The meeting began with a presentation by Vice Provost Bob Goldstein outlining the results of 2022-23 climate surveys based on the experiences and assessments of faculty, staff and administration. The surveys revealed the university’s strengths in the areas of cost-of-living within the region, supervisor effectiveness and work-life balance. Themes around compensation, quality of facilities, budget cuts and administrative recognition were among the areas of needed improvement. Goldstein concluded with information on overlapping results across all surveys and highlights of progress, including modernization of facilities, Employee Success Center initiatives and establishment of strategic budget principles.

Goldstein emphasized the goal to “map climate surveys into the Strategic Plan process.”

Strategic Plan co-chairs Cherie Dawson-Edwards and Alma Ljaljevic-Tucakovic talked with the audience about the effort to wrap up the current plan and the process underway for the university’s next roadmap.

“We decided to continue with the four pillars in the current Strategic Plan because they reflect the core values of the university,” Ljaljevic-Tucakovic said.

The areas of focus: learn, discover, connect and work are each led by a different committee chair or co-chairs who each spoke briefly about their work.

Interim Provost Katie Cardarelli underscored the importance of university-community input throughout the development process of the .

She outlined the following tentative timeline:

• Mid-May – Initial draft to UofL senior leadership
• June – Initial review by the Board of Trustees
• Late August – First full draft to campus community with opportunities for feedback
• October – Completion of second draft
• Late November – Final draft to Board of Trustees with a vote in December

Additional resources:

• Watch the complete Town Hall on .
• The Climate Survey Report, Executive Summary and a feedback form are available on a . (Log in to your UofL account to access these materials.)
• Learn more about the . (This site will be updated as the Strategic Plan develops.)
• View the photo gallery from the Town Hall on .

Within the University of Louisville’s (LEARN, strategy 2, action 1) the was established to provide a resource for all undergraduate students to participate in at least one external learning experience by graduation. The center’s new specifically considers unpaid opportunities within 501(c)(3) nonprofits or government organizations, and provides an avenue for students to apply for funding in the form of a stipend received via their financial aid. This means experiential learning need not be limited to paid positions, and that students can more likely have their practical needs met while working and learning in their preferred environment.

“Research shows that students who participate in engaged learning have a better understanding of the classroom material, gaining real-world applications of what they’re learning,” said Gail DePuy, senior vice provost who oversees the program. “Research also shows these students often have higher GPAs and higher likelihoods of graduating. Not only is WINGS beneficial to the student, but also to the community, as our talented and energetic students have a lot they can now give to these non-profit organizations.”

Erica Gabbard, director of experiential learning, noted that many nonprofits might not advertise for an internship if they do not have the funds. However, if a student is able to approach them with interest and having the option to apply for financial support from WINGS, more possibilities could become available. The experience also does not need to be directly related to the student’s major; they can apply for support to investigate other areas of interests beyond their particular school.

“We will continue to develop additional programs in the future, all in line with the mission to incentivize and support students toward engaged learning,” said Gabbard. “We want to create a culture in which students are choosing to attend UofL because of the abundance of these opportunities.”

For questions, details and to apply to the WINGS program see the �ǰ���email the Center for Engaged Learning.

Robust budget

The board enthusiastically approved a “mathematically and strategically balanced” budget for the 2022-2023 fiscal year. Dan Durbin, executive vice president for finance and administration, presented a budget proposal, which was introduced at the May 2022 budget workshop. At $1.5 billion, the FY 2022-23 budget is the largest in the university’s history.

“Our university’s budget should be a manifestation of our institutional values and priorities,” said Interim University President Lori Stewart Gonzalez. “This budget is comprehensive, transparent, addresses our university’s main priorities – our students, employees and community – and points directly to targets outlined in our strategic plan.”

The budget allows for a 0.0% tuition increase for undergraduate students and the development of a new Cardinal Commitment financial aid program that will supplement other forms of financial aid to help ensure full cost of tuition for resident Pell-eligible students.

There will, however, be a $65 per semester increase in fees to help fund the university’s match for the state’s $81 million in asset preservation dollars which will be used for the ongoing improvement of conditions and safety of classrooms, buildings and infrastructure. An additional $10 per semester fee will support student programming and the Disability Resource Center. The total $75 increase is reduced from an earlier $100 proposal in response to a request from the Student Government Association. The increase is the second smallest year-to-year increase in 21 years.

Commitments to increased student persistence funding and graduate student stipends are also among the financial priorities. The next fiscal year will also see the opening of two new residence halls, the Center for Engaged Learning and the Center for Military-connected Students.

Salary increase included

The big news for employees comes in the form of a 2.5% cost-of-living (COLA) increase effective July 1. Employees will see that increase reflected in their July paychecks. Medical school clinical faculty, who are not eligible for the COLA increase, will receive a one-time bonus — $3,000 for full-time and $1,500 for part-time faculty. Further, minimum starting wages for hourly employees will increase to $14.75. Opportunities for wage increases will be identified in the compensation and total rewards study, which is currently underway.

According to Durbin, good returns on UofL Foundation investments also contribute to the robust budget and the university’s solid financial footing.

A copy of the university’s 2022-23 budget is available .

