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~TIOCH UNIVERSITY

TABLE OF CONTENTS
Introduction ………………………………………………………………………………………………………………………………………….. 1
Antioch University-wide Schedules ………………………………………………………………………………………………………….. 19
Antioch College ……………………………………………………………………………………………………………………………………. 21
Glen Helen ………………………………………………………………………………………………………………………………………….. 28
……………………………………………………………………………………………………………………………. Antioch New England 33
Antioch Seattle …………………………………………………………………………………………………………………………………….. 38
Antioch Southern California ……………………………………………………………………………………………………………………. 47
Antioch University McGregor ………………………………………………………………………………………………………………….. 54
Leadership and Change ………………………………………………………………………………………………………………………… 62
University Administration ……………………………………………………………………………………………………………………….. 69
…………………………………………………………………………………………………………………………………….. Antioch Review 77
……………………………………………………………………………………………………………………………… WYSO Public Radio 80
University-W ide Expenses ……………………………………………………………………………………………………………………… 84
………………………………………………………………………………………………………….. Headcount Enrollment by Campus 87
Cost Centers ……………………………………………………………………………………………………………………………………….. 89
Line Items ……………………………………………………………………………………………………………………………………………. 90

REPORT TO THE BOARD OF TRUSTEES
June 3-5,2004
I. INTRODUCTION
The 2004-05 Proposed Budget contains the spending plans developed by each of the Campuses and operating units for
consideration and action by the Board of Trustees. The Proposed Budget for each Campus reflects a careful analysis of
its future revenues and expenditures with appropriate adjustments for changes in enrollment and other demand factors.
In nearly every case, program redirection and changing circumstances have necessitated adjustments in staffing and
support cost levels. In some cases, the 2003-04 experience dictated changes for 2004-05 in order to comply with the
policy of the Board of Trustees that each Campus submit and maintain a balanced Operating Budget. Two months
remained in 2003-04 at the time the Proposed Budget was submitted and the year-end projections made. The actual
2003-04 full-year performance of each Campus will be reviewed at the October meeting of the Board of Trustees
following the close of the fiscal year on June 30.
The financial information in this report is presented using the Financial Accounting Standards Board (FASB) 11 7 reporting
standards that became mandatory for independent colleges and universities on July 1, 1995. The objective of this FASB
standard is to enhance the relevance, clarity and comparability of financial statements issued by not-for-profit organi-
zations, regardless of the nature of their operation or mission. Starting July 1, 2002, depreciation has been recorded for
each campus and operating unit in accord with FASB 93.
The material presented in this report provides a detailed view of the budgeted 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 at the 2003-04 Year-End Projection
section on page 7.
II. FORMAT AND CONTENT
The 2004-05 Proposed Budget contains summary schedules for the entire University and similar schedules for each
Campus. In addition, each Campus has prepared a narrative description of the significant events that have occurred in
the current year as well as those that are expected to occur during the next year. The purpose of the narrative is to give
an overview of how each Campus is managing and what problems and opportunities it anticipates in the coming year. In

addition, each Campus has proposed capital expenditures for 2004-05 that are also presented as part of the Five-Year
Capital Plan.
Under Board of Trustee policy, Trustee approval is required for any facility or equipment expenditure of more than
$25,000. Expenditures between $10,000 and $25,000 that have not been identified in this report require the advance
approval of the Vice Chancellor and are then reported to the Finance Committee in a timely manner. The capital
expenditures contained in this report are proposed for approved purchase in 2004-05. Campuses frequently identify
planned purchases of less than $10,000 in order to provide a more complete picture of their capital spending plan.
Board of Trustee action is needed to authorize tuition and fee schedule changes for 2004-05. Each Campus proposed a
schedule of student charges for Board consideration at the February meeting. The approved Tuition and Fee schedules
have been used to project student income for 2004-05.
I. THE FUNCTION SCHEDULE
For the University as a whole and for each of the Campuses, the Proposed Budget contains two schedules. The first is
the 2004-05 Budget Summary by Function. This schedule provides information about Revenues by Type and Operating
Expenses by Function. The purpose is to show what is happening to the various major revenue streams that support the
University and to show how Operating Expenses are assigned to the various programs or functions.
In both the Revenues and Operating Expenses sections of this schedule is a reference to
“E&G”.
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 services,
housing, bookstore, parking and similar University-operated “business”.
An additional Revenue 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 a Campus for a specific purpose and
held until they could be spent to further that purpose. Most of this money represents gifts or bequests that have been
provided for such things as scholarships or specific program initiatives. Much of the funding of this type is expended in

the year it is received, but Restricted Funds are often held for several years until they can be expended in accordance
with the conditions set out by the donor. For example, scholarship funds that provide for students with certain types of
abilities or needs will not be expended until such students can be identified. Restricted Funds do not become part of the
Operating Budget until released. Prior to being transferred to the Operating Budget, Restricted Funds are carried in the
accounts of the University and invested in accordance with University policy.
Because restricted revenues do not become part of the unrestricted operating funds of the University until they are
Released from Restrictions, the amounts shown for Gifts and Grants may vary from the figures reported by the
Development Offices for the same period. The Development Offices report gifts on a cash basis, that is, as they are
received, regardless of donor restrictions. The Accounting Office reports gifts on an accrual basis, and restricted gifts are
not reported in the operating budget until they are Released from Restrictions. Pledges are commitments that will be
realized at a future date and are not expendable until the funds are actually received. Funds that are given for a
restricted purpose are invested until they can be expended for the purpose specified by the donor. Several years may
pass before a campus can expend a restricted gift as the donor intended, but the restricted gift is recorded by the
Development Office when it is received. The financial schedules contained in this report do not reflect restricted revenue
until it is expended. Therefore, reports from the Development Office may show higher 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 income can be expended to satisfy the
purpose of the donor. All expenditures from the Endowment Fund are governed by Board of Trustee policy designed to
protect the principal, meet donor conditions, and assure fund growth. Endowment income appears on the Released from
Restrictions line when expended. The Endowment Income line shows only income from endowment accounts that have
no specified purpose.
The Function schedule in this report for Antioch University as well as the Function schedules for University Administration
and University Wide expenses contain an additional line, “Net Overhead for Central Operations.” This line has been
added to the Function schedules of these three areas 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 89.
The columns of the 2004-05 Budget Summary by Function schedules present information about the two prior years, the
current year, and the coming year. For comparison purposes, the first two columns contain the 2001-02 and 2002-03
actual expenditure history. The third column contains the 2003-04 Budget as approved by the Board of Trustees and the
fourth column contains information about how each of the Campuses anticipate their 2003-04 Budget will appear at the
end of the current fiscal year. That is, the 2003-04 Budget column is the plan for the current year while the 2003-04
Projected column shows how the plan is expected to play out. The next two columns, Change from 2003-04 Budget to
2003-04 Projected show the dollar amount and percentage variance between the plan for the current year and the likely
outcome at June 30.
Because the Proposed 2004-05 Budget is developed from current year operations, it is important to consider how the
current year will end before deciding on what is or is not possible in the new year. For this reason, the Proposed Budget
schedules show the changes from the current year budget to the anticipated year-end amounts.
The Proposed 2004-05 Budget is segregated from the other columns by solid vertical lines and bold type to make it stand
out from the other numbers. The next two columns on this schedule compare the Proposed 2004-05 Budget with the
2003-04 Projected outcome, and the last two columns compare the Proposed 2004-05 Budget with the 2003-04 Budget.
Each set of comparisons present the dollar variance and percentage variance. Major
dollarlpercentage
changes tend to
signify programmatic shifts or restructuring.

