancesSales & Other

16.7%

6.4%

41.5%

13.6%

7.6%

5.7%3.9%

0.9%

1.9% 1.8%

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EMPLOYMENT LEVELS – ALL DIVISIONS The University has planned for 15,811 full-time equivalent (FTE) positions for 2011-12,

an increase of 2.4 percent or 370 FTEs over the 2010-11 revised budget levels as shown below. The Academic Division is expecting 8,739 FTEs, a decrease of 17 FTEs; the Medical Center is projecting 6,769 FTEs, an increase of 376 over current staffing levels; and Wise plans to increase its employment by 11 FTEs to 303 FTEs.

KEY ISSUES The 2011-12 budget reflects the effect of an ongoing weakened economy. While the

endowment has rebounded from the losses of 2008-09 with a 15.1 percent return for 2009-10 and a 19.8 percent return through April 30, 2011, other funding sources remain stagnant or declining. The $22.4 million in state fiscal stabilization funds (SFSF) allocated through the American Recovery and Reinvestment Act of 2009 (ARRA), which helped sustain the University’s operating budget in 2010-11, will not continue in 2011-12. In 2011-12, the University will incur a fifth round of state budget reductions in five years, resulting in $51.5 million in total annual reductions. Federal research is expected to decline as the supplemental funding from the ARRA is exhausted. Uncertainties around the federal budget raise questions about the stability of future federal funding for base (non-ARRA) research, facilities and administrative (F&A) cost recoveries, and financial aid. Additionally, the University Development Office has lowered its projection for annual giving for both the 2010-11 revised and 2011-12 budgets.

The Commission on the Future of the University (COFU) remains a blueprint for the

University’s strategic efforts. The Board of Visitors (the Board) previously approved an annual $8 million pool of funds for the first three years of the initiative. Funding for COFU initiatives was protected during budget reductions, and planned investments were maintained for the three-year period through 2010-11 as approved by the Board. For 2011-12, $5 million of the annual pool has been extended and is available to continue funding the highest priority initiatives emanating from the COFU.

8,298 8,505 8,725 8,686 8,756 8,739

6,136 6,347 6,376 6,214 6,393 6,769

264 291 302 284 292 303

-

5,000

10,000

15,000

20,000

2007 2008 2009 2010 2011 2012

Academic Med Center Wise

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The University’s strategic initiatives will be shaped further by the Virginia Higher Education Opportunity Act of 2011 (also known as the Top Jobs Act), which codifies the recommendations of the Governor’s Commission on Higher Education Reform, Innovation and Investment. The Act commits the Commonwealth of Virginia to become a leader in college degree attainment and in the national and international knowledge-based economies and provides a roadmap for higher education reform in three major areas: economic opportunity, reform-based investment, and affordable access. Economic opportunity will be advanced through producing 100,000 more associate’s and bachelor’s degrees over the next 15 years; investing in high-demand and high-earning degrees; and emphasizing research and development through creating and sustaining public-private partnerships. Reform-based investment will maintain excellence and achieve global leadership through utilizing physical and instructional resources year-round; establishing and implementing innovative degree paths; and enhancing higher education restructuring through the development of new performance measures and more focused and effective incentives. Affordable access provides a framework for a new funding model for higher education in an effort to ensure more reliable, predictable, and understandable revenue streams; provide greater access to higher education for Virginia students through increasing per-student funding and incentivizing enrollment growth; and improve need-based financial aid programs.

The recommendations of the Governor’s Commission on Higher Education Reform,

Innovation and Investment have impacted the University’s planned enrollment growth. The University is committed to supporting the recommendations of the Commission, including the issuance of an additional 100,000 degrees over the next 15 years. Accordingly, the Board approved in February 2011 an increase in undergraduate enrollment of 1,673 students between fall 2011 and fall 2018. Graduate enrollment is projected to increase by 99 students over the same period. The University is carefully considering the right balance of students between science, technology, engineering, and math (STEM) majors and traditional humanities majors, as well as expanding newer areas such as kinesiology and communication disorders in the Curry School and a new leadership/public policy undergraduate degree in the Batten School.

For the Medical Center, the 2011-12 fiscal plan has been developed while considering the challenge of providing patient care, teaching, and research services in an increasingly changing health care industry. The Medical Center will see a significant expansion of services and increased expense related to the integration of the Hematology-Oncology Patient Enterprise ($18.7 million), implementation of the Epic electronic medical record ($10.3 million), opening of the Emily Couric Cancer Center ($9.7 million), operation of the Transitional Care Hospital ($9.2 million), expansion of surgical capacity in the main operating rooms and Outpatient Surgery Center ($5.8 million), and addition of lab capacity and services in the Heart and Vascular Center ($3.9 million). These expansions fuel a 10.3 percent increase in the operating revenue and expense. In addition, the Medical Center will continue to collaborate with faculty on managing the cost of supplies and improved documentation of clinical care and its coding; continued efforts to better engage employees and enhance patient satisfaction; the impact of Culpeper Regional Hospital on patient volume; and the acceleration of patient progression in inpatient units, operating rooms, and the emergency department.

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The major risk factors that may impact the Medical Center’s ability to accomplish its fiscal plan include the national shortage of healthcare workers and physicians; advancements in medical technology; the emerging impact of the Patient Protection and Affordable Care Act and the Health Care and Education Reconciliation Act of 2010; increased costs for medical devices and pharmaceutical goods; enhanced scrutiny by federal regulators; the impact on funding for Medicaid and Indigent Care given the Commonwealth of Virginia’s current financial situation; and economic pressures and uncertainty regarding cash flows from investments and non-operating income.

Recently, there have been significant changes in the strategic relationships of health care

organizations, especially in the UVa Health System’s primary and secondary service areas. Additionally, there is continuing uncertainty surrounding healthcare reform at the federal level and budget pressures within the state that are likely to impact UVa Health System’s funding for indigent patients. The Rector and Visitors have contracted with The Chartis Group to guide the Medical Center through the development of a new clinical strategic plan in response to this dynamic environment. This engagement is intended to be a “deep dive” into the current market state of affairs in this arena. It will include an assessment of potential strategic scenarios available, a formulation of a new strategy and supporting tactics, a detailed execution plan, and periodic checks on the progress of execution.

COMPARISON OF THE OPERATING BUDGET TO AUDITED FINANCIAL RESULTS

The University’s 2011-12 operating budget serves as its financial plan and is developed on a basis that is different than the method of preparing audited financial statements, which are developed in accordance with generally accepted accounting principles (GAAP). The operating budget and the audited financial statements have distinct objectives and are developed using differing rules and conventions. In some cases, similar descriptions are used in both reports even though the precise definitions and the specific amounts are not identical. However, both sets of figures are accurate for their particular purposes, and both are drawn from the University’s financial applications.

The annual operating budget reflects budget allocation decisions necessary to accomplish University goals and ensure physical and financial resources are appropriately preserved for the future. It is the responsibility of the University’s administration to propose annual plans which keep expenditures and revenues in balance.

The Statement of Revenues, Expenses, and Changes in Net Assets from the audited financial statements most closely relates to the operating budget, but there are different rules and conventions employed. Several of these differences include:

• GAAP financial statements classify general fund appropriations as non-operating income, while the operating budget classifies them as operating income.

• GAAP financial statements are prepared on an accrual basis, while the operating budget

is prepared on a cash basis, consistent with the state’s operating budget.

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• GAAP accounting rules require tuition revenues to be shown net of scholarship allowances. The operating budget shows tuition and fees as gross income and the full amount of all student aid as an expense in order to highlight the revenue impact of tuition planning and the corresponding student financial aid requirements.

• GAAP financial statements recognize depreciation expense for buildings and equipment.

In the Academic Division’s operating budget, depreciation is not funded, and capital purchases less than $1 million are expensed rather than spread over the useful life of the purchase. This is, in part, due to the state funding a portion of maintenance as a capital outlay appropriation. Academic Division expenditures for major repair or renovation work occur within the reserve accounts, which are not part of the operating budget. Alternatively, the Medical Center’s operating budget includes funded depreciation for buildings and equipment similar to the GAAP treatment.

• GAAP statements reflect actual endowment investment performance. The operating

budget reflects endowment distributions – funds available for expenditure.

• GAAP statements accrue pledged gifts in the year the pledge is made. The operating budget includes only cash received for gifts – again, funds available for expenditure.

• The Federal Family Education Loan Program is included in the GAAP statements as

federal grants and contracts but excluded from the annual operating budget.

• Fringe benefit expenditures are included in the operating budget using pooled benefit rates, as they impact the operating units; the GAAP-basis statements include actual costs.

• Self-funded insurance and healthcare reserves are excluded from the operating budget but

are included in the GAAP-based financial statements.

At each quarterly Finance Committee meeting, an overview of actual results as compared to the budgeted financial plan for the most recently-ended quarter is provided. In this quarterly overview, actual results are not presented in accordance with GAAP; instead, they are presented consistent with the budget plan to provide a useful basis for comparison to the approved budget. PERFORMANCE MEASUREMENT

Under the 2005 Restructured Higher Education Financial and Administrative Operations Act and the 2006 and 2009 Management Agreements, the University’s performance on a set of pre-defined measures is subject to review annually by the State Council of Higher Education for Virginia (SCHEV). This annual certification determines the University’s eligibility for certain financial incentives, such as interest on tuition and fee revenue as outlined in the Act. SCHEV has developed Institutional Performance Standards to assess each individual institution’s performance on the education-related statewide goals specified in the Act. The University’s performance on several financial standards also is considered. Furthermore, as part of the Management Agreement, the University is required to meet additional state expectations in the areas of research, economic development, and Virginia Community College System (VCCS) transfers and measure performance in the administrative areas granted increased authority by the

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legislation. Specific measures are associated with the areas of capital outlay, leases, and real estate; financial administration; human resources; information technology; and procurement. The Academic Division was certified at the May 17, 2011 SCHEV Council meeting.

In June 2005, the Rector appointed the Special Committee on Planning to complete a

financial and strategic 10-year plan for the University. The overall objectives of the planning process were to improve the University’s national ranking; focus academic priorities on areas of excellence, strength, and potential; and achieve a strategic advantage relative to the University’s public and private peers. One of the key deliverables of the Special Committee was a set of performance measures reflecting the University’s overall reputation and performance. These measures are the primary, high-level measures the Board monitors annually at its retreat as indicators of institutional performance and progress. The measures address national and international rankings; faculty, staff, and student aspects; and physical and financial resources. THE HEALTH SYSTEM’S DECADE PLAN

The Decade Plan, a joint planning effort of the School of Medicine, the School of Nursing, the Health Sciences Library, the Medical Center, and the Health Services Foundation, provided the framework for “Move as One,” a consolidated initiative that focuses on Health System-wide collaboration for development and innovation in areas such as patient service, translational research, professionalism in teaching, and service to the community. In 2010-11, progress was noted in several important areas:

• The School successfully completed a Southern Association of Colleges and Schools

program review of its graduate programs. The reviewers were enthusiastic about a number of aspects of the Biomedical Sciences graduate program, including the large number of institutional training grants, the success of students in obtaining extramural funding in the form of individual fellowships, efforts to enroll and retain underrepresented minorities, and the strength of several training programs. The reviewers offered clear and helpful recommendations for how the School can improve.

• The first year of the Next Generation curriculum has been implemented. In the pre-

clerkship period of the curriculum (the first 18 months of the four years of medical school), the School has integrated the basic sciences and their clinical contexts, with parallel teaching by basic scientists and clinicians who work in the clinical areas of relevance. This pre-clerkship integration will be enhanced further in 2011-12. The primary integration focus for 2011-12 will be on clerkships, which are expected to take one to two years to implement. As mandated by the Liaison Committee on Medical Education, the School is developing a centralized administrative and management structure for the Next Generation curriculum.

• The annual strategic planning sessions to review and update goals for education, research, patient care, infrastructure, and service under the Move as One banner are scheduled for late spring 2011. Over the course of 2010-11, there were brainstorming and planning sessions with department chairs and center directors to develop strategic recommendations for supporting research. The initial recommendations were forwarded to the Dean of the School and the Research Advisory Council for review and direction.

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• The School and the Medical Center’s outreach efforts have established relationships with

Culpeper Regional Hospital, Mary Washington Hospital, Fauquier Hospital, and the new Hematology-Oncology Patient Enterprise physician practice. These relationships, and other outreach projects in development, are crucial to ensuring a broad patient base, learning sites for medical students, and strong clinical revenue streams to support the School’s academic mission.

• The School and the Medical Center successfully implemented the Employee Connection

program to provide primary care and specialty services to University employees. The program has been expanded, under the new name of “Care Connection,” to provide services to the employees of major employers in the region.

• The School and the Medical Center are collaborating on strategic programs to improve

quality, patient safety, access, and patient satisfaction. The Fund for the Future, established in 2007-08 through agreement between the Medical

Center and the School, has provided a mechanism for the Medical Center to directly invest in the School. At the beginning of 2010-11, the Fund consisted of an operating balance of $3.8 million and a quasi endowment of $17.2 million. During the year, the Medical Center distributed $21.0 million to the Fund for the Future related to the prior year’s Medical Center financial results, for total operating and endowment balances of $42.0 million. Actual and planned disbursements from the Fund through the remainder of 2010-11 and in 2011-12 include:

After these disbursements, it is expected that the Fund for the Future operating and

endowment balances will be $30.3 million. This activity through the Fund does not include additional amounts distributed from the Medical Center to support the medical faculty through contractual obligations and negotiated contributions for specific purposes. In 2011-12, the Health System will continue to focus on improving patient access and satisfaction, implementing its new curriculum, strengthening research support, and fostering innovative clinical programs.

Division of Cardiology chief package ($2M) 1,428,839$ Focused Ultrasound Facility ($859K) 116,869 Radiology research infrastructure ($500K) 499,060 Gen'l Clin Research Ctr renovations ($767K) 5,495 Cyclotron renovations/installation ($3.5M) 3,386,486 Debt service on CMMEB temporary loan ($7-8M) 464,092 Ctr Publ. Health Genomics research support ($2.3M) 1,750,000 Ctr. Cell Clearance renovations ($1.3M) 1,291,000 Debt service on Jordan HVAC replacement (Sept 2011) 1,296,766 Cyclotron/PET operations 200,000 Pathology lab renovations 1,300,000

11,738,607$

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ACADEMIC DIVISION BUDGET

BUDGET DEVELOPMENT The first step in developing an annual expenditure budget is to estimate unavoidable cost

increases for opening new facilities, utilities, compensation, and Board priorities. Next, the Budget Office calculates expenditure targets for state and local general budgets for each vice president based on preliminary budget assumptions reported to the Board each February. The target development process is designed to provide flexibility to vice presidents in the allocation of resources among their activities. Expenditure budgets for other sources (self-supporting units, gifts, endowments, grants, contracts, F&A recoveries, and auxiliaries) do not have initial targets; instead, these budgets are set by the responsible unit based upon expected activity. The third step in the budget development process is the projection of funds available for expenditure, which is impacted by the Board’s approval of tuition, fees, housing rents, and dining rates and the General Assembly’s passage of a budget.

In 2011-12, the University will incur a reduction of $14.7 million in its general fund appropriation from the state. To summarize the state budget reductions since 2007-08 and the resulting impact on University departmental and school budgets:

• In October 2007, the state reduced the University’s general fund appropriation by $9.2

million (6.25 percent), which was passed along to schools and departments as a 1.8 percent reduction in state general budgets in fall 2007 and an additional 1.2 percent reduction to 2008-09 state general budgets.

• In October 2008, the state further reduced the University’s general fund appropriation by $10.6 million (7.0 percent), which was passed along to schools and departments as a 3.0 percent reduction in state general budgets in fall 2008.

• In April 2009, the General Assembly approved the Governor’s recommendation for an additional $12.4 million (8.0 percent) reduction in the University’s 2009-10 general fund appropriation. This resulted in a 3.2 percent reduction to 2009-10 departmental state general budgets.

• In April 2010, the General Assembly approved the Governor’s recommendation for an additional $4.6 million (3.6 percent) mid-year reduction to the University’s general fund appropriation. This resulted in a 2.5 percent reduction to academic state general budgets and a 3.0 percent reduction to administrative state general budgets.

• In April 2010, the General Assembly approved the Governor’s recommendation for a $14.7 million (11.4 percent) reduction to the University’s 2011-12 general fund appropriation. This has resulted in a 2.5 percent reduction to 2011-12 academic state general budgets and a 3.0 percent reduction to 2011-12 administrative state general budgets.

• Cumulatively, over the past five years, the University has incurred a $51.5 million (32 percent) reduction in its state general fund appropriation, and schools and departments

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have experienced a 14-15 percent reduction in their state general budgets.

The 2011-12 targeted budgets do not reflect any change in employee compensation; however, there are a number of reserves set aside for anticipated changes in salary and benefits, which will be described later in this document. As is consistent with previous years, there is not an across-the-board increase for "other than personal services" (OTPS) budget categories in the state or local general budgets or targets. Departmental budgets from other sources (self-supporting units, gifts, endowments, grants and contracts, indirect cost recoveries, and auxiliaries) do reflect anticipated increases in compensation and OTPS.

In the final step of budget development, vice presidents are given an opportunity to present prioritized lists of resource needs that cannot be addressed within the target budgets provided. Available tuition revenues, state general funds, and centrally-managed private funds are allocated towards the highest priority initiatives. In the 2011-12 budget, the University will be able to meet mandatory commitments and Board priorities and address the most critical needs. More information concerning the 2011-12 addenda allocations is included in the expenditure budget analysis later in this document. PLANNING PRIORITIES AND THE COMMISSION ON THE FUTURE OF THE UNIVERSITY (COFU)

During the spring of 2007, University faculty, students, and staff formed the COFU. The COFU identified a set of core institutional values and three priorities [Student and Faculty Experience; International Programs; and Science, Technology, and Research] designed to distinguish the University in the next decade and beyond. As previously mentioned, the University committed $8 million for each of the first three years of the plan, through 2010-11. In 2011-12, the fourth year of its implementation, the University has allocated $5 million for the first six initiatives as listed in the COFU’s guiding document, “Strategies for the Future of the University.” Of this amount, $1.9 million will be funded by existing central endowments, $1.6 million by the state appropriation for research, $1 million by the President’s Fund for Excellence, and $500,000 by the Equipment Trust Fund.

Throughout the planning and implementation phases of the COFU’s work, leaders have

appeared before the Board to report their plans and results. Provost Garson distributed a second annual report of progress towards COFU goals for the February 2011 Board meeting.

To advance the first four initiatives related to the first priority of maintaining and

enhancing the Student and Faculty Experience, the COFU established a center for advanced study of teaching and learning in higher education; a center for computationally-intense research and study; an institute for faculty advancement; and a comprehensive academic public service program that integrates students’ service and research experiences throughout their time at the University. The leaders of these initiatives (Robert Pianta, Dean of the Curry School of Education; James Hilton, Vice President and Chief Information Officer; Sharon Hostler, Vice Provost for Faculty Development; and Milton Adams, Vice Provost for Academic Programs) provided a written update on the ongoing implementation of each initiative.

The second COFU priority—International Programs—is lead by Vice Provost for

International Programs Gowher Rizvi and is designed to enrich the curriculum, engage

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international students and faculty on Grounds, and extend the considerable resources that are mostly in Charlottesville to places far from the Grounds. Global plans are being developed within schools, between schools, and across the University; the Center for International Studies has been initiated; a Global Studies major has been established; and a new web portal has been created to address globalization efforts at the University.

The third COFU priority—Science, Research, and Technology—complements the

construction of science and engineering research facilities which is underway on Grounds and is lead by Vice President for Research Tom Skalak. In the second annual report, Mr. Skalak highlighted several accomplishments which were made possible by COFU funding: creating a culture of collaboration; awarding grants for research across schools in the areas of sustainability, innovation, and systems bioscience and bioengineering; improving infrastructure for multi-investigator proposals; and showcasing the visions of the University’s most innovative researchers and entrepreneurs to the venture capital community.

The next COFU update to the Board by the provost will include an evaluation of each

initiative against select performance measures. COFU reports can be found at http://www.virginia.edu/planningdocuments/commission/.

KEY ACTIVITIES IMPACTING THE ACADEMIC DIVISION’S BUDGET Enrollment Growth

As mentioned earlier, the Board approved in February 2011 an increase in undergraduate enrollment of 1,673 students between fall 2011 and fall 2018. In fall 2011, the University anticipates enrolling an on-Grounds first-year class that is 120 students larger than in fall 2010. With larger classes progressing through the University, overall undergraduate enrollment is expected to be larger by 142 students. The existing in-state to out-of-state ratio will be maintained.

To support this larger enrollment, the 2011-12 budget includes $2.3 million from

incremental tuition revenues and $705,000 from the 2011 General Assembly for the first general fund support for undergraduate growth in years. Representatives from the University Budget Office, the Provost’s Office, and the undergraduate schools collaborated to develop a funding formula to ensure that new revenues are allocated to support new faculty hires and other critical support functions. From the 2011-12 incremental revenue from enrollment growth, $483,000 is allocated to AccessUVa to fund need-based aid for the new students, and $379,000 is allocated to the library, admissions, student financial services, dean of students, and career services to provide critical support services. Lastly, a reserve of $2.1 million has been set aside to provide funding to hire new faculty (on an average 16:1 student/faculty ratio) and for other direct instructional costs. This reserve will be allocated directly to the schools once it is determined where new students matriculate and enroll in courses. A similar exercise will occur in future years of enrollment growth. The University also is watching enrollment in several other areas, such as the PRODUCED in Virginia, Bachelor of Interdisciplinary Studies, January term, and summer session programs. As enrollment grows and corresponding tuition revenues are collected, support will be provided to maintain these programs at the appropriate level.

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AccessUVa In the current economic environment, AccessUVa remains a critical priority for the

University. The program offers 100 percent of demonstrated need to all undergraduates, eliminates loans and work study for undergraduates whose families are at or below 200 percent of the poverty level ($44,700 for a family of four in 2011), and limits need-based loans to the average cost of one year of attendance for an in-state student ($22,000 for students who entered in fall 2008; $23,000 for students who entered in fall 2009; $24,500 for students who entered in fall 2010; and $25,500 for students who will enter in fall 2011).

The projected 2011-12 full cost of all phases of AccessUVa will be $92.2 million, an

increase of $8.9 million from 2010-11. Central University sources (tuition and institutional private endowments) will provide $38.3 million in 2011-12, an increase of $8.0 million. The remaining portion of the total 2011-12 AccessUVa cost, $53.9 million, is funded from restricted gifts and endowments, athletic grants, general funds, outside grants, federal grants and loans, and work study.

Of the $8.0 million increase in Central University sources, $3.2 million is related to

2010-11 increased costs; $4.0 million is due to an increase in the 2011-12 cost of attendance; $1.6 million is related to 2011-12 demographic changes (enrollment and growth in the number of students on aid and from low income families); and $1.3 million is related to the elimination of two federal aid programs in 2011-12. These increases are partially offset by two policy changes that will increase work study awarded to out-of-state students in lieu of grants (saving $500,000) and enforce financial aid filing deadlines (saving $1.6 million)

Incremental undergraduate tuition generates $3.4 million of the additional 2011-12

Central University sources funding requirement; the remaining $4.6 million will be allocated from one-time endowment cash reserves. Identifying an ongoing source of funding to replace this temporary source will be a priority in the 2012-13 budget.

The institutional commitment to AccessUVa has increased since the implementation of

the program. In 2008-09, the unrestricted resources committed to AccessUVa equated to 9.8 percent of all undergraduate tuition. In 2011-12, the unrestricted resources committed to AccessUVa are expected to equal 16.6 percent of undergraduate tuition. If the central cost continues to increase at this level, the University may need to make adjustments to the AccessUVa model in order to be able to adequately fund the program. At a minimum, increasing private funding for AccessUVa will free up unrestricted resources for other academic priorities.

Competitive Compensation

In 2003-04, the Board approved a resolution to increase the compensation of the University’s faculty and staff to a competitive level. In 2004-05, the Board further refined that goal with a resolution to move the University’s teaching and research faculty average salary to a position between the 15th and 19th rank among Association of American Universities (AAU) institutions. Supplements approved by the Board allowed the gap between the teaching and research faculty average salary at the University and at the institution holding the 19th position of AAU institutions to narrow from $7,000 in 2002-03 to $700 in 2007-08.

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During the last several years, it has been very difficult to maintain a competitive position relative to faculty salaries. Given that the last annual salary increase was in November 2007, nearly all the gain previously achieved has been erased, bringing the University to the 27th position with an average salary that is $6,200 below that of the institution holding the 19th position.

A special allocation of $3 million has been reserved in the 2011-12 budget for the vice

presidents and deans to address strategic faculty and University staff recruitment and retention issues in their schools/units. These funds are to be used for merit-based salary adjustments to retain our highest performers. Additional funds have also been set aside to provide special salary adjustments for the lowest-paid University staff.

Deferred Maintenance

In February 2005, the Board agreed that the University should establish ongoing maintenance investments that will protect physical assets and make one-time investments to reduce the maintenance backlog to a reasonable level based on industry standards. To establish ongoing investments to protect the University’s physical assets, the goal is to invest two percent of the asset value annually into maintenance. For educational and general (E&G) buildings, the annual maintenance budget is to be increased by $1.5 million each year between 2005-06 and 2014-15. For 2011-12, the seventh installment of $1.5 million is included. In addition, the University will continue to budget two percent of the value of any new facilities that come on line. The budget for 2011-12 includes $2.0 million to support operating and maintenance (O&M) costs of new facilities expected to open during the year.

In order to bring the maintenance backlog to a level where identified maintenance deficiencies are five percent of the asset value, at least $73 million in one-time investments in E&G maintenance must be made over the 10-year period. In order to fund this $73 million, the University will seek assistance from the state through its capital outlay programs and use student fees, private funding, and debt financing. Several current renovation projects will provide progress towards reducing deferred maintenance: New Cabell Hall, Ruffner Hall, Jordan Hall HVAC replacement, Garrett Hall, McLeod Hall, Alderman Road Residence Hall replacements, and Newcomb Hall. The auxiliary units, the Medical Center, and Wise are continuing to address their respective backlogs. The budget write-up for each entity addresses how these objectives will be achieved.

As part of the deferred maintenance initiative and the University’s increased authority under Restructuring, this Budget Summary includes an annual plan for how the Academic Division and the Medical Center will address major renovations and infrastructure projects costing between $2 million and $5 million. This plan is summarized beginning on page 55. The Board’s approval of the Annual Renovation and Infrastructure Project (ARIP) plan will ensure that the University continues to address critical maintenance needs.

American Recovery and Reinvestment Act (ARRA)

Since the passage of the ARRA, the University has received 202 research awards totaling nearly $79 million from federal agencies. The University’s share of the State Fiscal Stabilization Fund (SFSF) received through the Commonwealth of Virginia was $22.4 million in 2010-11.

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The University used these SFSF to fund AccessUVa for one year, which in turn allowed the University to make several one-time commitments from funds re-directed from AccessUVa. In order to avoid creating a reliance on this one-time funding stream, none of the freed-up dollars were allocated to permanent items. Although there is no additional allocation from the SFSF in 2011-12, the University is not in a position where it needs to replace the SFSF with another source in order to meet on-going obligations. Rolls-Royce Partnership In 2007, British-based Rolls-Royce announced plans to build a new jet engine manufacturing plant in Prince George County, offering significant educational and research opportunities for the University. As part of Rolls-Royce's decision to locate its facility in Virginia, the University became part of an innovative partnership that includes Virginia Tech and the VCCS to collaborate with the company on a variety of fronts. The state will allocate $40 million to the University, Virginia Tech, and the VCCS over five years as incentive for the company’s location and research activities; approximately $23.5 million will accrue to the University. In 2010-11, the University received its second installment, totaling $4.95 million. The University will receive $4.3 million in 2011-12: $3.8 million to create new endowed professorships in the School of Engineering and Applied Sciences and the McIntire School of Commerce and provide graduate student support; $200,000 to support the new manufacturing minor; and $250,000 to match research awards from Rolls-Royce. New Internal Financial Model

In July 2010, President Teresa Sullivan articulated to the Board that one of her primary goals for the University is the development of a new internal financial model that emphasizes transparent decision-making, incentive-based allocations, and prudent stewardship of the University’s resources. In April 2011, the President named the chief operating officer and provost as co-executive sponsors and established a steering committee comprised of several vice presidents, deans, and a representative from the Faculty Senate. The steering committee will provide oversight and make policy decisions as the University replaces its current resource allocation model and implements improved financial reporting. The co-executive sponsors have identified a core work group, comprised of representatives across the University, which will develop guiding principles, discuss revenue attribution and cost allocation alternatives, prepare recommendations for discussion, and consider financial reporting and system requirements. A project team will be staffed shortly, with implementation of the new budget model anticipated for the 2013-14 fiscal year and improved financial reporting available soon thereafter. A project budget for this critical initiative will be developed within the first few months of the 2011-12 fiscal year, with one-time funds expected to be provided from several vice presidential reserves, the president’s office, and, to the extent needed, from the general contingency reserve. HIGHER EDUCATION EQUIPMENT TRUST

The 1986 General Assembly established a statewide Higher Education Equipment Trust to meet the high-priority equipment needs of higher education. In 2011-12, the University expects to receive $10.4 million and will utilize the funds in a strategic manner – to assist in new faculty start-up packages, purchase critical research equipment, and replace obsolete equipment. This funding comes to the University as reimbursement of purchases, so neither the allocation nor the related purchases are included in the University's 2011-12 budget.

15

ACADEMIC DIVISION OVERVIEW OF OPERATING SOURCES OF FUNDS The schedule of the Academic Division’s projected operating sources on the next page

summarizes total available operating resources based on projected cash inflows from state general funds, tuition and fees, sponsored research and F&A cost recoveries, endowment distributions, gifts, auxiliary revenues, and other sources. Available resources for the operating budget are $1.36 billion for 2011-12, a 2.7 percent decrease from the revised sources available for 2010-11 of $1.40 billion.

The charts below demonstrate which operating revenues will provide the resources to

fund the operating expenditure budget.