Focus on the future

In her report, Gonzalez provided an update on the development of the university’s next strategic plan. With implementation to begin in the fall 2022 semester, the plan is currently undergoing reviews and receiving feedback from the university’s key internal and external stakeholders. The UofL community will have the opportunity to review the plan and submit feedback on the strategic plan until mid-July.

Gonzalez said that the ongoing cycle of a three-year plan (the previous strategic plan ran from 2019 to 2022) prompts immediate work toward institutional goals.

“UofL exists to transform lives, not just the lives of our students, but the lives of the society they will serve after graduation,” said Gonzalez.

Presidential search update

Trustee Raymond Burse provided a report on the search for the university’s next president. The search committee has retained the consulting services of WittKieffer to assist with search efforts. Burse reported that several internal and external constituencies have already provided valuable insights on the qualifications and qualities necessary to lead UofL. A leadership statement is in the final stages of development and will be ready to share with potential candidates in early July. This statement as well as other resources and information will be available on the presidential search .

Student leadership

The June committee meeting was the last for outgoing SGA President Ugonna Okorie. Following her recent graduation, Okorie, who majored in public health with a minor in health care management, will continue her studies at Johns Hopkins University in Maryland. Of her service as president, Okorie said that she, along with the other SGA representatives, are proud of their work toward reshaping SGA culture to allow for greater accountability, pushing for progress and anti-racism initiatives.

“Ugonna has been a huge advocate for our student population, and she has an incredible work ethic,” said Board Chair Mary Nixon. “We are so grateful for the work she has done on behalf of the university.”

Dorian Brown, a communications major and Phi Kappa Tau member, is the 2022-23 SGA president and will serve as the student constituency representative on the Board of Trustees beginning July 2022.

The next meeting of the University of Louisville Board of Trustees will take place Friday, July 15, 2022. See the for Board of Trustees updates, information, meeting minutes and more.

Interim President Lori Stewart Gonzalez said next year’s budget priorities are both mathematically and strategically balanced and correlate to action plans outlined in the university’s 2019-2022 strategic plan.

“We are investing in the things we value the most – our students, our faculty and staff and our university,” said Gonzalez. “We strove to develop a budget that reflects our values and what our community thinks is important to institutional success.”

The FY 2022-23 proposed budget accounts for a 0.0% tuition rate increase for undergraduate students and the development of a new Cardinal Commitment financial aid program that will supplement other forms of financial aid to help ensure full cost of attendance for resident Pell-eligible students. Commitments to increased student persistence funding and graduate student stipends are also among the financial priorities. The next fiscal year will also see the opening of two new residence halls, the Center for Engaged Learning and the Center for Military-connected Students.

Even with a $110 proposed student fee increase, ���Ǵڳ�’s tuition, fees and housing are less than or consistent with such costs at other universities throughout Kentucky. Dan Durbin, executive vice president for finance and administration, noted that $100 of the student fee increase was necessary to help fund the university’s match for the state’s $80 million of asset preservation dollars and ongoing improvement of conditions and safety of classrooms, buildings and infrastructure. An additional $10 will support student programming and the Disability Resource Center. He added that the proposed fee increase was vetted through the Student Government Association.

Compensation and benefits are the investments earmarked for faculty and staff. If the budget is approved, a cost-of-living salary increase of 2.5% will take effect July 1, 2022. The minimum starting wage for regular full-time and part-time staff will also increase to $14.75 per hour with efforts underway to further increase that to $15 per hour by early 2023. The budget also continues the current employer retirement contributions (7.5% automatic, plus 2.5% match) and 100% tuition remission for employees and dependents. Further, employee health insurance premiums will be frozen for the first half of the fiscal year.

Investments in the university itself remain budgetary priorities. Improvements, such as the Digital Transformation Center, web improvement project, deferred maintenance and a new customer relationship management system for Advancement, are among budgetary priorities that will help continue the university’s external image and effectiveness. Fueled by the spirit of the new Here & Beyond brand campaign, investments in the university’s community resources, such as UofL Health and the Christina Lee Brown Envirome Institute, will showcase UofL as a premier metropolitan university.

According to James Begany, vice provost for enrollment management and student success, even in the face of declining enrollment figures nationwide, UofL remains steady in its enrollment performance. Efforts to monitor and prepare for future trends in enrollment continue, and several growth and contingency planning strategies are built into the proposed budget.

Revisions to the proposed operating and capital budgets will be made based on feedback from the university trustees. The board will then formally consider the budget at its June 23 meeting with implementation of the 2022-23 operating and capital budgets to begin July 1.

Durbin emphasized that input from faculty, staff and students was essential to developing the proposed budget. As an example of that buy-in, Durbin noted how he and Interim Provost Gerry Bradley have been meeting with every university dean to assess the financial situation of each of their units. He said these meetings have been productive and feedback has been valuable.

“Engagement and accountability are keys to the positive financial performance of our university,” said Durbin. “This budget is not the work of just a few people. This is a product of our university community’s commitment to success.”

In her , Gonzalez noted a few differences between the 2022-25 Strategic Plan and the .

The “work” and “learn” strategies will remain in the new plan. However, the current “invest” strategy will change to “connect” to better capture the many ways in which UofL actively partners with the region and world.

“We want our community to turn to UofL for student interns who will hopefully become full-time employees. We also want to highlight our capacities that make UofL a resource and innovation engine for our city and state,” said Gonzalez. “In turn, we want to keep as many of our graduates in Louisville and in Kentucky for a lasting strong economic impact on the communities that we serve.”

