Boston University Self-Study Report University Self-Study Report Submitted to the Commission on Institutions of Higher Education of the New England Association of Schools and Colleges,

Bost on University Self-Study Report

Submitted to the Commission on Institutions of Higher Education of the New England Association of Schools and Colleges, Inc.

February 13, 2009

Bost on University Self-Study Report

Submitted to the Commission on Institutions of Higher Education of the New England Association of Schools and Colleges, Inc.

February 13, 2009

Contents

InstitutionalCharacteristics........................................................................................................... vPreface...........................................................................................................................................xvOverview .....................................................................................................................................xviiContributors ..................................................................................................................................xxSelf‐StudyReport StandardOne:MissionandPurposes....................................................................................... 1 StandardTwo:PlanningandEvaluation................................................................................... 4 StandardThree:OrganizationandGovernance ..................................................................... 11 StandardFour:TheAcademicProgram.................................................................................. 16 StandardFive:Faculty ............................................................................................................ 34 StandardSix:Students............................................................................................................ 47 StandardSeven:LibraryandOtherInformationResources ................................................... 69 StandardEight:PhysicalandTechnologicalResources .......................................................... 75 StandardNine:FinancialResources ....................................................................................... 86 StandardTen:PublicDisclosure ............................................................................................. 93 StandardEleven:Integrity ...................................................................................................... 97Appendices AppendixA:SupplementaryDataforStandardSix:Students.............................................. 103 AppendixB:CIHEDataFormsforComprehensiveEvaluations............................................ 111 AppendixC:CIHEForm:StandardTen:PublicDisclosure .................................................... 147 AppendixD:InsuranceCoverage ......................................................................................... 153 AppendixE:FinancialStatements ........................................................................................ 157

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InstitutionalCharacteristics

Date:February13,20091. Corporatenameofinstitution:TrusteesofBostonUniversity2. Address(city,state,zipcode):OneSilberWay,Boston,Massachusetts02215 Phone:617‐353‐2000 URLofinstitutionalwebpage:www.bu.edu3. Dateinstitutionwascharteredorauthorized:May26,18694. Dateinstitutionenrolledfirststudentsindegreeprograms:18695. Dateinstitutionawardedfirstdegrees:18716. Typeofcontrol:(check) Public Private State XIndependent,not‐for‐profit City ReligiousGroup Proprietary Other(Specify)___________________ 7. By what agency is the institution legally authorized to provide a program of education

beyond high school, andwhat degrees is it authorized to grant? The Legislature of theCommonwealthofMassachusetts;seeattachedBy‐Laws.BostonUniversityisauthorizedtograntdegreesatthebachelor’s,master’sanddoctorallevels.

8. Levelofpostsecondaryoffering(checkallthatapply): X Lessthanoneyearofwork X Firstprofessionaldegree X Atleastonebutlessthantwoyears X Master’sand/orworkbeyondthe firstprofessionaldegre X Diplomaorcertificateprogramsof X Workbeyondthemaster’slevel atleasttwobutlessthanfouryears butnotatthedoctorallevel (e.g.,SpecialistinEducation) Associatedegreegrantingprogram X Adoctorofphilosophyor ofatleasttwoyears equivalentdegree X Fourorfive‐yearbaccalaureate Other _________________________ degreegrantingprogram Specify

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9. Typeofundergraduateprograms(checkallthatapply): Occupationaltrainingatthe X Liberalartsandgeneral crafts/clericallevel(certificate ordiploma) Occupationaltrainingatthetechnical X Teacherpreparatory orsemi‐professionallevel (degree) X Two‐yearprogramsdesignedfor X Professional fulltransfertoabaccalaureate degree Other _________________________ 10. Thecalendarsystemattheinstitutionis: X Semester Quarter Trimester Other___________________11. Whatconstitutesthecredithourloadforafull‐timeequivalent(FTE)studenteachsemester? a) Undergraduate12‐18credithours b) Graduate12‐18credithours c) Professional12‐18credithours12. Studentpopulation: a) Degree‐seekingstudents:

Undergraduate Graduate Total

Full‐timestudentheadcount

17,013 8,615 25,628

Part‐timestudentheadcount

1,521 4,617 6,138

FTE 16,900 7,852 24,752

b)Numberofstudents(headcount)innon‐credit,short‐termcourses:N/A13. Listallprogramsaccreditedbyanationallyrecognized,specializedaccreditingagency.List

thenameoftheappropriateagencyforeachaccreditedprogram:

CollegeandGraduateSchoolofArts&Sciences AmericanPsychologicalAssociation(accreditationcoversthePhDprogramin

ClinicalPsychology) AssociationofStateandProvincialPsychologyBoards(accreditationcoversthe

PhDprograminCounselingPsychology&Religion) CommitteeonProfessionalTrainingoftheAmericanChemicalSociety

(accreditationcoverstheBAprograminChemistry)

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NationalCouncilofPreservationEducators(accreditationcoverstheinterdisciplinaryMAprograminAmericanandNewEnglandStudies)

CollegeofEngineering AccreditationBoardforEngineeringandTechnology,Inc.

CollegeofFineArts NationalAssociationofSchoolsofMusic(accreditationcoverstheSchoolofMusic)

CollegeofHealth&RehabilitationSciences:SargentCollege AccreditationCouncilforOccupationalTherapyEducation CommissiononAccreditationinPhysicalTherapyEducation CommissiononAcademicAccreditationinAudiologyandSpeech‐Language

Pathology CommissiononAccreditationofAthleticTrainingEducation CommissiononAccreditationinDieteticsEducation

HenryM.GoldmanSchoolofDentalMedicine CommissiononDentalAccreditationoftheAmericanDentalAssociation

MetropolitanCollege GlobalAccreditationCenterforProjectManagementoftheProjectManagement

Institute(accreditationcoversthefollowprograms:MSinProjectManagement,MSinAdministrativeStudies,andMSinComputerInformationSystems)

SchoolofLaw AmericanBarAssociation MemberoftheAmericanAssociationofLawSchools

SchoolofManagement AssociationtoAdvanceCollegiateSchoolsofBusiness

SchoolofMedicine LiaisonCommitteeonMedicalEducation

SchoolofPublicHealth CouncilforEducationinPublicHealth

SchoolofSocialWork CouncilonSocialWorkEducationCommissiononAccreditation

SchoolofTheology AssociationofTheologicalSchools

14. Off‐campus Locations. List all instructional locations other than the main campus. For

eachsite, indicatewhetherthelocationoffersfull‐degreeprograms,50%ormoreofoneormoredegreeprograms,orcoursesonly.RecordtheFTEenrollmentforthemostrecentfallsemester.Addmorerowsasneeded.

Fulldegrees?

50%ormore?

Coursesonly?

FTE

Enrollment

A.In‐stateLocations

Hanscom,MA X X 13

Tyngsboro,MA(includesSSW,MET) X X 49

FallRiver,MA/CapeCod(SEMA) X X 44

PrisonEducationProgram X X 117.67

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B.Out‐of‐stateLocations

Arlington,VA X X 7.3

CherryPoint,NC X X 19.67

CampLejeune X X 6

C.InternationalLocations

Brussels,Belgium X X 28

15. Degrees and certificates offered 50% or more electronically: For each degree or

certificate, indicate the level (certificate, associate’s, baccalaureate, master’s,professional, doctoral), the percent that may be completed online, and the number ofmatriculatedstudentsforthemostrecentfallsemester.Entermorerowsasneeded.

NameofProgram DegreeLevel PercentOnline

Students

BLSinInterdisciplinaryStudies

(DegreeCompletionProgram)

Bachelor’s 100% 147

MSinAdministrativeStudies,concentrationinInnovationandTechnology

Master’s 50% 29

MSinComputerInformationSystems Master’s 100% 350

MSinCriminalJustice Master’s 100% 430

MSinHealthCommunication Master’s 100% 31

MSinManagementinBankingandFinancialServicesManagement

Master’s 100% 215

MSinManagementinBusinessContinuity,Security&RiskManagement

Master’s 100% 6

MSinManagementinHumanResourcesManagement

Master’s 100% 26

MSinManagementinInsuranceManagement

Master’s 100% 45

MSinManagementinInternationalMarketingManagement

Master’s 100% 7

MSinManagementinProjectManagement

Master’s 100% 414

MAinArtsEducation Master’s 100% 10

MasterofMusicinMusicEducation Master’s 100% 346

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MSinOccupationalTherapy Master’s 100% 106

DigitalForensics GraduateLevelCertificate

70% 5

InformationTechnologyProjectManagement

GraduateLevelCertificate

70% 1

InteractiveMultimedia&GameEngineering


70% 1

ProjectManagement GraduateLevelCertificate

100% 13

ClinicalInvestigation GraduateLevelCertificate

100% 21

Entrepreneurship GraduateLevelCertificate

100% 6

PhysicalEducation,HealthEducation,andCoaching


100% 5

DoctorofMusicalArtsinMusicEducation

Doctoral 100% 290

DoctorofOccupationalTherapy Doctoral 100% 12

TransitionalDoctorateinPhysicalTherapy

Doctoral 100% 73

16. Instruction offered through contractual relationships: For each contractual relationship

throughwhichinstructionisoffered, indicatethenameofthecontractor,thelocationofinstruction,theprogramnameanddegreelevel,andthepercentofthedegreethatmaybecompletedthroughthecontractualrelationship.Entermorerowsasneeded.

Nameofcontractor Location Nameofprogram Degreelevel %ofdegree

RSA Bedford,MA InformationSecurity


100%

LibertyMutual Portsmouth,NH

MSinComputerScience


100%

Variousuniversitiesabroad(seeExhibitRoom,STANDARDFOUR:THEACADEMICPROGRAM)

StudyAbroad Bachelor’s Between12.4%and25%

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17. Listbynameandtitlethechiefadministrativeofficersoftheinstitution.Seetableonnextpage.

18. Supplyatableoforganizationfortheinstitution.Whiletheorganizationofanyinstitution

willdependonitspurpose,sizeandscopeofoperation,institutionalorganizationusuallyincludes four areas. Although every institution may not have a major administrativedivision for these areas, the followingoutlinemaybehelpful in charting anddescribingtheoveralladministrativeorganization:

a) Organizationofacademicaffairs,showingalineofresponsibilitytopresidentforeach

department,schooldivision,library,admissionsoffice,andotherunitsassignedtothisarea;

b) Organization of student affairs, including health services, student government,

intercollegiateactivities,andotherunitsassignedtothisarea; c) Organization of finances and business management, including plant operations and

maintenance,non‐academicpersonneladministration,auxiliaryenterprises,andotherunitsassignedtothisarea;

d) Organization of institutional advancement, including fund development, public

relations,alumniofficeandotherunitsassignedtothisarea. Seeorganizationalchartofsenioradministratorsatwww.bu.edu/offices/administration.19. Recordbrieflythecentralelementsinthehistoryoftheinstitution: 1839: BostonTheologicalSeminaryestablished 1869: BostonUniversitychartered 1871:SchoolofTheologyestablished 1872: SchoolofLaw CollegeofMusic 1873: CollegeofArtsandSciences(formerlytheCollegeofLiberalArts) SchoolofOratory(dissolvedin1879) SchoolofMedicine(incorporatingtheNewEnglandFemaleMedicalCollege, foundedin1848) 1874: GraduateSchoolofArts&Sciences(originallynamedtheSchoolofAllSciences) 1913: SchoolofManagement(formerlytheCollegeofBusinessAdministration) 1918: SchoolofEducation

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1919: CollegeofPracticalArtsandLetters(dissolvedin1953—someprogramsabsorbed bySchoolofEducationandCollegeofBusinessAdministration) 1929: SargentCollegeofHealthandRehabilitationSciences(acquiredasSargentCollege,

aprivatelyownedschoolofalliedhealth) 1940:SchoolofSocialWork(originallynamedSchoolofReligiousEducationandSocial Services) 1946: SchoolofNursing(closedin1988) TheGeneralCollege(changedtoCollegeofGeneralEducationin1951;later

absorbedasaDivisionofGeneralEducationbytheCollegeofLiberalArtsandthen closedin1976)

1947:CollegeofCommunication(originallytheCollegeofPublicRelationsand Communications;laterSchoolofPublicCommunication) 1950: CollegeofEngineering(originallyCollegeofIndustrialTechnology) 1952:CollegeofGeneralStudies(originallyaJuniorDivisionoftheGeneralCollege;later namedtheCollegeofBasicStudies) 1954: CollegeofFineArts(formerlySchoolfortheArtsandoriginallySchoolforFineand

AppliedArts,includingtheformerCollegeofMusic) 1963: HenryM.GoldmanSchoolofDentalMedicine(originallyadepartmentinthe

SchoolofMedicine) 1965: MetropolitanCollege&ExtendedEducation 1972: TheUniversityProfessorsProgram(authorizedtograntdegreesin1976) 1975: PrograminArtisanry(transferredin1984toSwainSchoolofDesign,whichlater

becameapartofSoutheasternMassachusettsUniversity) 1976: SchoolofPublicHealth(originallyundertheauthorityoftheSchoolofMedicine) 1981: SchoolofHospitalityAdministration,originallyundertheauthorityofMetropolitan College

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Founders LeeClaflin,IsaacRich,andJacobSleeper Presidents 1873–1903WilliamFairfieldWarren 1904–1911WilliamEdwardsHuntington 1911–1924LemuelHerbertMurlin 1926–1951DanielL.Marsh 1951–1967HaroldC.Case 1967–1970ArlandF.Christ‐Janer 1971–1996JohnSilber 1996–2002JonWestling 2003–2005AramChobanian 2005– RobertA.Brown

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CHIEFINSTITUTIONALOFFICERSFunctionorOffice Name ExactTitle

Chair,BoardofTrustees RobertA.Knox Chairman,BoardofTrustees

President/Director RobertA.Brown President

ExecutiveVicePresident JosephP.Mercurio ExecutiveVicePresident

ChiefAcademicOfficer DavidK.Campbell UniversityProvost

ChiefAcademicandAdministrativeOfficer,UnitLevel

KarenH.Antman ProvostoftheMedicalCampusandDean,SchoolofMedicine


VirginiaSapiro

Dean,CollegeandGraduateSchoolofArts&Sciences


TomFiedler Dean,CollegeofCommunication


KennethR.Lutchen Dean,CollegeofEngineering


WaltC.Meissner Deanadinterim,CollegeofFineArts


LindaS.Wells Dean,CollegeofGeneralStudies


GloriaS.Waters Dean,CollegeofHealth&RehabilitationSciences:SargentCollege


JeffreyW.Hutter Dean,GoldmanSchoolofDentalMedicine


JayHalfond Dean,MetropolitanCollege&ExtendedEducation


HardinL.K.Coleman Dean,SchoolofEducation


JamesT.Stamas Dean,SchoolofHospitalityAdministration


MaureenA.O’Rourke Dean,SchoolofLaw


LouisLataif Dean,SchoolofManagement


RobertF.Meenan Dean,SchoolofPublicHealth


GailS.Steketee Dean,SchoolofSocialWork

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MaryE.Moore Dean,SchoolofTheology


SirHansKornberg Director,UniversityProfessorsProgram

UndergraduateEducation VictorCoelho AssociateProvostforUndergraduateEducation

Chaplain RobertA.Hill Dean,MarshChapel

BostonUniversityAcademy JamesBerkman Headmaster

ChiefFinancialOfficer MartinJ.Howard VicePresidentforFinancialAffairs&Treasurer

InvestmentOfficer PamelaL.Peedin ChiefInvestmentOfficer

GeneralCounsel ToddL.C.Klipp VicePresident,GeneralCounsel,Secretary,BoardofTrustees

MediaRelations StephenP.Burgay VicePresidentforMarketing&Communications

ChiefStudentServicesOfficer KennethElmore DeanofStudents

Planning Sharedresponsibility

InstitutionalResearch MelanieMadaio‐O’Brien ExecutiveDirector,InstitutionalResearch

Development/Alumni ScottG.Nichols VicePresidentforDevelopment&AlumniRelations

Library RobertHudson UniversityLibrarian

ChiefInformationOfficer MichaelKrugman VicePresidentadinterim,Information&Technology

ContinuingEducation JayHalfond Dean,MetropolitanCollege&ExtendedEducation

Grants/Research AndreiE.Ruckenstein AssociateProvostandVicePresidentforResearch

Enrollment/StudentAffairs LaurieA.Pohl VicePresidentforEnrollment&StudentAffairs

Admissions KellyWalter ExecutiveDirectorofAdmissions

Registrar FlorenceBergeron UniversityRegistrar

FinancialAid ChristineMcGuire ExecutiveDirector,OfficeofFinancialAssistance

AlumniAssociation SteveKarbank President,BUAlumniCouncil

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PREFACE

THESELF‐STUDYPROCESSBostonUniversitybegantoprepareforitsten‐yearcomprehensiveevaluationbytheCommissiononInstitutionsofHigherEducation(CIHE)oftheNewEnglandAssociationofSchoolsandColleges(NEASC)inthefallof2007.ThePresidentandUniversityProvostappointedaself‐studychair,whothenassembledasmallworkinggroupofstaffintheOfficeoftheProvostandtheOfficeofInstitutionalResearch.Theself‐studychairandworkinggroupattendedaworkshophostedbyCIHEinOctober2007,inordertogainabetterunderstandingofthekeycomponentsoftheself‐studyprocess. InconjunctionwiththePresidentandUniversityProvost,theself‐studychairandworkinggroupdecidedearlyontoundertakeastraightforwardself‐studybasedonCIHE’sElevenStandards,withoutareasofspecialemphasis.Thisdecisionwasbasedinpartonthefactthatthe1999self‐studyhaddevotedapproximatelytwo‐fifthsofthereporttothreeareasofemphasis:DegreeStandardsatBostonUniversity,theInternationalCharacterofBostonUniversity,andtheChangingLandscapeofHigherEducation.IndividualstandardswereassignedtostandingcommitteesoftheUniversityCouncil,abodyconsistingofmembersoftheFacultyCouncil,deansofBostonUniversity’s17schoolsandcolleges,theUniversityProvost,thePresident,andotherofficersdesignatedbythePresident.AnumberofcommitteesoverlappedcloselywithoneormoreoftheCIHE’sElevenStandards.TheCommitteeontheBudget,forinstance,helpeddrafttextinresponsetoSTANDARDNINE:FINANCIALRESOURCES,whiletheCommitteeonScholarlyActivitiesandLibrariesaddressedSTANDARDSEVEN:LIBRARYANDOTHERINFORMATIONRESOURCES.CommitteeswereencouragedtoreachouttofacultyandstaffacrosstheUniversityinordertoobtaintheinformationtheyneeded.

ThechairsoftheUniversityCouncilcommitteesassumedresponsibilityfordraftingresponsestothestandardorstandardstowhichtheyhadbeenassigned.Thesechairs,supplementedbyahandfulofothersenioracademicandadministrativeleaders,comprisedtheNEASCReaccreditationSteeringCommittee.TheSteeringCommitteemetmonthlyorbimonthlyfromFebruary2008toFebruary2009todiscusseachstandardasittookshape,toreviewtheNEASCrequirements,andtoplanforthesitevisit.

UniversityCouncilcommitteechairssubmittedtheirdraftstandardstotheself‐studychair

andadministrativeworkinggroupinthesummerof2008.ThismaterialwaseditedforlengthandadherencetotheformattingguidelinesrecommendedbyNEASC.Adraftofthefullself‐studyreport,basedonthetextfromcommitteechairs,wascirculatedtomembersoftheUniversityLeadershipGroup—includingthePresident,ExecutiveVicePresident,UniversityProvost,andProvostoftheMedicalCampus,deans,vicepresidents,theChairoftheFacultyCouncil,andotheracademicandadministrativeleadersatBostonUniversity—inDecember2008.EditsandsuggestionsfromUniversityLeaderswerereviewedandincorporatedinJanuary2008.InFebruary,theself‐studyreportwaspostedonlineforcommentbystudents,staff,faculty,alumni,andotherswithaninterestinthehealthandfutureofBostonUniversity.NoticesinvitingthepublictosubmitthirdpartycommentsdirectlytoCIHEwerepublishedinanumberofmedia,

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includingprintandonlineversionsoflocalnewspapers,studentnewspapers,andBostonUniversity’salumnimagazine,Bostonia. Whiletheself‐studyreportwasbeingcompiled,theadministrativeworkinggroupalsoassembledanextensiveexhibitroomwithassistancefromsteeringcommitteemembers,anddepartmentsandofficesacrossBostonUniversity.ElectronicversionsofnearlyalldocumentsintheExhibitRoomwerepostedonlineonasecurewebsiteforsiteteammemberstoviewinadvanceoftheirvisit.Manyoftherequireddataformswerealsomadeavailabletositeteammembersonline,onapassword‐protectedsitemaintainedbytheOfficeofInstitutionalResearch.DeanswereinvaluableinhelpingtocompletethenewE‐andS‐seriesdataforms.Theypreparedappropriateformsfortheirrespectiveschoolsandcollegesinthespringandsummerof2008.Theseformswerethenreviewedbytheadministrativeworkinggroup,withassistancefromBarbaraBrittingham,PresidentandDirectorofCIHE,inlateAugust2008.Insomecases,formswererefinedandreworkedinconjunctionwithdeans. Theself‐studywaswelltimed.ItwasprecededbyaperiodofsustainedreflectiononBostonUniversity’smission,history,andfuture,whichledtotheproductionoftheUniversity’sfirststrategicplan.Asaresultofthegoalsarticulatedinthestrategicplan,theself‐studyprocessalsocoincidedwithaconsideredefforttodistillandarticulatethe“value‐added”ofaBostonUniversityundergraduateeducationandtosystematicallyevaluatetheUniversity’sgraduateandresearchprograms.Thefinalself‐studyreportwillbepresentedtotheBoardofTrusteesofBostonUniversityattheirannualspringmeetinginApril2009.

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OVERVIEW

HISTORY,CONTEXT,ANDKEYFINDINGSBostonUniversityisaleadingprivateresearchuniversity,withtwoprimarycampusesinthecityofBostonandprogramsaroundtheworld.Itsoriginsdateto1839,whentheNewburyBiblicalInstitute—thefirstseminaryoftheUnitedMethodistChurch—wasfoundedinNewbury,Vermont.Theinstitutegrewrapidlyandin1847movedtoalargersiteinConcord,NewHampshire,whereitwasrenamedtheMethodistGeneralBiblicalInstitute.Onlytwoyearslatertheinstitute’sTrusteessuggestedamovetoBoston.AfterdeclininganofferfromHarvardtorelocatetoCambridge,theypurchased30acresinBrooklineandopenedtheBostonSchoolofTheology,nowtheBostonUniversitySchoolofTheology,in1867.

TheideaforauniversitycamefromWilliamFairfieldWarren,thenactingpresidentoftheBostonSchoolofTheology,whohadstudiedabroadinEuropeandwantedtocombinethebestelementsofGermanandEnglishmodelsofhighereducation.BackingWarrenwerethreeprosperousandphilanthropicBostonmerchantswhosharedhisvision:LeeClaflin,JacobSleeper,andIsaacRich.In1869,theysuccessfullypetitionedtheMassachusettslegislaturetocharterBostonUniversity.

WilliamFairfieldWarrenwentontobecomeBostonUniversity’sfirstpresident,apositionhehelduntil1903.Duringhistenure,hearticulatedwhatmayhavebeenthefirstneed‐blindadmissionspolicyintheUnitedStates;institutedaninternationalexchangeprogramenablingBostonUniversitygraduatestostudyattheNationalUniversityinAthensandtheRoyalUniversityofRome;anddeclaredthat“thedoctrinethatauniversityshouldexistforthebenefitofasingleclassorsexwillsoonbelongtotherealmofpedagogicalpaleontology.”Fromthedayofitsopening,BostonUniversityhasadmittedstudentsofbothsexesandeveryraceandreligion,andprovidedscholarshipstomeetfinancialneed.

Thefounders’emphasesoninclusion,andonengagingwithandservingthecommunity,havecometodefineBostonUniversity.BostonUniversityisproudtohavegraduatedthefirstwomanadmittedtothebarinMassachusetts(LeliaRobinson,SchoolofLaw,1882)andthefirstAfricanAmericanpsychiatrist(SolomonCarterFuller,SchoolofMedicine,1897),andtohaveappointedHowardThurmanasDeanofMarshChapelin1953,makinghimthefirstblackdeanofchapelatamajority‐whiteuniversity.Ourstudentsandgraduateshavelongservedthecommunity,bothduringandaftertheirtimeatBostonUniversity;perhapsmostfamously,agraduateoftheSchoolofTheology,EdgarHelms,foundedGoodwillIndustriesin1902.Theinstitutionasawholehasalsotakenakeeninterestinthecommunity,withnumerousoutreacheffortstotheBostonPublicSchoolsandanunprecedentedagreementwiththeCityofChelsea,Massachusetts,andtheChelseaSchoolCommitteein1989inwhichBostonUniversityacceptedresponsibilityfortheday‐to‐daymanagementoftheChelseaPublicSchools.TheBostonUniversity/ChelseaPartnership,initiallymeanttolastadecade,endedinJune2008withthetransitionofauthoritybacktoChelsea,whichisnowinapositiontooperateitsschoolseffectivelyandindependently.

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Whilepreservingtheseenduringvalues,BostonUniversityhasdramaticallyexpandeditsprogramofferingsandenhanceditsreputationforexcellenceinteachingandresearch.AbriefhistoryofeachschoolandcollegeatBostonUniversity—therearecurrently17inall—isgiveninSTANDARDFOUR:THEACADEMICPROGRAM.Today,32,485undergraduateandgraduatestudentsareenrolledinmorethan250differentdegreeprograms,wheretheyarereceivingasuperioreducationthatcombinestheenduringvalueofaliberalartseducationwiththeskillsandexperienceofferedbyprofessionaltraining.1BostonUniversitystudentsaretaughtbyanexcellent,committedfacultywhosescholarlyandcreativeendeavorscomplementandinformtheirworkintheclassroom.

SincethelastcomprehensiveevaluationbytheNewEnglandAssociationofSchoolsandCollegesin1999,BostonUniversityhasseenseveralchangesinexecutiveoffice.JonWestling,whoservedasPresidentfrom1996to2002,resignedfromthepresidencyinordertoreturntoteachingandresearchintheDepartmentofHistory.Atthattime,PresidentEmeritusJohnSilber,whosetenureaspresidentspanned1971through1996,wasservingasChancellor;PresidentEmeritusSilberagreedtoresumepresidentialresponsibilitieswhileasearchforanewleaderwasconducted.Thesearchconcludedunsuccessfully,withthewithdrawalofanoffertoacandidateshortlybeforehewastotakeoffice.InOctober2003,theBoardofTrusteesaskedAramChobanian,ProvostoftheMedicalCampus,toserveasPresidentadinterim.Anewsearchwasconductedand,inSeptember2005,RobertA.Brown,thenProvostoftheMassachusettsInstituteofTechnology,wasnamedthetenthpresidentofBostonUniversity.

Theunsuccessfulpresidentialsearchof2003producedanumberofpositiveoutcomes.TheBoardofTrusteesofBostonUniversityconductedathoroughreviewofitsgovernancestructureandpracticesutilizingoutsideconsultants,andconsequentlyadoptedanumberofchangestoincreasetransparency,improvefiduciaryoversight,andrestoreconfidenceintheUniversity’smanagement.ThesechangesaredescribedinSTANDARDTHREE:ORGANIZATIONAND

GOVERNANCE.PresidentBrownencouragedasenseofrenewedpurposeandpossibilityamongthe

BostonUniversitycommunitybyinitiatingastrategicplanningprocesswithinmonthsofhisinauguration.Planninginvolvedavarietyofconstituenciesatalllevels,engagingtheminameaningfulconversationabouttheinstitution’shistoryandfuture.Thisprocess,whichwasdesignedtobeasinclusiveandtransparentaspossible,isdiscussedinSTANDARDTWO:PLANNINGANDEVALUATION.Theresultingstrategicplan,entitled“ChoosingtobeGreat,”establishedasetofrealistic,measurablegoalsforBostonUniversity.Byidentifyingspecificprioritiesandbenchmarkstogaugeprogress,thestrategicplanprovidesarationalefordecisionmakingatalllevels.Already,thestrategicplanhasbecomeanessentialreferenceindepartmental,unit‐level,andUniversity‐wideplanningandbudgeting.

ThestrategicplanningprocessalsoprovidedausefulpointofdepartureforBoston

University’sself‐studybecauseitwasbroad‐based,reflectedcandiddiscussionofstrengthsandweaknesses,andresultedinaconsensusabouttheUniversity’sdirection.AhallmarkofthestrategicplanningprocesswasPresidentBrown’suseof“StrategicIndicators”—thatis,strategic

1FinalenrollmentfigureforFall2008,includingallfull‐andpart‐timestudentsontheCharlesRiverandMedicalcampuses.

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benchmarkingagainstpeerinstitutions.TheemphasisondevelopmentofdatahasstimulatedcontinuingconversationsbothUniversity‐wideandwithinschoolsandcollegesaboutassessment,thequalityofteachingandlearning,andhowthestudentexperiencecanbeimproved.

WorkingwiththeUniversity’sfiscalmanagers,PresidentBrownhasdevelopedprocessesforlong‐termbudgetarymodelingandplanning.And,ontheacademicside,hehas—withtheProvostanddeans—introducedthepracticeofperiodicreviewsofacademicunits,usingavarietyofmeansincludingexternalpeerpanels.ThesearedescribedingreaterdetailinthenarrativeofSTANDARDTWO:PLANNINGANDEVALUATION.

Theself‐studyreportshowsBostonUniversitytobeamatureinstitutionwithastronghistoryandapromisingfuture.Systemsandprocessesforqualityassuranceandimprovementareinplaceinboththeacademicandfinancialareas—thelatter,ofcourse,beingessentialtotheformer.InstitutionalreformsundertakenbytheBoardofTrusteeshaverenewedtheconfidenceoftheacademiccommunity.TheexercisethatresultedinastrategicplanacceptedandsupportedbytheUniversitycommunitystimulatedcandiddiscussionandassessmentoftheUniversity’sstrengthsandweaknesses. The2009ten‐yearreviewofBostonUniversitybytheNewEnglandAssociationofSchoolsandCollegescomesatahistoricallyinteresting—andchallenging—junctureforBostonUniversityandhighereducation.The2008fiscalyearwastheUniversity’sstrongesteverandcoincidedwiththefirstfullyearofimplementationofthe“ChoosingtoBeGreat”plan.Thefiscalyearendedwithapositivebalanceof$109.5million,fromatotalbudgetof$1.85billion.PreparationoftheUniversity’sself‐studyfortheNEASCreviewhasproceededagainstthebackdropofthecollapseoffinancialinstitutionsofSeptember2008andthesubsequentcapitalmarketdeclineandaccompanyingspikesinunemployment.WhiletheUniversity’sfundamentalcircumstancesremainedstrong,theexternaleconomicevents—particularlybecauseoftheirimpactonfamilies—weresoberingremindersoftheUniversity’sfiduciaryandsocietalobligations.Amongotheractions,PresidentBrownimposedahiringfreezeonopenornon‐essentialpositionsandplacedaholdonnewconstructionprojectsinordertomarshaltheUniversity’sresourcesinanticipationofariseintheneedforfinancialassistanceamongcurrentandprospectivestudents.AleadershipretreatheldinDecemberof2008resultedinthelaunchingofinitiativestoseekandrecommendlong‐termoperationalefficienciesthatcanbeaccomplishedthroughconsolidationandrationalizationofprogramsandsupportfunctions. TheUniversitycommunityremainscommittedtotheenduringworkofaninstitutionthatengagesinthecityandtheworld.Thereisbroadrecognitionthatineconomicallychallengingtimes,theUniversity’sworkinteaching,service,scholarship,andresearchisallthemoreimportant.AsBostonUniversitylookstoitsfuture,itcanrelyontraditionsofoutreachandengagement,academicintegrityandrigor,andsoundoperationalandfiscalmanagementtoensurethatitcontinuestoservefuturegenerations.

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Contributors

ReaccreditationSteeringCommitteeDougSears,ChairAssociateProvostandAssistanttothePresidentStephenBradyAssociateProfessorofPsychiatryandGraduateMedicalSciencesandDirectoroftheMentalHealthandBehavioralMedicineProgramKennethElmoreDeanofStudentsLoreGlaserAssociateProvostforFinanceandAdministrationDerekHoweDirectorofFiscalOperationsRobertHudsonUniversityLibrarianSuzanneKennedyAssistantProvostMelanieMadaio‐O’BrienExecutiveDirectorofInstitutionalResearchBarbaraMillenProfessorofFamilyMedicineinNutritionandChairofGraduateProgramsinMedicalNutritionSciences

LauriePohlVicePresidentforEnrollmentandStudentAffairsMichaelRuaneProfessorofElectricalandComputerEngineeringJulieSandellProfessorofAnatomyandNeurobiologyandpastchairoftheFacultyCouncil(2007–08)AdamSweetingAssociateProfessorofHumanitiesWillisWangDeputyGeneralCounselandAssistantSecretaryExOfficioMembers:DavidK.CampbellUniversityProvostJosephMercurioExecutiveVicePresidentLinetteDecarieAssociateDirector,InstitutionalResearchCassandraNelsonAssistanttotheProvost

WiththankstothemanymembersoftheBostonUniversitycommunity

whocontributedtothisreportandcarefullyreviewedearlierdrafts.

Self‐StudyReport

1

STANDARDONE

MISSIONANDPURPOSESDescriptionOnFebruary10,2009,theBoardofTrusteesofBostonUniversityvotedtoapprovethefollowingmissionstatement:

BostonUniversityisaninternational,comprehensive,privateresearchuniversity,committedtoeducatingstudentstobereflective,resourcefulindividualsreadytolive,adapt,andleadinaninterconnectedworld.BostonUniversityiscommittedtogeneratingnewknowledgetobenefitsociety.Weremaindedicatedtoourfoundingprinciples:thathighereducationshouldbeaccessibletoallandthatresearch,scholarship,artisticcreation,andprofessionalpracticeshouldbeconductedintheserviceofthewidercommunity—localandinternational.TheseprinciplesendureintheUniversity’sinsistenceonthevalueofdiversity,initstraditionandstandardsofexcellence,andinitsdynamicengagementwiththeCityofBostonandtheworld.BostonUniversitycomprisesaremarkablerangeofundergraduate,graduate,andprofessionalprogramsbuiltonastrongfoundationoftheliberalartsandsciences.WiththesupportandoversightoftheBoardofTrustees,theUniversity,throughourfaculty,continuallyinnovatesineducationandresearchtoensurethatwemeettheneedsofstudentsandanever‐changingworld.

AsBostonUniversity’sfirstformalmissionstatement,theseparagraphsattempttocaptureanddistillthedefiningcharacteristicsthathaveshapedtheUniversity’shistoryandwillcontinuetoinfluenceitsfuture.

BostonUniversity’sfounders—IsaacRich,LeeClaflin,andJacobSleeper—couldnothaveforeseenthemyriadwaysinwhichBostonUniversitywouldgrowfromaMethodistseminarytoadiverseinstitutioncomprisedof17schoolsandcolleges.IntheCharter,theychosetosayonlythatBostonUniversityshouldberun“insuchmannerasshallmosteffectuallypromotevirtueandpiety,andlearninginsuchofthelanguagesandoftheliberalandusefulartsandsciences,asshallberecommendedfromtimetotimebythesaidcorporation.”

Nearlyacenturyandahalflater,thelandscapeofhighereducationhaschangedandthe

numberof“liberalandusefulartsandsciences”onofferatBostonUniversityhasexpandedgreatly.Asaresult,itisnowpossibletoclassifyBostonUniversityasaspecifickindofuniversity:acomprehensiveresearchuniversity.ItisalsopossibletoidentifycertaininstitutionalcharacteristicsthathavedistinguishedBostonUniversityfromitsearliestdays.Foremostamongthemareacommitmenttomerit—asopposedtorace,sex,orcreed—astheonlyvalidcriterionforadmission;abeliefinthecentralityoftheliberalartsandsciences;andanemphasisonserving

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thewidercommunity,therebyfulfillingthevisionofLemuelMerlin,theUniversity’sthirdpresident,ofaninstitution“intheheartofthecity,intheserviceofthecity.”

Accordingly,studentsandfacultyatBostonUniversityaredistinguishedbythehighcaliber

oftheirresearchandscholarship;theirsharedfoundationintheliberalarts,regardlessofspecificdisciplinaryandprofessionalinterests;andtheireagernesstoengagewiththecityofBostonandwiththefarthestreachesofanincreasinglyinterconnectedworld.

Therecentstrategicplanningprocess,anothermilestoneinBostonUniversity’shistory,

providedagoodopportunityfortheBUcommunitytoreflectonourpast,takestockofthepresent,andarticulateourhopesforthefuture.Theplanningprocess,whichisdescribedinmoredetailinSTANDARDTWO:PLANNINGANDEVALUATION,wasdeliberatelydesignedtoengagefaculty,students,andstaffatalllevelsandacrossallunits.Fromthisextensive,campus‐wideconversation—whichalsosoughttoincorporateinputfromalumni,parents,andotherswithaninterestinBostonUniversity—cameanarticulationofthevaluesandcharacteristicsthatdefineBUasaninstitution.

Thesetraits,whicharereiteratedinthemissionstatement,include:anemphasisonthe

primacyandcomplementarityofresearchandteaching,andacommitmenttoexcellenceinboth;adefinitionofknowledgeexpansiveenoughtoincludescientific,scholarly,andcreativeactivities;acommitmenttoprovidingarichresidentialandco‐curricularexperienceforstudents;anunderstandingthatadiversityofperspectivesandbackgroundswillnecessarilybenefitaninstitutionofhighereducation;abeliefintheimportanceofgivingbacktoandactivelyengagingwiththecityofBostonandtheworld;arecognitionthatcontentandpedagogymustbecontinuallyassessedandrefinedtobestsupportteachingandlearning;andarespectforthecontinuingrelevanceoftheliberalarts.AppraisalFormanyatBostonUniversity,thestrategicplanningprocessthatledtothedevelopmentofaformalmissionstatementprovidedanopportunitytolearnmoreabouttheUniversity’shistory.Thishistory,particularlyBostonUniversity’sdecisiontoadmitstudentswithoutregardtoraceorsexfromthedayofitsopening,isrightfullyasourceofpridefortheBostonUniversitycommunitytoday,andaninspirationforthefuture.

BecauseaconversationaboutBostonUniversity’smissionanddefiningcharacteristicswasinitiatedrelativelyrecently,andthemissionstatementwasapprovedwithinthelastfewmonths,thetextofthemissionstatementhasnotyetfounditswayintokeyinstitutionalpublicationssuchastheUndergraduateStudentBulletinandtheFacultyHandbook.Asaresult,itistooearlytodescribethemissionstatementasadocumentwidelyknownandutilizedasabasisforevaluatingBostonUniversity’sadherencetoitsmission.However,becausethemissionstatementisanarticulationofthemissionthatBostonUniversityhasbeencarryingoutfordecades,weareconfidentthatitwillbecomesuchadocumentinthefuture.

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ProjectionImportantpublicationsandessentialreferenceguidesforfaculty,staff,andstudentsatBostonUniversityareupdatedandreprintedannually.(Manyareprintedannuallyandallarepublishedonline.)Themissionstatementwillbeincludedinkeyprintandonlinepublications,beginningwiththe2009–10academicyear.

Tohaverealvalue,themissionstatementwillbecriticallyreviewedperiodically;morefrequentwillbereviewsofthestrategicplantoachieveourmission.BostonUniversity’sgrowthandexpansiontothispointshows—asdoesourrecentadoptionofaformalmissionstatement—thatarticulatinganinstitution’smissionandpurposescanbebestaccomplishedbymeansofconsidered,candidreflectionandsometimesonlywiththebenefitofhindsight.

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STANDARDTWO

PLANNINGANDEVALUATIONDescriptionPlanningInthefallof2005,BostonUniversitybeganastructured,systematic,andinclusivestrategicplanningprocessledbynewlyinauguratedPresidentRobertA.Brown.Thisplanningeffortengagedfaculty,staff,andstudentsatalllevelsandwasultimatelyveryenergizingfortheUniversitycommunity.AnumberofstepshavebeentakentoensurethatparticipationinstrategicplanningatBostonUniversitywas,andremains,broad‐based.

Theplanningprocesshadseveraldistinctphases,beginningwithdepartmentallevelplans.1Chairswerespecificallyaskedtoinvolvetheirfacultyinthedevelopmentofdepartmentalplans.Formanyfacultymembers,thismeantparticipatinginavigorousdiscussionaboutdepartmentalgoals,priorities,andmetrics,oftenforthefirsttime.Thedepartmentalplanswerethensynthesizedintoschool‐andcollege‐levelplans.Toensureinclusiveness,theUniversityProvost,DavidCampbell,askeddeanstodescribetheprocessforinvolvingfacultyinthegenerationoftheirrespectiveplans.Someunitswentthroughmultipleiterationsofplanninguntiltherecouldbenodoubtthatthedevelopmentofdepartmentalandschool‐andcollege‐levelplansreflectedsignificantinput.Schoolandcollegeplansweresharedwithdeans,administrativeleaders,andtheBoardofTrusteesinthespringof2006.

InMay2006,aStrategicPlanningCoordinatingTaskForce—composedofbothfacultyand

administrators—wasconvenedtoreviewtheschoolandcollegeplansandotherrelevantmaterials,inordertoidentifycrosscuttingthemes.ThetaskforcesubmittedareporttothePresidentinDecember.2Overthenextthreemonths,theirreport,entitled“OneBU:AConnectedUniversity,”waswidelydiscussedinavarietyofvenues:atschoolandcollegefacultymeetings;atmeetingsoftheacademicandbusinessleadership;bystudents,faculty,alumni,andthepublicviaaWebforum3;andbytheBoardofTrustees.

Afterreviewingandassimilatingfeedbackfromeachoftheseconstituencies,thePresident

producedaUniversity‐wideplanningdocument.AdraftversionofthisdocumentwaspresentedtotheBoardofTrusteesandtheFacultyAssemblyinlatespringforfurtherdiscussion.Infall2007,aten‐yearstrategicplanforBostonUniversityentitled“ChoosingtobeGreat”wasapproved.4Thisplanarticulatedten“commitments,”thatis,commitmentsthatmembersoftheBoston

1Examplesareavailable,includingabindercontainingalldepartmentalplansfortheCollegeofArts&Sciences,whichcanbefoundintheExhibitRoom.2Seewww.bu.edu/strategicreport/report.3Seewww.bu.edu/phpbin/strategicreport.4Seewww.bu.edu/president/strategic‐plan.

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Universitycommunitymaketooneanotherandtoposterity.Inordertofulfillthesecommitments,thestrategicplanidentifiedeightspecific,actionablegoals:

Tosupportandenhanceaworld‐classfacultywhosemembersarededicatedtoteaching

andengagedinresearch,scholarship,andtheirprofessions. Tocontinuetodevelopthespecialundergraduateeducationalenvironmentthatcombines

ourcommitmenttoaliberalartsandscienceseducationwithprofessionalopportunities,whilecreatingflexibleeducationalopportunitiestoleveragethedepthoftheCollegeofArts&Sciences(CAS)andourotherschoolsandcolleges.Tocontinueourcommitmenttoinclusivenessbasedonmeritforallstudents,irrespectiveofrace,religion,oreconomicstatus,andtoraisethefinancialaidneededtodothis.

ToexpandandenhancetheCollegeofArts&SciencesasthecoreoftheUniversityandourundergraduateprograms.WearecommittedtoincreasingthenumberofCASfacultymembersandexpandingandrenewingtheCollege’sfacilities.

ToenhancetheresidentialcampusandstudentlifeexperienceforourundergraduatestudentsinthespecialurbanenvironmentofBoston.

TostrengthenscholarshipandresearchthroughouttheUniversitybysupportofkeydisciplinarygraduateprograms.

Toenhanceournationallyrecognizedprofessionalschoolsandcolleges,includingMedicine,Management,Law,andFineArts.OurcommitmentstoMedicine,Law,andManagementarekeytoourprominenceasamajorurbanresearchuniversity.TheCollegeofFineArtsoffersaspecialopportunityforprojectingBostonUniversityoncampus,inthecity,andaroundtheworld.

Toincreaseouremphasisoninterdisciplinaryresearchandgraduateeducationinordertoexpandourleadershipinimportantfieldsandthecollaborativeatmosphereacrossourcampuses.

TocontinuetofostertheengagementofBostonUniversityinthecityandtheworld,throughpublicserviceandbyextendingthereachofoureducationalprograms,includingbothstudy‐abroadopportunitiesforBoston‐basedstudentsandthecreationofnewopportunitiesforstudentsfromaroundtheworldtoexperienceaBUeducation.

Bysettingspecificpriorities,thestrategicplanrealisticallyacknowledgesthefinanciallimitationsandotherchallengesfacingBostonUniversitytodayandlooksforwaystobuildonexistingstrengthsandleverageourdefiningcharacteristics.Thesignificanceofthetitlerelatestotheinstitution’spast,present,andfuture:throughoutitshistory,BostonUniversityhaschosentobegreat,evenwhenresourceswereconstrainedandthepathforwardwasnoteasyorobvious.

Followingtheapprovalof“ChoosingtobeGreat,”unitsanddepartmentswere

encouragedtoreviewtheirinitialplanningdocuments,lookingforalignmentwiththeUniversity‐widestrategicplan.TheplanprovidesanincentiveforunitstomoreclearlyarticulatetheirowngoalsandencouragementforthosegoalstodovetailwiththemissionofBostonUniversityasawhole.

Alittleoverayearafterthestrategicplanwasapproved,PresidentBrownorganizeda

leadershipretreatinDecember2008toreviewitsprogressandtodiscusstheimplicationsoftherecenteconomicdownturnonfutureimplementationofthestrategicplan.TheresultsofthisdiscussionaresummarizedintheProjectionsubsection.

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EvaluationGivenBostonUniversity’sscaleasacomprehensiveresearchandteachinginstitution,theprocessofevaluatingtheachievementofourmissionandpurposes—bothinsideandoutoftheclassroom—isnecessarilycomplicatedandmultilayered.InadditiontotheUniversity’srecentlyapprovedmissionstatement,mostindividualschoolsandcollegeshaveunit‐specificmissionstatementsaswell.Accordingly,awiderangeofevaluationmethodsisutilized.

BostonUniversityreliesprimarilyonitsOfficeofInstitutionalResearch(OIR)forsystematicdatacollection.OIRcollectsdataonstrategicindicators(relatingto,e.g.,enrollment,financialinformation,studentquality)forbothBUandpeerinstitutions,aswellasdataforthebudgetreviewprocess(e.g.,tuition,income,andstudent/facultyratios)anddatausefulformakingpredictionsoffuturetrends(e.g.,statisticsonhighschoolgraduatesandoneconomicindicatorsliketheCPI).

InstitutionalResearchmaintainssophisticatedresearchandanalyticalcapabilitiestotrack

thekindsofdetailedinformationrequestedbyregulatoryandlicensingentities,andmakesthisdataavailabletoanumberofinternalandexternalaudiences.OIRprovidesroutineandadhocreportingofhistoric,projected,and/orcompetitivedataonawidevarietyofeducationalobjectivesandfiscalinitiativeskeytoeducationalandstrategicmanagement,suchas:

CommonDataSetandotherstatisticsforabroadarrayofsurveys,governmentreporting,

andpeercomparisons. Studentenrollmentdatawithdetailedinformationondemographics,gradedistribution,

classsize,continuation,retention,andcompletionrates. Historicdataandprojectionsofstudentenrollment,tuitionincome,andfinancialaid

awardsforuseinbudgetplanning. Facultyposition,workloadandsalaryinformation(includinganalysesofdatabygender

anddemographiclevels),salaryequityissues,andgrantsupport. DatarelatedtoBU’simpactonthecommunity,includingdirectpaymentsandservicesto

theCityofBostonandanoverviewoftheeconomicandsocialbenefitstheUniversitybringstoBostonandsurroundingareas.

Informationandanalysisinthechangeofpropertyassetvalues(performedinconjunctionwiththeOfficeofFinancialAffairs).Changesinvolveinvestmentinresearch,educational,residential,orotherpropertiesownedbyBU.

DataandreportspreparedbyOIRprovidereliableinformationforacademicplanningandfiscalperformanceinindividualunitsandacrossthewiderUniversity.

Thesedataarerelevant,accurate,andaccessibletotheappropriatedecisionmakers.Evaluationmeasureshaveevolvedovermanyyearsandreflecttheuniqueacademicprogram,resources,andchallengesoftheUniversityasalargeprivateresearchuniversity.Whilemostmeasuresarequantitative,inputsfromadvisoryboards,studentevaluations,andalumnifeedbackprovidequalitativeandanecdotalinformation.

Allunitstrackcommoninformationonenrollment,degreecompletion,grades,retention,

andgraduates’post‐degreeplans.Eachyear,thisinformationiscompiledbydeansinannual

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reportsontheirrespectiveschoolsandcolleges.Deans’reports,togetherwiththeannualbudgetreviewprocess,providethebasisforacademicplanninganddecisionmaking.

Academicplanningiseffectedusingcontrolssuchasteachingassignments,graduate

studentsupport,spaceallocationforlabsandresearch,andprogramcurriculamodifications.Facultymembersareevaluatedbymeansofanannualmeritreviewprocess,whichtakesintoaccountteaching,scholarship,andotherprofessionalachievementsandcontributions.Scholarlyproductivityismeasuredintermsofpublication,includingbooks,articlesinpeer‐reviewedandotherjournals,chapters,andabstracts;artisticworksandperformances;grantactivity;andindicationsofimpactandrecognition,suchasreviewsoftheirwork,citations,conferencetalks,andinvitedlectures.Teachingperformanceisbasedonstudentevaluations—whichinvolvebothnumericassessmentofspecificcapacities(e.g.,“Lecturesarewellorganized”)andwrittencomments—andonclassroomobservationbydepartmentchairs.Studentevaluationsareanonymousbutnotconfidential;facultymembersareencouragedtoreviewthemandusefeedbacktoimprovetheirteachingperformance.

Newdegreeprogramsarecreatedthroughatieredcourseproposalandreviewprocess

thatbeginswithindividualdepartmentsorclustersoffacultyengagedincurricularreviewandassessment.Degreeproposals,whicharediscussedinmoredetailinSTANDARDFOUR:THEACADEMIC

PROGRAM,mustproceedthroughaschool‐orcollege‐levelapprovalprocessbeforebeingreviewedbytheUniversityCouncil.Programsarenotonlycreated;somearereducedoreliminatedbasedonenrollmenttrendsandmarketdemand.TheBoardofTrusteesandBoardofOverseersreviewmajorUniversitydecisionsattheirregularmeetings,andtheBoardofTrusteesAcademicAffairsCommitteealsomeetsregularlytoofferadviceonawiderangeofUniversityissues.

PresidentBrownhasinstitutedapracticeofregularlyreviewingandassessingacademic

units,includingschoolsandcolleges,centersandinstitutes,anddepartments.SomereviewsarecomposedentirelyofscholarsandadministratorsexternaltoBostonUniversity.RecentexamplesincludeexternalpeerreviewsoftheDepartmentofPhysics,theSchoolofEducation,andtheCollegeofCommunication.Thelattertworeviewswerepromptedbyleadershiptransitions,withexternalreviewsseenasawaytouseatransitionalperiodasanopportunityforself‐reflectionandtoenhancetheprocessofsearchingforandselectinganewdean.Theprocessforcomposingateamintheseinstanceswasconsultative,withsolicitationofrecommendationsfromfacultymembersinthedepartmentorschoolunderreview.ThePresidentandUniversityProvostreservedtherighttoselectthechairofeachreviewteam.

PresidentBrownandUniversityProvostCampbellhavealsoinstitutedareviewprocess

thatutilizesmembersoftheUniversity’sBoardofOverseers.OverseersnaturallyhaveaninterestinthequalityofprogramsatBUbutarealsoabletobringanobjectiveperspectivetothereviewprocess,aswellasvaluableskillsacquiredinbusiness,politics,andotherfields.Thefirstsuchreview,ofMetropolitanCollegeinthespringof2008,wasconductedbyateamcomposedofmembersoftheBoardofOverseersandofMetropolitanCollege’sownadvisoryboard.AsimilarreviewoftheCollegeofGeneralStudieswascompletedinthefallof2008andreportedtotheBoardofOverseersattheirDecember2008meeting.Overseer‐ledreviewsareanemerging,effectivepracticeatBostonUniversity.

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TheUniversityalsoutilizespaidexpertstoreviewoperations,asintherecentreviewofinformationtechnologyoperationsbyanoutsideconsultingfirmandthereviewofBoardofTrusteesoperationsbyanexternalconsultant.5

Deansareexpectedtoincludeexternalperspectivesasappropriateandavailableintheir

area.Becausethisisarelativelyrecentrequirement,externalperspectivesvaryatpresent.Mostoftheprofessionalschoolshaveformalexternaladvisoryboards,whichvisittheschoolsatleastonceayeartoassesstheacademicprogramandgraduates’skillsandtoprovideinformationabouttrendsintheprofession.Inotherschoolsandcolleges,externalperspectivesaremoreinformal.Externalboardsareviewedasbothplanningassetsandasafoundationfordevelopmentefforts.Typically,theyincludepractitioners,alumni,andotherinterestedindividualswhovisitcampusonceortwiceayeartoobserveactivitiesandprovidereviewandrecommendations.

AppraisalThePresident,UniversityProvost,andExecutiveVicePresidenthavepresentedregularupdatesonBostonUniversity’sprogresstowardthegoalsstatedinthestrategicplan.TheseupdateshavebeencommunicatedtofacultyandstaffatmeetingsofvariouscommitteesincludingtheCouncilofDeans,UniversityLeadershipGroup,andFacultyCouncil,aswellasatthesemiannualmeetingofthefacultyatlarge,theFacultyAssembly.Already,itispossibletoidentifyanumberofspecificaccomplishments.Forexample:

ThestrategicplancalledforincreasedsupportandmoreregularassessmentofBostonUniversity’sresearcheffortsandforenhancingtheundergraduateexperience.Twonewupper‐leveladministrativepositionshavesincebeencreatedandfilledtoaddressthesegoals:VicePresidentandAssociateProvostforResearch(AndreiRuckenstein)andAssociateProvostforUndergraduateEducation(VictorCoelho).

Thestrategicplancalledforthehiringof100newtenure‐trackfacultymembersoverthenexttenyearsintheCollegeofArts&Sciences(CAS);20newfacultymembersintheSchoolofManagement(SMG);and30newfacultymemberswhoseworkcrossesdisciplinaryboundaries.Inthefirstyearoftheplan,eightnewfacultylineswereallocatedtoCAS,whichresultedinfivenewhires.OnenewfacultymemberwashiredintoSMG.

Thestrategicplancalledforseveralcapitalprojects,amongthemrenovationsoftheCollegeofFineArtsandtheSchoolofLawandconstructionofanewdormitoryformedicalstudents(ineachinstance,deansarerequiredtoraise50%ofthenecessaryfundsandtheUniversitywillmatchtheother50%).RenovationsareunderwayatCFAandLAW,andlandwasrecentlypurchasedforthedormitory.

Moregenerally,theplanhasprovidedarationalefordecisionmakingatalllevelsintermsof

bothshort‐andlong‐termplanningandbudgeting.Itsten‐yeartimeframefacilitatessensiblelong‐termplanning.Byarticulatingasetofinstitutionalgoalsandoutliningstrategiestoachievethem,theplanhasalsomadepossiblecoordinationandconsistencyacrosstheUniversityandhelpedensurethefairtreatmentofallunits.

5SeeSTANDARDEIGHT:PHYSICALANDTECHNOLOGICALRESOURCESandSTANDARDTHREE:ORGANIZATIONANDGOVERNANCE,respectively,formoreinformation.

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WithstrongencouragementfromthePresident,UniversityProvost,andExecutiveVicePresident,budgetarydecisionshavebeenexaminedthroughthelensofthestrategicplanandfundingallocatedaccordingly.Inpartthroughtheseefforts,BostonUniversityhaditstwobestbudgetyearsonrecordinFY2007andFY2008,andthesavingshavebeenvisiblyreturnedtoacademicprogramsandunits.

EvaluationatBostonUniversityisextensiveandongoing.InstitutionalResearchmaintainsathoroughsetofStrategicIndicatorsthatallowsadministratorstocompareBostonUniversity’sperformancewithpeerinstitutionsonmanyaspectsoftheinstitutionalmission.Comparativedatarelatingtoadmissionandenrollment,facultyandstaff,andfinancesandbudgetiscollectedfromanumberofsourcesincludingTheChronicleofHigherEducation,CollegeCost&FinancialAidHandbook,CouncilforAidtoEducation,NationalScienceFoundation,AssociationofAmericanUniversityProfessors,NationalCenterforEducationStatistics,andinstitutions’annualreports.StrategicIndicatorsareusedtosupportandinformdecisionmaking,planning,andprogramreviewatseverallevelsofUniversitymanagementandgovernance.ProjectionThereinvestmentinprogramsdescribedabovehasprovidedfurtherincentivefordepartmentsandunitstodevelopactivitiesalignedwiththegoalsofthestrategicplan.BostonUniversityismindfulthatstrategicplanningisnotaone‐timeexercise.Becausefacultyandstafffeelthatthey“own”theplanwithintheirunitorschool,andbecausetherelationshipbetweenthoseplansandthegoalsoftheUniversityistransparent,futureparticipationintheplanningprocessiswelcomedbyallconstituencies.Thisapproachtoplanningdemonstratesmarkedprogressfrompastpractice.Inaveryshorttime,BostonUniversityhasgonefromaninstitutionwherestrategicplanningwasanopaqueprocessconcentratedinthehandsofafewtoaninstitutioninwhichinput,inclusivity,andtransparencyinplanningarehighlyvalued.

Goingforward,BostonUniversitywouldliketoreinvigoratestandingcommitteesthat

havebeenunderusedinthepastandthroughthemtoengagefaculty,Trustees,andOverseersmoreactivelyintheplanningprocess.Thefacultyhiringprocess,overseenbytheUniversityProvost,willcontinuetomonitorthestateofnewhirestoensurethatwestayontargetforaddingthenewpositionsmandatedbytheplan.Thenewassociateprovostsforresearchandundergraduateeducationhavebeenchargedwithinstitutingregularassessmentofexistingprograms.

Weexpectthatourabilitytoassesstheresultsofadheringtoourplanandtomodifyitas

necessarywillimproveastimegoesby,butwearegreatlyencouragedbyourprogresssofar.Withbroadsupportforthestrategicplan,cleargoalstohelpshapedecisionmaking,andmetricstogaugeprogress,BostonUniversityiswellpositionedtobeginacomprehensivefundraisingcampaigntorealizeourvisionfortheinstitution.

Becausethegoalsarticulatedin“ChoosingtobeGreat”wouldbeambitiouseveninthe

bestofeconomictimes,BostonUniversityhaspaidcloseattentiontorecentfinancialeventsandcarefullyconsideredhowtheymightaffectourstrategicplan.AttheendofSeptember2008,whenthemarketturmoilwasjustbeginning,BostonUniversityinstitutedahiringfreezeforallbutessentialstaffpositions.Facultysearcheswerenotaffectedbythefreeze,andhavecontinuedas

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plannedduringthe2008–09academicyear.Anumberofcollegesanduniversitieshavesincefollowedsuit,althoughmanyhaveinstitutedacompletefreezeandhaveputfacultyhiringonholdaswell.

InDecember2008,thePresidentheldanall‐dayretreatforacademicandadministrative

leadersdevotedtotestingthegoalsofthestrategicplanagainstthecurrenteconomicclimate.Attheretreat,membersoftheUniversityLeadershipGroup—acommitteecomposedofbothfacultymembersandsenioradministrativestaff—wereencouragedtolookforopportunitiestoenhanceacademicprogramsandresearchandtostrengthenconnectionswithalumniandfriends,evenduringuncertaineconomictimes.UniversityleaderswerealsoaskedtohelpidentifywaystoincreaseBostonUniversity’sorganizationalandoperationalefficiencybyclusteringadministrativeservicesandstreamliningoperations.Shortlyaftertheholidaybreak,thePresidentsentamemotoallfacultyandstaffcommunicatingkeyinformationdiscussedattheretreat.Heemphasizedtheneed,aboveall,tosubstantiallyincreasetheUniversity’sfinancialaidreserveinordertoretainstudents;discussedstepsbeingtakentofillashortfallintheFY2010budget;andreiteratedBostonUniversity’scommitmenttomaintainingandenhancingthequalityofitsstudentbody,faculty,andprogramsnowandinthefuture.FacultyandstaffwereinvitedtobringtheirquestionsandconcernstoanopenforumheldinJanuary2009.