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 an Annual Budget 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
Principal 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 the campuses end 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. The “Unfunded Reservesff of the campuses become
“Funded Reservesf’ whenever there is surplus cash at year-end. If there is not sufficient cash to cover the surplus, the
uncovered portion becomes a credit to the unfunded reserve. Depreciation that is carried forward and reserves for future
capital purchases must be funded or the unfunded amount will add to the accumulated deferred maintenance.
Campuses may propose the use of their 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 is the 2004-05 Budget Summary by Category. On this schedule, Revenues from the
Function Schedule (including Net Overhead for Central Operations) are condensed to a single line, but Operating
Expenses from the Function schedule are presented by category
(e.g.,
Salaries & Wages, Benefits, Supplies). These
Categories show how the Proposed Budget will be expended by the Major Expense categories that are explained in detail
on page 90.
A section of these schedules show the Contingency/Reserves that the Campuses are required to budget. The “Campus
Contingency, Mandatory” amount is budgeted at 1 % of total revenue. This Reserve will be retained centrally until the
University Administration is reasonably sure that the campuses’ Revenues and Expenditures will balance for the year. At
the end of each quarter of the fiscal year, those Campuses that are performing at or above their budgeted level may
request the release of a portion of the Mandatory Reserve. In October we do not anticipate releasing more than 10% of

the total. In January we would expect to release not more than 50% (cumulative) of the total with the remaining 50% to
be released in April. These percentages are guidelines; if total University Revenue appear to be much higher or lower
than budgeted, the percentages that can be released at the end of any quarter will be appropriately adjusted.
The “Campus Program Contingency, Discretionary” is a reserve amount determined by individual Campuses. Depending
on the volatility of its programs, a Campus may elect to hold an additional sum in reserve to offset possible revenue
fluctuations. The amount of this Reserve is determined by the Campus, and the Campus determines when this Revenue
is released for expenditure. Beginning July 1, 2000, Campuses have the opportunity to reserve money in an account in
the Major Capital Improvement Fund. This fund has been established to permit campuses to prepare for predictable
future capital purchases such as roof replacements. Deposits to the Major Capital Improvement Fund are budgeted on
this line. Not all Campuses elect to place funds in this Reserve because they feel that depreciation should be sufficient to
meet their future needs.
The Liquidity Reserve currently has a balance of $2.1 7 million that was accumulated prior to July 1, 2001. After that date,
campuses were no longer required to make additions. The Liquidity Reserve is not available for expenditure for any
purpose. The accumulated amounts are held to increase the financial integrity of the University. The funding of
Depreciation at the campus level has reduced the importance of annual additions to the Liquidity Reserve as a
mechanism for assuring that the University budget will balance.
The Overhead section shows the assessments that are made against each Campus in order to support operations of the
University. Prior to July 1, 2002, assessments were made at the rate of 13.75% of net student revenue. The
methodology excluded 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 were transferred to the individual
campuses, as was the Subsidy from Adult Campuses and the Subsidy from Overhead. Campuses that received Rebates
and Subsidies show negative amounts in the various historical columns of this schedule because the transfer was shown
as a “negative expense” rather than as a Revenue. Although these transfers were “income” to the receiving campus,
from the standpoint of the University they represented only the reassignment of revenue from one campus to another.
Starting July 1, 2002, the Stabilization Task Force simplified the mechanism for support of the University and the College.
Overhead is now based on the three-year rolling average of Total Revenue, less Released from Restrictions. The
College has not contribute to Overhead since 2000-01.
The Overhead section of the Summary by Category schedule shows the assessments that were made against the
student derived revenue of each campus in order to support operations of the University. Although overhead was

assessed at 13.75% in prior years, Rebates reduced the effective Overhead rate. The Other line in this section of the
Category schedule shows the effect of various contractual relationships between Campuses as well as certain
University-
wide assessments, such as for the University Conference. The University Conference is scheduled to be held during
2004-05.
The columns on the 2004-05 Proposed Budget Summary by Category schedule are identical to those on the Budget
Summary by Function schedule.
V. 2003-04 YEAR-END PROJECTIONS
With two months remaining in the current fiscal year, the projected accrual balance for the University should be about
$2.3 million. This outcome is highly influenced by the improvements in the stock market and the gains that have been
made in the endowment. Realized and unrealized gains on the endowment are projected to be $3.6 million at year end.
Without this strong performance by the investments in the endowment, the University is projected to have an operating
deficit at year end of
-$760,991.
2003-04 PROJECTED YEAR-END BALANCES
–
Antioch College
Glen Helen
New England
Seattle
Southern California
Antioch
McGregor
University Administration
WYSO Public Radio
Leadership & Change
Antioch Review
TOTALS
Total
Revenue
16,764,657
669,855
12,853,540
12,328,424
13,394,268
6,651,794
1,686,149
767,456
1,043,139
104,251
Total
Expense
18,537,041
669,190
12,829,913
11,877,855
12,954,935
6,508,043
1,675,169
845,671
1,022,456
142,114
Accrual
Balance
-1,772,384
665
23,627
450,569
439,333
143,751
10,980
-78,215
20,683
-37,863
-798,854
Net Cash
Balance
-1,515,774
-1 3,388
152,429
190,526
169,170
144,238
0
-86,108
24,344
-37,863
-972,426

Three units are expected to have operating deficits at year-end. The most significant is the College with a projected
deficit of
-$I
,772,384 (-10.6%). The College budget contained an authorized deficit of
-$500,000,
but the projection is for
an additional shortfall of
-$I
,272,384. The College’s projected deficit is due primarily to a shortfall in revenue rather than
an overrun in spending. Expenditures are projected to be slightly under budget, but total revenue is expected to be about
-$I
.4
million (-7.9%) below the budget. Not reflected in the year-end projection for the College is an unrestricted bequest
from
Hadley
Case. This bequest could lower the deficit by $500,000.
WYSO Public Radio and the Antioch Review are also expected to have negative finishes. The deficit for WYSO will be
less than the
-$129,489
loss of 2002-03, but its second consecutive year in negative numbers. The Review is expected
to finish with a deficit of
437,863,
its fifth consecutive negative finish. The other units of the University are projecting
positive year-end balances with Seattle, Southern California and McGregor reporting especially sound performances.
The table above actually understates the accrual balances for some of the campuses because they have asked to
transfer some of their current year revenue to capital reserve accounts. Although the amounts transferred to these
reserves will show as operating expenditures in the current year, in reality the funds are transferred to cash accounts
where the funds will be held until needed for the purchase of new equipment or investment in facilities. In 2003-04, the
following campuses will increase their capital reserves:
Seattle $ 41,500
Southern California $ 58,901
Antioch University McGregor $250,000
We have encouraged the campuses to put funds into reserve rather than spend them in the current year for two reasons.
First, last-minute expenditures tend to produce less benefit than do those that are more carefully planned. Second,
although we reflect the transfers as expenditures on our internal reports, our external reports will show this revenue
becoming part of the accrual balance for the University. Because we are restricting these funds to future capital
purchases, they will never show as operating expenses and so will not contribute to future deficits.
The University Leadership Council (ULC) has reviewed all components of the University budget and has recommended
that special measures be taken to insure that Glen Helen, WYSO Public Radio and the Antioch Review operate within
their revenues. WYSO is currently being studied by a task force created by the Board of Trustees and a recommended

plan for fiscal stability is expected before the October meeting of the Board. The interim station manager has already
taken significant steps to increase revenues and limit expenses. However, the new manager has also discovered several
problems with the transmitter and other station equipment that will require attention if the station is to operate reliably in
the coming year. Replacing the most critical equipment will produce a cash-basis loss in 2004-05.
The Antioch Review appears to have structural problems that it may not be able to resolve. Its current revenue sources
are unlikely to grow significantly in the coming years, and its expenses canot be significantly reduced without major
changes in the way the periodical is produced. The ULC intends to consider steps for revamping the Review in order to
allow it to continue to operate, but to do so within its available revenue.
Net tuition and fees for 2003-04 is projected to be $372,052
(.76%)
above the budgeted level. Enrollments at most of the
campuses, coupled with tuition increases, were sufficient to enable them to reach their gross revenue projections.
2003-04 GROSS TUITION AND FEE REVENUE PROJECTIONS
2003-04
Budgeted
Antioch College 14,747,749
Glen Helen 1 18,972
New England 10,583,207
Seattle
10,l
14,255
Leadership & Change 989,750
Southern California 12,861,849
McGregor
5,975,047
2003-04
Projected
Variance
TOTALS $55,390,829 $56,235,998 $845,169
New England, however, does not expect to reach its revenue target and is projecting a shortfall of
-$I
76,292. The
College was able to exceed its projected gross tuition revenues for the year, but Tuition Discounts that exceeded budget
by $433,209 (7.3%) will result in a net shortfall of more than
-$200,000.

