1998-99 Year End Financial Statements (bud 20)

REPORT TO THE
BOARD OF TRUSTEES
1998-99 Year End Financial Statements
1999-2000 First Quarter Performance
October 14-16, 1999

TABLE OF CONTENTS
Introduction
1998-99 Year End Financial Statements
1998-99 Year-End Budget Performance
Antioch University Summaries
Antioch College
Glen Helen
Antioch New England
Antioch Seattle
Antioch Southern California
The McGregor School
University Administration
Antioch Review
WSO
Radio
University-Wide Expenses
Change in Carryforward and Liquidity
1999-2000 First Quarter Budget
Performance
1999-2000 First Quarter Performance
Antioch University Summaries
Antioch College
Glen Helen
Antioch New England
Antioch Seattle
Antioch Southern California
The McGregor School
University Administration
Antioch Review
WSO Radio
University-Wide Expenses
Receivables Aging Report
Status of Accounts Payable
Cost Centers
Line Items

REPORT TO THE BOARD OF TRUSTEES
OCTOBER 14-16,1999
I. INTRODUCTION
The first section of this report contains financial information concerning the performance of the University, its campuses
and associated units during 1998-99. The second section contains financial information on how the University and its
components have performed in the first quarter of the 1999-2000 fiscal year. The Datatel Management System and the
cooperation of Campus personnel allow us to present the full first quarter of information shortly after the close of the
period.
The information contained in this report is presented using the Financial Accounting Standards Board (FASB) I I7
reporting standards that became mandatory for independent colleges and universities on July I 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 operation or mission. The information on the 1998-99 fiscal year
expands and supplements the material presented in the Audited Financial Statements prepared by
Ernst & Young LLP.
The material presented in this document provides a more 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.
If
you are
familiar with the terms and format of this Report, you may want to begin reading the 1998-99 Year-End Budget
Performance Section on page 7 and then read the summary of the 1999-2000 First Quarter Performance on page 53.
11. FORMAT AND CONTENT
The 1998-99 Year-End Financial Review section and the 1999-2000 First Quarter Performance section contain summary
schedules for the entire University and similar schedules for each campus, the University Administration, Glen Helen,
WYSO Radiol the Antioch Reviewl 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 prior fiscal year and how well it is
managing during the first quarter of the current year. The narratives also provide an opportunity for the President or unit
manager to describe the problems he or she has dealt with during the previous year and the opportunities that are being
exploited during the current fiscal year.
Revisions to the 1999-2000 Capital Budget may be necessary. Under Board of Trustee policy, Trustee approval is
required for any non-personnel expenditure of more than
$251000.
The Capital Budget that was presented to the Board
at the June meeting contains plans for capital expendituresl but during the first quarter of the fiscal year, some Campuses
have identified changed conditions as well as unanticipated needs that require changes to their capital improvement
plans.
In
some
casesl
a campus may need to acquire additional equipment, particularly technologyl while in other cases
repairs or improvements to the physical plant may be needed.
Ill. THE FUNCTION SCHEDULE
For the University as a whole and for each of the Campuses and units, both sections of this Report contain 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 happened during the prior fiscal year and what is
happening during the current quarter 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 two reporting periods.
In
both the Revenues and Operating Expenses sections of this schedule is a reference to
“E&G1′.
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 that 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 servicesl
housing, bookstorel and similar “businesses”.
An additional Revenues item that appears below the Total E&G 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
ofien
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 Restrictionsl 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 on a cash
basis!
orl
as they are
received: the Accounting Offices report gifts on an accrual
basisl
or, when they are received a first 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. Thereforel reports from the Development Office may show higher or lower 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 principal 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
handl
the principal amount of a restricted gift can be used as soon as a valid
purpose has been identified. Income from the Endowment Funds appear as a Revenue
Item
on the Endowment Income
line.
The schedules in this Report for Antioch University as well as the schedule for University Administration and the
University Wide Expenses contain an additional line, “Net Overhead for Central
0~s.~’
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
University 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 the way 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 that comprise each of the Functions is presented on page 95.
In the first section of this Report, the columns of the Summary by Function schedules present information about the
actual activity of the two prior years, the budget for 1998-99 and the actual experience for 1998-99. The last four
columns provide comparisons of the 1998-99 actual experience with the budget for that year and a comparison of how
the 1998-99 actuals compare with the actuals from 1997-98. The dollar variance is given for these comparisons and a
percentage of variance is also provided. Similar information is provided in the second section of this Report, but the data
and comparisons are for the first quarter of the fiscal year.
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 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.
The Conversion to Cash Basis section also shows the use of any Prior Year Reserves. Prior Year Reserves are
maintained by the University as “funded” or “unfunded”. Whenever a campus ends the year with an operating surplus,

this sum is recorded and carried forward on the books. If the University has sufficient surplus cash at year-end, the
surplus is funded and invested in an interest bearing account for the benefit of that campus. If there is not sufficient cash
to cover the surplus, the uncovered portion becomes a credit to the unfunded reserve. Campuses may propose the use
of their Funded Prior Year Reserves in the annual budget, or they may request the Chancellor’s permission to use
Funded Reserves to meet unexpected expenses during the year.
IV. THE CATEGORY SCHEDULE
The second major schedule used in both sections of 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
University 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 96.
A section of these schedules shows the ContingencyIReserves that the Campuses are required or encouraged to
budget. The “Campus Contingency, Mandatory” amount is budgeted at 2% of net student-derived revenue and this sum
can be released by the Chancellor during the year in order to meet unexpected expenses or to offset lower than
anticipated revenues. Campuses that 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 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 1.25% (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 1998-99, the third year in which the Liquidity Reserve has
been in operation, the University accumulated $1
,I
86,378. This sum is identified with each campus through a series of
sub-accounts and has been invested in accordance with University policy. A schedule showing the Funded and
Unfunded Reserves as well as the Liquidity Reserve balance for each of the Campuses is contained on page 52.
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 which 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 50 and 51.
The columns for 1998-99 and for the first quarter of 1999-2000 on the Category schedules are identical to those on the
Function schedules.

1998-99 YEAR-END BUDGET REPORT
The overall financial performance of the University in 1998-99 was mixed. The Total Increase in Net Assets (Excess
Revenue over Expenses) was $500,106, compared with an increase of $827,400 in 1997-98 and an increase of
$1,817,344 in 1996-97. These bottom-line numbers were heavily influenced by the overall performance of the stock
market and the lower realized and unrealized gains in the endowment fund. Had the endowment gains been steady, the
changes between these three years would be much smaller. Only McGregor showed a decrease in Net Assets, and only
Seattle produced a Cash Basis surplus.
In recent years, some Campuses have done extremely well, while others performed poorly. This year the performance
was more consistent, with only Seattle producing a cash Basis surplus and the others finishing the year with balanced
budgets. McGregor and New England each used prior year reserves to balance their budgets, but while New England
had planned to borrow reserves to complete its campus build-out project, it was able to pay for the project from its own
reserves and still retained a funded reserve balance.
For the second year in a row, the College has produced a balanced Cash Basis budget and a solid Increase in Net
Assets. This kind of performance is critical to the financial health of the entire University.
For the University as a whole, Tuition and Fee income was about 5% below budget, but 4.6% above the prior year. Total
Revenues were slightly below budget
(-0.33%),
but 2.75% ahead of last year. Total Expenses were nearly 3% below
budget, but 3.27% ahead of
1997-98.
On a Total Increase in Unrestricted Cash basis (Net Cash Basis budget), the University ended 1998-99 at $1,384,861
compared to $638,477 in 1997-98 and $440,171 in 1996-97.
UNRESTRICTED STATEMENT OF ACTIVITIES
The Statement of Activities is most comparable to the Income Statement of a for-profit organization. The purpose of the
Statement of Activities is to summarize unrestricted operations of the 1998-99 fiscal year. The full Statement of Activities
for the entire University is contained in the Audited Financial Statements prepared by
Ernst & Young. Their statement

contains the Unrestricted, Temporarily Restricted, and Permanently Restricted funds and thereby provides a complete
picture of the entire “bottom line.” The schedule contained in this report focuses on Unrestricted funds because they
constitute the operating revenues and expenses of the campuses and the University as a whole. By looking at the
increase or decrease in Net Assets, it is possible to get a quick understanding of how well the University performed during
the fiscal year. Last year, the Statement of Activities shows an increase in Net Assets of $827,400, while this year the
increase in Net Assets was $500,106.
The interaction of two components play a major role in the annual change in Net Assets; one is depreciation and the
other is gains on the endowment. Because all assets are held in the name of the University, depreciation is presented in
the University Wide section of this Report. (University Wide reports the expenses and revenues that are not directly
associated with a single operating unit.) Deprecation accounts for more than 85% of the operating expenses in University
Wide, and depreciation increased this year by nearly $218,000. In this report, the expenses in University Wide are offset
by unrealized gains in the value of the University’s Endowment and other investments, but operationally, little of the
unrealized gains on the endowment are used to pay for costs associated with depreciation. Unrealized gains are retained
in the endowment and depreciation is largely unfunded. In 1998-99, unrealized gains were $684,412 less than in
1997-
98 and this means that there was less revenue to offset the additional depreciation. Although revenue in University Wide
is $79,810 greater than in the prior year and expenses are $36,568 lower, on the Statement of Activities University Wide
shows a decrease in Net Assets in 1998-99 of
$-I
,242,603 compared to a decrease of
$-I,
164,534 in 1997-98. The key
points are that the performance of the stock market has significant influence over the change in Net Assets, and if the
market were doing less well, depreciation would have a greater effect on the change in Net Assets.
STATEMENT OF FINANCIAL POSITION
The Statement of Financial Position presents information similar to what can be found on the Balance Sheet of a for-profit
organization. The official Statement of Financial Position is contained in the Audited Financial Statements prepared by
Ernst & Young, but that schedule does not provide detail for the individual campuses. The Statement of Financial
Position contained in this Report shows the Total Assets, Total Liabilities, and Total Liabilities and Net Assets. Because
depreciation and most physical assets are recorded on a University-wide basis, the Total Assets and Total Liabilities and
Net Assets balance only at the Total University level.

The Statement of Financial Position is only a snapshot of the condition of the University at one particular moment in time,
June 30, 1999. However, it does provide insight into the financial status at the close of business for 1998-99 and when
compared to the Statement from the prior year can be a useful indicator of the financial direction of the University. On
June 30, 1997 the Total Liabilities and Net Assets of the University was $73,254,887. At June 30, 1998 this figure had
increased by $2,642,734 to a total of $75,897,621. This year, Total Liabilities and Net Assets are $74,614,981. The
primary reason for the decline of $1,282,640 is the change in the timing of the billing of Tuition and Fees at New England.
The conversion to Datatel eliminated a problem inherent in their old system, but required a one-time accounting
adjustment.
UNRESTRICTED REVENUE
The 1998-99 Total Educational and General (E&G) Revenue for the entire University was $-612,702, or 1.39%, below the
budgeted level. In 1997-98 we were
$-I
80,899 below the budgeted level. Tuition revenue was
-$2,065,222,
or
5.04%,
below budget but 4.60% above tuition received in the prior year. All of the Campuses, except New England, had tuition
income below their budgets, and the sum of the negative variance for these four was over $2.1 million. The following
table compares budgeted and actual Tuition and Fee income.

