1997-98 Mid-Year Budget Performance (bud 14)

NTIOCH UNIVERSITY
REPORT TO THE
BOARD OF TRUSTEES
1997-98 Mid-Year Budget Performance
February 5-7, 1998

REPORT TO THE BOARD OF TRUSTEES
February 5-7,1998
I. INTRODUCTION
This report contains financial information concerning the performance of the University, its campuses and associated
units during the first half of 1997-98. The information is presented using the Financial Accounting Standards Board
(FASB) 117 reporting standards that became mandatory for independent colleges and universities on July 1, 1995. The
objective of this 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. The material presented in
this document provides a detailed view of the revenues and expenses of the University and is intended to promote the
understanding of University operations as a whole and of each of its units. By clearly identifying areas of strength and ‘
weakness, this report is intended to serve as a tool for improving the University and allowing managerial attention to be
focused
where*
is most needed.
If
you are familiar with the terms and format of this report, you may want to begin
reading the 1997-98 Mid-Year Budget Performance section on page 6.
II. FORMAT AND CONTENT
This report contains summary schedules for the entire University and similar schedules for each campus, the Central
Administration, Glen Helen,
WYSO
Radio, the Antioch Review, and University Wide accounts. Each campus and
operating unit has prepared narrative descriptions of the significant events that caused the unit to deviate from its budget.
The purpose of the narrative is to provide an overview of how each Campus performed during the first six months of the
current year. The narratives also provides an opportunity for the CEO or unit manager to describe the problems he or
she has dealt with and the opportunities that are being exploited.

Revisions to the 1997-98 capital budget may be necessary during the remainder of the fiscal year. Under Board of
Trustee policy, Trustee approval is required for any non-personnel expenditure of $10,000 or more. The Capital Budgets
that are presented to the Board at the June meeting contain plans for capital expenditures, but during the first half of the
fiscal year, some Campuses have identified changed conditions as well as additional resources that can be applied to
make capital improvements. In some cases, a campus may need to acquire additional equipment, particularly
technology, while in other cases repairs or improvements to the physical plant may be needed.
III. THE FUNCTION SCHEDULE
For the University as a whole and for each of the Campuses and units, this Report contains two schedules. The first is
the Summary by Function. This schedule provides information about Revenues by Type and Operating Expenses by
Function. The purpose is to show what is happening during the current year to the various revenue and expense
categories. This schedule shows how prior year experience and the budget compare with what has actually happened
during the reporting periods.
In both the Revenues and Operating Expenses sections of this schedule is a reference to
“E&GP’.
This abbreviation
stands for Educational and General and the Total E&G lines show the Revenues and the Operating Expenses of all
functions other than those which are classified as Auxiliary Enterprises. The E&G subtotals are provided to simplify
comparison of the revenues and expenses of the primary missions of the University while excluding “support functions”
that are not part of the primary missions. Auxiliary Enterprises include support functions such as dining services,
housing, bookstore, and similar “businesses”.
An additional Revenues item that appears below the Total
ESG
Revenue totals is Released from Restrictions. The
amounts on this line reflect funds that were initially received by the University or Campuses for specific purposes and held
until they could be spent to further the specific purpose. Most of this money represents gifts or bequests that have been
provided for such things as scholarships or specific program initiatives. Much of the funding of this type is expended in
the year it is received but Restricted Funds are often held for several years until they can be expended in accordance
with the conditions set out by the donor. For example, scholarship funds that provide for students with certain types of
abilities or needs will not be expended until such students can be identified. Restricted Funds do not become part of the
Operating Budget until released. Prior to being transferred to the Operating Budget, Restricted Funds are carried in the
accounts of the University and invested in accordance with University policy.
^

Because restricted revenues do not become part of the unrestricted operating funds of the University until they are
Released from Restrictions, the amounts shown for Gifts and Grants may vary from the figures reported by the
Development Offices for the same period. The Development Offices report gifts as they are received or pledged.
Pledges are commitments that will be realized at a future date and are not expendable until the funds are actually
received. Funds that are given for a restricted purpose are invested until they can be expended for the purpose specified
by the donor. Several years may pass before a campus can expend a restricted gift as the donor intended, but the
restricted gift is recorded by the Development Office when it is received. The financial schedules contained in this report
do not reflect restricted revenue until it is expended. Therefore, reports from the Development Office may show higher
giving levels than will appear on these schedules.
Restricted Funds should not be confused with Endowment Funds. Endowment Funds are also separated from
unrestricted revenues and are also limited to specific purposes as provided by their donor. The primary difference is that
the principle of Endowment Funds must be retained in perpetuity and only the annual income can be expended to satisfy
the purpose of the donor. On the other hand, the principle amount of a restricted gift can be used as soon as a valid
purpose has been identified. The annual return on Endowment Funds appear as a Revenue Item on the Endowment
Income line.
The schedule for Antioch University as well as the schedules for Central Administration and the University Wide
Expenses contain an additional line, “Net Overhead for Central Ops.” This line has been added on these three schedules
to more clearly display the cost of central operations. Ordinarily, the Overhead used to support the Central Administration
and the University Wide Expenses budget would appear as a “negative expense” entry, but the Board of Trustees has
requested that central operations be displayed more in keeping with how the budgets of the individual Campuses are
displayed. Accordingly, this line has been added to these three schedules and appears as a quasi-revenue entry. It
shows how much is transferred from the operating units to meet the costs of central operations and it clearly separates
the “revenue” of the central operations from their expenses and makes it easier to see the true cost of these units.
The Operating Expenses section of the Function schedule provides financial information for each of the primary activities
or programs. Each operating department of the University is classified in accordance with its primary function. For
example, the Languages Department of the College is classified as Instruction and all of its expenditures will be
combined with those of other teaching departments and reported on the Instruction line of the Function schedules. A list
of the Cost Centers which comprise each of the Functions is presented on page 46.

In the first section of this Report, the columns of the Summary by Function schedules present information about the first
six months of actual activity of the prior year, the mid-year budget for 1997-98 (half of the annual budget), and the actual
experience for the first half of
1997-98.
The last four columns provide a comparison of the 1997-98 actual experience
with the mid-year budget and a comparison of how the mid-year 1997-98 actuals compare with the actuals from 1996-97.
The dollar variance is given for these comparisons and a percentage of variance is also provided.
FASB 11 7 requires the presentation of information on an accrual basis, but the management of the University also
depends on maintaining an appropriate cash flow so that current obligations can be met. The schedules in this Report
contain a conversion to cash basis section which 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. Accumulated depreciation is shown as
an offset to the Depreciation Expense that is included as a part of the Plant Maintenance function. Borrowing proceeds, if
any, associated with the expenditures shown are reflected on a separate line as are the Principle Payments necessary to
retire the loans of previous years.
IV. THE CATEGORY SCHEDULE
The second major schedule used in this Report is the Summary by Category. On this schedule, the Revenues reported
on the Function Schedule are condensed to a single line. For the University as a whole, the Central Administration and
the University Wide Expenses schedules, a second line is added to show the Net Overhead for Central Ops. Although
technically not a revenue item, it is treated as a quasi-revenue on this schedule so that these three units and the
Campuses can be presented in similar ways.
Operating Expenses from the Function schedule are presented by category
(e.g.,
Salaries & Wages, Benefits, Supplies).
These categories show how expenditures have been made by the kinds of goods and services purchased. The
components of each of the Expense categories is listed in detail on page 47.
A section of these schedules shows the
ContingencytReserves
that the Campuses are required or encouraged to
budget. The “Campus Contingency, Mandatoryn amount is budgeted at 2% of net revenue and this sum can be released
during the year in order to meet unexpected expenses or to off set lower than anticipated revenues. Campuses which
are meeting their revenue targets may also request release of these funds to pay for special capital improvements that

