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MTIOCH UNIVERSITY
REPORT TO THE
1996-97 YEAR END PROJECTION
1997-98
PROPOSED BUDGET
TABLE OF CONTENTS
Page
Introduction ………………………………………………………………………………………………………………………………. i
University-wide Schedules …………………………………………………………………………………………………………… A1
College ……………………………………………………………………………………………………………………………………… B1
New England …………………………………………………………………………………………………………………………….. C1
Seattle ……………………………………………………………………………………………………………………………………… Dl
Southern California …………………………………………………………………………………………………………………….. El
The
McGregor
School …………………………………………………………………………………………………………………. F1
University Administration …………………………………………………………………………………………………………….. GI
Glen Helen ………………………………………………………………………………………………………………………………… HI
Antioch Review ………………………………………………………………………………………………………………………….. 11
…………………………………………………………………………………………………………………………….. WYSO Radio J1
University Wide Expenses ………………………………………………………………………………………………………….. K1
……………………………………………………………………………………………………………. Cost Centers – Line Items L1
1997-98 PROPOSED BUDGET
I. INTRODUCTION
The information contained in this report is presented using the Financial Accounting Standards Board (FASB) 11 7
reporting standard that became mandatory for independent colleges and universities on July 1, 1995. The objective of
the FASB reporting standard is to enhance the relevance, clarity, and comparability of financial statements issued by
not-
for-profit organizations, regardless of the nature of their operations or mission. Antioch University converted to FASB 11 7
reporting standards before the required implementation date and, consequently, now has two years of expenditure data in
this format. Comparisons with prior-year information can now be consistently presented in the new format and this has
simplified the presentation of the 1997-98 budget data.
The 1997-98 Proposed Budget is the spending plan that has been developed by each of the Campuses and operating
units for consideration and action by the Board of Trustees. The Proposed Budget for each Campus reflects a careful
analysis of their future revenues and expenditures with appropriated adjustments for changes in enrollment and other
demand factors. In nearly every case, program adjustments have necessitated adjustments in staffing and support cost
levels. In some cases, the 1996-97 experience dictated extreme changes for 1997-98 in order to comply with the policy
of the Board of Trustees that each Campus submit and maintain a balanced Operating Budget. One quarter remained of
the 1996-97 year at the time the Proposed Budget was developed. The 1996-97 performance of each Campus will be
reviewed at the October meeting of the Board of Trustees following the close of the fiscal year.
II. FORMAT AND CONTENT
The 1997-98 Proposed Budget contains summary schedules for the entire University and similar schedules for each
Campus. In addition, each Campus has prepared a narrative description of the significant events that have occurred in
the current year as well as those that are expected to occur during the next year. The purpose of the narrative is to give
an overview of how each Campus is managing and what problems and opportunities it anticipates in the coming year. In
addition, each Campus has provided a Capital Budget. Under Board of Trustee policy, Trustee approval is required for
The columns of the 1997-98 Proposed Budget by Function schedule present information about the prior year, the current
year, and the coming year. For comparison purposes, the first column contains the 1995-96 actual expenditure history.
The second column contains the 1996-97 Budget as approved by the Board of Trustees and the third column contains
information about how each of the Campuses anticipate their 1996-97 Budget will appear at the end of the current fiscal
year. That is, the 1996-97 Budget column is the plan for the current year while the 1996-97 Projected column shows how
the plan is likely to play out. The next two columns, Change From 1996-97 Budget to Projected show the dollar amount
and percentage variance between the plan for the current year and the likely outcome at June 30.
Because the Proposed 1997-98 Budget is developed from current year operations, it is important to consider how the
current year will end before deciding on what is or is not possible in the new year. For this reason, the Proposed Budget
schedules show the changes from the current year budget to the anticipated year end amounts.
The Proposed 1997-98 Budget is segregated from the other columns by solid vertical lines to make it stand out from the
other numbers. The next two columns on this schedule compare the Proposed 1997-98 Budget with the 1996-97
Projected Outcome, and the last two columns compare the Proposed 1997-98 Budget with the 1996-97 Budget as
approved by the Board. Each set of comparisons presents the dollar variance and the percentage variance. Major
dollarlpercentage
changes tend to signify programmatic shifts or restructuring of some significance.
FASB 117 requires the presentation of information on an accrual basis, but the actual management of the University also
depends on maintaining an appropriate cash flow so that current obligations can be met. The Annual Budget conversion
to cash basis section of this schedule identifies those expenses and revenue sources that must be considered when
adjusting from an accrual basis to a cash basis. These items are primarily concerned with Equipment and Facilities
which, although occurring in one fiscal year, are depreciated over their useful life. The Borrowing Proceeds, if any,
associated with these expenditures are reflected on a separate line and the Principal Payments necessary to retire the
loans of previous years are also shown. Accumulated depreciation is also shown, but it is an offset to the Depreciation
Expense that is included as a part of the Plant Maintenance function.
IV. THE CATEGORY SCHEDULE
The second major schedule is the 1997-98 Proposed University Budget by Category. On this schedule, Revenues from
the Function schedule are condensed to a single line, but Operating Expenses from the Function schedule are presented
by category
(e.g.,
Salaries & Wages, Benefits, Supplies). These Categories show how the Proposed Budget will be
expended by the major Expense categories that are explained in detail on page L2.
A section of this schedule shows the
ContingencyIReserves
that the Campuses are required to budget. The “Campus
Contingency, Mandatory” amount is set at 2% of net revenue. This Reserve will be retained centrally until the University
Administration is reasonably sure that overall University Revenues and Expenditures will balance for the year. At the end
of each quarter of the fiscal year those Campuses which are performing at or above their budgeted level may request the
release of a portion of the Mandatory Reserve. In October we do not anticipate releasing more than 10% of the total. In
January we would expect to release not more than 50% (cumulative) of the total with the remaining 50% to be released in
April. These percentages are guidelines; if total University Revenues appear to be much higher or lower than budgeted,
the percentages that can be released at the end of any quarter will be appropriately adjusted.
The “Campus Program Contingency, Discretionary” is a reserve amount determined by individual Campuses. Depending
on the volatility of their programs, the Campus may elect to hold an additional sum in reserve to offset possible revenue
fluctuations. The amount of this Reserve is determined by the Campus, and the Campus determines when this Revenue
should be released for expenditure. Not all Campuses elect to place funds in this Reserve.
The Liquidity Reserve is equal to 1% (1.5% for Seattle) of the net tuition and fee Revenue of each Campus. The Liquidity
Reserve is not available for expenditure for any purpose, but the budgeted amounts are added to the Liquidity Reserve
each year and allowed to accumulate in order to restore the financial integrity of the University. The bond issues that
have financed facilities at New England and Seattle require the University to operate with an excess of revenue over
expenses in each year. In order to satisfy this ratio and to build for the time when the University can satisfy Moody
Investors Service requirements for a bond rating, this money is accumulated in University-wide accounts.
The Overhead section shows the assessments that are made against each Campus in order to support operations of the
University. The assessments are made at the rate of 13.75% of net student revenue. Net student revenue excludes
tuition generated by new programs less than two years in operation, tuition discounts and waivers, and uncollectable
tuition and fees. From the overhead, Rebates from the University are transferred to the individual campuses as is the
Subsidy from Adult Campuses and the Subsidy from Overhead. Campuses which receive Rebates and Subsidies will
show negative amounts in the various columns of this schedule. These amounts appear as negative expenses rather
than Revenues since they are transfers from one part of the organization to another.
Although overhead is assessed at
13.75%,
Rebates reduce the effective Overhead rate. Rebate increases in 1997-98
will lower the effective Overhead rate to 10% or less for the Adult Campuses. The Other line of this schedule shows the
effect of various contractual relationships between Campuses as well as certain University-wide assessments such as the
University Conference. Because the University Conference will not occur in the 1997-98 fiscal year, the next assessment
for the Conference will occur in 1998-99.
Depreciation is a major expense for the University, and is carried centrally because all facilities are held in the corporate
name of the University. Both the Depreciation Expense and the Add Back Depreciation entry appear in the University
Wide Expenses Budget on pages K2 and K3.
The columns of the 1997-98 Proposed Budget by Category schedule are identical to those on the Budget by Function
schedule.
Antioch University
1997-98 Pro@ Budget by Function
Revenues
TuKlon & Fees
Less Tuition Discounts
Gifts
Grants
Endowment income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Tolal
Revnuem
Not
Overhoad for Contral OpÃ
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant
Maintenance
Scholarships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash basis
Ccettal Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depredation
Total Cash Roms
Net Cash Bash Budget
1995-96 1996-97
Actual Budget
.-.—- —-
Change From
1006-97 Budget
1996-97 to 1006-T Pro) 1
Proposed
1997-98
Budget
——-
38,833,609
-2,501,710
1,893,228
2,765,670
251,200
322,138
1,067,028
42,631,163
2.954.94
7
2,358.71 1
47,944,821
2,406,928
17,138,908
80,000
1,806,594
2,258,105
5,015,878
13,201,535
6,010,955
2,746.858
48,258,833
2,358.981
50,617.8l4
-266,06!
2,698.836
-1,678,062
994,711
-161,550
-2.130.000
-266,065
0
Change From
1006-97 Pro)
To 1007-08 Budget
Change From
1006-97 Budget
TO 1007-08 Budget
Antioch University
1997-98 Proposed Budget by Category
Total Revenues
Net Overhead for Central Ops
Total Revenues and Net Overhead
Operating
~xpem
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supplies
Business Operations
Plan! Maintenance
Interest Expense
Resale Costa
Miscellaneous
ContIngencyd3eserves
Campus Contingency, Mandatory
Campus Program Contingency, DIscrestlonary
Liquidity Reserve
Overhead
To the University
Rebates
from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Unlv Cord)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capttal
Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
1995-96
Actual
——
45,961,162
2,375,884
48,337.046
22,460,319
5,972,416
1,395,770
1,374,570
260,756
1,428,614
5,321,217
3,616,198
1,142,870
597,064
327,821
-63.355
-22.336
0
4,350,883
-1,425.002
0
-550,000
115,460
1,821,512
1996-97
Budget
——-
46,070.072
2,454,162
48,524,234
22,171,477
6,672,886
1,192,193
1,176,765
172,235
1,347,907
4,773,062
3,601,981
1,099,958
626,314
388,209
817,840
323,129
345.277
4,383,292
-1,398,074
0
-525,000
148.1
13
1,800,000
Change From
1W-97 Budget
to 1W-97 Pro) I
Propowd
1997-98
Budget
——-
47,944,821
2,406,928
50,351,749
23,022,952
7,059,110
1,887,409
1,151,956
212,272
1,195,609
4,314,094
3,133,382
1,356,646
512,863
796,836
704,101
442,015
385,059
4,443,387
-1,511,459
0
-525,000
106,582
2,130,000
50,617,814
-266,065
2,698.836
-1,678,062
994.71 1
-151,550
-2,130,000
-266,065
0
Change From
1-97 Pro)
TO 1W7-M Budget
Change From
1W-97 Budgt
TO 1-7-99 Budgç
ANTIOCH COLLEGE
1997-98 Proposed Budget
I. Antioch College Goals for 1997-98
In the current budget year, the College created a Strategic Planning Task Force to develop a plan, within the context of
the College’s mission and curricular goals, to move forward to self-sufficiency. In October, the Noel Levitz consulting firm
was asked to do an analysis of the College’s cost and revenue structures relative to our peer institutions, competitor
institutions and liberal arts institutions nationally. This analysis was presented to the Board of Trustees Task Force on
Strategic Financial Directions of the College, and subsequently to the College’s Strategic Planning Task Force and
various College fora. The consensus reached from that analysis was that the College simply could not remain as under-
enrolled as it currently is, and that “enrollment growth is critical to the future of the College as a distinctive liberal arts
institution”. The Task Force adopted the goal of increasing enrollment to 800 FTE by the year 2000 and worked
throughout the fall and early winter to develop a comprehensive strategic plan to achieve that goal.
The Strategic Planning Task Force engaged more than half the community in focus groups, public meetings, community
discussions and fora in preparing the plan. The four-year plan encompasses forty goals and objectives and one hundred
and twenty one action steps aimed at enabling the college to “compete and excel among other residential liberal arts
institutions into the 21st century”. This plan, with its critical focus on recruitment and retention issues, served as the
template for preparing the College’s proposed 1997-98 budget. The administrative goals emerging from this plan include:
-Improving recruitment efforts, including: restructuring admissions and financial aid departments into a single
enrollment management unit; increasing and enhancing the communication stream to prospective students; cross-
training telecounselors; increasing efforts to qualify inquiries and focus follow-up recruitment activities; increasing
number of early-aid-estimators to improve yield; developing admissions publications for students of color;
negotiating additional articulation agreements with appropriate community colleges; securing the involvement of all
College departments, alums, trustees and other campuses in the recruitment effort; utilizing faculty to travel with
admissions staff; utilizing recent graduates in the recruiting effort; developing closer ties with the Coalition of
Essential Schools and other efforts to strategically shape the inquiry pool; and articulation of the College’s
“meta-
curriculum” in recruitment literature.
-Improving retention efforts, including; securing the involvement of all College departments in the retention effort;
improving the quality, consistency and stability of instruction; addressing student concerns that emerged from the
strategic planning process; improving the intellectual and cultural climate of the campus; continuing to build a
climate of civility, respect and trust; continuing to strengthen academic advising; improving service orientation and
responsiveness of key departments; maintaining consistent and rapid response to campus situations; continuing
to build the Community Service dimension of Student Affairs and the culture of service on campus; continuing
review of senior administrators and other measures aimed at assuring administrative accountability; continuing to
refine and improve withdrawal processes.
-Reconceptualizing
the Co-op program, including: implementing the recommendations of the Co-op Committee
of the Strategic Planning Task Force; adapting the program to take advantage of the year-round academic
calendar; developing strategies for further integration of co-op, classroom and community learning.
-Addressing technology and infrastructure needs, including: upgrading campus computing facilities; seeking
funding to bring the library catalogue on-line; wiring additional buildings for computing and internet access;
upgrading campus access to outside networks with a T-1 line; fully implementing Datatel conversion; developing a
plan for bringing telephone and computer service to the dorms; seeking gift and grant support for technology
needs; constituting a Renovation Task Force to revisit the campus plan and make recommendations about
physical plant priorities; completing renovation of Birch Hall and the Amphitheater; and putting a new roof on the
Library.
-Realigning the allocation of resources to match priorities, including: implementing the recommendations of
the Dean of Faculty and Academic Program Committee on Faculty Realignment.
-Implementing the summer academic term, including: delivering block-intensive summer academic programs;
supporting the delivery of Institutes in Peace Studies, Documentary, Theater, Music, Languages, and Storytelling;
and continuing marketing effort to recruit non-matriculant participation to build the summer revenue stream.
-Continue work on building an anti-racist and multicultural community, including: continuing efforts to
increase the diversity of faculty, staff and student body; making Undoing Racism and diversity training available to
all campus constituents; re-examining the curricular commitment to multi-cultural learning; connecting multi-cultural
priorities to the operating budget; and continuing support for cultural events and activities and for efforts
addressing specific injustices.
-Strategic leveraging of resources, including: using a
MacArthur
supported grant writer to build additional
College resources; and examining opportunity costs in terms of building strategic capacity.
II. Financial Situation in 1997-98 Compared to 1996-97
The College’s financial situation in the coming fiscal year will be significantly different than its situation this fiscal year due
to the following:
-The College’s 1996-97 budget was reduced by $800,000 during July and August, to adjust it to the realities of the
1995-96 downturn in enrollment. As a result, a significant portion of the revenues for the 1996-97 budget year
($775,000) consisted of soft money. In addition, the College had a one-time University subsidy of $100,000 plus
$250,000 in bequests included in the 1996-97 revenues. A significant improvement in enrollment is necessary to
sustain the level of activity supported by these one-time revenues.
-The College was required to pick up transition costs ($150,000) as a result of the Board’s decisions concerning
the leadership of the College. These expenses were not budgeted in 1996-97, but are included as increased
administrative expense in the 1997-98 budget.
-The new trimester calendar during the 1997-98 fiscal year will include three full terms — the second and third
blocks of the Summer term, the Fall term, the Spring term, and the first block of the next Summer term. However,
some of the revenue from the second block of summer has been advanced to cover shortfalls in the 1996-97
budget.
-The billing patterns set up by the previous President in the calendar transition involve charging tuition only in those
terms in which a student is on campus in a study term. Because of the requirement for alternation between study
and work terms, a large percentage of continuing first year students are sequenced to study only one term during
their second year. The result is a significant drop in revenue amounting to one-half the tuition for the majority of
continuing second year students. Originally, the calendar transition team had planned to bill tuition at the full
yearly rate and to allow students a “free” additional study term at the end of their academic career to compensate
for the year in which they studied only one term. In spite of the change in billing policy, the decision was also
made to continue to grant the “free” additional study term as well. With approximately 20 students intending to
avail themselves of this option during the 1997-1 998 academic year, this contributes further to the loss of revenue.
To reduce the potentially large drop in overall revenue in 1997-98 (in spite of a substantial increase in enrollment),
it is necessary to acknowledge that the full brunt of calendar transition cannot be absorbed in a single year and to
draw on advance revenues against the 1998-99 second summer block session.
-Further, in order to cover these revenue losses and transition costs while maintaining the programmatic stability
that students have indicated is so vital to our retention efforts, the College needs to budget $150,000 of
unspecified, unrestricted bequests to help cover these lost revenues.