Tuition and Fee Income
1998-99 Year-End
Antioch College
Glen Helen
New England
Seattle
Southern California
McGregor
TOTALS
1998-99 1998-99 Variance as
Budgeted Actual a percent of
Revenue Revenue Variance Budgeted Revenue
Tuition Discounts are the scholarship and aid assistance funded by the campuses. The College awarded more than 87%
of the $2,850,613 given to students in 1998-99. Tuition Discounts at the College grew by more than 15% over 1997-98,
but were more than 24% below the budgeted level. This rate of growth in Tuition Discounts was greater than the 12.7%
increase in College Tuition and Fee Income. However, on a two-year basis, Tuition Discounts at the College grew by 8%
and actual Tuition and Fee Income increased by nearly 22%.
Antioch New England reversed the decline in Tuition and Fee Income that occurred in 1997-98 and increased revenue by
1.13%. Conservative budgeting insured that actual revenue also exceeded the budgeted figure. At Seattle, Tuition and
Fees missed the budget target by 4.9% and actually declined slightly from the prior year. At McGregor, actual Tuition and
Fee Income also failed to reach the budgeted level by
8.2%,
but did exceed the prior year by $48,896. Southern
California narrowly missed its budget target
(-1.3%),
but managed to post a 4.1 Oh year-to-year increase.
Gift Income missed the budgeted target by
-$160,941
(-8.2%) and was down from the previous year by nearly $600,000
(-24.8%). At the College, which accounts for 71.7% of the Gift Income, receipts were -5.5% below budget, but -34.7%

($687,662) below the prior year. In 1997-98, the College’s Gift Income was unusually high because of the unrestricted
Blum gift of $522,998. Although the amounts are still modest, Gift Income at the other Campuses increased significantly
as their fund-raising efforts gain strength. The most serious Gift Income problem occurred at Glen Helen, where it was
-90% (-$189,039) below budget and 9% below the prior year. Support for Glen Helen appears to have declined in
reaction to the master plan that would have shifted major functions to the South Glen. This Gift Income shortfall, and the
inability to attract Grant Income at the budgeted level, were primary causes of the
-$90,000
deficit incurred by Glen
Helen. Although the Glen is a unit of the College, it is presented separately in this report.
Grants revenue was just 1.7% below budget and up 17% ($431,138) from the level of the prior year. New England
accounted for most of the year-to-year improvement, by posting additional Grants Income of $304,675. Total Contracts
income was up $92,800 over budget due to increases of $26,120 at Seattle and $76,397 at
McGregor.
Other Income increased by $843,263, or
+89.6%
over the budgeted level, but was down for the second year in a row.
Several elements are combined in Other Revenue and their interaction can mask significant changes. Accounting for
more than half of the Other Income in 1998-99 is realized and unrealized gains on the endowment fund. Because much
of these gains were unrealized and retained in the endowment, they are not available for expenditure, although they do
add to our assets. In 1998-99, endowment gains were $792,265, compared with $1,344,905 in 1997-98 and $1,524,855
in 1996-97.
The lower level of gains on the endowment fund account for the
-$417,765
year-to-year decline in Other Income.
Increases in other revenues that are combined in Other Income partially offset the lower returns.
Other Income at the College appears to have declined significantly from the 1997-98 level, but 1997-98 Other Income
was unusually high. In that year, the Board authorized a transfer of $600,000 of realized gains on the endowment to the
College for capital expenses.
Other Income increases of $84,566 at New England and $43,597 at McGregor resulted from “cost allowances” earned on
grants they received, while
WYSO
increased its underwriting income by $48,787. The increased marketing of air time
resulted in nearly 35% more underwriting income for the station and helped balance the budget for the second
consecutive year.

UNRESTRICTED OPERATING EXPENSES
For the University as a whole, E&G Expenses were
-$I
,633,319, or
-3.25%,
below budget but 3.18% above prior year
expenditures. E&G Expenses were above the level of the prior year at all Campuses except Seattle, where last year’s
expenses were pushed up by the opening of the new building. The percentage increases for the other four Campuses
range from nearly
+I
.24%
at Southern California to
+5.5%
at McGregor. Overall, the increase in total year-to-year
expenditures ran above inflation. The growth in the percentage increase for faculty and staff salaries (6.74%) from
1997-
98 to 1998-99 was above the overall year-to-year growth percentage for all expenses, but Salaries and Wages were only
+0.37%
($90,652) over budget. The increase in the cost of Salaries and Wages represents over 95% of the total
year-to-
year increase in Operating Expenses.
The following table compares budgeted E & G expenses with actuals:
Educational & General Expenses
1998-99 Year End
1998-99
Budaet
1998-99
Actual Variance
Antioch College
Glen Helen
New England
Seattle
Southern California
McGregor
Central Administration
WYSO Radio
University Wide
Antioch Review
TOTALS

Although 1998-99 Salary and Wages costs were slightly above budget and up by 6.74% over the prior year, fringe benefit
costs were
-13.85%
below budget (-$997,346) and -1.24% (-$78,130) less than last year. In fact, fringe benefit costs are
about what they were in
1996-97
despite a 9.5% increase in the cost of Salaries and Wages over this same period.
Several factors account for this three-year containment of fringe benefit costs, but a major element has been the
restructuring of the health and drug plans to take advantage of industry discounts. Other factors are competitive bidding
for life insurance, lower Workers Compensation costs, smaller contributions for retiree drug plan costs (FASB
106),
and
the strong economy that has lowered Unemployment Compensation claims. As a result of the lower costs for fringe
benefits, the Campuses saved directly and the central accounts were able to rebate to the Campuses at the end of the
year.
1998-99 Fringe Benefits Rebates
June 30,1999
Workers Unemployment
Medical Comoensation Comoensation Totals
Antioch College 62,158 1,189 34,518 97,865
New England 20,991 2,966 2,622 26,579
Seattle 9,859 0 7,926 17,785
Southern California 0 4,585 13,738 18,323
McGreg
or 0 0 15,956 15,956
Central 0 0 4,732 4,732
TOTALS $93,008 $8,740 $79,492 $1 81,240
Although New England had a significant capital improvement project completed during 1998-99 and the other Campuses
also made physical plant improvements, additional outside borrowing was limited to $40,110. This loan was used to

purchase equipment at the College. Principal payments decreased by $354,097 from the previous year. In September
of 1997, the University made a required balloon payment of $300,000 on the mortgage on the Kettering Building. This
one-time event inflated the principal payments last year and explains the current year’s decrease.
Funded Reserves, the retained earnings held for the Campuses to cover the cost of capital projects and emergencies,
decreased to only $376,464. New England used $60,278 to pay a portion of the cost of the Campus expansion project
and McGregor used $1 18,256 for operating costs because of enrollment shortfalls. The current funded balance is the
lowest it has been in many years.
Because the Funded Reserves provide funds to cover low points in the annual cash flow cycle, its erosion would be of
considerable concern were it not for the Liquidity Reserves. These mandatory “savings accounts” increased by $472,126
in 1998-99 for an aggregate value of $1
,I
86,378. The growth in the Liquidity Reserves has offset the reduction in the
Funded Reserves.
In 1998-99, the University made the final payment necessary to retire its internal loan obligation. During 1978-79 when
the University was experiencing severe financial difficulties, a portion of the endowment was pledged to guarantee a bank
loan used for Campus operations. When the University could not make payments on the loan, the holder of the collateral
sold the stocks and bonds that had been pledged. In 1980-81, the Board of Trustees directed the repayment of the lost
collateral to the Endowment Fund. The principal was repaid by applying unrestricted realized and unrealized gains on the
pooled investments to this obligation rather than using them for operations, and the interest was repaid from operating
revenues. In
1998-99,
$233,136 in principal and interest was paid. In total, $3,337,343 in principal plus
$4,094,745
in
interest was paid to the endowment fund.
Overall, this was a successful year for the University. Revenue exceeded expenditures, although the “bottom line” of
$500,109 was slimmer than in each of the previous two years. The Net Cash Basis Budget improved over the prior two
years and debt was reduced. While only Seattle had a net cash surplus at the end of the year, only McGregor finished
with a negative Excess Revenue over Expenses. Perhaps most significant, the College completed 1998-99 with Excess
Revenue over Expenses of $941,814 and its second consecutive balanced Cash Basis Budget. Careful expenditure
control and some fortuitous external events contributed to the outcome, but this is wonderful news given that the College
had a Cash Basis deficit of nearly $1.5 million as recently as 1996-97.

ANTIOCH UNIVERSITY
Unrestricted Statement of Activities
As of June 30, 1999
By Campus
College
Inc Glen Helen
———-
Central Admin
Inc
WYSO,
McGregor
Antioch Review
Southern
California
———-
7,626,352
65,820
200,424
University
Wide New England
———-
8,261,573
38,584
1,194,884
Seattle
———-
6,997,392
23,065
194,299
12,631
-768
275,075
21 1,793
7,713,487
40,427
7,753,914
3,374,420
761
275,594
61 1,789
1,960,690
794,329
197,245
7,214,828
262,307
7,477,135
7,477,135
276,779
2,320,576
2,597,355
– – – – – – – – – – – – – – – – – –
Total
———-
36,042,767
1,801,715
3,521,385
0
228,552
128,295
798,760
-1,710
3,010,067
859,012
46,388,843
2,887,589
49,276,432
16,645,075
17,791
2,452,866
2,500,000
5,209,735
9,456,436
6,974,231
2,945,199
46,201,333
2,574,993
48,776,326
0
0
48,776,326
500,106
12,263,629
12,763,735
– – – – – – – – – – – – – – – – – –
15
Revenues and Gains:
Tuition and fees
Contributions
Contracts and other exchange transactions
Investment income on life income and annuity agreements
Investment income on endowment
Other investment income
Net realized
gains(loss)
on endowment
Net realized
gains(loss)
on other investments
Sales and service of auxiliary enterprises
Other Income
Total revenues and gains
Net assets released from restrictions
Total unrestricted revenues, gains and other support
Expensesand Losses:
Educational and General:
Instruction
Research
Public Service
Academic support
Student services
Institutional support
Operation and maintenance of plant
Scholarships and Fellowships
Total educational and general expenses
Auxiliary enterprises
Total expenses
Actuarial (gain) loss on annuity obligations
Payments to life income beneficiaries
Total expenses and losses
Increase(decrease)
in net assets
Net assets at beginning of year
Net assets at end of year

ANTIOCH UNIVERSITY
Statement of Financial Position
June 30, 1999
Cash and cash equivalents
Accounts receivable
Grants receivable
Contributions receivable
Prepaid expenses
Loans to students
Investments
Land, buildings and equipment
Total Assets
Accounts payable
Accrued benefit liabilities
Other accrued
liablilities
Deferred revenue
Notes and bonds payable
Annuities payable
Deposits held on behalf of others
Advances from government
for student loans
Total Liabilities
Net Assets
Unrestricted
Temporarily restricted
Permanently restricted
Total net assets
Total Liabilities and Net Assets
College New England Seattle
——
153,717
1,049,581
90,422
357,953
7,659,390
9,311,063
236,490
1,324,465
7,290,000
50,163
8,901,118
2,597,355
49,126
2,646,481
11,547,599
Southern
California
——
21 5,387
1,091,987
296,725
659
1,604,758
83,798
1,358,093
179,978
1,621,869
1,916,075
188,158
986
2,105,219
3,727,088
University
McGregor
Administration
Total
University
——
76,320
5,795,361
96,548
1 1,305,325
937,266
4,564,495
19,828,935
32,010,731
74,614,981
1,004,347
2,691,806
2,085,377
6,173,342
16,143,556
1,989,404
865,853
4,534,444
35,488,129
12,763,735
9,534,403
16,828,714
39,126,852
74,614,981
16

Antioch University
1998-99 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Net Overhead for Central Operations
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 Revenueover Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year
~eserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
1996-97
Actual
——–
36,216,777
-2,720,777
1,562.098
2,743,890
240,170
376,880
2,650.740
41,069.778
2,655,342
3,929,566
47,654,686
2,387,040
16,445,646
48,491
1,731,015
2,088,252
4,808.275
11,479.498
6,006,089
3,201,234
45,808,500
2,415,882
48,224,382
1,817,344
9,012.493
-6,700,431
1,294,100
-236,665
-1,992,324
1,377,173
440,171
1997-98
Actual
——-a
37,183,045
-2,484,257
2,395,959
2,514,304
224,211
414,884
2,202,123
42,450,269
2,884,208
2,621,245
47,955,722
2,406,928
16,578,061
16,868
1,889,511
2,540,840
5,102.134
11,346,577
6,787,508
2,824,617
47,086,116
2,449,130
49,535,246
827,404
3,701,291
-1,797,319
1,066,325
-277,888
-2,503,482
188,927
638,477
1998-99
Budget
– – – – – – – –
40,958,604
-3,630,290
1,962,657
2,997,578
278,700
483,139
941,095
43,991,483
3,071,190
2,378,630
49,441,303
2,417,372
17,392,302
0
2,150,654
2,562,255
5,139,861
13.656.876
6,401,725
2,910,958
50,214,631
2,510,076
52,724,707
-866,032
1,023,216
0
946,752
-400,000
-2,436,000
-866,032
0
1998-99
Actual
– – – – – – – –
38,893,382
-2,850,613
1,801,716
2,945,442
228,553
575,943
1,784,358
43,378,781
3,010,065
2,887,589
49,276,435
2,379,979
16,645,075
17,791
2,452,866
2,500,000
5,209,735
11,836,415
6,974,231
2,945,199
48,581,312
2,574,993
51,156,305
500,109
1,342,870
-40,110
712,228
-178,534
-2,721,206
-884,752
1,384,861
Change From
1998-99 Budget
to 1998-99 Actual
Change From
1997-98 Actual
to 1998-99 Actual

Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Antioch University
1998-99 Actual Expenditure Summary by Category
1996-97
Actual
– – – – – – – –
50,041,726
22,314,039
6,220,426
1,306,192
1,636,621
206,945
1,261,997
5,111,798
3,707,279
1,134,081
516,543
304,359
0
6,047
0
4,310,113
-1,398,074
0
-525,000
118,692
1,992,324
48,224,382
1.81 7,344
9,012,493
-6,700,431
1,294,100
-236,665
-1,992,324
1,377,173
440,171
1997-98
Actual
– – – – – – – –
50,362,650
22,885.358
6,284,012
1,512,014
1,599,716
207,120
1,412,738
4,832,019
3,330,642
1,421,355
61 0,603
406,447
0
0
0
4,443,387
-1.51 1,459
0
-525,000
122,812
2,503.482
49,535,246
827,404
3,701,291
-1,797,319
1,066,325
-277,888
-2,503,482
188,927
638,477
1998-99
Budget
– — – – – – –
51,858,675
24,336,289
7,203,228
2,015,145
1,229,964
239,556
1,300.482
4,484,356
3,017,924
1,403,835
594,280
509,180
662,025
435,788
452,126
4,444,833
-1,664.855
647
-400,000
23,904
2,436,000
52,724,707
-866,032
1,023,216
0
946,752
-400,000
-2,436,000
-866,032
0
1998-99
Actual
——–
51,656,414
24,426,941
6,205,882
1,501.263
1,609,715
209,851
1,419,636
4,982,074
3,158,937
1,379,616
660,867
384,284
0
0
0
4,444,833
-1,664,855
0
-400,000
116,055
2,721,206
51,156,305
500,109
1,342,870
-40,110
712,228
-1 78.534
-2,721,206
-884,752
1,384,861
Change From
1998-99 Budget
to 1998-99 Actual
Change From
1997-98 Actual
to 1998-99 Actual

ANTIOCH COLLEGE
1998-99 Year-End Review
Enrollment Annualized 1998-99 College enrollment is 631 FPE (based on gross tuition and fee revenue). This
compares to a 1997-98 FPE of 527 and a 1996-97 FPE of 503. The enrollment for the fiscal year based on an
unduplicated headcount is 784. This represents an improvement in actual College enrollments which exceeds our
per-
term headcount projections. The revenue generated by these students is less than budgeted as a result of a smaller than
budgeted Fall entering class and a significant number of non-degree students who do not generate full-year tuition. The
College experienced greater than anticipated improvements in retention, and recruitment efforts for new students were
close to meeting target goals over the course of the year.
Operating Revenues College revenues reflect a significant recovery compared to budget given the enrollment shortfall
for Fall term. Overall revenues are $-580,084 under budget. Net tuition revenues reflect an unfavorable variance to
budget of $-416,264. Released from Restrictions revenues which include scholarship funds, the
MacArthur
grant, and
revenue from the Michener gift indicate a favorable variance to budget of $231,033. The availability of restricted funds for
scholarships or capital improvements greatly reduced the impact of net tuition variances.
Operating Expenses As a result of reduced revenues, the College also reduced operating expenses by $802,918
compared to budget. Compared to actual revenues, the College produced an accrual basis surplus of $941,814 which
provided the necessary funds to cover capital and cash expenditures. The overall performance of the College for the
1998-99 fiscal year indicates a balanced budget as a result of exceptional financial management, continued support from
faithful donors, and the realization of promised gifts.
Collections The collection rate for student receivable accounts as of June 30, 1999 for fiscal 1998-99 is excellent at
98.12%. College collection efforts continue to improve as a direct result of
Datatel
implementation and the extraordinary
perseverance of our Business Office staff. The College’s revenues received from adding the Summer Term, improving
enrollments, and improving collection efforts has increased from $4,079,760 for Fall 1995 to $7,255,437 for
Summer/Fall
1998, an improvement of 77.84%.
Robert H. Devine
President

Antioch College
1998-99 Actual Expenditure Summary by Function
Revenues
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
Plant Maintenance
Scholarships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenueover Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
1996-97
Actual
– – – – – – – –
8,893,663
-2,310,298
1,114,121
1,403,628
188,687
1,455
214,455
9,505,711
2,048,157
3,244,930
14,798,798
1997-98
Actual
– – – – – – – –
9,598,204
-2,167,392
1,980,001
1,349,156
170,112
996
752,614
11,683,691
2,265,022
1,766,920
15,715,633
1998-99
Budget
– – – – – – —
12,039,945
-3,302,690
1,367,776
1,553,738
225,000
0
77,181
11,960,950
2,414,564
1,777,557
16,153.071
1998-99
Actual
— ——
10,817,666
-2,496,675
1,292,339
1,406,747
176,082
891
89,748
11,286,798
2,277,600
2,008,590
15,572,988
Change From Change From
1998-99 Budget 1997-98 Actual
to
1998-99
Actual to 1998-99 Actual

Antioch College
1998-99 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
1996-97 1997-98 1998-99 1998-99
Actual Actual Budget Actual
– — — – – – — – – – – – – – — – – – — ——–
14,798,798 15,715,633 16,153,071 15,572,988
Change From Change From
1998-99 Budget 1997-98 Actual
to 1998-99 Actual to 1998-99 Actual

GLEN HELEN ECOLOGY INSTITUTE
1998-99 Year-End Review
1998-99 ended with the Glen Helen Ecology Institute showing a deficit of $90,887. Although this is bad news, the
projected deficit for 1998-99, submitted with the 1999-00 budget, was much higher. Tuition and fees for the Outdoor
Education Center were below budget by $1 7,800 and the fledgling development operation fell short of its targets by nearly
$200,000.
Expenses were held below budget on nearly every line, reflecting cost saving measures enacted once it became clear
that revenues were behind target. Budget cuts for 1999-00 were implemented early to maximize expense savings, but
the gap was too large to close.
Rick Flood
Executive Director

Glen Helen
1998-99 Actual Expenditure Summary by Function
Revenues
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
Plant
~Sntenance
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 Depreciation
Total Cash Hems
1996-97
Actual
1997-98
Actual
1998-99
Budget
– – – – – – —
137,586
0
210,000
132,000
42,000
12,400
1,643
535,629
280,926
14,181
830,736
1998-99
Actual
— ——
11 9,785
0
20,961
19,500
42,000
13,837
5,347
221,430
247,535
94,165
563,130
Change From
1998-99 Budget
to 1998-99 Actual
$ %
Change From
1997-98 Actual
to 1998-99 Actual
$ Oh
. — — – — – – – – – — –
-1,924 -1.58%
0
-2,153 -931%
17,500 875.00%
0 0.00%
-276 -1.96%
-3,374 -38.69%
9,773 4.62%
-12,710 -4.88%
-85,394 -47.56%
-88,331 -13.56%
Net Cash Basis Budget

ANTIOCH NEW ENGLAND GRADUATE SCHOOL
1998-99 Year-End Review
The final 1998-99 budget report reflects a balanced financial position, despite the fact that:
(a) we faced a rather significant revenue shortfall as a result of our failue to meet new student projections for the
summer and fall semesters 1998 (down by 37 students); and
(b) we completed a
$400,000+
capital expansion project to enlarge the existing library space and the Antioch
Psychological Services Center in the West Wing of our building.
The balanced budget was achieved via the following means:
(a) a one time utilization of an accrual accounting principle which permitted Antioch New England to book a portion of
its revenue and limited corresponding expense for the summer 1999 semester that was actually delivered in
1998-
99;
(b) significantly expanded grant and contract activity, above projections, which permitted increased financial flexibility;
(c) a systematic implementation of management strategies to minimize
andlor
reduce expenditures; and
(d) application of a portion of our funded reserves.
This balanced budget keeps intact the thirty-year historical record of always having produced a surplus or balanced
budget, keeps funds in excess of $1 35,000 in Antioch New England’s funded reserve account, and keeps the Graduate
School in a position where it has no debt to the
McGregor
School (originally, the targeted source of some of the cash

needed to complete the capital expansion project). When the liquidity reserve is factored into the equation, Antioch New
England turned a “profit” in 1998-99. Needless to say, we are quite pleased with the final outcome.
Expenditure variances, for the most part, relate to unanticipated operating expenses which were associated with the
increased grant and contract activity.
Jim Craiglow
President

Antioch New England Graduate School
1998-99 Actual Expenditure Summary by Function
Revenues
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
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 Depreciation
Total Cash Items
Net Cash Basis Budget
1996-97
Actual
– — – – – – –
8,247,717
-71,698
35,000
538,338
0
208,188
71,262
9,028,807
0
242,868
9,271,675
4,296,789
0
327,340
342,196
558,389
2,292,566
723,263
463.715
9,004,258
0
9,004.258
267,417
138,902
0
65,000
0
0
203,902
63,515
1997-98
Actual
——–
8,224,966
-60,399
31,600
468,511
0
208,858
80,223
8,953,759
0
307,207
9,260,966
4,255,288
0
424,196
425,710
531,638
2,292,495
724,079
353,202
9,006,608
0
9,006,608
254,358
234,027
0
70,000
-49,669
0
254,358
0
1998-99
Budget
1998-99
Actual
Change From
1998-99 Budget
to 1998-99 Actual
Change From
1997-98 Actual
to 1998-99 Actual
$ %

Antioch New England Graduate School
1998-99 Actual Expenditure Summary by Category
Change From
1998-99 Budget
to 1998-99 Actual
$ %
– – – – — — ——–
603,736 6.43%
Change From
1997-98 Actual
1996-97
Actual
– – – – – – – –
9,271,675
1997-98
Actual
– – – – – – – –
9,260,966
1998-99
Budget
——–
9,394,621
1998-99
Actual
——–
9,998,357
to 1998-99 Actual
$ %
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Con9
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget

ANTIOCH SEATTLE
1998-99 Year-End Review
REVENUES The $348,000 gap between budgeted revenue and year-end results made for a difficult year financially.
The actual shortage of tuition and fee income and loss of rents from our tenant was even greater, but new initiatives in
continuing education and the Corporate Leadership Program helped offset the loss of revenue from budgeted sources.
Our overall Full Pay Equivalent (FPE) was 59 less than the budgeted 830. Most of our programs enrolled fewer students
than expected with the exception of our Bachelor Completion and Education Programs.
Gift revenues were one bright spot. The annual fund brought in significantly more unrestricted gifts than we anticipated
and there was also an increase in restricted gifts.
Other items that may require explanation were the contract revenue, other income, the released from restrictions
category, and scholarships. The unbudgeted sum in contract income represents the final accounting of the Army Corps of
Engineers contract that we have held since 1992. The impact of the loss of building rent from our tenant was partially
offset by other additional income from parking and room rentals. In addition, income from an unbudgeted travel study is
recorded here partially masking the real impact of this income loss. While there was an increase in the number of gifts
restricted to scholarships and one small grant, some of the funds were used to start an endowment and others have yet
to be awarded.
EXPENDITURES The variation from budget and historical spending was the result of three phases of deep budget cuts
necessitated by the revenue shortage, some unbudgeted spending targeted toward longer term solutions to improve our
enrollment, and costs associated with new revenue generating programs. In some categories and functions these new
costs partially mask the true depth of the budget cuts.

