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1992-1993 BUDGET
Submitted to
The University Policy Council
March 25,1992
Antioch University
School for Adult and Experiential Learning
INTRODUCTION
The 1992-93 budget proposal for the School for Adult and
Experiential Learning is one which should advance the School in
critical ways and should provide the momentum for continued
development for the period of the five year plan. This overview
surveys expected revenues, existing constraints and needs, and
budgetary priorities.
Revenues
On the revenue side we expect an increase of 26%. This significant
growth results primarily from the successful implementation of the
graduate Management degree, which began in the Winter of 1992
with a full class of thirty students and is expected to triple its
enrollment as the Autumn 1992 and Winter 1993 classes commence.
Another important revenue enhancement is the fact that by July 1,
1992 over 80% of the IMA graduate students will be on the new
tuition structure as opposed to only 50% as of July 1, 1991. Under
the “old” tuition structure students paid reduced or even no tuition.
The undergraduate B.A. completion program is expected to generate
the most modest increase in revenue over what we expect to achieve
this year. However, with a greatly improved recruitment program
we do expect to attract 119 new undergraduate students (as
compared to the 105 expected to be realized for this year and the
124 new students achieved last year).
Constraints and Needs
In preparing the expenditure proposal the SAEL community
considered existing constraints as well as agreed-upon priorities.
The following considerations played a significant part in the
development of the budget:
1. The information processing equipment currently in use is
considered antiquated, has been abandoned by the rest of the
campus, and results in down time and limited productivity. The
University is moving to a Macintosh computer environment. This,
too, has been planned by SAEL for a number of years but the goal,
each time, has been deferred.
. ,
2. SAEL has not been able to provide a consistent and effective
response to the public. Responsibility for answering the telephones
and greeting visitors has fallen on a number of staff, each with
considerable other responsibilities. Consequently, the telephone is
often seen as an interruption rather than an opportunity.
3. Given the early state of development of the School and its
limited visibility in the region we serve, publicity needs to remain a
high priority.
4. The School plans to offer a number of new curricula
offerings. One, the graduate management program, has already been
launched. Another, the conflict resolution IMA program, plans to
begin student recruitment this Summer. In addition, a major
restructuring is planned for the IMA which will academically
strengthen the IMA program, in part by increasing faculty-student
interaction. Additional faculty resources will be critical to the
success of these efforts.
Budget Priorities
In order to address these needs and concerns we have included a
number of important initiatives in the budget proposal:
1. Monies are included to enable the School to replace the
existing NCR equipment with Macintosh computers.
2. A receptionist position is proposed to allow the School to
professionalize its response to public inquiries and visits.
3. An increase of $20,000 is provided for increased advertising
and an administrative assistant position is included to enhance
support services for the Admissions office.
4. To serve the greatly increased graduate management
student body, a core faculty position, as per the original graduate
proposal, is included. In order to launch the conflict resolution
program a core faculty in that field is included to provide leadership
and instruction. Finally a core IMA faculty position with a
specialization in multicultural studies forms part of the budget
proposal. That position should allow us to deal more effectively with
current students as well as to reorganize and strengthen the
program.
The budget also includes the salaries for the Director of the
IMA program and for the Director of the Undergraduate program.
The first position replaces an existing core faculty who is leaving.
While the second position represents a net addition, this person, in
addition to serving as program director, will also replace Dr.
Brzezinski as head of the undergraduate management major so that
Dr. Brzezinski can devote his energies entirely to the new graduate
program.
The budget covers the cost of furnishing new faculty offices,
costs for their professional development, and for moving.
Additional Considerations
In addition to this introduction, the enclosed proposal includes both a
revenue and expenditure narrative with greater detail, a statement
of the School’s priorities and objectives for the upcoming year, as
well as the budget proposal itself with appropriate detailed
worksheets.
Beyond these documents the package includes information related to
starting the conflict resolution program. While the lead faculty
position has been integrated into the regular SAEL budget, other
start up costs for publications and advertising, constitute a separate
budget. Revenues begin in May 1993 and are expected to cover most
of these start-up costs. Finally, the budget for the first full year of
the conflict resolution program, 1993-1994, is enclosed for your
information.