they might not otherwise have been able to make. These requests can be honored only when the University as a whole
is performing well.
The “Campus Program Contingency, Discretionary” is a reserve amount determined by the individual campus.
Depending on the volatility of its programs, a campus may elect to hold an additional sum above the Mandatory amount
to off set 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 amounts budgeted 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, Seattle, and retired debt for the College require the University to operate with an
excess of revenue over expenses in each year. In order to satisfy this ratio requirement and to build for the time when
the University can satisfy Moody Investors Service requirements for a bond rating, this money is accumulated during the
year in a University-wide account. At the end of 1996-97, the first year in which the Liquidity Reserve was in operation,
the University accumulated $349,193. In 1997-98, $385,059 was budgeted by the campuses and all of this was
transferred to the Reserve Account at the start of the fiscal year. These sums are identified with each campus through a
series of sub-accounts and has been invested in accordance with University policy. The Overhead section of the
Summary by Category schedule 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 Overhead. Campuses that receive Rebates and Subsidies will show negative amounts
in these schedules because the transfer is shown as a “negative expense” rather than as a Revenue. Although these
transfers are income to the receiving campus, from the standpoint of the University they represent only the reassignment
of revenue from one campus to another.
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 entries appear in the University
Wide Expenses section on pages 42 and 43.
The columns on the Category schedules are identical to those on the Function schedules.

1997-98 MID-YEAR BUDGET PERFORMANCE
Overall, the Mid-Year financial reports indicate that the University is performing well. Total revenue is $763,921 above the
budget projection and Total Operating Expenses are $785,440 lower than planned. Together, the Excess Revenue over
Expense is $1,549,361. Compared to the mid-point of last fiscal year, Total Revenue is up $2,482,458 and Total
Operating Expenses has increased only $871,543.
The largest Operating Expenses category, Salaries & Wages, is 4.5% ($520,754) below the budgeted level and Benefits
are 8.33% ($291,678). below the budget forecast. Training & Development costs are significantly down (-22.41%), as is
Interest Expense (-30.41%) and Miscellaneous (-45.28%). Student Aid Services is up $252,348 above budget, but this
line contains considerable funding from restricted grant
scholarships
and so these expenses are covered largely from
restricted sources that could not be used for other purposes. In general, the major expenditure categories are within or
below budget and salaries, in particular, are below the planned expenditure level. Because salaries and wages are the
most difficult areas to reduce when revenues decline, it is important that this expense line be kept within budget limits.
Despite the overall favorable appearance of the mid-year financial reports, there are some areas of concern which will
require careful management in the remaining two quarters of the fiscal year. Tuition and Fees are one of these areas.
As the following table shows, Tuition and Fees at three campuses are below the budgeted levels for a combined total of
$51 6,000.
TUITION AND FEES
1997-98 1997-98
Budgeted Actual Variance
Antioch College
Glen Helen
New England
Seattle
Southern California
McGregor
TOTALS

Because New England and Seattle are showing Tuition and Fees above their budgeted levels, the University-wide total is
a positive $42,479. Among the reasons why Tuition and Fees require special attention are the following:
The College’s Tuition Discounts in the first half of the year are $225,675 (20.58%) above budget.
Southern California’s enrollment for the full term was below expectation and the enrollment for the Winter
Quarter is uncertain.
The McGregor School is anticipating weakness in two of its most popular programs for the remainder of the
fiscal year.
The revenue figure for Seattle is overstated by the inclusion of approximately $125,000 of spring revenue in the
second quarter.
Together, these factors suggest that the revenue outlook for the balance of the fiscal year will not be as strong as the mid-
year financial schedules suggest.
The overall appearance of the University’s financial position was bolstered by two one-time events. The College received
the unanticipated Blum bequest of $520,000 and the College also received the benefit this year of an additional gift of
$250,000 made late in the last fiscal year. Were it not for these two events, the revenue position of the College and the
University as a whole would not appear as strong as they do in the mid-year reports.
Despite the areas which will require careful attention during the remainder of the fiscal year, the overall condition of the .
University is good. Although some of the campuses have lower than anticipated revenues, all campuses (with the
exception of Southern California) are showing Excess Revenue over Expenses as of the mid-point in the fiscal year. By
continuing to focus on enrollment and carefully managing expenditures, it should be possible for all campuses, with the
possible exception of southern California, to end the fiscal year with positive balances.

Revnues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
TotalE&Q Revenue
Auxiliary Enterprises
RotoftSBu Froffl Hostrtcttons
Total Rwoni~
Not OvrtÃ‘ for Contral Ops
Antioch University
Docombor 31, 1W7 Actual Expendlture Summary by Function
Changs
From
Chcngo
From
1M7-U Budget IBM Actual
DOC 31, 1996 1997-98 DOC 31, 1W7 to 1W7-W Actual To 1M7 AcliMl
Actual YTD Budget Actual $ % $ %
— — –. — – — —
Excess Revenue over Expenses 4,907,030 4,978,529 6,527,890 1.549.361 31.12% 1,620,860 33.03%
Annual Budget conversion to Cash baste
Capital ExfJ-*
BofTowfno hceefJs
PnnCfpu pftynwnis
Prior Year Roserv~
Add back Depredation
Total Cash Items
Net Cash Baste Budget

Antioch University
December 31, 1997 Actual ExpÃ§ndltur Summary by Category
Total Revenues
Net Overhead lor Central Ops
Total Revenues and Net Overhead
Excess Revenue over Expenses
Change From
100748 Budget
Dec31.1996 1997-98 Dac31.1997 tolÃ‘7-MActua
Annual Budget Conversion to Cash Basis
CapKal Expenditures
Borrowing Proceeds
Pdnc@al Paymenis
PriorYearrwswvos
Add Back Depredation
Total Cash Hems
Net Cash Basis Budget
Actual YTD Budget
— —
27.866.396 29.584.933
1,193.520
1,203,465
29.059.916
30,788,398
Change From

347,861 for library subscriptions, AEA purchased services for student accommodations, AEA consultation fees, McArthur
Grant and AEA honoraria fees, College membership fees (GLCA, etc.), Admissions printing and postage expenses, and
College legal fees. Capital expenditures exceed budget YTD by $-226,783 due to expenditures for technology and Birch
Hall. College spending rates are conservative but leave no flexibility for unanticipated expenses beyond our budgeted
reserves.
Collections
The collection rate for student receivable accounts as of 12/31/97 for Fall 97-98 is 92.17% compared to 89.79% for Fall
96-97. The cumulative collection rate for fiscal year 96-97 as of December is 99.1 1%. College collection efforts continue
to improve each term as a direct result of Datatel implementation and the extraordinary perseverance of our Business
Office staff.
Robert
Devine
Interim President

