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 Front Cover
 Introduction
 Mission and purpose of college...
 Goals and expected outcomes
 Fit of college's plan with UF's...
 College's core achievements
 College's top challenges
 Improvement strategies and academic...
 Budget request for new funding...
 Metrics
 Non-recurring requests
 Recurring requests






Group Title: Budget / program review, Levin College of Law
Title: Budget / program review, Levin College of Law. 2007.
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Title: Budget / program review, Levin College of Law. 2007.
Series Title: Budget / program review, Levin College of Law
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Language: English
Creator: College of Law, University of Florida
Publisher: University of Florida College of Law
Place of Publication: Gainesville, Fla.
Publication Date: 2007
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Spatial Coverage: North America -- United States of America -- Florida
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Table of Contents
    Front Cover
        Page 1
    Introduction
        Page 2
    Mission and purpose of college and its programs
        Page 3
    Goals and expected outcomes
        Page 4
        Page 5
        Page 6
        Page 7
    Fit of college's plan with UF's Strategic Work Plan and BOG Strategic Plans
        Page 8
    College's core achievements
        Page 9
    College's top challenges
        Page 10
        Page 11
    Improvement strategies and academic culture of the college
        Page 12
        Page 13
    Budget request for new funding in 2007-2008
        Page 14
        Page 15
    Metrics
        Page 16
        Page 17
    Non-recurring requests
        Page 18
    Recurring requests
        Page 19
Full Text











LEVIN COLLEGE OF LAW


BUDGET/PROGRAM REVIEW


MARCH 2007













FOR QUESTIONS, CONTACT:
DEAN ROBERT JERRY
FREDRIC G. LEVIN COLLEGE OF LAW
THE UNIVERSITY OF FLORIDA
(352) 273-0603
j erryr@law.ufl.edu


[3/14/07]














LEVIN COLLEGE OF LAW: BUDGET/PROGRAM REVIEW, 2007


We share the vision articulated in the August 15, 2006 strategic work plan titled From
Achievement to Recognition: A Work Plan for the University ofFlorida: "In all professional
programs the emphasis will be on achieving or sustaining national recognition in order to provide
Florida residents access to the best quality professional education." (Work Plan, p.18). Given the
prominence and dynamic nature of our state, no Florida resident should seriously think that he or
she needs to attend an out-of-state law school to receive the highest quality legal education
available.

Thus, the goal of the Levin College of Law is to be consistently recognized as one of the
very best public law schools in the nation. We are poised to move into that company.' Although
we have not reached the four-year targets set in the spring of 2003 for enhancing the college,2
some progress has been made. Indeed, by many measures, the health of the college is excellent.
Our facilities have been dramatically improved, our research output and impact continues to be
strong, our national reputation is growing, and we are among a small group of law schools
nationally showing a significant increase in applications.3 In short, we have made the best of
what we have. But the foundation for this success is fragile, and our financial picture is only
slightly better than it was one year ago.

The essence of the problem facing the college in moving into the nation's highest tier of
public law schools is evident in the following table:
















1 We are pleased that the instances in which we are mentioned in the company of some of the nation's premier law
schools are increasing. For example, the September 4, 2006 issue of The National Law Journal, one of the nation's
leading legal newspapers, in an article discussing application trends at the nation's "top law schools," presents data
on Harvard, Yale, Michigan, Chicago, Stanford, NYU, Georgetown, Texas, UCLA, and Florida.
2 In February 2003, three measures were selected as proxies for setting the time line for the college's progress
toward becoming one of the nation's top 10 public law schools: direct expenditures per FTE student; direct library
expenditures per FTE student; and student-faculty ratio. We will not have met these goals by the end of this fiscal
year, but some progress has been made.
As of mid-March, applications for the fall 2007 entering class are up approximately 10%. Based on current
information, only about 20 of the nation's 192 law schools are experiencing an increase of 10% or more.












Table 1. Financial Comparison of Largest AAU Public Law Schools without Part-Time
Programs. (Source: American Bar Association)

School FY06 JD & post- FY05 Total FY05 Direct Rank
JD enrollment Direct Expenditure among
Expenditures per Student public law
schools,
US News
2006
Michigan 1228 $49,137,905 $40,015 1 (tie)
Cal-UCLA 996 $45,247,000 $45,429 4
Virginia 1160 $43,793,086 $37,753 1 (tie)
Texas 1441 $41,155,914 $28,561 5
Cal-Berkeley 948 $38,453,479 $40,563 1 (tie)
Cal-Hastings 1278 $32,880,075 $25,728 19 (tie)
Florida 1322 $23,304,427 $17,628 17
Average w/o UF 1175 $41,777,910 $36,341
UF minus 147 -$18,473,483 -$18,713
average


That the Levin College of Law is as well regarded as it is among the nation's 192 ABA-
accredited law schools underscores that the college is doing well with what it has. Whether the
college can compete at the highest level will ultimately depend on whether the gaps apparent in
Table 1 can be reduced.


I. Mission and Purpose of College and its Programs

The articulated "Vision" of the Levin College of Law is "a law school dedicated to
advancing human dignity, social welfare and justice through knowledge of law." The articulated
"Mission" is "excellence in: educating professionals; advancing legal scholarship; serving the
public; and fostering justice."' Law schools prepare students for participation in the legal
profession and admission to the bar. Lawyers represent individuals, businesses and corporations,
public interest groups, government agencies, international organizations, and other legally
cognizable entities in transactions of all kinds and in disputes, both inside and outside the judicial
system. Lawyers hold ultimate responsibility for the effectiveness of the system of justice,
which is what recognizes and protects individual rights and liberties; as such, lawyers play a
central role in a democracy. The legal profession is also an important source of leadership in
civic affairs. Because a legal education is a prerequisite to sitting for the bar and participating in
the legal profession, the activities of law schools play a vital role in the quality of life in a
democratic nation. Thus, the Levin College of Law is expected to provide Florida's residents
with a legal education that prepares them to assume the obligations and responsibilities of the

4 This "Vision & Mission Statement" was approved by the faculty in the late 1990s. See
www.law.ufl.edu/about/vision&mission.shtml.