-Please note the technical reclassification of Annual Fund receipts totaling $200,000 from the Gifts line to the
Released from Restrictions line budget. This change is necessary to provide a more accurate budget picture of
when “promised gifts” are received and released to the operating budget. The total Annual Fund budget for
1997-
98 remains at $1.3 million but it is classified both in the Gifts line and in the Released from Restrictions line.
ill. Enrollment, Recruitment, Retention and FTE Projections
In the current year we have revised upward the modified enrollment projections from last summer, from 509 FTE to 518
FTE, and anticipate meeting our goal of 552
FTEs
for the 1997-98 academic year. The College has fully implemented
the Noel Levitz recruitment and marketing plan during this admissions cycle and anticipates results in summer and fall
enrollment numbers. Ed Amrhein assumed the role of Acting Director of Admissions in February of 1997 and is leading
the continued implementation of our focused recruitment plan as well as the effort to restructure the departments of
Admissions and Financial Aid into a single enrollment management unit. Efforts in this cycle involved increasing the
number of Early Aid Estimators processed (because of the higher yield involved), increasing the telecounseling effort to
qualify more than 10,000 inquiries, slightly more aggressive merit awards, and targeted marketing of the Summer Term.
The enrollment goal specified by the College’s Strategic Plan for Summer 1997 is 40 entering students, and the goal for
fall of 1997 is 178 entering students, for a total of 21 8 new student enrollees.
The New Dean of Students, Scott Warren, has restructured the Student Affairs area to be more effective and responsive
to student needs, and has implemented an improved process for working with withdrawing students. The incorporation of
the Bonner Scholars program into the Dean of Students office and the revitalizing efforts of Jimmy Williams as Associate
Dean of Students and Director of Multi-cultural affairs have increased the capacity of the office to deal with campus
climate issues. The use of student co-ops has contributed significantly to the positive change in retention numbers during
the first two terms of 1996-97. New advising routines in the academic area and in Co-op also contribute to the retention
effort. The goal for 1997-98 is to improve retention by
2.5%
and to implement the specific actions in the College’s
Strategic Plan to accomplish this goal.
IV. Tuition and Fees
For the third year in a row, increase in the College’s tuition (3.0%) has been held to near the rate of inflation. In addition
to this increase in tuition, the room and board fee and the Community Government fee will be increased to meet the costs
of the calendar changes and year-round operation of Community Government. The total increase in all fees is 3.95%.
The tuition and fees for 1997-98 are as follows:
Tuition $1 6,812
Fees 1,553 (Includes new technology fee of $1 20)
Room & Board 3,998
CG Fees 41 2
TOTAL: $22,775
V. Compensation
The College will be negotiating a new contract with three labor unions and wage and benefit increases are not anticipated
during this budget year. After no salary increases for faculty, non-union staff, and administrators during the past two
years the College is recommending a July increase of approximately 2.5% for these employees with the exception of
administrators and faculty earning more than $50,000 per year.
VI. Other Changes
Also included in the College budget this year are revenues and expenditures for Community Government of $252,060.
Glen Helen is not included in this section. Instead, Glen Helen data is provided separately.
Robert H. Devine, President
Antioch College
Antioch College
1997-98 Propofd Budget by Function
Revenuee
Tullon 6 Fees
Less Tuition Discounts
Grns
Grants
Endowment Income
Contracts
Other Income
Total E6G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Annual Budget conversion to Cash basis
CfBHal Expenditures
Borrowing Proceeds
Prtndpl Payments
Prior Year Reserves
Add back Depredation
Total Cash Kerns
Net Cash Basis Budget
1996-97
Projected
.—–
9,403,314
-2,156,800
1,850,000
1,144,148
200,000
0
78,620
10,519,282
2,490,876
1,605,392
14,615,550
3,980,569
44.155
0
862,903
2,009,751
1,411.299
1,451,296
1,956,743
11,716,716
2,192,480
13,909.196
706,354
808,715
-434,492
574,306
0
0
948,529
-242,175
Change From
1W-87 Budget Proposed
to 1W-87 Pro] 1 1997-98
Change From
1W-87 Pro!
TO 1Ñ7- Budget
Change From
1W-87 Budget
TO 1Ñ7- Budget
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plart Maintenance
Interest Expense
Resale Costs
Miscellaneous
Conllngency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency. Dtecrestlonary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Inlercampua Agree 6 Univ Cow
D9Pr-n
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Baste
Cf^ttd Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depredation
Total Cash Items
Net Cash Basis Budget
1995-96
Actual
——-
15,233,378
7,539,096
2,220,193
498,217
1,196,611
109,764
762,170
1,775,573
1,117,417
31 1,042
436,777
247,406
473,000
0
0
896,054
-650,000
-200,000
-550,000
-465.41 3
0
15,719.907
-486,529
1,013,465
-640,508
310,775
0
0
683.732
1996-97
Budget
——.
14,610,150
6,978,701
2,211,197
405,184
1,009.996
65,451
754,767
1,318,533
956,057
287,420
454.900
286.786
200,000
0
61,357
782,365
-550,000
-200.000
-525,000
-433,231
0
14,064,483
545,667
147,867
0
397,800
0
0
545.667
1996-97
Projected
——-
14,615,550
Antioch College
1997-98 Proposed Budget by Category
Change From
1006-97 Budget
to 1006-97 Pro)
Propos~d
1997-98
Budget
Change From
1006-97 Pro1
TO 1007-08 Budget
Change From
1006-97 Budget
TO 1007-98 Budget
ANTIOCH COLLEGE
1997-98 Capital Budget
Buildings
Total Buildings
Building Improvements
Physical Plant
Library Roof
Completion of Birch Hall
Total Building Improvements
Equipment
Physical Education Equip
Academic Computers
Student Services Computers
Business Office Printer
Tech Resources Computers
Vehicles
Total Equipment
Furniture & Fixtures
Auxiliary Enterprises
Total Furniture & Fixtures
Library Books
Library Books
Amount
Amount
82,937
59,000
300,000
Amount
7,500
3,000
2,500
1,350
25,810
45,000
Amount
1,400
Amount
49,871
Grand Total Capital Budget
Proqram
ANTIOCH COLLEGE
Tuition Rate Changes 1997-98
1996-97 1997-98
Rates Proposed % Chanqe
Tuition 16,322 16,812 3.00%
Room and Board 3,796 3,998 5.32%
Fees* 1,792 1,965 9.66%
Total Per Year 21,910 22,775 3.95%
The medical fee is estimated at $290 for 1997-98. This may change on the basis of claims
experience.
ANTIOCH NEW ENGLAND
1997-98 PROPOSED BUDGET
I. Antioch New England Accomplishments
It is easy to get lost in the occasionally depressing morass of problems which connect directly to the myriad issues related
to an enrollment shortfall; therefore, it probably is important to focus on a sampling of the more salient accomplishments
for Antioch New England in 1996-97, recognizing that three months still remain in the year:
~Antioch
New England hosted the Antioch University Faculty Conference in October 1996. By most informal
accounts, it was a successful event.
Â¥Th
Rachel Marshall Outdoor Education Center has been established by the City of Keene as a use for its newly
developed
Ashuelot
River Park facility. Via a contract with the City of Keene and through Eisenhower grant
monies from the State of New Hampshire, Antioch New England is developing K-12 educational programming for
the park. A natural resource inventory has been completed, and the Provost was named by the Mayor to serve as
the Chairperson of the Park Commission.
Â¥Th
~ntioch
Psychological Services Center (PSC) has continued to grow and expand its array of programming
services for the community. Staffed by senior clinicians (our
Psy.D.
faculty) and six doctoral student interns, the
PSC provides: group work with foster teens and the parents of children with Attention Deficit Disorders; stress
reduction management and health psychology programs in partnership with the Leahy-Hitchcock Clinic; testing and
evaluation for Keene State College and Franklin Pierce College; EAP contracts with local corporations; and family
intervention work through a contract with the N.H. Division of Children and Families.
(These are examples of the Graduate School’s grant and contract work; we expect to equal or exceed in 1996-97
last year’s record total of approximately $670,000 in grant and contract work.)
@We anticipate that the Annual Fund dollars (restricted and unrestricted) for 1996-97 will equal or exceed last
year’s total, more than $54,500.
@The
Antioch New England Speakers Series, featuring ANE faculty presentations to the local and regional public,
was formally launched in 1996-97. Seven presentations yielded an average attendance of 90 people for each
event. The highly successful series brought
ANE’s
intellectual “voice” to the community in a new way and provided
invaluable public relations for the entire institution.
Â¥Ne
marketing initiatives included: (a) expanded “visiting” days where prospective students had a full program of
events and an opportunity to interact extensively with faculty and current students; (b) publication of a “getting to
know you” piece which enabled faculty phone contact to be more relevant and personal, as an antidote to “cold”
calling; and (c) a brand new and unique publication, called “Pathways, “our attempt to articulate the
meta-
curriculum through experiences and profiles of ANE graduates. (This “accomplishment” also responds to guideline
requests that campuses speak to efforts to increase enrollments.)
*New
partnership possibilities are being explored. Examples include: (a) New Hampshire Department of
Vocational Rehabilitation to do some training programming in rehabilitation counseling; (b) Project Adventure to
consider programming and training which would combine our expertise in education, management, psychology and
environmental studies, each a disciplinary element in the outdoor, Outward Bound-type programming which they
offer; and (c) the Vermont Law School and Dartmouth to jointly offer courses in resource management and
environmental law that would make each of our small programs more cost efficient. (Also relates to efforts
undertaken to increase enrollment.)
@Expansion
of cross-disciplinary offerings as a means of enriching the elective curriculum, saving money, providing
professional development opportunities and highlighting yet another dimension of our uniqueness.
@Successful launching of the
Ph.D.
in Environmental Studies with a cohort of fourteen students. Solid group of
students and evidence that the low residency model (summer intensive plus one three-day weekend per month)
combined with on-line learning in-between the classroom contact can result in the development of a meaningful
“learning community.”
Continued high visibility of faculty and staff in publications, presentations, consultations, and through service to
professional organizations
and/or
in local communities.
*Outstanding staff work to keep Datatel transition on track.
*Achievement of a balanced budget, with requisite surplus more than enough to ensure compliance with bond
ratios. We project a surplus of approximately $160,000 (liquidity reserve plus untapped contingency, and use of
budgeted $65,000 of carry-forward under “other income”).
II. Enrollment Actuals and Projections
There was one major, and serious, problem which both literally and figuratively squeezed Antioch New England during
1996-97. Stated simply: Antioch New England did not achieve its new student matriculation projections. We fell short of
our projected overall goal by approximately 30 FTE students. Certainly we knew that we could not continue to ride the
crest of the growth wave forever; however, we could not predict when the break would occur. We now know the answer:
1996-97. While we have not always achieved projections in one department
and/or
program, this was the first time in
recent history that two major disciplines experienced substantial new student enrollment shortfalls. (In some ways this
local experience mirrors what happened in the larger university during 1996-97, when more than one campus
encountered difficulty.) The shortfalls were most evident in the master’s level applied psychology programs (especially in
counseling psychology) and in the master’s level environmental studies programming. General turbulence in these fields,
diminished state and federal support for mental health and environmental programming, increased competition, licensure
issues in psychology, the lack of real economic recovery in the northeast, and tuition cost can be cited as contributing
factors to the enrollment shortfall. On the retention side, the news was quite good; Antioch New England had an attrition
rate of less than the budgeted 8% estimate.
In order to deal with the impact of this reality, multiple strategies were employed to reduce expense: (a) selected, targeted
cuts were made in the budgets of certain academic and administrative budgets; (b) all operating units had at least 2% of
their expense budgets frozen; (c) position openings on the administrative side were filled with temporary non-benefitted
employees; (d) course offerings were eliminated and Core Faculty were asked to expand their teaching assignments; (e)
the New Haven site for the Department of Organization and Management was closed; and (f) position attrition in two
cases was encouraged and negotiated. Each of these responses carried identifiable problems, but the most obvious
impacts could be seen in an increased level of anxiety and, at times, something less than a positive impact on morale.
The bottom line result, however, speaks for itself. While one could point to other problems, none are significant enough
to require additional space in this narrative.
It is too early to determine whether 1996-97 was an aberration or the signal of a trend. However, present indications do
point toward a reality that Antioch New England, for the short term, should not be optimistic about achieving enrollment
levels comparable to those which were reached in 1994-95, for example. In developing the Graduate School’s operating
budget for 1997-98, we used as our basic operating assumption a worst case scenario — one which presumed that the
total number of newly matriculated students in 1997-98 would be at the same level it was in 1996-97
(i.e.,
enrollment
would continue to decline by approximately 30 FTE and that the pattern of decline would be largely replicated in our
master’s level environmental studies and counseling psychology programs). We also calculated attrition at an 8% level, a
figure supported by history.
We enter 1997-98 with diminished tuition revenues due to a reduction in carry-forward tuition revenue and we expand the
gap by projecting, initially at least, another down year in 1997-98. Given this posture, it has been our objective to respond
to our reality while seeking to maintain strong infrastructures, academic program quality and integrity, and program
development initiatives. To present the 1997-98 budget, we generally have eschewed some of the more standard
pruning and streamlining responses
(e.g.,
“across
the board” actions); instead we have made selective and targeted
choices and have differentiated on the basis of reality, promise, and circumstance.
I. Financial Responses
A balanced budget has been achieved through: (a) targeted expense cuts; (b) continued employment of temporary non-
benefitted personnel; (c) line item freezes; (d) attrition combined with a hiring freeze; (e) increased teaching loads for
Core Faculty; (f) voluntary reductions in faculty time percentages; (g) curricular streamlining and more cross-disciplinary
offerings; (h) use of carry-forward monies in the amount of $90,000 to be applied toward capital expense, including
principal cost on the building [this strategy, though reflective of an increased dollar amount from 1996-97, is consistent
with previous yearly budget presentations related to paying for the new campus and is now also asserting the need to be
able to get some tangible benefits in the form of budgetary relief for doing a prudent job of managing in the previous
year]; (i) tuition and fee increases; (j) etc.
Tuition increases for 1997-98 include a 4.3% increase for master’s and doctoral programming. Translation: $1 2,1501year
for master’s programs; $1
6,6001yr.
for the
Psy.D.
program in clinical psychology; and
$12,95O/yr.
for the
Ph.D.
in
Environmental Studies. The Graduate School’s comprehensive fee will increase by $5 each semester. We believe that
this pricing structure is tolerable and defensible and will likely be consistent with what most other private institutions will
do in 1997-98. It is interesting to note that the Graduate School’s current tuition is quite competitive with what public
institutions are now charging their out-of-state students; this continues to reaffirm our position that Antioch New England’s
tuition pricing still represents a bargain for graduate level programming. The full 1997-98 tuition schedule is included at
the end of this section.
The “Campus Program Contingency, Discretionary” line contains a figure of $92,844. At this point it is not clear when a
portion of this money might be released; if summer enrollment numbers meet or exceed projections and fall enrollment
data is promising, a July 1 release for our top priority makes sense. On the other hand, it could remain a contingency or
be released in September. Release would be prioritized in the following sequence: (1) a total salary and benefit raise
package in the neighborhood of 2.5% for all core employees (approximately $52,000); (2) restoration of a $1 5,000 cut in
the book acquisition budget for the library; (3) a raise pool for Associate and Adjunct Faculty; and (4) restoration of
benefits in one or more of the temporary unbenefitted positions currently occupied. We must maintain a surplus of
$125,000 to comply with the required bond ratio of 1.25 in 1997-98, so it is difficult to justify any purpose in presenting a
litany of unfunded priority items beyond what has been listed above. The single exception follows:
With respect to acquisitions over $1 0,000, it is important to openly communicate New England’s efforts to
move toward completing the implementation of a technological infrastructure which will enable the Graduate
School to remain competitive in the region, engage in greater distance learning activities, permit expanded
conferencing and the use of First-class software for all core employees, meet the needs of the Datatel
system, reduce the cost of paper and postage communication of a student body in a dispersed geographic
region, and install and electronic card catalogue in the library. This has been a long-range goal that yearly
has been forestalled because of some budgetary problem within the larger system. We have consistently
held back and turned budget surpluses beyond what was needed to satisfy bond requirements, etc.
The 1995-96 budget gave us the most recent opportunity to make needed improvements, but the magnitude of the
College’s financial problems closed the door. We simply can not continue the sacrifice; the extent to which such
sacrifices contributed to the enrollment shortfall of 1996-97 can not be accurately measured, but we do believe these
sacrifices have been at least a minor contributing factor. To achieve this technological goal, we believe that we need
$125,000 of capital; the technological support
(i.e.,
personnel) issues can not be addressed at the present time.
The Chancellor has generously and graciously provided $35,000 in support from the
Lovelace
Fund for electronic library
development and we will secure the rest though the use of bond interest which has accrued from the mandatory debt
service reserve fund and which is annually transferred into the interest fund. Presently there is more than $1 00,000
available. $90,000 of capital expense for the aforementioned acquisitions will come from a one-time reduction in the
Plant Maintenance Function
(i.e.,
in 1997-98, Antioch New England will reduce its Interest Expense Line payments on the
annual mortgage by $90,000 which is essentially “prepaid,” diverting that resource to the purchase of capital equipment.)