Gift income for the University as a whole is expected to be below budget by -$226,859 (-9.3%). Gift revenue at the
College is projected to be
-$I
17,200 (-7.3%) below budget, off the mark by
-$69,000
(-86.3%) at
McGregor,
and short by
466,000
(-14.0%) at WYSO. The Other Income for the year is projected to be well above budget due to the gains being
shown by the endowment fund. Overall for the entire University, Other Income is expected to be $3.58 million (214.8%)
more than budgeted. However, Other Income is down at the College by
-$157,366
(-30.7%) because the sale of the
Birch Ill property was aborted by the purchaser. The College had budgeted revenue of $480,000 in anticipation of the
sale and the deficit would have been appreciably worse if it had not been for the unanticipated sale of the Morgan House
Bed and Breakfast. The $253,000 proceeds from the sale of Morgan House significantly offset the shortfall caused by
Birch Ill. Other Income is expected to lag budget by -$65,203 (-24.3%) at New England despite the sale of certain
intellectual property that generated $1 50,000. Other Income at WYSO is expected to be
-$I
18,054 (-38.3%) below
budget as a result of lower than anticipated revenue from underwriting sales. Several actions have been taken by WYSO
to increase future underwriting revenue, but they are not expected to have a major impact on the balance of this fiscal
year.
Realized and unrealized gains on the endowment fund are projected to exceed budget by $3.5 million. These gains
accumulate in the endowment, but are considered to be unrestricted funds and may be used to support the College and
other units. Because the College is expected to produce a significant cash deficit in 2003-04, it may be necessary to
release some of the accumulated endowment gains to fund the capital reserve additions that have been made by the
other campuses during this fiscal year.
Auxiliary revenue is expected to be nearly
4523,619 (-12.0%) below budget with most of this shortfall projected to occur
at the College. Although enrollment at the College was close to projection, a sequence change increased the number of
students on coop during the spring term. This means that there were fewer than expected students living in the
dormitories and purchasing meal plans.
V. 2004-05 BUDGET OVERVIEW
Total revenues in 2004-05 are expected to reach nearly $75 million, an increase of $3.3 million over what is projected for
the 2003-04 year-end and nearly $5.4 million more than was originally budgeted for 2003-04. While total revenues are

expected to increase by 7.8% over the prior budget, total expenses are planned to grow by 7.3%. For the entire
University, the 2004-05 budget is projected to have a surplus of $12,972 an increase of $323,477 over the prior budget.
Gross Tuition and Fee Revenue is budgeted to be more than $5.2 million more than is projected to be realized in the
current year. All campuses are expecting an increase in gross tuition revenue with the percentages ranging from an
increase of 4.75% at McGregor to more than 26% for the Leadership & Change Program. The average increase in gross
tuition is expected to be about
9.3%,
a combination of tuition rate increases and moderate growth in enrollments.
CHANGE IN 2004-05 BUDGETED GROSS TUITION AND FEE REVENUE
–
Antioch College
Glen Helen
New England
Seattle
Leadership & Change
Southern California
McGregor
TOTALS
2003-04
Projected
14,977,628
11 0,000
10,406,915
10,302,707
1,016,425
12,871,115
6,551,208
2004-05
Budgeted
16,187,789
1 18,972
11,511,573
1 1,286,130
1,282,500
14,241,595
6,862,638
Variance
1,210,161
8,972
1,104,658
983,423
266,075
1,370,480
31 1,430
Percent
Change
8.08%
8.16%
10.61 %
9.55%
26.18%
10.65%
4.75%
The
Ph.D.
in Leadership & Change is expecting a revenue increase of $266,075 as a result of the addition of a new
cohort. Attrition in this program has been quite low, but the program is anticipating some additional loss of students as
more enter their second year of studies. The College is showing an increase of $1.2 million over the 2003-04 budget
forecast, and this is due primarily to the 7% increase in tuition rates.
The headcount enrollment history and the forecast for 2004-05 used to develop the campus tuition and fee income
projections are on page 87.

Tuition Discounts at the College have been increasing significantly as the policy of meeting 100% of need and granting
strategic scholarships was phased in. Tuition Discounts will increase again in 2004-05 at the College, but at a much
lower rate. Steps have been taken to reduce the growth in financial aid for the entering class, but the class that
graduated in April was receiving financial aid under the old policy. As this class leaves and a new class comes in under a
higher aid formula, the level of discounting grows.
2004-05 BUDGETED TUITION DISCOUNTS
Antioch College
Glen Helen
New England
Seattle
Leadership
&
Change
Southern California
McGregor
TOTALS
2003-04
Projected
6,350,278
0
157,000
105,538
2004-05 Percent
Budgeted Variance Change
6,535,000 184,722 2.91 %
0 0
150,000 -7,000 -4.46%
88,000 -1 7,538 -1 6.62%
New England and McGregor began providing scholarships to selected students in 2003-04 using the tuition discount
mechanism. Some programs, particularly education, were having trouble recruiting a diverse student population because
the income expectations in that field were not sufficient to justify the cost for some individuals of modest means. New
England is planning to continue its program at the same level as in 2003-04, but McGregor has not budgeted any tuition
waivers for 2004-05. Because McGregor has had problems accommodating new students due to capacity limitations, the
need for tuition waivers as a recruitment mechanism has diminished.
Net Tuition and Fee revenue is budgeted at $54.6 million in 2004-05. This is an increase of 10.45% over what is
projected for 2003-04 and 11.3% more than was budgeted in the prior year.

For the University as a whole, Gift income will have declined over the past four years if the amount realized in 2003-04 is
not more than the $2.17 million being projected. At the College, Gifts revenue in 2004-05 is projected to be just over $1.7
million, $217,150 (14.6%) more than in the projected 2003-04 budget and almost $100,000 more than the original 2003-
04 budget. An increase of this kind should be attainable given the state of the economy and the general pattern of giving
to institutions of higher education across the country in recent years. However, the record of the College and the
likelihood that the Campaign will divert funds from the Annual Fund suggest that the Development Office has its work cut
out for it.
Grants revenue is modestly above the prior budget and lower than the projected actuals. At $3.8 million, Grants Income
is up 3.4% over last year. Contracts Income at $268,862, is 21% less than the amount expected this year and 25%
below last year’s budget.
The amount budgeted for Other Income has been reduced by more than
-$4.2
million from the amount anticipated in
2003-04 to reflect the conservative approach to projecting gains in the stock market. At just over one million dollars,
Other Income is
-$653,026
lower than the 2003-04 budget. Most of the Other Income reduction unrelated to the
endowment is due to the elimination from the College budget of the revenue anticipated from the sale of Birch Ill.
Although Birch Ill will be available for future sale, the revenue has not been anticipated in building the 2004-05 budget.
The Revenue from Auxiliary Enterprises is being budgeted at $4.3 million. This is $459,759 less than is projected for the
2003-04 fiscal year, but the realignment of study terms will be completed in 2004-05 and the Auxiliary Enterprises
revenue should return to a more normal pattern. The amount being budgeted is slightly less (-$63,860) than the original
2003-04 budget.
The summary schedules for the entire University contain a line called Net Overhead for Central Operations. A total of
$3.26 million is budgeted for University Administration and other University-Wide functions in 2004-05. For the first time
in several years, the University Administration budget is showing a sizable increase. The components of this increase are
the results of a series of decisions made by the University Leadership Council (ULC) during the February discussion of
the budget. Among the additions recommended by the ULC are $50,000 to improve communications with the Board of
Trustees and proactively promote the University. Precisely how this function will be handled has yet to be determined.
An additional $50,000 has been set aside to provide central support for a number of academic issues. These may