~












legal profession. As the flagship law school in one of country's most dynamic states, the college
should be expected to provide Florida residents with legal training at least equivalent to the
highest quality legal education available at the best public law schools in the nation.


II. Goals and Expected Outcomes

A. Teaching. -- The college's primary instructional goal is to provide a program
consistent with sound legal education principles that prepares students not only for admission to
the bar but also for effective and responsible participation in the legal profession. To this end,
each student must have substantial instruction in the substantive law, legal analysis and
reasoning, legal research, problem solving, oral communications, writing in a legal context,
professional skills, and the history, goals, structure, values, rules, and responsibilities of the legal
profession and its members. To achieve these goals, it is also necessary to provide opportunities
to students for live-client clinical experiences under faculty supervision, pro bono activities, and
small group study (such as seminars, independent research, or collaborative work).5

The college's Florida bar exam passage rates for first-time takers have consistently
exceeded the overall first-time taker pass rate. Since 2003, the UF first-time taker pass rate has
exceeded the overall pass rate by between 7 and 16 percentage points. When results are
evaluated by class (i.e., by combining February and July results and comparing them among
schools), UF has ranked first in the state five of the last eight years and is the only law school in
the state to rank either first or second in each of those years. The college's placement statistics
consistently equal or exceed the national averages. In November, we reported to US News an "at
graduation rate" of 79% for the Class of 2005, up from 65.9% the prior year. The placement
percentage for graduates who wish to work and who are working (or are pursuing a graduate
degree) measured nine months after graduation was 97.1% for students who graduated from
December 2005 through July 2006.

B. Research. -- We are committed to producing significant, high quality, impact-oriented
research. To take a few representative examples since July 1, 2006: 1) Stuart Cohn published
under the auspices of the United Nations a guide for corporate governance in developing nations;
2) Bill Page published a book with the University of Chicago Press on the antitrust implications
of the Microsoft case; 3) Chris Peterson's research on predatory lending practices has gained
national attention (NPR; NY Times; USA Today; testimony before Congress; endorsement by
U.S. Department of Defense with respect to implications of research for military families), and
his most recent article just appeared on the list of most often downloaded articles in the history
of the "Legislation and Statutory Interpretation" category on the Social Science Research
Network; 4) Sharon Rush published a significant book on teaching race in secondary schools; 5)
Katheryn Russell-Brown published a significant book on race and crime; 6) Chris Slobogin
published books with the Oxford University Press and the Harvard University Press, and in his
capacity as chair of the Florida Assessment Team for the ABA's Death Penalty Moratorium
Implementation Project, he was the principal author of a 400-page report on the Florida death
penalty system; 8) Michael Wolf continued to update and expand the treatise, on which he is

5 See generally American Bar Association Standards for Approval of Law Schools, Standard 302.











now the sole author, Powell on Real Property; this is the most widely used treatise on real
property in the world.

Quantitatively, the faculty is very productive. During the three-year period 2003 to 2005,
the faculty published 68 books (including treatises and casebooks) and 234 law review articles.
During the three year period 2004 to 2006, the faculty also published 68 books. Efforts made to
ramp up scholarly productivity from 2003 to the present appear to be bearing fruit: during the
eight month period from July 1, 2006 through March 1, 2007, the faculty published (at least6) 24
books, 19 book chapters, 4 monographs, and 34 articles, a rate of publication that exceeds prior
reporting periods. The faculty also made 88 academic and professional presentations (lectures,
conferences, CLE programs, etc.). Our faculty's publication frequency compares very favorably
to those of faculties at other highly ranked public law schools:

Table 2. Law Review Article Authorship from 2003 to 2006.
Law School Total Articles FTE Faculty, Articles per School's US
in Major Law 2005-06 Faculty FTE News Rank
Reviews Among
Public Law
Schools,
2006
Minnesota 143 61.2 2.34 6
Illinois 92 50.4 1.83 8 (tie)
North Carolina 60 84.0 1.43 8 (tie)
Iowa 62 54.1 1.15 7
Texas 89 82.2 1.08 5
Florida 82 76.8 1.07 17
Wisconsin 56 62.4 0.90 12
Sources: Article count by UF Law Library Staff. FTE Faculty is sum of fall 2005 and spring
2006 faculty FTE, based on American Bar Association data, divided by 2.

If our rate of productivity in article publishing during the July 2006 through February 2007 were
replicated for a three year period, the faculty would produce 153 articles during such a period, or
1.99 articles per faculty FTE, which would compare very favorably against the top public law
schools identified in Table 2.7 We believe, although this proposition is more difficult to test
empirically, that our rate of publication of books, casebooks, and treatises is higher than our
peers, which is further credit to the faculty's research productivity.

