Pillar V: Steward the University's Resources to Promote Academic Excellence and Affordable Access
Pillar V Progress
Leadership in Promoting Staff Excellence
Philanthropy for Strategic Priorities
Affordable Excellence Model
Launched the Affordable Excellence Model, a commitment to students and families that will continue to offer a world-class education that is accessible to all.
The model represents the culmination of the work of the Board of Visitors’ Finance Subcommittee, in developing a multi-year financial framework that benefits students and their families, supports the commonwealth’s
higher-education service to Virginians and sustains AccessUVA.
Ranked Among the Best Universities in the Nation
Participation in open enrollment programs across all professional skills classes saw a
21% year-over-Year increase
Center for Leadership Excellence
Established Center for Leadership Excellence to encourage and enable leadership at all levels through programs tailored for employees at every level of career development. The Center was established entirely through internal resource allocation.
Succession Development Program to identify and develop inherent talent of high performing individuals who may have the potential to fill key leadership positions at UVA.
25 participants and mentors from 11 departments and 4 schools
Career Development Resources
10% year-over-year increase in the percentage of staff positions with associated career development resources.
Increased Participation in Leadership Development "Cohort" Programs
2015 Leader of Change
The Network for Change and Continuous Innovation awarded its 2015 Leader of Change Award to Assistant Vice President for Organizational Excellence, Sarah Collie, in recognition of the successful establishment of the Organizational Excellence program.
Leading Change Through Innovation and Collaboration
Designed and hosted Leading Change Through Innovation and Collaboration— a state-wide forum for Virginia public colleges and universities to share institutional best practices.
Align Fundraising Efforts Directly with Institutional Priorities
Re-aligned and re-deployed existing advancement staff using existing funds to align fundraising efforts directly with institutional priorities.
Secured Funding for Cornerstone Plan Initiatives
President’s Commission on Slavery at the University: $40k
- Data Science Institute & Endowed Chair: $13m
- Post-doc and graduate interdisciplinary research: $1m
- External Support for Global Internships
- Full-time global gifts officer
- Funding for need-based scholarships: $10m in commitments in FY15
- Meriwether Lewis Leadership Institute: $600k
- Established an Arts Endowment
Began preparations for the upcoming Bicentennial Campaign
- Completed phase I of Bicentennial Campaign planning including revising systems, screening, discovery team.
- Created fundraising leadership development programs
- Forming advisory groups focused on leadership training, mentoring, and other professional development opportunities
Restructuring and Refining
Restructuring and refining internal policies, performance metrics and practices yielded:
- 30% increase in visit activity;
- Increased the number of discovery visits by 80%
- Minimized duplication of staff efforts in travel planning
- Reduced process time for filing travel reports by 10 days
- Restructured corporate and foundation relations
- Partnered with Provost Office, Global Affairs, and Batten School in structuring and hiring development staff
- Developed and implemented a unified gift processing operations plan