Likemanyotherinstitutionsofhighereducation,BostonUniversitysawadecreaseinthe

sizeofitsendowmentduringthesecondhalfofthecalendaryear2008.Fortunately,BostonUniversityisinastrongeconomicposition—whichisdiscussedinmoredetailinSTANDARDNINE:FINANCIALRESOURCES—thatwillallowustocontinuepursuingthegoalsofthestrategicplan.Whilethetimelineforimplementationmayneedtobeadjusted,BostonUniversity’sprioritiesandgoalshavenotchanged.

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STANDARDTHREE

ORGANIZATIONANDGOVERNANCEDescriptionBostonUniversitywascharteredbytheMassachusettslegislaturein1869andisrecognizedasanonprofitorganizationunderMassachusettslawandasatax‐exemptorganizationundersection501(c)(3)oftheInternalRevenueCode.TrusteesTheBoardofTrusteesgovernsBostonUniversityandmeetsthreetimesperyear,moreoftenifnecessary.TheExecutiveCommitteeoftheBoardofTrusteesgenerallymeetsduringthosemonthswhenthefullboarddoesnotandexercisesmostpowersoftheboardbetweenfullmeetings.Inrecentyears,boardmembershiphasrangedfrom30to50members.Atpresentthereare39members,alongwiththreeexofficiovotingtrustees:theChairoftheBoardofOverseers,thePresidentoftheUniversity,andtheChairoftheFacultyCouncil.6WiththeexceptionofthePresidentandtheChairoftheFacultyCouncil,noneoftheTrusteesreceivescompensationfromtheUniversityforservingontheboard.OtherTrusteesareelectedbytheboardfortermslastingfromonetothreeyears,andmaybereelectedtosubsequenttermssubjecttoanoveralltenurelimitof14consecutiveyearsofservice.Afterreachingthatlimit,anindividualmaybereelectedtotheboardafteraone‐yearabsence.MembersoftheBoardofTrusteeswhohaveprovideddistinguishedservicetoBostonUniversityoveraperiodofyearsareeligibleforelectionasTrusteesEmeriti.

ThereisalsoaBoardofOverseers,anadvisory(asopposedtofiduciary)bodyofupto50

members—currently,thereare39—whichwasestablishedin2004andisdedicatedtosupportingandadvancingthemissionoftheUniversity.TheOverseersmeettwiceeachyear,onceinconjunctionwiththeTrustees.

GeneralresponsibilityfortheadministrationofBostonUniversityisvestedinthe

President,whoisselectedbytheTrustees,andintheadministrativeofficersreportingtohim.ThebasicframeworkforUniversitygovernanceissetforthinBostonUniversity’sBy‐Laws.7

In2004,theBoardofTrusteesundertookacomprehensivereviewofUniversity

governancedesignedtoensurethattheboardwaseffectiveandengaginginbestpracticesfornonprofit,tax‐exemptorganizations.Amongthechangesthatresultedfromthatreviewarethefollowing,manyofwhicharereflectedintheBy‐Laws:

6Thecompositionoftheboardisgivenatwww.bu.edu/trustees/boardoftrustees/members.7Seewww.bu.edu/trustees/boardoftrustees/charter.

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Asnoted,Trusteesbecamesubjecttoatenurelimitof14consecutiveyears,withsomegrandfatheringforthen‐currentTrustees.

Alsoasnoted,theChairoftheFacultyCouncilwasmadeanexofficioTrustee. Boardofficers(includingthechairandvicechair),aswellascommitteechairs,became

subjecttoatenurelimitofsixconsecutiveyears.Theymaybereelectedfollowingaone‐yearabsencefromthepositioninquestion.

Theboard’scommitteestructurewasstreamlined,withthenumberofcommitteesreducedfrom21to12.MembersoftheAuditandExecutiveCompensationCommitteesmaynothaveanybusinessdealingswiththeUniversity.

TheUniversity’sConflictofInterestPolicy,administeredbytheAuditCommittee,wasexpandedinscope.8AnyproposedbusinessorfinancialrelationshipinvolvingaTrusteeissubjecttopriorreviewandapprovalbytheAuditCommittee;anyproposedbusinessorfinancialrelationshipinvolvinganOverseerissubjecttopriorreviewandapprovalbythePresident.TheUniversityComplianceCommitteemonitorsrelationshipsinvolvingUniversityemployees.

AnewCodeofEthicalConduct,administeredbytheAuditCommittee,wasdevelopedandapprovedbytheBoardofTrustees.9

In2006,theBoardofTrustees,throughtheExecutiveCompensationCommittee,

undertookanextensivereviewofexecutivecompensationpoliciesandpractices.ThisresultedintheadoptionofanewExecutiveCompensationPolicy,whichhasasitsfundamentalprinciplestheindependenceoftheboardandtheCompensationCommittee,thedutyofreasonablecare,andtheneedforinternaltransparencyandaccuracyinexternalreporting.

The2004governancereportcalledforafollow‐upreviewwithinthreeyearstoassessthe

effectivenessoftheadoptedmeasures.AnadhocGovernanceReviewCommittee,establishedinSeptember2006,engagedanindependentexpert—TomIngram,retiredpresidentoftheAssociationofGoverningBoardsofUniversitiesandColleges—toassistinitsreview.ThecommitteemetoverthecourseofseveralmonthsandpresentedareportandaseriesofrecommendationstotheboardinApril2007.

Theadhoccommitteerecommended:formalizingthemembershipoftheExecutive

Committeetoincludethechairsofallstandingcommitteesplusuptothreeat‐largememberswhomayserveforamaximumoftwoyears;continuingtheexofficiovotingboardpositionforthechairoftheFacultyCouncilwhileatthesametimemakingexplicitthepoweroftheboardandanycommitteetomeetinexecutivesession;andallowinganincumbentchairoftheboardtoserveforuptotwoyearsbeyondthenormal14‐yeartenurelimit.Theseandotherrecommendationswerereferredtotheboard’sNominatingandGovernanceCommitteeforimplementation.

Inthefallof2007,theNominatingandGovernanceCommitteerecommendedanumber

ofotherchanges,amongthem:havingthechairoftheBoardofOverseersserveasanexofficiomemberoftheBoardofTrustees;havingtheBostonUniversityAlumnipresidentbearegularinvitedguestratherthanamemberoftheboard;substitutingthename“TrusteesEmeriti”for

8Seewww.bu.edu/ethics/conflict.pdf.9Seewww.bu.edu/ethics/ethical‐conduct.pdf.

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“HonoraryTrustees”andelectingthemtothree‐yeartermsratherthanannually;andrequiringTrusteeapprovaloffacultyappointmentsonlyattherankofProfessororAssociateProfessororwhentenureisbeingawarded.Theseandtheearlierrecommendationswereapprovedbytheboard,primarilythroughaseriesofBy‐Lawamendments.Inaddition,thenumberofTrusteecommitteeswasfurtherreducedtoten,10andcommitteechartersandmembershipcriteriawereupdated.Finally,aformal“StatementofCommitmentandResponsibilitiesoftheTrusteesofBostonUniversity”wasadopted.11

AdministrationAschiefexecutiveofficer,thePresidenthasoversightofalladministrativeandacademicfunctionsoftheUniversityandischairofallfaculties.12TheFacultyHandbookdescribestheresponsibilitiesofthePresidentandothersenioradministrativeofficers.ThePresidentchairstheAdministrativeCouncil,abodythattypicallymeetsweeklytoreviewandaddressissuesofimportancetotheUniversity.AdministrativeCouncilattendeesincludetheUniversityProvost,theProvostoftheMedicalCampus,theExecutiveVicePresidentandothervicepresidents,andtheDeanoftheCollegeofArts&Sciences.

TheUniversityProvostisthechiefacademicofficerunderthePresident,withspecificresponsibilityforBostonUniversity’sacademicprograms,personnel,resources,andsupportservices.TheExecutiveVicePresidenthasoverallresponsibilityforBostonUniversity’sadministrative,business,andfinancialoperations,andalsoleadslong‐rangerealestateplanninganddevelopment.TheProvostoftheMedicalCampusisresponsiblefortheBostonUniversityMedicalCampus,fortheUniversity’spublic‐privaterelationshipwiththeBostonMedicalCenter,forthehealth‐relatedschoolsontheMedicalCampus(theSchoolofMedicine,theGoldmanSchoolofDentalMedicine,andtheSchoolofPublicHealth),andfortheBostonUniversityInstituteforDentalResearchandEducation–Dubai.

Thedeanofaschoolorcollegeisitschiefacademicandadministrativeofficer.Asthe

academicleader,thedeanischargedwiththeresponsibilityofmaintainingacademicstandardsinteaching,research,andotherservicesperformedbyhisorherfaculty.TheCouncilofDeans,whichmeetsmonthly,istheprincipalvehicleforcoordinatingacademicpoliciesandproceduresamongtheschoolsandcolleges.

Vicepresidents,provosts,anddeansareappointedbytheTrusteesuponthe

recommendationofthePresident.FacultyTheFacultyAssembly,whichiscomposedofallfacultymembersofprofessorialrankwhoholdatleastone‐fourthtimeappointments,meetstwiceperacademicyeartoconsidermattersaffectingthefacultyoftwoormoreschoolsorcolleges.TheFacultyCouncil,whichrepresentstheFaculty

10Seethecurrentlistofcommitteesatwww.bu.edu/trustees/boardoftrustees/committees.11ThisdocumentisavailableintheExhibitRoom.12Seeanorganizationalchartofsenioradministrationatwww.bu.edu/offices/administration.

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Assemblywhenitisnotinsession,meetsmonthlyduringtheacademicyearandconsistsofcertaindesignatedofficersandotherfacultyrepresentativeselectedbythefacultyofeachschoolandcollege.StandingcommitteesoftheFacultyCouncilmeetasrequired.

Thecreationandapprovalofproposedcoursesistheprovinceofthefacultyofeachindividualschoolorcollege,butnewdegreeprogramsundergowidereviewforacademicrigor,financialviability,andappropriatenessinlightofotherprogramsatBostonUniversityandcompetinginstitutions.AllproposalsarereviewedbytheFacultyCouncil,theCouncilofDeans,andtheUniversityCouncilCommitteeonCurriculumandDegrees.TheUniversityCouncilcommitteethenmakesarecommendationforreviewandapprovalbytheUniversityCouncilandtheTrustees.

TheUniversityCouncil,chairedbythePresident,istheprincipalforumfordiscussingand

proposingUniversity‐wideacademicpolicies.13VotingmembershipintheUniversityCouncil,whichmeetstwiceeachsemester,consistsofanequalnumberofelectedfacultyrepresentativesandadministrativeappointees.Likewise,UniversityCouncilcommitteesarecomposedofbothfacultyandadministrators.14

TheFacultyHandbookcontainsafullstatementofpoliciesandtermsofemployment

applicabletoallfacultymembersoftheUniversity.AdditionstotheFacultyHandbooksincethelastaccreditationreviewincludepolicystatementsonmaternityleave,familyandmedicalleave,patents,copyrights,andinformationsecurity.TheFacultyHandbookisupdatedannuallybytheUniversityCouncilCommitteeonFacultyPolicies.

StudentsElectedbytheundergraduatestudentsatBostonUniversity,theStudentUnionconsistsofofficerschosenbythecampusatlargeandrepresentativeselectedbythestudentsoftheindividualschoolsandcolleges.Allundergraduatesingoodacademicstandingareeligibleforoffice.TheExecutiveCouncilconsistsofthePresident,Secretary/Treasurer,andVicePresidentsofFinancialAffairs,AcademicAffairs,StudentAffairs,PublicRelations,SafetyServices,MulticulturalAffairs,andResidenceLife.TheStudentUnionworkswiththeOfficeoftheDeanofStudents,whonowreportsdirectlytothePresident,andotheradministrativeofficestoplaneventsandoffersuggestionsforpolicyandprogramchanges.AppraisalArenewedcommitmenttotransparencyandinclusivityinBostonUniversity’sgovernancehasreinforcedandimprovedworkingrelationshipsamongfaculty,students,staff,andadministrators.

ThemostsignificantreformsweremadeattheleveloftheBoardofTrustees,followingaperiodofleadershiptransitionfrom2003to2005.Byestablishingtermlimitsformembersand

13Seewww.bu.edu/handbook/governance/councilfordetailsontheBostonUniversityCouncil.14UniversityCouncilCommittees:AdmissionsandEnrollmentPolicies;Budget;CurriculumandDegrees;Planning;ScholarlyActivitiesandLibraries;StudentLifeandPolicies;FacultyPolicies;andAdministrativePolicies.

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committeechairsandbyexpandingtheConflictofInterestPolicy,theboardensureditscontinuedindependenceandrenewal.Furtherevidenceoftheboard’ssignificantcommitmenttoreformincludesthedevelopmentofaCodeofEthicalConductandanExecutiveCompensationPolicy,andtheadditionofanexofficiofacultyrepresentativewithvotingrightstotheboardmembership.Mostsignificantly,theBoardofTrusteesdemonstrateditsseriousnessofpurposebyinstitutingafollow‐upreviewprocessandbyutilizinganindependentexperttomeasureprogress.

ThedevelopmentofnewadministrativegroupssuchastheUniversityLeadershipGroup

ensuresthatfacultymembershaveastakeinpolicymakingaswellastheopportunitytointeractdirectlywithleadersofnon‐academicunits.BostonUniversity’sbasicgoverningstructuresremainunchanged,thoughseveralupper‐leveladministrativepositionshavebeencreatedandfilledsincethelastreaccreditation,includingVicePresidentforMarketingandCommunications,AssociateProvostandVicePresidentforResearch,AssociateProvostforUndergraduateEducation,AssociateVicePresidentforResearchCompliance,andtheChiefInvestmentOfficer,whooverseesthenewlyestablishedInvestmentOffice.

BostonUniversity’spreviousreaccreditationself‐studyreportdiscussedwaysinwhichto

improvetheFacultyHandbook,anessentialreferenceguideforfacultymembersandadministrators.Recently,thesectionoftheHandbookonappointments,promotions,ranks,andtitleswasupdatedtoensurethatqualificationsforprofessorialranksandtitlesareapproximatelyequalfortheCharlesRiverCampusandtheMedicalCampus.ProjectionThemovementtowardgreatertransparencyandinclusivityinmattersoforganizationandgovernancewillserveBostonUniversitywellintheyearstocome.TheBoardofTrusteeshasmadeaconcerted,successfulefforttoleadbyexamplewithperiodicreviewsandacommitmenttobestpractices.ThePresidenthassoughtfeedbackfromandencouragedconversationamongfacultyandstaffonanumberofissuesrelatedtoorganizationandgovernance.Itisanticipatedthatthepositivetrendsofthelastfouryearswillcontinueinthedecadestocome.

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STANDARDFOUR

THEACADEMICPROGRAMDescriptionOverviewofBostonUniversityandIntegrityofAcademicCreditFromitsrootsasaMethodistseminary,BostonUniversityhasgrowninmultipledirections.Theresulttodayisaneducationalinstitutionofextraordinarybreadthanddepththatblendstheliberalartsandscienceswithprofessionalpreparationatboththeundergraduateandgraduatelevels.ThefollowingoverviewofBostonUniversity’sgrowthprovidesabriefintroductiontoeachofthe17schoolsandcollegescurrentlylocatedontheCharlesRiverandMedicalcampuses.

TheSchoolofTheology(STH),establishedin1839,isBostonUniversity’sfoundingschoolandtheoldestUnitedMethodistseminaryinthecountry.STHplayedacentralroleinthedevelopmentofthefieldsofphilosophicaltheology,socialethics,missionsandecumenism,andpastoralpsychology.ItisamemberoftheBostonTheologicalInstituteconsortiumandnowenrollsmorethan300studentsinmaster’sanddoctoralprograms.

TheSchoolofLaw(LAW)wasestablishedin1872byagroupofeducators,lawyers,lawteachers,andjuristsunitedbytwobeliefs:thatasuperiorlegaleducationrequiresinstructioninthetheory,analysis,andpracticeoflaw;andthateducationalopportunitiesshouldbeavailabletoanyone,withmeritastheonlytest.AmongitsearlygraduateswasthefirstwomanadmittedtotheMassachusettsbar.TheBUSchoolofLawwasthefirstlawschoolintheUnitedStatestoinaugurateathree‐yearcourseofstudyandtorequireanadmissionsexamination.LAWcurrentlyenrollsmorethan1,100studentsinitsmaster’sanddoctoralprograms.

BostonUniversity’sdistinctiveCollegeofFineArts(CFA)tracesitsbeginningstothefoundingin1872ofourSchoolofMusic,theoldestdegree‐grantingmusicprograminthecountry.TodayCFAalsoincludestheSchoolofTheatreandtheSchoolofVisualArts,andenrollsapproximately1,700studentsinbachelor’s,master’s,anddoctoralprograms.

TheCollegeofLiberalArts—foundedin1873andsincerenamedtheCollegeofArts&Sciences(CAS)—wasalsoorganizedaroundthekerneloftheSchoolofMusic.CASisbyfartheUniversity’slargestandmostcentralteachingunit,offeringmorethan70majorconcentrationsandprovidingvaryinglevelsofcoreinstructionintheliberalartstostudentsinalltendegree‐grantingundergraduateschoolsandcolleges.Approximately7,400undergraduatesand1,900graduatestudentsareenrolledinCASandtheGraduateSchoolofArts&Sciences(GRS),respectively.

BostonUniversity’sMedicalCampushasarichhistorydatingbacktothefoundingoftheNewEnglandFemaleMedicalCollege,thefirstinstitutionintheworldtooffermedicaleducationtowomenandthefirsttograduateablackwomanphysician,in1848.TheMedicalCollegemergedwithBostonUniversityin1873tobecometheSchoolofMedicine(MED),thefirst

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coeducationalmedicalschoolinthenation.TheMedicalCampusalsocomprisestheHenryM.GoldmanSchoolofDentalMedicine(SDM),foundedin1963,andtheSchoolofPublicHealth(SPH),foundedin1976.ThethreeschoolsonourMedicalCampusareknownforthequalityoftheirteachingandresearchaswellastheiremphasisonservingthecommunity,particularlydisadvantagedandindigentpopulations.Together,theyenrollmorethan3,000students.

TheCollegeofBusinessAdministration—nowtheSchoolofManagement(SMG)—wasestablishedin1913,inparttoattractmoreyoungmentoBostonUniversity.Nearly,3,000studentsareenrolledinbachelor’s,master’s,anddoctoralprogramsatSMGtoday.

TheSchoolofEducation(SED)wasestablishedin1918andtodayhasmorethan1,000studentsinbachelor’s,master’s,anddoctoralprograms.Thenasnow,SEDlookedforinnovativewaystohelpprofessionalswhoareteachingfull‐timecontinuetheirowneducations.

Similarly,MetropolitanCollege(MET)wasfoundedin1966tomeettheneedsofadultlearnersandworkingprofessionalsintheBostonarea.METhashadsuccesswithbothcontinuinganddistanceeducation,mostrecentlyasaninternationalleaderinonlinedistanceeducationprograms.Enrollmentsincreasedby30%between2002and2004,withmorethan4,000studentsenrolledatthebachelor’sandmaster’slevelsandincertificateprogramstoday.

In1929,BostonUniversityincorporatedintoitsprogramstheSargentSchoolofPhysicalTraining,whichwasindependentlyestablishedin1881.RenamedtheCollegeofHealth&RehabilitationSciences:SargentCollege(SAR),itenrollsapproximately1,300studentsatthebachelor’s,master’s,anddoctorallevels. TheSchoolofSocialWork(SSW)grewoutofadepartmentinthenow‐defunctSchoolofReligiousEducationandSocialWork.Itwasestablishedasaseparateentityin1940,oneyearaftertheAmericanAssociationoftheSchoolsofSocialWorkspecifiedthatprofessionaltraininginsocialworkshouldbeundertakenexclusivelyatthegraduatelevel.SSWcurrentlyenrollsmorethan300full‐andpart‐timestudentsinmaster’sanddoctorallevelprograms. TheCollegeofCommunication(COM)beganofferingprofessionaleducationinpublicrelations,journalism,broadcasting,andfilmin1947—onlysixyearsafterstandardsforeducationinthatfieldwerefirstestablished.Morethan2,300undergraduateandgraduatestudentsarenowenrolledinbachelor’sandmaster’sprogramsatCOM. In1950,BostonUniversityincorporatedtheindependentCollegeofIndustrialTechnologyandexpandeditsfocus,formerlylimitedtoaeronauticalengineering,intoastandardizedengineeringcurriculum.RenamedtheCollegeofEngineering(ENG)in1963,itnowoffersbachelor’s,master’s,anddoctoralprogramsandenrollsmorethan1,700students. TheCollegeofGeneralStudies(CGS)wasfoundedin1952onthemodelofRobertMaynardHutchins’scorecurriculumattheUniversityofChicago.InitiallyintendedtorecruitandeducateveteransontheG.I.Bill,CGStodaycontinuestoprovideaninterdisciplinary,liberalartscorecurriculumforundergraduatesintheirfirsttwoyears;studentsthenadvancetoanotherBUschoolorcollegetofinishtheirdegrees.Approximately1,400studentsarecurrentlyenrolledinCGS.

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TheUniversityProfessorsProgram(UNI)isaninterdisciplinaryprogram,whichwasestablishedin1972togivetalentedstudentswitharangeofintereststheopportunitytoexploremorethanonefieldandtobuildbridgesbetweendisciplines.UNIisthesmallestacademicunitwithjustover100studentsenrolledinbachelor’s,master’s,anddoctoralprograms.In2006,thedecisionwasmadetoclosetheUniversityProfessorsProgram;thisdecisionwillbediscussedinmoredetailintheProjectionsubsection. SinceitsfoundingasadivisionwithinMetropolitanCollegein1981,theSchoolofHospitalityAdministration(SHA)hasdevelopedanundergraduateprogramcombiningabackgroundintheliberalartsandmanagementwithhospitalitycourseworkandfieldwork.Theprogramiswellrespectedbyandthoroughlyintegratedwiththehospitalityindustry,bothlocallyandinternationally.SHA,whichcurrentlyenrollsapproximately375students,becameafreestandingacademicunitatBostonUniversityin2002.

*****Thedeanandfacultyofeachacademicunitdeterminethecurriculaforindividualdegreeprograms,subjecttoreviewandapprovalbytheProvostandPresident.BostonUniversity’suseofafour‐creditpercoursesystemisstandardamongresearchuniversities.Full‐timestudentsmustcompletebetween12and18credithourspersemester;typically,studentsareexpectedtotakea4/4courseload—thatis,fourcoursesineachofthefallandspringsemesters—withsomeexceptionsatboththeundergraduateandgraduatelevels.Coursedescriptionsforallcoursesareupdatedannuallyandpublishedinbulletinsandonschoolandcollegewebsites.15CoursedescriptionsarealsosearchableonlineviatheStudentLink.16Requiredcoursesareofferedregularlyinordertoensurethatstudentsareabletofulfilltheirdegreerequirementsinatimelymanner.

Onceadmitted,studentsareheldtotheclearlyarticulatedandwidelypublisheddegreerequirementsoftheirrespectiveacademicprograms.Studentsarealsoexpectedtoadheretoallrelevantpoliciesandprocedures,suchasthosegoverningtheacceptanceofAdvancedPlacementandtransfercredit,satisfactoryprogresstowardthedegree,withdrawals,leavesofabsence,andreadmissiontoprograms;thesepoliciesarepublishedinprintandonline.17Academicadvisorsmonitoreachstudent’srecordatthedepartmentalorschool/collegeleveltoensurethatthatheorshehasmetallpertinentdegreerequirementsandisontracktograduate.

Theintegrityofindividualgradesearnedistheresponsibilityofbothstudentsandfaculty.Expectationsforcoursecreditareclearlyoutlinedonclasssyllabi.TheCodeofStudentResponsibilities,whichisalsopublishedbothinprintandonline,clearlyoutlinestheUniversity’sexpectationsconcerningacademicconduct:

15LinkstotheUndergraduateBulletinandthevariousgraduatebulletinsareavailableatwww.bu.edu/academics/catalogs.Printedcatalogsmayalsoberequestedviathissite.16Seewww.bu.edu/phpbin/course‐search/index.php.Asearchon“photography,”forexample,turnsupcoursesintheCollegeofArts&Sciences,theGraduateSchoolofArts&Sciences,theCollegeofFineArts,MetropolitanCollege,andtheCollegeofCommunication.17SeeSTANDARDTEN:PUBLICDISCLOSUREandSTANDARDELEVEN:INTEGRITYformoredetails.

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Thevalueofanygrade,credit,honor,ordegreereceivedbyastudentpresupposesthatallworksubmittedbyastudentishisorherown.Astudentwhousesorreliesuponworkofothersorwho,exceptunderconditionsexpresslypermittedbytheinstructor,furnishesassistancetoanotherstudentviolatesthestandardsoftheUniversity.Studentsmustinsistuponacademichonestyandintegrityfromtheirfellowstudentsandmustreportpromptlyanycaseofallegedviolationofacademicconduct.Failuretodosoisaviolationofthiscode.Theresolutionofmattersinvolvingacademicconductandstandardsisdeterminedbytheappropriateschool,college,orprogramoftheUniversitythroughtheproceduresestablishedbythedeanandfaculty.Allsuchcasesaresubjecttoreviewandfinaldetermination—includingdeterminationofthesanction—bytheProvostorhisorherdesignatedrepresentative.18

Facultymembersdeterminegradesbasedonthecriteriaarticulatedintheircoursesyllabi.

Toensurethatgradesareenteredaccurately,anelectronicsystemallowsfacultytoinputgradesdirectlyintothecentralstudentacademicdatabase.

Asasmallbutgrowingnumberofcoursesanddegreeprogramsmovestoanonlineformat,BostonUniversityiscarefultomaintainconsistencyincoursecontent,programmaticrequirements,andgradingpolicies.TheOfficeofDistanceLearninginMetropolitanCollege,whichhasbeenatthevanguardoftechnologicallymediatedinstruction,haspartneredwithseveralacademicunitsinotherschoolsandcollegestohelpdesignandcreateonlinecertificatedegreeprogramsatvariouslevels.BUhasalsoutilizedoutsidefirmsspecializingindistanceeducationsupportanddelivery.Inbothinstances,theresponsibilityofDistanceLearningandofoutsidefirmsislimitedtotechnicalsupportandmarketing.Coursecontentisprovidedsolelybyfacultyintherelevantdepartmentorprogram.

Becausethefacultymemberswhodevelopeachonlinecourseordegreeprogramarethesamefacultymemberswhoteachitson‐campusequivalent,BostonUniversitycanbesurethatdistancelearnersreceivethesamequalityofinstructionandareheldtothesamestandardsforgradingason‐campusstudents.Inaddition,manyonlineprogramsincludearesidencyrequirement,whichgivesdistanceeducationstudentstheopportunitytointeractwithfacultyinperson.

EachundergraduateschoolandcollegeatBostonUniversityacceptsapplicationsfromtransferstudents,withtwoexceptions:theCollegeofGeneralStudiesandtheScience&EngineeringprogramwithinMetropolitanCollege,bothofwhichoffercarefullydelineatedandsequencedprogramsofstudy.ApplicationsfromprospectivetransferstudentsarereviewedbytheOfficeofAdmissions,whichcarefullyevaluatescreditsamassedatotherinstitutions.Admissionspersonnelreviewstudents’transcriptsinconjunctionwiththeappropriateschoolorcollege,inordertoidentifyanalogousBUcourseworkbeforeextendinganofferofadmission.

Residencyrequirementsandpoliciesrelatedtothetransferofacademiccreditaredeterminedbyindividualschoolsandcolleges.IntheCollegeofArts&Sciences(CAS),forexample,undergraduatestudentsmaytransfernomorethan20courses(80credits)fromotherinstitutions;theresidencyrequirementforCASundergraduatesconsistsofaminimumof12

18Seewww.bu.edu/lifebook/university‐policies/policies‐code.html,SectionIII.A:AcademicConduct.

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coursescompletedwhileregisteredasafull‐timestudentduringthejuniorandsenioryears,aswellasfull‐timeregistrationinCASforthetwoconsecutivesemestersprecedinggraduation.Graduatestudentsmaypetitiontotransferalimitednumberofcreditsintoamaster’sordoctoralprogram.PoliciesonthetransferofacademiccreditareeasilyaccessibleinprintandelectroniccopiesoftheUndergraduateBulletin,aswellasonindividualschoolandcollegewebsites.UndergraduateDegreePrograms,includingGeneralEducationandtheMajorTenacademicunitsofferundergraduatedegreeprograms;aneleventhunit,theCollegeofGeneralStudies,providesthegeneraleducationportionofabachelor’sdegreeforapproximately1,400undergraduatestudents.Intotal,morethan16,000undergraduatesareenrolledinsome150programs.Theminimumnumberofcreditsrequiredforabachelor’sdegreeis128.Thedistributionofthesecreditsamongmajorandgeneraleducationrequirementsvariesfromschooltoschool.

TherangeanddepthofprogrammaticopportunitiesatBostonUniversityappealstomanyapplicants,particularlythosewhohavenotyetdecidedonamajorconcentration.StudentsmaybeadmittedtotheCollegeofArts&SciencesortheCollegeofGeneralStudies,ordirectlyintooneoftheprofessionalschools.Forallstudents,regardlessoftheschoolorcollegeinwhichtheyareenrolled,theundergraduateprogramisbuiltonasolidfoundationoftheliberalartsandsciences.Inadditiontofulfillinggeneraleducationrequirements,studentsareexpectedtotakesomecombinationofprofessionalcourses,coursestofulfillthemajorrequirements,andelectives.TherationalebehindthisapproachiseloquentlysummarizedbytheCollegeofArts&Sciences(CAS),thoughitcanalsobeaccuratelyappliedtotheapproachtoundergraduateeducationtakenbyBostonUniversityasawhole:“TheCASCollegeProgramoffersthestudentthebroadbaseofknowledgethatisthemarkofaliberallyeducatedpersonandthein‐depthstudyofaconcentrationsuitedtothestudent’sinterests,abilities,andgoals.”19

BostonUniversitycurrentlyawardssixtypesofbachelor’sdegrees:BachelorofArts,BachelorofScience,BachelorofFineArts,BachelorofMusic,BachelorofScienceinBusinessAdministration,andBachelorofLiberalStudies.Studentsenrollinatleastoneofthesedegreeprograms.Theymayalsocompletetherequirementsforaminorconcentration(includingminorsoutsidetheirschoolorcollegeofregistration;forexample,aBAinPaintingwithaminorinFrench).

Undergraduatesmayalsoundertakeadualdegreeprogrambydouble‐majoringintheirschoolorcollegeorbyparticipatingintheBostonUniversityCollaborativeDegreeProgram(BUCOP),whichallowsstudentstoreceivesimultaneousbachelor’sdegreesfromtwoseparateschoolsorcolleges,providedthattheycompleteatotalof136creditsandmeetallrequirementsforeachdegree.BUCOPallowsstudentstoearntwodifferenttypesofdegreessimultaneously,forinstance,aBAinEnglishandaBSinJournalism.Indualbachelor’s/master’sprograms,thelasttwoyearsofundergraduatestudyareintegratedwiththefirstyearofgraduatework,eliminatingduplicationofcourseworkandoftenreducingthetimerequiredtoearnthetwodegrees.Thiskindofcombinedundergraduate/graduateprogramcanprovidestudentswithanadvantageasthey

19SeetheCollegeofArts&SciencesE1adataform(narrativeversion).

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pursueemployment,professionaltraining,ordoctoralstudies.FourschoolsandcollegesofferBA/MA,BS/MS,orBS/MPHprograms.TheCollegeofArts&SciencesalsooffersBA/DMDandBA/MDprogramsincollaborationwiththeSchoolofDentalMedicineandtheSchoolofMedicine,respectively.CollegeofHealth&RehabilitationSciences:SargentCollegeoffersaBS/DPTforstudentsenteringthephysicaltherapyfield.

Inalldualdegreeprograms,studentsmustbeacceptedintoeachprogramseparatelyandfulfillthenecessarydegreerequirementsforboth.Aparticularcourseofferedbyoneprogrammaybecountedtowardthefulfillmentofrequirementsforbothdegrees,providedthatfacultyintheotherprogramreviewthecourseanddeemitequivalenttoacomparablecourseintheirowndepartment.Courseequivalenciesarecarefullyandperiodicallyreviewedbyfacultytoensurethatstudentsmeettheacademicandprofessionalstandardsforbothdegreeprograms.

Generaleducationrequirementsforbreadthofstudymaybefulfilledinseveralways,dependinguponthecollegeorschoolofenrollment.StudentsintheCollegeofArts&Sciences,whoconstituteapluralityofundergraduates,havetwooptions:theCoreCurriculumandtheDivisionalStudiesprogram.TheCoreCurriculumisasignatureinterdisciplinaryprogramconsistingofeightintegratedcoursescoveringthearts,humanities,andnaturalandsocialsciences,whichtogetherprovideacoherentoverviewofcultureandthoughtfromantiquitytothemodernday.Biweeklylecturesarecomplementedbysmall,faculty‐ledseminarsthreetimesaweek.Naturalsciencecoursesincludealabcomponentinadditiontoseminars.TheCoreCurriculumtakesuphalfofastudent’scourseworkinhisorherfirsttwoyears.

TheDivisionalStudiesprogramoffersstudentsmoreflexibility,byallowingthemtochooseeightcoursesfromapreselectedlist,twoineachofthefollowingsubjectareas:humanities,naturalsciences,socialsciences,andmathematicsandcomputerscience.DivisionalStudiescoursesaresuitablefornon‐concentratorsandserveasanintroductiontoaparticularareaofstudy.Whenapplicable,DivisionalStudiescoursesincludedirectexperiencewithbasicmethodssuchaslaboratoryandfieldwork. StudentsintheCollegeofArts&Sciencesarealsorequiredtocompleteforeignlanguagestudythroughthefourthsemester.

MostotherundergraduateschoolsfollowanadaptedversionofthegeneraleducationframeworkintheCollegeofArts&Sciences.Commonelementsacrossalltenundergraduateschoolsincludeafoundationintheliberalartsthroughgeneraleducationrequirementsandformalwritinginstruction.InstructionincompositionisofferedinlargepartthroughtheCASWritingProgram,thoughundergraduatestudentsintheCollegeofCommunicationandtheSchoolofManagementmayelecttotakewritingandcompositioncoursesinCOMandSMGrespectively.SargentCollegeandtheCollegeofFineArtsrequirestudentstotakeonesemesterofseminar‐basedwritinginstruction.Allotherundergraduateacademicunitsrequiretheirstudentstotakeafullacademicyear(twosemesters)ofcomposition.

StudentsintheCollegeofGeneralStudies(CGS)fulfilltheirgeneraleducationrequirementsbymeansofahighlystructuredtwo‐yearcurriculum,whichistaughtthroughasystemofteaminstruction.Theextensivecorecurriculum,whichisbothinterdisciplinaryandcross‐disciplinary,isdeliveredinasystematic,coherentsequencethatisdesignedtodevelop

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students’writing,criticalthinking,andpersuasivecommunicationskills.AfterCGSstudentscompletethegeneraleducationcomponentoftheirbachelor’sdegrees,whichculminatesinanextensivecapstoneproject,theyadvanceintooneoftheUniversity’sotherundergraduateschoolsandcollegesintheirjunioryear.

Majorconcentrationrequirementsvaryfromdepartmenttodepartmentandschooltoschool.Generally,amajorconsistsofbetweennineand18verticallyalignedcoursesdesignedtoprovidesignificantunderstandingandskillsinagivenarea.Mostmajorconcentrationsspecifyfoundationalcourseworkandthengivestudentsflexibilityinchoosingupper‐levelelectivesand/orafocusedtrackwithintheconcentration.

Expectationsandrequirementsforthebachelor’sdegreeareclearlyarticulatedandeasilyaccessibleinanumberofprintandelectronicresources,includingtheUndergraduateBulletin,schoolandcollegewebsites,departmentalhandbooks,andthedegreeauditsystemthroughtheStudentLink.TheUndergraduateBulletinalsocontainsawealthofotherinformationusefulforundergraduates,includingpoliciesandprocedures.GraduateDegreeProgramsBostonUniversityhasalargenumberofgraduateprogramsin15differentschoolsandcolleges,atboththemaster’sanddoctorallevels.Theseprograms,whichmayberesearch‐orientedorprofessional/practice‐orientedinnature,aredifferentiatedbytypeofdegree(e.g.,theMSinBiomedicalEngineeringprogramisdistinctfromtheMEnginBiomedicalEngineering),requirements,andcapstoneexperience.

BostonUniversitycurrentlyoffers22typesofmaster’sdegrees:MasterofArts,MasterofScience,MasterofFineArts,MasterofEducation,MasterofArtsinTeaching,MasterofPublicHealth,MasterofScienceinDentistry,MasterofMusic,MasterofEngineering,MasterofBusinessAdministration,MasterofLaws,MasterofSocialWork,MasterofSacredMusic,MasterofSacredTheology,MasterofDivinity,MasterofTheologicalStudy,MasterofLiberalStudies,MasterofLiberalArts,MasterofMathematicsforTeaching,MasterofUrbanAffairs,MasterofCityPlanning,andMasterofCriminalJustice.Inaddition,11ofthe15schoolsandcollegesthatoffergraduatedegreeshaveoneormoredualdegreeprogramswhichlinkamaster’sdegreewithabachelor’sdegree,asecondmaster’sdegree,oradoctoraldegree(eitherfromthesameacademicunitorfromanotherschoolorcollegeattheUniversity).

Asaresultofthewidearrayofofferings,itisdifficulttogeneralizeaboutthenatureofthemaster’sdegreeatBostonUniversity.Somemaster’sstudentsareseekingaterminaldegree,othersplantocontinuetheirstudiesatthedoctorallevel.Themajorityofmaster’sprogramsrequiresomeformofevaluationinadditiontocoursework,suchasinternships,practicaorcolloquia,performances,theses,andcomprehensiveexams.

Degreerequirements,whicharesetbyindividualschools,generallyincludebetween32and44credithours.TheGraduateSchoolofArts&Sciencesrequiresallmaster’sstudentstocompleteaminimumof32credithoursplusacomprehensiveexamorthesis.Manyprogramshaveforeignlanguagerequirementsaswell.

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Therequirementsforsomeprogramsaredeterminedinpartbyoutsidelicensureoraccreditingbodies.Asaresult,theseprogramsmayspecifyagreaterorlessernumberofcredithoursasappropriate.Forinstance,the20credithoursrequiredbytheSchoolofLawforamaster’sinBankingandFinancialLawStudiesandthe96credithoursrequiredbytheSchoolofTheologyfortheM.Div.bothconformtotheguidelinesoftheappropriateaccreditingagencies.Otherprogramsrequireclinicalexperienceorinternships,inadditiontocredithours,inordertomeetrelevantaccreditationandlicensurerequirements.

ThirteenschoolsandcollegesatBostonUniversityoffer13differenttypesofdoctoraldegrees:DoctorofPhilosophy,DoctorofScience,DoctorofMedicine,JurisDoctor,DoctorofMusicalArts,DoctorofPhysicalTherapy,DoctorofOccupationalTherapy,DoctorofEducation,DoctorofBusinessAdministration,DoctorofPublicHealth,DoctorofDentalMedicine,DoctorofMinistry,andDoctorofTheology.

Asbefitsthehighestlevelofeducationalachievement,doctoraldegreesareawardedonlywhencandidateshavemetarigoroussetofacademicrequirements.Doctoralcandidates(withtheexceptionofstudentsinclinicalprograms)mustcompleteadissertationpresentingoriginalresearch,togetherwithsomecombinationofthefollowing:specifiedandelectivecoursework,demonstratedproficiencyinoneormoreforeignlanguages,andacomprehensiveexaminationintherespectivediscipline.Eachschoolandcollegehasauniformsetofrequirementsforallofitsdoctoralprograms,withonlyminorvariationsfromunittounit.Alldoctoralcandidatesmustdefendtheirdissertationsbeforeacommitteeofscholarsintheirfields.

Asinanumberofmaster’sprograms,somedoctoralprogramsstructuretheirdegreerequirementsaroundstandardssetbyoutsidelicensingandaccreditingagencies.Inasmallnumberofinstances,thedoctoraldegreeitselfisacceptedforlicensure;theseincludethespecializationinPastoralPsychologyinReligiousStudies;BusinessAdministration;MusicalArts;andallprogramsintheSchoolofTheology.Therequirementsandstandardsofeachdoctoralprogramareclearlyarticulatedinseveralprintandonlinepublications,includingrelevantschool,collegeanddepartmentalwebsites,andtheappropriategraduatebulletin.Manydepartmentsalsoputtogetherhandbooksfortheirgraduatestudentsreiteratingdegreerequirements,policies,andprocedures.

Doctoraldegreeprogramsaredividedintopost‐master’sandpost‐bachelor’sprograms.Studentsmayenterapost‐master’sprogramafterearningamaster’sdegreeatBostonUniversityorelsewhere,ortheymayenterapost‐bachelor’sdoctoralprogram(oftenwiththeoptionofearningamaster’sdegreeenroute).Thetimetocompleteadoctoraldegreevarieswidelyacrossthedisciplines,accordingtothenatureofthescholarshipandtheavailabilityoffinancialsupportintheformofteachingfellowshipsandresearchassistantships,whichmayaffectastudent’sabilitytopursuegraduatestudyfull‐time.Thetimetocompleteapost‐bachelor’sdoctoralprogramistypicallyfourtosixyears.IntheGraduateSchoolofArts&SciencesandtheSchoolofMedicine,thereisatimelimitofsevenyearsafterinitialregistrationforastudenttocompleteapost‐bachelor’sdoctoralprogram,andfiveyearsforapost‐master’sprogram.Studentswhoneedmoretimemustpetitionannuallyforanextension.TheCollegeofEngineeringhasafive‐yearlimitforbothpost‐bachelor’sandpost‐master’sprograms.

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Thepost‐master’sdoctoraldegreerequirescompletionofatleast32credits,andthepost‐bachelor’sdoctoraldegreerequiresatleast64credits.Thereisvariationfromprogramtoprograminthefractionofthesecreditsthatcanbemetthroughresearchactivities(asdistinguishedfromacademicclassesorseminars).Inatypicalpost‐bachelor’sprogram,atleasthalfofthetotalnumberofcredithoursmustbeearnedthroughacademiccoursework.

Aminimumresidencyrequirementoftwoconsecutivesemestersoffull‐timestudyisstandardinmostdoctoralprograms.Generally,studentsarerequiredtoberegisteredeachtermuntilcompletionoftheprogram,unlesstheyareonanapprovedleaveofabsence.Thosewhohavecompletedcourserequirementsmayregisterforcontinuingstudystatuswithfull‐timecertificationwhilecompletingtheirdoctoralresearch.DevelopmentandPeriodicReviewoftheAcademicProgramThenumberandconfigurationofschoolsandcollegesatBostonUniversityhasremainedessentiallythesameoverthelastfewdecades,thoughplansarecurrentlyinplacetocloseoneacademicunit,theUniversityProfessorsProgram(UNI).TherationalebehindUNI’sclosure,andtheUniversity’splantomeetitscommitmentstostudentscurrentlyenrolledintheprogram,isdiscussedintheProjectionsubsection.

Whereinterestsandprogrammaticadvanceshavewarranted,somedepartmentshavebeenreconfiguredandreorganized;theDepartmentofModernForeignLanguages&Literatures,forinstance,recentlysplitintotwodepartments:ModernLanguages&ComparativeLiteraturesandRomanceStudies.Attheprogramlevel,curriculaacrossallunitshavebeensubjecttoregularreviewandmodificationinordertokeeppacewithadvancesinknowledgeandchangesinlicensureoraccreditationrequirements.Thecarefulprocessesbywhichcurricularchangesareproposed,developed,reviewed,andimplementedareusedtoensurethequalityandrigorofacademicprogramsatBostonUniversity.

Entirelynewdegreeprogramsmaybeproposedforoneofseveralreasons:theemergenceofanewfieldofinquiry,aconfluenceoffacultyinterestacrossseveraldepartmentsanddisciplines,oragroundswellofinterestamongstudents.Proposalsfornewdegreesmaybeputforwardbyfacultyoradministratorsinanacademicunit.In1995,theUniversityCouncilapprovedaprocedurerequiringnewprograms(thatis,majorconcentrationsanddegreesnotpreviouslyofferedatBostonUniversity)toundergomultiplereviewsatthedepartmental,school/college,andUniversitylevels.

Typically,thedepartmentproposinganewdegreeprogramwillundertakeaninitialreviewtodeterminetheproposedprogram’sstructureanddegreerequirements,itscompatibilityoroverlapwithexistingprograms,andtheresourcesneededtoimplementtheproposedprogram.Iftheproposalisendorsedbythedepartment,itisthenreviewedbyanAcademicPolicyCommitteeattheschoolorcollegelevel(whichmaybeastandingoradhoccommittee,dependingupontheunit)andthedean.Thevoteofthefullunitfacultyisalsorequired.Afterthat,theproposalisforwardedtotheUniversityProvost,whomayendorse,reject,orreturntheproposalforrevisionormoreinformation.OnceendorsedbytheUniversityProvost,theproposalmovesonforconsecutivereviewbytheCouncilofDeans,FacultyCouncil,andUniversityCouncilCommitteeonAcademicPolicies.Throughthisextensivevettingprocess,proposedprogramsareassessedbased

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ontheirrigor,coherenceofstructure,andrelationshiptoexistingprograms;theircentralitytothemissionoftheacademicunitandtheUniversityasawhole;projectedenrollments;theestimatedresourcesrequiredtoimplementtheprogram;andthecommonstandardsforthattypeofdegree.

Thereviewofexistingprogramscantakeanumberofforms.Reviewsmaybemandatedbyoutsideaccreditingagenciesortheymayconstitutepartoftheacademicunit’sstrategicplanningordecanalrecruitment.ProgramsintheschoolsofEngineering,Law,Management,andSocialWorkallundergoperiodicreviewinordertostayabreastofanyrequiredchangesbytheappropriateaccreditingagencies.Inthepastfewyears,theSchoolofEducationandtheCollegeofCommunicationhavebothundergoneexternalreviewsasprecursorstotherecruitmentofdeans,inordertoprovideeachincomingdeanwithanobjectiveaccountofthestrengths,weaknesses,opportunities,andlimitationsoftheschool.

Inaddition,BostonUniversityhasbegunutilizingtheBoardofOverseersandotheradvisorybodiesattheschoolandcollegeleveltoreviewprogramsandunits.SofarMetropolitanCollegeandtheCollegeofGeneralStudieshaveundergoneOverseer‐ledreviewstoassesstheirstrengthsandweaknesseswithinthecontextofthestrategicplanforBostonUniversity.ThereviewofMetropolitanCollege(MET)wasundertakenbyacombinationofOverseersandmembersofthecollege’sDean’sAdvisoryBoard.Afterseveralmonthsofstudy,thereviewteamproducedareportassessingthequalityofMETprograms,thesoundnessofitsstrategiesforcreatingnewprograms,andthecaliberofitsdistanceeducationprograms.TheseresultswerepresentedtothePresident,Provost,andthefullBoardofOverseersinMay2008.AsimilarreviewoftheCollegeofGeneralStudiesinfall2008ledtoareportinDecember2008,whichhasbeenpresentedtothePresident,UniversityProvost,andOverseersandwhichwillultimatelygototheBoardofTrusteesinthespringof2009.Overseer‐ledreviewshavegiventhedeansofMetropolitanCollegeandtheCollegeofGeneralStudiesmaterialwithwhichtostimulateconversationsaboutnewdirectionsforgrowth,waystoshoreuprealandperceivedweaknesses,andtoassessprogramsagainstpeerinstitutions.

Finally,thereareindividualinitiativeswithinschoolsandcollegestoreviewtheirprograms,aswellasanincipientundertakingbytheAssociateProvostandVicePresidentforResearchtoreviewallgraduateprogramsonafive‐yearcycle.Annualupdatestotheundergraduateandgraduatebulletinsensurethatnewprogramsandchangestoexistingprogramsarereflectedinallpublishedresourcesconcerningdegreerequirements.AssessmentofStudentLearningandInstitutionalEffectivenessExpectationsforstudentlearningareconsistentwiththemissionofBostonUniversity,whichatitsmostdistilledcanbesummarizedasacommitmenttoexcellenceandinclusivenessineducation,andtomeaningfulengagementwiththewidercommunity.BostonUniversitymaintainshighstandardsforitsfaculty,students,andprograms,andutilizesmultiplemethodstoassesslearning.Thefacultyandadministrationsupportabroad‐basedapproachtostudentlearningthatencompassesbothtraditionalmeasuresoflearning(suchascoursegrades,comprehensiveexaminations,graduationrates,licensurepassagerates,scholarshipsandfellowshipsreceived,andpublications)aswellasinternshipsandotherfieldworkexperiences,performanceandportfoliodevelopment,andresearchexperienceinbothbasicscienceandclinicalsettings.

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AppraisalOverviewofBostonUniversityandIntegrityofAcademicCreditAsevenabriefoverviewofBostonUniversity’shistoryandgrowthshows,theUniversityhascontinuouslysoughtoutnewwaystoofferahighqualityeducationalexperiencebasedonasoundliberalartsfoundation,oftenincombinationwithprofessionaltraining.BostonUniversityisalsodistinguishedforitscommitmenttoprovidingeducationalopportunitiestoadiversestudentbody,includingcontinuinganddistanceeducationlearners.

BostonUniversitymaintainsdirectcontrolandsoleresponsibilityfortheacademicqualityofallitsprograms,whetheroncampusoronline,andprovidesadequateresourcestomaintainqualityinbothformats.CoursesaredesignedandtaughtbyBostonUniversityfaculty,andcourseworkisevaluatedbyBUfaculty.ResidencyrequirementsandrestrictionsontransfercreditsareusedtoensurethataBostonUniversitydegreeisinfactjustthat.

TheconfigurationofBostonUniversity’sschoolsandcollegeshasremainedunchangedforthelastdecade;however,changesareplannedforthenearfuture,whicharedescribedintheProjectionsubsection.Anyoneofthe17schoolsorcollegesmaydevelopnewprograms,sometimesincollaborationwithanotheracademicunit.Proposeddegreeprogramsundergoathoroughprocessofreview.ByevaluatingproposedprogramsatseverallevelsofUniversitygovernance,BostonUniversityensuresthatdegreerequirementsareappropriate,rigorous,andinlinewiththeinstitution’smission.UndergraduateDegreePrograms,includingGeneralEducationandtheMajorLearningoutcomesfigureprominentlyinthedesign,review,andrevisionofmajors.Departmentsarerequiredtoprovideadetailedrationaleforeachproposedprogram,includingadescriptionofhowitcomplementsexistingprogramsandfillsagapintheUniversity’scurricula.“Industrystandards”forcomparableprogramsatpeerinstitutionsandrelevantinformationonrequirementsforgraduateschooladmissionarealsotakenintoaccount.LearningoutcomesaremeasuredbymeansofWorkforDistinctiontheses,capstoneseminarsandprojects,individualandteamperformancesindisciplinarycompetitions,exitassessmentsurveys,licensureandprofessionalexaminationpassagerates,andpercentagesofstudentswhogoontofurtherstudyingraduateorprofessionalschools.TheSchoolofManagement(SMG),forinstance,undertookacomprehensivereviewofitsundergraduatecurriculuminacademicyear2007–08.Thereviewutilizedstudentsatisfactiondata,feedbackfromalumniandemployersofSMGgraduates,andinformationoncompetitorprograms.ReviewersfoundthatstudentsintheSchoolofManagementwouldbenefitfromastrengthenedmathematicsrequirement,moreflexibilityinthecurriculum,aresequencedseriesoffinancecoursework,andmoregloballearningexperiences.TheSchoolofManagementisaddressingeachofthesemodifications.Inaddition,theacademicyear2008–09hasseentheCollegeofArts&Sciencesbeginaplannedself‐studyreviewofallmajorsofferedbytheCollege.

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GraduateDegreeProgramsProposalsfornewgraduateprogramsareputthrougharigorousreviewprocess.Oncevettedattheunitlevel,successfulproposalsmustbeseenandapprovedbytheOfficeoftheProvost,CouncilofDeans,FacultyCouncil,UniversityCouncilCommitteeonCurriculumandAcademicPractices,andeventuallythefullUniversityCouncil.Thefacultyofeachprogramorsubconcentrationhastheautonomytospecifycurricularanddegreerequirements,aslongasrequirementsconformtothestandardssetbytheirrespectiveschoolsandcolleges.Thisprocessisdesignedtoensurethatnewgraduateprogramsarerigorousandcoherent;italsoaimstoavoidduplicationofeffortandtofostercooperationacrossacademicunits.

BostonUniversityhasbeenprudentinitsgrowthofgraduateprograms.Sixschoolsandcollegesoffergraduatedegreesonly.Intheotherelevenacademicunits,graduateprogramsareclearlydistinguishedfromundergraduateprogramsintermsofrequirements,levelanddifficultyofcoursework,andthescopeofqualifyingandcomprehensiveexaminations,fieldwork,andresearch.Studentsmaynotapplyundergraduatecredittowardgraduateprograms.Facultymembersareofteninvolvedinthetrainingofbothundergraduateandgraduatestudents,butexpectationsforthetwostudentpopulationsareappropriatelydifferent.

Asaresearchuniversity,BostonUniversityexpectsfull‐timefacultytoengageinscholarlyandcreativeactivitieswhichcomplementandinformtheirworkintheclassroom.Externallyfundedresearchprojectsofferanumberofopportunitiesforstudentstogainfirsthandexperienceinlaboratoriesandarchives.Foralargenumberofundergraduates,involvementinfaculty‐ledresearchisfacilitatedbytheUndergraduateResearchOpportunitiesProgram(UROP).Forstudentsinprofessionalprograms,practicaandotherfieldworkexperiencesareoverseenbyfacultyandcarefullyalignedwiththecurriculum.

Eachdepartmenthasspecificadmissionscriteriaforgraduatestudents,includingGREorGREsubjecttestscores;TOEFLscoresforapplicantswhosefirstlanguageisnotEnglish;undergraduate(and,ifapplicable,previousgraduate)GPAs;writingsamples;lettersofreference;andstatementsofintent.

InordertosuccessfullycompleteagraduateprogramatBostonUniversity,studentsmustdemonstratethattheyhaveacquiredaknowledgebaseandskillsetthatmatchestheprogram’sobjectives.Studentlearningisassessedbymeansofthesesanddissertations;qualifyingandcomprehensiveexams;dramaticperformances;supervisedexperiences(e.g.,internships,practica,orfieldwork);andcapstoneprojects.Othermeasuresofgraduatestudentsuccessinclude:thenumberofstudentsfundedthroughexternalfellowships,numberofpaperssubmittedtoandacceptedbyconferencesandpublications,andcareerplacement.Recently,BostonUniversitysubmitteddatatotheNationalResearchCouncil(NRC)surveytoassistintheassessmentofourgraduatestudenttrainingandthedevelopmentofnewprogramsinthefuture.

ThereisamandatefromthePresidenttoconductregular,comprehensiveevaluationsofthequalityandcurriculaofgraduateprograms.TheOfficeoftheAssociateProvostandVicePresidentforResearchhasbeenchargedwithinstitutingareviewprocessforgraduateprogramsontheCharlesRiverCampus.FortheGraduateSchoolofArts&Sciences,thistaskhasbeen

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delegatedtotheDean.OntheMedicalCampus,theOfficeoftheDeanhasconductedanevaluationofitsBasicMedicalSciencesprogramandtheDivisionofGraduateMedicalSciences.DevelopmentandPeriodicReviewoftheAcademicProgramProgrammaticreviewatanumberoflevelsensuresthatcourseanddegreeofferingsatBostonUniversityareuptodateandofhighquality.ExternalreviewsbytheBoardofOverseers,schoolandcollegeadvisorybodies,andteamscomposedoffacultyfromotherinstitutionsarealsousedtoassurethecontinuedqualityandrelevanceofprograms.

Withundergraduateprogramsinparticular,itisvitaltobalancebreadthanddepthofstudyinordertoallowstudentstheflexibilitytodiscoverandexplorenewinterests.Forsomeprograms,suchastheBAinMarineScience,ithasprovedchallengingtosetdegreerequirementsthatcoverasufficientnumberoftherelevantbasicsciencecoursesandalsoleavestudentswithafairnumberofelectives.Tohelpachievethisbalance,thereviewprocessfornewdegreeproposalsbringsinanumberofdifferentperspectives.Facultymembersfrominsideandoutsidetheproposingdepartmentensurethatthecourseselectionisrigorousandthorough,whileallowingstudentsspacetopursueelectives;theAcademicPolicyCommitteeanddeanineachschoolorcollegehelptoidentifyanappropriatemixofcomponentswithinthedegree;theUniversityProvostandProvostoftheMedicalCampusconsiderwhethertheproposedprogramalignswiththemissionandprioritiesofthelargerinstitution;theCouncilofDeansandFacultyCouncilconsidertheprogram’srelationtoexistingprograms;andtheUniversityCouncilCommitteeonAcademicPoliciestakesintoaccountalloftheseissues.AssessmentofStudentLearningandInstitutionalEffectivenessSeveralprogramsatBostonUniversityareleadingthewayineffectiveassessmentofstudentlearning,includingtheCollegeofArts&SciencesWritingProgram;theCollegeofGeneralStudies’capstoneexperience;theCollegeofArts&Sciences’independentWorkforDistinctionoption;andtheCollegeofEngineering’sseniordesignproject.Abriefdescriptionofeachfollows.

CASWritingProgram:TheCollegeofArts&SciencesWritingProgramwasestablishedin2001tooffertopic‐basedwritinginstructiontoundergraduates.Theprogramisbasedonatwo‐courseseminarsequenceconsistingofWR100,acourseinrigorousreadingandacademicwriting,andWR150,aresearch‐basedwritingcourse.Allincomingstudents,regardlessofSATscoreorAPcredit,musttakeatleastonesemesterofwriting.Mosttaketwo.Students’writingabilityisassessedatSummerOrientationbymeansoftheBostonUniversityWritingAssessment(BUWA).OnthebasisofBUWAscores,studentsareassignedtoWR100,indicatingaveragewritingability;WR150,forstudentswhoalreadydisplayevidenceofclosereadingandthoughtfulprose;ortooneofthreepreparatorycoursesthatfocusonthebasicsofwriting(WR097,098,or099).UponcompletionofanyWRcourse,anexitBUWAisadministeredtoevaluatetheoverallimprovementinwritingskillsforeachstudentandstudentcohort.Theexamitselfiscurrentlybeingassessedandmaybemodifiedinthefuture.ThoughtheWritingProgramishousedintheCollegeofArts&Sciences,itprovidesinstructiontonearlyallundergraduatesatBostonUniversity,regardlessoftheschoolorcollegeinwhichtheyareenrolled.

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CGSCapstoneProject:StudentswhocompletethegeneraleducationportionoftheirundergraduatedegreeintheCollegeofGeneralStudiesmustparticipateintheCGScapstoneexperience.Havingbeeninstructedfortwoyearsbyteamsoffacultyinthehumanities,socialsciences,naturalsciences,andrhetoric,CGSstudentsworkinteamsoffiveorsixtoprepareaninterdisciplinary50‐pagepolicypaper.Teamsmustthendefendtheirpolicypaperbeforefacultymembersinatwo‐houroralexamination.Thecapstoneprojectrequiresstudentstoworkcollaborativelyaswellastodemonstratetheirresearchcapabilities,writingskills,andabilitytoformulateeffectivearguments.CASWorkforDistinction:StudentsintheCollegeofArts&Scienceswhowishtoconductanin‐depthinvestigationofatopicrelatingtotheirmajororminorconcentrationmaycompleteanindependentWorkforDistinctionproject.Approximately100studentselecttocompleteWorkforDistinctionprojectsannually.20StudentstypicallycompleteWorkforDistinctionovertwosemestersintheirsenioryear.Independentstudyissupplementedbyregularmeetingswithafacultysupervisor,thoughthehallmarkofWorkforDistinctionisthewayinwhichprojectsareconceivedandcreatedbystudents.WorkforDistinctionculminatesinathesisandoralexaminationbeforeafacultycommittee.StudentsgainvaluableresearchskillsandbenefitfromhavingcompletedasustainedresearchprojectcomparableinlengthandqualitytoanM.A.thesis.ENGSeniorDesignProject:TheseniordesignprojectintheCollegeofEngineeringcallsforstudentstoworkindependentlyorinsmallgroupstoanalyzeanengineeringproblem,designaviablesolution,andpresentthatsolutiontotheENGcommunity.Itisoneofthemostchallengingandrewardingexperiencesoftheundergraduateprogram.Approximately260ENGstudentscompleteacapstoneseniordesignprojecteachyear,withafocusinoneormoreofthefollowingareas:computersystems;aerospace,mechanical,biomedical,electrical,ormanufacturingengineering.RecentprojectshaveledtothedevelopmentofaneMousethatcansensemotionandavoidpredators;acarthatcanparallelparkitselfusingsensors,circuitry,andprogramming;asatellitethatwouldresearchmagnetospherephenomenageneratedbyahigh‐intensitymagnetonboard;aprototypeparaplegicsnowboardsystem;ananalogbrain–computerinterface;andananalysisofmanufacturingproductionprocessestomoveproductsmorequicklyfromtheprototypestagetomassproduction.