C. Service. -- Serving the public and fostering justice are central components of the
college's mission. To take a few representative examples since July 1, 2006: 1) Stu Cohn
directed a 5-day workshop in Swaziland on pension reform and capital market development,

6 Capturing all titles published is a difficult task, but the figures cited are at least roughly accurate; errors would be
of omission, rather than inclusion.
7 Because the 8-month count was prepared by the college's Office of Communications, it is possible that there are
differences in methodologies that introduce inaccuracies in this statement. Also, the assumption that the rate of
publication for the 8-month period mentioned could be sustained for three years is, obviously, significant.
Regardless, it is clear that faculty research productivity is increasing, and that we compare very favorably in this
category to the nation's most highly regarded public law schools.











sponsored by the UN Institute for Training and Research and attended by central bank and
government representatives of about a dozen African nations; 2) Mike Gordon was appointed by
the Office of the U.S. Trade Representatives to a 3-year term on the NAFTA Chapter 20 dispute
panel roster, organized a panel on international business transactions at the ABA Section on
International Law's fall meeting, and was reappointed as the ABA Section on International Law
Liaison to the American Law Institute; 3) Robert Jerry participated and/or presented at several
Florida Bar and ABA Section on Legal Education meetings; 4) Pedro Malavet was appointed to
a term on the AALS Membership Review Committee; 5) Ken Nunn organized, moderated, and
presented a panel on native Hawaiian Disparities in Hawaii's criminal justice system for the
Council of the Criminal Justice Section of the ABA; 6) Juan Perea was named to the AALS
Research Committee; 7) Len Riskin was appointed to the AALS Professional Development
Committee and to the Advisory Board of ProDialogo, a Peruvian NGO dedicated to conflict
resolution and prevention; 8) Chris Slobogin helped draft and present a resolution calling for the
prohibition of execution of persons with serious mental disability, which unanimously passed the
ABA House of Delegates in August 2006; his work on the Florida death penalty system was
noted above; 9) Barbara Woodhouse advised Fordham University in developing its
multidisciplinary center on child advocacy; 10) Danaya Wright is currently the chair of the
Faculty Senate; 11) Jennifer Zedalis was the principal author of an ad hoc report of the Criminal
Law Executive Council to the Florida Bar regarding a rule on prosecutorial power to issue
subpoenas to lawyers in cases involving their clients; 12) faculty members are very active in peer
review of scholarship for other law schools; 13) students are encouraged to undertake pro bono
service projects and are recognized for their work through a pro bono certificate program; 14) for
the first time, the fall 2006 new student orientation program included a significant community
service project that saw the entire first-year class give a morning of service at eleven different
community service sites; 15) the list of student-implemented community service activities is too
long to include here.

Many of the college's programs also have a significant service component. To take two
examples from the current year: 1) we are continuing with our efforts to establish a law school
presence on the UF Eastside Campus; members of the clinic faculty recently opened an office
there, and the first project, which has been very well received by the community, was to assist
ex-felons with the application process for restoration of civil rights; in this connection, a
Restoration of Civil Rights Forum was held Mt. Carmel Missionary Baptist Church in February
2007; 2) the Mediation Clinic held a three-day conflict resolution training workshop at
Gainesville's Reichert House, which is a program operated by the Gainesville Police Department
to provide structure, tutoring, and after-school recreational activities for at-risk young men ages
12-17; the workshop was designed to train these young men in peaceful problem solving
techniques.

D. Diversity. -- Of 60 tenured or tenure-eligible faculty, 9 (15%) are racial or ethnic
minority (6 Black; 3 Hispanic), which is slightly below the 16.2% figure for ABA-accredited law
schools nationally.8 Of the 60, 19 (31.6%) are women, which is slightly above the 30.1% figure
for ABA-accredited law schools nationally. We will be joined by a new faculty member in
August 2007 (Shani King), and his arrival, given what we know about next year's staffing and


8 Figures for the national percentages mentioned in this paragraph come from Table B6-0506 in the ABA 2004-05
ABA Take-off Reports.










assuming no unanticipated resignations or retirements, will increase our percentages a year from
now to 18.1% racial or ethnic minority (7 Black; 3 Hispanic) and 34.5% female.9

The diversity of the staff increased during 2006-07. Associate Dean for Student Affairs
Rachel Inman is the first person of color to hold that position. The appointment of Vince
PresDas in our Office of Development represents the first person of color to hold a professional
development position at the college. The diversity of the professional staff in the Office of
Admissions was maintained with the appointment of Noemar Castro, who is Hispanic, to replace
Lewis Hutchison, who is Black, who resigned at the end of last year to take a similar position at
Arizona State and who will this month become the chief admissions officer for the North
Carolina Central School of Law.

Our efforts to increase the diversity of the student body have had mixed success. When
the state legislature eliminated on a prospective basis the MPLE and Virgil Hawkins Minority
Scholarship Programs, matriculation of minority students dropped immediately. We fell from
26.9% (108 of 401), 33.7% (138 of 409), and 29.1% (123 of 423) in 1998-99, 1999-2000, and
2000-01 respectively, to 24.3% (100 of 411) in 2001-02 (when the spring 2002 but not the fall
2001 class was affected) and 21.9% (84 of 384) in 2002-03 (the first year both classes were
affected). Since then, minority enrollment has fluctuated: 25.0% (102 of 408) in 2003-04;
19.6% (81 of 413) in 2004-05; 22.8% (68 of 298) in 2005-06 (the "transition to one entering
class" year); and 21.7% (97 out of 447) in 2006-07. Matriculation of Black students has been
especially hard hit by the loss of the financial aid programs and by a declining national applicant
pool: 6.3% (24) in 2002-03; 8.3% (34) in 2003-04; 5.1% (21) in 2004-05; 8.7% (26) in 2005-06;
and 5.8% (26) in 2006-07. Had we hit our target for total class size while maintaining our
success in recruiting minority students, fall 2006 minority enrollment would have been 24.3% --
an increase over the prior two years and the second-highest percentage enrollment since One
Florida.