The new 2022-25 Strategic Plan focuses on more high-level, aspirational goals. The decision was made to focus on the primary goals and desired outcomes without pre-determining exactly which specific activities must be performed. This allows for more flexibility since those charged with implementation can use the expertise of the entire UofL community to determine detailed activity plans.

The new plan’s aspirational goals include an emphasis on strengthening the element of “trust” among university employees – a value that Gonzalez said has been shaken due to the many current interim positions across the university. She also added that, while the university does a great job recruiting outstanding employees, the new plan will address employee retention. Professional and leadership development opportunities, compensation, streamlining operations as well as further developing the equity and inclusion mission are a few of the strategies Gonzalez noted for the “work” component.

Where students are concerned, the new plan will include strategies that develop the student beyond classroom learning. The goal will be to have students working in the community to gain experience and the opportunity to apply learning. Gonzalez said that, as COVID-19 pandemic safety measures are relaxed and more students return to campus, engaged learning activities will increase in the coming years.

“The future of higher education calls on us to understand the many different life experiences, which our students bring to their college experience,” said Gonzalez. “We also must be prepared to address barriers to higher education such as financial, personal and professional concerns.”

The Strategic Plan co-chairs will solicit feedback from faculty, staff and students via an through the end of May. Input received will be considered for the final version of the plan, which will launch in September 2022.

“We want to move on our strategies right away to maximize positive impacts on our university and our community,” said Gonzalez. “Input from the UofL community on how we develop our new plan is essential. The is OUR plan. This is OUR university. We all work together to make our world a better place.”

See the for more information, updates and resources.

The update, which is posted on the , highlights achievements in redefining student success, becoming a research and innovation powerhouse, and serving as a premier metropolitan university.

In the classroom, ���Ǵڳ�’s students continue to prove their caliber. The UofL undergraduate graduation rate increased from 43% to 61.6% in the last 15 years, culminating in a record class in 2021. UofL generated more Fulbright scholars than all Kentucky public higher education institutions combined, and its student-athletes achieved a 91% graduation rate, matching the Cardinals’ best mark in the Graduation Success Rate report developed 17 years ago by the NCAA.

Fiscal year 2021 brought the university a record $201.5 million to support groundbreaking research — an increase of more than $30 million over the previous record set a year earlier. The research supported work to address some of the biggest global problems of our time, including climate change and battling the COVID-19 pandemic.

UofL remains undeterred by the challenges of the COVID-19 pandemic. University operations, academics and community life commit to safety protocols and flexible delivery of services to ensure the ongoing health of faculty, staff and students. Further, ���Ǵڳ�’s online learning programs experienced a 40% growth, and its law and dental faculty received an international award for creating a novel online teaching method.

Diversity, equity and inclusion remain critical to the university’s success. For the eighth year, UofL has been named a recipient of the Higher ����ֱ�� Excellence in Diversity Award from INSIGHT Into Diversity magazine.

UofL Interim President Lori Stewart Gonzales attributes these and the many other highlights from the Strategic Plan Year Two Update to the ongoing work of ���Ǵڳ�’s many campus constituencies.

“We are 7,000+ employees strong – each offering their personal and professional gifts to a vital ecosystem that creates thriving futures for our students, our community and our society,” said Gonzalez in her recent Strategic Plan Update message to UofL faculty and staff. “The gratitude I feel for all who commit their time and talent to our university’s success cannot be overstated.”

Now in its third year of the 2019-2022 Strategic Plan, UofL focuses on reaching institutional goals and reporting results to the community by November 2022. In the meantime, efforts are underway to develop the university’s next Strategic Plan, which will set goals for 2022 to 2025.

“Looking ahead, I am excited about a strong finish to the current Strategic Plan,” said Gonzalez. “Our Cardinal Community is laying the groundwork for sustainable success.”

UofL News: What attracted you to the University of Louisville when you initially applied for the provost role last year?

Lori Gonzalez: Well, first, it’s home. I am originally from Rockcastle County, so Kentucky is home. We’re happy to be closer to family and friends.

More important, the fact that UofL is a premier metropolitan research institution and a community engaged institution was intriguing to me. I saw similarities between the cities of Louisville and Memphis, where I worked at the UT Health Science Center. It was important to me that the institution was committed to addressing the Grand Challenges aimed to bring together all the intellectual capacity across Louisville to improve lives while elevating ���Ǵڳ�’s national reputation. As I have stated many times, as UofL is elevated, so are Louisville and Kentucky.

UofL was a match for my interests and experiences – a strong traditional campus and an academic health center. Its rich history in athletic excellence corresponds with a loyal fan base.

I see UofL as an institution that embraces its history, identity and distinctiveness. UofL sets lofty goals then works to achieve them. The acquisition of KentuckyOne Health is an example of taking a risk to achieve important goals. Because of the acquisition, UofL Health made a huge difference during the pandemic, serving over a million patients last year alone. Many lives were saved because of this strategic acquisition.

Finally, I was attracted to UofL because it clearly demonstrates that is a student-first institution. Equity and diversity are hallmarks of UofL, and it leads the way in its continuing quest for becoming the university for all. UofL graduates move into the workplace as leaders ready to meet the challenges of today and tomorrow.