include collaborating in on-line course development, grant writing, completion of surveys and governmental
questionnaires, as well as responding to issues identified by the NCA accreditation survey. It is possible that much of this
work could be done by assigning it to campus officers and others who would receive additional compensation for
resolving the problems. A third sum, $100,000, has been included in the budget to strengthen Datatel services to the
campuses. The ULC has agreed that Datatel is not being sufficiently supported and, as a consequence, none of the
campuses are adequately using the capabilities of Datatel. Two potential positions have been identified by the ULC: a
new director of operations and an additional support person. Unfortunately, we can afford to hire only one position during
2004-05 and the ULC will make that decision after further consideration of a report and position description currently
being drafted.
Central Operations receives $3,255,082 from overhead and the College receives $600,000. The total is allocated to the
nonresidential campuses on the basis of their average general unrestricted revenues received over the past three years.
NETOVERHEAD
AS A PERCENTAGE OF CAMPUS TUITION and TOTAL CAMPUS REVENUE
OVERHEAD
BUDGETED
Antioch College 0
New England 999,255
Seattle 1,031,191
Southern California 1,203,268
Antioch
McGregor
592,482
Leadership & Change 28,886
TOTAL $3,855,082
GROSS
TUITION
16,187,789
11,511,573
1 1,286,130
14,241,595
6,862,638
1,282,500
$61,372,225
OVERHEAD as a
PERCENT of
TUITION
0.00%
8.68%
9.14%
8.45%
8.63%
2.25%
6.28%
TOTAL
REVENUE
18,614,864
13,523,385
13,483,119
14,995,321
6,980,438
1,321,500
$68,918,627
OVERHEAD as a
PERCENT of
TOTAL REVENUE
0.00%
7.39%
7.65%
8.02%
8.49%
2.19%
5.59%
Tuition and Fees constitute the largest portion of general unrestricted revenues, but other income figures into this
category. When considered as a percentage of tuition, Seattle has an overhead rate of
9.14%,
but when viewed as a
percentage of total revenue, Antioch McGregor, with a rate of 8.41 % pays at the highest rate. At the present time, the
College pays no overhead, so its share of the cost of University Administration and University-Wide services is allocated

to the other campuses. If the College’s revenues were included in the calculation, Overhead as a percentage of tuition
would be 6.27% and 5.59% as a percent of total revenue.
Overhead is used for many purposes that are important to the operation of the University. Whether they occur directly on
the campuses
(e.g.,
President’s compensation), perform a service that would otherwise be the direct responsibility of the
campuses
(e.g.,
Student Loan collection), or are due to an externally imposed requirement
(e.g.,
Financial Audits), the
functions are important to the smooth operation of the University.
MAJOR COMPONENTS OF OVERHEAD EXPENSE
Projected Percent of Budget Percent of
2003-04 Total 2004-05 Total Reasons for Major Change
Chancellor’s Office
Board of Trustees
Finance and Business
University Computing
Development
Antiochiana
Student Loan Collection
Former Chancellor
Academic Dean
Payments to College
Financial Audits
Legal Services
Presidents
University Wide Expenses
Depreciation
Contingency
Total Overhead
Less Income
Total Overhead to Be Allocated 3,457,611 *
* original amount allocated to campuses was $3,466,284
10.04% additional Communications person
1.90%
18.37% additional deferred compensation
10.10% additional Datatel position
3.09%
1.06%
2.33%
0.96%
1.59% additional Academic person
15.54%
1.69%
2.16%
17.93%
8.03%
4.63%

The above table provides a list of the various activities for which overhead is used. Although overhead pays for most of
the Central operations, other funds are involved. The amounts shown in the above table include this other income.
For the entire University, Salaries
&
Wages are budgeted at $34.8 million in 2004-05, an increase of $2.5 million (7.9%)
over the 2003-04 budget. Fringe benefits are budgeted at $1 1.5 million, with an increase of $905,437 (8.5%) more than
in the prior year. Last year, Salaries
&
Wages were budgeted to increase by $2.3 million (7.6%) over the prior budget and
fringe benefits increased by $91 5,071 (9.4%) over the 2002-03 budget.
SALARY INCREASES FOR 2004-05
College There is no salary increase budgeted for faculty and staff. Staff represented by the union will
receive the increase authorized in their current contract.
New England There is a 2.5% across-the-board increase budgeted for faculty and staff.
Seattle There is a 4% across-the-board increase budgeted for faculty with an additional 2% increase
for faculty at mid-year and a 4% compensation pool for staff.
Southern California There is a 3.2% increase for faculty, 1.55% across-the-board and 1.65% in a compensation
pool. There is a 4% increase budgeted for staff, some of which will be used for equity
purposes to address wage compression, with the balance to be awarded across-the-board.
McGregor
There is a 3% across-the-board increase budgeted for faculty and staff. Staff represented by
the union will receive the increase authorized in their current contract.
Leadership & Change There is a 3% across-the-board increase budgeted for faculty and staff.
University Administration There is a 3% across-the-board increase budgeted for faculty and staff.

Due to revenue shortfalls, the College was not able to provide the anticipated 1 % salary increase for faculty and staff that
was planned for 2003-04. It is therefore quite important that this budget developes as planned so that the proposed
salary increase for 2004-05 can be provided.
Fringe benefit cost increases in 2003-04 were driven by the rising cost of medical coverage, but workers compensation
costs, particularly in California, also increased significantly. The pattern is slightly different in 2004-05, but medical costs
will again rise although not as much as in the previous year. Workers compensation cost will again rise dramatically as
states attempt to replenish funds that were depleted in large measure due to declines in the stock market. California
continues to exhibit the greatest increases, and while there is some hope that proposed legislation may ease the burden,
it is unlikely that relief will arrive early in the 2004-05 year.
Capital expenditures are expected to increase in 2004-05 as campuses gain the ability to pay for needed improvements
and to catch up on deferred maintenance. Their capacity to undertake these projects results from the direct budgeting of
depreciation at the campus level. In the case of the College, spending on capital has been constrained even after the
change to direct budgeting for depreciation because the accrual budget has not been in balance. The College has
attempted to constrain capital spending to minimize the Cash Basis deficit and thereby limit the pressure on the other
campuses. In 2004-05 the College has worked exceptionally hard to insure that the budget will balance, but capital
spending will remain restrained until we are certain that necessary revenues will be realized.
VI. SUMMARY OBSERVATIONS
With two months remaining in the current fiscal year, it appears that the University will end 2003-04 with a comfortable
surplus. This assumes that there will be no major retreat in the stock market and that the gains in the endowment will not
be significantly reduced before year-end.
The performance of the campuses, with the exception of the College, has been good in
2003-04.
Unfortunately, the
College will post another significant deficit, but an unrestricted bequest from
Hadley
Case may somewhat reduce the
revenue shortfall. Despite this, the University as a whole on the strength of the gains on the endowment coupled with
positive balances from the nonresidential campuses, will end 2003-04 with a projected accrual surplus of $2.6 million.

The proposed budget for 2004-05 is growing at a pace slightly faster than projected enrollment growth. This pattern is
not sustainable in the long run, but for the immediate future our students seem to be able to accommodate increases in
tuition rates that are above the general rate of inflation. In various ways, each of the nonresidential campuses is planning
investments in facilities to increase capacity and expand enrollments. It is important that these campuses identify and
develop attractive curricular offerings that will bring new students to their expanded campuses.
The College has taken steps to reduce costs by eliminating positions and further tightening expenditure controls.
Although excessive spending has not been a major problem in the last few years, tight control of expenditures is
necessary to close the budget gap. Revenue has been the major problem for the College and the 7% tuition increase
approved by the Board in February coupled with changes to the financial aid structure should significantly increase
available revenue and help the College to balance its budget. Uncertainty about what the changes being discussed by
the Renewal Commission may mean for the College could cause some current students to transfer to other institutions.
More significant is the possibility that it may be difficult to recruit a new class for a program that has not yet been defined.
Attrition is also a possibility as a result of racial stress that occurred towards the end of the spring term. However, if the
enrollment stays level next year, the College budget should stay in balance.
Glenn Watts
Vice Chancellor and
Chief Financial Officer