20TheactualnumbershavevariedsinceindependentWorkforDistinctionwasdroppedasarequirementforLatinhonorsinAY2005–06,thoughtheyarestartingtoriseagain.

AcademicYear NumberofStudents2002–03 1612003–04 1342004–05 1052005–06 732006–07 962007–08 96

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ProjectionOverviewofBostonUniversityandIntegrityofAcademicCreditFollowingareviewoftheUniversityProfessorsProgram(UNI)in2007,whichfoundthatdwindlingenrollmentsandadeparturefromUNI’sinitialmissionhadmadetheprogramunsustainable,thePresidentannouncedthattheprogramwouldbeclosing.AllUNIstudentswhowereofferedadmissionpriortothedecisiontoclosetheprogram,aswellasthoseintheprocessofearningtheirdegrees,willfinishasplanned.AllUNIfacultymembershaveappointmentsinatleastoneotherdepartment;eachwillretainthetitleofUniversityProfessoruntil2011,whenthelastclassofUNIundergraduatesisexpectedtograduate,andthenreturntotheirprimaryappointment.

Undergraduateswhoareinterestedinexploringtheboundariesofknowledgeacrossanumberofdisciplinesinthehumanities,sciences,arts,andtheprofessionsmaysoonhavetheoptiontoenrollinNewCollege,aproposedfour‐yearundergraduatehonorsprogramdesignedtointroducestudentstoresearchtopicsandbothnewandtraditionalmethodologiesrangingfromeditorialpracticestodigitalmedia.Theproposedcurriculum—whichisnowunderdiscussionbythefacultyandcanbeintegratedwithanymajorinanyotherschoolorcollegeatBostonUniversity—wouldfeaturetwofreshmanseminarsunderthetitle“ApproachingtheWorld”;asophomorelectureseriescalled“ArchitectureofDiscovery”;asummerresearchinternshipfollowingthesophomoreyear;aone‐semesterjunior‐yearcoursecalled“ProposalandPerformance”;andacomplementarykeystoneresearchprojectduringthesenioryear,foratotalof28creditsearnedinNewCollege.IfNewCollegeisapproved,approximately200studentswillbeacceptedintotheprogramthefirstyear,foratotalenrollmentof800studentsfromthefourthyear.

TherearenoplanstochangetheawardingofacademiccreditatBostonUniversity.DegreeprogramsandcourseswillcontinuetobedevelopedbyBUfaculty,courseswillcontinuetobetaughtbyBUfaculty,andstudentworkwillcontinuetobeevaluatedbyBUfaculty.Whethercoursesaretaughtinthetraditionalclassroomsettingorthroughonlinedistancelearning,oncampusorabroadthroughInternationalPrograms,studentswillbeexpectedtomeetthesamehighacademicrequirements.UndergraduateDegreePrograms,includingGeneralEducationandtheMajorAnotherdirectoutgrowthofBostonUniversity’srecentstrategicplanwastheformationofaTaskForceonUndergraduateEducation,chairedbytheAssociateProvostforUndergraduateEducation.Convenedduringthesummerof2008,thetaskforcewasasked:

toarticulatethegeneraleducationrequirementsandotherelementscommontoallundergraduateschoolsandcollegesthatconstitutetheBostonUniversityundergraduateeducationalexperience;

toensurethatthisfoundationisincorporatedintoallacademicunitsandtofindwaystointegrateitintotheUniversity’sresidentialandco‐curricularprograms;

toidentifyparticularlearninggoals,aswellasstrategiestoimplementandmeasurethesegoals;and

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tohelpremoveanyinstitutional,administrative,andphilosophicalbarriersthatmaylimitstudents’abilitytotakefulladvantageofthecurricularandextracurricularactivitiesofferedatBostonUniversity.

TheTaskForceonUndergraduateEducationincludesbothundergraduatestudentleaders

anddistinguishedfacultymembersfromanumberofschoolsandcolleges.Thetaskforceisexpectedtoproduceareportandasetofrecommendationsinthespringof2009.Inthemeantime,theAssociateProvostforUndergraduateEducationhasdevelopedawebsitetopostbackgroundreadingthatisinformingthetaskforce’swork,toinvitefeedback,andingeneraltofacilitateadialoguebetweenthetaskforceandtheBUcommunity.21Severalunitsarealsointheprocessofindependentlyexaminingtheundergraduateexperienceintheirschoolorcollege,withparticularemphasisonthefirstyear.22GraduateDegreeProgramsInthe2007–08academicyear,BostonUniversitybegantodevelopaprocessforevaluatinggraduateprograms.Whenimplemented,thisprocessisintendedtoeliminateduplicationamongprogramsandleverageresourcesandtalentacrossdepartments,colleges,schools,andcampusestoimproveexistingprograms.Itwillalsobeusedtodevelopauniformmodelforgraduatestudentfundingandtoachievegreaterfundingequityamongrelateddisciplines,inordertorecruitthemosttalentedstudents.Finally,periodicevaluationofgraduateprogramswillbecloselytiedtoanongoingefforttoestablishproceduresandmetricsforreviewingallofBostonUniversity’sgraduateprogramsonafive‐yearcycle.

Inadditiontoathoroughreviewofcurricula,anyassessmentofgraduateprogramswillnecessarilyrequireevaluatorstomeasureboththescholarlyproductivityandpedagogicalefficiencyoffacultyineachprogram,andtotrackstudentsuccessbothduringandaftertheirtimeatBostonUniversity.Tothisend,theAssociateProvostandVicePresidentforResearchrecentlyconvenedataskforcechargedwithdevelopingaquantitativestudyoffacultyandstudentproductivity.ThestudywillutilizedataprovidedbyBostonUniversity’sOfficeofInstitutionalResearch(whichmaintainsawealthofstatisticaldataonBUandpeerinstitutions)andbyanoutsidefirm,AcademicAnalytics,whichcompilesinformationonpublications,citations,prizesandawards,andexternalfunding.Tosupplementthisinformation,theAssociateProvostandVicePresidentforResearchalsoplanstoconductanonlinelongitudinalstudyofgraduatestudentsonboththeCharlesRiverandMedicalcampuses.

Discussionsabouthowbesttoreviewandevaluategraduateprogramshavealreadybeguntohelpshapethedevelopmentofatargetedinstitution‐wideresearchstrategy.Thisstrategywillinvestinanumberofspecifictraditionalandinterdisciplinaryareas,manyofwhichcorrespondtoimportantissuesinsocietytoday:theroleofreligioninmodernsociety;thedevelopmentanduseofquantitativetoolsthatcanbeappliedtosocialsciencesandpublicpolicy;globalizationandsustainability;energyandtheenvironment;andinterdisciplinaryintegrativeapproachestothelifesciencesandmedicine(particularly,approachesrelatingtoneuroscience

21Seewww.bu.edu/undergrad/vision/taskforce.22See,forexample,thedescriptionoftheCollegeofArts&Sciences’First‐YearPrograminSTANDARDSIX:STUDENTS.

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andneurologicaldiseases,infectiousdiseases,molecularandnanoscience).DisciplinaryandinterdisciplinaryresearchfocusedontimelyissueswillprovidegraduatestudentswithuniqueintellectualandcareeropportunitiesandallowBostonUniversitytocompetewithresearchinstitutionsofthehighestcaliberbothacrossthecountryandaroundtheworld.Tworecentlyestablishedgroups,theUniversityResearchCouncilanditsadministrativecounterpart,theResearchStrategyGroup,arecurrentlyidentifyingwaystofacilitateinteractionsandcollaborationsamongdifferentdepartments,schools,colleges,andcampuses.

BostonUniversityiskeenlyawarethatthedevelopmentofinterdisciplinaryprogramsmustnotcomeattheexpenseoftraditionaldisciplinesanddepartments.Accordingly,curriculaanddegreerequirementsfornewinterdisciplinaryprogramswillbedesignedtoensurethatstudentshaveafoundationinatleastoneoftherelevantdisciplinesonwhichtobuildabroadknowledgeoftheinterdisciplinaryareaofstudy.Sufficientresourceswillbeallocatedtotraditionaldepartmentstoensurethattheyremainstrongandvibrant.DevelopmentandPeriodicReviewoftheAcademicProgramTheUniversityCouncilCommitteeonAcademicPoliciesiscurrentlyconsideringwaystostreamlinetheprocessofinstitutingnewdegreeprogramswhilepreservingtherigorandthoroughnessofthecurrentreviewprocedure.Onepossibilitynowunderconsiderationisthecreationofatwo‐stageprocess,inwhichunitsareinitiallyaskedtosubmitanabstractratherthanafulldegreeproposal.AbstractswouldpreventdepartmentsfrompotentiallyspendingsignificantamountsoftimeandeffortonadegreeproposalthatmaynotbealignedwiththeUniversity’smissionandprioritiesormayoverlapwithanexistingprograminanotherschoolorcollege.Itwouldalsoallowproposalstobecirculatedbroadlyandtoreceiveconstructivecriticismintheearlystagesofprogramdevelopment.AssessmentofStudentLearningandInstitutionalEffectivenessAtpresent,BostonUniversitycanlayclaimtofewstandardinstrumentsofformalassessmentofstudentsuccessthatareuseduniformlyacrosstheinstitution,andtheUniversityrecognizesthatthereisroomforimprovement.AstheworkoftheAssociateProvostforUndergraduateEducationandtheTaskForceonUndergraduateEducationprogresses,theUniversitywillhaveaclearerdefinitionofwhatitisthateveryBostonUniversityundergraduateisexpectedtoknowandbeabletodobythetimeheorshegraduates.Onlyafterstudentoutcomeshavebeenclearlyarticulatedattheinstitutionallevel,ratherthanatthedepartmentallevel,willitbepossibletodesignandimplementassessmentmechanismsacrosstheboard.

Intermsofdepartment‐specificlearningoutcomesandmeasuresofstudentsuccess,anumberofprogramsanddepartmentsaresettingthetrendwithcontinuous,calculableassessment.TheexamplesgivenearlierincludetheCollegeofArts&SciencesWritingProgramandtheWorkforDistinctionoption;theCollegeofGeneralStudiescapstoneexperience;andtheCollegeofEngineering’sseniordesignproject.Anotherexampleofcontinuousassessment—andofalearningoutcomecloselytiedtoaspecificdiscipline—canbefoundintheCollegeofFineArts,wherestudentsarerequiredtomeetregularlywithadvisorsinadditiontoundergoingperiodicreviewsintheformofrecitals,performances,orexhibitions.

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Atpresent,thereisparticularinterestamongfacultyandadministratorsatBostonUniversityintheuseofinstructionaltechnologytoassessandtrackstudentlearning.Amongtheprojectsbeingconsideredareanexpandedstudentresponsesystem(“clickers”)foruseinlecturesettings,andanePortfolioprogramthatwouldallowstudentstochart,document,andreflectontheirlearningoverthecourseofadegreeprogram.Theuseoftechnologyinandoutoftheclassroomiscurrentlythesubjectofanongoingdiscussionamongdeans,facultymembers,andtheOfficeoftheProvost.

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STANDARDFIVE

FACULTYDescriptionFacultyAsaresearchinstitution,BostonUniversityregardsexcellenceinresearch,scholarship,andcreativeactivity—asevidencedbypublications,performances,andotherintellectualoutput—ascentraltotheUniversity’smission.BostonUniversityexpectsitsteachingfacultytobeactiveinresearchandprofessionalactivities,andtousetheirscholarlyproductivitytoinformandenhanceinstructionandpedagogy.

ThecoreacademicmissionofBostonUniversityisfulfilledprimarilybyfull‐timefacultymembers.TheUniversityfaculty,whichincludesteachingandresearchfacultyonboththeCharlesRiverandMedicalcampuses,iscomposedof2,451full‐timefacultymembersand1,169part‐timefacultymembers.ThetitlesandqualificationforfacultyranksarespecifiedintheFacultyHandbook.23

FacultyresponsibilitiesaredefinedintheFacultyHandbook.Theexpectationsforfull‐timefacultycanbedividedintothreemaincategories:teaching,research,andservice.ServicetotheUniversityincludesmentoringandadvisingstudents(thatis,inadditiontoregularteachingduties)andservingoncommitteesatthedepartmental,school/college,orUniversitylevel.Committeeworkgenerallyrelatestopolicymaking,governance,orcurriculardevelopmentandredesign.InordertofulfillalloftheirresponsibilitiestotheUniversity,full‐timefacultymembersareexpectedtolimitoutsideprofessionalactivitiestonomorethanonedayperweek.24

Teachingdutiesvaryfromunittounitandsometimeswithinaparticularunit,dependingonthediscipline.IntheCollegeofArts&Sciences,forexample,theteachingexpectationisfourcoursesperyearforfacultyintheHumanities;threetofourcoursesperyearintheSocialSciences;andtwocoursesperyearintheNaturalSciences.IntheSchoolofEngineering,tenuredandtenure‐trackfacultyteachfourcoursesperyear,althoughfacultymemberswhoareactivelyinvolvedinresearchmayopttoreducetheirclassroomteachingobligationsby“buyingout”coursesinexchangeforexternallyfundedresearch.IntheSchoolofTheology,facultymembersteachfourcoursesperyear.InMetropolitanCollege,facultyteachsixcoursesperyear.IntheCollegeofGeneralStudies,facultymembersteachfoursectionsof,andgivealllecturesfor,onecorecourseeachsemester.

23Theclassificationofranksandtitlesincludes:adescriptionofstandardacademicranks;adefinitionofprefixesorsuffixesthatmodifystandardacademictitles;andadescriptionofstandardlecturerranks.SeetheFacultyHandbookonlineatwww.bu.edu/handbook/policies/promotions/ranks.html.24AsspecifiedintheExternalCompensatedActivitypolicy;seewww.bu.edu/handbook/policies/ethics/compensated‐activity.html.

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Theflexibilityandrangeofteachingexpectationsamongvariousschoolsandcollegesmirrorsthedifferingexpectationsforfacultyinvariousacademicunitsintermsofresearch,scholarship,andcreativeactivity.25Theproportionofafacultymember’stimedevotedtoteachingandresearchiscarefullyconsidered.Insomeinstances,teachingexpectationsareadjustedwhenfacultymembershaveademonstratedneedforprotectedtimeinwhichtoundertakescholarlypursuits.Newlyhiredjuniorfaculty,forinstance,mayhaveareducedteachingloadatsomepointduringtheirfirsttwoorthreeyears,toallowthemtimetoestablishtheirresearchactivities.Inthenaturalsciencesandengineering,research‐activefacultymustspendconsiderabletimeintheirlaboratoriestoremaincompetitiveasscholars,andthattimeneedstobespreadthroughouttheacademicyear.IntheSchoolofEducation,theteachingloadforfull‐timefacultymemberswasrecentlyreducedfromsixtofivecoursesperyear,inordertoencourageresearcheffortsandincreasescholarlyproductivity.

Whileaccommodationsaremadetoreducecourseloadswhenandasappropriate,allfull‐timeteachingfacultyatBostonUniversityareexpectedtoteachaminimumofonecourseperyear,regardlessofdiscipline.Thereareveryfewexceptionstothisrule.Evenparticularlywell‐knownanddistinguishedfacultymembers,suchasNobelPrizewinnersElieWieselandSheldonGlashow,maintainactiveteachingduties.

Facultymembersarealsoexpectedtocontinuetheirteachingandmentoringeffortsoutsideoftheclassroom.Facultywhoinstructgraduateandprofessionalstudentsoftenprovideone‐on‐oneinstructionandadvisinginlabs,clinics,andprofessionalsettings.Thiskindofinteraction,inwhichadvancedstudentsaretreatedas“juniorcolleagues,”oftencontributesdirectlytotheresearchofthefacultymemberwhilesimultaneouslyprovidingstudentswithindividualizedinstructionandfirsthandexperienceinresearch,scholarship,andprofessionaltraining.

TheproceduresgoverningfacultyappointmentsarepublishedintheFacultyHandbook.BostonUniversityprovidesunitswithguidelinesonhowtoconductfull‐timefacultysearchesthatmeettheneedsandgoalsofboththeunitandtheUniversityasawhole,andhowtoensurethatthesearchesareconductedinaccordancewithequalopportunityanddiversitygoals.26Full‐timefacultysearchesareapprovedbytheOfficeoftheProvostandmustbesupportedbycurriculumneeds.

Allappointmentsoffull‐timefacultyatthe(unmodified)AssociateandFullProfessorrankundergoafullreviewatanumberoflevels:thedepartment,unit,dean,andUniversity.Full‐timefacultyappointmentsattherankofAssociateProfessorandabovemustbeapprovedbytheBoardofTrusteesupontherecommendationofthePresident.Appointmentsoffull‐timefacultyattheAssistantProfessorrankdonotneedtobereviewedbytheBoardofTrustees.These

25Anewsetof“FacultyExpectations”documents,whichisdescribedintheProjectionsubsection,isbeingdevelopedtomoreclearlyarticulatetheexpectationsforfacultyineachschoolandcollege.26Guidelinesarepublishedonline,alongwithadownloadableSearchProposalFormandAffirmativeActionReportFormatwww.bu.edu/provost/resources/forms/recruitment.html.

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appointmentsmaybeapprovedbytheUniversityProvost,andarethenperiodicallyreviewedforreappointmentbyboththeunitandUniversityProvost.27

Theuseofpart‐timefacultyvarieswithineachschoolandcollege,basedonthemissionoftheschoolorcollege.Forexample,theCollegeofGeneralStudies,whichhasauniquesystemofteam‐teachingacrossahighlystructuredcurriculum,doesnotutilizepart‐timefaculty.Ingeneral,theuseofpart‐timefacultyatBostonUniversitycanbeassignedtooneoftwobroadcategoriesofteaching:

1. Supervisionofprofessionaltraining.Wherestudentsareplacedinprofessionaltrainingsituationsandpracticasuchasstudentteachingorfieldworkplacement,theon‐sitesupervisormaybegivenacourtesypart‐timefacultyappointment—withorwithoutcompensation—toprovidethenecessaryon‐sitesupervision(incoordinationwithfull‐timefacultyofthebaseschoolorcollege).Part‐timeappointmentsofthisnatureareutilizedintheSchoolofSocialWork,theSchoolofEducation,andtheCollegeofFineArts(CFA),whichappointsdistinguishedmusiciansaspart‐timefacultytoprovideindividualprivatelessonsandmusicinstructionforthediverseinstrumentssupportedbyprogramsinCFA’sSchoolofMusic.

2. Firsthand,up‐to‐the‐minuteknowledgeofthefield.Insomeschoolsandcolleges,working

professionalswhoholdfull‐timejobsintheirprofessionsareappointedaspart‐timefaculty(oftenwithoutcompensation)tosharetheirknowledgeandexpertiseascurrentpractitionersinthefield.Appointmentsofthiskindaremostoften,butnotexclusively,foundintheprofessionalschoolsandcolleges.TheSchoolofLawappointssittingjudgesoffederalandstatecourtsaspart‐timefaculty;theCollegeofFineArts,professionalartistsandperformers;theSchoolofManagement,executivesinbusinessandfinance;andtheCollegeofCommunication,workingbroadcasters,journalists,executives,andcreativetalentinadvertising.IntheschoolsofMedicine,Dentistry,andPublicHealth,currentandactivepractitioners—whowouldnotbeabletofulfilltheresponsibilitiesexpectedoffull‐timefaculty—enrichthecurriculumbyteachinginareasofspecializationsandbysupervisingBUstudentsinclinics.MetropolitanCollege,whichoffersadiversearrangeofextendededucationdegreeprograms,manyofthempart‐time,utilizesacombinationoffull‐timefaculty(someofwhomholdtheirbaseappointmentinanotherschoolorcollegeatBostonUniversity)andpart‐timefaculty,manyofwhomareactivepractitionersintheirfields.Inaddition,theSchoolofTheologyregularlyhostsaMethodist“BishopinResidence,”whoteachespart‐timeandservesasanadvisoronchurch‐relatedmatters.

Finally,itshouldbenotedthatsomepart‐timefacultyatBostonUniversity’sschoolsandcollegesareseniorfacultywhohaveelectedtoswitchtopart‐timestatuspriortoretirement.

Part‐timefacultywiththerankofLecturerareappointedattheschoolorcollegelevel.ThedeanbaseshisorherdecisiontoappointaLectureronexternallettersofreference,pastteachinghistory,andtherecommendationoftherelevantdepartmentchair.Part‐timefacultyholdingthe

27Afulllistoftheadministrativeapprovalrequiredforinitialappointmentandreappointmentateachfacultyrankisonlineatwww.bu.edu/provost/resources/forms/admin‐approval.html.

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rankofAdjunct,Clinical,Visiting,Research,orExecutive‐in‐ResidenceareapprovedbytheUniversityProvostafterreviewingacompleteinitialappointmentdossier,whichincludesrecommendationsfromthedeanandchair,outsidelettersofrecommendation,andinformationonthepastteachinghistoryofeachcandidate.

BostonUniversityofferstenureandavarietyofmulti‐yearcontractsontheCharlesRiverCampus,androllingappointmentsontheMedicalCampus.GuidelinesrelatingtobothkindsofappointmentsarestipulatedintheFacultyHandbook.Inaddition,BostonUniversityprovidesfacultyandstaffonbothcampuseswitharangeofbenefitscomparabletothoseofferedbypeerinstitutions.InformationaboutbenefitsispublishedonlinebytheOfficeofHumanResources.28

TheFacultyHandbookisanessentialresourceforfacultyatBostonUniversity.ItsetsforthUniversity‐widestandards,procedures,andcriteriarelatingtofacultyappointments,evaluation,promotionandtenure,andnon‐reappointment.CriteriaandstandardsthatapplyonlytoschoolsandcollegesontheCharlesRiverCampusortothoseontheMedicalCampusareclearlyidentifiedassuch.

Toensurethatfacultyappointmentsarehandledinafair,equitable,andconsistentway,thetermsandconditionsofallfacultyappointmentsmustbemadeinwriting,asspecifiedintheFacultyHandbook.TheHandbookalsooutlinesanappealprocessforappealsrelatingtoappointmentmatters,aswellasafacultygrievanceprocedurebroadenoughtocoverconcernsrangingfromissuesofappointmentsandresponsibilitiestoissuesofacademicfreedom.

BostonUniversityhasanumberofpoliciesrelatingtoethicalandresponsiblebehaviorwhichapplytoallmembersoftheUniversitycommunity.Somepolicies,suchasthePatentPolicy,arespecifictoeachcampus.Thepoliciesthatapplymostfrequentlytofacultymembersincludethoserelatingtoacademicfreedom,copyright,investigator’sconflictsofinterest,gifts,externalcompensatedactivity,andmisconductinscholarshipandresearch.29

PotentialorallegedviolationsofthesepoliciesareinvestigatedbytheUniversityandformalchargesmaybebrought,followingaprocessoutlinedintheFacultyHandbook.Dependingontheoutcomeofthehearing,policyviolationsmayleadtoterminationofemployment.Fortunately,instancesoffacultymembersfailingtomeetBostonUniversity’sethicalstandardsareveryinfrequent,whichattestsbothtotheinstitutionalemphasisonhighethicalstandardsandtothewayinwhichthefacultydailycomportsthemselvesinamannerconsistentwiththeUniversity’smission.TeachingandAdvisingInstructionatBostonUniversityoccursinanumberofsettingsandformats:largelecturecourses,smallerseminarsanddiscussiongroups,workshops,clinicalsettingsandfieldworkplacements,studiocourses,and,insomecollegessuchastheCollegeofFineArtsandtheCollegeofGeneral

28Seewww.bu.edu/hr/bu_benefits/.29TheEthicssectionoftheFacultyHandbookisonlineatwww.bu.edu/handbook/policies/ethics/index.html.

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Studies,one‐on‐oneandteamteaching.Thevarietyofinstructionalsettingsisappropriatelymatchedtotheneedsofdiverseacademicprograms.

TheuseofinstructionaltechnologyissupportedbyanumberofofficesatBostonUniversity.30TheOfficeofInformationTechnologyoffersseminars,workshops,andself‐pacedtutorialstohelpfaculty,students,andstafftakeadvantageofonlinecoursetechnology,popularsoftware,andotherelectronicmeansofcommunication.ClassroomSupportServiceshascompiledanonlinecatalogueoftechnologyandservicesforallclassrooms.Studentsandfacultycansearchbybuildingandroomorbythetypeoftechnologydesired(forinstance,networkconnection,PAsystem,projector,VCR,DVD,orsomecombinationoftheseresources).31AllnewbuildingsanddormitorieshavewirelessInternetaccess.

BostonUniversityrecognizestheimportanceofmakingadequateandinformedacademicadvisingavailabletoallstudents.Forundergraduates,theUniversitygenerallymeetsthisneedbymaintaininganofficeofacademicadvisingineachofthetenschoolsandcollegeswithbachelor’s‐levelprograms.Inmanyschoolsandcolleges,theindividualsworkingintheseofficesarefacultymemberswhoprovideadvisingdutiesonapart‐timebasis.Theseofficesaregenerallyoverseenbyanassistantorassociatedean.Inadditiontoaseparateofficeforundergraduateacademicadvising,someschoolsassignstudentadviseestoindividualfacultymembers.Inmanyinstances,afacultyadvisorisassignedatthetimethestudentdeclaresamajororfieldofconcentration.Facultyadvisorsandcurrentcourseinstructorshaveonlineaccesstotheacademicrecordsoftheiradviseesandcurrentstudents.Facultymembersinthelargestundergraduateschool,theCollegeofArts&Sciences,meetwithincomingstudentsduringSummerOrientationtoassistthemwithcourseselection.

Atthegraduatelevel,studentsaregenerallyassignedaspecificfacultymemberwithintheirdisciplineasanadvisor.Insomeschools,studentsatthemaster’slevelarealsoservedbyaseparateacademicadvisingofficeforgraduatestudents.

Studentsareencouragedtogainfirsthandresearchexperience,includingundergraduates.TheUndergraduateResearchOpportunitiesProgram(UROP)helpsmatchinterestedstudentswithfaculty‐mentoredresearchprojects.Studentscanearnacademiccreditandgainvaluableexperience,aswellasthechancetoco‐authorapublishedpaperdetailingtheirwork.UROPprovidesfunds,oftenmatchedbythedepartmentoftheparticipatingfacultymember,topayforlaboratorysuppliesandtoprovidesummerstipendsforstudents.Inaddition,undergraduatescanapplytoUROPforgrantstocoverconferenceparticipationandresearch‐relatedtravel.32

Inadditiontoformaladvisingandmentoringroles,facultymembersplayanimportantpartinhelpingtheUniversityidentifyandrecognizeoutstandingstudentwork.Undergraduateandgraduatestudentsmayberecognizedfortheirachievementsinscholarshipandtheartsthroughanumberofinternalandexternalawardsandhonors:membershipsinhonorsocieties

30AfulleraccountoftheuseoftechnologytosupportandenhancepedagogymaybefoundinSTANDARDEIGHT:PHYSICALANDTECHNOLOGICALRESOURCES.31Seewww.bu.edu/phpbin/media/index.php.32Seewww.bu.edu/UROP.

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includingGoldenKeyandPhiBetaKappa;theEstherB.andAlbertS.KahnAwardintheCollegeofFineArts;studentfilmmakerprizesintheCollegeofCommunications;BUInstituteforLeadinginaDynamicEconomy(BUILDE)collaborationsintheSchoolofManagement;andtheHenryI.RussekStudentAchievementDayintheGraduateMedicalSciences.Inaddition,anumberofundergraduatescholarshipsandgraduatefellowshipsareawardedonthebasisofacademicexcellence;inordertomaintainsuchawards,studentsmustcontinuetoattainahighlevelofacademicachievementthroughthedurationoftheirdegreeprogram.

Facultyarealsoresponsibleforsupervisingandmonitoringteachingfellows(TFs),asappropriate.Teachingfellowsareutilizedinanumberofschoolsandcolleges,includingtheCollegeofArts&SciencesandtheCollegeofEngineering.IntheSchoolofEducationandtheSchoolofSocialWork,teachingfellowsworkdirectlywithsupervisingfaculty;intheSchoolofManagement,TFsaretypicallymonitoredbymembersoftheirdissertationcommittees.

BostonUniversityrecognizestheneedtoguaranteethequalityofteachingprovidedbyteachingfellows.Tothisend,theUniversityperiodicallyreviewstheprocessoftraining,mentoring,andsupervisingTFsineachacademicunitinordertoensurethatstudentsreceiveauniformlyhighqualityofinstruction.TheGraduateSchoolofArts&Sciences(GRS)providesaformal,mandatoryorientationprogramforfirst‐timeteachingfellowspriortothestartofthefallsemester.GRSalsooffersasupplementarynine‐dayprogramforTFswhosefirstlanguageisnotEnglish,tofamiliarizethemwithBostonUniversityandwiththeAmericanclassroommoregenerally.Inaddition,teachingfellowsinGRStakeatwo‐creditcourse—taughtbyfacultymembersintheirrespectivedepartments—whichisspecificallydevotedtoteachingthepertinentsubject.33

TeachingfellowsinanyschoolorcollegewhosenativelanguageisnotEnglishmayberequiredtotakecoursesinEnglishasaSecondLanguageatBostonUniversity’sCenterforEnglishLanguage&OrientationPrograms.ThesecoursesaregearedspecificallytothepedagogicaluseofEnglish.TeachingfellowsmayalsoseekguidancefromtheCenterforExcellenceinTeaching(CET),whichwasestablishedin2001toprovideadviceandmentoringtobothregular(full‐andpart‐time)facultyandgraduatestudentswithteachingresponsibilities.CETpublishesamanualentitled“PreparingtobeaTeachingFellow,”whichisdistributedtoallTFsandavailableonline.Itclearlyoutlinestheexpectationsforgraduateteachingfellows,andprovidestipstohelpbothgraduateTFsandtheirstudentsgainasmuchaspossiblefromtheexperience.Scholarship,Research,andCreativeActivityAsaresearchuniversity,BostonUniversityexpectsallfacultymemberstobeproductivescholarsandtoremaincurrentinthetheory,skills,andpedagogyoftheirrespectivedisciplinesandprofessions.AnunderlyingpremisethatunitesfacultyacrossallschoolsandcollegesatBostonUniversityistheconvictionthatresearchandteachingarecomplementaryandthatnewdiscoveriesaugmentandsustainourworkaseducators.Accordingly,decisionsrelatingtofaculty

33Fordetailsontheorientationprogramfornewteachingfellows,includingascheduleofthe2008orientation,visitwww.bu.edu/grs/academics/resources/tf.html.

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recruitment,retention,tenure,andpromotionarebasedoncriteriathatcoverbothteachingandresearchorcreativeactivity.

BostonUniversityprovidessupportforresearchandcreativeactivitiesacrossawiderangeofscholarlydisciplines,andhasalsomadeastronginstitutionalcommitmenttointerdisciplinaryresearchandscholarship.TheUniversityprovidessufficientphysical,technical,andadministrativeresourcestosustainthiscommitmenttoresearch.Currently,BostonUniversitysupportsmorethan100researchcentersandinstitutes.

BUfacultymembersmakesignificantcontributionstoresearchandscholarshipinawiderangeofacademicdisciplines.Evidenceofscholarlyproductivityabounds.MediaRelationspreparesaround‐upofarticlesandinterviewsfeaturingBostonUniversityfromthelocal,national,andinternationalpress,whichshowsthatBUfacultymembersareaskedbythemediaonadailybasistoofferadviceandopinionsaboutarangeofissues,includingcurrentandworldaffairs,tradeandeconomics,andhealthandwell‐being.In2007,TheChronicleofHigherEducationrankedBostonUniversity’sFrenchdepartment(actuallyasectionwithintheDepartmentofRomanceStudies)andtheDepartmentofMassCommunication,Advertising&PublicRelationsfirstinthecountryintheirrespectivefieldsintermsofscholarlyproductivity.TheDepartmentofEnglishwasrankedsecondbyTheChronicle,behindonlyHarvardUniversity.Inall,atotalofeightdepartmentsatBostonUniversitywererankedamongthe“topten”intheirrespectivedisciplinesonTheChronicle’sResearchUniversitiesFacultyScholarlyProductivityIndex.34

Alistofaward‐winningfacultyiscompiledannuallyandpublishedinprintandonlineinthemagazineResearchatBostonUniversity.35EachissueofResearchatBUalsocontainsthemedarticlesandindividualprofileshighlightingtheworkofroughly40facultymembers,whosediverseresearchinterestsreflectthebreadthanddepthofdisciplinesatBostonUniversity.

BostonUniversityfacultymemberskeepcurrentwiththeirparticularfieldasamatterofprofessionalpride.Tosupporttheirefforts,allacademicunitsprovidesomecombinationofsabbaticals,coursereleases,fundingfortravelandsummerresearchprojects,andothersupportstoencourageandenablecontinuousprofessionaldevelopment.Mostacademicdepartmentshaveannualbudgetsforthispurpose,andindividualschoolsandcollegeswithinBUwilloftensupplementthoseresources.Internalgrantsarealsoavailablefromnon‐departmentalunitssuchastheHumanitiesFoundation.

ConsistentwiththepurposesandneedsoftheindividualacademicunitsandwiththeoverallmissionofBostonUniversity,particularattentionispaidtoprovidingsupportforresearchandcreativeactivityatcriticalmomentsinanindividualfacultymember’scareer(e.g.,initialappointment,tenure‐trackreview).Facultymembersmayapplyforsabbaticalleaveunder

34BostonUniversitywasalsorankedfourthinBioinformaticsandComputationalBiology,sixthinSocialWork/SocialWelfare,seventhinMathematics,ninthinMusicSpecialties,andtenthinBiostatistics.Rankingson375universitiesofferingthePhDdegreeareavailableonlineathttp://chronicle.com/stats/productivity/page.php?year=2007&institution=1646&byinst=Go.35Thelasttwoissuesareavailableonlineatwww.bu.edu/research/spotlight/2008andwww.bu.edu/research/spotlight/2007.Previousissuesarearchivedatwww.bu.edu/research/spotlight/archive.html.

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conditionsspecifiedintheFacultyHandbooktoengageinscholarlyandcreativeactivities.Theycanalsoapplyfor“seedgrantfunds”andotherresources—physicalandtechnicalaswellasfinancial—tosupportfaculty‐supervisedundergraduateandgraduateresearchprojects.Bothjuniorandseniorfacultymembersareeligibleforinternalfundingandotherresearchsupports.

Facultymembersarealsoencouragedtoseekexternalfunding.BostonUniversitymaintainsanOfficeofSponsoredResearch(ontheCharlesRiverCampus)andanOfficeforResearchAdministration(ontheMedicalCampus)tohelpfacultysecureandadministerexternalgrantsandcontractsforresearchandtrainingprojects.In2007–08,BostonUniversityreceivedmorethan$336millioninexternallyfundedresearchgrants.

AcademicfreedomisintegraltothemissionofBostonUniversity.Freeinquiryanduncensoreddiscourseareprerequisitesforsoundteachingandgroundbreakingresearch.Aspartoftheinstitution’slongstandingcommitmenttohighquality,cutting‐edgescholarship,BostonUniversityendorsesthe1940AmericanAssociationofUniversityProfessor’sStatementofAcademicFreedomandTenure.

TheFacultyHandbookcontainsanadditionalstatement,whichwasapprovedbytheUniversityCouncilin2007,upholdingthecentralityofacademicfreedomtotheresearchandteachingmissionofBostonUniversity.Thisstatementonacademicfreedomappliestoallfacultymembers,regardlessofrankortenurestatus.Itaffirmstherightoffacultyandstudentsto“engageinresearch,scholarship,orothercreativeworkinordertoexpandknowledge,topublishresearchfindings,toteachandtolearninanatmosphereofunfetteredfreeinquiryandexposition.”

Thestatementonacademicfreedomalsostatesthattherighttoacademicfreedomcomeswithcertaindutiesandresponsibilities.Facultymembersareexpectedtomakeacommitmenttoaccuracyandintegrityintheirresearch,andtoclearlydistinguishbetweenknowledgeandbeliefintheclassroom.Honesty,accuracy,andarespectfordifferingopinionsarealsonecessaryforresearch,teaching,andlearningtothrive.

TheFacultyHandbookoutlinesagrievanceprocedureintheeventthatfacultymembersbelievetheiracademicfreedomhasbeeninfringed,andtheFacultyCouncilmaintainsastandingCommitteeonAcademicFreedomtomonitoranypotentialviolations.Inrecentyears,nogrievancesallegingaviolationofacademicfreedomhavebeenfiled.AppraisalFacultyAllBostonUniversityfacultymembersareexpectedtobeeffectiveteachersandproductivescholarswhoarewellregardedbycolleaguesintheirfield.Inaddition,facultymembersareexpectedserveasadvisorsandmentorstoundergraduateandgraduatestudents,aswellascollegialandcontributingmembersoftheUniversitycommunity.SpecificexpectationsforfacultyareclearlyoutlinedintheFacultyHandbook,whichliststhefollowingcriteria(thoughnotallofthemapplytoeveryfacultymember):

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teachingeffectiveness; scholarlyandprofessionalachievements; research,asevidencedbybothpublishedandunpublishedworks; directionofgraduatestudies; advisoryandcounselingservice; successingeneratingexternalfundingtosupportresearchand/orotherprograms; servicetoprofessionalsocieties; servicetotheprogramsandadministrativeworkoftheUniversity; professionalactivitiesinthecommunity; attributesofintegrity,industry,objectivity,leadership,collegiality,andcooperation;and successinclinicalpractice.

TheFacultyHandbooknotesthatthesecriteriaarenotlistedinorderofimportance,nor

aretheytobetoorigidlyapplied.Chairsandothersinapositiontoevaluatefacultymembersareremindedthat“theprimaryinterestoftheUniversity[is]retainingandrewardingpersonsofsuperiorteachingabilityandscholarlyachievement.”SchoolsandcollegesarenowintheprocessofdevelopingindividualstatementsofFacultyExpectations—whichwillbediscussedinmoredetailintheProjectionsubsection—tosupplementtheexpectationsoutlinedintheFacultyHandbook.

BostonUniversityalsoassessesthequalityandscholarlyproductivityofitsfacultythroughanumberofproceduresoutlinedintheFacultyHandbook.Full‐timefacultymembersself‐reportbothinstitutionalandexternalactivitiesonanannualbasisbycompletingtheFacultyAnnualReportandtheExternalActivityReport,bothofwhichareavailableonline.Submittedreportsarereviewedbydepartmentchairs,deans,andeithertheProvostoftheMedicalCampusortheUniversityProvost(asappropriate),inordertoensurethatfacultymembersarefulfillingtheirresponsibilitiestotheUniversityintermsofteaching,research,andservice.Thisannualevaluationrequiresfacultymemberstodemonstratecontinuedcurrencyandqualityinteachingandscholarship.Intensivereviewprocessesareundertakenbeforedecisionsabouttenureandpromotion.

TheFacultyHandbookisalivingdocument,whichcanbemodifiedasneededtoensurethatitisconsistentwiththemissionofBostonUniversityandreflectsthechangingneedsofschools,colleges,andthefaculty.Inthe2006–07academicyear,theUniversityCouncilCommitteeonFacultyPoliciesproposedsignificantrevisionstomanysectionsoftheHandbook,basedonacarefulprocessofreviewingandrewritingthatlastedseveralyears.Inputwasactivelysolicitedconcerningtheproposedchanges,andfeedbackreceivedfromindividualfacultymembers,deans,andmembersoftheFacultyCouncil.AllproposedchangeswerethenreviewedbytheCommitteeonFacultyPolicies,theUniversityProvost,theProvostoftheMedicalCampus,andthePresidenttoensurethatproposedchangeswereconsistentwiththemissionoftheUniversity.TheUniversityCouncilultimatelyapprovedtheproposedrevisions.

FacultymembersareexpectedtocomplywiththepoliciesandethicalstandardssetforthbyBostonUniversity.Complianceisdeterminedbymeansofself‐reportingandannualself‐declarationsonmatterssuchasexternalfundingandexternalcompensatedactivity.Grantapplications,whetherfederalorprivate,oftenrequirevarious(enforceable)financialdeclarationsorconditionsregardingconflictsofinterestbytheprincipalinvestigatorandotherstobefunded

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underthegrant.Inaddition,theavailabilityofawiderangeofinvestigatoryprocessestodealwithcomplaintsofviolationoftheUniversity’sethicalobligationshelpensurethatethicalandresponsiblebehaviorbyfacultyisthenorm,nottheexception.Inaddition,theUniversityrecentlyestablishedaconfidential“reportinghotline”operatedbyEthicsPoint,anindependententity,whichcanbeusedtoanonymouslysubmitacomplaintrelatingtoallegedunethicalconduct.36

Aftertwodecadesofnonparticipation,BostonUniversityhasresumedthepracticeofreportingfacultysalariestotheAmericanAssociationofUniversityProfessorsnationalsalarysurvey,whichsimplifiescomparisonswithotherinstitutions’salarypractices.TheCommitteeonFacultyDiversityandInclusion(CFDI),whichwasconvenedin2006,hasaspartofitschargeadvisingtheUniversityon“howbesttoinsurethatsalaries,promotions,andleadershipopportunitiesaregiventoallfacultyonthebasisofmerit.”Infall2007,theCFDIsponsoreda“climatesurvey”inwhichallfull‐timetenure,tenure‐track,andnon‐tenurefacultyontheCharlesRiverCampusandtheMedicalCampuswereaskedtoreporttheirdegreeofsatisfactionwithBostonUniversity.Inparticular,facultymemberswereaskedabouttheirsatisfactionwithrespecttocompensation,workload,mentoring,promotionandtenure,hiringandretention,andlifeoutsideoftheinstitution.Theoverallresponseratewas61%(71%fortheCharlesRiverCampusand51%fortheMedicalCampus).SurveyresultsareavailableonlinetotheBostonUniversitycommunityontheCFDIwebsite.37Thecouncilisexpectedtopublishapublicreportinearly2009.

TheCFDIwasalsoaskedtoidentifyingstrategiesthatwillhelptheUniversity“developandsustainaninstitutionalenvironmentthatattractsandsupportsadiversefaculty.”38TheUniversityProvost,inconcertwiththeUniversityCouncilCommitteeonFacultyPolicies,willcontinuetomonitorappointmentproceduresandgeneralcompliancewiththemacrosstheUniversity.ProgresstowarddiversitygoalsisalsomonitoredbytheDirectorofEqualOpportunity.ReportsareavailableonrequestattheOfficeofEqualOpportunitywithinHumanResources.39TeachingandAdvisingBostonUniversitycontinuallyassessesandevaluatesteachingperformancethroughaprocessofannualreviews.Assessmentsofteachingabilityarebasedonstudentevaluationsandobservationsofclassroomteaching.Studentevaluations,whichareanonymous,arecompletedforeachcourseatthecloseofthesemester.EvaluationsarenotstandardizedacrosstheUniversity,butareadministeredbyindividualdepartments,schools,orprograms.Theresultsofthestudentevaluationsareavailabletofacultyaftergradesaresubmitted,andareusedasinformationaboutteachingeffectiveness.Eachschool,department,orprogramdeterminestheprocessforcommunicatingwithitsfacultytheresultsofthestudentevaluationsandannualmeritreview.

36ThePresident’sStatementofCommitmenttoEthicalConductcontainsalinktotheEthicsPointwebsite;seewww.bu.edu/ethicsorwww.ethicspoint.com.37Seewww.bu.edu/diversity/survey.html;reportsareavailablebyschool,college,orcampus,orbygenderwithinrankoneachcampus.38TheCFDIwebsite(www.bu.edu/diversity)hasdetailsofthecommittee’schargeandworktodate.BUfacultymembersareinvitedtoofferfeedbacktothecommittee,eitherbymeansofanonlineforum(whichcanbeseenbyotherBUfaculty)orprivately.39Seewww.bu.edu/hr/policies_procedures/equal/equal.shtml.

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Facultymemberswhowanttoimprovetheirteachingandpedagogyareencouragedtodoso,eitherinformallythroughseniorfacultymentorsorformallythroughtheCenterforExcellenceinTeaching.Qualityteachingisrecognizedandrewarded,mostnotablythroughtheUnitedMethodistChurchScholar/TeacheroftheYearAwardandtheArthurG.B.MetcalfCupandPrize,whichisgiventoonefacultymembereachMayatCommencementandincludesa$10,000prize.Individualschools,colleges,anddepartmentsalsohonorexcellenceinteaching.

TheinternationalstudentbodyatBostonUniversityranksamongthetenlargestintheUnitedStates.BostonUniversityprovidesintensiveEnglishlanguageinstructionthroughitsCenterforEnglishLanguage&OrientationPrograms(CELOP)toensurethatstudentswhosefirstlanguageisnotEnglishcansuccessfullycompletecourseworkandotherdegreerequirements.CELOPalsooffersworkshopsspecificallyfocusedonthepedagogicalusesofEnglishtoensurethatinternationalstudentscaneffectivelycarryouttheirdutiesasteachingfellowsandteachingassistants,ifapplicable.

TheCenterforExcellenceinTeaching(CET)alsoprovidesworkshops,onlineresources,andotherassistanceforfull‐andpart‐timefacultyrelatedtoteachingmethodologiesandtheuseofinstructionaltechnology.CETfunctionsasbothaprogram,within‐personworkshopsandseminars,andavirtualcenter.Acollectionofaudio,video,andprintmaterialsonitswebsiteguidesnewfacultymembersandteachingfellowsthroughtheprocessofpreparingasyllabus,orderingbooksfromtheBUbookstore,andutilizingonlinetoolsviatheFacultyLink.InformationaboutupcomingworkshopsisalsopostedontheCETwebsite.40Scholarship,Research,andCreativeActivityScholarlyproductivityformspartoftheannualevaluationoffacultyperformanceandisanimportantcriterioninpromotionandtenure.Achievementsinresearch,scholarship,andcreativeactivityareexplicitlylistedamongthecriteriausedtodeterminedecisionsrelatingtosalary,reappointment,promotion,andtenure.ThedescriptionoftheranksandtitlesforallfacultypositionssetforthintheFacultyHandbookmakescleartheparticularlevelofknowledge,expertise,andachievementexpectedforeachrank.

Scholarlyproductivityismeasuredintermsofpublications(monographsandotherbook‐lengthworks,articlesinrefereedjournals),41performances(forfacultyinthearts),andsuccessfulapplicationsforexternalfunding.BostonUniversityfacultymembersarerecognizednationallyandinternationallyintheirdisciplinesandprofessions.ProjectionBostonUniversityaspirestoincreaseboththequantityandthequalityofitsfaculty.TheUniversity’sten‐yearstrategicplanspecifiestheadditionoffacultylinesintargetedschoolsandcolleges,including100newtenure‐trackpositionsintheCollegeofArts&Sciencesalone.The

40Seewww.bu.edu/cet/index.html.41Since2003,BostonUniversityhascompiledanannuallistofbookswrittenandeditedbyBUfaculty.Titlespublishedin2008andarchivesfrompreviousyearsareonlineatwww.bu.edu/today/bu‐books‐archive.

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facultyoftheSchoolofManagementisalsoexpectedtogrowby20newpositionsoverthenexttenyears.Anadditional30newfacultylineswillbereservedforhiringfacultymemberswhoseresearch,scholarship,andteachingcrossestraditionaldisciplinaryboundaries.TheincreasedemphasisoninterdisciplinaryfacultyiscloselyrelatedtotheUniversity’scommitmenttoexcellenceinresearchandgraduateeducation.Inadditiontotargetedfacultygrowth,thestrategicplansetsasideresourcestosupportfacultydevelopmentandtoupdateandexpandclassrooms,laboratories,offices,andstudio/rehearsalspacetofacilitateteachingandlearning. ThelargenumbersofnewfacultymemberswillbeneededtofulfillBostonUniversity’svisionforenhancingundergraduateeducation.FacultyintheCollegeofArts&Sciences(CAS)teachstudentsinalltendegree‐grantingundergraduateschoolsandcolleges,inordertoprovidestudentswithasolidliberalartsbackgroundandtoallowthemtofulfilltheirgeneraleducationrequirements.Asaresult,thefaculty‐studentratiofordepartmentsinCASisinmanyinstanceshigherthanthesamedepartmentatpeerinstitutions.TheDepartmentofEnglish,forinstance,whichhasthelargestmajorinthehumanitiesandoneofthelargestinCAS,has28.5full‐timefacultymembersteachingandadvising437majorsand47minors.Thefaculty‐studentratio(1:15.3)issignificantlyhigherthanpeersattheUniversityofSyracuse(1:10.8);theUniversityofPennsylvania(1:9.3);andtheUniversityofSouthernCalifornia(1:11.9).IncreasingthenumberoffacultyinCASwillhelpreducetheteachingandadvisingresponsibilitywithinagivendepartmentandallowfacultymoretimeforscholarlypursuits.

BostonUniversityrecognizesthatraisingfacultysalarieswillbecriticaltoadvancingBU’spositionasaleadinguniversitywithastrongreputationinbothteachingandresearch.Thestrategicplanexplicitlystates,“Aswecontinuallyincreasetheprofileofourfacultyinresearchandscholarship,wewillhavetoincreasefacultycompensationandbenefitstoremaincompetitivewithourpeerinstitutions.”Tomeetthisgoal,BostonUniversityisdevelopingalong‐termplanforincreasingfacultycompensationthroughenhancedoperationalefficienciesandfundraising.

Toensurefacultyparticipationandbuy‐ininplanningdiscussions,BostonUniversityadoptedanewprocessfordevelopingUniversitypolicies—thatis,policieswithbroadapplicationacrossthevariousschoolsandcolleges—in2006.TheUniversityPolicyDevelopmentProcessisdesignedtobeasopenandtransparentaspossible.Itguidesproposedpoliciesthroughareviewprocessthatallowsfordeliberationandinputbyrelevantstakeholdergroups.42ThisprocessisintendedtoensurethatmodificationstoUniversitypoliciesandprocedureswillbemadeonlywiththe“adviceandconsent”ofthefaculty,andtoencouragefacultytoplayaroleinpolicymakingandgovernance.

BostonUniversitywillcontinuetoholdfacultymemberstothehighestethicalstandards.TheUniversitywouldliketomaintainaclimateinwhichexpectationsrelatedtoethicalbehaviorareclearlyarticulatedandwidelyknown.Tothisend,BUisdevelopinganonlinerepositoryofpoliciesandprocedurestoensurethatfacultyareawareofandunderstandthemoralandlegalobligationsapplyingtothem.

42Aflowchartofthisprocessisavailableatwww.bu.edu/policies/policy‐development.pdf.

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Inaddition,individualschoolsandcollegesatBostonUniversityarecurrentlyintheprocessofdevelopingnewFacultyExpectationsdocuments.Thesedocumentswillarticulateinmoredetailtheexpectationsforfacultymemberswithinaspecificunitintermsofresearch,teaching,andservice.Thecriteria,standards,andproceduresoutlinedinthesedocumentsmustbeconsistentwiththeUniversity‐widemandatessetforthintheFacultyHandbook.Theymustalsobeflexibleenoughtoallowfacultymemberstobalancetheirteachingandserviceobligationswiththeirscholarlyandcreativework.TheUniversityProvosthaschargedtheUniversityCouncilCommitteeonFacultyPolicieswithreviewingthesedocumentstoensurethatappropriateflexibilityisbuiltin.

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STANDARDSIX

STUDENTSDescriptionUndergraduateAdmissionsandEnrollmentEachfall,BostonUniversityenrollsapproximately4,000undergraduatesintenschoolsandcolleges.Asaselective,private,urban,researchuniversitywithastrongcommitmenttoundergraduateeducation,BostonUniversityseekstoenrollstudentsofhighacademicachievementwhodesireachallenging,hands‐oncurriculum;theabilitytocrossdisciplinaryboundaries;opportunitiestoexcelinservicetothecommunity;thechancetoliveinandlearnfromaraciallyandethnicallydiversecommunity;andtheabilitytoextendtheirlearningintothecityofBostonandaroundtheworld.

ThesefactorsarereflectedinBostonUniversity’srecentlyadoptedmissionstatement.Theyinfluenceourstudentsearchstrategiesandalsohelptoshapeadmissionsdecisions.AlthoughBostonUniversityconsistentlyranksamongthetopuniversitiesintermsofthenumberoffreshmanapplicationsreceived,admissionspersonnelemployaholisticapproachtoeachapplicant’sevaluationthattakesintoaccountbothcognitivefactorssuchasgrades,therigorofthecurriculum,andtestscores,aswellasnon‐cognitivefactorssuchasleadership,motivation,andservice.Approximately60%ofapplicationsarereadmultipletimesbeforeadecisionisrendered,andthecomprehensiveevaluationprocessisflexibleenoughtoofferstudentsfromnontraditional(e.g.,home‐school)ordisadvantagedbackgroundsfairandequitableconsideration.BostonUniversity’sadmissionpracticesareconsistentwiththe“StatementofPrinciplesofGoodPractice”establishedbytheNationalAssociationofCollegeAdmissionCounselors.

Evenwiththisintensivereviewprocessandalargevolumeofapplications,Boston

UniversitycommitstomakingadmissiondecisionspublicbyApril1andconsistentlymeetsthistarget.Bothadmissionandfinancialaiddecisionsaremadeavailabletoprospectivestudentsviaasecureonlineportal,whichalsoenablesthemtorespondtotheseoffers,signupforevents,andtakestepstowardstheirenrollmentinSeptember.

Althoughundergraduatesmatriculateinaspecificschoolorcollege,orinaspecificdivision

orprogramwithintheschoolorcollege,theundergraduateadmissionsprocessismanagedcentrallybytheOfficeofAdmission.Thisofficemakesalloffersofadmissiontoundergraduatesandisalsoresponsibleforcoordinatingorreviewingallwrittenmaterialsforprospectiveundergraduatestudents.Facultymembersandacademicleadersfromvariousschoolsandcollegesareengagedintheadmissionsprocessthroughfrequentconsultation,informationsharing,andparticipationonscholarshipselectioncommitteesandstandingadvisorycommittees.ThiscombinationofcentralmanagementandintensiveengagementwithacademicdepartmentsensuresthatBostonUniversity’sadmissionpracticesareconsistentwithrelevantfederalandstatelawsandregulations.

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Informationaboutundergraduateadmissionspoliciesandproceduresispublishedbothinprintandonline.43TheprincipalrecruitmentpublicationistheBostonUniversityViewbook,whichisrevisedannuallyandiscompletelyre‐conceptualizedeveryfourtofiveyears.TheViewbookprovidesanoverviewofBostonUniversityandcontainsinformationaboutadmissionrequirements,applicationdeadlines,scholarships,andfinancialaiddeadlines.Prospectivestudentsarestronglyencouragedtovisittheadmissionswebsiteoftenforamorein‐depthlookatBUandup‐to‐the‐minuteinformation.BostonUniversity’sEqualOpportunitypolicyisincludedinallprintandelectronicadmissionmaterials.BU’sadherencetoEqualOpportunityregulationsandprinciplesisdemonstratedbythecomparablefiguresforadmission,freshmanretention,andgraduationwhenviewedbygender,race,ethnicity,andotherprotectedclasses.44

UndergraduateandtransferapplicantstoBostonUniversitymustmeetminimum

requirementsinordertobeconsideredforadmission.Requirementsaresetbyadmissionsofficersinconsultationwithseniorleadership,andtheyareintendedtorepresentthebaselinelevelofpreparationneededforsuccessfulcompletionofanundergraduatedegreeprogram.Therequirementsforfreshmenapplicationsareavailableonline.45Theyinclude:fouryearsofEnglish;threetofouryearsofmathematics(precalculus/calculusrecommended);threetofouryearsoflaboratoryscience;threetofouryearsofhistoryand/orsocialscience;twotothreeyearsofaforeignlanguage;thescoresofrequiredtests(SATorACT,twoSATsubjecttests);teacherandcounselorrecommendations;extracurricularactivities;essay;TOEFL/IBTscores;andauditionsorportfoliosforstudentsapplyingtotheCollegeofFineArts.Transferrequirementsandstandardsvarybyschoolandcollege;acompletelistingmaybefoundonline.46

Englishlanguageproficiencystandardsareestablishedbythefacultyofindividualschoolsandcolleges.47UndergraduateapplicantswhoseEnglishlanguageproficiencyfallsbelowthesestandardsbutwhoareotherwiseadmissibleareofferedprovisionaladmissioncontingentuponsuccessfulcompletionofanaccreditedEnglishLanguageprogram.

Thehighschoolrecordsofrecruitedstudent‐athletesundergocarefulreviewbysenior

admissionsstaffbeforecoachesextendlettersofcommitment.Allrecruitedstudent‐athleteswhoaredeemedadmissibleandhavesignedaletterofcommitmentthencompleteapplicationsforadmissionortransfer.Asisthecaseforalladmittedstudents,recruitedstudent‐athletesmustcompletetheirintendedcourseofstudywithoutsignificantdeteriorationofperformanceordisciplinaryinfractions.Student‐athletesmaybeadmittedtoanyoneofBostonUniversity’stenundergraduateschoolsandcolleges.BUdoesnothaveseparateorsegregatedlivingordininglocationsfortheexclusiveuseofstudent‐athletes.

StudentsapplyingtotheCollegeofFineArtsundergoanartisticreviewandratingbythe

facultywithineachdivision(Music,VisualArts,Theatre).Anartisticratingisusedincombinationwiththestandardacademicreviewtodeterminefinaladmissiondecisionsforthesestudents.

43Seewww.bu.edu/admissions/apply.html.44SeeAPPENDIXA,FIGURE1:ENROLLEDUNDERGRADUATECOHORTATTRITIONANDGRADUATIONRATES(page103).45Seewww.bu.edu/admissions/apply/freshman_req.html.46Seewww.bu.edu/admissions/apply/transfer_req.html.47Seewww.bu.edu/admissions/apply/int_language.html.

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UndergraduateFinancialAssistanceFinancialassistanceplaysacriticalroleinBostonUniversity’sabilitytoattractqualifiedapplicantsandtoassistfamiliesinmakinganenrollmentdecision.TheOfficeofFinancialAssistanceawardsUniversityfinancialaidfundstomeetspecificenrollmentgoalsacrossthespectrumofprogramsandstudentdiversityinitiatives.TheOfficeofFinancialAssistancealsosecuresexternalfunding,bothprivateandgovernmental,toincreaseBostonUniversity’saffordability.

Infiscalyear2008,BostonUniversityprovidedmorethan$171millioninfinancialassistancetowelloverhalfofitsundergraduatestudents;thisamountwasfundedprimarilybytheUniversity’soperatingbudget,overhalfofwhichconsistedoftuitionrevenue.BecauseBostonUniversity’sendowmentissmallinrelationtothesizeofboththeoperatingbudgetandthestudentbody,onlyamodestamountoffinancialaid,$4.2million,wasfundedbytheendowment.Despiteitsrelianceontuitionrevenuetofundundergraduatefinancialassistance,BostonUniversityadmitsstudentsregardlessoffinancialneed.

BostonUniversity’sfinancialaidpoliciesaredesignedtohelpmeetfinancialneedwhilerecognizingacademicmeritandthepotentialtosucceedinademandingcurriculum.Thetypicalfinancialaidawardincludesthreecomponents:aBostonUniversitygrant,federalloans,andfederalwork‐study.Thelattertwocomponentsareincludedinawardsaccordingtofederalguidelines.Additionalfederalandstategrantsandloansareawardedbasedonastudent’seligibilityfortheseprograms.