2011-12 2010-11

In 2011-12, tuition and fees (32.6 percent) provides the greatest proportion of the operating budget, followed by sponsored programs (23.9 percent), auxiliary revenues (13.6 percent), endowment distributions (10.3 percent), state general funds (9.5 percent), and gifts (7.3 percent). The remaining 2.8 percent is generated from investment income, operating cash balances, and other miscellaneous revenues. FUNDING SOURCES State General Fund Appropriation

State general funds are tax revenues appropriated by the General Assembly for the use of the institution. The state general fund appropriation is comprised of an appropriation for E&G programs, a special appropriation for specific programs, and an appropriation for student financial aid. The $129.9 million budgeted general fund appropriation for 2011-12 reflects a $17 million decrease over revised 2010-11 and is comprised of:

• $112.6 million for E&G, a $13.3 million decrease over 2010-11. In addition to

technical adjustments, this decrease includes a $14.7 million budget reduction, offset by new support for O&M of new facilities ($2.1 million), the 4-VA instructional resource sharing initiative ($850,000), and enrollment growth ($705,000);

32.6%

9.5%

23.9%

13.6%

10.3%

7.3%

0.0%1.2% 1.6% Tuition & Fees


Sponsored Programs

Auxiliary Revenues

Endowment DistributionExpendable Gifts

ARRA/SFSF

Operating Cash BalancesSales & Other

29.3%

10.5%

24.1%

12.9%

10.0%

6.9%

1.6% 3.4% 1.3%

University of Virginia - Academic DivisionProjected Operating Sources

Amount1

State

2

Grants & Contracts, F&A

3

Private Unrestricted

4

Private Restricted

5

Local Sales, Services,Other

6

Auxiliary

Total‐AmountFY Resources Category

2011‐R Appropriations: State

Fed ARRA State Fiscal Stab

Tuition

Student Fees

Sales & Services

Grants & Contracts

F&A ‐ Cost Recoveries

Endowment Distribution

Endowment Admin Fee

Gifts

Gifts‐Via Affil Fdns

Investment Income

Operating Cash Balances

MBU Totals

2012‐O Appropriations: State

Tuition

Student Fees

Sales & Services

Grants & Contracts

F&A ‐ Cost Recoveries


Endowment Admin Fee

Gifts

Gifts‐Via Affil Fdns

Investment Income

Operating Cash Balances

MBU Totals

‐146,990,101 ‐ ‐ ‐ ‐ ‐ ‐146,990,101

‐22,434,996 ‐ ‐ ‐ ‐ ‐ ‐22,434,996

‐382,284,509 ‐ ‐ ‐ ‐840,062 ‐ ‐383,124,571

‐25,084,830 ‐ ‐ ‐ ‐1,983,676 ‐37,765,404 ‐64,833,910

‐4,541,021 ‐ ‐ ‐ ‐12,253,793 ‐141,272,036 ‐158,066,850

‐6,027,015 ‐257,200,000 ‐ ‐ ‐ ‐ ‐263,227,015

‐16,600,000 ‐57,830,000 ‐ ‐ ‐ ‐ ‐74,430,000

‐ ‐ ‐37,500,000 ‐89,500,000 ‐ ‐ ‐127,000,000

‐ ‐ ‐12,800,000 ‐ ‐ ‐ ‐12,800,000

‐ ‐ ‐ ‐25,500,000 ‐ ‐ ‐25,500,000

‐ ‐ ‐ ‐71,800,000 ‐ ‐ ‐71,800,000

‐ ‐ ‐ ‐ ‐976,254 ‐ ‐976,254

‐27,271,512 ‐2,571,322 ‐15,292,679 ‐1,332,483 ‐1,256,166 ‐1,459,265 ‐49,183,427

‐631,233,984 ‐317,601,322 ‐65,592,679 ‐188,132,483 ‐17,309,951 ‐180,496,705 ‐1,400,367,123

‐129,870,629 ‐ ‐ ‐ ‐ ‐ ‐129,870,629

‐415,322,153 ‐ ‐ ‐ ‐776,053 ‐ ‐416,098,206

‐25,663,663 ‐ ‐ ‐ ‐1,948,770 ‐37,926,760 ‐65,539,193

‐6,739,282 ‐ ‐ ‐ ‐12,762,190 ‐146,085,247 ‐165,586,719

‐6,527,015 ‐243,900,000 ‐ ‐ ‐ ‐ ‐250,427,015

‐16,600,000 ‐59,281,000 ‐ ‐ ‐ ‐ ‐75,881,000

‐ ‐ ‐37,500,000 ‐89,500,000 ‐ ‐ ‐127,000,000

‐ ‐ ‐14,000,000 ‐ ‐ ‐ ‐14,000,000

‐ ‐ ‐ ‐25,600,000 ‐ ‐ ‐25,600,000

‐ ‐ ‐ ‐74,000,000 ‐ ‐ ‐74,000,000

‐ ‐ ‐ ‐ ‐918,497 ‐ ‐918,497

‐3,071,373 ‐1,351,342 ‐11,996,625 ‐ ‐315,966 ‐1,518,632 ‐18,253,938

‐603,794,115 ‐304,532,342 ‐63,496,625 ‐189,100,000 ‐16,721,476 ‐185,530,639 ‐1,363,175,197

16

17

• $4.3 million for the Rolls-Royce Partnership (as discussed on page 14);

• $2.5 million for research in the areas of bioengineering, biosciences, and cancer. This is a decrease of $10.3 million over 2010-11, which included two non-recurring items: a $3.0 million appropriation by the 2011 General Assembly and a $7.0 million carryforward of committed but unspent balances from 2009-10;

• $9.7 million for student financial aid; and • $798,000 for the Eminent Scholars program, unchanged from 2010-11. Eligible

Eminent Scholars expenditures are projected at $15 million in 2011-12.

As previously mentioned, the University has been assessed annual general fund budget reductions totaling $51.5 million since July 1, 2007. Despite enrollment growth and normal inflation, the state’s E&G general fund contribution to the E&G budget is $48.3 million less than the $165.2 million provided 11 years ago. The following chart shows the University’s standing among peer public institutions using the 2010-11 state appropriation for each school:

School

2010-11 General Funds per In-state Student

University of North Carolina – Chapel Hill $23,792 University of Maryland $17,337 University of Michigan – Ann Arbor $15,380 University of Virginia $ 9,445

Non-general Funds

Non-general funds are resources generated by the University such as tuition, payments from federal agencies and other entities for research, student and user fees, gifts, and endowment distributions. Tuition and Fees

The 2011-12 budget reflects tuition increases previously approved by the Board:

TUITION AND E&G FEES In-State Inc Out-of-State Inc. Undergraduate 10.3% 9.3% Graduate 9.8% 5.4% Darden 5.8% 5.2% Law 5.1% 4.5% Medicine 7.9% - 9.5% 4.1% - 4.5%

The 2011-12 tuition and fees budget was developed using approved enrollment

projections, as well as recent enrollment trends. The approved enrollment growth plan reflects a total of 21,093 on-Grounds headcount students for fall 2011. Of the 14,157 undergraduate students, it is expected that 69 percent will be Virginians. The off-Grounds enrollment projection for fall 2011 is 3,450 students. It is projected that the first-year class will include 3,360 students, while 546 additional students will transfer to the University. The 2011-12 budget

18

assumes that the current in-state versus out-of-state ratios will remain unchanged.

Tuition and E&G fees revenue is expected to increase by $33.5 million or 8.2 percent over the projected 2010-11 budget to $443.7 million. Auxiliary fee revenues of $37.9 million are discussed in the auxiliary section, beginning 32. Tuition and E&G fees revenue is comprised of the following:

2011-12 TUITION AND E&G FEES REVENUE GROSS REVENUE Traditional Degree Programs Undergraduate – In-state $ 88,512,300 Undergraduate – Out-of-state 144,031,700 Graduate 36,860,200 Medical School 25,814,000 School of Continuing and Professional Studies (SCPS) 11,333,500 Summer Session, J Term, Study Abroad, Semester@Sea, Mt. Lake, Music Lessons

15,282,300

Total Traditional Degree Programs Tuition $321,834,000 Self-supporting Degree Programs Law (JD and Graduate) $ 49,688,400 Darden (MBA, Executive MBA, Global Executive MBA, PhD)

37,838,300

McIntire (Executive and E&Y Programs) 8,330,600 Engineering Executive Degree Program 1,095,000 Total Self-supporting Degree Programs Tuition $ 96,952,300 Other Tuition and Fees SCPS Non-degree Tuition and Fees $ 1,830,200 Law, Darden, and McIntire Fees 4,717,600 Mandatory E&G Fees 13,739,900 Application Fees 3,045,100 Other Program Fees 1,591,500 Total Other Tuition and Fees $ 24,924,300 Total Tuition and E&G Fees Revenue $443,710,600

Approximately $11.6 million of the total tuition and E&G fees increase is generated from

increases in undergraduate, graduate, Medical School, and School of Continuing and Professional Studies (SCPS) tuition rates. Undergraduate tuition revenues include the Board-approved $3,000 tuition differential charged to all rising third-year students in the McIntire School of Commerce, expected to generate approximately $1 million. About $6.6 million of the incremental revenue is allocable to self-supporting degree programs, including Law, Darden, McIntire graduate programs, and an Engineering executive-style graduate program. Approximately $524,000 of the additional revenue is related to mandatory E&G fees (specifically a new academic credentialing fee which replaces a per transaction transcript fee), application fees, and other program fees. Approximately $52.9 million in tuition revenue from traditional degree programs will be

19

transferred to support undergraduate and graduate financial aid, as discussed in detail on page 30. Approximately $6.9 million in tuition revenue from self-supporting programs will be transferred to student financial aid. Grants, Contracts, and F&A Recoveries

Direct expenditures reimbursed from grants and contracts are expected to decrease by $12.9 million or 4.9 percent over the 2010-11 revised budget to $250.4 million. This decrease is based upon the ending of research grants funded under the ARRA, concerns about future federal investment in research, and a real decline in new sponsored program awards during the period July 2010 through March 2011 as compared to July 2009 through March 2010.

Despite the decrease in expected grants and contracts, the budget includes a slight

increase in the reimbursement of indirect costs by grants and contracts, primarily related to the continued implementation of the increased F&A rate (54.0 percent) negotiated in the spring of 2009. The University has recently submitted a new rate proposal to be negotiated later this year. F&A recoveries are expected to comprise $75.9 million of the 2011-12 funding sources. Endowment Income and Gifts

The endowment spending policy adopted by the Board allows the endowment spending distribution to increase each year by an inflationary factor, as long as the resulting distribution falls between four and six percent of the preceding June 30 market value of the endowment. The unprecedented market volatility between 2006 and 2009 resulted in the measure falling outside this range, and the Board chose to re-set the distribution in each of those years.

Some measure of stability has returned to the endowment, and in 2010-11, the spending rate was increased by an inflationary measure rather being re-set by the Board. The 2010-11 spending rate increased by 3.8 percent, based on the five-year average of the Higher Education Price Index. The 2010-11 distribution (made in two installments in January 2011 and June 2011) was set at $242.24 per share, based on shares owned on June 30, 2010.

Through April 2011, the endowment return has been 19.8 percent. If this performance continues through June 30, 2011, the 2011-12 endowment distribution likely will increase by an inflationary measure. The 2011-12 distribution will be made in two installments (January 2012 and June 2012) and is expected to provide at least $127.0 million to the 2011-12 budget.

A 0.5 percent administrative fee (based on the endowment’s June 30 market value for the preceding fiscal year) will be assessed to each endowment. One-half of the assessment will be held centrally, while the other half will be returned as unrestricted funds to the schools and units that hold the endowment accounts. The 2011-12 fee will reflect the endowment market value as of June 30, 2011 and is expected to provide $14.0 million to the 2011-12 budget.

Based upon estimates from departmental budget officers and historical levels of

expenditure, it is projected that $130.8 million of endowment funds will be expended in 2011-12 for E&G programs and student financial aid. The majority of the $10.2 million funds that will be distributed but not expended is restricted and is not available for general institutional commitments. These amounts will not be expended due to donor restrictions, unfilled

20

professorships, or accumulations for future commitments. University Development projects total cash flow from philanthropy will reach $254.9

million in 2011-12; however, only $25.6 million of will be deposited directly with the University and available for the operating budget. The remaining philanthropic gifts will be deposited with the University’s affiliated foundations, invested in the endowment, transferred to capital projects, or in the form of non-cash gifts-in-kind. The foundations will transfer approximately $74.0 million to the University for the operating budget. Total gifts from annual giving and transferred from foundations is projected at $99.6 million, a $2.3 million increase over revised 2010-11. American Recovery and Reinvestment Act of 2009 (ARRA)

As mentioned earlier, the University received a share of State Fiscal Stabilization Funds (SFSF) from the ARRA, with $22.4 million included in the revised 2010-11 budget. The University used the SFSF to fund AccessUVa for one year. This enabled the University to meet its increasing financial aid commitments, as well as to re-direct funds normally allocated to financial aid for several critical needs identified through the addenda process.

Because the ARRA funding will be eliminated by 2011-12, the University was careful to

allocate the supplement to critical, one-time needs including: a reserve for a faculty and staff bonus, a hiring commitment to the Dean of the College of Arts & Sciences, an upgrade of the Oracle E-Business Suite software, a digital document management system, enhancements to the University’s performance management system, and equipment to modernize shelving in the Library’s Ivy Stacks storage facility.

Auxiliary Revenues

The discussion of auxiliary operations begins on page 31.

Other Sources of Funds Other sources of funds for the 2011-12 operating budget include non-auxiliary sales and

services ($19.5 million), non-auxiliary operating cash balances ($16.7 million), and investment income ($918,000). The operating cash balances include $12.3 million in accumulated investment earnings to meet expenditure commitments from the local general fund. The accumulated investment earnings were the result of a Board action five years ago to invest a portion of current funds in the pooled endowment fund.

The revised 2010-11 operating budget includes non-auxiliary operating cash balances of

$47.7 million. This reflects funds carried forward from 2009-10 into 2010-11 and available for expenditure for 2010-11, including general fund re-appropriations and operating balances that units are conservatively saving in anticipation of the 2011-12 budget reductions. It is anticipated that a sizeable portion of these balances most likely will not be spent in 2010-11 and will be carried forward to 2011-12.

21

ACADEMIC DIVISION OVERVIEW OF OPERATING USES

This budget summary document includes two views of the Academic Division’s projected operating uses by fund source: by expenditure category on page 23, which summarizes expenditures for personal services, OTPS, and financial aid, and by activity on page 27, which summarizes total expenditures by instruction, research, administration, and so forth. The projected operating uses are net of internal revenues and recoveries that internal service providers (such as Printing and Copying Services and Facilities Management) receive from other University departments to offset their expenses, as well as funds that are transferred to reserves.

The Academic Division’s projected spending plan comes to $1.34 billion for 2011-12, a

decrease of $28.3 million or 2.1 percent over the revised 2010-11 budget. This overall decrease is due to a combination of factors. First, for state general balances, the 2010-11 revised spending plan includes the carryforward of unused budget authority from 2009-10. This unused budget authority is available for expenditure in 2010-11, but it is likely that a sizeable portion of these unspent balances will not be spent in 2010-11 and will be carried forward to 2011-12. We have not anticipated what portion will be available in 2011-12, which will be determined after the fiscal yearend is completed; this has the effect of increasing the 2010-11 revised budget. Second, the $14.7 million state budget reduction has been distributed to departmental state general budgets in 2011-12 on an across-the-board basis – a 2.5 percent reduction to school budgets and a 3.0 percent reduction to all other unit budgets. Offsetting these two items, which cause a decrease in 2011-12 over 2010-11, are the compensation reserves which net $5 million to the 2011-12 budget. All other state-funded increases were managed through the University’s addenda process; specific addenda allocations to the 2011-12 budgets are summarized in the E&G narrative beginning on page 26.

As compared to the projected available sources of $1.36 billion, the operating plan

generates a surplus of $18.6 million for 2011-12. This surplus is comprised of both operating cash reserves set aside for future years, as well as restricted gifts and endowment income that are not available for normal operational needs.

22

OPERATING USES BY EXPENDITURE CATEGORY As the pie chart below indicates, 59.4 percent of the Academic Division’s total operating

budget will be expended on personal services. When financial aid and auxiliary operations are excluded, 74.0 percent of educational expenditures are for the compensation (including fringe benefits) of faculty, staff, wage employees, and graduate teaching and research assistants.

2011-12 2010-11

Compensation

Compensation, as shown in the above pie charts, includes both salaries and a fringe benefit assessment. Salary expenses are burdened with a fringe rate, which is collected in a pooled fringe account that covers expenses for the employer share of FICA/Medicare; retirement (whether Virginia Retirement System (VRS) or Optional Retirement Plan (ORP)); health, dental, disability, and life insurance; unemployment insurance; supplemental benefit credit for University staff paid $42,000 or less; the faculty and employee assistance program; WorkMed (occupational health); and employee professional development. Fringe benefit rates must be approved by the DHHS in order to be assessed to salary expenditures from grant sources. Fringe rates used in this budget summary are outlined in the chart below.

Pooled Fringe Benefit Rates

Approved 2010-11

Projected 2011-12

Revised Projected 2011-12

Full-time Faculty University Staff-Executive

27.0%

29.0%

26.8%

Full-time Classified Staff University Staff-Managerial/Professional University Staff-Operational/Administrative

31.3%

33.5%

27.8% Part-time Faculty with benefits 27.5% 29.5% 26.8% Part-time Staff with benefits 27.5% 29.5% 27.8% Part-time employees without benefits Wage employees

5.5%

6.0%

6.0%

The “Approved 2010-11” rates shown above have been approved by DHHS and are

reflected in the 2010-11 revised budgets; these rates include a number of changes approved by the 2010 General Assembly session:

• requiring that all new employees hired after July 1, 2010 and enrolled in either the

Faculty Comp.31.3%

Staff Comp. 21.9%

Wages 4.1%

GTA/GRA 2.1%

Other 40.6%

Faculty Comp.30.8%

Staff Comp.20.8%

Wages4.3%

GTA/GRA2.1%

Other42.0%

University of Virginia - Academic DivisionProjected Operating Uses - By Expenditure Category

1

State

FTE Amount

2

Grants & Contracts,F&A

FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary

FTE Amount Total ‐ FTE Total ‐ AmountFY CTCSCategory

2011‐R Faculty Salaries and benefits

Staff Salaries and benefits

Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals

2012‐O Faculty Salaries and benefits


Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals

1,914.5 237,114,080 931.2 95,220,559 104.9 15,690,836 381.1 55,969,417 31.0 3,256,487 173.9 15,361,086 3,536.6 422,612,465

2,853.7 174,169,740 646.3 41,526,134 183.8 12,574,709 303.7 18,708,832 147.7 7,523,252 563.7 31,482,615 4,698.9 285,985,282

0.0 20,208,396 0.0 14,787,762 ‐ 777,735 ‐ 13,543,841 ‐ 1,468,846 0.0 8,706,532 0.0 59,493,112

175.6 11,241,338 321.2 15,689,595 0.9 77,000 21.7 1,135,315 1.0 43,500 0.5 ‐ 520.8 28,186,748

4,943.8 442,733,553 1,898.7 167,224,050 289.6 29,120,280 706.5 89,357,405 179.7 12,292,085 738.1 55,550,233 8,756.3 796,277,607

0.0 660,465,831 0.0 120,100,261 0.0 27,663,693 0.0 42,827,518 0.0 17,508,776 0.0 98,739,163 0.0 967,305,242

‐ 78,538,724 ‐ 17,726,838 0.0 4,868,632 0.0 48,033,044 ‐ 87,719 ‐ ‐ 0.0 149,254,957

0.0 ‐556,638,623 ‐ ‐3,183,593 ‐ ‐2,839,517 ‐ 12,817 ‐ ‐12,162,644 0.0 ‐15,747,791 0.0 ‐590,559,351

‐ 5,644,162 ‐ 3,133,352 ‐ 1,551,760 ‐ ‐ ‐ ‐352,500 ‐ 40,634,107 ‐ 50,610,881

0.0 188,010,094 0.0 137,776,858 0.0 31,244,568 0.0 90,873,379 0.0 5,081,351 0.0 123,625,479 0.0 576,611,729

4,943.8 630,743,647 1,898.7 305,000,908 289.6 60,364,849 706.5 180,230,784 179.7 17,373,436 738.1 179,175,712 8,756.3 1,372,889,336

1,871.6 241,133,933 893.6 91,069,524 94.1 13,117,206 393.9 57,896,507 33.0 3,274,368 135.2 14,718,445 3,421.3 421,209,983

2,947.2 179,893,054 645.4 41,901,337 177.6 13,147,381 319.1 20,013,174 156.0 8,182,250 554.9 31,672,747 4,800.2 294,809,943

0.0 17,842,229 0.0 13,685,297 0.0 376,002 ‐ 11,751,882 0.0 1,138,409 0.0 9,728,863 0.0 54,522,682

168.2 11,136,463 327.4 15,880,806 0.1 5,000 21.9 1,127,628 0.3 36,884 ‐ ‐ 517.8 28,186,781

4,987.0 450,005,678 1,866.3 162,536,964 271.8 26,645,589 734.8 90,789,191 189.2 12,631,911 690.1 56,120,055 8,739.3 798,729,388

0.0 589,099,562 0.0 112,938,159 0.0 22,442,934 0.0 46,386,451 0.0 16,117,073 0.0 100,971,217 0.0 887,955,396

0.0 76,135,878 ‐ 17,497,209 0.0 13,975,943 0.0 49,742,809 0.0 17,144 ‐ ‐ 0.0 157,368,983

0.0 ‐523,097,784 0.0 ‐3,350,196 0.0 ‐2,807,557 ‐ 12,887 0.0 ‐11,988,483 0.0 ‐15,732,533 0.0 ‐556,963,666

‐ 11,263,838 ‐ 1,894,708 ‐ 1,539,760 ‐ ‐ ‐ ‐300,711 ‐ 43,079,806 ‐ 57,477,401

0.0 153,401,494 0.0 128,979,880 0.0 35,151,080 0.0 96,142,147 0.0 3,845,023 0.0 128,318,490 0.0 545,838,114

4,987.0 603,407,172 1,866.3 291,516,844 271.8 61,796,669 734.8 186,931,338 189.2 16,476,934 690.1 184,438,545 8,739.3 1,344,567,503

23

24

VRS or the ORP make a 5.0 percent employee contribution towards their retirement; • reducing the ORP contribution for new employees hired after July 1, 2010 and

electing this plan from 10.4 percent of salary to 8.5 percent of salary (plus an optional supplement of 0.4 percent, which the University has elected to provide);

• deferring the fourth quarter VRS payment until the first quarter of the subsequent

year; and • reducing payments to the VRS for the employer contribution to retirement, group life

insurance, the Virginia Sickness and Disability Program, and retiree health benefits from 9.25 percent of salary to 2.56 percent of salary.

For at least the next two years, the Commonwealth will require the University to return

all of the savings – both general fund and non-general fund – related to these actions for state-funded employees to the state general fund. This reversion of non-general funds (tuition, auxiliary revenues, and Medical Center revenues) is expected to total $8 million in both 2010-11 and 2011-12.

The “Projected 2011-12” rates shown above were used by self-supporting units when the

2011-12 budgets were developed prior to the 2011 General Assembly’s revisions to the VRS; these rates reflect the increased employer cost of health insurance approved for 2011-12.

The “Revised Projected 2011-12” rates, developed after the 2011 General Assembly

adjourned in April, reflect the rates that the University now expects to submit to DHHS for approval and have been adjusted for changes approved by the 2011 General Assembly session, which include:

• requiring all employees enrolled in the VRS and hired prior to July 1, 2010 also to

begin making a contribution of 5.0 percent of the base salary into their retirement effective with the first pay check paid after July 1, 2011;

• providing a 5.0 percent base salary increase to all individuals included in the category above effective with the first pay check paid after July 1, 2011; and

• increasing payments to the VRS for the employer contribution to retirement in the

fourth quarter from 2.08 percent of salary to 6.58 percent of salary. While this information was not available until after the completion of the General

Assembly session, the 2011-12 budget includes a reserve approximately equal to the net cost (primarily due to FICA and Medicare taxes) of the increased salary and reduced employer VRS contribution (as reflected in the Revised Projected 2011-12 fringe benefit rates above) to targeted accounts.

Other than the 5.0 percent increase mentioned above, which does not result in a positive

impact to the employee’s take-home compensation, the General Assembly did not authorize any

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base salary increases for 2011-12. However, as mentioned earlier, the 2011-12 budget does include a special allocation of $3 million for the vice presidents and deans to address strategic faculty and University staff recruitment and retention issues in their schools/units. These funds are to be used for merit-based salary adjustments to retain our highest performers. Additional funds have also been set aside to provide special salary adjustments for the lowest-paid University staff.

Under the University’s Restructuring Agreement with the Commonwealth, the Board

may authorize increases for faculty and University staff. However, the Board is not authorized to grant base salary increases for classified staff, unless appropriated by the General Assembly. The University will offer an open enrollment period this year; one is required every two years, and there was not an open enrollment in 2010. This will provide classified staff with a third opportunity to convert to the University staff system (classified staff also were given the opportunity to convert in 2008 and 2009).

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OPERATING USES BY ACTIVITY The schedule of the Academic Division’s projected operating uses by activity on the next

page summarizes total expenditures by program: direct instruction, research, public service, academic support, student services, general administration, O&M of physical plant, scholarships and fellowships, and auxiliary/self supporting.

The following charts show the percentage of the total operating budget dedicated to each

major activity:

2011-12 2010-11

E&G BUDGET

E&G is a term used to describe operations that are related directly to the University's educational objectives, including the programs of direct instruction, research, public service, academic support, student services, general administration, and O&M of physical plant. Direct Instruction

Instruction includes the teaching faculty, support staff, instructional equipment, and operating costs directly related to instruction, as well as departmental research. The increase, including salary and contingency reserves, in the 2011-12 instructional budget is $7.2 million or 2.2 percent over the 2010-11 forecast.

Included in this activity are proposed addenda allocations in the instruction program:

$2.1 million to support undergraduate enrollment growth across several schools; $1.3 million for the second year of a three-year commitment to the Dean of the College of Arts & Sciences; $1.2 million related to the new McIntire School of Commerce undergraduate tuition differential, which will provide critical support for the School’s undergraduate program; $1.1 million to support a revised curriculum and enrollment growth in the School of Medicine; $714,000 and 5.38 FTE positions to reflect the continued development of academic programs in the Batten School; $637,500 and four faculty positions in the School of Engineering to provide base support and to fund the University’s commitment under the Rolls-Royce Memorandum of Understanding; the third of four permanent allocations of $200,000 and two new faculty positions for the School of Architecture; $100,000 in one-time support for the SCPS Bachelor of

Instruction

Research & Public Serv.Academic Support

Student Services

General Administration

O&M of Physical Plant

Financial Aid

25.3%

23.0%

9.6%3.1%

5.1%

8.2%

11.6%

14.1%

Instruction

Research & Public Serv.

Academic Support

Student Services



Financial Aid

Auxiliaries

24.1%

24.8%

9.9%3.5%

5.5%

7.8%

10.7%

13.7%

University of Virginia - Academic DivisionProjected Operating Uses - By Activity

1

State

Fte Amount

2


Fte Amount

3


Fte Amount

4

Private Restricted

Fte Amount

5


Fte Amount

6

Auxiliary

Fte Amount Total‐Fte Total‐AmountFY Subtotal for Program Name 1Program SortProgram Name

2011‐R Direct Instruction

Research

Public Service

Academic Support

Student Services



E&G Programs Total

Scholarships & Fellowships

Student Financial Aid Total

Auxiliary/Self‐Supporting

Auxiliary Enterprises Total

MBU Totals

2012‐O Direct Instruction

Research

Public Service

Academic Support

Student Services



E&G Programs Total

Scholarships & Fellowships

Student Financial Aid Total

Auxiliary/Self‐Supporting

Auxiliary Enterprises Total

MBU Totals

1,900.2 260,141,977 26.4 4,544,994 35.1 10,129,325 313.9 54,954,200 2.0 1,338,416 ‐ ‐ 2,277.5 331,108,912

91.6 23,880,592 1,719.8 247,103,541 16.0 3,601,226 210.4 38,413,188 20.0 1,434,165 ‐ ‐ 2,057.7 314,432,712

33.4 4,188,715 56.9 9,357,274 1.1 281,888 33.3 5,751,027 37.1 6,301,063 ‐ ‐ 161.7 25,879,967

917.1 97,558,675 64.9 12,630,779 20.8 6,392,343 78.7 15,203,625 88.0 3,515,093 ‐ ‐ 1,169.5 135,300,514

307.0 40,828,466 0.1 17,023 15.8 3,180,862 10.0 1,650,727 7.8 2,224,346 ‐ ‐ 340.8 47,901,424

373.0 34,650,130 19.4 2,623,821 194.8 29,137,727 40.5 6,308,081 22.8 2,175,081 ‐ ‐ 650.5 74,894,840

1,321.6 92,487,667 11.2 10,996,638 6.0 3,406,128 0.8 285,892 2.0 328,088 ‐ ‐ 1,341.6 107,504,413

4,943.8 553,736,222 1,898.7 287,274,070 289.6 56,129,499 687.5 122,566,740 179.7 17,316,252 7,999.2 1,037,022,782

‐ 77,007,426 ‐ 17,726,838 0.0 4,227,850 0.0 47,997,044 ‐ 57,184 ‐ ‐ 0.0 147,016,342

77,007,426 17,726,838 0.0 4,227,850 0.0 47,997,044 57,184 0.0 147,016,342

‐ ‐ ‐ ‐ ‐ 7,500 19.0 9,667,000 ‐ ‐ 738.1 179,175,712 757.1 188,850,212

7,500 19.0 9,667,000 738.1 179,175,712 757.1 188,850,212

4,943.8 630,743,647 1,898.7 305,000,908 289.6 60,364,849 706.5 180,230,784 179.7 17,373,436 738.1 179,175,712 8,756.3 1,372,889,336

1,886.4 261,110,132 26.2 4,314,719 25.9 9,285,516 340.0 62,118,687 3.7 1,473,273 ‐ ‐ 2,282.2 338,302,327

101.2 9,962,767 1,669.0 233,147,414 8.6 996,178 206.1 37,494,418 28.1 1,610,351 ‐ ‐ 2,013.1 283,211,128

32.7 3,957,220 56.1 9,049,517 1.1 141,127 36.2 6,206,399 41.3 6,609,677 ‐ ‐ 167.3 25,963,940

918.3 91,833,506 83.2 13,981,190 20.9 4,522,488 82.4 15,320,397 85.1 2,871,570 ‐ ‐ 1,189.9 128,529,151

290.6 35,785,302 0.1 16,572 14.6 2,655,359 9.5 1,522,536 6.4 1,815,916 ‐ ‐ 321.2 41,795,685

372.2 30,917,294 19.5 2,648,695 194.7 27,157,097 44.7 6,666,963 22.7 1,639,003 ‐ ‐ 653.8 69,029,052

1,385.6 94,993,880 12.1 10,861,528 6.0 3,123,161 1.0 742,694 2.0 455,000 ‐ ‐ 1,406.7 110,176,263

4,987.0 528,560,101 1,866.3 274,019,635 271.8 47,880,926 719.8 130,072,094 189.2 16,474,790 8,034.2 997,007,547

0.0 74,847,071 ‐ 17,497,209 0.0 13,915,743 0.0 49,888,186 0.0 2,144 ‐ ‐ 0.0 156,150,353

0.0 74,847,071 17,497,209 0.0 13,915,743 0.0 49,888,186 0.0 2,144 0.0 156,150,353

‐ ‐ ‐ ‐ ‐ ‐ 15.0 6,971,058 ‐ ‐ 690.1 184,438,545 705.1 191,409,603

15.0 6,971,058 690.1 184,438,545 705.1 191,409,603

4,987.0 603,407,172 1,866.3 291,516,844 271.8 61,796,669 734.8 186,931,338 189.2 16,476,934 690.1 184,438,545 8,739.3 1,344,567,503

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Interdisciplinary Studies program; $65,000 to expand offerings in the summer session; and $53,000 and one full-time position to develop new teaching technologies in the School of Nursing. The University further commits to allocating tuition resources related to incremental graduate and undergraduate enrollment in the Batten School in 2012-13.

