Submission for Private Organizations:
Applying for Ministerial Consent Under the Post-secondary Education Choice and Excellence Act, 2000
APPENDIX 1.1 TITLE PAGE
Full Legal Name of Organization: Embry-Riddle Aeronautical University, Inc. Operating Name of Organization: Embry-Riddle Aeronautical University, Inc. Common Acronym of Organization, if applicable: ERAU URL for Organization Homepage, if applicable: www.embryriddle.edu Date of Submission: Contact Information: Legal address of organization: 600 S. Clyde Morris Blvd., Daytona Beach, FL 32114 Telephone: (386) 226-6961 Fax: (386) 323-5078 E-mail: [email protected] Legal representative of organization: Last name: Popp First name: Gregory Department or Unit: Worldwide Center Operations Address: 600 S. Clyde Morris Blvd., Extended Campus, Daytona Beach, FL 32114 Telephone: (386) 226-4988 E-mail: [email protected] Official function within organization: Associate Dean for Legal Affairs Contact person to liaise with the Organization Review Panel: Embry-Riddle Name: Dr. Karen Shehi Title: Dean, Worldwide Center Operations Address: 600 S. Clyde Morris Blvd., Extended Campus Daytona Beach, FL 32114 Telephone: (386) 226-6972 E-mail: [email protected] Georgian College Name: Dr. Kevin McCormick Title: Dean, Research and Innovation Address: One Georgian Drive Barrie, ON L4M 3X9 Telephone: (705) 722-5100 E-mail: [email protected] Program Information: How many programs are being submitted to the Minister for consent at this time? One (1). Attach as Appendix 1.2 a table that provides a complete list of all the programs this organization is submitting to the Minister for consent at this time at the location indicated in the table provided as Appendix 1.2.
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APPENDIX 1.2 LIST OF PROPOSED PROGRAMS
No Yes, terms and conditions Does the organization Does the organization already have Ministerial Consent to offer this program at another Ontario? If location in “yes”, attach a copy please of the terms and of consent to conditions this appendix. attached. 5
05) 728-1968 Masters Degree General Baccalaureate Baccalaureate Degree: Baccalaureate Degree: Baccalaureate Doctoral Degree
(7 Georgian College of Applied Arts and Technology One Georgian Drive Barrie Ontario L4M 3X9 Indicate Degree Level and Type to be awarded for program or part of program 5 Degree Honours/Specialist Applied Area of Focus
Postal Code: Postal Code: Proposed Degree Nomenclature Street Address: Street Address: City: B.S.T.M. Telephone: Province: Delivered Proposed Program to be Location/Address where Proposed Degree Title Science in Bachelor of Technical Management
1
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APPENDIX 1.3 TABLE OF CONTENTS
Binder Tab (√)Content to Be Included Organization Overview Appendix 1.1 Title Page 1.1 Appendix 1.2 List of Proposed Programs 1.2 Appendix 1.3 Table of Contents 1.3 Organization Information Appendix 2.1 Information about the Organization and its Operations 2.1 Appendix 2.2 Information about Owners 2.2 Appendix 2.3 Institution Representatives for Meeting with Organization Review 2.3 Panel Executive Summary Appendix 3.1 Executive Summary 3.1 Program Synopsis Appendix 4.1 Synopsis of Proposed Program(s) 4.1 PART A - 1 Administrative Capacity Appendix 5.1 Legal Characteristics 5.1 Ethical Conduct Appendix 6.1 Explanation of Past Fraud or Misrepresentation 6.1 Appendix 6.2 Explanation of Pending Legal or Administrative Actions 6.2 Appendix 6.3 Information about Owners/Officers of this Organization and any 6.3 Related Postsecondary Education Organizations
Student Protection Appendix 7.1 Academic Calendar Information 7.1 Appendix 7.2 Policy Awareness 7.2 Ministry Criteria: Student Transcript Protection Appendix 8.1.1 Organization’s Plan for Management of Records 8.1.1
Appendix 8.1.2 Plan for Weekly Off-Site Back-up 8.1.2
Appendix 8.1.3 Plan to Verify Accuracy of E-records 8.1.3
Appendix 8.2.1 Third-Party Record Keeper 8.2.1
Appendix 8.2.2 Verification of Agreement 8.2.2
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Ministry Criteria: Financial Security Appendix 9.1 Contract Period Policy 9.1
Appendix 9.2 Delivery of Goods and Services Policy 9.2
Appendix 9.3 Collection of Tuition and Fees Policy 9.3
Appendix 9.4 Trust Fund Accessibility to Students 9.4
Appendix 9.5 Trust Fund Arrangements 9.5
Appendix 9.6 Financial Security Information 9.6
Ministry Criteria: Tuition Refund Appendix 10.1: Withdrawal and Refund of Fees and Charges Policy 10.1 Ministry Criteria: Contracts with each Student Appendix 11.1: Enrolment Contract 11.1 Ministry Criteria: Awareness of Policies Appendix 12.1: Student Awareness of Policies 12.1 Ministry Criteria: Credit Transfer Appendix 13.1: Notification of Credit Transfer 13.1 Other Relevant Information Appendix 14.1-14.n Other Organization Information relevant to Part A-1 14.1-14.n
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PART A - 2 Mission Statement and Academic Goals Appendix 15.1 History, Mission and Goals 15.1
Appendix 15.2 Current Degree Programs 15.2
Appendix 15.3 Proposed Program(s) and Mission/Goals 15.3 Appendix 15.4 Five-Year Business Plan 15.4 Appendix 15.5 Academic Policies 15.5 Administrative Capacity Appendix 16.1.1 Governance and Administrative Structure 16.1.1 Appendix 16.1.2 Responsibilities of Governing Bodies 16.1.2 Appendix 16.1.3 Organization’s Reporting Structure 16.1.3 Appendix 16.1.4 Reporting Structures Consistent with Academic Purpose 16.1.4 Appendix 16.2.1 Senior Administration Job Descriptions 16.2.1 Appendix 16.2.2 Curriculum Vitae of Administrators 16.2.2 Appendix 16.3.1 Academic Plan 16.3.1 Appendix 16.3.2 Coordinated Business and Academic Plans 16.3.2 Appendix 16.4 Participation in Academic Policies and Standards 16.4 Ethical Conduct Appendix 17.1 Ethical Standards 17.1 Student Protection Appendix 18.1 Student Recruitment Policies 18.1 Academic Freedom and Integrity Appendix 19.1 Academic Freedom Policy 19.1
Appendix 19.2 Academic Freedom Constraints 19.2 Appendix 19.3 Intellectual Property Policy 19.3 Appendix 19.4 Research Policies 19.4 Appendix 19.5 Academic Honesty Policy 19.5 Appendix 19.6 Plan for Informing Faculty and Students 19.6 Financial Stability Appendix 20.1 Financial Viability 20.1
Appendix 20.2 Financial Audit Policy 20.2 Appendix 20.3 Sufficient Capital for Start-Up 20.3 Appendix 20.4 Table: Projection: Tuition Fee Collection 20.4
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Dispute Resolution Appendix 21.1 Student Appeals, Complaints and Grievances 21.1
Appendix 21.2 Policy Implementation and Awareness 21.2 Ministry Criteria: Student Transcript Protection Appendix 22.1 Electronic Student Records 22.1
Appendix 22.2 Records Management 22.2
Other Relevant Information Appendix 23.1-23.n Other Organization Information 23.1-23.n Minister’s Requirement: Acknowledgement and Agreement Form Minister’s Applicant Acknowledgement and Agreement 24.1 Having read the Minister’s Policy Directives, Guidelines and Procedures for Applying for a Minister’s Consent under the Post-secondary Education Choice and Excellence Act, 2000, all applicants must attach a signed copy of the Acknowledgement and Agreement form to these submission materials. A copy of the Acknowledgement and Agreement form is provided in the Minister’s Policy Directives, and also in these Submission Guidelines.
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APPENDIX 2.1 INFORMATION ABOUT THE ORGANIZATION AND ITS OPERATIONS
1) Location
Administrative (operating) Address: Embry-Riddle Aeronautical University 600 S. Clyde Morris Blvd. Daytona Beach, FL 32114-3900
Telephone Number: (386) 226-6910 or (800) 522-6787
E-mail (admissions): [email protected]
Website : www.embryriddle.edu/ec
Other organization locations (campus, branch, satellite):
Residential Campuses
Daytona Beach, Florida, Campus
Embry-Riddle Aeronautical University 600 S. Clyde Morris Blvd. Daytona Beach, FL 32114-3900 Telephone: (general) (386) 226-6000 (admissions) (386) 226-6100 or (800) 862-2416 (financial aid) (800) 943-6279 (graduate) (800) 388-3728 E-mail: (admissions) [email protected] (graduate) [email protected] Website: www.embryriddle.edu/db
Prescott, Arizona, Campus:
Embry-Riddle Aeronautical University 3700 Willow Creek Road Prescott, AZ 86301-3720 Telephone: (general) (928) 777-3728 (admissions) (800) 888-3728 (financial aid) (928) 777-3765 (graduate) (928) 777-6993 E-mail: (admissions): [email protected] Website: www.embryriddle.edu/pr
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Worldwide Centers and Distance Learning
Albuquerque Center, NM USA McConnell, KS USA Altus, OK USA McGuire, NJ USA Anchorage, AK USA Memphis, TN USA Andrews, MD USA Miami, FL USA Atlanta, GA USA Key West Delta Air Lines, Inc. Mildenhall, UK Aviano, Italy Vicenza Lajes Field Barksdale, LA USA Mililani, HI USA Beale, CA USA Barbers Point Coast McClellan AFB Center Guard Station Brunswick, ME USA Minneapolis, MN USA Camp Pendleton, CA USA Minot, ND USA Cannon, NM USA Moody, GA USA Charleston, SC USA Mountain Home, ID USA MCAS Beaufort Norfolk, VA USA Cheyenne, WY USA Oceana Aims Community College North Island, CA USA (Greeley, CO) Northern Utah, UT USA China Lake, CA USA Ogden Airport (AMT Cincinnati, OH USA Only) Cincinnati-Kentucky Airport Oakland, CA USA Colorado Springs, CO USA Oakland International Corpus Christi, TX USA Airport Down Range Classroom Division, Offutt, NE USA Afghanistan Oklahoma City, OK USA Dyess, TX USA Orlando, FL USA Edwards, CA USA Palmdale, CA USA Everett Center, WA USA Patuxent River, MD USA Fairbanks, AK USA Pensacola, FL USA Eielson AFB Mobile Teaching Site Fallon, NV USA Whiting Field, FL Reno (U/G) Pope, NC USA Fort Bragg, NC USA Portland, OR USA Fort Campbell, KY USA Ramstein, Germany Fort Eustis, VA USA Robins, GA USA Fort Irwin, CA USA Columbus, GA USA MCLB Barstow Fort Benning, GA Fort Lauderdale, FL USA Pratt & Whitney, GA Broward Community College, Rota, Spain Aviation Institute San Antonio, TX USA Pratt & Whitney, West Palm San Diego, CA USA Beach Savannah, GA USA Signature Flight Support, Palm Seattle, WA USA Beach Int'l Airport Seymour Johnson, NC USA U.S. Coast Guard Air Station, Shaw, SC USA Opa Locka, FL McEntire Air National Fort Rucker, AL USA Guard Base Fort Walton Beach, FL USA Sheppard, TX USA Fort Worth, TX USA Sigonella, Italy Lockheed-Martin Naples Teaching Site Giebelstadt, Germany Sky Harbor, AZ USA
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Camp Bondsteel Space Coast, FL USA Grand Forks, ND USA Barry University (MSTM) Great Falls, MT USA Brevard County Adult Helena Education Hanau, Germany Titusville, FL Wiesbaden AAF United Space Alliance Holloman, NM USA Complex Honolulu, HI USA Kennedy Space Center, Honolulu Airport Training Site FL Houston, TX USA Vero Beach (Flight Safety Huntsville, AL USA International), FL Hurlburt Field, FL USA Spangdahlem, Germany Incirlik, Turkey Geilenkirchen Indianapolis, IN USA Spokane, WA USA Inland Empire, CA USA Tacoma, WA USA Riverside Airport Tampa, FL USA Jacksonville, FL USA Clearwater Coast Guard Craig Municipal Airport, Base (Clearwater/St. Jacksonville Petersburg Airport) Naval Station Mayport St. Petersburg Teaching Kaneohe, HI USA Site Katterbach, Germany Travis, CA USA Illesheim Tucson, AZ USA Keesler, MS USA Tyndall, FL USA Lakenheath, United Kingdom Tallahassee, FL USA Keflavik, Iceland Tallahassee Community Langley, VA USA College Las Vegas, NV USA TIMCO Classroom, Lake Lemoore Center, CA USA City, FL Little Rock, AR USA Vance, OK USA Long Beach, CA USA Vandenberg, CA USA Los Angeles Airport Ventura, CA USA Orange Coast College Whidbey Island, WA USA Van Nuys Teaching Site Williams Gateway, AZ USA Louisville Center, KY USA Wright-Patterson, OH USA Luke, AZ USA Glendale Municipal Airport Lockheed-Martin Goodyear (MSTM) Luxembourg
2) Address(es) where proposed program(s) will be delivered Georgian College of Applied Arts and Technology One Georgian Drive Barrie, Ontario L4M 3X9
3) Are there plans to deliver any of the programs listed above at any other location in Ontario? 5 No Yes. Identify the locations and approximate dates when an application for consent will be made to the Minister in the table provided below.
4) Identify type of ownership
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Non-Profit Corporation
5) Attach a table of all the officers of the organization and their positions
Name Position Length of time in Length of Time in Position Organization George H. Ebbs President 6 years 6 years John P. Johnson Chief Academic Officer 1 year 1 year Robert A. Jost Chief Business Officer 1 year 24 years Eric B. Weekes Chief Financial Officer 1 year 1 year
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APPENDIX 2.2 INFORMATION ABOUT OWNERS
Name: Dr. George H. Ebbs Relationship to organization: President Address: 600 S. Clyde Morris Blvd., Daytona Beach, FL 32114 Telephone Number: (386) 226-6200 Fax Number: (386) 226-7017
Name of Organization: Embry-Riddle Aeronautical University
Operating name of Organization (if Embry-Riddle Aeronautical University different from above):
Is the organization is publicly traded? Yes □ No 5
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APPENDIX 2.3 INSTITUTION REPRESENTATIVES FOR MEETING WITH ORGANIZATION REVIEW PANEL
Name Position in Organization Dr. Karen B. Shehi Dean, Worldwide Center Operations Dr. Thomas Sieland Dean, College of Career Education Dr. Gregory A. Popp Associate Dean for Legal Affairs
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APPENDIX 3.1 EXECUTIVE SUMMARY
This application proposes to deliver the fourth year of Embry-Riddle’s Technical
Management degree program on-site at Georgian College for students who have obtained a
three-year Aviation Management program diploma from Georgian. Students who successfully
complete this fourth year would receive a Bachelor of Science degree in Technical Management.
Currently, there is no Bachelor of Science degree in Aviation Management available in Canada.
Georgian’s Aviation Management program has in place a long standing articulation
agreement with Embry-Riddle Aeronautical University, which is recognized as a world leader in
undergraduate and post-graduate degrees for the aviation industry. Embry-Riddle’s Technical
Management program complements Georgian’s Aviation Management program through an
extended blending of business and aviation knowledge and skills. Through this articulation
agreement, graduates from the Georgian program have the option to attend Embry-Riddle’s
Daytona Beach campus to complete their fourth year and receive a world recognized Bachelor of
Science degree in Aviation.
However, the Canadian aviation industry has benefited from only a limited number of
Aviation graduates who have been able to attend the Daytona Beach campus to complete their
degrees. Georgian graduates have been, in fact, prohibited from taking Embry-Riddle’s program due to the high costs associated with relocating themselves⎯and, in some cases, their families⎯to Florida.
The proposed delivery of Year Four of Embry-Riddle’s Technical Management degree
program at Georgian College opens the door for many of Georgian’s Aviation Program students
to complete their degrees; the ability to acquire a degree would come at a much more reasonable,
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realistic, and affordable way. The Canadian aviation industry would benefit from an increased
number of more highly qualified employees which would contribute to the industry’s global reputation as an innovative and competitive force.
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APPENDIX 4.1 SYNOPSIS OF PROPOSED PROGRAM(S)
Embry-Riddle’s Bachelor of Science in Technical Management and Georgian College’s Aviation Management program are composed of a significant synthesis of applied learning and theory.
The Bachelor of Science in Technical Management requires students to successfully complete a total of 120 semester hours. The existing articulation agreement specifies that Georgian College’s three-year Aviation Management program provides 90 semester hours, leaving 30 semester hours to be fulfilled in the fourth year of study. The course structure for the fourth year of study is: • College Algebra, Managerial Accounting, and Business Information Systems; and • Students will take seven courses from the following basket: Aviation Insurance, Aviation Labor Relations, Personal Financial Planning, Principles of Aerospace Business Valuation, Strategic Management of Technical Operations, Airport Management, Airport Planning and Design Standards, Airline Management, Airport Administration and Finance, Aviation Maintenance Management, Management of Production and Operations, Small Business Management, Project Management in Aviation Operations, Trends and Current Problems in Air Transportation, International Aviation Management, Management of the Multicultural Workforce, Strategic Management of Technical Operations, Airline/Airport Marketing. Embry-Riddle’s fourth year of the Bachelor of Science degree in Technical Management builds on the strengths of Georgian College’s Aviation Management program and allows aviation students to access a higher level of education that ultimately produces more intellectually well- rounded graduates who have the ability to think critically and to solve problems.
Graduates would be positioned to access growth opportunities that are currently available solely to holders of a degree-level education as well as to entry-level positions because many industry employers will not consider candidates without degrees.
The learning outcomes are designed to directly support and align with the high standards of the professional aviation management community. Graduates of the BSTM degree program will be provided with immediate productivity within their chosen area of technical expertise, as well as future career growth through a broad-based educational curriculum with an emphasis on communication and analytical skills. The program promotes ethical and responsible behavior among Technical Management graduates in the local, national, and international business arena, and in the local community at large.
The BSTM program develops mature and responsible graduates with a technical management perspective who are capable of examining, evaluating, and appreciating the economic, political, cultural, moral, and technological aspects of humankind and society, and to foster a better understanding of the free enterprise system and its social and economic benefits. The program provides graduates with the knowledge of how to utilize state-of-the-art technology, which is needed to be successful in today's corporate and organizational environment through the application of computer models and software. The program also provides graduates with the
PAGE 15 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY critical thinking skills necessary to identify and address their own learning needs in changing circumstances and contingencies, and to select an appropriate program for additional study.
The co-operative education component that students experience as a part of their diploma studies is enhanced in the fourth year of the degree program through their higher level of understanding of technical management in the aviation industry.
Graduates can expect to be employed in airline/airport management and planning, flight dispatch and government aviation agencies; specific companies may include NAV Canada, Lester B. Pearson Airport and the Ministry of Natural Resources. Graduates may pursue further study to become Air Traffic Controllers, Commercial/Airline Pilots, and Flight Service Specialists or obtain a Masters degree.
Both Embry-Riddle’s and Georgian College’s continued success is attributable to many factors, including the academic excellence of their programs, the qualifications and commitment of their faculty and staff, and the academic experiences the students acquire. Both institutions are focused on student-centred learning, academic integrity, and academic excellence, which is formalized through academic policies and procedures based on accountability for academic standards and integrity of course credits and program credentials. The expectations of students, faculty, and staff are also formalized. Instructor must provide students with a copy of the current official course outline, which includes information on course evaluation. Instructors use formative and summative evaluation methods that directly measure these stated course learning objectives.
We estimate an enrolment of twenty-five full-time and five part-time students in the first year of program offering. Within four years, we predict a full-time enrolment of forty-five students and a part-time enrolment of ten students. Enrolment is non-cumulative as this application reflects the fourth year of study only. Faculty will be assigned to deliver instruction at a full-time student to full-time faculty ratio of 25:1 in year one and 28:1 by year four.
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Bachelor of Science in Technical Management (from calendar)
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PART A – 1
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APPENDIX 5.1 LEGAL CHARACTERISTICS
Go to website: www.sunbiz.org
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APPENDIX 6.1 EXPLANATION OF PAST FRAUD OR MISREPRESENTATION
Has the owner(s)of the organization, or any of its directors or officers been convicted of fraud or misrepresentation?
Yes (attach explanation(s) as Appendix 6.1) 5 No
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APPENDIX 6.2 EXPLANATION OF PENDING LEGAL OR ADMINISTRATIVE ACTIONS
Are there any legal or administrative actions related to the operation of a business or business activity pending against the organization and/or any of its owners, officers, or administrators by any federal, provincial, state, or municipal law-enforcement agency? Yes (attach explanation(s) as Appendix 6.2) 5 No
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APPENDIX 6.3 INFORMATION ABOUT OWNERS/OFFICERS OF THIS ORGANIZATION AND ANY RELATED POSTSECONDARY EDUCATION ORGANIZATIONS
Right to Contact and Permission to Release (Attach documentation) Not Applicable Not Applicable Not Applicable Not Applicable Not Applicable ) i t l i Instances of Noncompliance with Regulatory or Legislative Requirements in Ontario and/or Other Jurisdictions (indicate clearly where there are instances of noncompliance with Ontario or PVS OSAP l None None None None None Name and Address of Approval Body SACS Lane Southern 1866 Decatur, GA SACS Lane Southern 1866 Decatur, GA SACS Lane Southern 1866 Decatur, GA SACS Lane Southern 1866 Decatur, GA SACS Lane Southern 1866 Decatur, GA Dates of Operation to 11/17/60 present to 11/17/60 present to 11/17/60 present to 11/17/60 present to 11/17/60 present Name and Address of Postsecondary Organization(s) Owned/ Controlled ERAU Blvd. Morris S. 600 Clyde FL Bch, Daytona ERAU Blvd. Morris S. 600 Clyde FL Bch, Daytona ERAU Blvd. Morris S. 600 Clyde FL Bch, Daytona ERAU Blvd. Morris S. 600 Clyde FL Bch, Daytona ERAU Blvd. Morris S. 600 Clyde FL Bch, Daytona Name of Name of Individual George Ebbs John Johnson Jost Robert Eric Weekes James O’Connor
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APPENDIX 7.1 ACADEMIC CALENDAR INFORMATION
Current Academic Information Calendar Page Number Page 5 The organization’s mission and goals statement Page 6 A history of the organization and its governance and academic structure Pages 17-56 If the organization currently offers degree programs, a general description (e.g., purpose, outcomes, length) of each degree program Pages 136-143 The academic credentials of faculty and senior administrators Pages 57-105 Individual descriptions of all subjects in these programs, and their credit value
See Catalog 2004-2005 http://www.erau.edu/ec/catalog-final.pdf
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APPENDIX 7.2 POLICY AWARENESS
An applicant may apply for admission online or through one of the worldwide centers. The Center Director of Operations (CDO) is the official academic advisor for students attending a center. Applicants attending through the Distance Learning Enrollment office are assigned an advisor at the time of application as well.
The CDO, as the Academic Advisor, is responsible for orientation which includes advising the student of the University regulations and procedures. These regulations and procedures include:
• Choosing an academic program that meet their educational goals • Credit transfer arrangements for incoming students • Prior learning assessment • Course prerequisite requirements • Enrollment, textbooks and financial assistance and payment requirements • Class Attendance • General student support and services
Students are informed in their letters of acceptance that it is their responsibility to know the rules and regulations by reading the Extended Campus catalog which is available in hard copy form, or electronically. Every new student also receives a Student Handbook which lists the regulations.
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APPENDIX 8.1.1 ORGANIZATION’S PLAN FOR MANAGEMENT OF RECORDS
Embry-Riddle Aeronautical University transcript information contains:
• Personal identifying information • Basis of admissions • Full documentation relating to credit transfers • Academic actions against the student • The degree awarded and the date conferred • Academic awards and honors given to the student • Name and contact number of the Registrar
All of the above listed information can be found in the Student Information System and on the ERAU transcript, with backup documentation stored in our imaging system. Both forms of electronic information are retained permanently.
The Student Records Policies and Procedures and the Retention of Records policy follow.
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY A-16A ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 STUDENT RECORDS POLICIES AND PROCEDURES
Section 99.6 of the Family Educational Rights and Privacy Act (FERPA) regulations outlines the provisions which educational institutions must include in their student records policies. The ERAU policies and procedures relative to FERPA are described below.
1. DEFINITIONS:
For the purposes of this policy, Embry-Riddle Aeronautical University has used the following definition of terms.
Student - Any person who attends or has attended ERAU.
Education records - any record (in handwriting, print, tapes, film, or other medium) maintained by ERAU
a. a personal record kept by a staff member, if it is kept in the personal possession of the individual who made the record, and information contained in the record has never been revealed or made available to any other person except the maker's temporary substitute.
b. an employment record of an individual whose employment is not contingent on the fact that he or she is a student, provided the record is used only in relation to the individual's employment.
c. records maintained by ERAU Safety units if the record is maintained solely for law enforcement purposes, is revealed only to law enforcement agencies of the same jurisdiction, and the unit does not have access to education records maintained by the University.
d. records maintained by Health Services offices if the records are used only for treatment of a student
e. alumni records which contain information about a student after he or she is no longer in attendance at the University and the records do not relate to the person as a student.
2. ANNUAL NOTIFICATION:
Students will be notified of their FERPA rights annually by publication in the student handbook and/or by publication in University catalogs.
3. PROCEDURE TO INSPECT EDUCATION RECORDS:
a. Students may inspect and review their education records upon request to the appropriate record custodian.
b. Students should submit to the record custodian or an appropriate University staff person a written request which identifies as precisely as possible the record or records he or she wishes to inspect.
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c. The record custodian or an appropriate University staff person will make the needed arrangements
d. When a record contains information about more than one student, the student may inspect and review only the records which relate to him or her.
4. RIGHT OF THE UNIVERSITY TO REFUSE ACCESS:
Embry-Riddle Aeronautical University reserves the right to refuse to permit a student to inspect the following records:
a. The financial statement of the student's parents.
b. Letters and statements of recommendations for which the student has waived his or her right of access, or which were placed in the file before January 1, 1975.
c. Records connected with an application to attend ERAU if that application was denied.
d. Those records which are excluded from the FERPA definition of education records.
5. REFUSAL TO PROVIDE COPIES:
Embry-Riddle Aeronautical University reserves the right to deny transcripts or copies of records not required to be made available by the FERPA in any of the following situations:
a. The student has an unpaid financial obligation to the University.
b. There is an unresolved disciplinary action against the student.
6. FEES FOR COPIES OF RECORDS:
The current fee for each copy of a student's transcripts is $5.00.
7. TYPES, LOCATIONS, AND CUSTODIANS OF EDUCATION RECORDS:
The following is a list of the types of records that the University maintains, their locations, and their custodians.
Types Location Custodian Admission Records Campus/College Department of Director of Admissions Admissions Cumulative Academic Campus/College Office of Director of Records, CCE Records Records and Registration and Daytona Beach (Current Students and former Campus, Director of students) Records and Registration, Prescott Campus Health Records Campus Health Services Office Campus Director, Health Services Financial Records Campus Student Financial Director of Student Services Financial Services Job Search/Co-op Records Campus Career Center Directors of Career Centers
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Unofficial Advising Program Department Department Chairs, Coordinators, Advisors Instructor’s Grade Book Faculty Offices at each College Instructor or Department Disciplinary Records Campus Dean of Students Dean of Students Financial Aid Records Campus Financial Aid Office Campus Director of Financial Aid Flight Records Training Flight Training Technology Director of Flight Department Student Employment Campus Student Employment Campus Student Records Office Employment Coordinator Immigration and International Student Services Campus Director of Naturalization Records International Student Services Veterans’ Records Veterans’ Affairs Office, Daytona Campus Veterans’ Affairs Beach, Prescott and US Centers Director/Center Director
8. DISCLOSURE OF EDUCATION RECORDS: Embry-Riddle Aeronautical University will not disclose information (other than directory information) from a student's education records without the written consent of the student, except:
a. To school officials who have a legitimate educational interest in the records. A school official is defined as: • A person employed by the University in an administrative, supervisory position. • A person elected to the Board of Trustees. • A person employed by or under contract to the University to perform a special task, such as the attorney or auditor.
A school official has a legitimate educational interest if the official is: • Performing a task that is specified in his or her position description or by a contract agreement. • Performing a task related to a student's education. • Performing a task related to the discipline of a student. • Providing a service or benefit relating to the student or student's family, such as health care, counseling, job placement or financial aid.
b. To certain officials of the U.S. Department of Education, the Comptroller General, Veterans Administration, Educational Services, Officers of the Armed Forces, and state and local educational authorities, in connection with certain state or federally supported education programs.
c. In connection with a student's request for or receipt of financial aid or veterans' benefits, as necessary
d. If required by a state law requiring disclosure that was adopted before November 19, 1974.
e. To organizations conducting certain studies for or on behalf of the university. Such studies must be for the purposes of developing, validating, or administering predictive tests; administration of student aid programs; or to improve instruction. The organization may disclose information only in a manner that does not permit personal identification of parents and students by individuals other than representatives of the organization, and the information must be destroyed when no longer needed for the purposes for which the study was conducted.
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f. To accrediting organizations to carry out their functions.
g. To parents of an eligible student (under 24 years of age) who claim the student as dependant for income tax purposes.
h. To comply with a judicial order or a lawfully issued subpoena.
i. To appropriate parties in a health or safety emergency.
9. RECORD OF REQUESTS FOR DISCLOSURE: Embry-Riddle Aeronautical University will maintain a record of all requests for and/or disclosure of information from a student's education records. The record will indicate the name of the party making the request, any additional party to whom it may be redisclosed, and the legitimate interest the party had in requesting or obtaining the information. The record of requests for disclosure may be reviewed by the parents or eligible student.
10. DIRECTORY INFORMATION: Embry-Riddle Aeronautical University designates the following items as Directory Information: student name and awards received, most recent previous school attended and photograph. The University may disclose any of those items without prior written consent, unless notified in writing to the contrary by the student.
11. CORRECTION OF EDUCATION RECORDS: Students have the right to ask to have records corrected that they believe are inaccurate, misleading, or in violation of their privacy rights. Following are the procedures for the correction of records: a. Students must request the appropriate records custodian to amend a record. In so doing, students should identify the part of the record they want changed and specify why they believe it is inaccurate, misleading or in violation of their privacy or other rights. b. Embry-Riddle Aeronautical University may comply with the request or it may decide not to comply. c. Upon request, ERAU will arrange for a hearing, and notify the student, reasonably in advance, of the date, place, and time of the hearing. d. The hearing will be conducted by a hearing officer who is a disinterested party, or by the Chancellor, depending upon the type and location of the record in question. The student shall be afforded a full and fair opportunity to present evidence relevant to the issues raised in the original request to amend the student's education records. Students may, at their own expense, be assisted by one or more individuals, including an attorney. e. ERAU will prepare a written decision based solely on the evidence presented at the hearing. The decision will include a summary of the evidence presented and the reasons for the decision. f. If ERAU decides that the challenged information is not inaccurate, misleading, or in violation of the student's right of privacy, it will notify the student that they have the right to place in the record a statement commenting on the challenged information and/or a statement setting forth reasons for disagreeing with the decision. g. The statement will be maintained as part of the student's education records as long as the contested portion is maintained. If ERAU discloses the contested portion of the record, it must also disclose the statement. h. If ERAU decides that the information is inaccurate, misleading, or in violation of the
PAGE 45 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY student's right of privacy, it will amend the record and notify the student, in writing, that the record has been amended.
INTERPRETATION: Associate Provost for Undergraduate Programs EFFECTIVE DATE: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EXTENDED CAMPUS EC-G-09 PROCEDURE AND OPERATIONS MANUAL December 2004 GENERAL ADMINISTRATION RETENTION OF RECORDS
Purpose
This procedure establishes a system for the retention and disposal of student academic records at the Extended Campus, in conjunction with the University Academic Policies and Procedures-General, A-16 STUDENT RECORDS POLICIES AND PROCEDURES. It is designed in accordance with the American Association of Collegiate Registrar, SACS Principles of Accreditation 3.9.2, and Student Records and Admissions Officers (AACRAO) guidelines for post-secondary institutions for implementation of the Family Educational Rights and Privacy Act (FERPA) of 1974 as amended. These guidelines insure that legal requirements are followed prior to record disposal, that information of administrative, legal and historical/research value is available when needed, and that all vital records are secure. The retention schedule is included in this policy as Attachment 1. Guidelines for the construction of student files are provided as Attachment 2.
A. General: Records are of administrative, legal and historical value
1. Administrative value: if it assists the responsible office within an academic institution to perform its current or future tasks, such as student record maintenance, academic advisement, grade assignment, record reconstruction and other academic actions. Examples of documents classified as administrative records are: admission applications, registration and withdrawal forms, faculty grade lists, change of grade forms, requests for grade appeals or actions, and enrollment histories.
2. Legal value: if it contains evidence of legally enforceable obligations and rights of the institution and its students. Among records having legal value are those which contain critical information that may serve as the basis for legal decisions, opinions and documents established in compliance with the Family Educational Rights and Privacy Act of 1974, as Amended, state laws and regulations, Veterans Administration regulations, and other accrediting bodies.
3. Historical/research value: if the record has enduring value beyond the needs of the registrar's office. The records custodian as identified by the University, has the professional responsibility to consider the future historical/research value of student records for historical, genealogical and other research. In assuming this responsibility, the records custodian should work closely with the Office of Institutional Research and become familiar with any state laws requiring the archival preservation (permanent retention) of certain records. It is understood that the "disposition" of a certain record may mean transfer to the archives for permanent preservation or destruction after a specific retention period. Among those considered in this group are enrollment records, grade records and distributions, demographic data, degrees awarded, and various statistical reports.
B. Disclosure of Student Records Disclosure is defined by FERPA as permitting access to or the release, transfer, or other communication of records to any party, orally, in writing, by electronic means, or by any other means.
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The University may disclose certain items of directory information without the consent of the student, unless the student submits a written nondisclosure request. The student information system is then coded so that anyone accessing the database will be notified not to disclose the information for that student. Students are required to file request for nondisclosure on an annual basis. Directory information consists of student name, address, email address, telephone number, date and place of birth, major fields of study, dates of attendance, degrees awarded and other awards received, most recent previous school attended, and photograph. The Student Services office as the official records custodian is held responsible for the appropriate disclosure of information.
When the center learns that a student is deceased, the center should provide any available documentation (newspaper clipping, obituary articles, etc.) containing the date of death to the Student Services office. The Student Services office will flag the student database with the nondisclosure statement and indicate DECEASED and date on the academic transcript. The file folder information for deceased students will not be released without legal requests and verification.
C. Judicial Order or Subpoenas Process (summons, subpoenas or judicial orders) for the Extended Campus must be properly executed or served in accordance with the law of the jurisdiction from which the process is issued or in which the service of process is attempted or effected. Generally, service of process must be made by an officer appointed by the court (either a law enforcement officer or a certified process server) to a University official or the official records custodian of the University. However, in some instances, service of process is permitted by mail and must be treated with the same level of attention as hand delivery of process. Identification of the person making the service of process must be made and recorded at the time of service. Acceptance of service of process by the Centers is discouraged and efforts should made to direct such service to the Worldwide Center Operations (WCO) or the official records custodian for the University provided, however, that as a matter of law service upon the Center can not be refused as the centers are a legal business office of the University. In such event, delivery of process of any kind served upon the Center must be transmitted to the WCO forthwith. Notification of any service of process or attempted service of process should be communicated to the WCO immediately. All process must be considered as time critical and handled accordingly.
D. Archiving of Records The Student Records office archives/stores student academic records because they must be retained permanently. All appropriate documents from 1990 forward are scanned and saved on write-once, read many (WORM) Optical Storage Media. Records prior to 1990 are stored on microfilm and microfiche. These documents are accessible through the imaging system and can be retrieved via the computer from the Optical Disk Server.
E. Retrieval of Imaged Records Student academic records that are stored on the Optical Imaging System (digital records) may be viewed by Extended Campus authorized personnel at their computer workstations. Editing (deleting/adding documents) of the student files is restricted to designated authorized users; restrictions apply for updating contents within documents in the imaged file. Restrictions are
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managed by the system administrator when access is given. Records requests (for any document within a student academic record) should be sent to the Student Services office because the record must be retained permanently. Anything going to a third party must be official. Copies are unofficial and are stamped with the appropriate stamps (unofficial, for counseling purposes only, issued to student, etc.).
F. Disposal of Paper Records Paper records are archived and destroyed by shredding under controlled conditions, so as to preserve their confidentiality.
G. Records protection plan for closing of the University An agreement has been made between Embry-Riddle Aeronautical University and the University of Minnesota at Duluth, naming UMD as the depository for ERAU records, should ERAU cease in operation.
The University of Minnesota at Duluth is located at 139 Darland Administration Bldg., Student Support Services, Duluth, MN. 55812. This information has been registered with the Florida Department of State, Bureau of Archives and Records Management, Mail Station 9A, The Capitol, Tallahassee, FL. 32399-0250.
H. Safety/Security Microfiche and optical disks, for archived and imaged files, are maintained off-site at Iron Mountain Off-site Data Protection, physically located in Orlando, Florida. Headquarters is at Box 27129, New York, NY 10087-7129. A second copy of optical disks are maintained at the ERAU Information Technology (IT) Department at the Daytona Beach Residential Campus, 600 Clyde Morris Blvd, Daytona Beach, FL 32114. Additionally, IT performs nightly back-ups for optical disks on two separate on-site servers. Hard copy records are maintained in fireproof file cabinets until imaged.
I. Inspection of Records Student records are subject to inspection without notice by official, authorized representatives of any of the following (upon presentation of proper identification): a) SACS—Southern Association Of Colleges and Schools b) Veterans Administration Regional Office c) State Approving Agency d) Military Education Services Officers e) Embry-Riddle Aeronautical University f) Department of Education
FERPA authorizes students and former students the right to inspect and review information contained in their education records. The student must submit a written request specifying the documentation and/or information they wish to inspect. The Student Services office, as the official records’ custodian, is responsible for making the records available for inspection and review within 45 days from the date of request.
FERPA allows disclosure of educational records or components thereof under certain conditions. Additional FERPA regulations are maintained by the records’ custodian. Students desiring additional information regarding FERPA may contact Student Services.
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J. Disposition of Center Student Records
Student records may be destroyed under the following conditions. 1. A matriculated student has not enrolled in a course in five (5) years. 2. Student initiated but did not complete the admission/matriculation process within the past (2) years.
If uncertain about disposition of any type of record, contact the EC Student Services office. All records must be destroyed in a manner prohibiting reassembly. Shredding is the preferred method.
Office of Primary Responsibility: EC Student Services
______Robert Myers, Ph.D. DATE Chancellor, Extended Campus
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Attachment 1
RECORDS RETENTION SCHEDULE
The Student’s documents will be archived electronically and kept permanently in the EC Student Services office. Some files may never be completed at the Center and won’t appear in Acorde. Some records may only be available from the Center the student previously attended if he was never admitted or the packet was never completed. With the centralization of admissions at the Student Service office, Centers may eventually have no need for any hard copies locally. Documents will be archived by the Financial Aid, VA or EC Student Services office and viewable in Acorde if staff has access.
Records Type— documents for Location/Destination Retention Period students who do or do not enroll Electronic application, Extended Campus, Student Maintained permanently acceptance letter, Services-Imaging System whether or not the student matriculates Transcripts, scores, tests, licenses, military/advanced placement, grad
applications
Electronic Information AY, Acorde, Maintained permanently International Student Colleague Documents: Maintained permanently Copy of Employment Authorization (work permit) Copy of Alien Registration Card I-20 Copy of I-94 IAP 66 Card Passport Number Statement of Educational Costs Statement of Financial Responsibility Document Type (Con’t) Transcript requests Hard copy for one year Extended Campus, Student then shredded. Services
Electronic information AY, Colleague, Acorde Permanently
Final Grade Reports, Submitted Permanently in Colleague after graded Class rolls electronically 7/2003, microfiched through by Faculty 7/2003 Commencement Extended Campus, Permanently-imaged Programs Student Services
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Student Appeals Extended Campus, Permanently-after imaged, shred Student Services- originals Imaging System Registration forms Center Student File Misc. statistical reports Extended Campus, Student 4 years-contact Services- Imaging System Institutional Research and microfiche before destroying.
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Attachment 2
CONSTRUCTION OF STUDENT FILES
This attachment establishes the uniform manner for constructing student files to house documents pertaining to student records at Extended Campus centers. Although all documents will be received at headquarters, there will most likely be some documents received at the Center and they may be copied and placed in the folder as described below. The original should be forwarded to EC Student Services for processing. Some files may never be completed at the Center and won’t appear in Acorde. Some records may only be available from the Center the student previously attended if he was never admitted or the packet was never completed.
Procedure: A separate letter-size folder must be maintained for each individual who registers for courses and/or applies for admission to the University. The file organization structure listed below is only a suggested structure, because some state and/or VA regional offices may require the center to maintain their files in a specific order.
Tab: Last name, first name, middle initial; Social security number; Degree program
Contents: Contents should be fastened inside the folder in chronological order, most recent date first.
Left Panel Includes:
1. Counseling Sheet (should always be the first document and must reflect each action taken regarding the student). 2. Financial assistance documents, e.g. PELL grants, guaranteed student loans, etc. 3. Military tuition assistance forms or documents related to financial support or sponsorship provided by a country, employer, etc. 4. Veterans Administration forms 5. Registration forms 6. DANTES Independent Study forms 7. Individual Tutorial and/or Special Topic/Project work sheets 8. Change of Grade forms
Right Panel Includes:
1. Official evaluations (most current as the first file document for easy access during registration and counseling sessions) 2. Policy Statements (i.e. MOU) that may pertain to Center operations that the student might need to know and acknowledge 3. Unofficial evaluations completed at the Center 4. SOCAD/SOCNAV Student Agreement forms 5. Copy of any Course Substitution requests 6. Copy of Petitions for Advanced Standing/Placement requests 7. Requests for Transcripts 8. Application for Graduation 9. Graduation Evaluation - Degree Completion Requirements 10. Miscellaneous Correspondence 11. International student documents
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APPENDIX 8.1.2 PLAN FOR WEEKLY OFF-SITE BACK-UP
Microfiche and optical disks, for archived and imaged files, are maintained off-site at Iron Mountain Off-site Data Protection, physically located in Orlando, Florida. Headquarters is at Box 27129, New York, NY 10087-7129. A second copy of optical disks is maintained at the ERAU Information Technology (IT) Department at the Daytona Beach Residential Campus, 600 Clyde Morris Blvd, Daytona Beach, FL 32114. Additionally, IT performs nightly back-ups for optical disks on two separate on-site servers. The University uses an enterprise solution to maintain and manage electronic student records.
Student academic records that are stored on the Optical Imaging System (electronic records) may be viewed by Extended Campus authorized personnel at their computer workstations. Editing (deleting/adding documents) of the student files is restricted to designated authorized users, and restrictions apply for updating contents within documents in the imaged file. Records requests (for any document within a student academic record) should be sent to the Student Services office because the record must be retained permanently.
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APPENDIX 8.1.3 ORGANIZATION’S PLAN THAT THE REGISTRAR OR SIMILAR OFFICIAL WILL CERTIFY THE ACCURACY OF E-RECORDS
It is the practice of ERAU’s Extended Campus never to accept transcripts that have been in the possession of students. Transcripts received either in the mail or electronically are authenticated by Registrar Personnel. Participating institutions provide the ERAU Registrar with passwords to directly retrieve electronic transcripts that are requested by students.
Student records are audited before being uploaded into our student information database and a quality control process is performed on all documentation for inclusion into the student’s permanent academic record.
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APPENDIX 8.2.1 IDENTIFICATION OF THIRD-PARTY RECORD KEEPER
To accommodate licensing requirements in various states where ERAU operates, an agreement has been made between Embry-Riddle Aeronautical University and the University of Minnesota at Duluth (UMD), naming UMD as the depository for ERAU records should ERAU cease operations. The University of Minnesota at Duluth is located at 139 Darland Administration Building, Student Support Services, Duluth, MN 55812. This information has been registered with the Florida Department of State, Bureau of Archives and Records Management, Mail Station 9A, The Capitol, Tallahassee, FL 32399-0250.
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APPENDIX 8.2.2 DOCUMENTATION FROM THIRD-PARTY RECORD KEEPER
Within the past 60 days, the Minnesota Higher Education Services Office notified the Dean of Worldwide Center Operations that the Minnesota Statues require an annual renewal of this contract. The contract had been in effect since 1998 and ERAU was never required to renew the contract until recently. Upon notifying UMD that the contract must be renewed, UMD chose not to renew the contract. UMD stated reasons as their inability to support the volume of extended campuses ERAU has throughout the world and changing economic times. Therefore, the Registrar is presently searching for another institution to be the ERAU repository should ERAU cease to exist.
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APPENDIX 9.1 CONTRACT PERIOD POLICY
ERAU follows “A Guide for Retention and Disposal of Student Records” published by American Association of Collegiate Registrars and Admissions Officers (AACRAO). AACRAO provides guidelines for best practices and records management. The AACRAO guide recommends student registrations be retained for one year after date submitted. Data from the registration source documents and electronically submitted registrations are retained permanently. ERAU retains registration forms for five years.
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APPENDIX 9.2 DELIVERY OF GOODS AND SERVICES POLICY
Textbook Purchase
There are two options available to centers for handling textbook shipment and sales. The center may choose to use the University Distribution Center (UDC), or choose to use an outside book vendor, in which case the center would notify UDC and request specific instructions for the Regional Director of Operations.
Textbook Material Processing
All textbooks from ERAU are ordered electronically on the "Book Request" form found on the Forms Bulletin Board in the Extended Campus Home Page.
Textbook requests should be sent to the UDC on the “Book Request” form via the internet and per the instructions on the form except where the Master Textbook List specifies ordering directly from the publisher.
1. Ordering
a. Textbook orders must be received by the UDC a minimum of sixty (60) days for continental U.S. and ninety (90) days for Hawaii, Alaska and Europe - in advance of the date classes begin. Telephone orders will not be accepted. Complete the “Book Request” form by entering all requested information for each item. Only texts in the current Master Textbook List (MTL) may be ordered. Be sure to include ALL texts to be used for the term even if the quantity required is zero. The most current selling price will be forwarded. The "NO LATER THAN" date should be at least two weeks prior to the class start date. Send a copy of this transmission to your Regional Director of Operations.
b. Upon receipt of your "Book Request,” the UDC will prepare and transmit a “Book Sale Report” for all items within 5 working days. This form will advise center administrators of the selling price of each text to be used and should be filed electronically for weekly use to report book sales.
c. To fill the textbook order the UDC will begin by transferring textbooks from other centers using term ending inventories. Next, the UDC will ship Riddle Press books and publisher books in stock. The remaining items on order will be ordered from the publisher.
d. Instructor/Desk Copies: See EC-A-04 for guidelines on ordering complimentary copies for your instructors. If you are unable to obtain a complimentary copy – call the office of the Director of Academic Standards for assistance.
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2. Receiving Textbooks from UDC
The Bookstore will electronically transmit a “Shipping and Packing Notice” to the requesting center when shipping textbooks. Upon receipt of the “Shipping and Packing Notice,” the center will establish a suspense file pending receipt of the order. Upon receipt of an order, the center administrator must immediately verify the accuracy of the order (i.e., count the books and check their condition) compared to the “Shipping and Packing Notice.” Any discrepancies must be noted, and a “Textbook Receiver,” (electronic form found on the Extended Campus Internet Homepage) must be transmitted to the UDC via the internet each time a shipment is received until the entire order has been received at the center.
Textual materials must be stored safely and maintained in saleable condition. Selling prices must not be written in the texts or on stickers on the texts. Care must be taken to prevent damage or loss. In all cases, copies of Book Requests, Shipping Notices, and Receivers should be retained on file at the center.
3. Receiving textbooks from the publisher
When the UDC orders materials from a publisher/ supplier, the items will be listed on a “Shipping and Packing Notice” form and transmitted via e-mail to the requesting center. The receiving center suspends the “Shipping and Packing Notice” and follows the procedures described above.
4. Transfers Between Centers
a. Textual transfers may be requested by the UDC personnel or be the result of a mutual agreement between two centers. If centers agree to transfer books, the transfer must be approved and coordinated by the UDC.
b. The sending center transmits, via the internet, a completed “Shipping and Packing Notice” to UDC with a copy to receiving center’s internet address. Be sure to enter the item number (course #), edition, quantity, and title pertaining to the materials to be transferred. The receiving center and UDC will establish a suspense file. Place a copy of the “Shipping and Packing Notice” inside the box before it is sealed.
c. Upon receipt of the texts, the receiving center must immediately verify the accuracy of the order compared to the “Shipping and Packing Notice” and note any discrepancies. A “Textbook Receiver” must be transmitted via the internet to UDC with a copy to the sending center until the order is complete. Be sure to reference the shipment number when completing receivers.
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d. When the transaction is completed, all suspense forms should be filed in center records.
5. Returns
Return of books may be necessary due to publication of a new edition of a textbook or adoption of an entirely new text. The UDC will issue instructions when returns become necessary. It is important to comply promptly with return instructions as publishers issue reimbursement credit only if materials are returned within specified (often very short) time periods.
a. The sending center prepares and transmits a completed “Shipping and Packing Notice” form via the internet to the UDC and places a copy in the box to be shipped and a copy in the suspense file.
b. Upon receipt of the materials, the UDC transmits a “Textbook Receiver” to the sending center.
Note: The UDC will advise the mode of shipment to be used. Center administrators are advised to look for special shipping instructions, i.e., from Europe, Hawaii etc.
6. Weekly Book Sales Report
a. A “Weekly Book Sales” form available on the Extended Campus Internet Homepage Forms Bulletin Board must be transmitted via the internet on a weekly basis to "Book Support.” Transmission of the “Weekly Book Sales” form should be at the close of business each Friday. Send a copy to your Regional Manager if required.
b. Returned books must be noted on the report in the appropriate column and the difference between the number of books sold and returned entered in the total (net) column.
c. A negative report must be sent if no books were sold during the week.
7. Term Ending Inventory
a. At the end of the Add/Drop period, each center must transmit a “Term Ending Inventory” form available on the EC Internet Homepage Forms Bulletin Board, to the UDC via the internet with a copy to your Regional Director if required.
b. All textbooks must be included on this report.
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c. Instructor desk copies and the Rack Collection are NOT to be considered as inventory.
d. Under the section marked "Transferable Excess" mark Yes or No depending on whether or not the textbooks are available for transfer. Only those textbooks to be used in the next term should be held.
e. Upon receipt of the inventory, UDC will transmit instructions for books to be transferred to other centers or back to the UDC.
f. Centers should not return books to the UDC unless directed to do so by UDC personnel.
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APPENDIX 9.3 COLLECTION OF TUITION AND FEES POLICY
PROCEDURES AND OPERATIONS MANUAL November 2004 GENERAL ADMINISTRATION PAYMENT AND COLLECTION OF TUITION, FEES AND TEXTBOOK CHARGES AND REFUNDS
Purpose: To ensure proper control is maintained in the collection of payments for tuition, fees, and textbook charges.
Policy:
The student is responsible for paying for their portion of the term’s cost to include tuition, fees, and books at the time of registration. Students paying 100% of their tuition, including students receiving Veterans Educational Benefits, must be encouraged to pay in full. Extenuating circumstances precluding full payment must be handled in accordance with Section C. VA, students are considered full pay students for this process. Recipients of Financial Aid awards are eligible to defer only the amount officially awarded under the following circumstances: a. The Financial Aid Office has verified that the student has been approved for financial aid for the appropriate academic year. A student is not considered a FA recipient unless the Financial Aid Office verifies the actual award. b. The Center has verified the actual amount awarded. c. The student must be enrolled a minimum of half-time (3 semester hours). d. Students requiring payment deferment could consider using their FA award as a part of the one-third payment, however they still cannot defer more than two-thirds of the tuition due.
PROCEDURES:
A. Payment at Time of Registration: 1. The Registration Form MUST include the tuition amount, books, taxes, videos, shipping, and all other costs associated with that registration (i.e. application fee). It should also include a payment method. If the payment method is a Credit Card, please write the CC number and expiration date on the Registration form. This information will be used to obtain authorization of the amount and make the payment to the student account. For students paying by CC, have them authorize the payment by signing the registration form. If payment is by check, then write the check number and amount of the Registration Form. This Registration form can be used as a receipt of payment and for the record of payment for all auditing purposes. 2. If Military Tuition Assistance (TA) vouchers are accepted at time of registration, students must be advised they are held responsible for payment if the TA is not honored. This is also true for civilian students receiving employer TA. 3. Refer to Deferment Section (C) for students who cannot pay tuition in full at the time of registration. Note: Books and materials must be paid for at time of sale; payment may not be deferred. 4. ERAU accepts personal checks, money orders, cashier checks, and credit card payments (VISA, MC, DISCOVER, and AMEX). Cash is NOT an acceptable form of payment.
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5. Once the Center has registered the student in Colleague, all other costs listed on the Registration Form (books, taxes, app fee, etc) MUST be charged to the student account through the MCRG screen. See Colleague manual for instructions.
B. Processing Daily Cash Receipts: 1. All Check Payments: Immediately stamp the back of each check or money order with the endorsement stamp provided, making sure the Center two digit code is legible. a. Two-party checks, i.e. VA or GSL checks, accepted in payment of an account must include the student’s statement “Make payable to Embry-Riddle Aeronautical University” above the student’s endorsement signature on the back of the check. b. Include the student’s Colleague ID number and the Center’s two-digit location code on all checks and money orders. c. Fill out the term and Student ID on the back of the check in the appropriate lines. These only two items MUST be filled in. The line designated as “OTHER” is to be used for a one-time payment for application, transcripts, graduation, or advertising fees. Please note where the payment should be applied (i.e., app, trans, grad, advert).
FOR DEPOSIT ONLY Bank of America EMBRY RIDDLE UNIVERSITY LOC#__ 005486008809
Student ID: ______Term______
Other______
On a daily basis, all check payments MUST be mailed to Student Accounting using an ERAU pre-printed deposit envelope. Checks should NEVER be put in desk drawers or filing cabinets for future mailings. All checks kept at the Center put the students in jeopardy of identity theft and it is a liability for the University.
2. Credit Card Processing: The University accepts VISA, MasterCard, Discover, and American Express for student payment of tuition, fees, and books. The following guidelines must be followed for all Credit Cards taken at the Center location for payments. After you have given the student the receipt (copy of registration form), authorization of the purchase is now required. Sign on to https://ebill.securebills.com/sms/onepay/default.asp?u=ERAU Please bookmark this site.
Once in the site, select All Campus-Tuition, Fees, and Books Payments from the drop down box. Then proceed by filling in all required boxes. Once the payment is submitted, you will receive a tracking number that the payment has been processed. Write that tracking number on the Registration Form and file away. There may be occasion to reference this number. Having the number available will make payment research much easier. Student Accounting/Cashier Office no longer requires a copy of the charge form. By using this method, you have obtained authorization for the CC and made a payment to the
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Student’s Account. This payment will show up in ARAI under the student’s ID within 1 working day. Please secure the CC number in a safe place. This is critical. We do not want to be responsible for any type of credit card fraud if the information was not properly handled. This could result in a liability for the University.
3. Processing of Returned Checks: Checks that are returned for NSF must be collected and payment resubmitted. When submitting payment for a returned check, the amount of the payment will be credited to the student account. The amount of the service fee that should be collected is $50 for the return item processing.
C. Student Tuition Payment Agreement (Form #221): 1. Students who are responsible for paying their own tuition who require a Tuition Payment Agreement (TPA) must pay a minimum of one-third of the total amount due at the time of registration. A TPA form must be signed for the remaining amount. Payment for textbooks/materials and fees may not be deferred. 2. TPA should include the student and CDO’s signature. 3. The TPA must be completed with the terms of the payment and must be paid in full before the last day of the term. Note: The TPA now includes a required credit card section to complete the TPA form. Centers must obtain credit card information that will guarantee the payment if the student defaults on the payments specified on the agreement. 4. A Term Suspense File of agreements must be maintained at each center to ensure that monies are remitted according to the scheduled payment dates established by the agreement. 5. At the end of the term, the Term Suspense File should be checked against the ARAI screen in Colleague to make sure that the student has satisfied his payment plan. If the payment plan is not paid in full, follow the procedures in Section B (# 2 Credit Card Processing) to receipt the final payment. 6. If credit card information was not obtained during the TPA, signing or if the credit card is declined the TPA, or the student’s file should be processed according to the steps listed in Section G. 7. Students are not permitted to enroll in a subsequent term until all debts are satisfied. 8. Transcripts will be withheld until the agreement is satisfied.
D. Special Deferments: Regional Directors of Operations (RDOs) have the authority to grant special deferments in accordance with the following additional guidelines: 1. A student’s term tuition payment may be deferred beyond the 66 2/3% limits to as much as 100%. 2. Special Deferments are limited to cases involving extenuating circumstances which have caused the student extreme financial hardship. 3. Special TPAs must be approved and signed by the RDO who will also maintain a separate suspense file for monitoring and periodic audit. 4. Military students authorized TA may defer any portion of the student’s share which exceeds 25% of the total tuition. A student wishing to defer payment will pay a minimum of 25% of the total tuition and may defer the remaining student portion by signing a TPA. The TPA will be completed and paid in full before the last day of the
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term. The government will be billed for the military service share of the tuition in accordance with the standard procedure. For extenuating circumstances, RDOs may authorize 100% deferral under the provisions above.
E. Tuition Assistance Web Invoices: After add/drop and the 100%, refund period is over; a Web invoice needs to be created for all students receiving Tuition Assistance. This can be done two ways. You can manually enter up to 15 students or create and Excel spreadsheet from the template provided. However, it is strongly suggested that an Excel template is created for use as reference for future terms and invoicing.
Please verify the TA authorization form against each student’s registration to make sure that the student did not drop the class before proceeding with the procedures below. To begin either process of creating an invoice, you will need to go to this web address http://www.db.erau.edu/campus/departments/bursar/forms/eswi.html (save as a bookmark for future use) Tuition Assistance Web Invoices Directions: (See ‘Insert B’ – hardcopy) Complete Center Name and Location Code Complete Billing Address Select Term using drop down box and select appropriate year Select Term Start Date/Term End Date Select Input Method (use drop down box to choose manual entry of up to 15 students or By File Upload) If processing manual entries, choose the appropriate # of lines from drop down, box and hit create invoice. This will bring you to the screen to enter all the pertinent student information to create the invoice. If processing By File Upload, you will need to create an Excel spreadsheet as follows: Open Excel: 1. Create Excel file with template provided (see ‘Insert A’ - hardcopy) Recommendation-Save your Template (TATTEMP) so individual files are created from this template. Excel should default to C:/appfiles/work/ TATTEMP). Make sure you know where your template is saved and how it is saved, such as Files of Type (Microsoft Excel Files) so you can retrieve the file. 2. Fill in the information in the appropriate columns on your Excel template. 3. Once complete, verify the information for accuracy. Accurate information will avoid causing erroneous information on the account once it has been uploaded through the Web TA process, and will prevent the need to void an invoice. 4. Save file in Excel format for future reference with naming scheme relevant to saved document. NOTE: Excel file will default to C:/Appfiles/Work and then you can set up different Excel files per military branch or company such as C:/appfiles/work/TATNavy, C:/appfiles/work/TAT Boeing, or C:/appfiles/work/TATAF.
If you are using a previous term’s template, please verify that all student’s listed are eligible for current term’s TA benefits. Make sure you know how the file is saved, such as Files of Type (Microsoft Excel Files) so you can retrieve the file every month. • Select the file you want to create an invoice from • Then click on File-SaveAs A Dialog box will appear. Change Save as type using the drop down arrow to Text (Tab delimited)(*.txt) then saves. You now have your file ready for upload via the Internet. After your Excel spreadsheet has been created and saved, be sure to verify that all information is accurate and updated for each student. You would then choose By File Upload from the drop down box at the Input Method prompt to upload your Excel file.