BostonUniversityoffersalimitednumberofcompetitivemeritscholarships,whichareawardedirrespectiveofastudent’seligibilityforneed‐basedassistanceorwhetherheorsheappliedforfinancialassistance.ThebulkofUniversityaidfundsareawardedtostudentswhoapplyandareeligibleforneed‐basedassistance.BostonUniversitymakeseveryefforttoassiststudentswhohavecalculatedfinancialneedaccordingtofederalguidelinesanddemonstratehighacademicachievement,asmeasuredagainstthecredentialsofotheracceptedstudents;however,theUniversitydoesnothavesufficientfundstoofferscholarshipandgrantawardstoeveryadmittedstudentwhoiseligibleforneed‐basedgrants.Thus,astudent’sacademicrecordisanimportantfactorindeterminingeligibilityforBostonUniversityscholarshipsandneed‐basedgrants.KeyindicatorssuchashighschoolGPA,rankinclass,andstandardizedtestscoresareconsidered,alongwiththestrengthofthehighschoolacademicprogram.Workandextracurricularactivitiesarealsofactorsintheselectionprocess.OnlyFederalDirectStudentLoansandFederalPerkinsLoansareincludedinneed‐basedfinancialaidawards;theUniversitydoesnotincludecredit‐based,third‐partyloansinanyofitsfinancialassistanceawards.

BostonUniversityundergraduateswhoreceivefinancialaidawardsintheirfirstyearcontinuetoreceivesimilarawardsinsubsequentyears,subjecttopublishedrenewalcriteria.Studentsreceivingneed‐basedawardsmustfiletheFreeApplicationforFederalStudentAid(FAFSA)andtheCollegeBoard’sCSS/FinancialAidPROFILEapplicationeachyear.Need‐basedawardsareadjustedbasedonafamily’scurrentcircumstances.Inaddition,manystudentsreceiveanautomaticincreasetotheirneed‐basedawardtoassistwiththeincreasesinthecostofattendance.Thus,studentsandtheirfamiliescanbeconfidentthattheawardtheyreceiveinthefirstyearwillnotdiminishunlesstheirfamilyfinancesincreasesubstantially.

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ImplicitinalloftheseeffortsistherolethattheOfficeofAdmissionsandOfficeofFinancialAssistanceplayinarticulatingboththevalueandtherelativeaffordabilityofaBostonUniversityeducation.StaffmembersinbothofficesunderstandtheirroleastrustedandknowledgeablerepresentativesoftheUniversity.Bothdepartmentsaimtoprovidesuperiorcustomerserviceandpersonalcounselingtoeveryindividualstudentandhisorherfamily,inspiteoftheverylargenumberofstudentsserved,becausetheyrecognizethatbuildingandmanagingrelationshipsisattheverycoreofBostonUniversity’sbusinessandmission.UndergraduateRetentionandGraduation,includingStudentServicesAvarietyofmeasuresareusedtomonitorundergraduates’persistencetowardgraduation,whichinturnisusedasanindicatorofhowwelladmissionstandardsanddecisionsalignwiththerequirementsforsuccessfulprogramcompletion.Thesemeasures,whicharebothinstitutionalandschool‐,college‐,orprogram‐based,include:freshmanretentionrates;four‐andsix‐yeargraduationrates;standardsforsatisfactoryacademicprogress;andacademicprogressratesestablishedbytheNationalCollegiateAthleticAssociation.Thesemeasuresaremonitoredforallundergraduatesandmanysub‐populationsbasedongender,race/ethnicity,andsport.Thesedataarereviewedatleastannually,andspecialreportsareavailableuponrequest.

Inordertohelpstudentstoachievesuccessintheclassroomandcompletetheirprogramsinatimelyfashion,BostonUniversityoffersadvising,academicsupport,andotherservicestoundergraduatestudentsfreeofcharge.Manyservices,suchastheOfficeofCareerServices,theEducationalResourceCenter,andtheUniversityServiceCenterareofferedtoallstudentsregardlessofmajororcollegeandarecentrallymanagedandfundedthroughtheDivisionofStudentAffairs.

ThefollowingnineofficescomprisetheDivisionofStudentAffairs:

theOfficeofCareerServices,whichhostsrecruitmentfairsandprovidesadvisingandassistancewithjobs,paidandunpaidinternships,andsummerplacements;

theCommunityServiceCenter,whichoversees13student‐ledserviceprogramsservingmorethan100differentsitesandhasavolunteerbaseofapproximately2,000studentswhoannuallycontribute76,000hoursofservice;

theOfficeofDisabilityServices,whichensurescompliancewiththeAmericanswithDisabilitiesActandhelpsstudentswithdisabilitiestakefulladvantageofBostonUniversity’sresourcesandopportunities;

theEducationalResourceCenter,whichprovidesacademicsupportforallundergraduatesthroughworkshops,peertutoring,writingassistance,foreignlanguageconversationgroups,andacademicadjustmentprogramsforfirst‐yearstudents;

theStudentActivitiesOffice,whichorganizesprogramsandactivitiesincludingconcerts,movies,andvisitingspeakersfortheBostonUniversitycommunity;

theHowardThurmanCenterforRace,Ethnicity,andCulture,whichoffersarangeofmulticulturalandcommunity‐buildingprograms,activities,services,andresources;

theOfficeofJudicialAffairs,whichhandlesinfractionsoftheCodeofStudentResponsibilities;

theOfficeofOrientation,whichcoordinatesorientationsessionsforincomingstudentsandparentspriortothestartofthesemester;and

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theOfficeofResidenceLife,whichservesaresidentialcommunityof11,000students,faculty,andstafflivinginmorethan150residencehalls.

TheDivisionofStudentAffairsalsoworkscloselywithstudentgovernmentandmorethan500student‐ledclubsandorganizations,aswellaswiththeBostonUniversityPoliceDepartment,afull‐servicepolicedepartmentproviding24‐hourpatrolcoverage,investigativeservices,andcrimepreventionstrategies.Undergraduates’immediateandongoinghealthcareneedsareprovidedbytheOfficeofStudentHealthServices;graduatestudentsmayelecttopurchasehealthcareandinsurancethroughtheUniversityaswell.Crisisinterventioncounselingandotherformsofbehavioralmedicinearealsoavailableoncampus.

Additionalstudentservices,suchasfacultyadvising,writingcenters,computingcenters,first‐yearprograms,andpeeradvisingareofferedattheschool,college,orprogramlevelandaretailoredtotheneedsofspecificpopulations.Forexample,theCollegeofEngineeringrequiresallfreshmentotakeaFreshmanAdvisingSeminar.48StudentsintheCollegeofArts&Sciences(CAS)receivecomprehensiveadvisingservices—whethertheywanttodoublemajorortheyareunsureoftheirinterests—fromthefacultyandprofessionalstaffintheDeanRalphW.TraylorAcademicAdvisingCenter,aswellasfromdepartment‐basedadvisors.CASalsohasasuccessfulpre‐professionaladvisingcenterwithspecialfocusonpre‐medicineandpre‐lawstudents.49SupplementalwritinginstructionandtutoringisavailablethroughtheCASWritingCenterandtheCollegeofCommunicationWritingCenter.50BostonUniversityofferspre‐professionaladvisingforstudentswhointendtocontinuetheireducationinLaworMedicine.Inadditiontotheadviceandguidanceprovidedbyfacultyandprofessionaladvisingstaff,studentsalsohavetheoption(orrequirement)ofreceivingadditionalsupportfrompeermentors.

Studentretentionpolicyispromulgatedviaseveralpoliciespertainingtoastudent’sstandingatBostonUniversity.ThesepoliciesarepublishedonlineintheBostonUniversityLifebook.51Thesepoliciesalsoaddressacademicconductandavenuesavailabletostudentstoappealfindingsorsanctions.

Approximately525studentsparticipateinDivisionIvarsityathleticsthroughBostonUniversity’sninemen’sand12women’sprograms.Thesestudent‐athletesarefullyintegratedintotheBUcommunitythroughtheirclassroom,living,anddiningexperiences.TheBostonUniversityDepartmentofAthleticsprovidesacademicsupportandlifeskillsprogrammingforallstudent‐athletesthroughitsAcademicSupportCenter.ThecentermanagesmandatoryStudyHallandoffersfreetutoringservices,aswellasworkshops,careercounseling,drugandalcoholeducation,andnutritioncounseling.Student‐athletesalsotakeadvantageofservicesofferedthroughBostonUniversity’sEducationalResourceCenterandOfficeofCareerServices,whichareavailabletoallstudentsandwhosestaffscollaboratewiththestaffoftheAcademicSupportCenter.

48Seewww.bu.edu/eng/ek100.49Seewww.bu.edu/cas/advising/index.html.50Seewww.bu.edu/cas/writing/tutoring.htmlandwww.bu.edu/comm/undergrad/currentstudents.html.51Seewww.bu.edu/lifebook/university‐policies/policies‐academic.html.

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AlthoughBostonUniversityrecruitsandenrollsstudentsfromall50U.S.statesandfromaroundtheworld,theUniversitymaintainsastrongconnectionwithandcommitmenttostudentsinthegreaterBostonarea.Eachyearsince1980,BostonUniversityhasoffered58full‐tuitionscholarshipstoqualifiedapplicantsfromtheBostonPublicHighSchool(BPHS)system.RecipientsoftheBostonUniversityBostonHighSchoolScholarshipattendaone‐weeksummerorientationsession,whichincludesanoff‐sitecomponentspecificallyforBPHSScholarsandconcludeswiththeirjoiningaregularUniversityOrientationsession.Scholarsareofferedacademicandco‐curricularsupportandmentoringthroughtheBU/BostonSchoolsCollaborativeOffice.RecentchangestotheBostonScholarsprogram,whichweredesignedtoincreaseaccess,arediscussedintheProjectionsubsection.Inaddition,BUoffers12full‐tuitionscholarshipstograduatesofCatholicschoolswithintheArchdioceseofBoston.

InJune2007,BostonUniversityenteredintoapartnershipwiththePosseFoundationandenrolleditsfirstclassof12PosseScholars,allgraduatesoftheAtlantaPublicSchools,inthefall2008semester.PosseScholarscompletea32‐weekcollegetransitionprogrambeforematriculatingandareassignedadedicatedfacultymentorfortheirfirsttwoyearsatBU.

AdmissiontoBostonUniversityisselectiveandcompetitive.Asaresult,BUdoesnotoffer

remedialcoursesthroughitsdegree‐grantingacademicprograms.DuringUniversityOrientationinthesummerbeforematriculation,allfirst‐yearstudentstaketheBostonUniversityWritingAssessment(BUWA),andmosttakemathandforeignlanguageplacementtestsaswell.Theseassessmentshelpstudentsandtheiradvisersselecttherightcoursesforthefallsemester.InternationalstudentswhoseEnglishlanguageproficiencydoesnotmeetBostonUniversitystandardsbutwhoareotherwiseadmissibleareofferedtheopportunitytoenrollinanaccredited,intensiveEnglishlanguagecoursethroughtheCenterforEnglishLanguage&OrientationPrograms(CELOP).52AftersuccessfullycompletingaCELOPprogramandmeetingEnglishlanguageproficiencystandards,studentsmaybeofferedfulladmissiontoBostonUniversity.GraduateAdmissions,Enrollment,andStudentServicesThenatureofgraduateeducationisfundamentallydifferentfromthatofundergraduateeducation.Requirementsforundergraduatesaredesignedtoensurealiberalandwell‐roundededucation;graduatestudents,bycontrast,pursueaveryfocusedobjectiveofadvancedscholarshipandtraininginaparticulardiscipline.Asaresult,graduateadmissionsandenrollmentfunctionsarehandledbytheindividualschoolsandcollegesofferinggraduatedegrees,whicharebetterabletoaddressthespecificconcernsofprospectiveandenrolledgraduatestudents.AsofDecember2008,BostonUniversityhadapproximately13,000graduatestudentsenrolledin15schoolsandcolleges. ThelargestacademicunitofferingadvanceddegreesistheGraduateSchoolofArts&Sciences(GRS).53Twenty‐threedepartmentsandteninterdepartmentalgraduateprograms

52Seewww.bu.edu/celop.53Theonlyacademicunitwithagreaternumberofgraduatestudents—thoughwithfewerdegreeprograms—isMetropolitanCollege(ExtendedEducation),whichhad2,316registeredstudentsasofDecember20,2008,comparedto1,930studentsintheGraduateSchoolofArts&Sciences.

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provideadvancededucationleadingtomorethan70differentdegrees.54Eighteenprogramsofstudyareterminalmaster’sprograms,leadingtoanMAdegree(or,forstudentsinCreativeWriting,anMFA).Terminalmaster’sprogramsaredesignedtomeetspecificprofessionaltrainingneeds,andstudentswhoenrollintheseprogramstypicallydonotcontinueontomoreadvancedstudy.TheremainderofprogramsleadtothePhD.55

TheGraduateSchoolofArts&Sciencesreceivesapproximately6,800applicationseachyear.Annually,around260newstudentsareenrolledinterminalmaster’sprogramsand250newstudentsinMA/PhDorPhDprograms.Therearecurrently2,070studentsinGRS,withroughlyaquarterinterminalmaster’sprogramsandtherestworkingtowardadoctoraldegree.AchartshowingthepopulationhistoryforGRSstudentsbydivisions—humanities,socialsciences,andnaturalsciences—andintotaloverthepastdecademaybefoundinAPPENDIXA,FIGURE2:GRADUATE

SCHOOLOFARTS&SCIENCES:STUDENTHEADCOUNTSBYYEARANDDIVISION.56 GiventhediverseareasofstudypursuedinGRS,theGraduateSchoolofArts&Sciencessetsasmallnumberofgeneralrequirementswhileleavingdepartmentssufficientflexibilitytoaccommodatediscipline‐specificneeds.Alldoctoralprogramsrequirestudentstopassacomprehensiveexamintheirfieldbeforeproceedingtothedissertationphase;somehaveadditionalqualifyingexams.Inthesciences,examsgenerallyfallinthefirsttwoyearsandconstituteamajorhurdleandattritionpointinthepursuitofgraduatestudies.ComprehensiveexamstendtocomesomewhatlaterintheHumanitiesandSocialSciences.Studentsenteringthedissertationphaseofdoctoralworkmustsubmitaprospectusthatdescribestheirproposedprojectindetail.Departmentalfacultywithrelevantexpertiseprovideconstructivecriticismandfeedbackatthiscrucialinitialphase.

StudentsintheGraduateSchoolofArts&Sciencesareallowedasetperiodoftimewithinwhichtocompletedegreerequirements:threeyearsforthemaster’s,fiveyearsforthepost‐master’sPhD,andsevenyearsforthepost‐bachelor’sPhD.Studentswhoneedadditionaltimemustpetitionannuallyforanextension;thepetitionprocessisdesignedtoencouragediscussionandunderstandingbystudentandfacultymembersonthestatusofthestudent’sworkandtheexpectationsforprogressduringthenextyear.

Graduatestudentretentionandtime‐to‐degreearedependentonanumberofdiscipline‐specificfactors(e.g.,fieldwork,experimentation,orinternships)aswellaspracticalfactors,suchastheavailabilityoffinancialaid,whichaffectstudents’abilitytopursuegraduatestudiesfulltime.Adoctoralcandidateinbiology,forinstance,mighttakeaninitialexperimentalapproachthatdoesnotpanout;whileananthropologystudentmayneedtospendseveralyearslivingamongpastoralistsandcollectingethnographicdata.Inthesciences,thetypicalpost‐bachelor’sdoctoralprogrambeginswithapproximatelytwoyearsofcoursework.Studentsareoftenabletoembarkonresearchwhilestillcompletingcourses,anddirectedstudyordirectedresearch

54TwodepartmentsintheCollegeofArts&Sciences—MusicandReligion—donothavegraduateprograms.ThegraduatestudiesarmoftheReligiondepartmentiscalledtheDivisionofReligious&TheologicalStudies,andistaughtinpartbyfacultyfromtheSchoolofTheologyanddepartmentsacrossBostonUniversity.55Seewww.bu.edu/grs/academics/degrees/programs.htmlforafulllistofdegreeprogramsintheGraduateSchoolofArts&Sciences.56Seepage104.

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coursesmayconstituteamajorityofthe64creditsrequiredforthepost‐bachelor’sPhD.Inthehumanitiesandsocialsciences,studentstakefewdirectedresearchcoursesandconsequentlytendtostarttheirdissertationworklater.Retentionandtime‐to‐degreearealsodependentontheavailabilityofgraduatefinancialaid,whichisdiscussedintheAppraisalsubsection.

Withrespecttoprofessionalstudyatthegraduatelevel,admissionsandenrollmentarelikewisehandledbyindividualacademicunits.TheCollegeofEngineering(ENG)receivesapproximately1,700applicationseachyearfortheirPhD,MS,MEng,andBS/MSprograms,andenrollsbetween165and185newgraduatestudentsannually.Inaddition,ENGofferstwointerdepartmentalprograms—oneeachwiththeSchoolofMedicineandSchoolofManagement—aswellastheLateEntryAcceleratedProgram(LEAP),formid‐careerprofessionalswishingtoenterthefieldofengineering.LEAPgraduatesearnanMSorMEngdegree.

BostonUniversity’sstrategicplanidentifiedfourkeyprofessionalschools:theSchoolofMedicine,SchoolofManagement,SchoolofLaw,andCollegeofFineArts.ThegraduatedivisionoftheSchoolofMedicine,theDivisionofGraduateMedicalSciences,currentlyoffers15degreeprogramsleadingtotheMA,MS,PhD,orMD/PhD.Doctoralprogramsarebasedinthetraditionalbasicsciences,administeredbyaclinicaldepartment,orinterdisciplinaryinnature.Inaddition,therearenineprofessionalMAorMSdegreeprogramsdesignedtopreparestudentsformedicalordentalschoolacceptance,ortopreparethemtoentertheworkforceuponcompletion.TheDivisionofGraduateMedicalSciencesreceived539applicationsfordoctoralprogramsfortheenteringclassoffall2008;84students,or15.67%ofapplicants,wereaccepted,yieldinganenteringPhDclassof40students.Approximately925applicationswerereceivedfortheMA/MSprograms,ofwhich539students(58.7%)wereaccepted,yieldinganincomingclassof288.

TheGraduateSchoolofManagement(GSM)—whichis,liketheSchoolofMedicine,oneofthefourkeyprofessionalschoolsidentifiedinBostonUniversity’sstrategicplan,alongwiththeSchoolofLawandCollegeofFineArts—offersMBA,MSIM,andDBAdegrees,aswellasdualdegreesincludingMS/MBA,MA/MBA,andJD/MBA.ThenumberofapplicationstotheMBAprogramincreasedby130%overthepastfouryears,allowingtheGraduateSchooltoimproveselectivityfrom57%in2004to28%in2008.AverageGMATscoresforthemostrecentincomingclassarethehighestonrecord,withotherqualityindicators—suchasGPAandworkexperience—alsorisinginrecentyears.57ThenumberofapplicationstotheMasterofScienceinInvestmentManagement(MSIM),MS/MBA,andDoctorofBusinessAdministrationprogramshasalsoincreasedinrecentyears,alongwiththequalityofthestudentbody.SevenstudentsgraduatedfromtheDBAprograminAY2007–08andsixnewstudentsenteredtheprogram,foranoverallenrollmentof42doctoralstudents.

TheSchoolofLawreceivesapproximately6,000applicationsannuallyfortheJDprogram,

whichtargetsanenteringclassof265studentseachyear.InadditiontotheJDprogram,thelawschooloffersfourLLM(MasterofLaws)degreeprogramsinthefollowingareas:BankingandFinancialLaw,Taxation,IntellectualProperty,andAmericanLaw(fornon‐U.S.lawyers).

57SeeAPPENDIXA,FIGURE3:APPLICATIONS,ACCEPTANCES,ANDMATRICULATIONSFORFULL‐TIMEMBAPROGRAMSandAPPENDIXA,FIGURE4:AVERAGEGMATSCORESANDGPAFORFULL‐TIMEMBAPROGRAMS,pages104–105.

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Combined,theLLMprogramsreceiveapproximately850applicationseachyearandtogetherenrollroughly200newfullandpart‐timestudents(equalingabout170FTEs)eachacademicyear.

TheCollegeofFineArts—anotheroneofthefourkeyprofessionalschoolsidentifiedin

BostonUniversity’sstrategicplan—receivesapproximately1,100graduateapplicationsannuallyandenrollsroughly160newstudentseachyear,withatotalcurrentenrollmentof1,043.ThegreatmajorityofthesegraduatestudentsareenrolledintheSchoolofMusic(919),whichoffersprogramsatboththemaster’sanddoctorallevels.Fullytwo‐thirdsofgraduatestudentsintheSchoolofMusicareenrolledinonlinedegreeprogramsinMusicEducationatthemaster’sanddoctorallevels.Manyofthese602onlinestudentsareexperiencedmusiceducators,whileamajorityofthe317on‐campusstudentsareenrolledinperformanceprograms.TheSchoolofTheatrehasapproximately40studentsinMFAprograms.TheSchoolofVisualArts,whichcurrentlyenrolls84MFAstudents,planstoofferanonlineversionoftheirmaster’sinarteducation—whichwillbechangedfromanMFAtoanMA,inkeepingwiththeprogram’sacademicemphasis,andwillbemodeledonthesuccessfulonlineprogramsinMusicEducation.Admissionsareselective:fortheCollegeofFineArtsasawhole,selectivitywas30.98%fortheclassentering2008andyieldwas44.05%.58Applicantsareevaluatedonacademiccredentials,aswellasanauditionorportfolioreview.

Co‐curricularactivitiesforgraduatestudentsarelikewiseorganizedonaschoolorcollege

basis.TheGraduateSchoolofArts&SciencesandtheCollegeofEngineeringbothhaveformalorganizationsfortheirgraduatestudents—theGraduateStudentOrganization(GSO)andStudentAssociationofGraduateEngineers(SAGE),respectively.Thesegroupswereestablishedinordertoencourageagreatersenseofcommunityandmoresocialinteractionamonggraduatestudentswithintheirschoolorcollege;toprovideopportunitiesfordiscussionandprofessionaltraining;andtorepresenttheirinterestsandconcernstoadministrators.TheGraduateStudentOrganizationofferssurvivalguidesfornewgraduatestudentswithinformationabouthousingandhealthcare,sponsorssocialandacademicevents,andprovidestravelgrantstostudentsineligibledepartments,whileSAGEsponsorsaTechnologyEntrepreneurshipNightincollaborationwiththeInstituteofTechnologyEntrepreneurship&Commercialization.IntheSchoolofLawandCollegeofFineArts,similareventsarehostedbyofficesdevotedtostudentaffairs.

Careeradvisingis,inmanyinstances,providedatthedepartmentalorprogrammaticlevel.

Thewidelyvaryingneeds,practices,andculturesofthedisciplinesoftheGraduateSchoolofArts&Sciencesmeanthatdepartmentsandprogramsareresponsibleforstudentadvisingandcareerdevelopmentmentoring.ThesameistruefortheDivisionofGraduateMedicalSciences.WithintheCollegeofFineArts,careeradvisinganddevelopmentishandledbyindividualschools(Music,Theatre,andVisualArts);theSchoolofMusicpostsjoblistingsonlineandalsoholdscareeradvisingsessionsforstudents.TheSchoolofLawcombinesadvisingthroughindividualprograms—forstudentsworkingtowardLLMdegrees,eachofwhichhasadedicatedCareerAdvisor—withacentralizedCareerDevelopmentOffice,whichisadministeredbyfull‐andpart‐timeprofessionalstaff,allofwhomholdlawdegreesandhavediverseprofessionalexperience.TheFeldCareerCenteroffersawiderangeofcareeradvisingandplacementservicesforundergraduateandgraduatestudentsintheSchoolofManagement.In2008,studentsattheMBA

58SeeAPPENDIXA,FIGURE6:HISTORICALGRADUATEADMISSIONSDATAFORTHECOLLEGEOFFINEARTS(2002–2008),page106.

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levelenjoyedan87%employmentrateatthetimeofgraduation(upfrom79%atgraduationthepreviousyear).Morethan95%ofMBAgraduatessecurejobofferswithinthreemonthsofgraduation.TheGraduateSchoolofManagementhasalsomadeasignificantefforttoboostthenumberofcompaniesrecruitingandinterviewingontheBostonUniversitycampus.59

AppraisalUndergraduateAdmissionsandEnrollmentInternaladmissionguidelinesarereviewedeachyear.Inearlywinter,theVicePresidentforEnrollmentandStudentAffairs,theExecutiveDirectorofAdmissions,andtheExecutiveDirectorofFinancialAssistancemeetwitheachacademicdeanandhisorherseniorstafftodiscussenrollmenttargetsandfinancialaidstrategies,aswellastoreceivefeedbackonhowthecurrentfreshmanclassisdoing.Throughthismechanismandbymeansofinformalfeedbackfromschoolsandcollegesandspecialprograms,admissionsandfinancialaidstaffmembersareabletofine‐tuneselectioncriteriathatgobeyondminimumrequirementsandhomeinonparticularqualities—whetheracademicorco‐curricular—thatbestensurethesuccessofstudentsinparticularprograms.

BostonUniversityhasseenextraordinarygrowthinitsapplicantpool.Applications

increased29%from29,356in2003to38,010in2008.ApplicationsfromAfricanAmericanstudentsincreased57%from1,289in2003to2,024in2008.ApplicationsfromHispanic/Latinostudentsincreased58%from1,905in2003to3,004in2008.Applicationsfrominternationalstudentsincreased81%from2,106in2003to3,810in2008.ApplicationsfromthestatesofCalifornia,Connecticut,Massachusetts,NewJersey,andNewYorkaccountedfor15%ofthetotalincreaseandrepresented55%oftheapplicantpoolin2008.Thispercentageisapproximatelythesameasthatin2003(57%).

ThecompositecriticalreadingandmathSATforadmittedstudentsincreasedninepointsfrom1300in2003to1309in2008.YetthecompositeSATforenrolledstudentsisapproximatelythesameforthefreshmanclassof2008(1268)asitwasfortheclassenrollingin2003(1269),despitereachingahighinfall2005(1278).TheseresultsareconsistentwithnationalSATdata,whichshowaslightdownwardtrendoverthisperiod,andwithourgoalofmaintainingstudentqualitywhiledecreasingthetuitiondiscountrateforfreshmen(seebelow).

Theincreasesachievedinapplicationsreceivedandinthequalityanddiversityoftheadmittedclasscontrasttoafairlysteadyyieldrateoveracomparableperiodoftime.Between2003and2008,theoverallfreshmanyieldrangedfromahighof23.6%fortheclassenteringinfall2005toalowof20.1%fortheclassenteringinfall2008,andaveraged22%overthosefiveyears.Thisfairlysteadyoverallyieldandconstantqualityindicatorswereachieveddespiteanintentionalstrategytolowerthetuitiondiscountrate.Between2003and2008,thetuitiondiscountrangedfromahighof35.3%in2003toalowof26.8%in2007.Theresultsachieved—increasingapplications,increasingquality,decreasingdiscountrate,andsteadyyield—areconsistentwithBostonUniversity’sdesiretomaintainacademicquality,improvetheacademic

59SeeAPPENDIXA,FIGURE5:GRADUATESCHOOLOFMANAGEMENT:ON‐CAMPUSRECRUITMENTANDINTERVIEWS,page105.

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andco‐curricularstudentexperience,andfocusmoreattentiononneed‐basedfinancialassistance.

UndergraduateFinancialAssistanceTheOfficeofFinancialAssistanceandtheOfficeofAdmissionspublishseveralbrochuresthatexplainneed‐basedgrant,loan,andscholarshipopportunities.Informationabouttheseprogramsisalsoprovidedonline.60Table1belowprovidesanexampleofthemannerinwhichBostonUniversityaimstoprovidesoundguidanceregardinggeneraleligibilityforfinancialassistancewithoutmakingcommitmentsregardingindividualeligibility:Table1.ProbabilityofreceivingUniversityscholarshipsandneed‐basedgrants(AY2007–08)

FAMILYINCOME

ACADEMICACHIEVEMENT

Upto$39,999Avg.CalculatedNeed=$32,000

$40,000‐79,999Avg.CalculatedNeed=$26,000

$80,000‐119,999Avg.CalculatedNeed=$18,000

$120,000orMoreAvg.CalculatedNeed=$10,000

Top2–6%inclass;1340–1460SATI;29–32ACTPercentagereceivingUniversitygrantorscholarship

96% 99% 97% 74%

Middle50%ofUniversitygrantorscholarship

$20,900‐31,100 $16,356‐27,056 $14,256‐19,056 $10,000‐14,256

Middle50%oftotalaidpackage

$24,725‐31,100 $21,481‐32,681 $16,881‐24,581 $12,825‐18,625


65% 76% 85% 48%


$20,900‐30,400 $14,000‐24,300 $11,000‐16,500 $7,500‐12,000


$26,325‐36,325 $20,125‐30,525 $14,125‐22,081 $10,125‐16,125


43% 40% 43% 26%


$25,300‐31,400 $12,000‐24,300 $9,000‐14,500 $5,000‐11,200


$31,125‐37,875 $22,025‐33,825 $12,125‐22,325 $7,625‐16,025

Asindicatedinthistable,eligibilityforUniversityawardscorrespondswithacademic

achievement.Inaddition,althoughUniversityawardsaremadeacrossincomegroups,the

60Seewww.bu.edu/finaid—inparticular,www.bu.edu/finaid/grants/grant.htmlandwww.bu.edu/finaid/loans/index.html—andwww.bu.edu/admissions/apply.

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majorityoffundsawardedarebasedonfinancialneed.Forexample,fortheclassenteringinFall2008,only18.8%ofUniversityfundsawardedtofreshmenwerebasedsolelyonmerit;theremaining81.2%wereawardedbasedoneligibilityforneed‐basedassistancewithinameritframework.Thisrepresentsadeliberateshiftfromaiddistributioninpreviousyears,whichwastypically70–75%need‐basedand25–30%merit‐basedaid,andistheresultofadeliberatestrategytoreducefull‐tuitionmeritscholarshipsandtoredirectthosefundsintoneed‐basedassistance.

Althoughfinancialaidstrategieschangeeachyearinordertoalignwithbudgettargetsandyieldgoals,twomajorshiftshaveinfluencedoverallstrategies:reducingthefreshmantuitiondiscountrateandreallocatingmeritaidtoincreaseneed‐basedassistance.Thesestrategieswereputintoplacebeginningwiththeclassthatenteredinfall2006.Inaddition,theenrollmentstrategiesteamhasbroughtindividualschoolandcollegeaidstrategiesintoalignmentwithoneanother,greatlydecreasingthevarianceamongthem.Theseresultswereachievedwhileholdingtheacademicqualityoftheenteringclasssteady.Thesavingsgeneratedfromthesestrategieshavebeenusedtofundelementsofthestrategicplanassociatedwithundergraduateeducation.

BostonUniversityuseskeyfront‐endmeasuresincludingvariousassessmentsofadmit‐to‐

enrollyieldandthepercentageofcalculatedneedmetbyUniversityfundstoevaluateitsfinancialaidstrategies.Otherimportantmeasuresincludepersistenceandgraduationratesofstudentsreceivingfinancialassistance,studentdebtupongraduation,andloandefaultrates.CurrentdatasuggestthatBostonUniversity’spoliciesareeffectiveandreasonable.Forexample,studentsreceivingneed‐basedassistancegraduateatratesequivalenttothosewhodonotreceivesuchassistance;undergraduateswhograduatedin2007hadanaveragedebtofapproximately$24,000;andthelatestofficialcohortdefaultrateforFederalDirectStaffordstudentloanswas0.6%onabaseof4,761borrowerswhoenteredrepaymentin2005.Inaddition,theyieldonstudentsreceivingfinancialassistanceishigherthanthenon‐aidedstudentyield.UndergraduateRetentionandGraduation,includingStudentServicesSinceBostonUniversity’slastNEASCself‐study,thefreshmanretentionrateimprovedfrom86.2%(fall1997cohort)to90.8%(fall2006cohort),andthesix‐yeargraduationrateimprovedfrom68.5%(fall1992cohort)to81.6%(fall2001cohort).Theseimprovementscorrespondwithanincreaseinthequalityofmatriculatingfreshmanandwithmorestudentslivingoncampusinmuch‐improvedenvironments.Theycanalsobeattributedtoinvestmentsinacademicadvising,greaterstudent‐facultycontact,andgreaterfocusonbuildingcommunityoncampus.Someexamplesfollowbelow:

IndicatorsofstudentqualityshowthattheaverageSAT(combinedcriticalreadingandmathscores)increasedby48points,theaveragehighschoolGPAwentfrom3.34to3.58,andselectivitymovedfrom78%to54%fromthefall1998cohorttothefall2008cohort.Consistentwithourgoals,thesequalityindicatorsremainedconstantoverrecentyearsinwhichthetuitiondiscountratewasreduced.

TheJohnHancockStudentVillageencompassesthe817‐bedStudentVillageIresidence

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hall,AgganisArena,andtheFitnessandRecreationCenter.Whenthe960‐bed“StudentVillageII”opensinfall2009onanadjacentsite,BUwillhavethecapacitytohouse80%ofitsundergraduatestudentpopulationrequiringhousingoncampus.61

Theprofessionalschoolsandcollegesdevelopedpeeradvisingandfreshmanseminarprograms,whicheasethetransitiontoBostonUniversityacademicswhilekeepingupperclassstudentsengagedintheirrespectiveschoolorcollegecommunities.TheEducationalResourceCentermanagesapeer‐advisingprogramforCollegeofArts&Sciencesstudents.

Thenumberandqualityofon‐campuseventshaveincreased,especiallyinthelastfiveyears.Studentattendanceattheseeventsisatanall‐timehigh.PlacessuchasBUCentralcatertosmallercrowds,whileNickersonField,the“BUBeach,”andMetcalfBallroomintheGeorgeShermanUnionroutinelyhostmovienightsandbaseballandfootballplayoffgames.Morethan6,000peopleattendedthemen’sopeningsoccergameonAugust30,2008,whichsetconferenceandnationalrecordsforattendanceatacollegiatesoccergame.Studentswhoreceiveaneed‐basedgrantaspartoftheirfinancialaidawardmust

complete12ormorecreditseachsemesterwithinanacademicyearwithaminimumGPAof2.30inorderfortheiraidawardtoberenewedforthefollowingyear.ThosewhodonotmeetthesecriteriamaybeawardedaContingentAidGrant(CAG)foronesemester.Contingentgrantrecipientsmustmeettherenewalcriteria,liveoncampus,andparticipateinamandatoryacademicsupportprogram—whichbringstogetheracademicsupportprofessionalsandCAGstudentsinsmall‐groupsettingsandforone‐on‐onementoringandcounseling—inordertohavetheirgrantrenewedforasubsequentsemester.Theprogramhasundergonesubstantialrevisioninrecentyears,involvingmorementorsandincorporatingmoreanddifferentlearningstrategies.Ingeneral,abouttwo‐thirdsofCAGrecipientssuccessfullymeetthesecriteriaandareeligibletohavetheirawardsreinstated.

TheDivisionofStudentAffairsistakingaleadroleinstrengtheningthestudentresidentialcommunityandthestudentexperience.StudentAffairsactivelysolicitsfeedbackfromstudentsaboutprogrammaticofferingsandservicedeliverybymeansoffocusgroupswithstudentsandstaff,commentcards,surveys,andquestionnaires,andbyinvitingstudentrepresentativestoserveonuniversitycommittees.TheOfficeofResidenceLifealsoadministerstheAssociationofCollegeandUniversityHousingOfficers–International(ACUHO–I)SurveytostudentslivinginBostonUniversityhousing.Inputfromthesesourcesisusedtoappropriateallocatefundingandtheuseoffacilitiesandotherresourcesamonganever‐growingnumberofstudentgroups;toguidechangestoservicedelivery;andtoestablishorrealignprogramstomeetneworunmetneeds.AstheresponsibilitiesoftheDivisionofStudentAffairsincrease,thedivisionreassignedandretrainedstaffmembersinordertoadequatelystaffeachdepartment.Staffmembersalsotakeadvantageofprofessionaltrainingopportunitiesbyparticipatinginconferences,workshops,anddiscussionsectionstostayinformedaboutstudents’needs.

61SeeSTANDARDEIGHT:PHYSICALANDTECHNOLOGICALRESOURCESformoreinformationaboutthecontinuedhighdemandforon‐campusundergraduatestudenthousingandBostonUniversity’seffortstomeetthisdemand.ThenumberofundergraduatesrequiringhousingisdeterminedbysubtractingfromthetotalundergraduatestudentbodythenumberofundergraduateswholiveinBostonandsurroundingareasandchoosetocommutetoBU.

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GraduateAdmissionsandEnrollment,RetentionandGraduation,StudentServicesAmongthegraduateschoolsandcollegesatBostonUniversity,departmentsandthecentraladministrationuseavarietyofquantitativeandqualitativemeasurestomonitorthequality,stature,andeffectivenessofgraduateprograms.Someofthesemeasuresassessthequalityandstatureoffaculty(e.g.,publications,citations,grantfundinglevels);othersarestatisticalmeasuresofthecompetitivestandingandsuccessfulnessofindividualprograms(e.g.,numberofapplications,admissionandmatriculationratios,attritionratesandtimetodegree,andprogrampopulationhistories).

WithintheGraduateSchoolofArts&Sciences(GRS),departmentsandinterdepartmentalgraduateprogramsmustincludeoutcomesandplacementinformationfornewandrecentgraduatesoftheirdoctoralprogramsintheirannualreporttothedean.Departmentsareencouragedtoholdexitinterviewswithgraduatingstudentsandwithstudentswhoaredepartingwithoutadegree,togatherindividualperspectivesonthegraduateexperience.FeedbackaboutgraduateprogramsisalsogatheredthroughregularmeetingsbetweenthedeanandassociatedeanandtheGraduateStudentOrganization,therepresentativebodyofGRSstudents.Inpastyears,theGraduateSchoolofArts&Sciencesconductedgraduateprogramreviewsonanas‐neededbasis,eitherwhenconcernsaroseabouttheeffectivenessofaprogramorwhenaprogramordepartmentidentifiednewinitiativesoropportunitiesthatitwishedtodevelop.Thisyear,pursuanttothedevelopmentofaninstitutionalstrategicplanningprocessandmotivatedalsobythedesiretocontinuethebenefitsoftheNationalResearchCouncil’sprojecttoevaluateresearchdoctoralprograms,theGraduateSchoolofArts&Sciencesisinstitutingaregularprocessofreviewingandevaluatinggraduateprograms.Theschool’sCommitteeonGraduateAcademicStandardsandConducthaspreparedguidelinesforthesereviews;theguidelineswillbepresentedtothefacultyinspring2009forapproval,withthereviewprocessexpectedtobegininthefall2009semester. TheSchoolofLawcontinuallyassessestheacademicprogramandtheoveralleducationalexperienceforstudentsintheJDandLLMdegreeprograms.Committeescomprisedoflawschoolfacultyandadministratorsreviewthecurriculumandacademicregulationsonacontinuousbasistoensurethattheschoolmeetscurrentstandardsforaccreditation.Inadditiontocourseevaluations,studentsaresurveyedrepeatedlybyvariousdepartmentsregardingtheirexperienceatthelawschool.Studentservicesandprogrammingareinfluencedbytheinformationgatheredinthesesurveysandbyinformalfocusgroupsheldwithdiversegroupsofstudents.Additionalfeedbackisgatheredthroughanactivestudentgovernmentassociation.Animportantmeasureofthesuccessandqualityoftheeffectivenessofthelawschool’sgraduateprogramsistherateatwhichstudentspasslicensureexaminations.Thispastyear,first‐timetesttakers(generallyrecentgraduates)hada97%barpassagerate,anexceptionallygoodresult.Additionally,97%ofthe2007graduatingJDclasswasemployedwithinninemonthsofgraduation—anothermeasureoftheoverallsuccessoftheacademicprogram.Thisinformationisreportedeachyeartothelawschool’saccreditingorganization,theAmericanBarAssociationSectiononLegalEducation.Thelawschoolisconsistentlyratedwithinthetop25lawschoolsintheUnitedStates.

Theavailabilityandamountofgraduatefinancialaidnaturallyaffectsgraduatestudents’recruitment,retention,andtimetodegree.Financialaidvariesamong,andwithin,academicunits.IntheCollegeofFineArts,forinstance,nearlyallgraduatestudentsintheSchoolofTheatre

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andOperaInstitutearefullyfundedandreceivestipends;moststudentsintheSchoolofVisualArtsandSchoolofMusicreceivesomeaid,thoughthemorelimitedaidtendstohamperrecruitmentefforts,particularlyintheSchoolofMusic.

Studentsinprofessionalmaster’sdegreeprogramsintheGraduateSchoolofArts&

Sciencestypicallyreceivelittlefinancialaid,asthedurationoftheirprogramsisshortenoughthatacombinationofsavings,loans,andpart‐timeworkcangenerallysufficetocovercosts.Forstudentsindoctoralprograms,theextendedperiodofnecessarilyfull‐timegraduatestudymakesthosesourcesoffundslessfeasible.Accordingly,mostdoctoralprogramsatBostonUniversitymustprovidearelativelyhighleveloffinancialaidinordertobecompetitivewithpeerinstitutionsinattractingthebeststudents.TheprimaryformsofaidforstudentsintheirfirstorsecondyearsareTeachingAssistantshipsorUniversity‐fundedfellowships;theseincludeafull‐tuitionscholarshipaswellasstipendsupport.ForstudentssupportedonresearchgrantsontheCharlesRiverCampus,theGraduateSchoolofArts&SciencesadministerstheGraduateResearchAssistantScholarshipProgram(GRASP),whichcoverstheirtuitionneeds.Throughthesemechanisms,mostdoctoralstudentsreceivetuitionawardstocovermostoftheirtuitioncosts.

TheGraduateSchoolofArts&SciencesandtheCollegeofEngineeringcoordinatetosetstandardstipendlevelsforTeachingFellowsandResearchAssistants.Thestandardstipendsforthe2008–09academicyear,whicharepaidoutinfourmonthlyinstallmentseachsemester,are$17,500forstudentsinthehumanitiesandsocialsciencesand$18,200forstudentsinthenaturalsciences,computationalsciences,andmathematics.Thesestipendsarecomparabletothoseofferedbysomepeerinstitutionsandlagbehindothers;costoflivingvariationsmakecomparisonsdifficult.BostonUniversity’sestimateofthecostoflivingforanoff‐campussinglegraduatestudentis$19,035forthenine‐monthacademicyear(AY)2008–09;aftertaxesofapproximately15%,currentstipendscover78%to81%ofAYlivingcosts.

Summerfundingisnotreadilyavailableexceptforstudentsfundedbyresearchgrants;

researchassistantsummerpaytypicallyconsistsoffourmonthlypaymentsequaltotheacademicyearinstallments.DepartmentsmaychoosetoallowPrincipalInvestigatorstoincreaseresearchassistantsalariesby5%overstandardlevelsafterpassingcomprehensiveexamsandby10%afterdefendingthedissertationprospectus.Theseaddedfundsbringincometoalivablelevelforgrant‐fundedstudents,butformanystudentsinthehumanitiesandsocialsciencesthefinancialchallengesofgraduatestudyaredaunting.Oftheapproximately1,500doctoralstudentsintheGraduateSchoolofArts&Sciences,approximately500studentsreceiveUniversity‐fundedAYstipends(approximately425areTeachingFellows;therestholdUniversityfellowshipsofseveralvarieties)andabout440studentsaregrant‐fundedResearchAssistants.Approximatelytwo‐thirdsofstudentsinGRSdoctoralprogramshavesomestipendfunding,withalargerproportionofthesestudentsintheNaturalSciencesandalowerproportionintheHumanitiesandSocialSciences.

GiventheverydiverseareasofstudypursuedintheGraduateSchoolofArts&Sciences,andthevaryinglevelsoffinancialaidavailabletodepartments,itisdifficulttocharacterizeconciselytheretention,attrition,andtime‐to‐degreeratesforGRSstudents.Representativedata

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isprovidedinTable2,below,whichanalyzestheadmissionandattritionratesofdoctoralstudentsinsomeofthelargerdoctoralprogramsinGRS.62FurtherinformationisavailableinAPPENDIXA,FIGURE7,whichshowsthenumberofyearsofgraduatestudyforthemostrecentcohortofstudentsreceivingdoctoraldegreesfromtheGraduateSchoolofArts&Sciences.63Table2.AdmissionandattritioninselectedGRSdoctoralprograms

AdmissionandAttritioninSelectedGRSDoctoralProgramsAY1996–97throughAY2002–03

Department

Gender

NumberEntered

NumberLeftwithoutDegree

NumberLeftwithM.A.

TotalAttrition

StatisticalUncertainty

Biology Male 53 12 5 32.1% 6.4% Female 66 12 18 45.5% 6.1% Total 119 24 23 39.5% 4.5%Chemistry Male 79 9 19 35.4% 5.4% Female 55 15 13 50.9% 6.7% Total 134 24 32 41.8% 4.3%Economics Male 128 26 37 49.2% 4.4% Female 67 17 15 47.8% 6.1% Total 195 43 52 48.7% 3.6%Philosophy Male 36 6 2 22.2% 6.9% Female 14 0 1 7.1% 6.9% Total 50 6 3 18.0% 5.4%Physics Male 122 21 26 38.5% 4.4% Female 20 4 7 55.0% 11.1% Total 142 25 33 40.8% 4.1%PoliticalScience Male 23 5 1 26.1% 9.2% Female 23 0 7 30.4% 9.6% Total 46 5 8 28.3% 6.6%Psychology Male 27 1 6 25.9% 8.4% Female 102 1 9 9.8% 2.9% Total 129 2 15 13.2% 3.0%ReligiousStudies Male 116 24 13 31.9% 4.3% Female 43 10 2 27.9% 6.8% Total 159 34 15 30.8% 3.7%

62Drawnfromdatacollectedforthe2007NationalResearchCouncil’sstudyofresearchdoctorates.Thedataforpost‐bachelor’sandpost‐master’sPhDstudentsareaggregated.63SeeAPPENDIXA,FIGURE7:TIMETODEGREEFOR200MA/PHDSTUDENTSGRADUATINGINAY2007–08,page107.

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TheCommonwealthofMassachusettsstipulatesthatstudentsat75%timeormoremusthavehealthcoverage.Inthepast,healthinsuranceforgraduatestudentswasachallengeintermsbothofcostandofcoverage.Beginningwiththe2003–04academicyear,thestandardfinancialaidpackageforTeachingFellowsandResearchAssistantshasincludedpaymentofthegraduatestudent’sindividualparticipationinBostonUniversity’sstudenthealthplan.ProvisionofhealthcoverageisasignificantbenefittograduatestudentsandanimportantcompetitiveelementintheUniversity’sfinancialaidpractices.Thiscoverageismanagedthroughafringebenefitplan:achargeof7.8%ofstipenddollarsisassessedtothesourceofthestudent’sstipend,sothatBUpaysthecostsforTeachingFellows(TFs),andresearchgrantspaythecostsforResearchAssistants(RAs).BostonUniversityhasimprovedthecoverageofthestudenthealthplanovertheyears,asCommonwealthrequirementshaveevolvedandinresponsetotheneedsofourstudentcommunity.Recognizingthedifferentcoverageneedsofthegraduatestudentpopulation,theUniversityinstitutedatwo‐levelmedicalplaninAY2008–09:thelower‐coverageCompletePlan,costing$1,466,isprovidedtoTFsandRAs;thehigher‐coveragePlusPlan($1,988)isavailabletostudentswhowishtopaythecostdifferential.SomegraduateschoolsarecurrentlyexploringthecostimplicationsofprovidingthePlusPlanforallTFsandRAs.ProjectionUndergraduateAdmissionsInordertoaddresstheprojecteddemographicchangesamonghighschoolgraduatesandtomeetthegoalsofBostonUniversity’sstrategicplan,theEnrollmentandStudentAffairsDivisiondevelopedafive‐yearenrollmentplan.Duringtheperiodofgrowthinhighschoolgraduatesthatisnearingitsend,BostonUniversityputintoplacestrategiesthathelpedtoimprovetheacademicprofileofincomingstudents,aswellastodevelopandstrengthenkeymarkets.Asaresult,thegeographicdistributionofBU’sundergraduatestudentbody—bothdomesticandinternational—has,likethelargercompetitivelandscape,changedmarkedlyinthelasttenyears.64

Thenewfive‐yearenrollmentplancoverstheperiodbetween2008and2013,whenthenumberofdomestichighschoolgraduatesisprojectedtodeclineoverall.TheplancallsforBostonUniversitytosustainitsstrongpositioningrowthstatessuchasTexasandFlorida(bothofwhichareamongthetoptenstatesforapplicationsandfreshmanenrollment)andinSouthernCalifornia(Californiaranksamongthetopfivestates);toincreaseitscommitmenttoNewEngland,NewYork,andNewJersey,stateswhichshowoveralldeclinesinhighschoolgraduatesthrough2013butwhicharehometoasignificantproportionofBU’scurrentundergraduatestudentbody;toregainitsstandingamongthetopfiveuniversitiesforinternationalenrollment;andtostabilizethetuitiondiscountrateataratethatissustainablebothfinanciallyandphilosophically.TheenrollmentplanhasbeenreviewedbyBostonUniversity’sleadership,includingtheacademicdeans,andwasdiscussedbytheBoardofTrusteesataretreatinApril2008.Implementationplanningisunderway.

BecausemorestudentsareusingtheInternetduringtheircollegesearchprocess,the

64Fordataonthemostrecentclassofincomingfreshmen,seeAPPENDIXA,FIGURE8:STUDENTENROLLMENTAREASANDPERCENTOF

FRESHMAN(FALL2008),page107.

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OfficeofAdmissionswebsitewascompletelyredesignedin2008.Therecentlylaunchedsitecontainsmoredynamicmultimediapieces,interactivesections,andanext‐generationcontent‐managementandcalendar/reservationsystem.65ThegoalisforprospectiveapplicantstoenvisionthemselvesasBUstudents,torevisittheadmissionssiteandotherBUcommunicationsoften,andtocomeseethecampusinperson.

Fortheclassenteringinfall2008,BostonUniversityreceivedarecord38,006applications.

Thisrepresentsan11%increaseoverthepreviousyearanda29.5%increaseoverfall2003.Inanefforttocontinuetomanagethisvolumeofapplicationsinatimelyandprofessionalmanner,theOfficeofAdmissionsisimplementingapaperlessadmissionsworkflow,whichwillbeinbeta‐testingforthetransferadmissionprocessforfall2008andwillbefullyoperationalforthefall2009freshmanclass.Admissionspersonnelanticipatesavingsandefficienciesinapplicationprocessing,aswellasamoreflexibleworkenvironmentforapplicationreadersanddecision‐makers.TheOfficeofAdmissionsalsoanticipatesaddingstaffmembersinordertoimplementtherecruitingelementsofthefive‐yearplan,andtoreducethereadingworkloadonexistingstaff.

BostonUniversity’sinstitutionalgoalsincludeastrongcommitmenttoaccess,which

meansidentifyingandenrollingbothstudentswhoexceedourenrollmentstandardsandstudentswhosesecondaryeducationorfinancialmeansmaylimittheirpost‐secondaryopportunities.TheUniversity’shistoriccommitmenttoBostonPublicHighSchoolsandourrecentpartnershipwiththePosseFoundationareconsistentwiththisgoal.BostonUniversityisalsocommittedtoprovidingadequatesupportforstudentsfromdisadvantagedbackgroundsoncetheyhaveenrolledinordertoensuretheirsmoothtransitiontocollege‐levelcourseworkandsuccessfulcompletionofdegreerequirements.

BostonUniversity’swillingnesstofurtherincreaseaccesstoqualifiedgraduatesofthe

BostonPublicHighSchool(BPHS)systemcanbeseenintherecentdecisiontoexpandtheBostonScholarsprogrambyincludinganeed‐basedcomponent.Underthetermsofthenewagreement,BostonUniversitywillfundbetween20and25full‐tuitionmeritscholarships(manyofthe58merit‐basedscholarshipsofferedundertheoldarrangementwentunusedeachyear)andwillalsomeetthefullcalculatedneedwithoutloansforalladmittedBPHSstudentswhoapplyandareeligibleforneed‐basedassistance.TheOfficeofAdmissionswillalsoworkwithBUschoolsandcollegesandwiththeBostonPublicSchoolstoimprovecollegeawarenessandreadinessprogramssothatstudentsunderstandwhatittakestobeadmittedtoaselectiveuniversityandareawareoftheimportantchoicestheyfaceduringtheirhighschoolyears.TheseactivitieswillcomplementBostonUniversity’sotherK–12initiatives,suchasStepUP,CollegeOpportunityandCareerHelp(COACH),theBostonUniversityInitiativeforLiteracyDevelopment(BUILD),andUpwardBoundbyfocusingonthecriticaltransitiontohighschoolintheninthandtenthgrades.66

BostonUniversityalsointendstosolidifythegainsmadeinstudentqualityoverthelast

decadethroughareconfigurationofitsundergraduateacademicprograms.Ofnoteareproposals

65Seewww.bu.edu/admissions.66Seewww.bu.edu/sed/outreachProjects/index.html.

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forthedevelopmentofanewUniversity‐widehonorsprogram67;thereinvigorationoftheCollegeofArts&SciencesCoreCurriculumandSchoolofManagementHonorsProgram;newanduniqueundergraduatemajorsinneuroscience(drawingonfacultyandprogramsintheCollegeofArts&Sciences,CollegeofEngineering,andSchoolofMedicine)andhealthsciences(CollegeofHealth&RehabilitationSciences:SargentCollege);furtherinvestmentinstudyabroadandinternshipopportunitiesforallstudents;creationofmoreundergraduateresearchandscholarshipopportunities;and,ingeneral,strengtheningandsimplifyingthelinkagesbetweentheliberalartsandsciencesandprofessionaleducation.

Thelastoftheseinitiatives,inparticular,playstoBostonUniversity’sstrength—therich

diversityofundergraduateandgraduateprograms.Likestudentsatmanyselectiveuniversities,BUundergraduatesarriveoncampuswithtremendousambitionandoftenwithcreditsthatallowthemtobroadenanddeepentheireducationearlyintheiracademiccareers.YetmanyofthemfinditdifficulttonavigatethemazeofrequirementsinordertotakeadvantageofallthatBUhastooffer,ortoseekappropriateandtimelyadviceabouttheiroptionswhentheirinterestsspanseveraldisciplinesorcolleges.Inthesummerof2006,theUniversityProvostandtheVicePresidentforEnrollmentandStudentAffairscommissionedareportoninstitutionalbarrierstoundergraduateeducation.ThecommitteetookupacauseidentifiedthroughtheUniversity’sstrategicplanningprocess—thebureaucracysurroundinganundergraduateeducation—andlaidthegroundworkforimprovingaccesstocoursesanddegrees.Smallchanges,suchasimprovingcoordinationofacademiccalendarsacrosscolleges,havebeenmade;however,thebulkoftheimplementation(e.g.,integratingtheundergraduatecurricula,optimizingintra‐Universitytransfers)willbeundertakenbytheAssociateProvostforUndergraduateEducationandthe“OneBU”TaskForce,whichwasconvenedintheFall2008semester.Byhelpingstudentsmaximizetheireducationalopportunities,BostonUniversityhopestoattractmoreofthebestandbrighteststudents,tofurtherimproveretentionandgraduationrates,andtoincreasestudentsatisfaction.UndergraduateFinancialAssistanceForthe2008–09academicyear,thestudentexpensebudgetusedbytheOfficeofFinancialAssistancetomakeaidawardsexceeded$51,000.Recentconcernsabouttheeconomy,jobsecurity,loan‐reductionandloan‐eliminationprogramsatcompetitoruniversities,andtheavailabilityofeducationalloans—coupledwiththedesiretomaintainareasonabletuitiondiscountrate—meansthatBostonUniversitymustredoubleitseffortstoensurethataBUeducationremainswithinreachfortalentedstudents.Thiswillinvolvecontinualmonitoringandadjustmentofourfinancialaidstrategies,aswellastheraisingofprivatefundstooffsetthefinancialaidbudget.Fundraisingforfinancialassistanceisbeingaddressedthroughplanningforacapitalcampaign.BostonUniversitymustalsofindadditionalandmoreeffectivewaystocommunicatewithstudentsandfamiliesabouttheireligibilityforfinancialassistanceandthevalueofaBUdegree.Tothisend,theOfficeofAdmissionsiscurrentlyputtingtogetherarevitalizedcommunicationplanforfinancialassistanceinkeepingwiththeFive‐YearEnrollmentPlan.

67SeeSTANDARDFOUR:THEACADEMICPROGRAMformoreinformationabouttheproposedNewCollege,whichiscurrentlyunderdiscussionbythefaculty.

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AsalongstandingparticipantintheFederalDirectLendingProgram,BostonUniversityhasbeenshelteredtosomeextentfromtherecentupheavalintheeducationloanmarket.Beforefall2008,approximately70%oftheloanvolumeprocessedthroughtheOfficeofFinancialAssistancewasfromtheDirectLendingProgram(e.g.,subsidizedandunsubsidizedStaffordLoans).Theremaining30%oftheloanvolumecamefromcredit‐basededucationalloansthatarecertifiedbyBU.Infall2008,thisratioshiftedto83%DirectLendingand16%privatecredit‐basedloans,inlargepartduetothelargeincreaseinPLUSloanapplications.

In2008,aslenderstightenedlendingcriteriaandhaddifficultyfundingtheircredit‐based

programs,studentsandparentshadfeweroptionstochoosefrom.BostonUniversitytookseveralstepstoensurethatincomingandcontinuingstudentshadtheinformationtheyneeded.Aidofficerstraveledtooff‐campusspringyieldeventsinordertoprovidebetterservicetofamilies.TheOfficesofAdmissionsandFinancialAidshiftedtheircommunicationsstrategytofocusmoreoneducationanddecision‐making,andalsostudentsinformedaboutchangesinlenders’statusviatheOfficeofFinancialAssistancewebsiteandthedailyelectronicnewspaperBUToday.Inaddition,arequest‐for‐informationprocesswasinstitutedtoidentifylenderproductsthatmaybeofinteresttostudentsandfamilieswithoutprescribingorlimitingtheirchoiceofaloanprovider.Throughthisprocess,BostonUniversityachievedmuchgreaterconsistencyinpresentinginformationaboutstudentloansacrossallsectors,toundergraduate,graduate,professional,andnon‐degreestudentsonbothcampuses.UndergraduateRetentionandGraduationAsnotedabove,theincreasesinfreshmanretentionandgraduationratesoverthepastdecademaybeattributedtoacombinationofimprovingacademicqualitywithinthestudentbodyandimprovingthequalityoftheexperiencethatstudentshavewhileatBU.Withindicatorsofacademicqualityessentiallyflatoverthelastfewyearsandwiththeprojecteddecreaseinkeysectorsofhighschoolgraduatesinthenextfiveyears,retentioneffortsmustincreasinglyfocusoncontinuingtostrengthenandenhancethestudentexperience.Recenteffortsinthisareaincludeoutreachandprogrammingforfirst‐generationandat‐riskpopulations,morefrequentinclusionofstudentsonUniversitycommittees,andincreaseduseofWeb‐basedstudentservicesinareassuchasstudentaccounts,registration,andstudentemployment.

Fourimportantdiscussionsrelatedtothegoalofimprovingthestudentexperiencearenowunderway.Thefirst—a“OneBU”TaskForcechargedwithensuringthatallstudentscantakefulladvantageofthebreadthanddepthofBU’sacademicprograms—wasmentionedabove.

ThesecondisaFirst‐YearExperienceTaskForceintheCollegeofArts&Sciences(CAS).AsthelargestandmostcomplexofBostonUniversity’stenundergraduateunits,CASistakingtheleadinexaminingthefirstyearcomprehensively,includingtheframeworkofacademic,co‐curricular,andadvisingopportunitiesandexperiences.ThetaskforceisalsoexamininghowtheCollegeofArts&Sciencesembedsgoodprinciplesofstudentdevelopmentthroughouttheseexperiences,inordertohelpstudentsmakethebestpossibletransitionfromhighschool,becomewellintegratedandengagedinBostonUniversity,andlayafoundationforsuccessthroughouttheirundergraduatecareersandbeyond.TheFirst‐YearExperienceTaskForceisengagingfaculty,staff,andstudentsinanevaluationofbestpracticesandthedesignofaBU‐specificprogramthatwillfollowstudentsfromthetimetheyacceptanofferofadmissionthroughthesummerbetween

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thefreshmanandsophomoreyears.Third,BostonUniversityisexploringwaystoprovidebetterservicetostudentsinour

transactionaldepartments,suchasproviding“one‐stop”serviceoptions,movingmoreservicestotheWebsothaton‐sitestaffcanfocusonmorecomplicatedissues,andcross‐trainingfront‐linestaff.TheUniversityServiceCenter,whichwasestablishedin2000tohandlecomplexstudentissuesthatcrossdepartmentalandacademicboundaries,servesasasuccessfulmodelforhowwemightstreamlinethe“business”ofbeingaBUstudent.