The University recommends the use of the Pratt Fund, a gift from John Lee Pratt that is

intended “to supplement salaries of the professors of the Departments of Biology, Chemistry, Mathematics and Physics, to purchase equipment for these departments as suggested by the heads of the departments and approved by the President and the Board of Visitors, and to provide for scholarships in these departments for outstanding students." Mr. Pratt’s will provides further that these funds could be used "to support research in the School of Medicine and to provide scholarships for medical students." The will stipulates that the Pratt endowment reverts to Washington and Lee University if the University of Virginia does not comply with the provisions of the will. The original Pratt endowment has been split into two equal endowments, with 50 percent of the original principal assigned to the College of Arts and Sciences and the remaining 50 percent assigned to the School of Medicine.

For 2011-12, $3.8 million is recommended for the School of Medicine to provide direct

research support. For the College of Arts and Sciences, $3.1 million will support the departments of Biology, Chemistry, Mathematics, and Physics in compliance with the terms of Mr. Pratt’s will.

In addition to a $1.9 million reserve for the COFU, $2.9 million is held in the state

contingency reserve, and $3.0 million is held in the President’s Fund for Excellence.

Research and Public Service The 2011-12 research and public service budget will decrease by $31.1 million or 9.1

percent as compared to 2010-11. This category includes both University and externally-funded research and public service. University-funded research and public service includes support for research faculty, as well as the Center for Public Service, the Center for Advanced Studies, the Center for Politics, the Institute of Nuclear and Particle Physics, the Virginia Center for Diabetes Professional Education, the Virginia Foundation for the Humanities, the Institute of Government, the Women’s Center, the Virginia Film Festival, Blandy Farm, and non-credit course offerings.

The Commonwealth’s investment in research of $2.5 million in 2011-12 is included in

this program. Of this amount, $1.6 million has been set aside for the COFU’s science and technology priorities, and $882,000 has been allocated for cancer research in the School of Medicine. Two items included in the revised 2010-11 budget ($3.0 million appropriated by the 2011 General Assembly for cancer research and $7.0 million relating to unexpended funds carried forward from 2009-10) contribute to the decrease from 2010-11 to 2011-12. Expected decreases in external research further contribute to the decline. Academic Support

The academic support program encompasses the libraries, academic computing, and academic administration. The budget for 2011-12 is projected to decrease by $6.8 million or 5.0 percent, primarily due to carryforward balances included in school and provost reserves in

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2010-11 revised budgets and budget reductions assessed to the 2011-12 budgets. There are several proposed addenda allocations related to academic support: $850,000

pass-through funds from the Commonwealth to establish 4-VA, an instructional resource sharing initiative with Virginia Tech, James Madison, and George Mason; $264,000 and two FTE positions for network and application security software tools; $211,000 to renew core study spaces in Alderman library (leveraged with $603,000 in Equipment Trust Funds); $123,000 in base support for the UVa Art Museum and the Kluge-Ruhe Aboriginal Art Museum; $93,000 for the Center for Undergraduate Excellence; $80,000 and one new full-time position for the Office of Institutional Assessment & Studies; and $47,000 to support the new Associate Dean of Finance in Architecture. Student Services

The student services program includes those activities whose primary purpose is to contribute to the students' emotional and physical well-being and to their intellectual, cultural, and social development outside of the classroom. The 2011-12 student services budget is projected to decrease by $6.1 million or 12.7 percent, primarily due to carryforward balances included in reserves in 2010-11 revised budgets and budget reductions assessed to the 2011-12 budgets.

The proposed 2011-12 addenda includes $352,000 to enhance the Student Information

System to accommodate tuition differentials and support departmental graduate aid management; $206,000 and two FTE positions to meet compliance requirements imposed by the Americans with Disabilities Act and the Department of Veterans Affairs; $169,000 for retention and salary equity in the student affairs area; $110,000 to implement early action admissions; $100,000 for Career Services and the Dean of Students; and $65,000 for the Upward Bound program. General Administration

This category includes executive, financial, administrative, logistical, and fundraising activities. The general administration budget will decrease by $5.9 million or 7.8 percent in 2011-12, primarily due to carryforward balances included in administrative reserves in 2010-11 revised budgets and budget reductions assessed to the 2011-12 budgets.

Addenda allocations have been proposed as follows: $600,000 in non-recurring funds to

convert an existing community childcare center to a dedicated center for University faculty, staff and students, increasing overall capacity by 77 children; $323,000 to cover costs associated with graduation and Commonwealth Day; $108,000 and one FTE position to reinstate a financial training initiative; $100,000 in one-time funds to cover a past deficit related to background checks; $89,000 and one FTE position for the Agency Risk Management and Internal Control Standards Reconciliation System; $81,000 and .5 FTE position to support the General Counsel’s office; $50,000 in an ongoing subsidy for the new childcare center; and $45,000 to implement a paperless system for Board meetings.


The O&M program category includes all expenditures for maintaining and operating facilities, leasing space, and police and security, net of amounts charged to auxiliary enterprises

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and the Medical Center. The O&M budget, including items held in reserve, is projected to increase $2.7 million or 2.5 percent in 2011-12 compared to the 2010-11 revised forecast. The reason for the increase over revised 2010-11 include allocations for: maintaining and operating new facilities, including Rice Hall, Garrett Hall, Bavaro Hall, and Bryant Hall ($1.9 million and 21.5 FTE positions); $1.5 million in increased maintenance funding (year seven of 10); a $700,000 increase in the weather and utility-related reserve (increased from $300,000 to $1 million); $300,000 for increases in E&G utility costs due to rate increases; and $250,000 to develop a University-wide plan to control building access and enhance surveillance to protect institutional assets.

STUDENT FINANCIAL AID

The student financial aid budget, $157.4 million in 2011-12, includes graduate and undergraduate student scholarships, fellowships, and other forms of student assistance supported from state general funds, tuition, endowment income, gifts, and federal sources. This budget excludes work study, loans, or aid provided directly to students by third parties.

Financial aid awards to undergraduate students primarily are based on current federal

methodology and packaged according to the principles of AccessUVa. For graduate students, the University is committed to working with schools to improve the flexibility and attractiveness of the University’s graduate support packages in order to become more competitive in attracting top graduate students. Support to graduate students is based upon both employment as a graduate teaching or research assistant and merit.

For 2010-11 only, the University allocated its full allotment of federal stimulus funding

($22.4 million) to directly support undergraduate financial aid. This provided one-time relief to unrestricted funds, which were used to support one-time critical needs. As a result, a smaller percentage of tuition revenues – for one year only – supported financial aid. In 2011-12, nearly $59.8 million, 14.4 percent of tuition revenue from degree programs, is allocated to undergraduate and graduate financial aid. The University re-allocates tuition revenues to support financial aid through the following programs:

• $27.7 million to support AccessUVa. • $12.4 million to fund the cost of in-state tuition and fees and a healthcare voucher for

eligible graduate teaching assistants.

• $6.5 million to provide the differential between in-state and out-of-state tuition and fees for out-of-state graduate students who are employed in a significant academic capacity, earning at least $5,000 during the fiscal year.

• $12.0 million for graduate fellowships, including Law and Darden students.

• $1.1 million for summer session, January term, study abroad, and academic transition.

The 2011-12 budget includes additional funding of $13.2 million for AccessUVa from

local funds and central unrestricted private resources. Additionally, the budget includes funding

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from central unrestricted private resources of $2.3 million for an undergraduate merit scholarship program.

AUXILIARY ENTERPRISES

An auxiliary enterprise is an entity that exists to furnish goods or services to students, faculty, or staff and charges a fee to recover the cost of the service. Auxiliary enterprises are expected to be self-supporting, with revenues fully supporting the operating and capital expenditures of the enterprise. Emphasis is placed on providing safe, effective, and efficient enterprises that are compatible with, and facilitate the accomplishment of, the University's primary mission. The Commonwealth requires that auxiliaries be charged an overhead rate to support the general and administrative services provided by E&G operations. In 2011-12, the auxiliaries will be charged 7.0 percent of their operating expenditures. A total of nearly $5.0 million will be recovered by E&G activities. In return, auxiliaries are normally credited with interest earned on their cash balances. However, for 2010-11 and 2011-12, the Commonwealth has reverted interest earned on auxiliary balances reported to the state.

Revenue projections are based on Board-approved enrollment projections, housing and dining rates, and mandatory non-E&G fees. For 2011-12 the Board approved a 2.4 percent auxiliary fee increase, resulting in a total assessed auxiliary fee of $1,848.

Revenues from auxiliary enterprises, excluding private support, are estimated to total

$183.4 million in 2011-12, an increase of 2.2 percent above the 2010-11 projected budget. Disbursements are expected to total $182.3 million, including amounts to be transferred to reserves for renewal, replacement, and debt service. As reflected by the above, the University continues to place emphasis on the maintenance of prudent reserves for the rational and systematic renewal and replacement of equipment and facilities. Detailed budget information, including projected expenditures from reserves, for the major auxiliary enterprise units is included in the following sections. Athletics

Athletics’ operations support 12 intercollegiate sports for men and 13 for women, providing competition opportunities for 677 student athletes, 501 of whom receive scholarship support. In 2011-12, Athletics’ expenditure budget will increase by 6.5 percent to $67.7 million (see page A-6). The budget will be funded by $14.8 million from conference revenue; $13.0 million from student fees; $12.9 million from gate receipts; $10.0 million from private gifts and endowment distributions; $3.8 million from corporate sponsorships; and $2.2 million from other sources. The increased expenditures and contributions to reserves are related primarily to increased conference revenue stemming from a new contract with ESPN. This budget also includes $13.8 million in gifts that will be raised through the Virginia Athletic Foundation to fund student athlete grant-in-aid scholarships.

The incremental conference revenues have allowed Athletics to create operational reserves and to increase the contribution to capital reserves that will provide greater stability in the future. Additionally, Athletics has committed to hold the student fee flat, currently at $657 per student, for five years beginning in 2011-12.

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As shown on the schedule below, Athletics plans to transfer $2.95 million of its remaining revenues to its renovation and repair (R&R) and expansion reserves in 2011-12. While Athletics also relies on the stadium endowment earnings and reinvestment of the stadium endowment to meet the Board’s reserve policy, it remains critical for Athletics to continue increasing its annual transfer to the reserves to consistently re-invest at least 1.5 percent of replacement value annually in Athletics facilities.

ATHLETIC RESERVES

R&R Reserve Expansion

Reserve Total Projected Balance, 7/1/11 $2,402,000 $4,300,000 $6,702,000Plus: Transfers from Operating 1,351,000 1,600,000 2,951,000Less: Planned Expenditures 1,345,000 1,400,000 2,745,000Projected Balance, 6/30/12 $2,408,000 $4,500,000 $6,908,000

With $2.7 million in planned expenditures, Athletics will have a remaining $6.9 million

reserve, primarily earmarked for continuing debt service for the Scott Stadium Expansion and to establish a reserve for the John Paul Jones (JPJ) Arena.

In addition to debt service requirements totaling $1.1 million, the Athletics budget plans

for the following expenditures from its reserves in 2011-12: $400,000 annual transfer to the JPJ Arena, $1.0 million for artificial field replacement, and $335,000 for University Hall improvements. Bookstore

The Bookstore’s operations, which offer text and general books, supplies, clothing, and gifts, include the Central Grounds Bookstore, TJ’s Locker at the Aquatic & Fitness Center (AFC), Courts & Commerce at the Law School, and the Darden Exchange. Cavalier Computers offers a wide variety of computers, accessories, and software. Bookstore revenues, including Cavalier Computers, are expected to decrease by 4.7 percent or $1.4 million to $29.5 million. The decrease in revenues, consistent across both the Bookstore and Cavalier Computers, reflects a weak economy, increased competition, and accessibility issues during the Newcomb Hall renovation project. Cavalier Computers revenues also are impacted by the decreasing cost of computers. The Bookstore continues to expand its textbook options and expects textbook rental revenue to increase by 11 percent next year. The $30.5 million expenditure budget for the two combined enterprises (see page A-58) will require a transfer of $1.0 million from operating reserves in 2011-12.

The expansion of the Central Grounds Bookstore has a total project budget of $10.6

million. While the project is expected to be completed before classes begin this fall, accessibility due to Newcomb Hall construction may delay the full impact of expanded operations. The Bookstore will continue to make its annual transfer for required debt service of $827,000; however, current projections do not allow for the continuation of an annual $200,000 contribution to the Bookstore Endowment for Excellence. The planned philanthropic contribution for 2011-12 has been put on hold until the economy and the Bookstore’s business begin to improve. As of March 2011, the Bookstore Endowment for Excellence had a market value of $5.4 million, generating annual expendable income of $250,000.

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As shown on the schedule below, the Bookstore will transfer $1.1 million to its reserves. This is significantly higher than transfers to reserves in the prior year, due to the 2011-12 one-time transfer of $1 million of excess operating reserves to replenish its R&R reserve balance, which was previously redirected to support the planned Central Grounds Bookstore expansion. Overall, the Bookstore is meeting the policy of an annual 1.5 percent re-investment in its facilities. Facilities Management assessed the condition of the Bookstore’s facilities during 2006, identifying less than $500,000 of deferred maintenance needs. With $1.1 million in planned expenditures, the Bookstore is projecting a $1.1 million reserve in June 2012.

BOOKSTORE RESERVES R&R Reserve

Expansion Reserve Total

Projected Balance, 7/1/11 $1,084,000 $0 $1,084,000Plus: Transfers from Operating 1,070,000 0 1,070,000Less: Planned Expenditures 1,058,000 0 1,058,000Projected Balance, 6/30/12 $1,096,000 $0 $1,096,000

Planned 2011-12 spending includes $700,000 for the Central Grounds Bookstore roof

replacement and $300,000 for foundation repairs. Additionally, $35,000 is earmarked for Cavalier Computers unforeseen facility repairs and improvements and equipment and computer system upgrades. Housing

The Housing Division includes student housing, faculty and staff housing, and conference services. Student Housing consists of 138 buildings, including traditional residence halls, residential colleges, language houses, and apartment-style facilities. Housing also provides 90 apartments, townhouses, and detached homes for faculty and staff. Conference Services hosts approximately 150 adult, youth, and student groups during the summer.

Housing revenues will increase by 3.3 percent to $38.4 million, primarily related to the

housing rate increases approved by the Board in April 2011. Housing’s revenues are comprised of the following: $32.4 million from student housing rents, $2.9 million from conference services, and $0.9 million from faculty and staff housing. Planned uses of funds (see page A-55) will increase by a like amount, related to higher operating costs, including fringe benefits, volatility in utility prices, and transfers to reserves totaling $11.5 million. The 2011-12 budget reflects the fact that Facilities Management has assumed responsibility for all housekeeping and maintenance activities previously carried out by Housing. Personnel and supplies expenditures have shifted to Facilities, replaced by a contractual payment that will be made by Housing to Facilities.

In addition to commitments totaling $4.2 million for debt service, the schedule on the

following page illustrates Housing’s plan to transfer $11.5 million to its reserves in 2011-12. The $4.4 million transfer to the expansion reserve is funded from the Housing Improvement Fee, which is specifically assessed to housing residents to fund R&R reserves for anticipated major renovation and the replacement of first-year residence halls. As Housing proceeds with its replacement plan, its facility condition index (FCI) will reflect improvement. After the 2011-12 planned $22.1 million of reserve expenditures, Housing projects a $4.2 million reserve balance in

34

June 2012, largely committed for the continuation of the Alderman Road Residence Hall project.

HOUSING RESERVES R&R Reserve


Projected Balance, 7/1/11 $4,925,000 $9,928,000 $14,853,000Plus: Transfers from Operating 7,084,000 4,375,000 11,459,000Less: Planned Expenditures 11,123,000 11,000,000 22,123,000Projected Balance, 6/30/12 $886,000 $3,303,000 $4,189,000

In 2011-12, the Housing reserves support both student housing and faculty and staff

housing. Planned reserve expenditures include: $11 million toward the Alderman Road Residence Hall Replacement project; $4.1 million for refurbishing Lambeth Road apartments; $1.5 million for renovations of the McCormick Road residence halls; and the balance toward numerous other safety and security and repair and renovation projects addressing deficiencies identified in the facilities audit. Parking and Transportation

Parking and Transportation (P&T) provides on-Grounds parking in 10 garages and 100 lots and 60,000 hours of fixed-route bus service to parking areas, points on Grounds, and student neighborhoods. P&T also provides event parking services, vehicle maintenance, and ground and air charter services.

P&T revenues and internal recoveries will increase by 6.4 percent to $13.0 million in

2011-12, comprised of $3.4 million from student fees ($158 in 2011-12) and $9.6 million from parking fees, bus passes, charter fees, and other revenue sources. The increase in revenues results from increased permit rates for the Health System and expected increased revenues for the Charter Coach Bus services.

P&T operating expenditures and transfers (shown net of internal recoveries on page A-

56) are increasing by 7.8 percent to $13.0 million, resulting from higher operating costs, including fringe benefits and fuel. P&T will continue to make its annual transfers as required for debt service associated with parking structures, totaling $5.5 million in 2011-12.

As shown on the next page, P&T plans to transfer $5.2 million to its reserves in 2011-12. The 2011-12 transfer reflects an increase over the prior year, primarily related to the capital project parking policy, which requires capital project budgets to address parking impacts during construction as well as the permanent loss of parking spaces and additional parking needs. While 2011-12 planned transfers more than meet the Board’s policy, this contribution will fluctuate due to the capital activity.

Maintenance needs for the Health System parking structures are addressed through the

Medical Center’s depreciation reserves separately from the P&T reserves noted on the following page. The Facilities Management 2006 assessment of P&T facilities identified deferred maintenance needs totaling $2.7 million, of which $1.7 million represented Health System garages needs. The combination of the above-noted efforts, newly constructed parking structures, and continued renewal and repair of parking structures, should help to improve the

35

FCI for P&T by the end of 2011-12.

P&T RESERVES R&R Reserve


Projected Balance, 7/1/11 $4,502,000 $1,058,000 $5,560,000Plus: Transfers from Operating 2,705,000 2,521,000 5,226,000Less: Planned Expenditures 2,787,000 - 2,787,000Projected Balance, 6/30/12 $4,420,000 $3,579,000 $7,999,000

P&T’s 2011-12 planned expenditures from the reserves include: $1.0 million for three

new buses; $842,000 for parking lot repairs, lighting upgrades, and structural analysis; and $945,000 for facility maintenance, equipment and vehicle replacement, and other needs.

Communication Services

Communication Services provides telecommunication services for all academic departments, the Health System, students in residence halls, foundations, and other related organizations. Communication Services’ operations include, but are not limited to, the telephone system, the data network, voice mail, long distance, cellular, operator services, wireless data network, Internet connectivity, paging, automatic call distribution, and cable television. Communication Services also provides the billing and financing services for the University's Microsoft campus-wide license agreement for departments and students.

Revenues are decreasing by 0.2 percent to $15.1 million in 2011-12. This revenue budget reflects the $24 Data Center Fee and the $18 Microsoft Licensing Fee. Revenues are relatively constant with the number of people served, and the services provided remain relatively unchanged for 2011-12. Operating expenditures are expected to decrease similarly by 0.2 percent to $15.1 million (see page A-11).

As shown below, Communication Services plans to transfer $1.2 million to its reserve in 2011-12. With $9.5 million in planned expenditures for 2011-12, Communication Services will have remaining only a nominal reserve of $151,000.

COMMUNICATION SERVICES RESERVE

Expansion Reserve

Projected Balance, 7/1/11 $8,500,000Plus: Transfers from Operating 1,183,000Less: Planned Expenditures 9,532,000Projected Balance, 6/30/12 $151,000

In 2011-12, the reserve will fund 50 percent or $7.4 million of the cost of the new Data

Center, with debt financing the remainder of the $14.8 million project, expected to be completed in June 2011. While the reserve balance has been accumulating for the next major communication system replacement project, given the investment in the Data Center Building, additional borrowing most likely will be required for the next such project.

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Planned reserve expenditures in 2011-12 include $4.5 million for the first half of the telephone system replacement; $1.4 million for annual network infrastructure work; $1.0 million for wireless LAN rebuild; $750,000 for upgrades in residence halls, and $1.9 million for numerous other smaller plant and growth needs. Student Health Center

Student Health Center operations include General Medicine, Gynecology, Counseling and Psychological Services, Health Promotion, Learning Needs and Evaluation, pharmacy, and insurance and billing referral. Student Health revenues will decrease by 7.1 percent to $8.8 million in 2011-12, including an unchanged student fee of $376. Student Health operating expenditures are decreasing by 7.1 percent to $8.8 million (see page A-19). This decrease in activity primarily is related to the Medical Center beginning to bill student insurance directly for lab charges, rather than the activity (both revenue and expense) being managed by Student Health.

As shown below, Student Health will transfer $125,000 to its R&R reserve, representing a 1.7 percent investment in the Elson Student Health facility. This transfer satisfies the Board reserve policy of annual capital expenditures or contributions to capital reserves of at least 1.5 percent of replacement value of buildings and equipment.

STUDENT HEALTH RESERVE R&R Reserve Projected Balance, 7/1/11 $1,238,000Plus: Transfers from Operating 125,000Less: Planned Expenditures 83,000Projected Balance, 6/30/12 $1,280,000

With $83,000 in planned expenditures, Student Health will have a remaining $1.3 million

reserve balance, primarily earmarked for future facility needs and major equipment replacement. Student Health’s 2011-12 planned expenditures from the reserves include painting, electronic medical record computers, mechanical and medical equipment replacement, carpet replacement, and minor renovations.

Intramural-Recreational Sports

Intramural-Recreational Sports operates four fitness facilities totaling almost 300,000 square feet and over 30 acres of sports fields that are open seven days per week. These locations provide opportunities for students, faculty, staff, and dependents to enhance healthy physical development and well-being through informal, self-directed wellness pursuits in comprehensive gyms, courts, and pool spaces using sports and fitness equipment. Formal program services in competitive, experiential, instructional, fitness, or sports-based activities also are offered in the facilities daily. All departmental services, programs, and facilities are structured to enable healthy and positive personal growth, group interactions, and community relations building on and off Grounds. Intramurals revenues will increase 4.8 percent to $7.5 million in 2011-12. Expenditures (including centrally-subsidized activity) are increasing 3.3 percent to $8.4 million (see page A-7) as a result of higher operating costs, including wage rates and fringe benefits for salaried employees.

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As shown below, Intramurals expects to transfer $2.9 million to its reserves in 2011-12. With $4.3 million in planned expenditures, Intramurals will have a remaining $2.4 million reserve, earmarked for continued facility maintenance, debt service requirements, and reinvestment and expansion of its existing facilities. This satisfies the Board reserve policy of annual facilities re-investments of at least 1.5 percent of replacement value of buildings.

INTRAMURAL RESERVES R&R Reserve


Projected Balance, 7/1/11 $3,182,000 $665,000 $3,847,000Plus: Transfers from Operating 1,037,000 1,878,000 2,914,000Less: Planned Expenditures 2,590,000 1,754,000 4,344,000Projected Balance, 6/30/12 $1,629,000 $789,000 $2,417,000

Planned expenditures from the reserves in 2011-12 include: $1.5 million for debt service,

$2.2 million for the HVAC project at the AFC, and $644,000 for various other needs. Printing and Copying Services

Printing and Copying Services (P&C) operates five copy centers and one printing plant, providing a variety of offset printing, duplicating, copying, photography, microfilming, and auxiliary services. P&C revenues are budgeted to increase by 8.5 percent to $4.5 million in 2011-12 as a result of intense marketing efforts and the purchase of a small four-color press. Similarly, the P&C operating expenditures are increasing by 7.0 percent to $4.4 million (see page A-57). As shown below, P&C will transfer $692,000 to its reserves.

P & C RESERVES R&R Reserve Projected Balance, 7/1/11 $2,565,000Plus: Transfers from Operating 692,000Less: Planned Expenditures 690,000Projected Balance, 6/30/12 $2,567,000

This is relatively consistent with transfers to reserves in prior years, complies with the

Board facilities reinvestment policy, and represents an annual 4.0 percent investment in P&C facilities. With $690,000 in planned reserve expenditures, P&C will have a remaining $2.6 million reserve balance. The 2011-12 planned expenditures of $690,000 are for equipment and system purchases. Newcomb Hall

Newcomb Hall provides physical space for student organization offices and student activities (including Honor, Judiciary, Student Council, and The Cavalier Daily); the Kaleidoscope Center for Cultural Fluency; and the Lesbian, Gay, Bisexual, Transgender Resource Center. It also offers reservation services for non-academic use of space on Grounds, dining facilities, a post office, banking facilities, and a movie theatre. The Student Activities Center provides resources for over 660 student organizations, and the University Programs Council organizes events for students.

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Newcomb Hall and University Programs Council revenues will remain constant at $6.6 million in 2011-12, with a $2 or 1.0 percent increase in student fees. Budgeted revenues are sufficient to meet operational and planned reserve contributions and debt service requirements, as approved by the Board in prior years. Newcomb operating expenditures also are projected to remain level for 2011-12 at $6.6 million (see page A-18). As shown below, Newcomb will transfer $3.0 million to its reserves in 2011-12, consistent with the 2009-10 fee increase approved for Newcomb’s renewal and replacement to address deferred maintenance.

NEWCOMB HALL RESERVES R&R Reserve


Projected Balance, 7/1/11 $3,789,000 $1,520,000 $5,309,000Plus: Transfers from Operating 1,610,000 1,400,000 3,010,000Less: Planned Expenditures 1,174,000 905,000 2,079,000Projected Balance, 6/30/12 $4,225,000 $2,015,000 $6,240,000

Newcomb is in compliance with the Board reserve policy for reinvestment in its facilities

at 1.5 percent. The Newcomb Renewal project is gearing up and, as a result, the Newcomb FCI will improve over the course of the next several years. With $2.1 million in planned expenditures for 2011-12, Newcomb will have a remaining $6.2 million reserve, largely earmarked for the Newcomb Renewal project. Newcomb’s 2011-12 planned expenditures include debt service of $900,000, Newcomb furnishings and equipment of $300,000, and other miscellaneous facility repairs.

Dining Services

Dining Services offers eight meal plans in four locations; retail dining in 16 locations, and additional services including catering, vending, and concessions. Under the dining services contract with ARAMARK Corporation, board and retail sales are expected to generate $4.7 million, an increase of 2.1 percent over the 2010-11 projected budget. Revenues, net of commission payments, beverage support, rentals, and catering, are expected to total $4.6 million. Operating expenditures are expected to total $4.6 million in 2011-12.

In addition to planned debt service of $1.2 million, the schedule below illustrates

Dining’s plan to transfer $2.8 million to its reserves in 2011-12. Dining is complying with the Board policy of at least an annual 1.5 percent investment in its facilities. With $9.6 million in planned reserve expenditures, Dining will have a remaining $11.2 million reserve. This reserve primarily is earmarked for the upgrade of Dining facilities, largely in Newcomb Hall. Dining’s 2011-12 planned expenditures include $8 million for the Newcomb Hall Expansion project and $1.6 million earmarked for facility repairs and improvements.

DINING RESERVES R&R Reserve


Projected Balance, 7/1/11 $8,214,000 $9,856,000 $18,070,000Plus: Transfers from Operating 0 2,764,000 2,764,000Less: Planned Expenditures 1,070,000 8,550,000 9,620,000Projected Balance, 6/30/12 $7,144,000 $4,070,000 $11,214,000

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Other This category includes the JPJ Arena, leased facilities (the National Radio Astronomy

Observatory and Judge Advocate General’s (JAG) School), Mail Services, University Press, SCPS’ Satellite Uplink, the Child Development Center, Business Operations, and Cavalier Advantage. Transfers of $1.4 million will be made to the various reserves as shown on the schedule below.

With planned expenditures of $3.4 million, the combined projected June 2012 reserve

balances are $4.0 million. Planned expenditures from the reserves in 2011-12 include: JAG School Lodging Quarters and Exterior Wall Replacement, Child Development Center Renovation and Expansion and the Cemetery Expansion.

OTHER RESERVES JAG

R&R SCPS R&R

Other R&R Total

Beginning Balance, 7/1/11 $3,888,000 $0 $2,205,000 $6,093,000Plus: Transfers from Operating 420,000 0 995,000 1,415,000Less: Planned Expenditures 2,162,000 0 1,322,000 3,484,000Projected Balance, 6/30/12 $2,146,000 $0 $1,878,000 $4,024,000

STAFFING

The Academic Division projects an increase of 370 FTE positions to 8,739 in 2011-12. An increase of 43 positions is expected from state and tuition sources. This increase is primarily driven by a transfer of 53 positions from the Housing Division to Facilities Management and the addition of 13 staff to operate and maintain new facilities. These state positions support all facilities (E&G, auxiliary, and the Medical Center), and funding is recovered from non-E&G sources to support this activity. There were also 19 positions added that will be supported from incremental revenue streams in the Executive Management Search Group, the School of Medicine, McIntire, Law, and Darden. This total increase of 85 FTEs, was offset by a decline of 42 budgeted positions, which represent positions held vacant due to budget reductions. Because permanent funding has been eliminated, the positions will not be filled.

With increased federal research dollars under the ARRA coming to an end, a decrease of

1.7 percent is expected in positions funded from grants and contracts. Positions funded from private sources are expected to increase by 1.7 percent, while positions funded from auxiliaries are expected to decrease by nearly 6.5 percent, primarily related to the transfer of positions from the Housing Division to Facilities Management. Of the 8,739 positions budgeted, over half (4,462 positions) are involved directly in the primary programs of instruction, research, and public service.

State

Grants and Contracts

Private Resources

Auxiliaries

Total

2010-11 Revised 4,944 1,899 1,176 738 8,7562011-12 4,987 1,866 1,196 690 8,739Change 43 (33) 20 (48) (17)% Change 0.9% (1.7%) 1.7% (6.5%) (0.2%)

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41

THE UNIVERSITY OF VIRGINIA’S COLLEGE AT WISE 2011-2012 BUDGET SUMMARY

The 2011-2012 operating budget for Wise is projected to total $34.3 million, an increase

of $153,000 or 0.4 percent as compared to the revised 2010-2011 budget.