This is true in the functional summaries where the cuts to instructional cost centers are not reflected when all costs and
expenses are summarized. Historically it is of note that expenses for instruction are flat from the previous year, as are
our overall revenues for this past year when compared to the previous year.
The savings in Academic Support of almost 20% are a result of the retirement of our former Provost who was holding a
faculty position, saving funds allocated for an academic computing consultant, and a freeze on faculty development and
diversity event funds.
The increase of expenditures in the Student Services grouping was largely a result of the re-allocation of four staff
positions from the instructional areas to the admissions budget.
The lower spending on scholarships is due to restricted gifts for scholarships not yet being awarded, the beginning of an
endowed scholarship, and lower than anticipated usage of work study funds.
Capital expenditures were postponed as much as possible. Historical differences in this category, plant maintenance,
and interest expense are the result of having our first full year of living in our competed facilities.
In the category of salary and wages, salary savings from position freezes are masked by new program expenses and the
costs of some of the efforts to improve our enrollments. We also used temporary employees to cover situational gaps in
staffing caused by position freezes. This partially explains the high level of savings in benefits, while salaries appear
close to budget. The other variance from budgets in the remaining lines is explained by our curtailment of spending
where we could and spending where it was necessary or strategic.
All in all, it was a difficult year in Seattle. We are proud that we were able to produce a surplus under difficult
circumstances.
Toni Murdock
President

Antioch Seattle
1998-99 Actual Expenditure Summary by Function
Revenues
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
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 Depreciation
Total Cash Hems
1996-97
Actual
– – – – – – – –
6,537,877
-94,423
20
202,788
0
128,993
417,544
7,192,799
214,337
-5,350
7,401,786
3,272,043
0
0
101,710
536,385
1,683,570
687,807
185,232
6,466,747
209,761
6,676,508
725,278
6,456,071
-6,216,245
0
0
0
239,826
1997-98
Actual
— – – – – – –
7,085,708
-59,353
6,928
158,522
0
67,919
202,816
7,462,540
250,786
65,095
7,778,421
1998-99
Budget
– – – – – – – –
7,420,590
-68,000
10,000
181,641
0
0
216,951
7,761,182
263,400
78,000
8,102,582
1998-99
Actual
— – – – – – –
7,054,518
-57,126
23,065
168,179
0
26,120
223,656
7,438,412
275,075
40,427
7,753,914
Change From
1998-99 Budget
to 1998-99 Actual
$ %
– — – – — – — — – – – –
-366,072 -4.93%
10,874 15 99%
13,065 130.65%
-1 3,462 -7.41 %
0
26,120
6,705 3.09%
-322,770 -4.16%
11,675 4.43%
-37,573 -48.1 7%
-348,668 -4.30%
Change From
1997-98 Actual
to 1998-99 Actual
$ %
——– – – – – – – – –
Net Cash Basis Budget

Antioch Seattle
1998-99 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenueover Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
1996-97
Actual
– – – – – – – –
7,401,786
3,384,195
833,410
152,062
92,763
30,257
73,057
432,880
765,707
17,195
172,813
-7,471
0
0
62,894
799,140
-1 89,654
45,912
0
11,348
0
6,676,508
725,278
6,456,071
Â¥6,216,24
0
0
0
239.826
485,452
1997-98
Actual
——–
7,778,421
3,660,270
877,708
194,663
105,629
50,531
164,392
590,811
301,139
528,056
202,230
45,366
0
0
99,028
840,234
-229,154
44,400
0
18,460
0
7,493,763
284,658
1,968,557
-1,647,883
100,000
-136,016
0
284,658
0
1998-99
Budget
1998-99
Actual
Change From
1998-99 Budget
to 1998-99 Actual
Change From
1997-98 Actual
to 1998-99 Actual

ANTIOCH SOUTHERN CALIFORNIA
1998-99 Year-End Review
In contrast to the review at the end of the 1997-98 year (and the ensuing tumult), the review of 1998-99 reveals few
surprises.
OPERATING REVENUES for the region were basically at budget for the year — $678 above, to be precise. While tuition
and fee revenue was down $1 00,322 from budget, it was up about $382,000 from actual of the prior year, which is a
5.1
3xincrease.
Notable also is the income from our new auxiliary enterprise, the AULA bookstore, which brought in
almost $120,000 in its first year of operation. Grants were down nearly
25%
from budget; this was a result, it seems likely,
of overly-optimistic budget construction rather than a flawed process. Gifts, on the other hand, were up more than 175%
from budget: the result of overly-pessimistic budget construction, one hopes.
OPERATING EXPENSES for the region ended up $20,473 under budget. While certain functional areas were above
budget — public service, institutional support, plant maintenance — they were “zeroed out” by significant under-budget
financial areas — instruction, academic support, student services, scholarships. The tight budgetary controls instituted in
September 1999 seem to have had the desired effect of providing fiscal discipline in the 1998-99 year.
In conclusion, compared to performance in
1996-98 — in which the total expense over revenue exceeded half a million
dollars — the “boring” performance of a 1998-99 balanced budget was an extremely welcome yawn for Southern
California and the University.
Mark Schulman
President

Antioch Southern California
1998-99 Actual Expenditure Summary by Function
Revenues
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
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 Depreciation
Total Cash Items
Net Cash Basis Budget
1996-97
Actual
– – – – – – – –
7,425,607
-175,925
14,115
303,828
0
0
29,943
7,597,568
0
61,060
7,658,628
1997-98
Actual
——–
7,439,528
-182,975
11,705
238,306
0
0
17,526
7,524,090
56 1
64,118
7,588,769
1998-99
Budget
– – – – – – – –
7,921,655
-209,600
23,700
263,500
0
0
20,000
8,019,255
0
139,100
8,158,355
1998-99
Actual
– – – – – – – –
7,821,333
-194,981
65,820
200,424
0
0
13,842
7,906,438
119,913
132,682
8,159,033
Change From Change From
1998-99 Budget 1997-98 Actual
to 1998-99 Actual to 1998-99 Actual

THE McGREGOR SCHOOL
1998-99 Year-End Review
The 1998-99 academic year posed real financial challenges for The McGregor School. We continue to have two strong
programs (Teacher Education and Management) while others are continually struggling for enrollments. The revenue for
the year was $380,783 below the budgeted amount for the year, primarily as a result of lower than anticipated enrollment
in the Weekend College, the IMA Self-Design, Conflict Resolution, and Intercultural Relations.
Expenses for the year totaled $285,059 below the budgeted amount. However, with the shortfall in revenues, our efforts
to reduce cost fell short of the amount needed to balance our budget at year-end by $1 18,256. Several items contributed
to this deficit. They include (1) $20,000 for emergency roof repair, (2) $39,000 underestimated amount needed for bad
debt reserve, (3) $33,591 deferred revenue from the Hewlett Grant, and (4) $25,799 shortfall in fees stemming from
reduced dormitory usage by distance program students. The McGregor School leases dormitory space from the College
to house our distance students during their residencies, and reduced enrollment in those programs produced room rental
income insufficient to meet the contracted expense to the College.
Corrective actions are in place for many of these shortfalls; first, the budget for fiscal year 1999-2000 used a much more
conservative figure when forecasting the student enrollment for the Weekend College and Conflict Resolution. If
enrollments continue to decline in these areas, we will need to seriously examine the value-added contribution of
continuing these programs in their present formats
andlor
if other configurations are more appropriate
(i.e.,
certificate
programs).
Bad debt reserve requirements will be reduced in future years by not allowing students to register for a new term when
they have an outstanding balance. The Student Accounts Office and the Registrar’s Office have established deadlines
for identifying students who should not be registered due to non-payment of their accounts. Deferred revenue received

will remain as deferred and not recorded as revenue until there is a related expense and at that time, the funds will be
transferred from the deferred line item into the revenue received line item.
With the addition of a new president, finally, the staffing and skills of each major area is under study. Responding to a
shortage of funds, the fiscal office has been understaffed in personnel
andlor
skills for several years. At this time, it is a
top priority to determine ways to buoy up any deficiencies that leave The
McGregor
School vulnerable to financial
surprises.
Barbara Gellman-Danley
President

The McGregor School of Antioch
1998-99 Actual Expenditure Summary by Function
Revenues
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
Plant Maintenance
Scholarships
Total
E&G
Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenueover Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Change From
1998-99 Budget
to 1998-99 Actual
$ %
Change From
1997-98 Actual
to 1998-99 Actual
$ %
Net Cash Basis Budget

The McGregor School of Antioch
1998-99 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency. Mandatory
Campus Program Contingency, Discrestionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Change From Change From
1998-99 Budget 1997-98 Actual
1996-97 1997-98 1998-99 1998-99 to 1998-99 Actual to 1998-99 Actual
Actual Actual Budget Actual $ % $ %
——- – ——- – ——– ——– -*—— – – – – – – – – —- —- ——–
5,108,916 4,948,397 5,394,890 5,014,107 -380,783 -7.06% 65,710 I 33%

ANTIOCH UNIVERSITY ADMINISTRATION
1998-99 Year-End Review
The University Administration is funded from overhead generated by the Campuses. A small amount of revenue from
other resources appear in the University Administration budget, but the $34,408 that was budgeted as Released from
Restrictions should have appeared in University-Wide. This amount represents partial support for the salary of the former
Chancellor provided by gift funds and the actual payment of the salary was processed through University-Wide. The Gifts
revenue received by the University Administration is from individual Trustees and is used to defray the cost of Board
operations. In 1997-98, Gifts revenue was up because of special contributions made to honor the retiring chancellor.
This explains why year-to-year Gifts revenue has declined.
Salaries and Wages were a little more than $1 00,000 below budget due to vacant positions. The Special Events line
exceeded budget primarily because of the costs of the Chancellor’s inauguration.
Glenn Watts
Vice Chancellor and CFO

University Administration
1998-99 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Net Overhead for Central Operations
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
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
1996-97
Actual
– – – — – – –
0
0
21,952
0
0
0
3
21,955
0
0
21,955
1,897,839
0
0
0
0
112,225
1,749,883
0
0
1,862,108
0
1,862,108
57,686
57,686
0
0
0
0
57,686
0
1997-98
Actual
1998-99
Budget
— ——
0
0
20,000
0
0
0
0
20,000
0
34,408
54,408
1,992,519
0
0
0
0
115,401
1,856,126
0
0
1,971,527
0
1,971,527
75,400
75,400
0
0
0
0
75,400
0
1998-99
Actual
Change From
1998-99 Budget
to 1998-99 Actual
Change From
1997-98 Actual
to 1998-99 Actual

University Administration
1998-99 Actual Expenditure Summary by Category
1996-97
Actual
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
1997-98
Actual
– – – – – – – –
1,844,670
966,713
265,600
206,974
0
0
16,848
135,972
178,481
0
0
10,671
0
0
0
0
0
0
0
7,150
0
1,788,409
56,261
56,261
0
0
0
0
56,261
0
1998-99
Budget
1998-99
Actual
– – – – – – – –
1,923,135
969,350
292,731
190,171
0
47,133
55,388
159,822
148,984
203
0
7,836
0
0
0
0
0
0
0
4,556
0
1,876,174
46,961
46,961
0
0
0
0
46,961
0
Change From
1998-99 Budget
to 1998-99 Actual
Change From
1997-98 Actual
to 1998-99 Actual

ANTIOCH REVIEW
1998-99 Year-End Review
The Review ended the year with a balanced budget. In order to accomplish this we had to continue to use funds from
two restricted funds to cover some printing and author costs leaving us with a slim reserve margin for next year. Some
expenditures (training and development, supplies) were higher in order to support more fund-raising efforts and costs
associated with the special jazz issue. Those costs will be recouped with the $5,000 grant from the NEA. All other costs
were as projected with revenues from sales higher than anticipated. The spring report outlined our fund raising efforts for
the year and other activities.
Robert
Fogarty
Editor

Antioch Review
1998-99 Actual Expenditure Summary by Function
Revenues
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
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 Depreciation
Total Cash Items
Net Cash Basis Budget
1996-97
Actual
– – – – – – – –
0
0
17,085
1,077
9,483
0
6,917
34,562
52,273
15,597
102,432
0
0
102,390
0
0
0
0
0
102,390
0
102,390
42
0
0
0
0
0
0
42
1997-98
Actual
——–
0
0
15,585
1,231
12,100
0
5,539
34.455
60.052
8.310
102,817
0
0
102.607
0
0
0
0
0
102.607
0
102,607
210
0
0
0
0
0
0
210
1998-99
Budget
– – – – – – – –
0
0
31,181
2.957
11,700
0
5,400
51,238
53,800
0
105,038
0
0
105,038
0
0
0
0
0
105,038
0
105.038
0
0
0
0
0
0
0
0
1998-99
Actual
– – – – – – – –
0
0
18,461
2,957
10,471
0
7,791
39,680
57,667
8,962
106,309
0
0
106,309
0
0
0
0
0
106.309
0
106,309
0
0
0
0
0
0
0
0
Change From
1998-99 Budget
to 1998-99 Actual
Change From
1997-98 Actual
to 1998-99 Actual

Antioch Review
1998-99 Actual Expenditure Summary by Category
1996-97
Actual
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree
& Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Hems
Net Cash Basis Budget
1997-98
Actual
–
102,814
30,950
17,371
1,892
0
0
-2.629
50,428
245
0
0
0
0
0
0
0
0
0
0
4,350
0
102,607
207
0
0
0
0
0
0
207
1998-99
Budget
– — –
105,038
31,439
14,639
650
0
0
500
53,360
100
0
0
0
0
0
0
0
0
0
0
4,350
0
105,038
0
0
0
0
0
0
0
0
1998-99
Actual
Change From
1998-99 Budget
to 1998-99 Actual
Change From
1997-98 Actual
to 1998-99 Actual
$ %
– – – — — – ——–
3.495 3.40%

WYSO RADIO
1998-99 Year-End Review
WYSO Public Radio ended 1998-99 with a balanced budget and its audience numbers on the rise. These achievements
are notable as the station continues to experience staff turnover in key morning and evening drive time air shifts.
Nevertheless, thanks to a tighter, more cohesive programming schedule and the focused efforts of
WYSO1s
Development
Department, the station took in revenues exceeding budgeted projections by 22.1 5%. Program and station underwriting
demonstrates the most dramatic revenue gains, and is where management believes there still exists enormous growth
opportunities.
The Fall 1998 on-air membership drive set a goal of $1 75,000 and secured a little over $1 77,805 (the most successful
drive in the station’s history). The goal for the Spring campaign was $1 10,000; $1 06,284 was the final tally.
The station also staged an end-of-fiscal-year, Mini Membership Marathon at the tail end of June. The stated purpose of
this special campaign was to raise funds to help the station to keep pace with anticipated increases in the cost of National
Public Radio (NPR) program fees (WYSO will experience an increase of almost $10,000 in NPR fees in 1999-2000) and
to purchase much needed digital production equipment. The goal of this drive was to raise $20,000. The three-day
marathon netted $20,335.
In March, WYSO hired Aileen
LeBlanc
as its News Director. Ms.
LeBlanc,
a seasoned contributor of stories and features
for NPR, brought national attention to WYSO almost immediately after joining the staff. She produced a national feature
for
NPR1s
environmental newsmagazine LIVING ON EARTH, as well as several stories for
NPR1s
newscast unit. At the
conclusion of the fiscal year, she was already in post-production of several more features for
NPR1s
MORNING EDITION
and ALL THINGS CONSIDERED, as well as for the Great Lakes Radio Consortium (of which, WYSO is a member
station).

