Table 3
Delivery of CAPS Mission Through Traditional Units
|
|
2002-2003 Planning |
2003-2004 Year
1 |
2004-2005 Year
2 |
2005-2006 Year
3 |
2006-2007 Year
4 |
2007-2008 Year
5 |
|
Number
of undergraduate sections |
14.40 |
102.80 |
191.80 |
263.60 |
338.80 |
395.20 |
|
Number
of graduate sections |
0.00 |
57.14 |
120.60 |
187.39 |
241.26 |
271.19 |
|
|
|
|
|
|
|
|
|
Total
number of instructional sections |
14.40 |
159.94 |
312.40 |
450.99 |
580.06 |
666.39 |
|
Full-time |
6.48 |
71.97 |
140.58 |
202.95 |
261.03 |
299.88 |
|
PTL
instruction |
7.92 |
87.97 |
171.82 |
248.04 |
319.03 |
366.51 |
|
|
|
|
|
|
|
|
|
Full-time
lines at 4:1 |
3.60 |
17.99 |
35.15 |
50.74 |
65.26 |
74.97 |
|
Part-time
lines at 8:1 |
0.00 |
11.00 |
21.48 |
31.01 |
39.88 |
45.81 |
|
|
|
|
|
|
|
|
|
Program
Leadership Lines |
8.00 |
8.00 |
8.00 |
8.00 |
8.00 |
8.00 |
|
Net
other FT instructional lines |
|
9.99 |
27.15 |
42.74 |
57.26 |
66.97 |
|
Infrastructure
lines |
8.00 |
12.00 |
12.00 |
14.00 |
14.00 |
15.00 |
|
|
|
|
|
|
|
|
|
Loaded
cost per full time line |
$
96,250 |
$
101,063 |
$
106,116 |
$
111,421 |
$
116,992 |
$
122,842 |
|
Extended
full time cost |
$
770,000 |
$1,818,443
|
$3,729,434
|
$
5,653,118 |
$
7,634,549 |
$
9,209,334 |
|
|
|
|
|
|
|
|
|
Cost
for part-time lines (loaded) |
$
43,000 |
$
44,075 |
$
45,177 |
$
46,306 |
$
47,464 |
$
48,651 |
|
Extended
cost for part time lines |
$
- |
$
484,643 |
$
970,286 |
$
1,435,753 |
$
1,892,821 |
$
2,228,892 |
|
|
|
|
|
|
|
|
|
Full
time Loaded lines |
8.00 |
17.99 |
35.15 |
50.74 |
65.26 |
74.97 |
|
Part
time Loaded Lines |
0 |
11.00 |
21.48 |
31.01 |
39.88 |
45.81 |
|
Total
loaded faculty positions for CAPS |
8.00 |
28.99 |
56.62 |
81.74 |
105.14 |
120.78 |
|
Infrastructure
Lines |
8.00 |
13.00 |
15.00 |
15.00 |
15.00 |
15.00 |
|
|
|
|
|
|
|
|
|
Full-time
Instructional Cost |
$
770,000 |
$1,818,443
|
$3,729,434
|
$
5,653,118 |
$
7,634,549 |
$
9,209,334 |
|
Part-time
instructional cost |
$
- |
$
484,643 |
$
970,286 |
$
1,435,753 |
$
1,892,821 |
$
2,228,892 |
|
Technology
and student fee related costs |
$
21,420 |
$
215,985 |
$
418,880 |
$
613,891 |
$
785,177 |
$
917,193 |
|
Estimated
system infrastructure |
$1,541,842
|
$2,114,017
|
$2,657,139
|
$
3,119,631 |
$
3,479,647 |
$
3,744,344 |
|
Estimated
total costs |
$2,333,262
|
$4,633,088
|
$7,775,739
|
$10,822,393
|
$13,792,194
|
$16,099,762
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Undergraduate
revenue |
$
183,600 |
$1,292,760
|
$2,542,358
|
$
3,817,949 |
$
5,062,366 |
$
6,239,851 |
|
Graduate
Revenue |
$
- |
$1,066,800
|
$2,287,677
|
$
3,626,662 |
$
4,913,580 |
$
5,897,540 |
|
Projected
University support |
$1,600,000 |
$1,600,000 |
$1,632,000 |
$ 1,664,640 |
$ 1,697,933 |
$
1,731,891 |
|
|
|
|
|
|
|
|
|
Total
Revenue |
$1,783,600
|
$3,959,560
|
$6,462,035
|
$9,109,251
|
$11,673,880
|
$13,869,283
|
|
|
|
|
|
|
|
|
|
Net
before adjusting University support |
$(549,662) |
$(673,528) |
$(1,313,704) |
$(1,713,142) |
$(2,118,314) |
$(2,230,479) |
|
|
|
|
|
|
|
|
|
Total
reinvestment available |
$(2,149,662) |
$(2,273,528) |
$(2,945,704) |
$(3,377,782) |
$(3,816,247) |
$(3,962,370) |