SECTION I
REVENUE AND EXPENDITURE NARRATIVES
SAEL TUITION REVENUE PROJECTIONS
FY92-93
We believe that the projections for enrollment of new students for
FY92-93 is both realistic and attainable. Enrollment projections
have been subjected to extensive and on-going discussion and
analysis by all members of the SAEL community, including the
Director of Recruitment, the Registrar, the Assistant to the Provost
for Administration, the Directors of the three programs, as well as
all other faculty and staff. Adjustments have been made as a result
of the additional
i’nformation
which became available with each
registration period during the current year. The following factors
were considered in making the projections:
1. The new Director of Recruitment and Public Relations has
made a major difference since arriving in October. She has begun to
reorganize the staff, structure, and marketing strategy of the office.
In addition, the relationship between that office and the faculty has
improved dramatically. Finally the level of motivation,
commitment, and expertise is exceptionally high. That these
changes can achieve the desired results has already been evidenced
by the fact that the Weekend College was able to admit enough new
students to reach its goal for Winter 1992 (after falling short for
nearly two years) even though the new team had very little time to
organize for that effort.
2. For FY92-93, 119 new Weekend College students are
projected, 15 more than are projected for the current year, but less
than were enrolled in each of the three previous years. The IMA is
projected to enroll 67 students, 2 more than in 1991-92. As can be
seen from Table 1, which states enrollment by headcount, the
figures for 1992-93, although they may be higher than those
attained in 1991-92, are in no instance higher than achieved at
some point in the past in a comparable quarter, and in most cases
they are in the low to average range.
It
is believed that if 106 and 65 could be achieved this year in the
Weekend College and the IMA respectively in the face of serious
organizational problems and disruptions, the numbers projected for
1992-93 should be quite attainable given the organizational strides
which have been made.
At least as important as the number of new IMA enrollments is the
number of students paying full tuition. On July 1, 1991, exactly
50%
of the students enrolled were “old program” students and therefore
paid reduced or even no tuition. (Under the “old program” structure,
1MA
students paid a set amount of tuition during their first 17
months of enrollment which allowed them to remain in the program
as long as 39 months at no additional cost.) By January 1, 1992,
that had dropped to
35%,
and by July 1, 1992, it is expected to be at
20%
or less.
The new Graduate Management program is expected to enroll 56 new
students. The number of both inquiries and applications received to
date indicate that this expectation is quite attainable. As of
1/28/92, ten students have already been admitted for the September
1992 class. While recruiting for the class for January 1992, 55
individuals were identified as potential students for the September
1992 class. That pool has not yet been tapped.
Table 2 shows expected FTE enrollment, by source, and quarter by
quarter. Attrition has been taken into account in all programs
although it is certainly easier to see in the Weekend College and the
Graduate Management program. In those two programs, 3-5% are
expected to drop out each quarter. In the IMA, attrition is calculated
in a different way because there are no registration periods, no way
of knowing until after the fact how many credits students have
earned. All students admitted on or after July 1, 1989 pay exactly
the same tuition regardless of the number of credits being
completed in a given period. The assumption is being made that all
entering students will average 21 months in the program .
Therefore, although it is unquestionably true that some of the
students admitted during 1992-93 will drop out before the end of
the year, they are balanced by those admitted more than 21 months
earlier who are still in the program. We will continue to monitor
and adjust our IMA attrition model.
Tuition has been increased only slightly, no more than
6%
for any
student. The decision to keep increases small was based primarily
on two factors: relatively high increases in the three previous
years, and the feeling that tuition rates were becoming too high to
be competetive, particularly for the Weekend College. Table 3 shows
the tuition rates for full-time study for each of the last three years,
as well as the proposed rates for FY92-93.
Table 4 compares tuition revenue projected for FY92-93 to that
expected to be received for FY91-92.
TABLE 1 Prepared 1/29/92
ANTIOCH SCHOOL FOR ADULT AND EXPERIENTIAL LEARNING
WEEKEND COLLEGE
SUMMER 1986: AUTUMN 1986:
SUMMER 1987: AUTUMN 1987:
SUMMER 1988: AUTUMN 1988:
SUMMER 1989: AUTUMN 1989:
SUMMER 1990: 19 AUTUMN 1990:
SUMMER 1991 : 3 AUTUMN 1991 :
SUMMER 1992: 3* AUTUMN 1992:
IMA
SUMMER 1986: 19 AUTUMN 1986:
SUMMER 1987: 18 AUTUMN 1987:
SUMMER 1988: 15 AUTUMN 1988:
SUMMER 19891,–20 AUTUMN 1989:
SUMMER 1990: 14 AUTUMN 1990:
SUMMER 1991 : 1 3 AUTUMN 1991 :
SUMMER 1992: 16* AUTUMN 1992:
NEW STUDENT ENROLLMENT (HEADCOUNT)
GRADUATE MANAGEMENT
SUMMER 1991: AUTUMN 1991:
SUMMER 1992: AUTUMN 1992:
WINTER 1987: 23
WINTER 1988: 27
WINTER 1989: 38
WINTER 1990: 32
WINTER 1991: 29
WINTER 1992: 20
WINTER 1993: 29.