Finally, the Spring 1999 Arbitron rating were the second best ratings book in WYSO history. While too soon to discern a
trend, this very positive development may suggest that program schedule changes made within the prior twelve-month
period are beginning to see results.
Steve Spencer
General Manager

Revenues
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
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 Depreciation
Total Cash Items
Net Cash Basis Budget
WYSO
1998-99 Actual Expenditure Summary by Function
1996-97
Actual
—- *—
0
0
209,207
106,916
0
0
102,124
418,247
0
11,189
429,436
0
0
427,357
0
0
0
0
0
427,357
0
427,357
2.079
0
0
12,396
0
0
12,396
-10,317
1997-98
Actual
– – – – – – – –
0
0
286,465
105,650
0
0
103,691
495,806
0
0
495,806
0
0
466,098
0
0
0
0
0
466,098
0
466,098
29,708
7.593
0
14,621
0
0
22.214
7,494
1998-99
Budget
– – – – – – – –
0
0
285,000
91,762
0
0
140.000
516.762
0
0
516,762
0
0
501,714
0
0
0
0
0
501,714
0
501,714
15,048
0
0
15,048
0
0
15,048
0
1998-99
Actual
– – – – – – – –
0
0
304.831
130.671
0
0
188,787
624,289
0
6,948
631,237
0
0
598,389
0
0
0
0
0
598,389
0
598.389
32,848
17,793
0
15,055
0
0
32,848
0
Change From
1998-99 Budget
to 1998-99 Actual
Change From
1997-98 Actual
to 1998-99 Actual

WSO
1998-99 Actual Expenditure Summary by Category
1996-97
Actual
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training
&
Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenueover Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
1997-98
Actual
– – – – – – – –
495,806
154,726
50,777
6,883
0
0
3,756
164,768
35,825
14,243
0
24,636
0
0
0
0
0
0
0
10,484
0
466,098
29,708
7,593
0
14,621
0
0
22,214
7,494
1998-99
Budget
– – – – – – – –
516,762
200.160
62,611
8,700
0
0
4,700
147,980
53.879
13,200
0
0
0
0
0
0
0
0
0
10,484
0
501,714
15,048
0
0
15,048
0
0
15,048
0
1998-99
Actual
– – – – – – – –
631,237
201,437
65,625
8,565
0
0
6,402
206,276
33,551
12,935
0
52,727
0
0
0
0
0
0
0
10,871
0
598,389
32,848
17,793
0
15,055
0
0
32.848
0
Change From
1998-99 Budget
to 1998-99 Actual
Change From
1997-98 Actual
to 1998-99 Actual
$ %
. – – – – – – – – – – – – – – –
135.431 27 32%

University Wide
1998-99 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Net Overhead for Central Operations
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
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
1996-97
Actual
– – – – – – – –
0
0
0
11 3,204
0
0
1,795,725
1,908,929
0
277,053
2,185,982
489,201
-42,838
0
0
148,417
0
653,782
1,992,324
113,204
2,864,889
0
2,864,889
-189,706
0
0
772,252
0
-1,992,324
-1,220,072
Change From Change From
1998-99 Budget 1997-98 Actual
1997-98 1998-99 1998-99 to 1998-99 Actual to 1998-99 Actual
Actual Budget Actual $ % $ %
– — — – ——– — — – – — – – — – — – — – – – – – – – – – — – — – – – — — –
Net Cash Basis Budget

University Wide
1998-99 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree
& Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
1996-97
Actual
– – – – – – – –
2,675,183
78,165
11 1.721
155,015
0
0
6,566
375,307
72,042
262,819
0
10,145
0
6,045
-336,218
0
0
0
0
130,958
1,992.324
2,864,889
-189,706
0
0
772,252
0
-1,992,324
-1,220,072
1997-98
Actual
1998-99
Budget
——–
1,155,693
42,114
112,137
65,300
0
0
220
193,600
72,500
176,000
0
2,000
28,141
0
17,588
0
0
0
0
140,000
2,436.000
3,285,600
-2,129,907
0
0
306,093
0
-2,436,000
-2,129,907
1998-99
Actual
Change From Change From
1998-99 Budget 1997-98 Actual
to 1998-99 Actual to 1998-99 Actual
Net Cash Basis Budget

ANTIOCH UNIVERSITY
Change in Carryforward Funds
1998199
Carryforward College New England
-.–.- —..
Balance 6130198
Unfunded
Funded
Total 6130198
Additions
Unfunded
Funded (Interest)
Total Additions
Uses
Unfunded
Funded
Total Uses
Balance 6130199
Unfunded
Funded
Total 6130199
ANTIOCH UNIVERSITY
Change in Liquidity Reserves
1998199
Liquidity Reserves College New England
……
Balance 6130198
Unfunded
Funded
Total
6130198
Additions
Unfunded
Funded
Total Additions
Uses
Unfunded
Funded
Total Uses
Balance 6130199
Unfunded
Funded
Total 6130199
Seattle
…..
779,019
29,390
808.409
107,173
4,518
111,691
0
0
0
886,192
33,908
920,100
Seattle
…..
0
0
161.922
161,922
0
90,644
90,644
0
0
0
0
252.566
252,566
So Cal
—–
185,360
0
185,360
0
3,860
3,860
0
0
0
185.360
3,860
189,220
So Cal
—–
0
0
156,881
156.881
0
89.688
89,688
0
0
0
0
246,569
246,569
McGregor
—-.
825,137
305,820
1,130,957
0
13,468
13,468
0
-118,256
McGregor
Central
…..
0
0
0
0
0
0
0
0
0
0
0
0
Central
—–
0
0
22,033
22,033
0
17,588
17.588
0
0
0
0
39,621
39,621
Total
…..
2,603,062
528.250
3,131,312
107,173
26,748
133,921
0
-178,534
-178.534
2,710,235
376,464
3,086,699
Total
0
0
734,252
734,252
0
452,126
452.126
0
0
0
0
1,186,378
1,186,378

1999-2000 FIRST QUARTER PERFORMANCE
The 1999-2000 budget is based on aggressive increases in revenue with Tuition and Fee income projected to increase by
10.8% over the 1998-99 levels. With the exception of New England, at the time the budget was submitted, all of the
campuses projected double digit increases in their Tuition and Fee revenues. The projected new revenue is budgeted for
a variety of uses including new programs (which are expected to generate funds), new staff and needed equipment. As
the new year gets under way and the fall classes begin, it is appropriate to see how well actual performance is matching
the budget and how the performance in this quarter compares with the first quarter of last year.
Comparison of the actual performance with the budgeted projections requires that everything counted in the current year
actual also be present in the budget. Changes in administrative systems or external events can affect the comparison
when something that was not present in the first quarter of the budget appears early, or when something that was
expected doesn’t arrive on time. Correction for every small variance between actual and budget is not practicable or even
possible, but sometimes the variance is sufficiently large to warrant an adjustment.
Before we can compare actual with budgeted Tuition and Fee revenue the amounts need to be made comparable. The
first quarter budget for the College projects that 72% of the Antioch Education Abroad (AEA) tuition will be received in
October with the next largest amount in January. However, instead of the $126,204 of AEA tuition that was budgeted in
September, $992,610, or 73.7% of the total annual AEA revenue has been recorded in the first quarter. In order to make
the comparison reasonable, the budget of the first quarter needs to be increased by the amount of October AEA revenue
actually received in the first quarter.
The following table shows the first quarter change in Tuition and Fee Income from budget-to-actual and from
1998-99
actual-to-1999-2000 actual for each campus. With the exception of the
McGregor
School and the College, the campuses
have Tuition and Fee Income greater than projected in their budget. Overall, first quarter Tuition and Fee revenue is about
1.4% ahead of the budget.

TUITION AND FEE INCOME
Change From Change From
1999-00 Budget 1998-99 Actual
to 1999-00 Actual to 1999-00 Actual
$ % $ %
Antioch College* -1 93,683 -3.42% 267,654 4.41 %
Glen Helen 5,057 18.15% 3,136 10.53%
New England 11 1,950 2.93% -660,465 -14.39%
Seattle 149,549 11.19% 227,335 18.06%
Southern California 239,409 7.52% 395,545 13.06%
McGregor
-88,684 3.74% -23,879 -1.04%
TOTALS $223,598 -1.36% $209,326 1.21%
*I 999-2000 budget adjusted for AEA revenue collected in September, but budgeted in
October. The reported budget-to-actual change is $672,723 (+11.88%).
This table alsoshows that three of the five campuses, including the College, are running ahead on Tuition and Fee
revenue on a year-to-year basis. New England shows a considerable first quarter decline from year-to-year, but this is
due to a technical change in the way tuition is now being handled. This change was reflected in the budget, and with the
solid enrollments posted this fall, New England should generate more Tuition and Fee income this year than last. Overall,
Tuition and Fee Income appears to be ahead of last year at this time by 1.2%.
Tuition and Fee revenues are critical, but they are not the only source of income supporting the budget. However, short-
term comparisons of the other revenues is more subject to error. Gifts, grants, contracts, rent receipts, bookstore sales
and funds released from restrictions are less predictable. This is particularly true for the College where these other
sources compose a proportionally larger part of the total revenue.

In the next table, total first quarter revenue is compared on a budget-to-actual and actual-to-actual basis. Because Tuition
and Fee income are such a large part of the budget of each campus, the overall pattern does not change dramatically.
While Tuition and Fee Income is slightly ahead of budget, Total Revenues are slightly behind budget.
TOTAL REVENUES
Change From Change From
1999-00 Budget 1998-99 Actual
to 1999-00 Actual to 1999-00 Actual
$ Oh $ %
Antioch College* -494,636 -8.17% 139,720 2.22%
Glen Helen 18,918 19.49% 13,687 13.38%
New England 72,193 1.73% -564,316 -1 1.74%
Seattle 87,092 5.92% 168,730 12.15%
Southern California 147,297 4.43% 433,724 14.27%
McGregor
-64,028 -2.59% -2,753 -0.11%
TOTALS -$233,164 -1.33% $1 88,792 1.04%
1999-2000 budget adjusted for AEA revenue collected in September, but budgeted in
October. The reported budget-to-actual change is $371,770 (+6.14%).
Once the revenue adjustments are made, we can compare the expenditures. Again, there will be mismatches between
what is being counted in the budget and in the actuals, and these differences will distort the comparison. An example is at
New England. For the first time, New England is using a new accounting approach to track the professional development
funds allocated to staff. The entire $50,000 appears as a first quarter expense, but does not appear in either the first
quarter of last year or in the budget. At the College, a large number of new faculty were hired and many started work in
September. Although the faculty were paid for only one month in the first quarter of last year, they were paid for three
months in the first quarter of this year. Changes of this kind will distort the comparisons in the following table. This table
shows how operating expenses compare on a budget-to-actual and actual-to-actual basis. Only New England is spending
ahead of its budget, probably because of its professional development funds.

