<p>I don’t think it’s a big secret that UVA is not a powerhouse in STEM fields, nor is that news–it’s just UVA’s historical profile. That’s reflected both in its research budget (#73 nationally, behind schools like the University of Hawaii-Manoa and the University of South Florida) and in STEM grad program rankings which are based almost entirely on perceived faculty strength (#39 engineering, #46 math, #40 physics, #45 chemistry, #46 biological sciences, #63 earth sciences, #28 computer science). On the other hand, its medical school is quite good (#25 for medical research). </p>
<p>Historically, UVA has been much stronger in the humanities (English #10, history #20) and to some extent in the social sciences (psych #23, econ #28 poli sci #33), and its business school (#13) and law school (#7) are very strong. Still, its faculties on the whole are not nearly as strong as schools like Michigan and UC Berkeley which have comparable strengths in all the areas UVA is strong and top 10, or at least top 25 programs pretty much everywhere you look. Even a school like Wisconsin has more top 10 and top 25 programs.</p>
<p>UVA has a reputation as a good school for undergraduate education despite a student/faculty ratio that’s fairly high (16:1 v. 14:1 at UNC-Chapel Hill, 15:1 at Michigan, and 17:1 at UC Berkeley; most elite private are below 10:1) and relatively many large classes (16% of classes are 50+, same as at Michigan and slightly higher than UC Berkeley’s 15% and UNC-Chapel Hill’s 13%; on the other hand even Stanford and MIT are at 13%, so there’s no great difference there). It’s got a fairly strong endowment, 19th largest overall, but at around $195K per student that’s going to produce less than $10K per student per annum in endowment payout, so there’s not a lot of wiggle room there.</p>
<p>I guess overall I’d say UVA is not in great shape but maybe not in such terrible shape, either, in an immediate sense, but the longer term trends are not favorable. Places like Michigan, Wisconsin, and UC Berkeley with their much larger research budgets–Michigan’s is 4 times the size of UVA’s, and Wisconsin’s is close to that–can fund more faculty and students out of those research funds and have a lot more opportunities to recapture overhead and use it to fund other programs. Because of its inability to ramp up its STEM programs and research grants–and it’s tried–and because state funding has largely dried up (UVA gets only about $8K per student from the state v. $13K at Michigan and $22K at UNC-Chapel Hill), UVA seems to be trapped in a tuition-driven revenue model, and it’s a little hard to see how it’s going to compete over the long term against better-endowed private schools and public universities with more diversified sources of funding. And being strong primarily in the humanities is maybe not the ideal place to be these days if you’re a university administrator; they tend to be “loss leaders,” costly but attractive programs that represent a pretty significant net drain on your budget, in contrast to most STEM fields and law, medicine, and business schools which tend to be largely or entirely self-sufficient and sometimes even produce a small surplus to help fund the rest of your operations.</p>
<p>“Overrated”? Well, as long as it continues to attract good students, UVA will continue to be seen as a good school, but its undergraduate student stats more than anything are propping up the university’s reputation at this point, along with the English department. The weakness on the faculty side (especially with the number of pending retirements, if Sullivan’s estimate is accurate and I have no reason to doubt it), the financials, and the ability to continue to sell a competitive product in the undergraduate market have to be worrisome. </p>
<p>Teresa Sullivan didn’t create those problems, she inherited them; but she named them pretty clearly and seemed to be taking significant steps to address them. Ironically, some people on this thread seem to want to trash her for doing some things like hiring more lecturers (typically though not necessarily adjuncts), cutting and consolidating programs, and moving toward more online course delivery, when the message from the Rector seemed to be that the BOV wasn’t satisfied because she wasn’t doing these things as fast or as aggressively as they would have liked. In short, after instructing her not to produce another strategic plan because the university was weary of endless strategic planning, she identified the weaknesses in the existing strategic plans and began to develop a vision and a plan of action to address those weaknesses; then the board decided she didn’t have the strategic vision or the executive skills they were looking for, using her own arguments for what needed to happen as the basis for criticizing what she had accomplished so far, in less than two years on the job. Kinda dumb if you ask me. But then, no one asked me.</p>