Jim Craiglow
Provost
Antioch New England Graduate School
1997-98 Proposed Budget by Function
Revenuos
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plan! Maintenance
– Scholarships
TotalEftQExpenses
Auxiliary Enterprises
Total operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash baste
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash items
Net Cash Baste Budget
1995-96
Actual
—–
8,207,214
-1 10,795
31.885
580,475
0
88.687
60,119
8,857,585
0
213,461
9,071,046
4,189,070
0
240,271
342.839
509.806
2.167.363
712.754
476,280
8,818,183
0
8,818,183
452.863
119.184
0
60,000
0
0
179,184
273,679
1996-97
Budget
——-
8,271.602
-100,000
51,000
77,500
0
235,000
160.300
8,695,402
0
251,200
8,946.602
4,241,999
0
252,376
338,855
538,508
2,662,887
705,243
19,350
8,759,218
0
8,759,218
187,384
122,384
0
65,000
0
0
187,384
0
1996-97
Projected
——-
8,196,122
-62,000
40,000
432,095
0
130,297
11 7,429
8,853,943
0
109,699
8,963,642
4,036,176
0
250,000
258,560
549,024
2,534,048
765,532
405,460
8,798,800
0
8,798,800
164,842
99.842
0
65,000
0
0
164,842
0
Change From
1006-97 Budget
To
1006-97
Pro) 1
Proposad
1997-98
Budget
——-
8,100,325
-60,000
40,000
445,000
0
263,754
52,800
8,841,879
0
134,218
8,976,097
4,075,537
0
316,800
361,634
544.71 0
2,547,833
602,971
349,200
8,798,685
0
8,798,685
177,412
197,412
0
70,000
-90,000
0
177,412
0
Change From
1-97 Prof
TO 1-7-00
Budgt
Change From
1006-97 Bud*
To
1-7-W
Budget
Antioch New England Graduate School
1997-98 Proposed Budget by Category
Revenues
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supplies
Business Operations
Plan! Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contlngency/Resefvea
Campus Contingency, Mandatory
Campus Program Contingency. Dbcrestlonary
Liquidity hselve
Overhead
To the University
Rebates from the University
Subsidy from Mutt Campuses
Subsidy from Overhead
Other (Intercampus Agree 6 Unlv Cool)
Depreciation
Total Operating Expenses
Excess Revenue war Expenses
Annual Budget Conversion to Cash Basb
Capital Expenditures
Borrowing Proceeds
Principal Payments
Pdw Ymr ksama
Add Back Depredation
Total Cash Hero
Nat Cash Basb Budget
1995-96
Actual
——
9,071,046
4,564,678
1,228,389
240,936
39,585
15,385
289,744
793,699
288,335
445.975
0
37,673
-161,433
0
0
980,842
-227,255
61,830
0
0
0
8,618,183
452.863
119,184
0
60,000
0
0
179,184
273,679
1996-97
Budget
——-
8,946,602
4,260.1
95
1,430,435
234,133
19,350
16,300
209,691
739,646
299,900
442.000
0
37,683
163.632
0
81,816
1,013,870
-277,255
61,630
0
26,192
0
8,759,218
187,364
122,384
0
65,000
0
0
187,384
0
1996-97
Projected
——-
8,963,642
4,462,771
1,402,319
218,517
27,391
8,200
166,933
716,591
327,675
447,000
0
37,450
77,700
0
81,816
1,013,870
-277,255
61,630
0
26,192
0
8,798,800
164,842
99,842
0
65,000
0
0
164,642
0
Chengo From
1096-07 Bud@
To 1-07 Prof
Proposed
1997-98
Budget
——-
8,976,097
Change From
1-07 Proj
TO 1097-00 Budget
Change From
1006-67 Budget
TO 1097-W Budget
ANTIOCH NEW ENGLAND GRADUATE SCHOOL
1997-98 Capital Budget
Buildings
Total Buildings
Building Improvements
Total Building Improvements
Equipment
Computers
Computers–Library of Future
Total Equipment
Furniture & Fixtures
Total Furniture & Fixtures
Library Books
Library Books
Grand Total Capital Budget
Amount
Amount
0
Amount
14,942
125,000
Amount
Amount
57,470
ANTIOCH NEW ENGLAND GRADUATE SCHOOL
1997-98 Tuition Rate Changes
EiementaryIEarly
Childhood Education
(M.Ed.) 140-44 Credits 1
Organization & Management (M.Ed. & MHSA) Students entering Students entering Students entering
summer 1st $2,500 fall 1 st $4,800 spring 1 st $4,800
fall 2nd $4,800 spring 2nd $4,800 summer 2nd $2,500
spring 3rd $4,800 summer 3rd $2,500 fall 3rd $4,800
summer 4th $2,500 fall 4th $2,500 spring 4 t h $2,500
1 TOTAL $1 4,600 $1 4,600 $14,600 1
1996-97 Rate
% Change
ElementaryIEariy
Childhood Education Waldorf 140-44 Credits 1
‘Concentration (M.Ed.) Students entering
summer 1 st $2,650
fall 2nd $4,200
spring3rd
$4,200
summer 4th $1,775
fall 5th $1,775
1 TOTAL $14,600 ]
1996-97 Rate $1 4,000
% Change 4.29%
Waldorf Certificate 28-30 Credits 1
Students entering Waldorf Certificate 3+2
summer 1st $2,950
fail 2nd $2,950
spring 3rd – $2,550
summer 4th $1,875
TOTAL $10,325 1
Students entering
fall 1 st $4,200
spring 2nd $4,200
summer 3rd $2,650
fall 4th $1,775
spring 5t h $1,775
28-30 Credits 1
Students entering
summer 1 st $3,000
spring 2nd $1,450
summer 3rd $2,550
fall 4t h $1,450
summer 5t h $1,875
[TOTAL $10,325 1
1996-97 Rate
% Change
Foundations of Education
for Experienced Educators
(m.Ed.)
30 Credits 1
Students entering
summer 1 st $1,975
fall 2nd $3,250
spring 3rd $3,250
summer 4t h $1,950
TOTAL $10,425 ]
1996-97 Rate
% Change
Organization 6 Management Weekend 140-44 Credits 1
Program (M.ED. 6 MHSA) Students entering
fall 1 st- $4,850
spring 2nd $4,850
summer 3rd $2,450
fall 4th $1,375
spring 5t h $1,375
TOTAL $14,900 1
Organization 6 Management (M.S.)
1996-97 Rate
% Change
50-54 Credits 1
Resource Management 6 Administration (M.S.) Students entering Students entering
Environmental Studies (M.S.) summer 1st $2,450 fall 1st
fall 2nd $4,850 spring 2nd
spring 3rd $4,850 summer 3rd
summer4th
$3,050 fall 4th
30 Credit Extended* 1
Students entering
summer 1 st $1,975
fall 2nd $2,250
spring 3rd $2,250
summer 4t h $1,975
fall 5th $1,975
1 TOTAL $1 0,425 ]
50-54 Credits 1
Students entering
fall 1 st $4,850
spring 2nd $4,850
summer 3rd $2,450
fall 4th $2,150
spring 5t h $2,125
summer 6th $2,125
TOTAL $18,550 1
NIA
Students entering
$4,850 spring 1 st $4,850
$4,850 summer 2nd $2,450
$2,450 fall 3rd $4,850
$3,050 spring 4t h $3,050
fall 5th $3,050 spring 5th $3,050 summer 5th $3,050
1 TOTAL $1 8,250 $1 8,250 $18,250 1
1996-97 Rate $1 7,500 $1 7,500 $1 7,500
% Change 4.29% 4.29% 4.29%
Counseiing
Substance
Psychology 60-64 Credits 1
AbuseJAddictions Counseiing (MA) Students entering Students entering
(prior to Spring 1995 entry)
Students entering
summer 1 st $2,450 fall 1 st $4,850 spring 1 st $2,450
fall 2nd $4.850 spring 2nd $4,850 summer 2nd $2,450
spring 3rd $4,850 summer 3rd $2,450 fall 3rd $3,950
summer 4th $0 fall 4th $4,875 Spring 4th $3,950
fall 5th $4,875 spring 5th $4,875 summer 5th $0
spring 6th $4,875 fall 6th $4,550
spring 7th $4,550
1 TOTAL $21,900 $21,900 $21,900 1
1996-97 Rate $21,000 $21,000 $21,000
% Change 4.29% 4.29% 4.29%
Counseling Psychology, Substance Abuse (60-64 Credits 1
and Addiction Counseling (M.A.) Students entering Counseling Psychology
(effective Spring 1995 entry) spring 1 st $3,300 Marriage & Family Therapy
summer 2nd $0
fall 3rd $4,850
spring 4th $4,850
summer 5th $0
fall 6th $4,450
spring 7th $4,450
f $21,900 1
1996-97 Rate
% Change
Counseling Psychology,
DancdMovement
Therapy (M.A.)
60-64 Credits 1 Counseling Psychology,
Students entering Dance/Movement Therapy
fall 1 st $4,850 Certificate Program
spring 2nd $4,850
summer 3rd $0
fall 4th $4,900
spring 5th $4,900
summer 6th $0
fall 7th $2,400
1 TOTAL $21,900 1
1996-97 Rate $21,000
% Change 4.29%
60-64 Credits 1
Students entering
summer 1 st $2,450
fall 2nd $4,850
spring 3rd $4,850
summer 4th $2,450
fall 5th $3,650
spring 6th $3,650
1 TOTAL $21,900 1
$21,000
4.29%
130 Credits 1
Students entering
fall 1st $3,450
spring 2nd $3,450
summer 3rd $0
fall 4th $2,025
spring 5th $2,025
1 TOTAL $10,950 1
$1 0,500
4.29%
Doctor of Clinical Psychology (P8y.D.)
First Year (PsyD I)
Students entering Years 2,3 & 4
fall 1st $8,300 (PsyD 11, Ill,& IV)
spring 2nd $8,300
[ TOTAL $16,600 1
1996-97 Rate
% Change
Doctor of Philosophy in Environmental Studies summer 1st $2,600
Years 1 and 2 fall 2nd $5,175 Years 3 and 4
spring 3rd $5,175
1 TOTAL $12,950 ]
1996-97 Rate
% Change
summer 1 st $3,350
fall 2nd $6,625
spring 3rd $6,625
TOTAL $16,600 1
$1 5,900
summer 1 st $1,725
fall 2nd $3,450
spring 3rd $3,450
1 TOTAL $8,625 1
$8,250
ANTIOCH UNIVERSITY SEATTLE
1997-98 PROPOSED BUDGET
I. Overview
The Seattle campus of Antioch University identified the following goals and priorities for its 1997-98 budget
development work.
*Fund
absolute necessities for the new building
*Fund
some level of employee compensation
*Support
value appropriate and fiscally
*Increase
Marketing and Recruitment funding
sustainable new program initiatives
*Maintain
support for Cultural Diversity
*Fully
fund University Relations position initiatives
*Support
Library and Computing with effort *Fund additional support for new Provost
toward stabilization
In addition, we have adopted the following standards against which to evaluate the funding of the above goals and
priorities. We
askedourselves,
“Does funding this particular request 1) benefit students; 2) meet a standard of
financial viability; 3) support the sustainability of the campus; and 4) reflect the values of Antioch Seattle and
Antioch University?”
I. FTE Projections
Our projected year end FTE target is 657.2, which is 31.5 FTE more than our 1996-97 FTE budget projection of
625.7. Our FTE projections for the 1997-98 budget year are:
FTE in continuing programs
FTE from new initiatives
Total 1997-98 FTE projection
‘For the 1997-98 calculation for OSR NW the FTE is 21.5 higher than 1996-97 due to a change in methodology from a financial FTE
calculation to a headcount based FTE. This makes the computation of OSR FTE consistent with the other programs. However, a more
accurate comparison for the purpose of evaluating the soundness of our FTE projections would be based on subtracting the 21.5 from the
730.3 which would be 708.8 FTE. In other words, this year’s actual FTE is a projected increase of 38.8 FTE over the current year-end
projection. Forty-two of those FTE are those students already enrolled in the Environment and Community program that is being
transferred from
McGregor
to Seattle in this budget year.
The individual FTE projections for each of the new initiatives are as follows:
Art Therapy Certificate Program 2.5 FTE Start date: Spring 1998
Certification Program for
Secondary Teachers 27 FTE Start date: Summer 1997
B.A. in Human Services at
the Tulalip Indian reservation 8.6 FTE Start date: Summer 1997
Environment and Community 58.3 FTE Start date: Summer 1997
Total FTE from new initiatives: 96.4 FTE
We have confidence in these FTE projections because we are increasing the projections in the continuing
programs very little and actually slightly reducing the projections in B.A. and Education. We believe the new
initiatives have been carefully explored and in at least two cases, the student numbers are already there. Finally,
the change in methodology for computing OSR FTE artificially inflates the FTE as it relates to meeting our budget
projections. For all of these reasons, we are comfortable that we will realize these student FTE projections.
Ill. Funding for Sixth and Battery
By the beginning of the next fiscal year we expect to have spent about 79% of the $7,835,076 project budget. The
remaining $1,663,238 will be capitalized in the 1997-98 budget.
The building project goal was to purchase a new building without increasing our expenses for facilities. We are
pleased to announce that we exceeded that goal.
In 1996-97 our facility costs for leases is $505,238. Originally projected to be $51 8,000 we consolidated some of
our space by crowding the financial aid office into the education department annex. For 1997-98 our budgeted
comparable costs for principle, interest, letter of credit fees, and rent for July and August totals $575,901. This is
offset by $148,000 in revenue from rent and parking from October-June for a net cost of $472,901. It is also
important to point out that in the 1998-99 fiscal year our costs for principle, interest and letter of credit fees less the
projected revenue from the Swallows’ Nest, parking and the cafe will be nearly the same amount as we will be
paying in the 1997-98 fiscal year.
Operating costs for the new building will be higher than our 1996-97 budget. Our goal was to fund only absolute
necessities. Those necessities ended up being operating costs of $1 60,317, an increase of $72,357 over budgeted
operating costs for our leased facilities. Those costs include maintenance and janitorial contracts and all repairs
and utilities. We have also funded a 75% time Facility Assistant to start work on July 1, 1997 to support our
preparation for the move and to provide support for the facility after the move. So, total facility costs for 1997-98
are budgeted at an increase of $5,880 less than the amount we budgeted for 1996-97. Please note that costs for
the new building from July 1-October 1, 1997 are embedded in the construction project budget as is the rent from
the Swallows’ Nest store.
We are recognizing clear benefits from purchasing this building already. If we were to remain in our existing
facilities, the cost would have been $1 51,000 more in 1997-98. We would not have been able to absorb such an
increase. This would have had us seeking leased property in outlying areas, negatively affecting retention of
existing students, recruitment of new students, and issues around the accuracy of our name once we moved out of
Seattle per se. Finally, it is important to also note that in the new building we have gained over 8,500 square feet
and that we have stabilized our costs for the future.
We are conducting a fund-raising effort to furnish and equip a computer teaching lab, to upgrade the electronic
capabilities of the library, and to purchase some new lobby furniture. Should our efforts to raise funds be
unsuccessful, we anticipate leasing this equipment. With this notification we assume we would not seek separate
approval from the board to consummate this lease.
IV. Tuition and Fees
This budget contains a 3% general tuition increase with the following exceptions: 1) no increase is included for the
M.A. in Education program for Experienced Educators; and 2) a 4% increase is proposed for Management and
OSR
NW to keep them aligned with each other. At this point each of those degrees cost the student $25,000. In
the Environment and Community program budget, a 3% tuition increase is proposed for continuing students and a
6% increase for new students.
Overall, our tuition strategy for the past four years is paying off. While current and prospective students perceive ‘
our tuition as expensive, we have systematically established low end tuition increases compared to the
competition. Based on their published tuition rates, we are now in the mid-level cost range for our degrees
compared to our competitors.
We are phasing out the collection of a “graduation fee” which has caused bad feelings on the part of the students.
These feelings arise when, after paying “high” tuition for two years, they are asked to pay another $1 00.00 at the
point of graduation. This budget contains a proposal for phasing in a student administrative fee ($30.00 per full-
time and $15.00 for part-time) which will be collected at the beginning of the quarter and which will fund graduation
as well as an array of other student services.
V. Compensation
In 1995-96, more than a third of our highest paid faculty (who are still the lowest paid in the Antioch system 4
the lowest in comparison to their peers in comparable institutions) received no raise. In the fiscal year 1996-97 no
compensation increase was funded for anyone; faculty and staff individual development funds were unfunded;
faculty and staff group development activities were not funded; and, we put a cap on our tuition remission policy.
We propose to complete the funding of the faculty equity project retroactively out of this year’s budget, and to fund
a small uniform bonus for all employees out of this year’s budget. Both actions depend on the robustness of
spring quarter enrollment and knowing more definitely the building costs that we must fund.
The 1997-98 budget proposal contains a 2% increase for all faculty, staff, and administrators and restores faculty
and staff development funds to their 1995-96 level.
VI. Marketing
We have enhanced the marketing and recruitment budget by $10,000 with the intention of incrementally funding
this budget at an adequate level to keep us visible in the market.
VII. University Relations and Development
We have funded a professional position in this budget at a competitive salary scheduled to begin on September 1 ,
1997.
We have also funded the continuation of our grant writing consultant through September 30, 1997 to continue our
grant and fund-raising activities to enhance the new building.
VIII. Cultural Diversity Initiatives
We have maintained funding for these initiatives at last year’s level. On Tuesday, May 27, 1997, we co-
sponsored, with the Langston Hughes Cultural Center, a public lecture on “The Use of Theater in Education” by
Augusto Boal, who also conducted a workshop with our faculty on the afternoon of that day. Augusto Boal is a
Brazilian activist for social justice who has written the following books: Theatre of the Oppressed, Latin American
Techniques of Popular Theatre, Two Hundred Exercises and Games for Actors, and Rainbow of Desire. Since
1974,
Boal’s
books have been translated into 25 languages and his work has inspired practitioners and scholars in
places as diverse as Estonia, India, Puerto
Rico,
and Sweden.