Finally,BostonUniversityisembarkinguponsubstantialinvestmentsincareerservicesand

academicsupport.Followinga12‐monthevaluationofexistingservicesanddiscussionofrecommendedimprovementswithleadershipincludingtheStudentAffairsCommitteeoftheBoardofTrustees,theUniversityispoisedtoimplementanintegratedapproachtocareerandacademicdevelopment,onethatnotonlyprovidesspecificservicesbutalsooffersin‐depthcounselingandcoaching.Theoverallgoalsoftheprojectaretoensurethatstudentsandpotentialemployerscanfindeachothereasilyandefficiently;topreparestudentsforajobmarketinwhichtheymightchangecareerstwoorthreetimes;andtoprovideseamlesscareerdevelopmentguidanceandacademicsupporttoallstudents.Plansareunderwayfortheconstructionofanewstudentservicesbuilding,whichwillhousethereinvigoratedOfficeofCareerServices.68Anationalsearchforadirectorofcareerdevelopmentisalsoplanned.

OtherplansforenhancingthestudentexperienceatBostonUniversityinclude:redefining

theroleoffaculty‐in‐residenceandhousingprograms;expandingthenumberandtypeofopportunitiesforengagementincommunityserviceandservicelearning;developingmoreeffectiveandefficientpeer‐tutoringprogramsthroughcollaborationsbetweentheEducationalResourceCenterandfacultymembersinanumberofdepartments,particularlythoseinSTEMfields(Science,Technology,Engineering,andMath);andharnessingthepopularityofsocialnetworkingsitestoincreaseasenseofcommunityamongBUstudents.TheDivisionofStudentAffairshasalsoplannedanumberofspecificimprovementssuchastheestablishmentofarecordsretentionpolicyforcampusdisciplinarymattersandtheupgradingofsystemsanddatabasesmoregenerally;athoroughreviewandevaluationofhousing,services,andotherresourcesforgraduatestudents;andtheuseofformalassessmenttoolsandanalysistosupplementtheanecdotalandsubjectivefeedbacknowgatheredfromstudentsurveys.

Alloftheseinitiativesarepartofawider,concertedefforttoenhancestudents’academic

andcurricularexperienceatBostonUniversity,toencourageandenablemorestudentstocompletetheirdegreeshere,andtocreateanetworkofenthusiastic,engagedalumni.GraduateAdmissionsandEnrollment,RetentionandGraduation,StudentServicesIndicatorsforprogramsintheGraduateSchoolofArts&Scienceshavebeenstableforthepastsixyears,asevidencedby,forexample,theheadcountsofregisteredstudentsinthevariousdivisionalareas.ThelargestchangeshavebeenintheDepartmentofEconomics,whichdeliberatelyexpandeditsmaster’sanddoctoralprograms,andinBiology,wherethechallenging

68SeeSTANDARDEIGHT:PHYSICALANDTECHNOLOGICALRESOURCESformoredetails.

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fundingenvironmenthasledtoamodestretrenchmentinthesizeofthegraduateprogram.Thenumberofdoctoralstudentsinthehumanitieshasdeclinedbyafewpercentagepoints,andthenumberinthesocialscienceshasrisenbyafewpercentagepoints,butoverallenrollmentshaveremainedmoreorlessconsistent.Internationalapplicationsandadmissionsdroppedforseveralyearsafter2001,butnowhaverecoveredandevenexceededpre‐2001levels.Indeed,internationalstudentshaveaccountedforslightlymorethanone‐thirdoftotalapplicationsandofincomingstudentsforthepastfewyears.Individualdepartmentsandprogramscontinuetomaintainandrevisetheircurriculaandtoadvancetheirresearchprogramsandscholarlyinterests;theaggregateoutcomehasbeenafairlyconstantenvironmentforgraduateeducationandresearch.AttheSchoolofLaw,thereiseveryindicationthatboththeJDandLLMprogramswillcontinuetoenrollclassesofexceptionallywell‐qualifiedstudentsand,infact,thenumberofapplicationsfortheJDprogramisalreadyontracktoexceedlastyear. BostonUniversity’sstrategicplanhasanumberofimplicationsforgraduateprograms.ThecommitmenttoincreasethenumberoffacultyintheCollegeandGraduateSchoolofArts&Sciencesbyapproximately20%andtoadd20newtenure‐tracklinestotheSchoolofManagementoverthenextdecadewillexpandresourcesinselectareasofscholarlyactivity.Inaddition,thestrategicplancallsfor30newfacultyslotstobeestablishedinsupportofinterdisciplinaryinitiatives.

TwoUniversity‐widegraduateprogramsarecurrentlybeingdevelopedtointegrateourassetsandopportunitiesinNeuroscienceandinSystemsBiologyandBioinformatics.TheUniversityResearchCouncil,whoseroleisdescribedinmoredetailinSTANDARDFOUR:THEACADEMIC

PROGRAM,hasbeguntoexaminegraduatefinancialaidpracticesacrossallschoolsandcolleges,andtoexplorethefeasibilityofprovidingfullfirst‐year(andpossiblysecond‐year)supportforalldoctoralstudents.Attractivefinancialaidpackageswillbeessentialtograduaterecruitinginanincreasinglycompetitivemarket,whereprospectivestudentsareincreasinglyawareofacademicprograms,facilities,alumnisuccess,andfacultyinteractions.Theseinitiatives,combinedwiththereviewsofgraduateprogramstobeconductedattheschool‐andcollege‐level,willadvancediscussiononvitalissues:the“right‐sizing”ofgraduateprograms;identificationofBostonUniversity’sparticularstrengths;andthelevelsofresourcesandsupportnecessarytosustaingraduateprogramsthatareofthehighestqualityandcompetitiveness.

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STANDARDSEVEN

LIBRARYANDOTHERINFORMATIONRESOURCESDescriptionTheBostonUniversitylibrarysystemiscomposedofthePappasLawLibrary;theSchoolofTheologyLibrary;theAlumniMedicalLibrary,servingtheschoolsofMedicine,DentalMedicine,andPublicHealth;andMugarMemorialLibraryandbranches(AfricanStudies,Astronomy,Music,ScienceandEngineering,StoneScience,PickeringEducationalResources,andtheFrederickS.PardeeManagementLibrary).TheUniversityLibrarianactsasthedirectorofMugarMemorialLibraryanditsbranches.ThedirectorsoftheotherprimarylibrariesaffiliatedwiththeprofessionalschoolsofLaw,Theology,andMedicinereporttotheacademicdeansofthoseschools.AlllibrariesultimatelyreporttotheUniversityProvostortheProvostoftheMedicalCampus.Eachofthefourlibrarieshasanindependentbudget.Inaddition,thereareseveralimportantresearchcenters—includingtheHowardGotliebArchivalResearchCenter,whichhousesthepapersofDr.MartinLutherKing,Jr.,aswellasaninternationallyknownTwentieth‐CenturyArchive—andspecializedlibrariesandcollectionsonthecampus.

TheUniversityLibrariescollectionscontainmorethan2.4millionphysicalvolumes;4.6millionmicroformunits;45,264currentuniqueserialstitles;and77,000mediatitles.69Thelibrarieshavemadegreatprogressinincreasingaccesstoresearchmaterialsvianetworkedservices,especiallyinelectronicjournals,andthroughtheBostonLibraryConsortium(BLC)VirtualCatalog.Regionallibraryconsortia—includingtheBostonLibraryConsortium,BostonTheologicalInstitute,andtheNewEnglandLawLibraryConsortium—givestudentsatBUaccesstomorethan35millionitems.TheBLCVirtualCatalogdeliverysystemprovidedmorethan12,000itemstopatronsatBostonUniversityinAY2007–08alone.Anadditional5,600itemsweredeliveredbymeansofafree,reciprocalInterlibraryLoanservice.

BostonUniversityLibrariesalsoparticipateinregionalandnationalcollaborationsfor

digitalpreservationanddistribution,suchastheOpenContentAllianceandPortico.70In2007,BostonUniversitymadeamultiyearcommitmenttotheOpenContentAllianceregionalscanningcenterattheBostonPublicLibrary.ThepressureplacedonalllibrariesbythecontinuedrisingcostsofresearchmaterialoverthepastseveraldecadesmakesstrongregionalconsortiaandthegrowthandavailabilityofdigitalinformationresourcesakeyelementinBostonUniversitylibraries’continuedsuccess.

Chieflibrariansmeetwiththeirrespectivedeanorprovosttoplananddevelopbudgets

thattakeintoaccountprojectedpriceincreasesforlibrarymaterials.Thebudgetprocessincludes

69DetailedstatisticsareavailablethroughtheAssociationofResearchLibraries(www.arl.org).EachlibraryatBostonUniversitymaintainsdescriptionsandpoliciesconcerningindividualcollections,whicharepublishedonline(seewww.bu.edu/library/index.shtml).70Seewww.opencontentalliance.organdwww.portico.org/index.html.

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areviewofpositions,projectedminororcapitalexpenses,andproposalsforone‐timeorongoinginitiatives.

InFY2008,theBostonUniversitylibrariessystememployed199permanentfull‐timestaff

(including102professionallibrariansorsupervisorystaff).Thatyear,theAssociationofResearchLibrariesrankedBostonUniversity43rdintermsofthenumberofprofessionalstaffand44thintotalnumberofstaff.Staffisdistributedstrategicallytosupportseveralprofessionalschools.Forefficiency,manyservicesincludingelectroniclicensing,processing,andcatalogingforMugaranditsbranchesarecentralizedatMugarMemorialLibrary.

LibraryhoursontheCharlesRiverCampuscover108hoursofserviceperweek.The

AlumniMedicalLibrary,whichhousesandprovidessupportforseveralelectronicclassrooms,isopen107hoursofserviceperweek.Duringexaminationperiods,branchlibrariesofferextendedhoursandMugarMemorialLibraryisopenaroundtheclock.Librariesarelocatedinseveralofthekeyprofessionalschools,incloseproximitytoteachingandresearchcenters.AlllibraryspacesprovidewirelessInternet.Additionalresourcesincludestudyrooms(inthePappasLawLibraryandPardeeManagementLibrary)andinteractiveelectronicclassrooms(inthePappasLawLibrary,PickeringEducationalResourcesLibrary,andSchoolofTheologyLibrary).

Thelibrariesareactivelyintegratedintotheundergraduatecurriculumbymeansof

significantpartnershipsthatrecognizethecentralityofinformationresourcestothelearningexperience.UndergraduatesareservedthroughtheCollegeofArts&SciencesWritingProgram’sWR150course,whichrequiresstudentstodemonstrateresearchskills,andthroughtheCollegeofGeneralStudies(CGS)secondyearcapstoneproject,inwhichstudentteamsundertakesignificantresearchinordertoproducea50‐pagepolicypaper.71LibrariansparticipateinlaunchsessionsfortheCGScapstoneproject,conductin‐libraryresearchsessions,andprepareanonlineresearchguideforstudents.72Effortsareunderwaytoincreasecontactwithfirst‐yearstudentsintheCollegeofGeneralStudies,wellbeforethecapstoneexperiencehasbegun,byemulatingtheWR150model.

Librariansarealsoinvolvedwithcurriculaandinstructionatthegraduatelevel.Atthe

SchoolofLaw,lawlibrariansteachintherequiredFirstYearWritingProgram;offeranupper‐classseminarinAdvancedLegalResearch;andteachresearchcomponentsinmanycoursesattherequestoffaculty.Curriculum‐integratedinstructionisprovidedbyeducationlibrariansattheAlumniMedicalLibrarytostudentsinallMedicalCampusschools,withextensiveprogramsinProblem‐BasedLearningandEvidence‐BasedMedicine(SchoolofMedicine)andEvidence‐BasedDentalMedicine(SchoolofDentalMedicine),aswellasarequiredtwo‐creditcourse,“IntroductiontoBiomedicalInformation,”intheDivisionofGraduateMedicalSciences.TheAlumniMedicalLibraryprovidesonlineinformationportalsforallMedicalCampusschools,aswellasover120Web‐based,quality‐filteredSubjectGuides.Inaddition,theAlumniMedicalLibraryprovidesinstructionininformationskillsacrosstheSchoolofPublicHealthcurriculum.

71SeeSTANDARDFOUR:THEACADEMICPROGRAMformoreinformationabouttheCASWritingProgramandtheCollegeofGeneralStudies’capstoneexperience.72Seewww.bu.edu/library/instruction/cgsrhetoric.html.

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Individualsubjectbibliographersandlibrariansindiscipline‐andsubject‐orientedlibrariesserveastheprimarycontactswithfacultymembersintheirrespectivefields.Notableexamplesofthiskindofinteractioninclude:theIntroductiontoBiologyprogramattheScience&EngineeringLibrary;thetwo‐credit“IntroductiontoCriticalInquiry”courseinSargentCollege’sHealthScienceprogram,whichisteamtaughtbyafacultymemberandalibrarianthreetimesayear;andevidence‐basedlibraryinstructionfortheSchoolofDentalMedicineandDivisionofGraduateMedicalSciencesofferedbytheAlumniMedicalLibrary.

LibrariesatBostonUniversity,togetherwiththeOfficeofInformationTechnology,offera

widerangeoftrainingopportunitiesintheuseofinformationresourcesandtechnology.In2007–2008,BUlibrariesconductedmorethan1,000sessionswithmorethan21,000participants.Inaddition,alibraryrepresentativeparticipatesintheNewFacultyOrientationeachAugustandinorientationsessionsfornewinstructorsintheCollegeofArts&SciencesWritingProgram.

TheBostonUniversitylibrarysystemandtheOfficeofInformationTechnologyalso

recognizethesignificanceofWeb‐basedinformationresourcesandservicestooff‐sitemembersoftheBostonUniversitycommunity,andbotharecommittedtoinitiativesthatsupportequalityofaccesstoinformation.In2008,thetwoofficesimplementedanEZProxyauthenticationsystemthatallowsasinglesign‐inforallvalidusersoflibraryinformation,regardlessoftheirlocation.TheEZProxysystemisextremelyreliableandhassignificantlysimplifiedtheprocessofaccessingelectronicresourcesfromanoff‐campuslocation.AfulleraccountoftechnologicalresourcesisprovidedinSTANDARDEIGHT:PHYSICALANDTECHNOLOGICALRESOURCES.AppraisalLibrariesatBostonUniversityreceivesufficientresources.Forthelastfivefiscalyears,thelibraries’materialsbudgethasincreasedbyanaverageof7%annually.Libraries’overallbudgetrosemorethan5.2%annuallyduringthesameperiod.Thisconsistentsupportpreventedcutbacksinstaffingandinformationresources.InFY2009,thelibraryreceivedadditionalstaffandcapitalfundingtosupportDistanceEducationandrelatedservices.Futurefundingisplannedforthecreationofaninstitutionalrepositoryandaccompanyinginfrastructure,whichwillsupportstudentlearningandfacultyteaching,research,andprofessionalservices,andwillalignwithBostonUniversity’sstrategicplan.

TheassessmentofBostonUniversityLibraries’services,collections,andstaffhasbeengroundedintraditionallibrarymeasuresincludingbothdescriptivestatistics(e.g.,expenditures,resourceallocation,populationsserved,collectiondevelopment,andcirculation)andthevolumeofuseofservices(e.g.,reference,instruction,andinterlibraryloan).AsalongtimememberoftheAssociationofResearchLibraries(ARL),BostonUniversityLibrarieshavealsobeguntoexperimentwithnewmeasurestoassessthecostanduseofdigitalresources.ContextualARLdatahasconsistentlyinformeddecisionmakingwithintheBUlibrarysystem.

Duringthelastdecade,theAssociationofResearchLibrarieshassponsoredanddeveloped

newtoolstoassessusersatisfaction,informationliteracy,andtheuseofsubscriptionresourcesandnewprogramstofacilitateassessment.BostonUniversityparticipatedinProjectSAILS(StandardizedAssessmentofInformationLiteracySkills)andiscurrentlyparticipatinginARL’sEffective,Sustainable,andPracticalAssessmentProgram.TheBULibrarieswillconsider

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participatinginMINES(MeasuringtheImpactofNetworkedElectronicServices)whenthatbeginsin2009.

InadditiontocollectingstatisticsforuseinannualreportsandtosubmittotheARL,

BostonUniversityLibrarieshavebeenconductingusabilitytestingofthewebsite,www.bu.edu/library,sinceMarch2005.TheUsabilityGroupoverseeingthiseffortreportsperiodicallytotheLibrary’sWebCommitteeandrecommendschangestothewebsite.Inearly2008,theUsabilityGroupbeganconductingfocusgroupswithstudentstofindoutwhattheyvalue,use,andwouldliketochangeaboutthelibrary’swebsite.TheUsabilityGroupsummarizedthefindingsofthefirstfivefocusgroupsinareportthatisnowbeingusedtoinformtheredesignandtheacquisitionofspecificsearchingtools.73

Earlyin2008,theUniversityLibrariandirectedtheWebCommitteetosetupan

AssessmentGrouptoplanandimplementacohesive,transparentassessmentprogramfordigitalresourcesandservicesforthegenerallibraries.74Theprimarygoalofthisprogramistoprovideinformationtostakeholdersthroughouttheinstitutionabouttheuseoftheseresourcesandthechangingneedsoflibraryusers.Toexpeditethisprocessandensuretimelydevelopment,thelibrariesparticipatedinaconsultingprogram,“Effective,Sustainable,andPracticalLibraryAssessment,”offeredbyARL,whichculminatedinareportbytheconsultantsadvisinghowthelibrariesshoulddevelopanassessmentprogramresponsivetothestrategicplanofBostonUniversity.

TheAssessmentGrouphasinitiallyfocusedonassessingelectronicresourcesandwilllater

expandtheirscopetoincludeWeb‐basedservices.AmongthoseparticipatinginthisinitiativearestaffsfromtheAlumniMedicalLibrary,PappasLawLibrary,theSchoolofTheologyLibrary,andMugarMemorialLibraryandbranches.

Afterconductinganinitialenvironmentalscan,theAssessmentGroupthendevelopeda

programplanstipulatingwhichstatisticswouldbecollectedabouttheuseofelectronicresources,andwhatkindsofusersurveys,focusgroups,andusabilitytestswillbeutilized.75Theprogramplanlaidoutarationaleforselectingspecificquantitativeandqualitativemeasures,adescriptionofhowthesemeasureswouldbeanalyzedandreported,andarecommendedfrequencyforeachtypeofdatacollection.Implementationoftheprogramplanbeganinthefallof2008.

TheMediaGroupcontinuallyassessesBostonUniversity’sinstructionaltechnologysupportneedsinconsultationwithfacultyandadministrators.Asappropriate,moreclassroom‐basedsystemswillbeinstalled,upgraded,andenhancedinordertoattainandensureequitableresourcesacrossourinstructionalfacilities.

73Seewww.bu.edu/library/workfiles/usability/website/sp08fg‐final‐report.html.74Seewww.bu.edu/library/workfiles/assessment/charge.html.75Thisreport,entitled“BostonUniversityLibraries:EvaluationandSuggestionsforEffectiveandSustainableAssessment,”isavailableintheExhibitRoom.

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ProjectionInformationdiscoverywithoutlimitschallengeslibrariesandlibrariansatBostonUniversitytocontinuetotransformtheirservicesandfacilitiestoadvanceandleadinthecreation,discovery,andarchivingofknowledge.Thetransformingeffectofdigitaltechnologyisalreadyfeltineveryareaoflibraryactivity.Inthefuture,thecreation,dissemination,andpreservationofknowledgewillcontinuetobeincreasinglyfacilitatedbyanddependentondigitalcommunication.BostonUniversity’slibrariesmuststayaheadoftheseuniversaltrendsinlibraryandinformationsciencesinordertosucceed.

Thelibraries’successwillalsobecontingentonaligningtheirgoalswiththegoalsofBostonUniversityasawhole,asarticulatedinthestrategicplan.76Tothisend,itisessentialforthelibrarysystemtoprovideleadershipinthedevelopmentofservicesandresourcescentralto(1)thestrengtheningthefaculty,and(2)enhancingtheundergraduateandgraduateeducationenvironments.TheBostonUniversitylibrarysystemiswellpositionedtoachievebothofthesegoalsbyleveragingexistingpartnershipswiththeCollegeofArts&Sciences,theCollegeofGeneralStudies,andanumberofprofessionalandgraduateschoolsandprograms.ArecentvotebytheFacultyAssemblyinfavorofestablishingadigitalInstitutionalRepositorywillprovideBULibrarieswithanotherkeyroleinsupportingscholarship,research,teaching,andserviceacrossallacademicunits.

ThenumberofbudgetedandfilledpositionsforBostonUniversityLibrarieshasremained

between198and202forthepastfiveyears.InFY2008,twonewstaffmemberswereaddedtoextendDistanceLibraryServicestofacultyandstudents,regardlessoflocation.Intheshortterm,thelibrariescannotexpectanincreaseinstaffinglevels,exceptwherewarrantedunderBostonUniversity’sstrategicplan.TheInstitutionalRepositoryprovidesanexampleofonesuchexception:theUniversityhasmadeaclearcommitmenttoprovidesufficientstaffandresourcestolaunchandmaintaintheInstitutionalRepository.Otherlibraryinitiativeswillbesupportedbyretrainingstafffornewskillsandbythereorganizationoffunctionalunits.

ThelibrarieshavebeenactiveparticipantsinstrategicplanningatBostonUniversity,both

byassistingwiththedevelopmentoftheUniversity‐wideplanandtheplansfortheschoolsofLaw,Theology,andMedicine,aswellasbydevelopingtheirownstrategicplan,whichidentifiesOutcomesandStrategiesinfourdistinctareasoflibraryactivity:ResearchandScholarlyCommunication;PartnershipsinInstruction;Access;andInfrastructure.77

Themajoradvisoryandpolicydevelopmentbodiesforlibrary‐relatedactionsand

initiativesaretheFacultyCouncilCommitteeonResearchActivities,Libraries,andSupportServicesandtheUniversityCouncilCommitteeonScholarlyActivitiesandLibraries.In2008,theFacultyCouncilandUniversityCouncilbothunanimouslyendorsedanOpenAccessinitiativeafter18monthsofengagingfacultymembersatBostonUniversityinadiscussionabouttheprosandconsofinstitutionalrepositoriesandresearchingbestpractices.

76SeeSTANDARDTHREE:ORGANIZATIONANDGOVERNANCEformoreonhowBostonUniversity’sstrategicplanhelpsguideandfocusongoingplanningefforts.77TheMugarMemorialLibraryStrategicPlan,2006–2008,isavailableatwww.bu.edu/library/about/strategic‐plan‐9‐6.html.

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TheplannedexpansionofelectronicinformationresourcesmeansthatequitableaccessforallmembersoftheBostonUniversitycommunity,includingdistanceeducationstudentsandotherswhoarenotoncampus,willcontinuetoposeachallenge.TheBostonUniversityLibrariesandtheOfficeofInformationTechnologywillcontinuetomonitortheuseandperformanceofservicesandresourcesprovidedoverthenetwork,inordertoincreaseandimprovetheseservicesinfuture.

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STANDARDEIGHT

PHYSICALANDTECHNOLOGICALRESOURCESDescriptionPhysicalResourcesandCapitalPlanningBostonUniversity’stwoprimarycampusesoccupy133acresintheCityofBostonandTownofBrookline.Together,theycontain320buildingswith14.4millionsquarefeethousing487classrooms,2,022laboratories,23libraries,868faculty,staffandgraduatestudentapartments,andover10,600bedsofundergraduatestudenthousing.TheCharlesRiverCampusishometo13undergraduate,graduate,andprofessionalschoolsaswellasthemajorityofresidentialandextracurricularfacilities.TheMedicalCampus,locatedtwomilesfromtheCharlesRiverCampusinBoston’sSouthEnd,housestheSchoolofMedicine,theGoldmanSchoolofDentalMedicine,andtheSchoolofPublicHealth;thesethreeschools,inconjunctionwithBostonMedicalCenterhospital,comprisetheBostonUniversityMedicalCenter(BUMC).Inaddition,BostonUniversityownsandleasespropertyinmorethanadozencountriesinEurope,Africa,Australia,andtheMiddleEastinsupportofitsInternationalProgramsandthenewlyestablishedBostonUniversityInstituteofDentalResearchandEducationinDubai.78

Inthelastdecade,BostonUniversity’sfacilitieshavegrownby35%intermsofassignablesquarefootage.Growthinthephysicalplant,whichisshowninthetablesbelow,istheresultofcarefulandconsideredspaceplanning,targetedacquisitionofproperties,andnewconstructiontosupportthecoreacademic,research,andstudentlifemission.

Table1:FacilitySummary 1998 2008 Change

LandArea(AcresinBoston&Brookline) 132 133 1%NumberofBuildings 338 320 ‐5% BuildingArea GrossSquareFeet 11,371,736 14,416,530 27%AssignableSquareFeet 6,632,319 8,981,364 35% NumberofClassrooms 459 487 6%ClassroomSeatingCapacity 18,548 20,303 9% NumberofLaboratories 1,530 2,022 32%TeachingLaboratories 575 631 10%ResearchLaboratories 955 1,391 46%LaboratorySeatingCapacity 6,092 9,594 57%

78AcompletelistofinternationalpropertiesisavailableintheExhibitRoom.

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Table2:AssignableSquareFeet 1998 2008 Change

ClassroomFacilities 336,788 359,930 7%Laboratories 768,221 1,059,942 38%Offices 1,284,860 1,729,459 35%StudyFacilities 269,469 290,768 8%SpecialUseFacilities(e.g.,AgganisArena) 417,366 570,745 37%GeneralUseFacilities(e.g.,Fit/RecCenter) 661,033 818,905 24%SupportFacilities(e.g.,parking) 729,412 1,772,037 143%HealthCareFacilities 33,895 46,939 38%ResidentialFacilities 1,762,327 2,182,777 24%UnclassifiedFacilities 368,948 149,862 ‐59%TotalAssignableSquareFeet 6,632,319 8,981,364 35%

AmongthehighlightsofthelastdecadeofgrowthareseveralnewbuildingsontheCharles

RiverCampus.ThelargestnewconstructionistheJohnHancockStudentVillage,builtona10.2‐acresite,formerlytheCommonwealthArmory.Thefirstphaseofconstructionwascompletedin2000withtheopeningofan18‐story,817‐bedapartment‐styleresidencehallinresponsetoconsistentlyhighdemandforon‐campushousingforundergraduatestudents.BostonUniversity’spolicyofguaranteeinghousingforallregisteredfull‐timeundergraduatesforfouryears,combinedwithahighmarketdemandforrentalapartmentsinBostonandsurroundingareas,hasledtooccupancyratesinexcessof100%.Theexcess,typicallyasmallnumberofundergraduatejuniorsandseniors,havevoluntarilybeenassignedtohotelsinsteadofBostonUniversitydormitoriesforalloraportionofthefallsemester.

ThenextconstructionphasefortheStudentVillageledtotheopeningofthe6,500‐seat

AgganisArenaandthe290,000‐square‐footFitness&RecreationCenterin2005.TheFitness&RecreationCenterhousespools,gymnasiums,cardioandstrengthtrainingareas,dancestudios,andanindoortrack,andoffersafullrangeofclassesforstudents,faculty,staff,andtheirfamilies.TheadjacentRyanCenterforSportsMedicine&RehabilitationservesBostonUniversity’sathleticprogramsandalsoprovidespracticaandprepracticaopportunitiesforstudentsinBU’sCollegeofHealth&RehabilitationSciences(SargentCollege).Asecondresidencehall,StudentVillage2,withamixtureofapartment‐styleandsuite‐styleaccommodations,willhouseanadditional960studentswhenitopensinSeptember2009.

ThethirdandfinalphaseofStudentVillageconstructionhasregulatoryapprovalforan

additional525dormitorybeds;itwillbedesignedandconstructedwhenstudentdemandwarrantsandfundingisavailable.

In2005,theResidencesat580CommonwealthAvenueopenedtomeettheneedforadditionalgraduatestudenthousingontheCharlesRiverCampuswithatotalof220apartmentsconsistingof11one‐bedroomand209studioapartments,includinghandicappedaccessiblestudios.PlansfornewgraduatestudenthousingontheMedicalCampusarediscussedintheProjectionsubsection.

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TheLifeScience&EngineeringBuilding,whichalsoopenedin2005,housesfacultyinbiology,chemistry,andbiomedicalengineering.Officesandlaboratoriesarearrangedbyareasofresearchinterest,ratherthanbydepartment,tofacilitateinterdisciplinarycollaboration.TheLifeScience&EngineeringBuildingcontains36laboratoriesandofficescovering184,000squarefeetontenfloors.Thefollowingyear,theSchoolofHospitalityAdministrationmovedtoanewlyacquiredandrenovatedbuildingat928CommonwealthAvenue.

ThelastdecadehasseenamajorimprovementinthepedestrianaspectoftheCharlesRiverCampus.TheCommonwealthAvenueImprovementProjectwasamajorstepforwardinBostonUniversity’seffortstoimprovethestudent,faculty,andstaffexperienceastheymovealongCommonwealthAvenuebyincreasinggreenspaceoncampuswhileatthesametimeimprovingpedestrianandbicyclistsafety.79BypartneringwithcityandstatetransportationagenciesonthereconstructionofCommonwealthAvenuebetweenKenmoreSquareandtheBostonUniversityBridge,theUniversityprovidedover$3millionoffundingfortheinstallationofbenches,trees,flowers,andotherstreetscape,andiscommittedtosupportingtheirmaintenanceandupkeep.

OntheMedicalCampus,BostonUniversitycontinuedtodeveloptheBioSquareResearch

Park,whichisjointlyownedbytheUniversityandtheBostonMedicalCenterhospital.Itisnowthelargestbiotechnologyparkinthecity,withtheadditionofa1,400‐spaceparkinggarageandthecompletionofastate‐of‐the‐art160,000‐square‐footlaboratoryandresearchfacilityat670AlbanyStreet.Thenewbuildingat670Albanysupportsinnovationinbiomedicalresearchandsciencewiththemostmodern,sophisticated,andenergy‐efficientbuildingsystems.ItsenvironmentaldesignprogramearnedthebuildingNewEngland’sfirstLeadershipinEnergyandEnvironmentalDesign(LEED)CertificationforCoreandShellbytheUnitedStatesGreenBuildingCouncil.

CapitalplanningiscarefullydesignedtosupporttheacademicmissionandgoalsofBostonUniversity.Arecentcampus‐widespaceplanningeffort,whichwastiedtotheUniversity’sstrategicplanningprocess,isdiscussedinmoredetailintheProjectionsubsection.Dependingonthecomplexityandcostoftheparticularproject,capitalprojectsarereviewedandapprovedatoneormorelevelswithintheUniversity,fromthejointacademicandadministrativeSpacePlanningandCapitalExpenditures(SPACE)committeetothePresidentandBoardofTrustees.

TheDepartmentofFacilitiesManagement&Planning(FM&P)isresponsibleforthegeneralmaintenanceandrenovationofBostonUniversityfacilities.80Morethan700staffmembersonboththeCharlesRiverandMedicalcampusesworkaroundtheclocktomaintaintheappearanceandoperationofthe320buildingsonbothcampuses.Inadditiontooperatingbudgetfundingforroutinemaintenanceandrepair,BostonUniversityprovidesreservesforunanticipatedemergencyrepairstoensureacademicandresearchactivitieswillnotbeunnecessarilyimpactedbyfacilityrelatedissues.TheFM&Pdepartmentisalsoresponsibleforallnewconstructionandcapitalimprovementssuchasthe960‐bedStudentVillage2dormitory,the$2milliontotal

79Seewww.bu.edu/cap/faqs/index.html.80Seehttp://128.197.213.101/bupp/about.shtml.

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renovationoftwoCollegeofArts&Sciencesauditoriainthesummerof2008,anda$25millionupgradeoftheheatingandcoolingsystemintheMetcalfCenterforScience&Engineering.

AcademicspaceplanningandrelatedmattersarecoordinatedontheCharlesRiver

CampusbytheOfficeoftheProvost.WithintheOfficeoftheProvost,thedirectorofacademicfacilitiesservesastheprimaryliaisonwiththeDepartmentofFacilitiesManagement&Planningandacademicunits,andsetsprioritiesforacademicspaceprojects.MedicalCampusspaceplanningiscoordinateddirectlybytheMedicalCampusProvost’sOfficewithFacilitiesManagement&PlanningandtheUniversity’sVicePresidentforOperationswhooverseestheadministrationofboththeUniversity’sfacilitiesandMedicalCampusbusinessaffairs.

Thedirectorofacademicfacilitiesalsoservesastheco‐chairoftheoperations

subcommitteeoftheSpacePlanningandCapitalExpenditures(Sub‐SPACE)Committee.TheoperationssubcommitteeisresponsibleforreviewingallprojectsontheCharlesRiverCampusinvolvingchangesintheuseorassignmentofexistingspace.Examplesincludetherenovationoflaboratoryandofficespacesfornewfacultymembersandtherelocationofadministrativeofficesbetweenbuildings.TheSub‐SPACEcommitteereviewsprogrammaticneeds,identifiesalternativespacesolutions,validatesprojectscopeandcostestimates,andverifiesthatfundingsourceshavebeenidentifiedbeforerecommendingaprojecttotheSPACECommitteeforreviewandapproval.TheCharlesRiverCampusSub‐SPACEcommitteereviewsapproximately100projectsannually.AsimilaroperationscommitteereportingtotheMedicalCampusProvostreviewsspaceneedsontheMedicalCampus.ProjectsoneithercampusrequiringacommitmentofUniversitycapitalbudgetfundsarereferredtotheprimarySPACECommitteeforapproval.

TheSPACEcommittee,whichwasestablishedin2006,consistsofmembersofthe

University’sseniorleadership,includingthePresident,UniversityProvost,ProvostoftheMedicalCampus,ExecutiveVicePresident,Treasurer,andVicePresidentforOperations.Theirreviewandapprovalisrequiredtoreassignspacebetweenacademicoradministrativeunitsandforthefundingofallmajorcapitalprojects.TheSPACEcommitteedealsprimarilywithallocationandimprovementofspacewithinexistingbuildings.Decisionsrelatingtopropertyacquisitionsanddispositions,bothbuildingsandland,mustreceiveapprovalfromboththePresidentandtheBoardofTrustees.

TechnologicalResourcesBostonUniversityprovidesawidearrayofcomputing,communications,andinformationresourcesandservicescommensuratewiththeUniversity’ssizeandcomplexity.Generalpurposepersonalcomputinglabs,throughouttheCharlesRiverandMedicalcampuses,offeraccesstoavarietyofpopularPCsoftwareandhigh‐speedprinting.ThesefacilitiesincludePClabs,technology‐enhancedclassrooms,specializedworkstations,localservers,anddiscipline‐specifichardwareandsoftware.Centrallyadministeredserversprovideemailservicesformorethan35,000users,aswellaswebsitehostingandabroadrangeofsoftware(e.g.,mathematical,statistical,andscientificsoftware;programminglanguages;andtextprocessingandgraphicspackages).Manyschools,colleges,anddepartmentshavealsodevelopedfacilitiestoservetheirspecificcommunities.

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Planningandsupportforinformationtechnologyusedininstruction,research,andadministrationisledbytheOfficeoftheVicePresidentforInformationSystems&Technology(IST).Approximately280full‐timeISTstaffmembersareresponsibleforplanning,programming,consulting,systemsanddatabaseadministration,security,andoperationsforabroadrangeofcomputer,network,telecommunications,andinformationsystems.Anadditional175staffmemberssupportinformationtechnologywithintheUniversity’sschools,colleges,andotheracademicandadministrativeunits.Intheaggregate,BostonUniversityspendsmorethan$60millionannuallyinsupportofinformationtechnology. Acentrallyadministeredcampusnetworkprovideshigh‐speedaccesstoemailandtheInternet.TheBostonUniversitywirelessnetwork,operatingatspeedsupto54Mbps,isincreasingitsreachacrossbothcampuses.Wirelesscoveragesofarincludesalllibraries,largeresidencehallstudylounges,campusdiningfacilities,andathleticfacilities,andmanydepartments,classrooms,andresearchlabs.

BostonUniversityisanactiveparticipantintheInternet2project,acollaborationamong

morethan200researchuniversitieswhichaimstodevelopthenextgenerationofnetworkapplicationstomeetemergingrequirementsforinformationtechnologyinresearchandeducation.TheUniversityisalsoafoundingmemberoftheNorthernCrossroads(NoX),anaffiliationofNewEnglandinstitutionswithacommonneedforadvancednetworking.TheNoXoperatesahigh‐performanceregionalexchange,andtheUniversityisconnectedtothisfacilityatbillionsofbitspersecond.

TheOfficeofInformationSystems&Technologycontainsseveralsmallerunitsincluding

ScientificComputing&Visualization,thePersonalComputingSupportCenter,andNetworkedInformationServices.

ScientificComputing&Visualizationprovidesanumberoffacilitiesandservicestosupport

researchandteachinginareasrequiringextensivecomputation,advancedcomputergraphics,orscientificvisualization.TheseresourcesaremanagedinclosecollaborationwiththeBUCenterforComputationalScience,aninterdisciplinaryacademiccenterthatfostersresearchandinstructionincomputationalscience.Applicationareasincludescientificandengineeringsimulation,dataanalysisandvisualization,imagemanipulation,andgraphicandfinearts.

ThePersonalComputingSupportCenter(PCSC)analyzesthepersonalcomputingneedsofindividualsanddepartmentsandrecommendsappropriatesolutions.PCSCofferssupportbyphoneandinperson,andalsoprovidesfreehands‐ontutorialsandtrainingforstudents,faculty,andstaffforavarietyofpopularapplications. NetworkedInformationServices(NIS)helpsguide,coordinate,andsupporttheUniversity’seffortstoharnesstheevolvingcapabilitiesoftheWeb.NISdevelopsWeb‐basedapplications,administersservers,designsandmaintainswebsites,teachestutorials,providesconsulting,conductswebcasts,producesmultimediapresentations,andbringsnewweb‐basedtechnologiestocampus.NISoffersandsupportsnumeroustechnologiesforinstructionaluse—includingBlackboard,Vista,andWebCT—currentlyusedbyabout1,500facultymembers,andaclassroomrecordingsystemthathasrecorded1,600lecturessinceitslaunchin2006.

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AstheWebhasbecomeestablishedasaconsistentdeliveryplatformforinformationsystems,allowingdatabasesandinformationservicestobewoventogetherseamlessly,theOfficeofInformationSystems&TechnologyhasdevelopedWeb‐basedapplicationstoimprovethequality,effectiveness,andefficiencyofmanyprocessesassociatedwithstudentservices.Theseapplicationsallowstudentstoaccesstheirrecordsandregisterforclassesonline;viewcourseandexamschedulesandfinalgrades;verifytheiraccountstatus;updatecontactinformation;viewjoblistings;andcompletefinancialaidinterviews.Facultymembershaveaccesstoclasslists,grades,transcripts,mid‐semesterprogressreports,andcentralizednotessystemsthatsupportadvising.Searchableonlinecoursecatalogsareusefulforstudentsandfacultyalike.

BostonUniversity’spoliciesandproceduresregardingtheethicaluseofinformation

technologyandsystemsareclearlyarticulatedandavailableonline:ConditionsofUseandPolicyonComputingEthics81;InformationSecurityManagementGuidelines82;PolicyonStudentWebPages83;andInformationSecurityPolicy.84AccesstocomputingandinformationresourcesatBostonUniversityisgrantedonlyafteranindividualagreestoconformtothesepolicies.Issuesrelatingtocopyrightarecontainedinadditionalpolicies,andarediscussedwithincomingstudentsandtheirparentsatSummerOrientationsessions.

StaffinInformationSystems&Technologymonitorandensurethesecurityofnetworkedinformationservices.85Noticesofpossibleillegalorinappropriateaccesstotheseservices,orthemisuseoftheseservices,arecarefullyinvestigatedbylibraryandISTstaff.TheseofficesworkcloselywiththeOfficeoftheGeneralCounselregardingpossibleviolationsrelatedtothesharingofcopyrightedmaterials.AppraisalPhysicalResourcesandCapitalPlanningBostonUniversityworkscarefullyanddeliberatelytoensurethatitsfacilitiesarewellmaintainedandappropriatetomeettheinstitution’steaching,research,andstudentlifegoalsandobjectives.TheUniversityinternallysupportstheoperationandmaintenanceofitsbuildings24hoursaday,365daysayear,throughtheeffortsof443custodialstaffand206electrical,carpentry,plumbing,andheatingtradeprofessionals.

Student,faculty,staff,andvisitorsafetyisofparamountimportance.BostonUniversity’s

facilitiesandenvironmentalhealthandsafetymanagementandprofessionalstaffensurethatbuildingscomplywithapplicablecity,state,andnationalrequirementsrelatingtoteaching,research,residential,office,andrecreationaloccupancyanduse.Thecomplianceeffortincludesoversightofcompliancewithfederal,state,andlocalenvironmentalregulationsinareassuchasradiationsafety,laboratorylicensingandmaterialsmanagement,properdisposalofrefrigerants

81Seewww.bu.edu/computing/policies/ethics.html.82Seewww.bu.edu/computing/policies/infomanagement.html.83Seewww.bu.edu/computing/policies/student.html.84Seewww.bu.edu/computing/policies/infosecurity.html.85Policiesandproceduresaredocumentedonlineatwww.bu.edu/infosecandwww.bu.edu/security.

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andelectronicequipment,andasbestosabatementinadditiontostateandlocalbuildingcodeandordinancesrequiringinspectionandlicensingoffiresafetysystems,elevators,andalldiningandhousingoperations.

BostonUniversityguaranteeshousingforallfull‐time,registeredundergraduatesforfouryears.EffortstoincreaseboththequantityandqualityofundergraduatestudenthousingareevidentintheconstructionofthenewStudentVillage2suite‐andapartment‐stylehighrise,historicpreservationofBayStateRoadbrownstoneresidences,andtherenovationofmajordiningfacilitiesservingeachresidentialarea.Housingissafe,affordable,andwellmaintained.TheOfficeofResidenceLife,withmorethan300staffmembersoverseenbysixAreaDirectors,managestheday‐to‐dayoperationsofmorethan150residencehalls.ResidenceLifestaffliveineachUniversityresidencehall.AseparateOfficeofRentalPropertyManagementoverseesrentalhousingforgraduatestudents,faculty,andstaffwholiveinBostonUniversityproperties.

BostonUniversityisalsocommittedtosustainablecampusdevelopmentandoperationsthatprotecttheenvironmentandprovidehealthy,safe,andaccessiblefacilitiesforallstudents,faculty,staff,andvisitors.TheUniversityhasestablishedastandingcommitteetoassessandimprovetheaccessibilityofitsfacilitiesforthosewithdisabilities.Anumberofimprovementssuchasautomaticdoors,ramps,andwheelchair‐accessiblerestroomshavealreadybeenmadeintheCollegeofFineArts,theGeorgeShermanStudentUnion,theSchoolofMedicine,andseveraldormitories.BostonUniversity’songoingcommitmenttocampussustainabilityincludetherecentformationofajointfacultyandadministrationsteeringcommitteeandworkinggroupsthatincludefaculty,staff,undergraduates,andgraduatestudentstocoordinateactivitiesthatfurthertheday‐to‐daypracticeofsustainablecampusoperationsandlife.

Spaceplanningiscloselytiedtoacademicandotherinstitutionalgoals.In2006,BostonUniversityinitiatedaCharlesRiverCampusplanningprocessinconcertwiththeUniversity’sstrategicplanningeffort.Whileindividualschoolsandcollegesweredevelopingtheirunit‐levelplans,theOfficeoftheVicePresidentforOperationsundertookastudyoftheurbandesignandbuiltenvironmentoftheCharlesRiverCampustobegintoidentifyingopportunitiesforpropertydevelopment.ThisassessmentofpotentialdevelopmentareaswasdeliberatelytimedtoalignwiththedevelopmentoftheUniversity‐widestrategicplanwhichincludesspecificgoalstoenhancespacesdedicatedtotheacademicprogram,studentservices,andstudentlife. BostonUniversityincludesfacultymembersandacademicleadersinspaceplanning.Requestsandcommentsfromfacultyanddeansareconsideredcriticaltothedevelopmentofalllarge‐scalecapitalplanningatBostonUniversity.BoththeSPACEandSub‐SPACEcommitteesworkcloselywithdeansanddepartmentchairstoplan,fund,andimplementmajorrenovationsandnewconstruction.Spacerequirementsareconsideredanddiscussedateachschool’sannualoperatingbudgethearingwiththeProvostandsenioradministrators,includingthePresidentandExecutiveVicePresident.

Individualschoolsandcollegesareatvariouspointsinevaluatingcurrentandfuturespacerequirements.BecauseoftheemphasisplacedontheSchoolofLawandtheCollegeofFineArtsintheUniversity’sstrategicplan,bothrecentlycompletedathoroughanalysisoftheirspaceneedsandhavedevelopedbuildingplans.PlanningfortheexpansionandrenovationoftheSchoolofLawisongoingandconstructionwillbeginassoonastheregulatoryprocessandfundraisingare

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complete.CollegeofFineArtsrenovationhasbeenplannedandisbeingexecutedinaphasedapproach.InfrastructureandVisualArtsprogrammoveswerecompletedinthesummersof2007and2008toenabletheinstallationofstate‐of‐theart,self‐containedmusicpracticeroomsinAY2008–09.TheCollegeofCommunicationandCollegeofArts&Scienceshavesurveyedorareintheprocessofsurveyingfacultymembersanddepartmentchairstodeterminebothshort‐andlong‐termprogramneeds.Thedevelopmentofprogramspacerequirementsisfacilitatedbyengagingarchitecturalandconsultingfirmswithspecificexpertiseineducationaswellasindustryspaceplanning.Otherschoolsandcolleges(DentalMedicine,SocialWork,andManagement)haveidentifiedspecificprogramrequirementsandwillalsobeginspaceplanningcyclesinthenearfuture.

Insum,theassessmentoftheadequacyofthe481classroomsand2,006laboratories(July,2008)thatcompriseBostonUniversity’stwomaincampusesisamongtheinstitution’shighestprioritiesandonethatmustbecontinuouslyandsystemicallyaddressedthroughtherenewalandrenovationofclassroomandacademicsupportspacesandthedevelopmentofnewbuildings.ThisprocessisdirectedbyprioritiesestablishedthroughthestrategicplanningprocessandcoordinatedwiththeUniversity’scapitalplanningandfundraisinginitiatives.TechnologicalResourcesTheOfficeofInformationSystems&TechnologymaintainsconstantcommunicationwiththeBostonUniversitycommunitythroughmanypointsofcontactwithstudents,faculty,andstaff.Theseinclude:

Ahelpdeskforemailandcentralcomputingresources,open95hourseachweek(walk‐in,telephone,andemail);

AhelpdeskatthePersonalComputingSupportCenter(PCSC)forallissuesrelatedtopersonalcomputing,open55hourseachweek(walk‐in,telephone,email,andwebsite);and

Emailandtelephonehotlinesforissuesrelatedtothenetwork,security,andtheLink.TheLinkreferstoavarietyofWebapplicationsthatcollectivelymanageandorganizeavarietyofadministrativeinformation;theLink,whichisavailable24hoursaday,issubdividedbasedonuseamongtheFacultyLink,EmployeeLink,BusinessLink,Faculty/StaffLink,andStudentLink.86FromDecember2007throughNovember2008,thereweremorethan1.5millionrequests

toviewinformationonthePCSC’swebsite.Duringthesameperiod,thetwohelpdesksrespondedtoquestionsposedinmorethan27,000telephoneandwalk‐inrequestsandmorethan5,000emailrequests.ThesedailycontactswithmembersoftheBostonUniversitycommunityallowstaffinInformationSystems&Technologytomonitorthequality,quantity,andappropriatenessofthetechnologicalresourcestheirofficeprovides.

InformationSystems&Technologyalsomaintainsandtracksdetailedmonthlystatisticson

howtheresourcestheyprovide—includingemail,application,andinformationservers;printers;

86Seewww.bu.edu/it/about/thelink.htmlforadescriptionofservicesofferedoneachbranchoftheLink.

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PClabs;directory,network,backup,support,training,telecommunications,andsupercomputingservices—arebeingused.Thisinformationallowsstafftomonitortheadequacyofexistingresourcesandensurethatanydeficienciesareidentifiedandaddressed.ISTstaffalsoregularlytestandreevaluateemergencyanddisasterrecoveryprocedures.ProjectionPhysicalResourcesandCapitalPlanningSpaceplanningatBostonUniversitywillcontinuetobedrivenbythestrategicplan.AmongtheapprovedandplannedcapitalprojectsdirectlyconnectedtooneormoreoftheeightgoalsarticulatedinthestrategicplanaretheconstructionofnewfacilitiesfortheSchoolofLawandtheCollegeofFineArts,aswellasnewundergraduateacademicspacesandanewstudentservicescenter.

Theproposedundergraduateacademiccenterisadirectoutgrowthofthesecondandthirdgoalsofthestrategicplan(“Strengtheningtheexcellenceofourundergraduateeducation”and“StrengtheningtheCollegeofArts&Sciencesascentraltothequalityofouracademicprograms”),andwillalsohelpadvancetheaimsofBostonUniversity’sfirststrategicgoal(“Strengtheningthequalityofthefaculty”).Thestrategicplancalledforthehiringof100newfacultymembersintheCollegeofArts&Sciencesoverthenexttenyears.Theundergraduateacademiccenter,whichcouldbebetween200,000to300,000squarefeet,willhelpmeettheaccompanyingneedfornewclassroomandofficespace.

Planningfortheundergraduateacademiccenterhasbegunwithasurveyofthespace

requirementsofeachofthedepartmentsintheCollegeofArts&Sciences,excludingonlythoselaboratory‐basedprogramssupportedbytherecentadditionofthenewLifeScience&EngineeringBuildingandtherenovationofotherlaboratorybuildingspaces.ThedeanoftheCollegeofArts&Sciencesisnowworkingwithafacultysteeringcommitteetoreviewthisinformationandidentifydepartmentswiththegreatestneed.Thesteeringcommitteehasalsobeenaskedtoconsiderwhichdepartmentswouldbelikelytobenefitfromphysicalproximitytooneanother(inordertoproduceaconfigurationakintothatintheLifeScience&EngineeringBuilding,whichhasencouragedcollaborationandcross‐pollinationofideasamongphysicists,biologists,andbiomedicalengineers).Aftertheprogrammaticassessmentofspaceneedsiscomplete,thelocationofthenewundergraduateacademiccenterwillbeselectedfromamonganumberofpotentialsites.

TheplannedstudentservicescenterisalignedwiththefourthgoalofBostonUniversity’sstrategicplan(“Strengtheningthestudentresidentialcommunityandthestudentexperience”).Anewbuildingwillprovideacentralfacilityforofficesanddepartmentsthatarecurrentlyscatteredacrosscampus,includingCareerServices,theEducationalResourceCenter,andtheCommunityServiceCenter.Programanalysisiscomplete,andtheprocessofevaluatingalternativesitesandfundingplansiscurrentlyunderway.

Relatedtothisgoalareplansforadditionalstudenthousingandexpandedathleticandrecreationalfacilities.TheopeningofthefirstphaseoftheStudentVillagein2000helpedmeetsomeofthedemandforon‐campushousing.Atpresent,BostonUniversityprovideshousingfor

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10,629undergraduates,orapproximately73.4%oftheundergraduatestudentbodyneedinghousing.87WhenthesecondphaseofStudentVillagehousingiscompleted,thatpercentageisexpectedtoriseto77.9%.Ifenrollmentremainssteady,theopeningofthethirdphaseofStudentVillagehousingwouldbringthisfiguretoapproximately81.5%.88

Thestrategicplanalsocallsforstrengtheningfourkeyprofessionalschools:CollegeofFine

Arts,SchoolofLaw,SchoolofManagement,andSchoolofMedicine.Tothisend,BostonUniversityhascompletedathoroughassessmentofspaceneedsfortheSchoolofLawandtheCollegeofFineArtsandismovingforwardwithplansforthephasedconstructionofnewspaceandtherenovationofexistingbuildings.

ImprovementstotheSchoolofLawarefocusedonthenumberandsizeofclassrooms,the

amountofspaceavailableforstudentandfacultyinteraction,andtheamountofstudyspaceinthePappasLawLibrary.Inaddition,thecurrent18‐storytower,whichwasbuiltintheearly1960stohouseboththeSchoolofLawandtheSchoolofEducation,lacksthemechanicalsystemsandroomdesignsneededtosupportcurrentandfuturepedagogy.Inconsultationwithlawfacultyandstaff,BostonUniversityconsideredoptionsincludingthereplacement,renovation,andexpansionofthecurrentfacilities.Itwasagreedthattwoadditionstothecurrentbuilding,withthefirstadditionaddressingclassroomandlibraryneeds,wouldbethebestsolution.Aphasedapproachthatisbothlogisticallyandfinanciallyfeasiblehasbeendevelopedandendorsedbythefaculty.Plansfortherenovationandadditionsarecurrentlyintheschematicdesignstage;theregulatoryapprovalprocessisexpectedtobeginin2009.

FacilitiesfortheCollegeofFineArts,whichishometoconservatoryprogramsinmusic,

thevisualarts,andtheatre,arealsoidentifiedasastrategicpriority.Currentstudioandclassroomspacesat855CommonwealthAvenuehaveinadequaciesintheventilationsystems,difficultieswithnoisecontainment,andothersignsofafacilityattheendofitseconomicusefullife.Workingwiththedeanandthefaculty,amulti‐phaseplanwasdevelopedthatwillimprovefacilitiesforeachoftheSchoolofMusic,SchoolofVisualArts,andSchoolofTheatre.Thefirstphaseoftheplan—a$7millionupgradetothemechanicalandelectricalinfrastructureofthemainbuilding—iscomplete.Thesecondphaseisongoing,andwilleventuallyleadtothereplacementofthecurrentinventoryofpracticeroomswith125specializedacousticchambersatacostof$16million.Laterphases,whichwillbeinitiatedasfundsareraised,willbeusedtoexpandthepracticespaceforensembles,toaddadditionalloungeandgalleryspaces,andtoupgradethetwoperformancehalls.TechnologicalResourcesBostonUniversityhasbeenapioneerinmanyaspectsofinformationtechnologyplanningandsupport.Whilepastaccomplishmentsprovideastrongfoundationforcontinuedprogress,severaltrendssuggestthattherewillbemanynewchallengestoaddressinthenextdecade:

87Thenumberofundergraduatesneedinghousingisdeterminedbysubtractingfromthenumberoffull‐timeundergraduatesthosestudentswholiveathomeinBostonandsurroundingcommunitiesandwhocommutetoBU.Infall2008,14,486undergraduatestudentsrequiredhousingoutofatotalof15,540full‐timeundergraduates.88ActualpercentageswilldependonenrollmentnumbersandthefinaldesignofStudentVillagePhase3.

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Thegrowingpervasiveness,importance,andcomplexityoftechnologyinresearch,

education,andadministration,andtheexpandinggapbetweensupplyanddemandfortheresourcesnecessarytoaccommodateitcoherently,reliably,resiliently,andsecurely;

Rapidchangesinwhatitmeanstobeauniversity,influencedbyfactorssuchaslife‐longlearning,distanceeducation,globalization,andthediffusionofboundariesassociatedwiththeconventionalacademiccalendar,andtheimpactofthesechangesonthesystemsrequiredtosupportthem.

Thegrowingdemandfromstudents,faculty,andstaffformobiletechnology,andthecommensuraterequirementsforwirelessnetworks,convergedandunifiedservices,andmorerobustandgranularsecurityconsiderationsandcontrols,and;

Expandingrequirementsforresearchcomputingandthehigh‐performancecomputationalresources,power,andinfrastructurenecessarytosupportthem.

TohelpensurethatBostonUniversityiswellpositionedtomeetthesechallenges,theUniversityrecentlyengagedtheHuronConsultingGrouptoperformacomprehensive,multiphaseassessmentofinformationtechnologyandsupport.Theiranalysisspanssupportforadministrative,instructional,andresearchcomputingandmakesawiderangeofrecommendationsassociatedwithimprovedgovernanceandmoreoptimalorganizationalstructure.Overall,theirrecommendationsareaimedatensuringsupportforinformationtechnologyismorestrategic,anticipatory,participatory,transparent,service‐oriented,andresponsive.Theirassessmentalsohighlightstheneedtobolstersupportforinstructionaltechnology,andBostonUniversityiscommittedtoaddressingthisneed. BostonUniversityisalsoactivelyengagedinseverallarge‐scale,multiyearinitiativesaimedatreplacingandupdatinganumberofsystems.Theseincludehumanresources,financial,andpurchasingsystems,aswellassystemssupportingresearchcomplianceandpre‐andpost‐awardgrantandcontractadministration.Collectively,theseeffortstoselectandimplementmodernandefficientfinancial,humanresources,andprocurementsystemsareknownasBUworks;anoverviewofBUworkswithprojectphasesandteams,FAQs,andnewsupdatesisavailableonline.89

89Seewww.bu.edu/buworks/index.shtmlfordetails.

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STANDARDNINE

FINANCIALRESOURCESDescriptionAuthorityFiduciaryresponsibilityforBostonUniversityisvestedintheBoardofTrusteesundertheUniversity’sCharterandBy‐Laws.TheBoardhasformanyyearsexerciseditsfiduciaryoversightthroughthreecommittees:theFinanceandBudgetCommittee,theAuditCommittee,andtheInvestmentCommittee.

TheFinanceandBudgetCommittee’sresponsibilityistoreviewbudgetspreparedbyUniversityadministratorsandrecommendtheiradoptionormodificationtotheBoard;thiscommitteealsomonitorsBostonUniversity’sbudgetperformanceandmayrecommendbudgetstrategies,standardsofoperation,andbudgetarygoalsforadoptionbytheBoard.AsubcommitteeoftheFinanceandBudgetCommitteeisspecificallychargedwithreviewingcampusplanning,disposalsoracquisitionsofproperties,andotherrealestatemattersunderconsiderationbyBostonUniversity.

TheAuditCommitteeoverseesBostonUniversity’sfinancialsystemsandaccountingpractices,andalsoappointsandmonitorstheworkoftheUniversity’sexternalauditor,PricewaterhouseCoopersLLP.PricewaterhouseCoopersperformsanannualauditofBostonUniversity’sfinancialstatementsaswellasareviewoftheUniversity’sfederallysponsoredresearchandfinancialaidprograms,asrequiredundertheOfficeofManagementandBudget(OMB)CircularA‐133.ExternalauditorsmeetatleastthreetimesayearwiththeBoardofTrustees’AuditCommitteetopresentreportsandofferadviceasneeded.Pricewaterhouse‐Coopersalsopreparesanannualmanagementletter.Universityadministratorsmustrespondtoanyissuesraisedinthemanagementletterandoutlineactionstheyhavetaken,orproposetotake,toaddressthem.TheAuditCommitteerequestsstatusreportstoensurethattheactionsplannedbymanagementhavebeenimplemented.

TheInvestmentCommitteeisresponsibleforandoverseesthedevelopmentoftheUniversity’slong‐terminvestmentstrategy.In2007,BostonUniversityestablishedanInvestmentOfficeandhireditsfirstChiefInvestmentOfficer(CIO),avicepresident–levelsenioradministrator,toprovidefull‐time,day‐to‐dayoversight,management,andmonitoringoftheUniversity’slong‐termpooledendowmentassets.SpecificresponsibilitiesoftheInvestmentOfficeandtheCIOincludeportfoliopositioning,managerselection,andperformancereporting,aswellasadvisingtheInvestmentCommitteeinestablishingriskandreturnobjectivesandinvestmentpolicy.TheBoardofTrusteestransferredtheregulardailyresponsibilityofmanagingtheendowmenttotheInvestmentOfficeinacknowledgementofthreeimportanttrends:alargeandincreasingnumberofalternativeassetstrategies,thegrowingcomplexityofunderstandingthesourcesofreturnandrisk,andtherisingstandardsoffiduciaryprudence.Theattentionofaskilledfull‐timestaffhasallowedformorerigorousresearchandanalysis,moreefficientuseofInvestmentCommitteeinputandoversight,andanimprovedplatformfordecisionmaking.Endowmentandsimilarfund

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assetsincreasedbyanetamountof$44.1millionor3.9%inFY2008,andtotaledanall‐timehighof$1.18billionasofJune30,2008.