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Under Uploading Data File: Click the Browse button A file upload dialog box will appear Select the appropriate folder on your hard drive (Example: c:/appfiles/work/TATAF) and change the Files of type to: Text (*.txt) You should now see your saved document. Double click on the file The file name is now inserted and is ready for upload ** If you choose the wrong file, at this point you can select clear file button and restart the process. Otherwise continue and select Update this data file. Throughout this process, you will get a Security Information box – select continue. For either method--Once you hit create invoice, you will notice at the top of the next page an assigned invoice number. This invoice number will always start with your center location.
Your information has now been processed and you may at this point review the invoice for errors or deletions (see ‘Insert C’ - hardcopy). Using the box to the left of the student name, you may remove any students from the invoice at this time. If errors are noted: Correct information and then proceed to the drop down box and select Add these items and continue- Execute Command This process will update the information on the invoice. If no more changes are needed and no errors are present select Add these items and finish – Execute Command If no errors are noted: Proceed to the bottom of the invoice and select – Add these items and finish – Execute Command Your invoice is now completed and has been accepted by the Colleague Student Information System (see ‘Insert D’ - hardcopy). The student has been relieved of the debt and it now becomes the responsibility of the Sponsor. Select Print Version of form Your Tuition Assistance Web Invoice is complete and ready for printing (see ‘Insert E’ - hardcopy) Select File-Print-Properties-Features to change print option to landscape. Once you have printed the desired number of copies you are ready to mail out your invoice.
Colleague has been updated and your information is available to you in your Excel file or you can view on the web by using the address below:
DisplayText cannot span more than one line! At the end of this address, insert your invoice number then .html If it is determined, after the completion of this process, that the invoice is incorrect, e-mail to Student Accounting Support should be sent requesting that the invoice be voided. DO NOT PROCESS ANOTHER INVOICE UNTIL YOU RECEIVE CONFIRMATION FROM DAYTONA THAT YOUR INVOICE HAS BEEN SUCCESSFULLY VOIDED. Creating another invoice before the incorrect invoice being voided will create a double posting to the student’s account, which may cause an erroneous refund being issued to the student for overpayment. F. Student Refunds/Payment Voucher (Reference APPM.2.5.4 available on the ERAU Homepage: If a student’s AR account shows a credit balance, the following procedures need to be performed to remove the credit from the account. A credit balance could result from either a drop/withdrawal from a course, Financial Aid over and above the term’s cost, or any misc. charge that has not been charged to the account (i.e. books, taxes, app. fees). A thorough audit of the student account should be performed through the ARAI screen before a refund is requested through Colleague. A reminder that all credits resulting from Financial Aid
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must be refunded to the student with 7 days from the day it was credited to the account according to Federal Regulations Title IV programs. Student Refund Processing: Financial Aid Refunds Centers should look at the XEAA report daily for all postings of FA for their students and process refunds if applicable. If the Center has not refunded Title IV aid in 7 days from the posting date, Colleague will generate an automatic refund and the student will be refunded either by check or Direct Deposit. Direct Deposit forms can be obtained on the Bursar web page. Information should be entered on the RFND screen in Colleague. Please refer to the Colleague Training Manual for further information.
Other Refunds: If a refund is caused by a dropped course, book return, overcharge, etc., students will be either refunded by check or CC (depending on the age of the payment). You will need to issue a refund by using the RFND screen and the refund will be processed in the form of a University check. CC refunds not 30 days should be communicated to Student Accounting Support giving the amount and reason for the refund, and the CC number and expiration date. Reminder: Stafford Loan applications appearing in Financial Aid Award Notices are not guaranteed payments. Receipt of a loan is not certain until the loan is actually posted to the student’s account. Do not consider a deferment based upon the application or the estimated award notice. Sponsor Refund Issued by Student Accounting: If a Sponsor is due a refund because of overpayment, it is the CDO’s responsibility to provide the information below to Student Accounting Support via an e-mail [email protected] . Include all of the following information: • Educational Services Tuition Assistance invoice billing number • Student’s name and SS# • Term and class • Check destination address • Amount of refund Student Accounting Support will verify that the invoice has been paid and will request the refund. G. Collection of Delinquent Accounts: A. Student accounts with unpaid balances that did not have a signed TPA with a credit card guarantee at the end of the term must go into collection status. The CDO should make every effort to collect monies owed before this action being taken. B. The first delinquency notice (Attachment 1) to the student within two weeks following the payment due date as stated in the TPA. C. If necessary issue the second delinquency notice (Attachment 2) two weeks after the first notice. D. Accounts unpaid 60 days after the due date must be sent to Student Accounting in accordance with the following instructions. If the unpaid balance is $100.00 or more, complete a Collection Activation Form #226. Include a copy of the TPA, all collection notices, the student’s last known address, actual return item (NSF checks), and returned mail notices (signed return receipts, etc).
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As a rule, payments should not be accepted from a student after a Collection Activation Form has been submitted to Student Accounting Support. Payments may be accepted as a courtesy from the student at the Center. Any verification of the amount owed should be referred to Student Accounting Support. There may be additional collection costs not charged to the student account. A wrong communication of amount owed will cause hardship to the collector when relaying the actual balance to the student.
H. Location Ledgers and Aging Summary Reports: It is the CDO’s responsibility to run the Accounts Receivable Balance report on a monthly basis. Running this report will detect- missing payments, MISC. charges not applied to accounts, TA that needs to be processed, etc. This is the only means available to get a complete listing of all students who have an account at your Center Location. 1. The RDO and CDO will review the status of each center’s AR Trial Balance for Student and Sponsor Accounts. It is each CDO’s responsibility to run a monthly AR Trial Balance off of Colleague (please refer to the Colleague Manual on how to request the reports). 2. XERI- should be selected in Colleague to get a list of all unpaid TA invoices. 3. RDO will review the Aged Trial Balances on student accounts and initiate action to resolve outstanding student account balances. 4. CDOs will review the student accounts and reconcile all balances to the AR Trail Balance. Important notes on reconciling AR trial balance reports are provided as Attachments 3,4 and 5.
I. Write-Off Procedures: CDO’s may recommend to Student Accounting Support all balances to be written –off if the balance of the account is $50.00 or less. Any balance over $50 should be submitted to University Collections for payment or determination of eligibility of the balance being written off. If any balance due is a result of a University error. The account should be sent to your RDO for a recommendation to be written-off. Once approved, send the student information and amount to Student Accounting Support for processing.
Office of Primary Responsibility: Bursar’s Office ______Robert E. Myers, Ph.D. DATE Chancellor, Extended Campus
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Attachment 1 1st Delinquency Notice Date Student Name Address Dear (Student Name): During your last enrollment period you signed a Tuition Payment Agreement to establish extended repayment terms for your tuition and fees. To date, you have not satisfied the terms of your agreement. Consequently you are delinquent in the amount of $XXX. It is necessary that you remit the balance in full within two weeks of this notice in order to avoid further collection action from being instituted. Furthermore, during the time that your student account remains delinquent, all Embry- Riddle services will be withheld. Thank you for your prompt cooperation in resolving this matter. Sincerely, Center Director of Operations
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Attachment 2 nd 2 Delinquency Notice Date Student Name Address Dear (Student Name): The previous letter you received from this office mentioned that further collection activity would be instituted if you did not satisfy in full your outstanding Tuition Payment Agreement. Due to the delinquent status of this agreement, your university records have been encumbered, meaning you are ineligible for all university services to include transcripts, certification, and future enrollment until you take care of this obligation by paying the outstanding balance of $XXX. In addition to the above action you now risk collection agency placement and/or legal action that could result in additional costs being assessed for collection fees and court costs. Hopefully it will not become necessary to institute further action in your case. Avoid the possibility by sending payment in full within 10 days. Sincerely, Center Director of Operations
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Attachment 3 STUDENT ACCOUNTS RECEIVABLE STUDENT ACCOUNTING – DAYTONA BEACH, FL AR TRIAL BALANCE REPORT AGED TRIAL BALANCE REPORT
RECONCILING STUDENT ACCOUNTS USING THE AR TRIAL BALANCE
Reconciling the student account with the help of the AR Trail Balance Report MUST be completed once a month to catch errors and keep up with account balances going over 60 days without payment.
AR Trial Balance The AR trial balance report is used as a tool for you to determine if the student has been charged for all of the term’s tuition/fees and misc. charges. This report shows the detail transactions by date. It is also a tool to insure that all student payments sent to Student Accounting have been applied to the account.
This report can be selected to reflect accounts with balances, zero balances, and credit balances so refunds can be processed or necessary charges applied.
Any balance that is on a student’s account that resulted from a previous Center’s registration is now your responsibility to collect. Remember that any previous balance should be collected before registration for a subsequent term regardless of the location.
AR TRIAL BALANCE CHECKLIST
1. If the student has a debit balance and you know that the payment was sent to Student Accounting – contact Student Accounting Support [email protected] and report the missing payment.
2. If the student has a credit balance- make sure that all tuition/fees, books and misc. items for each term registered have been charged to the account. If you discover items have not been charged to the student’s account, use the MCRG screen in Colleague to enter these charges.
Student Accounting Support should only be contact if you need assistance in determining why the student has a debit or credit balance. RDOs will review the Aged Trial Balance and initiate action to resolve outstanding student account balances (please refer to the Colleague Manual) with the following Balance Check List (see Attachment 4).
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Attachment 4 STUDENT ACCOUNTS RECEIVABLE STUDENT ACCOUNTING – DAYTONA BEACH, FL Checking transactions on the AR Trial Balance Card
_____Have all registration/tuition charges been posted to Colleague? _____Have all the Tuition Assistance Web Invoices been processed over the Web Site and posted to the student’s account? _____Has the financial aid posted to Colleague on the student’s account? _____If the student received an Embry-Riddle Excellence Award (EREA) that did not post to the student’s account in Colleague, contact the Office of the Dean, Worldwide Center Operations (WCO) and Financial Aid. _____Is the student currently taking courses at your center? If not, notify the correct center and have them update the student’s location. _____If a student you previously sent to Collections shows on your report, verify that you eliminated all Student Type “05” when you ran the report. If you did run the report correctly, notify Student Accounting Support [email protected] to change the student type. _____If the student has a small balance (under $10.00) outstanding on the account, you may want to consider a write-off. Send the written request thru Student Accounting Support and we will process. _____If you are looking for a tuition waiver to be posted on the account, first make sure Human Resources has approved the waiver. Verify that the registration for that term is showing on the account. If after checking these two items the waiver still does not reflect on the account, contact Financial Aid. _____If a credit results from a TA billing and the student has withdrawn from the term, notify Student Accounting Support [email protected] to determine the next course of action to clear this credit.
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APPENDIX 9.4 TRUST FUND ACCESSIBILITY TO STUDENTS
The University does not maintain a trust fund for unearned tuition and fee revenue. ERAU's Refund of Student Tuition and Fees Policy 2.5.4 www.db.erau.edu/appm/policy/2-5-4.html, provides regulations that guide the eligibility for refund upon withdrawal from classes.
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APPENDIX 9.5 TRUST FUND ARRANGEMENTS
The University does not maintain a trust fund for unearned tuition and fee revenue. ERAU's Refund of Student Tuition and Fees Policy 2.5.4 www.db.erau.edu/appm/policy/2-5-4.html, provides regulations that guide the eligibility for refund upon withdrawal from classes.
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APPENDIX 9.6 FINANCIAL SECURITY INFORMATION
Embry Riddle Aeronautical University (ERAU) is a financially secure institution as evidenced by total assets of $292.7 million, total current assets of $88.2 million, total net assets of $115.3 million, and an increase in net assets of $11 million in our most recently audited, June 30, 2004, financial statements.
In addition, ERAU will provide, if requested, an insurance or performance bond equal to whatever percentage of annual projected tuition that is required by the PEQAB. This bond would insure against closure or student withdrawal.
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APPENDIX 10.1 WITHDRAWAL AND REFUND OF FEES AND CHARGES POLICY
REFUND OF STUDENT TUITION & FEES POLICY Effective Date April 16, 2004 Policy 2.5.4; see also Procedure 2.5.4
Purpose and Scope of Refund of Student Tuition & Fees Policy To provide regulations that guide the eligibility for refund upon withdrawal from classes.
Only those students who officially withdraw from the University are eligible for a percentage refund. The student must process the appropriate form with the residential campuses Registration and Records Office or the Extended Campus Center. The effective date of withdrawal as determined by these offices governs the refund computations. The following schedule applies to a withdrawal from all classes if registered within the block and a course drop if the total hours registered are below or over the block:
Residential Campuses
Fall/Spring semester Period I. class days 1-5 100% Period II. class days 6-10 80% Period III. class days 11-15 60% Period IV. class days 16-20 40% Period V. class days 21-25 20%
Summer terms Period I. class days 1-3 100% Period II. class days 4-6 80% Period III. class days 7-9 60% Period IV. class days 10-12 40% Period V. class days 13-15 20%
Extended Campus Withdrawal/ Refund Schedule
First Calendar week of term 100% Thereafter 0%
Requests for refunds not covered by the provisions cited above must be submitted in writing to the University's Refund Committee through the Cashier's Office or the Center location. Before any request for refund will be considered, a change of registration must be completed.
Interpretation: Vice President, Chief Financial Officer
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Withdrawal
The CDOs must publish and display the official withdrawal date for each term at their respective Centers. If the University cancels a course, a complete refund for the course will be issued to the student. A student may withdraw from a course up to the middle of the term. The middle of the term is based on class sessions. In some instances a contract or memorandum of understanding may apply (see also, EC- G-10). The student must complete and sign the Course Withdrawal form # 1616 or submit an electronic request http://www.erau.edu/ec/wwc/coursewithdrwl.html. The effective date will be the date the student initiates the course withdrawal form and the refund is based on this date. A student may not submit a course withdrawal form after the official deadline. Students may petition for late withdrawal using the Academic Curriculum Waiver form #1649. Third party documentation is required in order to be withdrawn from a course beyond the mid-point of the term. If the student is also requesting a refund, the request must indicate the amount they are seeking.
REFUND OF STUDENT TUITION & FEES PROCEDURE Effective Date April 16, 2004 Procedure 2.5.4 see also Policy 2.5.4
Residential Campuses
1. The Student must obtain a Withdrawal Clearance Form from the Office of Records and Registration. 2. The Withdrawal Clearance form must be signed by designated University offices for the clearance to be valid. 3. The clearance form is returned to the Records Office. The percentage refund, if applicable, is determined by the date the form is received at the Records Office. 4. This credit is applied to the account by the Student Information System using the date of official withdrawal. 5. The student's account type is changed from a "currently registered" student (01) to a "withdrawn" student (WS). 6. The student's account is audited to determine if the refund is the student's or a federal aid program. 7. Once determined a refund request is processed to Accounts Payable. 8. The check is mailed to the student's address on file.
Extended Campus
9. Student requests withdrawal at the center location. 10. All Extended Campus centers process refunds through the student information system. A payment voucher report is submitted to Accounts Payable by Student Accounting and the check is mailed to the student.
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Refund Committee Procedures
Residential Campuses
11. Requests for refunds due to circumstances clearly beyond the student' s control, such as illness, required military service, etc., must be accompanied by appropriate documentation, such as a physician's statement. 12. A request for refund must be submitted within 60 days from the date the student completes a change of registration. 13. Refund requests will normally be processed within 10 working days. 14. Every week a Refund Committee meeting is held to review the petitions submitted. 15. An agenda is prepared and sent to the members in advance to provide time for review and research. 16. At the meeting, the petition is presented by the Chairperson. The student's request is opened for discussion. 17. The minutes are approved by the Bursar (Daytona Beach Campus), Manager of Financial Services (Prescott Campus). 18. A credit form is then prepared for entry to the student account, if applicable. 19. A response letter approved/denied is sent to the student informing him/her of the committee's decision.
Extended Campus
20. Requests for refunds due to circumstances clearly beyond the student's control, such as illness, required military service, etc. must be accompanied by appropriate documentation, such as a physician's statement. 21. A request for refund must be submitted to the Center Director within 60 days from the date the student completes a change of registration. The Center Director will submit a copy of the request and any documentation along with an Academic curriculum waiver to Records and Registration. 22. Refund requests will normally be processed within 10 working days. 23. After careful review of the circumstances surrounding the withdrawal, approval/denial is determined by the Extended Campus Dean of Admissions and Registration Operations. 24. Credit to the account is applied by the Student Accounting office. A payment voucher report is sent to Accounts Payable when applicable. 25. A response letter is sent to the student and the Center Director. 26. The refund is mailed to the student.
Interpretation: Controller
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APPENDIX 11.1 ENROLLMENT CONTRACT
EMBRY-RIDDLE AERONAUTICAL UNIVERSITY, EXTENDED CAMPUS Academic Registration Form Center Location:______
[ ] Check this box if your address has changed Class Location: ______
Degree Program [ ] Degree Program Undecided [ ] Not Degree Seeking NOTE: Non-Degree seeking students will not be eligible for financial assistance or veterans educational benefits from ERAU [ ] Active Duty Branch of Service: ______Rank: ______Unit______
[ ] Civilian [ ] Civil Servant [ ] Dept. of Defense Employ
University term description to appear on transcripts for terms beginning in month of: Spring [ ] Jan (S1) , Feb (S2, Mar (S3) Summer [ ] Apr (U1), May (U2), June (U3) Fall [ ] Jul (F1), Aug (F2), Sept (F3) Winter [ ] Oct (W1), Nov (W2), Dec (W3)
Center Term Description:______
Term Dates: _____/_____/_____ to _____/_____/______
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[ ] Pell Grant, [ ] GSL [ ] T.A.%______[ ] VA (Chapter)______Method of Payment [ ] Credit Card, (Visa, MasterCard, Am. Express, Discover) Card # [ ] Check #______
Do you have access to a computer Do you have access the Internet/World Do you have access to electronic mail from? Wide Web from? from? H [ ] Home only H [ ] Home only H [ ] Home only W [ ] Work only W [ ] Work only W [ ] Work only B [ ] Both Home/Work B [ ] Both Home/Work B [ ] Both Home/Work O [ ] Other than Home/Work O [ ] Other than Home/Work O [ ] Other than Home/Work N [ ] No access from Home/Work/ N [ ] No access from Home/Work/ N [ ] No access from Home/Work/ Other Other Other U [ ] Unknown U [ ] Unknown U [ ] Unknown
Distribution: Orig: Center, Copy: Student
* State of Arizona Students please see page 2 1615/ 4-2004
Page 2 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY, EXTENDED CAMPUS State of Arizona Students Only
ERAU Catalog: The current university catalog is available online at www.erau.edu, at a center or through Student Services. The program of study is governed by the catalog in effect at the student’s initial matriculation unless the student elects to transfer to a later catalog. Students Right to Cancel Registrations: The student has the right to cancel their registration and receive a refund in accordance with University policy. Students may withdraw from classes through their center or the Distance Learning Enrollment Office, or through the Office of Student Services. The effective date of the withdrawal, when the University is notified of a withdrawal request, governs the refund computations. Refund Schedule: First week – 100%, After first week - 0% Holder in Due Course Statement: Any holder of this consumer credit contract is subject to all claims and defenses, which the debtor could assert against the seller of goods or services, obtained pursuant hereto or with the procedures hereof. Recovery hereunder by the debtor shall not exceed amounts paid by the debtor (FTC Rule effective 5-14-
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76). Job Placement: This institution does not guarantee job placement to graduates upon program/course completion or upon graduation. Career services are available through the University. Student Grievance Procedures: Student Grievance Procedures are available in the Extended Campus catalog, which is available through a center or online at: http://www.erau.edu/omni/ec/wwc/catalog2.html. If the student complaint cannot be resolved after exhausting ERAU’s grievance procedure, the student may file a complaint with the Arizona State Board for Private postsecondary Education. The student must contact the State Board for further information. The State Board address is: 1400 W. Washington, Room 260, Phoenix, AZ 85007. Phone: 602/542-5709.
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APPENDIX 12.1 STUDENT AWARENESS OF POLICIES
Information for students regarding policies and procedures are included in the program catalog, which is accessible to students in print form or electronically at www.erau.edu.
The “Extended Campus Application for Admission” form shown below includes student acknowledgement that he or she will abide by the institution’s policies as outlined in the calendar. It can also be found at www.erau.edu/admissions.
Start your admissions process immediately online at www.embryriddle.edu/admissions or submit this completed form. APPLICATION INSTRUCTIONS
1. Please print legibly in ink or type. Answer all questions. 2. Applications must be accompanied by an application fee payable by check or money order to Embry-Riddle. 3. U.S. citizens require a $50 fee. International Applicants require a $50 fee. 4. Applications that are not completed thoroughly may delay the admission process.
Location where you will attend: ______
NAME______First Middle Last (Former or Maiden)
Social Security # (required for Govt. Benefits) ______/______/______
CURRENT ADDRESS
Number and Street
City/State/Zip County
TELEPHONE NO.: Primary: ______Secondary: ______
Birthplace:______
Birth Date:______/______/______
E-MAIL ADDRESS:______(Optional): FOR FEDERAL REPORTING PURPOSES ONLY
Please check as appropriate.
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[ ] American Indian or Alaskan Native [ ] Black (non-Hispanic) [ ] Hispanic [ ] Other [ ] White (non-Hispanic) [ ] Asian or Pacific Islander [ ] Multi-ethnic
[ ] Male [ ] Female
Marital Status: [ ] Single [ ] Married [ ] Divorced [ ] Widowed
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APPENDIX 13.1 NOTIFICATION OF CREDIT TRANSFER
EMBRY RIDDLE AERONAUTICAL UNIVERSITY A-AU-06F ACADEMIC POLICIES AND PROCEDURES - UNDERGRADUATE 6/11/03 ACCEPTANCE OF CREDIT FROM OTHER INSTITUTIONS
1. Credits from institutions listed in the Accredited Institutions of Postsecondary Education published by the American Council on Education (ACE) are normally accepted at full value; however, the applicability of credits to specific degree programs is evaluated on a course-by- course basis. For institutions that are not accredited, Embry Riddle will generally follow the current guidance in the Transfer Credit Practices of Selected Educational Institutions published by AACRAO. This can range from acceptance at face value to non-acceptance of the credit.
2. Transfer credit for courses in Aerospace Engineering or Aircraft Engineering Technology for programs which are not accredited by the appropriate commission (EAC or TAC) of the Accreditation Board for Engineering and Technology (ABET) must be evaluated by the department chair or designee .
3. Proprietary schools or for-profit institutions which are not listed in the Transfer Credit Practices for Selected Educational Institutions will, as a general rule, not enjoy the privilege of automatic acceptance of transfer credit on the basis of a transcript. In these cases, the educational experience gained will be evaluated on the basis of credit standards in force for the evaluation of life experience and training. Acceptability of credit from institutions not listed in the AACRAO or COPA guides may be verified by three letters from accredited institutions that do accept the credits for transfer purposes. ERAU will generally follow the recommendations of the American Council on Education for courses listed in the current edition of the National Guide to Educational Credit for Training Programs and the Guide to the Evaluation of Educational Experiences in the Armed Services.
4. Transfer credit will be accepted without regard to the date the courses were completed. Course work completed at another institution with a grade of "A", "B", "C", "P", or equivalent will be accepted. Non-passing, non-credit grades will not be accepted for credit. All acceptable transfer credit will be entered on the Embry-Riddle transcript, regardless of applicability toward the degree being pursued.
Interpretation: Assistant Vice President for Academic Affairs Effective Date: September 2, 2003 George H. Ebbs President and Acting Chief Academic Officer
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COURSES TAKEN AT OTHER INSTITUTIONS - UNDERGRADUATE
Transfer Credit
Official transcripts are required for any courses to be transferred from another institution to Embry-Riddle. Official transcripts are issued from institution to institution and contain the raised seal of the issuing university. Official transcripts are not sent to individual students. Transfer credit may be granted under the following conditions: a.) Appropriate coursework completed with a grade of A, B, C, Pass, Satisfactory or equivalent will be accepted. The grade points for the course must be equal to 2.0 on a 4.0 scale or higher. b.) When students are eligible to graduate with honors, both the grade point average of all courses taken at Embry-Riddle and the grade point average of all courses transferred from other institutions and applied to degree requirements will be taken into consideration. c.) Credit hours are transferable if earned at institutions accredited by the appropriate regional agency. Academic credit is accepted without regard to the date the course was completed. It is left to the discretion of the student, in consultation with the student’s academic advisor, to determine whether to retake courses when placement testing indicates a deficiency. Embry- Riddle has sole discretion in determining which and how many transfer credit hours will be accepted toward degree requirements. d.) Previous academic credit is evaluated on a course-by- course basis. Acceptable transfer work will be recorded on the Embry-Riddle transcript. If courses are not applicable to the student’s degree program at Embry-Riddle, they will be considered as electives in excess of minimum degree requirements. The level of credit (upper or lower division) is determined by evaluation of the course at Embry-Riddle. Embry-Riddle may, at its discretion, require an evaluation examination for any course submitted for transfer credit if there is doubt concerning the equivalency of the transfer course with a similar course offered at Embry-Riddle. Embry-Riddle cannot guarantee that courses are transferable unless otherwise established by any contract or memorandum of understanding/agreement currently in effect. Courses are accepted at the discretion of the University. The transfer student’s records (transcripts, etc.) will be evaluated according to the rules and regulations as described in the catalog, and in accordance with University policies in effect at the time of the student’s admission to a degree program. After evaluation, the student will be sent a course-by-course outline of all transfer credit accepted by the University.
Advanced Standing Credit
Advanced standing credit may be awarded for prior learning for postsecondary education, work and/or training experience, or from programs completed before enrollment at Embry-Riddle. It is the student’s responsibility to ensure that all documentation of previous coursework, military learning experiences, credit by examination, and all FAA certificates is submitted for evaluation along with the formal application for admission as a degree-seeking student. Just as official transcripts are required to transfer credit from one university to another, documentation of prior learning through professional training and experience must be official. 1. Embry-Riddle will accept the minimum scores recommended by the American Council on Education (ACE) on all exams offered by CLEP, DANTES, and Excelsior College Examinations-ECE (formerly REC or ACT-PEP) for the award of undergraduate academic credit. In addition, the amount of academic credit and the academic level (upper or lower- level) recommended by ACE for a passing score on each of the exams will be accepted by the University. Credit for exams taken after admission to the University will not be awarded unless advanced written authorization is granted from the center director or the Distance Learning Enrollment Office.
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2. Embry-Riddle will generally follow the recommendations of the American Council on Education (ACE) for courses listed in the National Guide to Educational Credit for Training Programs and the Guide to the Evaluation of Educational Experiences in the Armed Forces. 3. Credit may be granted on the basis of certain FAA licenses with appropriate rating. 4. In addition to course-equivalency exams, nontraditional Embry-Riddle undergraduate students who believe that their knowledge and prior learning experience qualify them for credit for a given Embry-Riddle course may compile a portfolio for evaluation after completing course PREP 102: Self-Assessment and Portfolio Preparation. (See Course Description section of the catalog.) The learning experience must have taken place following high school graduation and must have academic relevance to an Embry-Riddle course as described in the current catalog. There must be adequate documentation to support the authenticity and appropriateness of the learning experience for college-level credit. The student must demonstrate college-level writing skills.
COURSES TAKEN AT OTHER INSTITUTIONS - GRADUATE
Students applying prior academic work toward their Embry-Riddle graduate program requirements must submit appropriate documents for such credit as part of the admission process. The request must be in writing and accompanied by official transcripts or equivalent evidence of such work prior to matriculation. Prior academic work and courses taken at other institutions by Veteran students and/or other eligible students receiving Veteran’s Education Benefits will be evaluated and credit granted as appropriate and reported to the DVA as required by law. Transfer credit may be received for graduate work done at another appropriately accredited college or university. Advanced standing credit may be received for learning taken outside of the traditional classroom environment. Such learning must be recommended for acceptance in graduate programs by academically recognized national organizations (such as the American Council on Education). Credit may be received for certain graduate courses taken as non-degree graduate work or as part of another (completed or non-completed) Embry-Riddle graduate degree program. When transferring from one Embry-Riddle graduate program to another this credit may include prior work on a GCP or thesis. The combined total credit applied to an Embry-Riddle graduate degree may not exceed 12 credit hours. A maximum of 6 credit hours may be applied to the Master of Science in Technical Management Program and the Master of Science in Occupational Safety Management. In order to satisfy a graduate degree program requirement, the academic work for which such credit is sought must be determined to be specifically relevant to the applicant’s graduate degree program at Embry-Riddle. The content of the applicable course or other program should be used to determine the nature of the credit to be applied to the student’s degree requirement. The appropriate department chair, program chair, or Dean of Academics will make these determinations. Credit will be granted only if the student demonstrates performance expected of a graduate student at Embry-Riddle. This normally means that the course was completed with a B or better (3.0 on a 4.0 system).Credit for academic work used to satisfy the requirements of an undergraduate degree will normally not be accepted toward the requirements for a graduate degree. Credit will generally be accepted only for courses that were completed within the seven- year period immediately preceding the date the admissions application is received. The seven- year time limit will not be applied to advanced standing credit for academic work at eligible senior military service schools if the service member is on active duty when accepted for admission. The seven-year limit for such applicants commences on the date the service member separates from active military service. Contents 113
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MATRICULATION
In order to matriculate into a degree program, the student must be officially accepted and must enroll in an Embry-Riddle course. The enrollment must occur either concurrent with the submission of the formal application for admission and fees or within one year of the date of acceptance. Should they decide to apply again at a later date, they will be required to repeat the complete admission process, which may include the resubmission of all required documents. Students are eligible for an Embry-Riddle transcript of the transfer and advanced standing credit awarded toward the degree program after matriculation.
MILITARY DEGREE COMPLETION PROGRAM FOR ACTIVE-DUTY PERSONNEL
All branches of the U.S. armed forces offer opportunities (sometimes referred to as “bootstrap”) to accelerate completion of degree programs by qualified members. Completed applications must be submitted to the Extended Campus Office of Student Services at least 30 days before the first day of the term/semester in which the student desires to begin the program.
DEGREE COMPLETION TIME LIMIT - GRADUATE
All requirements for an Embry-Riddle master’s degree must be completed within seven years from the date of initial enrollment. AWARDING CREDIT EDUCATIONAL BACKGROUND
[ ] High School Diploma Or [ ] GED (Name of High School) ______
List below all previous accredited institutions attended. Is this a reapplication [ ] No [ ] Yes. If yes, please include ERAU.
INSTITUTIONS ATTENDED Institution Name, LATEST CREDITS OR City & State ATTENDANCE DATE DEGREES EARNED
UNDERGRADUATE APPLICANTS
a. If you have acquired less than 12 hours of college credit, have an official high school transcript or GED diploma sent directly to the Office of Student Services.
b. Official transcripts and CLEP, DANTES or USAFI tests must be sent to the Office of Student Services directly from the institution or official testing authority.
c. Please identify documents you are submitting for possible Advanced Standing credit (check appropriate box)
[ ] AARTS (Army Undergraduate only [ ] Articulation Agreement Enrollment Form [ ] Excelsior Exams [ ] AF 2096 (Skill level Specialization) [ ] CLEP [ ] ITSS/MATMEP [ ] Aircraft Dispatcher [ ] Commercial Pilot [ ] NAVPERS 1070/604 (Navy Occupation)
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[ ] Airframe License [ ] DA 2-1 (PRQ Personnel Qual Record) [ ] PC-3 (Skill Level Specialization) [ ] Airframe Powerplant License [ ] DA 4037 (ORB Officer Brief Record) [ ] Power Plant License [ ] Airline Transport Pilot License [ ] DANTES USAFI [ ] PQR-2A or 2B [ ] Air Traffic Control [ ] DD 214 (Cert. Of Release/Discharge [ ] Private Pilot License [ ] Army NCOER DA 2166 [ ] DD 295 (Evaluation of Military Learning) [ ] SMART (Navy and Marines)
Are you participating with an Institution that has an Articulation Agreement with ERAU? [ ] No [ ] Yes
Institution Name______
Major Option: ASPA [ ] AS Professional Aeronautics ASTM [ ] AS Technical Management BSPA [ ] BS Professional Aeronautics BSTM [ ] BS Technical Management BSAMM [ ] BS Aviation Maintenance Management BSTM [ ] BS Technical Management – Logistics ASACMT [ ] AS Aircraft Maintenance BSTM [ ] BS Technical Management - Occupational Safety and Health BSTM [ ] BS Technical Management - Professional Valuations
Minors: 3302 [ ] Aviation Safety 3333 [ ] Logistics 3365 [ ] Management 3361 [ ] Professional Valuations 3362 [ ] Occupational Safety & Health 3353 [ ] International Relations 3367 [ ] Security and Intelligence
Centers do not offer all the degrees, areas of concentration or minors. Please verify program availability with your center or Distance Learning Enrollment Office. If you are not pursuing an undergraduate degree program, please check appropriate box:
[ ] Non-Degree [ ] AMT Certificate Type 65 Certificate of Completion [ ] Professional Development [ ] Aviation Safety Certificate of Completion [ ] Transient Student (Pursuing degree at other institution) [ ] Logistics Certificate of Completion [ ] Occupational Safety and Health Certificate of Completion [ ] Supply Chain Management Certificate of Completion
CITIZENSHIP Do you hold U.S. citizenship? [ ] Yes [ ] No If Yes, What is your state of legal residence? ______If No, see the International Applicants Section of this form.
Are you a Resident Alien of the U.S.? [ ]Yes [ ] No
If Yes, what is your Alien Registration # ______Please see item ‘a’ under the International Applicants Section of this form.
Do you hold a U.S. Visa? [ ] Yes [ ] No If yes, what type of Visa? ______
Is English your PRIMARY language (written or oral)? [ ] Yes [ ] No If No, what language is your PRIMARY language? ______See item ‘b’ under the International Applicants section of this form.
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INTERNATIONAL APPLICANTS
a. Admission Documents Required for International Applicants: (Not all centers are authorized to accept International Applicants) Foreign Evaluation Summary VISA (if already in the country) TOEFL Official Transcript (School Code 5190) Bank Letter or Scholarship Letter Affidavit of Financial Support (legalized, notarized, or certified) Immunization Record/Medical Report Proof of adequate health insurance or statement of acceptance of ERAU’s student health insurance Photocopy of student’s passport Copy of I-20 (if transferring to ERAU from another US institution)
A detailed evaluation of foreign transcripts by one of the following evaluation services is required before the application for admission can be reviewed. The evaluation will be sent directly to Embry-Riddle by the evaluating service. These agencies charge a fee for this service. Request that the evaluation be completed in English. Request that the evaluation be prepared in a course by course format.
Academic Credentials Evaluation Institute
P.O. Box 6908, Beverly Hills, CA 90212 (Tel) 310-275-3530, 800-234-1597 (FAX) 310-275-3528 www.acei1.com
Foreign Credential Evaluations 1425 Market Blvd., Suite 330, PMB #305 Roswell, GA 30076 (Tel) 770-642-1108 (FAX) 770-641-8381 www.fceatlanta.com
Josef Silny & Associates International Education Consultants 7101 SW 102 Ave., Miami, FL 33173 (Tel) 305-273-1616 (FAX) 305-273-1338 (Translations) 305-273-1984 www.jsilny.com
World Education Services (Main Office)
-or-
P.O. Box 5087, Bowling Green Station New York, NY 10274 (Tel) 212-966-6311, 800-937-3895 (FAX) 212-739-6100 www.wes.org
Educational Credentials Evaluators
P.O. Box 514070, Milwaukee, WI 53203 (Tel) 414-289-3400 (FAX) 414-289-3411 www.ece.org International Education Research Foundation
P.O. Box 3665, Culver City, CA 90231-3665 (Tel) 310-258-9451 (FAX) 310-342-7086 www.ierf.org
World Education Services (Main Office)
P.O. Box 69-4034 Miami, FL 33269 (Tel) 305-358-6688, 800-937-3899 (FAX) 305-358-4411 www.wes.org
b International Applicants whose native language is not English or who were educated at schools where English was not the language of instruction in all disciplines must submit
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official test result reports of their performance on the Test of English as a Foreign Language (TOEFL). The minimum acceptable score is 500 (Paper Based)/173 (Computer Based) for undergraduate and 550 (Paper Based)/213 (Computer Based) for graduate students. REMINDER: The application for admission will not be processed and an I-20 form will not be issued until the required advance tuition deposit has been made or official evidence of formal sponsorship has been received.
CLASSIFICATION
Civilian: (Check appropriate Military: (Check appropriate box) box) [ ] Civilian [ ] Air Force [ ] Marines Reserve [ ] Civil Servant [ ] Air Force Reserve [ ] National Guard [ ] Dept. of Defense [ ] Army [ ] Air National Guard [ ] Army Reserve [ ] National Guard Reserve [ ] Coast Guard [ ] Navy [ ] Coast Guard Reserve [ ] Navy Reserve [ ] Marines [ ] Other Type Military What is your current military [ ] Veteran [ ] Selected [ ] Veteran/Selected Reserve status? [ ] Active Duty Reserve
EMPLOYMENT INFORMATION
Please list Current Employer:
(Company Name) (Position Title) (Dates of Paid Employment in this position) (Company Address) (Supervisor's Name) ( ) (City/State/Zip) (Telephone) (E:mail Address)
IMPORTANT: Please indicate how you plan to finance your education: [ ] Personal Funds [ ] Veterans’ Benefits [ ] Military Tuition Assistance [ ] Financial Aid [ ] Scholarships [ ] Sponsorship
Please indicate how your application fee will be paid: [ ] Personal Funds [ ] Military Pay [ ] Articulation Agreement [ ] ERAU Employee/Dependent
PLEASE SUBMIT YOUR COMPLETED APPLICATION AND DIRECT OTHER INQUIRES TO: EMBRY-RIDDLE AERONAUTICAL UNIVERSITY, EXTENDED CAMPUS, OFFICE OF STUDENT SERVICES 600 S. CLYDE MORRIS BLVD., DAYTONA BEACH, FL 32114-3900 (386) 226-6910 or 1-800-522-6787
IN COMPLIANCE WITH FEDERAL LAWS AND REGULATIONS, EMBRY-RIDDLE AERONAUTICAL UNIVERSITY DOES NOT DISCRIMINATE ON THE BASIS OF RACE, COLOR, SEX, CREED, NATIONAL AND ETHNIC ORIGIN, AGE, OR DISABILITY IN ANY OF ITS POLICIES, PROCEDURES, OR PRACTICES. AN EQUAL OPPORTUNITY INSTITUTION, THE UNIVERSITY DOES NOT DISCRIMINATE IN THE RECRUITMENT AND ADMISSION OF STUDENTS, IN THE RECRUITMENT AND EMPLOYMENT OF FACULTY AND STAFF, OR IN THE OPERATIONS OF ANY PROGRAMS AND ACTIVITIES.
I UNDERSTAND THAT WITHHOLDING INFORMATION REQUESTED IN THIS APPLICATION OR GIVING FALSE INFORMATION MAY MAKE ME INELIGIBLE FOR ADMISSION TO/OR
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CONTINUING AT EMBRY-RIDDLE AERONAUTICAL UNIVERSITY. WITH THIS IN MIND, I CERTIFY THAT THE ABOVE STATEMENTS ARE CORRECT AND COMPLETE. I FURTHER CERTIFY THAT I AGREE TO ABIDE BY THE POLICIES AND CONDITIONS OF ENROLLMENT AS OUTLINED IN THE EMBRY-RIDDLE CATALOG. A NON-REFUNDABLE FEE MUST ACCOMPANY THIS APPLICATION. SEE INSTRUCTIONS FOR FEES.
APPLICANT’S SIGNATURE, DATE
ERAU USE ONLY APPLICATION FEE RECEIVED BY:______DATE:______(Authorized Center Personnel) Amount: $50 ______(US Citizens) $50 ______(International) 1610/7-04
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APPENDIX 14.1 OTHER INFORMATION RELEVANT TO THE CHARACTERIZATION OF THE ORGANIZATION
Attach as Appendices 14.1 – 14.n any other relevant information related to the organization that is not adequately addressed elsewhere in Part A-1 of this submission. Please organize these by assigning category titles to the information included. These appendices should be referenced in the Table of Contents.
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PART A – 2
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APPENDIX 15.1 HISTORY, MISSION AND GOALS
At the beginning of the last century, no flying schools existed, much less an aviation university. It was not until 1903 that the Wright brothers achieved sustained, controlled flight by a powered aircraft and changed life on this planet forever. It did not take long for aviation to come of age. By 1914, regular passenger service had been inaugurated in Florida between St. Petersburg and Tampa. Later that year, war came to the European skies. The combined effect of military and commercial demands produced a dynamic new industry.
Unlike many other developments at the end of the Industrial Revolution, aviation required a special education: learning how to fly, learning about safety and weather, and learning about engines, from skilled maintenance to the outer limits of performance. This need for trained pilots and mechanics quickly led to the establishment of a new type of school, one focused totally on aviation. In the beginning, these organizations were often a combination of airplane dealership, airmail service, flight training center, and mechanic school. The original Embry- Riddle operations fit that mold precisely.
On December 17, 1925, exactly 22 years after the historic flight of the Wright Flyer, barnstormer John Paul Riddle and entrepreneur T. Higbee Embry founded the Embry-Riddle Company at Lunken Airport in Cincinnati, Ohio. The following spring the company opened the Embry- Riddle School of Aviation. Within three years the school had become a subsidiary of AVCO, the parent of American Airlines. The school remained dormant during most of the 1930s, mirroring the casualties of the Great Depression. By the end of the decade, however, World War II erupted in Europe and the demand for skilled aviators and mechanics grew significantly. Embry-Riddle’s second life was about to begin.
Embry-Riddle opened several flight training centers in Florida and quickly became the world’s largest aviation school. Allied nations sent thousands of fledgling airmen to the Embry-Riddle centers at Carlstrom, Dorr, and Chapman airfields to become pilots, mechanics, and aviation technicians. Some 25,000 men were trained by Embry-Riddle during the war years. After the war, under the leadership of John and Isabel McKay, Embry-Riddle expanded its international outreach while strengthening its academic programs. In 1965, with Jack R. Hunt as president, Embry-Riddle consolidated its flight, ground school, and technical training programs into one location.
The relocation signalled the rebirth of Embry-Riddle and the start of its odyssey to world-class status in aviation higher education. In June 1970, Embry-Riddle changed its name from “Institute” to “University,” and centers were established at U.S. military aviation centers to serve the educational needs of active-duty military personnel. Application for Southern Association of Colleges and Schools accreditation through the Commission on Colleges was initiated in 1970 and received in 1972. The University has participated in the Self-Study process ever since. Also under President Hunt’s leadership, Embry-Riddle opened a western campus in Prescott, Arizona, on the 510-acre site of a former college. Continuing the legacy left behind by Hunt was Lt. Gen. Kenneth L. Tallman. Tallman was president of Embry-Riddle for five years. He came to the University after a distinguished 35-year military career that included service as superintendent of
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the U.S. Air Force Academy. Under Tallman’s leadership, a school of graduate studies and the electrical engineering degree program were introduced. He led the University into research with the addition of the engineering physics degree program. He also developed stronger ties between Embry-Riddle and the aviation/aerospace industry. Dr. Steven M. Sliwa led the University from 1991 through 1998. Sliwa, the University’s third president, is best known for creating an entrepreneurial environment and for developing strategic partnerships with industry. These partnerships included a joint venture with FlightSafety International; a partnership with Cessna Aircraft Company; a technology alliance with IBM; and an exclusive educational partnership with Aircraft Owners and Pilots Association. He also spearheaded a $100+ million capital expansion program, which included an $11.5 million congressional line-item appropriation. In addition, new academic and research programs were created at his direction to respond to structural changes in the industry while increasing market share in the University’s core programs. In 1998, Dr. George H. Ebbs became the fourth president and was also selected as a member of the Commission on the Future of Aeronautics and Space in Florida, established by the Florida state legislature. Embry-Riddle is the only university represented on the commission.
Today, Embry-Riddle is a global institution that holds a prominent position in aviation/aerospace education. The University is the world’s largest independent aeronautical university and boasts a student body of 28,000 who come from all 50 states and more than 100 nations. The University offers more than 30 degree programs, with eight offered at the master level.
The University serves culturally diverse students motivated toward careers in aviation and aerospace. Residential campuses in Daytona Beach, Florida, and Prescott, Arizona, provide education in a traditional setting, while an extensive network of Extended Campus centers throughout the United States and abroad serves civilian and military working adults.
It is the purpose of Embry-Riddle to provide a comprehensive education to prepare graduates for productive careers and responsible citizenship with special emphasis on the needs of aviation, aerospace, engineering, and related fields. To achieve this purpose, the University is dedicated to the following:
• To offer undergraduate and graduate degree programs that prepare students for immediate productivity and career growth while providing a broad-based education, with emphasis on communication and analytical skills.
• To emphasize academic excellence in the teaching of all courses and programs, to recruit and develop excellent faculty and staff, and to pursue research and creative activities that maintain and extend knowledge in aviation, aerospace, and related disciplines.
• To develop mature, responsible graduates capable of examining, evaluating, and appreciating the economic, political, cultural, moral, and technological aspects of humankind and society, and to foster a better understanding of the workings of the free enterprise system and its social and economic benefits, and of the profit motive, as vital forces to the potential of individuals and groups.
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• To promote ethical and responsible behavior among its students and graduates in the local, national, and international aviation and aerospace communities and in the community at large.
• To develop and effectively deliver educational programs for the adult student and professional at the undergraduate and graduate levels, including off-campus degree programs, short courses, distance learning, noncredit programs, seminars, workshops and conferences.
• To support each student’s personal development by encouraging participation in programs and services that offer opportunities for enhanced physical, psychological, social, and spiritual growth and, by complementing the academic experience and contributing to the development of a well-rounded individual prepared for personal and professional success.
• To engage in research, consulting services, and related activities that addresses the needs of aviation, aerospace, and related industries.
Embry-Riddle Aeronautical University is the world’s oldest, largest, and most prestigious university specializing in aviation and aerospace. It is the only regionally accredited aviation- oriented university in the world. For more than 30 years Embry-Riddle has recognized that the people who work in aviation and aerospace regard education and professional development as top priorities. Opportunities to learn and grow are actively sought because aviation and aerospace are linked to advancing technology and must respond quickly to changes in their environments. The Extended Campus is dedicated to providing educational opportunities worldwide to adult learners who, for various life circumstances, want or need to pursue their education in a nonresidential environment. The Extended Campus includes the College of Career Education, Worldwide Center Operations, the School of Corporate Training and Professional Development, and support departments.
Our mission is to provide peerless academic degree programs, certificates of completion, corporate training, and professional development services to working professionals and their employers in the aerospace and aviation industries. As a student-centered campus, we accomplish our mission by effectively developing, delivering, and continually assessing high- quality, high-demand, and highly relevant degree and non-degree professional programs through both face-to-face traditional classroom instruction and through asynchronous, interactive online delivery. In so doing, we enable professional working adult learners to advance their personal and career goals in ways that meet their needs regardless of geographic location or the constraints of time. Throughout the Extended Campus we accept, respect, include, appreciate, and affirm the dignity of all people. We embrace our differences as one of our greatest strengths and as a means of achieving and sustaining our vision.
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Over the past 38 years, Georgian College has developed a solid reputation for the quality of its programs, faculty, graduates, partnerships, and business services. With a catchment area of 30,000 square kilometres, Georgian provides a wide range of education and training services to 5,000 full time and 25,000 part time students. Georgian has campuses in Barrie, Collingwood, Orillia, Owen Sound, Midland, Parry Sound, Muskoka, and Orangeville.
Georgian takes pride in the leadership role and partnerships it has developed in the local, provincial, national, and international arenas including: • The Canadian Aviation Institute (CAvI), encompassing the high calibre Aviation Management program. • The Canadian Automotive Institute (CAI), a centre of excellence for the automotive industry. • The Institute of University Partnerships and Advanced Studies (IUPAS), a unique entity that develops, negotiates, offers, supports and/or evaluates an expanding array of domestic and international degree and post-diploma programs, including applied degrees, university degrees at the baccalaureate and graduate levels, and post-diploma college certificates and diplomas. • Numerous education partnership including links to universities in Ontario, Alberta, British Columbia, Quebec, North Dakota, Texas, Florida, New York, England, Germany, and Costa Rica. • An active international presence through consulting and teaching contracts in locations such as the United Arab Emirates, Pakistan, China, and India. In addition to post-secondary and community programming, Georgian has historically had strong links to business and industry through its many co-operative education and field placement programs, advisory committees, and linkages to professional associations. Over the past ten years, these links have grown to include an ever-expanding circle of partnerships, resources, and services to all sectors of the business community.
Georgian’s Aviation Management three-year diploma program is designed to provide students with knowledge and hands-on experience in Aviation and Management as well as cooperative work experience. The program blends aviation, which gives students a solid understanding of the aviation industry in Canada and around the world, with management, which gives students an introductory understanding of management practices and procedures in order to be prepared for future promotional opportunities.
Students enrolled in the Aviation Management Program learn to interact as team members and team leaders, acquire strong interpersonal, communications, and time management skills, analyze, problem solve, and use critical thinking skills to solve a variety of problems, and demonstrate integrity and initiative required to meet professional challenges. In addition, they become aware of the attitudes, values, and ethics of good citizenship in the community and the workplace. Program graduates demonstrate the general management skills required in the aviation industry, understand aviation fundamental, operations, and terminology, and are able to apply current computer technology and technical equipment specific to the aviation industry.
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APPENDIX 15.2 CURRENT DEGREE PROGRAMS
PROGRAM TITLE DEGREE CREDENTIAL AWARDED LEVEL Professional Aeronautics 2 year/4 year Associate/Bachelor of Science Technical Management 2 year/4 year Associate/Bachelor of Science Technical Management-Logistics 4 year Bachelor of Science Technical Management- 4 year Bachelor of Science Occupational Safety & Health Technical Management-Professional 4 year Bachelor of Science Valuations Aircraft Maintenance 2 year Associate in Science Aviation Maintenance Management 4 year Bachelor of Science
Minor Courses of Study
Management Logistics Aviation Safety Professional Valuations Occupational Safety & Health International Relations Security and Intelligence
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APPENDIX 15.3 PROPOSED PROGRAM(S) AND MISSION/GOALS
Embry-Riddle is committed to reaching out to all those who have a desire to learn about aviation regardless of where they reside, whether in Canada, the United States, or Europe. The Georgian College Aviation Management program’s goal is to prepare individuals for careers in the aviation industry with a solid, equally blended base of knowledge both in aviation and business that is supported by related co-op work experience. In order to meet this goal and to further enhance students’ entrance portfolios for the industry, Georgian’s Aviation Management program has in place a long standing articulation agreement with Embry-Riddle Aeronautical University, which is recognized as a world leader in undergraduate and post-graduate degrees for the aviation industry. Through this articulation agreement, graduates from the Georgian program have the ability to attend Embry-Riddle’s Daytona Beach campus to complete their fourth year and receive a world recognized Bachelor of Science degree in Aviation.
Because only a limited number of Aviation graduates have been able to attend the Daytona Beach campus to complete their degrees, both Embry-Riddle and Georgian College’s mission is to reduce the barriers⎯both financial and logistic⎯that prevent many of Georgian’s Aviation program students from completing their degrees at the Daytona Beach campus.
Our mutual goal is to offer the program’s fourth year on-site at Georgian College. This proposed initiative would benefit future Ontario aviation students and, due to ERAU and Georgian’s images within the aviation industry, would attract students from other areas across the country, thereby expanding the base of the two programs.
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APPENDIX 15.4 FIVE-YEAR BUSINESS PLAN
Assumptions 11/12/2004 1.00$ US= 1.20$C US $ Rate $177 Director $55,000 C $ Rate $216 Assistant $30,000 Partner % 0.25 New C$ FT Faculty $45,000 Rate $288 .75to FT Fringe 35.00% $45,500 ERAU $216 Adjuncts $3,900 per class .25 to G $72 Annual Adjunct Fringe 8.55% Exp. Office Operations $12,000 Increase 4.00% Annual First Year Equipment $9,000 Rate Increase 4.00%
tuition rate per cr. Hr. $288 $299 $311 $324 $337 # classes students take per term 4 4 4 4 4 # students taking classes 25 35 40 45 50 classes offered per term 4 5 6 7 8 terms / yr 2.5 2.5 2.5 2.5 2.5 total classes per year 10 13 15 18 20 annual enrollment 250 350 400 450 500 average class size 25 28 27 26 25
First Year Pro Forma Year 1 Year 2 Year 3 Year 4 Year 5 Center Director $55,000 $57,200 $59,488 $61,868 $64,342 Assistant CD (1/2 1st year) $15,000 $30,000 $31,200 $32,448 $33,746 Full Time Faculty $45,000 $46,800 $48,672 $50,619 $52,644 Full Time Fringe $40,250 $36,400 $37,856 $39,370 $40,945 Adjunct Pay $39,000 $48,750 $50,700 $52,728 $54,837 Adjunct Fringe $3,335 $4,168 $4,335 $4,508 $4,689 Office Operations $12,000 $12,480 $12,979 $13,498 $14,038 First Year Furniture $10,000 $10,000 First Year Equipment $9,000 $9,000
Total Expense $228,585 $235,798 $245,230 $255,039 $284,241
Annual enrollments 250 350 400 450 500 Annual Tuition $215,940 $314,409 $373,697 $437,226 $505,239
Program Gross -$12,645 $78,611 $128,467 $182,186 $220,998 Georgian Partnership $53,985 $78,602 $93,424 $109,306 $126,310 Increase In Net Assets -$66,630 $8 $35,043 $72,880 $94,688 Cumulative Increase -$66,630 -$66,621 -$31,578 $41,302 $135,990
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APPENDIX 15.5 ACADEMIC POLICIES
A list of ERAU’s “Academic Policies and Procedures General”, as they appear on the website, follow this page.
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A - Index Number Date Subject A-01E 2/15/00 Academic Quality Control System A-02F 2/15/00 Academic Administration Documentation System A-03E 2/15/00 Academic Responsibilities A-04K.doc file 3/16/04 Academic Change Process A-05E 2/15/00 Alternate Course Credit Determination A-06I Pending Development - University Calendar A-07F 2/15/00 Course Outlines A-08H 2/15/00 Posthumous Degrees A-09E 2/15/00 Development and Distribution of Independent Study Courses A-10D 2/15/00 Posting of Student Grades A-11G 2/15/00 Intra-University Transfer of Students A-12D 2/15/00 Professor Emeritus A-13 2/12/02 Industry Advisory Boards A-14B 2/15/00 Preparation and Grading of Course Equivalency Examinations A-15B 2/15/00 Course Equivalency Determination A-16A 2/15/00 Student Records Policies and Procedures A-17A 2/15/00 Granting of Tenure Upon Initial Appointment A-18A 2/15/00 Academic Advisement Instructions for Preparation and Processing of the Files of Candidates for Promotion A-19E 1/17/00 and/or Tenure A-20A 8/01/98 Faculty Workloads for Resident Campuses A-21A 8/01/98 Faculty Appointments A-22A 8/01/98 Compensation for Adjunct Teachers on Resident Campuses A-23A 2/15/00 Mid-Term Progress Reports A-24A 8/01/98 Compensation for Teaching Overloads on Resident Campuses A-25A 10/01/98 Summer Compensation for Faculty on Resident Campuses Compensation for Directing a Thesis, a Graduate Research Project, or a Special A-26A 8/01/98 Topics Course on a Resident Campus Required Guidelines for Search Committees and Hiring Procedures for Full-Time A-27C 8/01/01 Faculty, Department Chairs, and Deans A-28A 2/15/00 Foreign Students in ERAU Courses A-29B 2/15/00 Undergraduate Enrollment in 500 Level Courses A-30C 12/3/01 Faculty Qualifications A-31A 2/15/00 Course Syllabus A-32A 2/15/00 Faculty Rank for Military Officers Assigned to ROTC Units A-33A 2/15/00 Terminal Degree A-34A 4/1/01 Academic Program Review
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Academic Policies and Procedures Undergraduate A-AU
Number Date Title/Subject
A-AU-01D 2/15/00 Course Load Standards and Classification of Students
A-AU-02E 2/15/00 Contract for Degree
A-AU-03H 2/15/00 Grading System
A-AU-04C 2/15/00 The Continuing Education Unit
A-AU-05H 2/15/00 Requirements for Graduation
A-AU-06F 6/11/03 Acceptance of Credit from Other Institutions
A-AU-07E 2/15/00 Attendance at Other Institutions
A-AU-08D 2/15/00 Time Limit on Advanced Standing/Credit Evaluations
A-AU-09I 2/15/00 Academic Honors
A-AU-10H 2/15/00 Catalog Applicability
A-AU-11G 2/15/00 Minors and Areas of Concentration
A-AU-12B 2/15/00 Transfer Between Degree Programs
A-AU-14G 2/15/00 Course Equivalency Examinations
A-AU-15E 2/15/00 Credit on the Basis of National Examinations
A-AU-16C 2/15/00 Basic Skills Courses
A-AU-17D 9/22/03 Credit for FAA Flight Certificates and Ratings
A-AU-18E 2/15/00 Academic Probation, Suspension, and Dismissal
A-AU-19C 2/15/00 Two Degrees of the Same Rank A-AU-21F 8/22/02 Cooperative Education Program
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Extended Campus Procedures and Operations Manual
Academic Administration - Back to Top
Guidance for Scheduling Classes EC-A-01 Dean, CCE 05/04 (Includes Attachments A&B) Academic Integrity EC-A-02 Dean, CCE 11/03 (Iincludes Attachments 1-4) EC-A-03 Student Grievance Dean, CCE 11/03
EC-A-04 Academic Support Assistant Dean, Academics 11/03
Individual Tutorials EC-A-05 Dean, CCE (Includes Attachment 1) 11/03 EC-A-06 Special Topic/Seminar/Project - X99 Courses Dean, CCE 11/03 Attachment 1 Special Topics Worksheet Dean, CCE 11/03 Prerequisites EC-A-07 Dean, CCE (Includes Attachment 1) 11/03 EC-A-08 Student Transfers Within the University EC Student Services 09/03 Transcribing Transfer and Advanced Standing EC-A-09 EC Student Services 09/03 Credit EC-A-10 Request for An Official Evaluation EC Student Services 09/03 EC-A-11 Grading EC Student Services 07/02 EC-A-12 Student Grade Appeals Dean, CCE 11/03 EC-A-13 Student Course Loads Dean, CCE 11/03 EC-A-14 Admissions/Matriculation EC Student Services 08/99 Attachment Admission Guidelines EC Student Services 08/99 Attachment 2 Admissions 2.0 Letter EC Student Services 04/02 EC-A-15 Grad 1 Basic Evaluation Procedures EC Student Services 03/02 EC-A-15 Grad 2 U.S. Air Force Formal Service Schools EC Student Services 06/04 EC-A-15 Grad 3 Army Formal Service Schools EC Student Services 09/02 EC-A-15 Grad 4 Civilian Schooling EC Student Services 07/03 EC-A-15 Grad 5 Marines Formal Service Schools EC Student Services 03/02 EC-A-15 Grad 6 Navy Formal Service Schools EC Student Services 03/02
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ACADEMIC POLICIES AND PROCEDURES – GENERAL
EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-01E ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 ACADEMIC QUALITY CONTROL SYSTEM
The Provost/Vice President, Academics is responsible for assuring faculty and staff compliance with such academic and curriculum policies and procedures at the University level as are necessary to maintain the integrity, quality, and appropriate level of standardization for all University academic programs, registration processes, and student academic record keeping.
1. Academic Policies and Procedures Academic policies and procedures are published over the signature of the Provost/Vice President of Academics and apply to all campuses, colleges, and academic activities of the University. They are of the following types:
a. General Policies and Procedures (A-...) describe areas of academic responsibilities which apply to both undergraduate and graduate programs or describe administrative systems or actions which are not of a qualitative nature.
b. Undergraduate Policies and Procedures (A-AU-...) apply solely to undergraduate programs.
c. Graduate Policies and Procedures (A-AG-...) apply solely to graduate programs.
2. University Curriculum Manual: The University Curriculum Manual is published by the Director of Records and Registration for the use of academic evaluators and persons engaged in admission activities. It describes the various degree program requirements and lists the criteria for the award of credit earned through transfer, examination or experience.
3. University Registrar Procedures: Administrative practices which apply to the University's Academic Student Records system are documented in University Registrar Procedures (A-R-...). These procedures, published over the signature of the Provost/Vice President, Academics, apply to Records and Registration Offices throughout the University.