TOTAL OPERATING EXPENSES
Change From Change From
1999-00 Budget 1998-99 Actual
to 1999-00 Actual to 1999-00 Actual
$ % $ %
Antioch College -246,708 -5.81 ’10 521,445 14.98%
Glen Helen -1 5,097 -1 0.45% -37,036 -22.26%
New England 44,433 1.78% 192,451 8.19%
Seattle -270,525 -12.03% 89,246
4.73%
Southern California -143,586 -5.55% 272,276 12.54%
McGregor
-31,552 -2.22% 1 86,826 15.49%
TOTALS -$663,035 -5.04% $1,225,208 10.88%
Allowing for the accounting change at New England, three campuses have rates of actual-to-actual expenditure growth in
the first quarter that approximate their rates of revenue growth. Operating expenses at Southern California are up 12.54%
from last year at this time and total revenue is up 14.27%. At Seattle, expenses grew 4.73% while revenue is up 12.15%.
McGregor and the College are showing operating expense increases that are above their year-to-year revenue growth.
For the University as a whole, total revenues are substantially flat (-0.25%) for the quarter on a year-to-year basis, but
operating expenses are up by 11.81 % ($1,499,961). At this point in 1998, the Net Cash Basis budget was more than $1.0
million more favorable and the Excess Revenue over Expenses was more than $1.5 million more favorable. The change
in the way tuition is handled at New England accounts for some of this decline, but not all. Some anomalies, such as the
faculty hiring at the College, partially explain why expenses grew more rapidly on a year-to-year basis than revenues.
However, the first “peak” of the annual revenue cycle has been recorded while monthly expenses will continue on their
more or less linear course. Because the accumulated revenue “cushion” (Excess Revenue over Expense) needed to help
us reach the end of the year is smaller than in 1998, expenditures in the second quarter must be closely controlled.
Capital Equipment Expenditures, in particular, must be kept within the budgeted levels.

At the end of the first quarter, total adjusted Tuition and Fee Income is ahead of budget, Total Revenues are close to
budget, and Operating Expenses are below budget. This is a positive condition, but every unit needs to achieve a positive
Total Revenue condition in each of the remaining quarters.
Glenn Watts
Vice Chancellor and
Chief Financial Officer

Antioch University
September 30, 1999 Actual Expenditure Summary by Category
Change From
1999-00 Budget
to 1999-00 Actual
Change From
1998 Actual
to 1999 Actual Sept 30,1997
Actual
——–
19,195,419
Sept 30, 1998 1999-00 Sept 30,1999
Actual YTD Budget
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree
& Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget

ANTIOCH COLLEGE
1999-2000 First Quarter Performance
Enrollment College enrollment for the Fall term is 712 FPE (Full Pay Equivalent based on gross tuition and fee revenue)
which compares to a budgeted 598 FPE. The Fall term FTE (Full Time Equivalent based on credit hours registered) is
648 FTE. The unduplicated headcount totals 706 which is the concrete number of different students who have enrolled
during the period of June through September. This represents an improvement in actual College enrollments which
exceeds our budgeted projections and represents the highest enrollment at the College in recent history. The College
also continues to experience improvements in the retention of continuing students and in the recruitment efforts for new
students.
Operating Revenues Total College revenues reflect a favorable variance to budget of $371,770. This variance is
partially due to AEA revenues received in September ($866,406) which are not budgeted until October. Gross tuition and
fee revenue is favorable to budget by $672,723; grant revenue is favorable by $1 72,427; and auxiliary enterprise revenues
are favorable by $134,407. Unfunded student aid is unfavorable to budget by $-235,121 as a result of improved
enrollments. The revenues from Released from Restriction funds reflect an unfavorable variance based on the “pay back”
in July of the Drey Bequest Back-up funds which were used in fiscal 1998-99. The limited availability of restricted funds
for scholarships continue to have a significant impact on the financial progress of the College.
Operating Expenses All expense categories are favorable to budget through the first quarter except Student Aid
Services which is $-333,201 over budget and interest expense which is $-16,805 over budget. Actual excess revenue
over expenses through the first quarter totals $2,423,933 (an accrual basis surplus) which is $61 8,478 more than
budgeted. Capital and cash items are over budget as a result of technology expenditures and facility improvements. The
net cash basis budget is favorable to budget and reflects a surplus of $2,078,685. Expenditure controls and financial
procedures continue to provide a high level of predictability for operations. Facility repairs and equipment failures are a
primary source of budgetary variances.
Robert H. Devine
President

Revenues
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
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 Depreciation
Total Cash Items
Net Cash Basis Budget
Antioch College
September 30, 1999 Actual Expenditure Summary by Function
Sept 30,1997 Sept 30,1998
Actual
– – – – – – – –
5,518,841
-1,303,265
564,293
372,503
25.356
3,545
50,764
5,232,037
1,074,783
643,198
6,950,018
938,018
6,712
0
203,890
535,524
506,349
316,780
726,692
3,233,965
471,675
3,705,640
3,244,378
582,202
0
197,531
0
0
779,733
2,464,645
Actual
– – – – — – –
6,066,164
-1,728,947
70,951
444,269
19,344
0
26,191
4,897,972
1,105,746
282,373
6,286,091
920,401
11,569
0
194,240
416,771
575,680
318,723
601,673
3,039,057
441,376
3,480,433
2,805,658
106,786
0
191,268
0
0
298,054
2,507,604
1999-00
YTD Budget
Sept 30,1999
Actual
Change From
1999-00 Budget
to 1999-00 Actual
Change From
1998 Actual
to 1999 Actual

Antioch College
September 30, 1999 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIRese~es
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Sept
30, 1997 Sept 30,1998 1999-00
Actual
– — – – – – –
6,950,018
1,636,011
521.262
136,241
644,449
24,625
121,581
387,242
243,844
33,309
83.431
17,905
0
0
69,832
240,047
-137,500
-50,000
-1 31,250
-135,389
0
3,705,640
3,244,378
582,202
0
197,531
0
0
779,733
2,464,645
Actual
YTD Budget
Sept 30,1999
Actual
– – – – – – – –
6,425,811
Change From
1999-00 Budget
to 1999-00 Actual
Change From
1998 Actual
to 1999 Actual

GLEN HELEN ECOLOGY INSTITUTE
1999-2000 First Quarter Performance
Total first quarter revenues reflect a favorable variance to budget of $18,918. This variance is the result of higher than
anticipated tuition, fees, and auxiliary income. The budget for 1999-2000 revenue was developed using a very
conservative approach as a result of the 1998-99 deficit. As the funding of Glen Helen improves, the actual revenues for
the balance of the fiscal year should continue to produce favorable variances to budget. However, it is imperative that
funding sources be maintained and increased in order to meet the financial requirements of the 1999-2000 year.
Total first quarter operating expenses are favorable to budget by $15,097. This variance is due to savings realized in
salaries and benefits and in expenditures for the physical fplant. The total cash basis budget (after capital items or debt
payments) also is favorable to budget. The “bottom line” is budgeted as a deficit through the first quarter, but the actual
deficit is not as high as predicted. As of September 30, Glen Helen expenditures are approximately $-15,000 more than
revenues received.
Rick Flood
Executive Director

Glen Helen
September 30, 1999 Actual Expenditure Summary by Function
Revenues
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
Plant Maintenance
Scholarships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenueover Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Sept 30,1997
Actual
– – – – – – – –
3,080
0
9,850
12,202
10,500
1,635
724
37,991
16,075
7,412
61,478
0
0
171,141
0
0
0
0
0
171,141
0
171,141
-109,663
0
0
0
0
0
0
-109,663
Sept 30,1998 1999-00 Sept 30, 1999
Actual YTD Budget Actual
– – – – – – – –
32,917
0
5,026
4,000
10,500
671
7
53.121
59,872
2,986
11 5,979
0
0
129,353
0
0
0
0
0
129.353
0
129,353
-13,374
0
0
1,855
0
0
1,855
-15,229
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual

Glen Helen
September 30, 1999 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Hems
Net Cash Basis Budget
Sept 30,1997
Actual
– – – – – – – –
61,478
Sept 30,1998
Actual
– – – — – – –
102,292
1999-00 Sept 30,1999
YTD Budget
——–
97,061
Actual
– – – – – – —
11 5,979
73.691
18,945
2,086
0
0
9,818
12,953
10,514
0
46
1,300
0
0
0
0
0
0
0
0
0
129,353
-1 3,374
0
0
1,855
0
0
1,855
-15,229
Change From
1999-00 Budget
to 1999-00 Actual
Change From
1998 Actual
to 1999 Actual

ANTIOCH NEW ENGLAND GRADUATE SCHOOL
1999-2000 First Quarter Performance
A year ago at this time, Antioch New England was struggling to figure out how to cover a new student enrollment shortfall
of some 37 FTE students in the summer and fall 1998 semester entry periods with a financial impact of something in the
neighborhood of $435,000. The negative impact on operations and morale was significant. A year later I am able to
report that the roller coaster continues to operate; this time, however, Antioch New England is enjoying a climbing phase
that we hope will continue for some time. Projected new student matriculants for the summer and fall 1999 entry periods
overall exceeded some optimistic expectations — we budgeted for 274 new full-time students and 280 enrolled, with one
more entry period (January 2000) to go. Assuming we come close to meeting projections (95 total) for the Spring 2000,
this will be our best new student enrollment year in the past four years.
It is particularly important to point out at least three program areas where we experienced a significant increase in new
student enrollment:
(a) our master’s level programs in counseling psychology and marriage and family therapy drew
50% more students in the summer when compared to the two previous years, perhaps a
partial result of increased job opportunities in the field of mental health in the New England
region;
(b) our experienced educator program (the
M.Ed.
in Foundations of Education) generated three
cluster sites this year (Saco, Maine; Kingston, NH, and Keene) and, beyond the excellent
recruiting, may signal some dissatisfaction with the quality of programs offered by recent
competitors in this market; and
(c) the management program did extremely well, most likely because of our strategic decision to
move to a weekend-only delivery model at two sites — Keene and Portsmouth, NH.
It is also critical to point to program quality and visibility issues (especially the
Psy.D.
in Clinical Psychology with its
incredibly strong endorsement by the APA) and a super, tireless effort by the faculty and the admissions team to provide
prospective students with greater opportunities for visiting days, follow up conversations, and a host of other personal

contacts. We are pleased with the results and believe that the 1998-99 ‘hole’ has been filled in to the point where the
ground is level. We are hopeful that this situation will permit us to take a few more risks because we now enjoy a dollop of
flexibility. To date, not much statistical data has appeared around the general state of graduate education for summer and
fall 1999, so we do not know whether we are riding a wave or bucking a trend, though we do know that our
Psy.D.
Program is doing better in its enrollments than most other similar programs across the country.
As we begin to celebrate our 35th anniversary, things, beyond enrollment, are going well in most areas. The transition to a
system where all students are required to have computer access to the internet has gone quite smoothly and the
communication flow has brought us closer to the goal of creating a full-time learning community despite our non-residential
nature and unique delivery systems. We expect to eliminate a significant amount of paper use and at the same time
expect the quality of education to be enhanced as students and faculty exercise their capacity to interact on a regular
basis. This move will, however, challenge us on the technical support side in the year ahead. The level of grant and
contract activity continues to remain high, and several major proposals have been sent to funding agencies (in particular,
there has been major interest in the Selectpersons Training Institute, with the potential to expand it to all of New
Hampshire and Vermont). Antioch New England will host the noted environmental writer, Barry Lopez, and the Orion
Forgotten Language Tour during the month of October.
On the negative side, we lost a long-time member of our faculty and the Chairperson of our Department of Organization
and Management, Nancy Howes, to cancer this summer. And we are in the process of searching for a new Director of
Development, for Ellen Leuchs resigned to take a development position at
UMass-Amherst,
a ten-minute drive from her
Holyoke home.
Jim Craiglow
President

Antioch New England Graduate School
September 30, 1999 Actual Expenditure Summary by Function
Revenues
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
Plant Maintenance
Scholarships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
ExcessRevenueoverExpenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year
~eserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Sept 30,1997 Sept 30,1998 1999-00 Sept 30.1999
Actual Actual YTD Budget Actual
——– – – – – – – – – ——– ——–
Change From
1999-00 Budget
to 1999-00 Actual
$ %
——– – – – – – – – .
Change From
1998 Actual
to 1999 Actual
$ %
——– — —- – –
-660,465 -14 39%
-22,526 -108.43%
57,715
30,620 78.86%
0
-1,619 -1.87%
36,505 386.54%
-559,770 -1 1.90%
0
-4,546 -4.48%
-564,316 -11.74%