UofL News: What was your initial reaction when President Bendapudi announced she was leaving, elevating you to the president’s role in just a short amount of time?

Lori Gonzalez: It was bittersweet. I was happy that she was tapped to lead such a prestigious institution as Penn State, but I was sad to have her move on. She has been a terrific boss and I was looking forward to our partnership to build on the momentum that I saw when I first applied for the position of provost. I wish her very well and know she will continue to take my calls as I navigate this interim role.

UofL News: Do you feel you’ve settled into the role of interim president?

Lori Gonzalez: I have been in higher education administration for over 20 years, and I’ve worked closely with several presidents. My experiences as a dean, vice chancellor and a provost have prepared me for this challenge. While the focus of the provost is internal, the work of the president has much more public-facing responsibilities. As both Provost and President I have enjoyed very productive interactions with business, community and governmental leaders as well as our donors and other academic leaders.

I’m just about two months into the job, so I am sure there will be some surprises. I inherited a strong, talented and supportive team and because they excel in their roles, the campus has continued its forward momentum, if not accelerated it. I am also grateful that the Board of Trustees provided such strong support during and after the transition.

UofL News: Now that you’ve had some time to acclimate, what are your biggest priorities in the president’s role?

Lori Gonzalez: Our three-year strategic plan is in its third year so we will begin work on a refresh of the plan. While the focus will remain on being a great place to learn, work and invest, I would like to see the goals within each pillar focus on those areas that will make us distinctive. We should answer the question, ‘What makes UofL different from any other institution?’

One of our highest priorities will be student success. We want to focus on growing enrollment. I view enrollment as an opportunity to offer the population of the state a high quality and life-changing education that we are honored to provide. Strategies for enrollment range from strategic recruitment of out-of-state, international and transfer students and adult learners to creating exciting, interdisciplinary face-to-face and online options. We should ensure every student has an engaged learning experience and an opportunity to increase their digital literacy. Finally, by focusing on retention as a responsibility of everyone on campus, we can graduate more students in less time and help the state in so many ways, especially in workforce and economic development.

Financial sustainability is critical and through the efforts of our outstanding CFO, Dan Durbin, and our unit leaders, we have had improved budgets for several years in a row. We want to find continuing funding sources for compensation to ensure that employee salaries are competitive. So far, the state budget looks favorable to higher education, and we hope our budget requests are included in the final budget.

Building strong connections with the community, business and industry, donors, governmental officials, friends and fans also remains a top priority. UofL is well positioned to make contributions in the workforce, life-changing research and civic engagement. We want to share our accomplishments and partner with others to address the challenges of the university, city and state. 

UofL News: You’ve made some key appointments since December. How will they support your plans moving forward and what appointments remain?

Lori Gonzalez: Because my appointment to the interim role happened very quickly, our initial focus was both retaining our current high performing leaders and strengthening our leadership structure. While we needed key positions filled, we needed to take the time to do it right. As we move further into the semester, the leadership team is working well together. I am grateful to those who agreed to important interim roles and to work to keep the business of the university on track.

UofL News: How big a role has athletics played in your first weeks on the job? Has it been more or less what you expected?

Lori Gonzalez: A strong athletic program is critical to the overall success of the university. Our student athletes are leaders and their dedication to their sports bring students, faculty and staff together as Cardinals. The loyal fans support our teams with enthusiasm and this, of course, builds community. 

As everyone knows, we have had several transitions in athletics, including both the athletic director and men’s basketball coach positions. I have made a point to interact with and support many of our terrific coaches and their staff. 

So, while I have been more engaged with athletics in the interim president role than I did as provost, it hasn’t been surprising. I enjoyed watching our volleyball team at the Final Four and have cheered enthusiastically for our women’s and men’s basketball teams. I look forward to seeing all our teams take to the field, court, track and pool to show the community and nation what a No. 1 athletic program looks like.

UofL News: How would you describe your leadership style?

Lori Gonzalez: I characterize my leadership style as open and informal with an emphasis on building consensus. An institution is strongest when all the members of the campus are engaged. When an academic leader builds consensus, enables talent and establishes priorities, the campus can achieve its strategic vision. I believe that when core principles are at question or at stake, leaders should be prepared to work hard to reach consensus, if possible, but they must be able to make difficult decisions when necessary. I have spent my career focused on outcomes and taking action to meet the goals of the institution. 

My approach to leadership has been influenced by my father. He taught me that any opportunities I was given weren’t afforded to me because I deserved them more than any other person. My life is shaped by the belief that with great opportunity comes great responsibility. Giving back to one’s community and world was expected of me, and I also believe it represents one of the core principles of higher education. 

The Cardinal Principles resonate with me and the one I keep in top of mind every day is Noble Purpose. The Noble Purpose is my ‘why.’ I believe in the transformative power of education and work every day to ensure our students have an engaging experience in and out of the classroom and that our employees can thrive while meeting the academic mission of our university. By having the Noble Purpose as my touchstone, I have a constant reminder of ���Ǵڳ�’s role in shaping the future.

On a lighter note, in the commonly used StrengthsFinder program, my five top strengths are: Arranger, Maximizer, Futuristic, Relator and Individualization. 

UofL News: What would you consider some of your biggest professional wins?