4. Course Outlines: Academic Department Chairs are responsible for the preparation and currency of course outlines for all courses in their designated areas of academic/curriculum responsibility (See A-07). The Chair with designated responsibility for a given course will insure (1) the quality, integrity, and adherence to standard format of the course outlines, and (2) that current copies of all course outlines are on file in the Office of Records and Registration and other appropriate agencies.
5. University Catalogs: The Campus Deans of Academics are responsible for insuring that University Catalogs accurately reflect the academic policies, regulations, etc., of the University. The authors/publishers of all other University bulletins, advertising, promotional materials, etc. are responsible for insuring the compatibility of their publications with the University Catalogs.
6. Exceptions to Academic Policies and Procedures: Enforcement of adherence to University policies and procedures is the responsibility of the Campus Deans of Academics. Any exception to, or waiver of, academic procedures, policies or requirements must be documented in writing.
INTERPRETATION: Associate Provost for Undergraduate Programs EFFECTIVE DATE: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-02F ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 ACADEMIC ADMINISTRATIVE DOCUMENTATION SYSTEM
This procedure establishes a uniform system for the documentation and distribution of academic policies and procedures throughout the University.
1. Academic Policies and Procedures: Academic policies and procedures which pertain to all University operations and locations are published using a sequential numbering system preceded by the letter (e.g. A-AR-01, A-AG-01, etc.) and the policy/procedure number. Revised policies/procedures will be indicated by the addition of sequential letters of the alphabet (e.g. first revision A-04A, second A-04B, etc.) and the date of the revision.
2. University Registrar Procedures: University Registrar Procedures are published using a sequential numbering system preceded by the letters A-R-.... Revisions will be indicated using the same system as for academic policies and procedures.
3. University Curriculum Manual: University undergraduate and graduate curricula and criteria for transfer and credit for prior learning are published in various sections of the University Curriculum Manual (e.g., A- C-Section I). Pages in the manual are numbered sequentially by section and each page is dated. If a page (update) is inserted between two existing pages, it will carry the lower number followed by a small alphabetical character (i.e. la, lb, etc., would come between pages 1 and 2).
4. Indices: A complete index for each series of publications issued under the Academic Administrative Documentation System will be published by the Associate Provost for Undergraduate Programs and updated as necessary.
5. Distribution: A cover memo indicating the distribution will accompany all documents issued under the Academic Administrative Documentation System. Recipients are responsible for internal distribution to their respective organizations and must provide to the Associate Provost for Undergraduate Programs with updated requirements as necessary.
6. Applicability: The policies, procedures, curricula, criteria, rules and instructions derived and documented under this system will be the basis for academic operations at all locations as specified.
INTERPRETATION: Associate Provost for Undergraduate Programs EFFECTIVE DATE: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-03E ACADEMIC POLICIES AND PROCEDURES 2/15/00 ACADEMIC RESPONSIBILITIES
1. Campus Deans of Academics, undergraduate and graduate, are responsible for insuring that the degree programs assigned to their campus/college are in keeping with the purpose and philosophy of the University and provide the appropriate professional specialization, career orientation, and general education requirements. They are responsible for insuring that the courses offered are adequately defined and meet the academic standards and content requirements of the degree programs of which they are a part. They are also responsible for the enforcement of University Academic policies and procedures.
2. Department Chairs at each campus are responsible for the quality, relevance, and integrity of their degree programs. Department Chairs work in cooperation with the Campus Deans of Academics, and within the published standards, procedures, and curriculum requirements of the University. They or their designees are responsible for recommending approval of course substitutions and requests for advanced standing for students enrolled in their degree program to the Campus Deans of Academics. Department Chairs at a particular campus who have been assigned responsibility for a given curriculum area and/or courses are responsible for insuring that a detailed course outline is maintained for each course offered by the department in accordance with A-07. Upon request, Department Chairs are responsible for reviewing the course outlines, etc., of other accredited institutions and determining their equivalency to Embry-Riddle courses.
INTERPRETATION: Associate Provost for Undergraduate Programs EFFECTIVE DATE: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY A-04K ACADEMIC POLICIES AND PROCEDURES - GENERAL 3/16/04 ACADEMIC CHANGE PROCESS
A. General
The ‘academic change process’ is the means of coordinating curricular change proposals throughout the entire University. The content, quality, and effectiveness of the curriculum are responsibilities of the faculty. Prioritizing and providing educational resources to do so are the responsibility of administration and educational leadership. Ensuring appropriate and adequate support services are available is the responsibility of the staff functions. The high degree of interrelatedness between these responsibilities requires we have this process. The administrative guidelines needed to ensure an effective and efficient process are prescribed. These administrative guidelines, to be used in initiating, eliminating, or changing the curriculum, apply to all University campuses and colleges. This procedure supersedes all previous guidance on this subject. Because of differing academic organizational structures, each campus must develop its own procedure containing the specific steps to be taken to ensure the administrative guidelines listed are addressed. At the campus’s discretion, it may choose to develop procedures at the college level rather than at the campus level.
B. Process
1. Individual Courses
This section applies to proposals for establishing, eliminating, and/or changing individual courses. It applies to special topics and permanent courses. Any faculty member of the University may initiate a proposal to add, eliminate, or change an individual course within the purview of his/her department. Each campus will develop its own checklist of specific steps to be taken to ensure the guidelines listed are addressed. Attachments 1, 2, and 4 will be used.
(1) Any faculty member can initiate a proposal for a course within the purview of his/her assigned department. The proposal will be submitted, using the format found in attachment 4, to the department curriculum committee, or equivalent, where it will be reviewed for appropriateness of content and format.
(2) Acceptable proposals will be submitted to the respective department chair, or equivalent. The department chair will review the proposal and establish a level of priority and the educational resources needed, if any, before forwarding it to the dean of the college.
(3) The respective college dean will prioritize the proposal and agree to fund the educational resources needed, if any. Following approval by the college dean the endorsed [‘to endorse’ throughout this document is to mean ‘review and not take exception’] proposal will be submitted in electronic form to the Office of the Provost for tracking, for placing on BlackBoard, and for distribution throughout the University.
(4) Individual-course proposals endorsed by the dean of the college [he/she will date attachment 1 when initialing] will be forwarded, in turn, to the respective campus chancellor, who will have 30 days to review it, and the Provost and Chief Academic Officer for coordination and endorsement.
2. Minor Courses of Study
This section applies to proposals for establishing, eliminating, or changing minor courses of study. It applies to minors under the purview of single and/or multiple departments. Any faculty member may
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initiate a proposal to add, eliminate, or change a minor that is within the purview of his/her department, or multiple department if his or hers is one of them. Each campus must develop its own checklist of specific steps to be taken to ensure all of the administrative guidelines listed are considered. Attachments 1, 2, and 4 will be used.
(1) Any faculty member can initiate a proposal for a minor that includes a course, or some number of courses that are under the purview of his/her department. The proposal will be submitted, using the format found in attachment 4, to the department(s) curriculum committee(s), or equivalent, where it will be reviewed for the appropriateness of content and format.
(2) Acceptable proposals will be forwarded to the respective department chair(s). The department chair(s) will review the proposal and establish a level of priority and the educational resources needed, if any, before forwarding it to the dean(s) of the college(s).
(3) The respective dean of the college will prioritize the proposal and agree to fund the educational resources needed, if any. Following approval by the college dean the endorsed proposal will be submitted in electronic form to the Office of the Provost for tracking, for placing on BlackBoard, and for distribution throughout the University. In addition to the offices specified on Attachment 2, the dean will indicate any additional offices that he/she determines should review the proposal.
(4) Minor-course-of-study proposals endorsed by the dean of the college [he/she should date attachment 1 when initialing] will be forwarded, in turn, to the three chancellors, who will have thirty days to review it, and the Provost and Chief Academic Officer for coordination and endorsement.
3. Certificates of Completion This section applies to proposals for establishing, eliminating, or changing certificates of completion. Any faculty member can initiate a proposal to add, eliminate, or change a certificate of completion that is made up of courses that are within the purview of his/her department. Each campus must develop its own checklist of specific steps to be taken to ensure the administrative guidelines listed are considered. Attachments 1, 2, and 4 will be used.
(1) Any faculty member can initiate a proposal for a certificate of completion made up of courses that are under the purview of his/her department. The proposal will be submitted, using the format found in attachment 4, to the department curriculum committee, or equivalent, where it will be reviewed for the appropriateness of content and format.
(2) Acceptable proposals will be forwarded to the respective department chair. The department chair will review the proposal and establish a level of priority and the educational resources needed, if any, before forwarding it to the dean of the college.
(3) The respective college dean will prioritize the proposal and agree to fund the educational resources needed, if any. Following approval by the college dean the endorsed proposal will be submitted in electronic form to the Office of the Provost for tracking, for placing on BlackBoard, and for distribution throughout the University.
(4) Certificate-of-completion proposals endorsed by the dean of the college [he/she should date attachment 1 when initialing] will be forwarded, in turn, to the respective campus chancellor, who will have thirty days to review it, and the Provost and Chief Academic Officer for coordination and endorsement.
3. Degree Programs
This section applies to proposals for developing, eliminating, or changing degree programs. Any faculty member can initiate a proposal to develop, eliminate, or change a degree program that
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includes, or should include, at least one course that is within the purview of his/her department. Each campus must develop its own checklist of specific steps to be taken to ensure the administrative guidelines listed are considered. Attachments 1 and 2 will be used for each of the three actions. In addition, attachment 3 will be used for the development of a new degree program; attachment 4 will be used for changing an existing degree program; and attachment 5 will be used to eliminate a degree program.
(1) The development of a new degree program:
a. Any faculty member can initiate a proposal for the development of a new degree program within the purview of his/her assigned department. The proposal should be submitted to his/her department curriculum committee, or equivalent, using the format found in attachment 3.
b. The curriculum committee will review the proposal for appropriateness of format and content. Acceptable proposals will be forwarded to the department chair who will review the proposal, establish a level of urgency for its development, and list the educational resources needed for the degree program. The department chair will forward the proposal to the college dean.
c. The initiating college dean will review the proposal in a timely manner and do the following so that parallel reviews may occur among all of the groups:
1. Endorse the proposal and Submit it in electronic form to the Office of the Provost for tracking, for placing on BlackBoard, and for distribution throughout the University. The Office of the Provost will distribute copies of the proposal with attachment 3 [be sure to date it] to each college dean on each campus who will individually and collectively review the proposal to determine its fit with the mission of the University and the educational resources needed for its implementation. Each dean will consult with their college curriculum committee or corresponding group before signing off on the proposal.
2. The Office of the Provost will distribute copies of the proposal with attachments 2 and 3 to each office/department on attachment 2, being sure to add any additional office or department that could possibly be affected by the new degree program.
3. The Office of the Provost will forward the proposal (attachments 2 and 3) to the speaker of each campus faculty senate for review. It is the responsibility of the initiating college dean to ensure timely responses (30 days after receipt) from each recipient of the proposal and to address each of their concerns before forwarding the proposal to the chancellor of each campus. This is not a vote. There is no veto.
d. The chancellor of each campus will have 30 days to review the proposal and comment on, at the very least, the fit of the proposed degree program with the mission of the University; the availability of the educational resources needed both to develop the degree and to add it to the curriculum before forwarding it to the Provost and Chief Academic Officer of the University. This is not a vote. There is no veto.
e. The Provost and Chief Academic Officer will review the proposal and the initiating college dean will address his/her concerns. After the Provost has approved the proposal, he/she will arrange for the initiating dean to present the proposal to the Board of Trustees. After any concerns of the Board of Trustees have been addressed by the
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initiating college dean and the Board has approved the new program, the Provost and Chief Academic Officer will facilitate its implementation.
f. Before the implementation of a new degree program and before the substantive change or elimination of an existing degree program, the Office of the Provost will notify the Executive Director of the Commission on Colleges of the Southern Association of Colleges and Schools of the proposed change, in accordance with the ‘Substantive Change Policy for Accredited Institutions.’ (2) The elimination of a degree program: Each administrative guideline provided for the development of a new degree program will be addressed, and in the same sequence, using attachments 1, 2, and 5 (instead of attachment 3), being sure to include the time and costs for phasing out the degree program. (3) Changes to an existing degree program: Each administrative guideline provided for the ‘Minor Courses of Study’ and ‘Certificates of Completion’ will be followed, and in the same sequence, using attachments 1, 2, and 4, being sure to include proposals for establishing, eliminating, and/or changing individual courses if that is part, or all, of the change to the degree program.
INTERPRETATION: Provost and Chief Academic Officer EFFECTIVE DATE: 3/16/04 John P. Johnson, Ph.D. Provost and Chief Academic Officer
Attachments: Attachment 1 – Curriculum Proposal Form Attachment 2 – Coordination/Feedback Form for Curriculum Proposals Attachment 3 – Plan for the Development of a New Degree Program Attachment 4 – Plan for Changes to Academic Programs and Individual Courses Attachment 5 – Format for Proposals to Eliminate Existing Degree Programs
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY A-05E ACADEMIC POLICIES AND PROCEDURES-GENERAL 2/15/00 ALTERNATE COURSE CREDIT DETERMINATION
1. Definitions:
a. Equivalent Course or Learning Experience: An equivalent course or learning experience is one that may be used in lieu of a designated course in all degree programs. It meets the minimum requirements in content, process, and level of complexity for the equivalent course. All equivalent courses or learning experiences are, by definition, substitutable in any ERAU degree program. (See A-15 for course equivalency determination procedures.)
b. Substitution Course or Learning Experience: A course or learning experience may be an acceptable substitute for a required course in a specific degree program, although not fully equivalent to that course, depending upon the objectives of the degree program. A course may be an allowable substitute in one degree program but not acceptable in another (e.g. a course may be an acceptable technology or science substitute in the Aeronautical Science degree program and yet not be an acceptable substitute course in the Aerospace Engineering curriculum.)
c. Advanced Standing: Advanced standing results from credit awarded for a post-secondary educational, work and/or training experience or program. The content and level of complexity must be sufficient for the student to have acquired the necessary expertise. Credit granted is posted to the student's transcript. A written evaluation is maintained on file in the appropriate Records Office.
d. Advanced Placement: Advanced placement is granted based on credit awarded for a secondary school program or non-formal, non-work related experience, or for a postsecondary education or training experience of insufficient quality or quantity to qualify for the granting of college credit under the advanced standing option. Under the advanced placement ruling, a particular course may be waived and marked on the student’s evaluation form as “MET”; however the student must make up the credit deficit. The deficit may be made up in open electives unless otherwise specified by the Department Chair. A written evaluation will be maintained on file at the appropriate Records Office.
e. Course Equivalency Examinations: Students who believe that their knowledge, background and/or experience qualifies them for credit for a given course, may request a Course Equivalency Examination in accordance with A-AU-14. Examinations are graded on a pass/fail basis and successful completion will be recognized for credit at the same value as the course to which the examination applies. Students are limited to one attempt of a given examination.
2. The Campus Dean of Academics will designate those individuals or offices responsible at their respective campus/colleges for the determination of equivalent courses, substitute courses, advanced standing, and advanced placement and for the preparation and administration of course equivalency examinations.
INTERPRETATION: Associate Provost for Undergraduate Programs EFFECTIVE DATE: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-07F ACADEMIC POLICIES AND PROCEDURES – GENERAL 2/15/00 COURSE OUTLINES
Course outlines are the basis for obtaining consistency of expected student outcomes throughout the University system. This procedure is established to insure that a comprehensive course outline is prepared for each course (other than special topics courses), that course outlines are kept current through a review and revision process as required, and that they are distributed in a timely manner to agencies maintaining reference files.
1. Department Chairs at the Prescott and Daytona Beach campuses and designated individuals in the College of Career Education are responsible for the preparation, currency, and utilization of course outlines for each course in their assigned curriculum areas (see A-03). They, in turn, may designate their faculty members as course monitors for particular courses. The College of Career Education may use these course outlines as the basis for instructor support materials which are developed for faculty. For those courses which are unique to the College of Career Education, course monitors will be designated by the Dean of Academics, College of Career Education. Preparation of a course outline can be initiated at any campus, but implementation cannot begin until horizontal communication between/among affected campuses has been completed.
2. Format: The attached format will be followed for all academic courses. The complexity of the outline may vary considerably depending on the course. The important factor is that the outline describe, in adequate detail, the significant topics and performance objectives necessary in order for a faculty member preparing to teach the course for the first time to be able to provide his or her students with the knowledge and learning experiences to prepare them for subsequent courses or career requirements.
3. Review and Revision: Responsible chairs and course monitors will review their course outlines at least annually and revise them as necessary. Faculty members at all locations who are teaching a course should be encouraged to provide the designated course monitor with recommendations for improvement of the course outline. In order to implement any revisions to the course description, course goals, and/or performance objectives, the appropriate academic department chair must forward an electronic copy to the Associate Provost for Undergraduate Programs or Associate Provost for Graduate Programs, as appropriate, for approval.
4. Distribution: Copies of current course outlines in use at the Prescott and Daytona Beach campuses will be maintained in the offices of the Department Chairs and in the office of the Campus Deans of Academics. Daytona Beach graduate course outlines will be maintained in the Office of Graduate Programs and Research. Instructor support materials/course outlines for the College of Career Education will be maintained in the office of the Dean of Academics, CCE. Each time a course outline is issued or revised, a copy will be maintained in a master file of course outlines for use throughout the University.
INTERPRETATION: Associate Provost for Undergraduate Programs EFFECTIVE DATE: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
Attachment
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-08H ACADEMIC POLICIES AND PROCEDURES-GENERAL 2/15/00 POSTHUMOUS DEGREES
1. In order to manifest the University's sense of regret and loss, and as a gesture of concern for the surviving family, the University may, upon occasion, award a posthumous degree.
2. Guidelines for eligibility for award of a posthumous degree are as follows:
a. The deceased was classified as a continuing student who has completed a minimum of two semesters in residence at the University and had completed 88 semester hours (Senior standing) if an undergraduate student, and 24 semester hours if a graduate student. The 88/24 cumulative semester hours should be hours which Embry-Riddle was counting toward the completion of the appropriate degree and need not be exclusively Embry-Riddle credits.
b. Other students who do not meet the above criteria, but who have had a substantial career in aviation, and who were enrolled with the University as continuing students at the time of death, may be considered on an individual basis.
3. Recommendations for the award of a posthumous degree will be submitted to the Campus Dean of Academics of the campus at which the student was last enrolled. Upon receipt of a recommendation, the Dean will initiate action to investigate the circumstances involved. When it has been established that the student was representative of the personal, professional and academic standards of the University, and that the award of a posthumous degree is in the best interest of the family of the deceased, the Dean will submit his recommendation to the Provost/Vice President of Academics. Upon recommendation of the Provost/Vice President of Academics and approval of the President, the Dean will make arrangements for the award. The degree will be awarded at the level of and in the discipline in which the student was enrolled, posthumously; for example, Bachelor of Science in Aeronautical Science, Posthumously.
INTERPRETATION: Provost/Vice President of Academics EFFECTIVE DATE: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-09E ACADEMIC POLICIES AND PROCEDURES – GENERAL 2/15/00 DEVELOPMENT AND DISTRIBUTION OF INDEPENDENT STUDY COURSES
I. GENERAL
This procedure defines Independent Study courses and outlines the steps in the development of a course, revisions, and analysis of instructional concerns.
II. DEFINITION
An Independent Study course is an existing ERAU course (from the approved curriculum) which is designed and formatted for independent study. Such courses are used by ERAU students who are unable to attend classes at a residential campus or center. It is recognized that independent study students differ from on-campus students; therefore, the courses need to reflect these differences. Any course approved by the Provost/Vice President of Academics can be developed for independent study as long as the appropriate academic Department Chair approves this development.
III. PROCEDURE
The development of an Independent Study course will follow the steps listed below:
A. Courses to be offered through independent study must be requested by the Department of Distance Learning (DDL) through the Chancellor of the Extended Campus, initially approved by the appropriate Department Chair at the Daytona Beach campus, and finally approved by the Provost/Vice President, of Academics.
B. The Center for instructional development and effectiveness and Effectiveness (CIDE) will contact the Department Chair at the Daytona Beach campus to select faculty members capable of course development. If CID-E is unable to identify a willing faculty member, contact will be made with a qualified individual at the Prescott campus or in CCE. All qualified individuals, full- time faculty, lecturers or adjunct faculty, must be approved by the appropriate department chair at the Daytona Beach campus before course development commences. This individual will be referred to as the course developer in this document.
C. Remuneration will be made through direct payment to faculty and through recognition as service to the University. The actual type and dollar amount of remuneration will take into account variables such as availability of text, technical vs. non technical content, proficiency of faculty member, and workload due to medium used for delivery. A minimum payment of $2,000 for course development will be paid. Development of an independent study course will be recognized as evidence of scholarly activity or university service for promotion and reappointment purposes.
D. The course developer will work with representatives of CID-E to develop the course and will be provided information and texts to facilitate the development of a course appropriate to Embry- Riddle Aeronautical University students and standards.
E. During the development process, the academic departments of the Daytona Beach and Prescott Campuses and the Department Distance Learning (DDL) will have the opportunity to review the course. The review process includes an initial review of material after the first two units of the course are completed. This preproduction review should be conducted by a faculty member other than the developer. The reviewer would be designated by the department chair. This review will be considered part of the faculty member's normal contractual responsibilities. Suggestions
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will be forwarded to the designated instructional designer, CID-E. F. When completed, the finished copy master of all course materials is forwarded first to the Director of CID-E, and then to the chair of the academic department and the Director of DDL for final review of the course materials. If the course is accepted, it will enter a validation process. If the course is not accepted, the materials will be returned to CID-E with a report citing areas of concern. This same process will apply to revision of courses. Flow charts showing these processes are attached.
IV. VALIDATION
The purpose of validation is to determine the suitability of the course for independent study purposes. Materials are validated for use in Independent Studies.
A. The following courses will be validated:
1. Courses being developed in the independent study mode for the first time. 2. Revised or updated independent study courses in which major revisions have been made.
B. The following steps will be completed for pre-validation:
1. Masters of all materials are made available by CID-E to the University Distribution Center (UDC). UDC orders 15 copies of the study guide and text(s), and also duplicates 15 sets of the other course materials. (Textbooks will be ordered subsequent to delivery of course masters, when possible.)
2. Enrollment in the course for the validation will be open to the first 15 enrollments at any location including both campuses. After 15 enrollments are obtained, further DIS enrollments are curtailed until the course is assessed. CCE Academic Standards will work with the Daytona Beach campus Program Coordinator or representative to develop appropriate validation measures for CCE and the Academic Department. Likewise, data analysis will be accomplished by CCE Academic Standards with guidance provided by the same representative. If it is determined that the course is sound, it is considered validated. If the course needs to be changed, appropriate changes are recommended, and once they are made, the course is considered validated.
3. DDL will track students participating in the student assessment phase of the validation procedure.
4. Only after a course is validated will it be made available to DDL or residential campus students.
C. Student Assessment Phase
The initial 15 students enrolled in the course will be asked to provide specific input about the course. A Student Evaluation Critique form made up of pre-established objective responses may be used. Other measures agreed upon by Academic Standards, the Program Coordinator, and CID-E will be included. D. CCE Assessment Phase After the last of the initial 15 students complete the course and their feedback is collected, the course will undergo the CCE assessment phase. The following steps will be completed:
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1. DIS will compile grade distribution figures and provide them to CCE Academic Standards, CID-E and the course developer. DDL will include comments as to the nature of the distribution, with data in an historical context.
2. Student validation feedback (verbal or written comments from the 15 initial students) will be reviewed by DDL, who will look for any trends and write up a report for CID-E, and the course developer. This will be copied to CCE Academic Standards. Written comments of students will be included as well as comments regarding course administration concerns.
3. CCE Academic Standards will complete a test item analysis of all course examinations. The analysis will encompass the following:
a) overall student competency levels per item.
b) a review of the relationship of the test question to the course objectives, if competency levels are not in accordance to standards and
c) a review which examines the relevancy and relationship of any course projects to the course.
4. CCE Academic Standards will write a report of their findings and submit it to CIDE, the course developer, and the Chair of the appropriate academic department, along with documentation. DDL will receive a copy of this assessment report.
5. If the CCE Academic Standards course assessment shows that all aspects of the course are sound, a recommendation is made to validate it. If revisions are recommended, CID-E and the course developer will coordinate regarding the nature of course revisions.
6. When the course developer, DDL, and CID-E agree with this recommendation, the course is considered validated. If disagreement occurs, the Chair of the academic department is authorized to make the final decision.
7. The validated course is made available throughout the CCE system and to others with appropriate approval.
V. MAJOR REVISIONS
The same procedures used for course development will be used for course
VI. MINOR REVISIONS
Minor revisions are those changes to a course which do not significantly alter the content or format of the course and related examinations. All suggestions for minor revisions are communicated to CID-E in writing. All revisions to materials and examinations will be accomplished by CID-E. No revisions, no matter how minor, will be handled by any other department. Communication and distribution of changes will be handled in the manner described in the Section IX. DISTRIBUTION OF NEWLY VALIDATED REVISED COURSE MATERIALS.
VII. ANALYSIS OF COURSE - RELATED CONCERNS
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Suggested problems with a course may be identified by student, grader, DDL, CID-E, or by a representative of the academic departments. Suspected problems will be communicated to CID-E. CID-E will contact the Academic Department Chair to request the name of a designate with whom the instructional designer should work to analyze the problem. Together they will conduct an analysis and report their findings in writing to the Director, CID-E. The Director, CID-E will recommend a course of action to the Department Chair and to the Director, DDL. When the Chair of the academic department agrees with the recommendation, CID-E will state the action to be taken (eg. revision, no action, development, supplementary materials.)
VIII. TRIENNIAL REVIEWS
Each independent study course will be reviewed after 3 years. Since maintenance of academic standards for courses rests with the academic departments, and since review of courses is part of this process, the review of independent study courses is considered the responsibility of the designated faculty member on behalf of the academic department. At the time of course development, the faculty developer will be informed that the contract includes review of the course at a later date, if the Department Chair designates the developer to do so. There would be no additional compensation for the review. Whenever possible, the developer will be retained by DDL to grade and give feedback to the students enrolled in this course. This would involve the developer in an "ongoing" review of the course, thus reducing the work which may be associated with a triennial review. However, if it becomes necessary for a new faculty member to begin grading the course for DDL, he or she may conduct a formal review. Triennial reviews will be initiated in CID-E. The Department Chair will be requested to select a faculty member to review the course. It is also recommended that Department Chairs consider the developer of the course as a candidate for this review. The decision will rest with the Department Chair. Under normal circumstances, the review will be done as a part of normal contractual responsibilities of faculty. Data for the review will be solicited from DDL and CCE Academic Standards to ensure a complete review. If a detailed review is required, compensation for this review will be negotiated.
IX. DISTRIBUTION OF NEWLY VALIDATED REVISED COURSE MATERIALS
A. The Center for instructional development and effectiveness and Effectiveness forwards a master copy of the newly validated courses or course revisions, with instructions, to the University Distribution Center (UDC). The UDC updates any stock on hand for the course(s) involved.
B. The UDC distributes a copy of the revision to each of the following:
1. The Department of Distance Learning. 2. The European Division Bookstore. 3. Each U.S. Center which has requested the course within the past three month period. 4. Others as directed by CID-E. 5. Students currently enrolled at the Daytona Beach or Prescott Campus through the Daytona Beach Records Office or Prescott Campus Records Office.
C. Each area is responsible for providing corrections to students currently enrolled in the course. DDL will supply graders with copies of these materials. The European Bookstore must also update any on-hand stock in inventory.
D. The Center for instructional development and effectiveness and Effectiveness will notify Academic Standards, CCE of the additions or deletions to independent study courses.
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X. WITHDRAWAL OF AN INDEPENDENT STUDY COURSE
The request to withdraw a course may come from the academic department or through the Chancellor of the Extended Campus. The purpose of this procedure is to ensure that the decision to withdraw a course is based on reasonable evidence, that those responsible for given areas are kept in the process, and that those who need to be informed receive this information. Normally, the request to withdraw a course is communicated to CID-E, which will then initiate the following actions:
A. An instructional designer in CID-E will work with the designated representative of the Daytona Beach academic department to determine if the course meets the standards set by the department.
B. The instructional designer reports in writing the result of this examination to the Director, CID- E. If the course is not recommended for continuance, the following is done:
1. The Director, CID-E notifies the Chancellor, EC in writing that the course has been recommended for withdrawal from the current listing of independent study courses. This is copied to the Director, DDL, the University Distribution Center (for the purpose of adjusting inventory), and to the Chair of the Academic Department.
2. The College of Career Education will respond in writing, indicating agreement with this course of action or recommending an alternative course of action.
3. If CCE indicates agreement, the Director, CID-E will inform the Director of DDL, the University Distribution Center, CCE Academic Standards, and the Program Coordinators of the Daytona Beach and Prescott campuses that the course has been withdrawn from circulation. Withdrawal means that the course would not be available for use as an independent study course at any campus.
4. If CCE indicates disagreement, the Director of CID-E will convene a meeting consisting of the Chancellor, EC or his representative, the instructional designer, and the course developer to resolve the problem.
5. If no solution can be reached, the Chair of the Academic Department, Daytona Beach campus, will have final authority in making a decision as to the academic soundness of the course. Final authority in the decision as to when to discontinue offering the course through the Department of Independent Study will rest with the Chancellor, EC.
IX. DISTRIBUTION
A. The Center for instructional development and effectiveness and Effectiveness provides copies of all course examination materials, including revisions, to the following:
1. The Department of Independent Studies. 2. The U.S. Division Regional Directors. 3. The European Division Associate Dean, Administration. 4. The Director of Registration, Daytona Beach Campus. 5. The Provost, Prescott Campus.
B. Examination materials will be mailed certified mail, return receipt requested, marked confidential to the appropriate director or department head. The examination material must be
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properly stored and secured. The CCE managers should reference and ensure adherence to procedure AC-R-102.
INTERPRETATION: Dean of Academics, College of Career Education EFFECTIVE DATE: 2/15/00 Ira D. Jacobson
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-10D ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 POSTING OF STUDENT GRADES
1. Public Law 93-380, Section 438, "Protection of the Rights and Privacy of Parents and Students," popularly known as the "Buckley Amendment," effectively prohibits the disclosure of grades of individual students without express written approval of affected individuals. The purpose of this procedure is to insure that the rights and privacy of the individual are protected as required by the federal statute.
2. In order to comply with the intent of Public Law 93-380, the grades of students may not be publicly posted at any time if students can be identified. If, at the end of a term, students desire to receive their grades for a course prior to receipt of their formal grade report, a system which will insure protection of the rights of the individual may be used; for example, grades may be displayed using only the last four numbers of the students identification number listed in random order.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-llG ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 INTRA-UNIVERSITY TRANSFER OF STUDENTS
Eligibility Requirements: In order to be eligible to transfer from one campus to another within the Embry Riddle Aeronautical University system, graduate and undergraduate students must normally meet the following criteria:
1. General Transfer Criteria
a. A vacancy in the desired degree program must exist at the campus to which the
b. Students must be classified as continuing students in accordance with current policies.
c. The transferring student must meet the academic criteria to re-enroll by maintaining the standards set forth in A-AU-18D and A-AG-06B; i.e., not in suspension or dismissal status.
d. The transferring student must meet the financial criteria to re-enroll by satisfying all financial obligations prior to the transfer.
2. Transfer Into ABET-Accredited Programs from Non-ABET-Accredited Programs
a. The general transfer criteria must be met.
b. Prior to the transfer, an evaluation of the student's coursework must be performed by the receiving department in order to determine how many credits will be earned toward the ABET- Accredited degree program.
3. Transfer Into Programs Which Include Flight Training
a. The general transfer criteria must be met. Students enrolled in flight curricula earlier than the 1998-99 Catalog should contact their campus flight department to determine
b. Although the student may transfer campuses after any semester, an individual flight course started at one campus must be completed at that campus.
4. Waivers of Criteria
a. If a student requesting an intra-university transfer does not meet all of the criteria in 1., 2., and 3. above, and wishes to request a waiver of the policy, the student at the receiving campus.
5. Deadline Dates
a. Students should initiate the transfer procedure by submitting an Intra University Transfer Form to the Records and Registration Office of their current campus. To avail themselves of the ability to advance register for classes, this should be done as early as possible, but no later than 45 calendar days before the first day of classes of the semester/term at the campus to which they are transferring.
b. Students who have submitted an Intra-University Transfer form but elect not to.
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c. Students must check in by the published deadline to avoid cancellation of their
6. Documentation
a. The Intra-University Transfer Form and photocopies of the Application Form, any Evaluation Forms, and the student's transcript will be forwarded from the sending
b. Since all transferring students are classified as continuing students, any evaluation of advanced standing or transfer credits from other institutions previously awarded will be honored by the receiving campus.
7. Campus Designation of Students Transferred from Another Campus
a. Students who transfer to another campus with the intention of completing their educational objective at the new location are considered to be permanent transfers. Their campus designation will be changed to the new campus and their permanent records will be transferred to the new campus. This designation, however, does not preclude transferring to another campus at a later date.
b. Students who elect to attend classes at another location for one semester (or two summer terms) only, but intend to complete their educational objective at the original location, are considered to be visiting students. The designation of a visiting student's campus will remain that of the original campus and the student's permanent record will not be transferred to the campus of temporary attendance.
c. Transfer procedures for visiting students differ from permanent transfers as follows:
1) At the completion of the semester/term, the temporary campus will notify the permanent campus of the student's final grade(s).
2) Upon receipt of grades, the permanent campus will enter the data into the student information system and a printout will be returned to the temporary campus for verification. When accuracy has been verified, the temporary campus will delete the grade records from its database.
8. Coordination of Information
a. General coordination among departments
1) Daytona Beach and Prescott Campuses
a) The Records and Registration Office at the Daytona Beach and Prescott Campuses will exchange their Schedule of Classes and a supply of Student Handbooks and provide copies to CCE Records.
b) It is the responsibility of the Records and Registration Office to work with the Orientation Coordinator and other departments to determine the contents of the orientation packet.
2) College of Continuing Education
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a) Information concerning course offerings at a College of Continuing Education location can be obtained through the CCE Records and Registration Office.
b) Students arriving at CCE locations should obtain information about the center from the Center Director. Information provided to students about Intra-University Transfer Information about transferring to another campus will be made available in one publication and at a number of distributions points at each location of the University. specific guidance where applicable.
c) Departmental coordination of information on transfer of individual students The Records and Registration Office on each campus will disseminate to other responsibility of the administrative departments of the receiving campus to coordinate specific departmental information on individual students with the sending campus departments. Students desiring University housing must contact the Housing Office of the receiving campus directly.
9. Procedures for Transferring to Another Embry-Riddle Campus
A. Intra-University Transfer Form All students requesting a transfer to another campus, whether on a permanent or temporary basis, must complete the form.
1) The student may obtain the form at either the Records and Registration Office or at the office of his or her Advisor. A student attending a center may obtain a form through the CCE Records and Registration Office or at the center.
2) Records and Registration will ensure that the student has met with the Advisor to discuss courses desired at the new campus and the reason the student wishes to transfer.
3) Records and Registration will check the availability of courses the student has requested.
4) Records and Registration will determine which administrative and service areas should be contacted by the student. At a minimum, the student must contact the Student Financial Services department to obtain financial clearance. If necessary, the student will be directed to other departments such as Financial Aid, Veterans' Affairs, International Student Services, Housing, etc. to obtain appropriate clearance and guidance. For CCE students, the Records and Registration Office will obtain any necessary clearances for the student.
5) Once all necessary clearances have been obtained, the student will return the form to the Records and Registration Office.
6) All Intra-University Transfer requests will be processed by the receiving campus within 15 working days of receipt.
7) Records and Registration will send the form and any documentation to the Records and Registration Office of the receiving campus to obtain approval by the Department Chair.
8) When the approval has been given or denied, Records and Registration of the receiving campus will notify the student. If approved, information about check-in procedures and financial information will be included in the notification.
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9) Records and Registration of the receiving campus will disseminate a list of students who have been approved for transfer for the following term not later than ten days prior to the last day of classes for the semester/term to appropriate departments/Centers. At a minimum the distribution list will include the student's name, social security number, campus from which the student intends to transfer, effective date and an indication if it is a permanent or temporary transfer.
10) Departments may utilize the distribution list to finalize internal arrangements for students who are transferring.
B. International Students
1) Transfers Between Residential Campuses and from College of Continuing Education Locations or Independent Study to Residential Campuses:
a) The Records and Registration Office at the sending campus will forward with the international student's Intra-University Transfer Form copies of the original student application, the TOEFL score, and the I-20 issued by the original campus.
b) Copies of the official affidavit of financial support for the entire degree program and official bank letter stating that the sponsor has sufficient funds to support the student's educational endeavor. If the student is on a scholarship program, a copy of the official scholarship letter.
c) Other information necessary for completion of immigration documents, including date of birth, country of birth, country of citizenship, major field of study, semester the student wishes to enroll, reasonable expected date of graduation, level of educational course of study, and a copy of the Arrival/Departure Form (I- 94).
d) The Records and Registration Office will send the student's documentation to International Student Services for the I20AB and immigration transfer procedure letter.
e) The Records and Registration Office will create the student's permanent record, issue the letter of approval for transfer, and copy the schedule and Immigration & Naturalization Service documents.
2) Transfers from Residential Campuses to CCE Locations or Independent Study:
Students must contact the International Student Services Office at either of the residential campuses to determine if they are eligible to transfer, and if so, what procedures should be followed.
3) Post Arrival
1) Upon arrival at the new campus, the Records and Registration Office/Center Director will provide the student with a copy of the Student Handbook, map, and/or other information about the campus/location.
2) The Records and Registration Office at the receiving campus will distribute to other campus departments a follow up list of the students who have actually transferred. This will occur as soon as possible after the last day of registration.
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3) The Records and Registration Office of the receiving campus will request in writing the folders of all students who have transferred. Upon receipt at the new campus, the data will be entered into the Colleague system and a printout returned to the sending campus for verification against its database. Once accuracy has been assured, the sending campus will delete the student record from its database.
4) The Records and Registration Office of the receiving campus will update the academic evaluation of each student who has transferred.
5) Departmental offices at the receiving campus will request any required documents/student folders from their counterparts at the sending campus.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY*A-12D ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 PROFESSOR EMERITUS
Embry-Riddle will award the honor of professor emeritus status to those faculty who have made significant contributions to the university through teaching, research, or service.
CRITERIA FOR ELIGIBILITY:
1. All professors and associate professors who have served on the Embry-Riddle faculty for at least ten years (continuous) and who have made significant contributions to the university shall be eligible for the appropriate emeritus rank. Candidates must be recommended, with the concurrence of the majority of the department faculty, by the department chair. College of Continuing Education candidates must be recommended, with the concurrence of the CCE Faculty Council, by the Chancellor of the Extended Campus.
2. Faculty members who hold academic administrative positions and who have made significant contributions to the university shall be eligible for emeritus rank for their administrative titles if they meet the requirements for length of service. Such candidates must be recommended by their administrative supervisor, with the concurrence of the majority of the faculty of the relevant department, or of the CCE Faculty Council, as appropriate.
3. Other faculty members who have made exceptional contributions may be recommended for emeritus status by the Provost/Vice President of Academics. 4. Faculty members must be terminating or limiting their responsibilities for valid reasons, such as retirement or illness.
PRIVILEGES OF EMERITUS STATUS:
1. They will be listed in appropriate university catalogs and commencement programs.
2. They will be issued a university identification card.
3. They will have the privilege of using the library and computing and duplicating equipment for continued scholarly activity, and they shall also have the privilege of using recreational facilities at the university.
4. They will be eligible for the tuition waiver for dependent children, in accordance with university policy. 5. They will be welcome at academic, cultural, social, and sporting events.
6. They will be afforded the faculty discount in effect at the campus bookstore.
7. They will receive a parking plaque, if requested, to be displayed in their vehicles, which will entitle them to park on campus.
8. They will receive the normal university publications distributed to faculty.
9. They will receive attraction discount cards (for tourist attractions, hotels, car rentals, etc.).
APPROVAL PROCESS:
1. The process for seeking approval for emeritus rank should be initiated at least sixty days before either the fall or spring commencement.
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2. Recommendations should be sent to the chair of the faculty governing body, who will forward them to the appropriate faculty committee. The committee will forward its recommendation, through the chair of the faculty governing body and the Campus Dean of Academics, to the Provost/Vice President, of Academics.
3. The President will make the final decision and notify the Provost/Vice President, who will inform the candidate in writing, with copies to the Department Chair, the Dean, and the Office of Human Resources.
4. The appropriate emeritus rank will normally be conferred upon the individual at the commencement which is held during the faculty member's last semester of full-time employment.
Interpretation: Dean of Undergraduate Programs Effective Date: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY A-13 ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/12/02 INDUSTRY ADVISORY BOARDS
PURPOSE:
Advisory Boards are designed to bring the University into direct and active communication with the outside world, alumni, friends, and the public. The purpose of each Board is to bring new ideas and fresh viewpoints to the University, to prevent provincialism, inbreeding and self-satisfaction and to serve as a liaison with each program discipline in its representation outside the University.
BROAD GOAL OF POLICY:
The development of this guideline is to create an Industry Advisory Board structure and environment which will:
Aid Embry-Riddle in its pursuit of excellence in world-wide aviation and aerospace education, research and service to the community
Further the objectives of the University, its departments, programs and students
Develop industry alliances and contacts
Ensure that academic program goals are compatible with the needs of industry
Provide Board members with an opportunity to shape the industry and its future employees
Ensure that all Board members are treated with respect and courtesy
Establish University-wide policies regarding the following specific issues: (departmental goals listed here)
AUTHORIZATION FOR CREATING A BOARD:
Permission to create an Industry Advisory Board should be obtained by submitting a prospectus to the Vice President of Academics.
MEMBERSHIP:
Members should have significant experience in industry, regulatory and governmental agencies, academe, or in aviation and aerospace organizations.
Criteria for membership: Candidate should hold a leadership role in one of the above areas and a current knowledge of the practice of the discipline.
Membership selection: Initial membership of the Board should be appointed by the department with the concurrence of the Vice President of Academics. After the Board is established, new members should be appointed/voted on by Board members and/or the department with the concurrence of the Vice President of Academics.
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Requirements of membership: Board appointments are voluntary positions with term memberships which can vary from one year to an indefinite period of time, as long as the member is contributing and the department, the Board and the individual wish the relationship to continue. Members who are absent for several consecutive meetings should be reviewed for continued membership.
Ex-officio participation: Students, faculty, and other non-University people may serve as Faculty/staff liaison (administrative assistants) – to keep notes, make copies, run errands.
CHARTERS:
Every Board should have a Charter to delineate the rationale and procedures of the body.
Possible Charter Outline: Preamble, Introduction Name of Board Purpose Membership Special Visitors Officers (Chair) Information Dissemination
Charter Review Issues: Objectives--general objectives and meetings-specific goals
Frequency of Board meetings – one to two times a year
Information processes -- Board informs department, chair informs VP Academics, etc.
Special subcommittees-- (2-3 members) if desirable, to deal with specific issues such as cooperative education, industry relations, etc.
Procedural rules-- special requirement of Board protocol
Financial issues – it is suggested that meals and local transportation be provided by the department and travel and hotel arrangements by the member or member’s organization. Exceptions should be made where appropriate (guests, members who have special financial circumstances, etc.)
COORDINATION BETWEEN AND AMONG UNIVERSITY OFFICIALS:
Coordination among affected groups within the university must be given appropriate attention. Since many of the members will have multiple individuals at the university wishing to contact them, frequent communications are necessary throughout the process. Specific offices that need to be contacted are: VP Development – ensuring there are coordinated appeals across the University President, other VPs, Deans – full involvement at administrative levels makes the most of Board advice.
MEETINGS AND PROTOCOL:
Advisory Boards normally meet twice each year. The treatment of Board members is important for their comfort and for the recognition of their important involvement with the University.
Preparation/Scheduling: All arrangements must be made in a timely manner, including room reservations, invitations to members and other invitees, and agenda. A welcoming address by an Officer of the University precedes the introduction of members to one another. Meeting rooms must be comfortable, have easy access, have telephone and computer connections.
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Structure: Time period- (it is suggested that the Advisory Board visit be limited to one or two days). Individual session length should be less than 2 hours; at least one private meeting should be scheduled without University presence.
REPORT GENERATION:
Minutes, proposals, suggestions should be recorded in writing and transmitted to the department and to the Vice President of Academics.
RETENTION OF BOARD MEMBERS:
Materials should be produced which will be distributed to all new Board members and to each member at regular intervals which will: attract, retain, and encourage participation among members; and, show the importance of membership and of IABs to University, industry, students and Board members’ companies.
BENEFITS TO BE EMPHASIZED:
An opportunity to shape the next generation of graduates and their preparation for industry
The improvement of industry ties to academic curricula and to the University through interpersonal relationships.
A chance for Board members to recruit outstanding ERAU students.
To get involved with the students and faculty (e.g. give a seminar, introducing the Board member’s company to students in related disciplines).
INTERPRETATION: Senior Vice President and Chief Academic Officer EFFECTIVE DATE: 2/12/02 Barry A. Benedict Senior Vice President and Chief Academic Officer
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY A-14B ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 PREPARATION AND GRADING OF COURSE EQUIVALENCY EXAMINATIONS
This procedure supplements Academic Standard A-AU-14 by prescribing the methods to be used in arranging for the development and grading of Course Equivalency Examinations (CEE).
1. Daytona Beach and Prescott Campuses: a. At the Daytona Beach and Prescott campuses, the dates on which Course Equivalency Examinations will be administered are published in the Schedule of Classes each semester. b. Students requesting course equivalency examinations must apply to the Department Chair prior to the specified application deadline. Approved applications will be processed through the Cashier and the Office of Records and Registration. c. Department Chairs will be responsible for arranging for the preparation and grading of Course Equivalency Examinations for their respective departments.
2. College of Continuing Education:
a. When the Center/Department Director has determined and certified that the student has satisfactorily demonstrated the source of her/his knowledge in the subject area, the Director will forward the CEE request to the Admissions, Records, and Registration office for processing.
b. Admissions, Records, and Registration will forward the approved application to the Center for instructional development and effectiveness (CID-E) and forward the charge form to the Student Accounting office for processing.
c. The Center for instructional development and effectiveness will contact the appropriate Course Monitor at the Daytona Beach Campus to ascertain the date by which an examination can be created. A new examination must be created for each such request. The Center for instructional development and effectiveness will contract for development of the examination and advise the Department of Distance Learning (DDL)/center of the expected date the examination is developed, the course monitor will provide a copy and an answer key, if applicable, to CID-E. Upon delivery, CID-E will pay the developer and forward the materials to DDL/center for administration of the examination.
d. The DDL or Center Director requesting the examination will make arrangements for grading and pay an appropriate fee to the grader. Normally the grader is either the course monitor or an instructor in the same department selected by the course monitor. The grader will certify the student as passing (P) if the equivalent of a grade of C or better is earned, or failing (F) if a lesser score is achieved. The examination must be completed by the student, graded by a qualified instructor, processed by the center/department, and returned to Admissions, Records, and Registration within 60 days after the date of the examination was mailed to the center/department.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-15B ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 COURSE EQUIVALENCY DETERMINATION
The evaluation of courses offered by other institutions to determine their equivalency to ERAU courses will be accomplished as follows:
1. Requests for equivalency evaluations for articulation purposes, student applications for admission to the University through campus Departments of Admissions, and requests for transfer credit from enrolled students at the Daytona Beach Campus, the Prescott Campus and the College of Career Education, will be processed by each campus's Office of Records and Registration. When necessary, students may be required to arrange for official documentation to be provided from the previously attended institution(s) (e.g., Catalogs, syllabi, etc.).
2. When evaluation of the course(s) requires additional expertise not possessed by the academic evaluator, the request will be forwarded to the appropriate Department Chair.
3. Articulation evaluations approved by the Associate Provost for Undergraduate Programs will be provided to Records Departments for use as the primary documents for awarding transfer credit.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY A-16A ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 STUDENT RECORDS POLICIES AND PROCEDURES
Section 99.6 of the Family Educational Rights and Privacy Act (FERPA) regulations outlines the provisions which educational institutions must include in their student records policies. The ERAU policies and procedures relative to FERPA are described below.
1. DEFINITIONS:
For the purposes of this policy, Embry-Riddle Aeronautical University has used the following definition of terms.
Student - Any person who attends or has attended ERAU.
Education records - any record (in handwriting, print, tapes, film, or other medium) maintained by ERAU
a. a personal record kept by a staff member, if it is kept in the personal possession of the individual who made the record, and information contained in the record has never been revealed or made available to any other person except the maker's temporary substitute.
b. an employment record of an individual whose employment is not contingent on the fact that he or she is a student, provided the record is used only in relation to the individual's employment.
c. records maintained by ERAU Safety units if the record is maintained solely for law enforcement purposes, is revealed only to law enforcement agencies of the same jurisdiction, and the unit does not have access to education records maintained by the University.
d. records maintained by Health Services offices if the records are used only for treatment of a student
e. alumni records which contain information about a student after he or she is no longer in attendance at the University and the records do not relate to the person as a student.
2. ANNUAL NOTIFICATION:
Students will be notified of their FERPA rights annually by publication in the student handbook and/or by publication in University catalogs.
3. PROCEDURE TO INSPECT EDUCATION RECORDS:
a. Students may inspect and review their education records upon request to the appropriate record
b. Students should submit to the record custodian or an appropriate University staff person a written request which identifies as precisely as possible the record or records he or she wishes to inspect.
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c. The record custodian or an appropriate University staff person will make the needed arrangements
d. When a record contains information about more than one student, the student may inspect and review only the records which relate to him or her.
4. RIGHT OF THE UNIVERSITY TO REFUSE ACCESS:
Embry-Riddle Aeronautical University reserves the right to refuse to permit a student to inspect the following records:
a. The financial statement of the student's parents.
b. Letters and statements of recommendations for which the student has waived his or her right of access, or which were placed in the file before January 1, 1975.
c. Records connected with an application to attend ERAU if that application was denied.
d. Those records which are excluded from the FERPA definition of education records.
5. REFUSAL TO PROVIDE COPIES:
Embry-Riddle Aeronautical University reserves the right to deny transcripts or copies of records not required to be made available by the FERPA in any of the following situations:
a. The student has an unpaid financial obligation to the University.
b. There is an unresolved disciplinary action against the student.
6. FEES FOR COPIES OF RECORDS:
The fee for each copy of a student's transcripts will be $5.00
7. TYPES, LOCATIONS, AND CUSTODIANS OF EDUCATION RECORDS:
The following is a list of the types of records that the University maintains, their locations, and their custodians.
Types Location Custodian Admission Records Campus/College Department of Director of Admissions Admissions Cumulative Academic Campus/College Office of Director of Records, CCE Records Records and Registration and Daytona Beach (Current Students and former Campus, Director of students) Records and Registration, Prescott Campus Health Records Campus Health Services Office Campus Director, Health Services Financial Records Campus Student Financial Director of Student Services Financial Services Job Search/Co-op Records Campus Career Center Directors of Career Centers
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Unofficial Advising Program Department Department Chairs, Coordinators, Advisors Instructor’s Grade Book Faculty Offices at each College Instructor or Department Disciplinary Records Campus Dean of Students Dean of Students Financial Aid Records Campus Financial Aid Office Campus Director of Financial Aid Flight Records Training Flight Training Technology Director of Flight Department Student Employment Campus Student Employment Campus Student Records Office Employment Coordinator Immigration and International Student Services Campus Director of Naturalization Records International Student Services Veterans’ Records Veterans’ Affairs Office, Daytona Campus Veterans’ Affairs Beach, Prescott and US Centers Director/Center Director
8. DISCLOSURE OF EDUCATION RECORDS: Embry-Riddle Aeronautical University will not disclose information (other than directory information) from a student's education records without the written consent of the student, except:
b. To school officials who have a legitimate educational interest in the records. A school official is defined as: • A person employed by the University in an administrative, supervisory • A person elected to the Board of Trustees. • A person employed by or under contract to the University to perform a special task, such as the attorney or auditor.
A school official has a legitimate educational interest if the official is: • Performing a task that is specified in his or her position description or by a contract agreement. • Performing a task related to a student's education. • Performing a task related to the discipline of a student. • Providing a service or benefit relating to the student or student's family, such as health care, counseling, job placement or financial aid.
b. To certain officials of the U.S. Department of Education, the Comptroller General, Veterans Administration, Educational Services, Officers of the Armed Forces, and state and local educational authorities, in connection with certain state or federally supported education programs.
c. In connection with a student's request for or receipt of financial aid or veterans' benefits, as necessary
d. If required by a state law requiring disclosure that was adopted before November 19, 1974.
e. To organizations conducting certain studies for or on behalf of the university. Such studies must be for the purposes of developing, validating, or administrating predictive tests; administration of student aid programs; or to improve instruction. The organization may disclose information only in a manner that does not permit personal identification of parents and students by individuals other than representatives of the organization, and the information must be destroyed when no longer needed for the purposes for which the study was conducted.
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f. To accrediting organizations to carry out their functions.
g. To parents of an eligible student (under 24 years of age) who claim the student as dependant for income tax purposes.
h. To comply with a judicial order or a lawfully issued subpoena.
i. To appropriate parties in a health or safety emergency.
9. RECORD OF REQUESTS FOR DISCLOSURE: Embry-Riddle Aeronautical University will maintain a record of all requests for and/or disclosure of information from a student's education records. The record will indicate the name of the party making the request, any additional party to whom it may be redisclosed, and the legitimate interest the party had in requesting or obtaining the information. The record of requests for disclosure may be reviewed by the parents or eligible student.
10. DIRECTORY INFORMATION: Embry-Riddle Aeronautical University designates the following items as Directory Information: student and awards received, most recent previous school attended and photograph. The University may disclose any of those items without prior written consent, unless notified in writing to the contrary by the student.
11. CORRECTION OF EDUCATION RECORDS: Students have the right to ask to have records corrected that they believe are inaccurate, misleading, or in violation of their privacy rights. Following are the procedures for the correction of records: a. Students must request the appropriate records custodian to amend a record. In so doing, students should identify the part of the record they want changed and specify why they believe it is inaccurate, misleading or in violation of their privacy or other rights. b. Embry-Riddle Aeronautical University may comply with the request or it may decide not to comply. c. Upon request, ERAU will arrange for a hearing, and notify the student, reasonably in advance, of the date, place, and time of the hearing. d. The hearing will be conducted by a hearing officer who is a disinterested party; Chancellor depending upon the type an location of the record in question. The student shall be afforded a full and fair opportunity to present evidence relevant to the issues raised in the original request to amend the student's education records. Students may, at their own expense, be assisted by one or more individuals, including an attorney. e. ERAU will prepare a written decision based solely on the evidence presented at the hearing. The decision will include a summary of the evidence presented and the reasons for the decision. f. If ERAU decides that the challenged information is not inaccurate, misleading, or in violation of the student's right of privacy, it will notify the student that they have the right to place in the record a statement commenting on the challenged information and/or a statement setting forth reasons for disagreeing with the decision. g. The statement will be maintained as part of the student's education records as long as the contested portion is maintained. If ERAU discloses the contested portion of the record, it must also disclose the statement. h. If ERAU decides that the information is inaccurate, misleading, or in violation of the
PAGE 138 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY student's right of privacy, it will amend the record and notify the student, in writing, that the record has been amended.
INTERPRETATION: Associate Provost for Undergraduate Programs EFFECTIVE DATE: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY A-17A ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 GRANTING OF TENURE ON INITIAL APPOINTMENT
When the University is considering granting tenure to a person to whom an offer is being made for appointment to an administrative position with faculty rank the following guidelines should be followed: Initial appointments to tenure can be made upon the recommendation (by majority vote) of the appropriate department's tenured faculty; if the candidate is not recommended for tenure, reasons shall be returned in writing to the Search Committee.
INTERPRETATION: Provost and Vice President, Academics EFFECTIVE DATE: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-18A ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 ACADEMIC ADVISEMENT
1. All Embry-Riddle Aeronautical University students will be assigned an academic advisor at the time of initial matriculation to assist them with selecting and scheduling an academic program to meet their educational goals. At the Daytona Beach and Prescott campuses faculty are selected for advisor duties as prescribed by the Campus Deans of Academics. College of Continuing Education Center Directors are assigned as student academic advisors.
2. Academic Advisors are responsible for notifying those students assigned to them of the specific times when they will be available for consultation throughout the semester/term. Daytona Beach and Prescott campus advisors do this through the posting of office hours and through electronic mail. The office hours of College of Continuing Education centers are permanently displayed at all sites and are published in local bulletins provided to students.
3. An authorized signature is required on all registration and Add/Drop forms prior to their acceptance by Records personnel for entry into the student academic records system. This signature may be from the student's academic advisor or program coordinator.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: 2/15/00 Ira D. Jacobson. Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY A-19E* ACADEMIC POLICIES AND PROCEDURES--GENERAL 1/17/00 INSTRUCTION FOR PREPARATION AND PROCESSING OF THE FILES OF CANDIDATES FOR PROMOTION AND/OR TENURE
Applies to Daytona Beach Campus only
A. General Instructions
The following instructions apply to the promotion and/or tenure application process that must be completed in accordance with the schedule listed in attachment 1.
1. Faculty members interested in applying for either promotion or tenure will notify their department chair in writing of their intent.
2. A department promotion and/or tenure committee shall be convened by the department chair. The department promotion committee shall be composed of only full-time faculty members with faculty rank equal to or higher than the faculty rank for which candidates are to be considered. The department tenure committee shall be composed of only fulltime tenured faculty. It is suggested that department promotion and/or tenure committee members be elected by the department faculty rather than be appointed. The chairs of the department tenure and promotion committees will be elected representatives to those Senate committees. Department chairs shall not be a member of either the department promotion or tenure committee. The department committee(s) may invite the department chair to provide additional information as a nonvoting resource person during the invitation and recommendation process.
3. The department promotion and/or tenure committee will recommend those qualified faculty to the department chair who will extend the invitation to apply for promotion and/or tenure as appropriate.
4. Faculty members who have been invited to apply for promotion and/or tenure shall prepare their application folders in accordance with the Faculty Handbook and this policy statement (A- 19E). Those not invited will be offered an explanation in consultation with their department chair
5. Two complete copies of the application folder shall be prepared by the applicant for each change of status application. The application folders must be submitted to the department chair.
6. The applicant is responsible for preparation and collection of all material to be included in the application folder with the exception of the department chair's performance evaluation statement and promotion or tenure board recommendation statements and committee listings. Preparing and inserting the performance evaluation statement in the file is the responsibility of the department chair. The department committee chair is responsible for preparing and inserting a list of department committee members that shows the faculty rank, and in the case of a tenure application, the tenure status of committee members. Preparation and insertion of a statement by either a departmental or University level promotion or tenure board is the responsibility of the board chair.
7. The applicant is to be given the opportunity to see the completed file, including the department chair's performance evaluation statement and recommendation, and the department promotion or tenure board vote results, before the file is submitted for further consideration. After review, the applicant can choose to withdraw the application.
8. The department chair shall forward the application files with this recommendation to the office of the Dean of Academics. The office of the Dean of Academics will notify the Chairs of the Faculty Senate Promotion and Tenure committees when all promotion and tenure application files
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have been received. The chairs of the respective committees will coordinate review of the applicable files by committee members in accordance with the schedule cited in attachment 1, and will report the committee recommendations as specified in Sections 9 and 10 of the Faculty Handbook.
9. Recommendations of the Senate Promotion and Tenure committees will be forwarded to the Dean of Academics for review, and subsequently to the Chancellor, and the Provost. Each will add their recommendation and comments, if appropriate, to the file. The Provost will forward the application package to the President, who will make the final decision.
10. After the consideration process is complete and the President has made a decision, one copy of the file will be retained by the office of the Provost Vice President of Academics. The other file copy, less pages 1 and 2, will be returned to the applicant.
11. After the President has made the promotion and tenure decisions, the chairs of the promotion and tenure committees will receive notification of the related decisions.
B. Format and Contents of Application Files
1. All file pages are to be submitted in heavy cardboard, slide fastener type folders with a label bearing the applicant's name, department, and the words "Application for Promotion to (faculty rank requested)", or "Application for Tenure" as appropriate, placed on the cover. Files in loose leaf binders or files submitted in any other fashion are not acceptable.