In 2011-12, Wise will incur a reduction of $1.48 million in its general fund appropriation

from the state. To summarize the impact of reductions since 2007-08:

• In October 2007, the state reduced Wise’s general fund appropriation by $950,300 (6.25 percent).

• In October 2008, the state further reduced Wise’s general fund appropriation by $754,500 (5.0 percent).

• In April 2009, the General Assembly approved the Governor’s recommendation for an additional $1.5 million (10.0 percent) reduction to Wise’s 2009-10 general fund appropriation. This reduction was reflected in the 2009-10 original budget.

UNIVERSITY OF VIRGINIA'S COLLEGE AT WISEOPERATING FINANCIAL PLAN (dollars in thousands)

2011-12 2010-11 2010-11Proposed Projected % Approved

Budget Results Change Change BudgetSources of Available Funds

State general fund appropriation 13,640$ 14,068$ (428)$ -3.0% 14,003$ Tuition and fees 7,482 7,091 391$ 5.5% 7,088 Allocation from American Recovery and Reinvestment Act of 2009 500 1,203 (703)$ -58.4% 1,703 Sponsored research direct costs 991 1,372 (381)$ -27.8% 1,122 Endowment distributions/Private gifts 1,985 2,019 (34) -1.7% 1,885 Sales, investment and other to be expended 57 59 (2) -3.4% 67 Auxiliary enterprises, including gifts for

Athletics 9,669 8,359 1,310 15.7% 8,497 Total Sources of Available Funds 34,324$ 34,171$ 153$ 0.4% 34,365$

Uses of Available FundsDirect instruction 9,658 10,913 (1,255)$ -11.5% 10,793 Research and public service 1,149 1,485 (336)$ -22.6% 1,432 Library, technology, and academic administration 3,652 3,508 144$ 4.1% 3,562 Student services 1,549 1,527 22$ 1.4% 1,793 General administration 3,159 2,920 239$ 8.2% 2,810 Operation and maintenance of physical plant 1,770 1,878 (108)$ -5.8% 1,928 Scholarships and fellowships 3,718 3,581 137$ 3.8% 3,563 Auxiliary enterprises 9,669 8,359 1,310$ 15.7% 8,484

Total Uses of Available Funds 34,324$ 34,171$ 153$ 0.4% 34,365$

Surplus -$ -$ -$ 0.0% -$

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• In April 2010, the General Assembly approved the Governor’s recommendation for an

additional $460,400 (3.2 percent) mid-year reduction to Wise’s general fund appropriation.

• In April 2010, the General Assembly approved the Governor’s recommendation for a $1.48 million (11.4 percent) reduction to Wise’s 2011-12 general fund appropriation.

• Cumulatively, over the past five years, Wise has incurred a $5.16 million or 35.0 percent reduction in its state appropriation.

Guided by a legacy of teaching and scholarly excellence, Wise continues to honor its

commitment of service to its students, providing learning experiences that offer opportunities to develop the insight, competence, sensitivity, and integrity necessary for living enriched lives and for enriching the lives of others. The Wise Advisory Board reviewed and approved Wise’s budget on March 18, 2011. Funding Sources of the Operating Budget

Wise’s operating financial plan on the previous page summarizes total available operating resources based on projected cash inflows from state general funds, tuition and fees, sponsored research and F&A cost recoveries, endowment distributions, gifts, auxiliary revenues, and other sources. Available resources for the operating budget are $34.3 million for 2011-12.

The charts below demonstrate which operating revenues will provide the resources to

fund the operating expenditure budget.

2011-12 2010-11

In 2011-12, the state general fund appropriation (39.7 percent) will continue to provide the greatest proportion of the operating budget; however, this funding share continues to decline as compared to the revised 2010-2011 budget of 41.2 percent. Auxiliary revenues will comprise 28.2 percent of the 2011-2012 funding sources, followed by tuition and E&G fees revenue (21.7 percent), endowment income (4.8 percent), grants and contracts (2.9 percent), other miscellaneous revenues, including the carryforward of the ARRA SFSF allocation and local

21.7%

39.7%2.9%

28.2%

4.8%

1.0%1.5% 0.2%

Tuition & Fees


Sponsored Programs

Auxiliary Revenues


Expendable Gifts

ARRA/SFSF

Sales & Other

20.7%

41.2%4.0%

24.5%

4.8%

1.1%

3.5%

0.2%

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sales and other revenue (1.7 percent), and gifts (1.0 percent). The ARRA SFSF funds carried forward from 2010-2011 will supplement teaching and research faculty salaries. State General Fund Appropriation

The general fund appropriation for 2011-2012 is projected to total $13.6 million, a decrease of 3.0 percent as compared to the revised 2010-2011 budget. The $1.1 million increase in Wise’s general fund appropriation for E&G operating programs and state financial aid that was approved during the 2011 General Assembly session is offset by the Governor’s proposed $1.48 million general fund reduction, creating the net decrease of 3.0 percent. State financial aid will total $1.9 million, an increase of 8.1 percent as compared to 2010-2011. The general fund appropriation totaling $195,900 for the Southwest Virginia Public Education Consortium (SVPEC) will continue in 2011-2012. This appropriation is through the Virginia Department of Education. The Graduate Medical Education Consortium (GMEC) also will continue to receive general fund appropriation through the Virginia Department of Health, totaling $215,000. Wise serves as the fiscal agent for both of these organizations. Non-general Funds Non-general fund E&G revenue for 2011-12 is projected to total $11.0 million. Non-general fund E&G revenue sources include tuition and E&G fees; grants, contracts, and indirect cost recoveries; gifts; distributions from endowments; other sales and services income; and the allocation from the ARRA. Tuition and Fees Net revenue from tuition and E&G fees is projected to total $7.5 million in 2011-12, increasing by 5.5 percent. Wise’s continued commitment to student affordability is reflected in the recommendation of an 8.5 percent increase in tuition for in-state students and a 5.0 percent increase for out-of-state students and all foreign study courses. The Center for Teaching Excellence will continue to offer dual enrollment opportunities and professional teaching training programs. The technology fee increased 4.5 percent in 2011-12 to $115. The out-of-state capital fee assessed to all non-resident students will remain at $532 per year in 2011-2012, as Wise currently is meeting the level of capital fee required for out-of-state students. Planned enrollment growth, consistent with the Board-approved projections, continues to aid in determining the projected tuition and E&G revenue. Actual FTE enrollment for fall 2010 totaled 1,660, a 2.3 percent increase as compared to fall 2009. Wise continues to offer reduced tuition rates for students residing in targeted counties in Kentucky and Tennessee. Grants, Contracts, and F&A Recoveries Sponsored research direct costs and indirect cost recoveries are projected to decrease by 27.8 percent in 2011-2012 as compared to 2010-2011. Grant funding for the GMEC Healthy Appalachia Program, the MATCH program, the Appalachian Writing Project (AWP), and AWP Program Income will end in 2010-2011. F&A recoveries amount to $29,500 of the total. Endowment Income and Gifts Endowment distributions projected for E&G programs and student financial aid total $1.6 million in 2011-12, a decrease of 0.1 percent as compared to 2010-11. Private gifts, including

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$177,100 of athletic auxiliary revenue, are projected to total $523,000 for 2011-12; this represents a 9.5 percent decrease from the 2010-11 projection. ARRA Wise received $1.7 million in SFSF from the ARRA for 2010-11. Planned distribution of these funds will continue to supplement teaching and research faculty salaries: $1.2 million in 2010-11 and $500,000 in 2011-2012. Other Sources of Funds For 2011-12, other sources of funds include $56,500 from local sales and services and other local activities. Operating Budget by Activity

The operating financial plan on page 41 summarizes total expenditures by program: direct instruction, research, public service, academic support, student services, general administration, O&M of physical plant, scholarships and fellowships, and auxiliary/self supporting. Direct Instruction Direct instruction includes teaching and research faculty, support staff, equipment, and operating costs associated directly with teaching. The 2011-12 instruction budget will total $9.7 million, an 11.5 percent decrease as compared to the revised 2010-11 budget. The aforementioned decrease in Wise’s general fund appropriation and the completion of the ARRA SFSF allocation are direct causes of the decrease in the instruction budget. Research and Public Service The SVPEC, the GMEC, the Pro-Art Association of Wise County and the City of Norton, and WISE-FM Public Radio make up the public service activities on the Wise campus. Sponsored research is both state and federal grant funded and also is included within this program. The 2011-12 operating budget for research and public service will decrease by 22.6 percent as compared to 2010-11. This decrease primarily is a result of the completion of various sponsored program awards in 2010-2011. The general fund appropriation for 2011-12 for the SVPEC will total $196,000. Of this appropriation, $71,800 will be allocated to the William King Regional Arts Center, a non-state agency located in Abingdon, Virginia, for the Van Gogh outreach program that serves the far southwest region. SVPEC serves as the “flow through” agent for this allocation. SVPEC also allocated $20,400 to support the Wise E&G budget during 2010-11.

GMEC will receive a general fund allocation through the transfer of appropriation from the Virginia Department of Health in the amount of $215,100. GMEC’s mission continues to be to improve access to high-quality primary care for the citizens of Virginia by forming educational partnerships between rural and underserved communities in southwest Virginia. Funding for the Pro-Art Association of Wise County and the City of Norton will total $19,000 in 2011-12.

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Academic Support The 2011-2012 academic support budget will total $3.7 million, an increase of 4.1

percent as compared to the projected 2010-2011 budget. In response to the Governor’s higher education initiatives, Wise will invest in efforts to improve retention and graduation rates, focusing on the increased success of its students. Student Services Student Services includes social and cultural development activities, counseling, and career guidance, as well as general student affairs services. Enrollment management, financial aid services, registration services, publication costs associated with student recruitment, and programs designed to meet the guidelines of the American Disabilities Act also are part of the student services activity. The 2011-12 student services budget will total $1.5 million, a 1.4 percent increase as compared to the 2010-11 budget. General Administration Institutional support from executive management, fiscal operations, logistical services, development, public relations, and staff training and development will total $3.1 million in 2011-12, an increase of 8.2 percent as compared to 2010-2011. The general fund appropriation for the programmatic operations of the Convocation Center will total $392,000. Construction is scheduled to be completed in August 2011. O&M of Plant Physical plant services in housekeeping, maintenance operations, utilities, landscaping, and grounds maintenance will total $1.8 million in 2011-2012, a decrease of 5.8 percent as compared to 2010-11. The utilities budget reflects the pre-payment agreements for utilities for 2011-2012, including natural gas, water, and electricity, more than offsetting increases to O&M for new facilities. Student Financial Aid The general fund appropriation for student financial aid in 2011-2012 will total $1.9 million, an increase of 8.1 percent as compared to 2010-2011. Student financial aid from private funds and grants will total $1.8 million in 2011-2012. Auxiliary Enterprises The 2011-2012 auxiliary enterprises operating budget will total $9.7 million. Self-supporting activities include student housing operations, conference events, bookstore, dining services, fleet vehicle management, parking and transportation, student health services, student union operations, athletics, and debt service for residence halls, dining hall, football stadium, and student union buildings. Funded solely by revenue collected for services provided to students, faculty, staff and the general public, the auxiliary enterprise operating budget comprises 28.2 percent of Wise’s total operating budget. Student Fees Activities receiving funds from student fee revenue include the student government association; student publications; intramural and outdoor recreation activities; student health services; athletics; student life programs; operating, maintenance, and housekeeping personnel

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assigned to Cantrell Hall and the Slemp Student Center; and debt service payments for the Slemp Student Center, Smith Dining Commons, and the football stadium. No state funds are available to support these programs and operations. Wise historically is in the middle of the 15 public state institutions in Virginia in overall fees and has been one of the lowest in total costs of attendance in the Commonwealth. The student service fee for full-time students will increase 6.0 percent from $3,174 in 2010-2011 to $3,364 in 2011-2012. The graduation fee will be incorporated into the comprehensive student fee effective July 1, 2011, offering students a more affordable method of payment. Through departmental restructuring, the allocation of student fee revenue and the planning for expenditure budgeting will include all costs for auxiliary utilities, the daily operational costs of Cantrell Hall and the Slemp Student Center, Health and Career services, projected indirect cost payments, and debt service payments for the Dining Hall, Slemp Student Center and the football stadium. Personal services expenditures are budgeted to accurately reflect the duties and responsibilities of each position within the student fee budgets. Seventy-five thousand dollars of the student service fee revenue will be obligated for the debt service for the Student Information System. Student Housing Occupancy levels are projected to remain between 92 to 100 percent in 2011-12. To maintain and effectively operate Wise’s residence halls, revenue must reflect the cost of operation because the Commonwealth does not provide operational funding for residence halls. To enhance student safety and development, funding will be allocated for two full-time Community Coordinator positions for McCraray Hall and Martha Randolph Hall. Replacing student resident directors with full-time professional staff will provide effective and timely oversight of the daily activities within each residence hall. Also, a professional staff member will be on-call and available 24 hours a day to further increase the safety and security of Wise’s students. Continuing to provide residence life opportunities to meet the needs and expectations of the student body will require an eight percent increase in room rates. This increase includes the projected funding stream required to meet residence hall debt service and required reserves. The 2011-12 operating budget for residence hall programs will total $2.5 million. The 2011-12 operating budget for conference events will total $166,000. Parking & Transportation The 2011-12 projected operating budget for parking and transportation services will total $140,000. Services include parking and ticket revenues, along with the associated staffing including campus police. Dining Services Projected 2011-12 expenditures in the dining services operating budget will total $1.6 million. Based on negotiations with Chartwells, Wise’s dining service provider, the meal plan rate for on-campus residents will increase 3.5 percent, with an increase of 3.2 percent for optional meal plan contracts for commuting students. This increase will allow Wise to

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effectively operate the dining services, as well as to provide the meal opportunities that meet the needs and expectations of the student body. Bookstore The 2011-2012 operating budget for the bookstore will total $1.1 million, a modest decrease as compared to 2010-2011. Athletics The projected 2011-2012 operating budget for intercollegiate athletic programs will total $2.4 million, an increase of 43 percent as compared to 2010-2011. Wise joined the Mid-South Athletic Conference beginning in fall 2010. Division I competition for men’s and women’s basketball necessitated an increase in scholarship award offerings for students participating in each of these programs. A decrease in annual giving to athletics will require the awards to be supplemented from other athletic revenues. Athletics expenditures include all teams travel and meals, wages for part-time coaching personnel, and recruitment. Funding also has been allocated for costs associated with the changing of Wise’s logo for uniforms, equipment, and field sign maintenance. Part-time coaching staff positions in women’s basketball, sports information, and strength and conditioning will be funded as full-time positions in 2011-2012. Anticipated vacant full-time positions in women’s softball and football will be fully funded from auxiliary fees. These two positions have previously been funded from E&G (20 percent) and auxiliary fees (80 percent). Staffing FTE positions for 2011-12 have been allocated as follows: E&G 247 Auxiliary Enterprises 48 Sponsored Programs 7 Private Sources 1 Total 303 Five additional E&G FTE positions have been allocated through the general fund appropriation for new facility operations and programming for the Gilliam Fine Arts Center and the Convocation Center. The budget includes three positions funded from the GMEC general fund appropriation through the Virginia Department of Health. Of the four additional auxiliary FTE positions, two have been allocated for residence life and two for intercollegiate athletics. Positions funded by sponsored programs will decrease by two in 2011-12 (1 FTE due to the completion of the GMEC Healthy Appalachia award and 1 FTE in student support services allocated to E&G).

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49

UNIVERSITY OF VIRGINIA MEDICAL CENTER 2011-12 BUDGET SUMMARY

For the Medical Center, the 2011-12 fiscal plan has been developed while considering the

challenge of providing patient care, teaching, and research services in an increasingly changing health care industry. The Medical Center will see a significant expansion of services and increased expense related to the integration of the Hematology-Oncology Patient Enterprise (HOPE) ($18.7 million), implementation of the Epic electronic medical record ($10.3 million), opening of the Emily Couric Cancer Center ($9.7 million), operation of the Transitional Care Hospital ($9.2 million), expansion of surgical capacity in the main operating rooms and Outpatient Surgery Center ($5.8 million), and addition of lab capacity and services in the Heart and Vascular Center ($3.9 million). These expansions fuel a 10.3 percent increase in the operating revenue and expense. In addition, the Medical Center will continue to collaborate with faculty on managing the cost of supplies and improved documentation of clinical care and its coding; continued efforts to better engage employees and enhance patient satisfaction; the impact of Culpeper Regional Hospital on patient volume; and the acceleration of patient progression in inpatient units, operating rooms, and the emergency department. The cost associated with providing quality patient care will continue to have upward pressure due to increases in medical supply, pharmaceutical, and medical device expenses, as well as a shortage of health care workers. In 2011-12, the Medical Center expects to continue its growth in surgery and to care for patients with high-acuity illnesses.

The Medical Center budget development process is clinically focused and highly

participatory. Patient care services management, support function management, and physicians have significant roles in the budget development cycle. The budget process begins with senior management developing basic budget assumptions such as discharges, length of stay, standards for the number of employees, and inflation. This information is communicated to Medical Center managers and ends with each operating unit providing a cumulative operating and capital budget that contains service demand forecasts, required FTE personnel, and non-labor expenses.

Recently, there have been significant changes in the strategic relationships of health care

organizations, especially in the UVa Health System’s primary and secondary service areas. Additionally, there is continuing uncertainty surrounding healthcare reform at the federal level and budget pressures within the state that are likely to impact UVa Health System’s funding for indigent patients. The Rector and Visitors have contracted with The Chartis Group to guide the Medical Center through the development of a new clinical strategic plan in response to this dynamic environment. This engagement is intended to be a “deep dive” into the current market state of affairs in this arena. It will include an assessment of potential strategic scenarios available, a formulation of a new strategy and supporting tactics, a detailed execution plan, and periodic checks on the progress of execution. BUDGET DEVELOPMENT ASSUMPTIONS Market Conditions For 2011-12, discharges are budgeted to grow1.4 percent from current projections for 2010-11. The growth will be facilitated by improved patient flow resulting from bed expansion. Outpatient service demand is budgeted to grow 4.2 percent from 2010-11 revised levels, due in

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part to the expected acquisition of the HOPE physician practice. The budget recognizes the number of operating rooms increasing from 28 to 30 for 2011-12 as well as increasing bed capacity from 585 to 597 inpatient beds. The opening of the Transitional Care Hospital included 40 beds. The following table includes historical and projected patient volumes:

Budgeted 2011-12

Revised 2010-11

Budgeted 2010-11

Discharges-Medical Center 28,004 27,628 27,451Discharges-Transitional Care 276 41 0Adjusted Discharges 51,102 49,414 49,122Average Length of Stay (ALOS)-Medical Center 5.61 5.94 6.00

ALOS-Transitional Care 29.00 26.74 27.23Patient Days 157,047 165,761 164,571Clinic & Emergency Room Visits 778,081 746,937 750,028

Revenues The Medical Center’s 2011-12 budgeted payer mix will remain consistent with that of 2010-11. One of the Medical Center’s largest challenges is the unwillingness of government payers to increase their payments commensurate with the increases in medical delivery costs. Growth in revenues will result from the impact of increasing volume and negotiated contracts with rate increases. Rate Changes The Medical Center proposes an overall rate increase of 7.0 percent to 9.9 percent, which is commensurate with rate increases expected to be implemented in the hospital industry. The net revenue impact of this change is estimated to be $7.8 million. Expenses

Expenses from operations are projected to increase by $103.4 million. Expenses per case mix index (CMI) weighted adjusted discharges are projected to increase from $10,753 to $11,413. It is anticipated that the expense per CMI weighted adjusted discharge included in the budget will be approximately equal to the academic medical center median expense as shown in the University Health System Consortium Operational Database.

Previous increases in capital investment will result in additional depreciation expense of

$10.2 million for 2011-12. Additionally, interest cost on capital investments is increasing by $6.0 million for 2011-12. The Medical Center’s 2011-12 fiscal plan accounts for these additional expenses while preserving its goal of providing high-quality and cost-effective health care, education, and research services.

The pay-for-performance pool has been established at $4.0 million, which includes the

impact on fringe benefit costs, and is based on a 2.5 percent salary adjustment to be implemented in January 2012. Other salary adjustments, such as market adjustments and a redesign of the compensation program scheduled for September 2011, total $6.3 million, including the impact on benefit costs.

51

Staffing The Medical Center’s 2011-12 budget has been benchmarked with comparable academic medical centers. FTEs are planned at 6,769, an increase of 376 over the 2010-11 projection of 6,393 FTEs. The Transitional Care Hospital accounts for 63 of the additional FTEs, and the new HOPE operations account for 58 additional FTEs. Significantly impacting FTE growth is an addition of 42 FTEs to support the implementation of the Epic electronic medical record system. Increased staffing in inpatient care services and ambulatory clinics account for an increase of 92 FTEs. The remainder of the growth is primarily for program and facility expansion. OPERATING PLAN

The operating plan is presented on the following page and includes actual results from 2009-10, the original 2010-11 budget, the 2010-11 projection, and the 2011-12 budget. The Medical Center’s 2011-12 fiscal plan projects an operating margin of $57.7 million or 5.0 percent. With non-operating activities contributing $7.1 million, net income is budgeted at $64.8 million. In comparison, it is projected that the 2010-11 operating margin will be $61.6 million or5.8 percent. Non-operating activities in 2010-11, primarily related to investment income, are expected to gain $78.2 million, for a total operating and non-operating gain of $139.7 million.

The rapidly-changing health care environment will require continuous examination of

budget assumptions. Management will monitor budget versus actual performance on a monthly basis and, where appropriate, make changes to operations. Management will continue to identify and implement process improvement strategies that will allow for operational streamlining and cost efficiencies. The Medical Center’s major strategic initiatives encompassed in the 2011-12 fiscal plan include:

• The continuation of the collaborative effort between the Medical Center and the School of Medicine Faculty on documentation of clinical care and its coding.

• The continuation of the collaborative effort between the Medical Center and the School of Medicine Faculty on supply cost.

• The continuation of our efforts to better engage our employees and enhance patient satisfaction.

• The impact of Culpeper Regional Hospital on volumes.

• The impact on operations from the completion of construction of the hospital bed

expansion.

• The impact on operations from the Transitional Care Hospital and the Emily Couric Clinical Cancer Center.

• Continued integration of information technology services through the Electronic Medical Record project.

52

University of Virginia Medical Center Operating Financial Plan (dollars in thousands) 2011-12 2010-11 2010-11 2009-10 Budget Projected Original Budget Actual Operating Revenues Total Gross Charges $3,216,218 $2,855,267 $2,916,349 $2,619,223 Less Deductions: Indigent Care Deduction 210,583 191,308 196,731 172,917 Contractual Deduction 1,869,742 1,626,679 1,674,712 1,437,448 Total Deductions 2,080,325 1,817,827 1,871,442 1,610,365 Net Patient Revenue 1,135,893 1,037,280 1,044,907 1,008,858 Miscellaneous Revenue 29,950 29,019 28,611 30,132 Total Operating Revenues 1,165,843 1,066,299 1,073,518 1,038,990 Operating Expenses Compensation and Benefits 498,880 471,490 460,492 440,885 Supplies, Utilities, and Other 486,677 431,710 449,061 425,988 Depreciation and Amortization 71,939 61,776 63,760 54,528 Interest Expense 13,771 7,772 7,057 7,307 Bad Debt 36, 859 31,995 40,256 30,948 Total Operating Expenses 1,108,126 1,004,743 1,020,627 959,656 Operating Income 57,718 61,556 52,891 79,334Operating Income Percent 5.0% 5.8% 4.9% 7.6% Other Gains and Losses Investment Income & Investment FMV 6,774 62,761 14,633 41,431 Net Gain from Affiliates 1,367 2,509 1,450 2,274 Loss on Fixed Assets (800) 918 (800) (706) State Appropriation 0 0 0 62,123 Other (288) 11,973 (6,082) (71,432) Total Other Gains and Losses 7,053 78,160 9,201 33,690 Revenues and Gains in Excess of Expenses 64,770 139,716 62,092 113,025: Add back Depreciation and Amortization 71,939 61,776 63,760 54,528 Less Principal Payments on Debt (20,988) (17,275) (17,275) (14,490) Cash Available for Capital and Other 115,721 184,217 108,578 153,063

Capital Funded from Operations 88,345 70,507 81,179 53,345 Additions to Cash and Reserves $27,376 $113,710 $27,399 $99,718

53

• Accelerating patient progression in the Medical Center’s inpatient units, operating rooms, and emergency department.

• Integration of the HOPE physician practice into the University Health System. The major risk factors that impact the ability to accomplish the fiscal plan include:

• Nationwide shortage in health care workers that could negatively impact our ability to maintain appropriate staffing.

• Ability to maintain an adequate number of physicians in areas experiencing a national shortage.

• Advancements in medical technology that could alter expenses and/or revenues very quickly.

• The emerging impact of the Patient Protection and Affordable Care Act and the Health Care and Education Reconciliation Act of 2010.

• Inflation for medical devices and pharmaceutical goods that could exceed the budget assumptions.

• Enhanced scrutiny by Federal regulators as Virginia is scheduled to be included in the Federal Recovery Audit Contract Program.

• The continued poor financial status of the Commonwealth of Virginia and its potential impact on funding for Medicaid and Indigent Care programs.

• Economic pressures and uncertainty regarding cash flows from investments and non-operating income.

DEFERRED MAINTENANCE AND CAPITAL PLAN Funds available to meet capital requirements are derived from operating cash flows, funded depreciation reserves, philanthropy, and interest income. The Medical Center faces many challenges regarding capital funding as continued pressures on the operating margin affect cash flow, while demand for capital has increased significantly due to space requirements, technological advances, and the aging of existing equipment. Subject to funds availability, Medical Center management recommends $88.3 million for capital requirements, which includes $5.0 million for contingencies and $8.0 million for Culpeper Regional Hospital investments.

The Medical Center, Facilities Planning and Construction, and Health System Physical Plant have developed a building-by-building and system-by-system evaluation of the infrastructure of all Medical Center facilities. The Medical Center Operating Board and the Buildings & Grounds Committee have approved this program of infrastructure enhancement over a period of 10 to 15 years based on need and available resources from the Medical Center’s routine yearly capital expenditures.

54

55

UNIVERSITY OF VIRGINIA ACADEMIC DIVISION AND MEDICAL CENTER ANNUAL RENOVATION AND INFRASTRUCTURE PROJECTS PLAN

Under Restructuring and the 2011 Acts of Assembly, Chapter 890, the Board has been

delegated the authority to approve all capital projects (acquisitions, capital leases, or new construction or renovation projects costing more than $2 million and impacting more than 5,000 gross square feet) funded with non-general funds. To facilitate the consideration of certain projects, the Board considers the Annual Renovation and Infrastructure Projects (ARIP) Plan each year.

With the Budget Summary presentation to the Board, the Academic Division and the

Medical Center will present a detailed list of renovation and infrastructure projects expected to cost between $2 million and $5 million, to be funded with non-general fund cash (no debt), and expected to be initiated within the next fiscal year. This shorter, annual approval process allows these smaller projects to be planned in a more appropriate timeline based on the nature of the project. For example, renovating a lab for a new scientist is a project for which the need will arise during recruitment and which requires completion before the scientist joins the faculty.

The 2011-12 ARIP Plan for the Academic Division and the Medical Center is shown on

the following page. It incorporates potential projects totaling $15.6 million to $19.0 million for the Academic Division, including a Lambeth Interior renovation project, a Facilities Management Yard improvement project, a Pavilion X Interior Renovation Historic Preservation project, BOV Maintenance Reserve projects, and several utility upgrade projects. All of the projects will be funded from cash, either from E&G maintenance funds, private resources, or auxiliary reserves. The Medical Center’s 2011-12 ARIP Plan includes $9.7 to $11.0 million in various renovation projects and infrastructure upgrades. All projects will be funded from Medical Center operating funds. Additionally, the Medical Center is authorized to substitute a new project costing between $2 million and $5 million for a project included on the approved ARIP, provided that the total capital budget as approved by the Board is not exceeded and that a report is provided at each Board meeting listing the changes made to the original project list.

56

2011-12 Annual Renovation and Infrastructure Projects Plan

School/ Unit

E&G Funds Low High

ACADEMIC DIVISIONHousing Lambeth Interior Renovations - 6 bldgs/42

apartments/196 beds~40,775 gsf

per bldg -$ -$ 2,385,000$ -$ -$ 2,147,000$ 2,624,000$

FMgt Facilities Management Yard Improvements 30,000 -$ -$ -$ -$ 4,500,000$ 4,050,000$ 4,950,000$ FMgt BOV Maintenance Reserve Projects 3,000,000$ -$ -$ -$ -$ 2,700,000$ 3,300,000$ FMgt Domestic Water System Upgrades 1,900,000$ -$ -$ -$ -$ 1,710,000$ 2,090,000$ FMgt Heat Plant Upgrades 2,500,000$ -$ -$ -$ -$ 2,250,000$ 2,750,000$ FMgt Pavilion X Interior Renovation -$ 3,000,000$ -$ -$ -$ 2,700,000$ 3,300,000$

Total 7,400,000$ 3,000,000$ 2,385,000$ -$ 4,500,000$ 15,557,000$ 19,014,000$

MEDICAL CENTERMed Ctr Pain Center Expansion- 545 Ray C. Hunt Dr. -$ -$ -$ 2,750,000$ -$ 2,500,000$ 3,000,000$ Med Ctr Clinical Renovations -$ -$ -$ 2,750,000$ -$ 2,500,000$ 3,000,000$ Med Ctr University Hospital ICU Renovations -$ -$ -$ 4,850,000$ -$ 4,700,000$ 5,000,000$

Total -$ -$ -$ 10,350,000$ -$ 9,700,000$ 11,000,000$

Other

Total Project Budget RangeGifts/ Endowment

IncomeAuxiliary Reserve

Medical Center OperatingProject Description Scope

57

APPROVAL OF THE 2011-12 OPERATING BUDGET AND ANNUAL RENOVATION AND INFRASTRUCTURE PLAN FOR THE ACADEMIC DIVISION

RESOLVED that the 2011-12 Operating Budget and the Annual Renovation and Infrastructure Plan for the Academic Division is approved, as recommended by the President and the Executive Vice President and Chief Operating Officer. APPROVAL OF THE 2011-12 OPERATING BUDGET FOR THE UNIVERSITY OF VIRGINIA'S COLLEGE AT WISE

RESOLVED that the 2011-12 Operating Budget for the College at Wise is approved, as recommended by the President and the Executive Vice President and Chief Operating Officer. APPROVAL OF THE 2011-12 OPERATING AND CAPITAL BUDGETS AND ANNUAL RENOVATION AND INFRASTRUCTURE PLAN FOR THE UNIVERSITY OF VIRGINIA MEDICAL CENTER

RESOLVED, the 2011-12 Operating and Capital Budget and the Annual Renovation and Infrastructure Plan for the University of Virginia Medical Center is approved, as recommended by the President, the Executive Vice President and Chief Operating Officer, and the Medical Center Operating Board. APPROVAL OF PRATT FUND DISTRIBUTION FOR 2011-12

RESOLVED, the budget for the expenditure of funds from the Estate of John Lee Pratt is approved to supplement appropriations made by the Commonwealth of Virginia for the School of Medicine and the Departments of Biology, Chemistry, Mathematics, and Physics in the College of Arts and Sciences. Departmental allocations, not to exceed $6,900,000 for 2011-12, are suggested by the department chairs and recommended by the dean of each school. To the extent the annual income from the endowment is not adequate to meet the recommended distribution, the principal of the endowment will be disinvested to provide funds for the approved budgets.