WINTER 1987: 19
WINTER 1988: 16
WINTER 1989: 18
WINTER 1990: 28
WINTER 1991 : 9
WINTER 1992: 14
WINTER 1993: 15′
WINTER 1992: 30
WINTER 1993: 26
SPRING 1987: 25
SPRING 1988: 31
SPRING 1989: 53
SPRING 1990: 29
SPRING 1991: 24
SPRING 1992: 35′
SPRING 1993: 35*
SPRING 1987: 13
SPRING 1988: 14
SPRING 1989: 19
SPRING 1990: 14
SPRING 1991: 17
SPRING 1992: 14′
SPRING 1993: 15′
SPRING 1992:
SPRING 1993:
TOTALS
8 2
11 1
148
145
124
104
119
63
-68
7 1
94
5 2
65
67
3 0
56
PROJECTED
TABLE 2
SAEL TUITION AND FTE PROJECTIONS FOR FY92-93 – REVISED 1/29/92
UNDERGRADUATE
CONTINUING – LOW
CONTINUING -HIGH
NEW W192
NEW SP92
NEW SU92
NEW AU92
NEW W193
NEW SP93
TOTAL
GRADUATE (IMA)
OLD PROGRAM
CONTINUING
NEW 1/1/92
NEW 4/1/92
NEW 7/1/92
NEW 1
011
192
NEW 1/1/93
NEW 4/1/93
TOTAL
GRADUATE (MGT)
1/92 CLASS
9/92 CLASS
1/93 CLASS
TOTAL
SAEL TOTAL TUITION
APPLICATION FEES
UNDERGRAD
I MA
MGT
GRADUATION FEES
UNDERGRAD
I MA
EXTENSION FEES
ENROLLMENT FEES
TRANSCRIPT FEES
SEMINARS
UNDERGRAD
IMA THESIS
IMA ORIENTATION
TOTAL NON-TUITION
TOTAL SAEL
SU92
FTE
TUITION
14 $27,720
62 $131,760
13 $27,300
20 $42,000
2 $4,200
0 $0
0 $0
0 $0
11 1 $232,980
TUITION
$33,660
$1 75,275
$31,500
$58,800
$4,200
$94,500
$0
$0
$397,935
$0
$59,818
$17,010
$17,010
$1 9,440
$25,515
$1 38,793
$70,000
$90,000
$1 60,000
$536,728
$1,050
$900
$1,225
$875
$70
$14,820
$8,400
$250
$1,250
$1,275
$30,115
$566,843
TUITION
$27,720
$1 51,830
$29,400
$56,700
$4,200
$92,400
$52,500
$0
$414,750
$0
$48,195
$17,010
$17,010
$1 9,440
$25,515
$18,225
$1 45,395
$81,000
$72,500
$78,000
$231,500
$560,145
$1,225
$900
$630
$875
$0
$4,680
$6,000
$250
$750
$1,400
$1,050
$1 7,760
$577,905
SP93
FTE
13
4 7
13
26
2
43
24
30
198
6
27
14
14
16
2 1
15
15
128
26
28
25
79
405
10
25
18
25
2
6
15
50
35
14
NOTES: Undergraduate low tuition is $165 per credit, an increase of $10 or 6.45%.
Undemraduate
hidh
tuition is $175
per
credit. an increase
ol
$5 or 2.94%.
(undergrad students who enroll forfewer than 6 credits in any quarter pay a surcharge of $20 per credit.)
IMA tuition is $405 per month, an increase of $20 or 5.19%
IMA extension fees have been increased $10 (4%) to $260 per month.
Graduate MGT tuition is $250 oar credit throuah June 1993 as advertised and aooroved.
TUITION
$25,740
$1 00,260
$27,300
$54,600
$4,200
$90,300
$50,400
$63,000
$4 15,800
$0
$30,375
$17,010
$17,010
$1 9,440
$25,515
$1 8,225
$18,225
$1 45,800
$65,000
$70,000
$62,500
$1 97,500
$561,600
$350
$1,250
$630
$875
$70
$4,680
$6,000
$250
$875
$1,050
$1 6,030
$577,630
TOTALS
TUITION
$1 14,840
$559,125
$1 15,500
$212,100
$1 6,800
$277,200
$1 02,900
$63,000
$1,461,465
Based on experience of ~~91,under~raduate enrollment has been reduced for ~~92 by 113.