IX. Library and Computer Services
Support in operations in these two areas has not been enhanced but simply maintained. Both areas are top
priorities in our building fund-raising project. However, we have funded a consultant in the Academic Dean’s
budget to provide expertise to the campus as it develops a three year plan for academic computing.
X. Provost Retreat Rights
This budget fully funds the retreat rights for the 1997-98 academic year
XI. New Provost Needs
This budget proposal enhances some of the items in the non-personnel lines to enable the new Provost to work on
increasing the visibility of the campus. There is also funding for an inaugural and a building opening event.
XII. Conclusion
In the absence of a positive budget performance in this year and a number of new initiatives for next year, Antioch
University Seattle would have found it difficult, if not impossible, to generate the funds required for the new
building, for continuing existing programs primarily at baseline with a few minor enhancements, and for funding a
Development professional and support costs for the new Provost. For us, the budget represents strategic and
conservative support for mandatory and necessary programmatic expenses. We submit it to you for your
consideration.
Gail Martin
Acting Provost
Ant loch Seattle
1997-98 Proposed Budget by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total
E&Q
Revenue
Auxiliary Enterprises
Released From Restrictions
Total
Revenues
QPerating Expenses
instruction
Research
Pubk Service
Academic support
Stud& Services
InstKultona) Support
Plan! Maintenance
marships
Total EM3 Expenses
Auxiliary Enterprises
Total Operating Expenses
Annual Budget conversion to Cash baste
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depredation
Total Cash Item
Net Cash Baste Budget
1995-96
Actual
——-
5,939,364
-120,147
500
229,855
0
54,343
114,700
6.218.615
185,972
7,455
6.41 2,042
2,971,083
0
0
216.992
478.906
1,449,165
587,522
230,053
5,933,721
186.853
6,120,574
291.468
294.805
0
0
0
0
294.805
1996-97
Budget
——-
6,153.297
-68,000
5,000
231,556
0
59,438
100.209
6,481.500
394.031
0
6,875,531
2,970,957
0
0
188,130
51 1,747
2,057,459
677,857
231,556
6,637,706
203,477
6,841,183
34,348
7,399,348
-7,500,000
135,000
0
0
34,348
1996-97
Projected
.——
6,495,812
-64,000
0
231,556
0
59,438
295,404
7,018.21
0
185,000
0
7,203.210
3,073,974
0
0
11 1,050
550,435
2,089,461
677,857
231,956
6,734,733
203,477
6,938,210
265.000
Changa From
1-97 Budget
To 1-97 Proj
Proposed
1997-98
Budget
——-
Change From
1-97 Proj
TO 1M7-98 Budgrt
Change From
1-07 Budget
TO 1M7-98 Budgt
Antioch Seattle
: I 1997-98 Proposed Budget by Category
Revenues
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Coats
Miscellaneous
Contlngencymeswves
Campus Contingency. Mandatory
Campus Program Contingency, DIscrestlonary
Liquidity Reserve
Overtwad
To the University
Rebates from the University
Subsidy lrom Adult Campuses
Subsidy from Overhead
Other (Inter~us Agree 6 Unlv Conf)
Depredation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depredation
Total Cash Hems
Net Cash Basis Budget
1995-96
Actual
——.
6,412,042
3,231,877
765,883
187,809
55,882
22,487
57.165
399,899
666,181
12,892
151.396
7,358
-66,693
-50.000
0
818,558
-189,654
45,912
0
3,622
0
6,120,574
291,468
294.805
0
0
0
0
294.805
1996-97
Budget
——-
6,875,531
3,313,151
840,702
99,006
65,287
18,974
71,067
437,801
752,395
12,990
164,414
5,174
125,788
206,176
62,894
799,140
-189,654
45,912
0
9,966
0
6,841,183
34,348
7,399,348
-7,500,000
135,000
0
0
34,348
1996-97
Projected
——-
7,203,210
3,377,913
846,151
171,507
1 17.392
20,000
57,229
373,690
810,085
13,894
196,262
19,653
125,788
80.388
62,894
799,140
-189,654
45,912
0
9.966
0
6,938,210
265,000
Proposed
1997-98
Budget
——-
7,497,306
3,672,145
922, 156
105,606
64,147
32,250
68,351
516,486
291,814
468,509
169,763
59,526
132,037
147,168
99,028
840,234
-229,154
45,912
0
14,552
0
7,420,530
76,776
1,729,838
-1,678,062
25,000
0
76,776
0
Change From
1-07 Proj
TO 1007-08 Budget
Change From
1006-07 Budgot
TO 1007-W BU-
ANTIOCH SEATTLE
1997-98 Capital Budget
Buildings
Total Buildings
Building Improvements
Remaining Improvements
6th & Battery
Total Building Improvements
Equipment
Phone System Upgrade
Academic Computing
Administrative Computing
Envir & Community Computers
Total Equipment
Furniture & Fixtures
Shelving for Library & Storage
Envir & Community Furniture
Total Furniture & Fixtures
Library Books
Library Books
Grand Total Capital Budget
Amount
0
Amount
1,663,238
1,663,238
Amount
12,000
22,600
1 1,000
10,000
55,600
Amount
7,500
1,000
8,500
Amount
2,500
l4ziBUm
ANTIOCH SEATTLE
Tuition Rate Changes 1997-98
1996-97
Rates
31 0
1,830
3,025
125
31 0
Prouram
BA Completion
Proposed % Chanue
3.23% Per Credit
Half Time
Full Time
Overload Add credit
Non Matriculated
BA
Human Per Credit
Services Half Time
Full Time
Overload Add credit
NIA
N/A
N/A
NIA
Psychology & WSD Per Credit
Half Time
Full Time
Overload Add credit
Non Matriculated
Education1 Per Credit
Individualized Half Time
Full Time
Non Matriculated
Site Based
Education1
Teacher Cert Full Time
Management Full Time
(monthly rate)
Organization
Systems Ren Full Time
Environment & Continuing Cohort
Community New Cohort
ANTIOCH SOUTHERN CALIFORNIA
1997-98 Proposed Budget
I. Introduction
The preparation of the 1997-98 budget for Antioch Southern California has involved considerable numbers of faculty, staff,
and administration working through the Campus Councils at each campus and the combined councils at the regional level.
These groups based their deliberations on enrollment and fiscal data provided by the Provost and the Dean of Administrative
Services. At regular points in the process, information was shared with all members of the institutions through Community
Meetings held at each site.
The process was coordinated extremely effectively by Donna Starr, the Dean of Administrative Services for the region. She
worked directly with budget managers to prepare material for submission, and many areas of the budget were developed
using zero-based budgeting techniques. This provided very accurate information necessary for development of the budget
and resulted in some savings in selected areas. Because of Donna Starr’s management of the process, sensitive budget
issues were dealt with openly and resolved effectively with little or no rancor.
Further, the 1997-98 budget was developed as the region experiences a third year of enrollment decreases which resulted in
downsizing at the Los Angeles campus during the year. This action was extremely traumatic for the Los Angeles campus in
particular, but had an impact at each campus. Because of the situation, the campuses have been re-thinking program
development opportunities, marketing strategies, external relations, and the way that instruction and services are provided to
students. This re-thinking and the reality that has conditioned it also has created a high level of concern and anxiety on the
campuses, particularly in Los Angeles. As the 1996-97 year comes to a close, however, it appears that the enrollment
picture for the future looks brighter, creative energies are being realized, and spirits are beginning to be revived.
What follows is: (1) an overview of the issues dealt with during the 1996-97 year; (2) a statement of the basic assumptions
upon which the 1997-98 budget was constructed; (3) a narrative description of the salient features of the revenue and
expenditure portions of the budget; and (4) a capital expenditure budget. Taken collectively, this material provides an
overview and explanation of the 1997-98 budget for Antioch University Southern California.
II. Overview of 1996-97
The year that is just concluding has been extremely difficult for the Southern California campuses of Antioch University.
What follows are observations regarding the major occurrences during the year that form the fabric of this trying period:
A. Enrollment. Details regarding enrollment will be presented in the material that follows, but it is sufficient to say
here that enrollment within the region did not reach projected levels, and this is the third year the region has not
met projections. The major problem has been at the Los Angeles campus where projections have not been
met and a real reduction of students has occurred compared to the previous year; this is not the case in Santa
Barbara where enrollment has fallen slightly short of projections each of the last 3 years, but real growth
compared to the previous year has continued to occur, however small this growth may have been.
. Downsizing. During the previous 2 years of enrollment decreases, the campuses had conserved resources
wherever possible and many budgeted, but unfilled, positions were removed from the budget. This strategy
worked effectively for the Santa Barbara campus, and because enrollment shortfalls were relatively small,
further reductions were not necessary during 1996-97. This was not the case at the Los Angeles campus
because enrollment decreases experienced during 1996-97 were significant, and only personnel reductions
could sufficiently curb expenditures.
Personnel reductions, therefore, were authorized during 1996-97 that affected faculty, staff, and administration.
Two Core Faculty were given notice; the status of two other Core Faculty positions was changed; one staff
member was given notice; many vacant staff positions were left unfilled; other staff positions were modified in
percent of effort or assumed multiple duties through cross training; and two key administrative positions that
were vacant were left unfilled. The net effect of all budget reductions at the Los Angeles campus has yielded a
savings of approximately $330,000. This has made the construction of the budget for 1997-98 easier, although
the effects on campus morale in Los Angeles have been major, and the effects of these reductions on workload
and service are still being sorted out.
C. Program Development. In response to the enrollment issues that have been experienced by the campuses,
t-~ew
energy
has
been
devoted to refining aspects of current programs, developing new aspects of existing
Programs,
or
creating
new program options. For example, the Masters in Clinical Psychology (MAP)
Programs
at
each
campus
have
substantially
modified the curriculum to reflect the increased need to provide
community-
based
therapeutic options to
diverse
populations, rather than rely on the traditional private practice model.
These
efforts
have been
successful
to
date
and
have linked the programs and the institution more closely
to
the communities that we
serve.
The
MAP
Programs are also developing
and
marketing the Individualized Concentration in Psychology as an
option for individuals who
desire
to
study
psychology,
but who do not wish to practice therapy. Within broad
parameters, these individuals
can
create
their
own
programs and then use the degree in creative ways
andlor
continue their education at
the
doctoral
level.
In addition, the
BA
Program in Santa Barbara has recently begun
marketing a new concentration
in
Human
Services Administration. The BA Program in Los
Angeles
has
implemented a Creative Writing
concentration
and is leading the way in exploring how on-line educational
technology can be used for new program delivery methods. These all are examples of how the faculty
is
creating new thrusts within
existing
programs.
Further, considerable effort
is
going
into
creating
new
programs. The MFA Program in Creative Writing is the
most
notable example of this
and
will
conduct
its first residency beginning June 20, 1997. Other degree
programs related to the arts
are
now
being
explored
so
that
synergy can be created between
similar
programs
and the entertainment
industry
in
Southern
California.
In addition, other program areas are being
explored
related
to
environment
studies, creativity, and labor studies.
Dm Marketing. Much time and energy has gone into analyzing and altering the course of our marketing efforts at
the
two
campuses.
The work done
with
Laufer
Associates has had nominal effectiveness, although the
inquiry
pool
seems
now
to
be increasing
slightly
in
Los
Angeles,
and efforts are underway to select another advertising
agency
to
work
with
next year. The
work
done
with
Davies
Communications in Santa Barbara, on
the
other
hand,
has
been very effective,
and
we
have
developed print media and television material that have
significantly increased the inquiry
pool
and the number of applications being received.
E. Organizational Issues. Several organizational issues were examined during 1996-97, and actions relative to
how the campuses and region conduct their business are in various stages of implementation. In Los Angeles,
an Organizational Task Force worked for 6 months to re-formulate how student service functions should be
delivered, and final details of this plan are being developed now with a Summer 1997 Quarter implementation
date. Further, more emphasis will be placed next year on developing ties to the external community, and a
plan to use external consultants to help with this task is being developed for implementation next year.
In Santa Barbara, the major organizational issue has been how to afford an Associate Dean of Academic
Affairs. This is a budget issue and has not been resolved at this point. A plan is being developed that would
use the considerable expertise of the senior Program Chair to assume a portion of the duties envisioned for the
Associate Dean. This will partially assist with leadership in the academic area at the Santa Barbara campus
and relieve some of the tremendous workload that now exists for the Dean of Academic Affairs.
Finally, the region has addressed how to strengthen its information systems area and has agreed to bring all
computing functions under the leadership of one Regional administrator–the Director of Academic and
Information Systems and Services. This decision has been implemented with the April 1 hiring of a Director
who has taken charge of information systems for the academic and administrative areas at both campuses.
F Facilities. During 1996-97, both campuses have pursued the issue of securing permanent campuses, and
because the real estate market in California has accelerated property values, each campus has been forced
temporarily to postpone its dream of purchasing its own facility. Consistent with this decision, the Santa
Barbara campus extended the lease of its current facilities for 5 years and is seeking approval from the city to
expand its space to serve additional students. The outcome of that process will not be known for several
months, but it is anticipated that the city will approve our request for a revised Conditional Use Permit.
In Los Angeles, several facilities have been explored for purchase and for long term lease, and at this point, it
appears that a multi-year lease may also be the best option. This issue will be resolved within the next several
weeks.
Licensure and Accreditation. During 1996-97, Antioch Southern California received official notification that it
had been re-licensed by the state of California for a 5 year period–the longest possible period permitted by
statute. In addition, exploratory efforts were undertaken with the Western Association of Schools and Colleges
to transfer accreditation from the North Central Association of Schools and Colleges. Because of enrollment
and downsizing issues, it was determined that formal initiation of this process would be delayed until greater
enrollment stability had been achieved. It now looks like these efforts will begin during the fall of 1997.
Milestones. During 1996-97, several key events helped to shape the character of the year–two involved
personnel and the other involved anniversary celebrations. Just as the year was about to begin, Stephen
Leiter, Assistant Dean for Academic Support
Services/Registrar,
died suddenly at the age of 41, and as the
year began, Craig Taylor, Dean of Advancement, began a 6-month medical leave that was to lead ultimately to
a permanent disability leave. These two occurrences have significantly impacted all at the institution and have
added to the stress of an already difficult year.
On a positive note, the Los Angeles campus very successfully celebrated its 25th anniversary. This event,
combined with plans to celebrate next fall the 20th anniversary of the Santa Barbara campus, has brightened
our perspective and strengthened our resolve to be involved in something significant and enduring.
I. Basic Assumptions
The 1997-98 budget was developed within the broad framework provided by the University-wide Vision 2000 Statement
established by the Board of Trustees and the regional Mission Statement. Specific regional and campus strategic objectives
have been established, and the budget that has been developed attempts to actualize these priorities within the very limited
fiscal resources available in the region.
The 1997-98 budget was developed for each campus after initial discussion of priorities by the Regional Council, and each
campus struggled to produce a balanced budget given that enrollment has been an issue. Antioch Los Angeles experienced
a third year of significant enrollment decrease and did not achieve its enrollment projection. The campus constructed the
1996-97 budget at an enrollment slightly less than the previous year, but the anticipated enrollment of 575 AFTE has not
been realized. Actual enrollment for the 1996-97 year at Antioch Los Angeles is anticipated to be 51 8.87 AFTE. (See Table
1 .) The two major programs at the campus fell short of their enrollment projections with the BA Program being 14.83% off
the mark (28.82 AFTE) and the MAP Program being 9.60% off the mark (33.23 AFTE). The Masters in Organizational
Management
(MAOM)
Program continued to show strength and should end the year very close to projection. As Table 2
illustrates, annualized FTE enrollment at Los Angeles is slightly less than 1991 -92 levels, and the 8-year enrollment change
indicates a
25.43%
increase.
The area of greatest enrollment decrease as measured in percentage is in the BA Program. This academically challenging
program has experienced enrollment decreases because of greater competition for the adult student market in Southern
California and because our advertising budget is quite limited, especially compared to our competitors. Our efforts to recruit
additional students into this program have, however, begun to reap results, and the program appears to have reached a
stable level of graduates and new students
Because clinical psychology continues increasingly to be a problematic area of study, enrollment in this program continues to
decrease, and is expected to do so for the short term. This situation is conditioned by the larger social discussion of the
place of mental health providers in the managed care arena, and the program is exploring ways to modify its offerings so as
to address the concerns of potential students. The non-clinical, Individualized Concentration in Psychology also is being
marketed for those students who desire education in psychology and who wish to pursue research or doctoral study.
The Los Angeles campus in general is experiencing increasing competition from other institutions in Southern California. As
the number of adults desiring educational opportunities continues to grow, more institutions are targeting this population for
services, and this makes the task of marketing to these audiences increasingly more difficult, particularly on a very small
marketing and outreach budget. Another factor that appears to adversely affect enrollment is the improvement in economic
conditions in Southern California. With unemployment rates lower than they have been in 5 years, few adults are
unemployed and seeking university education.
Antioch Santa Barbara also did not meet its enrollment projection, but was only slightly off the mark. Annualized enrollment
was 0.31 % (0.75 AFTE) below projection for the 1996-97 year (Table I), and if the late registration period yields slightly more
enrollment than currently anticipated, the Santa Barbara campus could meet or slightly exceed its annual FTE projection.
When enrollment for 1996-97 is viewed in historical context, Antioch Santa Barbara experienced its highest enrollment ever.
(See Table 3.) The BA Program fell short of its enrollment projection by
10.03°/
(8.83 AFTE), while the MAP Program was
0.26% (0.81 AFTE) above its projected enrollment and the
MAOM
Program exceeded its projection by 25.90% (7.77 AFTE).