Lori Gonzalez: These wins aren’t mine alone. They resulted from the collective efforts of so many people. I’ll just list of few of the accomplishments from my past that bring me the most pride.

• As dean at UK, I invested in the research mission of the College of Health Sciences through hiring of strong research faculty. This investment, along with funding from the university, allowed the college to move from 44^th in research funding for schools of allied health by NIH in 2004 to 12^th in 2009.
• As provost at Appalachian State University, I led the strategic planning process that evolved to embrace sustainability as a core value underlying our plan. We had broad campus support and the plan, The Appalachian Experience: Envisioning a Just and Sustainable Future set the stage for the campus to move forward in very meaningful ways.
• As vice chancellor at the University of Tennessee Health Science Center, I led an effort to execute a plan to education students to address health equity and inculcate a focus on health as a human right by addressing the social determinants of health throughout our institution. Through our plan, titled Community Engaged Care, we created classroom and engagement activities to educate students about the social determinants of health.
• Thus far, as provost at UofL, we opened the Center for Engaged Learning which came of out the UofL strategic plan. The center will be the hub for students to become engaged in the high impact practices of undergraduate research, experiential education and community engagement.
• I am equally proud of my contributions toward the university’s enrollment stability since assuming the provost role. Our retention numbers have returned to pre-pandemic levels. This stability is critical to ensure students remain on track toward their academic success.
• The campus safely returned to in-person classes in the fall and we continued in the spring. We were successful and our campus remains one of the safest places in Louisville.
• I should mention the 1 percent salary increase for our full-time faculty and staff. Although the increase is small, our team continues to explore ways to support our faculty and staff.
• I am also very proud of the individuals I have mentored over the years. It is so fulfilling to see them move into positions of leadership in higher education including positions of chair, dean, vice president and president.

UofL News: What are some challenges you’ve overcome in your professional career?

Lori Gonzalez: Throughout my career, I’ve faced challenges large and small. I have had to deal with budget reductions that resulted in loss of positions and have had to discontinue low enrolled programs. I have addressed scientific misconduct and academic integrity cases. One of the biggest challenges came during my time as provost at Appalachian State. I placed a faculty member on administrative leave with a pay-pending investigation related to complaints about discrimination, retaliation and creating a hostile environment in the classroom. A small but vocal group of faculty members claimed that due process and academic freedom had been violated. The faculty senate considered a vote of no-confidence, and the motion carried by one vote.

I was fortunate to have strong public support from both the Chancellor and the Board of Trustees throughout and after this situation. Most importantly, I had overwhelming support from most of the other faculty along with many of the staff and students. As closure, all the documents associated with this situation were reviewed in full by our independent accrediting body (SACSCOC) review team during their onsite reaffirmation visit and they found no issues or irregularities with how the situation was handled.

While the vote was unfortunate, I stand by the decisions made because the role of the provost is to uphold the integrity of the academy. I went on to successfully lead the campus in the creation of the strategic plan and a review of academic programs. Because of the public nature of this challenge, I made a point to openly discuss the situation throughout the interview process at both the University of Tennessee Health Science Center and here at UofL. I also shared the details with President Bendapudi during my interview with her.

The experience was quite some time ago, but I continue to carry the lessons learned as a leader. Leadership within higher education, as with many large organizations, requires the ability to make difficult decisions under pressure and with the integrity of the institution and the students we serve in mind. I learned how important it is to seek advice and counsel in balancing the difficult task of applying policy and accountability. It is rare when everyone agrees with a decision, and it is important to hear other opinions and perspectives. However, at the end of the day, the leader must make hard decisions if the public investment in an institution is to be honored and sustained.

UofL News: Is there any issue or concern that keeps you up at night?

Lori Gonzalez: Along with so many UofL faculty and staff, I want to ensure our students have access to critical services, especially services focused on mental wellbeing. The pandemic has been hard on everyone, but especially our students. We know they are anxious and nationally the number of students with depression has increased over this period. While they’re enjoying classes and engagement on and off campus, they’re observing what is going on in our world – from political polarization to the devastating effects of climate change and – this too, must add to their anxiety levels.

Our faculty and staff deal with these same concerns. They have had many challenges balancing work and personal commitments in the most difficult circumstances. They’ve worked hard through this extraordinary time, and I want to be sure that we can begin to find the means to increase compensation that is too long in coming. We are working to identify strategies for long-term sources of funding to make UofL a truly great place to work.

UofL News: What would you say so far is your favorite thing about UofL?

Lori Gonzalez: That’s an easy one; its people. When I came to campus to interview, I received such a warm welcome from everyone. I told my spouse, Randy, that I just had to get the job! So many people have reached out during the transition with words of support and encouragement. Their actions, along with a fantastic leadership team, underscores that UofL is a great fit for me.

UofL News: What about the city of Louisville?

Lori Gonzalez: I feel a bit like Goldilocks – Louisville is just the right size – not too big and not too small. Randy and I have come to love the city and we are proud to call it home. The rich history and culture and the wonderful food scene are all part of why we enjoy living here. But as I said before about UofL, it is really the people that make us feel at home. We received such a warm Kentucky welcome when we returned home, and we are so glad to be back in the commonwealth.

UofL News: How do you spend your free time?