TABLE 3
ANTIOCH SCHOOL FOR ADULT AND EXPERIENTIAL LEARNING
QUARTERLY TUITION HISTORY AND RECOMMENDATIONS
89-90 90-9 1
WEEKEND COLLEGE (12 CREDITS)
STUDENTS ENROLLED PRIOR TO 9/1/90 $1,380 $1,560 (+13%)
NEW OR RETURNING STUDENTS $1,860
IMA TUITION $960 $1,050 (+g0/0)
IMA EXTEiNSIONS
GRADUATE MANAGEMENT
,-‘
*Tuition through 6/93 was set when this program received approval
3 YEAR ’10
91 -92 92-93 INCREASE
$1,860 (+I 9%) $1,980 (+6%) 4 3 ’10
($155 PER CREDIT) ($165 PER CREDIT**)
$2,040 (+I 0%) $2,100 (+3%) 1 3%
($170 PER CREDIT) ($175 PER CREDIT4*)
$1,155 (+lOO/o) $1,215 (+5%) 27%
($405 PER MONTH)
$750 (+1 1 %) $780 (+4%) , 30%
($260 PER MONTH)
$3,000 $3,000. N /A
($250 PER CREDIT)
**Students who enroll for fewer than 6 credits per quarter pay a surcharge of $20 per credit.
TABLE 4
ANTIOCH SCHOOL FOR ADULT AND EXPERIENTIAL LEARNING
TUITION REVENUE COMPARISONS:
FY91-92
VS.
FY92-93
91 -92 REVISED PROJECTION
PROJECTIONS FOR
AS OF 1/30/92 FY92-93
TUITION
UNDERGRADUATE $1,311,152 $1,461,465
GRADUATE (IMA) $534,210 $555,094
GRADUATE (MGT) $1 62,500 $589,000
SAEL TOTAL TUITION $2,007,862 $2,605,559
$ INCREASE O/o INCREASE
OVER OVER
PROJECTED PROJECTED
FY91-92
FY91-92
EXPENDITURE NARRATIVE
Comments regarding expenditure line items in the 1992-93 budget
follow. Except for a few special adjustments, salary increases for
1992-93 consist of 3 percent, plus $443 for each member of the
SAEL faculty, staff, and administration (this represents an average
of 4.5 percent).
1. Line 601 : Faculty Salaries
Funding is provided for the directors of two of our academic
programs: the Individualized Master of Art and the undergraduate
Bachelor’s completion programs. The IMA Director is a replacement
for a core faculty position. The Undergraduate Director represents
an additional core faculty position. The proposal for the new
graduate management program provided for two new core faculty in
1992-1 993. One of these positions is being utilized to fund the
undergraduate degree director. This allows Dr. Brzezinski to move
his attention from undergraduate studies to his responsibilities as
the graduate director, as that program expands.
In addition, three core faculty positions are included:
graduate management; conflict resolution; IMA liberal arts
(specialization in Intercultural or International). The conflict
resolution person will provide leadership of that new IMA program,
which is expected to generate revenues of over a quarter million
dollars in its second year of operation.
2. Line 602: Adjunct Faculty Salaries
This line item is budgeted at the 1991-92 level for the
undergraduate program. The graduate management program has
budgeted $57,000 to cover the cost of hiring adjuncts. Also, for
coding purposes, compensation of faculty serving on I MA committees
has been moved to this line item from line item 607.
3. Line 603: Administration Salaries
This line item is a consolidation of all administrative staff in the
Provost’s, Admissions, and Registrar’s offices.
4. Line 604: Staff Salaries
This line item includes funding for one full-time receptionist for
the School and one full-time clerical secretary in the Admissions.
Office. The graduate management program assistant position is
increased from half-time to full-time. In addition, $6832 was set
aside for some employee adjustments for those earning less than
$20,000 and those performing identical jobs for less compensation.
5. Line 627: Employee Fees Waived
This allocation ($43,350) is based on a survey of eligible SAEL
employees who may enroll for courses during 1992-93, as well as
Antioch College and Antioch University employees who are currently
enrolled in the undergraduate, graduate management, and IMA
programs.
6. Line 631 : Instructional Supplies
The increase in this line is largely in support of the new graduate
management program to fund the purchase of assessment
instruments for the professional development sequence. The cost is
$80 per student and sixty students will use the instrument.
