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  • UTA GRI Sustainability Report

    UTA GRI Sustainability Report

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Economic Impacts

Economic Impacts

Managing Our Economic Impacts

Universities are large investments in the present and future. In preparing current and future generations to engage in stimulating ideas, problem-solving, and innovation, these investments have immeasurable returns and payoffs. Gainful employment, engaged citizens, life-altering inventions, medical treatments, and economic stimulus are some of the returns, to name a few.

UTA is no exception in its impacts on present and future generations. Investments in UTA are having impacts on the local and national economies. The investment in our faculty and staff enables us to continue making impacts for now and the future.

GRI ID 103-1 GRI ID 103-2 GRI ID 201-1

Accelerating Direct Economic Impacts

Why This Matters to Us How We Manage How We Evaluate and Improve

Why This Matters to Us

Economic impacts are of vital importance for UTA to continue its mission of education, research, and community service. Further, as a major employer and physical presence, our expenditures such as wages and operating costs provide a considerable economic benefit to the local community and the North Texas Region. Funding from tuition, federal, and state sources provides us the ability to offer educational and research services. Our sources of funding support our excellent programs and high-quality faculty and staff. Without fiscal responsibility at the core of our diligent management practices, we would not be able to dedicate additional resources to initiatives that help shape a more sustainably-minded institution.

How We Manage

Each year, we submit a budget to the State of Texas detailing our expected expenditures for education, research, and operations. Our administrators, faculty, and staff are involved in providing input for these expenditures. In preparation of the details of the budget, we are cognizant of the need to be efficient and effective with our resource requirements. This includes each unit’s needs for staffing, equipment, and supplies. Each unit submits its budget expected costs for salaries, equipment, travel, and supplies for the coming academic year. These budgets are reviewed and combined as composite to be submitted to the state.

How We Evaluate and Improve

Each year after the budget has been approved, we evaluate our needs with the resources provided. As part of this process, we consider how we will proceed for the succeeding year based on discussions with our funding sources which include federal, state, and local entities. This includes our alumni who have been supportive of projects and initiatives that maintain the quality programs we offer and the high-quality faculty and staff we retain.

Economic Value Factsheet

Economic Value 2013 (1) 2014 (2) 2015 (3) 2016 (4) 2017 (5)
 

Generated Revenues

Operating $328,572,957 $356,582,346 $378,573,134 $429,762,204 $458,437,229
Non Operating $209,475,848 $209,153,547 $167,291,268 $205,871,554 $235,720,407
 

Distributed Expenses

Operating Costs $492,201,661 $506,584,706 $524,786,538 $565,230,092 $595,358,557
Employee Wages and Benefits $276,252,459 $287,232,074 $287,232,074 $322,265,545 $331,775,669
 

Payments to Providers of Capital

Loans $9,228,792 $15,521,920 $7,296,633 $33,871,479 $10,643,140
Interest for Loans $181,342 $159,500 0 0 $348,519
Community Investments N/A N/A N/A N/A N/A

Note:

  1. https://www.uta.edu/business-affairs/budgeting/files/afr2014.pdf
  2. https://www.uta.edu/business-affairs/budgeting/files/afr2014.pdf
  3. https://www.uta.edu/business-affairs/budgeting/files/FY15_AFR.pdf
  4. https://www.uta.edu/business-affairs/budgeting/files/FY17_AFR.pdf
  5. https://www.uta.edu/business-affairs/budgeting/files/FY17_AFR.pdf

Student Government

The Student Government has a Tuition Review Committee to go over any proposed changes to the tuition fees at UT Arlington. UTA requested an increased tuition rate plan for the 2014-2015 academic year. This was the first time UTA had increased its tuition rates since fall 2011. Student Congress president chaired UTA’s Tuition Review Committee. The consensus of the committee was that any reasonable increase in tuition should also be translated into tangible increase in improvements in student services such as upgrades in the Career Development Center, improvement in the student advising experience, and bringing more technology to classrooms. The program also included an incentive program for students who meet certain requirements. UTA’s tuition rate proposal was one of the “most innovative proposals” the board has seen, Board of Regents chairman Paul Foster said.


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  • Improvements in Student Services
  • Upgrades in the Career Development Center
  • More technology in the classrooms
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Enabling a Sustainable Megacity

Megacities pose an unprecedented need for bold solutions on a global scale. UTA is uniquely positioned to address epic challenges facing growing urban regions: improving health care, addressing aspects related to the built environment and creating more livable communities, developing a workforce and catalyzing socioeconomic development, managing our natural resources, and harnessing the proliferation of data. UTA will leverage expertise to assist emerging megacities to become sustainable economically and enhance the quality of life.