Antioch University
2004-05 Budget Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
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
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
2001-02
Actual
———
47,762,734
-4,253,169
43,509,565
2,622,259
3,243,908
101,758
545,420
-808,693
49,214,217
3,672,549
3,536,339
56,423,105
2,374,497
20,244,916
0
3,002,778
3,319,937
6,026,561
15,483,905
7,705,680
3,078,912
58,862,689
2,776,772
61,639,461
-2,841,859
2,076,513
-303,738
1,010,311
-1 19,122
-2,958,094
-294,130
-2,547,729
2002-03
Actual
—.—-
52,296,862
-5,701,406
46,595,456
2,196,021
3,231,617
-1 28,301
388,021
-1 10,799
52,172,015
3,774,241
4,415,946
60,362,202
2,138,106
21,849,450
3,038
3,266,881
3,623,151
6,568,061
14,818,603
8,284,460
2,904,510
61,318,154
2,917,708
64,235,862
-1,735,554
2,866,670
-242,771
1,092,620
0
-2,951,263
765,256
-2,500,810
2003-04
Budget
———-
55,390,829
-6,302,069
49,088,760
2,430.680
3,702,540
414,500
358,334
1,664,341
57,659,155
4,356,418
4,548,721
66,564,294
2,877,502
24,342,767
1,000
3,373,054
4,204,523
6,867,032
16,880,247
8,076,092
2,921,556
66,666,271
3,086,030
69,752,301
-310.505
2,103,942
-219,000
871,468
-298,806
-2,905,761
-448,157
137.652
2003-04
Projected
56,235,998
-6,775,186
49,460,812
2,203,821
,877,395
-242,220
340,557
5,239,997
60,880,362
3,832,799
4,009,723
68,722,884
2,866,284
24,010,901
11,546
3,232,524
4,518,951
6,591,861
16,905,933
8,174,601
2,924,300
66,370,617
2,930,683
69,301,300
2,287,868
2,233,089
673
872,613
0
-2,902,853
203,522
2,084,346
Change From
2003-04 Budget
to 2003-04 Projected
Proposed
2004-05
Budget
-.-.–.—
61,491,19;
-6,928,001.
54,563, iyi
2,700,08!
3,828,08!
436,50(
268,862
1,011,31!.
62,808,044
4,292,55t
4,517’52’.
71,618,121
3,255,081
26,237,964
1,
OOi
3,097,976
5,236,671
7,390,591
18,545,747
8,468,777
2,824,001
71,802,733
3,057,503
74,860,236
12,972
2,305,199
-224,087
798,508
-398,473
-2,872,095
-390,948
403,920
Change From
2003-04 Projected
to 2004-05 Budget
Change From
2003-04 Budget
to 2004-05 Budqet

ANTIOCH COLLEGE
2004-05 PROPOSED BUDGET
Compared with the submissions of previous years, the College Budget for the Academic Year 2004-05 is extraordinary in
several ways:
1. The process was participatory and disciplined.
2. All assumptions are conservative, assuming that retention and total enrollment will be flat.
3. The budget is balanced with an emergency reserve fund.
4. During and even after the construction of the budget, a budget stabilization group is meeting twice
weekly to monitor progress and ensure that any changes are accounted for.
5. The budget presented by the College Budget Committee was passed by
AdCil
without dissent on April 6,
2004.
1. Participatory and Disciplined. Both the ULC and the College Community were more engaged than ever in the
detailed process of budget building for the College. Under a mandate from the Board of Trustees to the ULC, a Budget
Stabilization Task Force was appointed under the leadership of Toni Murdock. This group, which included members of
the ULC and the College Community, plus newly-hired University Controller Don Tecklenburg, met for the equivalent of
three days during the first week of January, before the start of classes, to examine the College budget, line by line. The
goal was to recommend a series of actions which together would demonstrate that it is possible to bring in a College
budget within
ULCIBoard
guidelines for 2004-05. Those guidelines limit the College deficit to $250,000 in the coming
year, and zero in the year following.
In fact the Task Force recommendations presented the outline of a balanced budget to the Board at its February meeting,
with the approved $250,000 deficit to be held in reserve for emergencies. The Board endorsed this budget plan, which
was then described to the community on February 20 and given to the College Budget Committee for detailed drafting
within the outlines provided.

This Committee, appointed by AdCil and consisting of faculty, staff and students, was led by Don Tecklenburg. Its charge
was to flesh out a budget with the same bottom line as the one recommended by the Murdock Task Force. Many hours
of meetings followed, with the Committee converging, in the end, upon much the same budget that the Task Force
proposed. Discussion at open meetings of the Committee was sometimes intense, but in the end, the budget
recommended by the Committee had their unanimous support. AdCil took most of two meetings to consider the budget
recommendation, with most of the discussion centering upon the staffing of the Office of Multicultural Affairs. At one
point a student member of the Budget Committee was asked by an AdCil member for her opinion of the budget, including
its many painful provisions affecting students directly. She gave a spirited defense of the budget process and its product.
In the end, AdCil passed the budget exactly as it had been proposed to them by the Committee, without a dissenting
vote.
2. Conservative assumptions.
Income. We assume enrollment will be flat. In effect, this provides an additional hedge against unexpected attrition
(along with the reserve fund), since we have 591 completed applications to date from new students, a six-year record and
a 3% increase in numbers over last year. But revenue generated from first year students should increase even more
than that, because we have raised tuition and fees by 7% (approved by the Board in February), and are holding financial
aid for first year students at 94% of documented need instead of 100% – the figure for the past two entering classes.
Compared with last year, new students will be expected to provide an additional $1 500 per year from earnings and other
sources. (The budget assumes that upperclass students will receive financial aid packages similar to those they have
received in the past – in accordance with our commitments.)
In addition, we are assuming that annual gift revenue will increase by 6% over the prior budget, and endowment income
by 8%. These estimates are realistic because a new Major Gifts Director has been hired and will start work on June 1.
And we expect both the improving economy and the Campaign to have a significant impact on endowment income.
Expenses. Except for Union members, who will receive a 1 % increase as provided in their new contract, employees will
receive no salary or wage increases for the second year in a row. If enrollment and other assumptions are fulfilled, an
increase in compensation may be available through the reserve fund. We believe that medical insurance costs will
increase by no more than 5%, since we have already taken the bulk of anticipated increases in the current fiscal year. In
addition, we are providing realistic increases of up to 10% in each of the following hard-to-control expense categories:
unemployment and workers’
comp,
utilities and insurance.

3. Balanced, with a $250,000 reserve fund. Balancing the budget within Board guidelines and the above assumptions
has been a difficult and painful exercise, involving major cuts affecting students, faculty and staff. The largest savings
have been realized by eliminating the Co-op stipend (a 6-year-old travel grant program for students going on co-op which
they have come to regard as an entitlement) and approximately 15 staff and faculty positions. Of the latter, eight
emplyees were laid off at the end of Spring Term 2004, and the equivalent of another seven will disappear by attrition, not
to be replaced.
We have also instituted a hiring freeze on full time appointments, with a few exceptions. The exceptions are the College
President, of course, a new Registrar (beginning July
I),
a Major
GiftsIAnnual
Fund Director (beginning June
1,
but
charged to the Campaign, the College budget), and a Reference Librarian (budget-neutral). A limited local search for
a staff person in the Office of Multicultural Affairs has also been authorized (see item 5 below). Faculty losses are being
replaced by reassignment of others, and adjuncts where strictly necessary.
We will also increase our revenue as a result of some new rules affecting student residency, thus increasing income from
room and board fees. Beginning with summer term 2004, we will expect all first and second year students to live on
campus, and all students in residence to purchase a full meal plan. This follows upon last year’s decision to require
students on financial aid to purchase meal plans in order to receive the part of their aid intended for board. The idea is to
maximize use of the food services by students, thus realizing more economies of scale, and also to reduce the diversion
of cafeteria food to students who have not paid.
With all of these adjustments, it was still necessary to reduce supply budgets by 5% in order to present a balanced
budget and maintain the reserve fund intact. This we have done.
4. Monitoring Progress. Several innovations will ensure that the administration of the College maintains constant and
tight control of the budget during the next fiscal year. The most important is the appointment of Deborah Caraway as
College Controller, with authority to monitor and restrain spending, and to watch the budget from day to day. The
Community Government budget, which was overspent last year, is being managed by the new Controller, to whom the
CG budget manager now reports monthly.
In addition, a budget group consisting of the University Controller, the College Controller, the
VPIDean
of Faculty, the
Dean of Admissions, the AEA Director and the President has been meeting to assist with the budget development
process. They will continue to meet frequently throughout the fiscal year to trouble-shoot budget problems and monitor
conformity between the budgetary and actual income and expenditure figures. Specific major discrepancies and other
problems will be discussed at the President’s Staff meetings, as in the past.