Lori Gonzalez: Randy and I are serial remodelers. We are currently working on our third house renovation. The kitchen and living room are completed and the bathrooms are up next. This is our third remodel and I must admit, I hope it is our last.

Our son, Clay is a musician and composer, so by extension, we are music lovers. We enjoyed going to his performances when he was an undergraduate and master’s student. He broadened our exposure to many different types of music. Our tastes run from the beautiful Bluegrass music of Kentucky to alternative rock.  Two of our favorites are John Prine and the Avett Brothers.

I enjoy baking although I am not a master baker. We just finished watching every season of the Great British Baking Show and the amateur bakers put me to shame. Their creations made me realize I’m really not a baker, I just put things in the oven and hope they turn out!

UofL News: Are you a candidate to be the permanent president?

Lori Gonzalez: Since becoming interim president, I have been working to ensure the campus moves forward and that important initiatives continue and are successful. I will spend time reflecting on the position and whether I can add value in this role and then decide about applying for the permanent position. It was an honor to be tapped for the interim role and right now I’m focused on doing my best to lead our campus forward.

UofL News: Any other messages you want to share with the Cardinal community?

Lori Gonzalez: UofL is a catalyst for engagement, economic development and the creation of future leaders. I believe in UofL and will spend my time articulating the value of higher education to the state and the value of an education at UofL specifically. In the next few months, we will be working on spreading the amazing story of UofL to national audiences in ways we haven’t done before. This campaign will help extend our current Here and Beyond new branding initiative. 

The board voiced its support for the decision, which fulfilled a commitment UofL administration made last summer. At that time the board approved a plan to provide 1% raises, with an additional 1% later in the year based on the university meeting certain financial performance metrics.

Eligibility criteria similar to that for the August 2021 increase will be used for the March 2022 raise. Departmental LFOs will receive eligibility guidelines and instructions in the next 7 to 10 days.

The measure was included in the financial update presented by Dan Durbin, executive vice president for finance and administration/CFO, at the Board of Trustees meeting. Also noted in Durbin’s financial update is the increase of employee benefits due to the university reinstating the full 7.5% 403b contribution in fiscal year 2022. The identified fair and equitable compensation for faculty and staff as a critical aspect of ���Ǵڳ�’s commitment to being a great place to learn, to work and in which to invest.

“Our employees are our most valuable resource,” Durbin said. “We will remain committed to keeping wages up and benefits competitive this year and in years to come.”

Durbin also reported the university’s ongoing efforts to strengthen its financial base. Total revenue increased from $455.3 million in fiscal year 2021 to $560.8 million in fiscal year 2022, a 23.2% jump, with increases noted in all the university’s revenue streams.

Gonzalez added that the UofL Foundation endowment is up 5.5% and currently sits at $890 million. University Advancement is on track to meet projected philanthropy goals based on fiscal year 2022 second quarter figures.

Employee value was also highlighted in the report delivered to the board by Tom Miller, CEO of University of Louisville Health. According to Miller, the COVID-19 pandemic continues to wear on the doctors, nurses and the entire UofL Health staff. The number of COVID-19 patients in UofL Health facilities is up from December, and some patients are being held in emergency rooms due to lack of available beds. Miller praised all in the organization for their tireless dedication to the health of our community and commitment to the UofL Health “never say no to treatment” policy.

“The strength of our organization is the employees,” said Miller. “Our caregivers are overwhelmed, but I believe there is hope that we will see a decline (in COVID-19 cases) soon.”

Despite such challenges as nursing turnover and the need for more single room capacities, Miller noted that quality scores have improved in every area. Further, about 140 new doctors were recruited over the past year, revenues were up 14%, and there have been no increases in charges to patients for services.

Other Highlights

• Trustees viewed the new Here & Beyond anthem video, which started broadcasting nationwide the weekend of Jan. 15. Here & Beyond is the university’s new branding campaign and illustrates how UofL unleashes students’ potential to fuel their success while elevating society through our research and innovation. Watch the video and learn more about Here & Beyond .

• Efforts to search for a new university president and new athletic director will begin soon. Board Chair Mary Nixon and Gonzalez said the processes and timelines for both searches are to be determined. However, each will entail submitting requests for proposals to consultants who will assist with the searches. (Each search will use its own consultant.) Both positions will be advertised, and input will be solicited from the university community throughout both search processes.

Gonzalez added that the search for the university’s new vice president for diversity and equity is running smoothly. She hopes to introduce the new vice president by the next Board of Trustees meeting.

• The board passed two motions to revise funding for renovations to the Angel’s Envy Club at Cardinal Stadium and improve the stadium’s WiFi connection. The renovations and the WiFi improvements are expected to be complete in time for the 2022-2023 football season. The projects also were approved Friday morning by the UofL Athletic Association board.

• About two dozen students, faculty, staff and community members presented concerns about the university’s decision to maintain in-person classes and in-person work policies, which were in place for the fall 2021 semester. Nixon said that based on the university’s high vaccination rate, social distancing protocols as well as information and guidance provided by health experts and in keeping with actions taken from other universities, UofL will maintain its current position. Nixon added that, as has always been the case, flexibility is granted to faculty, staff and students who experience difficulties with COVID-19.