We are in the midst of a multi-year program that is designed to improve our student
recruiting efforts, thereby improving the quality and diversity of the entering class. Thus far, we
have increased faculty and alumni involvement in recruiting, improved our "admitted student
day" program, increased student involvement in recruiting, commenced a reorganization of the
admissions office, including the creation of a director position that will focus on student
recruiting, and modified the process through which financial aid offers are made in order to
speed up the offer process. Through these and other efforts, the percentage of offers (relative to
total offers) extended to minority applicants rose from 21% (in the cycle that enrolled the fall
2005 entering class) to 25.7% (in the cycle that enrolled the fall 2006 entering class), the yield
ratio for minority admittees rose from 35.1% to 36.6%, and in absolute terms minority
enrollment increased 42.6% (68 to 97). In percentage terms, however, minority enrollment in the
entering class declined from 22.8% to 21.7%. We are hopeful that our ongoing efforts will
improve entering class diversity for the next entering class. Once students are admitted, we do
not have retention problems.





9 The metricss spreadsheet" shows no diversity hiring in 2005-06, but this is incorrect: Elizabeth Rowe joined the
faculty in August 2005, and she is Black.










E. Fundraising. -- In the Florida Tomorrow campaign, the college has a goal of $47
million. As of December 31, 2006, the college had raised $10,971,252, or 23.3% of the goal.
This figure does not include a $600,000 cash gift received after January 1, 2007, which will push
our total close to or beyond the 25% mark.

New records are being set each year in Annual Fund giving:

Table 3. Historical Overview of Annual Fund, Levin College of Law, by fiscal year (*FY2007
through 1/31/2007).
Fiscal Dollars Number of Number of Average Percentage
Year Raised Overall Overall Size of Gift Dollar
Donors Gifts Growth
over Prior
Year
2007* $421,890 1029 1150 $367 TBD
2006 $630,344 1597 1869 $337 14.1%
2005 $552,603 1595 1905 $290 4.3%
2004 $529,672 1571 1829 $289 5.6%
2003 $501,804 1357 1699 $295 10.8%
2002 $452,793 1308 1524 $297 Not
available


III. Fit of College's Plan with UF's Strategic Work Plan and BOG Strategic Plans

Programs at the Levin College of Law align directly with five of the twelve "maximum
impact strategies" identified in UF's Strategic Work Plan: 1) internationalization (pp. 13-14); 2)
ecology and environment (p. 15) ; 3) professional preparation (p. 18); 4) education, children and
families (p. 19); 5) aging (pp. 19-20). Because the legal system connects at some level to each
impact strategy, there are activities at the college short of programs that are relevant in some way
to all impact strategies.10

Programs at the college also align directly with the BOG Strategic Plan. The state needs a
supply of attorneys to perform in a variety of public roles (judges; prosecutors; public defenders;
representation of state and local agencies). The state's economic development depends on a
supply of highly qualified attorneys to assist in business, commercial, and familial wealth
transfer transactions. The effective resolution of private and public disputes depends upon the
availability of lawyers to serve in representative capacities. Thus, the college's programs align
with the BOG Strategic Plan's emphasis on serving the needs of the state and its communities.






10 For example, the College's regularly offered "Art Law Seminar" connects to the arts and humanities strategy; we
have 1 faculty FTE committed to health law and policy research and instruction, and our students have regularly
externed with the Shands legal department; the administrative law curriculum is directly relevant to the energy
strategy; etc.










IV. College's Core Achievements


A. Top Five Achievements in 2006-07.

1. Successful visits of two United States Supreme Court Justices in 13
months.

2. Increasing the intensity of student recruiting efforts, including
reorganization of Office of Admissions.

3. Success in faculty and staff hiring (arrival of Professor Len Riskin, one of
the nation's most highly regarded alternative dispute resolution and
mediation scholars; arrival of Yariv Brauner, a top young scholar in the
field of international tax; offer to and continuing recruitment of Professor
Rod Uphoff, now visiting at the college, and one of the nation's most
highly regarded academics in clinical and skills programs; successful
recruitment of Shani King who arrives in August 2007 and concomitant
improvement in faculty diversity; successful identification of and
extension of offers to other highly qualified candidates, most of whom
would have increased faculty diversity; recruitment and appointment of
Associate Dean for Student Affairs Rachel Inman, who is also the first
person of color to hold this position at the college)

4. Success in program development and implementation: (a) first successful
year of operation of the new LL.M. in International Tax; (b) launch of
planning process for new LL.M. in Environmental Law and Land Use
Planning; (c) planning and implementation of IFAS/LCOL collaboration
to leverage the IFAS extension service and the college's Conservation
Clinic to provide legal services to the Florida extension community on
issues relating to land use and sustainability

5. Increased research productivity (see above).

B. Strategies for further achievements

1. Launch strategic planning process to review and update 2002 strategic
plan

2. Continue with implementation of program to enhance student recruiting
efforts

3. Support university's tuition devolution initiatives and continue with
ongoing fundraising efforts

4. Implement strategies to address challenges (below)










C. Accreditation Status: The college enjoys full accreditation from the American
Bar Association; the next ABA sabbatical site visit will occur in 2010. We are
also a member of the Association of American Law schools; the AALS's
membership review occurs in conjunction with the ABA's reaccreditation
process.


V. College's Top Challenges: Top Impediments and Strategies to Address Them

1. Resources. -- This impediment is obvious and is endemic to the entire university, but
the severity of the problem is highlighted in the introduction to this memorandum. Total
expenditures per student are now less than half of the expenditures of similarly sized, peer AAU
law schools. Law school tuition is now so low that limiting future increases to 10 percent
annually would cause the college to fall further behind our peers in generation of tuition revenue;
nevertheless, full implementation of the tuition devolution strategy outlined in previous
proposals would allow for significant reputational enhancements. Strategy: Increase revenue;
support tuition devolution.