Revenues
Tuition
6 Fees
Less Tuition Discounts
Gilts
Grants
Endowment Income
C0n)racts
OthorIncofno
Total E6Q Revenue
Auxfllary Entororisaa
FteteaswJ From Rostrtdions
Total R~vnuoo
Net Ovrifd tor Central Ope
Operating Expenses
Instruction
Research
Pubic Service
– Support
Student Services
Institutional Support
Plan! Maintenance
Scholarships
Total E&Q Expenses
Auxiliary Enterprises
Total Operating Expenses
Antloch College
Docmber 31, 1997 Actual Expendlturo Summwy by Function
Chmp From
1Ã‡W- Budget
D~~31.1006 1907-08 0~~31,1007 tolÃ‘7-WActua
Actual YTD Budget Actual $ %
– -… — — -.–
Excess Revenue over Expenses -369.428 41 6.639 786,223 369.584 -88.71 %
Net Cash Baste Budge!
China* From
IÃ Actual
To 1M7 Actual
$ %
— -.–

Antioch College
December 31, 1997, 1997 Actual Expendltm Summary by Category
Chingo From
1M7-M Bu-
Doc 31, 1986 1997-98 Dec 31, 1997 to 3-74 Actual
Actual YTD Budget Actual $ %
— — .– — —–
Total Revenues 6,351,415 7,856,681 6,261,768 425,127 5.41%
Net Overhead lor Central Ops 0 0 0 0
Total Revenues and Net Overhead 8,351,415 7,856,661 8,261,788 425,127 5.41%
Change From
1- Actual
To 1Ã‘ Adual
$
OPer@lrHi Expenses
Salaries 6 Wages
Benefits
Training & Developmeni
Student AM Services
Special Eve*
Supples
0- Ope-
Plan! KMnm
Mered Expense
RenteCoats
Mbcetoneous
Conl~ncy/Rcswves
Campus Contingency, Mandatory
CampusProgramContingency*DIacrasttonary
Uqufctty Rweive
Overhead
To Or University
Rebates from the University
Subsidy MArnCampuses
Subsidy from Overhead
aher (Inrrcawus Agree 6 U~IV con^
DoppftctaDon
TWOpwaling Eiqwwes
EXCMS Rwanw over ExpensM
Annual Budget Conversion to Cash Baste
Capital Ew-ur=
Borrowing ProcÃ‘d
Prtncbal payments
Prior Year Reserves
Add Back Depreciation
Total Cash Hero
Net Cash Bash Budget

ANTIOCH NEW ENGLAND GRADUATE SCHOOL
1997-98 Mid-Year Performance
Antioch New England’s 1997-98 fiscal performance through the first half of the year continues to be on target. As
indicated in the October 1997 report, the new student matriculation numbers for the fall 1997 semester offset a slight
shortfall in the summer, resulting in a net increase of 10 FTE above projections for the combined summer and fall
projections. New student matriculation for the spring 1998 semester exceeded projections by ten students, representing
a net increase of approximately 13 FTE students for the year. This growth, while modest, signals an encouraging
reversal from last year’s new student enrollment picture. It is a bit early to have final attrition figures for 1997-98, but we
do not anticipate any significant deviation from the 8% projection which was used to build the current budget.
There are no significant problems reflected in the mid-year financial report. Revenue has exceeded projections and
operating expenses are less than anticipated. On the revenue side, there are some grant and contract income variances
which again highlight the problem of projecting soft monies (we do, however, know of several grants which have been
funded; however, the cash has not yet been received and recorded). Our grant and contract activity, some of which is
embedded in the “tuition and fees” line because the award of credit is involved, continues to expand. On the expense
side, one major variance in the “plant maintenance” category will be corrected by a planned year-end transfer of retained
earnings to that category.
In summary, we believe that this report reflects a satisfactory level of fiscal health, but we are not in “fat city” either.
Jim Craiglow
Provost

Revnuea
Tuition 6 Fees
Less Tuhion Discounts
Guts
Grants
Endowment Income
Contracts
Other Income
Total E6Q Revenue
Auxiliary Enterprises
Antioch New England Graduate School
December 31, 1997, Actual Expenditure Summary by Function
Released From Restrictions
Total RÃ§vnuÃ
Net OvÂ¥rfcea tor Cwitnl Opa
Operating Expanses
Instruction
Research
Pubic Service
Academic Support
Student Service!
Institutional Support
Plant Maintenance
Scholarships
Total EÃ‡ Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash baste
Capital Expenditures
Borrowing –
Principal Payments
Prior Year Reserves
Add back Depredation
Total Cash Items
Net Cash Baste Budget
Dm 31, 1W8 1997-08
Actual YTD Budget
— —
7,909,643 7,429.101
-48,652 -30,000
0 20.002
210,113 222,502
0 0
77,117 147.886
27,376 28.056
8,175,597 7,815,547
0 0
Doc 31, 1W7
Actual
—
7,756,755
-35,036
0
173,171
0
94,804
32.050
8,021,744
0
63.248
0,084,990
2.107.1
75
0
164.055
180.625
265,813
1,256.321
360.588
134,976
4,469,533
4.469.533
$61
5,457
175.209
70.000
245,209
3,370.248
Chango From Change From
1-7-M Budget IÃ Actual
to 1W7-BI Actual To 1M7 Add
$ % 8 %
.– —.. — —

Antioch New England Graduate School
DÃ§cembe 31, 1-7 Actual Expenditure Summary by Category
Ctrngo From
1Ã‘7- Bud#
to 1Ã‘r- Actual
$ %
— —
225.862 2.87%
0
225.862 2.87%
Clung* From
1M Achrl
To 1Ã‘ Actual
$ %
.— —
-171.551 -2.08%
0
-171,551 -2.08%
Dws 31, 1996 1997-98 D*c 31, 1997
Actual Actual
Tola) Revenues
Net Overhead for Central Ops
Total Revenues and Net Overtwad
Operating Expenses
Salaries Ã Wages
BÃ§neffl
Training 6 Development
Student Aid Seivlcas
Special Events
Supples
-Opwallons
MMamumm
Interest Expense
Resale Coals
klbw-
-lngency–
Campus Contingency. Mandatory
Campus Program -ml=Y, -lonary
UquMByR-
overtwad
To the University
Rebate* from the University
Subsidy from Adult chmpms
Subsidy from Overhead
Other (Inlercampus Agree & Urtv Cont)
Depreciation
Tow Opendiro Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basb
Capital Expenditure*
mwbg Proceed*
P-1 Payments
Prior Year Reserves
Add Back Depreciation
Total Cmh Hems
Net Cash Basts Budget