GRI ID 103-1 GRI ID 103-2 GRI ID 103-3 GRI ID 201-1

Building on Financial Assistance

Why This Matters to Us How We Manage

Why This Matters to Us

UTA is a nonprofit public university that receives substantial support from the federal and state governments, and continuation of that support is material to our existence. Tracking the values and trends will enable us to address our risks with regard to funding sources. The funding impacts our local campus.

How We Manage

We monitor our resource requirements and the sources of our funding. We are in direct communication with the funding agencies to assess the availability of funding for the future.

UTA Revenues

Government Support 2013 (1) 2014 (2) 2015 (3) 2016 (4) 2017 (5)
 

Operating Revenues

Federal Sponsored Programs $40,821,279 $32,220,800 $32,948,299 $34,971,526 $39,723,567
Federal Sponsored Programs Pass-Through from State Agencies $8,351,897 $4,735,158 $7,144,847 $8,121,710 $6,040,710
State Sponsored Programs Pass-Through from State Agencies $21,410,383 $20,933,451 $19,724,168 $20,446,835 $19,954,380
 

Nonoperating Revenues

State Appropriations $110,541,444 $115,811,346 $118,486,562 $128,041,604 $128,690,288
Federal Nonexchange Sponsored Programs $64,665,505 $44,740,942 $51,050,809 $51,738,284 $55,978,628
State Nonexchange Pass-Through $1,214,817 $217,500 $325,000 $7,159,022 $3,030,758

Note:

  1. https://www.uta.edu/business-affairs/budgeting/files/afr2014.pdf
  2. https://www.uta.edu/business-affairs/budgeting/files/afr2014.pdf
  3. https://www.uta.edu/business-affairs/budgeting/files/FY15_AFR.pdf
  4. https://www.uta.edu/business-affairs/budgeting/files/FY17_AFR.pdf
  5. https://www.uta.edu/business-affairs/budgeting/files/FY17_AFR.pdf
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University Compliance Services

The goal of the University Compliance Services office is to partner with UTA administration, staff and faculty to develop a comprehensive compliance program that:

  • Evaluates and identifies risks that are critical to the institution
  • Ensures that critical institutional risks are being properly managed by the appropriate individuals
  • Provides all employees with the training necessary to perform their jobs and understand the relevant compliance issues
  • Provides ongoing positive assurance to managers, executive officers, and the Board of Regents regarding the status of critical institutional risks
  • Provides all employees with an opportunity to report issues of potential non-compliance in a manner that preserves confidentiality
Learn more
GRI ID 103-1 GRI ID 103-2 GRI ID 103-3 GRI ID 201-3

Providing Benefits

Why This Matters to Us How We Manage How We Evaluate and Improve

Why This Matters to Us

Competitive retirement benefit plans are essential to hiring and retaining dedicated administrators, faculty, and staff. Good benefits make us competitive with other employers and demonstrate our commitment to providing a high-quality work environment.

How We Manage

Employee participation in one of two retirement programs is mandatory. They have a choice between two different retirement plans.

Teacher Retirement System (TRS): All TRS-eligible employees at Texas public education institutions are automatically enrolled in the Teacher Retirement System (TRS) on their first day of employment.

TRS is a defined benefit retirement plan governed by IRS Code Section 401(a). Member contributions are deposited into an individual member account. Employer contributions made on behalf of the member are deposited into one communal TRS account from which all retirement and death benefits are paid. TRS manages the investments as a large institutional investor, and its investment strategy is available online. Enrolled employees are vested after five years of service with a right to a retirement benefit, which are based on legislatively determined formulas. There are also disability and death and survivor benefits available to TRS members.

Optional Retirement Plan (ORP): ORP-eligible employees at Texas public institutions of higher education may elect to participate in the ORP as an alternative to TRS.

ORP is a defined contribution plan that is similar to a 401(k) plan with employer-matched contributions. ORP is available to select faculty and university administrators. The ORP participant and employing institution make mandatory monthly contributions using percentages of salary that are established by the state legislature and subject to change. Contributions are invested in a 403(b) account with a company chosen from the institution’s list of authorized companies. Participants must create an ORP account and manage their funds directly.

Voluntary Retirement Programs All employees of the UT System are eligible to participate in the Voluntary UT Saver TSA 403(b) and DCP 457 (b) programs.

Learn more

How We Evaluate and Improve

Retirement plan options are administered through the University’s Office of Human Resources, but the plan funds are managed by third party fund managers. The university reviews the reports issued by the fund manager professionals on a periodic basis. Their reviews inform benefit and retirement plan revisions.

Institute for sustainability & Global Impact

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Arlington, TX, 76019-0108

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