7. Lines 640 and 647: Meetings and
WorkshopsIEmployee
Travel
These line items provide funding for faculty, staff, and
administrators to attend professional
meetingslworkshops
during
the year. Specific dollar amounts have been allocated as follows:
Program Directors:
Administrative Directors:
Core Faculty:
Assistant
DirectorIFinancial
Aid:
Core
FacultyIHalf-time:
Core
FacultyILess
than half-time:
Admissions Counselors:
Registrar’s Staff:
Student Accounts Staff:
Program Assistants:
In 1991 -92, funding for faculty, program and administrative
directors was budgeted at $735 per employee. No funding was
budgeted for staff employees.
8. Line 642: Program Development
Program Directors have each been allocated $2,500. This is the first
time in two years that funds have been available for this purpose. A
discretionary account of $5000 has been established for the Provost.
9. Line 643: Recruiting
This line item is primarily for recruiting new undergraduate and
graduate students, but some funding is also provided for employee
recruitment.
10. Line 646: Moving
Funding has been provided to cover moving expenses for the two
Program Directors and Core Faculty.
1 1. Line 651 : Membership and Dues
To fund the provost’s participation in the Chamber of Commerce’s
“Leadership Dayton” program, costing $1,500.
12. Line 655: Audio Visual
Funding has been increased by $2000 to cover the purchase of video
tapes for use in the Classics Program.
13. Line 656: Advertising
An additional $20,000 has been funded to provide more extensive
media coverage of our graduate and undergraduate programs.
14. Lines 674 and 684: Bad
DebtlUncollected
Revenue
These line items reflect the actual average of the two prior years
for the IMA (1.0%) and Undergraduate program (1.0%). One percent
was used to calculate these line items for the Graduate Management
program.
15. Lines 694 and 695: Equipment/Furniture
These line items reflect the purchase of furnishings, Macintosh
computers, and printers for current and new personnel. Funding has
also been allocated for decentralization of the Registrar’s Office,
the purchase of Microfaids and a computerlprinter for Financial Aid,
and classroom equipment (VCR’s, Overhead Projectors). Funding will
also cover the purchase of telephone equipment and furniture for the
receptionist.
SECTION I1
BUDGET PROPOSAL SPREADSHEETS
1992-93 SAEL BUDGET
1
2
3
4
5
6
7
8
9
1 0
1 1
1 2
A
Revenues
401 tuition undergrad
402 tuition graduate
407 student aid
13
1 4
15
1 6
409 tuition reduction
410 fees – readmission
41 1 fees – application
412 fees – graduation
413 fees – interimIIMA
416 Adult DegreeIIMA
419 fees – miscellaneous
420 fee-late registration
1 7
18
1 2 2 (Expenditures
B
Undergraduate
1,461,465
-8,525
421 fee-late payment
423 fee-enrollment maint.
429 other assessments
436 conference /workshops
19
2 0
4,725
3,500
800
200
477 indirect cost1Meany Ctr
479 other income
Page 1
C
GraduateIIMA
555,094
-750
400
6,300
2,875
TOTAL REVENUES
2 3
24
2 5
2 6
27
2 8
29
3 0
3 1
3 2
3 3
-5,000
375
4,300
140
26,800
200
200
D
Administration
2,800
44,460
7,250
1,471,940
601 faculty salaries
602 adjunct faculty salaries
603 administrative salaries
604 staff salaries
607 consultants
608 compensation adjust.
61 1 parttime staff wages
616 overseas allowance
61 7 student purchased sew.
619 purchased services
620 administrative benefits
3,710
150
E
Admissions
-5,000
375
12,735
3,640
0
26,800
1,000
200
3,600
635,819
161,000
12,050
3,200
44,460
9,900
10,125
13,000
F
GraduateIMGMT
589,000
13,000
350
16,600
9,416
89,250
700
22 735
G
1,461,465
1,144,094
-9,275
592,710
476,968
12,493
245,122
195,335
500
6,375
70,700
2,717,069
12,712
57,000
486,384
31 9,743
245,122
195,335
12,550
0
6,375
700
22,735
12,712
70,700
1992-93 SAEL BUDGET
Page 2
1992-93 SAEL BUDGET
Page 3
, 6 7
68
6 9
70
7 1
7 2
7 3
74
75
7 6
7 7
, 78
79
, 8 0
8 1
, 8 2
83
8 4
8 5
8 6
8 7
88
89
9 0
9 1
9 2
A
674 bad debts
676 legal
679 miscellaneous
683 graduation
684 uncollected revenue res
692 purch. improvements
694 purch. movable equip.