58

59

University Academic Division Major Budget Unit Detail

Table of Contents President

Office of the President .... …………………………………………………………………………………..A1 Board of Visitors .... ….…………………………………………………………………………………….A2 Miller Center for Public Affairs .... ….……………………………………………………………………..A3 Equal Opportunity Programs .... ……………………………………………………………………………A4 General Counsel ... …………………………………………………………………………………………A5

Director of Athletic Programs

Office of the Director of Athletics Programs .............................................................................................. A6 Intramurals and Recreational Sports............................................................................................................ A7

Vice President and Chief Information Officer Office of the Vice President and Chief Information Officer ....................................................................... A8 Integrated System Deployment and Support ............................................................................................... A9 Information Technology and Communication ......................................................................................... A10 Communications Services ......................................................................................................................... A11

Vice President and Chief Officer for Diversity and Equity Office of the Vice President of Diversity and Equity ................................................................................ A12

Vice President for Research

Office of the Vice President for Research ................................................................................................. A13 Virginia Quarterly Review ........................................................................................................................ A14 Environmental Health and Safety .............................................................................................................. A15

Vice President and Chief Student Affairs Officer

Office of the Vice President and Chief Student Affairs Officer ................................................................ A16 Office of African American Affairs .......................................................................................................... A17 Office of the Dean of Students .................................................................................................................. A18 Student Health ........................................................................................................................................... A19 University Career Services ........................................................................................................................ A20

Executive Vice President and Provost

Office of the Executive Vice President and Provost ................................................................................. A21 Center for Liberal Arts .............................................................................................................................. A22 Center for Politics ...................................................................................................................................... A23 Admissions ................................................................................................................................................ A24 Virginia Foundation for the Humanities .................................................................................................... A25 Center for Public Service........................................................................................................................... A26 Center for Advanced Studies ..................................................................................................................... A27 Associate Provost for Academic Support .................................................................................................. A28 Vice Provost for the Arts ........................................................................................................................... A29 Vice Provost for International Programs ................................................................................................... A30 Vice Provost for Academic Programs ....................................................................................................... A31 Vice Provost for Administration ............................................................................................................... A32 University Library ..................................................................................................................................... A33 Architecture School ................................................................................................................................... A34 Law School ................................................................................................................................................ A35 Curry School of Education ........................................................................................................................ A36 School of Engineering and Applied Sciences ........................................................................................... A37

60

University Academic Division Major Budget Unit Detail Table of Contents (continued)

Darden School of Business ........................................................................................................................ A38 School of Continuing and Professional Studies ........................................................................................ A39 College of Arts and Sciences ..................................................................................................................... A40 McIntire School of Commerce .................................................................................................................. A41 School of Nursing ...................................................................................................................................... A42 School of Medicine ................................................................................................................................... A43 Batten School ................................................... .........................................................................................A44

Executive Vice President and Chief Operating Officer Office of the Executive Vice President and Chief Operating Officer ....................................................... A45 University Police ....................................................................................................................................... A46 Audit Department ...................................................................................................................................... A47 Emergency Preparedness ........................................................................................................................... A48 University Architect .................................................................................................................................. A49

Vice President and Chief Financial Officer

Office of the Vice President and Chief Financial Officer ......................................................................... A50 Treasury Operations .................................................................................................................................. A51 Comptroller ............................................................................................................................................... A52 Business Operations .................................................................................................................................. A53 Dining Services ......................................................................................................................................... A54 Housing Division ....................................................................................................................................... A55 Parking and Transportation ....................................................................................................................... A56 Printing and Copy Services ....................................................................................................................... A57 University Bookstore ................................................................................................................................. A58 Child Development Center ........................................................................................................................ A59 Mail Services ............................................................................................................................................. A60 Sponsored Programs .................................................................................................................................. A61 Risk Management ...................................................................................................................................... A62

Vice President and Chief Human Resources Officer

Office of the Vice President and Chief Human Resources Officer ........................................................... A63

Vice President for Management and Budget Office of the Vice President for Management and Budget ........................................................................ A64 University Reserves ................................................................................................................................... A65 General Institutional .................................................................................................................................. A66 Department of Space and Real Estate Management .................................................................................. A67 University Budget Office .......................................................................................................................... A68 State Governmental Relations ................................................................................................................... A69 Procurement Services ................................................................................................................................ A70 Facilities Management ............................................................................................................................... A71

Senior Vice President for Development & Public Affairs

University Development Office …………………………………………………………………………A72 Public Affairs ............................................................................................................................................ A73 Associate VP-Heath System ...................................................................................................................... A74 WTJU Radio .............................................................................................................................................. A75

University of Virginia - MBU Summary

Exec Level: R0005 VP: PR-President's Office, Mbu Level: R0007 MBU: PR-President's Office

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Financial Aid

Recoveries

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Recoveries

SubtotalMBU Totals

6.2 1,095,530 ‐ ‐ 8.6 1,519,341 0.1 56,000 ‐ ‐ ‐ ‐ 14.8 2,670,871

7.0 562,269 ‐ ‐ 12.0 612,036 ‐ ‐ ‐ 4,000 ‐ ‐ 19.0 1,178,305

‐ 21,000 ‐ ‐ ‐ 72,867 ‐ 15,560 ‐ 26,000 ‐ ‐ ‐ 135,427

13.2 1,678,799 20.6 2,204,244 0.1 71,560 30,000 33.8 3,984,603

0.0 1,097,034 ‐ ‐ ‐ 2,698,275 ‐ ‐ ‐ 55,000 ‐ ‐ 0.0 3,850,309

‐ ‐ ‐ ‐ ‐ 6,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6,500

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐60,000 ‐ ‐ ‐ ‐60,000

0.0 1,097,034 2,704,775 ‐5,000 0.0 3,796,809

13.2 2,775,833 20.6 4,909,019 0.1 71,560 25,000 33.8 7,781,412

7.0 1,184,022 ‐ ‐ 8.6 1,424,148 0.1 51,600 ‐ ‐ ‐ ‐ 15.7 2,659,770

7.0 589,317 ‐ ‐ 12.0 711,797 ‐ ‐ 0.0 4,000 ‐ ‐ 19.0 1,305,114

0.0 21,134 ‐ ‐ 0.0 60,680 ‐ 11,000 0.0 26,000 ‐ ‐ 0.0 118,814

14.0 1,794,473 20.6 2,196,625 0.1 62,600 0.0 30,000 34.7 4,083,698

0.0 512,964 ‐ ‐ 0.0 1,868,702 ‐ ‐ 0.0 55,000 ‐ ‐ 0.0 2,436,666

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐60,000 ‐ ‐ 0.0 ‐60,000

0.0 512,964 0.0 1,868,702 0.0 ‐5,000 0.0 2,376,666

14.0 2,307,437 20.6 4,065,327 0.1 62,600 0.0 25,000 34.7 6,460,364

A-1


Exec Level: R0005 VP: PR-President's Office, Mbu Level: R0020 MBU: PR-Board Office

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Recoveries

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Recoveries

SubtotalMBU Totals

3.0 433,350 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.0 433,350

4.0 413,629 ‐ ‐ 1.5 61,511 ‐ ‐ ‐ ‐ ‐ ‐ 5.5 475,140

‐ ‐ ‐ ‐ ‐ 16,716 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 16,716

7.0 846,979 1.5 78,227 8.5 925,206

‐ 96,493 ‐ ‐ ‐ 155,800 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 252,293

‐ ‐662,254 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐662,254

‐565,761 155,800 ‐409,961

7.0 281,218 1.5 234,027 8.5 515,245

2.0 362,875 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.0 362,875

6.0 691,682 ‐ ‐ 1.5 92,889 ‐ ‐ ‐ ‐ ‐ ‐ 7.5 784,571

‐ ‐ ‐ ‐ 0.0 19,744 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 19,744

8.0 1,054,557 1.5 112,633 9.5 1,167,190

0.0 4,124 ‐ ‐ 0.0 118,420 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 122,544

0.0 ‐818,682 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐818,682

0.0 ‐814,558 0.0 118,420 0.0 ‐696,138

8.0 239,999 1.5 231,053 9.5 471,052

A-2


Exec Level: R0005 VP: PR-President's Office, Mbu Level: R0025 MBU: PR-Miller Center

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals

0.0 31,750 1.0 88,678 ‐ ‐ 18.7 2,317,114 ‐ ‐ ‐ ‐ 19.7 2,437,542

‐ ‐ ‐ ‐ ‐ ‐ 16.5 1,260,388 ‐ ‐ ‐ ‐ 16.5 1,260,388

‐ ‐ ‐ 31,441 ‐ ‐ ‐ 402,000 ‐ ‐ ‐ ‐ ‐ 433,441

‐ ‐ ‐ ‐ ‐ ‐ ‐ 20,000 ‐ ‐ ‐ ‐ ‐ 20,000

0.0 31,750 1.0 120,119 35.2 3,999,502 36.2 4,151,371

‐ ‐ ‐ 21,500 ‐ ‐ ‐ 1,954,970 ‐ 21,106 ‐ ‐ ‐ 1,997,576

‐ ‐ ‐ ‐ ‐ ‐ ‐ 165,000 ‐ ‐ ‐ ‐ ‐ 165,000

21,500 2,119,970 21,106 2,162,576

0.0 31,750 1.0 141,619 35.2 6,119,472 21,106 36.2 6,313,947

0.0 31,466 1.0 85,800 ‐ ‐ 19.9 2,498,027 ‐ ‐ ‐ ‐ 20.9 2,615,293

‐ ‐ ‐ ‐ ‐ ‐ 16.5 1,285,917 ‐ ‐ ‐ ‐ 16.5 1,285,917

‐ ‐ ‐ 27,200 ‐ ‐ ‐ 388,752 ‐ ‐ ‐ ‐ ‐ 415,952

0.0 31,466 1.0 113,000 36.4 4,172,696 37.4 4,317,162

‐ ‐ ‐ 18,000 ‐ ‐ ‐ 2,222,304 0.0 10,000 ‐ ‐ 0.0 2,250,304

‐ ‐ ‐ ‐ ‐ ‐ ‐ 165,000 ‐ ‐ ‐ ‐ ‐ 165,000

18,000 2,387,304 0.0 10,000 0.0 2,415,304

0.0 31,466 1.0 131,000 36.4 6,560,000 0.0 10,000 37.4 6,732,466

A-3


Exec Level: R0005 VP: PR-President's Office, Mbu Level: R0030 MBU: PR-EOP Office

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Subtotal

OTPS

SubtotalMBU Totals



Subtotal

OTPS

SubtotalMBU Totals

5.5 553,895 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5.5 553,895

2.0 98,446 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.0 98,446

7.5 652,341 7.5 652,341

‐ 124,371 ‐ ‐ ‐ 37,813 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 162,184

124,371 37,813 162,184

7.5 776,712 37,813 7.5 814,525

3.5 377,665 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.5 377,665

4.0 259,974 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4.0 259,974

7.5 637,639 7.5 637,639

0.0 61,225 ‐ ‐ 0.0 36,941 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 98,166

0.0 61,225 0.0 36,941 0.0 98,166

7.5 698,864 0.0 36,941 7.5 735,805

A-4


Exec Level: R0005 VP: PR-President's Office, Mbu Level: R0035 MBU: PR-General Counsel

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Subtotal

OTPS

SubtotalMBU Totals



Subtotal

OTPS

SubtotalMBU Totals

7.0 1,218,599 ‐ ‐ 1.0 100,130 ‐ ‐ ‐ ‐ ‐ ‐ 8.0 1,318,729

2.0 120,761 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.0 120,761

9.0 1,339,360 1.0 100,130 10.0 1,439,490

‐ 86,528 ‐ ‐ ‐ 199,459 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 285,987

86,528 199,459 285,987

9.0 1,425,888 1.0 299,589 10.0 1,725,477

7.0 1,188,847 ‐ ‐ 1.0 97,663 ‐ ‐ ‐ ‐ ‐ ‐ 8.0 1,286,510

2.0 98,542 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.0 98,542

9.0 1,287,389 1.0 97,663 10.0 1,385,052

0.0 65,445 ‐ ‐ 0.0 56,767 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 122,212

0.0 65,445 0.0 56,767 0.0 122,212

9.0 1,352,834 1.0 154,430 10.0 1,507,264

A-5


Exec Level: R0825 VP: AT-Athletics Department, Mbu Level: R0827 MBU: AT-Athletics

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Financial Aid

Transfers

SubtotalMBU Totals

4.0 178,980 ‐ ‐ ‐ ‐ 12.0 2,050,500 ‐ ‐ 109.1 9,038,660 125.1 11,268,140

0.5 21,607 ‐ ‐ ‐ ‐ 7.0 405,000 ‐ ‐ 89.1 8,922,581 96.6 9,349,188

‐ 42,560 ‐ ‐ ‐ ‐ ‐ 3,746,500 ‐ ‐ ‐ 4,401,601 ‐ 8,190,661

4.5 243,147 19.0 6,202,000 198.2 22,362,842 221.7 28,807,989

‐ 12,682 ‐ ‐ ‐ 42,608 ‐ 3,465,000 ‐ ‐ ‐ 16,342,783 ‐ 19,863,073

‐ ‐ ‐ ‐ ‐ ‐ ‐ 12,038,000 ‐ ‐ ‐ ‐ ‐ 12,038,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐61,684 ‐ ‐61,684

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,839,140 ‐ 2,839,140

12,682 42,608 15,503,000 19,120,239 34,678,529

4.5 255,829 42,608 19.0 21,705,000 198.2 41,483,081 221.7 63,486,518

4.0 177,800 ‐ ‐ ‐ ‐ 9.0 888,841 ‐ ‐ 76.9 8,774,704 89.9 9,841,345

0.5 22,371 ‐ ‐ ‐ ‐ 6.0 388,109 ‐ ‐ 135.3 11,432,293 141.8 11,842,773

0.0 31,650 ‐ ‐ ‐ ‐ ‐ 2,556,508 ‐ ‐ 0.0 5,799,444 0.0 8,387,602

4.5 231,821 15.0 3,833,458 212.2 26,006,441 231.7 30,071,720

0.0 11,118 ‐ ‐ 0.0 46,056 ‐ 3,137,600 ‐ ‐ 0.0 16,895,202 0.0 20,089,976

‐ ‐ ‐ ‐ ‐ ‐ ‐ 13,745,488 ‐ ‐ ‐ ‐ ‐ 13,745,488

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,769,169 ‐ 3,769,169

0.0 11,118 0.0 46,056 16,883,088 0.0 20,664,371 0.0 37,604,633

4.5 242,939 0.0 46,056 15.0 20,716,546 212.2 46,670,812 231.7 67,676,353

A-6


Exec Level: R0825 VP: AT-Athletics Department, Mbu Level: R1020 MBU: AT-IM-Sports

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Recoveries

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Recoveries

Transfers

SubtotalMBU Totals

7.4 557,175 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10.0 538,642 17.4 1,095,817

6.0 284,602 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 18.0 747,102 24.0 1,031,704

‐ 79,576 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,048,911 ‐ 1,128,487

13.4 921,353 28.0 2,334,655 41.4 3,256,008

‐ ‐ ‐ ‐ ‐ 122,947 ‐ ‐ ‐ ‐ ‐ 2,147,956 ‐ 2,270,903

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐152,947 ‐ ‐152,947

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,780,524 ‐ 2,780,524

122,947 4,775,533 4,898,480

13.4 921,353 122,947 28.0 7,110,188 41.4 8,154,488

5.4 363,220 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8.0 418,347 13.4 781,567

8.0 414,300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 20.0 852,458 28.0 1,266,758

0.0 98,052 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 1,044,066 0.0 1,142,118

13.4 875,572 28.0 2,314,871 41.4 3,190,443

‐ ‐ ‐ ‐ 0.0 122,947 ‐ ‐ ‐ ‐ 0.0 2,355,000 0.0 2,477,947

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐152,947 0.0 ‐152,947

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,914,100 ‐ 2,914,100

0.0 122,947 0.0 5,116,153 0.0 5,239,100

13.4 875,572 0.0 122,947 28.0 7,431,024 41.4 8,429,543

A-7


Exec Level: R1250 VP: IT-VP/CIO, Mbu Level: R1252 MBU: IT-CIO Office

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals

1.0 263,925 ‐ ‐ 1.0 265,678 ‐ ‐ ‐ ‐ ‐ ‐ 2.0 529,603

1.0 108,883 ‐ ‐ 2.5 168,069 ‐ ‐ ‐ ‐ ‐ ‐ 3.5 276,952

‐ 116,317 ‐ ‐ ‐ 118,828 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 235,145

‐ ‐ ‐ ‐ ‐ 25,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25,000

2.0 489,125 3.5 577,575 5.5 1,066,700

‐ 2,314,196 ‐ ‐ ‐ 44,807 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,359,003

2,314,196 44,807 2,359,003

2.0 2,803,321 3.5 622,382 5.5 3,425,703

1.0 262,890 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 262,890

1.0 108,883 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 108,883

0.0 115,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 115,000

2.0 486,773 2.0 486,773

0.0 835,352 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 835,352

0.0 835,352 0.0 835,352

2.0 1,322,125 2.0 1,322,125

A-8


Exec Level: R1250 VP: IT-VP/CIO, Mbu Level: R0240 MBU: IT-ISDS

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Subtotal

OTPS

SubtotalMBU Totals



Subtotal

OTPS

SubtotalMBU Totals

6.0 876,482 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6.0 876,482

58.6 6,024,469 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 58.6 6,024,469

64.6 6,900,951 64.6 6,900,951

‐ 6,898,003 ‐ ‐ ‐ 20,841 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6,918,844

6,898,003 20,841 6,918,844

64.6 13,798,954 20,841 64.6 13,819,795

6.0 838,823 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6.0 838,823

55.1 5,971,770 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 55.1 5,971,770

61.1 6,810,593 61.1 6,810,593

0.0 3,668,263 ‐ ‐ 0.0 20,758 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 3,689,021

0.0 3,668,263 0.0 20,758 0.0 3,689,021

61.1 10,478,856 0.0 20,758 61.1 10,499,614

A-9


Exec Level: R1250 VP: IT-VP/CIO, Mbu Level: R1253 MBU: IT-ITC

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Recoveries

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Recoveries

SubtotalMBU Totals

14.0 1,875,338 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 14.0 1,875,338

151.2 10,913,655 4.1 392,627 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 155.3 11,306,282

‐ 764,137 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 764,137

‐ 97,011 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 97,011

165.2 13,650,141 4.1 392,627 169.3 14,042,768

‐ 4,329,288 ‐ 1,455,000 ‐ 112,251 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,896,539

‐ ‐732,963 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐732,963

3,596,325 1,455,000 112,251 5,163,576

165.2 17,246,466 4.1 1,847,627 112,251 169.3 19,206,344

14.0 1,930,908 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 14.0 1,930,908

151.2 11,090,879 4.1 387,568 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 155.3 11,478,447

0.0 401,918 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 401,918

165.2 13,423,705 4.1 387,568 169.3 13,811,273

0.0 2,695,711 ‐ 1,550,000 0.0 5,380 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 4,251,091

0.0 ‐796,463 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐796,463

0.0 1,899,248 1,550,000 0.0 5,380 0.0 3,454,628

165.2 15,322,953 4.1 1,937,568 0.0 5,380 169.3 17,265,901

A-10


Exec Level: R1250 VP: IT-VP/CIO, Mbu Level: R1305 MBU: IT-Comm Svcs

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary


2011‐R Staff Salaries and benefits

Wages and benefits

Subtotal

OTPS

Transfers

SubtotalMBU Totals

2012‐O Staff Salaries and benefits

Wages and benefits

Subtotal

OTPS

Transfers

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 46.5 2,669,657 46.5 2,669,657

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 63,840 ‐ 63,840

46.5 2,733,497 46.5 2,733,497

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10,885,454 ‐ 10,885,454

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,675,983 ‐ 1,675,983

12,561,437 12,561,437

46.5 15,294,934 46.5 15,294,934

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 46.5 2,525,925 46.5 2,525,925

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 86,505 0.0 86,505

46.5 2,612,430 46.5 2,612,430

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 10,922,581 0.0 10,922,581

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,530,148 ‐ 1,530,148

0.0 12,452,729 0.0 12,452,729

46.5 15,065,159 46.5 15,065,159

A-11


Exec Level: R0061 VP: DE-VP/Diversity and Equity, Mbu Level: R0063 MBU: DE-VP/Diversity and Equity

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals

‐ ‐ 0.1 11,000 2.0 457,918 ‐ ‐ ‐ ‐ ‐ ‐ 2.1 468,918

‐ ‐ 2.0 105,312 2.0 144,424 ‐ ‐ ‐ ‐ ‐ ‐ 4.0 249,736

‐ ‐ ‐ 75,000 ‐ 9,070 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 84,070

‐ ‐ ‐ 400 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 400

2.1 191,712 4.0 611,412 6.1 803,124

‐ ‐ ‐ 873,100 ‐ 133,327 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,006,427

‐ ‐ ‐ 64,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 64,000

937,100 133,327 1,070,427

2.1 1,128,812 4.0 744,739 6.1 1,873,551

‐ ‐ 0.2 11,477 2.0 453,009 ‐ ‐ ‐ ‐ ‐ ‐ 2.2 464,486

‐ ‐ 2.0 108,434 2.0 133,568 ‐ ‐ ‐ ‐ ‐ ‐ 4.0 242,002

‐ ‐ ‐ ‐ 0.0 9,500 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 9,500

2.2 119,911 4.0 596,077 6.2 715,988

‐ ‐ ‐ 755,050 0.0 117,481 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 872,531

‐ ‐ ‐ 124,600 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 124,600

879,650 0.0 117,481 0.0 997,131

2.2 999,561 4.0 713,558 6.2 1,713,119

A-12


Exec Level: R1350 VP: RS-VP for Research, Mbu Level: R1354 MBU: RS-VP for Research

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

SubtotalMBU Totals

4.1 1,181,996 11.3 1,288,268 1.0 121,559 1.2 217,706 0.9 295,886 ‐ ‐ 18.5 3,105,415

4.5 724,417 27.4 2,281,125 0.5 27,085 0.5 36,754 60.5 2,261,910 ‐ ‐ 93.4 5,331,291

‐ 80,519 ‐ 209,580 ‐ 11,391 ‐ 545,865 ‐ 85,000 ‐ ‐ ‐ 932,354

‐ ‐ 1.7 79,130 ‐ ‐ 0.3 16,984 ‐ ‐ ‐ ‐ 2.0 96,114

8.6 1,986,932 40.4 3,858,103 1.5 160,035 2.0 817,309 61.4 2,642,796 113.9 9,465,174

‐ 1,513,986 ‐ 2,112,197 ‐ 518,788 ‐ 289,486 ‐ 4,011,203 ‐ ‐ ‐ 8,445,660

‐ 502,137 ‐ 100,621 ‐ 25,691 ‐ 186,971 ‐ ‐ ‐ ‐ ‐ 815,420

‐ ‐94,000 ‐ ‐2,900,000 ‐ ‐ ‐ ‐ ‐ ‐6,603,020 ‐ ‐ ‐ ‐9,597,020

1,922,123 ‐687,182 544,479 476,457 ‐2,591,817 ‐335,940

8.6 3,909,055 40.4 3,170,921 1.5 704,513 2.0 1,293,766 61.4 50,979 113.9 9,129,234

4.1 792,624 15.1 1,966,709 1.0 119,126 1.2 175,837 0.7 219,300 ‐ ‐ 22.1 3,273,596

2.5 192,088 28.6 2,443,555 0.5 28,202 0.4 34,161 62.5 2,393,236 ‐ ‐ 94.5 5,091,242

0.0 127,000 ‐ 233,386 0.0 15,342 ‐ 595,241 ‐ ‐ ‐ ‐ 0.0 970,969

‐ ‐ 2.0 95,953 ‐ ‐ 0.3 18,895 ‐ ‐ ‐ ‐ 2.3 114,848

6.6 1,111,712 45.7 4,739,603 1.5 162,670 1.9 824,134 63.2 2,612,536 118.9 9,450,655

0.0 274,356 ‐ 2,748,884 0.0 141,204 ‐ 394,481 0.0 4,130,038 ‐ ‐ 0.0 7,688,963

0.0 625,781 ‐ 160,140 0.0 7,500 ‐ 222,745 ‐ ‐ ‐ ‐ 0.0 1,016,166

0.0 ‐116,000 ‐ ‐3,045,000 ‐ ‐ ‐ ‐ 0.0 ‐6,691,574 ‐ ‐ 0.0 ‐9,852,574

0.0 784,137 ‐135,976 0.0 148,704 617,226 0.0 ‐2,561,536 0.0 ‐1,147,445

6.6 1,895,849 45.7 4,603,627 1.5 311,374 1.9 1,441,360 63.2 51,000 118.9 8,303,210

A-13


Exec Level: R1350 VP: RS-VP for Research, Mbu Level: R0055 MBU: RS-VA Quarterly Review

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Subtotal

OTPS

SubtotalMBU Totals



Subtotal

OTPS

SubtotalMBU Totals

1.0 175,121 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 175,121

2.0 103,027 ‐ ‐ 2.0 186,594 ‐ ‐ ‐ ‐ ‐ ‐ 4.0 289,621

3.0 278,148 2.0 186,594 5.0 464,742

‐ 4,657 ‐ ‐ ‐ 158,210 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 162,867

4,657 158,210 162,867

3.0 282,805 2.0 344,804 5.0 627,609

1.0 166,551 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 166,551

2.0 98,386 ‐ ‐ 2.0 181,765 ‐ ‐ ‐ ‐ ‐ ‐ 4.0 280,151

3.0 264,937 2.0 181,765 5.0 446,702

‐ ‐ ‐ ‐ 0.0 146,529 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 146,529

0.0 146,529 0.0 146,529

3.0 264,937 2.0 328,294 5.0 593,231

A-14


Exec Level: R1350 VP: RS-VP for Research, Mbu Level: R1360 MBU: RS-Envir Health/Safety

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Recoveries

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Recoveries

SubtotalMBU Totals

1.6 222,935 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.6 222,935

14.9 1,484,973 18.2 1,124,136 ‐ ‐ ‐ ‐ 2.0 121,047 ‐ ‐ 35.1 2,730,156

‐ 16,005 ‐ 47,800 ‐ ‐ ‐ ‐ ‐ 15,825 ‐ ‐ ‐ 79,630

16.5 1,723,913 18.2 1,171,936 2.0 136,872 36.7 3,032,721

‐ 95,990 ‐ 341,462 ‐ 55,000 ‐ ‐ ‐ 20,000 ‐ ‐ ‐ 512,452

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐156,872 ‐ ‐ ‐ ‐156,872

95,990 341,462 55,000 ‐136,872 355,580

16.5 1,819,903 18.2 1,513,398 55,000 2.0 0 36.7 3,388,301

2.5 353,505 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.5 353,505

15.4 1,040,569 18.2 1,163,531 ‐ ‐ ‐ ‐ 2.0 123,075 ‐ ‐ 35.6 2,327,175

0.0 15,825 ‐ 31,800 ‐ ‐ ‐ ‐ 0.0 7,420 ‐ ‐ 0.0 55,045

17.9 1,409,899 18.2 1,195,331 2.0 130,495 38.1 2,735,725

0.0 327,240 ‐ 341,462 0.0 55,000 ‐ ‐ 0.0 17,000 ‐ ‐ 0.0 740,702

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐147,495 ‐ ‐ 0.0 ‐147,495

0.0 327,240 341,462 0.0 55,000 0.0 ‐130,495 0.0 593,207

17.9 1,737,139 18.2 1,536,793 0.0 55,000 2.0 0 38.1 3,328,932

A-15


Exec Level: R1140 VP: SA-VP/Student Affairs, Mbu Level: R1143 MBU: SA-VP Office

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals

5.8 721,649 ‐ ‐ 3.9 370,378 1.5 163,679 ‐ ‐ ‐ ‐ 11.2 1,255,706

7.0 480,945 ‐ ‐ 2.0 144,916 1.0 65,327 3.0 178,944 ‐ ‐ 13.0 870,132

‐ 23,340 ‐ ‐ ‐ 54,632 ‐ 16,323 ‐ ‐ ‐ ‐ ‐ 94,295

‐ ‐ ‐ ‐ ‐ ‐ 0.3 18,000 ‐ ‐ ‐ ‐ 0.3 18,000

12.7 1,225,934 5.9 569,926 2.8 263,329 3.0 178,944 24.4 2,238,133

‐ 413,269 ‐ ‐ ‐ 552,350 ‐ 140,138 ‐ 831,996 ‐ 220,000 ‐ 2,157,753

‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,258 ‐ ‐ ‐ ‐ ‐ 3,258

413,269 552,350 143,396 831,996 220,000 2,161,011

12.7 1,639,203 5.9 1,122,276 2.8 406,725 3.0 1,010,940 220,000 24.4 4,399,144

4.7 666,750 ‐ ‐ 2.3 222,442 1.5 164,927 ‐ ‐ ‐ ‐ 8.5 1,054,119

7.9 460,436 ‐ ‐ 2.0 115,194 1.0 65,327 3.0 180,592 ‐ ‐ 13.9 821,549

0.0 23,340 ‐ ‐ 0.0 14,632 ‐ 16,323 ‐ ‐ ‐ ‐ 0.0 54,295

‐ ‐ ‐ ‐ ‐ ‐ 0.3 18,000 ‐ ‐ ‐ ‐ 0.3 18,000

12.6 1,150,526 4.3 352,268 2.8 264,577 3.0 180,592 22.6 1,947,963

0.0 320,729 ‐ ‐ 0.0 258,001 ‐ 140,138 0.0 830,148 0.0 217,800 0.0 1,766,816

‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,258 ‐ ‐ ‐ ‐ ‐ 3,258

0.0 320,729 0.0 258,001 143,396 0.0 830,148 0.0 217,800 0.0 1,770,074

12.6 1,471,255 4.3 610,269 2.8 407,973 3.0 1,010,740 0.0 217,800 22.6 3,718,037

A-16


Exec Level: R1140 VP: SA-VP/Student Affairs, Mbu Level: R1150 MBU: SA-African American Affairs

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals

3.9 380,442 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.9 380,442

2.0 87,909 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.0 87,909

‐ 8,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8,000

5.9 476,351 5.9 476,351

‐ 88,792 ‐ ‐ ‐ 18,036 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 106,828