In February 2021, the university took a significant step in that direction with the opening of the . The center provides various employee-centered resources and opportunities for personal and professional growth. Coaching circles allow employees to gather and collaborate on significant topics, such as anti-racism initiatives. Well-being retreats and mindfulness initiatives are also offered to cultivate a strong community of care. Award programs, which honor employee achievements and milestones, are also part of the center’s many efforts.

From the goals set in the Strategic Plan came seven initiatives to maintain a thriving spirit for UofL employees and ensure the institution is, indeed, a “Great Place to Work.” They are outlined below.

Web Improvement
The is a multi-year initiative aimed at revamping and improving the entire digital presence of the university. The effort marks the first funded, comprehensive web initiative in ���Ǵڳ�’s history and is the largest concurrent “reset” of UofL websites, systems and platforms.

The project focuses on enhancing the daily lives of students, faculty and staff by modernizing and improving all university web-based experiences, as well as the processes behind developing and maintaining them. This digital overhaul will allow the university to attract new students, foster a stronger relationship with the community and provide staff with opportunities to further develop and implement current technology in their professional capacities.

Metrics and guiding strategies of the project will be routinely re-evaluated and the response with the web realigned accordingly.

Digital Transformation
To prepare the UofL community for engagement in the evolving global market, the university has undertaken a broad array of digital transformation projects designed to provide the digital and mobile on-demand solutions and services required to efficiently work, learn and create, as well as training opportunities for high-demand workforce applications.

The implementation of Microsoft Teams and other Office 365 applications has improved efficiencies in academic and operational services. Every active UofL student, faculty member and employee now have access to the Adobe Creative Cloud at no cost thanks to a university enterprise license. Creative Cloud is an industry standard platform for creating documents, videos, audio, graphic design, photos, illustrations, websites and mobile apps.

���Ǵڳ�’s provides training for these and other software applications to faculty, staff and students at little to no cost. Many training programs come with badges, certificates or other credentials upon completion.

The Employee Success Center and the DTC announced in March that UofL employees and students have no-cost access to LinkedIn Learning. The platform includes more than 16,000 virtual courses designed to refine and develop technical, business, software and creative skills.

Workday
In order to simplify and enhance the day-to-day lives of employees, the university is transitioning from PeopleSoft human resources software to a newer, more accessible system. Information Technology Services identified the system that would best address employees’ needs. After working with various members of the campus community and engaging more than 77 stakeholders across 20 departments for feedback, the software was selected as the best system for the university.

Workday is an industry leader that provides a unified system for Human Capital Management. The implementation of the modern cloud-based system will offer timely and cost-effective functionality to employees while simplifying and standardizing numerous human resources processes across the university. The functionality of the software will improve hiring processes, reduce payroll calculation and processing errors, upgrade security and provide users with a more positive overall HR and payroll experience.

Brand Evolution
At the direction of the Office of the President and in support of the university’s Strategic Plan, UofL has refreshed its identity to include the addition of a strategic brand framework and messaging guidelines to complement the existing core brand visual standards.

More than just a logo, colors or tagline, the represents the core of who we are — from what it feels like to be a part of the Cardinal Family to the interactions that our faculty and staff have with students, families, fans and supporters.

Throughout the summer and fall of 2021, the Office of Communications and Marketing hosted several workshops to share ���Ǵڳ�’s new brand positioning and messaging with faculty, staff and students. These sessions also included the rollout of an extensive toolkit for communicators across campus and coincided with the formation of the UofL Brand Council. Comprised of the top-level communicators in each school/college and key administrative units, the council is responsible for developing and managing communications and marketing strategies to improve overall brand awareness, perceptions and engagement.

The official brand rollout to the entire university will take place Friday, Jan. 14, 2022.

Grand Challenges
UofL is dedicated to creating and applying knowledge that improves lives. By harnessing our research and scholarship efforts behind three of our time, we will find solutions that make a difference and lead to thriving futures here and beyond. The three Grand Challenges, as identified by a president-appointed subcommittee are: 1.) empowering our communities; 2.) advancing our health; and
3.) engineering our future economy.

Throughout the past year, the UofL Office of Research and Innovation has expanded or launched programming aimed at celebrating and supporting researchers and their work in the Grand Challenges. That work is now the focus of the office’s research and innovation town hall meetings, where UofL researchers can share their projects and find collaborators.

R&I, in partnership with the UofL College of Arts & Sciences, Office of Diversity and Equity and ATHENA program, also launched a new program called Ascending Stars that provides mentorship, funding and other support to high-performing associate professors who focus on work in diversity, inclusion and empowering our communities.

Other efforts have focused on giving researchers better tools. UofL recently selected a new Electronic Research Administration system called Cayuse, for example, meant to minimize the administrative burden of conducting research and facilitate the growth of UofL research programs.

Cardinal Anti-Racism Agenda
In the summer of 2020, the Office of the President announced a goal for the university to become the “premier anti-racist metropolitan research university in the country.” To guide us toward this goal, UofL has launched the .

While the university has taken many strides toward service to a more racially and socio-economically diverse workforce and student population, it is appropriate as a higher education institution to explore and to grow for the purpose of being a model for the communities we serve.

UofL has already established a few key commitments, including the recruitment and retention of more Black employees and students, building intentionally anti-racism curriculum across all disciplines, ensuring diverse representation on boards and committees, developing budgets that reflect the priority of diversity and equity and more. The in partnership with the , leads the charge to engage our community for more potential items to add to the anti-racism agenda.