695 purchased furniture
696 purchased books
Transfers
830 office supplies
855 duplicating/xerox paper
856 maintenance
882 interdepart. transfer
TOTAL
EXPENSESITRANSFERS
NET
Date: 3/18/92
B
7,344
2,000
3,400
7,344
1,500
1,000
500
278,108
C
3,142
1,360
3,142
150,087
D
5,077
7,300
500
54,101
9,000
300
1,500
2,600
150,000
3,000
1,997,608
E
550
126,348
F
2,964
3,000
2,964
6,300
17,000
164,918
G
13,450,
5,077
14,210
3,400
13,450
500
61,901
26,000
1,300
1,500
2,600
150,000
3,500
2,717,069
0
92-93 Salary and Benefits
2 9 IGraduale Management 1 1 1 1 1 1 1 1 1 1 1 1
30 138 courses 0 1500 each I $9,000.00 1 $57,000.00 1 $4,360.50 1 1 $780.00 1 1 $1,710.00 1 $2,565.00 I $9,415.50
31 j 1 1 1 I 1 1 I I I I I I
3 2 ILaShell – 30% effort $8,000.20 I $12.493.21 I $955.73 1 $60.00 1 $90.00 I $1.105.73
Page 1
92-93 Salary and Beneflf
Page 2
Budget Guide Wksht. 92. – Detail
5 1 1 TOTAL PERSONNEL EXPENSES 1 1284971 1 2330341 1229371 1 1697944)
Pane 1
Budget Guide Wksht. #2 – Detail
Page 2
110
1 1 1
1 1 2
1 13
114
RECAP:
TOTAL REVENUE
LESS: TOTAL EXPENSES/TRANSFERS
NET
1837828
1783546
54282
2062535
2062535
0
21 51 567
21 56567
-5000
271 7069
271 7069
0
Budget Guide Wksht. #3
1
2
3
A
. ., 1 1 1 I
1 5 ITOTAL REVENUE I 18332641 20547851 21515671 271 7069
1 I 1
A
WORKSHEET S – SUMMARY
UnitIDept.
SAEL
Account a679
7,
5
6
7
8
9
10
1 1
12
13
1 A
-. , I I I I
6 2 (668 Less: University Contingency I 0 1 280001 280001 23400
61 I I 1 I
2035335
-1 2250
18600
0
0
0
0
13000
100
5 9
6 0
R 1
Page 1
B
FrE#
Actual
1990-91
401 Tuition and Fees
409 Tuition Reduction
430 Room and Board
451 Grants – State, Federal
453 Gifts Grants Private
458 Endowment
472 Sales Income
477 Cost Allowances
479 Other Sources
I
181 4980
-21989
14938
0
1500
0
0
13000
10829
2124245
– 12250
17595
0
0
0
0
13000
8977
SURPLUS (DEFICIT)
1
2707869
-1 4275
101 25
0
0
0
0
13000
350
E
FTE#
Request
1992-93
I
C
WE#
Budqet
1991 -92
54282
I
D
FrE#
Projected
1991-92
28000 23000 23400
SECTION I11
CONFLICT RESOLUTION PROGRAM
IMA DEGREE
CONFLICT RESOLUTION BUDGET
1
2
5
6
7
8
1 3 EXPEnui i unco
1 4 640 Meetings/Workshops 1.000.00
15 643 Recruiting (search for core faculty1 4,000.00
A
1992-93 Budget
Conflict Management & Resolution Program
9 1
B
REVENUES
402 Tuition/Graduate
41 1 Fees/Application
416 Adult Degree/IMA (Enrollment Fee)
1 0 ITOTAL REVENUES
20,250.00
1,400.00
10,000.00
31,650.00
1 6
1 7
1 8
Page 1
2 1
2 2
23
24
2 5
, 2 6
assistant program coordinator)
,652 Printing
656 Advertising (Chronicle ad/$1000)
1 0,000.00
21,000.00
1 9
1694 Equipment (purchase Mac Computer)
2 0 1695 Purchase Furniture
TOTAL EXPENDITURES
NET
DATE: 1/10/92
1,200.00
1.500.00
38,700.00
-7,050.00
Conflict Resolution Program
1992-93 Budget
Revised 2/05/92
This budget lays out the startup costs to be incurred during the
1992-93 fiscal year as well as the initial revenues to be
collected during that fiscal year. Any expenses beyond revenues
will be charged as 1993-94 expenses., All these monies also
appear in the 1993-94 budget, which covers the first year of the
program.
Revenue*
IMA enrollment fees
Tuition
Application fees
Total
*For 25 students: enrollment fee
$400/student;
tuition for May
and June 1993 at
$405/month.