2. Resources II: Summer budget. -- As outlined in prior presentations to your office, the
college decided many years ago to invest a portion of its "rate" or "base" in the summer research
budget. By providing faculty with generous summer research compensation, the college jump-
started its research agenda, which has had splendid results through the years. This program has
also kept faculty compensation reasonably competitive with peer institutions, which has
prevented a collapse in faculty retention efforts and has kept the college competitive in faculty
recruiting. But the percentage formula for providing these grants led to significant unfunded
increases in the summer budget, and the only way to fund these increases has been through
salary savings. The problem was obscured by the college's practice of spending down its carry-
forward dollars in years when salary savings were insufficient to fund the summer budget, which
ultimately led to depletion of the college's carry-forward accounts by the end of FY03. As more
fully explained in prior submissions to your office, we coped with this problem (and some others
that worsened it) with severe budget cuts in FY04. Stabilization of the budget and sufficient
faculty leaves in FY05 through FY07 have prevented a recurrence of the cuts of FY04.

In the fall 2006, we took steps to freeze growth in the summer budget. Without new
revenue, however, the college is in the following situation: Unless we are prepared to cut
faculty compensation, which would have devastating consequences for faculty morale, retention,
and recruiting, and ultimately for our national rankings, we must depend on salary savings to
fund the budget. Because the summer budget deficit has recently ranged from $700,000 to
$900,000, it would be imprudent for the college to launch any new program that involves
recurring expenditures (other than programs that are funded by endowments), because any such
program would simply add to the financial crisis in a future year when salary savings are
insufficient to fund the summer budget (i.e., would require even deeper cuts in faculty
compensation if no other means could be found to relieve any such crisis). Thus, when the
excellent IFAS/Levin College of Law idea was developed, I reluctantly declined to invest in this
program because of the budget picture described here; it is only because of IFAS's willingness to
provide 100% of the funding for this initiative (for which I am most grateful) that it happened.










We have made funding the summer budget a priority for tuition devolution revenues.
Resolving this problem is our number one budget priority. Strategy: Increase resources; support
tuition devolution.

3. Improving the Faculty-Student Ratio. -- The enrollment management plan approved
by the Provost's Office in the spring of 2004 contemplates stable law school enrollment and
SCH production.1' Our student-faculty ratio has improved in recent years, but still lags behind
our peers. Full implementation of the tuition devolution strategy will enable improvement in the
ratio to levels more competitive with our peers. Strategy: Increase resources; support tuition
devolution.

4. Impediments to Faculty Recruiting. -- It has become increasingly apparent that the
college will need to work very hard at finding employment opportunities for spouses and
partners of our recruits. We believe that all but one of the offers made to faculty candidates that
were declined in the current recruiting cycle involved employment problems for the spouse or
partner. These problems are especially acute when the spouse or partner to be accommodated
has a sophisticated legal practice that can be easily transported only to a large city. Strategy:
Utilize new university programs to help spouses and partners of candidates; figure out ways to
adapt these efforts to spouses and partners who are attorneys.

5. Improving Student Body Quality and Diversity. -- The size of the law school12 makes
it more difficult to improve student body quality than at schools of smaller size. Moreover,
although our location in Gainesville has many attractive attributes, applicants interested in
finding part-time work for the purpose of paying for their education will tend to gravitate to law
schools located in large metropolitan areas. Although our tuition is among the lowest of any law
school in the nation,13 we have relatively less financial aid to offer highly qualified students who
sometimes receive more steeply discounted tuition at other schools to which they have been
admitted. With regard to improving the diversity of the student body, we, along with the rest of
UF, face the constraints of One Florida and the relative lack of financial aid with which to
assemble student recruiting packages. Unfortunately, the Florida Opportunity Scholarship
program only applies to undergraduate students. Strategy. Continue to implement program to
improve student recruiting; increase private endowments for financial aid; allocate a significant
portion of tuition devolution revenues to financial aid packages.



11 The metricss spreadsheet" appears to contemplate an increase of 841 SCH for FY08 over FY07. Because our
students need 88 SCH to complete the J.D., the typical student takes an average of almost 15 SCH per semester for
six semesters. Thus, the FY07 target of 37,824 SCH correlates to a head count of 1,260 J.D. and LL.M. students
(based on 30 SCH/year), which is exactly what the 2004 enrollment management plan contemplates (see Appendix
B, p. 1). We will meet this target in FY07. The FY08 target would require an increased law school enrollment of
approximately 28 students, exceeding the target in the 2004 enrollment management plan. In an environment where
almost all law schools making changes in their enrollment are reducing program size to increase per-student
spending and increase the credentials of their entering classes, changing our pattern from stable enrollment to
increasing enrollment would hurt student-faculty ratio, per-student spending, and our national rankings. In addition,
because the new building's capacity and classroom sizes were designed based on an assumption of stable
enrollment, carrying out this kind of expansion for more than two or three years would make it extremely difficult to
accommodate our students with the existing curriculum, faculty configuration, and facilities.
12 We are the 8th largest law school without a part-time program, and the 4th largest public law school, in the nation.
3 According to ABA data, of the 192 law schools in the nation, only 10 had tuition lower than ours in 2005-06. Only two
of these are considered "top 100" schools by US News.










VI. Improvement Strategies: Content; Assessment Strategies; Improvements Already
Made

Improvement strategies are identified above. Many improvements already made are
identified above. Metrics for gauging success include: 1) direct expenditures per student FTE;
2) direct expenditures in the library per student FTE; 3) faculty-student ratio; 4) credentials of
entering class; 5) demographics of entering class; 6) placement data; 7) bar exam results; 8)
research output; 9) fundraising totals; 10) faculty hiring and retention.