BostonUniversityhasanestablishedrecordasacarefullymanaged,fiscallyresponsible,

andprudentinstitution.Withouttheadvantageofalargeendowment,BostonUniversityhasbuiltafinancialmodelbasedonrevenuegenerationandexpensecontroltoaccomplishitseducationalmission.Byrunningauxiliaryoperationsasprofitcentersandexercisingbudgetarydiscipline,BostonUniversitygeneratesfundsforinvestmentstosupportandenhancetheacademicprogramandstudentexperience.BostonUniversityhasnothadanoperatingdeficitsince1971,andachieveditsbestoperatingresultstodateinfiscalyear(FY)2008,whichranfromJuly1,2007throughJune30,2008.InFY2008,BostonUniversityincreaseditsnetassetsbymorethan$37.7million.Overthepastfivefiscalyears,fromFY2004toFY2008,theUniversity’stotalnetassetsincreasedby49%andcashflowfromoperationsincreasedby190%.

Targetedtransfersfromtheoperatingbudgettotheendowment,toschoolandcollegereservesdesignatedprimarilyforprogrammaticneedsandnewacademicinitiatives,andinsupportofphysicalplantrenewalandreplacementtotaled$109.7millioninFY2008.OperatingbudgettransferstotheendowmentincreasedsignificantlyinFY2008to$29.2million,amorethantenfoldincreaseoveroperatingtransferstotheendowmentmadeineachofthelasteightfiscalyears.AmajorportionofthefundingforthesetransferswasgeneratedfromseveralnonrecurringtransactionsduringFY2008,includingtheproceedsfroma“swaption”contractoptionpayment($10million);thesaleofpropertyinTyngsboro,Massachusetts($6.5million);theHillelHousepurchaseescrowfunding($8.0million);andrealizedgainsfromtheliquidationofanincubationcompany($1.2million).ThesefundswillpositivelyimpactthepresentandfuturelevelofBostonUniversity’s“ExpendableResources”andserveasapositivefactorinevaluationsoftheUniversity’sfinancialstrengthfromacreditperspective.

BostonUniversityderivesitsoperatingrevenuefromfivemainsources:tuitionandfees;SponsoredProgramsactivities;auxiliaryenterprisessuchashousing,dining,andparking;salesandservices;andgifts.Additionalrevenuesarereceivedfrominvestmentincomeandavarietyofprogrammaticsupport.Totaloperatingrevenuesof$1.46billioninFY2008representeda5.16%increaseoverthepreviousyear.EnrollmentinFY2008totaled24,098full‐timeequivalents—anincreaseof231fromFY2007.TuitionandfeerevenueinFY2008totaled$933.3million—anincreaseof$51.3million,or5.8%,whichisattributablebothtothe4.7%increaseintuitionandfeechargesfromFY2007andtotheincreasedenrollment.Auxiliaryenterpriseactivitiesprovided$238.8millioninrevenueinFY2008—a5%increasefromFY2007.SponsoredProgramsactivities,exclusiveofAgencyAccounts,increasedby$10.4million,or3.3%,inFY2008.Directcostsreimbursedfromgrantsandcontractsincreasedby1.2%,whileindirectcostsrecoveredincreasedby6.3%.

Fiscalyear2008operatingexpensestotaled$1.40billion,reflectinga4.9%increaseinexpensesfortheyear.CompensationandbenefitscostsrepresentedslightlymorethanhalfofBostonUniversity’stotaloperatingexpensesineachofthelasttwofiscalyears.Thesecoststotaled$878.7millioninfiscalyear2008,anincreaseof5.5%overthepriorfiscalyear.Instructionandresearchexpensesincreased$17.1millionfromthepriorfiscalyear,or3.8%.Togethertheseexpensesrepresentthesalaries(exclusiveoffringebenefits)andoperatingexpenses(excludingfacilitycosts)foralloftheUniversity’sacademicunits.Thegrowthintheseexpensescanbe

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attributedtosalaryincreases,newfacultypositionsandadditionalsupportofacademicprograms,andinflationaryadjustmentsforoperatingexpensesduringthepastfiscalyear.

BostonUniversity’slong‐termliabilities—consistingofbonds,notes,andmortgagespayable—totaled$1.267billiononJune30,2008.TheUniversitystrivestopreservefinancialflexibilitythroughaccesstocapitalmarketsatcompetitiveinterestratesandlong‐termdebtcapacity.BostonUniversityissuesacombinationoffixedandvariableratedebttofundnumerousprojects,includingacademicfacilities,residentialhousinganddiningfacilities,andotherprojectsinsupportofitsmission.AsofJune30,2008,BostonUniversity’sweightedaveragecostofcapitalwas3.7%unhedgedand5.1%includingvariableinterestratehedges.BostonUniversityusesinterestrateexchangeagreementstomanageinterestrateriskassociatedwithvariableratedebt.AsofJune30,2008,exclusiveofinterestrateexchangeagreements,$468million,or37%,oftheUniversity’sdebtportfoliobearsfixedratesofinterest.Interestrateexchangeagreementseffectivelyfixinterestratesonanadditional$594millionofdebtprincipal,increasingtheUniversity’sfixedratedebtto$1.1billion,or85%ofthetotaldebtportfolio.Presently,BostonUniversityisratedA2byMoody’sandA‐byStandard&Poor’s.90

InMay2008,BostonUniversityfinalizedtermsfortheissueof$200milliontax‐exemptdebt.Thestructureofthisfinancingisintheformof$150millionmultimodalvariableratedemandbondswithanoverlayofaninterestrateswapagreement,resultinginasyntheticfixedrateof3.97%.Theremaining$50millionwasissuedasafixedrateputbondwithatermof13monthsatarateof2.0%.InadditiontheUniversityrefinanced$336.4millionoftheexistingSeriesQandRtax‐exemptinsureddebtandconverted$134.2ofSeriesNtaxableinsuredauctionsecuritiesfromanMBIAinsuredsecuritytoaletter‐of‐credit‐backedissuance.ThesestepsareproactivemeasurestakenbyBostonUniversityinresponsetodeteriorationofthecreditqualityandratingsofsomeofourbondinsurers.BudgetandMonitoringProcessBostonUniversity’sannualbudgetprocessbeginsinAugustoftheprecedingfiscalyear.Forexample,theFY2010budgetdevelopmentprocessbeganinAugust2008.Theprocessbeginswithathoroughanalysisoftheprioryear’sactualrevenueandexpenditurescomparedtobudget.Byreviewinghistoricalperformancepriortothedevelopmentofnewbudgets,administratorsatalllevelsoftheUniversitycanidentifyareaswhereperformancedidnotalignwithexpectationsandensurethatallmajorcostcomponentsofthebudgetarefullyunderstoodbymanagersandappropriatelyfunded.ThisanalysisissuppliedtoPricewaterhouseCoopers,forincorporationintotheirauditworkpapersandfindings.

Simultaneouswiththeannualresultsanalysis,theBudgetOfficewillsendrequeststodepartmentssotheycanprovidemultiyearprojectionsofkeybudgetdrivers,suchasenrollment,tuition,studentfinancialaid,debt,utilities,inflation,salariesandbenefits,andacademicprogrammaticenhancements.Anyassumptionsonreserverequirementsandnondiscretionaryinflationaryitemsarealsoincluded.Thisdataissummarizedandreviewedbysenior

90InFebruary2008,Standard&Poor’sRatingServicesraiseditslong‐termratingonBostonUniversitydebttoA‐fromBBB+.Moody’supgradedBostonUniversity’sratingtoA2fromA3inMay2008.

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administrators,andinitiatestheformalbudgetdevelopmentprocessforthesubsequentfiscalyear.Belowaresomeexamplesofwhatisincludedinthemultiyearprojections:

Multiyearprojectionsofenrollmentandtuitionincomeincludeassumptionsaboutthe

numbersofenteringstudentsineachofthefallandspringsemesters(separateestimatesarepreparedforfreshman,undergraduatetransferstudents,graduatestudents,andnon‐degreestudents).ProjectionsalsotakeintoaccountthenumberofstudentswhoareexpectedtoleaveBostonUniversity,duetograduationorforotherreasons.Finally,projectionsincludeassumptionsoffinancialaidexpenses.

Multiyearprojectionsfordebtaccountfortheeffectsofanynewbondissues,additionaldraw‐downofexistingissues,balloonpayments,and/orreservesforpotentialinterestratefluctuationsonvariable‐rateissues.Aftersenioradministratorscompletethisreviewandfinalizetheirassumptionsfollowing

theAugustmeeting,theBudgetOfficesetspreliminarybudgettargetsforindividualunits,usingthemonthendAugust31budgetsasabase.Thesearebasedonanunderstandingoftheunits’budgetarysituationandstrategicplanningfortheUniversityasawhole.ThesetargetsaresentoutinthebeginningofSeptembersothatdetailedbudgetdevelopmentcanbegin.Budgetdevelopmentmaterial,includingbudgettargetamounts,detailedbudgetreports,andpoliciesrelatingtothesubmissionofbudgetproposals,areissuedtothedeans,vicepresidents,andotherunitdirectorsatthistime.Eachunitisrequiredtosubmitawrittenbudgetproposalandsubmissionforthefollowingyear.Departmentalbudgethearingsbegininmid‐OctoberwiththegoalofhavingthemcompletedbythebeginningofDecember.ThesehearingsareconductedbythePresident,ExecutiveVicePresident,and/orUniversityProvost.Duringthistime,theUniversitywillalsohaveabetterunderstandingthecurrentyear’senrollmentandotherbudgetissues.Mid‐semesterenrollmentnumbers,whichbecomeavailableinlateOctober,playanimportantroleinaccurateenrollmentprojectionsforboththecurrentandout‐goingyear.

DuringthemonthofJanuary,thecentraladministrationassessesrequestsandinitiatives

presentedbytheunits,prioritizingthosethatalignwithBostonUniversity’sstrategicplan.Thisassessmentexerciseundergirdsdecisionmakingaboutpotentialtuitionincreases.ByFebruary,thebudgetisbasicallyinbalance.ProposedincreasestotuitionandfeesarepresentedtotheBoardofTrusteesExecutiveCommitteeinFebruaryandunitsaregiventheirbudgets,conditionalontheapprovalofthefullBoardofTrusteesatitsannualspringmeetinginApril.AftertheBoardapprovestheUniversity’sbudget,approvedindividualunitbudgetsareissuedtodeans,vicepresidents,andotherunitdirectors,thuscompletingthebudgetprocessforthatfiscalyear.

Concurrentduringthiscycle,thebudgetismonitoredconstantlyoverthecourseofthecurrentfiscalyear,inordertoidentifybudgetvariances—whetherpositiveornegative—andtoprovideabasisfortimelycorrectiveaction.Revisedbudgets,whicharepresentedtotheBoardofTrusteesattheirwinterandspringmeetings,arebased,inpart,ondataobtainedthroughavarietyofmonitoringprocesses.

Enrollmentprojectionsareupdatedweeklyduringthefirsthalfofthefallandspring

semesters,allowingadministratorstopredictenrollment‐relatedincomeforthefiscalyearwithgreatercertainty.Also,asmentionedabove,theseprojectionswillhaveaneffectontheupcoming

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fiscalyear.Theseenrollmentreportsarereviewedbythoseadministrativeandacademicleaderswhohaveresponsibilityforrecruiting,admitting,teaching,andretainingstudents.

Theoverallbudgetismonitoredthroughthequarterlyconfirmationprocess,which

requiresdepartmentstosubmitcurrentestimatesofincomeandexpensethreetimesperfiscalyear.Eachdepartmentisrequiredtosubmitanexplanationforanyvariances,whetherfavorableorunfavorable,comparedtobudget.Thismonitoringeffortconstitutesanattempttomaintainanoperatingbudgetwithoutunmanageablesurprises.AdministratorsatalllevelsoftheUniversityareabletograspbudget‐relatedproblemsandopportunitiesonatimelybasis,mitigatingpotentialshortfallsandallowingtheadministrationtoutilizepositiveoperatingtrends,shouldtheybecomeavailable.

Inadditiontotheannualbudgetingprocess,BostonUniversitymaintainsalong‐range

(five‐year)budgetmodelusingasetofhigh‐levelassumptionsforrevenuesandexpenditures.Thismodel—whichisupdatedtwiceayear,atthebeginningandendoftheannualbudgetcycle—ispartofthedevelopmentofafive‐yearfinancialandcapitalplanningprocess.ItisusedbyadministratorsandtheBoardofTrusteestoestimaterevenues,expenditures,andfundsavailableforthecapitalbudget,andtopredictthefuturefinancialhealthoftheUniversity.

DevelopmentTheOfficeofDevelopment&AlumniRelationsworkstomaximizephilanthropicsupporttoBostonUniversityforitshighestprioritiesandtoinform,engage,andinvolvealumni,parents,andfriendsinthelifeoftheinstitution.Development&AlumniRelationstakesitsdirectionfromBostonUniversity’sstrategicplanasinterpretedbythePresident,deans,andfaculty.TheExecutiveCommitteeoftheBoardofTrusteesreviewsnamedgifts,endowedgifts,andothergiftswithunusualorpre‐approvedstipulations.TheOfficeofStewardshipwithinDevelopment&AlumniRelationsworkscloselywithofficesresponsibleforfinancialaccountabilitytoensurethatallgiftsarereviewedanddonorintentisrespected.

Development&AlumniRelationsoffersawiderangeofprogramsandactivitiestoachieveitsgoals.Alumniactivitiesarehostedorco‐hostedbymorethan60regionalalumniclubsaroundtheworld,whotogethersponsorsome400eventsattractingapproximately20,000BUalumnieachyear.TheBostonUniversityAlumniCouncilistheexecutivebodyofalumniofBostonUniversity’s17schoolsandcolleges(inadditiontoalumniofsomenow‐defunctacademicunits,suchastheSchoolofNursing).Developmentactivitiesalsoincludeformalongoingeffortsinareassuchasannualgiving,corporateandfoundationrelations,planned(estate)giving,leadershipgifts,alumni,aparents’fund,seniorclassgiving,prospectresearch,andathleticfundraising.Atthemoment,alloftheseeffortsareactivelyfocusedonplanningamajorcomprehensivecampaign.AppraisalFiscalplanningandcapitalplanningaredirectlyalignedwiththeacademicmissionofBostonUniversity.TheprioritiesoutlinedintheUniversity’sstrategicplanareexplicitlyusedtoguidetheallocationofresources.FinancialoperatingstatementsarepreparedandissuedbytheTreasurereverymonth,reviewedbyseniorleadership,andpresentedtotheBoardofTrusteesforbothshort‐termbudgetarymonitoringandlong‐termplanning.

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BostonUniversityhaslongbeenatuition‐dependentinstitutionandremainssotoday,althoughwehaveseensignificantgainsinresearchfundingandinfundraising.Asaresult,BostonUniversityhasdevelopedboththemeans—intermsofplanningandmonitoringproceduresandprotocols—andthedisciplinetolivewithinitsresourcecapacities.Thebudgetcycle,withitsperiodicreviewsandcheckpoints,providesearlywarningaboutanypotentialproblemsandenablesadministratorstorespondinatimelymanner.Multiyearprojections,basedondetailedinformationcollectionandanalyses,allowBostonUniversitytoplanforavarietyofcontingencies,includingexternaldemographicandeconomicshifts.

ThesensitivityoffiscalmanagerstocurrentandprojectedconditionsisreflectedinBoston

University’squickresponsetotherecenteconomicdownturn.OnOctober1,2008,thePresidentputintoeffectafreezeonhiringandonnewmajorconstructionprojectsthatwerenotyetundercontract.Thehiringfreezeappliedtoallbutthemostessentialstaffpositionsanddidnotaffectapprovedfacultysearches.Salariesofsenioradministrators(vicepresidents,deans,andabove),havealsobeenfrozenuntilJuly2010andexemptadministrativestaffwhoearn$150,000ormoreweregivennosalaryincreases.ModestsalaryincreasesforfacultyhavebeenbudgetedforFY2010,adecisionjustifiedbytheUniversity’sdesiretobringsalariesinlinewiththoseatpeerinstitutionsinordertorecruitandretainfacultyofthehighestcaliber.

Inaddition,BostonUniversityadministratorsmovedquicklytoincreasefinancialaid

reservesandtoidentifyandretainstudentsatriskoftransferring.IntheFall2008semester,theOfficeoftheRegistrarsawasignificantincreaseinthenumberoftranscriptrequests,apotentialprecursortotransferring.BetweenSeptember2008andJanuary2009,630neworadditionalrequestsforfinancialaidwerefiled—a100%increaseoverthepreviousyear.Withapproximately60%ofannualoperatingcostsderivingfromtuition,room,andboard,BostonUniversity’sprimaryfocusinchallengingeconomictimesisonenrollingandretainingstudents.Equallyimperativeisacorollaryfocusonmaintainingthequalityofacademicprograms.

EvidenceofBostonUniversity’sseriousnessaboutmanagingitsresourcesprudentlycanbefoundinthe37‐yearrecordofno‐deficitbudgetsapprovedbytheBoardofTrustees.Theadvantageofcentralizedcollectionandanalysisofenrollmentandfinancialdataisthattheebbsandflowsofindividualunits(asmeasuredbyenrollmentorrevenue)canbemitigatedbyadjustmentsinotherareasoftheUniversity’soperatingbudgets.

Sincethelastcomprehensiveaccreditationreview,theroleoftheOfficeofFinancial

AffairsandTreasurerhaschangedsignificantly—fromrecordingandreportingactivitiesoftheunittoagreaterappreciationforandparticipationintheanalysis,interpretation,anddecisionmakingwhichflowsfromthesereportingactivities—achangewhichhasfurtherstrengthenedtheplanningandimplementationofshort‐termgoalsandobjectivesassociatedwithBostonUniversity’sfinancialassetsandliabilities.Asanexample,theOfficeofInternalAuditprovidestheUniversitywithacomprehensiveprogramofinternalauditandconsultingservicestoassistUniversitymanagementandtheTrusteeAuditCommitteeinthefulfillmentoftheirduties.

ProjectionItisnotwithoutironythatBostonUniversity’smostsuccessfulfiscalyearconcludedontheeveofamajorglobaleconomicdownturn.Asaprivateinstitutionwithrelativelyhightuition,Boston

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UniversityisawarethatintheforeseeablefutureincreasingnumbersofstudentsandtheirparentsmayfinditdifficulttoaffordthecostofaBUeducation.Earlyindicators,suchastheincreaseintranscriptandfinancialaidrequests,suggestthatBostonUniversitystudentsandfamiliesareindeedfeelingtheeffectsoftherecession.

Fortunately,BostonUniversityisfinanciallyandadministrativelywellpositionedtorespondtothecurrenteconomiccrisis.Whilethetotalendowmentstoodatapproximately$897millionasofNovember30,2008—down24.1%fromitsvaluefivemonthsearlier—BostonUniversity’sstrategiesformanagingduringuncertaineconomictimesaredefinedbyitsbasicoperatingmodel.Transfersfromendowmenttooperationshavehistoricallyconstitutedbetween1%and3%ofthebudget.Asaresult,itisnotanticipatedthatmarket‐drivencontractionoftheUniversity’sendowmentwillhaveasignificantimpactontheoperatingbudget.

Moreover,theUniversity’shistoryofoperatingsurpluseshasprovidedreservesandmade

possiblecapitalimprovementsthatmightotherwisehavestalledorneededtobepostponed.Forexample,transfersfromreservesgeneratedinthelastfiscalyearwillbedirectedto:theGeneralUniversitySupportFund($10.0million);theWilliamFairfieldWarrenDistinguishedProfessorshipFund($9.0million);theHillelHouseTransactionEndowmentFund($8.0);theInnovationCareerDevelopmentProfessorshipFund($1.2million);andtheWBUREndowmentFund($1.0million).

Evenwiththeeffortsdescribedabove,BostonUniversityfacesananticipated$10millionshortfallintheFY2010budgetwhichadministratorsarecurrentlyworkingtoclose.Tothisend,thePresident,UniversityProvost,andExecutiveVicePresidenthaveidentifiedatwo‐prongedapproachtocuttingcostswithoutimpactingstudentenrollmentorthequalityofacademicprograms:(1)reducingsubsidiesforactivitiesthatarenotessentialtotheUniversity’scoreacademicmissionandstrategicplan,includingexternalorganizationsaswellasinternalcenters,institutes,andunitsthatwereintendedtobefinanciallyself‐sustainingbutwhosebusinessmodelshavenotachievedthedesiredresults;and(2)reorganizingkeyadministrativeservices—suchaspublicationandWeb‐basedproductionsupport,alumniandeventfunctions,researchadministration,generalfinancialadministration,andinformationtechnologyanddesktopcomputersupport—inordertoincreaseefficiencyandreduceredundancy.Althoughserviceorganizationmayinvolvetheeliminationofsomepositions,theadministrationhasemphasizedtotheBostonUniversitycommunitythattherearenocurrentplansforfacultylayoffsnorarethereplanstoreducepositionsrelatedtopublicsafety(forexample,theBostonUniversityPoliceDepartment).Insum,BostonUniversityadministratorsareworkingtoexpandfinancialaidreserveswhileensuringthattheUniversityremainsinapositiontopreserveandenhancethequalityofitsacademicandresearchprograms,andtosupportthepersonnelneededtodeliverthem.

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STANDARDTEN

PUBLICDISCLOSURE

DescriptionTheeffectiveoperationofBostonUniversitydependsonthetimelydisclosureanddisseminationofaccurate,detailedinformationaboutprograms,policies,standards,andgovernance,aswellasreadilyavailablemeansforreceivingandrespondingtorequestsforinformation.Providingup‐to‐dateinformationwhenandwhereitisneededisasoundmanagementpractice,aswellasamatterofcompliance.

ProspectiveundergraduatestudentscanaccessextensiveonlineinformationonBostonUniversity’swebsite,withlinkstoeachofthetenundergraduateschoolsandcolleges.TheOfficeofAdmissionsmaintainsawebsitewithtextandvideopresentationsofferinginformationforprospectivefreshmenandtransferstudents,includingstandardsandrequirements,tuitionandfees,financialaid,andprofilesofthemostrecentfreshmenclass(e.g.,rankinhighschoolclassandaverageSAT/ACTscores).ApplicantscanalsodownloadavirtualtourofthecampusorarrangetovisitBUinperson.

Prospectivegraduatestudentsreceiveprintedcataloguesoronlineinformationdirectly

fromindividualprogramsanddepartments.Graduatebulletinsincludeinformationaboutdegreeprograms,admissionsrequirements,andfinancialassistance.

EnrolledundergraduatescanfindinformationaboutcourseofferingsanddegreerequirementsintheUndergraduateBulletin,whichisrevisedannuallyandmadeavailablebothonlineandinhardcopy.TheUndergraduateBulletincontainsinformationaboutBostonUniversity’sinternationalprogramsaswellaspoliciesandproceduresrelevanttoundergraduates,suchasthosegoverningadmissions,financialaid,tuitionandfees,academicprogress,grading,andintra‐universitytransfer.TheUndergraduateBulletinstatesthatBostonUniversityisaccreditedbytheNewEnglandAssociationofSchoolsandColleges,andalsoprovidesinformationaboutotheraccreditationsheldbyspecificBUprograms,schools,andcolleges.Alistoffacultymembersineachschoolandcollegeisgiven,withinformationaboutdegreesheld(andtheinstitutionsgrantingthem),professorialrank,anddepartmentalaffiliations.Departmentalwebsitestypicallysupplyfurtherdetails,suchascontactinformation,publicationhistory,andresearchinterests.Eachoftheschoolsandcollegesenrollingundergraduatestudentsalsopublishesitsownhandbookinprintandonline.Thesehandbookstypicallyincludedescriptionsofacademicrightsandresponsibilities,aswellasprogramsandservicesuniquetoaparticularschool.EachsemesteraScheduleofCourses,containinginformationaboutinstructors,classtimesandlocations,andfinalexaminationschedules,ismadeavailabletostudentsattheirrespectiveschoolsandcolleges.

TheDeanofStudents’websitefeaturestheBULifebook,whichcontainsinformation

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aboutactivities,resources,facilities,andcampussafetyandresidencelifeissues.Inaddition,theBostonUniversityPoliceDepartmentmaintainsawebsitewithcurrentinformationaboutcrimepreventionandcampusadvisories.91Thissitesupplementsabookletentitled“SafetyonCampus,”whichisupdatedannually,availableonlineandinprint,andcontainsemergencyphonenumbers,crimepreventiontipsandinformationaboutsafetyprograms,campuscrimestatistics,andpoliciesrelatingtodrugsandalcohol,firearms,andhazing.

TheproductionanddisseminationofaccurateinformationtovariousinternalandexternalconstituenciesisoverseenbyanumberofofficesatBostonUniversity.Marketing&CommunicationsistheprincipalpubliccommunicationsdivisionfortheUniversity,providinginformationinprintandonlineforallitspublicconstituenciesthroughthedepartmentsofStrategicCommunications,MediaRelations,BUProductions,CampusInformation&VisitorRelations,Editorial,andCreativeServices.92

Marketing&CommunicationspublishesBUToday,adailyelectronicnewspaperthat

coversnewsandeventsfortheBostonUniversitycommunityandprovidesasnapshotofBUlifeforprospectivestudentsandtheirfamilies.(BUTodayhasalsobeenusedtoinformstudentsandprospectivestudentsaboutfinancialaidandchangesinlenders’status.)Marketing&CommunicationsalsomaintainsBUniverse—anonlinerepositoryofarchivalvideomaterialsuchaslecturesandinterviews—andworkscloselywithDevelopment&AlumniRelationstoproduceschoolandcollegenewslettersandthequarterlyalumnimagazineBostonia.AnonlineversionofBostonia,whichlaunchedinOctober2008,containsadditionalcontentandfeaturesthatallowalumnitoremaininclosertouchwithBostonUniversityandtokeepabreastofnewsandevents.

AnothersignificanteffortbyMarketing&Communicationstoincreasethelevelof

interactionandengagementwithalumniandotherexternalconstituenciesisanewonlineversionoftheAnnualReport.The2008AnnualReportwasreleasedinthreeformats:atraditionalprintedcopy;aweb‐keythattakesusersstraighttotheonlineversionoftheAnnualReport;andaflashdrivethatcontainsanelectronicversionofthereportwithouttheneedforanInternetconnection.Allthreeformatscontainlinkstomorein‐deptharticlesandvideofeaturesonline.Nextyear,theAnnualReportwillbeexpandedonlinetoincludetailoredversions,eachhighlightingadifferentacademicunit,andsenttoalumniandadvisoryboardsineachschoolandcollegebyemail.

Moregenerally,Marketing&Communicationsischargedwithmonitoringaccuracyand

consistencyofstyleinallprintandonlinematerialspublishedbyBostonUniversity,includingrecruitmentbrochures,undergraduateandgraduatebulletins,domesticandinternationalviewbooks,admissionsmaterials,schoolandcollegenewsletters,themagazineResearchatBostonUniversity,websites,artexhibitioncatalogues,andpublicationsrelatingtoeventssuchasCommencement,SummerOrientation,andtheannualUniversityLecture.

InquiriesfromthepublicandfromthepressarehandledbyCampusInformation&Visitor

RelationsandMediaRelations,respectively.CampusInformationalsopublishesdetailed

91Seewww.bu.edu/safety.92Seewww.bu.edu/marcom/departments/index.shtmlforinformationoneachdepartment.

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informationonlineaboutthesizeandcompositionofthestudentbody.93TheOfficeofInstitutionalResearch,withintheUniversity’sbudgetingandplanning

administration,producesanannual“BenefitstotheCityofBoston”report,whichcontainsdataonBostonUniversity’scontributionstothecityofBostonfrom1981throughthemostrecentfiscalyear.InstitutionalResearchalsopreparesthe“EconomicandSocialImpactStudy,”ayearlysourcebookoutliningBU’s“impact”ontheMassachusettseconomyintermsofdirectandindirectspendingmeasures.TheOfficeoftheVicePresidentforFinancialAffairs&TreasurerpreparesanannualfinancialstatementandmakesavailabletheannualauditofBostonUniversitybyexternalauditors.TheUniversityRegistrarpublishespoliciesontheconfidentialityofandaccesstostudentrecords.TheDirectorofAthleticsisresponsibleforthecollectionandreportingofdataaboutbudgets,revenue,andparticipationofmenandwomenbysport,asrequiredbytheEquityinAthleticsDisclosureActof1994.

TheMedicalCampusmaintainsaseparateOfficeofCorporateCommunications,whichprovidesinformationaboutitsprogramsandactivitiestothepublic—oftenthroughtheBostonMedicalCenter—andoverseestheproductionofamonthlynewsletterandbiannualalumnimagazine.

Policiesandproceduresforfaculty,staff,andstudentsareavailableondepartmentand

unitwebsites.Foreaseofreference,BostonUniversityhasalsoestablishedacentralweb‐basedrepositoryforpoliciesandprocedures,whichincludesexplanationsofhowcertainUniversitypoliciesaredeveloped.Theweb‐basedrepositorylaunchedinearly2009.

Finally,BostonUniversityisutilizingadvancesincellularcommunicationstechnology

throughitsnew“BUAlert”system.Intheeventofaserioussecurityincident,acampus‐widenotificationsystemwillsendinformationtostudents,faculty,andstaffviaemail,voicemail,andtextmessaging.“BUAlert”hasbeentestedsuccessfullyseveraltimesinnon‐emergencysituations.Inanemergency,BostonUniversity’swebsiteandcabletelevisionsystemwillalsocarryimportantinformation.AppraisalAdministratorsandfacultymembersatBostonUniversityrecognizetheirobligationtoprovideaccurate,timely,andup‐to‐dateinformationtoavarietyofconstituenciesasamatterofprincipleandlegalcompliance.SuccessionchallengesearlierinthedecaderesultedinarenewedcommitmenttoclarityandtransparencyinalldealingswithmembersoftheUniversitycommunityandwiththepublic.Anumberofnewdocumentsandcommunicationsgrewoutofthisdesirefortransparencyandfulldisclosure,includingtheUniversity’sfirstfullAnnualReportin2005(priortothattheBostonUniversityreleasedonlyabriefreporteachyearthatwasstrictlylimitedtofinancialinformation);thepublicationofBUTodayandthecreationofBUniverse;andthelaunchofanentirelyredesignedBUwebsiteinSeptember2006.Thereisalsoawebpage,newsincethelastreaccreditation,withinformationaboutBostonUniversity’sorganizationandsenioradministration.Anorganizationchartonthissiteshowsthereportingstructureandnamesofkey

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administratorsanddeansoftheschoolsandcolleges,withlinkstodetailsandcontactinformationfortheirrespectiveoffices.94

BostonUniversitymakesavailableawealthofinformationaboutitsacademicprograms,activities,finances,operations,anddemographics,bothinprintandonline.Morethanhalfadozenofficesarespecificallychargedwithprovidingthisinformationtointerestedparties.Marketing&Communications—newlyestablishedsincethelastreaccreditation—ischargedwithensuringquality,consistency,andaccuracyinUniversitypublicationsandonline.

Theadventandexpansionofelectronicmeansofcommunicationhasbeenagreathelpto

aninstitutionascomplexasBostonUniversity.Targetedemailstofaculty,students,staff,andalumni—inagivenschoolorcollege,oracrosstheUniversity—provideaninstantaneous,cost‐effectivewaytoreachspecificaudiences.Websitesallowinformationofinteresttoprospectivestudents,parents,alumni,andinterestedmembersofthepublictobeaccessibleandeasilyupdated.Onlinerepositoriesmakedocumentsavailablepublicly,permanently.ProjectionBostonUniversitywillcontinuetomeetallrelevantlocal,state,andfederallawsrequiringthedisclosureofspecificinformationtostudents,parents,employees,andthepublic.MaterialsforstudentssuchastheUndergraduateBulletin,Lifebook,and“SafetyonCampus”brochurewillcontinuetobeupdatedannuallyandmadeavailableinprintoronline.Aspublicationsarerevisedandupdated,theywillbebroughtintolinewithbrandingguidelinesestablishedbyMarketing&Communications,ensuringgreaterconsistency—andcontinuedaccuracy—inthefuture.

InitsStandardsforAccreditationdocument,theNEASCCouncilonInstitutionsofHigherEducationidentifiesimportantinformationthatisnotpresentlycontainedintheUndergraduateBulletinandgraduatebulletinsbutshouldbeinfuture.Specifically,thisincludestheUniversity’smissionstatement,thenamesofkeyadministratorsandmembersoftheBoardofTrustees(informationcurrentlyavailableonline),andgoalsforstudentoutcomes.Thisthirdcomponent—studentoutcomes—isbyfarthemostcomplicated.GiventhewiderangeofacademicprogrammingatBostonUniversity,the“valueadded”ofaBUeducationnecessarilymeansdifferentthingstodifferentpeople.TheprocessofdistillingandarticulatingtheUniversity’sexpectationsforstudentoutcomesacrosstheboardwillbebothchallengingandconstructive.

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STANDARDELEVEN

INTEGRITYDescriptionBostonUniversityhasupheldhighstandardsofethicsandintegritysinceitsfoundingastheNewburyBiblicalInstitutein1839.ThesestandardscoverallaspectsoftheUniversity’srelationswithstudents,faculty,staff,alumni,externalagenciesandorganizations,andthepublic.BostonUniversityhasalsoestablishedwellarticulatedandwidelydistributedrulesthatmembersoftheBUcommunityareexpectedtofollow,whichinallrespectsmeetorexceedapplicablelegalrequirements.BostonUniversity’scommitmenttointegrityencompassescommitmentstofreeacademicinquiry,financialintegrity,nondiscrimination,andproperpublicdisclosure.

BostonUniversity’sstatementonacademicfreedomappliestoallfacultymembers;

evidencethatitisputintopracticecanbefoundinthemostrecentreportoftheFacultyCouncilCommitteeonAcademicFreedom.Likeprecedingyears,the2007–08academicyear“passedwithoutapparentcontroversiesatBostonUniversityregardingfreedomofteaching,research,andpubliccitizenship.”95

Particularattentionispaidbytheadministrationtoitsobligationsconcerningright‐of‐

privacyissuesandtotheconfidentialityofrecordsrelatingtostudents,faculty,staff,andalumni.BostonUniversityhasrecentlyundertakenanexaminationofthescopeofitsdiscretionarycommunicationstoparentsandguardiansundertheFamilyEducationRightsandPrivacyAct(FERPA)withaviewtowardachievingtheproperbalancebetweenpromotingeachstudent’sgrowthandindependenceasaresponsibleadultwhilestillpreservingtheUniversity’sabilitytocommunicatetoparentsseriousstatuschangessuchasacademicprobation,suspension,andexpulsion.Further,BostonUniversityadministratorshavealwaysbeenawarethatitissometimesnecessarytoreleaseprivatestudentinformationthatisotherwiseprotectedbyFERPAintheeventofahealthorsafetyconcernthatposesathreatordangertothestudentortoothers.RecentchangestofederalregulationsregardingFERPA’simplementationclarifythatreasonabledecisionsbyadministratorstodiscloseinformationintheeventofahealthorsafetyemergencywillgenerallybeupheld.BostonUniversityhasalwaysplacedapremiumonrespondingswiftlyandappropriatelytoastudentincrisisandtheregulatorychangeswillallowustocontinuetoputsafetyfirst.

Behindtherules,policies,laws,andcodes—aswellastheirpromulgationandequitable

enforcement—liesanunderstandingthattheethosofaninstitutionlargelydependsontheextenttowhichindividualsinpositionsofauthorityandresponsibilityarejudgedtobepersonsofexemplarycharacterandembodimentsoftheinstitution’smissionandpurposes.Accordingly,Trustees,Overseers,administrators,andacademicleadersareheldtohighethicalstandards.

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TheusefulnessofperiodicallyassessingthesestandardscanbeseenintheCodeofEthicalConductadoptedbytheBoardofTrusteesinJune2005,whichunderscoredBostonUniversity’scommitmenttoethicalconductandcompliancewiththelaw.TheCodeofEthicalConductsetsforthbasicstandardsofethicalandlegalbehavior;providesaconfidentialmeansofreportingknownorsuspectedethicalorlegalviolations96;andhelpspreventanddetectwrongdoing.TheCodeofEthicalConductappliestoallBostonUniversityTrustees,Officers,andemployees,andcomplementstheUniversity’sConflictofInterestpolicy.ItisadministeredbytheAuditCommitteeoftheBoardofTrustees.97Inaddition,theOfficeofInternalAuditperformsroutineandspecialauditsofallUniversityofficesandisinvolvedinthereviewofconflictdisclosures.BostonUniversityasawholeundergoesregularfinancialauditsbycertifiedpublicaccountantsandbygovernmentauditors.

BostonUniversityiscommittedtoequalityofopportunityandnondiscriminationinall

aspectsofitsoperations.Asafederalcontractor,BU’semploymentprogramscomplywithfederalrequirementsrelatingtonondiscriminationandaffirmativeaction.Forindividualswhobelievetheyhavebeenvictimsofdiscrimination,proceduresareinplacethatwillallowthemtofilecomplaintswithoutriskofretaliationorretribution.Inthepastdecade,therehavebeennofindingsofunlawfuldiscriminationinemploymentagainstBostonUniversitybyanystateorfederalcourtoragency.

Policiesandproceduresrelatingtotheconductoffacultymembersarepresentedinthe

FacultyHandbook.Standingandadhocfacultyoversightcommitteesworktodevelopandrefinesuchpoliciesandprocedures.Theyalsoplayacriticalroleinreviewingandinvestigatinganyinfractions.Rulesandproceduresrelatingtobothstaffandfacultymembersarepublishedanddistributedasappropriate.Forinstance,allmembersoftheBUcommunitywhohaveaccesstotheUniversity’scomputingsystemreceiveacopyofthe“ConditionsofUseandPolicyonComputingEthics.”

Rulesandproceduresgoverningstudentconduct—includingfraternities,sororities,

religiousgroups,andotherstudentorganizations—arecontainedintheCodeofStudentResponsibilities,publishedannuallyintheBostonUniversityLifebook.Inaddition,eachschoolandcollegepublishesitsownexpectationsconcerningstudentconduct.Admonishmentsagainstplagiarismarearticulatedinclassandonsyllabiatthestartofeachsemester.

Proceduresrelatingtoconductandethicsaredeliberatelydesignedtoprovideallparties

withafairhearing;toexoneratethosewhoareunjustlyallegedtohaveengagedinmisconduct;andtoresultinappropriateactionbeingtakenagainstthosewhoarefoundtohavecommittedaninfractionoftherules.Individualsfoundguiltyattheinitialreviewmayhavecertaininternalrightsofappeal.Inmattersrelatingtoacademicmisconduct,individualsmayappealuptotheprovost.

96Toensurethatreportsremainanonymous,thereportingmechanismisoverseenbyanexternalentity,EthicsPoint.Reportsmaybesubmittedbyphone,mail,oronlineatwww.ethicspoint.com.97OtherreformsenactedbytheBoardofTrusteessincethelastreaccreditationaredescribedinSTANDARDTHREE:ORGANIZATION

ANDGOVERNANCE.

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Inaddition,BostonUniversitypublishesa“GrievanceProcedure”intheFacultyHandbook,andhasastandingcommitteeongrievances.TheLifebookclearlyoutlinesstudents’righttopetitionforahearingbeforetheBoardofStudentConduct(athree‐personpaneloffaculty,students,andadministrators)andtoappealtotheUniversityProvost.Studentswithgrievancesunrelatedtodisciplinarymattersareencouragedtopresenttheirconcernstoadministrators.SomemembersofBostonUniversity’sstaffarerepresentedthroughoneoffivecollectivebargainingunits,whichhavecontractualgrievanceprocedures.Grievanceproceduresalsoexistforallnon‐representedemployees.

ThisreportisevidenceofBostonUniversity’shonestyandintegrityinitsinteractionswith

theCommissiononInstitutionsofHigherEducation(CIHE),andprovidesaforthrightaccountofBU’sgoodfaitheffortstoupholdCIHE’sElevenStandardsandallotherapplicablepoliciesandrequests.AppraisalBostonUniversityisdiligentinupholdingitsrulesofconductandstrivestoadministerallpolicieswithconsistencyandfairness.Inthepast,fraternitieshavehadtheirrecognitionwithdrawnfollowinginfractionsoftheCodeofStudentResponsibilities;onrareoccasions,staffandfacultymembershavebeendismissedforcause.TheBUcommunityfullyunderstandsthattheUniversitywillactvigorouslytoenforceitswrittencodesofethicalconduct.InApril2006,PresidentRobertA.BrownreaffirmedtheimportanceofethicalconductbyissuingaPresident’sStatementofCommitmenttoEthicalConduct.

ThenewlycreatedOfficeoftheAssociateVicePresidentforResearchCompliance

providesoversightofresearchactivitiesonbothcampuses,andhasalreadyestablishedacomprehensivetrainingprograminResponsibleConductofResearchthatsurpassestherecommendationsoftheNationalInstitutesofHealth.

Inthepastdecade,BostonUniversityhastakenseveralstepstodevelopandrefineitsstandards.Policiesrelatedtointegrityandethicalconductthathavebeenadoptedoramendedsincethelastreaccreditationcyclecoversuchareasascopyright,patents,computingethics,responsibleconductofresearch,confidentiality(e.g.,theHealthInsurancePortabilityandAccountabilityAct),investigator’sconflictsofinterest,familyandmedicalleave,solicitationandacceptanceofvendorgifts,andmaternityleaveforfaculty.

ProjectionFurtherstepsareinplacetoensurethatBostonUniversitywillcontinuetoholditsmemberstothehigheststandardsofethicalconduct.TheOfficeoftheAssociateVicePresidentforResearchComplianceisdevelopingmechanismstoroutinelyreviewandauditlabsandresearchactivities.TheOfficeoftheAssociateProvostandVicePresidentforResearchisdesigningaprocessforreviewingandevaluatingcentersandinstitutes.Applicationofthedisclosurerequirementsregardingconflictsofinteresthasbeengreatlyexpanded.

BostonUniversityhasmadeaconcertedeffortinrecentyearstoestablishmoreinclusiveandtransparentprocessestodeveloppoliciesthathaveabroadapplicationacrosstheUniversity.

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HowbesttocommunicateallnecessarypoliciesandprocedurestotheappropriateconstituenciesremainsachallengeinanacademicsettingascomplexasBU.Toensurereadyaccesstothisinformation,BostonUniversityhasestablishedacentralizedweb‐basedrepository,whichisdescribedinmoredetailinSTANDARDTEN:PUBLICDISCLOSUREandwhichgathersinoneplaceallrulesandproceduresrelatedtoethicalconduct.

AppendixASupplementaryDataforStandardSix:Students

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APPENDIXA

SUPPLEMENTARYDATAFORSTANDARDSIX:STUDENTSFigure1.Enrolledundergraduatecohortattritionandgraduationrates

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Figure2.GraduateSchoolofArts&Sciences:Studentheadcountsbyyearanddivision

Figure3.Applications,acceptances,andmatriculationsforfull‐timeMBAprograms

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Figure4.AverageGMATscoresandGPAforfull‐timeMBAprograms

Figure5.GraduateSchoolofManagement:On‐campusrecruitmentandinterviews

AcademicYear

Total#ofCompanies

Total#of

Positions

Total#ofInternships

Total#ofFull‐time

Positions

CompaniesRecruitingOn‐Campus

Total#ofPositions

InterviewedOn‐Campus

Total#ofCompaniesInterviewedOn‐Campus

2003–2004 183 300 107 193 n/a 36 27

2004–2005 319 550 169 381 n/a 48 35

2005–2006 478 870 217 653 n/a 64 47

2006–2007 450 953 254 699 122 79 34

2007–2008 497 1019 312 707 180 109 47

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Figure6.HistoricalgraduateadmissionsdatafortheCollegeofFineArts(2002–2008)

Year 2008 2007 2006 2005 2004 2003 2002

COLLEGEOFFINEARTS

Applications 1194 1161 1053 1106 1124 1118 982

Accepted 370 402 390 417 420 400 412

Rejected 641 578 540 568 534 575 470

Registered 163 189 165 212 169 167 193

%Accepted 30.98% 34.62% 37.03% 37.70% 29.05% 41.02% 46.71%

Yield 44.05 47.01% 42.30% 50.83% 40.23% 41.75% 46.80%

SCHOOLOFMUSIC

Applications 844 784 690 717 709 718 581

Accepted 269 292 282 289 323 307 317

Rejected 411 336 307 333 273 301 180

Registered 107 122 104 136 123 114 127

%Accepted 31.87% 37.24 40.86% 40.30% 45.55% 50.49% 63.78%

Yield 39.77% 41.78% 36.87% 47.05% 38.08% 37.13% 40.06%

SCHOOLOFTHEATRE

Applications 107 109 99 93 128 119 117

Accepted 17 24 24 25 19 22 17

Rejected 77 70 62 56 92 82 89

Registered 11 18 16 12 13 14 14

%Accepted 15.88% 22.01% 24.24% 26.88% 14.84% 21.15% 16.03%

Yield 64.70% 75.00% 66.66% 48.00% 68.42% 63.63% 82.30%

SCHOOLOFVISUALARTS

Applications 238 256 261 272 255 267 278

Accepted 79 77 81 78 71 62 73

Rejected 153 172 171 180 160 189 201

Registered 42 41 42 42 38 33 41

%Accepted 33.19% 30.07% 31.03% 28.67% 27.84% 24.70% 26.64%

Yield 53.16% 53.24% 51.85% 53.84% 48.71% 53.22% 56.10%

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Figure7.Timetodegreefor200MA/PhDstudentsgraduatinginAY2007–08

Figure8.Studentenrollmentareasandpercentoffreshman(Fall2008)

AppendixBCIHEDataFormsforComprehensiveEvaluations

Revised 2007

GENERAL INFORMATION

Institution Name: Boston University

OPE Code: 2130

Carnegie Classification: Doctoral/Research University - Extensive

0 Certified:0 Yes Qualified

Financial Results for Year Ending: 6/30 No Unqualified Most Recent Year 2008 Yes Unqualified 1 Year Prior 2007 Yes Unqualified 2 Years Prior 2006 Yes Unqualified

Budget / Plans Current Year 2009 Next Year 2010

Contact Person: Douglas Sears

Title: Associate Provost

Telephone No: 617-358-1360

E-mail address [email protected]

*WHEN ENTERING FINANCIAL DATA ON SUBSEQUENT FORMS, PLEASE ROUND TO THE NEAREST THOUSAND

2/13/200910:00 AM NEASC CIHE Form: Form G111

9 Form 1

STATEMENT OF FINANCIAL POSITION2006

2 Years 1 Year Most Recent Percent ChangePrior Prior Year 2007 20082006 2007 2008 2006 2007

Audited: Yes Yes YesASSETS

Cash & Short Term Investments 268,471 346,103 445,756 28.9% 28.8%Accounts Receivable, Net 82,409 83,227 90,780 1.0% 9.1%Contributions Receivable, Net 34,777 31,932 31,702 -8.2% -0.7%Inventory & Prepaid Expenses 89,565 90,098 80,109 0.6% -11.1%Long-Term Investments 883,441 1,056,056 1,135,031 19.5% 7.5%Loans to Students 62,258 64,000 66,742 2.8% 4.3%Funds held under Bond Agreement - -Land, Building & Equipment, Net 1,658,271 1,759,680 1,956,963 6.1% 11.2%Other Assets - -

Total Assets 3,079,192 3,431,096 3,807,083 11.4% 11.0%

LIABILITIESAccounts Payable & Accrued Liabilities 281,669 337,461 472,659 19.8% 40.1%Deferred Revenue & Refundable Advances 92,349 89,577 98,485 -3.0% 9.9%Annuity & Life Income Obligations 14,242 14,750 15,951 3.6% 8.1%Amounts Held on Behalf of Others - -Long Term Debt 1,077,599 1,077,455 1,267,123 0.0% 17.6%Refundable Gov't Advances 38,148 38,397 38,654 0.7% 0.7%Other Long-Term Liabilities 83,930 112,866 115,923 34.5% 2.7%

Total Liabilities 1,587,937 1,670,506 2,008,795 5.2% 20.3%

NET ASSETSUnrestricted

Avail for Operations, Plant & Other TrusteeDesignated Purposes 202,124 218,018 246,549 7.9% 13.1%

Accum. Gains & Losses - - - - - (associated with Permanent Endowment)

Designated for Long-Term Investments 277,825 345,198 378,204 24.3% 9.6%Net Investment in Plant 394,985 413,964 350,844 4.8% -15.2%

Total Unrestricted Net Assets 874,934 977,180 975,597 11.7% -0.2%

Available for Operations 36,087 26,416 27,605 -26.8% 4.5%Accum. Gains & Losses 308,844 427,074 430,917 38.3% 0.9%

(associated with Permanent Endowment)Designated for Long-Term Investments 8,244 38,730 64,822 369.8% 67.4%

Total Temporarily Restricted Net Assets 353,175 492,220 523,344 39.4% 6.3%Permanently Restricted Net Assets

Total Permanently Restricted Net Assets 263,146 291,190 299,347 10.7% 2.8%Total Net Assets 1,491,255 1,760,590 1,798,288 18.1% 2.1%

- -TOTAL LIABILITIES & NET ASSETS 3,079,192 3,431,096 3,807,083 11.4% 11.0%

2/13/200910:00 AM NEASC CIHE Form: Form 1112

Form 2-1

STATEMENT OF UNRESTRICTED REVENUES AND EXPENSES ?

2 Years 1 Year Most Recent CurrentPrior Prior Year Year Budget2006 2007 2008 2009

Audited: Yes Yes YesFROM OPERATIONS

Revenue? Tuition & Fees 837,901 882,014 933,279 0 0 0

Less: Financial Aid ? ? 231,242 232,521 237,991 Net Tuition & Fees Revenue 606,659 649,493 695,288 -

? Gov't Appropriations 2 2 2? Contributions used in Operations (1) 28,097 23,762 24,881 ? Endowment Income used in Operations 4,240 4,241 4,875 ? Federal & State Student Aid 15,564 15,692 15,095 ? Gov't & Private Sponsored Research 194,404 187,393 189,642 ? Other Income 147,080 149,007 159,721 ? Auxiliary Enterprises 208,727 227,488 238,851 ? Sales & Services of Educ. Activities 92,742 105,725 105,440 ? Independent Operations

Total Revenues 1,297,513 1,362,801 1,433,793 - Net Assets Released from Restrictions 16,373 25,800 27,957 0 0 0 Total Revenues & Net Assets Released 1,313,886 1,388,601 1,461,750 -

Expenses? Instruction 642,814 681,689 711,351 2 2 2? Research 167,760 163,566 166,653 ? Public Service? Academic Services 136,066 130,409 137,797 ? Student Services 32,545 32,896 35,198 ? Institutional Support 127,565 124,310 135,800 ? Other Expenses

Total Education & General Expenses 1,106,750 1,132,870 1,186,799 - ? Auxiliary Enterprises 188,896 200,573 211,922 1 1 1? Independent Operations

Total Expenses 1,295,646 1,333,443 1,398,721 -

Increase (Decrease) in Net Assets fromOperations 18,240 55,158 63,029 -

NON OPERATING ? ?? Gifts, Bequests & Contributions not used in

Operations 11,637 5,059 6,617 1 1 1? Restricted Equipment Purchases? Reinvested Gains & Losses & Income

from Investments 95,445 59,604 (64,294) 0 0 0? Gains & Losses on Disposal of Property 4,727 (2,131) (2,590) ? Other revenues and expenses, Net (6,320) (15,444) (4,345) Increase (Decrease) in Net Assets from

NonOperating Activity 105,489 47,088 (64,612)

Increase (Decrease) in Unrestricted Net Assets 123,729 102,246 (1,583)

Footnote: (1) Includes receivables of: 1 1 1

Check This Box if you have allocated a portion of Institutional Expenditures to other expense lines.

2/13/200910:00 AM NEASC CIHE Form: Form 2 -1113

6 Form 2-2

STATEMENT OF CHANGES IN NET ASSETS

2 Years 1 Year Most RecentPrior Prior Year2006 2007 2008

Audited: Yes Yes YesIncrease (Decr) in Unrestricted Net Assets 123,729 102,246 (1,583)

Changes in Temporarily Restricted Net Assets:Contributions (1) 3,811 6,840 12,105 Reinvested Endowment Income & Gains 79,227 142,911 25,972 Net Assets Released from Restrictions (16,373) (25,800) (27,957) Other (499) 15,094 21,004 Increase in Temporarily Restricted Net Assets 66,166 139,045 31,124

Changes in Permanently Restricted Net Assets:Contributions (2) 15,452 17,880 6,672 Reinvested Endowment Income & Gains 518 1,587 (425) Other 1,820 8,577 1,910 Increase in Permanently Restricted Net Assets 17,790 28,044 8,157

Increase (Decrease) in Total Net Assets 207,685 269,335 37,698

Net Assets Beginning of Year 1,283,570 1,491,255 1,760,590 Net Assets End of Year 1,491,255 1,760,590 1,798,288

Footnote:(1) Includes receivables of:(2) Includes receivables of:

2/13/200910:00 AM NEASC CIHE Form: Form 2 -2114

Form 3

SUPPLEMENTAL DATA

2 Years 1 Year Most Recent CurrentPrior Prior Year Year Budget2006 2007 2008 2009

SECTION 1: FINANCIAL AIDSource of Funds:

a) Unrestricted Institutional 201,853 202,011 205,451

b) Federal, State & Private Grants 23,064 22,721 23,777 c) Restricted Endowment Funds 6,325 7,789 8,763 TOTAL 231,242 232,521 237,991 0 % Discount of Tuition & Fees 27.6% 26.4% 25.5% - % Unrestricted Discount 24.1% 22.9% 22.0% -

SECTION 2: CONTRIBUTIONS RECEIVABLE (most recent year) Temporarily Permanently

Unrestricted Restricted Restricted Total less than 1 year 12,954 1,146 14,100 1 year or greater 22,302 5,359 27,661 less: allowance 1,887 1,140 3,027 less: discount to present value 6,496 536 7,032 Total Contributions Receivable 0 26,873 4,829 31,702

SECTION 3: ENDOWMENT INCOME USED IN OPERATIONS (most recent year) Most RecentFormula: Yr. Amount

Please check source of funding: 20084,875

Total Endowment income Used in Operations 4,875

SECTION 4: INSTITUTIONAL SUPPORT COST ADJUSTMENTS (most recent year)Cost reported on CIHE Form 2 135,800Add: costs previously allocated: s Auxiliary Services 865 Independent Operations Sales & Services of Educ. Activities 1,072 OtherTotal Institutional Support Costs 137,737 % of Total Revenues & Net Assets Released from Restrictions 9.4%

SECTION 5: FACILITY COST ALLOCATIONS (most recent year)2 Years 1 Year Most Recent Current

Breakout costs allocated to all lines on Prior Prior Year Year CIHE Form 2-1. 2006 2007 2008 2009 Operations & Maintenance 90,271 89,413 91,146 Depreciation & Amortization 74,162 76,472 80,217 Interest Expense 48,637 53,771 52,534 Total Facility Costs 213,070 219,656 223,897 0

Percent of Total Revenues & Net Assets Released from Restrictions Operations & Maintenance 6.9% 6.4% 6.2% - Depreciation & Amortization 5.6% 5.5% 5.5% - Interest Expense 3.7% 3.9% 3.6% - Total Facility Costs 16.2% 15.8% 15.3% -

4 % of average net assets for the past 20 quarters for pooled investments and 100% of the earning of the separately invested investments.

Spending Policy

Interest & Dividends Only

Unrealized Gains & Losses


Form 4

STATEMENT OF UNRESTRICTED OPERATING REVENUES AND EXPENSES

Most Recent Most Recent Current Next Year Two YearsYear Budget Year Budget Forward Forward2008 2008 2009 2010 2011

FROM OPERATIONSRevenue Tuition & Fees 933,279 0Less: Financial Aid 237,991 0Net Tuition & Fees Revenue 695,288 0 0 0 0Gov't Appropriations 0 0Contributions used in Operations (1) 24,881 0Endowment Income used in Operations 4,875 0Federal & State Student Aid 15,095 0Gov't & Private Sponsored Research 189,642 0Other Income 159,721 0Auxiliary Enterprises 238,851 0Sales & Services of Educ. Activities 105,440 0Independent Operations 0 0 Total Revenues 1,433,793 - - - - Net Assets Released from Restrictions 27,957 0 Total Revenues & Net Assets Released 1,461,750 - - - -

ExpensesInstruction 711,351 0Research 166,653 0Public Service 0 0Academic Services 137,797 0Student Services 35,198 0Institutional Support 135,800 0Other Expense 0 0 Total Education & General Expenses 1,186,799 - - - - Auxiliary Enterprises 211,922 0Independent Operations 0 0 Total Expenses 1,398,721 - - - -

Increase (Decrease) in Net Assets fromOperations 63,029 - - - -

Footnote: (1) Includes receivables of: 0 0

Tuition and Mandatory Fee Charges 35,418$ 37,050$ Tuition and Fee Discount 26%


5 Form 5

STATEMENT OF CAPITAL CASH FLOWS

2 Years 1 Year Most Recent Current Next YearPrior Prior Year Year Budget Forward2006 2007 2008 2009 2010

SOURCES OF FUNDS:Cash flow from Depreciation 75,348 76,472 80,217 Cash from Gifts/Grants 10,406 29,419 25,402 Debt Proceeds 200,865 Other 5,886 5,882 3,009 Total Sources 91,640 111,773 309,493 - -

USES OF FUNDSRenovation & Maintenance 66,661 30,565 102,032 Space AlterationsNew Construction 31,174 90,922 156,083 Equipment & Furnishings 2,551 177 2,571

Total Uses 100,386 121,664 260,686 - -

NET CAPITAL CASH FLOW (8,746) (9,891) 48,807 - -

INDEBTEDNESS ON PHYSICAL PLANTBeginning Balance on Principal 1,072,124 1,126,376 1,151,948 1,341,176 1,341,176 Additional Principal Borrowed 59,246 27,463 670,806 Principal Payments Made During Year 4,564 6,418 11,347 Extraordinary Balloon Pymts / Refinancings 430 (4,527) 470,231 Ending Balance on Principal 1,126,376 1,151,948 1,341,176 1,341,176 1,341,176

Interest Payments Made During Year 51,224 55,384 55,821

Accumulated Depreciation 669,466 737,013 803,899

Maximum expected annual debt service obligation (principal & interest) on all outstanding debt (exclude balloon payments expected to be refinanced from external funds)

Year: 2009 Amount: 7712


1 Form 6

STUDENT ADMISSIONS DATA(Fall Term)

Credit Seeking Students Only - Including Continuing Education

Boston University 2 Years 1 Year Most Recent Current Next Year Prior Prior Year Year Forward2006 2007 2008 2009 2010

Freshmen - Undergraduate ?Completed Applications ? 31,431 31,851 33,930 38,010 38,000 Applications Accepted ? 17,810 18,578 19,888 20,640 20,600 Applicants Enrolled ? 4,212 4,124 4,163 4,131 4,100 % Accepted of Applied 56.7% 58.3% 58.6% 54.3% 54.2% % Enrolled of Accepted 23.6% 22.2% 20.9% 20.0% 19.9%

Percent Change Year over Year Completed Applications - 1.3% 6.5% 12.0% 0.0% Applications Accepted - 4.3% 7.1% 3.8% -0.2% Applicants Enrolled - -2.1% 0.9% -0.8% -0.8%

Average of Statistical Indicator of Aptitude oEnrollees: (Define Below)Average Combined SAT 1278 1272 1270 1268

Transfers - UndergraduateCompleted Applications 1,986 2,079 2,350 2,518 2,500 Applications Accepted 653 653 752 719 715 Applications Enrolled 236 247 259 232 225 % Accepted of Applied 32.9% 31.4% 32.0% 28.6% 28.6% % Enrolled of Accepted 36.1% 37.8% 34.4% 32.3% 31.5%

Master's Degree 1,2,3

Completed Applications 9,696 10,873 11,464 12,222 12,193 Applications Accepted 6,329 6,413 6,574 6,613 6,288 Applications Enrolled 2,978 3,090 3,077 2,649 2,826 % Accepted of Applied 65.3% 59.0% 57.3% 54.1% 51.6% % Enrolled of Accepted 47.1% 48.2% 46.8% 40.1% 44.9%

First Professional Degree - All Programs 1,2

Completed Applications 16,781 16,346 18,978 18,968 18,925 Applications Accepted 2,503 2,596 2,574 2,761 2,382 Applications Enrolled 666 665 680 685 480 % Accepted of Applied 14.9% 15.9% 13.6% 14.6% 12.6% % Enrolled of Accepted 26.6% 25.6% 26.4% 24.8% 20.2%

Doctoral Degree 1,2,3,4

Completed Applications 6,480 6,726 6,907 6,593 4,856 Applications Accepted 1,447 1,339 1,355 1,389 1,284 Applications Enrolled 661 624 553 490 496 % Accepted of Applied 22.3% 19.9% 19.6% 21.1% 26.4% % Enrolled of Accepted 45.7% 46.6% 40.8% 35.3% 38.6%

1

2

3FY 2010 data for Sargent College is carried over from FY 2009 and not the projected value as incorrect data was reported.