Application fee is $35; estimated
40 applications.
Expenses
Marketing/Advertising
(includes $1000 for Chronicle ad)
Printing
Recruiting (search for core
faculty/assistant
program coordinator) 4,000
Equipment (PC for program coordinator) 1,200
Furniture (for program coordinator) 1,500
Meetings and Workshops (program coordinator) 1,000
Total $38,700
X. BUDGET
Revenues
First year (1993-94)
…. First cohort IMA tuition, application, and enrollment fee $148,525
First cohort summer session tuition. …………………. 65,000
Second cohort IMA tuition, application, and enrollment fee.. 22.025
Total ………………………………$ 235,550
Notes :
Assumes each cohort begins as 25 students, attrition to 22 in the
second year; assumes each cohort remains in the program an
average of 8 months into the second year. All students pay
regular IMA tuition, with an enrollment fee of $400.
Summer sessions are charged separate tuition, at the rate of
$200/graduate
credit; each session includes 13 credits.
Assumes IMA tuition increases at the rate of approximately 5%
annually, so that 1993-94 tuition is
$1275/quarter,
and
1994-
95 tuition is
$1335/quarter.
Students are not charged IMA tuition during the month in which they
attend the summer session.
Conflict Management and Resolution Program ~roposal Budget -10-
~arketing/advertising* (startup)
Marketing/advertising
(ongoing)
Printing (startup)*
Printing (ongoing)
Program Coordinator**
(salary & benefits)
Assistant
program coordinator
(salary & benefits)
Recruiting (Search for assistant program
coordinator)*
Distinguished visiting faculty
(at
$2500/course)
Associate faculty travel
reimbursement (at $500 each)
Associate faculty housing
reimbursement at $500 each)
Honoraria
for guest speakers
(for summer sessions)
~dministrative
Assistant
(salary and benefits)
Summer session transportation
(bussing students to and
from campus)
Summer session social events
Materials (media,
games/simulations,
subscriptions,
etc.)
Meetings and workshops*
Program development
Furniture (for program coordinator,
assistant program coordinator, &
& admn. assistant)*
Equipment (for program coordinator,
assistant core faculty
and assistant)*
First year
1993-94
21,000
10,000
10,000
5,000
59,000
Conflict Management and Resolution Program
Budget (continued)
Bad
debt/Uncollected
Revenues
Scholarships for summer session
tuition and expenses (at
$4000 each)
TOTAL
First year
1993-94
*A11 or part of those expenses will be incurred during the fiscal year
1992-93 (see 1992-93 budget)
**To begin July 1, 1992; 1992-93 salary to be paid out of general SAEL
budget. The coordinator and the assistant coordinator both would be
members of the core faculty and would be expected to be senior
academicians/practitioners who are well recognized in the field of
conflict resolution.
SECTION IV
SCHOOL’S PRIORITIES AND OBJECTIVES
ORGANIZATIONAL CHART
March 11, 1992
1992-1993 PRIORITIES AND OBJECTIVES
ANTIOCH UNIVERSITY
SCHOOL FOR ADULT AND EXPERIENTIAL LEARNING
UNIVERSITY PRIORITY 1. ENHANCE THE UNIVERSITY’S TRIPARTITE EDUCATIONAL MODEL OF
ACADEMIC EXCELLENCE. EXPERIENTIAL LEARNING AND COMMUNITY PARTICIPATION AND
SERVICE.
1. Conduct self-study for NCA
re-accredi tation
2. Enhance the existing graduate
programs
ACTIVITIES
Recruit a graduate management
faculty member. (Sp 1992)
Redesign format and content of IMA
seminars.
Strengthen research
component of IMA.
Strengthen the relationship of the advisors
to the IMA degree committee.
c
3. Development of the core faculty
4. Strengthen the adjunct faculty
5. Consider undergraduate program
development
ACTIVITIES
Hold faculty discussions to define
the purposes of faculty development.
Establish a separate faculty development
committee.
Establish a plan for faculty development.
Increase funding for faculty travel.
Implement a new faculty evaluation
system, which includes multi-year
contracts and rank.
Discuss possibility and desirability of a
Communication major.
$500 (workshops)
Consider other forms of program development.
UNIVERSITY PRIORITY 2. BROADEN AND ENRICH THE mTIcmT~/Gm~
ORIENTATION OF EACH CAMPUS.
1. Revise the undergraduate curriculum Establish new multicultural/international
courses.