88,792 18,036 106,828

5.9 565,143 18,036 5.9 583,179

3.9 369,117 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.9 369,117

2.0 83,100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.0 83,100

0.0 6,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 6,000

5.9 458,217 5.9 458,217

0.0 67,988 ‐ ‐ 0.0 17,510 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 85,498

0.0 67,988 0.0 17,510 0.0 85,498

5.9 526,205 0.0 17,510 5.9 543,715

A-17


Exec Level: R1140 VP: SA-VP/Student Affairs, Mbu Level: R1155 MBU: SA-Dean of Students

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals

4.8 483,081 ‐ ‐ 4.3 357,979 ‐ ‐ ‐ ‐ 7.5 513,062 16.6 1,354,122

9.5 460,093 ‐ ‐ 5.5 147,734 ‐ ‐ 1.0 64,295 14.8 757,026 30.8 1,429,147

‐ 189,000 ‐ ‐ ‐ 56,544 ‐ ‐ ‐ ‐ ‐ 350,930 ‐ 596,474

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.5 ‐ 0.5 ‐

14.3 1,132,174 9.8 562,256 1.0 64,295 22.8 1,621,018 47.8 3,379,743

‐ 923,516 ‐ ‐ ‐ 1,193,948 ‐ ‐ ‐ 112,841 ‐ 2,152,447 ‐ 4,382,752

‐ ‐ ‐ ‐ ‐ 57,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 57,500

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐40,000 ‐ ‐40,000

‐ 20,156 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,862,195 ‐ 2,882,351

943,672 1,251,448 112,841 4,974,642 7,282,603

14.3 2,075,846 9.8 1,813,704 1.0 177,136 22.8 6,595,660 47.8 10,662,346

5.8 577,197 ‐ ‐ 4.8 376,902 ‐ ‐ ‐ ‐ 4.0 318,172 14.6 1,272,270

8.5 451,732 ‐ ‐ 5.5 267,131 ‐ ‐ 1.0 46,655 17.5 1,021,446 32.5 1,786,964

0.0 177,349 ‐ ‐ 0.0 22,000 ‐ ‐ ‐ ‐ 0.0 384,215 0.0 583,564

14.3 1,206,277 10.3 666,033 1.0 46,655 21.5 1,723,833 47.1 3,642,798

0.0 781,569 ‐ ‐ 0.0 1,094,657 ‐ ‐ 0.0 116,445 0.0 2,111,224 0.0 4,103,895

‐ ‐ ‐ ‐ 0.0 57,500 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 57,500

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐99,625 0.0 ‐99,625

‐ 13,437 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,836,400 ‐ 2,849,837

0.0 795,006 0.0 1,152,157 0.0 116,445 0.0 4,847,999 0.0 6,911,607

14.3 2,001,283 10.3 1,818,190 1.0 163,100 21.5 6,571,832 47.1 10,554,405

A-18


Exec Level: R1140 VP: SA-VP/Student Affairs, Mbu Level: R1195 MBU: SA-SH-Student Health

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Recoveries

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Recoveries

Transfers

SubtotalMBU Totals

‐ ‐ 0.6 51,720 ‐ ‐ 3.7 305,212 ‐ ‐ 30.3 3,464,073 34.6 3,821,005

‐ ‐ 0.1 15,418 ‐ ‐ 1.0 18,690 ‐ ‐ 48.0 2,740,614 49.1 2,774,722

‐ ‐ ‐ 11,542 ‐ ‐ ‐ 22,110 ‐ ‐ ‐ 788,050 ‐ 821,702

0.7 78,680 4.7 346,012 78.2 6,992,737 83.6 7,417,429

‐ 15,000 ‐ 56,000 ‐ 10,000 ‐ 302,500 ‐ 229,914 ‐ 2,621,300 ‐ 3,234,714

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐238,095 ‐ ‐238,095

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 131,723 ‐ 131,723

15,000 56,000 10,000 302,500 229,914 2,514,928 3,128,342

15,000 0.7 134,680 10,000 4.7 648,512 229,914 78.2 9,507,665 83.6 10,545,771

‐ ‐ 0.6 55,000 ‐ ‐ 3.7 285,000 ‐ ‐ 31.1 3,504,917 35.4 3,844,917

‐ ‐ 0.1 16,000 ‐ ‐ 1.0 32,000 ‐ ‐ 45.5 2,626,801 46.6 2,674,801

‐ ‐ ‐ 35,000 ‐ ‐ ‐ 25,000 ‐ ‐ 0.0 809,473 0.0 869,473

0.7 106,000 4.7 342,000 76.6 6,941,191 82.0 7,389,191

0.0 10,000 ‐ 61,000 ‐ 10,000 ‐ 312,500 0.0 11,200 0.0 1,978,684 0.0 2,383,384

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐215,410 0.0 ‐215,410

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 125,000 ‐ 125,000

0.0 10,000 61,000 10,000 312,500 0.0 11,200 0.0 1,888,274 0.0 2,292,974

0.0 10,000 0.7 167,000 10,000 4.7 654,500 0.0 11,200 76.6 8,829,465 82.0 9,682,165

A-19


Exec Level: R1140 VP: SA-VP/Student Affairs, Mbu Level: R1240 MBU: SA-Career Services

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals

6.0 482,859 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6.0 482,859

7.6 498,436 ‐ ‐ ‐ ‐ 0.3 23,532 3.0 95,217 ‐ ‐ 10.8 617,185

‐ 31,107 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 31,107

13.6 1,012,402 0.3 23,532 3.0 95,217 16.8 1,131,151

‐ 145,463 ‐ ‐ ‐ ‐ ‐ 37,837 ‐ 125,503 ‐ ‐ ‐ 308,803

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

145,463 37,837 125,503 308,803

13.6 1,157,865 0.3 61,369 3.0 220,720 16.8 1,439,954

6.0 473,202 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6.0 473,202

7.6 507,386 ‐ ‐ ‐ ‐ ‐ ‐ 2.0 92,115 ‐ ‐ 9.6 599,501

0.0 674 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 674

13.6 981,262 2.0 92,115 15.6 1,073,377

0.0 79,433 ‐ ‐ ‐ ‐ ‐ 23,595 0.0 67,406 ‐ ‐ 0.0 170,434

0.0 79,433 23,595 0.0 67,406 0.0 170,434

13.6 1,060,695 23,595 2.0 159,521 15.6 1,243,811

A-20


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1385 MBU: PV-Ofc of Exec VP & Provost

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Transfers

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Transfers

SubtotalMBU Totals

33.2 7,869,003 0.6 38,831 4.8 1,713,100 2.8 390,569 ‐ ‐ ‐ ‐ 41.4 10,011,503

17.6 1,079,783 ‐ 74,865 3.9 283,807 ‐ ‐ ‐ ‐ ‐ ‐ 21.5 1,438,455

‐ 437,068 ‐ 117,179 ‐ 180,346 ‐ 140,000 ‐ ‐ ‐ ‐ ‐ 874,593

‐ ‐ ‐ ‐ ‐ 2,000 0.1 8,000 ‐ ‐ ‐ ‐ 0.1 10,000

50.8 9,385,854 0.6 230,875 8.7 2,179,253 2.9 538,569 63.0 12,334,551

‐ 4,015,030 ‐ 5,726,856 ‐ 3,231,507 ‐ 349,927 ‐ ‐ ‐ ‐ ‐ 13,323,320

‐ 32,766 ‐ 100,000 ‐ 535,391 ‐ 345,000 ‐ ‐ ‐ ‐ ‐ 1,013,157

‐ 720 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 720

4,048,516 5,826,856 3,766,898 694,927 14,337,197

50.8 13,434,370 0.6 6,057,731 8.7 5,946,151 2.9 1,233,496 63.0 26,671,748

32.7 4,465,018 ‐ 15,000 2.0 332,807 2.8 365,731 ‐ ‐ ‐ ‐ 37.5 5,178,556

17.4 1,069,170 0.6 95,000 0.1 16,000 ‐ ‐ ‐ ‐ ‐ ‐ 18.1 1,180,170

0.0 495,148 ‐ 105,000 0.0 32,010 ‐ 125,000 ‐ ‐ ‐ ‐ 0.0 757,158

‐ ‐ ‐ ‐ ‐ ‐ 0.1 8,000 ‐ ‐ ‐ ‐ 0.1 8,000

50.1 6,029,336 0.6 215,000 2.1 380,817 2.9 498,731 55.7 7,123,884

0.0 1,185,858 ‐ 6,225,356 0.0 566,695 ‐ 210,000 ‐ ‐ ‐ ‐ 0.0 8,187,909

0.0 46,021 ‐ 90,000 ‐ ‐ 0.0 325,000 ‐ ‐ ‐ ‐ 0.0 461,021

‐ 480 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 480

0.0 1,232,359 6,315,356 0.0 566,695 0.0 535,000 0.0 8,649,410

50.1 7,261,695 0.6 6,530,356 2.1 947,512 2.9 1,033,731 55.7 15,773,294

A-21


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1370 MBU: PV-Ctr for Liberal Arts

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals

1.0 80,651 0.4 60,010 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.4 140,661

1.0 54,742 0.1 3,400 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.1 58,142

‐ 19,173 ‐ 24,265 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 43,438

2.0 154,566 0.4 87,675 2.4 242,241

‐ 32,736 ‐ 341,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 373,736

‐ ‐ ‐ 9,120 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 9,120

32,736 350,120 382,856

2.0 187,302 0.4 437,795 2.4 625,097

1.0 81,863 0.5 69,003 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.5 150,866

1.0 52,600 ‐ 3,400 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 56,000

0.0 18,560 ‐ 23,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 41,560

2.0 153,023 0.5 95,403 2.5 248,426

0.0 11,030 ‐ 353,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 364,530

‐ ‐ ‐ 14,024 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 14,024

0.0 11,030 367,524 0.0 378,554

2.0 164,053 0.5 462,927 2.5 626,980

A-22


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1375 MBU: PV-Ctr Politics

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals

2.0 237,278 1.0 81,915 0.8 255,447 0.5 50,846 ‐ ‐ ‐ ‐ 4.3 625,486

7.0 403,059 ‐ ‐ 0.3 35,983 ‐ ‐ ‐ ‐ ‐ ‐ 7.3 439,042

‐ 500 ‐ 4,706 ‐ ‐ ‐ 4,800 ‐ ‐ ‐ ‐ ‐ 10,006

9.0 640,836 1.0 86,621 1.1 291,430 0.5 55,646 11.6 1,074,533

‐ 609,083 ‐ 63,516 ‐ 473,730 ‐ 260,000 ‐ ‐ ‐ ‐ ‐ 1,406,329

609,083 63,516 473,730 260,000 1,406,329

9.0 1,249,919 1.0 150,137 1.1 765,160 0.5 315,646 11.6 2,480,862

2.0 236,347 1.0 83,206 0.8 309,562 ‐ ‐ ‐ ‐ ‐ ‐ 3.8 629,115

9.0 509,679 ‐ ‐ 1.0 109,651 ‐ ‐ ‐ ‐ ‐ ‐ 10.0 619,330

0.0 500 ‐ 1,018 ‐ ‐ ‐ 9,600 ‐ ‐ ‐ ‐ 0.0 11,118

11.0 746,526 1.0 84,224 1.8 419,213 9,600 13.8 1,259,563

0.0 103,474 ‐ 69,432 0.0 118,500 ‐ 37,501 ‐ ‐ ‐ ‐ 0.0 328,907

0.0 103,474 69,432 0.0 118,500 37,501 0.0 328,907

11.0 850,000 1.0 153,656 1.8 537,713 47,101 13.8 1,588,470

A-23


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1390 MBU: PV-Admissions-Undergrad

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals

12.0 976,522 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 12.0 976,522

21.6 1,038,693 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 21.6 1,038,693

‐ 81,029 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 81,029

33.6 2,096,244 33.6 2,096,244

‐ 886,264 ‐ ‐ ‐ 80,000 ‐ 11,479 ‐ ‐ ‐ ‐ ‐ 977,743

886,264 80,000 11,479 977,743

33.6 2,982,508 80,000 11,479 33.6 3,073,987

12.0 972,693 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 12.0 972,693

22.3 974,335 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 22.3 974,335

0.0 98,904 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 98,904

34.3 2,045,932 34.3 2,045,932

0.0 625,294 ‐ ‐ 0.0 80,000 ‐ 1,500 ‐ ‐ ‐ ‐ 0.0 706,794

0.0 625,294 0.0 80,000 1,500 0.0 706,794

34.3 2,671,226 0.0 80,000 1,500 34.3 2,752,726

A-24


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1395 MBU: PV-VA Fnd/Humanities

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals

8.0 668,000 5.5 551,604 ‐ ‐ 0.3 28,328 ‐ ‐ ‐ ‐ 13.8 1,247,932

9.0 513,399 5.0 254,324 ‐ ‐ 0.9 61,470 ‐ ‐ ‐ ‐ 14.9 829,193

‐ 585 ‐ 113,164 ‐ ‐ ‐ 20,708 ‐ ‐ ‐ ‐ ‐ 134,457

17.0 1,181,984 10.5 919,092 1.2 110,506 28.7 2,211,582

‐ 344,161 ‐ 506,774 ‐ 10,000 ‐ 47,788 ‐ ‐ ‐ ‐ ‐ 908,723

‐ ‐ ‐ 3,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,000

344,161 509,774 10,000 47,788 911,723

17.0 1,526,145 10.5 1,428,866 10,000 1.2 158,294 28.7 3,123,305

7.0 595,390 4.8 479,428 ‐ ‐ 0.3 34,299 ‐ ‐ ‐ ‐ 12.0 1,109,117

8.0 516,313 4.4 241,161 ‐ ‐ 0.9 64,558 ‐ ‐ ‐ ‐ 13.3 822,032

0.0 585 ‐ 94,950 ‐ ‐ ‐ 19,500 ‐ ‐ ‐ ‐ 0.0 115,035

15.0 1,112,288 9.2 815,539 1.2 118,357 25.3 2,046,184

0.0 350,563 ‐ 455,000 0.0 5,000 ‐ 40,355 ‐ ‐ ‐ ‐ 0.0 850,918

0.0 350,563 455,000 0.0 5,000 40,355 0.0 850,918

15.0 1,462,851 9.2 1,270,539 0.0 5,000 1.2 158,712 25.3 2,897,102

A-25


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1400 MBU: PV-Ctr for Public Svc

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

SubtotalMBU Totals

18.5 838,531 4.8 338,850 ‐ ‐ 2.0 234,816 9.0 676,753 ‐ ‐ 34.3 2,088,950

10.5 676,626 1.0 54,313 ‐ ‐ 2.0 108,837 6.3 321,298 ‐ ‐ 19.8 1,161,074

‐ 1,681 ‐ 40,000 ‐ ‐ ‐ 26,675 ‐ 15,000 ‐ ‐ ‐ 83,356

‐ ‐ ‐ 29,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 29,000

29.0 1,516,838 5.8 462,163 4.0 370,328 15.3 1,013,051 54.0 3,362,380

‐ 461,992 ‐ 543,100 ‐ ‐ ‐ 302,500 ‐ 730,849 ‐ ‐ ‐ 2,038,441

‐ ‐ ‐ 21,000 ‐ ‐ ‐ 24,890 ‐ ‐ ‐ ‐ ‐ 45,890

‐ ‐ ‐ ‐11,395 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐11,395

461,992 552,705 327,390 730,849 2,072,936

29.0 1,978,830 5.8 1,014,868 4.0 697,718 15.3 1,743,900 54.0 5,435,316

17.5 1,412,151 4.8 379,650 ‐ ‐ 2.0 210,376 5.5 572,146 ‐ ‐ 29.8 2,574,323

11.8 641,038 1.0 51,400 ‐ ‐ 2.0 108,837 5.8 288,474 ‐ ‐ 20.5 1,089,749

0.0 82,403 ‐ 40,000 ‐ ‐ ‐ 26,675 0.0 158,250 ‐ ‐ 0.0 307,328

0.0 8,000 ‐ 30,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 38,000

29.3 2,143,592 5.8 501,050 4.0 345,888 11.3 1,018,870 50.3 4,009,400

0.0 250,445 ‐ 597,800 ‐ ‐ ‐ 302,500 0.0 553,130 ‐ ‐ 0.0 1,703,875

‐ ‐ ‐ 21,000 ‐ ‐ ‐ 5,000 ‐ ‐ ‐ ‐ ‐ 26,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐2,000 ‐ ‐ 0.0 ‐2,000

0.0 250,445 618,800 307,500 0.0 551,130 0.0 1,727,875

29.3 2,394,037 5.8 1,119,850 4.0 653,388 11.3 1,570,000 50.3 5,737,275

A-26


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1405 MBU: PV-Ctr for Adv Studies

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

SubtotalMBU Totals

‐ ‐ ‐ ‐ 0.7 208,501 ‐ ‐ ‐ ‐ ‐ ‐ 0.7 208,501

‐ ‐ ‐ ‐ 1.7 81,099 ‐ ‐ ‐ ‐ ‐ ‐ 1.7 81,099

‐ ‐ ‐ ‐ ‐ 25,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25,000

‐ ‐ ‐ ‐ 0.1 5,000 ‐ ‐ ‐ ‐ ‐ ‐ 0.1 5,000

2.5 319,600 2.5 319,600

‐ ‐ ‐ ‐ ‐ 297,451 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 297,451

‐ ‐ ‐ ‐ ‐ 3,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,500

300,951 300,951

2.5 620,551 2.5 620,551

‐ ‐ ‐ ‐ 0.7 174,266 ‐ ‐ ‐ ‐ ‐ ‐ 0.7 174,266

‐ ‐ ‐ ‐ 1.7 85,000 ‐ ‐ ‐ ‐ ‐ ‐ 1.7 85,000

‐ ‐ ‐ ‐ ‐ 25,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25,000

‐ ‐ ‐ ‐ 0.1 5,000 ‐ ‐ ‐ ‐ ‐ ‐ 0.1 5,000

2.5 289,266 2.5 289,266

‐ ‐ ‐ ‐ ‐ 216,117 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 216,117

216,117 216,117

2.5 505,383 2.5 505,383

A-27


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1410 MBU: PV-Assoc Prov-Acad Support

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals

14.3 1,467,196 3.1 175,549 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 17.3 1,642,745

31.1 1,821,124 1.5 86,614 ‐ ‐ ‐ 58,339 ‐ ‐ ‐ ‐ 32.6 1,966,077

‐ 1,607,208 ‐ 93,255 ‐ ‐ ‐ 24,365 ‐ ‐ ‐ ‐ ‐ 1,724,828

9.5 593,377 ‐ 3,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 9.5 596,377

54.8 5,488,905 4.6 358,418 82,704 59.4 5,930,027

‐ 1,117,803 ‐ 121,299 ‐ 34,808 ‐ 38,960 ‐ 130 ‐ ‐ ‐ 1,313,000

‐ ‐ ‐ 16,800 ‐ ‐ ‐ 3,250 ‐ ‐ ‐ ‐ ‐ 20,050

1,117,803 138,099 34,808 42,210 130 1,333,050

54.8 6,606,708 4.6 496,517 34,808 124,914 130 59.4 7,263,077

11.3 1,053,435 3.0 170,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 14.3 1,223,435

34.5 2,142,566 1.0 50,000 ‐ ‐ 1.7 91,405 ‐ ‐ ‐ ‐ 37.2 2,283,971

0.0 2,087,508 ‐ 44,610 ‐ ‐ ‐ 49,500 ‐ ‐ ‐ ‐ 0.0 2,181,618

9.5 591,771 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 9.5 591,771

55.2 5,875,280 4.0 264,610 1.7 140,905 60.9 6,280,795

0.0 1,110,627 ‐ 105,000 ‐ ‐ ‐ 29,320 ‐ ‐ ‐ ‐ 0.0 1,244,947

‐ ‐ ‐ 17,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 17,500

0.0 1,110,627 122,500 29,320 0.0 1,262,447

55.2 6,985,907 4.0 387,110 1.7 170,225 60.9 7,543,242

A-28


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1423 MBU: PV-Vice Prov for the Arts

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Financial Aid

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Financial Aid

Transfers

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ ‐ 1.0 121,117 ‐ ‐ ‐ ‐ 1.0 121,117

‐ ‐ ‐ ‐ ‐ ‐ 1.8 85,631 ‐ ‐ ‐ ‐ 1.8 85,631

‐ ‐ ‐ ‐ ‐ ‐ ‐ 74,561 ‐ ‐ ‐ ‐ ‐ 74,561

2.8 281,309 2.8 281,309

‐ 6,200 ‐ ‐ ‐ 59,112 ‐ 524,695 ‐ 25,000 ‐ ‐ ‐ 615,007

‐ ‐ ‐ ‐ ‐ ‐ ‐ 9,000 ‐ ‐ ‐ ‐ ‐ 9,000

‐ 135 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 135

6,335 59,112 533,695 25,000 624,142

6,335 59,112 2.8 815,004 25,000 2.8 905,451

‐ ‐ ‐ ‐ ‐ ‐ 1.0 121,117 ‐ ‐ ‐ ‐ 1.0 121,117

‐ ‐ ‐ ‐ ‐ ‐ 1.8 91,101 ‐ ‐ ‐ ‐ 1.8 91,101

‐ ‐ ‐ ‐ ‐ ‐ ‐ 68,000 ‐ ‐ ‐ ‐ ‐ 68,000

2.8 280,218 2.8 280,218

0.0 1,000 ‐ ‐ ‐ ‐ ‐ 486,942 ‐ ‐ ‐ ‐ 0.0 487,942

‐ ‐ ‐ ‐ ‐ ‐ ‐ 9,000 ‐ ‐ ‐ ‐ ‐ 9,000

‐ 90 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 90

0.0 1,090 495,942 0.0 497,032

0.0 1,090 2.8 776,160 2.8 777,250

A-29


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1465 MBU: PV-Vice Prov-International

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals

5.5 262,650 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5.5 262,650

12.5 652,705 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 12.5 652,705

‐ 641,302 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 43,000 ‐ ‐ ‐ 684,302

18.0 1,556,657 43,000 18.0 1,599,657

‐ 4,906,584 ‐ ‐ ‐ 2,609 ‐ 30,000 ‐ 95,000 ‐ ‐ ‐ 5,034,193

‐ ‐ ‐ ‐ ‐ ‐ ‐ 41,608 ‐ 15,000 ‐ ‐ ‐ 56,608

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐13,000 ‐ ‐ ‐ ‐13,000

‐ 228,564 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 228,564

5,135,148 2,609 71,608 97,000 5,306,365

18.0 6,691,805 2,609 71,608 140,000 18.0 6,906,022

3.5 260,580 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.5 260,580

12.0 631,983 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 12.0 631,983

0.0 705,710 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 24,000 ‐ ‐ 0.0 729,710

15.5 1,598,273 0.0 24,000 15.5 1,622,273

0.0 4,597,844 ‐ ‐ ‐ ‐ ‐ 30,000 0.0 63,000 ‐ ‐ 0.0 4,690,844

‐ ‐ ‐ ‐ ‐ ‐ ‐ 42,500 0.0 10,000 ‐ ‐ 0.0 52,500

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐11,000 ‐ ‐ 0.0 ‐11,000

‐ 210,557 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 210,557

0.0 4,808,401 72,500 0.0 62,000 0.0 4,942,901

15.5 6,406,674 72,500 0.0 86,000 15.5 6,565,174

A-30


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1485 MBU: PV-Vice Prov-Acad Prog

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Transfers

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Transfers

SubtotalMBU Totals

13.2 1,402,351 1.5 156,383 0.9 70,847 1.1 121,204 ‐ ‐ 9.9 929,163 26.5 2,679,948

12.1 887,562 3.9 131,361 ‐ ‐ 1.3 69,697 ‐ ‐ 13.8 827,513 31.1 1,916,133

‐ 264,824 ‐ 334,776 ‐ 7,500 ‐ 198,700 ‐ ‐ ‐ ‐ ‐ 805,800

‐ 20,402 ‐ ‐ ‐ ‐ ‐ 5,000 ‐ ‐ ‐ ‐ ‐ 25,402

25.3 2,575,139 5.4 622,520 0.9 78,347 2.4 394,601 23.7 1,756,676 57.6 5,427,283

0.0 486,793 ‐ 982,758 ‐ 276,299 ‐ 216,116 ‐ 60,000 ‐ 1,083,650 0.0 3,105,616

‐ ‐ ‐ 10,000 ‐ ‐ ‐ 158,000 ‐ ‐ ‐ ‐ ‐ 168,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐795,041 ‐ ‐795,041

0.0 486,793 992,758 276,299 374,116 60,000 288,609 0.0 2,478,575

25.3 3,061,932 5.4 1,615,278 0.9 354,646 2.4 768,717 60,000 23.7 2,045,285 57.6 7,905,858

14.0 1,299,653 1.4 157,408 1.0 68,675 1.0 125,509 ‐ ‐ 8.7 736,910 26.1 2,388,156

11.6 825,183 3.5 223,056 ‐ ‐ 0.9 48,581 ‐ ‐ 12.5 724,758 28.5 1,821,578

0.0 255,320 ‐ 291,584 0.0 7,500 ‐ 252,383 ‐ ‐ ‐ ‐ 0.0 806,787

0.0 43,850 ‐ ‐ ‐ ‐ ‐ 5,000 ‐ ‐ ‐ ‐ 0.0 48,850

25.6 2,424,006 4.9 672,048 1.0 76,175 2.0 431,473 21.2 1,461,668 54.6 5,065,371

0.0 354,302 ‐ 506,102 0.0 61,441 ‐ 280,951 ‐ ‐ 0.0 1,384,907 0.0 2,587,702

‐ ‐ ‐ 10,000 ‐ ‐ ‐ 145,000 ‐ ‐ ‐ ‐ ‐ 155,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐461,232 ‐ ‐461,232

0.0 354,302 516,102 0.0 61,441 425,951 0.0 923,675 0.0 2,281,470

25.6 2,778,308 4.9 1,188,150 1.0 137,616 2.0 857,424 21.2 2,385,343 54.6 7,346,841

A-31


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1505 MBU: PV-VP for Administration

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary


2011‐R OTPS

SubtotalMBU Totals

2012‐O OTPS

SubtotalMBU Totals

‐ 73,741 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 73,741

73,741 73,741

73,741 73,741

0.0 56,217 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 56,217

0.0 56,217 0.0 56,217

0.0 56,217 0.0 56,217

A-32


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1530 MBU: LB-Library-UVa

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals

67.0 5,655,000 3.4 243,750 0.8 75,929 ‐ ‐ ‐ ‐ ‐ ‐ 71.2 5,974,679

181.5 8,790,489 3.3 216,307 ‐ ‐ 3.0 193,500 1.0 63,500 ‐ ‐ 188.8 9,263,796

0.0 45,615 ‐ 90,500 ‐ ‐ ‐ 85,000 ‐ ‐ ‐ ‐ 0.0 221,115

248.5 14,491,104 6.7 550,557 0.8 75,929 3.0 278,500 1.0 63,500 260.0 15,459,590

‐ 6,722,589 ‐ 1,245,900 ‐ 1,945,451 ‐ 2,421,000 ‐ 164,000 ‐ ‐ ‐ 12,498,940

‐ ‐ ‐ ‐ ‐ ‐ ‐ 30,000 ‐ ‐ ‐ ‐ ‐ 30,000

6,722,589 1,245,900 1,945,451 2,451,000 164,000 12,528,940

248.5 21,213,693 6.7 1,796,457 0.8 2,021,380 3.0 2,729,500 1.0 227,500 260.0 27,988,530

67.0 5,338,836 4.4 302,500 0.8 74,240 ‐ ‐ ‐ ‐ ‐ ‐ 72.2 5,715,576

181.5 8,337,450 3.3 252,450 ‐ ‐ 3.0 193,500 ‐ ‐ ‐ ‐ 187.8 8,783,400

0.0 20,615 ‐ 70,000 ‐ ‐ ‐ 85,000 ‐ ‐ ‐ ‐ 0.0 175,615

248.5 13,696,901 7.7 624,950 0.8 74,240 3.0 278,500 260.0 14,674,591

0.0 6,668,005 ‐ 1,420,000 0.0 1,501,000 ‐ 2,386,000 0.0 239,500 ‐ ‐ 0.0 12,214,505

‐ ‐ ‐ ‐ ‐ ‐ ‐ 30,000 ‐ ‐ ‐ ‐ ‐ 30,000

0.0 6,668,005 1,420,000 0.0 1,501,000 2,416,000 0.0 239,500 0.0 12,244,505

248.5 20,364,906 7.7 2,044,950 0.8 1,575,240 3.0 2,694,500 0.0 239,500 260.0 26,919,096

A-33


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1565 MBU: AR-Architecture School