FY 2009 and 2010 data for the Goldman School of Dental Medicine are lower due to a change in reporting methodology and to better reflect a change in admissions procedures for Masters Degree applications.

The drop in values in FY 2010 Doctoral Degree data is due, in part, to a reported projected loss by the Graduate School of Arts and Sciences of roughly 40% of their applicants.


Form 7

STUDENT ENROLLMENT DATA(Fall Term)

Credit Seeking Students Only - Including Continuing Education

Boston University 2 Years 1 Year Most Recent Current Next YearPrior Prior Year Year Forward2006 2007 2008 2009 2010

UNDERGRADUATE ?First Year Full-Time Headcount ? 4,247 4,165 4,233 4,181 4,154 Part-Time Headcount ? 3 1 - 2 - Total Headcount 4,250 4,166 4,233 4,183 4,154 Total FTE ? 4,248.0 4,165.0 4,233.0 4,182.0 4,154.0

Second Year Full-Time Headcount 4,076 3,967 3,839 3,901 3,754 Part-Time Headcount 10 2 5 7 3 Total Headcount 4,086 3,969 3,844 3,908 3,757 Total FTE 4,079.0 3,968.0 3,841.0 3,903.0 3,755.0

Third Year Full-Time Headcount 3,536 3,985 3,891 3,766 3,724 Part-Time Headcount 5 5 7 6 7 Total Headcount 3,541 3,990 3,898 3,772 3,731 Total FTE 3,535.0 3,987.0 3,891.0 3,767.0 3,726.3

Fourth Year Full-Time Headcount 4,176 3,811 4,087 4,015 3,610 Part-Time Headcount 95 88 91 80 53 Total Headcount 4,271 3,899 4,178 4,095 3,663 Total FTE 4,201.0 3,838.0 4,114.0 4,039.0 3,627.3

Unclassified Full-Time Headcount ? 1,462 1,265 1,297 1,170 300 Part-Time Headcount 1,324 1,343 1,469 1,448 1,003 Total Headcount 2,786 2,608 2,766 2,618 1,303 Total FTE 952.0 1,025.0 1,052.0 1,018.0 631.3

Total Undergraduate Students Full-Time Headcount 17,497 17,193 17,347 17,033 15,542 Part-Time Headcount 1,437 1,439 1,572 1,543 1,066 Total Headcount 18,934 18,632 18,919 18,576 16,608 Total FTE 17,015.0 16,983.0 17,131.0 16,909.0 15,894.0 % Change FTE Undergraduate - -0.2% 0.9% -1.3% -6.0%

GRADUATE Full-Time Headcount 8,141 8,592 8,766 8,706 3,460 Part-Time Headcount 4,622 4,988 5,050 4,785 7,096 Total Headcount 12,763 13,580 13,816 13,491 10,556 Total FTE 7,607.0 7,922.0 7,993.0 7,937.0 5,616.9 % Change FTE Graduate - 4.1% 0.9% -0.7% -29.2%

GRAND TOTALGrand Total Headcount 31,697 32,212 32,735 32,067 27,164 Grand Total FTE 24,622.0 24,905.0 25,124.0 24,846.0 21,510.9 % Change Grand Total FTE - 1.1% 0.9% -1.1% -13.4%

UNDERGRADUATE IPEDS PERSISTENCE RATESMost recent IPEDS Retention Rate 91.5% 91.0% 90.8% 91.2% 91.2%Most recent IPEDS Graduation Rate 77.1% 81.3% 81.6% 80.0% 80.0%


FACULTY PROFILE, PART 1

4 Years 3 Years 2 Years 1 Year CurrentPrior Prior Prior Prior Year2005 2006 2007 2008 2009

FT PT FT PT FT PT FT PT FT PTNumber of FacultyProfessor Male 569 88 561 89 577 83 574 91 565 85

Female 127 24 124 22 135 29 137 27 141 34 Associate Male 358 33 352 38 373 39 373 43 376 49

Female 176 30 193 31 205 34 217 36 223 34 Assistant Male 331 60 371 56 347 64 347 65 354 68

Female 255 65 268 72 271 65 275 67 308 68 Instructor Male 108 12 103 12 56 23 54 16 52 18

Female 129 26 143 24 98 31 105 33 108 32 Other Male 114 399 125 427 146 437 147 443 159 461

Female 102 310 134 329 171 323 198 322 212 389 Total Male 1,480 592 1,512 622 1,499 646 1,495 658 1,506 681

Female 789 455 862 478 880 482 932 485 992 557

Total FacultyProfessor 696 112 685 111 712 112 711 118 706 119 Associate 534 63 545 69 578 73 590 79 599 83 Assistant 586 125 639 128 618 129 622 132 662 136 Instructor 237 38 246 36 154 54 159 49 160 50 Other 216 709 259 756 317 760 345 765 371 850 Total 2,269 1,047 2,374 1,100 2,379 1,128 2,427 1,143 2,498 1,238

Age (Minimum/Maximum/Mean)Professor Minimum 34 41 35 43 36 44 35 39 36 40

Maximum 84 93 85 94 86 95 87 96 88 97 Mean 57 65 58 66 58 67 59 68 59 68

Associate Minimum 25 32 31 35 32 35 32 36 32 37 Maximum 77 79 78 80 79 81 80 82 81 83 Mean 50 56 51 56 50 57 51 56 51 56

Assistant Minimum 28 32 26 32 27 30 28 29 28 29 Maximum 77 82 78 66 77 67 78 76 79 77 Mean 42 48 42 49 42 48 42 48 42 48

Instructor Minimum 25 29 26 32 27 27 27 29 27 27 Maximum 75 70 76 71 69 72 70 67 71 68 Mean 43 41 43 42 42 42 43 43 43 43

Other Minimum 22 4 23 24 21 23 24 24 25 25 Maximum 79 90 66 91 77 92 78 93 79 94 Mean 41 46 43 47 44 48 44 48 44 48

Years at this Institution (Minimum/Maximum/Median)Professor Minimum 0.22 0.22 0.22 0.22 0.14 0.14 0.07 0.24 0.13 0.10

Maximum 53.43 50.43 54.43 51.43 55.43 52.42 56.45 51.77 57.44 52.76 Median 18.41 19.37 19.24 21.88 19.58 21.74 20.25 22.13 20.91 22.91

Associate Minimum 0.22 0.22 0.22 0.22 0.14 0.55 0.24 0.16 0.06 0.84 Maximum 45.26 48.43 46.25 49.42 47.25 50.42 48.27 51.44 49.27 52.44 Median 12.40 11.81 12.40 10.30 12.02 11.89 12.25 12.25 12.39 11.41

Assistant Minimum 0.14 0.22 0.22 0.22 0.14 0.22 0.06 0.07 0.15 0.22 Maximum 29.91 29.42 30.91 30.41 31.91 31.41 32.93 32.43 33.92 33.42 Median 5.29 9.23 5.22 9.31 5.22 9.73 5.19 10.14 5.23 9.14

Instructor Minimum 0.13 0.82 0.19 0.31 0.22 0.05 0.22 0.41 0.23 0.15 Maximum 36.42 21.91 37.41 22.90 38.41 23.90 39.43 20.72 40.42 21.71 Median 5.23 4.40 5.22 4.85 5.47 3.76 5.50 4.91 6.32 3.23

Other Minimum 0.06 0.02 0.05 0.05 0.05 0.05 0.07 0.10 0.06 0.06 Maximum 27.89 37.92 28.89 38.92 34.24 39.91 35.26 40.93 36.25 37.26 Median 1.40 2.89 1.54 2.89 2.39 3.22 2.91 3.24 3.23 3.23

2/13/200910:04 AM NEASC CIHE Form: Form 8-1120



FT PT FT PT FT PT FT PT FT PTHighest Degree Earned: Doctorate

Professor 416 412 412 417 424 Associate 270 279 293 303 309 Assistant 236 262 259 268 269 Instructor 67 61 17 16 15 Other 8 15 62 60 66 Total 997 - 1,029 - 1,043 - 1,064 - 1,083 -

Highest Degree Earned: Master'sProfessor 19 20 19 19 21 Associate 50 46 45 48 50 Assistant 45 50 49 49 54 Instructor 52 44 16 16 14 Other 38 50 89 93 94 Total 204 - 210 - 218 - 225 - 233 -

Highest Degree Earned: Bachelor'sProfessor 15 14 14 15 14 Associate 16 16 16 18 16 Assistant 15 20 17 17 16 Instructor 3 3 2 2 2 Other 0 - 1 4 4 Total 49 - 53 - 50 - 56 - 52 -

Highest Degree Earned: Professional LicenseProfessor 38 37 37 43 42 Associate 17 17 20 17 17 Assistant 2 3 4 7 7 Instructor 2 - - - - Other 0 1 1 2 2 Total 59 - 58 - 62 - 69 - 68 -

Fall Teaching Load, in credit hoursProfessor Minimum 2 2 1 2 1 2 1 2 1 1

Maximum 24 12 24 13 22 13 24 8 32 8Median 6 4 6 4 7 4 6 4 6 4

Associate Minimum 1 2 1 1 1 3 1 3 1 3Maximum 27 12 24 12 23 12 24 12 20 9Median 8 6 8 5 8 6 8 4 8 4

Assistant Minimum 1 1 2 2 1 2 1 2 1 2Maximum 36 23 46 19 28 23 28 22 24 24Median 8 4 8 4 8 4 8 4 8 4

Instructor Minimum 2 4 2 2 4 4 2 3 4 3Maximum 16 4 20 10 24 8 26 12 26 12Median 12 4 12 6 12 4 12 6 12 4

Other Minimum 4 1 1 1 2 1 1 1 1 1Maximum 18 20 18 20 18 20 20 18 18 22Median 8 4 8 4 12 4 12 4 12 4

Explanation of teaching load (if not measured in credit hours):



Base Salary for Academic FT PT FT PT FT PT FT PT FT PTProfessor Minimum 11,800 1,000 12,360 4,860 10,000 2,450 15,500 2,500 11,001 5,000

Maximum 461,200 192,403 450,000 202,024 450,000 220,000 450,000 225,000 452,000 230,000 Mean 132,404 39,901 140,290 46,134 147,863 44,773 152,449 53,347 156,122 50,661

Associate Minimum 15,500 3,000 15,500 3,000 15,500 3,000 15,500 5,500 15,000 5,000 Maximum 338,308 154,611 351,840 179,103 280,500 188,059 402,000 196,788 414,060 230,000 Mean 94,825 42,090 100,298 51,041 103,703 56,463 109,524 62,349 114,621 69,114

Assistant Minimum 10,603 1,125 10,300 400 10,300 325 25,000 600 32,000 1,567 Maximum 350,000 180,400 350,000 184,800 350,000 193,600 275,600 198,000 250,000 206,250 Mean 92,892 36,193 96,195 41,518 99,445 48,008 105,207 51,833 110,069 55,719

Instructor Minimum 27,000 600 30,000 600 35,000 600 36,500 2,450 36,000 1,250 Maximum 205,000 98,550 210,000 104,025 220,000 175,000 225,000 198,750 230,000 173,258 Mean 70,268 45,829 75,469 47,348 91,872 36,610 99,945 49,245 101,253 42,246

Other Minimum 10,000 250 10,500 400 15,000 600 15,000 12 10,000 12 Maximum 450,000 133,011 425,000 210,000 450,000 188,125 450,000 180,000 450,000 202,400 Mean 105,556 9,899 96,363 10,518 87,156 11,950 93,860 11,775 97,658 11,989

Fringe Benefits Professor Minimum 3,020 256 3,337 1,312 2,680 656 4,355 702 3,113 1,415

Maximum 118,067 49,255 121,500 54,546 120,600 58,960 126,450 63,225 127,916 65,090 Mean 33,895 10,214 37,878 12,456 39,627 11,999 42,837 14,990 44,182 14,336

Associate Minimum 3,968 768 4,185 810 4,154 804 4,355 1,545 4,245 1,415 Maximum 86,606 39,580 94,996 48,357 75,174 50,399 112,962 55,297 117,178 65,090 Mean 24,275 10,774 27,080 13,781 27,792 15,131 30,776 17,519 32,437 19,558

Assistant Minimum 2,714 288 2,781 108 2,760 87 7,025 168 9,056 443 Maximum 89,600 46,182 94,500 49,896 93,800 51,884 77,443 55,638 70,750 58,368 Mean 23,780 9,265 25,972 11,209 26,651 12,865 29,563 14,564 31,149 15,768

Instructor Minimum 6,912 153 8,100 162 9,380 160 10,256 688 10,188 353 Maximum 52,480 25,228 56,700 28,086 58,960 46,900 63,225 55,848 65,090 49,032 Mean 17,988 11,732 20,376 12,783 24,621 9,811 28,084 13,837 28,654 11,955

Other Minimum 2,560 64 2,835 108 4,020 160 4,215 3 2,830 3 Maximum 115,200 34,050 114,750 56,700 120,600 50,417 126,450 50,580 127,350 57,279 Mean 27,022 2,534 26,017 2,839 23,357 3,202 26,374 3,308 27,637 3,392

4 YearsPrior2005

3 YearsPrior2006

2 YearsPrior2007

1 YearPrior2008

CurrentYear2009



3 Years 2 Years 1 Year CurrentPrior Prior Prior Year2006 2007 2008 2009

FT PT FT PT FT PT FT PT FT PTNumber of Faculty Appointed

Professor 20 9 11 16 13 4 6 7 7 8 Associate 17 7 17 5 17 4 22 7 11 1 Assistant 55 10 67 9 55 10 78 8 47 11 Instructor 30 2 22 4 27 36 23 13 10 4 Other 91 273 75 301 105 236 97 271 39 230 Total 213 301 192 335 217 290 226 306 114 254

Number of Faculty in Tenured PositionsProfessor 416 25 410 26 411 27 424 28 427 28 Associate 204 3 208 1 210 2 214 1 227 1 Assistant - - - - - - - - - - Instructor - - - - - - - - - - Other - - - - - - - - - - Total 620 28 618 27 621 29 638 29 654 29

Number of Faculty DepartingProfessor 29 12 30 13 26 8 28 16 7 2 Associate 23 6 21 7 19 6 25 10 - 1 Assistant 37 16 57 16 48 12 36 17 3 3 Instructor 24 4 45 7 19 8 21 6 2 2 Other 24 139 30 130 36 110 40 229 4 10 Total 137 177 183 173 148 144 150 278 16 18

Number of Faculty RetiringProfessor 17 7 20 9 12 6 17 13 6 2 Associate 8 4 4 3 10 4 7 5 - 1 Assistant 2 2 2 5 1 - 3 1 1 - Instructor - - 2 - - 1 1 - 1 - Other - 6 - 4 3 9 2 23 - - Total 27 19 28 21 26 20 30 42 8 3

4 YearsPrior2005


FACULTY PROFILE, PART 5 3 Years 2 Years 1 Year Current

Prior Prior Prior Year2005 2006 2007 2008 2009

FT PT FT PT FT PT FT PT FT PTNumber of Faculty by Department (or comparable academic unit)

020 College of Arts and Sciences 558 148 579 152 597 147 612 140 624 169 035 College of Fine Arts 78 110 78 121 87 121 92 117 91 113 025 College of General Studies 53 - 58 - 57 - 57 - 59 - 037 College of Communication 60 98 69 102 62 102 64 102 64 101 024 College of Engineering 113 12 115 13 118 12 108 14 109 9 031 School of Law 53 72 52 75 54 74 59 75 58 82 057 School of Medicine 842 155 873 159 851 173 879 196 931 204 026 Metropolitan College 25 139 29 138 28 166 29 140 31 195 022 Sargent College of Health&Rehab Sci 55 37 52 38 51 37 52 38 53 35 058 Goldman School of Dental Medicine 111 58 119 59 126 65 121 69 112 76 033 School of Education 46 48 48 54 49 48 53 59 56 51 042 School of Hospitality Administration 4 11 5 10 5 8 5 10 7 9 021 School of Management 105 34 105 51 103 41 104 53 110 55 044 School of Public Health 91 28 101 34 100 32 94 35 99 30 034 School of Social Work 19 53 26 51 27 53 27 44 24 51 030 School of Theology 18 9 19 8 18 10 20 9 21 12 019 The University Professors 11 1 11 1 9 - 9 - 9 -

Other 27 33 32 33 34 37 40 41 38 45

Total 2,269 1,046 2,371 1,099 2,376 1,126 2,425 1,142 2,496 1,237

4 YearsPrior


STUDENT HEADCOUNT BY UNDERGRADUATE MAJOR

4 Years 3 Years 2 Years 1 Year CurrentPrior Prior Prior Prior Year

For Fall Term, as of Census Date 2005 2006 2007 2008 2009Certificate

Total - - - - -

Associate

UndeclaredTotal - - - - -

Baccalaureate ACTING 60 103 71 67 60 AEROSPACE-ENGINEERG 117 124 129 118 121 AMERICAN STUDIES 14 19 18 16 14 ANCIENT GREEK 1 - - - 1 ANTHROPOLOGY 90 100 113 120 112 ANTHROPOLOGY & RELIGION 4 7 5 6 11 ARCHEOLOGY 84 86 82 78 89 ART EDUCATION 2 - 3 4 1 ART HISTORY 135 149 154 151 140 ASTRONOMY 11 15 9 4 7 ASTRONOMY & PHYSICS 40 29 28 37 32 ATHLETIC TRAINING 62 80 91 90 80 BILINGUAL EDUCATION 5 5 5 6 5 BIOLOGY - MARINE SCIENCE 70 77 62 51 54 BIOCHEMISTRY & MOLECULAR BIOLOGY 249 269 270 266 280 BIOLOGY/ECOLOGY/CONSERVATION 19 27 30 34 36 BIOLOGY - GENERAL 603 619 655 660 665 BIOLOGY/NEUROSCIENCE 68 83 92 113 116 BIOLOGY & BIOMEDICAL SCIENCE, OTHER - - - - 2 BIOMEDICAL LAB & CLINICAL SCIENCE 27 24 35 48 62 BIOMEDICAL ENGINEERING 340 348 375 422 424 BUSINESS ADMINISTRATION & MANAGEMENT 1,735 1,807 1,828 1,951 1,982 CHEMISTRY - GENERAL 81 89 96 92 89 CHEMISTRY - BIOCHEMISTRY 24 27 29 36 26 CHILDHOOD (ELEMENTARY) EDUCATION 162 163 148 123 121 CLASSICAL CIVILIZATION 26 38 33 37 34 CLASSICAL STUDIES - - 1 - - CLASSICS 12 17 26 19 14 CLASSICS & PHILOSOPHY 2 4 2 3 3 CLASSICS & RELIGION 3 5 3 3 2




For Fall Term, as of Census Date 2005 2006 2007 2008 2009CLINICAL PHYSICAL THERAPY AND EXERCISE 2 - - 1 1 COMMUNICATION 776 749 782 817 809 COMMUNICATION DISORDERS 53 61 48 50 50 COMPUTER ENGINEERING - - - - 1 COMPUTER SCIENCE 201 148 138 144 133 COMPUTER SYSTEMS ENGINEERING 136 100 94 94 88 CRIMINAL JUSTICE 1 10 19 24 21 DEAF STUDIES 11 9 8 6 9 DESIGN 44 49 45 45 37 EARLY CHILDHOOD EDUCATION 44 42 43 37 35 EARTH SCIENCES 31 45 37 32 25 EAST ASIAN STUDIES 18 16 16 17 17 ECONOMICS 488 488 540 550 532 ECONOMICS & MATH 38 46 52 61 73 ELECTRICAL ENGINEERING 176 178 151 143 114 ENGINEERING & OTHER 100 98 71 101 105 ENGLISH 412 418 428 385 349 ENGLISH EDUCATION 58 63 56 47 43 ENVIRONMENTAL ANALYSIS & POLICY 37 32 47 59 65 ENVIRONMENTAL SCIENCE 39 40 34 36 42 ENVIRONMENTAL EARTH SCIENCES 2 4 4 2 2 EXERCISE SCIENCE 37 44 36 16 8 FILM AND TELEVISION 486 501 452 435 398 FRENCH LANGUAGE AND LITERATURE 31 30 33 37 39 FRENCH AND CONTEMPORARY EUROPEAN LITERATURE 1 - 2 3 2 FRESHMAN/SOPHOMORE CORE 97 107 97 116 110 GENERAL STUDIES - LIBERAL ARTS & SCIENCES 1,324 1,444 1,428 1,423 1,357 GEOGRAPHY 1 1 1 1 - GEOGRAPHY - HUMAN 6 9 10 11 15 GEOGRAPHY - PHYSICAL 5 4 4 - - GEOLOGY - ENVIRONMENTAL 1 - - - - GEOGRAPHY & PLANETARY SCIENCE 4 4 5 4 3 GERMAN LANGUAGE & LITERATURE 11 6 4 6 6 GRAPHIC DESIGN 42 48 60 57 67 HEALTH SCIENCE 6 69 123 150 165 HEALTH STUDIES 144 136 105 99 89 HISPANIC LANGUAGE AND LITERATURE 40 42 46 35 29 HISPANIC AND CONTEMPORARY EUROPEAN LITERATURE 2 - 1 2 1 HISTORY 294 308 321 317 291 HOSPITALITY ADMINISTRATION 279 339 365 375 371 HUMAN MOVEMENT (PHYSICAL EDUCATION) 10 7 2 - HUMAN PHYSIOLOGY 135 160 169 194 225 INDEPENDENT CONCENTRATION 10 10 5 5 4 INDEPENDENT CONCENTRATION (UNI PROGRAM) 102 112 86 81 50 INTERDISCIPLINARY ENGINEERING - - 1 - - INTERDISCIPLINARY STUDY 88 113 152 200 199 INTERNATIONAL RELATIONS 811 809 842 908 891 ITALIAN 5 3 2 1 - ITALIAN STUDIES 4 5 8 7 6 ITALIAN AND CONTEMPORARY EUROPEAN LITERATURE 1 - - - - JAPANESE LANGUAGE AND LITERATURE 5 11 15 13 18 JOURNALISM 548 560 604 609 598 LATIN & CLASSICAL HUMANITIES - - - 2 1 LATIN 8 7 6 4 4 LATIN AMERICAN STUDIES 9 7 8 11 9 LIBERAL STUDIES - - - 1 1 LINGUISTICS 44 57 53 63 66




For Fall Term, as of Census Date 2005 2006 2007 2008 2009MANAGEMENT STUDIES 148 156 145 124 120 MANUFACTURING ENGINEERING 78 89 96 73 60 MARINE SCIENCE - - - - 1 MATH & COMPUTER SCIENCE 16 10 11 8 12 MATH & MATH EDUC 5 5 4 10 9 MATH & PHILOSOPHY 6 7 7 7 7 MATHEMATICS 141 159 153 144 152 MATHEMATICS EDUCATION 28 42 37 42 45 MECHANICAL ENGINEERING 225 217 219 212 254 MEDICAL SCIENCE 61 63 63 75 74 MODERN FOREIGN LANGUAGE EDUCATION 8 10 10 15 14 MOLECULAR BIOLOGY - - - - 21 MUSIC - LIBERAL ARTS 12 14 15 16 18 MUSIC COMPOSITION - - - - 1 MUSIC EDUCATION 33 29 27 23 22 MUSIC HISTORY AND LITERATURE (MUSICOLOGY) 2 2 2 4 4 NEUROSCIENCE - - - - 20 NUTRITION 1 - - - - NUTRITIONAL SCIENCES 49 51 66 65 64 OCCUPATIONAL THERAPY 26 2 - - - PAINTING 30 42 60 52 52 PARALEGAL STUDIES 2 3 2 1 - PERFORMANCE - COREY 63 13 46 41 42 PERFORMANCE - BRASS 21 26 24 16 19 PERFORMANCE - HARP 1 1 2 3 2 PERFORMANCE - PERCUSSION 5 5 7 6 9 PERFORMANCE - PIANO 10 8 8 4 9 PERFORMANCE - STRINGS 50 51 50 49 46 PERFORMANCE - VOICE 65 52 60 61 53 PERFORMANCE - WOODWINDS 20 23 21 20 14 PHILOSOPHY & PSYCHOLOGY 18 24 19 19 19 PHILOSOPHY 108 96 96 94 83 PHILOSOPHY & PHYSICS 1 3 4 3 2 PHILOSOPHY & POLITICAL SCIENCE 37 40 31 27 31 PHILOSOPHY & ANTHROPOLOGY 7 4 3 3 2 PHILOSOPHY & RELIGION 13 16 12 9 9 PHYSICS 67 66 59 58 68 POLITICAL SCIENCE 457 522 438 418 376 PREDENTSL SCIENCE 11 9 8 11 7 PRODUCTION 9 9 11 11 11 PROFESSIONAL STUDIES - - 1 - - PSYCHOLOGY 911 934 899 848 777 REHABILITATION & HUMAN SERVICES 39 31 17 3 - RELIGION 29 33 34 39 32 RUSSIAN & EASTERN EUROPEAN STUDIES 2 1 1 1 2 RUSSIAN LANGUAGE AND LITERATURE - - 2 3 4 SCIENCE EDUCATION 3 6 6 9 8 SCULPTURE 8 7 12 10 11 SIX YEAR MEDICAL - - - - 1 SOCIAL WORK - NON CLINICAL 1 - - - - SOCIAL STUDIES EDUCATION 48 42 44 47 54 SOCIOLOGY 140 130 125 149 137 SPECIAL EDUCATION 35 33 26 29 28 STAGE MANAGEMENT 18 19 21 18 22 TEACHING OF CHEMISTRY - 1 1 1 1 TECHNICAL PRODUCTION 2 1 - 1 - THEATRE STUDIES 52 62 64 81 70




For Fall Term, as of Census Date 2005 2006 2007 2008 2009THEORY & COMPOSITION 4 5 1 1 1 THERAPUTIC STUDIES 83 86 78 74 75 URBAN AFFAIRS 4 4 8 8 5

Undeclared 3,410 3,807 3,421 3,479 3,439 Total 17,927 18,934 18,629 18,917 18,576

Total Undergraduate 17,927 18,934 18,629 18,917 18,576


STUDENT HEADCOUNT BY GRADUATE PROGRAM


For Fall Term, as of Census Date 2005 2006 2007 2008 2009Master's

COLLEGE OF COMMUNICATION 400 379 386 374 308 COLLEGE OF ENGINEERING 250 207 206 211 210 COLLEGE OF FINE ARTS 260 308 523 591 575 GRADUATE SCHOOL OF MANAGEMENT 802 817 840 945 1,009 GRS - AFRICAN-AMERICAN STUDIES 3 4 1 2 - GRS - AMERICAN & NEW ENGLAND STUDIES 1 1 1 1 - GRS - ANTHROPOLOGY 2 1 1 1 1 GRS - APPLIED ANTHROPOLOGY 1 1 1 - - GRS - APPLIED LINGUISTICS 17 11 11 10 13 GRS - ARCHEOLOGY HERITAGE MANAGEMENT 1 - - 1 1 GRS - ARCHEOLOGY 4 4 6 8 7 GRS - ART HISTORY 20 20 20 20 20 GRS - ASTRONOMY 2 2 3 3 2 GRS - ASTROPHYSICS & APAC - - - 1 - GRS - BIOLOGY (GENERAL) 22 16 12 5 5 GRS - BIOSTATISTICS 27 14 18 25 28 GRS - BIOTECHNOLOGY 4 1 1 3 1 GRS - CHEMISTRY (GENERAL) 8 6 3 5 2 GRS - CLASSICAL STUDIES - - 2 2 5 GRS - COGNITIVE NEURAL SYSTEMS 11 14 14 7 9 GRS - COMPUTER SCIENCE 30 23 18 22 17 GRS - CREATIVE WRITING 29 31 29 25 27 GRS - EARTH SCIENCES 3 3 3 7 5 GRS - ECONOMIC POLICY 7 14 22 19 21 GRS - ECONOMICS 45 46 62 80 78 GRS - EDITORIAL STUDIES 5 2 5 5 4 GRS - ENERGY& ENVIRONMENTAL ANALYSIS 14 16 17 17 18 GRS - ENGLISH 22 21 21 13 13 GRS - ENVIRONMENTAL REMOTE SENSING 4 4 4 4 2 GRS - FRENCH LANGUAGE & LITERATURE 4 2 4 5 4 GRS - GEOARCHEOLOGY - 1 1 1 1 GRS - GEOGRAPHY 8 8 8 4 2 GRS - HISPANIC LANGUAGE & LITERATURE 7 5 1 2 6 GRS - HISTORY 10 6 8 15 13 GRS - INTL RELATIONS & ENVIRONMENTAL POLICY 4 3 7 11 8 GRS - INTL RELATIONS & INTL COMMUNICATIONS 19 18 21 20 26 GRS - INTERNATIONAL RELATIONS 47 45 45 46 55 GRS - INTERNATIONAL RELATIONS & RELIGION 10 6 6 11 9 GRS - MATHEMATICAL FINANCE 25 22 29 12 71 GRS - MATHEMATICS 5 9 10 6 3 GRS - CELL & MOLECULAR BIOLOGY 2 2 2 4 2 GRS - MUSIC HISTORY AND LITERATURE - 1 - - - GRS - MUSIC LIBERAL ARTS - - 2 1 3 GRS - NEUROSCIENCE 1 1 1 1 - GRS - PHILOSOPHY 10 12 12 14 16




For Fall Term, as of Census Date 2005 2006 2007 2008 2009GRS - PHYSICS 4 4 3 2 2 GRS - POLITICAL ECONOMY 43 34 31 32 38 GRS - POLITICAL SCIENCE 3 3 2 1 - GRS - PRESERVATION STUDIES 10 15 14 10 13 GRS - PSYCHOLOGY 66 52 48 58 50 GRS - RELIGIOUS STUDIES 12 17 20 9 6 GRS - SOCIOLOGY 3 2 - 2 - METROPOLITAN COLLEGE 1,559 1,902 2,138 2,277 2,158 SARGENT COLLEGE OF ALLIED HEAL 290 359 327 279 238 SCHOOL OF DENTAL MEDICINE 48 26 28 30 36 SCHOOL OF EDUCATION 378 395 416 383 368 SCHOOL OF LAW 251 240 245 265 280 SCHOOL OF MEDICINE 381 424 532 581 570 SCHOOL OF PUBLIC HEALTH 587 599 626 626 605 SCHOOL OF SOCIAL WORK 367 367 359 322 344 SCHOOL OF THEOLOGY 72 83 91 94 64 UNIVERSITY PROFESSORS 3 6 4 6 3

Total 6,223 6,635 7,271 7,537 7,375




For Fall Term, as of Census Date 2005 2006 2007 2008 2009Doctorate

COLLEGE OF ENGINEERING 347 373 376 360 364 COLLEGE OF FINE ARTS 139 197 351 423 441 GRADUATE SCHOOL OF MANAGEMENT 50 50 51 42 38 GRS - AMERICAN & NEW ENGLAND STUDIES 40 46 43 45 48 GRS - ANTHROPOLOGY 26 28 30 30 33 GRS - APPLIED LINGUISTICS 40 39 31 27 22 GRS - ARCHAEOLOGIC STUDIES 5 5 5 3 3 GRS - ARCHEOLOGY 34 32 37 41 42 GRS - ART HISTORY 33 35 36 43 44 GRS - ASTRONOMY 27 36 40 38 36 GRS - BIOLOGY (GENERAL) 101 92 85 81 72 GRS - BIOSTATISTICS 40 45 46 47 42 GRS - CHEMISTRY (GENERAL) 107 99 104 113 107 GRS - CLASSICAL STUDIES 13 17 16 14 16 GRS - COGNITIVE NEURAL SYSTEMS 46 57 58 56 55 GRS - COMPUTER SCIENCE 48 49 44 47 43 GRS - EARTH SCIENCES 19 20 20 18 13 GRS - ECONOMICS 99 112 111 118 106 GRS - EDITORIAL STUDIES 2 8 8 10 10 GRS - ENGLISH 42 47 48 49 43 GRS - FRENCH LANGUAGE & LITERATURE 12 14 14 13 14 GRS - GEOGRAPHY 30 25 32 32 36 GRS - HISPANIC LANGUAGE & LITERATURE 28 30 34 28 22 GRS - HISTORY 31 36 38 38 40 GRS - MATHEMATICAL FINANCE - - - 1 5 GRS - MATHEMATICS 51 50 49 45 42 GRS - CELLULAR & MOLECULAR BIOLOGY 38 39 37 36 31 GRS - MUSIC HISTORY & LITERATURE 3 1 1 1 - GRS - MUSICOLOGY 3 7 8 9 11 GRS - NEUROSCIENCE 24 21 22 20 16 GRS - PHILOSOPHY 56 57 55 46 44 GRS - PHYSICS 104 106 103 111 105 GRS - POLITICAL SCIENCE 49 45 43 51 52 GRS - PSYCHOLOGY 101 102 90 93 79 GRS - RELIGIOUS STUDIES 89 88 92 81 72 GRS - SOC & SOCIAL WORK 24 28 25 24 24 GRS - SOCIOLOGY 22 22 24 22 25 SARGENT COLLEGE OF ALLIED HEAL 381 382 327 272 215 SCHOOL OF DENTAL MEDICINE 36 35 40 27 29 SCHOOL OF EDUCATION 123 135 147 166 150 SCHOOL OF MEDICINE 273 273 279 268 264 SCHOOL OF PUBLIC HEALTH 58 73 82 90 97 SCHOOL OF THEOLOGY 77 84 95 93 102 UNIVERSITY PROFESSORS 34 36 35 39 29

Total 2,905 3,076 3,212 3,211 3,082




For Fall Term, as of Census Date 2005 2006 2007 2008 2009First Professional

SCHOOL OF DENTAL MEDICINE 566 567 597 602 604 SCHOOL OF LAW 852 850 833 825 826 SCHOOL OF MEDICINE 626 630 652 675 694 SCHOOL OF THEOLOGY 107 117 110 115 106

Total 2,151 2,164 2,192 2,217 2,230

Other COLLEGE OF COMMUNICATION 14 8 2 9 10 COLLEGE OF ENGINEERING 22 20 26 29 19 COLLEGE OF FINE ARTS 36 36 29 31 36 GRADUATE SCHOOL OF MANAGEMENT 19 16 17 19 29 GRS-NON DEGREE 5 7 6 12 14 METROPOLITAN COLLEGE 356 320 333 191 162 SARGENT COLLEGE OF ALLIED HEAL 17 16 32 26 18 SCHOOL OF DENTAL MEDICINE 128 136 124 127 127 SCHOOL OF EDUCATION 118 149 141 173 167 SCHOOL OF LAW 9 13 13 15 14 SCHOOL OF MEDICINE 45 62 71 99 69 SCHOOL OF PUBLIC HEALTH 97 78 81 96 120 SCHOOL OF SOCIAL WORK 19 17 16 17 15 SCHOOL OF THEOLOGY 10 10 15 7 4

Total 895 888 906 851 804

Total Graduate 12,174 12,763 13,581 13,816 13,491


CREDIT HOURS GENERATED BY DEPARTMENT OR COMPARABLE ACADEMIC UNIT


UndergraduateCollege of Arts and Sciences 302,132 314,326 304,671 304,986 158,517 College of General Studies 35,815 38,595 38,081 37,813 18,834 College of Communication 36,534 37,296 37,868 37,562 19,068 College of Engineering 23,374 23,664 23,816 23,536 12,149 Metropolitan College 23,831 24,647 24,966 26,376 13,430 Sargent College of Health&Rehab Sci 11,865 13,619 14,056 14,304 7,097 School of Hospitality Administration 4,769 6,144 7,088 7,201 3,627 School of Management 44,822 49,783 49,410 53,629 28,768 School of Education 12,765 12,631 12,152 12,336 5,767 College of Fine Arts 17,481 18,844 19,803 19,648 10,059 The University Professors 1,477 1,839 1,211 1,210 224 School of Medicine (2) 6,903 11,689 13,585 13,250 6,828 School of Public Health 244 628 532 634 - Cross Registration (3) 3,295 3,026 3,140 3,273 363 Officers' Training Program 1,075 894 763 712 324 International Education 25,484 25,871 26,915 24,418 7,207 Physical Education, Recreation, Dance 5,190 5,373 5,303 5,209 2,527 Summer (4) 38,666 41,457 40,980 41,897

Total 595,722 630,326 624,340 627,994 294,789


CREDIT HOURS GENERATED BY DEPARTMENT OR COMPARABLE ACADEMIC UNIT


GraduateCollege of Arts and Sciences 18,614 16,784 16,944 16,878 8,790 College of Communication 6,289 5,882 5,742 5,786 3,052 College of Engineering 4,615 4,194 4,240 4,223 1,878 School of Law 28,549 28,915 28,354 28,793 14,857 Metropolitan College 26,253 31,686 33,785 35,363 16,506 Sargent College of Health&Rehab Sci 9,701 9,876 8,427 6,571 3,034 School of Hospitality Administration - 16 12 - - School of Management 21,099 21,035 21,554 23,433 11,649 School of Social Work 8,526 8,829 8,455 7,697 4,073 School of Theology 6,814 7,515 7,609 7,141 3,309 School of Education 6,514 6,752 7,732 7,461 3,976 College of Fine Arts 5,237 7,381 11,239 11,230 5,385 The University Professors 127 156 124 98 21 School of Medicine (2) 27,242 23,431 23,905 25,809 13,650 School of Public Health 14,315 15,058 15,502 15,833 8,518 Goldman School of Dental Medicine 25,210 24,765 25,678 25,780 13,263 Cross Registration (3) 24 8 36 68 12 International Education 1,050 914 1,183 2,472 3,954 Summer (4) 19,958 21,791 24,298 27,156

Total 230,137 234,988 244,819 251,792 115,927


Optional Data, Explanations, Ratios Offerred by the Institution

Boston UniversityGeneral Note: All enrollment data for Fall 2008 are as of 12/11/2008.

Form 2-1 Notes: (1) Financial Aid expense is included in the Student Services expense line.(2) Budget data are available only in the Fund Accounting format.

Form 3 Notes: (1) Budget data are available only in the Fund Accounting format.



Form 6 Notes: (1) Certificate programs are not included in student admissions data.See additional notes contained within the form.

Form 7 Notes: (1) Certified full-time students taking a part-time load (full-part students) and students certified as full- or part-time taking nocourses (full-none and part-none) are reported with regular part-time students. The full-time headcount representsonly regular full-time students taking a full-time credit load.(2) FTE is calculated as the total number of full-time students plus one third of the sum of part-time and full-partstudents (certified full-time students taking a part-time course load). Excluded from FTE counts are thesis, dissertation,practicum, Center for English Language, and exchange students.

Form 8-1 Notes: (1) All data reported are as of the November payroll of the reported year and excludes research faculty. Age and Years at Institution are calculated as of the payroll run date.

Form 8-2 Notes: (1) Data on the highest degree earned by faculty are available for full-time Charles River Campus faculty only.(2) Teaching load data are for Charles River Campus faculty only. Some faculty instruct students in courses for which the student receives a full semester of credit (for example, faculty members who oversee students teaching in public schools).

Form 8-3 Notes:(1) The inclusion of Medical School faculty practice salaries has resulted in reported higher maximum and mean salaries thanwould be reported for faculty engaged only in more traditional instruction and research activities.

Form 8-4 Notes: (1) Part-time faculty departures are not always reported in the year in which they actually stop teaching. Part-timefaculty hired on an 'as-needed' basis may remain on the payroll system even if they do not teach.(2) Many of the part-time tenured professors are Emeritus faculty.

Form 8-5 Notes: (1) Faculty data exclude research faculty.(2) The School of Medicine faculty data include faculty members from the School of Public Health.(3) Other includes faculty from special programs within Metropolitan College, International Education, the Officers' TrainingProgram, Academic Institutes and Centers, and the Summer Term.

Form 9-1 Notes: (1) Data are listed in alphabetical order.

Form 9-2 Notes: (1) Data are listed in alphabetical order.(2) Data are reported by college. For the Graduate School of Arts & Sciences, data are reported by major.

Form 10 Notes: (1) FY 2009 credit hours are for Fall 2008 only.(2) The School of Medicine credit hours include credit hours from the School of Public Health.(3) Cross Registration includes Boston University students taking courses offered by other colleges and universities underconsortium or exchange programs.(4) Courses from the Summer Term for FY 2009 are not included.

2/13/200910:00 AM NEASC CIHE Form: Form Opt135

CIHE DATA FORM SUMMARYFINANCIAL HEALTH RATIOS

Boston University 2 Years 1 Year Most RecentPrior Prior Year2006 2007 2008

Expendable Resources to DebtUnrestricted + Temporarily Restricted Net Assets- (Land,Bldg,Equip Net + Funds Held Under Bond Agreement - Long Term Debt) 0.60 0.73 0.64 Long Term Debt

Expendable Resources to OperationsUnrestricted + Temporarily Restricted Net Assets - (Land,Bldg,Equip Net + Funds Held Under Bond Agreement - Long Term Debt) 0.50 0.59 0.58 Total Expenses

Total Net Asset to OperationsTotal Net Assets 1.15 1.32 1.29 Total Expenses

Return on Net AssetsChange in Total Net Assets 0.16 0.18 0.02 Total Net Assets (Beginning of Year)

Net Income RatioChange in Total Unrestricted Net Assets 0.09 0.07 (0.00) Total Rev & Net Assets Released from Restrictions

Net Operating RatioChange in Net Assets from Operations (*) 0.01 0.04 0.04 Total Rev & Net Assets Released from Restrictions

Total Resources per FTE Student(1) Total Net Assets - Net Investment in Plant 44,524.00 54,070.51 57,612.00

FTE Students

(2) Total Operating Expense 52,621.48 53,541.18 55,672.70 FTE Students

(3) Total Operating Expense - Research 45,808.06 46,973.58 49,039.48 FTE Students

Debt Ratio Change in Unrestr. Net Assets + Deprec. + Interest 4.63 3.86 0.80 Interest + Principal Payments

Debt / Equity Total Net Assets 1.38 1.63 1.42 Long Term Debt

Capital Ratio Depreciation + Interest 0.09 0.10 0.09 Total Operating Expenses

Age of Plant Accumulated Depreciation 9.03 9.64 10.02 Depreciation

* Gains and Losses from Long-Term Investments, Extraordinary Gifts, and Contributions/Pledges Receivable over one year should be excluded from operating net assets ratios.

2/13/200910:00 AM NEASC CIHE Form: Ratios 1136

CIHE DATA FORM SUMMARYFINANCIAL RATIOS

Boston University 2 Years 1 Year Most Recent CurrentPrior Prior Year Year Budget2006 2007 2008 2009

STATEMENT OF UNRESTRICTED REVENUES & EXPENSES RATIOS

INCOME ALLOCATION

Internal Sources

Net Tuition & FeesNet Tuition & Fee Revenue 54% 55% 56% -Total Revenue & Net Assets Released - Aux. Ent. Exp - Indep Opr Exp

Endowment Endowment Income Used in Operations 0% 0% 0% -Total Revenue & Net Assets Released - Aux. Ent. Exp - Indep Opr Exp

Net Auxiliary & OtherOther Income + Sales & Svcs of Educ Activ + Auxiliary Ent Rev - Auxiliary Ent Exp 23% 24% 23% -Total Revenue & Net Assets Released - Aux. Ent. Exp - Indep Opr Exp

External Sources:

Net Independent OprIndependent Operations: Rev - Exp 0% 0% 0% -Total Revenue & Net Assets Released - Aux. Ent. Exp - Indep Opr Exp

Contributions Contributions used in Operations 2% 2% 2% -Total Revenue & Net Assets Released - Aux. Ent. Exp - Indep Opr Exp

Grants & Net Federal & State Student Aid +Assets Released Govt & Private Sponsored Research + Net Assets& Fed. Stdt Aid Released from Restrictions 20% 19% 19% -

Total Revenue & Net Assets Released - Aux. Ent. Exp - Indep Opr Exp

RESOURCE ALLOCATION

Education Core Instruction + Research + Public Service + Academic Support 84% 82% 81% -Total Rev & Net Assets Released - Aux. Ent. Exp - Indep Opr Exp

Student Life Student Services 3% 3% 3% -Total Rev & Net Assets Released - Aux. Ent. Exp - Indep Opr Exp

Institutional Institutional Support + Other Expenses 11% 10% 11% -Support Total Rev & Net Assets Released

- Aux. Ent. Exp - Indep Opr Exp

Contribution to Change in Net Assets from Operations 2% 5% 5% -Net Assets from Total Rev & Net Assets Released Operations - Aux. Ent. Exp - Indep Opr Exp

2/13/200910:00 AM NEASC CIHE Form: Ratios 2137

STATEMENT OF UNRESTRICTED REVENUES AND EXPENSESPERCENT CHANGE YEAR OVER YEAR

Boston University 1 Year Most Recent Current Next Year 2 YearsPrior Year Year Budget Forward Forward2007 2008 2009 2010 20112006 2007 2008 2009 2010

OPERATINGRevenue

Tuition & Fees 5.3% 5.8% -100.0% - -Less: Financial Aid 0.6% 2.4% -100.0% - -Net Tuition & Fees Revenue 7.1% 7.1% -100.0% - -Gov't Appropriations - - - - -Contributions used in Operations -15.4% 4.7% -100.0% - -Endowment Income used in Operations 0.0% 14.9% -100.0% - -Federal & State Student Aid 0.8% -3.8% -100.0% - -Gov't & Private Sponsored Research -3.6% 1.2% -100.0% - -Other Income 1.3% 7.2% -100.0% - -Auxiliary Enterprises 9.0% 5.0% -100.0% - -Sales & Services of Educ Activities 14.0% -0.3% -100.0% - -Independent Operations - - - - - Total Revenues 5.0% 5.2% -100.0% - -Net Assets Released from Restrictions 57.6% 8.4% -100.0% - - Total Revenues & Net Assets Released 5.7% 5.3% -100.0% - -

ExpensesInstruction 6.0% 4.4% -100.0% - -Research -2.5% 1.9% -100.0% - -Public Service - - - - -Academic Services -4.2% 5.7% -100.0% - -Student Services 1.1% 7.0% -100.0% - -Institutional Support -2.6% 9.2% -100.0% - -Other Expense - - - - - Total Education & General Expenses 2.4% 4.8% -100.0% - -Auxiliary Enterprises 6.2% 5.7% -100.0% - -Independent Operations - - - - - Total Expenses 2.9% 4.9% -100.0% - -

Increase (Decrease) in Net Assets fromOperations 202.4% 14.3% -100.0% - -

NON OPERATINGGifts, Bequests, NonOperating Contributions -56.5% 30.8%Restricted Equipment Purchases - -Reinvested Gains & Losses & Income from Investments -37.6% -207.9%Gains & Losses on Disposal of Property -145.1% 21.5%Other revenues and expenses, net 144.4% -71.9%

Increase (Decrease) in Net Assets from NonOperating Activity -55.4% -237.2%

Increase (Decrease) in Unrestricted Net Assets -17.4% -101.5%

CIHE DATA FORM SUMMARY 1

2/13/200910:00 AM NEASC CIHE Form: Sum 1138

CIHE DATA FORM SUMMARY 2STATEMENT OF UNRESTRICTED REVENUES AND EXPENSES

PERCENT OF TOTAL OPERATING BUDGET

Boston University 2 Years 1 Year Most Recent Current Next Year 2 YearsPrior Prior Year Year Forward Forward2006 2007 2008 2009 2010 2011

OPERATINGRevenue

Net Tuition Revenue 46.2% 46.8% 47.6% - - -Gov't Appropriations 0.0% 0.0% 0.0% - - -Contributions used in Operations 2.1% 1.7% 1.7% - - -Endowment Income used in Operations 0.3% 0.3% 0.3% - - -Federal & State Student Aid 1.2% 1.1% 1.0% - - -Gov't & Private Sponsored Research 14.8% 13.5% 13.0% - - -Other Income 11.2% 10.7% 10.9% - - -Auxiliary Enterprises 15.9% 16.4% 16.3% - - -Sales & Services of Educ. Activities 7.1% 7.6% 7.2% - - -Independent Operations 0.0% 0.0% 0.0% - - - Total Revenues 98.8% 98.1% 98.1% - - -Net Assets Released from Restrictions 1.2% 1.9% 1.9% - - - Total Revenues & Net Assets Released 100.0% 100.0% 100.0% - - -

ExpensesInstruction 48.9% 49.1% 48.7% - - -Research 12.8% 11.8% 11.4% - - -Public Service 0.0% 0.0% 0.0% - - -Academic Services 10.4% 9.4% 9.4% - - -Student Services 2.5% 2.4% 2.4% - - -Institutional Support 9.7% 9.0% 9.3% - - -Other Expense 0.0% 0.0% 0.0% - - - Total Education & General Expenses 84.2% 81.6% 81.2% - - -Auxiliary Enterprises 14.4% 14.4% 14.5% - - -Independent Operations 0.0% 0.0% 0.0% - - - Total Expenses 98.6% 96.0% 95.7% - - -

Increase (Decrease) in Net Assets fromOperations 1.4% 4.0% 4.3% - - -


CIHE DATA FORM SUMMARY 3STATEMENT OF UNRESTRICTED OPERATING REVENUES AND EXPENSES

Boston University Most RecentYear Budget Variance Pct2008 2008 Actual v Budget Variance

FROM OPERATIONSRevenueTuition & Fees 933,279 0 933,279 -Less: Financial Aid 237,991 0 237,991 -Net Tuition & Fees Revenue 695,288 0 695,288 -Gov't Appropriations 0 0 0 -Contributions used in Operations (1) 24,881 0 24,881 -Endowment Income used in Operations 4,875 0 4,875 -Federal & State Student Aid 15,095 0 15,095 -Gov't & Private Sponsored Research 189,642 0 189,642 -Other Income 159,721 0 159,721 -Auxiliary Enterprises 238,851 0 238,851 -Sales & Services of Educ. Activities 105,440 0 105,440 -Independent Operations 0 0 0 - Total Revenues 1,433,793 - 1,433,793 -Net Assets Released from Restrictions 27,957 0 27,957 - Total Revenues & Net Assets Released 1,461,750 - 1,461,750 -

ExpensesInstruction 711,351 0 711,351 -Research 166,653 0 166,653 -Public Service 0 0 0 -Academic Services 137,797 0 137,797 -Student Services 35,198 0 35,198 -Institutional Support 135,800 0 135,800 -Other Expense 0 0 0 - Total Education & General Expenses 1,186,799 - 1,186,799 -Auxiliary Enterprises 211,922 0 211,922 -Independent Operations 0 0 0 - Total Expenses 1,398,721 - 1,398,721 -

Increase (Decrease) in Net Assets fromOperations 63,029 - 63,029 -

Footnote: (1) Includes receivables of: 0 0 0 -


Boston University2 Year 1 Year Most Recent CurrentPrior Prior Year Year2006 2007 2008 2009

Tuition & Fees 837,901 882,014 933,279 - Less:Financial Aid 231,242 232,521 237,991 - Net Tuition 606,659 649,493 695,288 -

% Total Discount 27.6% 26.4% 25.5% -

Unrestricted Institutional Aid 201,853 202,011 205,451 0% Unrestricted Discount 24.1% 22.9% 22.0% -

Net Tuition and Discount

-

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

Prior Prior Year Year

2 Year 1 Year Most Recent Current

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

Net Tuition

% TotalDiscount

%Unrestricted Discount

2/13/200910:00 AM NEASC CIHE Form: Graph 1141

Boston University

FTE Enrollment

2006 2007 2008 2009 2010First Year Undergraduate 4,248.0 4,165.0 4,233.0 4,182.0 4,154.0 Total Undergraduate 17,015.0 16,983.0 17,131.0 16,909.0 15,894.0

Undergraduate Enrollment

-

2,000.0

4,000.0

6,000.0

8,000.0

10,000.0

12,000.0

14,000.0

16,000.0

18,000.0

2006 2007 2008 2009 2010

FTE

Stud

ents

First Year UndergraduateTotal Undergraduate

2/13/200910:00 AM NEASC CIHE Form: Graph 2142

Boston University

2006 2007 2008 2009Chg in Unrestricted Net Assets from Operatio 18,240 55,158 63,029 - Chg in Total Unrestricted Net Assets 123,729 102,246 (1,583) -

2006 2007 2008Unrestricted 874,934 977,180 975,597 Temporarily Restricted 353,175 492,220 523,344 Permanently Restricted 263,146 291,190 299,347 Total Net Assets 1,491,255 1,760,590 1,798,288

Change in Net Assets from Operations

-

10,000

20,000

30,000

40,000

50,000

60,000

70,000

2006 2007 2008 2009

Total Net Assets

-

500,000

1,000,000

1,500,000

2,000,000

2006 2007 2008

Permanently Restricted

Temporarily Restricted

Unrestricted

Change in Total Unrestricted Net Assets

(20,000)

-

20,000

40,000

60,000

80,000

100,000

120,000

140,000

2006 2007 2008

2/13/200910:00 AM NEASC CIHE Form: Graph 3 & 4143

AppendixCCIHEForm:StandardTen:PublicDisclosure

AppendixDInsuranceCoverage

153

APPENDIXD

INSURANCECOVERAGEBostonUniversitycarriesinsurancecoverageinthefollowingareas:

I. WorkersCompensation:BostonUniversityisalicensedSelf‐InsurerwiththeCommonwealthofMassachusettsforthefirst$500,000peraccident.BeyondthatexposurethereisanExcessWorkersCompensationinsurancepolicyinplaceprovidingcoverageforallstatutorybenefits.TheUniversityalsocarriesanAllOtherStatespolicyprovidingcoverageforallofitsWorkersCompensationbenefitsoccurringoutsideofMassachusetts.

II. GeneralandUmbrellaLiability:BostonUniversityisself‐insuredforthefirst$500,000perincident.AbovethatexposuretheUniversitycarriesGeneralandUmbrellaLiabilitypoliciesprovidingcoveragewithtotallimitsof$100million.

III. DirectorsandOfficers:BostonUniversitycarriesPrimaryandExcesspoliciesprovidingcoveragewithtotallimitsof$35million.ThesepoliciesalsoprovidecoverageforEmploymentPracticesLiability.

IV. Property:BostonUniversitycarriesaninsurancepolicyprovidingreplacementcostcoverageforitsproperty,includingboilerandmachinerycoverageandbusinessinterruption/extraexpense.Thelimitsforallcoveragestotal$3,139,620,821.

AppendixEFinancialStatements

157

Report of Independent Auditors

To the Board of Trustees of Boston University:

In our opinion, the accompanying consolidated statements of financial position and therelated consolidated statements of activities and cash flows present fairly, in all materialrespects, the financial position of Boston University (the “University”) at June 30, 2008 and 2007, and the changes in its net assets and its cash flows for the years then ended inconformity with accounting principles generally accepted in the United States of America.These financial statements are the responsibility of the University’s management. Ourresponsibility is to express an opinion on these financial statements based on our audits. We conducted our audits of these statements in accordance with auditing standards gener-ally accepted in the United States of America. Those standards require that we plan andperform the audit to obtain reasonable assurance about whether the financial statements arefree of material misstatement. An audit includes examining, on a test basis, evidence sup-porting the amounts and disclosures in the financial statements, assessing the accountingprinciples used and significant estimates made by management, and evaluating the overallfinancial statement presentation. We believe that our audits provide a reasonable basis forour opinion.

As described in Note 6 to the consolidated financial statements, the University adoptedStatement of Financial Accounting Standards (“FASB”) No. 158, “Employers’ Accountingfor Defined Benefit Pension and Other Postretirement Plans” in 2007. In accordance withthe transition provisions of FASB No. 158, the 2007 consolidated financial statementsinclude the cumulative effect of adopting this accounting principle as of June 30, 2007.

Boston, MassachusettsOctober 27, 2008

BOSTON UNIVERSITY • CONSOLIDATED FINANCIAL STATEMENTS 2008 AND 2007

159

The accompanying notes are an integral part of the consolidated financial statements.