2. The contents of the file of each applicant must include the items listed below, arranged in the sequence indicated. All pages shall be numbered consecutively and will be on 8-1/2 by 11 inch paper. The form identified as attachment 2 is always the leading page of the file and will be numbered as pages 1 and 2.
a. Pages 1 and 2 - The applicant will complete items 1 through 6. In item 6, the applicant is to list the actual years of attendance (example: 1985-86), not the number of years attended if the listed degree has not been earned. The remaining form entries will be completed as the application folder progresses through the consideration process.
b. Page 3 - This page will list the names and ranks of the members of the department promotion committee or the names, ranks, and tenure status of the members of the department tenure committee.
c. Page 4 - This page will contain the department chair's performance evaluation statement. This statement should separately address the effectiveness and quality of the applicant in the teaching, professional and scholarly activity, and service components, identifying strengths and weaknesses leading to a recommendation for or against promotion, tenure, or reappointment. This statement should contain factual, objective information and should summarize the applicant's annual performance evaluations and student evaluations including the performance evaluation from the current year.
C. Applicant Provided Information
The following items are to be provided by the applicant in the order listed. Each section heading must be listed even if no associated information is submitted. The information provided shall reflect activity which has occurred since employment at Embry-Riddle Aeronautical University or since the last promotion, whichever is later, and is to be listed in reverse chronological order. The applicant may include information related to activity which occurred prior to employment at Embry-Riddle Aeronautical University
PAGE 143 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY only in the sections entitled Record of Experience and Special Qualifications and Other Pertinent Information. Care should be taken to avoid redundancy in file sections. 1. Applicant's Statement - The applicant may submit a statement (no more than 4 pages in length) supporting the application for the change of status. Teaching, professional and scholarly activity, and service should be addressed. Page 5 of the file normally starts with the applicant's statement.
2. Explanation of Status Toward the Terminal or Higher Degree - State if the applicant holds the terminal degree or a higher degree for his/her discipline, or report the status of progress toward the terminal degree.
3. Scholarly and Professional Activity - This section details research conducted, publications, creative works, projects, and/or other professional activities, contributions, or achievements considered indicative of the performance of an applicant requesting a change in status.
4. Service - This section details University and departmental service, and if applicable, service to the aviation industry and the off-campus community. The applicant's involvement in academic advising and related work with students should be described.
5. Record of Experience and Special Qualifications - The applicant may list academic and professional experience relevant to the application. Certificates held which identify special qualifications may be listed.
6. Other Pertinent Information - This section may be used to cite information that the applicant considers important and is not included elsewhere.
7. Past Performance Evaluations - Include copies of the complete faculty evaluation form since employment or the last five years, whichever is less.
8. Student Evaluation Reports - The applicant shall provide a listing of all courses, including section numbers, taught in the past two years. Copies of student evaluation reports from all courses taught in the past two years shall be provided.
D. Recommendation Report
The Faculty Senate Promotion or Tenure Board shall submit a report to the office of the Dean of Academics that contains any amplifying information the board chair considers appropriate relating to the board's recommendations for all applicants. This report will be a separate report and is not to be included in the application folders.
INTERPRETATION: Provost/Vice President of Academics EFFECTIVE DATE: 1/17/00 Ira D. Jacobson Provost/Vice President of Academics 1/17/00
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-20A ACADEMIC POLICIES AND PROCEDURES - GENERAL 8/01/98 FACULTY WORKLOADS FOR RESIDENT CAMPUSES
REFERENCES:Section 8.4.1, Daytona Beach Campus Faculty Handbook Part II.E, Prescott Campus Faculty Handbook
Academic Policy A-21 - Faculty Appointments Academic Policy A-22 - Compensation for Adjunct Teachers on Resident Campuses Academic Policy A-24 - Compensation for Teaching Overloads on Resident Campuses Academic Policy A-25 - Summer Compensation for Academic Policy A-26 - Compensation for Directing a Thesis, a Graduate Research Project, or a Special Topics Course on Resident Campuses
PURPOSE: These guidelines establish a framework for the assignment of faculty workloads. They include the assignment of teaching loads and equally important service and scholarly/research responsibilities. They also include the expectation that faculty should contribute to the intellectual, spiritual, physical, and social development of students.
RESPONSIBILITY: Department chairs are responsible for assigning workloads to individual faculty members within the guidelines provided herein. The Campus Academic Deans will review assignments as necessary to assure an equitable distribution of the overall workload. The Executive Vice President, Academics has oversight responsibility for the implementation of these policies. Procedures and Guidelines:
1. The normal teaching load for full-time faculty will be an average of 12 teaching load units (TLUs) per semester for fall and spring, plus three equivalent additional hours of service, research, and/or other scholarly activities per semester. Faculty must schedule ten office hours per week; scheduling is at the faculty member's option but it must assure his or her availability to students.
2. The normal teaching load for either summer term is 6 TLUs, not to exceed 12 TLUs for the summer semester. (For additional information see Academic Policy A-25 - Summer Compensation for Resident Campuses.)
3. For courses other than AMT and FA the teaching load unit is normally equivalent to the credit hour. For the purpose of workload equity, courses other than AMT and FA which have a laboratory or design component will have an equivalent teaching load unit assigned by the Department Chair and approved by the appropriate Dean. A graduate course will have a teaching load equivalent to 4/3 of the credit hours for that course.
4. Department Chairs will consider service and research activities when determining teaching loads for individual faculty members and will equitably distribute assignments according to departmental and program needs. Assignments will be incorporated into the faculty member's annual performance plan, and, therefore, into the evaluation process for consideration in promotion and tenure. Each department will provide examples of teaching, service, and research activities which meet departmental expectations for promotion and tenure purposes.
5. In the assignment of teaching loads, Department Chairs will take into consideration class sizes, frequency of class meetings, number of preparations, the type of course (graduate, undergraduate, lab, flight, etc.), special topics, independent study, thesis direction, internship supervision, and meeting times. Department Chairs may reduce teaching loads for research or for
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other professional reasons as long as the reduction can be accomplished within the approved fiscal year budget and does not jeopardize the teaching commitments of the department. Reductions in teaching loads which require additional funding must be approved by the Campus Academic Dean and the Executive Vice President, Academics.
6. The maximum number of preparations is normally three; exceptions may be made based on departmental needs.
7. Teaching overloads will be discouraged. The Department Chair may manage an overload situation as follows (choices are in priority order):
a. Remove the faculty member from service/research activities;
b. Reduce the faculty member's credit hours by a like number the next semester provided this occurs within the same academic year.
c. Pay overload pay. Scheduling faculty to teach courses for a department or college other than the one in which they are contracted requires the approval of both Department Chairs and the Campus Dean(s).
8. The normal workload for AMT faculty is an average of 22 contact hours, with a maximum load of 25 contact hours, per week each term. AMT faculty must schedule five office hours per week. Service and research assignments will be made at the discretion of the Department Chair.
9. Department Chairs will normally teach a minimum of one course per semester. Associate chairs and program coordinators will normally teach a minimum of two courses per semester. Exceptions will be determined by the appropriate Campus Dean.
10. To maintain the integrity of summer program offerings, the University reserves the right to assign the performance of additional teaching load units to faculty members during the summer. Summer teaching for those on nine-month contracts will be compensated at the rate of 1/12 of 25 percent (2.0833%) of the faculty member's base salary per teaching load unit. AMT faculty will maintain their normal A and B term workloads. The primary responsibility of the faculty on campus during the summer will be teaching, with reduced expectations for additional service.
INTERPRETATION: Provost/Vice President of Academics MODIFIDATIONS: Changes to this policy are subject to the concurrence of the Executive Vice President, Academics and the concurrence of 2/3 of the combined voting membership of the faculty governing bodies of the resident campuses. EFFECTIVE DATE: 8/01/98 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-21A ACADEMIC POLICIES AND PROCEDURES - GENERAL 8/01/98 FACULTY APPOINTMENTS
PURPOSE:
To define different types of full-time, temporary, instructional and research appointments the University makes.
REFERENCES: Academic Policy A-20 - Faculty Workloads for Resident Campuses Academic Policy A-22 - Compensation for Adjunct Teachers on Resident Academic Policy A-24 - Compensation for Teaching Overloads on Resident Campuses Academic Policy A-25 - Summer Compensation for Faculty on Resident Academic Policy A-26 - Compensation for Directing a Thesis, a Graduate
TYPES OF APPOINTMENTS:
I. The University makes the following full-time teaching, research, and educational support assignments:
A. (General Faculty) Annual:
With expectations of renewal or continuous service as defined in the campus faculty handbooks. The normal contract will be for the ninemonth academic year; faculty with administrative/research duties may be offered a twelve-month contract. Includes the regular faculty ranks of Professor, Associate Professor, Assistant Professor, and Instructor.
B. (Special Service Teaching and Research Faculty) Term: For a specified term without expectation of renewal or tenure, with conditions and limitations printed in a faculty handbook. May be made for a nine-month academic year or a calendar year. Includes the following ranks: 1. Visiting (Professor, Associate Professor, Assistant Professor) 2. Research (Professor, Associate Professor, Assistant Professor)
C. (Non-Tenure Track Faculty) Annual: With expectations of renewal of single or multiple year contracts, as defined in the faculty handbooks. The normal contract is annual, but faculty who have completed five or more years of continuously satisfactory performance may apply for a three-year contract; those with ten years of service may apply for a five-year contract. Issuance of non-tenure track contracts will be consistent with the Department Strategic Plan. Appointments will be at the regular ranks of Assistant, Associate or full Professor.
II. The University makes the following temporary teaching assignments. Adjunct Teachers and Lecturers will be issued letters of appointment and will not be eligible for tenure.
A. Adjunct Teacher: May only be given a part-time assignment one semester at a time and
1. May not teach more than two sections per semester and may not teach more than 18 semester credit hours during the calendar year.
2. Total assigned teaching and service time may not exceed 20 hours per week.
3. Pay is at a fixed adjunct rate based on the number of credit hours taught.
4. Will provide two office hours per week for each course/ section (exclusive of lab sections) assigned.
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5. Will not be eligible for University benefits.
B. Lecturer: May be used in lieu of regular contract faculty or in place of adjunct teachers as a temporary instructional position. 1. The maximum workload will be 12 credit hours and the minimum workload will be 8 credit hours per semester for the nine-month academic year.
2. No service, research, or other scholarly duties will be assigned.
3. Will provide two office hours per week for each course/section (exclusive of lab sections) assigned.
4. Lecturers may not normally be appointed for more than three consecutive academic years.
5. Salaries for lecturers will be determined based on experience, credentials, areas of teaching, and number of credit hours assigned.
6. Lecturers will be provided the following benefits: a. Statutory benefits (F.I.C.A., Worker's Compensation, Unemployment Compensation) b. Discretionary benefits (Library privileges, bookstore discounts, use of ERAU facilities, Credit Union, attraction discounts available to ERAU, and the Computer Purchase Plan provided that the individual pays the entire cost upon order)
III. Instructional or research staff are specialists who have credentials that incorporate experience, licenses, and academic degrees. The following instructional/research staff categories can be assigned:
A. Flight Specialist - Each position will be listed on a position control roster. May be renewed on a year-to-year basis.
B. Laboratory/Instructional Specialist - Each position must be approved and listed on a positioncontrol roster. May be renewed on a year-to-year basis.
C. Research Associate - This title may be assigned to budgeted research positions as funded and approved for grants and contracts. It is understood that this project-specific position terminates when the grant support ends.
INTERPRETATION: Provost/Vice President of Academics MODIFICATIONS: Changes to this policy are subject to the concurrence of the Executive Vice President, Academics and concurrence of 2/3 of the combined voting membership of the faculty governing bodies of the resident campuses. EFFECTIVE DATE: 8/01/98 Ira D. Jacobson Provost /Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-22A ACADEMIC POLICIES AND PROCEDURES - GENERAL 8/01/98 COMPENSATION FOR ADJUNCT TEACHERS ON RESIDENT CAMPUSES
I. PURPOSE To establish a standardized rate for paying adjunct teachers on resident campuses.
II. REFERENCES Academic Policy A-20 - Faculty Workloads for Resident Campuses Academic Policy A-21 - Faculty Appointments
III. SCOPE OF POLICY This policy applies to all adjunct teachers assigned to departments of a resident campus with the exception of the College of Continuing Education, which operates under alternative rates and/or administrative procedures.
IV. RESPONSIBILITY The office of the Executive Vice President, Academics in coordination with the Department of Human Resources shall be responsible for publishing the approved pay rates for adjunct teachers.
V. POLICY A. Compensation for Teaching an Undergraduate Course Bachelor's degree: $435 per teaching load unit (TLU) Master's degree: $490 per teaching load unit Doctorate degree: $545 per teaching load unit
B. Compensation for Teaching a Graduate Course Master's degree: $600 per teaching load unit Doctorate degree: $667 per teaching load unit
C. Compensation for Teaching AMT Courses Associate degree: $15 per contact hour Bachelor's degree: $18 per contact hour Master's degree: $20 per contact hour
D. Compensation for Teaching Flight Courses $15.00 per instructional hour NOTE: In high technology areas where market conditions dictate, with the approval of the Provost and Vice President of Academics, these rates may be exceeded.
E. Undergraduate Special Topics Course Adjuncts who teach an undergraduate special topics course are paid at the rate of $100 per credit hour; adjuncts who teach a graduate special topics course are paid at the rate of two-thirds of the tuition per credit hour at the tuition rate in effect at the time the student enrolls in the course.
F. Directing a Thesis or Research Project Adjuncts who direct a thesis or direct a research project are paid at two-thirds of the tuition per credit hour in effect at the time the student enrolls in the course.
G. Office Hours Under these rates adjunct teachers will be required to maintain a minimum of two office hours per week for each course/section (exclusive of lab sections) taught.
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H. Travel Expenses Adjunct teachers who reside outside a 50-mile radius of the campus are eligible to be paid for personal transportation expenses to and from class meetings based on current rates as established in the University Travel Policy UAP #3. These payments will be issued as a reimbursement through established travel reimbursement procedures. I. Adjunct teachers are not eligible for University benefits.
VI. PROCEDURES FOR APPOINTING ADJUNCTS
A. When the decision is made to hire an adjunct teacher, the dean will issue a letter of appointment to the adjunct teacher, who will indicate acceptance by signing the letter and returning it to the dean.
B. When the signed letter of appointment is returned, the dean will instruct the department chair to submit a Change of Status form (Employment Status form for new hires or Semester Status form for continuing adjuncts) which must be signed the adjunct teacher and the department chair. These forms should be submitted at least one week before the beginning of the semester.
C. The department chair will forward the Change of Status form along with the signed letter of appointment to the dean, who will sign it and forward it to the Human Resources Department.
D. In the event adjunct instructors must be hired during the week before classes begin or during the first few days after classes begin, a letter of appointment must be prepared and submitted along with a Change of Status form immediately upon hiring the instructor.
INTERPRETATION: Provost/Vice President of Academics MODIFICATIONS: Changes to this policy are subject to the concurrence of the Provost and Vice President of Academics and the concurrence of 2/3 of the combined voting membership of the faculty governing bodies of the resident campuses. EFFECTIVE DATE: August 29, 1990 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY A-23A ACADEMIC POLICIES AND PROCEDURES – GENERAL 2/15/00 MID-TERM PROGRESS REPORTS
This policy provides the following procedure for issuing mid-term reports to Freshmen students to indicate their progress in each class.
1. The progress report will be issued to all students who have earned 27 credit hours or less at Embry Riddle during the fall and spring semesters.
2. At the beginning of the sixth week of classes in each semester the Records office will furnish class lists to all instructors who have Freshmen students in their classes.
3. Each faculty member teaching Freshmen will provide marks of U (unsatisfactory, below C) or S (satisfactory, C and above) for each Freshman in their classes and return the class lists to the Records office by the beginning of the seventh week. An X (Grade affected by Excessive Absences) will be added to the mark (eg. UX) where appropriate. These marks will be based on quiz/homework/report/test scores, participation in class, attendance, and any other factors which individual faculty members deem appropriate to indicate the progress of the student.
4. These marks are intended simply as indicators to students of their academic progress and should not be incorporated into the students’ final grades in their courses.
5. A mid-term grade report will be sent to each student’s mailbox and a copy will go to the student's advisor. The report will be distributed no later than the end of the seventh week of classes. The last day to drop classes is at the end of the tenth week.
6. A student receiving a U, UX, or SX mark in any course will be urged to see the instructor for the course and meet with his or her academic advisor to discuss possible ways of improving performance in the course.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: 2/15/00 Ira D. Jacobson Provost and Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-24A ACADEMIC POLICIES AND PROCEDURES - GENERAL 8/01/98 COMPENSATION FOR TEACHING OVERLOADS ON RESIDENT CAMPUSES
I. PURPOSE To establish a standardized rate for compensating faculty on resident campuses for teaching overloads.
II. REFERENCES Academic Policy A-20 - Faculty Workloads for Resident Campuses Academic Policy A-22 - Compensation for Adjunct Teachers on Resident Campuses
III. SCOPE OF POLICY This policy applies to all full-time contract faculty assigned to departments of a resident campus with the exception of the College of Continuing Education, which operates under alternative rates and/or administrative procedures.
IV. RESPONSIBILITY The office of the Executive Vice President, Academics in coordination with the Department of Human Resources shall be responsible for publishing the approved pay rates for teaching overloads.
V. POLICY
A. Compensation for Overload Teaching
1. Teaching course overloads is strongly discouraged and occurs only in extenuating circumstances and at the request of the University. Overloads require the approval of the appropriate college dean; they are considered only when other means of meeting the need have been exhausted, including in priority order:
a. Remove faculty from service/research activities
b. Reduce faculty credit hours by a like number the next semester provided this occurs within the same academic year
2. An overload will not normally be paid until the workload for the contracted period exceeds 24 TLUs plus six hours of service/research/scholarly activities for general faculty, 25 contact hours per week each term for AMT faculty, or 750 instructional hours for Flight faculty. Exceptions to this policy require the approval of the appropriate college dean.
3. Full-time faculty who are required to teach a course or courses over and above the normal teaching load will be paid at the appropriate adjunct rate in effect. (See Academic Policy A-22 - Compensation for Adjunct Teachers on Resident Campuses.) In the case of graduate overloading the overload will be compensated at the appropriate undergraduate adjunct rate.
4. Employees who occupy jobs that are primarily non-instructional in nature and who start and complete a course or courses during the normal workday (8:00 a.m. to 5:00 p.m.) will not receive additional compensation for this activity.
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B. Benefits Associated with Overload Pay
Retirement and Social Security contributions associated with overload pay will be applied according to established policies and procedures.
VI. PROCEDURES FOR PROCESSING OVERLOAD PAY
A. Change of Status forms for compensation for teaching overloads must be initiated by the department chair and signed by the faculty member and the department chair.
B. The Change of Status form must then be signed by the dean of the college and forwarded to Human Resources.
VII. INTERPRETATION: Provost/Vice President of Academics
VIII. MODIFICATIONS: Changes to this policy are subject to the concurrence of the Provost and Vice President of Academics and the concurrence of 2/3 of the combined voting membership of the faculty governing bodies of the resident campuses.
EFFECTIVE DATE: Immediately Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY A-25A ACADEMIC POLICIES AND PROCEDURES - GENERAL 10/01/98 SUMMER COMPENSATION FOR FACULTY ON RESIDENT CAMPUSES
I. PURPOSE
To establish a standardized rate for compensating faculty who teach during a summer semester.
II. REFERENCES
Academic Policy A-20 - Faculty Workloads for Resident Campuses
III. SCOPE OF POLICY
This policy applies to all full-time contract faculty assigned to departments of a resident campus but does not apply to the College of Continuing Education, which operates under alternate rates and/or administrative procedures.
IV. RESPONSIBILITY
The office of the Executive Vice President, Academics in coordination with the Department of Human Resources shall be responsible for publishing the approved pay rates for summer teaching.
V. POLICY
A. Compensation
1. Full-time faculty on nine-month contracts will be compensated for summer teaching at 25% of their base, nine-month salary for teaching 12 teaching load units (TLUs) (See Academic Policy A-20). AMT faculty will be compensated for summer teaching at 25% of their base, nine-month salary for maintaining their normal A and B term workloads.
2. Faculty teaching fewer or greater than 12 TLUs will be compensated on a per TLU basis with each TLU worth one-twelfth of 25 percent (2.0833 percent) of the faculty member's base, nine-month salary.
3. Full-time faculty on nine-month contracts will be compensated for externally sponsored research during the summer on a pro rata monthly basis subject to applicable funding agency restrictions.
4. Undergraduate faculty directing special topics courses will be compensated at the rate of $100 per credit hour.
B. Benefits Associated with Compensation for Summer Teaching Retirement
VI. Procedures for Processing Summer Pay
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A. Change of Status forms for compensation for summer teaching must be initiated by the Department Chair and signed by the faculty member and the Department Chair.
B. The Change of Status form must then be forwarded to the Human Resources
INTERPRETATION: Provost/Vice President of Academics MODIFICATIONS: Changes to this policy are subject to the concurrence of the Provost and Vice President IX. EFFECTIVE DATE: October 1, 1998 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-26A ACADEMIC POLICIES AND PROCEDURES - GENERAL 8/01/98 COMPENSATION FOR DIRECTING A THESIS, A GRADUATE RESEARCH PROJECT, OR A SPECIAL TOPICS COURSE ON A RESIDENT CAMPUS
I. PURPOSE
To establish a standardized rate for compensating faculty on resident campuses for directing a thesis, a graduate research project, or a special topics course.
II. REFERENCES
Academic Policy A-20 - Faculty Workloads for Resident Campuses
III. SCOPE OF POLICY
This policy applies to all full-time contract faculty assigned to departments of a resident campus but not to the College of Continuing Education, which operates under alternative rates and/or administrative procedures.
IV. RESPONSIBILITY
The office of the Executive Vice President, Academics in coordination with the Department of Human Resources shall be responsible for publishing the approved pay rates for these types of compensation.
V. POLICY
A. Compensation for Directing a Thesis or a Graduate Research Project Graduate faculty who chair a thesis committee or direct a graduate research project will be compensated at the rate of two-thirds of the tuition per credit hour at the tuition rate in effect at the time the student enrolls for each credit hour or hours.
B. Compensation for Teaching Special Topics Courses
1. Undergraduate faculty teaching a special topics course will be compensated at the rate of $100 per credit hour.
2. Faculty teaching a special topics course at the graduate level will be compensated at the rate of two-thirds of the tuition per credit hour at the tuition rate in effect at the time the student enrolls for each credit hour or hours.
C. Benefits Associated with These Types of Compensation Retirement and Social Security contributions associated with directing a thesis, a graduate research project, or a special topics course will be applied according to established policies and procedures.
VI. PROCEDURES FOR PROCESSING CHANGES OF STATUS FOR DIRECTING
A. Change of Status forms for these types of compensation must be initiated by the Department Chair and signed by the faculty member and the Department Chair.
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B. The Change of Status form must then be signed by the Campus Dean and forwarded to the Human Resources Department.
INTERPRETATION: Dean of Academics MODIFICATIONS: Changes to this policy are subject to the concurrence of the Provost and Vice President of Academics and the concurrence of 2/3 of the combined voting membership of the faculty governing bodies on the resident campuses. EFFECTIVE DATE: 8/01/98 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-27C ACADEMIC POLICIES AND PROCEDURES - GENERAL 8/1/01 REQUIRED GUIDELINES FOR SEARCH COMMITTEES AND HIRING PROCEDURES FOR FULL-TIME FACULTY, DEPARTMENT CHAIRS, AND DEANS
A. The supervising administrator's (Chair, Dean, Chief Academic Officer, President) charge to the Search Committee must be clear and specific, delineating responsibilities and authority of the committee. Human Resources will brief the designated Search Committee Chair to insure that he/she has a fundamental understanding of the requirements and responsibilities of a Search Chair including salary ranges, benefits, confidentiality, etc. For Search Committees at all levels, basic responsibilities include:
1. Preparing a job description or reviewing a copy on file and forwarding a copy to the Human Resources Department;
2. Writing a position advertisement which reflects the following:
a. Title of the position with indication of expected academic rank and tenure status of the appointment,
b. Duties which the individual will be expected to perform,
c. Degree and experience requirements,
d. Areas of specialization,
e. Date position starts,
f. Nature of position (tenure track/non-tenure track, nine month or twelve month, teaching, research, administrative duties, etc.),
g. Salary range, h. Deadline for receipt of applications,
i. Items to be included in application packet (resume, names of references, etc.),
j. Name and telephone number of contact person (usually Committee Chair) at Embry- Riddle;
3. When a position at the full-time faculty, department chair or dean level is open, designated search committees formed to fill these positions will carry out the following steps prior to advertising the position outside the University.
a. An advertisement for the position will be distributed internally to the Daytona Beach Campus, the Prescott Campus and the Extended Campus College of Career Education. When it is highly unlikely that there will be internal candidates, or when advertising deadlines impose severe constraints, the internal and external searches may proceed at the same time.
b. All internal applications received will be evaluated by a search committee. On the basis of this evaluation the search committee may recommend that an applicant be offered the position. Those applicants not recommended will be so notified.
c. If the search committee does not initially recommend an internal candidate, then the open position will be advertised outside the University. Internal applicants will be reconsidered by the search committee during evaluation of outside applicants.
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4. Recommending the appropriate placement of the advertisement to the Human Resources Department;
5. Conducting a search which is fair and impartial based on previously agreed upon criteria;
6. Reviewing and evaluating all candidates; internal applicants will be extended the same evaluation process and procedures as external candidates;
7. Maintaining records on review and evaluations of all candidates with the exception of EEO data which will be obtained and processed by Human Resources; and
8. Providing necessary documents and other pertinent information regarding the search and selection process to the Human Resources Department (applicant records, copies of letters, etc.).
B. Evaluation of the applicants should be based on a rating form which outlines job-related criteria. Copies of each applicant's form should be maintained by the Search Committee Chair to aid in documenting the search for Human Resources and to provide a record if the committee must return to the applicant pool. The evaluation will proceed by the following steps:
1. Eliminating those applicants who do not meet minimum established criteria;
2. Ranking the remaining applicants according to their credentials, experience, and potential for success in the specific position at Embry-Riddle;
3. Verifying degrees and experience of top ranked candidates, and speaking with persons offered for reference;
4. Recommending up to three candidates for interviews and securing their consent to an interview; and
5. Notifying those candidates who will not be interviewed.
C. The final interview(s) with the applicant should be conducted on campus. Preliminary interviews might be conducted at regional or national conferences or via telephone conversation. In any event, the Search Committee should adhere to the guidelines established by the Equal Employment Opportunity Commission (see Appendix A) when interviewing applicants.
D. Interview expenses should be kept to a minimum. (See Section F. 5-6) For on-campus interviews, the following guidelines should be observed:
1. The candidate will usually stay one night and not more than two. No more than two non- Search Committee members may accompany a candidate at meals.
2. Rental cars will not be provided at University expense. Exceptions may be requested for approval by the Human Resources Department.
3. The Human Resources Department will coordinate hotel reservations with a local hotel on written request by the Chair of the Search Committee.
4. Reimbursements for interview expenses will be submitted on a travel and expense voucher signed by the selecting officer and forwarded to the Human Resources Department for approval.
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5. Exceptions to these policies must be submitted to and approved by the Manager of Employment and Employee Relations.
E. The letter of offer (prepared by the supervisor; see Section G.6) should contain the following information:
1. Terms of appointment; rank, title, salary, starting date, period of appointment, pay schedule, and special provisions;
2. Length of period to be eligible for tenure or notice of appointment with tenure as prescribed in the campus faculty handbook and the process outlined in section G.5.h. of this handbook;
3. Faculty benefits and provisions for moving expenses, if applicable, must be agreed to by the Manager of Employment and Employee Relations;
4. Responsibilities.
F. Procedure for Committees Charged with Searches for Faculty Members and Guidelines for Certain Administrative Positions with Faculty Rank:
1. Position Approval
a. The department chair will submit a written request for a new faculty position or for permission to fill an existing position to the supervising dean. Each request will include justification for the position, position description (including rank), salary range to be offered, budget impact, and proposed date of hire.
b. Upon the dean's approval, the request will be reviewed by Human Resources and forwarded to the Chief Academic Officer (CAO), who will approve the salary offer. The Chief Academic Officer will notify Human Resources and the supervising dean of his/her approval and authorization to proceed.
2. Advertising
a. The supervising chair will prepare copy for an advertisement and submit the copy to the Dean for approval with a list of recommendations for placement of the advertisement. Human Resources will make no changes in the advertisement without the expressed consent of the dean.
b. The advertisement will direct nominations or applications to be addressed as follows: Name of Search Committee Chair c/o Human Resources Embry-Riddle Aeronautical University ~ Daytona Beach, FL 32114-3900 *(Rationale: Human Resources will notify nominees/applicants of receipt of letters, and collect EEO data, thus freeing department secretaries of the clerical responsibility.)
c. The advertisement will clearly specify what materials the applicant should supply with the initial letter (vita, references, transcripts, etc.) and exactly what qualifications are necessary for the position. In addition, the advertisement will specify the closing date, if one is established, for receipt of applications and supporting materials.
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d. Applications will be forwarded to the Search Committee Chair within three working days of receipt by Human Resources.
3. Composition of the Search Committee
a. The Department or Division Supervisor (Chair, Dean, CAO, etc.) or his/her designee will serve as Chair of the Search Committee.
b. Four members of the department/division or related department/divisions will serve as committee members. While these members may be appointed by the supervising administrator, an effort should be made to vary membership of committees to avoid identical composition of committees.
4. Duties of the Search Committee
a. At the beginning of the process, the Search Committee will receive a briefing from a representative of the Human Resources Department who will explain the support role played by Human Resources and summarize the EEOC guidelines pertaining to faculty recruitment and selection. The Search Committee will familiarize themselves with Appendix A - Uniform Guidelines for Employment Selection.
b. The Search Committee will establish evaluation procedures (local option approved by division supervisor) which must be uniformly applied to all applicants. Written English skills will be assessed from the applications packages. Oral language skills will be assessed during campus interviews when an applicant is required to teach a class or present a seminar.
c. Those applications which do not meet minimum criteria should be returned to Human Resources with appropriate notations. The Chair of the Search Committee will inform those applicants in writing that they are not being considered for the position. A copy of this notice will remain with the applicant's file.
d. Given a sufficient number of qualified applicants, the Search Committee will establish a meeting schedule, a proposed timetable for selection of the top three candidates, and a tentative timetable for conclusion of the search process.
e. The Search Committee will select up to three applicants to be interviewed for each advertised position. Candidates may be interviewed in rank order until a selection is made if the selection committee so desires.
f. The Search Committee will thoroughly check credentials of the chosen applicants, including verifying degrees and contacting persons whose names have been given for reference. The Search Committee Chair will document the findings of these checks.
g. Telephone interviews may be conducted by the Search Committee via a conference phone call. The information gathered by this process is used to reduce the pool to the small group (up to three) that may be invited to campus for a formal interview.
h. Before an on-campus interview is scheduled, the Search Committee Chair will present the findings to the selecting administrator (Dean, Chief Academic Officer, President, etc.) in charge of the unit or division and secure an approval to interview. Materials presented for review will include at least the following: application letter, resume, three letters of reference, records of telephone interviews.
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i. All due consideration should be given to minority and female applicants who possess the requisite credentials in recognition of the University's interest in achieving a balance of background among the faculty.
5. Interviewing
a. The Chair of the Search Committee will talk with the applicants the committee has selected for interview. At that time, the applicants should be informed of the salary range approved for the position if such information was not included in the position announcement.
b. Applicants should be informed that reasonable and necessary reimbursement of interview expenses will be made upon receipt of documentation of expenses incurred which will be reviewed and approved by the Office of Human Resources.
c. The itinerary for each applicant's interview will be coordinated by the Search Committee Chair. A folder containing the applicant's itinerary and copies of all pertinent information will be forwarded to each person who will interview the applicant at least one day prior to his/her arrival.
d. Upon arrival, applicant will be greeted by the Search Committee Chair or representative. The applicant will be given a copy of the itinerary and a folder containing a job description, a list of approved benefits, and information about the University and community.
e. While on campus, the applicant will:
i. Meet with the Search Committee and individual faculty members of the interviewing department/division/college/etc.;
ii. Meet with the administrator to whom the position reports:
iii. Meet with the Academic Dean (at Daytona Beach the Graduate Dean and the Dean of Students may also be scheduled together);
iv. Meet with the Chief Academic Officer or his/her representative (required for Department Chairs and Deans only);
v. Candidates for faculty positions will teach a class or present a seminar as appropriate to the position and the campus practice (CCE may use an alternate communications skills evaluation process);
vi. Human Resources will provide a folder outlining benefits. If time permits, the candidate can be scheduled to meet with a representative from Human Resources.
f. After the applicant has left campus, the Search Committee Chair and the supervising administrator will meet briefly with all concerned parties for discussion of the applicant’s qualifications.
g. After all selected finalists have been interviewed, the Search Committee will recommend one or more candidates. The Chair of the Search Committee will assemble a
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complete file for each recommended candidate which will contain a resume, transcript, letters of reference and records of all phone conversations with references.
i. Candidates for a Faculty Position The Chair of the Search Committee will report in writing the recommendation to the Department Chair. The Department Chair will forward the file of the recommended candidate or candidates as well as his or her recommendation in writing to the Dean. The Dean will confirm the written recommendation with the Chief Academic Officer. The Chair will call and present the authorized offer to the candidate and ask that official transcripts be sent to the Office of Human Resources when negotiations are complete and acceptable to both the Chair and the candidate. The Human Resources Department will forward a copy of the transcripts to the Department Chair.
ii. Candidates for Chair of Department The Chair of the Search Committee will report in writing the recommendation to the Dean. The Dean will forward the file of the recommended candidate or candidates as well as his recommendation in writing to the CAO. Upon approval by the CAO, the Dean will call and present the authorized offer to the candidate and ask that official transcripts be sent to the Office of Human Resources when negotiations are complete and acceptable to both the Dean and the candidate. The Human Resources Department will forward a copy of the transcript to the Dean.
iii. Candidates for Dean The Chair of the Search Committee will report in writing the recommendation to the CAO. The file of the applicant(s) will accompany the recommendation. The CAO will coordinate the selection with the President, notify the applicant, present the authorized offer and ask that official transcripts be sent to the Office of Human Resources when negotiations are complete and acceptable to both the CAO and the candidate.
h. Any offer of tenure or credit toward the minimum requirements for tenure should be coordinated with the appropriate department tenured faculty, the Department Chair and the Dean and be approved by the CAO and the President.
6. Hiring Procedures
a. After the degrees have been verified with official transcripts, the supervisor will prepare a certified letter of appointment, in duplicate, specifying the date of employment, rank, expected course load, and salary. The letter will be signed and sent by the CAO. The Dean will sign and send faculty letters. A copy of the letter will be sent to Human Resources, the Academic Dean, and the supervising administrator.
b. The applicant will sign the original of the letter of appointment and return it to the Dean, or selecting officer, within one week of receipt of the letter. (An extension may be granted at the discretion of the supervisor.)
c. When the signed letter is received, the supervising administrator will retain one copy and forward the original and the applicant's complete file including official transcripts to Human Resources.
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d. Within one week of return of the letter of appointment the selecting officer will inform all remaining candidates by letter. The records of all applicants will be sent to the Office of Human Resources immediately.
Interpretation: Chief Academic Officer Effective Date: 8/1/01 Barry A. Benedict Senior Vice President and Chief Academic Officer
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-28A ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 FOREIGN STUDENTS IN ERAU COURSES
Foreign students are occasionally permitted to enroll in Embry-Riddle Language Institute classes through the auspices of the Center for Professional Programs. The following regulations will govern their status at the University.
1. If these individuals are to receive academic credit, they must be admitted through the Department of Admissions, either as degree seeking students or as non-degree seeking students. All of the University policies and regulations applicable to regularly-admitted students will apply to these individuals.
2. All other individuals will attend on a non-credit basis and will be admitted through the Embry-Riddle Language Institute (ERLI), who will be responsible for preparing the students in written and spoken English so that they may meet the University's admissions standards for ESL International Students.
Interpretation: Associate Provost for Undergraduate Programs Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-29B ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 UNDERGRADUATE ENROLLMENT IN 500-LEVEL COURSES
1. Eligibility and Conditions
a. The student must have attained Senior status (i.e., earned at least 88 semester hours applicable to the student's degree program) and have a CGPA of 2.50 or better.
b. Students must have completed all the prerequisite knowledge requirement(s) listed after the course description before enrollment in the graduate course.
c. Credits earned at the 500 level will normally be applied either to undergraduate or graduate degree requirements as designated by Daytona Beach campus students. Once approved, the designation by the student becomes permanent and may not be changed at a later date. College of Continuing Education students in good academic standing may petition to enroll in 500- level courses for graduate credit if they are within two courses of completing all requirements for an ERAU bachelor's degree, but they may not enroll in 500- level courses for undergraduate credit.
d. A grade of B or better must be earned in any such course in order for the course to apply against graduate degree requirements.
e. Any 500-level course used to fulfill undergraduate requirements cannot be used for graduate credit.
f. An undergraduate student may not enroll in more than 12 credit hours of graduate courses prior to completion of the bachelor's degree and admission to a graduate degree program.
2. Administrative Procedure
a. Graduate Courses Taken For Undergraduate Credit
1) Students desiring to enroll in a 500-level course for undergraduate credit must submit a petition (Attachment l) to their academic advisor for approval by their degree program chair.
2) The original copy of the petition and the registration form must be submitted at the time of registration.
b. Graduate Credit In Escrow
1) Embry-Riddle undergraduate students who meet the criteria in 1. above, may enroll in 500-level courses for graduate credit. This credit will be held in escrow until the student receives the bachelor's degree; it may then be applied toward the appropriate graduate degree program requirements.
2) A Daytona Beach Campus student may obtain a "Graduate Credit in Escrow Form" (Attachment 2) from the Graduate Studies Office, Graduate Program Coordinator or Graduate Admissions. The student takes the form to the appropriate Graduate Program Coordinator for approval and submits the approved form to the Graduate Admissions Office. Admissions will electronically transfer the record to the graduate records prior to the term of matriculation. Students in this category need only present a Registration Form signed by the Graduate Program Coordinator in order to register.
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3) For CCE students, the Center Director will forward the original copy of the Credit in Escrow form to the CCE Office of Admissions, Records, and Registration for processing.
c. Students will be subject to the same policies, regulations and procedures that would apply to graduate students enrolled in the course, regardless of whether the course is taken for undergraduate or graduate credit.
Interpretation: Associate Provost for Graduate Programs and Research Effective Date: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-30C ACADEMIC POLICIES AND PROCEDURES - GENERAL 12/3/01 FACULTY QUALIFICATIONS
1. To maintain regional accreditation, the University must periodically complete and send to SACS documentation for all full-time and part-time faculty credentials.
2. The basis for documenting faculty credentials is described in the following policy:
A. Undergraduate Faculty
Undergraduate teaching faculty are to be certified by discipline. To be classified as a faculty member who is in compliance with the SACS booklet, Criteria for Accreditation, based on academic credentials, each full-time and part-time faculty teaching credit courses leading toward the baccalaureate degree must have completed at least 18 graduate semester hours (gsh) in the teaching discipline and hold at least a master’s degree, or hold the minimum of a master’s degree with a major in the teaching discipline. In exceptional cases, outstanding professional experience and demonstrated contributions to the teaching discipline may be presented in lieu of formal academic preparation. Such cases must be justified by the institution on an individual basis. In certain technical areas listed below, the minimum criteria involve academic degrees, certificates or licenses, and either industrial experience or teaching experience.
By discipline:
Aeronautical Science faculty must have a minimum of a master's degree and 18 gsh in a discipline related to what they teach and have experience in the field.
Aeronautical Systems Maintenance faculty must have a minimum of a master's degree and 18 gsh in a discipline related to what they teach and have experience in the field.
Aerospace Electronics faculty must have a minimum of a master's degree and 18 gsh in a discipline related to what they teach and have experience in the field.
Aircraft Engineering Technology faculty must hold a master's degree and have 18 gsh in engineering, engineering technology or in a closely related field if the degree is primarily analytical and the subject is clearly appropriate. In addition, the faculty member must also have a minimum of three years of relevant industrial experience.
Avionics Engineering Technology faculty must hold a master's degree and have 18 gsh in electrical engineering or electronics engineering or electrical engineering technology or electronics engineering technology and have relevant industrial experience.
For each of the technical areas listed above, in certain exceptional cases, a faculty member who does not possess the master's degree and the 18 gsh in the appropriate field will be reported to SACS as being in compliance with the criteria, provided that the faculty member possesses at least a bachelor's degree and has unique experience and demonstrated competence which are documented in the faculty member's file. This information must be reported to SACS. Flight faculty must hold a minimum of a master's degree, have appropriate flight credentials, and have aviation experience.
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B. Graduate Faculty
Graduate teaching faculty are appointed to the graduate faculty in their department; faculty teaching in the off-campus programs are certified by course. These faculty must hold the highest earned degree in their discipline, usually the doctorate, although in some cases experience and/or scholarly or creative activity may substitute for the doctorate. At the present time, the master's degree is considered to be the terminal degree for the Aeronautical Science discipline. Faculty Senates have examined this issue and have concurred with this terminal degree definition.
3. Faculty who do not meet the compliance criteria covered in section two will be reported to SACS as not in compliance. In each case, the University must show the plan by which the faculty member will achieve compliance. It must also report what progress the faculty member has made to actually complete the plan.
INTERPRETATION: Associate Provosts for Undergraduate and Graduate Programs EFFECTIVE DATE: 12/3/01 Barry A. Benedict Senior Vice President and Chief Academic Officer
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY A-31A ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 COURSE SYLLABUS
This procedure is established to insure that a course syllabus is prepared for each course offered, that course syllabi are current, and that they are distributed to students at the beginning of each semester/term. The course syllabus clearly specifies the course goals, learning outcomes (expected course outcomes), nature of course content and course requirements. It tells the students what they can expect from the course and the instructor. The course outcomes should be specific, demonstrable and observable.
1. Faculty members are responsible for the preparation, currency, and utilization of a course syllabus for each course assigned to them.
2. Format
The attached format satisfies the requirements of the University and accrediting bodies. An important factor to remember in preparing a course syllabus is that it must satisfy the requirements specified in the course outline. The course description, goals and learning outcomes should be identical with those delineated in the course outline for the particular course. The specific ways in which the goals and learning outcomes are accomplished, and the degree of detail in the course schedule, statement of grading and class policies, are left up to the individual instructor. The course syllabus should reflect the individual strength of the instructor both in content and in instructional techniques.
3. Review and Revision:
Faculty members must use the course outline in preparing and revising the course syllabus. The course syllabus must be revised every time the course is offered.
4. Distribution Course syllabi will be distributed to students at the beginning of each semester/term. Copies of each course syllabus will be maintained in the offices of the Department Chairs. Instructional support materials/course syllabi for the College of Career Education will be maintained at the CCE centers.
INTERPRETATION: Associate Provost for Undergraduate Programs Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY A-32A ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 FACULTY RANK FOR MILITARY OFFICERS ASSIGNED TO ROTC UNITS
1. United States Air Force and Army commissioned officers and United States Army Warrant Officers will be granted faculty rank during the period of assignment to instructional duty with the ROTC detachments at the Daytona Beach and Prescott campuses.
2. Upon notification through ROTC channels of the officer's reporting date, the Provost/Vice President of Academics will issue a letter of appointment to faculty rank.
3. Commanders of U.S. Air Force and Army ROTC detachments will be appointed to the rank of Professor. All other officers will be appointed to the rank of Assistant Professor.
Interpretation: Provost/Vice President of Academics Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-33A ACADEMIC POLICIES AND PROCEDURES - GENERAL 2/15/00 TERMINAL DEGREE
Embry-Riddle Aeronautical University defines the Terminal Degree in each discipline as follows:.
Aerospace Engineering Earned doctorate in discipline Business Administration or appropriate related Computer Science discipline as determined by the Humanities Provost/Vice President, Academics Social Science Mathematics In exceptional circumstances a Physics master's degree and documented Chemistry industry experience may Engineering Physics substitute for a doctorate Electrical Engineering (determined by the Provost/VPA) Aircraft Engineering Technology Avionics Engineering Technology In Humanities, the MFA along with an MA in an appropriate field (e.g., MFA in Creative Writing and an MA in English) is considered a terminal degree (determined by the Provost/VPA)
Aviation Maintenance Technology Master's degree in discipline Aeronautical Science or appropriate related discipline backed with appropriate industry experience (determined by the Provost/VPA)
Interpretation: Provost/Vice President of Academics Effective Date: 2/15/00 Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY A-34A ACADEMIC POLICIES AND PROCEDURES - GENERAL 4/1/01 ACADEMIC PROGRAM REVIEW
I. General
This procedure outlines the process to be followed in reviewing the University’s curriculum and degree programs. The faculty of the University must continually review the inventory of degree programs so as to provide the best, latest and most relevant study topics.
II. Review
To ensure an effective, thorough review of existing degree programs, the following sequence should be followed:
A. Academic Program Review Group (APRG)
1. Will be composed of the three Academic Deans from the three campuses, the Speakers of the Faculty Senates and the Chief Academic Officer.
2. Scheduled meetings will be held at least once each calendar quarter. At each meeting candidate degree programs will be selected for review and then be presented and conducted by the Program Director for the APRG.
3. The focus of the committee will be on the economic and academic relevancy of undergraduate and graduate degree programs offered by the University at its three campuses.
4. The committee will recommend to the President and Board of Trustees whether degree programs should be continued in the University catalog and whether changes should be made to keep programs current, to include the application of physical and financial resources. Changes in degree programs must follow the requirements of A-04I – Academic Change Process.
B. Process
1. Introduction Academic program review consists of regular, periodic review of all the University’s academic units and programs. The purpose of academic program review is to assess program quality and effectiveness in order to foster academic planning at all levels and to provide guidance for administrative decisions. It is intended to provide a mechanism to ensure the improvement of academic programs on a continuous basis. The process is envisioned to assist an academic unit in understanding its current status so that it can establish priorities and identify strategies for achieving the University goals of academic excellence and eminence. Program review should not be viewed as an unrestrained opportunity to request additional resources. Instead, primary emphasis will be on how an academic unit and its programs can be improved through the use and reallocation of its existing resources. While the primary emphasis is on program improvement, the program review process should also lead to identification of those academic programs that are not central to the strategic direction of the university and for which sufficient improvement appears to be impossible. Program review is a process for monitoring the status, effectiveness, and progress of academic programs, recognizing and responding to program strengths and weaknesses; identifying important directions in
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the disciplines or professions that need to be addressed; assessing the relationship among and contributions to other academic programs and the overall mission of the university; selecting among the opportunities and options available to the programs; and recognizing the implications of the choices made. Thus, program review is a process by which the future directions, needs and priorities of academic programs can be identified. As such, program review is inextricably linked to strategic planning, resource allocation, and other decision making at the program, department, college, and university levels.
2. Description of Reviews
a. The overall criteria are:
• Quality of faculty, students, and the instruction, research, and outreach programs of the unit • Demand for the programs and graduates • Centrality to the university mission • Comparative advantages/uniqueness • Financial considerations and adequacy of resources
b. Program reviews at Embry-Riddle Aeronautical University have the following characteristics: • They are faculty-driven, with self-study involving faculty from the unit being reviewed and with review being provided by peers from other units on campus. • They incorporate expert assessment provided by reviewers from other institutions. • They occur on a six-year cycle (unless accreditation reviews influence the cycle). • They are evaluated, not just descriptive. To best carry out their purpose, they must be more than just data collection and a means of seeing that minimum criteria are met; program reviews require academic judgments about the quality of the program, students, curriculum, resources and the future direction. • They are forward looking. While assessment of current status is important, continual improvement is of greatest concern. • They provide a concise, honest appraisal of an academic unit’s strengths and weaknesses. • They are independent of any other type of review (although they may be scheduled to accommodate an accreditation review). • They result in an action plan with an overarching strategic agenda designed to enable the program’s existing resources. • The action plan will be implemented with ongoing evaluation of the results.
c. First and foremost among these criteria is program quality.
d. The outcome of program review should be a well-designed and agreed upon action plan for phased improvement of the university’s academic programs. The plans that emerge should be explicit, realistic, and viable, and should reflect the aspirations of each unit. The program review process should focus on improvements that can be made using resources that currently are available to the program. Consideration can also be given, however, to proposed program improvements and expansions that would require
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additional resources; in such cases, the need and priority for additional resources must be clearly specified.
e. Program review is accomplished by thoroughly and candidly evaluating: • The mission and goals of the program and their relation to the mission and strategic plan of the university • The reputation of the program among peers in the discipline, including the extent to which the program is regarded as a leader in the field and as innovative • The curriculum through which program mission and goals are pursued • The quality and diversity of faculty and staff and their contribution to the program mission and goals • Faculty research productivity and impact • Faculty teaching performance • Learning support, such as the availability of libraries, computing facilities, rented space and capital plan • Program size and resources relative to success in its mission • The likelihood that the program can become pre-eminent in the field
C. Suggested Outline and Content for The Self-Study Report
Below is a suggested outline for the self-study report that indicates what should be included or addressed in the self-study of units undergoing program review. The outline is intended to fit a typical academic program area that includes instructional (undergraduate and graduate), research, and outreach activities. Appropriate modifications should be made for units that vary from the usual range of activities of academic units. Some of the information to be included in the self-study will be available from units outside the area being reviewed. The Office of Institutional Research already compiles or can compile (at the program level) some of the required data; to ensure consistency, this data should be used when available. Collection of any remaining data is the responsibility of the unit conducting the self study.
1. Introduction a. Identify units being reviewed b. Brief description of the self-study process c. Organization of the unit d. Brief history of the unit; development and progress during the past 5-10 years (or since the last program review)
2. Mission a. Mission of the unit; philosophy and focus of the instructional, research, and outreach programs of the unit b. Relationship to college and university mission
3. Description of the unit, its programs, and relevant policies
Include the descriptive information identified below for each of the areas listed. Also describe and document recent trends and changes. Where appropriate, discuss relevant policies (e.g. hiring, assignments and responsibilities, annual evaluation, promotion, and tenure policies for faculty; admissions policies for students). The categories and types of information listed below were developed to apply to most units that offer major degree
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programs; appropriate modification should be made for the review of units that offer minors only.
a. Program definition (identify each of the unit’s instruction, research, and extension/outreach programs to be evaluated by the self-study; also describe participation in, and contributions to inter-unit programs, as appropriate)
b. Faculty classification (FTE by rank; headcount, in total and by gender, ethnicity, age, rank, tenure, status, graduate faculty membership, and highest degree). This information should be provided separately for tenure-track faculty; adjunct and temporary faculty; and collaborators and affiliate faculty.
c. Graduate assistant classification (FTE by funding source; headcount, in total and by gender, ethnicity, and assistantship categories of teaching assistants, research assistant, and administrative assistant)
d. Staff classification (FTE by category of position and funding source; headcount, in total and by gender, ethnicity, and categories of positions)
e. Students’ majors and advising and other student support services (number of majors, in total and by classification, gender, ethnicity, age, state and nation of residency, enrollment in on and off-campus credit and non-credit programs, full- or-part time status; number of applicants, number admitted, and number enrolled; number of degrees awarded annually; description of advising and other student support services provided; for graduate programs, entering graduate student, undergraduate quartile rank and summary listing of undergraduate institutions attended, student admission status, and performance on relevant graduate admission tests, e.g., GRE, GMAT)
f. Instruction provided to non-majors (student credit hour production per year for non-majors, in total and by college and major served; and listing of courses taken by significant numbers of non-majors)
g. Facilities and equipment instrumentation (available campus- or college-wide, as well as those dedicated to the program)
h. Information resources and services (relevant library collections and special facilities, staffing, and local online bibliographic access that support the program; computation facilities and services available for the program)
i. Financial resources and indicators (budget by funding source; expenditures by expenditure classification and funding source; sponsored funding received; tuition generated by majors and by total SCH prediction; student scholarships and fellowship; and number an percentage of faculty with external funding)
j. Distribution of grades given by the unit
D. Self-evaluation of programs
For each program identified, the self-evaluation should address the relevant criteria for program review listed below. The emphasis of the evaluation should be on the assessment of quality, provided in narrative form. Included should be a discussion of the status of the program relative to similar programs at appropriate peer institutions. Suggested, but not required, indicators for criteria and sources of evaluative information are provided below (designated by and presented in
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Italics); to the extent possible, comparative data for programs at peer institutions should be included.
1. Quality
a. Faculty quality and productivity • Educational qualifications and relevant experience • Teaching, research, and outreach awards given by national professional associations • Refereed publications, citations, and patents • Juried exhibitions, invited lectures, shows, and recitals • Publications of textbooks and adoptions by other institutions of teaching innovations developed by faculty • Selection of faculty for prestigious invited membership (e.g. the National Academy of Science) • Prestigious positions held in major national organizations, as member of review panels, and as editors of journals • Productivity indicators, such as SCH/FTE, publications/FTE
b. Student quality
• ACT scores and high school rank of undergraduate majors • Scores of entering graduate students on relevant admissions tests e.g., GRE,GMAT • Number of national awards, fellowships, and scholarships (e.g., National Merit Scholars, NSF Fellowships)
c. The quality of the curriculum, instruction, and support services; assess both on-campus and off-campus credit and non-credit programs and their comparability
• National ratings by academic peers • Relevant accreditation status • National student awards and honors • Performance of students on state and national tests (e.g. GRE subject tests, MCAT, certification tests) • Placements of graduates (jobs, graduate schools and professional programs, postdoctoral appointments) • SCH production by tenure-track faculty, by non tenure-track faculty, and by teaching assistants • Student retention, average time to complete degree, and graduation rates • Grade-point average of students at time of graduation • Results of student evaluations of instruction and advising • Results of student exit interviews, alumni surveys, and employer surveys d. Research quality and focus of the unit e. Extension/outreach quality and focus of the unit • Results of clientele surveys
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• Evaluations by program participation
2. Demand (recent trends, current levels, and projections)
a. Instructional demand, overall and by majors and non-majors
b. Employment demand for program graduates • Placement of recent graduates • Projections of labor market demand in areas relevant to the program
c. Demand for extension/outreach programs • Results of surveys of citizens’ needs for outreach programs relevant to the unit d. Significance of outreach programs (i.e. significance to society of the research, scholarships, or artistic contributions of the program)
3. Centrality to the University mission
a. Relationship of the program to ERAU’s mission
b. Interrelationships of the instructional program with other programs at ERAU • SCH to non-majors, by college and majors served • Courses taken by non-majors, by college and major served
c. Contributions to providing a general education for ERAU students, including the development of literacy in science and technology; environmental awareness; communication and analytical skills; humane and ethical values; knowledge of the intellectual historic, and artistic foundations of our culture; and international multi-cultural awareness and sensitivity
d. Interrelationships of research programs with other programs at ERAU
e. Interrelationships of extension/outreach programs with other programs at ERAU
4. Comparative Advantage/Uniqueness a. Areas of overlap or duplication with other programs offered at ERAU
b. Areas of focus and program uniqueness/differentiation from programs offered at other universities; peer comparison universities; and other universities in the region and nation
c. Program distinctiveness in terms of students served (geographic area, gender and minority status, nontraditional students, etc.)
d. Program distinctiveness attributable to interrelationships with other ERAU programs
5. Financial Considerations and Adequacy of Resources
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a. Financial considerations and efficiency • Direct departmental expenditures per SCH produced • Direct departmental expenditures per student major and per graduate; where appropriate and possible, comparable indicators of expenditure efficiency may be provided for service activities • Average section size • Student-to-faculty ratios • Faculty salary comparisons • Average teaching load of faculty and teaching assistants
b. Adequacy of resources
• Faculty • Support staff • Facilities • Equipment/instrumentation • Supplies and services • Information resources and services (Library, Computing Center)
E. Unit planning (next 5-10 years)
The planning process within the unit should be described. Particular attention should be given to ways in which instructional, research and outreach programs will be changed or improved within currently available university resources. Request for increased university funding must include detailed documentation of the need for additional funds and specify the unit’s priorities for additional funds.
1. Planning process 2. Goals and strategies 3. Timetable and implementation plan 4. Relationship to, and consistency with, college and university plan
F. Other issues or information deemed appropriate
Include a summary of the results of any recent accreditation reviews or other external program reviews.
G. Appendices
1. Tables, charts, and graphs that are referred to in the body of the self-study, but are not included therein
2. Roster of current faculty and staff
3. One-page summary curriculum vitae for each faculty member
4. Relevant catalog materials
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5. Copies of other reviews, reports, policy documents, student recruiting/brochures, and other items appropriate to the self-study
Interpretation: Chief Academic Officer Effective date: April 1, 2001 Paul Bankit Vice President of Academics
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ACADEMIC POLICIES AND PROCEDURES – UNDERGRADUATE
EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-01D ACADEMIC POLICIES AND PROCEDURES – UNDERGRADUATE 2/15/00 COURSE LOAD STANDARDS AND CLASSIFICATION OF STUDENTS
1. Twelve semester hours constitute the minimum number of credit hours required for fulltime student status during the Fall and Spring semesters at the Daytona Beach and Prescott campuses. Six semester hours constitute the minimum credit load for full-time status during each Summer term. At Extended Campus locations, a minimum of six credit hours constitutes full-time status for either an eight or ten week term.
2. When students are enrolled for less than the minimum number of credit hours required for full-time status they are classified as part-time students.
3. The maximum credit hour load for students at the Daytona Beach and Prescott Campuses is 18 hours per semester or nine credit hours per Summer term. At Extended Campus locations, the maximum credit hour load varies from 3 to 12 credit hours depending upon the length of the term. At all locations, a student whose cumulative GPA is 3.00 or higher may enroll for an overload with prior approval as specified by the student's applicable Academic Advisor and the student's Program Coordinator. For those students with a GPA of less than 3.00, further approval must be granted by the student's Department Chair.
4. Students are classified at the end of each semester (term in the case of Extended Campus students) based on the total number of credit hours earned toward their degree. This classification is based on the following schedule:
Freshman: 27 semester hours or less Sophomore: 28-57 semester hours Junior: 58-87 semester hours Senior: 88 semester hours or more
Interpretation: Associate Provost for Undergraduate Programs Effective Date: Immediately Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-02E ACADEMIC POLICIES AND PROCEDURES - UNDERGRADUATE 2/15/00 CONTRACT FOR DEGREE
The Contract for Degree program is designed primarily to assist active duty service members in resolving the unique problems which they face in achieving their educational goals due to the exigencies of military service. Non-military students, transferred by their employers to a location not served by an ERAU campus or Center are also eligible for this program.
1. Individuals who are currently, or have been previously, enrolled in Embry-Riddle courses and/or programs at Centers, and have completed the 30 semester hour residency requirement, are eligible to apply for a Contract for Degree by submitting a formal application and required supporting documentation to the College of Career Education Records and Registration Office.
2. Upon receipt of the application and supporting documents, an official evaluation will be prepared and qualified applicants will be admitted as Contract for Degree students.
3. The College of Career Education Records Office will monitor the progress toward degree completion of all Contract for Degree students. These students are required to complete a minimum of 12 semester (or equivalent) hours applicable toward their degree during each year that the contract is in force. In addition, Contract students must submit payment of the established contract maintenance fee annually during the anniversary month of the contract.
4. The University waives the requirement that the student be enrolled in Embry- Riddle courses during the last term preceding graduation and the requirement that the last 30 hours toward a Baccalaureate degree or the last 15 hours toward an Associate degree be completed with the University (see A-AU-05) for Contract for Degree students. All other degree requirements specified in the University Catalog under which the student is accepted must be fulfilled.
5. Students who are located within 50 miles of an ERAU campus or center are not eligible to participate in a Contract for Degree program.
6. The Contract for Degree will remain in force until such time as one of the following occurs: a) All requirements are completed and the degree is awarded. b) The student fails to meet the annual requirements as stated in paragraph 3 above. c) The student submits a written request for termination of the Contract. d) The student enrolls at an ERAU campus or center.