Antioch New England Graduate School
September 30, 1999 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Sept 30,1997
Actual
——–
4,813,103
1,097,939
380,797
50,938
7,850
1,005
41,268
187,130
78,945
51,697
0
10,577
41,000
0
79,947
243,379
-69,250
15,450
0
0
0
2,218,672
2,594,431
97,341
0
0
0
0
97,341
2,497,090
Sept 30,1998 1999-00
Actual YTD Budget
Sept 30, 1999
Actual
——. –
4,242,787
1,171,851
397,512
98,675
21,640
466
33,405
224,719
101,479
144,489
0
8,889
41.096
0
102,739
263,661
-91,083
15,050
0
7,973
0
2,542,561
1,700,226
81,149
0
0
0
0
81,149
1,619,077
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual

ANTIOCH SEATTLE
1999-2000 First Quarter Performance
Operating Revenues: We are pleased that Seattle’s Summer quarter revenue was over budgeted projections. The
Full Pay Equivalent (FPE) was 29 more than the projection of 382 FPE. BA Completion, Psychology, and Environment
and Community Limited Residency programs exceeded projections. Education and Environment and Community Seattle
Weekend programs were below budget, and other programs were on budget. Early indications of Fall enrollment has
given us cause for concern. We anticipate that Seattle will be below our fall projections and have taken steps that should
get us back on track by Winter quarter.
The lack of income from our tenant space explains the discrepancy in the other income category. However, the good
news is we will begin collecting rent from our first tenant October 1. If we lease the other space in a timely manner, by the
end of the year we should be able to collect most of the budgeted income for building rent.
Operating Expenses: In general, our expenses are about what we expected they would be. We have spent the
Summer quarter filling vacancies, so the salary savings shown in the first quarter will not continue. The expenses in
Academic Support are currently below budget. Those funds will be spent as the faculty are reimbursed for professional
development and we strategically spend funds for diversity training and events. Interest expense is currently exceeding
budget; this is due to the October payment already being booked. There is enough budget to cover the full 12 months of
interest payments.
Budget to actual for capital spending is below projections. However, we have made some purchases that are not reflected
on the general ledger yet. As described in our June narrative for the capital budgets, we have been working on two major
communications projects. We purchased a new phone system that is Y2K compliant. In addition, we experienced a
failure of our e-mail system and replaced the software earlier in the year than expected. Also, we had a backlog of
computing needs as a result of the spending freeze last year. The most critical need was in the student computer lab and

classroom. Since this was the cause of considerable student frustration and complaint, we made these purchases a
priority at the beginning of the year. Except for renovations in the tenant space that will be required to accommodate new
tenants, we will hold on other capital spending until the budget situation stabilizes.
Toni Murdock
President

Revenues
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
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 Depreciation
Total Cash Items
Net Cash Basis Budget
Antioch Seattle
September 30, 1999 Actual Expenditure Summary by Function
Sept 30,1997
Actual
– – – – – – – –
1,480,721
-5,480
0
26,865
0
20,337
46,733
1,569,176
34,856
404
1,604,436
784,426
0
0
67,881
118,893
548,843
90,132
47,303
1,657,478
44,624
1,702,102
-97,666
1,342,570
-953,539
0
0
0
389,031
-486.697
Sept 30, 1998
Actual
– – – – – – – –
1,259,075
-15,304
200
36,656
0
20,196
58.226
1,359.049
24,358
5,000
1,388,407
825,625
0
613
69,536
11 1,430
590,710
188,024
41,674
1,827,612
60.865
1,888,477
-500,070
4,499
0
0
0
0
4.499
-504,569
1999-00 Sept 30, 1999
YTD Budget
– – – – — – –
1,336,861
-21,675
1.000
47,412
0
2.502
47,193
1,413,293
55,000
1,752
1,470,045
835,369
0
0
76,877
188,819
782,134
246,912
45,411
2,175,522
72.726
2,248,248
-778,203
66,500
0
0
0
0
66.500
-844,703
Actual
——–
1,486,410
-18,935
2,925
33,754
0
0
16,811
1,520,965
36,172
0
1,557,137
735,319
0
16
60,388
139,408
649,585
280,868
34,729
1,900,313
77,410
1,977,723
-420,586
35,079
0
0
0
0
35,079
-455,665
Change From
1999-00 Budget
to 1999-00 Actual
Change From
1998 Actual
to 1999 Actual
$ %

Antioch Seattle
September 30, 1999 Actual Expenditure Summary by Category
Sept 30,1997
Actual
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Sept 30,1998 1999-00 Sept 30,1999
Actual YTD Budget Actual
——–
1,557,137
937,721
237,223
18,426
12,696
2,900
35,151
71,411
62,205
201,053
65,938
4,618
36,316
0
108,946
249,668
-79,499
12,950
0
0
0
1,977,723
-420,586
35,079
0
0
0
0
35,079
-455,665
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual

ANTIOCH SOUTHERN CALIFORNIA
1999-2000 First Quarter Performance
OPERATING REVENUES: Total AUSC revenues through September 30, 1999, show a favorable variance of just short of
$150,000. Net tuition and fee revenue through the quarter is about $250,000 up. Auxiliary enterprises (the
AULA
Bookstore) are about $25,000 down from projections, but this is most likely an anomaly based on our need to figure out
how to project the flow for this new initiative. At this point, we are sure it is not an indication of trouble (and bookstore
expenses have been about
113
less than projected).
OPERATING EXPENSES: With an eye to making certain our enrollment figures either reflect accurately our projections,
or to implementing contingencies to cover any anticipated shortfalls, we spent almost $150,000 less than we budgeted in
the quarter. This was accomplished primarily by holding positions open over the summer. We’ll continue to save by not
filling the Academic Dean position for the rest of the year, but we intend to fill most open positions. In other categories,
there were some over-budget areas but nothing to be alarmed about.
In sum, we feel solid about our First Quarter Performance: we enter the second quarter with a total positive excess
revenue over expense variance of just shy of $300,000. Enrollments are holding up but we need to remain vigilant. They
are not exceeding projections and may fall short slightly, depending on how the remaining quarters turn out. A factor for
Trustee recognition as we proceed with this budget year is to remember that, because we cut both the revenue and
expenses after the San Gabriel Valley site was aborted, our actual numbers will not reflect our budgeted numbers. That
site was a wash in expenses and revenue, so its disappearance will not have a negative impact on our bottom line.
Mark Schulman
President

Antioch Southern California
September 30, 1999 Actual Expenditure Summary by Function
Change From
1999-00 Budget
to 1999-00 Actual
Change From
1998 Actual
to 1999 Actual Sept 30,1997
Actual
– – – – – – – –
2,743,344
-45,815
4,650
28,178
0
0
2,908
2,733,265
0
3,670
2,736,935
Sept 30,1998 1999-00 Sept 30, 1999
Actual YTD Budget Actual
Revenues
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
Plant Maintenance
Scholarships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenueover Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget

Antioch Southern California
September 30, 1999 Actual Expenditure Summary by Category
Change From
1999-00 Budget
to 1999-00 Actual
Change From
1998 Actual
to 1999 Actual Sept 30,1997
Actual
– – – – – – – –
2,736,935
Sept 30,1998 1999-00 Sept 30,1999
Actual YTD Budget Actual
——–
3,473,237 Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenueover Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget

THE McGREGOR SCHOOL
1999-2000 First Quarter Performance
Because the September budget information in this report includes complete revenue data from both Summer and Fall
quarters, it is possible to gauge McGregor financial performance for the first six months of the fiscal year in fairly precise
terms. There are strong new initiatives beginning at the School and some improvements from last year at this same time
are also evidenced. Total revenue, both unrestricted and designated, is somewhat less than budget predictions.
However, expenditures are down as the campus practices conservative spending in order to move through each quarter
with a balanced budget. The enrollments in Winter and Spring quarters, of course, must remain steady.
Looking at the financial health of the School by an analysis of the financial position of each of its component academic
programs will provide a good picture of the budget situation to date. On the positive side, the Weekend College has
exceeded the tuition revenue forecast by $2,665. It is important to note that the enrollment projections for this program
were lowered this year to be more realistic, based on the increased competition in the region. However, several initiatives
are under way to increase enrollments for future years.
The Teacher Certification program exceeded its revenue forecast by $58,364, which is very significant. This is the last
year Teacher Certification will be sanctioned in Ohio; in the future, licensure will be required. While this has placed large
demands on the faculty and administrators of the program, they “stepped up to the plate” and allowed several more
students in to meet learner needs and help balance the School’s budget. Additionally, the Educational Leadership
Seminar Series program brought in $25,601 beyond their revenue predictions, reinforcing the draw of this excellent
summer program for teachers. The Graduate Management Program is on target with enrollments and continues to serve
as a leader in the region, positioning The McGregor School very well for community relations and participation.
Areas of concern include the Individualized Master of Arts (IMA) program where there is a shortfall of 80 students or
$135,791 in revenue under the budgeted tuition forecast. The IMA recently participated in a program review process and
is working toward resolution and improvement of suggested weaknesses. As to Conflict Resolution and Intercultural

Relations, the enrollments may be increased through a greater concentration in the Miami Valley Area, through
specialized workshops and potential development of certificate programs. All these options are under study.
On the expense side, The
McGregor
School is doing well and watching spending closely. If there are shortfalls, they will
be accounted for in the budget throughout the year by pulling back on certain expenditures. By closely monitoring the
expenses this year, we will be able to compensate for the deficit in revenues. There are several continuing education
initiatives under way that may make significant contributions to balancing the budget. They include corrections education,
public television, and others.
In conclusion, although there are some areas of concern that must be closely monitored, The
McGregor
School looks
close to target overall and will likely see a stable financial performance during the year.
Barbara Gellman-Danley
President

Revenues
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 Supporl
Student
Sewices
Institutional Supporl
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 Depreciation
Total Cash Items
Net Cash Basis Budget
The McGregor School of Antioch
September 30, 1999 Actual Expenditure Summary by Function
Sept 30,1997
Actual
– – – – – – – –
Sept 30, 1998 1999-00 Sept 30,1999
Actual YTD Budget Actual
– – – – – – —
2,280,401
-15,385
61 5
75,116
0
59,254
306
2,400,307
5,980
0
2,406,287
533,340
0
60,330
33,402
209,149
516,102
24,277
1,056
1,377,656
15,000
1,392,656
1,013,631
6,310
0
0
0
0
6,310
1,007,321
Change From
1999-00 Budget
to 1999-00 Actual
$ %
Change From
1998 Actual
to 1999 Actual
$ Yo

The McGregor School of Antioch
September 30, 1999 Actual Expenditure Summary by Category
Sept 30,1997
Actual
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencylReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discrestionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenueover Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Sept 30,1998 1999-00
Actual YTD Budget
Sept 30,1999
Actual
– – – – – – – –
2,406,287
607,814
185,561
18,236
6,083
I 1,000
21,014
200,579
25,468
2,917
0
2,975
24,131
60,327
165,900
-57,109
8,650
0
109,110
0
1,392,656
1,013,631
6,310
0
0
0
0
6,310
1,007,321
Change From
1999-00 Budget
to 1999-00 Actual
$ %
—— — ——–
-64,028 -2.59%
Change From
I998 Actual
to 1999 Actual
$ Yo
——– ——–
-2,753 -0.1 I %

ANTIOCH UNIVERSITY ADMINISTRATION
1999-2000 First Quarter Performance
As of the end of September, a vacant position in the Computing Services group existed because the Network Specialist
resigned to take a position at another institution at a higher salary. Recruitment for a replacement has been successful
and a new person will begin by mid-October. The Research Specialist position also has been vacant for a portion of the
quarter, but the position is now filled through a cooperative arrangement with the College.
In
total, operating expenses are
$64,288 below budget, although they are running ahead of expenses for the first quarter of 1998-99 because two positions
which were vacant in that quarter have been filled throughout the first quarter of 1999-2000.
Glenn Watts
Vice Chancellor and CFO

University Administration
September 30, 1999 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Net Overhead for Central Operations
Operating Expenses
Instruction
Research
Public
Sewice
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 Depreciation
Total Cash Items
Net Cash Basis Budget
Sept 30,1997
Actual
Sept 30,1998 1999-00 Sept 30,1999
Actual YTD Budget
Change From
1999-00 Budget
to 1999-00 Actual
Change From
1998 Actual
to 1999 Actual