BOSTON UNIVERSITY • CONSOLIDATED STATEMENTS OF FINANCIAL POSITION

2008 2007______________ ______________

ASSETSCash and cash equivalents (Note 1) . . . . . . . . . . . . . . . . . . . . $ 219,848 $ 225,439

Cash and cash equivalents — restricted (Note 1) . . . . . . . . . . 215,173 48,607

Short-term investments (Notes 1 and 2) . . . . . . . . . . . . . . . . . 10,735 72,057

Accounts receivable, net of allowance (Notes 1 and 3) . . . . . 157,522 147,227

Pledges receivable, net of allowance (Note 3) . . . . . . . . . . . . 31,702 31,932

Prepaid expenses and other assets (Note 4) . . . . . . . . . . . . . . 80,109 90,098

Long-term investments (Notes 1 and 2) . . . . . . . . . . . . . . . . . 1,135,031 1,056,056

Property, plant, and equipment, net (Notes 1 and 4) . . . . . . . 1,956,963 1,759,680

Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 3,807,083 $ 3,431,096

LIABILITIES AND NET ASSETSLiabilities:

Accrued payroll and related expenses . . . . . . . . . . . . . . $ 128,749 $ 124,737

Accounts payable and accrued expenses, including minorityinterest of $72,087 and $36,962 as of June 30, 2008, and 2007, respectively (Notes 4, 6, and 7) . . . . . . . . 382,564 251,121

Deferred income and student deposits . . . . . . . . . . . . . 98,485 89,577

Annuities payable (Note 1) . . . . . . . . . . . . . . . . . . . . . . 15,951 14,750

Capital lease obligation (Note 7) . . . . . . . . . . . . . . . . . 84,800 84,800

Discounted note obligation (Note 2) . . . . . . . . . . . . . . 31,123 28,066

Bonds, notes, and mortgages payable, net of unamortized bond premium/discount (Note 5) . . . . 1,267,123 1,077,455

Total liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,008,795 1,670,506

Commitments and contingencies (Note 7)

Net assets (Note 1):

Unrestricted:

Allocated for designated purposes . . . . . . . . . . . . . . . . . . . 959,844 961,676

Available for general purposes . . . . . . . . . . . . . . . . . . . . . . 15,753 15,504

Total unrestricted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 975,597 977,180

Temporarily restricted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 523,344 492,220

Permanently restricted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 299,347 291,190

Total net assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,798,288 1,760,590

Total liabilities and net assets . . . . . . . . . . . . . . . . . $ 3,807,083 $ 3,431,096

June 30, 2008 and 2007

($000)

160

For the years ended June 30, 2008 and 2007

($000) 2008________________________________________________________Temporarily Permanently

Unrestricted Restricted Restricted Total____________ ____________ ____________ ____________Operating revenues (Note 1)

Student tuition and fees . . . . . . . . . . . . . . . . . . . . . . . . $ 933,279) $ $ $ 933,279)Student aid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (235,175) (235,175)

Sponsored programs . . . . . . . . . . . . . . . . . . . . . . . . . . 189,642) 189,642)Gifts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24,881) 530) 25,411)Sales and services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105,440) 105,440)Spending formula amount and other investment

income (Notes 1 and 2) . . . . . . . . . . . . . . . . . . . . . 13,967) 20,300) 34,267)Recovery of facilities and administrative costs . . . . . . . 136,767) 136,767)Sponsored program income for student aid . . . . . . . . . 15,095) 15,095)Other income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13,862) 13,862)Auxiliary enterprises . . . . . . . . . . . . . . . . . . . . . . . . . . 238,851) 238,851)

Student aid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (2,816) (2,816)Net assets released from restrictions . . . . . . . . . . . . . . 27,957) (27,957) )Contributions used for operations . . . . . . . . . . . . . . . . 6,557) 6,557)

Total operating revenues . . . . . . . . . . . . . . . . . . . . . . . 1,461,750) (570) 1,461,180)

Operating expenses (Note 1)Instruction and departmental research . . . . . . . . . . . . . 688,363) 688,363)Educational support activities . . . . . . . . . . . . . . . . . . . 109,833) 109,833)Sponsored programs . . . . . . . . . . . . . . . . . . . . . . . . . . 189,642) 189,642)Libraries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24,394) 24,394)General and administrative . . . . . . . . . . . . . . . . . . . . . 160,120) 160,120)Student aid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12,510) 12,510)Auxiliary enterprises . . . . . . . . . . . . . . . . . . . . . . . . . . 213,859) 213,859)

Total operating expenses . . . . . . . . . . . . . . . . . . . . . . . 1,398,721) 1,398,721)

Net operating gain (loss) . . . . . . . . . . . . . . . . . . . . . . . 63,029) (570) 62,459)

Nonoperating revenues and (expenses)Contribution revenue (Note 1) . . . . . . . . . . . . . . . . . . 6,617) 11,575) 6,672) 24,864)Contributions used for operations . . . . . . . . . . . . . . . . ) (6,557) ) (6,557)Spending formula amount and other investment

income (Notes 1 and 2) . . . . . . . . . . . . . . . . . . . . . 5,077) 2,689) 305) 8,071)Excess (deficit) of investment return over spending

formula amount (Note 2) . . . . . . . . . . . . . . . . . . . . (458) 2,983) (730) 1,795)Net realized and unrealized losses on interest rate

exchange agreements (Note 5) . . . . . . . . . . . . . . . . (68,913) (68,913)Amortization of discounted

note obligation (Note 2) . . . . . . . . . . . . . . . . . . . . . (3,057) (3,057)Cumulative effect of initial application

of FAS 158 (Note 6) . . . . . . . . . . . . . . . . . . . . . . . . )Pension related changes other than

net periodic pension cost . . . . . . . . . . . . . . . . . . . . 3,513) ) 3,513)Other additions (deductions), net . . . . . . . . . . . . . . . . (7,391) 21,004) 1,910) 15,523)

Net nonoperating income (loss) . . . . . . . . . . . . . . . . . . (64,612) 31,694) 8,157) (24,761)

Change in net assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (1,583) 31,124) 8,157) 37,698)Beginning net assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 977,180) 492,220) 291,190) 1,760,590)

Ending net assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 975,597) $ 523,344) $ 299,347) $ 1,798,288)

BOSTON UNIVERSITY • CONSOLIDATED STATEMENTS OF ACTIVITIES


161

BOSTON UNIVERSITY • CONSOLIDATED STATEMENTS OF ACTIVITIES

2007________________________________________________________Temporarily Permanently

Unrestricted Restricted Restricted Total____________ ____________ ____________ ____________Operating revenues (Note 1)

$ 882,014) $ $ $ 882,014) Student tuition and fees(229,790) (229,790) Student aid187,393) 187,393) Sponsored programs23,762) 895) 24,657) Gifts

105,725) 105,725) Sales and servicesSpending formula amount and other investment

14,970) 17,558) 32,528) income (Notes 1 and 2)128,605) 128,605) Recovery of facilities and administrative costs

15,692) 15,692) Sponsored program income for student aid9,673) 9,673) Other income

227,488) 227,488) Auxiliary enterprises(2,731) (2,731) Student aid

25,800) (25,800) ) Net assets released from restrictions8,242) 8,242) Contributions used for operations

1,388,601) 895) 1,389,496 Total operating revenues

Operating expenses (Note 1)657,863) 657,863) Instruction and departmental research106,103) 106,103) Educational support activities187,393) 187,393) Sponsored programs

21,764) 21,764) Libraries145,669) 145,669) General and administrative

12,166) 12,166) Student aid202,485) 202,485) Auxiliary enterprises

1,333,443) 1,333,443) Total operating expenses

55,158) 895) 56,053) Net operating gain (loss)

Nonoperating revenues and (expenses)5,059) 5,945) 17,880) 28,884) Contribution revenue (Note 1)

(8,242) ) (8,242) Contributions used for operationsSpending formula amount and other investment

9,522) 2,391) 478) 12,391) income (Notes 1 and 2)Excess (deficit) of investment return over spending

59,991) 122,962) 1,109) 184,062) formula amount (Note 2)) ) Net realized and unrealized losses on interest rate

(9,909) (9,909) exchange agreements (Note 5)) ) Amortization of discounted ) (3,204) (3,204) note obligation (Note 2)) ) ) Cumulative effect of initial application of

(13,964) ) (13,964) FAS 158 (Note 6)) ) ) Pension related changes other than

) net periodic pension cost(3,611) 18,298) 8,577) 23,264) Other additions (deductions), net

47,088) 138,150) 28,044) 213,282) Net nonoperating income (loss)

102,246) 139,045) 28,044) 269,335) Change in net assets874,934) 353,175) 263,146) 1,491,255) Beginning net assets

$ 977,180) $ 492,220) $ 291,190) $ 1,760,590) Ending net assets


162

BOSTON UNIVERSITY • CONSOLIDATED STATEMENTS OF CASH FLOWS


($000)


2008 2007 Cash flows from operating activities:Change in net assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 37,698) $269,335)

Adjustments to reconcile change in net assets to netcash provided by operating activities:

Depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80,217) 76,472)Loss on debt extinguishment . . . . . . . . . . . . . . . . . . . . . . . . . . 9,642) )Cumulative effect of initial application of FAS 158 . . . . . . . . . ) 13,964)Non-cash additions to property and equipment . . . . . . . . . . . . (9,312)Loss (gain) on sale of property and equipment . . . . . . . . . . . . . 1,164) (660)Loss on disposal of property and equipment . . . . . . . . . . . . . . 1,426) 2,791)Unrealized losses on interest rate exchange agreements . . . . . . 65,626) 8,296)Amortization of bond premium/discount . . . . . . . . . . . . . . . . . 3,497) 3,331)Net realized and unrealized gains on investments . . . . . . . . . . . (17,402) (193,319)Provision for bad debts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,974) 323)Restricted contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (8,397) (17,880)

Changes in operating assets and liabilities:Increase in accounts receivable . . . . . . . . . . . . . . . . . . . . . . . . . (5,157) (3,403)Decrease in pledges receivable . . . . . . . . . . . . . . . . . . . . . . . . . . 3,171) 4,197)Increase (decrease) in prepaid expenses and other assets . . . . . . 747) (533)Increase (decrease) in accounts payable and accrued expenses . . 50,118) (563)Increase in accrued payroll and related expenses . . . . . . . . . . . 4,012) 22,240)Increase (decrease) in deferred income and student deposits . . . 8,908) (2,772)

Net cash provided by operating activities . . . . . . . . . . . . . . . . . 238,244) 172,507)

Cash flows from investing activities:Purchases of investments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (534,654) (271,387)Proceeds from sales and maturities of investments . . . . . . . . . . . . . 534,403) 232,637)Increase in receivable for investments sold . . . . . . . . . . . . . . . . . . . (11,053) (832)Proceeds from sale of property and equipment . . . . . . . . . . . . . . . 6,769) 2,224)Purchases of property and equipment . . . . . . . . . . . . . . . . . . . . . . (271,560) (132,859)(Increase) decrease in cash equivalents-restricted . . . . . . . . . . . . . . (166,566) 39,728)

Net cash used in investing activities . . . . . . . . . . . . . . . . . . . . . . . . (442,661) (130,489)

Cash flows from financing activities:Payment of bonds, notes, and mortgages . . . . . . . . . . . . . . . . . . . . (480,847) (6,529)Increase in annuity obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,201) 508)Proceeds from bonds and notes payable . . . . . . . . . . . . . . . . . . . . 670,565) )Restricted contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8,397) 17,880)

Net cash provided by financing activities . . . . . . . . . . . . . . . . . . . 199,316) 11,859)

Unrealized (gains) losses on currency exchange . . . . . . . . . . . . . . . . . (490) 4,530)

Net (decrease) increase in cash and cash equivalents . . . . . . . . . . . . . (5,591) 58,407)

Cash and cash equivalents beginning of year . . . . . . . . . . . . . . . . . . . 225,439) 167,032)

Cash and cash equivalents end of year . . . . . . . . . . . . . . . . . . . . . . . . $219,848) $225,439)

Supplemental disclosure of non-cash information:Property and equipment acquired under capital lease obligations . . $ ) $ 25,395))Property and equipment included in accounts payable . . . . . . . . . . $ 15,699) $ 13,169))

163

BOSTON UNIVERSITY • NOTES TO CONSOLIDATED FINANCIAL STATEMENTS


1. Accounting Policies

The following is a summary of the significant accounting policies of the University.

Basis of Presentation:

The accompanying financial statements have been prepared on the accrual basis of accounting inaccordance with the reporting principles of not-for-profit accounting.

Unrestricted net assets are free of donor-imposed restrictions. Activities reported within unre-stricted net assets include education and general, sponsored and departmental research, unex-pended plant and debt service, investments in plant, long-term investments, and student loans.Contributions, gains, and investment income whose restrictions are met in the same reportingperiod are reported as unrestricted support.

Temporarily restricted net assets include gifts for which donor-imposed restrictions as to time orpurpose have not been met (primarily future capital projects) and pledges receivable for which theultimate purpose of the proceeds is not permanently restricted.

The composition of the temporarily restricted net assets as of June 30, 2008 and 2007, in thou-sands of dollars, is as follows:

2008 2007__________ __________Net realized and unrealized gain on endowment . . $ 414,477 $ 405,207Life income and annuity funds . . . . . . . . . . . . . . 21,106 21,350Contributions receivable, net . . . . . . . . . . . . . . . 26,873 25,378Contributions restricted for plant . . . . . . . . . . . . 60,157 39,247Other contributions . . . . . . . . . . . . . . . . . . . . . . 731 1,038

$ 523,344 $ 492,220

Permanently restricted net assets include gifts and pledges which require, by donor restriction, thatthe corpus be invested in perpetuity and only the income or a portion thereof be made availablefor spending in accordance with donor restrictions.

The composition of the permanently restricted net assets as of June 30, 2008 and 2007, in thou-sands of dollars, is as follows:

2008 2007__________ __________Endowment funds . . . . . . . . . . . . . . . . . . . . . . . . $ 271,651 $ 263,304Contributions receivable, net . . . . . . . . . . . . . . . . 4,829 6,554Donor funds restricted for student loans . . . . . . 22,867 21,332

$ 299,347 $ 291,190

Nonoperating activities reflect transactions of a long-term investment or capital nature includingcontributions to be invested by the University to generate a return that will support future opera-tions, contributions to be received in the future, contributions to be used for facilities and equip-ment, gains and losses on interest rate exchange agreements, the excess (deficit) of investmentreturns over the spending formula amount, the cumulative effect of change in accounting principle(see Note 6) and certain other nonrecurring activities.

Sponsored Programs:Revenues associated with contracts and grants are recognized as the related costs or capital expen-ditures are incurred. Grant revenue used for the construction or acquisition of plant is recordedwithin nonoperating activities. The University records reimbursement of facilities and administra-tive costs relating to government contracts and grants at authorized rates each year.

Principles of Consolidation:The consolidated financial statements include the University and its wholly owned subsidiaries. Allsignificant intercompany transactions and accounts have been eliminated.

Property, Plant, and Equipment:Maintenance and repairs are expensed as incurred and improvements are capitalized. When assetsare retired or disposed of, the cost and accumulated depreciation thereon is removed from theaccounts, and gains and losses are included in operations in the statement of activities.

164

BOSTON UNIVERSITY • NOTES TO CONSOLIDATED FINANCIAL STATEMENTS CONTINUED


Long-lived assets and certain intangibles are reviewed for impairment whenever events or changes incircumstances indicate that the carrying amount of assets may not be recoverable. When such events orchanges in circumstances indicate an asset may not be recoverable, an impairment loss is required tobe recognized in an amount by which the asset’s net book value exceeds its estimated fair value.

Gifts:Gifts, including unconditional promises to give, are recorded upon receipt. Gifts other than cash arerecorded at fair market value at the date of contribution. The University records gifts of patents thatare accepted solely for future use in educational or scientific research at a nominal value. Gifts withdonor-imposed restrictions, which are reported as temporarily restricted revenues, are reclassified tounrestricted net assets when an expense is incurred that satisfies the restriction (see Note 3).

Investment Income:The major portion of long-term investments are maintained on a pooled basis. Units in the poolare assigned on the basis of market value at the time net assets to be invested are received, andincome is distributed quarterly thereafter on a per-unit basis.

Valuation of Investments:Investments in marketable securities are stated at fair value as determined by the quoted marketprices of publicly traded securities. Except as stated in Note 2, investments in closely held, unregis-tered and nonnegotiable securities for which fair value quotations are not readily available, are valued by the general partnership or fund manager and are reviewed by management for reason-ableness and approved by an advisory committee of the Board of Trustees. These estimated valuesare subject to uncertainty and, therefore, may differ significantly from the value that would havebeen used had the investments been traded on a public market. The average cost method is usedfor calculating realized gains. The investment portfolio is reflected on a trade-date basis.

Net gains and losses are classified as unrestricted net assets unless they are restricted by a donor or thelaw. Net gains on permanently restricted gifts are classified as temporarily restricted until appropriatedfor spending by the University in accordance with donor restrictions and Massachusetts law.

Real Estate Partnerships:The University owns shares in certain real estate partnerships ranging from 20 to 50%, whichhave been accounted for using the equity method within the statement of financial position. TheUniversity’s ownership interest in these partnerships has been recorded within long-term invest-ments on the statement of financial position.

Cash and Cash Equivalents:The University considers cash on hand, cash in banks, certificates of deposit, time deposits, and U.S. Government and other short-term securities with maturities of three months or less whenpurchased as cash and cash equivalents. Cash and cash equivalents-restricted represent funds heldby the trustees associated with the Massachusetts Development Finance Agency Bond Issue SeriesU1, U2, U3, and U4 and Massachusetts Health and Educational Facilities Authority Series N,and will be drawn down to fund various construction projects and costs of issuance. In addition, theUniversity was required to post collateral with counterparties in the form of cash and cash equiva-lents under the terms of certain interest rate exchange agreements (see Note 5).

As of June 30, 2008, the University’s reported cash and cash equivalents included approximately$48 million, representing 11% of the University’s fiscal year end cash and cash equivalents, with theCommonfund Short Term Investments Fund (STF), a bank commingled fund using Wachovia BankN.A. as trustee (the “Trustee”), and sponsored by The Commonfund for Nonprofits. Historically,management’s policy for defining cash and cash equivalents has included amounts invested in theSTF. On September 29, 2008, the Trustee notified Commonfund and the fund participants that itwas exercising its right to initiate the termination of the STF, impose liquidity restrictions thereon,and establish procedures for an orderly liquidation and distribution of the fund’s assets. However,on September 4, 2008, prior to the issuance of this illiquidity notice, the University liquidated andwithdrew its entire investment from the STF without restriction or penalty.

Loans Receivable:Notes and loans receivable are principally amounts due from students under federally sponsoredprograms which are subject to certain requirements. Accordingly, it is not practical to determinethe fair value of such amounts.

165



Student Aid:Student aid, of $235,175,000 and $229,790,000 for the years ended June 30, 2008 and 2007,respectively, has been classified as a reduction of student tuition and fees. In addition, studentaid in the amount of $2,816,000 and $2,731,000 for the years ended June 30, 2008 and 2007,respectively, has been classified as a reduction of auxiliary enterprises (room and board) revenue.

Student aid in addition to tuition, fees, room and board in the amount of $12,510,000 and$12,166,000 for the years ended June 30, 2008 and 2007, respectively, has been classified as anoperating expense.

Depreciation Policy:All capital expenditures for, and gifts of, land, buildings, equipment, and library books are recordedas additions to unrestricted net assets when the assets are placed in service, and carried at cost atthe date of the acquisition or fair value at the date of donation. Depreciation is computed on astraight-line basis over the remaining useful lives of assets as follows: buildings, 50 years; renovationsand improvements, 20 years or lease term, if shorter; library books, 10 years; and equipment, 2 to15 years. University buildings used in sponsored research activities are depreciated from 12 to 50years, by using the distinct useful lives for each major building component.

Depreciation for the years ended June 30, 2008 and 2007 was $80,217,000 and $76,472,000,respectively.

Allocation of Expenses:Certain expenses have been allocated to functional expenses in the statement of activities. Theseexpenses are comprised of, in thousands of dollars:

2008 2007__________ __________Operation and maintenance of plant . . . . . $ 91,146 $ 89,413Interest on indebtedness . . . . . . . . . . . . . . 52,534 53,771Depreciation expense . . . . . . . . . . . . . . . . 80,217 76,472

Collections:The University’s collections, which were acquired through purchases and contributions since theUniversity’s inception, are not recognized as assets on the statement of financial position. Purchasesof collection items are recorded as decreases in unrestricted net assets in the year in which the itemsare acquired or as releases from temporarily restricted net assets if the assets used to purchase theitems are restricted by donors. Contributed collection items are not reflected in the financial statements.Proceeds from deaccessions or insurance recoveries are reflected as increases in the appropriate netasset classes.

The University’s collections are made up of artifacts of historical significance, scientific specimens,and art objects that are held for educational, research, scientific, and curatorial purposes. Each ofthe items is cataloged, preserved, and cared for, and activities verifying their existence and assess-ing their condition are performed regularly. The collections are subject to a policy that requiresproceeds from dispositions to be used to acquire other items for collections.

Split-Interest Agreements:The University’s split-interest agreements with donors consist of irrevocable charitable gift annu-ities and charitable remainder trusts held and administered by others. For annuity contracts, thecontributed assets are included as part of investments at fair value. Contribution revenue, net ofthe accompanying obligation is recognized as of the date the donated assets are transferred to theUniversity, and liabilities are recorded for the present value of the estimated future payments to thedonors and/or other beneficiaries. The liabilities are adjusted during the term of the annuities con-sistent with changes in the value of the assets and actuarial assumptions.

The present values of the estimated future cash receipts from charitable remainder trusts are recog-nized as assets and contribution revenues as of the dates the trusts are established. Distributionsfrom these trusts are recorded as contributions, and the carrying value of the assets is adjusted forchanges in the estimates of future receipts.

166

Related Party Transactions:Under the University’s conflict of interest policy, all business and financial relationships betweenthe University and entities affiliated with trustees and officers are subject to the review andapproval of the Audit Committee of the Board of Trustees.

Income Taxes:The University is exempt from federal income tax under Section 501(c)(3) of the U.S. Internal RevenueCode.

In June 2006, the Financial Accounting Standards Board (FASB) issued Interpretation No. 48,“Accounting for Uncertainty in Income Taxes— an Interpretation of FASB Statement 109” (FIN 48).FIN 48 addresses the accounting for uncertainty in income taxes recognized in an entity’s financialstatements and prescribes a threshold of more-likely-than-not for recognition and derecognition oftax provisions taken or expected to be taken in a tax return. FIN 48 also provides guidance onmeasurement, classification, interest and penalties, and disclosure. FIN 48 was effective for theUniversity on July 1, 2007 and did not have a material impact on the University’s financial statements.

Use of Estimates:The preparation of financial statements in conformity with generally accepted accounting principlesrequires management to make estimates and assumptions that affect the reported amounts of assetsand liabilities and disclosure of contingent assets and liabilities at the date of the financial statementsand the reported amounts of revenues and expenses during the period. Actual results could differfrom those estimates. Significant estimates are made in the areas of accounts receivable, pledgesreceivable, investments, and accrued expenses.

Conditional Asset Retirement Obligations:The University recognizes the fair value of a liability for legal obligations associated with assetretirements in the period in which the obligation is incurred, in accordance with Statement ofFinancial Accounting Standards (SFAS) No. 143, “Accounting for Asset Retirement Obligations,”and Financial Accounting Standards Interpretation (FIN) No. 47, “Accounting for ConditionalAsset Retirement Obligations.” When the liability is initially recorded, the cost of the asset retire-ment obligation is capitalized by increasing the carrying amount of the related long-lived asset. The liability is accreted to its present value each period, and the capitalized cost associated withthe retirement obligation is depreciated over the useful life of the related asset. Upon settlementof the obligation, any difference between the cost to settle the asset retirement obligation and theliability recorded is recognized as a gain or loss in the statement of activities.

New Accounting Pronouncements:In September 2006, the FASB issued SFAS No. 157 “Fair Value Measurements.” This statement definesfair value and establishes a framework for measuring fair value in generally accepted accounting prin-ciples. In addition, SFAS 157 expands the disclosures regarding the use of fair value to measure assetsand liabilities in interim and annual periods subsequent to initial recognition. The disclosures focus onthe inputs used to measure fair value, the recurring fair value measurements using significant unobserv-able inputs, and the effect of the measurement on changes in net assets for the period.

SFAS 157 will be effective for the University as of July 1, 2008. The University is currently evaluat-ing the impact of adoption of this standard and does not believe it will have a material impact onits consolidated financial statements.

2. Investments

Total investments by type as of June 30, 2008 and 2007, in thousands of dollars, were as follows:

2008 2007

Summary byAsset Class Cost Fair Value Cost Fair Value

Global Equities. . . . . . . . . . . . . $ 337,441 $ 512,683 $ 327,603 $ 585,733Marketable Alternatives . . . . . . 151,290 184,259 76,539 106,896Non-Marketable Alternatives . . 223,352 228,840 188,346 195,668Real Assets . . . . . . . . . . . . . . . . 136,271 149,877 67,398 76,176Fixed Income . . . . . . . . . . . . . . 68,699 70,107 162,299 163,640

Total. . . . . . . . . . . . . . . . . . . . . $ 917,053 $ 1,145,766 $ 822,185 $ 1,128,113



167

The following summarizes, in thousands of dollars, the investment return, as reflected in the statementof activities:

Temporarily Permanently 2008 2007Unrestricted Restricted Restricted Total Total

Dividend and interest income . . . $ 13,997) $ 12,429) $ 305) $ 26,731) $ 35,661)Net realized and unrealized

gains (losses) . . . . . . . . . . . . . . . 4,589) 13,543) (730) 17,402) 193,320)Total return on investments . . . . 18,586) 25,972) (425) 44,133) 228,981)

Less: Spending formula amount . . (7,031) (22,989) ) (30,020) (28,803)Less: Other non-endowment

income . . . . . . . . . . . . . . . . . . . (12,013) ) (305) (12,318) (16,116)(19,044) (22,989) (305) (42,338) (44,919)

Excess (deficit) of investment returnover spending formula amount . . $ (458) $ 2,983) $ (730) $ 1,795) $ 184,062)

The amounts distributed from the investment yield of pooled investments in any one year mayinclude interest, dividends, and a portion of accumulated investment gains. The distribution isbased on fixed quarterly amounts per unit and is calculated as 4% of a twenty-quarter movingaverage of pooled endowment fund market values. The return distributed is equivalent to anannual investment yield, using the average market value of pooled endowment funds for the fivepreceding quarters for the fiscal year ended June 30, 2008 and 2007, respectively. During the fiscalyears ended June 30, 2008 and 2007, 2.5% and 2.6%, respectively, represented the distributionas a percentage of the ending market value of the pooled endowment fund.

At June 30, 2008 and 2007, respectively, approximately $185,000 and $160,000 of unrealizedlosses on permanently restricted endowment funds were classified as a reduction in unrestricted netassets as the market value of these funds was less than their book value. Unrestricted net assetswill be replenished when the market value equals or exceeds the book value.

In June 2006, the University entered into a transaction to securitize its interests in $88.2 millionof expected future residual cash flows associated with an investment in an investment bankingpartnership. To facilitate this transaction, the University, as a unit holder of this investment, trans-ferred its right, title, and interest in these future cash flows to a newly formed bankruptcy remotelimited liability corporation called BU Funding, LLC (“LLC”). The University owns 100% of themembership interests of the LLC; however, the LLC’s Board of Directors will consist of one direc-tor independent of the University. The majority of the other unit holders also transferred theirrespective interests to similarly structured bankruptcy remote limited liability corporations.

The LLC, subsequent to formation, issued a zero coupon note to Deutsche Bank Litigation Fee(“DBLF”), which is collateralized by the LLC’s rights to the majority of the future cash flows fromthis investment. The note has a face value of approximately $88.2 million— an amount equal tothe aggregate residual proceeds scheduled to be received between 2007 and 2021. The note waspurchased at a discounted price of approximately $25.2 million and is non-recourse to theUniversity. The LLC has been consolidated within the financial statements of the University.Accordingly, this discounted note obligation is included as a liability on the Statement of FinancialPosition. The discount on the note will be amortized, using the effective interest method, over thescheduled maturity of the note. The note obligation will decrease as future residual cash flows arereceived. As a result, the note is expected to accrete to a maximum accrued amount of $54.3 mil-lion in 2014 before declining to a balance of zero in 2021. DBLF, as the counterparty to this note,has assumed the two principal risks potentially disrupting the future cash flow distributions. Anyremaining risks to the disruption of future cash flows are considered remote.

Provided that the note obligation has been extinguished in 2021, the University remains the benefici-ary of $39.7 million of future cash flows expected in 2022–2025. However, due to the uncertaintyof the timing and ultimate amount of these future cash flows, the University has recorded this invest-ment at a nominal value.

As of June 30, 2008, investment commitments to venture capital limited partnerships and privateequity funds total $92,845,000 and are expected to be drawn down by the general partners overthe next two to three years.



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3. Receivables and Pledges

Accounts and loans receivable at June 30, 2008 and 2007, in thousands of dollars, consist of the following:

2008 2007__________ __________Accounts receivable, net:

Students . . . . . . . . . . . . . . . . . . . . . . . . $ 13,953) $ 13,732)Less allowances . . . . . . . . . . . . . . . . . . (5,870) (5,827)

8,083) 7,905)Grants and contracts . . . . . . . . . . . . . . 44,310) 49,687)Departmental sales, services, and other 36,839) 28,817)Less allowances . . . . . . . . . . . . . . . . . . (10,976) (4,654)

70,173) 73,850)Student loans . . . . . . . . . . . . . . . . . . . . 69,297) 67,006)Less allowances . . . . . . . . . . . . . . . . . . (2,556) (3,006)

66,741) 64,000)Receivables for investments sold . . . . . . 12,525) 1,472)Total . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 157,522) $ 147,227)

Total allowances for doubtful accounts as of June 30, 2008 and 2007 are $19,402,000 and$13,487,000, respectively.

Included in accounts receivable at June 30, 2008 and 2007 is $1,175,000 and $1,822,000 respec-tively, related to split dollar life insurance policies. These assets have been recorded at the lower ofcash surrender value or the present value of cumulative premiums paid, discounted using creditadjusted risk free rates over the actuarially determined life expectancies of the related beneficiaries.

The University has outstanding notes, mortgages, and advances bearing interest at rates up to 6%at June 30, 2008 and 2007, to certain employees. The aggregated amount as of June 30, 2008 and2007, is $3,765,000 and $1,490,000, respectively.

Pledges, net of discounts and allowances, in the amount of $31,702,000 and $31,932,000, arerecorded as receivables with the revenue assigned to the appropriate net asset category for fiscalyears 2008 and 2007, respectively. Pledges consist of unconditional written promises to contributeto the University in the future. At June 30, 2008 and 2007, pledges, in thousands of dollars, areexpected to be realized in the following time frame:

2008 2007__________ __________In one year or less . . . . . . . . . . . . . . . . $ 14,100) $ 17,484)Between one year and five years . . . . . . 15,316) 16,989)More than five years . . . . . . . . . . . . . . 12,345) 10,483)

41,761) 44,956)Discount to present value . . . . . . . . . . . (7,032) (7,056)Less allowance for unfulfilled pledges . (3,027) (5,968)Pledges receivable . . . . . . . . . . . . . . . . . $ 31,702) $ 31,932)

4. Property, Plant, and Equipment

Property, plant, and equipment and related accumulated depreciation at June 30, 2008 and 2007,in thousands of dollars, consist of the following:

2008 2007__________ __________Land . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 99,383) $ 92,317)Buildings and improvements . . . . . . . . . 2,017,438) 1,961,356)Construction in progress . . . . . . . . . . . 339,578) 154,026)Equipment . . . . . . . . . . . . . . . . . . . . . . 179,159) 171,504)Library books . . . . . . . . . . . . . . . . . . . . 125,304) 117,490)

2,760,862) 2,496,693)Less accumulated depreciation . . . . . . . (803,899) (737,013)Property, plant, and equipment, net . . . $1,956,963) $1,759,680)

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As of June 30, 2008 and 2007, buildings and improvements include $84,642,000 associated withoffice and research space under capital lease.

During fiscal year 2008, the University incurred capital expenditures of $81,259,000 and$75,580,000 for construction of the National Emerging Infectious Diseases Laboratory (NEIDL)and the Student Village Phase II, respectively. These expenditures are included within constructionin progress at June 30, 2008, and will be placed in service when construction is complete and theprojects are ready for their intended use. Refer to Note 7, Commitments and Contingencies, foradditional disclosures regarding the NEIDL.

Certain fully depreciated equipment amounting to approximately $8,706,000 and $8,571,000was removed from the statement of financial position in 2008 and 2007, respectively.

Certain disposed property with a net book value of approximately $1,426,000 was removed fromthe statement of financial position in 2008. In addition, certain buildings were sold, during fiscal2008. At the time they were sold, they had a net book value of $7,933,000. In connection withthe sale, a loss of $1,164,000 was recorded.

On June 30, 1998, the University entered into a lease/lease back arrangement with a privateinvestor relating to four properties. The lease terms range from 41 to 52 years, and the totalvalue of these properties was approximately $222,000,000. The lease payments were prepaid tothe University at the closing. The University’s sublease terms range from 33 to 42 years, and theUniversity has an option to purchase the investor’s leasehold interest in the properties on datesspecific to each property between years 15 and 24. The University has prefunded both therequired annual sublease payment obligations and the amounts necessary to exercise each specificlease buyout option. Accordingly, $43,310,000 has been included in the University’s consolidatedstatement of financial position within prepaid expenses and other assets and accounts payableand accrued expenses at June 30, 2008.

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5. Indebtedness

Notes and bonds payable at June 30, 2008 and 2007, in thousands of dollars, are as shown below:

Outstanding Principal2008 2007

Tax-Exempt Bonds, Notes, and Mortgages Payable:

Variable-rate bonds and notes:

Massachusetts Health and Educational Facilities Authority

Series E, Capital Asset Program, 4.50% at June 30, 2008 due 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 18,000) $ 18,000)

Series H, 1.15% at June 30, 2008, due 2026–2029 . . . . . . . . . 69,000) 69,000)

Series Q (Refunded as Part of Issuance of Series U Variable Rate Demand Bonds) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ) 86,800)

Massachusetts Development Finance Agency

Series R (Refunded as Part of Issuance of Series U Variable Rate Demand Bonds) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .) 250,200)

Series U-1 to U-3 and U-5A to U-6E, 2.12% blended variable rate at June 30, 2008, due 2008–2042 . . . . . . . . . . . . . . . . . . . 486,365) )

Fixed-rate bonds and notes:

Massachusetts Health and Educational Facilities Authority

Series S, 4.71% blended fixed rate, due 2035–2039 . . . . . . . . . 35,000) 35,000)


Series P, 5.63% blended fixed rate, due 2025–2059 . . . . . . . . . 100,000) 100,000)

Series T-1, 5%, due 2030–2039 . . . . . . . . . . . . . . . . . . . . . . . . 162,740) 162,740)

Series U-4, 2%, due 2030–2040 . . . . . . . . . . . . . . . . . . . . . . . . 50,000) )

Total Tax-Exempt Bonds, Notes, and Mortgages Payable: . . . . . . . . 921,105) 721,740)

Taxable Bonds, Notes, and Mortgages Payable:

Variable-rate bonds and notes:

Massachusetts Health and Educational Facilities Authority)

Series N, 2.75% at June 30, 2008, due 2008–2034 . . . . . . . . . 134,200) 134,700)

Boston University:

Series 1999 SAVRS, 4.96% at June 30, 2008, due 2010–2019 . . 21,950) 21,950)

Royal Bank of Scotland, 6.31% at June 30, 2008, due 2008–2029 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59,172) 61,066)

Fixed-rate bonds, notes, and mortgages:


Series T-2, 5.27%, due 2030 . . . . . . . . . . . . . . . . . . . . . . . . . . . 4,260) 4,260)

Boston University:

Century Notes, 7.63%, due 2097 . . . . . . . . . . . . . . . . . . . . . . . 100,000) 100,000)

Aetna Loan, 10.20%, due 2008–2018 . . . . . . . . . . . . . . . . . . . 10,298) 10,827)

Citizens Bank Loan, 3.99%, due 2007 . . . . . . . . . . . . . . . . . . . ) 6,588)

Various notes payable, 0%–7%, due 2010–2022 . . . . . . . . . . . 5,391) 6,017)

Total Taxable Bonds, Notes, and Mortgages Payable: . . . . . . . . . . . . 335,271) 345,408)Total Bonds, Notes, and Mortgages Payable: . . . . . . . . . . . . . . . . . . . $1,256,376) $1,067,148)

Net Unamortized Bond Premium and Discount . . . . . . . . . . . . . . . . . 10,747) 10,307)

Total Bonds, Notes, and Mortgages Payable: . . . . . . . . . . . . . . . . . . . . $1,267,123) $1,077,455

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At June 30, 2008, the University had outstanding variable rate debt of $788,687,000 and out-standing fixed-rate debt, including capital lease obligations, of $552,489,000.

Scheduled principal payments on notes, bonds, and capital lease obligations, in thousands of dollars, are:

Year Principal2009 $ 7,7122010 5,3382011 25,0572012 7,5182013 7,798Thereafter 1,287,753Total $ 1,341,176

Plant property with a book value before depreciation of $4,333,000 as of June 30, 2008, as wellas tuition revenues, are pledged as collateral for certain obligations. Indebtedness agreements con-tain tests for unrestricted revenues, net of expenditures and debt payments and certain restrictionson the amount of additional indebtedness. The University is required to maintain certain financialcovenants including various ratio calculations for some of its underlying debt obligations.

The fair market value of the University’s bonds at June 30, 2008, approximates $1,179,879,000.The fair market value is estimated based on discounted cash flow with interest at current ratesbased on similar issues.

In May 2008, the University issued $486,365,000 of Series U-1, Series U-2, Series U-3, Series U-5A,Series U-5B, Series U-6A, Series U-6B, Series U-6C, Series U-6D, and Series U-6E tax-exemptMassachusetts Development Finance Agency Variable Rate Demand Revenue Bonds (collectively,Series U Bonds). The proceeds from the sale of Series U-5A and U-5B bonds were used, together withother available funds, to refund $85,300,000 of Massachusetts Health and Educational FacilitiesAuthority Series Q-1 and Series Q-2 bonds. The proceeds from the sale of Series U-6A through U-6Ebonds were used, together with other available funds, to refund $250,200,000 of MassachusettsDevelopment Finance Agency Series R-1 through R-4 bonds. The remaining proceeds from the SeriesU-1 through U-3 bonds in the amount of $150,000,000 will be used to finance all or a portion ofcertain capital projects as well as the acquisition of certain property and buildings. The Series Ubonds are structured as multi mode obligations and are currently being remarketed in a combinationof weekly and daily variable rate resets and collateralized by irrevocable direct pay Letters of Credit.The Series U bonds mature in annual installments ranging from $1,500,000 to $101,290,000 in 2008through 2042. An amount of $9,354,000 consisting of the remaining unamortized bond issue costsrelative to the refunded Series Q and Series R bonds is reflected as a deduction in the “Other addi-tions (deductions)” line of the Consolidated Statements of Activities.

In May 2008, the University issued $50,000,000 of Series U-4 tax-exempt Massachusetts DevelopmentFinance Agency Variable Rate Revenue Bonds to finance all or a portion of certain capital projects aswell as the acquisition of certain property and buildings. The Series U-4 bonds were issued in the TermRate Mode at an initial interest rate of 2% through June 2009. The Series U bonds are structured asmulti mode obligations and will mature in annual installments ranging from $3,690,000 to $5,360,000in 2030 through 2040.

In May 2008, the University converted $134,200,000 of Series N taxable Massachusetts Health andEducational Facilities Authority Select Auction Variable Rate Securities (SAVRS) to Variable RateDemand Revenue Bonds. The Series N bonds are structured as multi mode obligations and are cur-rently remarketed in a weekly variable rate reset and collateralized by an irrevocable direct pay Letterof Credit. The Series N bonds mature in annual installments ranging from $800,000 to $13,850,000in 2009 through 2034. An amount of $288,000 consisting of the remaining unamortized bond issuecosts relative to the refunded Series N bonds is reflected as a deduction in the “Other additions(deductions)” line of the Consolidated Statements of Activities.

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Subsequent to year end, the University effected an early redemption of $21,950,000 of the out-standing Series 1999 taxable Select Auction Variable Rate Securities (SAVRS).

During the year ended June 30, 2007, the University entered into a fixed rate swaption agreementon the Series S bonds with a notional amount of $35,000,000. Under the swaption, the Universityreceived $2,304,000 from the counterparty in exchange for a one-time option to enter into a fixedrate swap on October 1, 2014, the call date of the Series S bonds. The option, if exercised providesthat the University pay a fixed rate of 4.70% in exchange for a variable rate equal to the monthlySIFMA municipal swap index rate on an amortizing notional amount consistent with the existingprincipal amortization schedule for the Series S bonds. The fixed rate for Series S is 4.71%.

During the year ended June 30, 2008, the University entered into a fixed rate swaption agreementrelating to the Series T bonds with a notional amount of $162,740,000. Under terms of this swap-tion agreement the University received $10,000,000 from the counterparty in exchange for a one-time option to enter into a fixed rate swap on October 1, 2015, the call date of the Series T bonds.The option, if exercised provides that the University pay a fixed rate of 4.95% in exchange for avariable rate equal to the monthly SIFMA municipal swap index rate on an amortizing notionalamount consistent with the existing principal amortization schedule for the Series T bonds. Thefixed rate for Series T is 5%.

The University has entered into various interest rate exchange agreements in order to partially hedgevariable interest rate exposure on certain debt issues, thereby managing the interest cost and risk asso-ciated with its outstanding debt. At June 30, 2008, the University had interest rate exchange agree-ments with total notional principal of $594,162,000 with expiration dates through 2042. Theseinstruments require the University to make fixed-rate payments in exchange for variable-rate paymentson the respective notional principal amounts. The notional amounts of each interest rate exchangeagreement decrease as payments on the underlying obligations are made. The University receives vari-able-rate payments that are expected to approximate interest on the underlying variable-rate debt.

Below is a summary of the terms of the University’s outstanding interest rate exchange agreementsas of June 30, 2008, in thousands of dollars:

Interest RateExchange Notional Effective Termination University UniversityAgreement Amount Date Date Pays Receives

Royal Bank $ 59,172 8/15/2006 8/15/2029 5.65% GBP 3-Mo. LIBORof Scotland +45 basis pointsSeries H 25,000 10/30/1997 12/1/2027 5.28% SIFMA*Series N 24,490 10/30/1997 10/1/2027 6.79% LIBOR*Series Q 85,300 10/30/2001 10/1/2031 4.10% 67% of 1-Mo. LIBOR*Series R 10,700 10/1/2002 10/1/2022 4.16% 67% of 1-Mo. LIBOR*Series R 239,500 7/1/2008 10/1/2042 5.42%** SIFMA*Series U 150,000 10/1/2007 10/1/2040 3.97%** 69% of 1-Mo. LIBOR*

**SIFMA-Securities Industry and Financial Markets Association Municipal Swap IndexLIBOR-London Interbank Offered Rate

**Represents a Blended Interest Rate

Interest rate exchange agreements, including the Series S and T swaption agreements, are recordedat an estimated market value of $(112,092,000) and $(46,466,000) at June 30, 2008 and 2007,respectively, and the decrease in estimated market value of $(65,626,000) and $(7,799,000) in2008 and 2007, respectively, is included in nonoperating losses on interest rate exchange agree-ments. The estimated market value of the interest rate exchange agreements was computed bythird party financial intermediaries using the net present value of fixed and floating future cashflows, with floating future flows estimated through the use of forward interest rate yield curves.These financial instruments necessarily involve counterparty credit exposure. Certain interest rateexchange agreements include two-way collateral posting requirements intended to mitigate creditrisk. At June 30, 2008, the University posted collateral in the amount of $14,245,000.

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The Lehman Brothers Holdings Inc. (LBHI) bankruptcy filing in September 2008 constituted anevent of default as defined in the International Swaps and Derivatives Association, Inc. MasterAgreement between the University and Lehman Brothers Commercial Bank (LBCB). As a result, inOctober 2008 the University terminated and replaced its existing LBCB interest rate exchangeagreements with replacement counterparties. The notional amounts, termination dates, fixed ratepaid by the University, and the variable rates received by the University are the same as the termi-nated swaps. In addition, in September 2008 the University replaced Lehman Brothers as theremarketing agent on its Variable Rate Demand Bond programs. The counterparties for all otherinterest rate exchange transactions are major financial institutions that meet the University’s crite-ria for financial stability and credit-worthiness.

Interest expense of approximately $55,821,000 and $55,384,000 incurred in fiscal years 2008 and2007, respectively, is net of $3,139,000 and $997,000 respectively, in interest capitalized as a cost ofconstruction. In addition, in fiscal years 2008 and 2007 the University paid net settlement costs oninterest rate exchange agreements of $3,287,000 and $1,613,000, respectively. These net settlementcosts have been recorded as nonoperating activities within the Consolidated Statements of Activities.

6. Pension and Other Employee Benefits

403(b) Plan:The University makes retirement plan contributions to Teachers Insurance and Annuity Association(TIAA), College Retirement Equities Fund (CREF), and Fidelity Investments for faculty and staff.This 403(b) plan is a defined contribution plan available to all employees who work at least 50%of a full-time schedule, and have an appointment or an expected assignment duration of at leastnine months. The expenses for this program amounted to $48,311,000 in fiscal year 2008 and$45,745,000 in fiscal year 2007.

Pension and Other Postretirement Benefit Plans:The University maintains a qualified defined benefit pension plan that covers certain retirees andeligible employees who elected to participate before December 31, 1986. As of December 31, 1986,the plan was closed to any new participants as well as to additional employee contributions. Dueto the funded status of the plan, no University contributions were required for the fiscal yearended June 30, 2008.

During fiscal year 2008, the University initiated the process to terminate the Boston UniversityRetirement Income Plan. The Plan assets were used to purchase guaranteed annuities on behalf ofthe participants in order to settle the pension liability. The selected insurance carrier met the“Safest Available Annuity” guidelines set by the Department of Labor regulations under theEmployee Retirement Income Security Act. Required annuity purchases totaling $16,177,000 weremade during the fiscal year. The remaining $3,723,000 of plan assets will be used to purchaseadditional benefits for the participants. The University is awaiting a final determination from theInternal Revenue Service on the plan termination filing. Once the final determination has beenreceived, the University will complete the termination of the Plan.

In addition, the University offers subsidized health care coverage to employees who retire from theUniversity after age 55 until age 65, provided they have at least ten consecutive years of participa-tion in the plan at the time they retire. The University also provides minimal life insurance benefitsto retirees.

In September 2006, the FASB issued SFAS No. 158, Employers’ Accounting for Defined BenefitPension and Other Postretirement Plans. SFAS 158 focuses primarily on balance sheet reporting forthe funded status of benefit plans and requires recognition of benefit liabilities for under-fundedplans and benefit assets for over-funded plans, with offsetting impacts to unrestricted net assets.The impact of adoption resulted in a net decrease of $13,964,000 in unrestricted net assets, whichhas been recorded as a cumulative effect of a change in accounting principle during the fiscal yearended June 30, 2007.

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The following illustrates the adjustments to record the funded status as of June 30, 2007:

Before AfterApplication of Pension Benefits Other Benefits Application of

SFAS 158 Adjustments Adjustments SFAS 158

Prepaid and other assets . . . . . . $ 93,611 $ (3,513) $ $ 90,098Total assets . . . . . . . . . . . . . . . . 3,434,609 (3,513) 3,431,096Accrued payroll and

related expenses 114,286 (10,451) 124,737Total liabilities . . . . . . . . . . . . . $1,660,055 $ $ (10,451) $ 1,670,506Unrestricted net assets . . . . . . . $ 991,144 $ (3,513) $ (10,451) $ 977,180

Pension and Other Postretirement Benefit Plans at June 30, 2008 and 2007, in thousands of dollars:

Pension Benefits Other Benefits

2008 2007 2008 2007Change in Benefit ObligationBenefit obligation at beginning of year . . . $ 16,326) $ 16,672) $ 33,795) $ 22,195)Service cost . . . . . . . . . . . . . . . . . . . . . . . . 2,054) 1,573)Interest cost . . . . . . . . . . . . . . . . . . . . . . . . 915) 936) 2,079) 1,569)Plan amendments . . . . . . . . . . . . . . . . . . . )3,994) ) (26) (1,417)Actuarial (gain) loss . . . . . . . . . . . . . . . . . 563) 394) (669) 11,756)Benefits paid . . . . . . . . . . . . . . . . . . . . . . . (1,898) (1,676) (2,436) (1,881)Settlements . . . . . . . . . . . . . . . . . . . . . . . . (16,177)

Benefit obligation at end of year . . . . . . . . 3,723) 16,326) 34,797) 33,795)

Change in Plan AssetsFair value of plan assets at

beginning of year . . . . . . . . . . . . . . . . . . 20,629) 19,716)Actual return on plan assets . . . . . . . . . . . 1,169) 2,589)Benefits paid . . . . . . . . . . . . . . . . . . . . . . . (1,898) (1,676)Settlements . . . . . . . . . . . . . . . . . . . . . . . . (16,177)

Fair value of plan assets at end of year . . . 3,723) 20,629)

Funded status . . . . . . . . . . . . . . . . . . . . . . ) 4,303) (34,797) (33,795)Net amount recognized in the Statement

of Financial Position . . . . . . . . . . . . . . . $ ) $ 4,303) $ (34,797) $ (33,795)

Other Changes in Plan Assets and BenefitObligations Recognized in the Statementof Activities: Settlements . . . . . . . . . . . . . . . . . . . . . . . . (2,105)Current year actuarial gain . . . . . . . . . . . . . )1,057) ) (669)Amortization of actuarial gain (loss) . . . . . (234) ) (1,342)Current year prior service (credit)/cost . . . 3,994) ) (26)Amortization of prior service (credit)/cost . (6,225) ) 1,095)Total recognized in Statement of Activities $ (3,513) $ ) $ (942) $

Amounts Recognized in Unrestricted Net Assets Consist of: Net actuarial loss . . . . . . . . . . . . . . . . . . . $ $ 1,282) $ 13,783) $ 15,644)Prior service cost/(credit) . . . . . . . . . . . . . . 2,231) (4,124) (5,193)

$ ) $ 3,513) $ 9,659) $ 10,451)



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Weighted-average Assumptions used todetermine net periodic cost as of June 30Discount rate . . . . . . . . . . . . . . . . . . . . . . . 6.00% 6.00% 6.00% 6.00%Expected long-term rate of return on

plan assets . . . . . . . . . . . . . . . . . . . . . . . 8.50% 8.50% N/A N/A

Weighted-average Assumptions used todetermine benefit obligation as of June 30Discount rate . . . . . . . . . . . . . . . . . . . . . . . 6.25% 6.00% 6.00% 6.00%Initial health care trend . . . . . . . . . . . . . . . N/A N/A 9.00% 10.00%Ultimate health care trend . . . . . . . . . . . . . N/A N/A 5.00% 5.00%Years to reach ultimate . . . . . . . . . . . . . . . N/A N/A 8 5

For measurement purposes, a 9% and 10% annual rate of increase in the per capita cost of coveredhealth care benefits was assumed for 2008 and 2007, respectively, decreasing at 1% per year there-after until an ultimate rate of 5% in 2013.

Pension Benefits Other Benefits

2008 2007 2008 2007Components of Net PeriodicBenefit CostService cost . . . . . . . . . . . . . . . . . . . . . . . . $ $ $ 2,054) $ 1,573)Interest cost . . . . . . . . . . . . . . . . . . . . . . . . 915) 936) 2,079) 1,569)Expected return on plan assets . . . . . . . . . (1,663) (1,585)Amortization of prior service cost . . . . . . . 6,225) 398) (1,095) (843)Settlement loss . . . . . . . . . . . . . . . . . . . . . . 2,105)Recognized actuarial loss . . . . . . . . . . . . . 234) ) 1,342) 591)

Net periodic benefit cost . . . . . . . . . . . . . . $ 7,816) $ (251) $ 4,380) $ 2,890)

The gain/loss, prior service cost/credit, and transition amount expected to be recognized in netperiodic benefit cost in 2009 are as follows:

Pension Benefits Other BenefitsActuarial (gain)/loss . . . . . . . . . . . . . . . . . $ ) $ 1,126)Prior service (credit)/cost . . . . . . . . . . . . . . ) (1,100)Transition (asset)/obligation . . . . . . . . . . . )Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ ) $ 26)

Assumed health care cost trends have a significant effect on the amounts reported for the healthcare plans. A one-percentage-point change in the assumed health care cost trend rates would havethe following effects:

1% Point Increase 1% Point DecreaseEffect on total of service and interest

cost components $ 386) $ (345)Effect on postretirement benefit obligation 1,988) (1,837)

The accumulated benefit obligation at June 30, 2008 and 2007 was $3,723,000 and $16,326,000,respectively.

Plan AssetsThe pension plan weighted average asset allocations as of June 30, 2008 and 2007, respectively,are as follows:

Plan AssetsFiscal Year Ending

Asset Category 2008 2007

Equity securities) 78% 78%Fixed income 22% 22%



The expected long-term rate of return assumption represents the expected average rate of earningson the fund invested or to be invested to provide for the benefits included in the benefit obligations.The long-term rate of return assumption is determined based on a number of factors, including his-torical market index returns, the anticipated long-term asset allocation of the plans, historical planreturn data, plan expenses, and the potential to outperform market index returns.

Expected Cash FlowsInformation about the expected cash flows for the U.S. pension and other postretirement benefitplans are as follows:

Pension Benefits Other BenefitsEmployer contributions2009 (Expected) $13,948 $2,228Expected benefit2009 3,723 2,2282010 2,5912011 2,8922012 3,2782013 3,3872014–2018 21,176

7. Commitments and Contingencies

As of June 30, 2008, approximately $171,294,000 is committed principally on open constructioncontracts and capital acquisitions. This amount will be financed from operations, federal govern-ment grants, private donations, and borrowings.

The University has also formally agreed to support the Huntington Theatre, Inc., a nonprofittheatre production company, during the next two years in the amount of $510,000 annually.

The University is committed to minimum annual rent payments under several long-term noncancel -able operating and capital leases through the year 2038, for the use of educational facilities and office space, in thousands of dollars, as follows:

Operating Capital2009 $ 17,762 $ 3,6292010 17,067 3,7382011 15,409 3,7382012 14,250 3,8682013 13,442 3,868

Thereafter 98,874 212,788

$ 176,804 $ 231,629Less: Amounts representing interest 146,829

Capital lease obligation $ 84,800

Rent expense for educational facilities and office space amounted to $23,268,000 and $23,066,000during the years ended 2008 and 2007, respectively. Certain of these leases provide for an optionto purchase these properties at fair value.

In fiscal 1993, the University commenced leasing a 180,000-square-foot biomedical research facilityunder a 25-year noncancelable lease requiring minimum annual lease payments of approximately$3,276,000, which are included in the table above. The building was constructed at a cost of$41,500,000 by a trust of which the University is a 50% beneficiary. The trust had outstandingdebt of $19,967,000 at June 30, 2008.

In fiscal 2000, the University commenced leasing a portion of a 171,000-square-foot biomedicalresearch facility. The 30-year noncancelable lease of 69,000 square feet of space requires minimumannual lease payments of approximately $2,043,000, which are included in the table above. Thebuilding was constructed at a cost of $52,132,000 by a trust of which the University is a 50% ben-eficiary. As of June 30, 2008, the trust had outstanding debt of approximately $19,693,000.

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177

In fiscal 2000, the University commenced leasing 50% of a 1,000-space parking garage under a20-year noncancelable lease requiring minimum annual lease payments of $779,000, which areincluded in the table above. The garage was constructed at a cost of $18,187,000 by a nonprofitcorporation of which the University has a 50% interest. As of June 30, 2008, the corporation hadoutstanding debt of approximately $12,800,000.

The University has leased a property under a 10-year noncancelable lease requiring minimumannual lease payments of $715,000, which are included in the table above. The building wasconstructed at a cost of approximately $9,105,000 by a real estate partnership of which theUniversity owns 45%. As of June 30, 2008, the real estate partnership had outstanding debt ofapproximately $9,200,000.

On July 1, 1996, the University entered into a Support Agreement with the Boston Medical CenterCorporation which was formed from the merger of Boston City Hospital and Boston UniversityMedical Center Hospital. The commitment for fiscal year 2009 approximates $8,000,000.

During fiscal 2004, the University entered into a lease agreement for approximately 52,000 squarefeet of newly constructed office and research space in a 161,000-square-foot biomedical researchfacility at 670 Albany Street. During fiscal 2006, the University took occupancy and recorded acapital lease asset and obligation associated with this agreement. Future minimum lease paymentsunder this agreement amount to approximately $58,596,000, to be paid over the 60-year term.

During fiscal 2006, the University entered into a lease agreement to occupy an additional 22,000square feet of office and research space at 670 Albany Street. During fiscal 2007, the Universitytook occupancy and recorded a capital lease asset and obligation associated with this agreement.Future minimum lease payments under this agreement amount to approximately $26,204,000, tobe paid over the 60-year term.

In September 2003, the University received an award from the National Institutes of Health(“NIH”) for the construction of a Level-4 National Emerging Infectious Diseases Laboratory(“NEIDL”) to be located on the University’s Medical Campus. This laboratory will be used by theUniversity, Boston Medical Center, as well as other organizations to support the federal govern-ment’s bio-defense effort. As part of this award, NIH will provide $141 million of the constructioncosts of the NEIDL. Boston University and Boston Medical Center will each provide $28.3 milliontoward construction, and will each receive a 50% equity interest in the NEIDL. As such, both par-ties have the right to share equally in the future operating activities of the laboratory. Whereas, theUniversity controls the activity associated with the award, the costs of construction have beenrecorded on the accompanying consolidated financial statements, and Boston Medical Center’s50% equity interest has been recorded as a minority interest liability. As of June 30, 2008, theUniversity incurred expenditures of approximately $165,641,000 toward construction of the labo-ratory, of which $110,080,000 and $17,047,000 have been reimbursed to the University by NIHand Boston Medical Center, respectively. Based on the construction costs incurred and reimburse-ment received through June 30, 2008, $72,087,000 has been recorded as a minority interest liabil-ity on the University’s financial statements, and $55,040,000 of the NIH reimbursement has beenrecorded as an increase to temporarily restricted net assets and will be released from restrictionwhen the NEIDL is placed in service. As of June 30, 2008, the costs of constructing the NEIDLwere included in construction in progress pending the completion of the laboratory as well as theresults of ongoing safety reviews that must be obtained prior to receiving permits to operate thefacility.

Audits of specific contracts and grants by the Department of Health and Human Services havebeen conducted on a periodic basis. The University believes that adverse determinations, if any,from audits by the Department of Health and Human Services or other agencies will not be mate-rial to the financial statements.

The University is a defendant in various legal actions arising out of the normal course of its opera-tions. Although the final outcome of such actions cannot currently be determined, the Universitybelieves that eventual liability, if any, will not have a material effect on the University’s financialposition.

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T H E C O R P O R AT I O N

THE FOUNDERS Lee Claflin Isaac Rich Jacob Sleeper

THE ASSOCIATE FOUNDERS Augusta E. CorbinChester C. CorbinAlbert V. DanielsenEdward H. DunnRafik B. al-HaririCharles Hayden

Arthur G. B. MetcalfStephen P. MugarAnne A. RamseyJohn R. RobinsonRoswell R. Robinson

Alden SpeareDewey David StoneHarry K. StoneGerald Tsai, Jr.An Wang

THE TRUSTEES

Robert A. KnoxChairman

David F. D’AlessandroVice Chairman

Robert A. BrownPresident

Terry L. AndreasJohn BattaglinoPhilip L. BullenFrederick H. ChicosRichard D. CohenJonathan R. ColeRichard B. DeWolfePatricia K. DonahoeKenneth J. FeldSidney J. FeltensteinRonald G. GarriquesRichard C. Godfrey

SungEun Han-AndersenBahaa R. HaririJohn P. Howe IIIStephen R. KarpCleve L. Killingsworth, Jr.Elaine B. KirshenbaumEric S. LanderAlan M. LeventhalWendy K. MarinerJoAnn McGrathJ. Kenneth Menges, Jr.Carla E. Meyer

Peter T. PaulC. A. Lance PiccoloStuart W. PrattAllen I. QuestromRichard D. ReidySharon G. RyanRichard C. ShipleyHugo X. ShongBippy M. Siegal Marshall M. SloanePeter D. Weaver

THE TRUSTEES EMERITI Christopher A. BarrecaRobert J. BrownEarle M. ChilesHoward L. Clark, Jr.Earle C. CooleySuzanne CutlerEdson D. de CastroDexter A. Dodge

Norman E. GautVartan GregorianLeon C. HirschEsther A. H. HopkinsKaren Elliott HouseJames M. HowellRichard R. JoaquimLuci Baines Johnson

William F. MacauleyEdward I. MastermanJames K. MathewsMelvin B. MillerJohn F. Smith, Jr.Laura Walsh StrandskovPeter H. VermilyeRobert E. Yellin

THE OVERSEERS

Richard D. Reidy Chairman

Robert J. HildrethVice Chairman

Noubar B. AfeyanMichael J. AgganisJames AptekerMerwyn BaganSteven R. Becker James A. BerlutiFred A. BronsteinRobert J. BrownJay M. CashmanEarle M. ChilesHoward L. Clark, Jr.Suzanne CutlerShamim A. Dahod

Derek DavisEdson D. de CastroDexter A. DodgeDavid B. EllisBruce J. FeirsteinEdwin D. FullerJoseph H. HaganKathleen L. HealyEsther A. H. HopkinsRichard R. JoaquimLinda Sloane KaySarkis J. KechejianRaymond L. Killian, Jr.

William H. KlehWilliam F. MacauleyEdward I. MastermanRita Z. MehosMelvin B. MillerJay RoeweMaya Ezratti RosenblumLaura Walsh StrandskovMarcy SymsNina C. TasslerStephen R. Weiner

THE UN I V E R S I TY ADM I N I S TR AT I ON

President Robert A. Brown, B.S., M.S.,Ph.D.

University ProvostDavid K. Campbell, B.A., Ph.D.

Provost of the Medical CampusKaren H. Antman, B.S., M.D.

Executive Vice PresidentJoseph P. Mercurio, B.A.S.

Chief Investment OfficerPamela L. Peedin, B.A., M.B.A.

Vice President for Administrative ServicesPeter Fiedler, B.S.

Vice President for Auxiliary ServicesPeter J. Cusato, B.S.A., C.P.A.

Vice President for Develop mentand Alumni RelationsScott G. Nichols, B.A., M.S.,Ed.D.

Vice President for Enrollmentand Student AffairsLaurie A. Pohl, B.A., Ph.D.

Vice President for Financial Affairs, and TreasurerMartin J. Howard, B.A.,M.B.A., C.P.A., C.F.A., C.F.P.

Vice President and GeneralCounsel, and Secretary of the BoardTodd L. C. Klipp, A.B., J.D.

Vice President for Governmentand Community AffairsEdward M. King, B.A.

Vice President for InformationSystems and Technology ad interimMichael Krugman, B.S., M.A.

Vice President for Marketingand CommunicationsStephen P. Burgay, B.A., J.D.

Vice President for OperationsGary W. Nicksa, B.S.B.A.,M.S.T.

Vice President for ResearchAndrei E. Ruckenstein, A.B.,M.S., Ph.D.

Documents

Boston University Self-Study Report University Self-Study Report Submitted to the Commission on Institutions of Higher Education of the New England Association of Schools and Colleges,