5. AdCil’s Budget Discussion: Office of Multicultural Affairs. AdCil’s role is limited to policy issues, appointment of
the Budget Committee, and the approval of the budget as a whole. In these and most other cases, AdCil participation is
framed as a recommendation to the president.
To the discussion above about
AdCil’s
budget deliberations and vote (see item I), it seems important to add that the most
contentious element at every stage of the budget development process this year was the issue of staffing the Office of
Multicultural Affairs (OMA). This is significant in light of the fact that many controversial proposals, including staff cuts
and additions to student expenses, were included in the Budget Stabilization plan. Yet this was the one that generated
the most on-campus heat.
The Director’s position was vacant this year due to a failed search last year. As a stop-gap measure, the office was
staffed by a recent graduate with relevant skills, reporting to Jimmy Williams, the Dean of Student Life. This expedient
was an element of last summer’s reorganization plan for student services, and was never intended to be permanent. The
incumbent was not expected to be available for reappointment. A new search committee was appointed by AdCil in the
fall, and a search was authorized – but because of budgetary uncertainties was stopped by the Chancellor and later
included in the hiring freeze. At the same time, the Budget Stabilization Task Force eliminated OMA staffing from the
budget outline submitted to the Board in February, though some programming money was retained.
The widespread view on campus was that staffing of this office ought to be a high priority for the College. Indeed this
was one of the demands made by students during
“POC
(People of Color) Takeover
Week”
this term. This demand was
conveyed to Dan Kaplan and other Board members, who offered to designate for this purpose $20,000 of the Pierson-
Lovelace
contribution toward faculty development under the Renewal Commission. This was justifiable because faculty
development is a part of the work of the OMA. Using half of this fund and some of the programming funds already in the
budget, the incumbent OMA staff member put together a proposal to continue sub-professional staffing of the office for
one additional year. The remaining $10,000 from Pierson-Lovelace is reserved for faculty development programming
expenses of the OMA. This proposal was reviewed and approved by AdCil and the President. Once again, the
community views this as a temporary expedient and expects that a search for a professional director will begin in the fall,
and the new person will be in place by the start of fiscal year 2005-06.
Joan Straumanis
President

Antioch College
2004-05 Budget Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
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
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
2001-02
Actual
–em——
13,488,761
-3,901,907
9,586,854
1,936,317
1,707,919
198,524
28,887
11 1,705
13,570,206
2,768,779
1,520,986
17,859,971
4,862,103
0
1,431
1,066,313
2,591,976
3,322,391
3,227,044
2,199,095
17,270,353
2,215,084
19,485,437
-1,625,466
512,568
-258,673
574,656
0
-1,458,832
-630,281
-995,185
2002-03
Actual
–.——
14,327,740
-5,462,158
8,865,582
1,480,550
1,389,691
155,759
10,330
135,932
12,037,844
2,902,247
2,575,889
17,515,980
4,929,675
578
0
1,104,220
2,770,475
2,359,177
3,334,316
1,971,653
16,470,094
2,338,816
18,808,910
-1,292,930
1,135,346
-198,237
395,439
0
-1,409,580
-77,032
-1,215,898
2003-04
Budget
———-
14,747,749
-5,917,069
8,830,680
1,605,050
1,307,000
183,000
3,000
512,366
12,441,096
3,399,959
2,365,423
18,206,478
5,174,595
1,000
0
1 ,I 43,283
2,597,657
2,387,168
3,042,079
1,905,400
16,251,182
2,455,296
18,706,478
-500,000
698,604
-219,000
404,470
0
-1,384,074
-500,000
0
2003-04
Projected
———-
14,977,628
-6,350,278
8,627,350
1,487,850
1,378,096
205,780
2.680
355,000
12,056,756
2,900,888
1,807,013
16,764,657
5,123,450
10,770
0
1,104,336
2,346,657
2,476,868
3,159,007
2,026,045
16,247,133
2,289,908
18,537,041
-1,772,384
689,529
0
411,515
0
-1,357,654
-256,610
-1,515,774
Change From
2003-04 Budget
to 2003-04 Projected
$ %
—.—-.- ———-
229,879 I .56%
-433,209 -7.32%
-203,330 -2.30%
-1 17,200 -7.30%
71,096 5.44%
22,780 12.45%
-320 -10.67%
-157,366 -30.71 %
-384,340 -3.09%
-499,071 -14.68%
-558,410 -23.61 %
-1,441,821 -7.92%
Proposed
2004-05
Budget
——–
16,187,789
-6,535,000
9,652,789
1,705,000
1,292,000
205,000
3,000
96,100
12,953,889
3,347,000
2,313,975
18,614,864
5,194,242
1,000
0
1,195,548
2,597,587
2,409,718
3,088,520
1,721,400
16,208,015
2,406,408
18,614,423
441
617,000
0
315,000
0
-1,380,000
-448,000
448,441
Change From
2003-04 Projected
to 2004-05 Budget
$ %
——– ———-
1,210,161 8.08%
-184,722 -2.91 %
1,025,439 11.89%
217,150 14.59%
-86,096 -6.25%
-780 -0.38%
320 11.94%
-258,900 -72.93%
897,133 7.44%
446,112 15.38%
506,962 28.06%
1,850,207 11.04%
Change From
2003-04 Budget
to 2004-05 Budget
$ %
–*——- ———-
1,440,040 9.76%
-617,931 -10.44%
822,109 9.31%
99,950 6.23%
-15,000 -1.15%
22,000 12.02%
0 0.00%
-41 6,266 -81.24%
512,793 4.12%
-52,959 -1.56%
-51,448 -2.1 8%
408,386 2.24%

Antioch College
2004-05 Budget Summary by Category
2001-02
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 Contingency, Discretionary
Capital Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Confj
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
2002-03
Actual
—–.—-
17,515,980
8,234,889
3,013,637
487,144
1,339,724
130,086
846,135
2,065,636
1,449,506
117,741
276,297
231,970
0
0
0
0
0
0
-600,000
-1 93,435
1,409,580
18,808,910
-1,292,930
1 ,135,346
-1 98,237
395,439
0
-1,409,580
-77,032
-1,215,898
2003-04
Budget
———-
18,206,478
8,174,538
3,062,106
649,877
1,353,400
211,134
773,917
1,937,777
1,337,384
125,585
255,000
244,759
0
0
0
0
0
0
-600,000
-203,073
1,384,074
18,706,478
-500,000
698,604
-219,000
404,470
0
-1,384,074
-500,000
0
2003-04
Projected
——.—
16,764,657
8,228,189
3,013,739
441,390
1,445,000
189,000
725,000
1,780,000
1,431,997
105,000
336,000
285,000
0
0
0
0
0
0
-600,000
-200,928
1,357,654
18,537,041
-1,772,384
689,529
0
41 1,515
0
-1,357,654
-256,610
-1,515,774
Change From
2003-04 Budget
to 2003-04 Projected
$ %
—-.—– ———-
-1,441,821 -7.92%
Proposed
2004-05
Budget
—-.–.-
18,614,864
8,079,351
2,881,929
792,306
1,169,400
162,162
755,135
2,026,104
1,538,250
116,071
273,500
258,524
0
0
0
0
0
0
-600,000
-218,309
1,380,000
18,614,423
441
617,000
0
315,000
0
-1,380,000
-448,000
448,441
Change From
2003-04 Projected
to 2004-05 Budget
$ %
———- ———-
1,850,207 I I .04%
Change From
2003-04 Budget
to 2004-05 Budget
$ %
———- ———-
408,386 2.24%