VII. Academic Culture of the College.

The college needs to do more with regard to the mentoring of its students. The ongoing
reorganization of the Office of Student Affairs under the leadership of Dean Rachel Inman will
improve the college's performance in this area. Once this office is restructured and fully staffed,
Dean Inman, in cooperation with other senior college leadership, will work on developing new
programming in this area.

The intellectual life of the college is generally strong. We have a robust speaker and
colloquium series, and three new endowments secured in the current year will each bring outside
speakers to the student body and the faculty, thereby further enriching our intellectual life.
Increasing productivity in faculty research is accompanied by general paper sharing and
commentary.

Although we adopted a new mentoring program for untenured faculty in 2004-05, I have
shared my candid view with the faculty that our efforts to mentor our untenured faculty are
deficient in some respects. One of our untenured faculty members has resigned to accept a
position in the Legal Studies Department at the Wharton School; although it is likely that this
faculty member would have accepted this offer from one of the nation's elite business schools in
any circumstances, it is important that we have mentoring and support programs, accompanied
by generous and appropriate support and assistance from individual tenured faculty, that make
such departures unlikely. Our untenured faculty members are outstanding, and we have very real
concerns about the retention vulnerability of these faculty. Indeed, that the Wharton School
targeted one of our own validates the high quality of our faculty hiring in recent years.

Our partnerships across the campus are strong. Our Center for Children and Families
continues to garner national attention for its work; this program has strong connections to other
departments on campus, including the College of Medicine. The new collaboration between our
Conservation Clinic and IFAS was mentioned earlier. Our Environmental and Land Use Law
Program has many important collaborations across the campus, including Environmental
Engineering and Urban and Regional Planning. In this regard, the college strongly supports the
proposed LBR on sustainability. One of our CGR research faculty members (Tom Ankersen)
was retained to support the Provost's efforts on the sustainability initiative, and another of our
CGR research faculty is co-Principal Investigator for the University's IGERT wetland NSF
Grant. Four members of the law faculty have become affiliated faculty with the Water Institute.
Our continuing efforts to begin a small LL.M. program in environmental law will emphasize










interdisciplinary collaborations.14 Our Law in the Americas program, which is a partnership
with the UFIC, the Center for Latin American Studies, and the Warrington College of Business,
has had some successes; there is more that can be done in this area.

The various conferences hosted by the Levin College of Law during 2006-07 emphasize
interdisciplinary activities: (1) the law school offered its Thirteenth Annual Public Interest
Environmental Conference, entitled Talk, Technology & Techniques: Game Plan for Green,
seeking to bridge the gap between environmentalists and corporations to find solutions that are
both sustainable and cost-effective; the conference included approximately 200 participants and
50 speakers; (2) "Roundtable on the Next Generation of Environmental Laws": Using a mini-
grant from SNRE, Professor Alyson Flournoy hosted a full-day workshop that brought together
environmental and land use experts from across the UF campus and from about nine law schools;
it is anticipated that the workshop will lead to the development of several cross-disciplinary book
proposals and projects; (3) the Sixth Annual Richard E. Nelson Symposium addressed legal
aspects of a growing national phenomenon -- the conversion of golf courses into more intensive
land uses such as residential subdivisions and businesses; over 100 lawyers, students, and others
attended; nationally recognized law professors, leading Florida practitioners, and experts from
the golf industry were the presenters; (4) "From Stem to Ster: Boating and Waterway
Management in Florida: Legal Skills" was a continuing statewide conference co-sponsored by
the CGR, Florida Sea Grant and the Florida Fish and Wildlife Conservation Commission; (5)
CGR, in collaboration with the Government Lawyers Section of The Florida Bar, held a
symposium on the subject of "Privacy Law: Perspectives of National Security, the First
Amendment, the Media, and the Individual"; (6) in April, the 8th annual Conference on Legal &
Policy Issues in the Americas will be held in Gainesville; this year's conference is jointly
sponsored with the Bob Graham Center for Public Service at UF; the 7th annual Conference on
Legal and Policy in the Americas was held in Lima, Peru, in May, 2006; the keynote speaker was
Peru President Alejandro Toledo, who broadcast his remarks live on Peruvian television; (7) later
this month, the college will collaborate with the Eighth Judicial Circuit Bar Association to
present the annual Professionalism Symposium; (8) in its fifth year of connecting musicians,
lawyers, students, academics, policy makers, and entertainment executives, this year's Music
Law Conference on the topic of "Beyond the CD" involved Digital Worlds Director James
Oliverio; and (9) the college continues to prepare and present the campus's annual Constitution
Day program, thereby fulfilling the university's obligations under federal law.








14The law school faculty has developed and approved a proposal to offer an advanced degree (LL.M.) in
environmental and land-use law, a course of study involving one year of post-J.D. study and the completion of a
minimum of 26 credits. The degree will stand out from existing LL.M. programs in the United States in two
important ways. First, this would be the first to offer a degree that explicitly links the closely-related fields of
environmental and land use law. Second, this would be the first program designed to take advantage of the
opportunities for cross-disciplinary learning offered by a major research university with strength in related
disciplines. The law school will seek all needed approvals during the 2007 calendar year, with the possible
recruitment of a class to begin in fall 2008.










VIII. Budget Requests for New Funding in 2007-08


The college has a comprehensive strategy for investing new tuition devolution revenues,
which involves three phases. Pending implementation of that strategy, these items are pulled
from it to make our 2007-08 budget request.

1. Recurring Request, Expenses: Retain 2/3 of Law Application Fees -- $60, 000

The college has its own admissions and student recruiting operation for obvious reasons,
but all application fees paid by law school applicants are collected centrally, and no portion of
these funds is allocated to the law school to pay for the costs associated with operating an
admissions office. If two-thirds of the application fees generated annually were allocated to the
law school, we could substantially fund the non-personnel expenses associated with running the
office. We would invest these savings in more aggressive efforts to recruit a more diverse and
highly qualified entering class. Increasing the student body's quality would increase the
college's national reputation, and our ability to make larger investments in recruiting would also
increase the diversity of our student body.

