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OFFICE OF THE PRESIDENT ANTIOCH NEW ENGLAND
GRADUATE SCHOOL
40 Avon Street
Keene, New Hampshire 03431-3516
603.357.3122
www.antiochne. edu
TO:
FR
RE
January 17,2002
Antioch University Board of Trustees — Executive Committee and Management
Transition Committee
Jim Craiglow
Enclosed
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Enclosed please find a memo that I hope will help to focus and facilitate part of the discussion
related to the Chancellor’s position and role which will take place in New York on February 1,
2002. The question of my interest in filling the Chancellor’s role on an interim basis has been on
the able for some time now, and during a meeting here in Keene in December with Jack Merselis
and Dan Kaplan, it was suggested that I participate in the February 1 meeting. At that time, I said
that I would prepare a memo that raised key process issues, timing scenarios, and identified some
task/authority issues. The enclosed is my response, one which I have attempted to keep brief and
focused on the most salient items.
With Jack’s support and encouragement, I am forwarding this in an effort to give people ample
time to consider its contents, develop questions/responses and bring as much focus to the work (and
agenda) as I presendy understand it. In advance, I express my appreciation for your consideration. I
look forward to seeing many of you in New York.
Antioch College Antioch New England Graduate School Antioch Southern California Antioch Seattle The McGregor School
TO: ANTIOCH UNIVERSITY BOARD OF TRUSTEES – MANAGEMENT
TRANSITION TEAM and EXECUTIVE COMMITTEE
FR: JEM CRAIGLOW, PRESIDENT, ANTIOCH NEW ENGLAND
RE: NOTES/QUESTIONS, ETC. FOR FEBRUARY 1,2002 MEETING IN
NEW YORK CITY RE: INTERIM CHANCELLOR CONSIDERATIONS
There are several main categories which I believe require extensive thought and
consideration as part of any process to determine whether I am an appropriate
“fit” for the role of Interim Chancellor of Antioch University and/or whether
timing and personal and organizational needs of the moment “work.” Without
basic alignment and congruence, it is probably not wise to pursue the idea,
regardless of how attractive it might be from certain perspectives. Hopefully, this
outline will provide a framework for determining whether or not it makes sense.
As a preface, it is not clear to me at this time whether Antioch University in the
long view needs a Chancellor. [I gather that this question has not been fully
debated, nor have the questions of role and authority been completely answered if
the prevailing view is that the University needs a Chancellor.] However, in the
short term view, I believe that the present instability of the University argues
strongly for the need for a Chancellor who carries a portfolio and who has
specifically defined powers and authority. The ultimate answers to these questions
about a Chancellor and his/her role should be a key outcome to the Future of
Antioch study. Despite the “hornet’s nest” qualities of the moment, there is
something both attractive and seductive for me about serving in an Interim
Chancellor’s role, namely that applications of a long, historical perspective and
tenure might make a positive contribution or two to the University’s future. There
are at least three key categories which need to be explored – process issues, timing
scenarios, and task/authority considerations.
PROCESS ISSUES: It is important that any consideration of this kind of
transition has the following answered and addressed, for an arbitrary “placement”
does not fit well with Antiochian values and the person “placed” immediately has
little or no legitimacy. People have been “inserted” into positions in the past; it
has always been awkward and usually the act has contributed to some level of
dysfunctionality. The following represent key process questions for me, but are
not limited to the list offered below. I can not ask the questions and explore the
issues and concerns with the constituent groups identified. I believe each must be
explored, however, and that the work must be carried out by Trustees interacting
with each key constituent group with integrity and honesty; the pulse reading
must be accurate and I need to know the reading outcomes (reactions, concerns,
issues, etc).
1. Is the majority of the Board of Trustees on board and supportive?
2. Are members of the ULC in agreement with the “interim” designation, and
would they be comfortable with me and my appointment, and willing to
commit to collaboration? (I don’t sense that my perspectives and “wisdom”
are always appreciated by some on the ULC.)
3. Will Glenn, Lois, Rosalie, Paul and Leslie stay and will they accept a
long distance Chancellor who comes into Yellow Springs on a limited
basis?
(These are key pieces of the infrastructure which I feel are vital, and it
would be problematic in my opinion for the Chancellor to be consumed
heading up several searches.)
4. Do I have enough credibility and acceptance among the College faculty to have
their support and willingness to pursue the changes that need to be made in
order to reach fiscal stabilization and viability?
5. Several Board members have resigned since the October 2001 meeting. Is
anybody else planning to jump ship and do we have a group waiting in the
wings to step up and serve?
6. I know that there will be a process to select a new Chair of the Board of
Trustees. Is there any sense at this time when that process will be
completed and is there any speculation at this point regarding possible
candidates for the Chair role?
7. How will the Board organize itself in the short-term; will it stay fundamentally
the same (as it emerged from die meeting in Keene, June 2000) or are there
changes contemplated?
TIMING SCENARIOS: It must be noted that timing scenarios are tied directly to
the length of term that is envisioned for an Interim Chancellor. [Assuming that the
Board ultimately decides that there should be a permanent Chancellor, at this
point I want to be clear that I have no interest long-term in the position. The
scenarios presented below go out no more than 21 months.]