ANTIOCH SEATTLE
1997-98 Mid-Year Performance
Antioch Seattle’s budget reports show excess revenues over expenses at mid-year. Enrollment for Summer and Fall
exceeded projections. During that same time period our spending has been below projections. However, the numbers
on these reports are more optimistic than current reality. This is caused by some Winter term revenue being reported in
these reports and some expenses that were budgeted for Fall being deferred. In addition, early returns on
Wtnter
enrollment suggest that our FTE for Winter ’98 will be under projections. The details of the significant budget variances
follow.
REVENUES
The total revenues reported for the first six months of 1997-98 are shown as $230,000 over budget. Approximately
$100,000 is actual additional tuition revenues. Another $67,000 of the excess reported mid-year revenue is Winter ’98
tuition. Since our registration is in December and we had new staff doing data entry, some of the Winter registration
entries into Datatel were dated when they were received instead of dating for the start of Winter term. Last year all
Winter tuition was recorded in December which is why we show a higher level of actual revenue at mid-year for 1996-97
than we are showing this year for the same period. Additionally, there have been some revenues from continuing
education that have exceeded our mid-year budget projections.
There are a few other revenue items that warrant explanation in our Budget by Function Report. The report indicates a
low usage of tuition remission. Due to a number of students attending other Antioch campuses we expect to use up
these funds when the second semester inter-campus billings arrive. Our grant usage, which also appears low, is due to a
decreased usage of the Federal Work study program so far this year in Seattle. Our bookstore revenues are above
projections which accounts for the increase in revenue posted to Auxiliary Enterprises.
EXPENSES
Salaries and Wages
The variance below budget is due to position vacancies and to positions being filled later than anticipated when the
budget was created. The increase between the 1996-97 budget and the 1997-98 budget is due to the staff and faculty

positions associated with our new academic initiatives, our funding the faculty continuation portion of the Provost retreat
rights policy, and a new Dean of University Relations position.
Training and Development
During the 1997-98 budget development process we were able to restore faculty development funds that had been
eliminated in 1996-97. This is reflected in the increase in budgeted funds for these two years in training and
development.
Student Services
The increase in expenditure is for scholarships for the Multicultural Alliance Students in the Teacher
Certification
Program. These funds were raised from continuing education and are not reflected in the 1997-98 budget.
Special Events
The increase over both budget and previous year for this category is due to the costs of our new facility ribbon cutting and
the Provost’s Inauguration.
In
addition, some costs associated with the Environment and Community Program and
Managements
orientation retreats were charged to line items that summarize to this category. The orientation costs
have offsetting revenues. The other special events were budgeted, but costs exceeded the original budget estimates.
Business Operations
Costs associated with business operations are close to budget estimates. The increases from last year are due to
additional costs associated with moving, printing, advertising for new programs and consulting for media relations.
Plant Maintenance
What appears to be a decrease in costs from last year can be explained by lower leasing costs for this year and where
interest expenses for the new building are charged. We incurred lease expenses this year for only two months. Most of
our expenses for our new facility are the interest costs on our bonds, which summarize to the next category, Interest
Interest Expense
The budget expenditure for interest expense for the first six month is low because the payment will not be reflected until
after January 1.
Resale Cost
Bookstore sales are up as are the costs of running the business.

Miscellaneous
The large increase in budget for miscellaneous expenses is for discretionary funds for the new Provost. When the
1997-
98 budget was developed Seattle anticipated there would be a need for additional funds for memberships in new
organizations, increased fund raising activity, media coverage, publications, and special events. However, the Seattle
campus felt that since the new Provost had not started we wanted to provide as much flexibility in the budget as possible
so we did not designate the funds to specific line items.
Other
The increase in other (inter campus agreements) is to repay
McGregor
for development costs of the Environment and
Community Program.
Institutional Support
The positive variance in expenditure of institutional support funds is due to the budgeted reserves for facility expenses not
being spent yet and low usage of federal work – study matching funds.
Plant Maintenance
Interest expenses on the bonds will be booked on 1/1/98. They are not reflected on this report, but were anticipated,
therefore the budget is higher than our expenditure.
Capital Expenditures
The remaining funds in this category will be spent. We had not resolved the final contract payments for remodeling our
new building as of 12/31/97.
STUDENT ENROLLMENT
Antioch Seattle began the year with enrollments for Summer and Fall above projections. Unfortunately, this trend did not
continue for the Winter term. At this point no special budget response is warranted, because the earlier surplus FTE will
cover the Winter shortfall. Plans are under way to reverse this trend, but should it continue our Unit reserves are enough
to cover a revenue shortfall for Spring.
Toni Murdock
Provost

Antloch Seattle
December 31, 1-7 Actual Expenditure Summery by Function
Revenu~
Tuition & Fees
Less Tuition Discounts
GHts
Grants
Endowment Income
Contracts
OtherIncome
Total E&Q Revenue
A-~Y Enm-
Released From Restfidions
Total RÃ§vnt
(tot Ovrtrad for Central Opa
Operating Exwns=
Irutructkm
Research
PuMc Service
– Support
Student Services
Institutional Support
Plant Maintenance
-rshfps
Total E&Q Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash bask
Capital ExP–
Borowtno Proceeds
Principal Payments
PnorYearnosoyvoft
Add back Depredation
Total Cash Kerns
Owe 31, 1- 1997-98
Actual YTD Budget
— —
Not Cash Basis Budget
Dee 31, 1W7
Actual
—
Chang* From Change From
1ÃˆW- Budget 1MB Actirl
to l@Ãˆ74 Actual To 1997 ActlMl
$ % $ %

Antiach Seattle
DÃ§cemb 31, 1997 Actual Expenditure Summary by Category
Total Revenues
Net Overtiead for Central Ops
Total Revenues and Net Overhead
Excess Revenue over Expenses
Doc 31, 1996
Actual
—-
4,661,261
0
4,661,261
Annual Budget Conversion to Cash Bash
Capital Expenditures
Borrowing Proceeds
Principal Paymerts
Prior Year Reserves
Add Back Depredalbn
Total Cash Hems
Net Cash Baste Budget
1997-98 Dec 31, 1997
YTD Budget
Actual
Change From
1W7-U Budm
to 1W7-lt A~uBI
$ %
Clung* From
1W Aclwl
To 1W7 Actual
$ %

ANTIOCH SOUTHERN CALIFORNIA
1997-98 Mid-Year Performance
The largest single item affecting the Southern California budget during 1997-98 is the continued decline in enrollment.
The following observations relate to the mid-year performance of Antioch Southern California as indicated in budget
summaries by Function and Category.
Expenditure Summary by Function
Overall FTE enrollment through the Fall 1997 Quarter for the region is 43.05 FTE below projection. All programs in the
region except for the
MAOM
Program in Santa Barbara (about 5 FTE above projection through the Fall Quarter) and the
MFA Program in Los Angeles (about 10 FTE above projection through the Fall Quarter) are below projections through the
first half of the year. The largest shortfall is in Los Angeles which through the first two quarters is 31.25 FTE below
projection; Santa Barbara is 1 1.80 FTE below projection.
These reports also are structured so that a portion of Winter 1998 Quarter revenue is reflected in December when
registration actually begins to occur. Preliminary indications are that enrollment for the Los Angeles campus will be under
projection by approximately 50
FTE,
and the Santa Barbara campus enrollment will be under projection by approximately
3 FTE.
These enrollment shortfalls are the primary reason why the revenue for Southern California shown on these reports is
approximately $233,500 below budget. Because of student registration patterns and anticipated enrollments for the
Spring 1998 Quarter, the actual shortfall in Southern California revenue is anticipated to be approximately $400,000
(about 40.00 AFTE regionally) for the year.
Gifts are below projection in the unrestricted category, but restricted gifts (which do not show on these reports) are well
above projection. Grants shows a variance of $34,839 because federal grants funds had not been applied to this fine
before the report was run. This will be done, and the line item will show a positive balance.