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals

60.2 5,190,830 1.0 110,080 1.5 120,486 4.4 588,731 ‐ ‐ ‐ ‐ 67.1 6,010,127

15.9 953,022 ‐ ‐ ‐ ‐ 1.0 56,721 ‐ ‐ ‐ ‐ 16.9 1,009,743

‐ 217,921 ‐ 74,100 ‐ ‐ ‐ 133,540 ‐ ‐ ‐ ‐ ‐ 425,561

0.6 30,000 0.1 1,501 ‐ ‐ 0.1 3,501 ‐ ‐ ‐ ‐ 0.8 35,002

76.7 6,391,773 1.1 185,681 1.5 120,486 5.6 782,493 84.8 7,480,433

‐ 1,048,642 ‐ 99,759 ‐ 79,934 ‐ 238,726 ‐ 365,735 ‐ ‐ ‐ 1,832,796

‐ 668,836 ‐ ‐ ‐ ‐ ‐ 522,413 ‐ ‐ ‐ ‐ ‐ 1,191,249

1,717,478 99,759 79,934 761,139 365,735 3,024,045

76.7 8,109,251 1.1 285,440 1.5 200,420 5.6 1,543,632 365,735 84.8 10,504,478

46.2 5,065,811 1.2 124,301 1.5 120,995 4.4 562,000 ‐ ‐ ‐ ‐ 53.3 5,873,107

14.7 926,715 ‐ ‐ ‐ ‐ 1.0 56,721 ‐ ‐ ‐ ‐ 15.7 983,436

0.0 2,120 ‐ 34,701 ‐ ‐ ‐ 121,960 ‐ ‐ ‐ ‐ 0.0 158,781

0.6 30,000 0.1 1,501 ‐ ‐ 0.1 3,501 ‐ ‐ ‐ ‐ 0.8 35,002

61.5 6,024,646 1.2 160,503 1.5 120,995 5.6 744,182 69.9 7,050,326

0.0 742,334 ‐ 84,886 0.0 47,471 0.0 206,000 0.0 303,000 ‐ ‐ 0.0 1,383,691

0.0 672,344 ‐ ‐ ‐ ‐ 0.0 508,450 ‐ ‐ ‐ ‐ 0.0 1,180,794

0.0 1,414,678 84,886 0.0 47,471 0.0 714,450 0.0 303,000 0.0 2,564,485

61.5 7,439,324 1.2 245,389 1.5 168,466 5.6 1,458,632 0.0 303,000 69.9 9,614,811

A-34


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1620 MBU: LW-Law School

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals

122.9 24,235,167 3.0 515,533 ‐ ‐ 13.5 2,444,871 ‐ ‐ ‐ ‐ 139.4 27,195,571

56.0 2,975,924 1.0 26,416 ‐ ‐ 7.0 273,863 3.4 154,917 ‐ ‐ 67.4 3,431,120

‐ 2,627,185 ‐ 49,095 ‐ ‐ ‐ 161,649 ‐ 1,595 ‐ ‐ ‐ 2,839,524

‐ 60,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60,000

178.9 29,898,276 4.0 591,044 20.5 2,880,383 3.4 156,512 206.8 33,526,215

‐ 9,053,157 ‐ 449,761 ‐ 8,282 ‐ 355,358 ‐ 314,224 ‐ ‐ ‐ 10,180,782

‐ 6,287,082 ‐ ‐ ‐ ‐ ‐ 3,483,233 ‐ ‐ ‐ ‐ ‐ 9,770,315

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐271,356 ‐ ‐ ‐ ‐271,356

‐ 5,898,563 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,898,563

21,238,802 449,761 8,282 3,838,591 42,868 25,578,304

178.9 51,137,078 4.0 1,040,805 8,282 20.5 6,718,974 3.4 199,380 206.8 59,104,519

124.9 25,301,513 3.5 550,000 ‐ ‐ 13.5 2,500,000 ‐ ‐ ‐ ‐ 141.9 28,351,513

55.5 3,106,864 1.0 20,000 ‐ ‐ 7.0 290,000 3.4 146,758 ‐ ‐ 66.9 3,563,622

0.0 2,737,855 ‐ 45,000 ‐ ‐ ‐ 150,000 0.0 2,954 ‐ ‐ 0.0 2,935,809

0.0 62,640 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 62,640

180.4 31,208,872 4.5 615,000 20.5 2,940,000 3.4 149,712 208.8 34,913,584

0.0 9,378,868 ‐ 450,000 0.0 8,000 0.0 505,377 0.0 247,546 ‐ ‐ 0.0 10,589,791

0.0 6,267,082 ‐ ‐ ‐ ‐ ‐ 3,350,000 ‐ ‐ ‐ ‐ 0.0 9,617,082

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐236,838 ‐ ‐ 0.0 ‐236,838

‐ 4,765,689 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,765,689

0.0 20,411,639 450,000 0.0 8,000 0.0 3,855,377 0.0 10,708 0.0 24,735,724

180.4 51,620,511 4.5 1,065,000 0.0 8,000 20.5 6,795,377 3.4 160,420 208.8 59,649,308

A-35


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1640 MBU: CU-Curry School

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

SubtotalMBU Totals

82.9 8,078,206 49.8 5,097,401 2.7 340,947 4.1 637,926 4.5 368,561 ‐ ‐ 144.1 14,523,041

34.8 2,166,012 19.1 1,155,000 2.3 150,504 1.0 49,252 7.1 431,839 ‐ ‐ 64.4 3,952,607

‐ 866,122 ‐ 1,435,000 ‐ ‐ ‐ 18,501 ‐ 464,644 ‐ ‐ ‐ 2,784,267

11.8 452,245 7.6 425,000 0.8 45,000 ‐ ‐ 0.4 22,300 ‐ ‐ 20.5 944,545

129.5 11,562,585 76.5 8,112,401 5.8 536,451 5.1 705,679 12.0 1,287,344 228.9 22,204,460

‐ 2,119,940 ‐ 4,600,000 ‐ 13,251 ‐ 170,693 ‐ 1,579,869 ‐ ‐ ‐ 8,483,753

‐ 2,586,122 ‐ 970,000 ‐ 36,000 ‐ 507,625 ‐ 2,000 ‐ ‐ ‐ 4,101,747

‐ ‐156,600 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐127,000 ‐ ‐ ‐ ‐283,600

4,549,462 5,570,000 49,251 678,318 1,454,869 12,301,900

129.5 16,112,047 76.5 13,682,401 5.8 585,702 5.1 1,383,997 12.0 2,742,213 228.9 34,506,360

69.2 7,915,206 54.0 5,600,599 0.0 125,148 3.8 637,000 10.5 795,155 ‐ ‐ 137.5 15,073,108

35.9 2,184,039 21.4 1,315,801 1.0 54,800 ‐ ‐ 11.8 694,213 ‐ ‐ 70.0 4,248,853

0.0 738,285 ‐ 1,575,000 ‐ ‐ ‐ 5,000 0.0 443,043 ‐ ‐ 0.0 2,761,328

12.5 514,499 8.4 468,000 ‐ ‐ ‐ ‐ 0.3 22,800 ‐ ‐ 21.1 1,005,299

117.6 11,352,029 83.7 8,959,400 1.0 179,948 3.8 642,000 22.5 1,955,211 228.7 23,088,588

0.0 770,783 ‐ 4,983,000 0.0 17,000 0.0 122,000 0.0 1,396,302 ‐ ‐ 0.0 7,289,085

0.0 2,720,204 ‐ 1,067,000 ‐ ‐ 0.0 454,000 ‐ ‐ ‐ ‐ 0.0 4,241,204

0.0 ‐156,600 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐127,500 ‐ ‐ 0.0 ‐284,100

0.0 3,334,387 6,050,000 0.0 17,000 0.0 576,000 0.0 1,268,802 0.0 11,246,189

117.6 14,686,416 83.7 15,009,400 1.0 196,948 3.8 1,218,000 22.5 3,224,013 228.7 34,334,777

A-36


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1665 MBU: EN-Engr School

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Transfers

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals

147.1 18,099,123 118.5 12,451,185 0.1 311,322 11.9 2,016,904 ‐ ‐ ‐ ‐ 277.6 32,878,534

64.7 4,309,973 52.5 2,534,526 ‐ ‐ 3.4 163,266 ‐ ‐ ‐ ‐ 120.6 7,007,765

‐ 153,471 ‐ 3,226,277 ‐ ‐ ‐ 474,345 ‐ ‐ ‐ ‐ ‐ 3,854,093

17.2 1,023,008 107.2 6,430,174 ‐ ‐ 6.5 382,735 ‐ ‐ ‐ ‐ 130.9 7,835,917

229.0 23,585,575 278.3 24,642,162 0.1 311,322 21.7 3,037,250 529.1 51,576,309

0.0 4,913,025 ‐ 12,999,472 ‐ 47,546 ‐ 1,138,516 ‐ 900,249 ‐ ‐ 0.0 19,998,807

‐ 4,413,598 ‐ 3,402,466 ‐ 321,090 ‐ 1,304,974 ‐ 2,144 ‐ ‐ ‐ 9,444,272

‐ 15,915 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0 ‐ ‐ ‐ 15,915

0.0 9,342,538 16,401,938 368,636 2,443,490 902,393 0.0 29,458,994

229.0 32,928,112 278.3 41,044,100 0.1 679,958 21.7 5,480,740 902,393 529.1 81,035,303

146.1 18,479,185 118.5 12,451,185 0.1 311,591 11.9 2,016,904 ‐ ‐ ‐ ‐ 276.7 33,258,865

65.6 4,284,581 52.5 2,525,387 ‐ ‐ 3.4 163,266 ‐ ‐ ‐ ‐ 121.5 6,973,234

0.0 99,714 ‐ 3,226,277 ‐ ‐ ‐ 474,345 ‐ ‐ ‐ ‐ 0.0 3,800,336

17.2 1,016,678 107.2 6,430,174 ‐ ‐ 6.5 382,735 ‐ ‐ ‐ ‐ 130.9 7,829,587

229.0 23,880,158 278.3 24,633,023 0.1 311,591 21.7 3,037,250 529.1 51,862,022

0.0 1,924,773 ‐ 12,999,472 ‐ ‐ ‐ 1,135,390 0.0 194,054 ‐ ‐ 0.0 16,253,689

0.0 4,713,936 ‐ 3,402,466 ‐ ‐ 0.0 1,281,833 0.0 2,144 ‐ ‐ 0.0 9,400,379

0.0 6,638,709 16,401,938 0.0 2,417,223 0.0 196,198 0.0 25,654,068

229.0 30,518,867 278.3 41,034,961 0.1 311,591 21.7 5,454,473 0.0 196,198 529.1 77,516,090

A-37


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1825 MBU: DA-Darden School

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Financial Aid

Transfers

SubtotalMBU Totals

97.0 16,297,865 ‐ ‐ ‐ ‐ 31.0 5,807,697 1.0 156,749 ‐ ‐ 129.0 22,262,311

95.0 7,101,503 1.0 56,760 ‐ ‐ 12.0 737,483 14.0 758,667 ‐ ‐ 122.0 8,654,413

‐ 928,531 ‐ 42,560 ‐ ‐ ‐ 861,269 ‐ 15,960 ‐ ‐ ‐ 1,848,320

192.0 24,327,899 1.0 99,320 43.1 7,406,449 15.0 931,376 251.1 32,765,044

‐ 8,182,651 ‐ 72,090 ‐ 282,801 ‐ 3,450,939 ‐ 759,033 ‐ ‐ ‐ 12,747,514

‐ 686,220 ‐ ‐ ‐ ‐ ‐ 6,443,588 ‐ ‐ ‐ ‐ ‐ 7,129,808

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐170,000 ‐ ‐ ‐ ‐170,000

‐ 5,194,669 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,194,669

14,063,540 72,090 282,801 9,894,527 589,033 24,901,991

192.0 38,391,439 1.0 171,410 282,801 43.1 17,300,976 15.0 1,520,409 251.1 57,667,035

98.0 17,022,658 ‐ ‐ ‐ ‐ 25.0 4,641,178 1.0 164,843 ‐ ‐ 124.0 21,828,679

99.5 7,395,780 ‐ ‐ ‐ ‐ 11.0 707,731 16.0 942,778 ‐ ‐ 126.5 9,046,289

0.0 1,512,438 ‐ ‐ ‐ ‐ ‐ 373,451 0.0 15,900 ‐ ‐ 0.0 1,901,789

197.5 25,930,876 36.0 5,722,360 17.0 1,123,521 250.5 32,776,757

0.0 10,660,198 ‐ ‐ 0.0 255,385 ‐ 3,960,719 0.0 827,600 ‐ ‐ 0.0 15,703,902

0.0 765,187 ‐ ‐ ‐ ‐ 0.0 7,428,575 ‐ ‐ ‐ ‐ 0.0 8,193,762

‐ 5,006,850 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,006,850

0.0 16,432,235 0.0 255,385 0.0 11,389,294 0.0 827,600 0.0 28,904,514

197.5 42,363,111 0.0 255,385 36.0 17,111,654 17.0 1,951,121 250.5 61,681,271

A-38


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1915 MBU: CP-School of Cont/Prof Studies

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals

47.6 4,225,454 0.5 42,527 ‐ ‐ ‐ ‐ 1.0 111,925 0.1 16,333 49.2 4,396,239

69.7 4,046,449 0.3 20,045 ‐ ‐ ‐ ‐ 3.2 174,429 1.3 108,165 74.6 4,349,088

‐ 3,289,650 ‐ 172,227 ‐ ‐ ‐ ‐ ‐ 411,167 ‐ ‐ ‐ 3,873,044

3.5 87,608 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.5 87,608

120.8 11,649,161 0.8 234,799 4.2 697,521 1.5 124,498 127.3 12,705,979

‐ 5,453,222 ‐ 490,904 ‐ 86,712 ‐ ‐ ‐ 498,591 ‐ 66,861 ‐ 6,596,290

‐ 163,189 ‐ 45,000 ‐ ‐ ‐ 60,000 ‐ ‐ ‐ ‐ ‐ 268,189

‐ ‐109,050 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐150,000 ‐ ‐25,000 ‐ ‐284,050

‐ 426,638 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 426,638

5,933,999 535,904 86,712 60,000 348,591 41,861 7,007,067

120.8 17,583,160 0.8 770,703 86,712 60,000 4.2 1,046,112 1.5 166,359 127.3 19,713,046

41.0 4,270,815 0.5 28,983 ‐ ‐ ‐ ‐ 1.0 113,778 ‐ ‐ 42.5 4,413,576

65.4 3,827,939 0.3 13,775 ‐ ‐ ‐ ‐ 2.4 139,449 1.1 92,620 69.2 4,073,783

0.0 3,415,772 ‐ 153,423 ‐ ‐ ‐ ‐ ‐ 431,495 ‐ ‐ 0.0 4,000,690

0.5 11,250 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.5 11,250

106.8 11,525,776 0.8 196,181 3.4 684,722 1.1 92,620 112.1 12,499,299

0.0 3,312,229 ‐ 295,323 ‐ ‐ ‐ ‐ ‐ 285,376 ‐ 58,862 0.0 3,951,790

‐ 104,000 ‐ 25,000 ‐ ‐ ‐ 110,000 ‐ ‐ ‐ ‐ ‐ 239,000

‐ ‐287,487 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐100,000 ‐ ‐387,487

‐ 21,412 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 21,412

0.0 3,150,154 320,323 110,000 285,376 ‐41,138 0.0 3,824,715

106.8 14,675,930 0.8 516,504 110,000 3.4 970,098 1.1 51,482 112.1 16,324,014

A-39


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2010 MBU: AS-College of Arts & Sciences

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals

626.5 69,476,495 114.8 11,101,689 16.6 1,920,216 92.1 10,596,054 0.6 28,246 ‐ ‐ 850.6 93,122,700

175.8 10,393,330 51.3 2,646,221 9.4 466,094 40.9 2,050,433 6.6 347,661 ‐ ‐ 284.0 15,903,739

‐ 5,395,642 ‐ 4,773,559 ‐ 51,224 ‐ 1,676,556 ‐ 320,736 ‐ ‐ ‐ 12,217,717

118.0 8,402,687 61.8 4,351,173 ‐ ‐ 4.8 340,598 ‐ ‐ ‐ ‐ 184.6 13,094,458

920.3 93,668,154 227.9 22,872,642 26.0 2,437,534 137.9 14,663,641 7.2 696,643 1,319.2 134,338,614

‐ 6,288,982 ‐ 15,326,999 ‐ 1,078,046 ‐ 6,217,491 ‐ 1,023,936 ‐ ‐ ‐ 29,935,455

‐ 15,268,855 ‐ 3,197,677 ‐ 1,762,057 ‐ 6,429,688 ‐ ‐ ‐ ‐ ‐ 26,658,278

‐ ‐103,040 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐737,264 ‐ ‐ ‐ ‐840,304

‐ 0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0

21,454,797 18,524,676 2,840,103 12,647,180 286,672 55,753,429

920.3 115,122,952 227.9 41,397,318 26.0 5,277,638 137.9 27,310,820 7.2 983,315 1,319.2 190,092,043

634.4 68,601,848 118.5 11,372,527 16.6 1,981,284 99.3 11,381,801 5.0 375,000 ‐ ‐ 873.8 93,712,460

170.7 9,648,949 54.9 2,846,877 10.0 501,865 45.9 2,294,000 ‐ ‐ ‐ ‐ 281.5 15,291,691

0.0 2,525,586 ‐ 4,835,026 ‐ ‐ ‐ 1,287,000 ‐ ‐ ‐ ‐ 0.0 8,647,612

115.8 8,277,575 62.3 4,385,000 ‐ ‐ 5.0 351,000 ‐ ‐ ‐ ‐ 183.0 13,013,575

920.9 89,053,958 235.7 23,439,430 26.6 2,483,149 150.1 15,313,801 5.0 375,000 1,338.3 130,665,338

0.0 4,484,289 ‐ 15,654,000 0.0 795,644 ‐ 6,368,000 0.0 1,713,781 ‐ ‐ 0.0 29,015,714

0.0 16,473,545 ‐ 3,198,000 0.0 910,000 0.0 5,757,876 ‐ ‐ ‐ ‐ 0.0 26,339,421

0.0 ‐234,834 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐799,800 ‐ ‐ 0.0 ‐1,034,634

‐ 24,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 24,500

0.0 20,747,500 18,852,000 0.0 1,705,644 0.0 12,125,876 0.0 913,981 0.0 54,345,001

920.9 109,801,458 235.7 42,291,430 26.6 4,188,793 150.1 27,439,677 5.0 1,288,981 1,338.3 185,010,339

A-40


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2375 MBU: MC-McIntire School

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Financial Aid

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Financial Aid

Transfers

SubtotalMBU Totals

103.2 11,054,900 ‐ ‐ 1.0 162,587 19.6 2,074,581 ‐ ‐ ‐ ‐ 123.8 13,292,068

25.0 1,786,935 ‐ ‐ ‐ ‐ 8.4 481,360 ‐ ‐ ‐ ‐ 33.5 2,268,295

‐ 1,077,960 ‐ ‐ ‐ ‐ ‐ 735,000 ‐ ‐ ‐ ‐ ‐ 1,812,960

128.2 13,919,795 1.0 162,587 28.0 3,290,941 157.2 17,373,323

‐ 2,544,090 ‐ ‐ ‐ 11,707 ‐ 750,000 ‐ 139,865 ‐ ‐ ‐ 3,445,662

‐ 479,169 ‐ ‐ ‐ ‐ ‐ 742,277 ‐ ‐ ‐ ‐ ‐ 1,221,446

‐ 1,191,594 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,191,594

4,214,853 11,707 1,492,277 139,865 5,858,702

128.2 18,134,648 1.0 174,294 28.0 4,783,218 139,865 157.2 23,232,025

99.9 10,670,685 ‐ ‐ 1.3 225,000 26.3 2,779,871 ‐ ‐ ‐ ‐ 127.5 13,675,556

30.4 1,780,261 ‐ ‐ ‐ ‐ 17.2 977,839 ‐ ‐ ‐ ‐ 47.5 2,758,100

0.0 983,153 ‐ ‐ ‐ ‐ ‐ 914,175 ‐ ‐ ‐ ‐ 0.0 1,897,328

130.3 13,434,099 1.3 225,000 43.4 4,671,885 175.1 18,330,984

0.0 2,401,716 ‐ ‐ ‐ ‐ ‐ 750,000 0.0 71,850 ‐ ‐ 0.0 3,223,566

0.0 179,881 ‐ ‐ ‐ ‐ 0.0 737,248 ‐ ‐ ‐ ‐ 0.0 917,129

‐ 1,158,602 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,158,602

0.0 3,740,199 0.0 1,487,248 0.0 71,850 0.0 5,299,297

130.3 17,174,298 1.3 225,000 43.4 6,159,133 0.0 71,850 175.1 23,630,281

A-41


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2465 MBU: NR-Nursing School

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

SubtotalMBU Totals

41.9 4,325,258 8.8 912,436 3.0 325,175 5.2 931,991 0.4 30,454 ‐ ‐ 59.3 6,525,314

23.8 1,091,310 2.6 142,225 ‐ ‐ 4.9 268,475 ‐ ‐ ‐ ‐ 31.3 1,502,010

‐ 270,008 ‐ 413,506 ‐ ‐ ‐ 58,933 ‐ 3,420 ‐ ‐ ‐ 745,867

4.3 275,000 ‐ 6,800 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4.3 281,800

69.9 5,961,576 11.4 1,474,967 3.0 325,175 10.1 1,259,399 0.4 33,874 94.8 9,054,991

‐ 1,173,054 ‐ 592,606 ‐ 19,853 ‐ 685,068 ‐ 106,558 ‐ ‐ ‐ 2,577,139

‐ 725,480 ‐ 586,200 ‐ ‐ ‐ 926,585 ‐ ‐ ‐ ‐ ‐ 2,238,265

‐ ‐813,360 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐813,360

1,085,174 1,178,806 19,853 1,611,653 106,558 4,002,044

69.9 7,046,750 11.4 2,653,773 3.0 345,028 10.1 2,871,052 0.4 140,432 94.8 13,057,035

41.2 4,908,922 5.5 729,825 3.0 313,839 4.2 804,000 0.4 30,700 ‐ ‐ 54.3 6,787,286

24.6 1,419,535 1.7 95,875 ‐ ‐ 4.9 279,200 ‐ ‐ ‐ ‐ 31.3 1,794,610

0.0 284,776 ‐ 289,725 ‐ ‐ ‐ 21,352 ‐ ‐ ‐ ‐ 0.0 595,853

4.3 275,000 ‐ 14,400 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4.3 289,400

70.0 6,888,233 7.2 1,129,825 3.0 313,839 9.2 1,104,552 0.4 30,700 89.8 9,467,149

0.0 670,109 ‐ 577,751 ‐ ‐ ‐ 456,896 0.0 21,300 ‐ ‐ 0.0 1,726,056

0.0 881,445 ‐ 406,050 ‐ ‐ 0.0 855,665 ‐ ‐ ‐ ‐ 0.0 2,143,160

0.0 ‐1,444,400 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐1,444,400

0.0 107,154 983,801 0.0 1,312,561 0.0 21,300 0.0 2,424,816

70.0 6,995,387 7.2 2,113,626 3.0 313,839 9.2 2,417,113 0.4 52,000 89.8 11,891,965

A-42


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2485 MBU: MD-School of Medicine

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

Recoveries

SubtotalMBU Totals

267.8 36,142,130 600.5 61,757,482 16.9 1,738,318 146.3 23,023,572 10.8 1,110,944 ‐ ‐ 1,042.3 123,772,446

155.0 9,936,286 421.7 27,891,635 13.1 558,951 181.2 11,622,989 17.7 1,109,389 ‐ ‐ 788.7 51,119,250

‐ 153,699 ‐ 3,337,642 ‐ 29,864 ‐ 3,847,864 ‐ 66,499 ‐ ‐ ‐ 7,435,568

6.5 200,000 142.8 4,363,417 ‐ ‐ 9.7 340,497 0.6 21,200 ‐ ‐ 159.6 4,925,114

429.3 46,432,115 1,165.0 97,350,176 30.0 2,327,133 337.2 38,834,922 29.1 2,308,032 1,990.6 187,252,379

0.0 22,392,689 ‐ 67,109,871 0.0 2,244,444 ‐ 18,300,492 ‐ 3,560,617 ‐ ‐ 0.0 113,608,113

‐ 2,023,340 ‐ 9,200,954 ‐ 36,883 ‐ 6,722,684 ‐ 33,940 ‐ ‐ ‐ 18,017,801

‐ ‐10,444,009 ‐ 126,284 ‐ ‐ ‐ 12,817 ‐ ‐2,894,604 ‐ ‐ ‐ ‐13,199,512

‐ ‐4,000,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐4,000,000

0.0 9,972,020 76,437,109 0.0 2,281,327 25,035,993 699,953 0.0 114,426,403

429.3 56,404,136 1,165.0 173,787,285 30.0 4,608,460 337.2 63,870,915 29.1 3,007,985 1,990.6 301,678,781

265.3 37,182,677 554.1 56,239,023 16.6 1,767,504 146.3 23,378,109 7.4 726,571 ‐ ‐ 989.7 119,293,884

165.4 10,644,800 414.5 27,226,984 10.6 742,411 181.2 11,950,521 25.8 1,480,871 ‐ ‐ 797.5 52,045,587

‐ 128,314 ‐ 2,454,997 ‐ 28,094 ‐ 3,847,864 ‐ 12,347 ‐ ‐ ‐ 6,471,616

6.0 200,000 147.5 4,455,778 ‐ ‐ 9.7 340,497 ‐ 14,084 ‐ ‐ 163.1 5,010,359

436.7 48,155,791 1,116.1 90,376,782 27.2 2,538,009 337.2 39,516,991 33.2 2,233,873 1,950.3 182,821,446

0.0 8,029,188 ‐ 59,769,245 ‐ 168,393 ‐ 18,294,036 0.0 3,622,566 ‐ ‐ 0.0 89,883,428

‐ 1,952,882 ‐ 8,961,429 ‐ 36,883 ‐ 6,707,871 ‐ ‐ ‐ ‐ ‐ 17,659,065

‐ ‐11,127,775 ‐ 93,286 ‐ ‐ ‐ 12,887 ‐ ‐3,130,943 ‐ ‐ ‐ ‐14,152,545

0.0 ‐1,145,705 68,823,960 205,276 25,014,794 0.0 491,623 0.0 93,389,948

436.7 47,010,086 1,116.1 159,200,742 27.2 2,743,285 337.2 64,531,785 33.2 2,725,496 1,950.3 276,211,394

A-43


Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1361 MBU: BA-Frank Batten School

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Financial Aid

SubtotalMBU Totals

0.8 290,956 ‐ ‐ ‐ ‐ 8.1 1,790,000 ‐ ‐ ‐ ‐ 8.9 2,080,956

‐ ‐ ‐ ‐ ‐ ‐ 6.5 510,000 ‐ ‐ ‐ ‐ 6.5 510,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ 250,000 ‐ ‐ ‐ ‐ ‐ 250,000

0.8 290,956 14.6 2,550,000 15.4 2,840,956

‐ 29,000 ‐ ‐ ‐ ‐ ‐ 820,000 ‐ 1,383 ‐ ‐ ‐ 850,383

‐ 108,043 ‐ ‐ ‐ ‐ ‐ 60,000 ‐ ‐ ‐ ‐ ‐ 168,043

137,043 880,000 1,383 1,018,426

0.8 427,999 14.6 3,430,000 1,383 15.4 3,859,382

2.2 262,213 ‐ ‐ ‐ ‐ 13.1 2,918,000 ‐ ‐ ‐ ‐ 15.3 3,180,213

‐ ‐ ‐ ‐ ‐ ‐ 10.3 785,900 ‐ ‐ ‐ ‐ 10.3 785,900

‐ ‐ ‐ ‐ ‐ ‐ ‐ 313,000 ‐ ‐ ‐ ‐ ‐ 313,000

0.5 52,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.5 52,000

2.7 314,213 23.4 4,016,900 26.1 4,331,113

0.0 21,000 ‐ ‐ ‐ ‐ ‐ 1,544,846 0.0 2,000 ‐ ‐ 0.0 1,567,846

0.0 77,140 ‐ ‐ ‐ ‐ ‐ 458,300 ‐ ‐ ‐ ‐ 0.0 535,440

0.0 98,140 2,003,146 0.0 2,000 0.0 2,103,286

2.7 412,353 23.4 6,020,046 0.0 2,000 26.1 6,434,399

A-44


Exec Level: R0205 VP: CO-Exec VP/COO, Mbu Level: R0210 MBU: CO-Exec VP/COO

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Subtotal

OTPS

SubtotalMBU Totals



Subtotal

OTPS

SubtotalMBU Totals

2.7 613,903 ‐ ‐ 0.2 162,151 ‐ ‐ ‐ ‐ ‐ ‐ 2.9 776,054

2.0 176,863 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.0 176,863

4.7 790,766 0.2 162,151 4.9 952,917

‐ 1,805,099 ‐ ‐ ‐ 224,278 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,029,377

1,805,099 224,278 2,029,377

4.7 2,595,865 0.2 386,429 4.9 2,982,294

2.0 642,624 ‐ ‐ 0.0 161,193 ‐ ‐ ‐ ‐ ‐ ‐ 2.0 803,817

3.7 155,501 ‐ ‐ 0.2 0 ‐ ‐ ‐ ‐ ‐ ‐ 3.9 155,501

5.7 798,125 0.2 161,193 5.9 959,318

0.0 459,707 ‐ ‐ 0.0 71,563 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 531,270

0.0 459,707 0.0 71,563 0.0 531,270

5.7 1,257,832 0.2 232,756 5.9 1,490,588

A-45


Exec Level: R0205 VP: CO-Exec VP/COO, Mbu Level: R0225 MBU: CO-Police Dept

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary



Wages and benefits

Subtotal

OTPS

Recoveries

SubtotalMBU Totals


Wages and benefits

Subtotal

OTPS

Recoveries

SubtotalMBU Totals

142.8 7,334,798 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 142.8 7,334,798

‐ 206,812 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 206,812

142.8 7,541,610 142.8 7,541,610

‐ 3,344,434 ‐ ‐ ‐ 2,314 ‐ ‐ ‐ 19,000 ‐ 263,500 ‐ 3,629,248

‐ ‐3,118,345 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐3,118,345

226,089 2,314 19,000 263,500 510,903

142.8 7,767,699 2,314 19,000 263,500 142.8 8,052,513

142.8 7,504,532 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 142.8 7,504,532

0.0 150,750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 150,750

142.8 7,655,282 142.8 7,655,282

0.0 1,980,249 ‐ ‐ 0.0 2,000 ‐ ‐ 0.0 54,131 0.0 263,500 0.0 2,299,880

0.0 ‐3,302,539 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐3,302,539

0.0 ‐1,322,290 0.0 2,000 0.0 54,131 0.0 263,500 0.0 ‐1,002,659

142.8 6,332,992 0.0 2,000 0.0 54,131 0.0 263,500 142.8 6,652,623

A-46


Exec Level: R0205 VP: CO-Exec VP/COO, Mbu Level: R0230 MBU: CO-Audit Dept

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals



Subtotal

OTPS

SubtotalMBU Totals

4.0 619,908 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4.0 619,908

12.0 1,015,705 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 12.0 1,015,705

‐ 36,588 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 36,588

16.0 1,672,201 16.0 1,672,201

‐ 453,242 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 453,242

453,242 453,242

16.0 2,125,443 16.0 2,125,443

3.0 460,756 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.0 460,756

14.0 1,279,552 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 14.0 1,279,552

17.0 1,740,308 17.0 1,740,308

0.0 109,812 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 109,812

0.0 109,812 0.0 109,812

17.0 1,850,120 17.0 1,850,120

A-47


Exec Level: R0205 VP: CO-Exec VP/COO, Mbu Level: R0233 MBU: CO-Emergency Preparedness

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary



Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals



Subtotal

OTPS

SubtotalMBU Totals

2.0 232,486 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.0 232,486

‐ 5,792 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,792

2.0 238,278 2.0 238,278

‐ 217,343 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 217,343

217,343 217,343

2.0 455,621 2.0 455,621

2.0 232,410 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.0 232,410

1.0 60,314 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 60,314

3.0 292,724 3.0 292,724

0.0 52,359 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 52,359

0.0 52,359 0.0 52,359

3.0 345,083 3.0 345,083

A-48


Exec Level: R0205 VP: CO-Exec VP/COO, Mbu Level: R0295 MBU: CO-Architect-Uva

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals

7.0 1,041,520 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7.0 1,041,520

6.0 489,845 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6.0 489,845

‐ 68,354 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 68,354

13.0 1,599,719 13.0 1,599,719

‐ 465,414 ‐ ‐ ‐ 21,566 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 486,980