Determine how existing coursework
might further incorporate multicultural
and global perspectives,
e.g.,
field
experience.
2. Seek new avenues to enhance the Ensure that all searches are proactive,
diversity of the faculty, students go beyond normal publications, and
and staff fully exploit personal networks.
3. Strengthen the multicultural/global Recruit a core IMA liberal arts faculty
emphasis in all academic programs member with strong
multicultura1
interests, (Sp 1992)
Incorporate such dimensions in the IMA
seminars.
Seek external funding to develop a model
classics curriculum.
UNIVERSITY PRIORITY 3. PROMOTE ACADEMIC INNOVATION AND EXPERIMENTATION
THROUGOUT THE UNIVERSITY.
STRATEGIC 0B.iECTIVES
I. Design and begin the implementation
of an IMA Cluster model
2. Implement the Conflict Resolution
Graduate IMA Cluster
3. Encourage innovation by the
academic directors
ACTIVITIES
Identify specific program clusters
which are focused on
disciplineslareas.
Consider potential coordinators for each
cluster, academic structure for each
cluster and what elements might
remain consistent across all IMA clusters.
Develop publications and marketing plans.
Consider maximum and minimum size of
each cluster and timing.
Recruit an established practitioner1 $4,000
scholar to implement the program. (Sp 1992)
Develop publications and a marketing
plan.
Advertise and recruit the first cohort of
25 students.
Provide program development funds
for each new director (all three
academic directors will be newly
appointed).
UNIVERSITY PRIORITY 4. ENHANCE THE UNIVERSITY’S IMPACT ON SOCIETY.
STRATEGIC 0B.IECTIVES ACTIVITIES
1. Establish the Conflict Resolution See Priority 3, Objective 2.
Graduate Program
2. Formalize relations with the
Community by establishing
Board of Advisors for the School
and advisory committees for
programs
3. Seek ways to demonstrate
environmental and global
awareness in the School’s
own policies
4. Develop new non-degree means
to serve the Community
5. Expand Vital Issues courses
6. Implement a summer educational
institute for teachers
Create a campus-wide task force
to consider these matters.
Explore a Management, Consultation
and Research Center.
Explore a Center for Effective Teaching.
Continue to develop vital issues
undergraduate courses that
relate to important contemporary
societal problems.
(Grant Funded)
UNIVERSITY PRIORITY 5. MAINTAIN A FISCALLY HEALTHY UNIVERSITY.
STRATEGIC 0B.IECTIVES
1. Explore the development of
off-campus offerings in the
Greater Miami Valley
arca
2, Increase enrollment in the
academic
program6
ACTIVITIES
Establish an outreach program for
faculty to meet in the Dayton area
with
comnunity
organizations.
Meet with community and business
organizations in the Dayton area.
Involve faculty in the recruitment
of students.
Invest additional monies in
advertising.
Develop marketing plan for
undergraduate program.
Develop marketing plan for IMA
Conflict Resolution cluster.
Develop marketing plan for
restructured IMA.
c
3. Restructure the Admissions Office Review position descriptions in the
context of goals of the School.
Establish revised structure1
organization in line with
recruitment plan.
Hire anticipated replacement
admissions officer as defined by
the restructured office.
UNIVERSITY PRIORITY 6. ENHANCE THE HEALTH AND VITALITY OF ANTIOCH COLLEGE
AND EACH OF THE ADULT CAMPUSES OF THE UNIVERSITY.
1. Implement new faculty governance Committees and Faculty Assembly
system continue to di’scuss their appropriate
functions.
Hold faculty advances as needed to
discuss governance.
2. Integrate new academic directors
into the School
3. Rename the School Meet with the President, Trustees as
appropriate, and with School
constituencies.
ACTIVITIES
4. Enhance sense of community
5. Develop ways in which faculty
can be devoted more to
academic matters ‘
Once approved, establish the name
through publications, a major
event, etc.
Develop celebrations.
Involve staff in the academic life of the
School.
Reduce paperwork.
Better define administrative vs.
faculty work.
Consider the distribution of faculty
responsibilities.
1992- 1993 SAEL ORGANIZATIONAL CHART
I Finance
Accounts
Provost
Asst.
Director
of Financial
Undergrad.
Board of Advisors
Assistants to
Registrar
(one full-time,
two part-time)
Director. Graduate
Management
Program
I I I
Counselor
M
Registrar Assistant to Provost , Director,
Administration/ Undergraduate
Program
I
Admissions
Counselor
Undergrad.
Director.
Individualized
Master of Arts
I
director. Recruitment
and Public Relations
–