Released from Restrictions is considerably below budget because transfers from restricted accounts have not yet been
made including some gift and federal grant funds. Journal transfers moving Federal Work Study funds and SEOG money
were not completed by the end of the quarter. Once these transfers are made, this line will be at the budgeted level.
Instruction expenditures are below projection because Adjunct Faculty expenses are lower than expected in Los Angeles
and because travel expenses have been reduced. Public Service is nominally under budget projection because
operating expenses for the Los Angeles Counseling Center have been reduced slightly.
Academic Support expenditures are below the projected level in a significant way ($197,249) because little of the
program development gift from the Pierson-Lovelace Family Foundation has been spent at this point, because the cost of
providing Readers for students in Los Angeles has been reduced, and because some savings have been realized in the
computer support area and the Academic Services Office.
The unfavorable Student Services variance ($17,634) is the result of additional advertising thus far in the year. Additional
expenditures beyond budget are anticipated the remainder of the year.
Institutional Support is over budgeted by $75,764 because of legal expenses and external relations costs in Los Angeles,
and the 20th Anniversary Celebration and classroom furnishings in Santa Barbara. The legal costs and the classroom
furniture at Santat Barbara were not anticipated in the budget. The cost of the anniversary ran over budget because the
interest and attendance were greater than expected.
Plant Maintenance reflects a negative variance of $146,170 for three reasons. First, the expenditure cycle for lease
payments requires two payments be made at the beginning of the fiscal year and no payment be made the last month of
the fiscal year. This seeming over expenditure during the year will net appropriately at the end of the fiscal year.
Second, the Los Angeles campus will sign a new lease shortly, and savings will be realized for the last 6-months of the
fiscal year. Third, approximately $50,000 of this expense is for the
buildout
of the new space at the Santa Barbara
campus. This line item will be closer to the projected budget as the year proceeds.
Scholarships shows an over expenditure of $10,830 that is not currently offset by extra revenue on the grants line. Some
Gift and
federalistate
funds have not yet been posted to the gifts and grants line, but when this is done there will be
sufficient revenue to cover the overage. An overall positive balance will result when this is done.
Capital Expenditures are below projection because restraint has been exercised in the purchase of equipment given the
general fiscal situation in the Region.

Expenditure Summary by Category
Salaries and benefits are below budget ($126,084 and $30,238, respectively) because several positions have gone
unfilled, and Adjunct Faculty time in Los Angeles has been limited in order to match the enrollment.
Training and Development cost are below budget because we have curtailed travel and professional development
expenses wherever possible, except for faculty professional development which is funded from a restricted gift.
Student Aid Services shows an unfavorable variance of $30,956 because federal grants funds had not been applied to
this line before the report was run. This will be done, and the line item will then show a positive balance.
Special Events exceeds budget projection because of the 20th Anniversary Celebration in Santa Barbara and because
advance deposits have been issued for graduation sites for each campus.
Supplies expenditures are below budget by $53,643 because of Judicious spending in light of reduced revenue. Business
Operations expenditures are above budget projection by $61,576 at this point because of increased expenses for
advertising in Los Angeles and unexpected legal costs as well as because of the hiring of temporary staff in Santa
Barbara. The latter expenses are offset by savings in the salary line.
Plant Maintenance over-expenditures have been explained above.
This is proving to be another extremely difficult year for Southern California. Depending on actual Spring Quarter 1998
enrollment, it is anticipated that a balanced budget can be produced for Southern California by continuing judicious
spending and use of all regional reserves in the 1997-98 budget (approximately $210,000). If Spring Quarter 1998
enrollment is considerably below what is currently anticipated, difficulty in producing a balanced budget will be
experienced and permission to augment the budget from carry forward funds will be requested.
Dale A. Johnston
Provost

Docembor 91, 1-7 Actual Expenditure Summary by Function
Doc 31, 1W
Actual
—
5,077,553
-130.038
1.775
144,963
0
0
18.083
5,112,336
0
Rtvanuta
Tuition 6 Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
OtherIncome
Total E&G Revenue
Auxiliary Enterprises
Released From Reatridtons
Total Rwnwo
Not Ovofbud for Central Opt
Operating Expenses
Instruction
Research
Pubic Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
S-ps
Total E6Q Expenses
Auxiliary Enterprises
Total Operating Expens-
Excess Revenue over Expenses
Annual Budget conversion to Cash baste
Capital Expenditures
Bonowrino Pro-
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Hems
Net Cash Baste Budget
1667-60
YTD Budget
–
5,369.01 3
-99.610
16,256
83.754
0
0
8.010
5,377,423
0
Dec 31, 1-7
Actual
—
5,178,139
-100,818
5.950
11 8.593
0
0
8,875
5,210.739
305
7.860
5.21 8.904
1,373,837
0
38,349
231,957
573,388
1,201.600
659.760
150.836
4,229,727
4,229,727
989,177
33,814
33,814
955,363
Changa From
1907-Ã Budget
to 199741 Actual
$ %
Change From
1W Actual
To 1007 Adud
$ %

Antioch Southern California
Decembu 31, 1997 Actual Expenditure Summery by Category
Chingo
From
1W7-W Budget
to 1W7-U Act-!
$ %
Change From
1-
Actirl
To 1W7 Actual
$ %
— -.—
106.568 2.08%
0
108.568 2.08%
D@c 31, 1996 1997-98
Acluil YTD Budget
—- —
5,112,336 5,452,427
0 0
5,112,338
5,452.427
Doc 31. 1997
Actual
—–
5,218,904
0
5.218.904
Total Revenues
Net Overhead lor Cental Ops
Total Revenues and Not Overhead
Operating Expenses
Salaries &Wages
Benafte
Training 6 Development
Student AM Services
SPo- Events
Supples
Buslneaa Operations
Plant Maintenance
W~Expww
ResaleCoals
Mbcelaneous
Conllngency/ResMvw
Camp= ~ontkioency. ~andatov
Camp@ Program contingency. DIscresUonary
Liquidity Reserve
Overhead
To the we*
Rebates from the UnlveisMy
subsidy from AduH Campuses
subsidy from Owrtiead
Otter (Inlercarrpus Agree & W Cow
Depreciation
Total Opining Emmw
Annual Budget Conversion to Cash Baste
Capdttf Expen- 39,710 61.550 33,814 -27,736 -45.06%
Borrowing Proceeds 0
Prtocbal Payments 0
Prior Year Reserves 0
Add Back Depredation 0
Total Cash Item 39,710 61.550 33.814 -27,736 45.06%
Net Cash Basis Budget 869.825 1.120.853 955,363 -165.490 14.78%

THE MCGREGOR SCHOOL
1997-98 Mid-Year Performance
The McGregor School is in sound financial shape at the mid-point of the 1997-1998 academic year, though there are
some areas of concern. Tuition and Fee income is down $269,090 from budgeted levels, as reported in the Expenditure
Summary by Function report. However, this figure fails to factor in Winter quarter tuition revenue booked after the
deadline for inclusion in this financial report. In actuality, there is an additional $100,000 in revenue generated from
students registering after the report deadline, making the revenue shortfall about $169,000 for the first three quarters of
the year.
Expenses have been closely monitored from the outset of the academic year to protect against any revenue weakness.
In particular, hiring of both new and replacement positions has been delayed and staggered in such a way as to provide a
healthy surplus in year-to-date Salary and Benefit lines; savings against budget of over $220,000 has been realized in
these line items alone. When other expense savings are factored in, McGregor expenses against budget have a net
positive effect of $358,000 to date on the budget as a whole. The net effect is that the revenue weakness which has
surfaced is more than covered by prudent expense monitoring; in fact, savings on the expense side to date is running
more than double the revenue shortfall at the present time.
Though the
revenuelexpenses
ratio is healthy at the present time, the revenue weakness is likely to widen during the rest
of the academic year. In particular, recruiting weaknesses in two of our most important programs, the Weekend College
and the Graduate Management Program, will clearly hurt results for the final quarter of the year (Spring quarter), since
shortfalls in Winter totals will continue to impact financial results for the remainder of the year. It is now anticipated that
the Spring numbers will have the effect of widening the revenue shortfall by another $100,000 or so. Assuming that this
is the case, McGregor will finish the year down about $275,000 on the revenue side from projected levels, which is
disappointing, but this anticipated shortfall appears manageable within the parameters of the budget, since it should be
more than compensated for by substantial expense savings against budget.
Steven J. Brzezinski, Interim Provost