As shown in Table 3, the 8-year enrollment change for Antioch Santa Barbara is an impressive 72.66%.
The competition in the Santa Barbara area is not as keen as in Los Angeles, although the University of Phoenix has recently
entered this market and may produce increased competition for us. The Santa Barbara campus also has used the services
of Davies Communications for more than 1 year, and the effects of the advertising produced by this firm has been quite
positive. Also television advertising was developed and used for the first time, and the results of this approach have been
significant. In addition, the Admissions staff and faculty have made renewed efforts to provide personal attention to all
inquirers, and these have positively affected the conversion rates of prospective students.
More specifically, the 1997-98 budget for Southern California has been developed with the following priorities in mind:
1. Allocation of resources for development and implementation of new programs, certificates, and continuing education
that show the prospects of enhancing campus enrollment.
2. Allocation of resources for marketing activities that will contribute to enrollment enhancement and the increased
visibility of the institution in the community.
3. Allocation of resources for the development and implementation the new student services area in Los Angeles and
movement toward the creation of an Associate Dean of Academic Affairs position in Santa Barbara.
4. Allocation of resources to insure that adequate and appropriate facilities are available at each campus.
5. Allocation of resources for the creation of effective fundraising activities to augment the fiscal resources of the
campuses.
6. Allocation of resources for the expansion and refinement of computer and information technology with particular
emphasis upon on-line instruction, electronic library capabilities, student service, and implementation of Datatel
software.
7. Allocation of resources for across-the-board salary increases for all regular employees and Adjunct Faculty.
These priorities have informed how allocations were determined in the 1997-98 budget and how future allocations will be
made if additional revenue is produced by FTE levels beyond those projected, and how reductions in the budget will be
made if enrollment projections are not achieved. Priority lists for future actions will be developed and used in accordance
with University guidelines, as the 1997-98 year unfolds.
IV. Budget Narrative
The budget narrative which follows addresses central issues of the revenue and expenditure portions of the 1997-98
budget.
A. Revenue
Revenue for 1997-98 based upon enrollment is estimated conservatively in Southern California. Given the
factors outlined above, the annualized FTE enrollment for the Los Angeles campus is projected at 509 for
existing programs–slightly less than the actual enrollment for 1996-97–and 48 for the new MFA Program.
Interest in the latter program has been strong, and it is believed that the recruitment of three cohorts of 20
students each can be accomplished during 1997-98. This conservative enrollment projection posture is
believed to be a prudent approach given all of the uncertainty in the economic climate of Los Angeles and
given the increased competition for adult students. These enrollment projections seem achievable because the
campus goes into the fiscal year with a relatively high student headcount.
Based on the factors described above, the projected enrollment for Antioch Santa Barbara is 245 AFTE for the
1997-98 year. This is a 2.83% (6.75 AFTE) increase over the actual enrollment for 1996-97, but it is believed
this is achievable given market conditions, increased advertising and outreach efforts, and some new
programmatic thrusts in the Individualized Concentration in psychology area, the new Human Services
Administration Concentration in the BA Program, and the continued strength of the MAOM Program. These
enrollment projections also seem achievable because the campus is entering the new fiscal year with a high
headcount enrollment figure.
The 1997-98 budget also includes a minimal tuition increase in all programs at the Santa Barbara campus and
no tuition increase for the Los Angeles campus–the first time in the history of the campus. After review of
tuition rates of area institutions and historic increase patterns, quarterly tuition rates for full-time students at the
Santa Barbara campus have been increased by $50 as shown in Table 5. The current Los Angeles tuition rate
($3,200 per quarter for all current programs) maintains the graduate tuition at or close to the average of
competing institutions and continues the undergraduate tuition at the low end of the competitive scale. The
new MFA Program will charge an initial tuition rate of $4,000 per semester; this enrollment period is different
from what has been done in the past, but will maximize the study periods and work effectively for financial aid
purposes. The Santa Barbara tuition rates ($2,950 for the BA Program and $3,100 for the MAP and
MAOM
Programs) maintain rates at or close to the average of competing institutions and maintains a common
differential tuition rate for all graduate programs that was begun during 1993-94. Tuition increases for the
region, therefore, are less than 2% as shown in Table 5, are well below the Consumer Price Index for 1996,
and are the smallest increases in the history of the two campuses.
Revenue also is shown from Continuing Education ($70,000) which is mounting an active program to serve the
professional needs of graduates from the MAP Program as well as others in the mental health field. Expenses,
of course, are also shown against these revenues with 15% profit margin as the goal for 1997-98. The profit
margin goal for the future is
25%.
In addition, reasonable estimates of gift income have been included in the 1997-98 budget for each campus,
and specific plans have been developed to achieve the budgeted amounts ($22,500 in Los Angeles and
$25,000 in Santa Barbara) using the expertise of the Vice Chancellor for Development. Fees are projected at
levels consistent with actual performance during 1996-97 and do not introduce major changes from the rates
used during 1996-97.
Lablcourse
fees (Line Item 3250) reflected in the Los Angeles budget are for class
readers, and an increase in this fee from $1 50 to $200 for all entering students will be effective July 1, 1997.
The medical fees in the Los Angeles budget are generated by the Antioch Counseling Center. In addition, a
parking fee at the Los Angeles campus is introduced for the first time to partially offset expenditures associated
with providing parking to students. This fee will generate $29,500 in new revenue.
The total projected revenue generated by the Southern California region in 1997-98 is $7,806,424 ($5,494,180
in Los Angeles and $2,312,244 in Santa Barbara).
B. Expenditures
Specific comments regarding major expenditure items in the 1997-98 budget include the following:
1.
Employee Salaries
Because of enrollment difficulties, no salary increases have been provided to Antioch Southern
California employees since
1994-95.
The 1997-98 budget includes a 2.2% across-the-board increase
for all employees, and the second phase of salary increases for Adjunct Faculty at the Los Angeles
campus is included in this budget ($37,500). These increases are provided so that the employees who
are providing instruction and services to students will receive fair remuneration for their labors at
something close to what is provided in the external market.
Funds also are included for salary adjustments that may be necessary as a result of re-classification of
positions emerging from re-organization efforts ($1 5,000).
2. Personnel Changes
The 1997-98 budget includes no personnel changes at the Santa Barbara campus, although some
budgeted funds for program development will be used to have existing Core Faculty and a Program
Chair begin to perform some of the functions of the much needed Associate Dean of Academic Affairs
position which again has not been able to be funded.
At the Los Angeles campus, the following changes in personnel have occurred: two Core Faculty
positions have been eliminated from the budget; two Core Faculty positions have had status changes;
one staff position has been eliminated from the budget; two recently vacated staff positions will not be
refilled; one staff position has been downgraded; and one staff position has had a status change.
Further, two vacant administrative positions have been eliminated from the budget for 1997-98. These
reductions are significant and represent the manner in which the institution is responding to the decrease
in fiscal resources as a result of enrollment decreases. In addition, a new Program Chair for the MFA
Program is added to the Los Angeles campus budget; funds for this were obtained by transferring the
position from the BA Program and adding $5,000 for the Chair stipend.
The only personnel change in the regional budget is the addition of the position of Director of Academic
and Information Systems and Services which will permit the institution to manage its computer resources
more effectively and to respond to the ever increasing needs emerging in the instructional use of
technology.
3. Employee Fringe Benefits
All fringe benefits calculations were done using the data provided by the University Administration, and
all appropriate fringe benefits have been adjusted to reflect the salary increase mentioned above.
Tuition remission benefits have been funded consistent with University-wide policy–1 00% for
undergraduate enrollment and 50% for graduate enrollment.
4. Program Development
Funds are included at each campus for continued refinement of existing programs, and modest funds
($1 0,000) are provided for assumption by current Santa Barbara faculty of some of the duties related to
the proposed Associate Dean of Academic Affairs position. All other program development efforts will
be funded from the recently announced gift from the Pierson-Lovelace Foundation which will make
$1 00,000 available for this purpose during 1997-98.
5. General Expenses
These expenditure lines have been adjusted to 1996-97 actual levels to support known programming
efforts during 1997-98.
6. Faculty and Staff Development
Staff development resources are continued at the 1996-97 levels, and all faculty development efforts
continue to be funded from a restricted gift that will fund this important activity at the 1996-97 levels for
both campuses.
7. Printing and Advertising
Funds for advertising have been included in both campus budgets at the actual 1996-97 levels, and this
provides for $20,000 for MFA Program advertising in Los Angeles. Printing expenditures have been
maintained at 1996-97 levels to accommodate the printing of promotion materials.
8. Rent Expenditures
The 1997-98 budget includes $880,686 for rental of space for campus
operations–$604,311
in Los
Angeles and $276,375 in Santa Barbara. The Los Angeles figure has been reduced by $75,000 when
compared to actual expenditures in 1996-97 and assumes this reduction will be realized when a new
lease is negotiated. The Santa Barbara figure has been increased by $71,000 to reflect the increased
expenditures associated with the addition of new space and morel parking spaces. These rent
expenditures represent 10.99% of Los Angeles’ total budget (a record low for the campus) and 11.95%
of Santa Barbara’s total budget.
9. University Support
The region’s contribution to University overhead is budgeted at $993,908 ($683,922 for Los Angeles and
$309,986 for Santa Barbara). The Los Angeles contribution is less than 1996-97 and the Santa Barbara
contribution is more than 1996-97 which reflects the respective enrollment decreases and increases
projected for the two campuses in 1997-98. Rebate to the region against this overhead is budgeted at
$271,066. In addition, $58,000 is included for the College Fund. Contributions to University and College
support for 1997-98, therefore, are $780,842 which represents an effective rate of approximately
10%.
10. Regional Expenses
Regional expenses have been distributed between the two campuses based upon a Regional Council of
Southern California 3-year average AFTE policy, and for 1997-98, these expenses have been distributed
71% to Los Angeles and 29% to Santa Barbara. The regional budget includes all funds for travel to
Technical Resource Group meetings ($1
2,000),
all regional employee travel expenses ($1
6,300),
RegSys
maintenance for one-half year before Datatel software in the student services area will be
implemented
($8,000),
and the regional newsletter ($1 0,800).
1 1. Contingency and Reserve Funds
The required 2% Campus Contingency is included in the budget with $1 09,884 provided in Los Angeles
and $46,245 provided in Santa Barbara. This total of $156,129 is less than what is desired, so an
additional program contingency is established in Los Angeles of $74,509. Also, a 1 % liquidity reserve
fund is established in campus budgets ($54,942 in Los Angeles and $23,122 in Santa Barbara) to be
used to strengthen the liquidity ratios of the University and Southern California campuses.
IX. Capital Budget
For 1997-98, there are an array of capital equipment needs that fall into several categories. The first is materials necessary
to maintain and/or upgrade our existing computer network and particularly
Firstclass
with the MFA Program in Los Angeles
admitting its first cohort of students in June 1997 and other on-line instructional ventures in the planning stages. Second,
more complete Datatel software implementation during 1997-98 will require additional equipment. Third, additional
computers are needed for faculty use–either for people who do not already have machines, for upgrading faculty computers
to enable full access to the Internet and to promote use of computer technology in the classroom, and for faculty to begin to
have access to student information that will begin to be available as a result of the student service module implementation of
Datatel. Fourth, we are developing electronic classrooms that can be used for instructional purposes as well as open labs
when not in classroom use. These facilities will greatly improve our ability to teach in more creative and state-of-the-art
ways.
Dale Johnston
Provost
Table 1.
~ntioch
University Southern California 1996-97 Projected and Actual FTE Enrollment I
BA Program
MAP Program
MAOM
Program
MFA Program
Total
ianta Barbara
BA Program
MAP Program
MAOM
Program
Total
Summer Summer
Projected Actual
Fall Fall
Projected Actual
Winter Winter
Projected Actual
Spring Spring
Projected Actual
Annualized Annualized
Projected
Actual
Table 2. El 6
Los Angeles Enrollment Pattern (1 988 to 1997)
Year
1988-89
1989-90
1 -year Change
1990-91
1 -year Change
1991 -92
1 -year Change
1992-93
1 -year Change
1993-94
1 -year Change
1994-95
1 -year Change
1995-96
1 -year Change
1996-97
1 -year Change
8-year Change
Summer Fall Winter Spring
303.77
309.72
1.96%
382.41
23.47%
41 1.95
7.72%
473.1 0
14.84%
491 .OO
3.78%
458.00
-6.72%
430.00
-6.1 1 %
423.00
-1.63%
39.25%
Annualized
408.36
397.97
-2.55%
461.22
15.89%
542.45
17.61 %
575.52
6.1 0%
655.1 7
13.84%
609.70
-6.94%
578.20
-5.1 7%
51 8.87
-1 0.26%
27.06%
~anta Barbara Enrollment Pattern (1988 to 1997)
Year
1988-89
1989-90
1 -year Change
1 990-91
1 -year Change
1991 -92
1 -year Change
1992-93
1 -year Change
1993-94
1 -year Change
1994-95
1 -year Change
1995-96
1 -year Change
1996-97
1 -year Change
8-year Change
111 197
Summer Fall Spring
1 1 1.48
121.85
9.30%
142.30
16.78%
156.05
9.66%
167.55
7.37%
172.00
2.66%
173.1 1
0.65%
169.1 1
-2.31 %
189.00
11.76%
69.54%
Annualized
Table 4. El8
Antioch University Southern California 1997-98 Projected FTE Enrollment
CampusIProgram
Los
Anaeles
BA Program
MAP Program
MA OM Program
MFA Program
Total
Santa Barbara
BA Program
MAP Program
MAOM
Program
Total
Summer Fall Winter
148.00
237.00
33.00
38.00
456.00
66.00
11 1 .oo
32.00
209.00
665.00
– –
Spring
150.00
231
.OO
31 .OO
66.00
478.00
63.00
95.00
26.00
184.00
662.00
– —
Annualized
175.00
295.00
39.00
48.00
557.00
82.00
127.00
36.00
245.00
802.00
Table 5.
Iduarterly Full-Time Tuition Rates 1
-0s Anaeles
BA, MAP, & MAOM
Programs
MFA Program
santa Barbara
BA Program
MAP Program
MA OM Program
% Increase
Antioch Southern California
1997-98 Propoeed Budget by Function
Revenuee
Tuklon
6 Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total
E6G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction
Research
Pubtc Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total ESG Expenses
Auxiliary Enterprises
Total OP-ing Expenses
Excesà Revenue over Expenses
Annual Budget conversion to Cash baste
Capital Expenditures
Borrowing Proceeds
Pml Payments
Prior Year Reserves
Add back Depreciation
Total Cash items
Net Cash Basis Budget
1995-96
Actual
——-
7,807,017
-210,892
655
268,983
0
0
27.646
7,893,409
0
16,970
7,910,379
2,813,237
0
83,791
495,605
1,160,614
1.867.951
950,589
277,103
7,648,890
0
7,648,890
261,489
21,018
0
0
0
0
21,018
240,471
1996-97
Budget
——-
8,051,287
-213,227
25,000
252,120
0
0
18,175
8,133,355
0
39,000
8,172,355
2.874.429
0
96.950
602,963
1,121,398
2,213,365
979.630
268,620
8,157,355
0
8,157,355
15.000
67,200
0
0
-52,200
0
15.000
0
1996-97
Projected
——-
7,453,735
-198,227
30,000
240,661
0
0
34.815
7,560,984
0
55,000
7,615,984
2,730,759
0
85.276
570,643
1,080,956
1,975,234
1,038,697
294.419
7,775.984
0
7,775,984
-160,000
40,000
0
0
-200,000
0
-160,000
0
Change From
1006-07 Budgt
To 1906-87 Prof
$ %
Propoeed
1997-98
Budget
——-
7,941,605
-199,180
47,500
263,
500
0
0
16,000
9,069,425
0
135,000
8,204.425
2,939,889
0
79,775
674,098
1,037,544
2,166,029
1,027,090
280,000
8,204,425
0
6,204,425
0
61,550
0
0
-61,550
0
0
0
Change From
1906-07 Pro)
TO 1W7-W Budget
Change From
1W6-07 Budgt
TO 1007-W Budgt
Antioch Southern California
1997-98 Proposed Budget by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plan) Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyF4eserves
Campus Contingency, Mandalofy
Campus Program Contingency, Dtecrestlonary
Liquidity Reserve
Overhead
To the Unhwisity
Rebates from the University
Subsidy trom Adult Campuses
Subsidy trom Overhead
Other (Intercartpus Agree & Untv Cont)
Depredation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Cowerston to Cash Baste
Cfuttal Expenditures
Borrowing Proceeds
Prindpal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Nat Cash Baste Budget
1995-96
Actual
——-
7,910,379
3,932,870
936,783
101,075
82,492
29,583
139.530
638.026
1,025,972
19,038
0
4,482
-180,993
22.065
0
1,087,315
-251.926
82,578
0
0
0
7,648,890
261,489
21,018
0
0
0
0
21.018
240,471
1996-97
Budget
——-
8,172,355
3,982,898
998,644
141,459
82,132
25,760
132.515
568,473
1,041,280
20,150
0
2.850
157.636
41.308
78.818
1,062,744
-250,000
62,578
0
8,110
0
8,157,355
15,000
67,200
0
0
-52.200
0
15,000
0
1996-97
Projected
——-
7,615,984
3,713,467
962.695
127,142
107,521
22,756
126,032
668,473
1,059,592
15,707
0
10,350
0
0
78,817
1,062,744
-250,000
62.578
0
8,110
0
7,775.984
-1 60,000
40,000
0
0
-200,000
0
-160,000
0
Change From
1006-87 Budgol
To 1-97 Pro) I
Proposed
1997-98
Budget
——-
8,204,425
3,910,486
941,098
260,841
82,800
21,510
133,965
671,975
1,075,404
14,650
0
2.1 52
156.129
74,508
78,064
993,908
-271,066
58,000
0
0
0
6204,425
0
61,550
0
0
-61,560
0
0
0
Chango From
100587 Pro)
To 1007-08 Budol
Cham From
1BM-97 Budgol
TO 1007-08 Bud@
ANTIOCH SOUTHERN CALIFORNIA
1997-98 Capital Budget
Buildings
Total Buildings
Building Improvements
Total Building Improvements
Equipment
System Upgrades
Administrative Computing
Faculty Computing
Electronic Classrooms
Total Equipment
Furniture & Fixtures
Total Furniture & Fixtures
Library Books
Grand Total Capital Budget
Amount
Amount
Amount
3,800
14,000
20,000
23,750
Amount
THE McGREGOR SCHOOL
ANTIOCH UNIVERSITY
1997-98 PROPOSED BUDGET
I. Overview
This was a difficult year for The McGregor School, probably the most difficult in its ten year history. Our search for a new
provost was ultimately unsuccessful. The two largest programs in the school, the Weekend College and the Graduate
Management Program, experienced sharp and unanticipated enrollment shortfalls, and it is projected that we will fall
about $400,000 short of our budgeted revenue target for the year. A unionization campaign among our staff produced
intense conflict and polarization within the school. Key personnel, including the Director of the Weekend College and the
Chief Financial and Administrative Officer, left the school mid-year to accept positions elsewhere. Finally, operational
difficulties in our Registrar’s office caused us to seek university help to resolve the problems.