INTERPRETATION: Associate Provost for Undergraduate Programs EFFECTIVE DATE: Immediately Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-03H ACADEMIC POLICIES AND PROCEDURES - UNDERGRADUATE 2/15/00 GRADING SYSTEM
University:
1. The following indicators, used on grade reports and transcripts, signify the quality of a student's academic performance. LETTER STUDENT GRADE POINTS GRADE PERFORMANCE PER CREDIT HOUR A Superior 4 B Above Average 3 C Average 2 D Below Average 1 F Failure 0 WF Withdrawal from the University-Failing 0 W Withdrawal from a course NA AU Audit NA I Passing but incomplete NA P Passing grade (credit) NA S Satisfactory (non-credit) NA T Transfer credit NA N No grade submitted by instructor NA X Credit by means other than course equivalency examinations NA XP Credit by course equivalency exam NA
2. Grade Point Averages (GPA) (CGPA): A term grade point average (GPA) and cumulative grade point average (CGPA) are computed for each student after every term. The GPA is calculated by dividing the number of grade points earned during the term by the number of hours attempted in that period. The CGPA is determined by dividing the total number of grade points by the total number of hours attempted at the University. Grade points and hours attempted are accrued in courses graded A, B, C, D, F, and WF only.
3. Dropping a Course (No Notation of Course Enrollment): Students may drop a course during the drop period only. On the residential campuses, the drop period extends through the third week of spring and fall terms and the second week of summer terms. AMT students may drop a course through the second week of all terms.
4. Auditing a Course (AU): Students audit a course solely to enhance their knowledge. Academic credit is not granted toward degree requirements for courses that students audit. Students may change their registration from audit to credit during the add period only. They may change from credit to audit until the last day of the withdrawal period. In order to receive a grade of audit, students must maintain satisfactory class attendance.
5. Withdrawal from a Course and from the University (W) (WF):
a. Students receive a grade of W if they withdraw from a course prior to the tenth week of spring and fall terms and the fifth week of summer terms. If they withdraw from a course after this period, they receive a grade of F. Students are not permitted to withdraw from a course while a charge of academic dishonesty is pending.
b. Students who withdraw from a flight course prior to the initial attempt at the final phase check receive a grade of W.
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c. Students who withdraw from the University after the withdrawal period receive grades of WF in all courses attempted during the term.
d. In exceptional cases, such as medical emergency, death in the family, military duty, or other extenuating circumstances, students who have withdrawn from a course or from the University after the withdrawal period may petition the appropriate campus Dean to receive a grade of W.
6. Incomplete Grades (I):
a. In exceptional cases, faculty may assign the temporary grade of incomplete (I) if a student is unable to complete the required work in a course because of the above mentioned extenuating circumstances. If a student does not complete the course within the specified period of the subsequent term, the grade of I automatically converts to an F.
b. On the residential campuses, the period to convert an I extends through the sixth week of spring and fall terms or the third week of summer terms.
7. Grades in Incomplete Flight Courses (N): Because the length of time required to complete flight courses varies and may not coincide with the end of the term, a temporary grade of N is assigned for flight courses in which students are still active. If the course is not subsequently completed the following term or extended further by the Department Chair, the grade of N automatically converts to an F.
Extended Campus:
1. Because the length of academic terms varies within the Extended Campus, the withdrawal period also varies. Generally, students who withdraw up to the middle of the term, unless otherwise established by any contract or memorandum of understanding/agreement, receive a grade of W. In exceptional cases, an EC student may petition the Academic Standards and Procedures Committee to receive a grade of W.
2. Students at Extended Campus locations must complete the required work of an incomplete course not later than the end of the third calendar month following the end of the term in which the I grade was assigned. Interpretation: Associate Provost for Undergraduate Programs
Effective Date: Immediately Ira D Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-04C ACADEMIC POLICIES AND PROCEDURES - UNDERGRADUATE 2/15/00 THE CONTINUING EDUCATION UNIT
Recognition of an individual's participation in non-credit classes, courses, or programs offered by the University may be accomplished through the award of Continuing Education Units (C.E.U.). One Continuing Education Unit is defined as ten contact hours of participation in an organized continuing education (adult or extension) experience under responsible sponsorship, capable direction, and qualified instruction. The Campus/Administrative Unit proposing to award C.E.U.(s) will forward a C.E.U. Approval Petition, in the format of the attachment, to the Executive Vice President, Academics for approval. The following records will be maintained by the appropriate campus records office for each individual participating in an activity for which C.E.U.(s) are awarded:
a. Sponsoring Organization b. Location c. Identification of the participant - Name - Address - Date of Birth - Social Security Number d. Activity Identifier (to be assigned by the University Registrar) e. Title of Program or Activity f. Beginning Date of Activity g. Ending Date of Activity h. Total Contact Hours i. Qualitative or Quantitative Evaluation of the Individual's Performance j. Number of C.E.U.(s) awarded k. Description of Program or Activity - a brief record of program content, level, and objectives l. Instructor(s) Name m. Whether a certificate was awarded.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: Immediately Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-05H ACADEMIC POLICIES AND PROCEDURES – UNDERGRADUATE 2/15/00 REQUIREMENTS FOR GRADUATION
To ensure that the level of academic performance of each student awarded a degree meets acceptable standards, it is necessary that the following minimum requirements be satisfied prior to graduation.
1. Required courses and minimum total credit hours listed in the appropriate curriculum of the applicable catalog must be successfully completed. (Reference A-AU-10.)
2. A minimum of 40 credit hours in upper division courses must be completed for baccalaureate degree. (Reference A-AU-22.)
3. Resident Credit:
a) For degree completion, at least 25% of semester credit hours must be earned through instruction by Embry-Riddle Aeronautical University.
b) At the Daytona Beach and Prescott Campuses the last fifteen (15) hours toward an Associate Degree and the last thirty (30) hours toward a Baccalaureate Degree must normally be completed in residence. A waiver allowing a student to take not more than one course from another institution during the last 15 or 30 credit hours may be granted by the Campus Dean, when a required course is not available to the student due to conditions beyond the student's control. At Extended Campus locations the student must be enrolled in University courses the last term prior to graduation. Career Education students enrolled in the Contract for Degree program (A-AU-02) are exempt from these requirements when their military duty assignments or place of employment is at a location not served by the University.
c) An Extended Campus student who transfers to either the Daytona Beach or Prescott campus will not be required to complete the last 15 hours for the Associate Degree or 30 hours for the Baccalaureate Degree in residence in all cases. However, when such students need less than 15 or 30 hours to complete degree requirements at the time of transfer, all subsequent work required for the degree must be completed with the University.
4. A minimum cumulative GPA of 2.00 for all work completed with the University is required for the award of any undergraduate degree. Candidates for the Bachelor of Science in Aerospace Engineering, Bachelor of Science in Electrical Engineering, or Bachelor of Science in Aircraft Engineering Technology must also earn a minimum cumulative GPA of 2.00 for all required Aerospace Engineering, Avionics Engineering Technology, Civil Engineering, Electrical Engineering, Engineering Physics, Engineering Science and Engineering Technology courses.
5. Students will not be awarded a diploma while on probation for conduct.
6. Students will not be issued a diploma or transcript of their academic records until all debts or obligations owed the University have been satisfied.
7. An application for graduation must be initiated by the student and received by the appropriate Campus Records office by the deadline established by each campus.
8. Students will normally not be permitted to participate in formal graduation ceremonies conducted by the University until all of the above listed requirements have been satisfied; however, students may petition the Dean of Academics/College Dean for permission to participate in graduation ceremonies under the following circumstances:
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a. The student has completed all requirements except for an N grade and arrangements have been made to make up the work within the time limit specified by A-AU-03.
9. Under no circumstances will an official diploma be awarded, or the student's transcript annotated as complete, until all of the degree requirements indicated above have been satisfied.
INTERPRETATION: Associate Provost for Undergraduate Programs EFFECTIVE DATE: Immediately Ira D. Jacobson Provost/Vice President of Academics
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EMBRY RIDDLE AERONAUTICAL UNIVERSITY A-AU-06F ACADEMIC POLICIES AND PROCEDURES - UNDERGRADUATE 6/11/03 ACCEPTANCE OF CREDIT FROM OTHER INSTITUTIONS
1. Credits from institutions listed in the Accredited Institutions of Postsecondary Education published by the American Council on Education (ACE) are normally accepted at full value; however, the applicability of credits to specific degree programs is evaluated on a course-by-course basis. For institutions that are not accredited, Embry Riddle will generally follow the current guidance in the Transfer Credit Practices of Selected Educational Institutions published by AACRAO. This can range from acceptance at face value to non-acceptance of the credit.
2. Transfer credit for courses in Aerospace Engineering or Aircraft Engineering Technology for programs which are not accredited by the appropriate commission (EAC or TAC) of the Accreditation Board for Engineering and Technology (ABET) must be evaluated by the department chair or designee .
3. Proprietary schools or for-profit institutions which are not listed in the Transfer Credit Practices for Selected Educational Institutions will, as a general rule, not enjoy the privilege of automatic acceptance of transfer credit on the basis of a transcript. In these cases, the educational experience gained will be evaluated on the basis of credit standards in force for the evaluation of life experience and training. Acceptability of credit from institutions not listed in the AACRAO or COPA guides may be verified by three letters from accredited institutions that do accept the credits for transfer purposes. ERAU will generally follow the recommendations of the American Council on Education for courses listed in the current edition of the National Guide to Educational Credit for Training Programs and the Guide to the Evaluation of Educational Experiences in the Armed Services.
4. Transfer credit will be accepted without regard to the date the courses were completed. Course work completed at another institution with a grade of "A", "B", "C", "P", or equivalent will be accepted. Non- passing, non-credit grades will not be accepted for credit. All acceptable transfer credit will be entered on the Embry-Riddle transcript, regardless of applicability toward the degree being pursued.
Interpretation: Assistant Vice President for Academic Affairs Effective Date: September 2, 2003 George H. Ebbs President and Acting Chief Academic Officer
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-07E ACADEMIC POLICIES AND PROCEDURES – UNDERGRADUATE 2/15/00 ATTENDANCE AT OTHER INSTITUTIONS
University:
1. After initial matriculation, students are expected to complete all subsequent courses to be applied toward their degree(s) with the University.
2. Petitioning to Take Courses at Other Institutions
a. Students in good academic standing must petition to receive credit for courses or training, including flight instruction, outside the University while maintaining enrollment at ERAU.
b. To initiate this procedure, students must process a "Petition to Take Courses at Another Institution." If Records and Registration has no formal documentation of course equivalency, students must provide adequate evidence, to the course-specific department chair, that the petitioned courses are equivalent to ERAU courses or are acceptable as elective credit within their degree program.
c. After the courses are deemed equivalent, the student's program chair evaluates the petition, considering such factors as the reasons for petitioning and the availability of the courses in the ERAU curriculum.
3. After initial matriculation, students may not earn more than a total of eighteen (18) semester hours or that equivalent at another institution.
4. Enrolling at Other Local Institutions
a. Residential campus students may not co-enroll at a local institution. If a student is nearing graduation and if schedule conflicts and/or course availability would unduly delay completion of degree requirements, he/she may petition for a waiver from an Academic Dean.
b. Residential campus students who are local residents (graduates of Volusia County High Schools or of Yavapai County high schools) must petition to enroll in courses at another local institution, when not enrolled at ERAU, provided that they adhere to stipulations outlined in points 2 and 3 of this policy.
Extended Campus:
1. Since some Extended Campus locations are restricted from offering particular courses, EC students may satisfy specific course requirements at other regionally accredited institutions when approved in advance by the appropriate center director.
2. Students enrolled in the Contract for Degree program are authorized to take courses from other institutions as stated in their contracts.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: Immediately Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-08D ACADEMIC POLICIES AND PROCEDURES - UNDERGRADUATE 2/15/00 TIME LIMIT ON ADVANCED STANDING/CREDIT EVALUATIONS
1. To provide proper advisement of incoming students, transcripts of all completed course work from other institutions should be received prior to the student's matriculation. All work and licenses previously completed should be submitted, even it they do not apply to the degree program of matriculation, as many students change programs and those courses may apply later.
2. At the Daytona Beach and Prescott campuses, all academic evaluations for advanced standing will be completed prior to the end of the student's first semester of attendance at, or readmission to the University. Students will be provided a copy of the completed official evaluation.
3. Formal application for advanced standing for flight training must be made prior to the end of the student's first semester of attendance at the Daytona Beach or Prescott campus.
4. For students enrolled at Extended Campus locations, academic evaluations will be completed upon receipt of a formal Application for Admission to the University, as a degree seeking student with required supporting documentation. A copy of the completed official evaluation will be mailed to the student and the student will be allowed 60 days from the date of the evaluation to challenge the credit awarded. The additional time granted Career Education students is authorized in view of the mail delivery time between the Extended Campus Office of Admissions and Records and the various centers.
5. In the event the student does not notify the appropriate Records Office within the authorized time period, the evaluation is considered final and additional advanced credit will not be granted on the basis of the student's previous work and experience.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: Immediately Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY A-AU-09I ACADEMIC POLICIES AND PROCEDURES -UNDERGRADUATE 2/15/00 ACADEMIC HONORS
The University recognizes the achievement of a high level of academic performance by students in several ways. Recognition is granted in the form of graduation honors for students who have excelled throughout their collegiate careers and through publication of a Dean's List and Honor Roll for demonstrated academic excellence over a shorter period of time.
1. Graduation honors recognize students who have demonstrated excellent performance throughout their academic careers. They are only awarded to students who complete baccalaureate degree programs. In order to be eligible, the student must have completed at least 45 credit hours in residence at ERAU. The level of graduation honors will be based on the cumulative grade point average (GPA) for all courses taken with ERAU and those courses transferred from other accredited institutions which are directly applicable to the student's degree program. Graduation honors will be awarded in accordance with the following criteria: Honors Level Cumulative GPA Summa Cum Laude At least a 3.900 Magna Cum Laude At least a 3.700 and less than 3.900 Cum Laude At least a 3.500 and less than 3.700 To be recognized for honors at the Commencement Ceremony, the student shall have completed all courses for the degree except, possibly, for the last flight course, and the student must be enrolled in the last flight course.
2. Recognition is provided for academic excellence on a semester basis for full-time students at the Daytona Beach and Prescott campuses. A Dean's List and Honor Roll are published at the end of each semester. In order to be eligible for semester honors, the student must have earned an overall cumulative GPA of 2.00 and a semester GPA of 3.50-4.00 for the Dean's list or 3.20 -3.49 for the Honor Roll. A student will not be awarded semester honors until ALL course work is completed, nor, if a grade of F or D has been received during the semester/term. Semester honors are recorded on the student's permanent record.
3. Academic recognition is also granted on a periodic basis to students enrolled at Career Education locations. Students who attain an overall cumulative GPA of 3.50 -4.00 after a minimum of 12 consecutive credit hours of course work will be named to the Dean's List; similarly students who attain a cumulative GPA of 3.20-3.49 after a minimum of 12 consecutive credit hours of course work will be named to the Honor Roll and their permanent records will be annotated accordingly. The student may not have received a grade of F or D during the credit hour period. Once on the Dean's List or Honor Roll, students will not be eligible again until the completion of at least 12 more consecutive hours of course work applying the same cumulative GPA requirements as imposed above.
4. At the Daytona Beach and Prescott Campuses, the Office of Records and Registration will prepare the Dean's List and Honor Roll at the end of each semester and make appropriate distribution of the listing. 5. In the case of the Career Education students, the Office of Admissions and Records will prepare the Dean's List and Honor Roll at the end of each period of 12 or more consecutive hours of course work and forward them to the students.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: Immediately Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-1OH ACADEMIC POLICIES AND PROCEDURES - UNDERGRADUATE 2/15/00 CATALOG APPLICABILITY
University:
1. The provisions of the catalog in effect during the term/semester a full-time or parttime student initially matriculates remain applicable except for the following circumstances:
a. If a student enrolls at another institution without prior written approval.
b. If a student has been suspended or dismissed from the University.
c. If a student has failed to enroll in at least one course within two calendar years. A student who does not maintain continuous enrollment must apply for readmission to the University under the catalog in effect for the semester/term in which he/she re-enrolls.
2. If a student changes degree programs or areas of concentration, he/she will be under the requirements of the catalog in effect when the request was approved.
3. A student may change from his/her original catalog to the catalog currently in effect by submitting a written request to the Office of Records and Registration.
Extended Campus:
1. Students enrolled at the College of Career Education are under the catalog in effect at the time of submission of the formal Application for Admission as a degree candidate. Students enrolled through active duty military degree completion program (e.g. "Bootstrap" and Contract for Degree, etc.) are under the catalog upon which the applicant's evaluation and letter of acceptance were based.
2. Standards for continuous enrollment and catalog applicability, as stated above, apply to EC students, except that required courses not offered by that ERAU center may be satisfied by specific course completion at other regionally accredited institutions when approved in advance by the appropriate center director.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: Immediately Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-11G ACADEMIC POLICIES AND PROCEDURES - UNDERGRADUATE 2/15/00 MINORS AND AREAS OF CONCENTRATION
1. Minor courses of study are academic programs designed to satisfy degree requirements, and meet students' personal interests and their professional needs. A minor provides the student with significant experience in a discipline organized around skills, methodology, and subject matter. To gain the greatest value from their academic experiences, students are encouraged to select minors that complement their degree program and/or other minors that they are pursuing. They are also encouraged to declare a minor as soon as possible, but prior to the beginning of their senior year. Designed to include a minimum number of required courses, minors provide students, whenever possible, with flexibility in fulfilling program requirements. The student is subject to the requirements of the minor as stated in either the catalog in effect at the time of matriculation or the current catalog. Students withdrawing from a minor must notify the Office of Records and Registration. Students enrolled in a degree program that incorporates one or more minors must complete each minor with a 2.0 GPA or higher. Credit hour requirements for minors in various disciplines range from 15-21 and are outlined in the catalog. At least six (6) hours must be fulfilled at the upper level. In addition, at least six (6) hours of course work applied to a minor must be completed at Embry-Riddle Aeronautical University, of which at least three (3) hours completed in residence must be at the upper level. No more than six (6) hours of course substitutions within a minor will be authorized by the program coordinator offering the minor.
2. Students enrolled in the Bachelor of Science programs in Aviation Business Administration or in Aeronautical Science must designate an area of concentration. This designation must be declared prior to the beginning of the first term of the Junior year, or upon initial enrollment if 58 or more semester credit hours are transferred from other institutions. The catalog of initial enrollment applies unless the student subsequently changes the area of concentration.
3. The Department Chair responsible for a particular minor or area of concentration or an Academic Dean is the authority to certify that the student is qualified to receive the minor. The designated minor or area of concentration will be identified on the student's permanent academic record by the appropriate Records Office.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: Immediately Ira D. Jacobson Provost /Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-l2B ACADEMIC POLICIES AND PROCEDURES – UNDERGRADUATE 2/15/00 TRANSFER BETWEEN DEGREE PROGRAMS
Once admitted to the University and enrolled in a degree program, a student may transfer at any time to a different degree program. Both the current and the gaining program coordinators must approve the transfer. Decisions will be made on a case-by- case basis. Transfer may be limited by the academic standards or the number of vacancies available in the desired program.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: Immediately Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY*A-AU-14G ACADEMIC POLICIES AND PROCEDURES - UNDERGRADUATE 2/15/00 COURSE EQUIVALENCY EXAMINATIONS
1. Students who believe their knowledge, background or experience qualifies for credit for a given course may request a course equivalency (end-of-course) examination for any course listed in the current catalog except for the courses listed in the attachment. An application to take a course equivalency examination must be approved by the appropriate Department Chair/Center Director based on his or her assessment that the student appears to possess the necessary background knowledge.
2. Course Equivalency Examinations must be completed prior to the time the student reaches the last 30 credits for a Bachelor degree or the last 15 credits for an Associate degree.
3. For Daytona Beach and Prescott Campus students, a schedule of course equivalency examinations will be published by the Records Office. Examinations may be taken only during the scheduled period and require an examination fee equivalent to one credit hour of tuition. Applications for College of Career Education students will be submitted to the Student Records Office which will arrange for preparation of the examination. The examination will be forwarded to the Center Director who will arrange for administering and grading the examination.
4. A course equivalency examination for a given course may be attempted only once. Students who fail an examination must enroll in and complete the course in order to receive credit for it.
5. A student may not take a course equivalency examination for a course which the student has previously failed.
6. Course equivalency examinations will be graded either P (Pass) or F (Fail) and thus do not affect the student's Grade Point Average (GPA). A score which is the equivalent of a C grade (using appropriate departmental standards) must be achieved in order to receive a P grade for a course equivalency examination. Students who pass the examinations receive full credit for the course to which the examination applies.
7. A maximum of 15 credits may be earned through successful completion of Course Equivalency Examinations. Credit granted on the basis of successful completion of a course equivalency examination is normally considered resident credit.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: Immediately Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-15E ACADEMIC POLICIES AND PROCEDURES - UNDERGRADUATE 2/15/00 CREDIT ON THE BASIS OF NATIONAL EXAMINATIONS
1. The University generally follows the recommendations of the American Council on Education for award of credit for CLEP and DANTES examinations. Guidelines for the award of credit for CEEB, AP and IB examinations have also been established.
2. Credit on the basis of successful completion of these examinations may be applied toward Embry- Riddle courses and degree programs as identified in A-C-Section I. Credit will be granted only on the basis of results of initial testing and one retest. In cases where retesting is involved, results from the more recent testing are applicable and supersede the results of initial testing.
3. Daytona Beach and Prescott campus students will be granted credit only for those examinations completed prior to enrollment with the University. College of Career Education students are authorized to take these examinations subsequent to enrollment when approved by the appropriate Center Director. In such cases, the applicable and approved examination results must be submitted to the University not later than the date of submission of the student's Application for Graduation.
4. In extenuating circumstances, exceptions to these time limits may be authorized by the Dean of Undergraduate Programs or his designee. A written waiver is required which will be filed with the student's permanent academic record.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: Immediately Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-16C ACADEMIC POLICIES AND PROCEDURES - UNDERGRADUATE 2/15/00 BASIC SKILLS COURSES
1. All students must demonstrate proficiency in basic reading, writing, and mathematics skills upon admission to the University. Proficiency is usually demonstrated by passing the University's Basic Skills Placement tests, transferring credit for first-level initial registration.
2. Once enrolled, students may not drop a Basic Skills course without written permission of the chair of the department offering the course. Students who fail a Basic Skills course must repeat it the following semester/term. Performance in Basic Skills courses is graded on the basis of A, B, C or F.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: Immediately Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-17D ACADEMIC POLICES AND PROCEDURES – UNDERGRADUATE 9/22/03 CREDIT FOR FAA PILOT CERTIFICATES AND FLIGHT RATINGS FOR PROGRAMS REQUIRING FLIGHT
This chart is used for determining advanced standing based on pilot certificates for entering students beginning matriculating in the 1999-2000 and subsequent catalogs. This chart is not to be used for evaluating continuing students.
Pilot Certificate and Ratings Award credit for
Private- ASEL AS 131
Private – ASEL non flight degrees only 3 credits of open/technical elective may be awarded. Credit is not for AS 131.
Private- ASEL and IA AS 130, AS 131, and AS 231
Private-ASMEL and IA AS 130, AS 131, and AS 231
Commercial- ASEL, no IA AS 130, AS 131, AS 271
Commercial- ASEL and IA. AS 130, AS 131, AS 230, AS 231 and AS 271.
Commercial- ASMEL and IA AS 130, AS 131, AS 230, AS 231, AS 271 and AS 345.
Commercial – AMEL and IA AS 130, AS 131, AS 230, AS 231 and AS 345
Flight Instructor Certificate See below.
Ground Instructor Certificate No credit is granted for ground instructor certificates.
Airline Transport Pilot Certificate See below.
Any additional certificates or ratings See Aero. Sci. Department for evaluation. not listed above.
Credit awarded via Pilot Certificates will be recorded as advanced standing based upon experience. Continuing students who do not take their flight training at ERAU subsequent to matriculation must complete all required academic courses.
This chart is for credit based on transcripted courses from an accredited college or university for entering students. This chart is not to be used for continuing students. When evaluating catalog or course descriptions, key phrases to use in indentifying whether or not the course is an appropriate ground school are: “prepare to take the appropriate FAA written examination or test, FAA approved ground school, written test preparation,” or other similar phrases. If it is determined that the course is an approved ground school for which college credit is awarded, then use the following matrix. If there is doubt, then contact the Aeronautical Science Department. All credit must be from an institution of higher education. Graduation certificates issued for CFR 14 Part 141 (FAA Approved) courses are not evidence of college credit. Credit will be recorded as transfer credit.
PAGE 198 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Transcripted Course Award Credit For:
Private Pilot Ground School AS 130 or AS 120 - as appropriate. Instrument Pilot Ground School AS 230 Commercial Pilot Ground School AS 270
NOTE: Should the student have both pilot certificates and transcripted college credit, base the credit for the AS130, AS 230, and AS 270, as appropriate, on the transcript (transfer) and the credit for AS 131, AS 231, and AS 271 on the pilot certificate (advanced standing).
All continuing students must be evaluated by the Aeronautical Science Department. It is expected that once a student matriculates at ERAU in the Fall 1999 or later all flight training will be done at ERAU.
Notes: Students who hold an Airline Transport Certificate with a Multiengine Land Rating.
Students who enter with an Airline Transport Certificate with a Mulitengine Land Rating will be placed in AS 330 and AS 430 If the student has a type rating in a turboprop aircraft and formal training in crew resource management, they will be placed in AS 430. Students with a turbojet type rating and evidence of formal crew resource management training will receive credit for AS 470.
Entering Status: Award Credit For:
ATP with Multiengine Rating AS 130, 230, 270 AS 131, 231, 271, 345
ATP with Multiengine rating, and turboprop AS 430 type rating
ATP with Multiengine rating, and turbojet type AS 470 Rating
Students who hold a Flight Instructor Certificate with Airplane ratings.
Students who enter with CFI-Airplane Single-Engine ratings will receive 2 credits lower level elective and cannot be used to replace AS 417 or AS 340.
Students who enter with a Flight Instructor Certificate with Airplane Single-Engine and Instrument- Airplane ratings from a CFR 14 Part 141 FAA Approved Flight School will get credit for AS 417. If training was conducted under FAR Part 61, then the students will need to take AS 340 if AS 417 is required for degree.
Students who have a Multi-Engine Rating on their Flight Instructor Certificate will receive one additional open elective credit.
Students who hold a Commercial Pilot Certificate or Airline Transport Certificate with only Rotorcraft/Helicopter ratings.
Students who hold either a FAA Commercial Pilot Certificate with a Rotorcraft/ Helicopter rating or an FAA Commercial Pilot Certificate with a Rotorcraft/Helicopter and Instrument-Helicopter or a FAA Airline Transport Pilot Certificate with Rotorcraft/Helicopter ratings shall be granted a corresponding number of appropriate FA credits. Students receiving credit under this paragraph who hold an unrestricted Rotorcraft/Helicopter rating on their FAA Airline Transport Pilot Certificate, or do not hold an Airplane Multiengine Land rating on their FAA Commercial Pilot or
PAGE 199 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Airline Transport Pilot Certificate, will not be required to complete a flight evaluation. These individuals shall have their transcripts annotated with the statement “ALL FLIGHT CREDITS MET” and will be allowed to make up any flight credit hours they are short with AS or SF upper level electives.
In programs requiring flight at least one upper level flight course must be completed in residence at the University after any and all advanced standing credits or transfer credits are awarded.
Students who receive their training through the Center for Aviation Training At Embry-Riddle (CATER) and subsequently enroll in an academic degree program will have their pilot certificates evaluated by the Aeronautical Science Department as if they were transferring into the program. Students who have matriculated and desire academic credit for flight training conducted at ERAU must do so through the academic flight training courses that are listed in the University Catalog.
Students holding a Commercial Pilot Certificate or Airline Transport Pilot Certificate with SIGNIFICANT recent experience beyond the basic certification level may petition for additional credit.
Students entering with the Airline Transport Pilot Certificate may be required to complete a flight evaluation or successfully complete a flight course on campus before becoming eligible to enroll in any off campus Embry-Riddle affiliated airline training program.
All certificate levels refer to U.S. FAA certificates. Foreign certificate holders must convert their licenses to FAA issued certificates prior to any credit being awarded.
Beginning Fall 1999 - No credit will be awarded for off-campus flight training completed after matriculation, with the exception of training received through an approved internship or when approved by the Aeronautical Science Department. IN ALL CASES, WHEN CREDIT IS AWARDED AFTER THE FIRST SEMESTER OF ENROLLMENT, THE STUDENT WILL BE EXPECTED TO SHOW THEIR COPY OF THE “OFF CAMPUS TRAINING AUTHORIZATION REQUEST” FORM IN ADDITION TO THE APPROPRIATE DOCUMENTATION OF THEIR TRAINING.
Interpretation: Aeronautical Science Department Chair Effective date: Immediately George H. Ebbs, Ph.D. President
PAGE 200 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-18E ACADEMIC POLICIES AND PROCEDURES - UNDERGRADUATE 2/15/00 ACADEMIC PROBATION, SUSPENSION, AND DISMISSAL
1. Normally, all students are admitted to the University in good standing. In exceptional cases, students who were suspended or dismissed or had a cumulative grade point average (GPA) of less than 2.0 from the last institution attended may be admitted on probationary status. At the time of admission, the transcripts of those students who are admitted on probationary status will be annotated.
2. A student whose cumulative GPA with the University is 2.0 or higher is considered to be in good academic standing and to be making satisfactory progress.
3. At the Daytona Beach and Prescott Campuses:
a. A student whose cumulative GPA is less than 2.0 for one semester will be placed on academic warning. A student those cumulative GPA is less than 2.0 for two consecutive semesters will be placed on academic probation and will be classified as a student not in good standing. The academic program of a student on warning or on probation will be restricted by the campus Dean or designee.
b. A student whose cumulative GPA is below 2.0 for three consecutive semesters, or a student on academic probation whose cumulative GPA at the end of the subsequent semester is below 2.0, will be suspended from the University unless the student maintains a semester/term GPA greater than 2.0.
c. Any student who has a single semester/term GPA of less than 1.0 may be suspended or placed on academic probation at the discretion of the appropriate campus Dean.
4. An Extended Campus student whose cumulative GPA drops below 2.0 for 12 consecutive credit hours of course work will be placed on academic warning. If the cumulative GPA remains below 2.0 after an additional 12 credit hours of academic work, the student will be placed on academic probation and classified as a student not in good standing. A student whose cumulative GPA remains below 2.0 for a third consecutive period of 12 credit hours, or whose cumulative GPA falls below1.0 for any consecutive 12 credit hours of course work, will be suspended unless the student maintains a term GPA greater than 2.0.
5. Notification:
a. At the conclusion of each semester/term, the campus Director of Records and Registration will provide the appropriate Dean with a copy of the academic record of each student whose semester or term GPA is less than 1.0 or whose cumulative GPA is less than 2.0 for two or more consecutive semesters (24 or more consecutive credit hours for Extended Campus students).
b. The campus Director of Records and Registration will issue letters of notification to those students who meet the criteria for placement on Academic Warning, Probation, Suspension, or Dismissal in accordance with 3.a. and 3.b. above. Students who fall under the criteria of 3.c. will be notified by the Dean. For Daytona Beach and Prescott Campus students, all such letters will be mailed to the student's permanent address. Copies will also be sent to the student's ERAU Box Number and to the appropriate Campus Dean . Letters for Extended Campus students will be sent to their local address.
6. The official transcript of a student placed on academic suspension or dismissal will be appropriately annotated by the campus office of Records and Registration.
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7. Suspension:
a. Daytona Beach Campus: Students who wish to appeal a suspension will be referred to the Dean of Academics who will render a decision either to uphold the suspension, or to reverse it if unusual mitigating circumstances exist.
b. Prescott Campus and Extended Campus: Appeals will be forwarded with written documentation directly to the committee designated by the Dean of Academics/Dean, Extended Campus, to make recommendations to him or her. The Dean will render the final decision.
8. Any student suspended from the University must file for readmission with the Office of Records and Registration at Daytona Beach or the Director of Admissions at Prescott on the campus from which the suspension occurred; documentation will be forwarded for review by the designated committee. A student suspended for poor scholarship may apply for readmission subsequent to completing a minimum of 15 semester hours of pre-approved courses with a GPA of 2.5 or higher from an institution with accreditation acceptable to ERAU, or after twelve calendar months have elapsed following the date of suspension.
9. Dismissal:
a. A student who has been suspended for academic reasons and is subsequently readmitted to the University will be on probation status until the cumulative GPA has been raised to 2.0. If the semester/term GPA falls below 2.0 during the probationary period, the student will be dismissed. Any previously suspended and readmitted student who has been restored to good standing and whose academic performance subsequently deteriorates to a level which would qualify for initial suspension under 3. or 4. above, will also be dismissed.
b. Residential campus students desiring to appeal an academic dismissal must submit a petition within 30 calendar days of notification to the appropriate campus Dean who will forward the petition to the appropriate committee (Daytona Beach and Extended Campus, Campus Academic Standards and Admissions Committee, or Prescott Campus Academic and Admissions Standards Committee). Students will provide documentation to the committee and may appear before it in person. The student shall also have the option of arranging for representation by a faculty advocate to assist with the pleading of his or her case.
c. The committee will provide its recommendation to the Dean along with stipulated conditions for a dismissal reversal if appropriate. The Dean will notify the student and the Director of Records and Registration of his or her decision. If the decision is made to allow the student to return, the Director of Records and Registration will remove the dismissal statement from the student's transcript. The Dean is the final authority in the dismissal process. Once confirmed, academic dismissal is final and the student will not be readmitted to the University.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: Immediately Ira D. Jacobson Provost/Vice President of Academics
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EMBRY-RIDDLE AERONAUTICAL UNIVERSITY *A-AU-19C ACADEMIC POLICIES AND PROCEDURES - UNDERGRADUATE 2/15/00 TWO DEGREES OF THE SAME RANK
1. A student may pursue more than one baccalaureate or associate degree concurrently. In such cases the student must declare which is to be considered the primary degree for graduation purposes.
2. For award of two baccalaureate degrees the student must complete all of the required courses for both degrees. The second degree must contain a minimum of 25% more credit hours than is required for the declared primary degree; at least 2/3 of the additional hours must be in upper division courses. A minimum of 60 total credit hours must be completed with the University.
3. For award of two associate degrees the student must complete all of the required courses for both degrees. The second associate degree must contain a minimum of 25% more credit hours than is required for the declared primary degree and the student must complete at least 30 credit hours with the University.
Interpretation: Associate Provost for Undergraduate Programs Effective Date: Immediately Ira D. Jacobson Provost/Vice President of Academics
PAGE 203 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
APPENDIX 16.1.1 GOVERNANCE AND ADMINISTRATIVE STRUCTURE
Organizational Chart
Board Of Trustees: James O'Connor, Chairman of the Board Brig. Gen. William W. Spruance, Chairman Emeritus John C. Adams, Jr. Paul Bankit, Ph.D., Faculty Representative, Extended Campus Brian Barents Eleanor Baum, Ph.D. Raymond Bellem, P.D., Faculty Representative, Prescott Campus Lawrence W. Clarkson Susan M. Coughlin Kenneth Dufour Jim W. Henderson Mori Hosseini Daniel M. Izard Robert D. Johnson The Honorable James Kolbe John O'Brien S. Harry Robertson Gen. Don Shepperd Raymond Sigafoos David Slick Thomas W. Staed Nick Tomassetti Blaise P. Waguespack, Ph.D., Faculty Representative, Daytona Beach Campus Jeffrey Bongard, Student Representative, Extended Campus Mathew Collier, Student Representative, Daytona Beach Campus Nikki Turner, Student Representative, Prescott Campus
PAGE 204 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
APPENDIX 16.1.2 RESPONSIBILITIES AND AUTHORITY
President
The University President reports to the Board of Trustees and serves as the Chief Executive Officer for the institution. The President is responsible for the planning and implementation of the University strategic plans, delivery of educational and training services, effective fiscal management, and development of internal and external support for the institution.
This position requires an earned doctorate from an accredited institution of higher education, successful experience in senior leadership positions, understanding of and appreciation for the mission and purpose of a professional institution, effective planning and budgeting skills, the ability to manage a large and complex organization, and demonstrated abilities to interact with multiple constituencies.
Chief Academic Officer/Provost
Function Of The Position:
The Academic Provost serves as Chief Academic Officer (CAO) of the University. The CAO provides leadership and vision for all academic programs to accomplish the mission of the University through academic strategic planning. The CAO encourages faculty development and supervises a broad-based institutional effectiveness program for the enhancement of the academic programs. The CAO develops cooperative relationships between university programs, departments and divisions.
Principal Duties And Responsibilities (Essential Functions):
• Responsible for all academic matters. • Accomplishes responsibilities through close coordination and inspired leadership at all levels of the University. • Sets strategic direction for the University with the President, other University officers, the Board of Trustees and the faculty. • Ensures the quality of all academic activities throughout the University. • Is the primary representative of the University in national and international academic venues. • Assures accreditation compliance. • Ensures optimal use of educational technologies throughout the University. • Establishes policies for all academic issues throughout the University. • Exercises the final authority over the appointment, evaluation, management, tenure and promotion of the faculty.
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Job Specifications (Knowledge, Skills & Abilities):
• Established national and international reputation with accomplishments at least commensurate with the rank of full professor. • Demonstrated research excellence as validated by significant scholarship, successful grants and contracts, and national/international recognition for the research. • Comprehensive and significant leadership experience with academic institutions offering baccalaureate and advance degrees in sciences and/or technology disciplines. • Expert knowledge of significant, contemporary issues pertaining to higher education. • Expert leadership skills in the context of a complex, multi-campus institution encompassing residential campuses and distributed learning environments. • Comprehensive knowledge of regional and professional accreditation issues and procedures. • Adept social skills necessary to work collaboratively within the University and to represent and promote the University in national and international venues. • Significant ability and motivation to formulate a strategic academic vision. • Established record of and deep commitment to diversity and multicultural issues. • Comprehensive knowledge in state-of-the-art educational technologies and their effective application to enhance teaching and learning outcomes. • Effectiveness in strategic planning, budgeting and administration of academic programs and academic support areas at executive level. • Proven track record as a change agent and creative problem solver; proven record of accomplishments in fostering interdisciplinary collaborations. • Ability to interact collegially with students, faculty, staff and administrators at all levels. • Demonstrated skill in effective leadership working in an environment of shared governance. • Eagerness to play a key role in having the world recognize ERAU as a comprehensive university with strong aviation, engineering, science and business components. • Strong demonstrated work ethic. • Strong interpersonal and diplomatic skills, accessible and approachable to the university constituencies. • Capacity to build consensus and achieve results. • Sincere commitment to help lead ERAU to the next level of excellence. • Energetic, articulate and inspirational leadership. • Ability and willingness to be involved in the life of the college and the community. • Commitment to working with a strong executive team. • Commitment to personal and professional growth for students, faculty and staff. • Demonstrated integrity, intellectual curiosity and an appreciation for learning and the discovery of new ideas as fundamental principles of the academy.
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Education:
This position requires an earned doctorate from an accredited institution of higher education; relevant science or technology doctorate strongly preferred.
Chancellor
Function Of The Position:
Provides overall planning, management, and leadership of the Extended Campus within the context of a multi-campus, “one-university” institutional concept. The Chancellor is the Chief Operating Officer of and spokesperson for the Extended Campus. The Chancellor is responsible to the Chief Academic Officer (CAO) for recommendations, implementation, and administration of the policies of the Board of Trustees and the President. The Chancellor is a member of the President’s Cabinet, collaborates with the other Chancellors, and works with university officers in setting the strategic direction of the University.
Principal Duties And Responsibilities (Essential Functions):
• Manage day-to-day functioning of the Extended Campus including all facets of student life, academics, flight education activities, business functions, and the physical plant. • Lead the campus in the professional development of faculty and staff, student recruitment and retention, equal opportunity and diversity issues, marketing, fundraising, and public relations. • Lead the campus in its commitment to the development of well-rounded students. • Manage the fiscal resources of the Extended Campus and provide leadership in obtaining the resources necessary to accomplish the mission of the University. • Promote the development of innovative curricula and programs that respond to the needs of the aviation, aerospace, and related industries. • Maintain effective relations with industry, government, and educational leaders to promote the campus and the University.
Education: This position requires an earned doctorate from an accredited institution of higher education.
Assistant Vice President for Enrollment and Student Life
Function Of The Position:
The Assistant Vice President for Enrollment and Student Life provides leadership in strategic enrollment management for the residential campuses of the University, assuring the use of best
PAGE 207 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY practices in pursing the enrollment and student life goals. Working in collaboration with other units across the University, this position is responsible for developing strategies and programs, (and facilitating the execution of actions) that will achieve approved recruitment, retention and placement objectives.
Principal Duties And Responsibilities (Essential Functions):
• Develop and maintain an effective enrollment management system for the residential campuses, designed to attract and retain highly qualified students, and to increase undergraduate and graduate enrollments from underrepresented groups. • Enable student success by coordinating the efforts of support programs and services that ensure student satisfaction and retention with the University. • Create and maintain a Strategic Enrollment Management Plan, and a University Retention Plan, and coordinate the implementation of these plans at the residential campuses. • In collaboration with the Chancellors, share in the development and approval of budgets for recruitment and retention activities, and in the hiring of appropriate personnel. • Provide strategic leadership and guidance in key enrollment management areas such as prospect development, recruiting new students, retaining enrolled students, enhancing the quality of student life, and financial aid discounting and awarding. • Maintain at the university level the strategic direction for and coordination of international outreach and recruiting activities, including international recruiting strategy and policy, operational budget development, and placement of international graduates, while monitoring the implementation of activities that support approved objectives. • Provide strategic guidance for career placement services on the campuses to assure optimal placement of graduates. • Work collaboratively with the campuses, including the Colleges and appropriate academic and administrative departments, to achieve enrollment objectives. • Monitor best practices and industry standards for enrollment management, and provide guidance to senior management and appropriate functional areas regarding the incorporation of these practices and standards into university policies and activities. • In collaboration with the University Office of Institutional Research, develop and maintain enrollment projection models; provide budget recommendations to senior management pertaining to enrollment management activities, including institutionally funded scholarships, to achieve enrollment goals. • Determine optimum enrollment scenarios for the campuses to improve both financial strength and the delivery of programs and services, while also identifying standards for improving the quality of entering students. • In collaboration with the VP for External Relations & Marketing, and College Deans, identify potential programmatic opportunities to grow our enrollments strategically, to
PAGE 208 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
achieve a well balanced array of programs that will enable the University, as our mission states, to better "support the needs of aviation, aerospace, engineering, and related fields.” • Monitor University adherence to and compliance with the standards and requirements of professional, federal, and state organizations and agencies related to admissions and financial aid. • Promote the involvement of many constituents, including alumni and parents, as well as representatives form the aviation and aerospace industry, to contribute to achieving enrollment objectives.
Education: Masters Degree required, with at least five years successful experience in a leadership role in higher education enrollment management or related area.
Vice President, Development
Function Of The Position:
To advance the University through an integrated, university-wide approach to philanthropic development, university relations, alumni and parent relations, donor relations and prospect research.
Principal Duties And Responsibilities (Essential Functions):
• Advise the President and Board of Trustees in matters related to Institutional Advancement. • Provide strategic direction to the officer of Development, University Relations, Alumni and Event Relations, Donor Relations, Prospect Research, and Advancement Services. • Manage, advise and coach the directors of all Institutional Advancement departments. • Serve as executive director of all capital campaigns for the University, developing and implementing comprehensive campaign plans that successfully integrate external and internal leadership. In this capacity, the Vice President will also serve as an advising member of the Campaign Executive Committee, and will chair the Campaign Administrative Team. • Serve as the University’s primary liaison with the Development Committee of the Board of Trustees. • Serve as a high level fund-raiser, managing a select number of major donor prospects. • Work closely with the President and the Board of Trustees in assuring that the institutional advancement goal of the university are met. • Work closely with the Chief Business Officer and the Chief Financial Officer to assure that the University’s endowment is managed appropriately and effectively, according to the investment policy of the University.
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• Serve as spokesman for the University to diverse audiences, including industry leaders, the communications media, the alumni groups, donors, community organizations, students and parents. • Serve as the University’s representative to the Council for the Advancement and Support of Education. As such, the Vice President will take an active and visible role in the organization.
Job Specifications (Knowledge, Skills & Abilities):
• A strong background in philanthropic development with successful capital campaign experience and a proven track record in major donor fund-raising. • Management experience and the ability to lead. • The ability to coach others in how to be highly successful in their individual areas. • Excellent communication skills, motivational skills, and interpersonal skills.
Education:
This position requires a minimum of a Bachelor’s degree in a field related to institutional advancement and ongoing education through professional development.
Vice President, External Relations
Function Of The Position:
The function of this position will be to provide dynamic, innovative and experienced senior level marketing expertise that will lead the university efforts to establish and maintain a highly recognizable brand identification with prospective students, industry and government leaders, alumni and donors. Incumbent will be a key member of the president’s cabinet and provide state-of-the-art information on marketing and related issues to that group.
Principal Duties And Responsibilities (Essential Functions):
• Pioneer the development of an integrated, bold and progressive brand marketing plan for Embry-Riddle Aeronautical University • Develop a creative and bold brand name recognition across key external audiences including prospective students donors, industry leaders and employers, and government agencies • Develop a creative and dynamic marketing research plan to determine current market position and to periodically and effectively evaluate progress toward larger institutional brand marketing goals • Provide leadership and energy to the University’s internal and external communication, government, donor and alumni relations programs • Provide creative and insightful leadership of the University’s web, media relations, database, publication, advertising, and graphic design programs
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• Serve as a senior in-house consultant to provide inspired leadership and comprehensive support for the University’s academic, recruiting and fundraising functions • Develop and manage strategic consulting relationships with key communication, research, and consulting vendors enabling the University to consistently build a dynamic, bold brand identification among target audiences to realize the University’s recruiting, fundraising and other potential goals • Demonstrated ability to evaluate and measure brand impact showing an increased competitive position relative to student recruiting and fundraising • Manage and utilize cost effective measures streamlining university expenditures • Manage and direct the strategic collective lobbying efforts on behalf of the institution
Job Specifications (Knowledge, Skills & Abilities):
• Must have demonstrated progressive senior level experience with traditional marketing, communications, and public relations. • Must have experience in positioning and brand marketing utilizing broad based media in marketing complex products or services. • Positive, energetic attitude, enthusiastic dedication and a proven track record of success. • Willingness to be hands-on, innovative and resourceful. • Extensive and thorough knowledge of national and regional marketing techniques and state-of-the-art communication strategies • Exceptional oral/written communication and interpersonal skills • Higher Education experience is a plus, but not required • Comprehensive knowledge of the legislative branch with emphasis on appropriations and funding
Education:
Master’s degree in Marketing, Public Relations, Communications, or a related discipline is required.
Chief Business Officer
Function Of The Position:
Serves as the University’s Chief Business Officer to the President and Board of Trustees.
Principal Duties And Responsibilities (Essential Functions):
• Areas of responsibility include the central administrative functions of the University: o Human Resources o Legal Services o Capital Construction o Telecommunications
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o Food Services o Vending o Information Technology o Facilities Management of the FAA Center for Management Development • Has frequent interaction with the trustees, attends all board meetings, and most committee meetings. • Has frequent interaction with primary vendors to the University and is involved in negotiations with primary vendors. • Often represents the University in lawsuits, mediations, and arbitrations. • As a member of the eight-member President’s Cabinet and Senior Management Team, participates in all facets of institutional management, policy development, institutional advancement, and strategic planning.
Job Specifications (Knowledge, Skills & Abilities):
• Knowledge of business practices in higher education or not-for-profit organizations. • Knowledge of effective ways to apply computer technology to administrative and educational objectives. • Knowledge of applicable federal and state laws and regulations. • Knowledge of University organizations and relationships among a myriad of constituencies. • Skill in providing leadership in a complex, multidisciplinary organization. • Skill to communicate extremely well both orally and in writing. • Ability to work effectively with the many constituencies in a collegial environment. • Ability to supervise, train, and keep motivated professional and technical staff. • Ability to manage budgets at departmental, divisional, campus, and institution levels. • Ability to assemble facts in a complex situation and make recommendations for solutions. • Ability to function with abstract, ambiguous, and incomplete information. • Ability to delegate tasks to others and oversee their completion.
Education:
Master’s degree in business administration, accounting, economics, public administration, or other field related to business or public administration. At least 10 years of professional management experience related to higher education administration.
Chief Financial Officer
Function Of The Position:
The Vice President-Chief Financial Officer (CFO) is responsible for the financial operations of the university and its subsidiaries. The CFO provides executive leadership in the areas of financial management, financial recordkeeping, and financial analysis and reporting. The CFO
PAGE 212 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY serves on the President’s Cabinet and interacts regularly with the Board of Trustees. The CFO serves as Treasurer of the corporation and may serve as CFO and/or Treasurer for related entities as well.
Principal Duties And Responsibilities (Essential Functions):
• Optimizes financial operations through the development and maintenance of University financial systems including general accounting, operational budgeting, capital budgeting, treasury management, and capital structure management. • Ensures that financial operations result in a financially healthy institution through the maintenance of the appropriate balance of assets and liabilities and through consistent annual increases to net balances appropriate to the University’s size and character. • Manages the University’s debt relationships through frequent interactions with bond issuers, rating agencies, underwriters, and insurers. Provides executive leadership in the issuance of bonds and in the University’s compliance with bond covenants. • Manages the University’s banking and investment relationships for its endowment and invested funds as well as for day-to-day banking transactions. Has primary responsibility for executing investment transactions under the investment policy set by the Board of Trustees and as advised by the Investment Committee. • Ensures that supplies and services required by the university are acquired efficiently and effectively in an ethical and accountable manner consistent with University policy and industry standards. Has frequent interaction with major vendors to the University and is involved in negotiations with major vendors. • Provides oversight of the risk management function to ensure the protection of the university’s assets with an acceptable level of risk assumed by the University through sound and safe operating procedures, the use of cost-effective insurance products and self-insurance programs, and the cognizant assumption of risk. • Maintains books of the corporations in compliance with GAAP, Federal accounting and tax requirements, and industry standards. • Organizes, interprets and presents relevant financial data, including identification of significant success/problem indicators to senior management and the Board of Trustees. Prepares all tax reporting, periodic financial reports, and periodic management and budget reports. Prepares ad hoc financial and budget analysis and reporting as may be required by executive management and by the Board of Trustees. • Develops and maintains a budgeting system that regularly results in “satisfactory” or better feedback from management and budget managers, and which supports meaningful and significant management decision making. • Has frequent interaction with the Board of Trustees; primarily as chief liaison for the Finance Committee and the Investment Committee; and secondarily through Audit Committee and Executive Committee interactions. • As a member of the eight-member president’s cabinet and the senior management team, participates in all facets of institutional management, policy development, institutional advancement, and strategic planning.
Job Specifications (Knowledge, Skills & Abilities):
PAGE 213 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
• Knowledge of business practices in higher education, not-for-profit, and for-profit organizations. • Knowledge of applicable Federal and state laws and regulations. • Knowledge of university organizations and relationships among a myriad of constituencies. • Knowledge of university accounting and budgeting policy and procedures. • Skill in providing leadership in a complex, multidisciplinary organization. • Skill to communicate extremely well, both orally and in writing. • Ability to work effectively with the many constituencies in a collegial environment. • Ability to supervise, train, and motivate professional staff. • Ability to manage budgets at departmental, divisional, campus, and institution levels. • Ability to assemble facts in a complex situation and make creative recommendations for solutions. • Ability to function with abstract, ambiguous, and incomplete information. • Ability to delegate tasks to others and oversee their completion. • Facile knowledge of Microsoft Office software applications and complex ERP systems like Oracle E-Business suite of applications. • Knowledge of capital markets, institutional investment vehicles and debt instruments of all types. • Ability to manage a balance sheet to optimize debt management. • Knowledge of tax-exempt bond offerings and ability to manage bondholder relations.
Education:
Master’s degree in accounting, business administration, economics, finance, public administration or related discipline. Must possess a current Certification in Public Accounting (CPA) from any state and obtain certification from the State of Florida. At least 10 years of professional, executive, and/or fiscal leadership in higher education or similar field.
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APPENDIX 16.1.3 ORGANIZATIONAL REPORTING STRUCTURE AND RELATIONSHIP AMONG OWNERS AND GOVERNING/MANAGING BODIES
ERAU - EXTENDED CAMPUS WORLDWIDE CENTER OPERATIONS
CHANCELLOR EXTENDED CAMPUS
R. Myers
DEAN WORLDWIDE EXECUTIVE ASSISTANT CENTER OPERATIONS E. Borger K. Shehi
ASSOCIATE DEAN FOR ASSOCIATE DEAN REGIONAL DIRECTORS ADMINISTRATION LEGAL ASSISTANT FOR LEGAL AFFAIRS OF OPERATIONS AND MILITARY AFFAIRS (7) M. Martin G. Popp L. Rodgers
OFFICE PROJECTS MANAGER Student Assistants COORDINATOR (2) (vacant) L. Hickman
Rev. 1/05
PAGE 215 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
EMBRY-RIDDLE AERONAUTICAL UNIVERSITY EXTENDED CAMPUS College of Career Education
CHANCELLOR EXTENDED CAMPUS
R. Myers
DEAN COLLEGE OF EXECUTIVE CAREER EDUCATION ASSISTANT N. Vanderschaaf T. Sieland
ASSOCIATE DEAN ASSOCIATE DEAN ASSOCIATE DEAN ACCREDITATION CURRICULUM ACADEMICS DEVELOPMENT J. Brown vacant vacant
DIRECTOR CHAIR CENTER for TEACHING ASSISTANT DEAN DEPARTMENT of REGIONAL & ACADEMICS DISTANCE ASSOCIATE DEANS LEARNING LEARNING (7) EFFECTIVENESS E. Landgren vacant P. Valley
Rev. 3/05
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APPENDIX 16.1.4 REPORTING STRUCTURE IN RELATION TO ACADEMIC PURPOSES
The tiered reporting structure of the University effectively allocates responsibility for administration and delivery of the University's educational objectives according to specific talents, capability and authority. The structure is traditional in design and function with policy established by the Board of Trustees and that policy being implemented through a chain of command with the highest levels being the President, his Provost, the Chancellor of the Extended Campus who reports to the Provost, followed by the several levels of authority and responsibility that exist under the Chancellor reaching from the Deans of Academics and Operations, the Regional Deans of Academics and Directors of Operations, to the many Center Faculty Chairs and Directors of Operations to the actual faculty who deliver the educational topics through the various degree programs and courses. This model is well established as an effective form for management and delivery and is not unique to education but is universally adopted by industry, government and the military.
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APPENDIX 16.2.1 JOB DESCRIPTIONS OF SENIOR ADMINISTRATIVE STAFF
EMBRY-RIDDLE AERONAUTICAL UNIVERSITY, INC.
BY-LAWS
ARTICLE I - OFFICES
Section 1. Principal Office. The principal office for the transaction of the business of the corporation is hereby fixed and located at the campus in Daytona Beach, Volusia County, Florida.
Section 2. Other Offices. Branch or subordinate offices may at any time be established by the Board of Trustees at any place where the corporation is qualified to do business.
ARTICLE II - TRUSTEES
Section 1. Powers. All corporate powers shall be exercised by or under the authority of, and the business and affairs of the corporation shall be controlled by, the Board of Trustees. Without prejudice to such general powers, it is hereby expressly declared that the Trustees shall have the following powers:
1.1 To select and remove all of the officers of the corporation, prescribe such powers and duties for them as may be consistent with law, with the Articles of Incorporation, or with the By-laws, fix their compensation, and require from them security for faithful service.
1.2 To establish policies for the conduct, management and control of the affairs and business of the corporation and through its officers and agents to implement such policies.
1.3 To change the principal office for the transaction of the business of the corporation from one location to another and to fix and locate from time to time one or more subsidiary offices of the corporation within or without the state of incorporation.
1.4 To borrow money and incur indebtedness for the purpose of the corporation, and to cause to be executed and delivered therefore, in the corporate name, promissory notes, bonds, debentures, deeds of trust, mortgages, pledges, hypothecations, or other evidences of debt and securities therefore.
PAGE 218 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
1.5 To elect an Executive Committee and a Committee on Trustees, and to confirm the appointment by the Chairman of the Board of the members of all standing Committees.
1.6 To amend these By-laws.
Section 2. Election and Terms.
2.1 The Board of Trustees shall consist of not less than fifteen (15) regular members to be divided into classes of approximately the same size, the exact number to be fixed from time to time by the Board of Trustees, plus any additional members as provided in the Articles of Incorporation. The nomination of all regular members, and of all additional members except Alumni Association Trustees, shall be considered by the Committee on Trustees, provided that any individual whose name is submitted to the Committee on Trustees but is not recommended for election to the Board may be placed in nomination by any Trustee at the meeting at which elections are held. All regular members shall be first elected to a term of one year. This shall serve as a trial period in which the Trustee can determine and demonstrate his interest in serving on the Board. Regular Trustees shall be eligible for re-election to successive terms. Consecutive subsequent elections shall be for a term of one, two, or three years. Faculty members shall be elected for three-year terms and terms may be staggered as determined by the Board. Elections shall be held at any regular or special meeting or at the annual meeting.
President
The University President reports to the Board of Trustees and serves as the Chief Executive Officer for the institution. The President is responsible for the planning and implementation of the University strategic plans, delivery of educational and training services, effective fiscal management, and development of internal and external support for the institution.
This position requires an earned doctorate from an accredited institution of higher education, successful experience in senior leadership positions, understanding of and appreciation for the mission and purpose of a professional institution, effective planning and budgeting skills, the ability to manage a large and complex organization, and demonstrated abilities to interact with multiple constituencies.
Chief Academic Officer/Provost
Function Of The Position:
The Academic Provost serves as Chief Academic Officer (CAO) of the University. The CAO provides leadership and vision for all academic programs to accomplish the mission of the university through academic strategic planning. The CAO encourages faculty development and supervises a broad-based institutional effectiveness program for the enhancement of the academic programs. The CAO develops cooperative relationships
PAGE 219 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY between university programs, departments and divisions.
Principal Duties And Responsibilities (Essential Functions):
• Responsible for all academic matters. • Accomplishes responsibilities through close coordination and inspired leadership at all levels of the University. • Sets strategic direction for the University with the President, other University officers, the Board of Trustees and the faculty. • Ensures the quality of all academic activities throughout the University. • Is the primary representative of the University in national and international academic venues. • Assures accreditation compliance. • Ensures optimal use of educational technologies throughout the University. • Establishes policies for all academic issues throughout the University. • Exercises the final authority over the appointment, evaluation, management, tenure and promotion of the faculty.
Job Specifications (Knowledge, Skills & Abilities):
• Established national and international reputation with accomplishments at least commensurate with the rank of full professor. • Demonstrated research excellence as validated by significant scholarship, successful grants and contracts, and national/international recognition for the research. • Comprehensive and significant leadership experience with academic institutions offering baccalaureate and advance degrees in sciences and/or technology disciplines. • Expert knowledge of significant, contemporary issues pertaining to higher education. • Expert leadership skills in the context of a complex, multi-campus institution encompassing residential campuses and distributed learning environments. • Comprehensive knowledge of regional and professional accreditation issues and procedures. • Adept social skills necessary to work collaboratively within the University and to represent and promote the University in national and international venues. • Significant ability and motivation to formulate a strategic academic vision. • Established record of and deep commitment to diversity and multicultural issues. • Comprehensive knowledge in state-of-the-art educational technologies and their effective application to enhance teaching and learning outcomes. • Effectiveness in strategic planning, budgeting and administration of academic programs and academic support areas at executive level. • Proven track record as a change agent and creative problem solver; proven record of accomplishments in fostering interdisciplinary collaborations. • Ability to interact collegially with students, faculty, staff and administrators at all levels. • Demonstrated skill in effective leadership working in an environment of shared governance.
PAGE 220 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
• Eagerness to play a key role in having the world recognize ERAU as a comprehensive university with strong aviation, engineering, science and business components. • Strong demonstrated work ethic. • Strong interpersonal and diplomatic skills, accessible and approachable to the university constituencies. • Capacity to build consensus and achieve results. • Sincere commitment to help lead ERAU to the next level of excellence. • Energetic, articulate and inspirational leadership. • Ability and willingness to be involved in the life of the college and the community. • Commitment to working with a strong executive team. • Commitment to personal and professional growth for students, faculty and staff. • Demonstrated integrity, intellectual curiosity and an appreciation for learning and the discovery of new ideas as fundamental principles of the academy.