1. Originally, I had planned to step down at the end of June 2002, and take a full
year sabbatical, returning to ANE to teach in the summer 2003. Funds for
the sabbatical year have already been set aside and are covered. One basic
fact has not changed -1 have never had more than a two-week vacation in
25 years at Antioch and I do need some kind of extended break. I also
believe that it is important that I adhere to commitments made to the ANE
campus community ~ I want to make sure that we are fully ready here for
the NCA reaccreditation review; I want to make sure we are ready for the
Vermont reapproval review; I want to do what I can to ensure a successful
search for my successor; I want to make sure that I can help launch a modest
ANE capital campaign; I want to make sure that we are ready to handle the
transitions here; there are events planned for me here; It is not easy to
radically alter structures and assignments in mid-semester etc.
SCENARIO ONE: 3 MONTH SABBATICAL (JUNE-JULY-AUGUST
2002) AND ASSUME INTERIM CHANCELLOR’S ROLE on
SEPTEMBER 1. HOLD UNTIL DEC. 31,2003. DURATION: 16 MONTHS
WITH 1/2 total sabbatical paid June, July and August. RETURN TO
TEACH AT ANE in JULY 2004/or waive proviso.
2. SCENARIO TWO: SABBATICAL JULY 1 – DECEMBER 31, ASSUMING
INTERIM CHANCELLOR’S ROLE ON JAN. 1,2003. HOLD UNTIL
DEC. 31,2003. DURATION: 12 MONTHS. SECOND HALF OF
SABBATICAL JANUARY 1,2004 – JUNE 30,2004. RETURN TO
TEACH AT ANE in July 2004/or waive proviso.
3. SCENARIO THREE: ONE MONTH PAID LEAVE, MARCH 2002.
ASSUMING INTERIM CHANCELLOR’S ROLE APRIL 2002
with 1/2 total sabbatical + salary paid April-September 2002. HOLD
UNTJX DECEMBER 31,2003. DURATION: 21 MONTHS. SECOND
HALF OF SABBATICAL JANUARY 2004 THROUGH JUNE 2004.
RETURN TO TEACH AT ANE in July 2004/or waive proviso.
4. SCENARIO FOUR: “THREE” ABOVE, BUT HOLD UNTJX JUNE 30, 2003.
DURATION: 15 MONTHS. SABBATICAL JULY 2003 THROUGH
DECEMBER 2003. RETURN TO TEACH AT ANE in January 2004.
5. SCENARIO FIVE: MID-FEBRUARY 2002, HOLDING PRESIDENT OF
ANE ROLE AND INTERIM CHANCELLOR ROLE UNTIL JUNE
30, 2002 with 1/3 total sabbatical + salary funded until June 30, 2002.
ONE MONTH VACATION IN SUMMER 2002. HOLD UNTIL AUGUST
30,2003. DURATION: 19 1/2 MONTHS. REMAINDER OF
SABBATICAL, SEPTEMBER 2003 to MAY 2004. RETURN TO TEACH
AT ANE IN JUNE 2004/or waive proviso.
6. SCENARIO SK: SOME OTHER ACCEPTABLE PERMUTATION OF THE
ABOVE WITH PERHAPS/MAYBE SOME CONSIDERATION GIVEN TO
A101/2 MONTH HOLD, UNTIL THE END OF DECEMBER 2003.
[These scenarios are based upon perspectives that imply that I would: (a) assume
satisfactory answers to process questions above and reasonable sense that the
current state of the University is not a tapestry of impossibility; (b) not want to
command a holding action so that I consider that it takes a year at a minimum to
get something accomplished, though one scenario suggests 10 1/2 months; (c) want
some financial compensation for a full sabbatical frontloaded if I reduced the
sabbatical time in any way or postponed the original plan — while I recognize
concerns related to compensation could be addressed in a revised agreement so that
my heirs could get compensation if something happened to me, I’m also aware that
the sabbatical did not preclude consulting work, etc. and I feel that it would be an
appropriate incentive that would not cost the University any money; and (d) want
to leave the door open to decide not to return to ANE to teach.]
TASKS AND AUTHORITY:
1. Refine and Develop Final Fiscal Stabilization Template, including careful
redesign work with Antioch College so that a solid liberal arts program is
maintained, yet is fiscally viable. Phase I needs to be followed by Phase H.
2. “Circuit Riding” to each campus for purposes of: budget planning, strategic
planning, organization development consultation, and trouble shooting. Stable,
local campuses with realistic University relationships.
3. Leadership and space issues in L.A. (a sub-set of #2. above)
4. Assume some role in the NCA Review/Visitation
5. Assess and monitor Ph.D. Leadership and Change Program
6. Future of Antioch Task Force – determine, with Board, priorities which need to
be addressed and a realistic timeline for completion of pieces.
7. ULC Meetings and Board Meetings
8. Unknown: Trustee Recruitment/Capital Campaign Visitations/?
9. Other Key Activities/Expectations
