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Goals | Strategic Plan Home

Strategic Plan Goal 6
Resources for the Future

The School of Engineering Strategic Plan was developed to guide the School in the coming years as it transitions from a primarily education-focused school to a major research institution. Out of that process emerged six strategic goals to advance the the Engineering School mission and to strengthen its foundation.

While the School of Engineering continues to look for ways to improve how the School uses its current resources, achieving its goals will require new resources. To address the gap in funding between the School of Engineering and peer engineering schools, the School will seek to increase current sources while identifying new opportunities.

The implementation of a new budget model, increased undergraduate enrollment and the initiatives described in this plan provide the Engineering School with the opportunity to grow its faculty and strengthen its graduate and research programs. Challenges to the successful implementation of this plan include the cost of faculty startup packages as well as additional funding for graduate student fellowships. The School of Engineering will generate these resources through internal allocation, enhanced external revenue opportunities and development activities.

Key Actions

6.1 Proactively engage in the implementation of an ABB-based financial system

Implementation of the new budgeting model within the University will dramatically change the way schools are funded. School of Engineering administrators will work closely with the University administration and other schools to ensure that this system is successfully implemented.

6.2 Secure Differential Tuition/Enrollment Growth /Institutional Investment

The School of Engineering will continue to advocate for differential tuition for the School as a way to mitigate the disproportionately high cost of engineering education and research. U.Va. Engineering is committed to increasing undergraduate and graduate enrollment during the coming years in support of University and Commonwealth goals. The School will secure a commensurate increase in institutional support for this growth.

6.3 Grow research

The School of Engineering will increase scholarly productivity and the volume of sponsored research within the School in order to grow the graduate student population, to support research opportunities for faculty and students, and to increase both the overall value of research, and the financial return to the School. Through research growth, and improvements in resource allocation, the School can support additional graduate students and enhance its undergraduate programs. This research growth will be supported by an outreach effort to increase the quantity and quality of the Engineering School strategic partnerships.

6.4 Enhance development

With a new development team and strategy in place, the School of Engineering will increase fundraising support to a level consistent with its peer institutions. Additional new funds will be used to invest in some of the goals identified in the strategic planning process and in promising new initiatives. This development effort will be supported by the School of Engineering outreach effort to increase the quantity and quality of the School’s strategic external partnerships.

6.5 Explore new revenue-generating academic programs

Implementation of the new budget model within the University, combined with increased flexibility for departments, will enable the Engineering School to identify new programs that are consistent with its educational and research mission and that provide new sources of revenue. The School will reevaluate current academic programs and will explore new programs that align with the School’s academic mission and that will provide additional resources to support its educational and research goals.

Key Metrics

Key metrics to measure success are the following:

  • Development (20 percent increase in Annual Fund by 2013; 5x increase in major gift prospects by 2013), increased funding/endowment of strategic initiatives).
  • Differential tuition by 2012.
  • Growth of graduate students to 900 in 10 years (supported by increased research and graduate student endowment), Undergraduate students from 2,300 to 2,700 in five years.
  • Increase in external revenue.