Education:
This position requires an earned doctorate from an accredited institution of higher education; relevant science or technology doctorate strongly preferred.
Chief Business Officer
Function Of The Position:
Serves as the University’s Chief Business Officer to the President and Board of Trustees.
Principal Duties And Responsibilities (Essential Functions):
• Areas of responsibility include the central administrative functions of the University: o Human Resources o Legal Services o Capital Construction o Telecommunications o Food Services o Vending o Information Technology o Facilities Management of the FAA Center for Management Development • Has frequent interaction with the trustees, attends all board meetings, and most committee meetings. • Has frequent interaction with primary vendors to the University and is involved in negotiations with primary vendors. • Often represents the University in lawsuits, mediations, and arbitrations. • As a member of the eight-member President’s Cabinet and Senior Management Team, participates in all facets of institutional management, policy development, institutional advancement, and strategic planning.
PAGE 221 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Job Specifications (Knowledge, Skills & Abilities):
• Knowledge of business practices in higher education or not-for-profit organizations. • Knowledge of effective ways to apply computer technology to administrative and educational objectives. • Knowledge of applicable federal and state laws and regulations. • Knowledge of University organizations and relationships among a myriad of constituencies. • Skill in providing leadership in a complex, multidisciplinary organization. • Skill to communicate extremely well both orally and in writing. • Ability to work effectively with the many constituencies in a collegial environment. • Ability to supervise, train, and keep motivated professional and technical staff. • Ability to manage budgets at departmental, divisional, campus, and institution levels. • Ability to assemble facts in a complex situation and make recommendations for solutions. • Ability to function with abstract, ambiguous, and incomplete information. • Ability to delegate tasks to others and oversee their completion.
Education:
Master’s degree in business administration, accounting, economics, public administration, or other field related to business or public administration. At least 10 years of professional management experience related to higher education administration.
Chief Financial Officer
Function Of The Position:
The Vice President-Chief Financial Officer (CFO) is responsible for the financial operations of the university and its subsidiaries. The CFO provides executive leadership in the areas of financial management, financial recordkeeping, and financial analysis and reporting. The CFO serves on the President’s Cabinet and interacts regularly with the Board of Trustees. The CFO serves as Treasurer of the corporation and may serve as CFO and/or Treasurer for related entities as well.
Principal Duties And Responsibilities (Essential Functions):
• Optimizes financial operations through the development and maintenance of University financial systems including general accounting, operational budgeting, capital budgeting, treasury management, and capital structure management. • Ensures that financial operations result in a financially healthy institution through the maintenance of the appropriate balance of assets and liabilities and through consistent annual increases to net balances appropriate to the University’s size and character.
PAGE 222 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
• Manages the University’s debt relationships through frequent interactions with bond issuers, rating agencies, underwriters, and insurers. Provides executive leadership in the issuance of bonds and in the University’s compliance with bond covenants. • Manages the University’s banking and investment relationships for its endowment and invested funds as well as for day-to-day banking transactions. Has primary responsibility for executing investment transactions under the investment policy set by the Board of Trustees and as advised by the Investment Committee. • Ensures that supplies and services required by the university are acquired efficiently and effectively in an ethical and accountable manner consistent with University policy and industry standards. Has frequent interaction with major vendors to the University and is involved in negotiations with major vendors. • Provides oversight of the risk management function to ensure the protection of the university’s assets with an acceptable level of risk assumed by the University through sound and safe operating procedures, the use of cost-effective insurance products and self-insurance programs, and the cognizant assumption of risk. • Maintains books of the corporations in compliance with GAAP, Federal accounting and tax requirements, and industry standards. • Organizes, interprets and presents relevant financial data, including identification of significant success/problem indicators to senior management and the Board of Trustees. Prepares all tax reporting, periodic financial reports, and periodic management and budget reports. Prepares ad hoc financial and budget analysis and reporting as may be required by executive management and by the Board of Trustees. • Develops and maintains a budgeting system that regularly results in “satisfactory” or better feedback from management and budget managers, and which supports meaningful and significant management decision making. • Has frequent interaction with the Board of Trustees; primarily as chief liaison for the Finance Committee and the Investment Committee; and secondarily through Audit Committee and Executive Committee interactions. • As a member of the eight-member president’s cabinet and the senior management team, participates in all facets of institutional management, policy development, institutional advancement, and strategic planning.
Job Specifications (Knowledge, Skills & Abilities):
• Knowledge of business practices in higher education, not-for-profit, and for-profit organizations. • Knowledge of applicable Federal and state laws and regulations. • Knowledge of university organizations and relationships among a myriad of constituencies. • Knowledge of university accounting and budgeting policy and procedures. • Skill in providing leadership in a complex, multidisciplinary organization. • Skill to communicate extremely well, both orally and in writing. • Ability to work effectively with the many constituencies in a collegial environment. • Ability to supervise, train, and motivate professional staff. • Ability to manage budgets at departmental, divisional, campus, and institution levels.
PAGE 223 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
• Ability to assemble facts in a complex situation and make creative recommendations for solutions. • Ability to function with abstract, ambiguous, and incomplete information. • Ability to delegate tasks to others and oversee their completion. • Facile knowledge of Microsoft Office software applications and complex ERP systems like Oracle E-Business suite of applications. • Knowledge of capital markets, institutional investment vehicles and debt instruments of all types. • Ability to manage a balance sheet to optimize debt management. • Knowledge of tax-exempt bond offerings and ability to manage bondholder relations.
Education:
Master’s degree in accounting, business administration, economics, finance, public administration or related discipline. Must possess a current Certification in Public Accounting (CPA) from any state and obtain certification from the State of Florida. At least 10 years of professional, executive, and/or fiscal leadership in higher education or similar field.
Chancellor
Function Of The Position:
Provides overall planning, management, and leadership of the Extended Campus within the context of a multi-campus, “one-university” institutional concept. The Chancellor is the Chief Operating Officer of and spokesperson for the Extended Campus. The Chancellor is responsible to the Chief Academic Officer (CAO) for recommendations, implementation, and administration of the policies of the Board of Trustees and the President. The Chancellor is a member of the President’s Cabinet, collaborates with the other Chancellors, and works with university officers in setting the strategic direction of the University.
Principal Duties And Responsibilities (Essential Functions):
• Manage day-to-day functioning of the Extended Campus including all facets of student life, academics, flight education activities, business functions, and the physical plant. • Lead the campus in the professional development of faculty and staff, student recruitment and retention, equal opportunity and diversity issues, marketing, fundraising, and public relations. • Lead the campus in its commitment to the development of well-rounded students. • Manage the fiscal resources of the Extended Campus and provide leadership in obtaining the resources necessary to accomplish the mission of the University. • Promote the development of innovative curricula and programs that respond to the needs of the aviation, aerospace, and related industries. • Maintain effective relations with industry, government, and educational leaders to promote the campus and the University.
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Education: This position requires an earned doctorate from an accredited institution of higher education.
(University Level) President, Chief Academic Officer, Chief Business Officer, Chief Financial Officer:
Under the supervision of the President, Chief Academic Officer, Chief Business Officer or the Chief Financial Officer, several university level support departments provide academic or administrative support for the Extended Campus.
(College Level - Academics) Dean, College of Career Education (CCE): Responsibilities of the Dean, CCE include supervision of a variety of staff to accomplish the academic requirements of the College. Direct supervisory responsibility includes the Associate Dean for Curriculum, the Associate Dean for Accreditation and Faculty Credentials, the Director of Academic Standards, Chair for the Department of Distance Learning, and all college faculty supervision through Region Associate Deans. The Dean, CCE is responsible for academic program and policy issues to include new academic degree programs, faculty supervision, academic standards, academic quality control functions, and curriculum materials.
Office of The Dean, CCE: The Dean, CCE provides academic supervision and services through his staff to individual sites. Among the services provided by the Dean, CCE and his staff are:
a. Screening and certification recommendation of faculty to teach specific courses, based upon official transcripts of their academic credentials and professional experience. b. Supervision of all faculty, through a network of Region Associate Deans and Chairs of local faculty. c. Cooperation and liaison with various regional, state, and local associations and agencies concerned with assessment of the academic quality of the college's off- campus sites. d. Maintenance of the accreditation status for all new and current sites and programs. e. Insuring the enforcement of all academic and curriculum standards for all college sites.
(Region Level - Academics) Office of Region Associate Dean: Under the supervision of the Dean, CCE, the Region Associate Dean has responsibility for the academic supervision of all faculty and programs within the region. The Region Associate Dean will:
a. Supervise academic matters within the region. b. Teach a limited schedule of graduate and/or undergraduate courses c. Manage the course assignment process of all faculty within the region
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d. Supervise the academic budget within the region to include faculty compensation, travel, and adjustments with the Director of Business, Finance and Planning. e. Assist with curriculum development and maintenance f. Provide orientation to all new faculty members g. Participate in University governance through the Extended Campus Faculty Senate and University committees.
Office of Worldwide Center Operations: The Dean, Worldwide Center Operations, provides supervision of a variety of staff to accomplish administration of operations for Extended Campus sites. Direct supervisory responsibility includes Associate Dean for Legal Affairs, Associate Dean for Administration and Military Affairs, and Regional Director of Operations. Primary responsibilities of the Dean for Worldwide Center Operations include:
a. Responsibility for the administrative operations of eight regions through supervision of Regional Director of Operations and their Center Directors. b. Supervises the development of new sites, through the network of Regional Directors of Operations and marketing staff.
(Region Level - Operations) Office of Region Director of Operations: Under the supervision of the Dean, Worldwide Center Operations, the Region Director of Operations has the responsibility for the administrative supervision of the centers within the region. Supports the operations of all centers within the region, including, with the assistance of the Regional Faculty Advisor, the academic programs at each center. The Region Director of Operations will: a. Supervise the operations and enrollment patterns at each site within the region. b. Ensure continuous training and development of center and region personnel. c. Supervise the operations portion of the revenue vs. expense of centers within the region and coordinate budget adjustments with the Director of Business, Finance and Planning. d. Market and develop new centers and programs. e. Initiate negotiations for Memoranda of Understandings, contracts, or licensing agreements with sponsoring civilian or military organizations.
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APPENDIX 16.2.2 CURRICULUM VITAE OF SENIOR ADMINISTRATIVE STAFF
NAME: George H. Ebbs
DEGREES: Ph.D. in Business Policy and Organization Mgmt from Columbia Univ, NY M. of Business Administration from University of Washington, WA B.S. in Metallurgical Engineering from Purdue University, IN
EMPLOYMENT HISTORY: 1998-present: President of Embry-Riddle Aeronautical University, FL
Dr. Ebbs has held several positions of significant responsibility in the commercial aviation arena and has well-established relationships with industry leaders. Early in his career, he served as Senior Facilities Engineer for The Boeing Company's supersonic transport development effort. During his 17 years with Booz-Allen and Hamilton, Dr. Ebbs led their industrial and corporate development practices, established the firm's aerospace consulting practice, and as Senior Vice President, served on the Board of Directors and Management Committee.
While in New York, he was active at Columbia University's Graduate School of Business, teaching their capstone MBA business strategy course. He also served on the Business School's Dean's Council for many years and was Chairman of the Alumni Annual Fund. In addition to his academic standing at Columbia, he was a member of the faculty at the Polytechnic Institute of Brooklyn.
Prior to becoming Embry-Riddle's president, Dr. Ebbs was the founder, CEO and President of The Canaan Group. This management consulting firm provides business strategy, market analysis, organizational development, and business process improvement services to executives in the global commercial aviation industry. Clients included major US, European, and Asian/Pacific airlines, primary aircraft manufacturers, aircraft systems and component suppliers, and leading independent service providers.
SCHOLARLY AND Dr. Ebbs is a Fellow of the Royal Aeronautical Society and is a member of the Air Force PROFESSIONAL ACTIVITIES: Association and The American Institute of Aeronautics and Astronautics. He serves on the Board of Governors of The Wings Club of New York and the Board of Directors of Pinnacle Bank, and serves as a Foundation Advisor to the Aerospace Education Foundation. Dr. Ebbs was appointed to the Governor's Commission on the Future of Aeronautics and Space in Florida. He also serves on the Associate Member Advisory Council of the National Business Aviation Association and is Chairman of the Board of Directors of the Southeastern States SATSLAB Consortium.
NAME: John P. Johnson
DEGREES: Ph.D. from Kent State University M.S. from Florida State University B.A. from Florida State University
EMPLOYMENT HISTORY: 2004-present: Provost and Chief Academic Officer of Embry-Riddle Aeronautical University
Prior to joining Embry-Riddle Aeronautical University in January 2004 as provost and chief academic officer, Dr. Johnson served as provost and vice president for academic affairs and professor of biology at Texas A&M University, Texarkana (1999 to 2003). He served as Dean of the College of Health Professions and professor of Physical Medicine at the Medical University of South Carolina (1991 - 1999). Dr. Johnson also served as the Dean of the College of Professional
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Studies and university professor at Northern Kentucky University (1987 to 1991). Other appointments include serving as professor of Speech and Hearing Science and Department Chairman at Lamar University (1977 to 1987) and Clinic Director and Assistant Professor at Bowling Green State University in Ohio (1995 to 1977).
SCHOLARLY AND Dr. Johnson completed post-doctoral programs of study in academic PROFESSIONAL ACTIVITIES: administration at Texas A&M University in College Station (1984) and at the Budget and Control Board’s Executive Institute in Columbia, South Carolina (1997-98). He has an excellent service record and has been effective in raising extramural funds from local, state, and federal agencies, businesses, and foundations. Dr. Johnson has been very successful in developing new degree programs of study, increasing enrollment, enhancing scholarly productivity, and in improving the internal climate and level of collegiality between the faculty and administration at several institutions.
NAME: Robert A. Jost
DEGREES: M. of Business Administration from Stetson University, FL B. of Business Administration from Stetson University, FL
EMPLOYMENT HISTORY: 1980-present: Vice President and Chief Business Officer at Embry-Riddle Aeronautical University
Bob Jost joined the university in 1980 and served as the university budget director until 1989 when he was appointed as the director of administration. In 1990, Jost was appointed as the university's vice president for business and finance. Prior to Embry-Riddle, he has held senior positions in business management and fiscal affairs in a not-for-profit organization. SCHOLARLY AND Bob Jost is a member of The National Association of College and University Business PROFESSIONAL ACTIVITIES: Officers (NACUBO) and the Association of College and University Telecommunications Administrators.
NAME: Eric B. Weekes
DEGREES: M. of Business Administration from New York University, NY B.S. in Business Management from New York Institute of Technology, NY
EMPLOYMENT HISTORY: June 2004-present: Vice President and Chief Financial Officer at Embry-Riddle Aeronautical University
Weekes came to the university from OGE Energy Corp. in Oklahoma City, a $3 billion energy company. As treasurer of OGE, Weekes directed investor relations and was responsible for cash management, $1.5 billion in debt, and capital markets activity. He managed relationships with money center banks and rating agencies and ensured that OGE had adequate liquidity for its operating subsidiaries, including Oklahoma Gas & Electric, the largest electric utility in Oklahoma.
From 1997-2000, Weekes was treasurer of Illinois Power, a $2.5 billion investor-owned utility, where he managed the company's $500 million pension fund and supervised Illinois Power's real estate and local tax assessments as well as its company insurance program. He began his career at General Foods in White Plains, N.Y., where he spent 15 years in several management roles, the last being senior financial manager.
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SCHOLARLY AND Eric Weekes is active in community service organizations such as the YMCA, the March PROFESSIONAL ACTIVITIES: of Dimes, the United Way and the Red Cross.
NAME: Robert E. Myers
DEGREES: Ph.D. in Higher Education Policy, Planning & Administration, Univ of Maryland, MD M.A. in Journalism from University of Maryland, MD B.S. in Journalism from University of Maryland, MD EMPLOYMENT HISTORY: 2002-July 2005: Chancellor, Extended Campus at Embry-Riddle Aeronautical University
Dr. Myers is the former Executive Vice President and Chief Operating Officer of University of Maryland University College, a worldwide university dedicated to the adult student. At UMUC he also served as Interim President from 1998-99. Dr. Myers is the co-founder and member of the Board of UMUC OnLine Inc., a for-profit spinoff from University of Maryland University College dedicated to worldwide marketing and enrollment management of non-Maryland students obtaining undergraduate and graduate degrees online.
SCHOLARLY AND Dr. Myers is a lifetime member of Phi Kappa Phi and a member of Alpha Sigma Lamda. PROFESSIONAL ACTIVITIES: He is also a member of the adjunct faculty at University Maryland University College for journalism, business management, and public policy at the undergraduate level and as a guest lecturer in graduate seminars on the subjects of leadership and transformational change. He is, to date, the only senior officer in the University certified to teach in the online environment both at the undergraduate and graduate levels. He has presented widely at both regional and national conferences on subjects such as higher education’s role in economic development, academic accountability and planning, entrepreneurial business activities in college and university settings, and marketing.
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NAME: Karen B. Shehi
DEGREES: Ed.D. in Adult Education from Nova Southeastern University, FL M.S. in Administration from Central Michigan University, MI B.S. in Mathematics from Kansas State University, KS EMPLOYMENT HISTORY: 2003-present: Dean, Worldwide Center Operations at Embry-Riddle Aeronautical University
Dr. Karen Shehi began her career following college graduation as a research analyst for Hallmark Cards, Inc. in Kansas City, Missouri. She has been in the field of Adult Education for 21 years, initially at Tarrant County Junior College in Fort Worth, Texas, and for the past sixteen years with Embry-Riddle Aeronautical University. She began her association with Embry-Riddle as the Assistant Center Director for Offutt Center in Omaha, Nebraska, then served as Center Director from 1990 to 1996. In May 1996 she became the Regional Director for the North Central Region where she supervised the personnel and functions of nine centers in a 12-state region. In January of 1998, Dr. Shehi was appointed Associate Dean for Administration, College of Career Education, and on January 1, 2003, she became the Dean of Worldwide Center Operations. In this position, she directs expansion efforts for the Extended Campus, oversees partnership and real estate agreements, and supervises the staffing, operations, and training, of over 130 sites in 37 states and 7 European nations. Dr. Shehi also holds the rank of Adjunct Assistant Professor.
NAME: Thomas E. Sieland
DEGREES: Ph.D. in Meteorology from Texas A&M University, TX M.S. in Meteorology from University of Michigan, MI B.S. in Meteorology from Florida State University, FL EMPLOYMENT HISTORY: 2005-present: Dean, College of Career Education at Embry-Riddle Aeronautical University
1998 – 2004 Associate Professor, Embry-Riddle Aeronautical University Atlanta Center Faculty Chair (2003 – 2004)
Responsible for academic programs at one of the largest centers in the Embry-Riddle Aeronautical University (ERAU) Extended Campus system. The student enrollments in the Atlanta Center programs from May 2002 to January 2003 were in excess of 1,500 students. Managed as many as 50 part-time faculty members and currently in charge of over 40 faculty members. Established numerous programs to improve the quality of the academic programs at the Atlanta center.
Recognized as one of the most effective Center Faculty Chairs in the Southeast Region and serves as the Extended Campus Program Chair for the Physical Sciences.
Military Positions
Retired: August 1993 Grade: Colonel, U.S. Air Force 1991 - 1993: Commander, Air Force Global Weather Central Offutt AFB, Omaha, Nebraska 1989 – 1991: Commander, 2d Weather Squadron Staff Weather Officer to the Commander, Air Force Systems Command Andrews AFB, Maryland
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1988 – 1989: Attended Air War College in Residence Air University Maxwell AFB, Alabama 1986 – 1988: Commander, Detachment 15, 30th Weather Squadron Osan Air Base, Korea 1984 – 1986: Director of Operations, 5th Weather Squadron Ft. McPherson, Georgia 1981 – 1984: Chief, Systems Branch Air Force Global Weather Central Offutt AFB, Omaha, Nebraska 1980 – 1981: Attended Air Command and Staff College in Residence Air University Maxwell AFB, Alabama 1977 – 1980: Staff Officer, Headquarters Air Weather Service Scott AFB, Illinois 1975 – 1977: Air Force Institute of Technology PhD Program Texas A&M University College Station, Texas 1972 – 1975: Scientific Services Officer, 15th Weather Squadron Scott AFB, Illinois 1971 – 1972: Staff Weather Officer to the Commander 7th Air Force Tan Son Nhyut Air Base, Vietnam 1970 – 1971: Air Force Institute of Technology Master’s Program University of Michigan Ann Arbor, Michigan 1968 – 1971: Weather Officer Ft. Rucker, Alabama 1966 – 1968: Air Force Institute of Technology Airman Education and Commissioning Program Florida State University Tallahassee, Florida 1960 – 1966: Enlisted Flight Simulator Operator and Technician Dover AFB, Delaware and Hickam AFB, Hawaii
SCHOLARLY AND Professional Organization Activities: PROFESSIONAL ACTIVITIES: Chi Epsilon Phi American Meteorological Society Significant Military Recognitions: Legion of Merit Air Force Meritorious Service Medal (4 Oak Leaf Clusters) Air Force Commendation Medal (1 Oak Leaf Cluster) Army Commendation Medal Air Force Achievement Medal (3 Oak Leaf Clusters) Air Force Good Conduct Medal Army/Air Force Good Conduct Medal Vietnam Service Medal with 2 Bronze Stars Vietnamese Cross of Gallantry with Palm National Defense Medal with Bronze Star Air Force Training Ribbon Air force Longevity Service Ribbon (7 Oak Leaf Clusters) Air force Outstanding Unit Award
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NAME: Bernard D. Cordial, Jr.
DEGREES: J.D. from John Marshal Law School, IL B.S. in Professional Aeronautics from Embry-Riddle Aeronautical University, FL
EMPLOYMENT HISTORY: March 2003 to present: Regional Director of Operations, Embry-Riddle Aeronautical University
February 1997 to March 2003 - Center Director of Operations, Embry-Riddle Aeronautical University
NAME: Larry W. Jenkins
DEGREES: Doctorate of Education (Ed.D.) Adult and Community College Education-North Carolina State University Master of Aeronautical Science (MAS) Specialization: Aviation/Aerospace Management With Honors-Embry-Riddle Aeronautical University Masters of Arts International Relations-University of Southern California Bachelor of Arts-Political Science-University of North Carolina at Chapel Hill
EMPLOYMENT HISTORY: 2003-present: Northeast Regional Associate Dean, Embry-Riddle Aeronautical University
United States Army 1969-1990 Graduate Student 1991-1997 North Carolina State University Embry-Riddle Aeronautical University 1998 – present a. Center Director 1998-2003 b. Northeast Regional Associate Dean 2003-present
SCHOLARLY AND 1. Northeast Regional Associate Dean, Embry-Riddle Aeronautical University PROFESSIONAL ACTIVITIES: 2. Completed the Master of Aeronautical Science for professional development (2004) 3. Course Development Committee-Member 4. Alternative Course Development Committee (Primary Investigator) 5. Distance learning Evaluation Committee-Member 6. Center Faculty Chair position description Committee (Chair)
COURSES TAUGHT (PAST 5 ASCI 254 Aviation Legislation YEARS): OR (N/A) ASCI 409 Aviation Safety ASCI 560 Rotorcraft Operations ASCI 690 Graduate Research Project NUMBER OF GRADUATE SUPERVISIONS (OR N/A) Five
NAME OF STUDENTS Joseph Pasqualini SUPERVISED WITHIN THE Scott Barron PAST SEVEN YEARS, TITLE OF THESE OR PROJECT YEAR OF Richard Warren FIRST REGISTRATION AND YEAR OF COMPLETION (OR Leann Mitchell Bair N/A) Bruce Van Den Eng
PUBLICATIONS: (OR N/A) Author of “Inception, Growth and Development of a Community College Foundation” Community College Journal of Theory and Research
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APPENDIX 16.3.1 ACADEMIC PLAN
ERAU’s academic plan is to work together with Georgian College, in good faith, for the mutual benefit of their students and respective academic institutions, to further cooperative educational and professional development opportunities, while maintaining the high standards of excellence, ethics, and reputation currently enjoyed by each party hereto.
Joint projects are intended to include, but are not limited to:
1. Degree opportunities through tiered articulation agreements. 2. Exchange of faculty, staff, scholars, advanced studies and research. 3. Students enrolled in this joint program shall have the opportunity to complete it. 4. Cooperation on scientific and research programs, distance education and grants. 5. Access to authorized vendors, library, web site and learning resources. 6. Exchange of students for study, internships, and research. 7. Cooperation in initiated activities related to aviation, transportation, and security. 8. Cooperation on financial aid and scholarships, where possible. 9. GC/ERAU interaction with Ontario Academic Institutions to complement programs. 10. Revenue sharing, as negotiated. 11. Each party remains autonomous, handling its own affairs, separate and apart. 12. Any and all endeavors deemed by the parties hereto to be mutually beneficial.
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APPENDIX 16.3.2 COORDINATION OF FIVE-YEAR BUSINESS PLAN AND ACADEMIC PLAN
The ERAU Extended Campus Director of Business, Finance, and Planning constructed the initial five-year business plan in conjunction with the EC Dean of Worldwide Center Operations and the EC Dean of Academics. The plan is based upon our experience of over 25 years of opening and operating centers for the delivery of our degree programs at currently over 130 locations in the United States and Western Europe.
Once a center is actually opened there are number of formal processes that ensure the coordination of the business plan with the academic plan. These processes are documented in the position descriptions of the center staff and faculty, in the EC Procedures and Operations Manual, the EC Academic Policies and Procedures Manual, and in the University Administrative Policies and Procedures Manual. The Center Director of Operations (administration) and Center Faculty Chair (academic) form a team at the center level in order to ensure coordination of business and academic plans. Their efforts are subject to review and supervision by their superiors, the Regional Director of Operations (administration) and Regional Associate Dean (academic) who form a team at the regional level. The highest level of coordination occurs at the Campus level with the Dean of Worldwide Operations (administration) and the Dean of Academics.
Following are some specific examples of how the business plan and academic plan are coordinated and steps that we take in order to ensure their coordination. • Both the Center Director of Operations (CDO) and the Center Faculty Chair (CFC) are charged with the responsibility of formulating the budget (financial plan) for the following year. By charging both with that responsibility (again a team effort) we ensure that all academic needs are included in the business plan. This joint budget flows up to the Regional Directors and Deans for their approvals, and then to the Director of Business, Finance and Planning. • The CDO is responsible for scheduling classes to meet the needs of the students and the CFC is responsible for recruiting and paying faculty for those classes. • Activities of the center personnel are reviewed at the end of every month for financial results, at the end of every term for academic results, and again at the end of our fiscal year for financial as well as academic performance. The Regional Directors, Deans, and Director of Business participate in these reviews and, if necessary, any need for corrective action is brought to the attention of the Dean for Worldwide Center Operations and the Dean of Academics. • At the Campus Level, the Chancellor, Deans, and Director of Business, Finance and Planning ensure that business plans (financial) and academic plans are coordinated. The key to our success in coordinating the business plan with the academic plan is the team effort that exists between administration and academics at the center level, regional level, and Campus level.
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APPENDIX 16.4 PARTICIPATION IN ACADEMIC POLICIES AND STANDARDS
EXTENDED CAMPUS EC-G-02 PROCEDURES AND OPERATIONS MANUAL December 2004 GENERAL ADMINISTRATION ORGANIZATIONAL STRUCTURE FOR EXTENDED CAMPUS RESIDENT CENTERS
Purpose:
This procedure describes the administrative system of the Extended Campus and how it integrates with the components of the university system.
A. University Organization
1. University Level: Under the supervision of the President, the Chancellor of the Extended Campus works with several support departments and faculty to provide academic and administrative support for all Extended Campus entities.
2. Headquarters Level: a. The Dean of the College of Career Education (CCE) is responsible for the academic leadership of the Extended Campus, and works with faculty and program chairs. The services provided by the Dean and his staff include developing new academic programs, supervising faculty and associated administrative functions, establishing and maintaining academic standards, and ensuring academic quality control. b. The Dean of Worldwide Center Operations (WCO) is responsible for the administrative functions of the Extended Campus, with primary oversight responsibilities of the Regional Offices, Centers, and Teaching Sites. The services provided by the Dean and her staff include managing the operations of Extended Campus Centers, determining and meeting field training needs, and ensuring military and community partnership liaison requirements are met. c. The Dean of School of Corporate Training and Professional Development (SCTPD) is responsible for all Certificate and non-degree program offerings within the Extended Campus. The Dean and his staff coordinate either with Center Staff or industry leaders in determining and effecting needed training. d. The Dean of Marketing and Enrollment Management is responsible for all Students Services activities, Extended Campus Marketing efforts, and the Distance Learning Enrollment Office (DLEO). The Dean and his staff support the Centers in numerous ways, including student registrations, evaluations, and records activities, and program and event marketing.
3. Regional Level: a. The Regional Director of Operations (RDO) is responsible for the administrative supervision of the Centers within the region. The RDO also supports, in collaboration with the Regional Associate Dean (RAD), the academic programs at each Center. b. The RADs teach graduate and undergraduate courses at the Centers within the region. They advise and assist the RDOs with faculty and other related academic matters, participate in the orientations of faculty, and participate in University governance through the Extended Campus Faculty Senate and other University committees.
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4. Center Level: a. The Center Director of Operations (CDO) is responsible for all aspects of the management of the Center to include student advising and enrollment, and Center financial management. b. The Center Faculty Chair (CFC) teaches courses per contract and assures that the faculty are given opportunities to develop their teaching techniques and that the academic program is delivered according to established standards. c. The Extended Campus Faculty are at the foundation of the academic administrative system. They maintain academic quality and currency in subject and discipline areas, participate in review and revision of courses and curriculum, and serve on committees and task forces to examine academic issues.
B. Additional University and Extended Campus Departments and Functions
Accounts Payable - Non-student related accounting functions, MOFs, payment of vendor invoices and travel vouchers.
Budget Office - Budget related items and processing of faculty payment vouchers
Computer Support - Computer Support Helpdesk, database administration, web design and homepage assistance, end of course evaluation analysis and computer orders.
School of Corporate Training and Professional Development (SCTPD) - Credit and Non-Credit Adult Education, Seminars and Summer Programs.
Financial Aid - Pell Grants and Guaranteed Student Loans
Human Resources - Time Sheets, Status Forms, leave slips and employee benefits information
Student Accounting - CDRR, Military TA Invoices, Adjustment memos, SARs, Deferred Payment Vouchers, Student Payment Vouchers, Credit Card Supplies
University Distribution Center (UDC), Extended Campus Bookstore - Forms Requests, Textbook Requests and CDL Material Distribution
Veterans Affairs - VA certifications for European Region, information for U.S. Regions.
Office of Primary Responsibility: Dean, WCO
Robert E. Myers, Ph.D. DATE Chancellor, Extended Campus
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APPENDIX 17.1 ETHICAL STANDARDS
EMBRY-RIDDLE’S STATEMENT OF VALUES
Student Success We understand that students are the lifeblood of Embry-Riddle. We focus and commit ourselves and our resources to the success of current, past, and future students. Our success is gauged by the difference we make in our students’ lives.
Learning Environment We seek intellectual growth through study, research, questioning, listening, and debate. We value the enlightened interchange of ideas as we challenge one another to do more, to study, to learn, to share, and to grow. We expect members of the student body, faculty, and administration to exercise their academic freedoms and to preserve those of others. We commit ourselves to a lifelong endeavor of learning. We are all teachers and we are all students.
Safety We care deeply about the health and safety of our students and fellow employees. We believe that each one of us, from the administration to the flight instructors, has a responsibility to make our workplaces safer for everyone. We support the open sharing of information on all safety issues and encourage all employees and students to report significant safety hazards or concerns.
Integrity, Honesty, and Trust Integrity is the most valued employee trait. We believe that honesty is the foundation for interaction in all academic, administrative, and personal matters. The leadership team and each individual bear the responsibility for earning the trust of others.
Diversity We respect the rights and property of all individuals regardless of gender, race, national origin, physical disability, economic background, sexual orientation, or religious belief. We believe in a community where all members are welcome and are made to feel comfortable. We are intolerant of harassment of individuals or groups.
Communication We speak candidly and we listen well. We hold that if every involved party has taken part in a decision, then everyone will support the decision. We believe that clear and frequent communication is essential for our safety, our relationships, and our productivity.
Process and Teamwork We believe that the process of collegially making decisions is usually at least as important as the quality of the decisions. We also understand and appreciate that the most successful outcomes occur when organizational units work cooperatively as a team.
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Character We accept responsibility for our actions. When we see a problem, we do not pass it off, we do not complain, we act. We involve others as appropriate to achieve our goals. We prize dedicated, committed, caring, conscientious, and creative individuals who strive for excellence in the performance of their duties and responsibilities.
Change and Growth We appreciate that great organizations like Embry-Riddle are constantly changing, adapting to external pressures, and growing. All of our work units are constantly improving quality. We realize that our jobs require us to grow professionally and take on more responsibility. Growth requires calculated risk-taking and we empower one another to take appropriate risks and learn from our mistakes. We believe in a willingness to challenge traditions and constantly seek innovative ways to manage and solve problems.
Fiscal Soundness and Investments We understand we must operate efficiently and effectively so that investments can be made in ourselves and our capabilities. We invest in technology as appropriate, principally to increase the quality and frequency of our interactions in support of our mission.
Attitude We recognize, endorse, and empower leadership at all levels. We understand the joy of living in harmony with one another and strive to maintain an open, productive environment. We prize an upbeat, can-do attitude. We are members of the Embry-Riddle community because we want to be here, and this positive attitude is reflected in our communications with one another and our students.
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APPENDIX 18.1 STUDENT RECRUITMENT POLICIES
Embry-Riddle
The recruitment function is a key role affecting the University’s image, and consequently its ability to attract students. Recruiters will represent the University professionally, ethically, and accurately when interacting with all internal and external entities.
Through a variety of marketing efforts including direct mail, print advertisement, media blitzes, attendance at trade shows and educational fairs, and through outreach programs, the university aims to attract potential students.
During the recruitment process students are advised of the benefits of attending ERAU. Benefits include but are not limited to:
• Multiple terms • Choice of taking classes online, in a classroom, or blended format • Awarding of credit for experiential learning • Acceptance of transfer credit • Degree Programs of interest • Certificates of Completion • Flexibility • Veterans Affairs benefits • Tuition Assistance • Financial Aid • Career Services • Technical Support • Library • Quality Faculty • Administrative Support
Prospective students will receive continuous, timely, friendly, and courteous follow-up to their inquiries.
Georgian College
GEORGIAN COLLEGE RECRUITMENT OBJECTIVES
1. Increase awareness of diploma, degree and certificate programs offered by Georgian College’s three main campuses within our catchment area and, in particular, the Institute of University Partnerships and Advanced Studies.
2. Increase awareness of traditional soft programs.
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3. Realign staff and resources to meet the demands of our identified target audience.
4. Develop and expand our e-recruitment initiatives in response to the growing number of experienced Web browser users.
5. Pilot more long-term marketing initiatives targeted to senior elementary and junior secondary school students.
The Aviation Management program recruitment policy builds upon the College policy through responding to inquiries including the present articulation agreement with Embry-Riddle allowing degree potential either on-line or by attending the Daytona Beach campus as well. This, coupled with the articulation for a Masters degree in Airport Planning with Loughborough in England, has been an attractive drawing card for students to Georgian College.
In addition, high school counselors across Canada have been kept abreast of the program through an e-mail campaign in the fall and in the winter. Aviation shows, high school visits and a limited amount of print advertising in Canadian publications have completed the picture.
With the Embry-Riddle articulation expanded to include Barrie an even stronger campaign can be mounted to increase the mix of new students primarily from within Ontario in addition to enhancing the picture for potential students outside of Ontario.
With an increase in recruitment advertising and the ERAU presence in Ontario we are anticipating the number of students commencing in semester 1 to increase by one section within 2 to 3 years of implementing and advertising the 4th year in Ontario.
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APPENDIX 19.1 ACADEMIC FREEDOM POLICY
Embry-Riddle
RIGHTS CAMPUS EXPRESSION
Freedom of expression and assembly are rights of all citizens, residents, and sojourners in the United States of America. Embry-Riddle expects each member of our campus community to have an abiding interest in the University’s well being and reputation. In most instances, judgment and discretion are sufficient as a guide for action. We ask students to remember that although the United States Constitution guarantees the freedom of expression and assembly and, by judicial interpretation, campus groups have the right to official institutional recognition, these are not absolute rights. Only recognized and chartered student organizations and University personnel are authorized to use University facilities and property for group activities and events. The University, however, reserves the right to regulate the time, place and manner in which expression and assembly may take place. In all instances, the freedom of expression and assembly on campus must be balanced by consideration for the health and safety of all members of the University community. As specified, guaranteed Constitutional rights are balanced against the importance of preserving the “general welfare”. So, too, must the right of free expression and assembly on a private University campus be balanced by concern for the well being and the sensibilities of the members of the University community.
Georgian College
Higher education and society benefit when a college promotes and enforces standards of integrity that provide a foundation for a vibrant academic life, promote progress in science and arts, and prepare students for responsible citizenship and professional conduct. The Centre for Academic Integrity (www.academicintegrity.org)) defines academic integrity as a commitment to the fundamental values of honesty, trust, fairness, respect and responsibility. Georgian College endorses these values and is committed to translating them into action. Since they adversely affect the credibility of academic work by students at the College and the credentials held by alumni of the College, breaches of ethics and integrity will not be tolerated.
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APPENDIX 19.2 ACADEMIC FREEDOM CONSTRAINTS
Indicate in Appendix 19.2 the answer to the question below and attach an explanation of the answer, where requested.
Will students or staff be asked to sign or adhere to a statement of faith and/or a code of conduct that might constitute a constraint upon academic freedom? 7 No Yes (Attach as Appendix 19.2 a copy of the policy/policies where the applicant: notifies staff and students prior to employment or admission; and has adequate procedures in place to ensure that the principles of natural justice are followed in the event of allegations related to any violation of any contractual arrangement between the organization and its staff and/or students in which the required statement of faith and/or code of conduct is implicated. 19.3 Intellectual Product Policy (Academic Freedom and Integrity, Benchmark 3 Handbook - Private, 7.5)
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APPENDIX 19.3 INTELLECTUAL PROPERTY POLICY
INTELLECTUAL PROPERTY POLICY Effective Date February 19, 2003 Reviewed Date September 15, 2003 Policy 8.6.7
Purpose and Scope of Policy:
To recognize that inventions and discoveries may result from the activities of University employees in the course of their duties or through the use of University facilities, funds, or resources. In the development of its technology, it is the objective of the University to encourage and facilitate such development by all means appropriate to its research sponsors, and its inventors.
Section 1: Inventions and Discoveries
• Objectives • Ownership • Disclosure • Disposition • Preferential Consideration for Sponsors of Research • Distribution of Income • Relations With Inventors
Section 2: Administration of Inventions and Discoveries
• Objectives • Ownership • Sponsored Works • Licensing • Copyright Registration and Notice • Student Works • Copyrightable Works • Distribution of Income • Compliance With Copyright Act
Section 1: Inventions and Discoveries
(a) Objectives. The University recognizes that inventions and discoveries (hereinafter “inventions”) may result from the activities of University employees in the course of their duties or through the use of University facilities, funds, or resources. It is the University’s policy that such inventions shall be administered so as to be brought into practical use for public benefit at the earliest possible time. In the development of its technology, the University’s objectives are to encourage and facilitate such development by all means appropriate to its research sponsors, and its inventors.
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(b) Ownership. Except as otherwise specified by the University in writing, inventions shall belong to the University, if conceived or reduced to practice: (1) by a University employee as a result of the employee’s duties; or (2) through the significant and sustained use by any person, including a University employee, of University resources such as facilities, equipment, funds, or funds under the control of or administered by the University. An employee’s assignment or offer to assign any of the employee’s rights in an invention to the University does not apply to an invention for which no equipment, supplies, facilities or trade secret information of the University was used and which was developed entirely on the employee’s own time unless the inventions relates to the business of the University and the invention results from significant work performed by the employee for the University. Any invention conceived or reduced to practice prior to the inventors employment with the University shall be disclosed to the University and shall belong to the inventor. The employee shall bear the burden of proof in establishing that his invention does not belong to the University.
In the event there is a question about an invention as to whether the University has an ownership claim, the invention should be disclosed to the University. Such disclosure is without prejudice to the inventor’s ownership claim. In determining ownership interest in an invention, the Intellectual Property Committee may determine that the University has no property interest in the invention because its conception and reduction to practice was unrelated to the inventor’s duties, involved only insignificant use of University resources (such as office space or libraries normally available to all faculty and staff), or for such other reasons as may be set forth in the guidelines. The inventor will receive a written statement as to the University’s property interest. Further, the employee/inventor shall disclose to the committee any and all inventions they presently own or have any interest in. It is necessary to have full disclosure so the committee will have a complete understanding in their evaluation. The employee/inventor should make this disclosure at first hire.
The University may also accept an offer to assign ownership in an invention or other technology which does not meet the foregoing conditions provided that such action is determined to be consistent with the University’s objectives in the development of technology. Inventions so accepted shall be administered to advance the respective interests of the University and inventor, consistent with the administration of other university-owned inventions.
(c) Disclosure. Employees and others who conceive inventions or reduce them to practice as provided in paragraph (b) shall promptly and fully disclose each invention to the University and describe the circumstances under which it was conceived or reduced to practice. (See the Invention Disclosure Form.)
(d) Disposition. The University shall have the sole right to determine the disposition of university- owned inventions, subject to any prior contractual obligations to external sponsors. Such disposition shall be in a manner which in the judgment of the University, is in the best interests of the University, its inventors, its research sponsors, and the public.
After evaluation of any invention and review of applicable contractual commitments, the University may develop the invention through licensing, may release the invention to the sponsor of the research under which it was made, may release the invention to its inventor(s), or may take such other actions as are consistent with its objectives regarding inventions as referenced in Section 1(a).
(e) Preferential Consideration for Sponsors of Research. Research agreements with private sponsors should provide in the agreement that all inventions which are conceived or reduced to practice by University employees as a part of the sponsored research shall belong to the University. The sponsor may receive an option to license such inventions on terms to be negotiated, said option to be excised within a specified period following the disclosure of an invention or the filing of a patent application. When the nature of the proposed research allows
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identification of a specific area of technology or application which is of interest to the sponsor, the University may accept research agreements with terms which entitle the sponsor to specific commercial rights within the defined field of interest. Otherwise, the specific terms of licenses and rights to commercial development shall be based on negotiation between the sponsor and the University at the time of exercise of an option by the sponsor and shall depend on the nature of the invention and its application, the relative contributions of the University and the sponsor to the work, and the conditions deemed most likely to advance the commercial development and acceptance of the invention. In all cases where exclusive licensing is deemed appropriate, such licensing agreements shall require diligent commercial development of the invention by the licensee.
(f) Distribution of Income. When income is received by the University from a university-owned invention, all payments or obligations directly attributable to patenting, marketing, licensing, protection, or administering the invention shall first be deducted from such income. The income remaining after such deduction is defined as net income.
The inventor shall receive Fifty percent (50%) of the first $100,000 of cumulative net income from each invention and Thirty percent (30%) of cumulative net income thereafter. Of the first $100,000 of cumulative net income from each invention, the University shall allocate Twenty-five percent (25%) to the inventor’s department and the remaining Twenty-five percent (25%) to the University Research and Academics Programs. That amount over $100,000 shall be allocated as follows: to the inventor’s department, Twenty percent (20%); to University Research and Academics Programs, Forty percent (40%); and to inventor’s research program budget, Ten percent (10%).
In cases of multiple inventors, the inventors’ share shall be divided among the co-inventors as they shall mutually agree at the time of formal assignment of the invention to the University. Should the inventors fail to agree mutually on a division, the University through the Intellectual Property Committee shall determine the division. In cases where several inventions are licensed under a single licensing agreement, the University shall determine and designate the share of net income to be assigned to each invention.
(g) Relations With Inventors.
1. The University will inform inventors as to its decisions regarding inventions which they have disclosed. Should the University decide to abandon development of a university- owned invention, ownership will be assigned to the inventor(s), subject to the rights of sponsors and to the retention of a nonexclusive, royalty- free license to practice the invention for University purposes.
2. The University may require inventors to execute an assignment and related documents necessary to further the patenting and development of an invention and to cooperate with the University in such activities.
3. Employees engaged in external consulting work or business relating to patents or inventions are responsible for ensuring that agreements emanating from such work are not in conflict with University policy or with the University’s contractual commitments. Such employees should make their University obligations relating to patents, inventions or potentially conflicting work assignments known to others with whom they make such agreements and should provide other parties to such agreements with a statement of University policies on inventions and discoveries.
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Section 2: Administration of Inventions and Discoveries
(a) University Intellectual Property Committee. The Executive Vice President of Academics shall appoint the members of the University Intellectual Property Committee. The committee shall have five (5) members appointed bi-annually. In case of a death or resignation/departure, the Executive Vice President of Academics shall appoint a replacement to fulfill the remaining term. The committee shall nominate and elect a committee chairman from its group. The chairman shall have a term of one year.
The committee shall make recommendations to the Executive Vice President of Academics regarding procedures, guidelines and responsibilities for the administration and development of inventions. The committee shall be responsible for the disposition of inventions [1(b) and 1(d)]; preferential contract terms for research sponsors [1(e)]; and resolving disputes among co- inventors [1(f)]; and the granting of licenses and options for licenses to third parties.
This policy is commensurate with and acknowledges existing technology. Due to the rapid change in technology, the Intellectual Property Committee shall on an annual basis, review this Intellectual Property Policy to ensure new technology is made part of this policy.
(b) Exceptions to Policy. Recommendations for exceptions to the provisions of Section 1 of this Intellectual Property Policy shall be made by the Intellectual Property Committee to the Vice President of Academics.
(c) Appeals. Subject to rules and procedures developed by the University Intellectual Property Committee, a University inventor may appeal to the committee to seek resolution of complaints or questions regarding the matters contained in or authorized by Sections 1 and 2. Should the inventor be unsatisfied with his/her appeal, the inventor can appeal to the University President who shall make the final decision.
(d) Timeliness. It is the intent of the University that inventions, once disclosed by the inventors, will be handled in a timely and expeditious manner. With this end in mind, an inventor with an invention under consideration will be put in contact with an appropriate committee member who will monitor the progress of the invention through the patent process. Appeals [Section 2(c)] on the basis of timeliness may be made by either the inventor or by this committee member.
Section 3: Copyrights
(a) Objectives. The policy of the University with regard to copyrightable works is intended to foster the traditional freedoms of the University’s faculty, staff, and students in matters of publication, through a fair and reasonable balance of the equities among authors, sponsors, and the University. The University encourages its faculty to author in scholarly publications, technology magazines, etc., to develop computer based instructional material/software products and to appropriately protect their intellectual property. At the same time, it is intended to ensure that copyrightable materials in which the University has a legitimate interest are utilized in a manner consistent with the public interest.
Published textbooks or instructional materials that are required and sold for profit by the author and which a faculty member has an economic interest, may be adopted for the course taught by the author provided that a committee designated by the department chair evaluates and approves the material.
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A person may request release time or release from normal workload duties in order to develop courseware and/or publish. The request will be made to the Campus Chief Academic Officer through the department chair (who must concur). The following should be taken into consideration for granting release time:
1. A specific time frame commitment for publication. 2. An indication of interest-to-publish from a legitimate publisher. 3. A negotiated agreement between the author and the University.
(b) Ownership. All copyrightable works produced prior to the implementation of this policy shall be owned by the authors. The author shall bear the burden of proof in establishing that his copyrightable work predates the date of implementation of this policy. Ownership in copyrightable works produced by authors who are University faculty, staff members or students shall remain with the authors. The authors are encouraged to take the initiative in developing their own relationships with the publishers and pursue their own interests relative to publication, software/courseware development and copyright. Class notes, student workbooks, etc. developed in support of specific software/laboratories taught at the University may be reproduced and sold on a cost recovery basis. Textbooks, manuscripts, videotapes or any other educational material written or developed by the author shall be the property of the author except in the following situations where such rights of ownership, as it may require, shall vest with the University:
1. The terms of a University agreement with an external party require the University to hold or transfer ownership in the copyrightable work, or
2. Works expressly commissioned in writing by the University, or
3. Assigns works created as a specific requirement of employment or as an assigned University duty. Such requirements or duties may be contained in a job description or an employment agreement which designates the content the employee’s University work. If such requirements or duties are not so specified, such works will be those for which the topic or content is determined by the author's employment duties and/or which are prepared at the University’s instance and expense, that is, when the University is the motivating factor in the preparation of the work.
In a particular employment situation, if an author is uncertain about the ownership of the works referred to in this paragraph (b), before undertaking the assignment the author shall be entitled to request in writing and to receive a clarifying written statement from the authors’ Department head or supervisor.
When the University commissions the preparation of a copyrightable work by an author who is not a University employee, the contract with such author shall specify that the author convey by assignment such rights as are required by the University.
With respect to copyrightable works owned by the University pursuant to this paragraph (b), the authors may be required to execute such documents as are necessary to vest ownership in such works in the University or its designee. Authors who produce works for which ownership vests in the University pursuant to this paragraph (b) shall warrant that such works do not infringe any pre-existing copyright.
(c) Sponsored Works. A sponsor’s right to use or own a work prepared under its sponsorship will be determined by the provisions of its contract with the University.
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(d) Licensing. As provided in paragraph (b), copyrightable works developed by University staff or students using University resources usually and customarily provided (such as office space, library facilities, or regular salary) are owned by the authors. Such works need not be licensed to the University. Copyrightable works developed with use of University resources over and above those usually and customarily provided shall be owned by the authors but licensed to the University. The minimum terms of such license shall grant the University the right to use the copyrightable work in its internally administered programs of teaching, research, and public service on a royalty-free, nonexclusive basis. All expenses incidental to such licensed use shall be borne by the University.
(e) Copyright Registration and Notice. In general, only those university-owned works which have an income potential or which the University intends to develop, use, or publicly circulate should be protected by copyright notice. Such copyright notice should be composed and affixed in accordance with United States Copyright Law.
The responsibility for determining the need for copyright protection and recommending copyright registration of a university-owned work shall rest with the department head or supervisor where the work was prepared. Such recommendation shall be forwarded to the University Attorney, who will insure the Copyright notice is done in accordance with the U.S. Copyright Law; who will be responsible for the proper registration of the work to be copyrighted.
(f) Student Works. Unless subject to the provisions of paragraph (b) or provided otherwise by written agreement, copyrightable works prepared by students as part of the requirements for a University degree program are deemed to be the property of the student and are subject to the following provisions:
1. The original records of an investigation for a graduate thesis or dissertation are the property of the University but may be retained by the student at the discretion of the student’s major department.
2. The University shall have, as a condition of the degree award, the royalty-free right to retain and use a limited number of copies of the thesis, together with the right to require its publication for archival use.
(g) Administration. Copyrightable Works. The procedures and responsibilities for maintaining records for copyright registration, royalty collection and distribution, marketing, and such other actions as are appropriate, including but not limited to assignment with respect to copyrightable works, shall be established by the Executive Vice President of Academics. All contracts for the marketing of copyrightable works shall be executed in accordance with direction from the University Attorney.
(h) Distribution of Income. The University will normally distribute fifty percent (50%) of the net income received from the marketing of university-owned copyrightable works to the author(s) of such works. Other distributions may be justified in unusual circumstances or by written agreement with the author(s). Such income distribution arrangements shall be proposed by the department head or supervisor of the unit where the work is performed and are subject to review and approval by the Executive Vice President of Academics, who shall also mediate disagreements arising from such determinations. A record of income sharing agreements shall be reported to the University Intellectual Property Committee. Unresolved disagreements concerning such income distribution or circumstances in which the proposed author’s share exceeds fifty percent (50%) of net income will be reviewed by the Intellectual Property Committee, which will make recommendations to the Executive Vice President of Academics for final disposition. Net income is gross income received by the University less expenses attributable to copyright registration, marketing, or other requirements for use and sale of materials outside the University. After
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deduction of the author’s shares, the remaining net income will be allocated as determined by the Executive Vice President of Academics, who may seek the advice of the University Intellectual Property Committee.
(i) Compliance With the Copyright Act. The Copyright Act of 1976 and implementing regulations specify numerous conditions on the reproduction and use of works protected by copyright and provide penalties for noncompliance. These regulations address such matters as photocopying, public broadcast programs, and various other practices. University units whose activities involve any such regulated usage are responsible for knowing applicable regulations, monitoring their continuing evolution, and conducting their programs in full compliance with the applicable laws and regulations.
Certain University units provide services to users which involve the transmission communication, or duplication of materials protected by copyright but where the ultimate use of the materials is not subject to supervision by the service unit. The responsibility to avoid infringement of the copyright extends to all individuals who use such material. Any questions regarding the Copyright Act should be directed to the University Attorney in writing outlining all of the facts.
Interpretation: Vice President, Chief Business Officer
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APPENDIX 19.4 RESEARCH POLICIES
ENVIRONMENT POLICY Effective Date June 21, 1993 Policy 1.12
Purpose and Scope of Environmental Protection Policy:
This policy is designed to provide to members of the Embry-Riddle community the University's position on environmental protection.
1. It is Embry-Riddle's policy to operate worldwide in a manner which protects the environment and the health of our employees and of the citizens of the communities where we have an impact. Embry-Riddle will comply with all applicable environmental laws, regulations and permits, and will employ more restrictive internal standards where necessary to conform with the above general intent. We will anticipate environmental issues and take appropriate actions which may precede laws or regulations.
All employees and subcontractors of Embry-Riddle are expected to understand, promote, and assist in the implementation of this policy.
2. Supporting Principles:
a. Environmental stewardship is a clear institutional responsibility and is also good business practice.
b. People are the most important element in protecting our environment. Accordingly, our personnel should receive adequate training, tools, and management support to perform their environmental protection responsibilities.
c. Facilities shall be engineered and operating practices shall be specified so as to minimize environmental impact.
d. Deficiencies in compliance with environmental regulations must be detected and corrected promptly.
e. Each employee is accountable for compliance with environmental protection requirements and for work practices that are environmentally responsible.
f. Management of each facility and function is responsible for ensuring its compliance with environmental laws and responsible environmental practice. Regular management oversight shall be employed to ensure compliance.
3. Specific administrative procedures will be developed and incorporated into this APPM to implement the above policy. In addition, as has become traditional in higher institutions of learning, related programs such as recycling and car pool programs, are begun and managed by student organizations. Under this policy, such programs will be encouraged and endorsed by Embry-Riddle.
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ADMINISTRATIVE SUPPORT OF RESEARCH POLICY Effective Date April 16, 2004 Policy 4.2; see also Procedure 4.2
Purpose and Scope of Administrative Support of Research Policy
Some of the proposals to funding agencies require that the University share part of the cost of the proposal (Type II Proposals in the Sponsored Research Handbook). Others do not officially require matching funds but stipulate that the proposal will be judged partially on the basis of institutional commitment as evidenced through cost sharing. In all of these situations, the cost sharing is "required" because the University is considered to be a primary beneficiary of the proposal; e.g., program enhancements, courses, equipment, and/or facilities.
Generally the cost sharing activity can be completed some 12 to 38 months after the beginning of the project. Many options are available for meeting the University's obligation:
Cash
Operating budget Capital budget Other (e.g. non-federal grants)
Faculty release time Gifts Deep discounts (not approved by some agencies) In-kind contributions, equipment, etc.
Planning is made more uncertain by the probability a grant will be awarded and, hence, the actual need for the cost sharing commitment. The likelihood of having to actually satisfy the commitment ranges from about 8% on a FIPSE proposal to almost 100% on an Airway Science Grant Proposal based on competition and past experience.
Policy
1. If the required University funding obligation or a portion thereof is within the resource capability of the department (e.g., release time, equipment discounts, gift acquisition, etc.), the department chair should designate the match source through the reprioritization of current funds or the assignment of top priority to the matching requirement in future budgets. This cost sharing amount should be listed and identified on the internal draft review and sign-off sheet.
Note:
a. The department chair does not have authority over the disposition of project indirect cost reimbursements. b. If necessary, the department chair should consult with the Office of Sponsored Programs (OSP) to verify with the sponsor allowable matching sources. c. The chair should consider that the proposal has a 100% probability of sponsor funding. Often, a chair is working with multiple proposals which are individually within the chair's capability for support, but which collectively exceed the chair's resources. In this case, the issues should be referred to the Office of Primary Responsibility (OPR) who is the officer of the University responsible for research and creative activities. Together, they will assess an acceptable
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level of over commitment of resources based on the expected probabilities of the proposals being funded by the outside agencies.
2. If University funding is required in excess of what can be provided through department resources, the college dean will assist through reprogramming current resources or reprioritizing future resources. This cost sharing amount should be listed and identified on the internal draft review and sign-off sheet.
Note:
a. The college dean does not have authority over the disposition of project indirect cost reimbursements. b. If necessary, the college dean should consult with OSP to verify with the sponsor allowable matching sources. c. The college dean should consider that the proposal has a 100% probability of sponsor funding. Often, a dean is working with multiple proposals which are individually within the dean's capability for support, but which collectively exceed the dean's resources. In this case, the issue should be referred to the OPR. Together, they will assess an acceptable level of over commitment of resources based on the expected probabilities of the proposals being funded by the outside agencies.
3. If University funding is required in excess of what can be provided through campus resources, the issue will be referred to the OPR for action, including possible referral to the President's Cabinet.
4. If a department chair or college dean has previously budgeted funds for the proposed equipment or activity and the grant absorbs those costs to the University, any resulting variances will remain in the department or with the dean, respectively.
5. OSP will serve in an advisory role to the department chairs, the college deans, and the OPR. To assist in this process, OSP will develop information to help estimate the likelihood of a proposal being funded and will keep track of the matching commitments at the department, campus and university levels within and across fiscal years.
6. Matching funds/cost-sharing for an IPA will proceed in accordance with the policies/procedures outlined above.
7. Large scale projects (e.g., Airway Science or Title III) which are likely to have significant impact on the University or which require large amounts of matching or cost sharing ($25,000 or higher) should develop a cost sharing plan for approval by the OPR before substantial effort is expended on the proposal.
Interpretation: Vice President, Chief Financial Officer
ABUSE OF POWER POLICY Effective Date October 10, 1997 Policy 8.6.5; see also Procedure 8.6.5
Purpose and Scope:
This policy applies to all members of the Embry-Riddle University community: employees, official representatives, and students at all University locations.
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Personal relationships and the potential for abuse of power can be a very real problem in institutions of higher learning. Consequently, it is incumbent on institutions like Embry-Riddle Aeronautical University to have well developed, carefully written and well publicized policies and procedures that define and prohibit conflict of interest relationships and accompanying abuse of power. Additionally, these policies and procedures should provide for prompt corrective action and fundamental fairness to all concerned.
Statement of Issue:
1. University employees, official representatives, and students are frequently involved in situations in which their personal interests are potentially in opposition to their official responsibilities. All university employees, official representatives, and students must be sensitive to the potential for conflict of interest situations and act in a manner to minimize such conflicts.
2. The challenge is to develop appropriate institutional policies together with effective procedures for resolving specific complaints. These policies, and their accompanying procedures, must protect all members of the University community from the abuse of power and provide timely, fair processes for persons accused of this misconduct.
Definition of Conflict of Interest/Abuse of Power:
3. Abuse of Power is defined as any situation in which one person covertly or overtly uses the power inherent in a position of authority to threaten, coerce or intimidate another person. This includes pressure of any kind to accept abuse or risk reprisal in the form of recommendations, evaluations (including academic grades), promotions, salary adjustments, schedule adjustments, or even job offers.
4. Included in this definition is a wide range of behaviors, including requests for favors, and other verbal or physical pressures when: (1) submission to such pressure is made either explicitly or implicitly a term or condition of the individual's status in a job, program, course, or activity; (2) submission to or rejection of such pressure is used as a criterion for evaluation or as a basis for academic or other decisions concerning that individual; (3) such pressure has the purpose or effect of creating an intimidating, hostile, or offensive work environment, or unreasonably interfering with an individual's educational experience; or (4) such pressure unreasonably interferes with an individuals performance of their duties.
Policy:
5. Everyone has the right to an environment free of discrimination, including freedom from abuse of any kind. It is the policy of Embry-Riddle Aeronautical University that the abuse of power by any member of the university community is prohibited.