The McGregor School met these challenges with enthusiasm and purpose. Through a combination of a hiring freeze, an
administrative reorganization, and expense reductions, the school will bring in a balanced 1996-97 budget without a
single layoff. A three year union contract was signed in October, 1996, and there is now in place a good working
relationship between the new union and the McGregor administration. A Task Force on the Registrar’s Office, working
closely with university consultants, totally revamped operations in the office and received a highly positive review from the
university consultants upon their return visit to assess McGregor compliance with their mandated recommendations.
II. Enrollment and Revenue Projections: 1997-98
Given our difficulties this year, we have projected revenue somewhat cautiously for 1997-98. The addition of a second
cohort in our successful Teacher Certification program, plus an anticipated healthy enrollment increase in our
Individualized Master of Arts program (IMA) are balanced by lowered projections for the Weekend College and the
Graduate Management Program reflecting weakness which surfaced in 1996-97. Tuition increases are targeted at 3%,
except for the Weekend College and Graduate Management, where they are 1.5% and 1.8% respectively. We are
projecting gross tuition revenues for 1997-98 at $4,971,000, which is about $1 50,000 more than anticipated revenue in
1996-97, but about $300,000 less than forecast in the 1996-97 budget document.
Note that this revenue forecast reflects no revenue from the Environment and Community cluster of the Individualized
Master of Arts program, which is being transferred for 1997-98 to Antioch Seattle as a result of an agreement worked out
between the University and the two impacted campuses.
I. Efforts to Increase Enrollments
A number of efforts are in place to increase enrollments and provide greater stability in our revenue projections. First,
recognizing that the principal source of matriculating students to our programs is word of mouth from existing students
and alumni, an Alumni Development position has been added to the budget. This person will coordinate alumni activities
and initiatives in the recruitment effort, and will work closely with the university Vice Chancellor for Development to help
rebuild the Board of Visitors and foster contributions, as well as work on marketing initiatives for the school. Second, our
advertising will focus more on
McGregor
as a whole and less on individual programs; this tighter focus will permit us to
reduce advertising expenditures, develop economies of scale, and increase the synergies between programs. Third, two
new faculty hires in education and management will work across programs rather than being located in a single program,
and this should aid in developing synergies between programs and facilitate student matriculation from undergraduate to
graduate management programs and from our undergraduate program in education to our graduate and certification
programs for teachers. Finally, our focus on improving operations and customer service should reduce student complaints
about these support services and increase student retention.
IV. Major Changes from the 1996-97 Budget
A. Administrative Reorganization
There has been a significant administrative reorganization within the school. Some positions–an Accounts
Receivable clerk, the receptionist, an accountant, the conference center coordinator, and two program
assistants–have been permanently eliminated or will be by July 1. The Individualized Master of Arts (IMA)
Program has been reorganized to eliminate fragmentation, unnecessary expense, and administrative
duplication. The IMA will now have a single Director rather than the present four directors; individuals
heading clusters within the IMA will now serve as chairs rather than directors, freeing them up to do more
faculty work by centralizing administrative responsibility in a single Director. When Datatel is fully
operational we will institute a “one-stop shopping” structure within our support services, which will provide
cross-training and greater cooperation between finance, registrarial, and financial aid offices and personnel.
Finally, we have reorganized the admissions office so that personnel are allocated by function rather than
by program; the over-all numbers in the office remain the same, but one of the positions is now focused on
information systems, a change from the past.
Some new positions have been added to provide better strategic focus. They include two Program
Associate positions, one in the IMA to help coordinate the new reorganization and one in our largest and
most
complex program, the Weekend College; the previously mentioned Alumni Development position; a
Director of Continuing Education, which is a major strategic initiative of 1997-98 and will be initially funded
by a loan from the Educational Leadership Summer Seminars program set up by a grant from the
Lovelace
Foundation; a staff position called a “floater” and reporting to the Associate Provost, who will be assigned to
various programs and departments within the school during peak periods as needed.
Faculty Additions
Other than replacements for departing faculty and program directors, there are two new faculty positions (2
FTE) in education to accommodate the move from one to two cohorts a year and to reflect the increased
numbers of teacher certification graduates now moving into the IMA. Three other positions (3 FTE) in the
1996-97 budget–an elementary education position in the Weekend College, a faculty position in Teacher
Certification, and a Graduate Management faculty position–will now be combined into two positions which
are shared across the respective programs (2 FTE). For a number of other areas–skills training in the
Weekend
College, additional faculty help in conflict resolution and intercultural relations–we are utilizing
additional adjuncts instead of two budgeted (1 996-97) core faculty position never filled and which we are
eliminating.
C. Salary Increase Plans
Raises for staff members will be 4.5%, as mandated by the contract signed with the union. Raises for
faculty and administrators are budgeted at 2%; this is made possible by the elimination or combination of
existing positions, as well as the consolidation, and reorganization of existing programs and departments.
D. Plans for Campus Revenue Contingencies, if released
These funds would be used to increase marketing efforts, accelerate the phasing out of outdated Apple
Classic 2 computers, and provide additional funds for training, especially in relation to our “one-stop
shopping” initiative.
E. Acquisitions over $1 0,000
We have budgeted $1 9,000 to replace outmoded Classic 2 computers, to be distributed by a combination of
seniority and job function criteria.
V. CONCLUSION
The just-concluded budget process at McGregor was highly productive and distinctive in nature. Starting in October when
the budget difficulties of 1996-97 became apparent, we shifted from the incremental budgeting approach used at
McGregor for nine years to a priority-based budget process which identified and prioritized School needs in terms of an
explicit investment strategy. We recognize that this priority-based budget process is properly seen as the first phase in a
long-term strategic planning process to better identify pressing needs and aid the School in identifying appropriate
investment strategies to foster enrollment growth and financial stability. Though we recognize that this year’s efforts are
only the initial stage of this new process, we are exceptionally proud of our efforts. We developed a budget which
strategically invested in better systems, a stronger faculty, and more focused marketing and we did this within the context
of a budget $300,000 less than in 1996-97.
One of the major themes for 1997-98 is to determine the appropriate role for new technologies in the delivery of new and
existing educational programs to help us remain competitive and better serve the needs of our students. The addition in
1996-97 of a McGregor
website
and the introduction of
Firstclass
E-Mail and Conferencing software, represent a first
step in this process, and, although we have not budgeted substantial additional funds for technology in the 1997-98
budget, strategic planning around the technology theme will be an important focus for McGregor in the upcoming year.
Steve Brzezinski
Associate Provost
The McGregor School of Antioch
1997-98 Propcwd Budget by Function
Revenues
Tuition 6 Fees
Less Tuition Discounts
Grns
Grants
Endowment income
Contracts
Other income
Total E6Q Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction
Research
Public
Sendee
Academic Support
Student Services
Institutbnal Support
Plant Maintenance
Scholarships
Total Em Expenses
Auxiliary Enterprises
Total OP-ing Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash baste
Coital Expenditures
Borrowing Proceeds
Prtn- Payments
Prior Year Reserves
Add back Depreciation
Total Cash Roms
Net Cash Baste Budget
1995-96
Actual
——-
4,830,675
-149,878
0
12,274
0
26,828
17,041
4,736,940
49,845
62,222
4.849.007
2,151.182
0
118.590
0
604,893
1,420,959
-103,345
2,274
4,194,553
101,860
4,296.413
552,594
449,310
0
0
0
0
449,310
103,284
1996-97
Budget
——-
5,385,562
-92,063
0
63,330
0
54,000
920
5.41 1,749
133,500
0
5,545,249
2,644.843
0
159,752
0
659.774
1,821,521
120,985
0
5,406,875
138,374
5,545,249
0
58,000
0
0
-58,000
0
0
0
1996-97
Projected
Change From
1006-97 Bud@
To 1006-97 Proj
Proposed
1997-98
Budget
——-
Change From
1ÑÑ- Proj
TO 1007-98 Budget
Change From
1ÑM Bud@
TO $007-M Budget
The McGregor School of Antioch
1997-98 Proposed Budget by Category
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Developmenl
Student Aid Services
Special Everts
SuPPli-
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Conthlgency/Reaeives
Campus Contingency. Mandatory
Campus Program Continoency. Dtocrestlonafy
WkMy Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Urtv Cord)
D8Pr-n
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depredation
Total Cash Kerns
Net Cash Basb Budget
1995-96
Actual
–.–
4,849,007
2,046,895
448.153
144.313
0
81.885
92,951
663,179
39.819
16,176
0
15,310
-127,237
0
0
566.1 14
-131,167
29,880
0
410,162
0
4,296,413
552.594
449,310
0
0
0
0
449,310
103,284
1996-97
Budget
——-
5,545,249
2,384,438
765,746
132,189
0
41,750
54,000
785,529
98,817
15,057
0
49.538
94,835
44,132
47,418
651,994
-131,165
29,880
0
481.091
0
5,545.249
0
58,000
0
0
-58,000
0
0
0
Change From
1996-97 Budgot
To
4-97 Pro)
%
Proposed
1997-98
Budget
.——
5,337,461
2,301,328
745,394
140,146
0
36,976
59,200
709,396
112,580
17,595
0
62,237
98,261
5,927
49,130
675,543
-184,239
35,800
453,520
0
5,3 18,794
19,667
18,667
0
0
0
0
18,667
0
Change From
1996-97 Proj
TO
1997-98
Bu~
Change From
1996-97 Budgot
TO
1997-98
Budget
THE MCGREGOR SCHOOL OF ANTIOCH
1997-98 Capital Budget
Buildings
Total Buildings
Building Improvements
Total Building Improvements
Equipment
Computer Equipment
Total Equipment
Furniture & Fixtures
Amount
0
Amount
Amount
18,667
Amount
Total Furniture & Fixtures 0
Library Books
Grand Total Capital Budget
Proaram
THE McGREGOR SCHOOL OF ANTIOCH
Tuition Rate Changes 1997-98
1996-97 1 997-98
Rates Proposed
Per Quarter Per Quarter
Weekend College 2,352 2,388
Graduate Management 3,036 3,091
IMA Classic 1,396 1,438
IMA Intercultural Relations 1,911 1,968
IMA Conflict Resolution 2,040 2,100
IMA Environment & Community 1,983
Teacher Certification 2,678 2,759
% Chanqe
UNIVERSITY ADMINISTRATION
1997-98 PROPOSED BUDGET
I.
1996-97 Accomplishments and Unresolved Issues
Implementation of the Student Services Modules of the Datatel integrated management system continues to absorb
major amounts of staff time. Although Student Services (Admissions, Registration, Financial Aid, etc.) is somewhat
outside of the scope of the Central Administration, our knowledge of the financial components of Datatel and our
involvement in providing computer system support for the campuses dictated our involvement in this phase of Datatel
implementation. A comprehensive plan was developed that called upon the campuses to provide strong technical
involvement in the design of the individual student services functions. Unlike the financial modules, which are consistent
in their design and application on all campuses of the University, the student modules are individually tailored to the
academic calendars and programs of the local campus.
The structure used to implement the Datatel student services modules provides for local development and
University-
wide sharing of ideas and problems. The result has been strong cooperation across the University to develop
individualized student services support using the same Datatel program software.
In addition to the Datatel student system module implementations, the Central Administration also implemented the
Datatel payroll module on January 1, 1997. The payroll module is not as strong as some of the other Datatel modules
and it does not provide the comprehensive support to which we were accustomed from our previous single-purpose
software. As a result, additional time has been required to find ways to satisfy information and processing needs from a
system that does not contain these inherent capabilities. In time, Datatel will upgrade the payroll module to provide better
support for both campuses and the Central Administration.
Since July, 1996, the University Development Office has been focused on organizing Advisory Boards for each campus,
beginning the process of identifying priorities for university-wide grants, working with each campus on
development/fund-
raising programs, continuing major donor work for the College, trustee relations, and continuation of integrating each
campus into the Development Committee. Each campus has been visited at least once. An advisory board is being
established for Southern California, and reorganized in Seattle and at
McGregor.
A $250,000 gift was recently secured
for program development in Los Angeles, and a grant proposal is being developed for the MFA program to Times Mirror.
The College’s Annual Fund is ahead of last year’s totals as of the end of March, and ahead of the previous fiscal year by
$96,000. The total amount of restricted and unrestricted gifts and pledges is also ahead.
During 1996-97 we successfully completed the audit of the prior fiscal year. Although financial performance in 1995-96
was not as strong as in recent years due primarily to conditions at the College, no financial irregularities or management
problems were identified by the independent auditors.
During the year, the $7.5 million Seattle bond issue was completed. The identification of a lender willing to underwrite the
project and the completion of the financial documents required by the Bank and by the Washington Housing Finance
Commission absorbed a great deal of time and effort. The issuance of these bonds has already been proven to have
been a sound business step. The Seattle office rental market has strengthened considerably in the last several years
and market conditions now dictate that Antioch Seattle would have to pay at least $150,000 more in 1997-98 than it is
paying for the same space under the existing leases. Rents are expected to continue to increase each year for the
foreseeable future, while the debt service costs on the bonds will remain constant.
The University Administration has actively pursued a tax exempt bond issue through the State of Ohio as a way to lower
the debt service costs of the College. By participating in a “bond pool” with other Ohio colleges, Antioch will be able to
refinance about $3.1 million of existing mortgage and construction debt at lower rates. The savings over the life of the
bonds should be at least $1 50,000.
The University has been successful in collecting some of the back rent owed by previous and current tenants, and has
moved to evict those which are contributing to costs without making rent payments. Unfortunately, efforts to find new
tenants for available wet laboratory space in the Kettering Building have not been successful.
During 1996-97, the University introduced the Advance Plan and Beach Street managed care options as a way to reduce
health care costs and maintain acceptable levels of service. The Advance Plan has proven quite successful. It is
generally transparent to employees in Ohio and, to the extent that they are aware of the change, know only that the
amount of paperwork that they are required to complete has decreased. Savings from the introduction of Advance Plan
should total more than $100,000 this year. A similar plan introduced in southern California is Beach Street. This plan has
been less successful in terms of saving money for the University and was considerably less successful in providing quality
service when initially introduced. The University received complaints from both providers and employees about the ability
of Beach Street to handle payments in a timely fashion. The University has made considerable effort to improve the
responsiveness of Beach Street, and improvement has been noted. Complaints are down and employee satisfaction
seems to be increasing, but more work needs to be done before this provider meets our quality standards.
A new financial aid tool, the Gate Loan Program, will come on line during 1996-97. This program allows students at the
College to borrow on a deferred basis and at subsidized rates so that they can close the financial aid gap that often
prevents them from attending institutions such as Antioch,
II. Major Changes
For 1997-98, the University has had to re-budget in order to provide full support for the new Development Office. This
new office began operation in 1996-97, but only salary amounts were budgeted. Now that the Office is in full operation,
addition funds must be budgeted to cover travel, supply, and other operational costs.
In 1997-98, the University will make a “balloon payment” on part of a mortgage that was originated several years ago to
permit the completion of South Hall and the Twin Signals upgrade for WYSO. The University has budgeted $300,000
that will be used in conjunction with anticipated gifts and bequests, to repay this obligation in September.
The 1997-98 includes a 2% across-the-board salary increase for all staff.
1996-97 is the final year in a multi-year contract with Collegis Incorporated. Collegis has been providing computing
support staff and management services to the University for several years. The annual cost of the Collegis contract is
$346,000. By not renewing this contract and assuming responsibility for management and the salaries of the computer
support staff, the Central Administration should be able to save $180,000 in 1997-98. In addition, by replacing the
managerial position with a programmer-analyst, increased productivity should be possible.
In addition to savings from assuming direct responsibility for computing services, the Central Administration anticipates
realizing savings from the conversion to the Datatel software. As the last of the functions that have depended on
mainframe computing equipment are converted, this old equipment can be eliminated and the ongoing costs of software
and support removed from the budget. In 1997-98, the
DEC3100
machine will be turned off. This, and similar actions will
save approximately $20,000. The savings at the campuses should be significantly greater as the administrative
reorganizations made possible by the Datatel software are put in place.