The McGregor School of Antloch
Docombor 31, 1007 Actual Expenditure Summary by Function
Chango
From
1AB7-M
Budgot
to 1W7-W Actual
$ %
— —
Change From
1- Actual
To
1Ã‘ Actu*)
$ %
— —
Ows 31, IÃ‘ 1997-98
Actual YTD Budget
— —
Doc 31, 1007
Actual
Revnuee
Tuition 6 Fees
Lass TuHion Discounts
MIS
Grants
Endowment Imme
contracts
-Income
Total E6Q Revenue
Auxiliary Entoiprfs-
Released From Restrictions
Total Rwoni~
Not Ovrtfd tor CntrÃ§ Ope
Operating Expenses
Instruction
Research
Pubic Service
-Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total E6Q Expenses
Auxiliary Enterprises
Total Operating Expens-
Excess Revenue over Expenses
Annual Budget conversion to Cash baste
Capital Exp-r-
Borrowing –
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Hems

The McGregor School of Antioch
Docembar 31, 1997 Actual Expondlture Summery by Category
Total Revenues
Net Overhead lor Central Opt
Total Revenues and Net Overhead
Conthgency/Reservw
Campus Contingency. M-ory
Campus Program Contingency, Obcrw0onaiy
Liquidity Reserve
Overhead
To the Unhrersity
Rebates from the University
Subsidy from AduR Campuses
&&Wy from Overtiead
Other (Inlercampin Agree 6 Unlv Cord)
Depmclatton
Tad Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Baste
CapNa ExpendK-
Borrowing Proceeds
princ^al-ynwte
Prior Year Reserves
Add Back Depredation
Total Cash Rems
Net Cash Basb Budget
Dec 31, 1996 1997-98
Actual YTD Budgat
—– —
2.454.272 3,811,663
0 0
2,454.272
3.81 1.683
Dec 31, 1997
Actual
.—-
3,659,666
0
3,659,666
1.01 1.930
302.530
33.551
0
15.290
25,112
302.146
43.599
6,543
0
3.162
49,133
0
49,130
337,772
-92,120
17.900
0
227.927
0
2,333.605
1,326.261
64.062
64,062
1,262,199
Change From
1W7-M Budget
to 1W7-M Adwl
s %
– —
-151,817 -3.98%
0
-151.817 -3.98%
Chm From
1Ã‘ Actual
To 1W7 Adud

UNIVERSITY ADMINISTRATION
1997-98 Mid-Year Performance
Operating expenses for the University Administration have been slightly below budget primarily due to staff turnover.
Other expenses have increased as a result of the transition in the Chancellor’s Office and the relocation of the Student
Loans Office from Antioch Hall to the Kettering Building. A vacant laboratory was renovated to accommodate the Student
Loans office and some of the expense for the renovation appeared in the second quarter of the fiscal year.
The University Administration is currently in the process of upgrading the data network used by the Datatel System. As
more campuses begin using more of the modules, the demand on the existing network system has threatened to make
timely processing impossible. Problems with printing and terminal access have prompted a complete examination of the
network structure and, in cooperation with the College, a redesign of the physical layout. More sophisticated and powerful
routers and switches will be installed during the third quarter of the fiscal year in an effort to insure that the campuses
have adequate access to and response from the
Datatel
System.
The Vice Chancellor for Development and the ULC have begun working with the Chancellor on the plans for the next
Capital Campaign. Because of the significant amount of effort that will be required to mount a successful campaign,
considerable advance planning is required.
In the second half of the fiscal year, the Chancellor will be travelling to each of the campuses in order to become familiar
with their operations and environment. He will be meeting with campus and local people as well as individuals and
foundations interested in supporting the work of the University.
Transition and other special demands will place a significant demand on the University Administration budget in the
second half of the fiscal year. Careful expenditure management will be required in order to insure that the budget remains
in balance.
Glenn Watts
Vice Chancellor

Revenues
Tuition 6 Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
-Income
Total E6G Revenue
A~~iliary Entefwbes
“Â¥tease From ftestrictlona
Total nwmuea
Not OvrtÃ‘ for Central OpÃ
Ofwaling E~~enses
Instruction
Research
Public Service
Academic Support
Student Services
InstHutkmal Support
PteM Malntenam
Schohuahtos
Total E&Q Expenses
Auxiffery Enterprises
Told Operating Expenses
Excess Revenue over Expenses
hnual Budgel conversion to cash bash
CaPm Expenditure,
ono owing ~~’t~eeds-
Prkidpal Payments
Prior Year RmamÃ
Add back Depredation
Tda! Cash Items
Not Cash Baste Budget
Antioch University Administration
Docembor 31, 1-7 Actual Expenditure Summary by Functlm
Chance
From
1M7-W Budget
D@C31.1@@@ 1997-99 Doc31.1W to1007-08~ctu~~
Actud
YTD Budget
Actual
— —
$ %
— -.-. —
Change From
1Ã
Actual
To
1087
Aciui
$ %
–.- *.–.-

Antioch University Administration
Docembu 31, 1997 Actual Expenditure Summary by Category
Total Revenues
Net Overhead lor Central Ops
Total Revenues and Net Overhead
operating Expenses
Salaries &Wages
Benefits
Training 6 Development
Student AM Services
Special Events
Supples
Business Operations
Plant Main)-
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency. Dtecrestbw
Liquidity-
Overtwad
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercarrpua Agree 6 Unhf COW)
Depredation
Total Operating Expenses
Excess Revenue WOT Expenses
Annual Budget Conversion to Cash Basb
CapHd Expenditures
Borrowing Proceeds
PrinctoalP~ymerta
Prior Year Reserves
Add Back Depredation
Total Cash Hems
Net Cash Basis Budget
Actual YTD Budget
Change From
lW7-W Budget
to 1Ã‘7- Adumt
s %
– –.
22.528 346.58%
-69.795 -7.59%
-47,267 -5.11%
Chengo From
1- Aetuil
To 1Ã‘ Aetirt

GLEN HELEN ECOLOGY INSTITUTE
1997-98 Mid-Year Performance
As of December 31 , 1997, the Glen Helen Ecology Institute is ahead of its plan with regard to 1997-98 budget. Total
revenues are within $100 of their target, and total expenses are $8,210 ahead of budget plan.
Fee-based program enrollments on and off site continue to be at or slightly above projections, and it is anticipated that this
trend will continue for the remainder of the fiscal year.
Efforts to create a fund development program to garner gifts to support the Glen Helen Ecology Institute continue.
Initiated in December
1997.
early progress in implementing the program was slow. However, it is gaining momentum, and
a focus on corporate and major individual gifts to meet 1997-98 goals is underway for the remainder of the fiscal year.
Rick Flood
Executive Director