University Administration
September 30, 1999 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business
Operattons
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIRese~es
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity
Rese~e
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree
& Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year
Resewes
Add Back Depreciation
Total Cash
Items
Net Cash Basis Budget
Sept 30, 1997 Sept 30,1998
Actual
– – – – — – –
468,119
196,731
60,099
50,363
0
0
2,343
32,963
121,012
0
0
2,332
0
0
0
0
0
0
0
2,276
0
468,119
0
0
0
0
0
0
0
0
1999-00 Sept 30, 1999
YTD Budget Actual
——–
532,607
250,112
76,130
33,568
0
875
9,497
44,437
113,320
149
0
2,000
0
0
0
0
0
0
0
1,139
0
531,227
1,380
1,380
0
0
0
0
1,380
0
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual

ANTIOCH REVIEW
1999-2000 First Quarter Performance
Summer expenditures are in line with expectations and there are some preliminary figures that suggests the “Jazz” issue
will be one of the most successful numbers (both in critical and financial terms) produced in recent years. We are making
plans for a fundraiser in Washington, D.C. in November (with NPR’s Alan Cheuse the speaker) and expect that there will
be others on the West Coast in 2000. The “Coordinating Council of Literary Magazines and Publishers” has invited us to
attend a seminar on funding in Minneapolis in late October, but we remain without any significant means to conduct a
systematic (direct mail) campaign. The Chancellor’s office has been supportive of our efforts and we have worked with Liz
Hall on the
“Antioch
As A Place For Writers” project.
Robert
Fogarty
Editor

Antioch Review
September 30, 1999 Actual Expenditure Summary by Function
Change From
1999-00 Budget
to 1999-00 Actual
$ %
– – – – – – – – ——–
Change From
1998 Actual
to 1999 Actual
$ %
Sept 30,1997
Actual
Sept 30,1998
Actual
1999-00
YTD Budget
Sept 30, 1999
Actual
Revenues
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
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 Depreciation
Total Cash Items
Net Cash Basis Budget

Antioch Review
September 30, 1999 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Sept 30,1997 Sept 30,1998
Actual
– – – – – – – –
9,445
7,358
4,179
31
0
0
15
14,084
0
0
0
0
0
0
0
0
0
0
0
1,088
0
26,755
-17,310
0
0
0
0
0
0
-17.310
Actual
——–
13,660
7,565
3,973
499
0
0
39
13,057
-126
0
0
0
0
0
0
0
0
0
0
1,139
0
26,146
-12,486
0
0
0
0
0
0
-12,486
1999-00
YTD Budget
Sept 30, 1999
Actual
Change From Change From
1999-00 Budget
I
1998 Actual
to 1999-00 Actual to 1999 Actual
$ % $ %
– — – – – — — – – – – – – ——–
-5,926 -30.54% -183 -1.34%

WYSO RADIO
1999-2000 First Quarter Performance
WYSO Public Radio started the fiscal year on a decidedly high note. Having concluded one of the most successful fiscal
years in its history, the station made strategic investments in key technologies to improve staff productivity,
WYSO’s
air
sound, and the station’s service package.
Specifically, WYSO purchased 8 new desktop PCs, 3 digital audio workstations and a server, 8 mini-disk playerlrecorders,
and the Allegiance membership management software package. These major plant improvements will allow full-time staff
to use their office hours more effectively and the station to locally produce more, high quality programming. The Allegiance
system will help WYSO to better manage its membership database and raise more revenues via the station’s direct mail
campaigns.
The WYSO Resource Board continues to progress with committee assignments and board members assuming
responsibility for aspects of the station’s long-term growth. The Development and Fundraising Committee and the
Communications Committee have made notable contributions to the organization in recent months, with the former
producing a Strategic Marketing Plan and the latter a Resource Guide to WYSO.
The station ended the first quarter by making some refinements to its weekend program schedule. Most significant among
the new offerings is SOUNDS LOCAL, a weekly newsmagazine hosted and produced by WYSO News Director Aileen
LeBlanc.
Ms.
LeBlanc
has already brought national attention to WYSO through the several feature pieces and newscast
segments she has produced for NPR News and its national newsmagazines, MORNING EDITION and ALL THINGS
CONSIDERED.
Despite these successes, WYSO faces some significant and somewhat daunting problems. Succinctly stated, they are
salaries and telephones. Management has been working with the Antioch administration on the latter problem. While, for

the first time in its history, the station will soon have voice mail available to it and its employees, WYSO still lacks enough
telephone lines and instruments to accommodate its current staff size and level of community service.
Salaries, however, are proving to be a more Sisyphean dilemma. For the past several years, WYSO has seen, like a
revolving door, a number of key personnel come and, all too quickly, go. In many instances, particularly as regards
weekday morning and afternoon drive times (the two most critical
dayparts
for any radio station, commercial and non-
commercial alike), WYSO has been able to attract air talent of quality and distinction. Unfortunately, WYSO has been
unable to retain this talent as many soon find more lucrative offers at other stations. The most recent example of this is
Frank Dudgeon,
WYSO’s
local anchor for
NPR’s
MORNING EDITION. Mr. Dudgeon brought a polished presence to
WYSO’s
airwaves. His style and demeanor were just what the station required, both in-house and on-the-air.
Unfortunately, at the end of the first quarter, WYSO lost this valued employee to Boston’s WUMB (in circumstances
similar to those which occurred a year and a half prior when the station hired and then quickly lost morning anchor April
Baer to Cleveland’s WCPN).
WYSO’s
problem in this area is that, for most of its staff, it presently isn’t even offering salaries that achieve parity with
similar positions in similar markets at similarly sized stations in the public radio industry. This is regrettable because this
ongoing situation makes it hard for the station to build a solid team from within or a consistent, identifiable air sound to its
listeners without. Accordingly, WYSO is not achieving its full measure of potential success, as measured by audience and
revenue, because of the problem of staff turnover. Too much staff time is devoted too often to filling in scheduling gaps
every time WYSO loses a staff member. Projects lose momentum or must be suspended because of this situation.
Nevertheless, WYSO is focusing its efforts on trying to sell more of its broadcast inventory to area business underwriters
and to grow its membership base. While management doubts that even optimal success in these revenue areas will solve
the problem of low staff compensation, it is somewhat hopeful that it can positively address the situation in such a way that
it, at least, inspires greater staff loyalty to the station and the institution.
Steve Spencer
General Manager

WYSO
September 30, 1999 Actual Expenditure Summary by Function
Revenues
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
Plant Maintenance
Scholarships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over
Exoenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Sept 30,1997 Sept 30,1998 1999-00 Sept 30, 1999
Actual Actual YTD Budget Actual
Change From
1999-00 Budget
to 1999-00 Actual
Change From
1998 Actual
to 1999 Actual
s Yo
– – – – – – – – – – – – – – – –

WYSO
September 30, 1999 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree
& Univ Conf)
Depreciation
Total Operating Expenses
ExcessRevenueover Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Sept 30,1997
Actual
Sept 30,1998 1999-00 Sept 30,1999
Actual YTD Budget Actual
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual 1 to 1999 Actual

University Wide
September 30, 1999 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Net Overhead for Central Operations
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
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Sept 30, 1997
Actual
– – – – – – – –
0
0
0
26,589
0
0
109,608
136,197
0
15,280
151,477
145,450
0
0
0
30,674
0
237,151
518,117
26,589
812,531
0
812,531
-51 5,604
0
0
345.512
0
-518,117
-1 72.605
-342,999
Sept 30,1998 1999-00
Actual YTD Budget
Sept 30, 1999
Actual
– – – – – – – –
0
0
0
18,269
-85,904
0
-56,866
-124,501
0
40,008
-84,493
118,125
0
0
0
34,516
0
239,169
692,370
34,379
1,000,434
0
1,000,434
-966,802
798
0
31,058
0
-692,370
-660,514
-306,288
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual

University Wide
September 30, 1999 Actual Expenditure Summary by Category
Sept 30,1997
Actual
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Sept
30, 1998 1999-00
Actual YTD Budget
Sept 30, 1999
Actual
– – – – – – – –
33.632
Change From
1999-00 Budget
to 1999-00 Actual
Change From
1998 Actual
to 1999 Actual

AIR AGING REPORT SEPTEMBER 30,1999
– – – — – – —
UNIT/ AMOUNT~- AMOUNT AMOUNT PERCENTAGE
STUDY PERIOD – BILLED
— —
COLLECTED . OUTSTANDING COLLECTED
–
– — — – — – – — – 9130199- –
COLLEGE (inc AEA) —
1998199 ~ear-
– – —
$1 38,014
99 Summer – – $3,015,460- — $2,878,812 – – – $1 36,648 – — 95 47%
99 Fall
– – —
$5,472,888 1 $4,051,108
– —
$1,421,780
— – —
7402% –
00 Spring –
—
Total College $8,488,348 $6,929,920 I $1,696,442 – –
I
81.64%
–
SANTA BARBA~
–
– — — – – — — –
1998199 Year – – – $3,872
– –
99 Summer
– $464,935- $407,593 $57,342 – 87.67%
99 Fall
– – – $741,233 $256,855 – $484,378 – — — 34 65%
00
~int~r – –
— -. – —
00 Spring – . – –
. —
Total S.B. $1,206,168 – – $664,448 – $545,592 — – 55.09Â¡/
LOS ANGELES
— – – — — – – +- — – –
1998199 Year
— $10,520~~- – —
99 Summer – $802,942~- — $766,770 — — $36,172~- — 95 50%
99 Fall $976,769 – $244,365- — $732,404 25 02% – –
00 Winter
– – – –
00 Spring –
– – – – – – – —
Total L.A. $1,779,711 $101 1,135 $779,096 56.81Â°/
– ,- –
1998199 Year
– – — — – 2,892
-,
99 Summer
— –
1,342,281 I 1,324,471 17,8101 98 67% — — – – –
99 Fall
—
1,756,528 ~ 1,365,748 390,7801 77 75% – — – L —
00 Winter – – — — – – –
00 Sprinq . – , – —
Total Seattle $3,098,809 $2,69721 9 $41 1,482 – — — 86 81% — –
NEW ENGLAND-
1998199 Year $10.515
& —
99 Summer $1,289,980 $1,280,117 +— $9,863 99 24%
99 Fall
00 Spring
—
Total NE
MCGREGOR-
I998199 Year
– –
99 Summer
99 Fall
00 Winter
00 Spring
Total McG
—
$732,365–795, loo —
$237265 67 60%
– – — — —
TOTAL UNIV $21,283,156 — $16,453,351- – $5,183,049 – 77.31%

ANTIOCH UNIVERSITY
Status of Accounts Payable
As of September 30,1999
Aged from Invoice Date
Current (0 to 30) $397,067.39
31-60 Days 21 8,770.37
61 to 90 Days 1,953.91
Over 90 Days -1 2,269.08
Sept 30
% of Total 1998
65.57% 45.37%
36.13% 55.85%
0.32% 0.26%
-2.03% – 1.48%

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
Japan1
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
DanceIMovement
Therapy
Counseling Psychology
Marriage and Family Therapy
Environmental Studies
Education
INSTRUCTION (Cont’d):
Organization
& Management
Applied Psychology
Clinical Psychology
I MA
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
ProvostIPresident
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 Services1 Gathering Space
HousingIBookstore
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
MedicallDental
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 Scholarships
Student Vouchers
SPECIAL EVENTS:
Graduation
Orientation
Miscellaneous Special Events
SUPPLIES:
Office Supplies
Instructional Supplies
Research Supplies
Duplicating Supplies
Computer Supplies
Computer Software
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
HonorarialStipends
Information & Communications
Memberships & Dues
Printing
PostagelFreight
AudioNisual
Advertising
Telecommunications
Internet & Leased Lines
Legal
Audit
Bad Debt Expense
PLANT MAINTENANCE COSTS:
Costs Related to Facilities
Maintenance Contracts & Repairs
Computer Maintenance
Purchased Services
Utilities
Vehicle Operation
Facility Rental
Equipment Rental
Insurance/Taxes
DEPRECIATION:
INTEREST EXPENSE:
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
HonorariaIStipends
OVERHEAD COSTS:
Regional Overhead
University
OverheadIRebate
University Conference
College Fund
Operation Subsidy
Inter-Campus Agreements

1998-99 Year End Financial Statements (bud 20)

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