The budget for 1997-98 includes major cost increases associated with the search and selection of a new Chancellor.
While continuing to cover the cost of
thesabbatical
for the current Chancellor, the University has had to budget the salary
and support costs of the new Chancellor.
The savings from the various management efficiencies being made will be sufficient to cover the cost increases for the
Chancellor, the Development Office increases and a portion of the “balloon loan” payment. The operating expense total
in the 1997-98 budget will be $169,474 less than last year’s budget. By reducing operating cost, the growth in overhead
income can be returned to the campuses. Rebates to the campuses in 1997-98 will be above the 1996-97 level and the
effective overhead rate for all campuses will be 10% or less.
With the additional costs that the University Administration is required to carry, and the need to increase rebates to the
individual campuses, the Central Administration has no funds available to make improvements in the physical facilities of
the Kettering Building that are available for rent. The rental space is in need of mechanical and cosmetic attention in
order make it attractive to new tenants. Without the funds to pay for these improvements, the chances of renting this
space during the next year are not great.
Upgrades for the Fujitsu telephone switch serving campus and University offices in Yellow Springs cannot be budgeted
this year. The delay in upgrading this hardware and software contributes to the possibility of failure that might leave the
offices without telephone service for several hours or more.
The University Administration is actively pursuing ways to lower the cost of employee fringe benefits through a consortium
of other Ohio colleges organized by the Ohio Foundation of Independent Colleges (OFIC). The number of colleges that
are considering participation is now over 30, and the purchasing power of the group appears to be sufficient to attract
lower costs from the various health provider networks and vendors. More work will be necessary before a decision to
participate can be made, but the outlook is promising.
University Central Administration
1997-98 Propoaad Budget by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Grns
Grants
Endowment Income
Contracts
Other Income
Total
E&G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Net
Overhead
for
Central OpÃ
Operating Expew
Instruction
Research
Public Service
Academic
Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depredation
Total Cash Menu
Net Cash Baste Budget
1995-96
Actual
——-
0
0
17.545
11 7,974
0
0
-7,926
127,593
0
96,509
224,102
1,788,566
-49,654
0
0
152,629
114.895
1,672,177
0
117,974
2,008,021
0
2,008,021
4,649
143,306
0
0
0
0
143,306
-138,657
1996-97
Budget
——-
0
0
12,000
0
0
0
4,650
16,650
0
0
16,650
2,168,295
10,463
0
0
53.300
110,679
1,711,003
0
0
1,685,445
0
1,885,445
299,500
49,500
0
250,000
0
0
299.500
0
1996-97
Projected
——-
0
0
25,000
0
0
0
0
25,000
0
0
25,000
1,620,572
0
0
0
0
11 1,636
1,684,436
0
0
1,796,072
0
1,796,072
49,500
49,500
0
0
0
0
49,500
0
Change From
1W6-07 Budget
To
1W6-07
Prol
Proposed
1997-98
Budget
——-
Change From
1006-07 Pro1
TO
1007-M
Budget
Change From
1006-07 Budget
TO
1007-00
Budget
University Central Administration
1997-98 Proposed Budget by Category
Total Revenues
Net Overhead for Central Ops
Total Revenues and Net Overtmad
operating Expenses
Salaries &Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supples
Business Operations
Plan! Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyFlesewes
CarnpuE Contingency, Mandatory
Campus Program Contingency, Discrestlonary
Liquidity Reserve
Overhead
To the Universrty
Rebates
from
the University
Subsidy
from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Untv Conf)
Depreciation
Total Operating Expe-
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Prim Payments
Prior Year Reserves
Add Back Depredation
Total Cash Hems
Net Cash Basis Budget
1995-96
Actual
——-
224,102
1,788,568
2,012,670
641,902
152,747
184,120
0
938
28.924
673,847
197,506
2 5
0
3,098
0
0
0
0
0
0
0
124,914
0
2.008.021
4,649
143,306
0
0
0
0
143,306
-138,657
1996-97
Budget
——-
16,650
2,168,295
2,184,945
725.285
232,410
126,000
0
4,000
56,800
468,783
190,400
0
0
4.000
0
60.463
12.975
0
0
0
0
4,329
0
1,885,445
299,500
49,500
0
250,000
0
0
299,500
0
1996-97
Projected
——-
25,000
1,820.572
1,845,572
647,388
217,512
175,000
0
3,000
23,760
510,816
206,496
400
0
3,000
0
0
0
0
0
0
0
8,700
0
1,796,072
49,500
49,500
0
0
0
0
49,500
0
Change From
1996-07 Budget
TO 1W-07 P10j 1
Proposed
1997-98
Budget
——-
19,500
1,791,471
1,810,971
000.128
254.112
159,500
0
2,000
40,075
123,300
166,456
100
0
2,200
0
SO,
000
0
0
0
0
0,100
0
1,715,071
95,000
95,000
0
0
0
0
95,000
0
Change From
1ÑÑ- Proj
TO 1M7-$8 Budget
Change From
10Èt-0 Budget
To 1007-08 Budget
$ %
——- ——-
2,850 17.12%
-376,824 -17.38%
-373,974 -17.12%
UNIVERSITY CENTRAL ADMINISTRATION
1997-98 Capital Budget
Land
Golf Course Payment
Buildings
Total Buildings
Building Improvements
Total Building Improvements
Equipment
Server Upgrade
Server Speed Upgrade
Firewall – Hardware
PC For Network Analysis
Datatel
License Upgrade
Total Equipment
Furniture & Fixtures
Total Furniture & Fixtures
Library Books
Grand Total Capital Budget
Amount
Amount
Amount
Amount
GLEN HELEN ECOLOGY INSTITUTE
1997-98 PROPOSED BUDGET
I. Overview
Glen Helen Nature Preserve is a 1,000-acre land laboratory and environmental education facility owned by Antioch
University and operated independently under the umbrella of Antioch College. A gift of Antioch alumnus Hugh Taylor Birch,
this land resource has been used by the College since 1946 to provide community educational programs to an audience
beyond its residential campus since 1946. Since 1952, more than 1.5 million people have been touched by these
educational services. Today, visitors and program attendees are drawn from a 14-county region that includes the cities of
Dayton, Columbus, and Cincinnati.
Recognizing the growing role and importance of the Glen, the University’s Board of Trustees established a Board of
Overseers to “oversee the operation and management of Glen Helen, as well as the programs and activities that take place
in Glen Helen.” In 1996, with Board of Trustees approval, the Glen Helen Ecology Institute emerged as a new “umbrella”
structure under which all of Glen Helen’s programs and operations are managed. The Ecology Institute includes six
components:
Glen Helen Ecology Institute n
These components of the Institute provide important services for a large number of participants:
Glen Helen Nature Preserve–visited by over 100,000 people each year.
Glen Helen Outdoor Education Center–providing residential and off-site environmental education for over 6,000
elementary and secondary school children from 20 school districts in 11 counties, as well as 20 academic
internships for undergraduate and graduate collegiate naturalists yearly.
Glen Helen Raptor Center–providing educational programs focusing on birds of prey. Served 6,000 elementary
and secondary students, from 20 school districts in 9 counties, and 2,000 people affiliated with 46 organizations
and civic groups in a 6 county region.
Trailside Museum and Visitor Center–the gateway to Glen Helen, offering interpretive displays and information
to nearly 16,000 visitors annually.
The Glen Helen Building–housing administrative offices of the Institute, a resource library, and public
programming facilities that serve over 3,600 people annually.
The Glen Helen Association–a “friends” group of the Institute with 700 members.
II. Program Direction
During two years of intense study, the Board of Overseers and staff identified five critical objectives to secure the future of
Glen Helen and its programs. These objectives, which form the basis of the Institute’s Strategic Plan, are to:
A. Rebuild and renew the aging physical plant, including 17 buildings and 4 barns.
B. Strengthen educational programs and create new ones which address pressing environmental
issues.
C. Restore areas of the preserve damaged by decades of high volume recreational use.
D. Manage future recreational use, and increase monetary support for the public use of Glen Helen.
E. Increase and diversify the funding base to keep pace with expanding operational needs.
The 1997-98 budget reflects initiatives and strategies that the Board of Overseers and staff have begun to implement as they
address the critical issues and position the Institute as a regional environmental studies center whose mission includes the
creation of new models for pursuing the interdependent goals of environmental and human well being.
The initial funds required to implement the Strategic Plan are $660,000–the “Bridge to the Future1′– over a period of 4 to
5 years. These funds are to be secured in the form of individual gifts and foundation grants for new initiatives.
To meet three of the critical objectives, the Institute will utilize a consultant in ecological design to begin to develop a
master plan. The Institute has secured a commitment of $25,000 to match a foundation grant to fund this process.
Also, beginning in 1997-98, the fund development program initiated in the latter half of 1996-97 will be fully implemented
under the direction of a full-time Director of Development. Contributions and grants income for the Ecology Institute have
risen sharply over the past four years, and it is expected that this will continue as the Board of Overseers and staff
implement the Strategic Plan.
Fiscal Year Contributions Grants Total
1993-94 $ 16,800
1994-95 21,100
1995-96 92,000
1996-97 (projected) 1 75,600
1997-98 (proposed) 21 2,000
Earned income from programs will comprise 50% of the total proposed revenues for 1997-98 of $696,768, up 3% from
1996-97.
The 1997-98 budget reflects a
5%
increase in residential fees, no additional staff, and a program calendar
similar to 1996-97: there are no significant changes in program offerings, structure, or format.
Rick Flood
Executive Director
Glen Helen
1997-98 Propoood Budget by Function
Revenues
Tuition & Fees
Less Tunion Discounts
Gifts
Grants
Endowment income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plan! Maintenance
. marships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash basis
Capttal Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Hems
Net Cash Basis Budget
1995-96
Actual
——-
118,886
0
63,474
2,000
42.000
11,876
4,150
242,386
267,533
57,449
567.368
0
0
555,976
0
0
0
0
0
555,976
0
555,976
11,392
10,522
0
0
0
0
10,522
870
1996-97
Budget
——
114,195
0
192,997
28,000
42,000
11,200
1,400
389,792
257,065
42.604
689,461
0
0
682,910
0
0
0
0
0
682,910
0
682,910
6,551
6,551
0
0
0
0
6.551
0
1996-97
Projected
——-
114,195
0
192,997
28,000
42,000
11,200
1,400
389,792
257,065
42.604
689,461
0
0
682,910
0
0
0
0
0
682,910
0
682,910
6,551
6,551
0
0
0
0
6,551
0
Change From
1006-87 Bud@
To 1000-87 Pro)
Proposed
1997-98
Budget
——-
Change From
1Ñ-9 Pro)
TO 1-7-W Budget
Chango From
If-87 Bud@
TO 1-7-08 Budget
Glen Helen
1997-98 Propocd Budget by Category
Revenues
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supples
Business Operations
Plan!
Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contlngency/ResefVm
Campus Contingency, Mandatory
Campus Program Contingency, Dtecrestlonary
~iquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
aher (Intercampus Agree 6 Unlv Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Baste
Cwttd Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Hems
Net Cash Basis Budget
1995-96
Actual
——-
567.368
274,183
99,407
2,441
0
0
55,237
17,312
96.996
184
8.891
1,325
0
0
0
0
0
0
0
0
0
555,976
11,392
10,522
0
0
0
0
10.522
870
1996-97
Budget
——
689,461
329,598
125,279
3.725
0
0
62,650
15,858
121,700
100
7,000
2,000
0
15,000
0
0
0
0
0
0
0
682.910
6,551
6.551
0
0
0
0
6,551
0
Chango From
1006-97 Budgot
To 1006-17 Pro)
Proposed
1997-98
Budget
——-
696,768
Change From
1B96-07 Prof
To 1007-W Budget
Change From
1006-07 Bud@
TO 1007-W BU~
GLEN HELEN
1997-98 Capital Budget
Buildings
Total Buildings
Building Improvements
Building Improvements
Total Building Improvements
Equipment
Computer Equipment
Total Equipment
Furniture & Fixtures
Total Furniture & Fixtures
Library Books
Grand Total Capital Budget
Amount
0
Amount
4,001
4,001
Amount
7,000
7,000
Amount
0
lu!!u
THE ANTIOCH REVIEW
1997-98 Proposed Budget
The Antioch Review is a quarterly journal which is budgeted and operates throughout the University. It has been given
editorial independence and management of
the
Review
has been delegated to the editor. Since the elimination of
any
subsidy from
theuniversity
in 1995, the
Review
has
had
to make
several
adjustments including reducing the number
of
pages published, author fees, and other cost cutting measures.
During
1995-96
we
ended
with
a
balanced budget
because of several substantial gifts and we expect
to
end 1996-97 with another balanced budget by using restricted
funds to cover printing and author costs.
With the spring issue we announced the
formation
of
a
national advisory board comprised of both illustrious
graduates
of
the College (Epstein, Geertz, Gould, Greenstein, Levitt, Strand)
and
distinguished
writers
(Bell,
Boyle,
Early,
Lish,
St.
John, Stern) who have appeared in the magazine.
Additional
names
will
be added. At this point our fund raising
efforts
for this year are down, but we have been able to put together a
fund
raising
Program
and
organize
two
fund
raising events
for
AprilIMay-one
in Chicago, the other in Yellow Springs. A
third
event
planned
for
Los
Angeles
had
to
be
shifted to the
fall of 1997 in order to accommodate our sponsor’s schedule.
Another
fund
raising
event
is
planned
for
New
York
in the
fall.
During the next fiscal year we will increase
our
rates
to
institutions (the library market is in flux), and hope to see a
modest increase in revenues from over-the-counter
sales
as a result
of
a streamlined production schedule
(e.g.,
the
summer issue will actually appear on newsstands
during
the summer) instituted during 1997. We have a bare bones
budget with virtually no funds for advertising
or
development. Development efforts have been subsidized by gifts
from
editorial board members. We continue to
receive
a
large
volume
of
manuscripts (3000 fiction, 400 non-fiction) and works
which appear in the Review continue to receive awards (see the list that
follows).
Robert S. Fogarty
Editor
ANTIOCH REVIEW’S AWARD WINNING WRITERS
AMERICAN ACADEMY OF ARTS AND LETTERS
Sue Kaufman Prize for First Fiction, 1994 – Emile Capouya’s “In the Sparrow Hills”
All the stories in the collection first appeared in the Antioch Review.
0. HENRY AWARDS
Richard Plant
Joyce Carol Oates
R.C. Hamilton
Gordon Lish
Lynda Lloyd
Stephen Dixon
Rolaine Hochstein
Rosellen Brown
Starkey
Flythe,
Jr.
Wilma Shore
Nolan Miller
Herbert Gold
BEST AMERICAN SHORT STORIES
Ha Jin
Peter Ho Davies
Rick
DeMarinis
Gordon Weaver
James W. Groshong
Samuel
Yellen
Ruth McCoy Harris
Irwin Stark
Jesse Treichler
BEST AMERICAN ESSAYS
1994 S. Oso
‘Cecil Grounded”
“Ancient Airs, Voices”
“Da Vinci is Dead”
“For Jerome -With Love and Kisses”
‘Poor
Boy”
‘Mac in Love1’
“What Kind of Man Cuts His Fingers Off?”