Glen Helen
Owmk 31, 1007 Actual Expenditure Summary by Function
Rwenuea
TuHion 6 Fees
Less Tuition Discounts
GUIs
Grants
Endowment Income
Contracts
OtherIncome
Total E6Q Revenue
Auxiliary Enterprises
Released From Restrictions
Total RÃ§vni
Net OvÂ¥rfcm for CentrÃ§ Opa
Operating Ewe-
Instruction
Research
Pubic Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total E&Q Expenses
Auxiliary Enterprises
Total Operating Expenses
EXCCM Revenue wef Expenses
DM31,1Ãˆ 1997-98 D*c31,1W7
Actual YTD BudgÃ§ Actual
— –.- –.-
Annual Budget conversion to Cash baste
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Rewves
Add back Depredation
Total Cash Kerns
Net Cash Basis Budget
Chang* From
1617-W BU-t
to 1007-DD Actual
$ %
Change From
1Ã Actual
To
KIT
Actud
$ %

Total Revenues
Net Overhead lor Central Ops
Total Revenues and Net Overhead
Operating Expenses
Salaries a Wages
Benefits
Training ft Development
Studen) Aid services
SpecM Eve-
Supples
BusinessOperatIons
Plant Maintenance
(merest Expome
Resale Costs
Miscellaneous
conllngencymeserves
Campus ContInoency4 Mandatory
campus Program ~o~tingency. Discretionary
Liquidity Reserve
Overhead
To Ihe UnhfersHy
Rebates from the University
Subsidy from Aduit Campuses
Subsidy from Overhead
Other (Intorcampus Agree 6 Untv Cent)
Depreciation
Told Operalhl Expanses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basb
Capital Expenditures
Borrowing Proceeds
Princpal Payments
Prior Year Reserves
Add Back Depredation
Total Cash Hems
Net Cash Basb Budget
Glen Helen
bcember 31, 1997 Actual Expondlture Summary by Category
Actual YTD Budgal Actual
—-*
283.891
0
283.891
Change From
1Ã‘7- Budgrt
to 1007-M Actwl
$ %
—— —–
-1 11 -0.04%
0
-111 -0.04%
Chingo From
1Ãˆ Actual
To 1Ã‘ Actual

ANTIOCH REVIEW
1997-98 Mid-Year Performance
Our revenues for 1997-98 are slightly ahead of projection in part because of increased fund raising activity and increased
over-the-counter sales. We have received a gift of $50,000 that brings the endowment up to $210,000. In October, we
had a fund raising event in Los Angeles where T. Coraghessan Boyle, David St. John and Judith Hall read. About sixty
Antiochians and supporters attended. We have plans in the works for events in New York in April and in Yellow Springs
in June.
Professor Gerald Early, Director of Afro-American Studies at Washington University, has joined our national advisory
board. His work first appeared in the Review in 1984 and on several occasions since. He is a distinguished cultural critic
whose The Culture of
Bruisinq
won the National Book Critics Circle Award in 1995. Other additions to that board are
anticipated. We have recently added four new faculty members to the editorial board.
Ha
Jin’s
1996 story ‘The Saboteur” Is the lead story in the Best American Short Stories 1997. James Cummins essay on
the sestina has been reprinted in the prestigious American Poet published by the Academy of Poets, and an essay
“Escapade In Hellu on Colonel Mouamar
Kadhaffs
short stories (published in Paris) received pre-publication notice in the
Times Literary
Suvvlement
of London.
Our circulation has held steady at 51 00 copies and we continue to receive a large volume of submissions (3200 fiction,
600 non-fiction). We are on schedule for the spring issue (due out in April).

Antioch Review
December 31, 1007 Actual Expenditure Summary by Function
Actual YTD Budget
RÃ§vanue
Tuilfon 6 Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
OtherIncome
Total E&G Revenue
Auxiliary Edwwtew
Released From Restrictions
Total RÃ§vnw
Not OvMnÃ‘ for Cwitral (to*
Operating Expenses
Inslrudlon
Research
Pubic Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total E&Q Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash bash
CapHal Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Bash Budget
Doc 31, 1007
Actud
–..
0
0
4.995
0
2.863
0
3,272
11,130
47,001
7.087
65.218
0
0
55,112
0
0
0
0
0
55.1 12
55,112
10.106
0
10,106
Chango From
1W7-W Budgat
to 1887-98 Actual
s %
-.– .–.
Chango From
1008 Actual
To 1W7 Adud
s %
–…- -…

Antioch Review
Dwmbw 31, 1997 Actual Expondltw Summary by Category
Total Revenues
Net Overhead lor Central Ops
Total Revenues and Net Overhead
Doc 31, 1996 1997-98 Dec 31, 1997
Actual YTD Budget Actual
Operating Expemes
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Everts
SupplkM
PlantMdnlenaiw
—
Resalecosts
Mbcelaneous
Co~ncy/Rewfvw
Campus Contingency. Mandatory
CampusProgramContingency.DtecmaUonaly
Liquidity Reserve
Overhead
To the WhÂ¥aM
Rabales from the Unlvaislty
Subsidy from ~~ Campuses
Subsidy from overtwad
Other (Irtercampus Agree & Untv Conf)
Deproclatlon
Total Operating Expenses
Excess RÃ§veni over Expenses
Annual Budget Conversion to Cash Baste
Capital Expo-
Borrowing Proceeds
Prtncbat Pam-
Prior Year Reawves
Add Back Depredation
Total Cash Rim
Net Cash Bask Budget
Change From
1007-M Bud#d
to 1007-U Aelvl
$ %
—– —
14.892 29.59%
0
14.892 29.59%
Change From
1- Actual
To 1ÃˆÃ Actual
$ %
—- ——
10,240 18.83%
0
10,240 18.83%

WYSO RADIO
1997-1 998 Mid-Year Performance
Radio station WYSO is the primary National Public Radio affiliate for the Miami Valley. After a slim first quarter, ~SO
had its best fundraiser ever. At the end of 1997, members had pledged over $165,000 and over $131,000 had been
collected. The collected money is $12,182 over our
budget
projection
and
more
than
$44,000
over
last
year
at
this
time.
WYSO will get the final figures on the
total
amount
pledged
by
Federal
employees
at
the
end
of
January.
WYSO
usually
adds
$15,000
to $20,000 to the Fall Campaign total after
this
update
is
~’~~ade.
Federal
employees
generally pledge in the
Fall through the Combined Federal Campaign, which
does
not
start
to
Pay
out
until
April.
The
staff
of
WYSO
is attributing
the Fall increase in pledges
to
our program schedule change,
listener
satisfaction
with
our
revised
schedule
and
more
time spent listening. The Summer Arbitron numbers state
that
more
people
regularly
listen
and
for
longer
periods
of time,
Underwriting income is up slightly from last year at this
time,
but
still
behind
our
projected
Other
Income
for
the
mid-year
point. WYSO hired a full-time underwriting salesman in November
and
he
has been
selling
aggressively.
The Business Operations line was over budget due to
unbudgeted
one
time
expenses,
including
the
severance
package
for the former manager ($8750) and the membership campaign
manager
($8,000).
These
two
expenses
account
for
most of the $17,000 spent over the budget.
Looking towards the second half of the fiscal year, the
staff
of WSO is confident about the direction of the station and its
growing fiscal health. They are working hard to balance
the
budget
for
the
first
time in years. The staff hopes to raise
and actualize over $100,000 in the Spring Membership
Campaign
and
to
collect
at
least
$62
000
is
underwriting
sales.
The acting manager and the Board of Overseers are looking into acquiring the tower site by the station so that it
may be brought up to federal standards. The contract
broadcast
engineer
is
uncertain
about
the
ability of the tower to
withstand a major storm because the tower has not been
adequately
maintained
by the current owner. The tower might
also be a source of revenue for the station in the future.
WYSO has received a Marketing Plan as a gift from a student
of
the
McGregor
School
and
listener
to
the
station.
This
plan will be implemented starting this quarter. It will help
the
station
grow
its
base
of
listeners
and,
hopefully,
membership
in the station.
Anne Williams, Acting Manager