2. Recurring Request, Personnel: Summer Research Support -- $800,000

Either faculty compensation must be cut, which would have devastating effects on faculty
recruiting, retention, and morale, and ultimately our national rankings, or the summer budget
must eventually be stabilized through new revenues. Until this problem is resolved, the college
is effectively foreclosed from investing in new programmatic initiatives, given that all available
savings from all sources must be preserved for possible expenditure in the summer budget. This
is explained in more detail on page 9.

3. Recurring Request, Personnel: Adjunct Faculty -- $150,000

Currently, the college spends OPS dollars to hire adjunct faculty to cover, among other
things, key skills areas in the curriculum. In 2006-07, this budget line provided instruction in
legal drafting and trial practice. These funds were also used to appoint adjunct faculty for
elective offerings in the J.D. program and for a foreign visitor in the international tax LL.M.15
At the current time, the elective offerings in the J.D. program are not as robust as they should be
because of limited funding. Additional funds for this area would help us plan adjunct course
offerings more reliably.

4. Non-recurring Request: Expenses: Creation of 24/7 Study Space -- $35,000

This expenditure will improve the study areas available for all law students in Bruton-
Geer, creating a space somewhat like the "blue room" in the College of Medicine. This will help
meet the requests of our students for additional study space.




15 When the LL.M. in International Tax was proposed, an explicit assumption of the proposal was that new tuition
revenues generated from enrollment in this program would be returned to the college to help fund expenses
associated with the program. This has not yet occurred.


~










5. Non-recurring Request: Expenses, Leadership Development Program -- $30,000

We are in the process of designing a leadership and public service training program to
supplement the college's usual professionalism offerings. We hope that this program will have
synergies with other leadership training programs on the campus, such as those at the Warrington
College of Business and those planned at the Graham Center. If a private gift now in the
proposal stage is received by the college, this one-time expenditure will seed this program in its
first year, allowing the program to get started before earnings begin to be received on the
endowment gift.

6. Non-recurring Request: Personnel, Assistant Director, Admissions -- $63,000

We will recruit for and appoint a person whose responsibilities will be focused recruiting
of admitted students, to the end of helping the college matriculate a more diverse and more
highly qualified class. The funding of this request would underwrite this initiative for one year.

7. Non-recurring Request: Personnel, Webmaster -- $59,000

Data provided by the LSAC indicate that applicants for admission to law school consider
law school websites the most important and influential source of information about the law
schools they are considering. Although the Levin College of Law has received numerous
accolades for its publications (including a 2007 Golden Gator for its applicant-oriented
publication Prospectus), it is increasingly apparent that strength in our Web presence is essential
to effectively projecting the college to external constituencies, including prospective students.
The Web has also become the backbone for intra-school communication, and it is increasingly
important as a fundraising and alumni relations tool. Right now, the college Website has over
4,000 pages. The size of the college's web presence is now so vast that its regular maintenance
and evolution requires a full-time employee, or "Webmaster." Until recently, the college has
managed these functions with a .75 OPS employee; very recently, this became a full-time OPS
position. We are now evaluating how we can fund a full-time TEAMS position; the funding of
this request would take care of funding for one year while we continue to evaluate how to fulfill
this increasingly important function on a recurring basis.




Metrics for 2007-08 Budget Request Cycle Law
http://www.ir.ufl.edu/progrev.htm


2003-04


Measures
Total
University Summary
1. Students Taught
Annual Fundable Credit Hours
Lower
Upper
Grad I 37,400
Grad II 22
Total 37,422
Annual Total Credit Hours
Lower
Upper
Grad I 38,083
Grad II 22
Grad III
Total 38,105
Annual Offbook non-Fundable Credit Hours
Lower
Upper
GradI 529
Grad II
Total 529
Total Degrees awarded
Undergraduate
Graduate 87
Professional 425
Total 512
State Expenditures $ 18,069,555
Ranked State Faculty Personyears 46.0
State Expenditures per Fundable SCH $483
Fundable SCH's per State Ranked Faculty Personyear 813.5
Auxiliary Exp per non-funded Offbook SCH Research Underway
Class Size Average 45.2
2. External Funding
Contract and Grant Expenditures $ 100,234
Increase over Prior Year C&G Expenditures
Ranked Faculty Personyears 51.0
C&G Expenditures per Faculty Personyear $1,965
3. Funds Raised
Gifts and Pledges
Prior Year Endowment Dollars Research Underway
Prior Year Annual Fund Raising Dollars Research Underway
4. Other Generated Income
Auxiliary Revenues by Source $ 277,709
DOCE $
Other Funds $ 214,337
Other Activities $ 63,372
Service Centers $
Material & Supply Fee $


2004-05
% Change
Over Prior
Total Year


37,089
31
37,120




37,908
42

37,950




640
7
647



86
383
469
$ 19,569,182
48.5
$527
765.4


(0.8%)
40.9%
(0.8%)




(0.5%)
90.9%

(0.4%)




21.0%

22.3%



(1.1%)
(9.9%)
(8.4%)


5.4%


47.1


$ 42,392

50.2
$844


$ 5,960,949


(57.7%)
(1.6%)


273,234

209,626
63,608


2005-06
% Change
Over Prior
Total Year


37,320
55
37,375




38,115
57

38,172


577 (9.8%)

577 (10.8%)


95
394
489
$20,386,727
47.3
$545
790.2


$229,034

50.8
$4,509


10.5%
2.9%
4.3%


(2.5%)