“Mainlanders”
“Point of Conversion”
“A Cow on the
Roof
“A New Life”
‘A Celebration for Joe”
‘Saboteur”
“The Ugliest House in the World”
”The Flowers of Boredom”
‘Hogs Heart”
The Gesture”
“Reginald Pomfret Skelton”
‘Up the Road a Piece”
The Bridge”
“Homecoming”
‘Lots”
PUSHCART PRIZES
XX (95-96)Michael Collins
XX (95-96)Lynn Emanuel
XX (95-96)Brigit Pegeen Kelly
XX (95-96)Diann Blakely Shoaf
XIX (94-95)Adrian C. Louis
Gillian Conoley
XVIII (93-94)David Lehman
XVII (92-93)Sharon Sheehe Stark
XVI
(91-92)Ellen
Bryant Voigt
XI
(86-87)Gordon Lish
Howard Moss
X (85-86) Donald
Revell
VII (82-83)Stephen Shu Ning Liu
V (81
-82)David
Bosworth
THE RANDOM REVIEW
1982 Emile Capouya
“The End of the World”
“Film Noir: Train Trip out of Metropolis” (poem)
“Of Royal Issue” (poem)
‘Solo, New Orleans” (poem)
‘Practicing
Death Songs” (poem)
“Heroes, Saints, and Neighbors” (poem)
“Guilt Trip” (poem)
“Ketflooey”
“Woman Who Weeps” (poem)
The Merry Chase”
“It”
“A Setting” (poem)
“My Father’s Martial Art” (poem)
The Literature of Awe” (essay)
“In the Sparrow Hills”
WESTERN WRITERS OF AMERICA-SPUR AWARD (for Best Short Subject
– Fiction)
1983
Oakley
Hall ‘Horseman”
IOWA SHORT FICTION
1985 Robert Boswell “The Right Thing1’
BEST CANADIAN STORIES
1988 Davy James-French
WHITING AWARDS
1993 Kathleen Peirce
1993 Mark Levine
1992 Jane Mead
1990 Yannick Murphy
1989 C.D. Wright
1988 Bruce
Duffy
Gerald Early
‘Heaven Full of Astronauts”
“Buy Something Pretty and Remember Me” (poem)
included in her book Mercy
“Poem for the Left Hand” (poem)
“In Need of a World” (poem)
“The Headdress”
“Mercury”
“The New American Ode” (essay)
“Duck-Wabbit”
Tuxedo Junction – book collection of stories
BEST STORIES FROM NEW WRITERS
1989 Richard Plant
MILKWEED 2ND NATIONAL FICTION PRIZE
1989 Eileen Drew
BEST OF THE WEST
1990 Chris Spain
1991 Larry Levis
1991 Peter La Salle
NEW STORIES FROM THE SOUTH
1996 J.D. Dolan
1994 Pamela Erbe
1992 Patricia Lear
BEST AMERICAN POETRY
1995 Lynn Emanuel
“Cecil Grounded”
“Bossboy
and the Wild West”
‘
“Praying for Rain”
“First Water” first published as
“A Divinity in Its Fraying Fact”
‘A Guide to Some Small Border Airports”
“Mood Music”
‘Sweet Tooth”
“After Memphis”
“Film Noir: Train Trip Out of Metropolis”
Antioch Review
1997-98 Proposed Budget by Function
Revenuea
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment income
Contracts
Other Income
Total
E&G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction
Research
Public Sen/tea
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total E&G Expenses
Auxiliary Emrises
Told Operating Expenses
I
Excess Revenue over Expenses
Annual Budget conversion to Cash basb
Capital Expenditures
Borrowing Proceeds
Princ@al Payments
Prior Year Reserves
Add back Depredation
Total Cast) Items
Net Cash Baste Budget
1995-96
Actual
——-
0
0
33,435
500
9,185
0
4.048
47,168
55,834
0
103,002
0
0
92,399
0
0
0
0
0
92,399
0
92,399
10,603
3,735
0
0
0
0
3,735
6.868
1996-97
Budget
——-
0
0
27,320
1,075
10,500
0
3,500
42,395
57,800
3,125
103,320
0
0
103,320
0
0
0
0
0
103.320
0
103,320
0
0
0
0
0
0
0
0
Change From
1ÑÇ- Budget
1996-97 To 1ÑÇ- Pro)
Propocd
1997-98
Budget
——
Change From
1ÑÇ- Proj
TO 1-7-98 BUM
Change From
ISM-97 Budget
TO 1Ñ7- BUM
Antioch Review
1997-98 Proposed Budget by Category
Revenues
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supples
Business Operations
Plan) Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency. -1-
Liquidity Reserve
OvertÈoa
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree A Untv Corrf)
Depreciation
Total operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Bash
Capital Expenditures
Borrowing Proceeds
Pfinc@l Paymerts
Prior Year Reserves
Add Back Depredation
Total Cash Hems
Net Cash Basis Budget
1996-96
Actual
——-
103,002
26,772
16,318
0
0
0
-2.709
47,677
0
0
0
0
0
0
0
0
0
0
0
4,341
0
92,399
10,603
3,735
0
0
0
0
3,735
6.868
1996-97
Budget
——-
103,320
30.198
17,197
0
0
0
400
51,175
0
0
0
0
0
0
0
0
0
0
0
4,350
0
103,320
0
0
0
0
0
0
0
0
1996-97
Projected
——-
103,320
30,198
17.197
0
0
0
400
51,175
0
0
0
0
0
0
0
0
0
0
0
4,350
0
103,320
0
0
0
0
0
0
0
0
Change From
1996-07 Bud*
To 1Ñç- Pro1
Proposed
1997-98
Budget
——-
106,235
Change From
1Ñç- Prof
TO 1Ñ7- Budget
Change From
1Ñç- Budget
TO 1997-M Budget
$ %
—.— ——-
2,915 2.82%
WYSO RADIO
1997-98 Proposed Budget
I. 1996-1 997 Accomplishments and Unresolved Issues
Radio station WYSO is the primary National Public Radio affiliate for the Miami Valley. During 1996-97, several important
issues were addressed as a large transition in staffing occurred.
The core staff maintained the sound and service of the station.
New on-air staff were hired.
On-air fundraising substantially increased in the fall campaign.
A new General Manager was hired.
The ability for WYSO to raise money was substantially hindered by the lack of a Development Director for the entire fiscal
year. As a result, the station may experience a modest budget deficit if forth quarter fund-raising efforts are not
successful.
The station increased the number of public service announcements aimed at increasing awareness of the program
offerings of the College and The McGregor School. With four times the transmitter power of a year ago, WYSO is now
reaching a much larger segment of Dayton, Springfield, and the Miami Valley than was previously possible. The listening
audience tends to be above average in education and income, and is likely to contain the kinds of people who will be
attracted to the programs of the College and McGregor.
II. The 1997-98 Budget
Under the proposed budget, the wages and salaries of the WYSO staff will increase by 2%. With only a slight increase in
expenses due to staff growth and limitations on other spending categories, there is no increase to operating expenses.
On the revenue side, WYSO will need to implement an aggressive development plan to bring in nearly $125,000 in
underwriting and other monies. The new General Manager has made fund-raising his top priority. WYSO will use its 40th
anniversary as a basis for raising the money to operate the station, including the debt service on its $176,000 debt to the
University.
Anne Williams
Acting General Manager
Wso
1997-98 Proposed Budget by Function
Revenue#
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plan! Maimanance
Scholarships
Total Em Expenses
Auxiliary Entefprtses
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash baste
Capital E~P-
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Hems
Net Caati Baste Budget
1995-96
Actual
—–
0
0
247.577
129,314
0
0
21,540
398.431
0
7,211
405,642
0
0
406,917
0
0
0
0
0
406,917
0
408.917
-1,275
18.678
0
11,653
0
0
30,531
-31,806
1996-97
Budget
——-
0
0
237,872
98.789
0
0
95,515
432.176
0
24,782
456,958
0
0
445,356
0
0
0
0
0
445.356
0
445,356
11.602
0
0
11,602
0
0
11,602
0
1996-97
Projected
——-
0
0
210.000
129,314
0
0
50,000
389.314
0
0
389.314
0
0
377,712
0
0
0
0
0
377,712
0
377,712
11,602
0
0
11,602
0
0
11,602
0
Proposed
1997-98
Budget
—-
0
0
237,872
98,789
0
0
124,777
461,438
0
0
461,438
0
0
442,836
0
0
0
0
0
442,836
0
442,836
18,602
7,000
0
11,602
0
0
18,602
0
Chango From
1006-97 Pro)
TO 1007-W Budget
Change From
1006-07 Budget
TO 1007-W Bu~
s %
WYSO
1997-98 Proposed Budget by Category
Operating
Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Coals
Miscellaneous
Contlngencymesefves
Campus Contingency, Mandatory
Campus Program Contingency, Dlscrestbnary
UqukJKy Reserve
Oveftlead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Unlv Cofrf)
Depreciation
Total Operating Expenses
I
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basb
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depredation
Total Cash Items
I Net Cash Basis Budget
1995-96
Actual
——-
405,642
128,640
49,639
3,915
0
735
4,479
131,906
57,431
15,152
0
4,534
0
0
0
0
0
0
0
10,486
0
406,917
-1,275
18,878
0
11.653
0
0
30,531
-31,806
1996-97
Budget
——-
456,958
144,716
63,863
3,500
0
0
6,000
158,531
44,404
13,680
0
178
0
0
0
0
0
0
0
10.484
0
445,356
11,602
0
0
11,602
0
0
11,602
0
1996-97
Projected
——-
389,314
106,944
37,992
3,500
0
0
6.516
148,958
48,960
13,920
0
438
0
0
0
0
0
0
0
10,484
0
377,712
11,602
0
0
11,602
0
0
11,602
0
Changa From
1999-97 Bud@
To IBM-97 Pro!
Proposed
1997-98
Budget
——-
461,438
Change From
1999-97 Proj
TO 1M7-M Budget
WYSO
1997-98 Capital Budget
Buildings
Total Buildings
Building Improvements
Total Building Improvements
Equipment
Broadcast Equipment Upgrade
Total Equipment
Furniture & Fixtures
Total Furniture & Fixtures
Library Books
Grand Total Capital Budget
Amount
0
Amount
0
7,000
Amount
0
UNIVERSITY WIDE EXPENSES
1997-98 Proposed Budget
There are central costs associated with the operation of the University that do not relate to a specific
Campus or the Central Administration exclusively. In order to properly display the costs of the Central
Administration, these additional central costs have been made part of a University Wide Expense budget.
The Central Administration of the University includes those operating units which are under the direct
control of the Chancellor. Those units which are part of the University Wide Expense Budget include the
units which are largely autonomous but administratively attached to the University, University Support
functions, the cost of certain University-wide functions, gains and losses on the Endowment Fund,
Perkins
Loans Income and Expense, Kettering Building rent, interest expense on internal loans, and the Liquidity
Reserve. In addition, Depreciation Expense is processed through this cost center.
The following are those cost centers which are included in the Central Administration and the University
Wide budget:
Cost Centers Included in University Central Administration Revenue and Expenses
Student Loan Office
Chancellor’s Office
Trustee Administration
Cost Centers Included in University Wide
Part of Library Faculty
ArchivesIAntiochiana
University Support, including ^–
Legal
Audit
Utilities, Insurance, Taxes
Interest Expense on University Debt
Some Consulting and Purchased Services
SEOGIFWSP
Cost Allowance
University Development
Vice Chancellor and Chief Financial Officer
Administrative Computing Services
University Conference
Innovation Fund
Endowment
GainILoss
Perkins Loan Income & Expense
Rents from Kettering Building Tenants
Interest Expense on Internal Loan to Endowment Fund
Liquidity Reserve
Depreciation
Revenues
Tuition 6 Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total
Revnues
Net
Overtnd for Central Ops
Operating Expenses
instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plan! Maintenance
Scholarships
Total
E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash basis
CqMal
Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Hems
Net Cash Basis Budget
1995-96
Actual
——-
0
0
0
0
0
0
1.026.260
1,026,260
0
158.934
1,185,194
587.316
0
0
0
0
0
837,983
1,021,512
0
2,659.495
0
2.659.495
-886,985
0
0
113,170
0
-1,821,512
-1,708,342
1996-97
Budget
——-
0
0
0
90,000
0
0
441,400
531,400
0
130,000
661,400
265,867
0
0
0
0
0
744,097
1.800.000
90,000
2,634.097
0
2,634.097
-1,666,830
0
0
113,170
0
-1,600,000
-1,686,630
K2
Antioch University Wide Expenses
1997-98 Proposed Budget by Function
1996-97
Projected
——-
0
0
0
90,000
0
0
916,465
1,006,465
0
255,000
1,261,465
566,467
5,580
0
0
141,960
0
854,183
1,960,000
90,000
3,051,723
0
3,051,723
-1,223,791
1,270
0
501,364
0
-1,960,000
-1,457,366
233,575
Change From
1MÈ-0 Bud#
To 1-07 Pro)
Proposed
1997-98
Budget
Change From
18Ñ-0 Pro1
TO 1W7-M Budget
$ %
——- ——-
0
0
0
26,000 31.1 1%
0
0
-390,415 -42.60%
-362,415 -36.01%
0
-54,771 -21.48%
-417,186 -33.07%
48,990 8.65%
Change From
18Ñ-9 Budgot
To 1W7-M Budget
$ %
Antioch University Wide Expenses
1997-98 Proposed Budget by Category
Revenues
Net Overhead for Central Ops
Total Revenues and Net Overhead
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supples
Business Operations
Plant Maintenance
Interest Expense
Resale Coals
Miscellaneous
ContingencyEleserves
Campus Contingency, Mandatory
Campus Program Contingency, Discrestlonary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree 6 Untv Conf)
Depreciation
Total Operating Ex&’-
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
CapHal Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depredation
Tola) Cash Hems
Net Cash Basis Budget
1995-96
Actual
——-
1,185,194
587,316
1,772,510
53,406
54.904
32,948
0
0
1,124
180.098
128,540
322,388
0
6,831
0
5.598
0
0
0
0
0
52,348
1,821,512
2,659,495
-886,985
0
0
113,170
0
-1,821,512
-1,708,342
821,357
1996-97
Budget
——
661,400
285,867
947,267
8.669
1,039
47,000
0
0
0
229,800
97,028
308,561
0
0
6,050
25,950
0
0
0
0
0
1 10,000
1,800,000
2,634,097
-1,686,830
0
0
113.170
0
-1,800.000
-1,686,830
0
1996-97
Projected
——-
1,261,465
566,467
1,827,932
139,476
28,896
115,000
0
0
7,884
341,892
62,124
252,800
0
19,000
0
6,047
12,975
0
0
0
0
105,629
1,960.000
3,051,723
-1,223,791
1,270
0
501,364
0
-1,960,000
-1,457,366
233,575
Change From
1MÇ-9 Budgwl
To 1È9È- Pro) 1
Proposed
1997-98
Budget
——-
844,279
615,457
1,459,736
63,795
122,468
73,000
0
0
220
207,770
65,000
241,000
0
1,000
18,116
0
9,058
0
0
0
0
168,000
2,130,000
3,099,417
-1,639,691
0
0
490,309
0
-2,130,000
-1,639,691
0
Change From
1996-97 Pro)
TO 1W7-M Budgt
Change From
1-97 Budget
TO 1W7-W Budget
COST CENTERS
INSTRUCTION:
Undergraduate
Heritage Institute
Preparatory-Remedial Education
Teacher Certification
Arts
Human Services
Computer Instruction
Cooperative Education
Environmental Field Program
Continuing Education
History, Philosophy & Religion
Physical Sciences
Languages, Literature & Culture
Environmental & Biological Sciences
Self, Society & Culture
Cultural & Interdisciplinary Studies
Social & Global Studies
AEA Brazil
AEA Buddhist Studies
AEA Egypt
AEA Germany
AEA Japan
AEA Mexico
AEA Overseas Non-AEA Program
AEA Women’s Studies
AEA Thailand
AEA France
AEA Cape Verde
MS Management
MA Psychology
MA Education
OSR
Whole System Design
MA Organizational Management
DanceIMovement
Therapy
Counseling Psychology
Marriage and Family Therapy
Environmental Studies
Education
INSTRUCTION
(Cont’d):
Organization & Management
Applied Psychology
Clinical Psychology
IMA
Weekend Program
Intercultural Relations
Conflict Resolution
Environment & Community
Fine Arts
RESEARCH:
Individual and Project Research
PUBLIC SERVICE:
Glen Helen
Antioch Review
WYSO
Counseling Centers
ACADEMIC SUPPORT:
Academic Administration
General Faculty
AEA Administration
Cross Cultural Program
ArchiveslAntiochiana
LibraryIMedia
Services
Psychological Services Center
Research and Evaluation
Writing Center
WSD Institute
Academic Computing
STUDENT SERVICES:
Financial Aid Administration
Student Admissions
Registrar (Student Records)
Student Services
Advocate’s Office
STUDENT SERVICES Cont’d:
Infirmary
Counseling
Security
Student Loan Office
Community Government
INSTITUTIONAL SUPPORT:
Chancellor
Trustees
Provost/President
Fiscal Operations
Business Operations
General Administration
Central Services
Personnel
Alumni
Development/Advancement
Public Relations
Publications
Administrative Computer Service
University Administration
PLANT MAINTENANCE:
Maintenance
Custodial
Building & Grounds
Power Plant
Depreciation
SCHOLARSHIPS:
Grants & Scholarship
AUXILIARY ENTERPRISES:
Dinina Services
ath her in^ Space
Housing
Bookstore
Computer Sales
McGregor
Conference Center
LINE ITEMS
SALARIES & WAGES: Compensation
Paid to Contracted Employees
Core Faculty
Associate Faculty
Adjunct Faculty
Administrators
Administrative Associate
Teaching Assistants
Unionized Staff
Non-Unionized Staff
Students
Retirees
Other Staff Employees
Student Vouchers
Student Stipends
Overseas Allowance
BENEFITS: Required and Non-Required
Benefits Paid
Medical
. Drug Card
Dental
FICA
Worker’s Comp
Unemployment
Life Insurance
Long & Short Term Disability
Retirement
Moving Expenses
Employee Tuition Waivers
Miscellaneous Benefits
TRAINING & DEVELOPMENT:
Non-Contracted Expenses for Trg
&
Develop
Business Travel
Local
Meetings~Workshops
Professional Development
Employee Recruiting
Program Development
STUDENT AID:
Restricted Grant
Scholarshi~s
Student Vouchers
SPECIAL EVENTS:
Graduation
Orientation
Miscellaneous Special Events
SUPPLIES:
Office
Su~~lies
instructional Supplies
Research Supplies
Duplicating Supplies
Computer Supplies
Maintenance Supplies
Furniture Supplies
Equipment Supplies
Library Supplies
Food Supplies
Miscellaneous Supplies
BUSINESS OPERATIONS COSTS:
General Cost of Doing Business
Subscriptions & Publications
Purchased Services
Consulting
Honoraridstipends
Information & Communications
Memberships
&
Dues
Printing
Postage
AudioIVisual
Advertising
Telecommunications
Legal
Audit
Bad Debt Expense
PLANT MAINTENANCE COSTS:
Costs Related to Facilities
Maintenance Contracts & Repairs
Purchased Services
Utilities
Vehicle Operation
Facility Rental
Equipment Rental
Insurance
Taxes
DEPRECIATION:
INTEREST
& BANK CHARGES:
Interest
Bank Charges (include credit card charges)
RESALE COSTS:
Books for Resale
Computers for Resale
Supplies for Resale
MISCELLANEOUS COSTS:
Miscellaneous
Student Activities
Student Insurance
Payments to Annuitants
CONTINGENCYIRESERVES:
Campus Contingency, Mandated
Campus Contingency, Discretionary
Liquidity Reserve
Honoraridstipends
OVERHEAD COSTS:
Regional Overhead
University
OverheadIRebate
University Conference
College Fund
Operation Subsidy
Inter-Campus Agreements