Rovanuoa
Tuition 6 Fees
Less Tuition Discounts
GBta
Grants
Endownwnt Inoome
Contracts
OtnwIncofno
Trial E6Q Revenue
Auxiliary Enterprises
Released From Restrictions
Total RWonW
Not OvÂ¥rtÃ‘ for Central Opo
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student Services
hlsmWd Su~Port
Plant Maintenance
Scholarships
Total E6G Expenses
Auxiliary Enterprises
Total Operating Expens-
Excess Revenue over Expenses
Annual Budget conversion to Cash basis
Capital Expenditures
Borrowing Premeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Hems
Net Cash Basis Budget
WYSO
Docombor 31, 1-7 Actual Expondituro Summary by Function
Chango
From
1997-M
Budget
Doc 31, 1999
1097-98
Doc 31, 1W7 to 1807-08 Actwl
Actual YTD Budget Actual $ %
Change From
1MÃ
Actual
To
1907
Actud
s %
— .–me-

WYSO
Docember 31, 1997 Actual Expondlture Summary by Category
Total Revenues
Net Overhead for Central Ops
Trial Revenues and Net Overhead
Operating Expens-
Salaries 6 Wages
Benefits
Training 6 Development
Student AM Services
Special Events
Supplies
kldness Opera!-
Pfart Malntenanca
Merest Expense
Resale Costs
Miscellaneous
Contlngency/Resswes
Campus Contingency, Mandatory
Campus Program Contingency, Dtecrestionary
Liquidity ~~@
Overtwad
To the University
Rebates from the UnhreisHy
Subsidy from Adult Campuses
Subsidy from Overhead
Other
(Inlercampus
Agree & Unlv Conf)
Depreciation
Total
Operating Expands
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
Dec31, 1996 1997-98
Actual YTD Budgd
Dec 31, 1997
Actual
—–
205,056
0
205.056
Change From
1-7-98 Bud@
to 1Ã‘7- Actual
s %
Chango From
1MÃ Actual
To 1007 Actual
s —.—
45.098
0
45.098

Antioch University-Wide Expenses
December 31, 1907 Actual Expenditure Summery by Function
Revenue*
Tuition 6 Fees
Less Tuition Discounts
Gits
Grants
Endowment Income
Contracts
Other Income
Total E6G Revenue
Auxiliary Enterprises
Relead From Restrictions
Total RwmÃ§
Net Ovartfd tor Centml Opa
Operating Expens-
Instruction
Research
Pubk Service
– Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total E6G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue ewer Expenses
Annual Budget conversion to Cash basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Oeprodation
Total Cash Items
Net Cash Basis Budget
Actual YTD Budget Actual
— — .—
Chan- From
1997-08 Budget
to 1097-90 Actual
$ %
—- -..-.-.
Change From
IÃ Actual
To 1-7 Actual
s %
–..-. —….

Antioch University-Wide Expenses
Docomber 31, 1997 Actual Expenditure Summary by Category
Total Revenues
Net Overhead lor Central Ops
Total Revenues and Net Overhead
Operating Expanses
SalariesAWages
Benefits
Training A Development
Student Aid Services
Special Events
Business Operallore
Plant MalnlenancÃ
wereal Expense
Resalecoats
Mbcefeneous
Conlln@ency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency, DIscresttonary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from AduR Campuses
Subsidy from Overhead
Other (Inlemmpus Agree A Urtv Con!)
Depreclallon
Total Operating Expenses
Doc 31, 1996 1997-98
Actual YTD Budget
Doc 31, 1997
Actual
Chongo
From
1M7-W BudH
to 1-7-M Actual
s %
—— –..—
255,828 52.51%
69,795 24.56%
325.623 42.22%
Excess Revenue over Expenses -924,999 -762,368 -446,774 315,594 41.40%
Change From
19Ã Aetual
To 1-7 Actual
$ %
——- ——-
216,676 41.17%
353,971
570,647 108.42%
Annual Budget Conversion to Cash Basb
Capital Expenditures 0 o
Borrowing Proceeds 0 0
Pdnc@al Payments 49,731 361,020 360.4 11 -609 -0.17% 310,680 624.72%
Prior Year Reserves 0 0
Add Back Depredation -979,719 -1,065,000 -1,050,019 14,981 1.41% -70,300 -7.18%
Total Cash Items -929.988 -703,980 -689,608 14,372 2.04% 2401380 -25.85%
Net Cash Basis Budget

A/R AGING REPORT DECEMBER 31,1997
UNIT/ AMOUNT AMOUNT AMOUNT PERCENTAGE PERCENTAGE
STUDY PERIOD BILLED COLLECTED , OUTSTANDING COLLECTED COLLECTED
12/31/97 12/31/96
COLLEGE (Inc AEA:
98 Spring
Total McG $3,453,763 $2,089,569 $1,459,757 60.50% 87.20%
TOTAL UNIV $25,989,632 $20,438,280 $5,791,853 78.64% 80.56%

Current (0 to 30)
31 -60 Days
61 to 90 Days
Over 90 Days
ANllOCH UNIVERSITY
Status of Accounts Payable
As of December 31. 1997
Aged from Invoice Date
% of Total
70.77%
26.97%
-0.33%
2.59%

COST CENTERS
INSTRUCTION:
Underaraduate
~eritage
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/
AEAMexico
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
Dancehlovement
Therapy
Counseling Psychology
Marriage and Family Therapy
Environmental Studies
Education
PUBLIC SERVICE:
Glen Helen
Antioch
Review
WYSO
Counseling Centers
ACADEMIC SUPPORT:
Academic Administration
General Faculty
AEA Administration
Cross Cultural Program
ArchivesIAntiochiana
Libraryhledia
Services
Psychological Services Center
Research and Evaluation
Writing Center
WSD Institute
Academic Computing
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
STUDENT SERVICES:
Financial Aid Administration
Student Admissions
Registrar (Student Records)
Student Services
Advocate’s Off ice
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:
Dining Serviced Gathering Space
Housing/Bookstore
Computer Sales
McGregor
Conference Center

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
MedicaUDental
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
MeetingsWorkshops
Professional Development
Employee Recruiting
Program Development
STUDENT AID:
Restricted Grant Scholarships
Student Vouchers
LINE ITEMS
SPECIAL EVENTS:
Graduation
Orientation
Miscellaneous Special Events
SUPPLIES:
Office Supplies
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
HonorariaIStipends
Information & Communications
Memberships & Dues
Printing
Postage
AudioNisual
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
Honoraria/Stipends
OVERHEAD COSTS:
Regional Overhead
University
OverheadIRebate
University Conference
College Fund
Operation Subsidy
Inter-Campus Agreements

1997-98 Mid-Year Budget Performance (bud 14)

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