440.3%
1.3%


$8,701,978




$258,527
$0
$141,650
$116,877
$0
$0


I I




Metrics for 2007-08 Budget Request Cycle Law
http://www.ir.ufl.edu/progrev.htm
5. Diversity Achieved


Minority % of Overall Ranked Faculty
% of Overall Staff
% of New Faculty Hires
% of Degrees Awarded
Undergraduate
Graduate
Professional


2003-04
Total

14.5%
N/A
N/A



10.3%
26.6%


2004-05
Total

12.0%
20.3%
0.0%



7.0%
23.5%


2006-07 2007-08
Target Target

Board -funded Target FTE's (-> SCH)
Lower
Upper
Grad I 37,780 38,640
GradII 44 45
Total 37,824 38,685


2005-06
Total

12.5%
21.1%
0.0%



7.4%
21.6%


Note: The University of Florida's pattern in the last two years is to have higher lower division and Graduate I FTE while falling short on upper division and
Graduate II FTE. College targets are based on the College's average percent share of FTE by level over the last two years.
Taken as a whole the College targets will hit the overall Board funded target but not assure that the target for each individual level will be achieved.
New enrollment growth in doctoral programs and upper division is needed to stay within the Board funding corridor.
In some cases, a College's projected 06-07 FTE may exceed the calculated target if there as been a large recent FTE increase (ex: Medicine).
6. Reputation Achieved
Please provide 2006-07 data if available. Space provided to allow feedback.
Faculty in International or National Academies
9 faculty members (Baldwin, Gordon, Jerry, Little, Mashburn, McMahon, Perea, Price, Slobogin) are elected members of the American Law Institute (2614 lawyer, judge, and academic members nationally);
Winston Nagan, World Academy of Art and Science;
Michael Gordon, Academia Mexicana de Derecho Internacional Privado y Comparado


National Rankings for Programs
Graduate Tax Program #2 in nation (2006 US News); Environmental and Land Use Law Program #12 in nation (2006 US News); Trial Advocacy Program, #13 in nation (2005 US News);
Family Law Program top 3 in nation (FirstStar Foundation, 2005); peer assessment of quality: UF Law #14 among public law schools and #34 in nation (2006 US News);
lawyer/judges assessment of quality: UF Law #14 among public law schools and #33 in nation (2006 US News); overall, UF Law #18 among public law schools and #41 in nation (2006 US News);
#7 in nation as top law school for Hispanics, Hispanic Business Review, 2006

National or International Awards Received
Michael Gordon (John and Mary Lou Dasburg Professor) and Cliff Jones (Associate in Law Research and Lecturer in CGR) are 2 of 7 UF faculty to be selected for 2006-07 Fulbright Scholar grants;
Professor Dennis Calfee received Public Finance Specialty Medal from Taiwan Ministry of Finance;
32nd law school in nation to be invited by Teach for America program to become a participating college

Highly Cited Faculty on National Index
Chris Peterson's article "Predatory Structured Finance" listed on SSRN's Top Ten download list for "Legislative & Statutory Interpretation
Chris Slobogin's article "Tarasoff as a Duty to Treat: Insights from Criminal Law" listed on SSRN's Top Ten download list for "Disability Law"
Jeff Harrison cited in U.S. Supreme Court opinion (current UF law faculty have a total of 22 such citations)

Major Student Achievements Test Scores, Awards, etc.
highest pass rate on Florida Bar Exam 5 of last 8 years and only school to be in top two each year (measured by class);
Moot Court Team, 1st in nation in Manne Moot Court Competition for Law & Economics at George Mason School of Law in Washington, D.C.
Trial Team, 2nd in nation in National Civil Rights Trial Competition (St. John's, New York); Black Law Student Association Trial Team top 2 in region (competes for national title in late March 2007);
UF student chapter of International Law Society, Best Chapter Award (of 200 chapters worldwide), Best Speaker program, and Best International Event
Heather Halter awarded a Knauss Marine Policy Fellowship





2007-08 Program Review
Budget Request


College/Unit: LAW
Non-Recurring Requests:
Projects:
Funding Office/Lab
Justification Description of Project Amount Space
(Page location Availability
of narrative) (yes/no)
p. 14 Creating 24/7 Study Space in B-G 35,000 yes
p. 14 Leadership Development Program 30,000 yes


+~ +


Personnel
Department/Focus
Funding Area Salary Plan Months Salary Resources Office/Lab
Justification (If interdisplinary, (Faculty,TEAMS,G Title Appointed FTE (Includes (office/lab Space
(Page location note RAOPS) (9,12) fringe renovation and/or Availability
of narrative) College/Department benefits) equipment) (yes/no)
Connection)
p. 14 LAW TEAMS Assistant Director, Admissions 12 1.00 $ 63,000 $ yes
p. 14 LAW TEAMS Webmaster 12 1.00 $ 59,000 _yes





2007-08 Program Review
Budget Request

College/Unit: LAW


Recurring Requests:

Expenses
Funding
Justification Description of Request Amount
(Page location
of narrative)
p. 13 Retain 2/3 of Law Application Fees 60,000



Personnel
Department/Focus
Funding Area Salary Plan Months Salary Resources Support Office/Lab
Justification (If interdisciplinary, (Faculty,TEAMS,G Title Appointed FTE (Includes (office/lab (office Space
(Page location note RAOPS) (9,12) fringe renovation and/or support, Availability
of narrative) College/Department benefits) equipment) travel) (yes/no)
Connection)
pp. 9-10, 13 LAW Faculty Summer Research Support $ 800,000 $ $ Yes
pp. 13-14 LAW OPS Adjunct Faculty $ 150,000 Yes




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