Additionally, a vice president of diversity and equity will be named in 2022. This position will report directly to the university president, serving as a member of the President’s Cabinet, senior leadership team and other key institutional committees.

Total Rewards and Compensation Studies
Finally, the Strategic Plan identified fair and equitable compensation for faculty and staff as a critical aspect of ���Ǵڳ�’s commitment to being a great place to learn, to work and in which to invest. To honor this commitment, the Office of Human Resources is leading the . These studies will assess both employee wages and Total Rewards, which is the total of benefits offered including health care, tuition remission, paid leave and more.

The comprehensive studies are divided into a six-phase approach that will be accomplished over the next 18 to 24 months with assistance from Segal, an outside human resources consulting firm with extensive experience in conducting higher education compensation studies. Findings from the studies will provide the necessary framework for employee salaries and benefits moving forward.

In 2019, the private contributed $2 million to support the University of Louisville and, particularly, the Strategic Plan announced by Neeli Bendapudi shortly after she was named president

About $500,000 of the Gheens funding was directed to immediate campus safety and security enhancements. The rest was to fund seven strategic initiatives identified and created by committees of faculty, students, staff, alumni and community members through the university’s strategic planning process. Those projects, which were submitted by the Work, Learn and Invest committees and evaluated for potential impact and implementability, include:

Research Mentoring Academy

Participation in undergraduate and graduate research positively impacts retention, especially for underrepresented and underprepared students. But to be truly effective, the research also should be accompanied by appropriate peer mentoring, positively affecting both mentor and mentee. The newly established Research Mentoring Academy is designed to provide a foundation of best practice guidelines for mentoring, an opportunity for graduate students to learn and practice mentoring skills, and an environment to provide undergraduate students with a mentored research experience. 

The program consists of three parts:

• Developing skills and building confidence among graduate students through courses in communication, equity and inclusion, setting expectations and establishing boundaries, distorted thinking and growth mindset, and building a mentoring network
• Practicing and reflecting. Graduate students mentor undergrads through a proposed research experience; graduates meet to reflect and build skills; undergrads present their research results at an institutional showcase; graduate students discuss their experience at a research conference; and both parties reflect on the experience for assessment.
• Planning and achieving. Both parties conduct self-assessments to determine areas of strength and continued growth; graduates may continue to mentor undergraduates and will be paired with alumni mentors for continue learning; and all students will be supported in identifying skills for their career paths and the job market.

“We’re excited about the opportunity to offer a pipeline of mentoring training,” said Michelle Rodems, director for professional development, retention and success at the Graduate School. “We think this will contribute to the culture of quality mentorship overall at UofL – we know that graduate students who have training in mentoring and other personal and professional development skills end up having conversations about these with both their own mentors as well as their mentees. Both students and faculty benefit from an increased focus on effective research mentorship.”

Mentor/mentee teams will receive $1,500 per pair through the program, while alumni mentors will receive $100 honoraria for their participation. Gheens will cover the program costs, including administrative needs and the student funding, in its first year.

Cardinal Principles Marketing

UofL follows a set of guiding principles, the Cardinal Principles, that promote a culture of care, accountability, trust, equity and transparency. A proposal from a Great Places to Work subcommittee will ensure the Cardinal Principles are front and center for faculty, staff, students and visitors to campus.

The Gheens donation will help fund Cardinal Principles marketing initiatives to include display of the Cardinal Principles in high-visibility indoor and outdoor areas on all three campuses. In addition, the committee will print more than 2,000 t-shirts to be shared with incoming students during Welcome Week as well as intentionally place the Cardinal principles on the 2,000 Welcome Week schedule guides used by new students during Welcome Week.

“Creating bold, visible representations of the Cardinal Principles allows us to better tell our story,” said Glenn Gittings, co-chair of the subcommittee that proposed the campaign. “Sharing and leveraging that story allows us to grow partnerships and increase support. “

Welcome Week T-shirts and schedules already have been distributed, and the signage installation begins in the spring. Gheens funding is covering the cost of the marketing program, including production and installation of the campus signage and printing and distribution of the t-shirts.

Outdoor Lighting and Safety

A survey conducted among Physical Plant custodial staff revealed concerns, substantiated by light-meter studies, about safety and security on the Belknap Campus, particularly in areas near waste/recycling containers, parking lots and railroad underpasses.

The university used Gheens funding to improve lighting and install security cameras in these high-concern areas. Physical Plant/Maintenance and Physical Security Management will be responsible for upkeep of the equipment.

Key upgrades on Belknap Campus included installation of lighting and cameras in parking lots near the affiliated residence halls on the west side of campus and behind Thrust Theater on Floyd Street.

“Appropriate lighting plays a significant role in the safety and comfort of our students, particularly those who must walk across campus in the evenings and early mornings,” said Mark Watkins, ���Ǵڳ�’s chief operating officer. “Students, faculty and staff on all our campuses will benefit from the security provided simply by making sure they have safe walkways to get to and from their vehicles and residence halls.”

 The upgrades are expected to be completed by the end of the fall semester.

Last week: Gheens funding supported programs designed to improve the campus culture and provide 24-hour access to student services.

Next week: The Center for Engaged Learning will combine services and programs to give UofL graduates a significant leg up in their future employment and/or education.