465,414 21,566 486,980

13.0 2,065,133 21,566 13.0 2,086,699

7.0 1,066,673 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7.0 1,066,673

6.0 466,362 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6.0 466,362

0.0 500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 500

13.0 1,533,535 13.0 1,533,535

0.0 74,227 ‐ ‐ 0.0 2,425 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 76,652

0.0 74,227 0.0 2,425 0.0 76,652

13.0 1,607,762 0.0 2,425 13.0 1,610,187

A-49


Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0660 MBU: FI-VP&CFO

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals

3.0 590,070 1.1 145,668 0.8 104,385 ‐ ‐ ‐ ‐ ‐ ‐ 4.9 840,123

1.0 65,131 26.3 2,027,866 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 27.3 2,092,997

‐ 10,138 0.0 70,588 ‐ 3,254 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 83,980

4.0 665,339 27.4 2,244,122 0.8 107,639 32.2 3,017,100

‐ 205,954 0.0 702,619 ‐ 388,151 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 1,296,724

205,954 0.0 702,619 388,151 0.0 1,296,724

4.0 871,293 27.4 2,946,741 0.8 495,790 32.2 4,313,824

3.0 587,756 1.1 197,900 0.6 78,334 ‐ ‐ ‐ ‐ ‐ ‐ 4.7 863,990

1.0 67,101 28.3 2,447,221 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 29.3 2,514,322

0.0 10,138 0.0 73,600 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 83,738

4.0 664,995 29.4 2,718,721 0.6 78,334 34.0 3,462,050

0.0 19,468 0.0 609,784 0.0 75,922 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 705,174

0.0 19,468 0.0 609,784 0.0 75,922 0.0 705,174

4.0 684,463 29.4 3,328,505 0.6 154,256 34.0 4,167,224

A-50


Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0664 MBU: FI-Treasury Management

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Subtotal

OTPS

Transfers

SubtotalMBU Totals



Subtotal

OTPS

Transfers

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.2 230,300 ‐ ‐ 1.2 230,300

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.1 245,500 ‐ ‐ 3.1 245,500

4.3 475,800 4.3 475,800

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 278,000 ‐ ‐ ‐ 278,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐753,800 ‐ ‐ ‐ ‐753,800

‐475,800 ‐475,800

4.3 0 4.3 0

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.4 259,400 ‐ ‐ 1.4 259,400

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.1 232,950 ‐ ‐ 3.1 232,950

4.5 492,350 4.5 492,350

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 282,000 ‐ ‐ 0.0 282,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐774,361 ‐ ‐ ‐ ‐774,361

0.0 ‐492,361 0.0 ‐492,361

4.5 ‐11 4.5 ‐11

A-51


Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0665 MBU: FI-Comptroller

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Financial Aid

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Financial Aid

Transfers

SubtotalMBU Totals

8.0 1,048,007 ‐ ‐ ‐ ‐ ‐ ‐ 0.5 50,000 ‐ ‐ 8.5 1,098,007

67.8 4,319,421 ‐ ‐ ‐ ‐ ‐ ‐ 3.0 175,000 ‐ ‐ 70.8 4,494,421

‐ 18,725 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 18,725

75.8 5,386,153 3.5 225,000 79.3 5,611,153

‐ 292,034 ‐ ‐ ‐ 28,241 ‐ ‐ ‐ 25,000 ‐ ‐ ‐ 345,275

‐ 43,849,202 ‐ ‐ 0.0 2,084,020 0.0 7,825,000 ‐ 34,635 ‐ ‐ 0.0 53,792,857

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 500,000 ‐ 500,000

44,141,236 0.0 2,112,261 0.0 7,825,000 59,635 500,000 0.0 54,638,132

75.8 49,527,389 0.0 2,112,261 0.0 7,825,000 3.5 284,635 500,000 79.3 60,249,284

6.8 685,239 ‐ ‐ ‐ ‐ ‐ ‐ 0.1 17,475 ‐ ‐ 6.9 702,714

68.8 4,299,304 ‐ ‐ ‐ ‐ ‐ ‐ 1.9 187,002 ‐ ‐ 70.7 4,486,306

0.0 304,477 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 304,477

75.6 5,289,020 2.0 204,477 77.6 5,493,497

0.0 120,003 ‐ ‐ 0.0 13,200 ‐ ‐ 0.0 110,523 ‐ ‐ 0.0 243,726

0.0 40,406,430 ‐ ‐ 0.0 12,964,060 0.0 7,400,000 0.0 5,000 ‐ ‐ 0.0 60,775,490

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐100,000 ‐ ‐100,000

0.0 40,526,433 0.0 12,977,260 0.0 7,400,000 0.0 115,523 ‐100,000 0.0 60,919,216

75.6 45,815,453 0.0 12,977,260 0.0 7,400,000 2.0 320,000 ‐100,000 77.6 66,412,713

A-52


Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0705 MBU: BU-Business Operations

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Recoveries

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Recoveries

Transfers

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 237,000 1.0 237,000

2.5 122,973 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5.5 356,150 8.0 479,123

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 11,500 0.0 11,500

2.5 122,973 6.5 604,650 9.0 727,623

‐ 123,764 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 237,150 0.0 360,914

‐ ‐5,900 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐567,650 ‐ ‐573,550

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 15,000 ‐ ‐125,650 ‐ ‐110,650

117,864 15,000 0.0 ‐456,150 0.0 ‐323,286

2.5 240,837 15,000 6.5 148,500 9.0 404,337

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 246,800 1.0 246,800

2.3 122,200 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5.8 373,550 8.0 495,750

0.0 2,400 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 5,600 0.0 8,000

2.3 124,600 6.8 625,950 9.0 750,550

0.0 90,444 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 2,000 0.0 245,450 0.0 337,894

0.0 ‐5,900 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐553,400 0.0 ‐559,300

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 148,000 ‐ ‐169,000 ‐ ‐21,000

0.0 84,544 0.0 150,000 0.0 ‐476,950 0.0 ‐242,406

2.3 209,144 0.0 150,000 6.8 149,000 9.0 508,144

A-53


Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0725 MBU: BU-Dining Svcs

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary



Subtotal

OTPS

Transfers

SubtotalMBU Totals


Subtotal

OTPS

Transfers

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 29.0 ‐ 29.0 ‐

29.0 29.0

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 468,300 ‐ 468,300

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,963,600 ‐ 3,963,600

4,431,900 4,431,900

29.0 4,431,900 29.0 4,431,900

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25.0 0 25.0 0

25.0 0 25.0 0

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 493,300 0.0 493,300

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,068,400 ‐ 4,068,400

0.0 4,561,700 0.0 4,561,700

25.0 4,561,700 25.0 4,561,700

A-54


Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0730 MBU: BU-Housing Div

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Transfers

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 107,000 1.0 107,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 93.5 5,406,000 93.5 5,406,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 669,700 0.0 669,700

94.5 6,182,700 94.5 6,182,700

‐ 11,503 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 14,757,450 0.0 14,768,953

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 17,188,500 ‐ 17,188,500

11,503 0.0 31,945,950 0.0 31,957,453

11,503 94.5 38,128,650 94.5 38,140,153

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.5 189,000 1.5 189,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 40.0 2,629,100 40.0 2,629,100

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 225,200 0.0 225,200

41.5 3,043,300 41.5 3,043,300

0.0 11,147 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 17,788,900 0.0 17,800,047

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 17,246,500 ‐ 17,246,500

0.0 11,147 0.0 35,035,400 0.0 35,046,547

0.0 11,147 41.5 38,078,700 41.5 38,089,847

A-55


Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0750 MBU: BU-Parking and Transportation

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Recoveries

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Recoveries

Transfers

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 117,800 1.0 117,800

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 76.0 3,328,300 76.0 3,328,300

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 1,046,900 0.0 1,046,900

77.0 4,493,000 77.0 4,493,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 7,481,840 0.0 7,481,840

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐6,994,700 0.0 ‐6,994,700

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7,129,560 ‐ 7,129,560

0.0 7,616,700 0.0 7,616,700

77.0 12,109,700 77.0 12,109,700

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 120,839 1.0 120,839

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 77.0 3,478,201 77.0 3,478,201

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 1,124,160 0.0 1,124,160

78.0 4,723,200 78.0 4,723,200

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 7,986,800 0.0 7,986,800

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐7,417,000 0.0 ‐7,417,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7,761,200 ‐ 7,761,200

0.0 8,331,000 0.0 8,331,000

78.0 13,054,200 78.0 13,054,200

A-56


Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0770 MBU: BU-Printing and Copy Services

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Transfers

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 98,000 1.0 98,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 34.8 1,641,000 34.8 1,641,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 124,000 0.0 124,000

35.8 1,863,000 35.8 1,863,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 1,705,000 0.0 1,705,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 532,000 ‐ 532,000

0.0 2,237,000 0.0 2,237,000

35.8 4,100,000 35.8 4,100,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 102,000 1.0 102,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 34.8 1,797,000 34.8 1,797,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 35,000 0.0 35,000

35.8 1,934,000 35.8 1,934,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 1,681,000 0.0 1,681,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 795,000 ‐ 795,000

0.0 2,476,000 0.0 2,476,000

35.8 4,410,000 35.8 4,410,000

A-57


Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0775 MBU: BU-University Bookstore

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Transfers

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 164,310 1.0 164,310

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 88.5 3,562,190 88.5 3,562,190

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201,100 ‐ 201,100

89.5 3,927,600 89.5 3,927,600

‐ ‐ ‐ ‐ ‐ 63,000 ‐ ‐ ‐ ‐ ‐ 26,076,500 ‐ 26,139,500

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,154,100 ‐ 1,154,100

63,000 27,230,600 27,293,600

63,000 89.5 31,158,200 89.5 31,221,200

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 169,500 1.0 169,500

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 88.0 3,696,800 88.0 3,696,800

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 215,200 0.0 215,200

89.0 4,081,500 89.0 4,081,500

‐ ‐ ‐ ‐ 0.0 63,000 ‐ ‐ ‐ ‐ 0.0 24,410,200 0.0 24,473,200

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,972,900 ‐ 1,972,900

0.0 63,000 0.0 26,383,100 0.0 26,446,100

0.0 63,000 89.0 30,464,600 89.0 30,527,600

A-58


Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0790 MBU: BU-Child Development Ctr

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary


2011‐R OTPS

Transfers

SubtotalMBU Totals

2012‐O OTPS

Transfers

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 90,000 ‐ 90,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐45,000 ‐ ‐45,000

45,000 45,000

45,000 45,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 92,400 0.0 92,400

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐45,400 ‐ ‐45,400

0.0 47,000 0.0 47,000

0.0 47,000 0.0 47,000

A-59


Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0795 MBU: BU-Mail Services

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary


2011‐R OTPS

Recoveries

Transfers

SubtotalMBU Totals

2012‐O OTPS

Recoveries

Transfers

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,709,500 ‐ 2,709,500

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐785,000 ‐ ‐785,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 34,500 ‐ 34,500

1,959,000 1,959,000

1,959,000 1,959,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 2,757,200 0.0 2,757,200

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐785,000 0.0 ‐785,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 19,300 ‐ 19,300

0.0 1,991,500 0.0 1,991,500

0.0 1,991,500 0.0 1,991,500

A-60


Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0815 MBU: FI-Sponsored Programs

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Subtotal

OTPS

SubtotalMBU Totals



Subtotal

OTPS

SubtotalMBU Totals

1.0 172,763 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 172,763

16.0 1,089,062 4.0 285,638 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 20.0 1,374,700

17.0 1,261,825 4.0 285,638 21.0 1,547,463

‐ 60,242 ‐ 102,528 ‐ 7,853 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 170,623

60,242 102,528 7,853 170,623

17.0 1,322,067 4.0 388,166 7,853 21.0 1,718,086

1.0 129,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 129,000

16.0 1,098,860 4.0 373,862 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 20.0 1,472,722

17.0 1,227,860 4.0 373,862 21.0 1,601,722

0.0 61,816 0.0 4,762 0.0 6,314 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 72,892

0.0 61,816 0.0 4,762 0.0 6,314 0.0 72,892

17.0 1,289,676 4.0 378,624 0.0 6,314 21.0 1,674,614

A-61


Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0820 MBU: FI-Risk Management

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Subtotal

OTPS

Recoveries

SubtotalMBU Totals



Subtotal

OTPS

Recoveries

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 137,043 1.0 137,043

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4.0 297,072 4.0 297,072

5.0 434,115 5.0 434,115

‐ 1,651,423 ‐ ‐ ‐ 500 ‐ ‐ ‐ ‐ ‐ 6,459,600 ‐ 8,111,523

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐6,882,715 ‐ ‐6,882,715

1,651,423 500 ‐423,115 1,228,808

1,651,423 500 5.0 11,000 5.0 1,662,923

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 137,256 1.0 137,256

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4.0 284,295 4.0 284,295

5.0 421,551 5.0 421,551

0.0 1,651,423 ‐ ‐ 0.0 500 ‐ ‐ ‐ ‐ 0.0 5,987,600 0.0 7,639,523

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐6,409,151 0.0 ‐6,409,151

0.0 1,651,423 0.0 500 0.0 ‐421,551 0.0 1,230,372

0.0 1,651,423 0.0 500 5.0 0 5.0 1,651,923

A-62


Exec Level: R0800 VP: HR-Human Resources, Mbu Level: R0805 MBU: HR-Human Resources

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Recoveries

Transfers

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Recoveries

Transfers

SubtotalMBU Totals

6.0 1,006,167 ‐ ‐ ‐ ‐ ‐ ‐ 1.2 196,669 ‐ ‐ 7.2 1,202,836

74.8 5,747,246 ‐ ‐ ‐ ‐ ‐ ‐ 12.8 1,015,639 ‐ ‐ 87.6 6,762,885

‐ 55,997 ‐ ‐ ‐ 7,000 ‐ 3,017 ‐ ‐ ‐ ‐ ‐ 66,014

80.8 6,809,410 7,000 3,017 14.0 1,212,308 94.8 8,031,735

0.0 1,065,195 ‐ ‐ ‐ 196,533 ‐ ‐ ‐ 743,474 ‐ ‐ 0.0 2,005,202

0.0 ‐303,750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐979,528 ‐ ‐ 0.0 ‐1,283,278

‐ ‐170,000 ‐ ‐ ‐ 170,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0

0.0 591,445 366,533 ‐236,054 0.0 721,924

80.8 7,400,855 373,533 3,017 14.0 976,254 94.8 8,753,659

1.0 147,828 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 147,828

83.1 6,597,971 ‐ ‐ ‐ ‐ ‐ ‐ 14.3 1,161,352 ‐ ‐ 97.4 7,759,323

0.0 100,658 ‐ ‐ 0.0 7,000 ‐ 5,253 0.0 2,000 ‐ ‐ 0.0 114,911

84.1 6,846,457 0.0 7,000 5,253 14.3 1,163,352 98.4 8,022,062

0.0 618,298 ‐ ‐ 0.0 106,942 ‐ ‐ 0.0 536,478 ‐ ‐ 0.0 1,261,718

0.0 ‐618,773 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐781,333 ‐ ‐ 0.0 ‐1,400,106

‐ ‐158,000 ‐ ‐ ‐ 158,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0

0.0 ‐158,475 0.0 264,942 0.0 ‐244,855 0.0 ‐138,388

84.1 6,687,982 0.0 271,942 5,253 14.3 918,497 98.4 7,883,674

A-63


Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0285 MBU: MB-VP/Mgmt & Budget

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals

2.0 487,581 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.0 487,581

3.0 232,266 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.0 232,266

‐ 18,020 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 18,020

5.0 737,867 5.0 737,867

‐ 637,976 ‐ ‐ ‐ 577,823 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,215,799

637,976 577,823 1,215,799

5.0 1,375,843 577,823 5.0 1,953,666

2.0 475,615 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.0 475,615

3.0 223,308 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.0 223,308

0.0 10,720 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 10,720

5.0 709,643 5.0 709,643

0.0 31,992 ‐ ‐ 0.0 25,395 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 57,387

0.0 31,992 0.0 25,395 0.0 57,387

5.0 741,635 0.0 25,395 5.0 767,030

A-64


Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0300 MBU: MB-University Reserves

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




GTA/GRA

Subtotal

OTPS

Transfers

SubtotalMBU Totals



Wages and benefits

GTA/GRA

Subtotal

OTPS

Transfers

SubtotalMBU Totals

2.3 540,805 ‐ ‐ ‐ 323,977 ‐ ‐ ‐ ‐ ‐ ‐ 2.3 864,782

12.3 6,445,704 ‐ ‐ 0.0 464,817 ‐ ‐ ‐ ‐ ‐ ‐ 12.3 6,910,521

4.3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4.3 ‐

18.8 6,986,509 0.0 788,794 18.8 7,775,303

0.0 12,787,828 ‐ ‐ ‐ 494,600 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 13,282,428

‐ 389,755 ‐ 3,133,352 ‐ 1,381,760 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,904,867

0.0 13,177,583 3,133,352 1,876,360 0.0 18,187,295

18.8 20,164,092 3,133,352 0.0 2,665,154 18.8 25,962,598

7.5 8,374,825 ‐ ‐ 0.0 369,950 3.5 1,356,380 ‐ ‐ ‐ ‐ 11.0 10,101,155

19.5 10,549,990 ‐ ‐ 0.0 652,981 ‐ ‐ ‐ ‐ ‐ ‐ 19.5 11,202,971

0.0 45,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 45,000

1.4 53,200 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.4 53,200

28.4 19,023,015 0.0 1,022,931 3.5 1,356,380 31.9 21,402,326

0.0 13,527,047 ‐ ‐ 0.0 6,486,890 0.0 2,700,000 ‐ ‐ ‐ ‐ 0.0 22,713,937

‐ ‐5,282,227 ‐ 1,894,708 ‐ 1,381,760 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐2,005,759

0.0 8,244,820 1,894,708 0.0 7,868,650 0.0 2,700,000 0.0 20,708,178

28.4 27,267,835 1,894,708 0.0 8,891,581 3.5 4,056,380 31.9 42,110,504

A-65


Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0301 MBU: MB-General Institutional

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary



Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals


Subtotal

OTPS

Financial Aid

Recoveries

Transfers

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ 588,436 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 588,436

588,436 588,436

‐ 7,111,992 ‐ ‐ ‐ 196,915 ‐ ‐ ‐ ‐ ‐ ‐804,308 ‐ 6,504,599

‐ 744,684 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 744,684

‐ ‐14,612,696 ‐ ‐398,482 ‐ ‐2,625,184 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐17,636,362

‐ 1,731,503 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 386,300 ‐ ‐ ‐ 2,117,803

‐5,024,517 ‐398,482 ‐2,428,269 386,300 ‐804,308 ‐8,269,276

‐5,024,517 ‐398,482 ‐1,839,833 386,300 ‐804,308 ‐7,680,840

‐ ‐ ‐ ‐ 0.0 661,000 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 661,000

0.0 661,000 0.0 661,000

0.0 7,033,264 ‐ ‐ 0.0 194,028 ‐ ‐ ‐ ‐ 0.0 ‐1,072,410 0.0 6,154,882

0.0 250,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 250,000

0.0 ‐13,688,340 0.0 ‐398,482 0.0 ‐2,575,632 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐16,662,454

‐ 5,502,448 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 325,650 ‐ ‐ ‐ 5,828,098

0.0 ‐902,628 0.0 ‐398,482 0.0 ‐2,381,604 325,650 0.0 ‐1,072,410 0.0 ‐4,429,474

0.0 ‐902,628 0.0 ‐398,482 0.0 ‐1,720,604 325,650 0.0 ‐1,072,410 0.0 ‐3,768,474

A-66


Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0302 MBU: MB-Dept of Space & RE Mgmt

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Subtotal

OTPS

Recoveries

Transfers

SubtotalMBU Totals



Subtotal

OTPS

Recoveries

Transfers

SubtotalMBU Totals

3.0 369,410 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.0 369,410

3.0 194,860 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.0 194,860

6.0 564,270 6.0 564,270

‐ 10,819 ‐ ‐ ‐ ‐1,687 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 9,132

‐ ‐123,876 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐123,876

‐ ‐5,284,050 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐5,284,050

‐5,397,107 ‐1,687 ‐5,398,794

6.0 ‐4,832,837 ‐1,687 6.0 ‐4,834,524

3.0 358,648 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.0 358,648

3.0 161,365 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3.0 161,365

6.0 520,013 6.0 520,013

0.0 30,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 30,000

0.0 ‐204,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐204,000

‐ 0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0

0.0 ‐174,000 0.0 ‐174,000

6.0 346,013 6.0 346,013

A-67


Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0303 MBU: MB-Budget Office-UVA

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary



Subtotal

OTPS

Recoveries

SubtotalMBU Totals


Subtotal

OTPS

Recoveries

SubtotalMBU Totals

9.0 846,069 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 9.0 846,069

9.0 846,069 9.0 846,069

‐ 101,041 ‐ ‐ ‐ 970 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 102,011

‐ ‐78,780 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐78,780

22,261 970 23,231

9.0 868,330 970 9.0 869,300

8.0 850,533 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8.0 850,533

8.0 850,533 8.0 850,533

0.0 39,923 ‐ ‐ 0.0 970 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 40,893

0.0 ‐78,780 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐78,780

0.0 ‐38,857 0.0 970 0.0 ‐37,887

8.0 811,676 0.0 970 8.0 812,646

A-68


Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0305 MBU: MB-State Gov Relations-UVa

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Subtotal

OTPS

SubtotalMBU Totals



Subtotal

OTPS

SubtotalMBU Totals

‐ ‐ ‐ ‐ 1.5 276,353 ‐ ‐ ‐ ‐ ‐ ‐ 1.5 276,353

1.0 58,863 ‐ ‐ 1.0 75,517 ‐ ‐ ‐ ‐ ‐ ‐ 2.0 134,380

1.0 58,863 2.5 351,870 3.5 410,733

‐ 1,846 ‐ ‐ ‐ 31,872 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 33,718

1,846 31,872 33,718

1.0 60,709 2.5 383,742 3.5 444,451

‐ ‐ ‐ ‐ 1.5 255,996 ‐ ‐ ‐ ‐ ‐ ‐ 1.5 255,996

1.0 57,352 ‐ ‐ 1.0 88,628 ‐ ‐ ‐ ‐ ‐ ‐ 2.0 145,980

1.0 57,352 2.5 344,624 3.5 401,976

0.0 1,847 ‐ ‐ 0.0 31,846 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 33,693

0.0 1,847 0.0 31,846 0.0 33,693

1.0 59,199 2.5 376,470 3.5 435,669

A-69


Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0310 MBU: MB-Procurement Svcs

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Recoveries

SubtotalMBU Totals



Subtotal

OTPS

Recoveries

SubtotalMBU Totals

2.0 354,450 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.0 354,450

41.4 2,789,241 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 41.4 2,789,241

‐ 27,315 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 27,315

43.4 3,171,006 43.4 3,171,006

‐ ‐146,618 ‐ ‐ ‐ 7,814 ‐ ‐ ‐ ‐8,000 ‐ 28,169 ‐ ‐118,635

‐ ‐50,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐50,000

‐196,618 7,814 ‐8,000 28,169 ‐168,635

43.4 2,974,388 7,814 ‐8,000 28,169 43.4 3,002,371

1.0 190,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 190,500

40.0 2,563,378 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 40.0 2,563,378

41.0 2,753,878 41.0 2,753,878

0.0 818,592 ‐ ‐ 0.0 6,790 ‐ ‐ 0.0 ‐8,000 0.0 40,000 0.0 857,382

0.0 ‐487,211 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐487,211

0.0 331,381 0.0 6,790 0.0 ‐8,000 0.0 40,000 0.0 370,171

41.0 3,085,259 0.0 6,790 0.0 ‐8,000 0.0 40,000 41.0 3,124,049

A-70


Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0330 MBU: FM-Facilities Management

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Recoveries

Transfers

SubtotalMBU Totals



Subtotal

OTPS

Recoveries

Transfers

SubtotalMBU Totals

11.0 1,610,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 11.0 1,610,000

1,143.0 59,170,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,143.0 59,170,000

0.0 303,542 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 303,542

1,154.0 61,083,542 1,154.0 61,083,542

‐ 528,851,121 ‐ 3,092,655 ‐ 1,888,884 ‐ 127,000 ‐ 25,000 ‐ 3,720,291 ‐ 537,704,951

‐ ‐525,230,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐525,230,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 807,973 ‐ 807,973

3,621,121 3,092,655 1,888,884 127,000 25,000 4,528,264 13,282,924

1,154.0 64,704,663 3,092,655 1,888,884 127,000 25,000 4,528,264 1,154.0 74,366,466

11.0 1,610,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 11.0 1,610,000

1,199.0 59,733,668 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,199.0 59,733,668

1,210.0 61,343,668 1,210.0 61,343,668

0.0 494,877,570 0.0 2,229,000 0.0 1,674,367 ‐ 132,000 0.0 18,900 0.0 4,361,867 0.0 503,293,704

0.0 ‐489,730,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐489,730,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 817,321 ‐ 817,321

0.0 5,147,570 0.0 2,229,000 0.0 1,674,367 132,000 0.0 18,900 0.0 5,179,188 0.0 14,381,025

1,210.0 66,491,238 0.0 2,229,000 0.0 1,674,367 132,000 0.0 18,900 0.0 5,179,188 1,210.0 75,724,693

A-71


Exec Level: R0065 VP: DV-VP/Dev & UR, Mbu Level: R0067 MBU: DV-VP Office

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

Recoveries

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

Recoveries

SubtotalMBU Totals

‐ ‐ ‐ ‐ 29.0 4,143,549 ‐ ‐ ‐ ‐ ‐ ‐ 29.0 4,143,549

‐ ‐ ‐ ‐ 115.3 7,894,394 ‐ ‐ ‐ ‐ ‐ ‐ 115.3 7,894,394

‐ ‐ ‐ ‐ ‐ 130,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 130,000

144.3 12,167,943 144.3 12,167,943

‐ 37,881 ‐ ‐ ‐ 6,537,751 ‐ ‐ ‐ 107,794 ‐ ‐ ‐ 6,683,426

‐ ‐ ‐ ‐ ‐ ‐214,333 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐214,333

37,881 6,323,418 107,794 6,469,093

37,881 144.3 18,491,361 107,794 144.3 18,637,036

‐ ‐ ‐ ‐ 26.0 3,603,037 ‐ ‐ ‐ ‐ ‐ ‐ 26.0 3,603,037

‐ ‐ ‐ ‐ 117.7 8,144,823 ‐ ‐ 0.2 18,000 ‐ ‐ 117.9 8,162,823

‐ ‐ ‐ ‐ 0.0 134,500 ‐ ‐ 0.0 15,000 ‐ ‐ 0.0 149,500

143.7 11,882,360 0.2 33,000 143.9 11,915,360

0.0 6,629 ‐ ‐ 0.0 5,433,392 ‐ ‐ 0.0 175,376 ‐ ‐ 0.0 5,615,397

‐ ‐ ‐ ‐ 0.0 ‐231,925 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 ‐231,925

0.0 6,629 0.0 5,201,467 0.0 175,376 0.0 5,383,472

0.0 6,629 143.7 17,083,827 0.2 208,376 143.9 17,298,832

A-72


Exec Level: R0065 VP: DV-VP/Dev & UR, Mbu Level: R0175 MBU: DV-Public Affairs

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals



Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals

6.8 820,337 ‐ ‐ 2.0 244,563 ‐ ‐ ‐ ‐ ‐ ‐ 8.8 1,064,900

17.0 1,004,647 ‐ ‐ 8.8 482,738 ‐ ‐ ‐ ‐ ‐ ‐ 25.8 1,487,385

‐ 6,378 ‐ ‐ ‐ 3,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 9,878

23.8 1,831,362 10.8 730,801 34.6 2,562,163

‐ 355,602 ‐ ‐ ‐ 638,312 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 993,914

355,602 638,312 993,914

23.8 2,186,964 10.8 1,369,113 34.6 3,556,077

7.0 657,098 ‐ ‐ 2.0 150,495 ‐ ‐ ‐ ‐ ‐ ‐ 9.0 807,593

18.0 1,100,568 ‐ ‐ 8.8 559,676 ‐ ‐ ‐ ‐ ‐ ‐ 26.8 1,660,244

0.0 6,378 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.0 6,378

25.0 1,764,044 10.8 710,171 35.8 2,474,215

0.0 58,082 ‐ ‐ 0.0 290,391 ‐ ‐ ‐ ‐ ‐ ‐ 0.0 348,473

0.0 58,082 0.0 290,391 0.0 348,473

25.0 1,822,126 10.8 1,000,562 35.8 2,822,688

A-73


Exec Level: R0065 VP: DV-VP/Dev & UR, Mbu Level: R0201 MBU: DV-Assoc VP-HS

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary


2011‐R OTPS

SubtotalMBU Totals


Subtotal

OTPS

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ ‐ 0.0 145,663 0.0 585,907 ‐ ‐ 0.0 731,570

0.0 145,663 0.0 585,907 0.0 731,570

0.0 145,663 0.0 585,907 0.0 731,570

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 50,730 ‐ ‐ 1.0 50,730

1.0 50,730 1.0 50,730

‐ ‐ ‐ ‐ ‐ ‐ 0.0 120,000 0.0 167,423 ‐ ‐ 0.0 287,423

0.0 120,000 0.0 167,423 0.0 287,423

0.0 120,000 1.0 218,153 1.0 338,153

A-74


Exec Level: R0065 VP: DV-VP/Dev & UR, Mbu Level: R1245 MBU: DV-WTJU Radio

1

State

FTE Amount

2


FTE Amount

3


FTE Amount

4

Private Restricted

FTE Amount

5


FTE Amount

6

Auxiliary




Subtotal

OTPS

SubtotalMBU Totals


Wages and benefits

Subtotal

OTPS

SubtotalMBU Totals

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.0 ‐ 1.0 ‐

‐ ‐ ‐ ‐ ‐ ‐ 2.0 107,825 ‐ ‐ 1.0 119,245 3.0 227,070

2.0 107,825 2.0 119,245 4.0 227,070

‐ ‐ ‐ 70,535 ‐ ‐ ‐ 35,175 ‐ ‐ ‐ 25,720 ‐ 131,430

70,535 35,175 25,720 131,430

70,535 2.0 143,000 2.0 144,965 4.0 358,500

‐ ‐ ‐ ‐ ‐ ‐ 2.0 104,500 ‐ ‐ 2.0 137,500 4.0 242,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ 10,000 ‐ ‐ ‐ ‐ ‐ 10,000

2.0 114,500 2.0 137,500 4.0 252,000

‐ ‐ ‐ 74,350 ‐ ‐ ‐ 55,500 ‐ ‐ 0.0 11,150 0.0 141,000

74,350 55,500 0.0 11,150 0.0 141,000

74,350 2.0 170,000 2.0 148,650 4.0 393,000

A-75

Documents

2011-2012 Budget Summary All Divisions · This 2011‐12 budget summary is dedicated to Leonard W. Sandridge, Jr., who ... The Rector and Visitors have contracted with The Chartis