6. While the university encourages informal relations among all members of the University community: employees, official representatives, and students alike have a responsibility to avoid conflict between their professional responsibilities and their personal interests in terms of their dealings or relationships with others. It is the responsibility of every member of the community to avoid potentially compromising relationships with individuals over whom they exercise authority. In this context, the term employee includes "faculty members" and broadly includes all full time and part time University personnel who hold academic positions, as well as all graduate teaching assistants, flight specialists, instructors, graders, and coaches.
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7. As a matter of University policy, more than one member of an immediate family may be employed by the University, as long as one member does not exercise any control over the employment conditions and activities (such as initial appointment, work assignments, retention, promotion, tenure, salary, leave of absence, grievance advantage) of another family member and is not in a position to materially influence those activities.
8. The University is committed to vigorously enforcing its policy against the abuse of power in all relationships among members of the University community. Furthermore, when an employee or official representative has teaching or other supervisory duties, any personal relationship between that person and those being supervised must be carefully scrutinized. Abuse of an individual within any such relationship is a violation of University rules, and, therefore, is grounds for disciplinary action up to, and including, termination of employment.
9. The University is also committed to protecting the rights of everyone to be fairly evaluated and graded without regard to personal relationships. Breaches of professional ethics (e.g. an abuse of an individual's authority over another) may also prompt disciplinary action up to, and including termination. Moreover, serious misconduct associated with the abuse of power raises the risk, under Federal Law, of personal responsibility in terms of both litigation defense and liability exposure.
10. Additionally, retaliatory action taken by any member of the University community against another person, whether or not that person is a member of the University community, as a result of that person's filing a complaint is prohibited.
Procedure:
11. Specific procedures for addressing Abuse of Power concerns are published in the Administrative Policies and Procedure Manual.
ABUSE OF POWER PROCEDURE Effective Date: October 10, 1997 Reviewed Date: September 15, 2003 Procedure 8.6.5; see also Policy 8.6.5
Procedures for Resolution of Abuse of Power Complaints
1. Initial Contact: Any student, faculty, or staff member who believes he/she has been the subject of an abuse of power is encouraged to consult with the appropriate campus representative to gain knowledge and understanding of the Embry-Riddle Aeronautical University Abuse of Power Policy as well as available options and resources.
• Students: Counseling Center • Faculty and Staff: Human Resources Office
2. During the initial meeting, the appropriate representative will make a preliminary judgment as to whether or not an abuse of power may have occurred. Based on the judgment, the appropriate representative will take of the following actions:
a. If, in the representative's judgment, an abuse of power may have occurred and the complainant wants to proceed with the complaint, the representative will explain the process and convene a Resolution Team.
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b. If, in the representative's judgment, an abuse of power may have occurred and the complainant doesn't want to proceed further with the complaint, the wish will be respected, unless the University is required by law to investigate. However, notation will be kept in a separate confidential file housed in the Human Resources Department or Counseling Center, as appropriate.
c. If, in the representative's judgment, an abuse of power may not have occurred but the complainant wants to proceed with the complaint, a Resolution Team will be convened.
3. Deadlines: Ordinarily, complaints should be filed within ninety (90) days, following an incident; however, time limits may be extended. All matters will be handled as expeditiously as possible.
4. Resolution Procedure: Every effort will be made to resolve a complaint within thirty (30) days of receipt of the complaint. The appropriate Resolution Team will conduct an investigation. The objective of the investigation will be to provide appropriate relief to the aggrieved party, sensitize the alleged abuser to the effects of such behavior, and resolve the complaint. Possible action(s) shall include, but are not limited to, verbal reprimand, written apology, letter of reprimand to the offender with a copy placed in the offender's official personnel file, reassignment of duties, appropriate professional counseling, suspension of privileges, probation of students, removal of assigned duties, suspension without pay, demotion or termination. When a decision is reached, all parties will be informed of it. A dated copy of the terms of the resolution indicating the nature of the complaint and the names of the parties shall be recorded and kept in a separate case file to be located in the appropriate campus office (Human Resources or Counseling Center). The record shall be kept for a period of two (2) year at which time it will be destroyed, provided there are no recurring incidents.
Resolution Teams:
5. Resolution Team members will be chosen by the chairperson from the faculty, staff and student. Each Resolution Team will include three persons, consisting of both male and female representatives, in one of the combinations identified below. Each part will have the right to one (1) challenge. Resolution Team meetings will not be audio or video recorded. 6. Resolution Team chairperson will inform the Chancellor/Vice President, as appropriate, that a complaint has been filed and a Resolution Team has been appointed.
a. Student/faculty:
(1) Human Resources Office representative (chair) (2) Faculty representative outside of accused's department (3) Student representative
b. Student/staff:
(1) Human Resources Office representative (chair) (2) Staff representative outside of accused's staff of student's work division if student is employed by the University (3) Student representative
c. Student/student:
(1) Counseling Center representative (chair)
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(2) Office of Student Affairs representative (3) Student Success Center representative (4) Student representative
d. Faculty/faculty:
(1) Human Resources Office representative (chair) (2) Two faculty representatives, both from outside of the involved parties' department(s)
e. Staff/staff:
(1) Human Resources Office representative (chair) (2) Two staff representatives outside of both involved parties' divisions
f. Faculty/staff:
(1) Human Resources Office representative (chair) (2) Faculty representative outside of both involved parties' department (3) Staff representative outside of both involved parties' department/ division
Appeal Procedure:
7. If the decision of the Resolution Team is deemed inappropriate by either party, either party may initiate the appeal procedure as follows:
a. A written and signed complaint regarding the decision of the Resolution Team must be submitted to the Chancellor/Vice President, appropriate, by the aggrieved party within ten (10) working days after the decision has been made known. The aggrieved party shall state clearly and concisely the facts which are grounds for the appeal and the relief sought.
b. Upon receipt of the written complaint, the Chancellor / Vice President, will appoint and forward the complaint to the appropriate Appeal Board Chairperson.
c. The Chairperson will, within five (5) working days, contact the other involved party in writing. This notice will include a copy of the written complaint and will inform him or her of their opportunity to respond in writing to the Chairperson within five (5) working days.
d. Within fifteen (15) working days of the submission of the complaint by the aggrieved party, the Chairperson will convene a five-member Appeal Board. The membership of the Appeal Board will be selected from students, faculty, and staff population constituted for this purpose, with appropriate representation by men and women. Members will be appointed by the Chancellor/Vice President to serve for terms not to exceed two (2) years. The composition of the each Appeal Board will depend on the nature of the complaint. However, at least two (2) members of the board shall be drawn from each party's constituency (faculty, staff, student). Each party will have the right to one (1) challenge. In the case of employee/employee-complaints, students would not be asked to serve on the Appeal Board.
e. Upon completion of the appeal hearing, the board will recommend appropriate actions(s). This recommendation will reflect the severity of the incident and will consider any previous abuse of power allegations. Possible recommendations(s) shall include, but are not limited to, verbal
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reprimand, written apology, letter of warning to the offender with a copy placed the case file, letter of reprimand to the offender with a copy placed in the offender's official personnel file, reassignment of duties, suspension of privileges, probation of students, removal from a portion of assigned duties, suspension without pay, demotion or termination.
f. Within five (5) working days following the completion of the appeal hearing, the Board will forward the written findings and recommendations to the Chancellor / Vice President, within three (3) working days, the Chancellor / Vice President will review the findings recommendations, determine that action(s) will be taken and communicate a decision in writing to each party and to the Chairperson of the Appeal Board. This decision is final and binding. The Chancellor/Vice President, if appropriate, is responsible for implementing the appropriate actions.
g. The case file with all written documentation will be placed in the Office of Student Affairs or the Human Resources Department, as appropriate.
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APPENDIX 19.5 ACADEMIC HONESTY POLICY
EXTENDED CAMPUS EC-A-02 PROCEDURES AND OPERATIONS MANUAL November 2003 ACADEMIC ADMINISTRATION ACADEMIC INTEGRITY AND CONDUCT
PURPOSE:
Academic integrity and good conduct on the part of students that is conducive to a positive learning environment is fundamental to our system of education. The purpose of this procedure is to ensure that all students, faculty, and staff know and follow the same procedure for reporting, investigating, and adjudicating any alleged violations of academic integrity or conduct by students that may be disruptive to the educational process of the University.
PROCEDURE:
A. Definitions:
(1) Plagiarism is perhaps the most common and misunderstood form of academic dishonesty. It involves the taking of ideas, writings, or other materials from another and passing them off as one's own. Plagiarism includes the use of any source to complete academic assignments without proper acknowledgment of the source. Plagiarism could be considered a minor offense or major offense depending on if the offense was intentional or unintentional, the amount of material involved and the overall impact the plagiarized materials would have had on the student's grades or progress in his or her academic program.
(2) Cheating is a broad term that includes the following: giving or receiving help from unauthorized persons or materials during examinations; unauthorized communication of examination questions prior to, during, or following administration of an examination; collaboration on examinations or assignments expected to be individual work; and fraud or deceit which include knowingly furnishing false or misleading information or failing to furnish appropriate information when requested, such as when applying for admission to the university. Cheating could also be considered a minor or major offense depending on the extent and impact of the cheating.
(3) Disruptive or unscrupulous conduct may also result in disciplinary action under this procedure. Examples include: conduct that disrupts the educational process of the University; forgery of any university document, record or identification; the destruction, unauthorized use, or misuse of university documents, records or identification; or the abuse or misappropriation of university property. Disruptive or unscrupulous behavior can also be considered a minor or major offense depending on the severity of the conduct and its impact on other students or on the University.
B. Severity of Sanctions
(1) Severity of sanctions can range from a warning for a minor first-time offense to suspension or dismissal from the University for a major or repeated offense. In order of severity, sanctions that can be considered are:
a. For Minor Offences
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• A warning • A failing grade on a specific assignment or test • A failing grade in a course
b. For Major Offences • Conduct probation • Suspension, or • Dismissal from the University.
(2) Cases where the recommended sanction is a warning, a failing grade on a specific assignment or test or a failing grade in a course can be adjudicated by the Center Faculty Chair. Cases where a more severe sanction is recommended or where the accused does not accept the determination made by a Center Faculty Chair, must be adjudicated by an Ad Hoc Appeals Committee. All sanctions must be reviewed and approved by the Dean of Academics.
INITIAL ADJUDICATION OF ALLEGED VIOLATIONS
The initial report of an academic integrity violation and the steps of the appeal process and final decision must be handled as expeditiously as conditions permit, but no specific time limits are specified. Everyone involved should remember that the adjudication process is an internal university administrative process, not a criminal or civil trial.
A. Discovery of the Alleged Offense:
(1) If the alleged offense occurred as part of a course and the instructor witnessed the alleged offense, the instructor will provide the Center Faculty Chair with a written statement concerning the offense. The Center Faculty Chair will consult with the instructor and completes Part I and Part III of the Report of an Alleged Academic Integrity Violation (Attachment 1) including a recommended sanction.
(2) If the alleged offense occurred as part of a course and the instructor did not witness the alleged offense, the witness will inform the Center Faculty Chair and complete a written statement. The Center Faculty Chair will conduct a preliminary investigation of the allegation. If the preliminary investigation supports the allegation, the Center Faculty Chair will complete Part I and Part III of the Report of an Alleged Academic Integrity Violation (Attachment 1) including a recommended sanction.
(3) If the alleged offense occurred in a circumstance not relating to an on-going course, the witness will inform the Center Director of Operations and complete a written statement. The Center Director of Operations will inform the Center Faculty Chair. The Center Faculty Chair will conduct a preliminary investigation of the allegation. If the preliminary investigation supports the allegation, the Center Faculty Chair will complete Part I and Part III of the Report of an Alleged Academic Integrity Violation (Attachment 1) including a recommended sanction.
B. Initial Center Action for Minor Offenses:
(1) For minor offenses (where the recommended sanction is no more severe than a failing grade in the course), the Center Faculty Chair will schedule a meeting with the accused student after completing the preliminary investigation. The meeting will include the accused student, the Center Faculty Chair, the Center Director of Operations and the instructor (where
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applicable). The student will be presented with the evidence of the alleged offense. The student will then be given the opportunity to:
(a) Explain his/her actions. (b) Question the witness(s). (c) Present evidence on his or her behalf. (d) Invite other parties to speak on his or her behalf about the facts of the case only. (d) Accept or deny responsibility for committing the alleged violation. (e) Accept or appeal the recommended sanction.
(2) If the accused student accepts responsibility for committing the alleged violation and accepts the recommended sanction, the student completes Part II of the Report of an Alleged Academic Integrity Violation (Attachment 1). The case is forwarded through the Regional Associate Dean to the Dean of Academics for final review and approval.
(3) If the accused student denies responsibility for the alleged violation, the Center Faculty Chair will review all the evidence and make a decision if the student is responsible or not.
a. If the Center Faculty Chair decides that the student is not responsible for the alleged violation, the case is terminated. b. If the Center Faculty Chair decides the student is responsible for the offense, the student is given the opportunity to accept the recommended sanction. If the student accepts the recommended sanction, the student completes Part II of the Report of an Alleged Academic Integrity Violation (Attachment 1) and the case is forwarded through the Regional Associate Dean to the Dean of Academics for final review and approval. c. If the Center Faculty Chair decides the student is responsible for the offense but the student does not accept the recommended sanction, the case will be referred to an Ad Hoc Appeals Committee for action (See Ad Hoc Appeals Committee Procedures below). The Ad Hoc Appeals Committee members will conduct their own investigation into the facts of the case. Their investigation could uncover additional facts that might indicate that a more or less severe sanction than recommended by the Center Faculty Chair is warranted. Therefore, the full range of sanctions will be available to the Ad Hoc Appeals Committee irrespective of what sanction was initially recommended by the Center Faculty Chair.
C. Initial Center Action for Major Offenses:
If after the preliminary investigation (or at any subsequent point in the processing of the case) the Center Faculty Chair concludes that a sanction more severe than a failing grade in a class is warranted, the case must be referred directly to an Ad Hoc Appeals Committee for action. (See Ad Hoc Appeals Committee Procedures below)
AD HOC APPEALS COMMITTEE PROCEDURES
If the Center Faculty Chair determines that the alleged offense is serious enough to warrant a sanction more severe than a failing grade in a course or if the accused does not accept the sanction recommended by the Center Faculty Chair, the Center Faculty Chair forms an Ad Hoc Appeals Committee as soon as possible to consider the case. The Ad Hoc Appeals Committee will follow the procedures listed below:
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A. The composition of the Ad Hoc Appeals Committee and the procedures for hearings are described in Attachment 2. B. The hearing of the Appeals committee must be scheduled as soon as possible and at a time when the student is able to attend. C. The student must be notified in writing of the date and time scheduled for the Appeals Committee hearing at least 48 hours in advance. If the student cannot attend at the scheduled time, then the meeting may be rescheduled once to a more convenient time. If the student fails to attend, the Appeals Committee proceeds with the hearing. D. Prior to the Appeals Committee hearing, the student must be provided with a copy of this procedure including the Statement of Students’ Rights and Responsibilities (Attachment 4). The student must be asked to sign the Statement of Understanding at the end of Attachment 4. If the student refuses, the center director signs and dates the Statement of Understanding indicating the student’s refusal and that the student was given a copy of the procedure. E. After the hearing:
1. The results of a hearing of an Ad Hoc Appeals Committee are reported on the Findings and Recommendations Form (Attachment 3). The results are sent through the Regional Associate Dean to the Dean of Academics, College of Career Education. 2. The dean reviews the case and renders the final decision, recording it on the Findings and Recommendations form. 3. The decision is communicated by the Dean of Academics, to the student in the form of a letter sent via certified mail with a return receipt requested. 4. One copy of the letter, the completed report form and supporting documentation are sent to the Extended Campus Student Services, who records the sanction if it is one which is entered on the permanent record and stores the report form and supporting documentation in a separate, confidential file. 5. A confidential information copy of the letter is sent to the Center Faculty Chair director. Copies of such letters must be maintained in a separate, secure, and confidential file, or shredded.
Office of Primary Responsibility: Dean, CCE Robert E. Myers, Ph.D. Chancellor, Extended Campus
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APPENDIX 19.6 PLAN FOR INFORMING FACULTY AND STUDENTS
All matriculating students are given a copy of the student handbook, which includes a section pertaining to academic integrity. Faculty are issued faculty handbooks with the same information.
Student Academic Integrity Issues
All students, faculty, and staff have the obligation to prevent violations of academic integrity and to take corrective action when they do occur. This procedure defines violations of academic integrity, describes a prevention program, and explains the steps for reporting and adjudicating violations. Definitions 1. Plagiarism is perhaps the most common and misunderstood form of academic dishonesty. It involves the taking of ideas, writings, etc. from another and passing them off as one's own. Plagiarism includes the use of any source to complete academic assignments without proper acknowledgment of the source. 2. Cheating is a broad term that includes the following: giving or receiving help from unauthorized persons or materials during examinations; unauthorized communication or examination questions prior to, during, or following administration of an examination; collaboration on examinations or assignments expected to be individual work; and fraud or deceit which include knowingly furnishing false or misleading information or failing to furnish appropriate information when requested, such as when applying for admission to the university. 3. Other conduct that may result in suspension and dismissal for cause include: conduct that disrupts the educational process of the University; forgery of any university document, record or identification, one's own or another's; the destruction, unauthorized use, or misuse of university documents, records or identification; and the misuse and/or security violation (including attempted security violations) of computing equipment or facilities.
Prevention A strong proactive strategy is the best way to preserve academic integrity among students, faculty, and staff. All new students must review this policy prior to their first class with Embry- Riddle. If students have any questions regarding this area students should contact their course instructor or academic advisor.
Adjudication of Academic Integrity Violations A student that witnesses an academic integrity violation should immediately notify their instructor or academic advisor; whichever is most appropriate for the specific violation. The faculty or staff member will follow the procedures in EC Academic Administrative Procedure
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EC-A-02 to resolve the issue. There are no specific time limits for completing the adjudication process. It is an internal university administrative process, not a criminal or civil trial.
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APPENDIX 20.1 FINANCIAL VIABILITY
MASTER INVESTMENT POLICY EFFECTIVE DATE: JUNE 19, 2003 POLICY 2.1.3
1. Purpose of Policy
The Investment Policy for the Embry-Riddle Aeronautical University Endowment Funds (Endowment) is developed by the University Administration (Administration) and approved by the Investment Committee of the Board of Trustees. The policies set forth in this document were arrived at after a deliberate and focused review of the unique needs and circumstances of the Endowment. This document is intended to serve as a Plan Of Action, Investment Policy, Operating Code and Communications Link between the Administration and:
a. its own members; b. its investment managers; c. the Investment Committee; and d. its professional advisors.
In addition, this document records the Administration's diligent examination and evaluation of the most suitable combination of risk level and rate of return that will satisfy the Endowment's emerging obligations.
2. Context of Policy
In developing the Investment Policy Objectives and Constraints, the Administration recognizes the following:
a. fluctuating rates of return are a characteristic of the investment markets; and b. performance cycles cannot be accurately predicted as to their beginning, end or magnitude.
As such, the asset allocation decisions set forth in this policy were based upon a careful examination of:
(1) the unique considerations and requirements of the Endowment; (2) the consistency of returns provided by different asset categories over shorter time frames; and, (3) the historical rewards provided by different asset categories over longer time frames.
3. Endowment Background
a. The University, in its investment philosophy, recognizes a continuing belief in a free enterprise society supported by publicly owned businesses; and the University's endowment funds should be principally invested in equity and debt securities of American corporations. Notwithstanding, the University from time to time may consider it reasonable and prudent to invest in other investment vehicles. The University's investment philosophy is based upon recognition that in any economy or over any appreciable time period there probably will be an inflationary loss of purchasing power of a dollar of endowment. Consequently, the endowment funds in total should be expected to grow by an amount at least equivalent to the rate of inflation over a reasonable time period (three years). It must also be remembered that the major part of endowment growth comes from the addition of new monies.
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b. The University may or may not directly and internally manage any portion of the endowment or quasi-endowment or similar assets. Those assets that cannot be disposed of because of donor restrictions or marketability and which essentially are not liquid, or because of their size or value cannot be feasibly and economically managed externally, must be internally managed. External investment advisers shall be selected from strongly established and financially sound organizations that have a proven record in managing funds with characteristics similar to those of the University. Selection will depend upon factors established by the Administration from time to time. Overall investment policy of Embry-Riddle Aeronautical University has the objective to obtain the best possible return on investments and that such return is the sum of the yield (defined as interest, dividends, etc.) and gain (defined as appreciation, realized and unrealized) commensurate with the degree of risk the University is willing to assume in obtaining such return. Investments in extreme positions are prohibited.
4. Administration's Tolerance for Volatility
The Administration recognizes the possibility of negative market returns over short periods of time. It also recognizes that periods of extreme market weakness have been followed by periods of extreme market strength. With this in mind, the Administration has concluded that a commitment to extend the holding period of assets should be made to reduce the variability of potential returns (risk). After careful deliberation, the Administration has determined the Endowment's threshold for market risk to be a minimum/worst case expected annualized return over a 3 successive calendar year period of +1%. Because investment losses in any single year cause increased funding requirements over future years, negative returns should generally be avoided. The Administration recognizes, however, that short-term and long-term investment objectives often conflict. As such, the Administration has determined its one- year threshold for risk to be an expected return of no less than negative 4%.
5. Asset Allocation
A. Long-Term Target Allocations
After significant study of long-term historical capital market performance, the Administration finds that the following target mixture of asset classes will produce the desired performance at acceptable fluctuation levels over time:
Target Index Common Stock & Equity Equivalent Securities (Equity) 70% S&P 500
Fixed Income & Fixed Income Equivalent Securities (Fixed) 30% ML Govt/Corp
The Administration will generally attempt to see that the Endowment's assets include a cash reserve sufficient to pay obligations as they become due within a reasonable future period. Therefore, any investment manager performing under this policy is not expected to accumulate a significant cash position, without prior approval from the Administration, unless the investing style of the manager includes a routine, temporary use of instruments that have a maturity of less than one year (and the Administration has been informed and agrees to use that style in advance.) In general, "significant" means more than 15% of the value of assets under management.
B. Allowable Ranges Around Target Allocations
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The Administration recognizes that a rigid asset allocation would be both impractical and, to some extent, undesirable under various market conditions. Therefore, the allocation of the Endowment's total assets may vary from time to time within the following ranges without being considered an exception to this investment policy. Individual managers of the Endowment are to be given specific allowable ranges and it is requested that they not deviate from these ranges unless revisions are made to the Investment Policy.
Target Min Max Equity Domestic Large/Mid Cap 30% 30% to 60% 40%-70% Domestic Small Cap 15% 0% to 15% International 15% 0% to 15% Managed Futures 5% 0% to 10% Fixed Short-Term Bonds 10% 5% to 20% 30%-60% Intermediate-Term Bonds 25% 20% to 50% Cash Cash 0% 0% to 15%
6. Performance Objectives
A. Break-even Time Horizon (minimum acceptable return)
Plus 1% or better annualized over a 3-successive-calendar-year period.
B. Average Expected Return Match or exceed a return of +5.05% above the 10 year moving average CPI annualized over a 3- successive-calendar-year period (+5.05% is determined by applying the historical risk premiums of equity, fixed, and cash to the Endowment's target policy allocations.). The total expected rate of return as of the writing of this policy (7/94) is 8.75%. It is important to note that under current market conditions it may be impossible to achieve the Average Expected Return over the short- run. The Administration will make diligent consideration of this market reality and view the account's ongoing performance with regards to this fact.
C. Above Average 3-Year Peer Performance
An investment manager is expected to provide annualized returns over a 3-successive calendar- year period that match or exceed the median return of a universe of managers operating under similar investment guidelines and constraints.
D. Target Indices
Match or exceed the returns of an appropriate Target Index over a 3-successive-calendar year period (Section 5.A).
7. Manager Selection, Evaluations, and Review
A. Initial Manager Selection
The Administration shall initiate a manager selection search based on its findings of existing managers or at the direction of the Investment Committee. The Administration shall utilize its
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best efforts and may use the services of its consultant to undertake a manager search. The Administration will make its recommendation to the Investment Committee for approval. Such recommendations will include comparisons of manager performance in the asset class for which a manager is being sought. In person interviews with candidate managers are not required if the candidate manager is an established mutual fund.
B. Frequency of Measurement
The Administration, or its designee, shall meet periodically with its consultant to review the returns of the Endowment versus its performance objectives on both absolute and risk adjusted return bases. These periodic meetings will also serve as a venue to review and adjust the Investment Policy and/or guidelines if it is deemed necessary. It is the responsibility of each investment manager to supply the Administration with monthly statements which detail the specific assets of the account including cost, current market value, and all income and principal transactions within the account. The Administration, or its designee, shall report its findings to the Investment Committee on a quarterly basis.
C. Performance Measures
Manager performances in all cases will be evaluated net after all management fees and execution costs and according to the long-term asset allocation guidelines specified in the policy.
D. Expected Interim Progress Toward Multi-Year Objectives
The Administration will follow its time horizons as set forth in this policy, when making judgments about indications of inferior performance. However, investment managers for the Endowment should be advised that the Administration intends to track the Endowment's interim progress toward multi-year goals. If there is a clear indication that performance is so substandard that reasonable hope of recovery to the policy's target level in the remaining time horizon period would require either high risk or good fortune, then the Administration will not feel constrained by this policy to avoid an "early" decision to take corrective action.
E. Adherence to Published Investment Style
Investment managers should note that their selection as investment manager to the Endowment was based upon a particular investment style or approach. The Administration will monitor its investment managers to make certain that a manager's investment approach remains continuous and consistent. Failure to immediately communicate and provide information on any such changes in investment style or philosophy may be used as grounds for dismissal without review.
F. Proxy Voting
Each equity investment manager shall have the full authority to vote proxies related to equity investments. The investment manager should discharge voting duties with care and loyalty to those people on whose behalf he is investing. Each investment manager is expected to report, in writing, annually to the Administration the proxy decisions that were made.
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G. Annual Meetings
Each manager shall meet at least annually with the Administration to review performance and to discuss and/or revise the Endowment's investment objectives.
8. Standards for Managers
All Equities All Fixed Income
Minimum Diversification Standards
Single Security Issue Single Industry Group(S&P a)Maximum 5%[1] a)Maximum 5%[1] definition) (except U.S.Treasury & Agencies) b)Maximum 15%[1]
b)Maximum 15% (except U.S.Treasury & Agencies) Minimum a)Traded daily on Remaining outstanding principal value of the Liquidity Standards NYSE, AMEX or issue must be (and remain) at least $30 million, NASDAQ without Administration approval b)$50 million or more of market capitalization
Minimum Quality a)At least 3 years of Quality Ratings:[3] Standards (publicly held) earnings Minimum (bonds/notes): history[2] S&P: BBB (investment grade) b)Profitable (from Moody's: Baa (investment grade) continuing operations) Expected Average(bonds/notes); in at least 3 of last 5 S&P: A or higher years Moody's: A or higher c)Preferred and Minimum (money mkt):[4] Convertible Quality S&P: A2 Ratings Moody's: P2 Minimum: Expected Average(money mkt): S&P: BBB S&P: A1 Moody's: Baa Moody's: P1 Expected Average: S&P:A or higher Moody's: A or higher
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Bond Maturities a) Minimum (single issue) maturity: None, but maturities under 12 months will be viewed as "cash" under this policy b) Maximum remaining term to maturity (single issue at purchase): 30 years, c) Average remaining term to maturity of Targeted portfolio: 10 years
Prohibited Categories a) New issues [5] a) Issuer related to investment manager b)Short sales, or b) Issues traded flat "naked" positions (not currently accruing interest) c)Margin purchases or hypothecation d)Issuer related to investment manager e)Restricted stock (letter) f)Private placements
Special Considerations a) None a) None Reports to University Quarterly Quarterly Administration
Account Statements Monthly Monthly University Administration
9. Policy Review and Modification
A. Frequency of Policy Review
The Investment Committee, the Administration, and its consultant will review annually the investment objectives and restrictions for the Endowment. These periodic investment performance evaluations shall also be used as occasions to also consider whether any elements of existing policy are either insufficient or inappropriate. In particular, the Administration and its consultant will review the following:
1. The Endowment's ongoing ability to tolerate downturns in asset values (a function of financial and cash flow considerations). 2. The Endowment's ongoing willingness to tolerate downturns in asset values (a function of psychological considerations). 3. Any changes in the Endowment's liquidity requirements. 4. Any changes in the Endowment's income requirements. 5. Any changes in the Endowment's rate of return objectives. 6. The practicality of existing time horizon assumptions. 7. Convincing arguments presented by investment managers.
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8. Areas found to be important, but not covered by policy.
On one hand, the Administration views its investment policy as its basic tool for establishing a long-range investment program. The Administration also recognizes, however, that its investment policy should be flexible enough to adapt to the changing circumstances and needs of the Endowment. As such, the Administration wishes to caution all users of this policy that potentially damaging inconsistency could occur if its own policy underwent significant changes over relatively short periods of time or "responded to" temporary market conditions.
10. Spending Policy
A. Purpose
The purpose of this section is to provide for spending a calculated fraction of the 3-year moving average market value of the endowed funds. This method utilizes the "Total Return" approach to endowment spending--which considers all sources of capital appreciation, not just cash income. Prior to this change, it was the policy to spend only the interest and dividend income in excess of the dollar inflation as measured by the annual change in the Consumer Price Index (CPI).
Advantages of this new policy are:
1. Current spending levels are adjusted to compensate for the real (inflation adjusted) total growth of the portfolio in each given year. 2. It takes advantage of years with strong growth by increasing payout and protects corpus value in down years or during periods of high inflation by reducing the payout. 3. It achieves the greater spending stability desirable for planning and budgeting activities funded from endowment earnings.
B. Spending Rate
The target Spending Rate was established using 1995 as the base year, a base year payout of 5%, and a unit value established at 100. At the end of each year, the unit value will be increased (decreased) by the total return achieved during that year for the endowment portfolio. This adjusted year-end unit value will then be reduced (increased) by the dollar inflation (disinflation) of the adjusted year-end unit value*. Any year in which the inflation adjusted unit value decreases (increases), the Spending Rate for the following year will then be reduced (increased) by 0.5% (one-half of one percent). The only exception to this adjustment rule is that before a Spending Rate will be increased above its current level, the new inflation adjusted unit value must be higher than any previous inflation adjusted unit value.
* The 1995 beginning unit value of 100 with a 17.92% return for 1995 yields an adjusted unit value of 117.92. Then, multiplying 117.92 by the 1995 inflation rate of 2.81% for a dollar inflation unit value of 3.31. Subtracting the dollar inflation unit value of 3.31 from the adjusted unit value of 117.92 yields an inflation adjusted unit value of 114.61.
C. Distribution Method
Each moving three-year ending market value will be multiplied by the calculated spending rate for
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the previous year. This dollar amount will be distributed annually to the income accounts of the accounts of the endowed sub-funds.
11. Policy Adoption
A. Investment Committee Approval
This Investment Policy has been reviewed by the Investment Committee and was approved on June 19, 2003.
KEY FORECASTING ASSUMPTIONS FOR INVESTMENT POLICY MODEL -- July 1994 Historical Returns & Risks Average Annual Historical Expected Volatility Risk Historical Asset Category Return (Std.Dev.) Premium Database Domestic Large Cap 12.22% 17.03% 6% S&P 500 [LCE] 18.48% 27.87% 8% DFA Small Cap Domestic Small Cap [SCE] 14.30% 20.24% 7% E.A.F.E. Int'l
Foreign Funds [IE] 18.42% 20.24% 8% MAR (CTA)
Derivatives* [MF] Domestic Short* [SFI] 9.13% 4.14% 3% ML 1-3 Year Govt Domestic 9.49 7.93% 3% Intermediate [IFI] LB Interm 10.22% 12.60% 4% Govt/Corp Domestic Long [FLI] 7.12% 5.18% 4% LB Long Govt Real Estate [RE] Bank Real Estate Cash [C] 7.34% 1.37% 0% U.S. Treasury Bills
*Managed Futures data is only available from 12/79. Returns previous to 12/79 are regressed against the DFA small cap index (lack of a high R-squared made it logical to use 12/79 standard deviation). Short term Govt data is only available from 12/78. Returns previous to 12/78 are regressed against the LB Intermediate Govt/Corp Index. Historical Asset Correlation Coefficients LCE SCE IE MF SFI IFI LFI RE C CPI LCE 1.00 SCE 0.78 1.00 Time Frame: 12/72 - 12/93 IE 0.65 0.51 1.00 Date Intervals: Quarterly MF -0.13 -0.22 -0.17 1.00 SFI 0.30 0.13 0.25 -0.16 1.00
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IFI 0.41 0.23 0.36 -0.100.94 1.00 LFI 0.40 0.18 0.37 -0.01 0.86 0.97 1.00 RE 0.41 0.50 0.34 -0.08 0.24 0.21 0.12 1.00 C -0.08 -0.07 -0.17 0.01 0.17 0.04 -0.09 0. 40 1.00 CPI -0.25 -0.12 -0.33 0.24 -0.19 -0.36 -0.39 0. 08 0.48 1.00
KEY FORECASTING ASSUMPTIONS FOR INVESTMENT POLICY MODEL -- March 22, 1996 Historical Returns & Risks Standard Revised Annual Historical Average Average Volatility Risk Historical Asset Expected Standard (Std.Dev.) Premium Database Category Return Return Domestic 11.73% 10.00% 16.73% 6% S&P 500 Large Cap [LCE] 17.79% 15.00% 27.31% 8% DFA Small Cap Domestic 14.01% 12.00% 19.81% 7% Small Cap E.A.F.E. [SCE] 17.62% 13.00% 19.20% 8% Int'l
Foreign Funds MAR (CTA) [IE]
Derivatives* [MF] Domestic 8.75% 5.20% 4.14% 3% ML 1-3 Yr Short* [SFI] Govt 8.85% 7.55% 5.93% 3% LB Interm Domestic Govt/Corp Intermediate [IFI]
Cash [C] 6.96% 4.25% 1.37% 0% U.S. Treasury Bills
*Managed Futures data is only available from 12/79. Returns previous to 12/79 are regressed against the DFA small cap index (lack of a high R-squared made it logical to use 12/79 standard deviation). Short term Govt data is only available from 1 2/78. Returns previous to 12/78 are regressed against the LB Intermediate Govt/Corp Index.
Historical Asset Correlation Coefficients LCE SCE IE MF SFI IFI LFI C LCE 1.00 SCE 0.77 1.00 Time Frame: 12/73 - 12/95 IE 0.64 0.51 1.00 Date Intervals: Quarterly
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MF -0.12 -0.21 -0.15 1.00 SFI 0.31 0.14 0.25 -0.13 1.00 IFI 0.35 0.17 0.30 -0.09 0.98 1.00 LFI 0.40 0.18 0.37 -0.01 0.86 0.97 1.00 C -0.06 -0.05 -0.16 0.05 0.22 0.10 -0.09 1. 00
The historical returns shown in the "Revised" column reflect adjustments downward to compensate for the expected general decrease in returns on future investment opportunities.
FEBRUARY 2004
Asset Allocation Model Returns & Risks
Average Expected Annual Volatility Asset Category Return (Std. Dev.)
Domestic Large Cap [LCE] 10.8% 21.9% Domestic Small/Mid Cap [SMCE] 14.8% 34.8% Foreign Funds [IE] 11.2% 23.4% Real Estate Securities [REIT] 10.6% 24.4% Hedge Funds [HF] 10.0% 15.0%
Investment Grade Fixed Income [IGF] 4.7% 6.4%
Cash [C] 3.1% 0.8%
Asset Allocation Model Correlation Coefficients
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APPENDIX 20.2 FINANCIAL AUDIT POLICY
ACCOUNTING POLICY Effective Date April 16, 2004 Policy 2.1.1; see also Procedure 2-1-1
Purpose and Scope of Accounting Policy:
The accounting procedures are designed to document accepted procedures within the Accounting Department of Embry-Riddle Aeronautical University. It is intended for use by accounting personnel at all University locations. The procedures are in accordance with generally accepted accounting principles as stated in the AICPA Audit Guide. While the University maintains its financial records and produces financial statements in full compliance with SFAS 117, it is nevertheless useful to utilize the principles of fund accounting.
1. Fund Accounting
a. Embry-Riddle Aeronautical University is a non-profit educational organization classified under the Internal Revenue Service code as 501(c)3 and incorporated in the State of Florida. As the University is a non-profit organization, there are no stockholders of the corporation, but rather, the corporation is owned by the general public. b. The financial records of the University are maintained under the principles of fund accounting, which is characteristic of non-profit organizations. The University follows the guidelines and procedures established by the AICPA Audits of Colleges and Universities and the NACUBO Financial Accounting and Reporting manual for Higher Education. c. The University utilizes thirteen fund groups, which are established under college and university fund accounting. Each fund group, and subfund within fund groups, is organized as a separate entity for financial recordkeeping purposes.
2. The Funds and their AICPA Definitions
a. The current funds group (00,10,20) includes those economic resources of the University which are expendable for any purpose in performing the primary objectives of the institution and which have not been designated by the Board of Trustees for other purposes. Resources restricted by donors or other outside agencies for specific current operating purposes are accounted for as restricted current funds. b. The loan funds group (30,33) consists of loans to students, faculty, or staff, and of resources available for such purposes. The terms of gift agreements usually specify that the funds operate on a revolving basis, i.e., proceeds from repayments of principal and interest are subsequently loaned to other individuals. c. The endowment and similar funds group (40,44) generally includes endowment funds and quasi endowment funds. 1. Endowment funds are funds with respect to which donors or other outside agencies have stipulated, as a condition of the gift instrument, that the principal is to be maintained inviolate and in perpetuity and invested for the purpose of producing present and future income which may either be expended or added to principal.
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2. Quasi-endowment funds (funds functioning as endowment) are funds which the Board of Trustees, rather than a donor or other outside agency, has determined are to be retained and invested. Since these funds are internally designated rather than externally restricted, the Board of Trustees has the right to decide at any time to expend the principal. d. The plant funds group (60,62,64,66) consists of (1) funds to be used for the acquisition of physical assets for University purposes but unexpended at the date of reporting; (2) funds set aside for the renewal and replacement of institutional proper ties; (3) funds set aside for debt service charges and for the retirement of indebtedness on University assets; and (4) funds expended for and thus invested in University assets. e. The annuity funds group (50) consists of funds acquired by the University subject to agreements whereby assets are made available to the institution on the condition that the institution bind itself to pay stipulated amounts periodically to designated individuals. Payments of such amounts terminate at a time specified in the agreements. f. The agency funds group (70) consists of funds held by the University as custodian or fiscal agent for others such as student organizations, individual students, or faculty members. Transactions of agency funds represent charges or credits to the individual asset and liability accounts and are not transactions of unrestricted or restricted current funds.
3. Interfund Transactions
Interaction between fund groups or subfunds is accomplished by transactions involving either of the following:
a. Claims on cash from other funds - An account receivable from another fund. b. Claims on cash to other funds - An account payable to another fund. c. Interfund transfer - The movement of funds from one fund to another without the intent of repayment. 4. General Ledger
a. Software
The General Ledger is maintained by use of a software system entitled Oracle Financials, by Oracle Inc.
The basic component of the accounting system is the “Key Flex Field". Six segments comprise the entire account number.
The six segments are listed below:
Segment G/L Part Part Length
1 FASB 1
2 Fund 2
3 Function 2
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4 Cost Center 5
5 Object Code 4
6 Project 4
Interpretation: Vice President, Chief Financial Officer
ACCOUNTING POLICY Effective Date April 16, 2004 Policy 2.1.0
Purpose and Scope of Accounting Policy
It is the responsibility of the General Accounting unit of the University Accounting Department to properly reflect the financial activities of Embry-Riddle Aeronautical University and its subsidiaries, in accordance with generally accepted accounting principles. These activities are recorded and reported in conformity with SFAS 117. A proper matching of revenue and expenses is maintained using the accrual method of accounting.
Embry-Riddle has adapted for use, and adheres to, the policies and procedures of both the AICPA guide to Audits of Colleges and Universities and the NACUBO Financial Accounting and Reporting manual for Higher Education.
Interpretation: Vice President, Chief Financial Officer
INTERNAL AUDIT PROCEDURE Effective Date: August 20, 2003 (rev. Sept. 4, 2003) Procedure 9.1; see also Policy 9.1
Purpose:
To inform management of the University's audit procedures.
1. The schedule of annual audits will cover financial activities, compliance with Federal and State requirements, operational effectiveness and suspected fraud or misuse of funds or property.
2. The Director of Internal Audit will propose to the Audit Committee and the Vice President-Chief Business Officer each year what audits will be included in the schedule. Other audits will be added as requested by the President, Vice President-Chief Business Officer, or the Audit Committee.
3. The areas, departments, or units that are selected for audit will be chosen in order to optimize the audit coverage of high-risk areas and areas of management concern.
4. The audit schedule and scope will be coordinated with the external auditors in an effort to eliminate duplication of work and maximize the efficiency of audit coverage while minimizing costs.
5. The Internal Audit Department will attempt to minimize disruption to the University personnel and functions in the performance of audits.
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6. The typical audit will include the following seven phases:
a. The first phase of the audit involves preliminary reviews and planning. Here, the audit team gathers information about the unit to be audited through internal control questionnaires, interviews, policy manuals, and preliminary reviews of files and records. Audit objectives may be influenced by surveys of executive management. Finally, an audit program is drafted and audit assignments are made.
b. The second phase of the audit concerns notification. The administrators of the area to be audited will be notified by an engagement letter (an announcement letter) which summarizes the scope and depth of the audit along with the areas of specific interest. The Director of Internal Audit will contact the administrators of the unit selected for an audit to arrange a time for the fieldwork.
c. The start of the third phase of the audit will be marked by an audit entrance conference. This conference will be held after the audit unit has had time to receive the engagement letter. The purpose of this conference is for introductions and a discussion and clarification of the issues surrounding the audit. Issues that will be discussed will be the working area for the auditors, the time period devoted to the audit, and other questions that the administrators of the audit unit may have before the fieldwork begins.
d. The fourth phase of the audit will be devoted to the fieldwork. Records will be reviewed and informal discussions will be made with the unit's staff members. It is imperative that the auditors have access to all of the unit's records and staff members. The auditors will keep management informed to provide a clear and concise understanding of how the audit is progressing and of issues found during the audit.
e. When the fieldwork of the audit has been concluded, a draft report will be prepared and issued to the management of the area being audited. This represents the start of the fifth phase. Responses will be required from the unit audited to address the findings, issues or concerns stated in the draft report. If the responses and corrective actions provided by the staff of the audited unit are not deemed sufficient to address the concerns of the audit staff, then the draft report will be addressed to the next level of management for response and corrective actions. These responses must be in writing and included in the body of the report. For the extended campus' centers, the responses may be verbal on the last day of the audit. However, these verbal responses must be in writing as of two weeks after the conclusion of the audit when these responses must be sent the Director of Internal Audit either by Email or fax.
f. During the sixth phase of the audit an audit exit conference will be held. During the conference, the unit's management, and the audit team with relevant staff will discuss informally and in detail the concerns and issues identified by the audit team. Collectively, they formulate the actions needed to remedy the concerns or issues found by the auditors.
g. The seventh and final phase of the audit occurs at the issuance of the final audit report. If the unit's management and the audit team agree to the actions to be taken to correct the deficiencies mentioned in the report, then a final report will be issued at the conclusion of the audit exit conference
7. Copies of all reports and responses will be sent to the Vice President-Chief Business Officer and will be made available to the external auditors.
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APPENDIX 20.3 SUFFICIENT CAPITAL AVAILABLE FOR START-UP
Audited financial statements are attached.
PAGE 278 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
F I N A N C I A L S T A T E M E N T S
Embry-Riddle Aeronautical University, Inc.
For the Year Ended June 30, 2004 With Report of Independent Certified Public Accountants
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Embry-Riddle Aeronautical University, Inc.
Financial Statements
For the Year Ended June 30, 2004
Contents
Report of Independent Certified Public Accountants ...... 1 Statement of Financial Position ...... 3 Statement of Activities ...... 4 Statement of Cash Flows ...... 5 Notes to Financial Statements ...... 6
Supplementary Information
Net Assets Class Disaggregation ...... 22 Three-year Comparative Statements of Financial Position ...... 23 Three-year Comparative Statements of Activities ...... 24 Three-year Comparative Statements of Cash Flows ...... 27
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Ernst & Young LLP Phone: (407) 872-6600 Certified Public Accountants www.ey.com Suite 1700 390 North Orange Avenue Orlando, Florida 32801
Report of Independent Certified Public Accountants
The Board of Trustees Embry-Riddle Aeronautical University, Inc.
We have audited the accompanying statement of financial position of Embry-Riddle Aeronautical University, Inc. (the “University”) as of June 30, 2004, and the related statements of activities and cash flows for the year then ended. These financial statements are the responsibility of the management of the University. Our responsibility is to express an opinion on these financial statements based on our audit.
We conducted our audit in accordance with auditing standards generally accepted in the United States and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audit provides a reasonable basis for our opinion.
In our opinion, the financial statement referred to above present fairly, in all material respects, the financial position of the University as of June 30, 2004, and the changes in its net assets and its cash flows for the year then ended in conformity with accounting principles generally accepted in the United States.
In accordance with Government Auditing Standards, we have also issued our report dated September 16, 2004 on our consideration of the University’s internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements and other matters. The purpose of that report is to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on the internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards and should be considered in assessing the results of our audit.
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Our audit was conducted for the purpose of forming an opinion on the financial statements taken as a whole. The supplemental schedule – Net Asset Class Disaggregation listed in the table of contents is presented for the purpose of additional analysis and is not a required part of the financial statements. This schedule is the responsibility of the University’s management. Such schedule has been subjected to the auditing procedures applied in our audit of the basic financial statements and, in our opinion, is fairly stated in all material respects when considered in relation to the financial statements taken as a whole. The information presented in the supplementary information – Comparative Statements of Financial Position, Activities, and Cash Flows for the years ended June 30, 2003 and 2002, was not subject to audit and accordingly we express no opinion on that information.
September 16, 2004
PAGE 282 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Embry-Riddle Aeronautical University, Inc.
Statement of Financial Position June 30, 2004 (in thousands)
Assets Current assets: Cash and cash equivalents $ 24,308 Investments (Note 2) 42,607 Accounts and notes receivable, less allowance for doubtful accounts of $1,126 13,817 Current portion of student loans receivable 1,971 Current portion of contributions receivable (Note 4) 1,739 Inventories 2,868 Prepaid expenses and other current assets 897 Total current assets 88,207 Deposits with fiduciaries (Note 3) 28,242 Long-term accounts and notes receivable 290 Student loans receivable, less current portion and allowance for doubtful accounts of $700 8,141 Contributions receivable, net – less current portion (Note 4) 751 Land and land improvements, buildings and equipment, at cost, less accumulated depreciation (Note 5) 163,138 Unamortized bond issuance costs 3,589 Other assets 376 Total assets 292,734
Liabilities and net assets Current liabilities: Accounts payable and accrued expenses 21,885 Advances for student loans and financial aid 8,760 Current portion of long-term debt (Note 6) 3,681 Student deposits and advance payments 4,734 Unearned tuition and flight fees 10,074 Total current liabilities 49,134 Long-term debt (Note 6) 128,283 Total liabilities 177,417
Net assets (Note 7): Unrestricted 102,124 Temporarily restricted 3,624 Permanently restricted 9,569 Total net assets 115,317 Total liabilities and net assets $ 292,734
See notes to financial statements.
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Embry-Riddle Aeronautical University, Inc. Statement of Activities Year ended June 30, 2004 (in thousands) Temporarily Permanently Unrestricted Total Restricted Restricted Revenue and other additions: Tuition $ 171,396 $ – $ – $171,396 Less institutionally funded scholarships 19,489 – – 19,489 Net tuition 151,907 – – 151,907
Flight fees 20,880 – – 20,880 Other fees 6,054 – – 6,054 Government grants and contracts 9,004 – – 9,004 Private gifts 340 – – 340 Private grants and contracts 1,171 – – 1,171 Sales and services – educational 225 – – 225 Auxiliary enterprises (Note 10) 18,327 – – 18,327 Other revenue 1,736 1 – 1,737 Investment earnings distributed 1 331 – 332 Total revenue and other additions 209,645 332 – 209,977
Net assets released from restrictions 1,888 (1,888) – – Total revenue and other additions 211,533 (1,556) – 209,977
Expenses (Note 8): General academic instruction 72,937 – – 72,937 Flight instruction 33,621 – – 33,621 Research 6,938 – – 6,938 Academic support 11,499 – – 11,499 Student services 23,541 – – 23,541 Institutional support 36,465 – – 36,465 Scholarships 1,500 – – 1,500 Auxiliary enterprises (Note 10) 19,916 – – 19,916 Total expenses 206,417 – – 206,417 Excess(deficiency) of revenues and other additions over(under) expenses 5,116 (1,556) – 3,560
Nonoperating activities: Private gifts – noncurrent 350 1,031 385 1,766 Net realized and unrealized appreciation (depreciation) in fair value of 4,295 (687) 2,020 5,628 investments Investment income 1,249 93 – 1,342 Distribution of prior year investment earnings for spending (1) (331) – (332) Total nonoperating activities 5,893 106 2,405 8,404
Change in net assets 11,009 (1,450) 2,405 11,964 Net assets, beginning of year 91,115 5,074 7,164 103,353 Net assets, end of year $ 102,124 $ 3,624 9,569 $ 115,317 See notes to financial statements. 0404-0535396
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Embry-Riddle Aeronautical University, Inc.
Statement of Cash Flows
Year ended June 30, 2004 (in thousands)
Cash flows from operating activities Change in net assets $ 11,964 Adjustments to reconcile change in net assets to net cash provided by operating activities: Depreciation 15,488 Amortization 598 Gain on sale of equipment (230) Equipment acquired through gifts (351) Contributions restricted for long-term investment (2,597) Change in operating assets and liabilities: Accounts and notes receivable 650 Contributions receivable 296 Inventories 927 Prepaid expenses and other assets 2,603 Accounts payable and accrued expenses 6,558 Advances for student loans and financial aid 779 Student deposits and advance payments (514) Unearned tuition and flight fees 1,238 Net cash provided by operating activities 37,409 Cash flows from investing activities Sale (purchase) of investments (6,387) Principal received on student loans receivable 9,803 Loans made to students (11,455) Proceeds from sale of land and land improvements, buildings and equipment 287 Capital expenditures (25,203) Net cash used in investing activities (32,955) Cash flows from financing activities Long-term debt proceeds 39,765 Principal payments on long-term debt (17,669) Increase in deposits with fiduciaries (15,933) Payment of bond issuance costs (1,822) Proceeds from contributions restricted for: Investment in endowment 2,405 Investment in plant 192 Net cash provided by financing activities 6,938 Change in cash and cash equivalents 11,392 Cash and cash equivalents, beginning of year 12,916 Cash and cash equivalents, end of year $ 24,308 Supplemental disclosures of cash flow information: Cash paid during the year for interest $ 7,477
See notes to financial statements.
PAGE 285 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Embry-Riddle Aeronautical University, Inc.
Notes to Financial Statements
Year ended June 30, 2004
1. Nature of Operations and Summary of Significant Accounting Policies
General
Embry-Riddle Aeronautical University, Inc. (the “University”), a not-for-profit corporation, offers degrees and technical programs in aviation-related disciplines. These programs are offered at campuses in Daytona Beach, Florida, Prescott, Arizona and at various resident centers throughout the United States and Europe. The University is accredited by the Commission on Colleges of the Southern Association of Colleges and Schools (“SACS”) to award degrees at the Associate, Bachelors, and Masters levels. SACS has most recently reaffirmed the University’s accreditation in 2002 for ten years. The accreditation of the University includes all its units, wherever located. Through a strict evaluation process, the bachelors degree programs in aerospace engineering at both the Daytona Beach and Prescott campuses have been accredited by the Engineering Accreditation Commission of the Accreditation Board for Engineering and Technology (“ABET”). Other ABET accredited programs at the Daytona Beach campus include bachelors degree curricula in aircraft engineering technology, avionics engineering technology, and engineering physics; at the Prescott campus, the electrical engineering program is also accredited by ABET. Daytona Beach business programs are accredited by the Association of Collegiate Business Schools and Programs and the Council of Aviation Accreditation.
Basis of Presentation
The financial statements of the University have been prepared on the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded when materials or services are received. Expenses incurred at fiscal year-end have been accrued, and expenses applicable to future periods have been deferred. Revenues and expenses of an academic term, such as a summer session, which is conducted over a fiscal year end, are reported totally within the fiscal year in which the program is predominantly conducted.
Net assets are classified into three separate categories. The three net asset categories as reflected in the accompanying financial statements are as follows:
• Unrestricted - Net assets which are free of donor-imposed restrictions; all revenues, gains, and losses that are not changes in permanently or temporarily restricted net assets. This category includes realized and unrealized gains on endowment and other long-term investments not specifically restricted by donors. The University’s policy is to reinvest such earnings for future growth and to use these earnings in accordance with donor stipulations as to the original gift corpus.
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Notes to Financial Statements (continued)
1. Nature of Operations and Summary of Significant Accounting Policies (continued)
. • Temporarily Restricted - Net assets whose use by the University is limited by donor-imposed stipulations that either expire by passage of time or that can be fulfilled by actions of the University pursuant to those stipulations. Temporarily restricted net assets consist primarily of scholarship funds, funds donated to be applied to construction of new facilities, and equipment donated for use in new facilities. . • Permanently Restricted - Net assets whose use by the University is limited by donor-imposed stipulations that neither expire with the passage of time nor can be fulfilled or otherwise removed by actions of the University. Permanently restricted net assets consist primarily of endowed scholarship funds.
Changes in each category are reflected in the statements of activities, certain of which are further categorized as nonoperating. Such activities primarily reflect transactions of a long-term investment or capital nature, including contributions receivable in future periods, contributions subject to donor-imposed restrictions, and gains and losses on investments in excess of the University’s spending rule not specifically restricted for use by donors.
Cash and Cash Equivalents
For purposes of the statements of cash flows, the University considers all highly liquid debt instruments purchased with an original maturity of three months or less to be cash equivalents. Investments in Common Fund pools, other than the Short-Term Investment Fund, are not included as cash equivalents as there is no maturity date and management does not consider such investments as part of operating cash.
A substantial portion of the balances of cash and cash equivalents are comprised of funds on deposit in demand deposit accounts, balances of which are in excess of the Federal Deposit Insurance Corporation insured amount of $100,000 per depositor.
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Notes to Financial Statements (continued)
1. Nature of Operations and Summary of Significant Accounting Policies
(continued) Investments and Deposits with Fiduciaries
Investments and deposits with fiduciaries are recorded at their estimated fair value. Gains and losses on investments are reported in the statements of activities as increases or decreases in unrestricted net assets unless their use is restricted by donor-imposed stipulations. Investment income is reported in the period earned as increases in unrestricted net assets unless the use of the assets, from which the income is derived, is limited by donor-imposed restrictions. Gains and losses on investments of a donor-restricted endowment fund are included as changes in temporarily unrestricted net assets.
Deposits with fiduciaries held in trust to be used for specified purposes as required by related debt covenants, the interest earned on the deposits, and the deposits with fiduciaries that are held in trust primarily to pay for group health insurance claims are all classified as unrestricted.
Revenues and Student Accounts Receivable
Student tuition and related fees are recorded as revenue in the fiscal year in which the course term is predominately conducted. Resident center tuition and related expenses are recorded in the fiscal year in which each specific resident center term is predominately conducted.
Registration deposits, housing deposits and other advance payments related to future academic terms are recorded as unearned tuition and flight fees until earned by the University.
Student Loans Receivable
Student loans receivable consist of uncollateralized loans to former and current students of the University with various interest rates and repayment terms. It is not practicable to determine the fair value of student loans receivable, since such loans are primarily federally sponsored and have significant government-imposed restrictions as to marketability, interest rates, and repayment terms.
PAGE 288 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Notes to Financial Statements (continued)
1. Nature of Operations and Summary of Significant Accounting Policies (continued)
Contributions Contributions received, including unconditional promises, are recognized as revenues when the donor’s commitment is received. Unconditional promises are recognized at the estimated present value of the future cash flows, net of allowances. Promises made and collected in the same reporting period are recorded when received in the appropriate net asset category. Promises of noncash assets are recorded at their estimated fair value. Conditional promises are recorded when donor stipulations are substantially met (see Note 4).
Inventories
Inventories are stated using either the lower of cost (determined on the first-in, first-out method) or estimated market value, specific identification or average cost methods, based on the type of inventory item, and, in some cases, Federal Aviation Administration (“FAA”) requirements.
Land and Land Improvements, Buildings and Equipment, and Depreciation Expense
Land and land improvements, buildings and equipment are stated at cost at date of acquisition (estimated fair value when received by gift). Interest associated with land and land improvements and buildings and equipment additions, if material, is capitalized from the date of the borrowing until assets are ready for their intended use. Interest of approximately $6,158,000 was expensed for the year ended June 30, 2004. Interest of approximately $1,286,000 was capitalized for the year ended June 30, 2004. Depreciation expense and amortization expense for assets recorded under capital leases, which is included within depreciation expense, is calculated using the straight-line method over the following estimated useful lives: Years Land improvements 7 Buildings 7 - 30 Equipment 2 – 10
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Notes to Financial Statements (continued)
1. Nature of Operations and Summary of Significant Accounting Policies (continued)
For reporting purposes, land and land improvements and buildings and equipment are included in unrestricted net assets, whether purchased with temporarily restricted or unrestricted funds. Where temporarily restricted funds are used, such amounts are reported as a transfer from restricted net assets to unrestricted net assets.
Unamortized Bond Issuance Costs
Unamortized bond issuance costs incurred in connection with bond issues are being amortized on the effective yield method over the lives of the respective bond issues. Amortization expense for the year ended June 30, 2004 was approximately $598,000.
Federal and State Income Taxes
The University is exempt from federal income taxes under Section 501(a) of the Internal Revenue Code as an organization described in Section 501(c)(3). Earnings from unrelated business activities are immaterial. Accordingly, no provision for income taxes has been made in the accompanying financial statements.
Auxiliary Enterprise Operations
Auxiliary enterprise operations consist primarily of student housing, book sales, student center services and activities under a FAA contract (see Note 10).
Fair Value of Financial Instruments
Except as set forth elsewhere in these notes, the University’s financial instruments are carried in the statements of financial position at amounts that approximate their fair values.
Use of Estimates
The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities, disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates.
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Notes to Financial Statements (continued) 2. Investments
Investments consist of the following (in thousands) at June 30, 2004:
Mutual funds: Commonfund Intermediate Fund $ 308 American Funds EuroPacific Growth Fund 3,476 Coast Access Ltd 497 Merrill Lynch CMA Money Fund 1 American Funds Fundamental Investors Fund 7,779 Sphinx Access Ltd 983 AIM Small Cap Opportunities Fund 3,743 MFS Capital Opportunities Fund 0 Franklin Balance Sheet Investment Fund 3,859 AIM Blue Chip Fund 0 American Growth Fund of America 7,646 Putnam International Growth Fund 0 Templeton Foreign Fund 3,227 Pimco Bond Fund 7,809 457b TIAA/CREF 99 Pimco Diversified Fund 3,076 457f Rabbi Trust 104 $42,607
Investment income $ 1,342 Net realized and unrealized gains (losses) 5,628 $ 6,970
3. Deposits with Fiduciaries
Deposits with fiduciaries consist of the following (in thousands) at June 30, 2004:
Money market accounts $24,238 U.S. bonds, notes, and bills 3,990 Other notes 14 $28,242
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Notes to Financial Statements (continued)
4. Contributions Receivable
Contributions receivable consist of the following (in thousands) at June 30, 2004:
Unconditional promises expected to be collected in: Less than one year $1,739 One year to five years 1,798 More than five years 20 3,557
Less: Unamortized discount 239 Allowance for uncollectible pledges 828 $2,490
Contributions receivable are reported in the statements of financial position as follows: Current portion $1,739 Long-term portion 751 $2,490
The contributions receivable balance contains a pledge by one donor in the amount of $1,816,230. This amount represents approximately 51% of the gross contributions receivable balance.
