Nearly nine months after taking office, Teresa A. Sullivan officially was inaugurated as University president April 15. Although the lengthy interim was not designed to be a trial period for Sullivan, it gave the University almost an entire academic year to observe her leadership style before formally welcoming her to the post.
Based on her involvement in the community, grasp of the University's character and responsiveness to student concerns, it is clear that Sullivan's first year has been successful. Yet as summer approaches and the luster of her inauguration ceremonies wears off, Sullivan faces a number of challenges that could define both her presidency and the future of the University. If she maintains the open-minded and practical approach that has characterized her term thus far, then employees, alumni and students have reason to be optimistic moving forward.
Sullivan has worked to foster a sense of community at the University since her arrival last August. She initiated the Day of Dialogue Sept. 24, which provided students with an opportunity to discuss issues of violence and abuse at the University. She also established her commitment to community outreach by participating in "Cavaliers Care: A Day of Service" following her inauguration. By actively involving herself in these events rather than merely planning and endorsing them, Sullivan set a precedent for engagement that she should continue to meet in the future.
Moreover, Sullivan has been mindful of protecting the University's core identity when crafting plans to increase degree conferral in accordance with a goal set by Gov. Bob McDonnell. She has recognized that as a tightly-knit, medium-sized public institution, the University is distinct from the University of Michigan, a school of nearly 59,000 students where she served as provost. Accordingly, she has been exploring ways to boost the number of degrees issued without substantially expanding enrollment. Among the possibilities is a "three plus one" academic plan in which students would obtain a bachelor's degree in three years and a master's in their fourth year. Sullivan believes that this will allow students to enjoy the full four years of college while also opening up spots for new undergraduates more quickly.
Perhaps the most telling aspect of Sullivan's first year, though, has been her willingness to work directly with students and address their concerns. Sullivan twice has met with the Living Wage Campaign, for example, in an attempt to make progress toward its policy objectives. Additionally, she took substantive action in accordance with the group's principles by announcing an increase in the University's minimum wage and cash subsidy for low-wage employees that will take effect July 1.
Decisions of even greater significance are upcoming for Sullivan. By June 1 she plans to select a replacement for Leonard Sandridge, the outgoing executive vice president and chief operating officer who has been at the University for 44 years. Soon thereafter, she will have to replace University Provost Arthur Garson. The individuals who Sullivan selects to fill these roles will have major impacts on the functioning of her administration in the coming years, and their creativity and vision will determine the University's future ability to implement effective programs such as Sandridge's brainchild, AccessUVa.
Sullivan also must cope with the state-wide wage freeze for public employees that is keeping salaries at the University down for the fourth consecutive year. Finding ways to retain talented faculty and equitably compensate lower-level staff will be difficult until the state's financial situation improves. Sullivan has sought to accomplish the former by assenting to a $3,000 tuition differential third-year Commerce students will begin paying in the fall. In addition to increasing the minimum wage for low-level employees, she plans to seek greater assistance on their behalf from the Board of Visitors when she presents her first budget this June. Another looming financial issue is the Dec. 31 deadline for the University's Capital Campaign, which is only about three-fourths of the way to meeting its fundraising goal of $3 billion.
As Sullivan becomes immersed in resolving these problems, she almost inevitably will have less time for community involvement and engagement with students. To make decisions that secure the University's future, though, she must strike the right balance between authority and the down-to-earth openness that has made her first year an encouraging one.
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