5. Land and Land Improvements, Buildings and Equipment
Land and land improvements, buildings and equipment consist of the following (in thousands) at June 30, 2004:
Land and land improvements $18,696 Buildings 169,574 Equipment 91,046 Construction in progress 15,667 Less accumulated depreciation and amortization (131,845) $ 163,138
PAGE 292 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Notes to Financial Statements (continued)
5. Land and Land Improvements, Buildings and Equipment (continued)
The University has revenue-earning assets under an operating lease with an original cost of $7,522,000 ($1,215,000, net of accumulated depreciation at June 30, 2004 (see Note 10)).
Assets under capital leases, which are included in land and land improvements, buildings and equipment, consist of the following (in thousands) at June 30, 2004:
Land $ 1,244 Buildings 1,164 Equipment 535 Less accumulated amortization (955) 1,988
The following is a schedule of future minimum lease payments under capital leases together with the present value of the minimum lease payments as of June 30, 2004 (in thousands):
2005 $ 292 2006 182 2007 177 2008 177 2009 177 Thereafter 1,213 Total minimum lease payments 2,218 Less amounts representing interest (736) Present value of net minimum lease payments $ 1,482
PAGE 293 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Notes to Financial Statements (continued)
5. Land and Land Improvements, Buildings and Equipment (continued)
Amounts representing interest reduce net minimum lease payments to the present value calculated at the University’s incremental borrowing rate at the inception of the leases. The present value of net minimum lease payments is reflected in the June 30, 2004 statement of financial position as current and noncurrent long-term debt of $202,000 and $1,280,000 respectively.
In March 2000, the University entered into a multi-party real estate transaction. Under the terms of the transaction, the University deeded title to a building with a book value of approximately $1.6 million to another party to the transaction. In exchange for the deeding of the building, the University acquired a building and entered into an agreement as assignee of the lease for the land upon which the acquired building is located. Under the terms of the land lease, which expires in May 2026, the University has the option to pay $100,000 and acquire title to the land. As a result of the transaction, the University recorded land under capital lease and building of approximately $1.2 million each, along with a capital lease obligation for approximately $850,000.
6. Long-Term Debt
Long-term debt at June 30, 2004 consists of the following (in thousands):
Payable in Principal Installments Outstanding Reference to Interest ending in June 30 Note 6 Rate Fiscal Year 2004 (1) – (11) below Capital Lease Obligations 501 S. Clyde Morris Blvd. land 6.58% 2026 $ 814 (1) Modular buildings and lighting project 7.75% 2011 596 (2) Telephone System 9.4% 2005 72 1,482 Notes Payable Apartment Complex #2 3.0% 2021 676 (3) FAA building 12.25% 2008 2,753 (4) Other land, buildings and equipment 6.79-14.27% 2005 103 Prescott building 8.0% 2006 406 (5) $ 3,938
6. Long-Term Debt (continued)
Payable in Principal
PAGE 294 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Installments Outstanding Reference to Interest ending in June 30 Note 6 Rate Fiscal Year 2004 (1) – (11) below Bonds Payable Volusia County Educational Facilities 5.50-6.125% 2027 $ 45,158 (6) Authority Revenue Bonds, 1996 Volusia County Educational Facilities 5.75% 2029 12,291 (7) Authority Revenue Bonds, 1999A Volusia County Educational Facilities 4.0-5.5% 2022 29,981 (8) Authority Revenue Bonds, 1999B Volusia County Educational Facilities 2.50-5.20% 2033 37,939 (9) Authority Revenue Bonds, 2003 Student Center Bonds 3.0% 2015 840 (10) Housing Bonds 3.0% 2008 240 (10) Academic Building Bonds 3.0% 2008 95 (10) 126,544 Total long-term debt 131,964 Current portion (3,681) Long-term portion $128,283
Estimated fair value of long-term debt $140,753 (11)
(1) Capital lease obligation to Volusia County for land lease in the original amount of $850,000. The lease was entered into as part of a multi-party real estate transaction whereby the University exchanged a building with a book value of approximately $1,600,000, for a building located on the land under lease, along with the assumption of the land lease (see Note 5).
(2) Non-taxable capital lease obligation to Banc One Leasing in the original amount of $1,118,000 is collateralized by a security interest in modular buildings and a lighting project for the Prescott Campus.
(3) Note payable to the Department of Housing and Urban Development in the original amount of $1,169,000 is collateralized by a first mortgage on Apartment Complex #2 including furnishings and equipment.
PAGE 295 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Notes to Financial Statements (continued)
6. Long-Term Debt (continued)
(4) Note payable in the original amount of $7,522,000 is collateralized by an absolute assignment of rents from the FAA facilities and a first mortgage on the land and building, including furnishings and equipment (see Note 10).
(5) Note payable to First American Title in the original amount of $800,000 is collateralized by a security interest in the building.
(6) The Series 1996 bonds were issued to fund various construction and renovation projects on the Daytona Beach campus and the Prescott campus. The bonds were issued under an agreement whereby the Volusia County Educational Facilities Authority issued and sold revenue bonds in the original amount of $51,195,000 and loaned the proceeds to the University. The bonds were issued net of a discount of approximately $586,000. The balance of the discount was approximately $522,000 at June 30, 2004. The effective interest rate of the bond issue is 6.08%. The loan agreement contains various restrictive covenants, the most significant of which includes limitations on additional indebtedness.
(7) The Series 1999A bonds were issued to fund various capital improvements to the Daytona Beach campus. The bonds were issued under an agreement whereby the Volusia County Educational Facilities Authority issued and sold revenue bonds in the original amount of $12,380,000 and loaned the proceeds to the University. The bonds were issued net of a discount of approximately $89,000. There was no amortization of the bond discount recorded during the year ended June 30, 2004, as the bonds are not payable until beginning in 2024. The effective interest rate of the bond issue is 5.75%. The loan agreement contains various restrictive covenants, the most significant of which includes limitations on additional indebtedness.
(8) The Series1999B bonds were issued to advance refund approximately $27,000,000 of the Series 1992 bonds. The bonds were issued under an agreement whereby the Volusia County Educational Facilities Authority issued and sold revenue bonds in the original amount of $31,375,000 and loaned the proceeds to the University. The bonds were issued net of a discount of approximately $382,000. The balance of the discount was approximately $369,000 at June 30, 2004. The effective interest rate of the bond issue is 5.43%. The loan agreement contains various restrictive covenants, the most significant of which includes limitations on additional indebtedness.
PAGE 296 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Notes to Financial Statements (continued)
6. Long-Term Debt (continued)
(9) The Series 2003 bonds were issued to fund various construction and renovation projects on the Prescott campus and to refund approximately $14,000,000 of the Series 1992 bonds. The bonds were issued under an agreement whereby the Volusia County Educational Facilities Authority issued and sold revenue bonds in the original amount of $39,835,000 and loaned the proceeds to the University. The bonds were issued net of a discount of approximately $304,000. The balance of the discount was approximately $292,000 at June 30, 2004. The effective interest rate of the bond issue is 5.20%. The loan agreement contains various restrictive covenants, the most significant of which includes limitations on additional indebtedness.
(10) Embry-Riddle Aeronautical University, Inc. Student Center Bonds, Housing Bonds, and Academic Building Bonds are each collateralized by a first mortgage on any property constituting the facilities and site and a first lien and pledge of gross revenues of the building.
(11) The University engages a third party to assist in the determination of the estimated fair value of its long-term debt. The fair values of the University’s long-term debt are estimated using discounted cash flow analyses based on the University’s current incremental borrowing rates for similar types of borrowing arrangements.
Maturities of long-term debt in each of the next five fiscal years and thereafter are as follows (in thousands):
2005 $ 3,703 2006 3,772 2007 3,839 2008 3,319 2009 3,024 Thereafter 115,563 $ 133,220 Unamortized Bond Discount (1,256) $ 131,964
The unamortized bond discount relating to long-term debt maturing in 2005 is $22,000.
PAGE 297 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Notes to Financial Statements (continued)
7. Net Assets
Net assets at June 30, 2004 consist of the following (in thousands):
Internally designated for student loans $ 2,426 Internally designated for future capital acquisitions 5,866 Quasi endowment funds 20,973 Debt service funds 3,951 Invested in plant 42,475 Undesignated 26,433 Total unrestricted net assets $ 102,124
Donor restricted 1,414 Donor pledges 2,139 Annuity and living trusts 71 Total temporarily restricted net assets 3,624
True endowment pledges 349 True endowment 9,220 Total permanently restricted net assets 9,569 Total net assets $ 115,317
Net assets in the amount of approximately $1,888,000 were released from restrictions during the year ended June 30. 2004. The expenditures were restricted by purpose and were made in the following categories (in thousands): Donations Restricted for Capital Asset Construction or Acquisition $ 1,271 Donations Restricted for Scholarships 516 Donations restricted for Non-Capital Programs or Acquisitions 101 Net assets released from restrictions $ 1,888
PAGE 298 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Notes to Financial Statements (continued)
8. Interest Expense, Depreciation Expense, and Operation and Maintenance of Plant
Interest expense, depreciation expense, and operation and maintenance of plant for the year ended June 30, 2004 are allocated to the University’s various functional areas as follows (in thousands): Interest expense General academic instruction $ 1,373 Flight instruction 302 Institutional support 277 Academic support 34 Student services 872 Scholarships 3 Research 13 Auxiliary enterprises 3,284 $ 6,158
Depreciation and amortization expense General academic instruction $ 3,405 Flight instruction 2,182 Institutional support 3,898 Academic support 586 Student services 1,888 Scholarships 122 Research 397 Auxiliary enterprises 3,010 $ 15,488
Operating and Maintenance of Plant General academic instruction $ 1,882 Flight instruction 612 Institutional support 358 Academic support 406 Student services 1,165 Scholarships 1 Research 3 Auxiliary enterprises 2,780 $ 7,207
PAGE 299 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Notes to Financial Statements (continued)
9. Retirement Plan
Retirement benefits are provided through a noncontributory defined contribution plan covering all qualified employees. The Plan is administered through the Teachers Insurance and Annuity Association, a national organization used to fund pension benefits for educational institutions, and through the Vanguard Group of mutual funds. Retirement plan expense for the year ended June 30, 2004 was approximately $4,838,000.
10. Federal Aviation Administration Contract
The University has a contract with the FAA for the service, staffing and maintenance of a management training center, having dormitory and classroom space, and the lease thereof to the FAA, for an initial period of 10 years (which commenced in October 1987) with two 5-year renewal options. The first option was exercised February 11, 1997 to extend the lease through August 21, 2002. The second option was exercised July 10, 2002 to extend the lease through August 2, 2007. Minimum annual payments under the contract are $1,977,000, including $1,010,000 for the lease of the facility.
The FAA management training center was constructed for $7,522,000 under a turn-key arrangement and financed by a $7,522,000, 12.25%, 20-year first mortgage note, the outstanding balance of which was $2,753,000 at June 30, 2004. The University has entered into an agreement whereby under certain circumstances it may convey or be required to convey for a nominal sum the FAA management training center subject only to the permanent financing.
11. Commitments and Contingencies
Operating Leases
The University leases land, buildings, and equipment for its operation. Total rental expense for the year ended June 30, 2004 was approximately $2,493,000. Future minimum rental payments required under noncancelable operating leases extending beyond June 30, 2004, are as follows (in thousands):
2005 $ 6,088 2006 5,772 2007 4,811 2008 2,619 2009 1,602 $ 20,892
PAGE 300 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Notes to Financial Statements (continued)
11. Commitments and Contingencies (continued)
Unionized Labor Force
Approximately 100 full-time flight instructors and flight simulator instructors in the Daytona Beach area, employed by the University, belong to the International Association of Machinists and Aerospace Workers, AFL-CIO, whose contract expires in June 2005.
Litigation
The University is involved in litigation on a number of matters, which arise in the normal course of business, none of which, in the opinion of the administration, are expected to have a material adverse effect on the University’s financial statements.
PAGE 301 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Supplementary Information
PAGE 302 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Embry-Riddle Aeronautical University, Inc.
Net Assets Class Disaggregation
June 30, 2004 (in thousands)
Temporarily Permanently Unrestricted Total Restricted Restricted Assets Current assets: Cash and cash equivalents $ 24,308 $ - $ - $ 24,308 Investments (Note 2) 31,582 1,722 9,303 42,607 Accounts and notes receivable, less allowance 13,817 - - 13,817 for doubtful accounts of $1,126 Current portion of student loans receivable 1,971 - - 1,971 Current portion of contributions receivable 262 1,327 150 1,739 Inventories 2,868 - - 2,868 Prepaid expenses and other current assets 897 - - 897 Total current assets 75,705 3,049 9,453 88,207
Deposits with fiduciaries 28,242 - - 28,242 Long-term accounts and notes receivable 290 - - 290 Student loans receivable, less current portion and 8,141 - - 8,141 allowance for doubtful accounts of $700 Contributions receivable, net – less current 56 580 115 751 portion Land and land improvements, buildings and 163,138 - - 163,138 equipment, at cost, less accumulated depreciation Unamortized bond issuance costs 3,589 - - 3,589 Other assets 376 - - 376 Total assets 279,537 3,629 9,568 292,734
Liabilities and net assets Current liabilities: Accounts payable and accrued expenses 21,881 4 – 21,885 Advances for student loans and financial aid 8,760 – – 8,760 Current portion of long-term debt 3,681 – – 3,681 Student deposits and advance payments 4,734 – – 4,734 Unearned tuition and flight fees 10,074 – – 10,074 Total current liabilities 49,130 4 – 49,134 Long-term debt 128,283 – – 128,283 Total liabilities 177,413 4 - 177,417 Net assets 102,124 3,624 9,569 115,317 Total liabilities and net assets $279,537 $ 3,628 $ 9,569 $292,734
PAGE 303 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Embry-Riddle Aeronautical University, Inc.
Three-year Comparative Statements of Financial Position
June 30, 2004, 2003, and 2002 (in thousands) 2004 2003 2002 Assets (unaudited) (unaudited) Current assets: Cash and cash equivalents $ 24,308 $ 12,916 $ 14,005 Investments 42,607 36,220 30,210 Accounts and notes receivable, less allowance for doubtful 13,817 14,609 11,063 accounts of $1,126, $1,346 and $1,083 Current portion of student loans receivable 1,971 2,035 1,362 Current portion of contributions receivable 1,739 1,404 269 Inventories 2,868 3,795 3,323 Prepaid expenses and other current assets 897 3,395 3,931 Total current assets 88,207 74,374 64,163 Deposits with fiduciaries 28,242 12,309 41,524 Long-term accounts and notes receivable 290 148 215 Student loans receivable, less current portion and allowance 8,141 6,425 7,046 for doubtful accounts of $700, $417 and $622 Contributions receivable, net – less current portion 751 1,382 357 Land and land improvements, buildings and equipment, at 163,138 153,129 145,237 cost, less accumulated depreciation Unamortized bond issuance costs 3,589 2,365 3,471 Other assets 376 481 296 Total assets 292,734 250,613 262,309
Liabilities and net assets Current liabilities: Accounts payable and accrued expenses 21,885 15,327 10,699 Advances for student loans and financial aid 8,760 7,981 7,472 Current portion of long-term debt 3,681 3,511 3,272 Student deposits and advance payments 4,734 5,248 3,820 Unearned tuition and flight fees 10,074 8,836 6,877 Total current liabilities 49,134 40,903 32,140 Long-term debt 128,283 106,357 136,615 Total liabilities 177,417 147,260 168,755 Commitments and contingencies Net assets: Unrestricted 102,124 91,115 82,362 Temporarily restricted 3,624 5,074 4,694 Permanently restricted 9,569 7,164 6,498 Total net assets 115,317 103,353 93,554 Total liabilities and net assets $ 292,734 $ 250,613 $ 262,309
PAGE 304 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Embry-Riddle Aeronautical University, Inc. Three-year Comparative Statements of Activities Year ended June 30, 2004 (in thousands)
Temporarily Permanently Unrestricted Total Restricted Restricted Revenue and other additions: Tuition $171,396 – – $ 171,396 Less institutionally funded scholarships 19,489 – – 19,489 Net tuition 151,907 – – 151,907
Flight fees 20,880 – – 20,880 Other fees 6,054 – – 6,054 Government grants and contracts 9,004 – – 9,004 Private gifts 340 – – 340 Private grants and contracts 1,171 – – 1,171 Sales and services – educational 225 – – 225 Auxiliary enterprises (Note 10) 18,327 – – 18,327 Other revenue 1,736 1 – 1,737 Investment earnings distributed 1 331 – 332 Total revenue and other additions 209,645 332 – 209,977
Net assets released from restrictions 1,888 (1,888) – – Total revenue and other additions 211,533 (1,556) – 209,977
Expenses (Note 8): General academic instruction 72,937 – – 72,937 Flight instruction 33,621 – – 33,621 Research 6,938 – – 6,938 Academic support 11,499 – – 11,499 Student services 23,541 – – 23,541 Institutional support 36,465 – – 36,465 Scholarships 1,500 – – 1,500 Auxiliary enterprises (Note 10) 19,916 – – 19,916 Total expenses 206,417 – – 206,417 Excess of revenues and other additions over expenses 5,116 (1,556) – 3,560
Nonoperating activities: Private gifts – noncurrent 350 1,031 385 1,766 Net realized and unrealized appreciation (depreciation) in fair value of investments 4,295 (687) 2,020 5,628 Investment income 1,250 93 – 1,343 Distribution of prior year investment earnings for (2) (331) (333) – spending Total nonoperating activities 5,893 106 2,405 8,404
Increase (Decrease) in net assets 11,009 (1,450) 2,405 11,964 Net assets, beginning of year 91,115 5,074 7,164 103,353 Net assets, end of year $ 102,124 $ 3,624 $ 9,569 $ 115,317
PAGE 305 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Embry-Riddle Aeronautical University, Inc.
Three-year Comparative Statements of Activities (continued)
Year ended June 30, 2003 (unaudited) (in thousands)
Temporarily Permanently Unrestricted Total Restricted Restricted Revenue and other additions: Tuition $ 145,729 – – $ 145,729 Less institutionally funded scholarships 13,828 – – 13,828 Net tuition 131,901 – – 131,901
Flight fees 24,244 – – 24,244 Other fees 5,539 – – 5,539 Government grants and contracts 8,214 – – 8,214 Private gifts 871 – – 871 Private grants and contracts 876 – – 876 Sales and services – educational 234 – – 234 Auxiliary enterprises 16,810 – – 16,810 Other revenue 2,435 884 – 3,319 Investment earnings distributed 177 261 – 438 Total revenue and other additions 191,301 1,145 – 192,446
Net assets released from restrictions 3,797 (3,797) – – Total revenue and other additions 195,098 (2,652) – 192,446
Expenses: General academic instruction 69,775 – – 69,775 Flight instruction 32,494 – – 32,494 Research 5,770 – – 5,770 Academic support 8,418 – – 8,418 Student services 21,128 – – 21,128 Institutional support 34,480 – – 34,480 Scholarships 1,203 – – 1,203 Auxiliary enterprises 19,991 – – 19,991 Total expenses 193,259 – – 193,259 1,839 (2,652) – (813) Excess (deficiency) of revenues over (under) expenses and other additions Nonoperating activities: Private gifts – noncurrent 4,401 3,173 530 8,104 Net realized and unrealized appreciation 878 (35) 143 986 (depreciation) in fair value of investments Investment income 1,812 155 (7) 1,960 Distribution of prior year investment earnings for (177) (261) (438) – spending Total nonoperating activities 6,914 3,032 666 10,612
Change in net assets 8,753 380 666 9,799 Net assets, beginning of year 82,362 4,694 6,498 93,554 Net assets, end of year $ 91,115 $ 5,074 $ 7,164 $ 103,353
PAGE 306 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Embry-Riddle Aeronautical University, Inc. Three-year Comparative Statements of Activities (continued) Year ended June 30, 2002 (unaudited) (in thousands)
Temporarily Permanently Unrestricted Total Restricted Restricted Revenue and other additions: Tuition $ 129,600 $ – $ – $ 129,600 Less institutionally funded scholarships 12,445 – – 12,445 Net tuition 117,155 – – 117,155 Flight fees 20,852 – – 20,852 Other fees 5,634 – – 5,634 Government grants and contracts 5,390 – – 5,390 Private gifts 337 – – 337 Private grants and contracts 1,054 – – 1,054 Sales and services – educational 329 – – 329 Auxiliary enterprises 16,445 – – 16,445 Other revenue 1,502 8 3 1,513 Investment earnings distributed 142 300 – 442 Total revenue and other additions 168,840 308 3 169,151 Net assets released from restrictions 1,695 (1,695) – – Total revenue and other additions 170,535 (1,387) 3 169,151 Expenses: General academic instruction 63,089 – – 63,089 Flight instruction 27,302 – – 27,302 Research 5,333 – – 5,333 Academic support 7,250 – – 7,250 Student services 20,013 – – 20,013 Institutional support 29,455 – – 29,455 Scholarships 1,151 – – 1,151 Auxiliary enterprises 18,858 – – 18,858 Total expenses 172,451 – – 172,451 Excess(deficiency) of revenues over(under) (1,916) (1,387) 3 (3,300) expenses and other additions Nonoperating activities: Private gifts – noncurrent 55 3,274 305 3,634 Net realized and unrealized appreciation (1,948) (465) (7) (2,420) (depreciation) in fair value of investments Investment income 3,579 159 (18) 3,720 Distribution of prior year investment (142) (300) (442) – earnings for spending Total nonoperating activities 1,544 2,668 280 4,492 Change in net assets (372) 1,281 283 1,192 Net assets, beginning of year 82,734 3,413 6,215 92,362 Net assets, end of year $ 82,362 $ 4,694 $ 6,498 $ 93,554
PAGE 307 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Embry-Riddle Aeronautical University, Inc. Three-year Comparative Statements of Cash Flows Years ended June 30, 2004, 2003, and 2002 (in thousands) 2004 2003 2002 (unaudited) (unaudited) Cash flows from operating activities Change in net assets $ 11,964 $ 9,799 $ 1,192 Adjustments to reconcile change in net assets to net cash provided by operating activities: Depreciation 15,488 12,167 10,479 Amortization 598 1,106 57 Gain on sale of equipment (230) (219) (83) Equipment acquired through gifts (351) (2,186) (383) Contributions restricted for long-term investment (2,597) (2,728) (1,487) Change in operating assets and liabilities: Accounts and notes receivable 650 (3,479) (877) Contributions receivable 296 (2,160) 3 Inventories 927 (472) (38) Prepaid expenses and other assets 2,603 351 (3,544) Accounts payable and accrued expenses 6,558 4,628 (2,399) Advances for student loans and financial aid 779 509 359 Student deposits and advance payments (514) 1,428 (523) Unearned tuition and flight fees 1,238 1,959 2,171 Net cash provided by operating activities 37,409 20,703 4,927
Cash flows from investing activities Sale (purchase) of investments (6,387) (6,010) 7,813 Principal received on student loans receivable 9,803 3,775 2,555 Loans made to students (11,455) (3,827) (2,643) Proceeds from sale of land and land improvements, buildings and 287 1,840 225 equipment Capital expenditures (25,203) (19,494) (21,952) Net cash used in investing activities (32,955) (23,716) (14,002)
Cash flows from financing activities Long-term debt proceeds 39,765 - - Principal payments on long-term debt (17,669) (30,019) (2,275) Decrease (Increase) in deposits with fiduciaries (15,933) 29,215 6,373 Payment of bond issuance costs (1,822) - - Proceeds from contributions restricted for: Investment in endowment 2,405 666 283 Investment in plant 192 2,062 1,204 Net cash provided by financing activities 6,938 1,924 5,585 Change in cash and cash equivalents 11,392 (1,089) (3,490) Cash and cash equivalents, beginning of year 12,916 14,005 17,495 Cash and cash equivalents, end of year $ 24,308 $ 12,916 $ 14,005 Supplemental disclosures of cash flow information: Cash paid during $ 7,477 $ 8,409 $ 8,721 the year for interest
PAGE 308 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
APPENDIX 20.4 PROJECTION: TUITION FEE COLLECTION (TABLE)
The program is offered without any breaks. Semesters are offered in the Fall, Winter, and Summer. Tuition is paid by the student at the beginning of every semester (term).
Month Sept. Oct. Nov. Dec. Jan. Feb.
Tuition Collected $86,376 $86,376
Tuition Collected To Date $86,376 $86,376 $86,376 $86,376 $172,752 $172,752
Tuition Earned $0 $21,594 $43,188 $64,782 $86,376 $103,651
Tuition Unearned $86,376 $64,782 $43,188 $21,594 $86,376 $69,101
Bond (50% of Unearned Tuition) $43,188 $32,391 $21,594 $10,797 $43,188 $34,551
Month Mar. Apr. May June July Aug. Sept
Tuition Collected $43,188
Tuition Collected To Date $172,752 $172,752 $172,752 $215,940 $215,940 $215,940
Tuition Earned $120,926 $138,201 $155,477 $172,752 $187,148 $201,544 $215,940
Tuition Unearned $51,826 $34,551 $17,275 $43,188 $28,792 $14,396 $0
Bond (50% of Unearned Tuition) $25,913 $17,276 $8,638 $21,594 $14,396 $7,198 $0
PAGE 309 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
APPENDIX 21.1 STUDENT APPEALS, COMPLAINTS, AND GRIEVANCES
If a student wishes to appeal a decision, believes he/she has been denied accommodations or services, discriminated against or treated unfairly he/she may file an appeal or grievance. The petition must be in writing and detail the following: • Date(s) of occurrence and time(s), if pertinent. • Person(s) alleged to have been negligent or discriminatory--or-decision for which appeal is sought. • Witness(es), if any and indicated or additional data felt to be germane to an appeal. • A specific, factual account of the alleged negligent or discriminatory act(s) and the manner in which the student was affected. • A detailed account of the service/accommodation that was denied. • Appeals/grievances related to academic matters should be addressed to the chairperson of the department directly related to/involved with the issue of concern.
Appeals/grievances related to non-academic matters, including complaints against Disability Support Services, should be addressed to the Dean of Students or his/her designee. Usually, an ad hoc committee, with representation from all areas relevant to the appeal/grievance, will be appointed to examine the data, request additional information if needed, and formulate a decision.
If the student disagrees with all or any part of an appeal/grievance decision regarding the University's compliance with legally mandated services or accommodations, he/she may make a final appeal of that decision with the Chancellor of his/her respective campus. Under all circumstances, the DSS staff will continue to advocate on behalf of the student and attempt to coordinate appropriate services and accommodations pending a decision/resolution of the complaint/grievance.
PAGE 310 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
APPENDIX 21.2 POLICY IMPLEMENTATION AND AWARENESS
Embry-Riddle
The Administrative Policies and Procedures Manual (APPM) is intended to provide employees easy access to essential information about administrative policies and procedures in effect within the University. A number of benefits are expected: furtherance of agreement and understanding among all employees; sound and clearly understood delegation of authority; consistency of interpretation and process; and ease of training new employees.
The APPM is segmented into two sections: policies and procedures. General guidance may be obtained by referencing the documents in the policy section. Policy documents attempt to state the University's position on a given topic and usually apply to all campuses. Procedure documents attempt to define in greater detail specific terms or policies and provide specific steps in a process to accomplish a task. Sometimes, due to local circumstances, procedures will differ slightly from campus to campus. Some policies are of sufficient detail or universal scope that a procedure is not needed.
Originally, the APPM was indeed a manual. However, the APPM now exists only as a collection of documents accessible through the University's intranet via a web browser. The analogy to a bound manual has been retained for the time being. In fact, a numbering system used in the tabbed binder is used for organizing documents into functionally related areas and for linking a procedure to its related policy.
At the time of this writing, other manuals exist within the university to support the policy and procedure needs of academic and other areas. If an area of interest does not appear to be included in the APPM, it could possibly be covered in a manual encompassing non-administrative issues. Eventually, all manuals are expected to be published on the web.
Georgian College
The student’s rights in the academic, human and legal arenas are important in ensuring a smooth path to his or her success. The student must not let anyone diminish the value of his or her achievements by taking unfair advantage. The student should not accept any academic dishonesty or actions that diminish the dignity of students or staff, however they occur.
Georgian College and Embry-Riddle will adhere to the Ontario Human Rights Code or the Criminal Code of Canada and will adhere to the Academic Rights and Responsibilities, Academic Misconduct and Appeals policy as published in the Post Secondary Calendar and on the College website located section 9, 10 and 11. In addition, all course outlines refer to the students’ Rights to Appeal and the students are informed of these section during the orientation process in the first two weeks of becoming a Georgian student.
PAGE 311 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
APPENDIX 22.1 ELECTRONIC STUDENT RECORDS
Embry-Riddle
The University uses an enterprise solution to maintain and manage electronic student records. These systems are currently at a capacity of 15% and easily expandable should the need arise.
Georgian College
In selecting SCT’s Banner product, Georgian embarked on an initiative to implement an information system that would incorporate a Student Information System (SIS), a Financial System (FIS) and a Human Resource System (HRIS).
With the SIS Banner provides the students with more access to information and gives them the ability to serve themselves. This system leads to an efficient gathering and storing of information, as well as providing the same look and feel to all of our application. We've positioned ourselves for growth.
The Student Information System Objectives include:
• Deploying an integrated academic system for information management and decision support • Extending information management responsibilities and access to the user community by providing better access, ease of navigation, and improved report capabilities • Providing comprehensive and on-going education/training to personnel in order to fully utilize the capabilities of the system • Maximizing opportunities for direct access by staff and students to relevant academic information i.e. provide a tool for the academic advising process that allows students to access their own records with ease • Taking advantage of the features of current and future technology for both on and off campus access • Migrating from mainframe to Internet based technology using a software system that is supported, sustained and maintained by SCT. • Providing support to ensure the successful integration of the Banner application with other business systems within the college (e.g. Blackboard)
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APPENDIX 22.2 RECORDS MANAGEMENT
Embry-Riddle
With respect to the following criteria:
• personal identifying information: o the student’s name, contact information, and student number; • basis of admission: o documentation relating to admission requirements that verify the student’s qualifications to enter the program; o full documentation relating to credit transfers, entrance examinations, prior learning assessment used either for admission or advanced placement; • academic history: o the subjects/courses the student took at the institution, when these were taken, and the final grades for completed courses; o chronological student records showing dates of enrolments, program commencement, withdrawals, leaves of absence, completion; • academic actions against the student by the organization; • the degree awarded and the date conferred; • academic awards and honours given to the student by the organization; and • name and contact of the Registrar or similar official,
all of the above listed information can be found in the Student Information System and on the ERAU transcript, with backup documentation stored in our imaging system. The ERAU transcript contains the name of the Registrar and the reverse of the transcript contains legends for grades.
The Student Services office archives/stores records within a student academic record because they must be retained permanently. All appropriate documents from 1990 forward are scanned and saved on write-once, read many (WORM) Optical Storage Media. Imaged documents are accessible through the imaging system and can be retrieved via the computer from the Optical Disk Server.
Student academic records that are stored on the Optical Imaging System (electronic records) may be viewed by Extended Campus authorized personnel at their computer workstations. Editing (deleting/adding documents) of the student files is restricted to designated authorized users, and restrictions apply for updating contents within documents in the imaged file. Records requests (for any document within a student academic record) should be sent to the Student Services office because the record must be retained permanently.
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Georgian College
The following information is standard for all transcripts produced for Georgian College students:
personal identifying information (name, contact information, and student number)
academic history (all courses taken and grades achieved including term academic progression for each term; GPA for each term)
academic suspensions
date when credential awarded and credential
name of Registrar
The basis for admission is not included on our transcripts but is stored in our student information system database.
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APPENDIX 23.1 OTHER INFORMATION RELEVANT TO THE CHARACTERIZATION OF THE ORGANIZATION
The Articulation Agreement signed between Georgian College and Embry-Riddle Aeronautical University is attached.
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Extended Campus
EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
Bachelor of Science in Technical Management
Georgian College
1 Georgian Drive Barrie, ON L4M 3X9
Aviation Management
2003/2004
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ARTICULATION AGREEMENT
It is indeed a pleasure to introduce this 2003/2004 Articulation Agreement between Embry- Riddle Aeronautical University and Georgian College. This Articulation Agreement is a cooperative agreement that facilitates the transfer of students from Georgian College to Embry- Riddle Aeronautical University. Courses are carefully reviewed and evaluated to insure that their content and course objectives are equivalent and will transfer to ERAU.
We hope you will carefully review the Articulation Agreement and take advantage of the comprehensive information you find in its pages.
If you require additional assistance, please contact your local Embry-Riddle representative, Dick Ouellette, 1 Georgian Drive, Barrie, ON L4M 3X9; (705) 728-1968 ext. 1419; [email protected]; or the Extended Campus Student Services Articulations Evaluator, Lesli Betts, at 1-800-522-6787 or [email protected].
Sincerely, Sincerely,
Robert E. Myers, Ph D., William N. Gordon, Ph.D., Chancellor Associate Vice-President Embry-Riddle Aeronautical University Institute of University Partnerships & Advanced Studies Georgian College
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INTRODUCTION Embry-Riddle Aeronautical University is an independent, non-sectarian, non-profit, coeducational university with a history dating back to the early days of aviation. The University serves culturally diverse students motivated towards careers in aviation and aerospace. Residential campuses in Daytona Beach, Florida, and Prescott, Arizona, provide education in a traditional setting, while an extensive network of Extended Campus centers throughout the United States and abroad serves civilian and military working adults.
Embry-Riddle is accredited by the Commission on Colleges of the Southern Association of Colleges and Schools (1866 Southern Lane, Decatur, Georgia 30033-4097, Telephone: 404-679- 4501) to award degrees at the associate, bachelor's, and master’s levels.
The Extended Campus seeks to be the provider of choice of peerless academic degree and certificate programs, corporate training, and professional development services to working professionals and their employers in the aerospace and aviation industries. As a student-centered campus, we accomplish our mission by effectively developing, delivering, and continually assessing high-quality, high-demand, and highly relevant degree and non-degree professional programs through both face-to-face traditional classroom instruction and through asynchronous, interactive online delivery. In so doing, we enable professional working adult learners to advance their personal and career goals in ways that meet their needs regardless of geographic location or the constraints of time. The Extended Campus is organized under the direction of the Chancellor.
The size and geographic dispersion of the University coupled with a faculty that places teaching as their foremost activity, insures small class sizes and the opportunity for ample interaction between faculty and students.
It is the purpose of Embry-Riddle Aeronautical University to provide a comprehensive education to prepare graduates for productive careers and responsible citizenship with special emphasis on the needs of aviation, aerospace, engineering and related fields.
This Articulation Agreement in Aviation Management between Embry-Riddle Aeronautical University and Georgian College is designed to facilitate the transfer of students. Students who are intending to make the transfer under these programs, and others who might be advising those students should use this Articulation Agreement.
To be considered for admission, students transferring to Embry-Riddle Aeronautical University must have earned at least a minimum cumulative grade point average (CGPA) of 2.0 for all institutions attended to be considered for admission.
Even though transfer credit is awarded for a specific ERAU course as part of the Agreement, no assumption may be made that credit is awarded for any prerequisite course(s) to the ERAU course unless it is (they are) specifically part of this Agreement. A grade of “C” or better is required to be accepted as transfer credit.
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It is important that the transfer student provide official transcripts as soon as possible for the timely evaluation and transfer of credits before actual enrollment in the University degree program.
All programs and courses listed in the ERAU catalog are not available at every Extended Campus center or distance learning.
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The following is an overview of requirements for the 2003-2004 Bachelor of Science in Professional Aeronautics at ERAU:
AVIATION CONCENTRATION Credit from Aeronautical Science, Aviation Maintenance, (Minimum 18, maximum 36) 18 Aviation History in America, Air Traffic Control, and Safety GENERAL EDUCATION 36 Courses may include but are not limited to the following: Composition, Speech, Professional/Technical Writing, Oral 9 Communication Theory and Skills Communications, Interpersonal Communications *Studies in Cultural Aesthetics, Philosophical and Spiritual 3 Humanities Dimensions of the Human conditions *Economics, Psychology, Sociology, History, Geography, 3 Social Sciences Political Science
3 *Upper Level Hum or SS Literature, Logic, Religion, Anthropology, Government
3 Macro Economics
3 Computer Literacy Hands-on software application, Programming
3 Mathematics College algebra or higher
3 Statistics
3 Physical Science Astronomy, Chemistry, Zoology, Geology, Oceanography
3 Physics Quantum, Acoustic, Particle, Thermodynamic PROGRAM SUPPORT 15 Courses available at ERAU:
3 Aviation Legislation ASCI 254
3 Aviation Law ASCI 405
3 Micro Economics ECON 210
3 Principles of Management MGMT 201
3 Financial Accounting MGMT 210 Upper division courses in Aeronautical Science, Air Traffic PROFESSIONAL DEVELOPMENT 21 Control, Economics, Management, and Safety Upper division courses except those that would duplicate the UPPER DIVISION OPEN ELECTIVES 12 discipline used as the Aviation Area of Concentration LOWER LEVEL OPEN ELECTIVES Any courses except those that would duplicate the discipline (minimum 0, maximum 18) 18 used as the Aviation Area of Concentration TOTAL 120 At least twenty-five percent of the semester credit hours needed for degree completion must be earned through Embry-Riddle instruction.
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The following is an overview of requirements for the 2003-2004 Bachelor of Science in Technical Management at ERAU:
TECHNICAL SPECIALTY Courses include but are not limited to the following: Aviation Maintenance Technology, Aeronautical Science, Air Traffic Control, Computer Science, Physical Science, Safety, Applied 15 Meteorology, Aviation Business GENERAL EDUCATION 36 Courses may include but are not limited to the following: Composition, Speech, Professional/Technical Writing, Oral 9 Communication Theory and Skills Communication, Interpersonal Communication * Studies in Cultural Aesthetics, Philosophical and Spiritual 3 Humanities Dimensions of the Human conditions. * Economics, Psychology, Sociology, History, Geography, 3 Political Science 3 Upper Level Hum or SS Literature, Logic, Religion, Anthropology, Government 3 Macro Economics 3 Computer Literacy Hands-on software application, Programming 6 Mathematics College algebra or higher 6 Physical Science Astronomy, Chemistry, Zoology, Geology, Oceanography PROGRAM SUPPORT Courses available at ERAU: 3 Macro Economics ECON 211 3 Statistics MATH 211 OR MATH 222 BUSINESS CORE 33 Courses available at ERAU: 3 Principles of Mgmt MGMT 201 Principles of Management 3 Financial Accounting MGMT 210 Financial Accounting 3 Advanced Computer Based Systems MGMT 221 Adv Computer Based Systems 3 Marketing MGMT 311 Marketing 3 Managerial Accounting MGMT 312 Managerial Accounting 3 Human Resource Mgmt MGMT 314 Human Resource Management 3 Organizational Behavior MGMT 317 Organizational Behavior 3 Business Information Systems MGMT 320 Business Information Systems Social Responsibility and Ethics in 3 Management MGMT 325 Social Responsibly & Ethics Management 3 International Business MGMT 335 International Business 3 Business Law MGMT 390 Business Law TECHNICAL MANAGEMENT CORE 12 Upper division courses in Management OPEN ELECTIVES 9 Upper division courses OPEN LECTIVES 9 Courses from any discipline TOTAL 120 At least twenty-five percent of the semester credit hours needed for degree completion must be earned through Embry- Riddle instruction.
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Transfer Table Articulation Agreement The successful completion of the following Georgian College Aviation Management courses will transfer to the ERAU Technical Management program if in accordance with the 2003/2004 articulation agreement.
Sem. Embry-Riddle Aeronautical University Bachelor of Science in Technical Sem. Georgian College Aviation Management Hrs. Management degree program requirements. Hrs.
COURSE NUMBER/TITLE COURSE NUMBER/TITLE BS
TECHNICAL SPECIALTY 15 ~TECHNICAL SPECIALTY
AVIA 2000 Aircraft Characteristics (3) 3 AVIA 1003 Airport Management (3) 3 TECHNICAL SPECIALTY: Courses include but are not limited to the following: Aviation Maintenance Technology, Aeronautical Science, Air AVIA 3001 Airport Planning (3) 3 Traffic Control, Computer Science, Physical Science, Safety, Applied AVIA 2002 Navigation & Navigation Aids (3) 3 Meteorology, Aviation Business, Logistics, Occupational Safety & Health and Professional Valuation. 3 AVIA 3002 Emergency Planning and Security (3)
GENERAL EDUCATION 36 GENERAL EDUCATION 3
COMMUNICATION THEORY & SKILLS ( 9 ) Choose 3: COMM 1000 College Communications OR 3 COMM 1001 Communications at Work (3) OR 3 Embry-Riddle courses in the general education categories Communication COMM 1005 Prof. Writing (3) OR COMM 1007 Oral Presentations (3) 3 Theory and Skills, Humanities and Social Sciences may be chosen from those listed below, assuming prerequisite requirements are met. Courses from other MATHEMATICS (College Algebra or Higher) ( 6 ) institutions are acceptable if
MATH 1008 Intro to Bus/Tech Math (3) or MATH 1006 Math for Tech (3) 3
course to be taken with ERAU COMPUTER SCIENCE ( 3 ) Communication Theory & Skills 9 COMP 2022 Computer Applications (3) 3 Mathematics (College Algebra or Higher) 6 PHYSICAL AND LIFE SCIENCES ( 6 ) Computer Science 3 AVIA 2005 Intro to Aerodynamics (3) 3 Physical & Life Sciences 6
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METE 2000 Meteorology w/Lab 3 Humanities - Lower Level Course 3 HUMANITIES - LOWER LEVEL ELECTIVE ( 3 ) Social Sciences - Lower Level Course 3 see list (# or selected courses from ## list) 3 ECON 210 Microeconomics 3 Humanities/Social Science Upper Level 3 SOCIAL SCIENCES - LOWER LEVEL ELECTIVE (One must be economics) ( 6 ) SOCL 1000 Intro to Sociology (3) 3 ECON 1000 Microeconomics (3) 3
HUMANITIES/SOCIAL SCIENCES - UPPER LEVEL ELECTIVE ( 3 )
## see list 3
PROGRAM SUPPORT 6 PROGRAM SUPPORT
ECON 2000 Macroeconomics (3) 3 ECON 211 MACROECONOMICS 3
MATH 211 STATISTICS W/ AVIATION APPLICATIONS STAT 2002 Applied Statistics (3) 3 3 -OR- MATH 222 BUSINESS STATISTICS
BUSINESS CORE: 33 BUSINESS CORE: 6
MGMT 3003 Mgt. & Planning Principles (3) 3 MGMT 201 PRINCIPLES OF MANAGEMENT 3 ACCT 1004 Intro to Accounting (3) 3 MGMT 210 FINANCIAL ACCOUNTING 3 COMP 1010 Computer Applications II (3) 3 MGMT 221 ADVANCED COMPUTER BASED SYSTEMS 3 MKTG 1000 Intro to Marketing (3) 3 MGMT 311 MARKETING 3 Course to be taken with ERAU MGMT 312 MANAGERIAL ACCOUNTING 3 BUSI 3001 Supervision (3) 3 MGMT 314 HUMAN RESOURCE MANAGEMENT 3
HURM 1000 Hum. Res. Mgmt. (3) or GNED 1005 Hum. Behavior/Workplace 3 MGMT 317 ORGANIZATIONAL BEHAVIOR 3
Course to be taken with ERAU MGMT 320 BUSINESS INFORMATION SYSTEMS 3 MGMT 325 SOCIAL RESPONSIBILITY & ETHICS IN GNED 2057 Contemporary Social Issues (3) 3 3 MANAGEMENT AVIA 3005 International Aviation & Mgt. (3) 3 MGMT 335 INTERNATIONAL BUSINESS 3 LAWS 3002 Aviation Law (3) 3 MGMT 390 BUSINESS LAW 3
TECHNICAL MANAGEMENT CORE: (300-400 Upper Level TECHNICAL MANAGEMENT CORE: (300- 12 Management courses) 400 Upper Level Management courses) 12
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Must be completed with ERAU to meet the residency requirements to graduate. Choose from the attached list.
OPEN ELECTIVES (Upper Level) (300-400): 9 OPEN ELECTIVES (Upper Level) (300-400): 9
Must be completed with ERAU to meet the residency requirements to graduate. Choose from the attached list.
OPEN ELECTIVES (Lower Level): 9 OPEN ELECTIVES (Lower Level):
any non-duplicating college level course 9
TOTALS CREDITS NEEDED 30 TOTAL CREDITS TRANSFERRED 90 TOTAL CREDITS TRANSFERRED 90 TOTAL ERAU DEGREE REQUIREMENTS 120
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## Upper Level Humanities/Social Science Technical Management Core Requirements : Requirements (to be taken at Georgian) (to be taken at ERAU)
Course Course Number Course Title Credit List of courses to choose from to satisfy the Technical Management Core (12) and Upper Level Open Elective (9 hrs.) requirements: # or ## GNED A History of Illustrative and Graphic Course Course 3 2041 Arts Number Course Title Credit # or ## GNED Analyzing Ethical Issues 3 2015 MGMT 322 Aviation Insurance 3 # or ## GNED At the Movies 3 2033 MGMT 324 Aviation Labor Relations 3 ## GNED 2011 Canada And World Affairs 3 MGMT 333 Personal Financial Planning 3 # or ## GNED Comparative Religion 3 2009 MGMT 340 Principles of Aerospace Business Valuation 3 ## GNED 2037 Consumer Psychology 3 MGMT 406 Strategic Management of Technical Operations 3 # or ## GNED Contemporary & Popular Fiction 3 2019 MGMT 408 Airport Management 3 # or ## GNED Creative Writing 3 2020 MGMT 412 Airport Planning and Design Standards 3 ## GNED 2012 Criminology 3 MGMT 415 Airline Management 3 ## GNED 2007 Cultural Anthropology 3 MGMT 418 Airport Administration and Finance 3 ## GNED 2021 Family Sociology 3 MGMT 419 Aviation Maintenance Management 3 ## GNED 2022 Globalization: A Brave New World 3 MGMT 420 Management of Production and Operations 3 ## GNED 2010 International Political Issues 3 MGMT 421 Small Business Management 3 # or ## GNED Introduction to Modern Art 3 2031 MGMT 424 Project Management in Aviation Operations 3 Trends and Current Problems in Air ## PSYL 1002 Introduction to Psychology 2 3 MGMT 425 Transportation 3 ## SOCL 1001 Introduction to Sociology 2 3 MGMT 426 International Aviation Management 3 # or ## GNED Introduction to Western Art History 3 2002 MGMT 427 Management of the Multicultural Workforce 3
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# or ## GNED Media and Society 3 2034 MGMT 436 Strategic Management of Technical Operations 3 # or ## GNED Modern Art in North America Since 3 2042 1945 MGMT 450 Airline/Airport Marketing 3 # or ## GNED Native Literature in Canada 3 2018 ## GNED 2016 Social Psychology 3 # Lower Level Humanities Requirements (to be taken at Georgian) The Archeology and Culture of the ## GNED 2000 3 Ancient Egyptians The following courses may be used to satisfy the lower level humanities ## GNED 2058 Understanding American Politics 3 requirements # or ## GNED Women in Literature 3 2013 # GNED 1034 The Role of Music in Our Lives 3 # GNED 1017 Understanding Art 3 # may be used to satisfy the 3 hour lower level Humanities Requrement ## may be used to satisfy the 3 hour upper level Humanities/Social Science Requirements must be 2 different courses, one course will not satisfy both the upper lever Humanities/Social Science and Lower Level Humanities requirements
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APPENDIX 24.1 APPLICANT ACKNOWLEDGEMENT AND AGREEMENT FORM
Applicant Acknowledgement and Agreement (To accompany every application for ministerial consent under the Post-secondary Education Choice and Excellence Act, 2000)
This form must be completed by a representative of the applicant who is authorized to bind the applicant, and must be included with the materials accompanying an application to the minister for a consent under the Post-secondary Education Choice and Excellence Act, 2000.
Name of applicant: Embry-Riddle Aeronautical University
Purpose of application: Bachelor of Science in Technical Management
□ Please indicate if this application relates to use of the term ‘university’.
1. The applicant hereby acknowledges that, in 1.8 If the applicant fails to comply with any making this application, it understands that: legislative requirements or with the terms 1.1 granting of a consent by the Minister of and conditions of the consent, the Minister Training, Colleges and Universities under may amend or change the terms and the act is a privilege, not a right. conditions of the consent or suspend or 1.2 A consent by the Minister of Training, revoke the consent. Colleges and Universities under the act is 1.9 A Minister’s consent does not make the normally granted for a specified period of consent holder’s students eligible to apply time and remains in force only during that for government financial assistance, grants, specified period. or awards that are provided directly to 1.3 A Minister’s consent does not include any students (e.g., assistance under the Ontario express or implied entitlement to: Student Assistance Program). Approval of • a renewal of such consent; or organizations and programs for the • a consent for additional or different purposes of Ontario student loans is activities regulated by the act. established pursuant to the Ministry of 1.4 A Minister’s consent does not entitle the Training, Colleges and Universities Act and consent holder to any funding from the regulations thereunder, as amended from Government of Ontario, including but not time to time. limited to operating, capital, or research 1.10 The Minister’s criteria and policy funding. statements related to the review of 1.5 A private organization from outside Ontario applications for a ministerial consent may will be treated no less favourably, in like change from time to time. circumstances, than a private organization 1.11 All information provided to the Minister or from Ontario. the Postsecondary Education Quality 1.6 A private organization, whether from Assessment Board in applications and Ontario or from outside the province, is not related documentation may be subject to entitled to treatment that is no less disclosure under the Freedom of favourable, in like circumstances, than the Information and Protection of Privacy Act. treatment accorded by the Minister to a 1.12 No consent shall take effect until the public institution. applicant provides confirmation, in a 1.7 A Minister’s consent is not transferable, written form approved by the Minister, that directly or indirectly, to a third party. the applicant understands and agrees to
PAGE 327 EMBRY-RIDDLE AERONAUTICAL UNIVERSITY
comply with all of the terms and conditions (place of approval). attached to the consent. 1.13 Should the Minister grant a consent, the consent holder will be required to ensure that the following statement appears on promotional and other materials, in any media, that relate to the program offered under the consent: This program is offered under the written consent of the Minister of Training, Colleges and Universities for the period from (day/month/year) to (day/month/year). Prospective students are responsible for satisfying themselves that the program and the degree will be appropriate to their needs (e.g., acceptable to potential employers, professional licensing bodies, or other educational institutions). 1.14 the consent holder has a positive obligation under the Post-secondary Education Choice and Excellence Act, 2000, to notify the Minister of Training, Colleges and Universities promptly if the consent holder has reason to believe that not all of the terms and conditions of a consent may be met. 2. The applicant hereby agrees to provide the Minister or the Postsecondary Education Quality Assessment Board with any additional material required by the Minister or the board to assess the application. 3. The applicant hereby confirms and warrants that: 3.1 All information and representations provide by the applicant as part of this application, including information given in the Organization Review Submission and the Quality Assessment Review Submission, are true. 3.2 This application was duly approved by the applicant’s governing body or by another representative duly authorized to bind the applicant on
______(date of approval) at
______
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Name of authorized representative: ______
Position in applicant organization: ______
Signature: ______Date: ______
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File #1: Organization Review - Complete Submission Checklist
Prepare an electronic file in PDF format that includes all of the following information. Ensure that the file is saved as “organization name – OR submission.” This checklist also serves as an index to the complete paper submission requested.
Section of Submission Binder Tab (√)Content to Be Included Organization Overview Appendix 1.1 Title Page 1.1 Appendix 1.2 List of Proposed Programs 1.2 Appendix 1.3 Table of Contents 1.3 Organization Information Appendix 2.1 Information about the Organization and its Operations 2.1 Appendix 2.2 Information about Owners 2.2 Appendix 2.3 Institution Representatives for Meeting with Organization Review 2.3 Panel Executive Summary Appendix 3.1 Executive Summary 3.1 Program Synopsis Appendix 4.1 Synopsis of Proposed Program(s) 4.1 PART A – 1 Administrative Capacity Appendix 5.1 Legal Characteristics 5.1 Ethical Conduct Appendix 6.1 Explanation of Past Fraud or Misrepresentation 6.1 Appendix 6.2 Explanation of Pending Legal or Administrative Actions 6.2 Appendix 6.3 Information about Owners/Officers of this Organization and any 6.3 Related Postsecondary Education Organizations
Student Protection Appendix 7.1 Academic Calendar Information 7.1 Appendix 7.2 Policy Awareness 7.2 Ministry Criteria: Student Transcript Protection Appendix 8.1.1 Organization’s Plan for Management of Records 8.1.1
Appendix 8.1.2 Plan for Weekly Off-Site Back-up 8.1.2
Appendix 8.1.3 Plan to Verify Accuracy of E-records 8.1.3
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Appendix 8.2.1 Third-Party Record Keeper 8.2.1
Appendix 8.2.2 Verification of Agreement 8.2.2
Ministry Criteria: Financial Security Appendix 9.1 Contract Period Policy 9.1
Appendix 9.2 Delivery of Goods and Services Policy 9.2
Appendix 9.3 Collection of Tuition and Fees Policy 9.3
Appendix 9.4 Trust Fund Accessibility to Students 9.4
Appendix 9.5 Trust Fund Arrangements 9.5
Appendix 9.6 Financial Security Information 9.6
Ministry Criteria: Tuition Refund Appendix 10.1: Withdrawal and Refund of Fees and Charges Policy 10.1 Ministry Criteria: Contracts with each Student Appendix 11.1: Enrolment Contract 11.1 Ministry Criteria: Awareness of Policies Appendix 12.1: Student Awareness of Policies 12.1 Ministry Criteria: Credit Transfer Appendix 13.1: Notification of Credit Transfer 13.1 Other Relevant Information Appendix 14.1-14.n Other Organization Information relevant to Part A-1 14.1-14.n PART A – 2 Mission Statement and Academic Goals Appendix 15.1 History, Mission and Goals 15.1
Appendix 15.2 Current Degree Programs 15.2
Appendix 15.3 Proposed Program(s) and Mission/Goals 15.3 Appendix 15.4 Five-Year Business Plan 15.4 Appendix 15.5 Academic Policies 15.5 Administrative Capacity Appendix 16.1.1 Governance and Administrative Structure 16.1.1 Appendix 16.1.2 Responsibilities of Governing Bodies 16.1.2 Appendix 16.1.3 Organization’s Reporting Structure 16.1.3 Appendix 16.1.4 Reporting Structures consistent with Academic Purpose 16.1.4
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Appendix 16.2.1 Senior Administration Job Descriptions 16.2.1 Appendix 16.2.2 Curriculum Vitae of Administrators 16.2.2 Appendix 16.3.1 Academic Plan 16.3.1 Appendix 16.3.2 Coordinated Business and Academic Plans 16.3.2 Appendix 16.4 Participation in Academic Policies and Standards 16.4 Ethical Conduct Appendix 17.1 Ethical Standards 17.1 Student Protection Appendix 18.1 Student Recruitment Policies 18.1 Academic Freedom and Integrity Appendix 19.1 Academic Freedom Policy 19.1
Appendix 19.2 Academic Freedom Constraints 19.2 Appendix 19.3 Intellectual Property Policy 19.3 Appendix 19.4 Research Policies 19.4 Appendix 19.5 Academic Honesty Policy 19.5 Appendix 19.6 Plan for Informing Faculty and Students 19.6 Financial Stability Appendix 20.1 Financial Viability 20.1
Appendix 20.2 Financial Audit Policy 20.2 Appendix 20.3 Sufficient Capital for Start-Up 20.3 Appendix 20.4 Table: Projection: Tuition Fee Collection 20.4 Dispute Resolution Appendix 21.1 Student Appeals, Complaints and Grievances 21.1
Appendix 21.2 Policy Implementation and Awareness 21.2 Ministry Criteria: Student Transcript Protection Appendix 22.1 Electronic Student Records 22.1
Appendix 22.2 Records Management 22.2
Other Relevant Information Appendix 23.1-23.n Other Organization Information 23.1-23.n Minister’s Requirement: Acknowledgement and Agreement Form
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Minister’s Applicant Acknowledgement and Agreement 24.1 Having read the Minister’s Policy Directives, Guidelines and Procedures for Applying for a Minister’s Consent under the Post-secondary Education Choice and Excellence Act, 2000, all applicants must attach a signed copy of the Acknowledgement and Agreement form to these submission materials. A copy of the Acknowledgement and Agreement form is provided in the Minister’s Policy Directives, and also in these Submission Guidelines.
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File #2: Organization Review - Web Submission Checklist
Prepare an electronic file in PDF format that includes all of the following information. Ensure that the file is saved as “organization name – OR submissionweb.”
Section of Submission Binder Tab (√)Content to Be Included Organization Overview Appendix 1.1 Title Page 1.1 Appendix 1.2 List of Proposed Programs 1.2 Appendix 1.3 Table of Contents 1.3 Organization Information Appendix 2.1 Information about the Organization and its Operations 2.1 Executive Summary Appendix 3.1 Executive Summary 3.1 Program Synopsis Appendix 4.1 Synopsis of Proposed Program(s) 4.1 PART A - 1 Student Protection Appendix 7.1 Academic Calendar Information 7.1 Appendix 7.2 Policy Awareness 7.2 Ministry Criteria: Student Transcript Protection Appendix 8.1.1 Organization’s Plan for Management of Records 8.1.1
Appendix 8.1.2 Plan for Weekly Off-Site Back-up 8.1.2
Appendix 8.1.3 Plan to Verify Accuracy of E-records 8.1.3
Ministry Criteria: Financial Security Appendix 9.1 Contract Period Policy 9.1
Appendix 9.2 Delivery of Goods and Services Policy 9.2
Appendix 9.3 Collection of Tuition and Fees Policy 9.3
Ministry Criteria: Tuition Refund Appendix 10.1: Withdrawal and Refund of Fees and Charges Policy 10.1 Ministry Criteria: Contracts with each Student Appendix 11.1: Enrolment Contract 11.1 Ministry Criteria: Awareness of Policies Appendix 12.1: Student Awareness of Policies 12.1
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Ministry Criteria: Credit Transfer Appendix 13.1: Notification of Credit Transfer 13.1 Other Relevant Information Appendix 14.1-14.n Other Organization Information relevant to Part A-1 14.1-14.n PART A - 2 Mission Statement and Academic Goals Appendix 15.1 History, Mission and Goals 15.1
Appendix 15.2 Current Degree Programs 15.2
Appendix 15.3 Proposed Program(s) and Mission/Goals 15.3 Appendix 15.5 Academic Policies 15.5 Administrative Capacity Appendix 16.1.1 Governance and Administrative Structure 16.1.1 Appendix 16.1.2 Responsibilities of Governing Bodies 16.1.2 Appendix 16.1.3 Organization’s Reporting Structure 16.1.3 Appendix 16.1.4 Reporting Structures consistent with Academic Purpose 16.1.4 Appendix 16.2.1 Senior Administration Job Descriptions 16.2.1 Appendix 16.3.1 Academic Plan 16.3.1 Appendix 16.4 Participation in Academic Policies and Standards 16.4 Ethical Conduct Appendix 17.1 Ethical Standards 17.1 Student Protection Appendix 18.1 Student Recruitment Policies 18.1 Academic Freedom and Integrity Appendix 19.1 Academic Freedom Policy 19.1
Appendix 19.2 Academic Freedom Constraints 19.2 Appendix 19.3 Intellectual Property Policy 19.3 Appendix 19.4 Research Policies 19.4 Appendix 19.5 Academic Honesty Policy 19.5 Appendix 19.6 Plan for Informing Faculty and Students 19.6 Dispute Resolution Appendix 21.1 Student Appeals, Complaints and Grievances 21.1
Appendix 21.2 Policy Implementation and Awareness 21.2 Ministry Criteria: Student Transcript Protection Appendix 22.1 Electronic Student Records 22.1
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Appendix 22.2 Records Management 22.2
Other Relevant Information Appendix 23.1-23.n Other Organization Information 23.1-23.n Minister’s Requirement: Acknowledgement and Agreement Form Minister’s Applicant Acknowledgement and Agreement 24.1 Having read the Minister’s Policy Directives, Guidelines and Procedures for Applying for a Minister’s Consent under the Post-secondary Education Choice and Excellence Act, 2000, all applicants must attach a signed copy of the Acknowledgement and Agreement form to these submission materials. A copy of the Acknowledgement and Agreement form is provided in the Minister’s Policy Directives, and also in these Submission Guidelines.
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