2004-05 Proposed Expenditures
Facilities
Fire Alarm System Upgrades
Drives, Walkways and Landscaping
Roof Replacement Physical Plant
ADA Ramps, Doors, Restrooms
Residence Hall Shower Replacement
Roof Replacement Union
Porch Deck and Stair Replacement
Heating Improvments
Technology
Computer Workstations
Classroom Technology
Wireless Access to the Internet. Phase II
Other
Air-conditioning Replacement
Replacement of Residence Hall Furniture
Antioch University
Antioch College
Amount Source
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Total

GLEN HELEN ECOLOGY INSTITUTE
2004-05 PROPOSED BUDGET
2004-05 will be dedicated to exploring new revenue sources and planning activities to help guide the overall operations
and management of the nature preserve. The ongoing comprehensive campaign will provide funding for capital building
improvement projects. The Institute continues to seek ways to support its operations and programs while cutting costs
and operating more efficiently. The Institute already operates at a streamlined level. Currently the most efficient way for
the Glen to cut costs and maintain programs is to integrate its multiple education programs under a single umbrella.
Historically the Outdoor Education Center (OEC) has operated separately although as a part of the Institute. To
accomplish this reorganization the GHEI will eliminate one full-time position (Assistant Director of the Outdoor Education
Center) and reorganize two existing positions: (1) OEC Director and (2) Trailside Manager into two new positions of Co-
Directors of Education. In addition, it is proposed to cut two full-time administrative support positions to
%-time
and x-
time. Financial support to the Raptor Center will be reduced and funds redirected back to education program and the
overall land management for the nature preserve. New revenue sources for the coming fiscal year are minimal and will
include a proposed
“pay-to-park
at the main parking area on
Corry
Street.
Revenues:
Total Revenue is projected to increase by about 7%, largely from a Federal Grant (the grant will not provide overall
support to GHEI operations, but does provide enhanced national recognition and support for student Coop).
Tuitionlfees revenue will remain constant.
Auxiliary enterprises revenue will remain about the same, with a slight increase anticipated from facility rental fees
and implementation of the parking fee.
Gifts are expected to grow to about $143,000 with 63% from individual gifts and 37% from the Glen Helen
Association through membership dollars and other giving to the GHA.
Revenue streams continue to become more diversified and although there is expected to be a slight revenue increase,
the GHEI will be unable to maintain its present staff and programming in 2004-05.
Expenses:
Despite staff cuts, total general operating expense (excluding grants) will increase slightly.

The largest expense increases include Staff Tuition Waivers (($18,600) and Mandatory Contingency ($25,000).
SalariesJWages
have been reduced by almost 10% but is offset by a 9% increase in Benefits.
Capital Expense:
Budgeted at $23,921 and funded through the depreciation expense ($19,833) and expected campaign gifts
($4,088),
these funds will be directed toward a new utility vehicle, building improvement projects, and scientific
research and management equipment.
Restricted Funds: Overall, availability of these funds continues to decline.
Revenue: $47,326 will be released from several restricted cost centers; overall this represents a decrease of
15.4% from 2003-04. Of this amount, 55% will be required for general operating expenses.
Expenses:
o SalariesIWages, to include Grant Staff and Graduate Program Development Coordinator (tentative).
o Continued trail improvements and informational signage.
o Plant Maintenance and utilities for the Glen Helen Building
o Continued rental of office space (trailer) for the Outdoor Education Center.
Robert S.
Whyte
Director

Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
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
2001 -02
Actual
–.——-
130,215
0
130,215
94,917
0
42,000
10,222
3
277,357
301,818
181,639
760,814
0
0
604,027
0
0
0
13,099
0
617,126
0
617,126
143,688
156,179
0
0
0
-13,099
143,080
608
2002-03
Actual
.——.-.
113,760
0
113,760
104,476
7,603
42,000
11,366
396
279,601
283,144
154,512
717,257
0
0
678,564
0
0
0
18,597
0
697,161
0
697,161
20,096
43,694
0
0
0
-18,597
25,097
-5,001
Glen Helen
2004-05 Budget Summary by Function
2003-04
Budget
———
118,972
0
1 18,972
109,650
7,500
42,000
10,500
200
288,822
277,459
135,473
701.754
0
0
701,754
0
0
0
0
0
701,754
0
701,754
0
20,000
0
0
0
-21,691
-1,691
1,691
2003-04
Projected
———-
110,000
0
110,000
125,000
14,383
42,000
10,000
3,472
304,855
250,000
115,000
669,855
0
0
650,990
18,200
0
669,190
0
669,190
665
32,253
0
0
0
-1 8,200
14,053
-13,388
Change From
2003-04 Budget
to 2003-04 Projected
$ %
———- ——..–
Proposed
2004-05
Budget
——..–
118,972
c
118,972
143,599
50,
OM
42,001
11,451
1
366,021
278,456
97,326
741,805
6
0
741,805
0
0
0
0
0
741,805
0
741,805
0
19,833
0
0
0
-19,833
0
0
Change From
2003-04 Projected
to 2004-05 Budget
$ %
———- ———-
Change From
2003-04 Budget
to 2004-05 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 Contingency, Discretionary
Capital 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
2001-02
Actual
———-
760,814
273,365
81,842
10,671
0
517
56,000
62,928
106,305
28
9,379
2,992
0
0
0
0
0
0
0
0
13,099
617,126
143,688
156,179
0
0
0
-13,099
143,080
608
2002-03
Actual
——–.
717,257
328,682
109,993
8,551
0
587
50,360
87,131
8331 I
35
8,737
977
0
0
0
0
0
0
0
0
18,597
697,161
20,096
43,694
0
0
0
-18,597
25,097
-5,001
Glen Helen
2004-05 Budget Summary by Category
2003-04
Budget
——-.–
701,754
340,337
120,855
4,860
0
500
42,100
54,008
95,188
70
8,000
5,258
0
8,887
0
0
0
0
0
0
21,691
701,754
0
20,000
0
0
0
-21,691
-1,691
1,691
2003-04
Projected
———-
669,855
321,896
11 9,348
4.998
0
1,585
54,012
44,000
93,891
27
9,000
2,233
0
0
0
0
0
0
0
0
18,200
669,190
665
32,253
0
0
0
-18,200
14,053
-1 3,388
Change From
2003-04 Budget
to 2003-04 Projected
$ %
———. –.——-
-31,899 -4.55%
Proposed
2004-05
Budget
———-
741,805
316,918
138,483
8,925
0
500
65,461
45,078
102,186
0
8,500
10,921
25,000
0
0
0
0
0
0
0
19,833
741,805
0
19,833
0
0
0
– 19,833
0
0
Change From
2003-04 Projected
to 2004-05 Budget
$ %
——-.-< .--------- 71,950 10.74% Change From 2003-04 Budget to 2004-05 Budget $ % ---------- ---------- 40.051 5.71% ------------- - Antioch University Glen Helen Ecology Institute 2004-05 Proposed Expenditures Facilities Vehicle Replacement Outdoor Education Center Furniture Replacement Intern Residence Housing Furniture Replacement Telephone and Voice Mail System Glen Helen Building Classroom Upgrades Technology ResearchINatural Resource Management Equipment Total Amount Source $12,000 Operating Budget $1,500 GHEI Capital Campaign $2,000 GHEI Capital Campaign $4,000 Operating Budget $1,500 Operating Budget $5,000 Operating Budget & Additional Gift Support $26,000 ANTIOCH NEW ENGLAND GRADUATE SCHOOL 2004-05 PROPOSED BUDGET Accomplishments and Challenges of 2003-04 The most significant accomplishment of the 2003-04 fiscal year was the launch of our new Jonathan Daniels Diversity Scholarship program, putting $1 50,000 of tuition discount money to work to help increase diversity among our students. We have also enrolled the second class in our Environmental Organizing and Advocacy program, and launched a successful continuing education program in our Applied Psychology department. 2003-04 has also been the first full year of our multi-million-dollar grant from the U.S. Department of Education for the development and launch of four alternative high schools as part of a rural schools-of-choice model. We have our second class of high school students enrolled on-site today in the Monadnock Community Connection school (known as MC- Squared). A significant campus-wide strategic planning process has been underway for several months now, and strong community support for new programs and facilities has emerged as one of its early outcomes. We expect the conclusion of the planning process to boost our fundraising program beginning in June. Our greatest challenge in 2003-04 has been enrollment - - we under enrolled by 40 students compared to our planned budget, slightly below enrollment from the prior year. That created a hole of as much as $600,000 for the year, which we have met with expense reductions and the pursuit of some one-time revenue. Enrollments and Revenues for 2004-05. For 2004-05, our enrollment goal for new students is 380 - - an increase of 33 students over actual 2003-04 enrollment, and still seven students short of budget 2003-04. We are also raising tuition by 5.5% across the graduate school. We are projecting the following new enrollment by dept: Applied Psychology 93, down 1 from 2003 actual, Clinical Psychology, 27, up 4 from 2003 actual, Environmental Studies Masters, 97 up 8 from 2003 actual, ES PhD 12, down 1 from 2003 actual, Organization &Management, 62, up 17 from 2003 actual, Education 89 up 6 from 2003 actual. Significant Expense Change for 2004-05. Our 2004-05 operating budget is presented in balance, with a contingency of $197,181 and planned depreciation expense of $416,754. It includes an across the board 2.5% increase in salaries, and the new position of a campus dean of faculty and academic affairs. The total operating budget for 2004-05 is $1 3,523,385. Fund one $1 1,475, 580 and Fund two $2,047,805. Goals and Objectives for 2004-05 Our most important goals for the year are meeting enrollment and revenue targets, keeping the budget in balance, increasing academic quality, and beginning to execute the outcome of our campus-wide planning process (which addresses growth of academic programs and quality, as well as organizational development and community outreach). Capital Budget 2004-05. One the capital side we are planning $573,000 in capital spending, with major expenses in the build-out of three new classrooms, principal repayment of $1 20,000, and $1 00,000+ in IT capital projects. These expenses will be funded by our current depreciation expense add back, the capital campaign and the depreciation fund reserve from the 2003-04 budget. Peter Temes President Antioch New England Graduate School - 2004-05 Budget Summary by Function Revenues Tuition & Fees Less Tuition Discounts Net Tuition and Fees 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 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 2001-02 Actual ---------- 9,091,851 -2,930 9,088,921 11,610 891,813 0 446,404 200,387 10,639,135 1,246 625,140 11,265,521 4,546,108 0 1,213,961 545,146 613,100 2,695,563 1,155,263 446,125 11,215,266 0 11,215,266 50,255 258,617 0 117,475 0 -469,715 -93,623 143,878 2002-03 Actual ---------- 9,779,886 -1,680 9,778,206 22,315 997,559 0 321,039 346,582 11,465,701 3,480 454,553 11,923,734 4,973,746 2,460 1,143,170 606,173 687,441 2,691,234 1,243,632 394,246 11,742,102 0 11,742,102 181,632 470,266 0 140,698 0 -478,424 132,540 49.092 2003-04 Budget ---------- 10,583,207 -150,000 10,433,207 0 1,458,042 0 288,834 268,681 12,448,764 0 497,485 12,946,249 5,617,696 0 1,283,212 640,489 750,782 2,991,930 1,232,769 424,500 12,941,378 0 12,941,378 4,871 248,885 0 131,680 0 -474,099 -93,534 98.405 2003-04 Projected .-----.--- 10,406,915 -157,000 10,249,915 65,251 1,820,255 0 317,877 203,478 12,656,776 3,358 193,406 12,853,540 5,603,795 776 1,305,206 713,965 723,450 2,833,292 1,218,530 430,899 12,829,913 0 12,829,913 23,627 222,877 0 128,321 0 -480,000 -128,802 152,429 Change From 2003-04 Budget to 2003-04 Projected Proposed 2004-05 Budget --.------- 11,511,573 -150,000 11,361,573 41,000 1,614,908 0 254,412 117,497 13,389,390 0 133,995 13,523,385 5,820,015 0 1,154,315 785.074 779,195 3,353,864 1,206,422 424,500 13,523,385 0 13,523,385 0 453,526 0 121,391 -158,163 -41 6,754 0 0 Change From 2003-04 Projected to 2004-05 Budget $ % ---------- ---.------ Change From 2003-04 Budget to 2004-05 Budget $ % -*-------- ---------- Antioch New England Graduate School 2004-05 Budgetsummary 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 Contingency/Reserves Campus Contingency, Mandatory Campus Contingency, Discretionary Capital 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 2001-02 Actual ---------- I 1,265,521 5,424,769 1,700,019 428,182 51,923 23,265 142,990 1,146,513 31 1.504 429,495 0 122,571 0 0 0 900,834 0 -50 0 63,536 469,715 11,215,266 50,255 258,617 0 117,475 0 -469,715 -93,623 143,878 2002-03 Actual -----.--- 11,923,734 5,683,050 1,814,183 424,288 123,093 19,383 164,265 1,212,763 369,264 424,149 0 40,756 0 0 0 743,325 0 0 0 245,159 478,424 11,742,102 181,632 470,266 0 140,698 0 -478,424 132,540 49,092 2003-04 Budget --------- 12,946,249 6,049,714 2,108,061 491,443 84,500 31,336 238,989 1,263,769 372,150 403,482 0 103,237 95,156 11,064 0 927,868 0 0 0 286,510 474,099 12,941,378 4,871 248,885 0 131,680 0 -474,099 -93,534 98,405 2003-04 Projected -----.---- 12,853,540 6,149,305 2,066,728 459,549 162,423 15,408 193,456 1,411,369 342,427 412,600 0 53,184 0 0 0 927,868 0 0 0 155,596 480,000 12,829,913 23,627 222,877 0 128,321 0 -480,000 -128,802 152,429 Change From 2003-04 Budget to 2003-04 Projected $ % ---------- -------.-- -92,709 -0.72% Proposed 2004-05 Budget 13,523,385 Change From 2003-04 Projected to 2004-05 Budget $ % ---------. ---------- 669,845 5.21 % Change From 2003-04 Budget to 2004-05 Budget $ % ---------- ---------- 577,136 4.46% 2004-05 Proposed Expenditures FACILITIES Classroom Painting Classroom upgrade Multi-function Room HVAC valve replacement TECHNOLOGY Replacement, upgrade servers 100 base T switch Replacement and new Computers Wireless Mobile Lab OTHER Instructional Technology Room ES herbarium Lab upgrade Development software Maintenance upgrade library collection Scannerlsoftware disability services TOTAL Antioch University Antioch New England Graduate School Amount 20,000 11,815 154,457 5,000 20,000 2,000 85,000 13,829 36,925 40,000 20,000 40,000 4,500 453,526 Source Operating Budget & Prior Year Depreciation Reserve Operating Budget & Prior Year Depreciation Reserve Operating Budget & Capital Campaign Operating Budget & Prior Year Depreciation Reserve Operating Budget & Prior Year Depreciation Reserve Operating Budget & Prior Year Depreciation Reserve Operating Budget & Prior Year Depreciation Reserve Operating Budget & Prior Year Depreciation Reserve Operating Budget & Prior Year Depreciation Reserve Operating Budget & Prior Year Depreciation Reserve Operating Budget & Prior Year Depreciation Reserve Operating Budget & Prior Year Depreciation Reserve ANTIOCH SEATTLE 2004-05 PROPOSED BUDGET Accomplishments and Challenges of 2003-04 Antioch Seattle has had a very productive year. After being a little low on our summer enrollments we have made up our shortage during the winter and spring quarters and look forward to a balanced budget with a modest surplus. The highlights of our accomplishments and challenges follow. The Psychology Doctorate proposal is finalized, approved by the Board, and approved by the Higher Education Coordinating Board for the State of Washington. Review of the proposal by NCA is scheduled for mid-April. Although we have not openly recruited, early returns on word of mouth referral look very promising. Program reviews are to be completed this spring for our BA Completion Program. We are also conducting an "informal" program review of the Organizational Systems Renewal (OSR) track of the Whole Systems Design Program in response to concerns raised in the NCA report. The Early College project added two new schools to the initiative: the Wellpinit School District serving the Spokane Tribe and LaConner High School serving the Swinomish tribe. The two additions make a total of five early college schools now operating under Antioch. The Kellogg Foundation also renewed its commitment to Antioch for this project by awarding us $875,000 for community engagement activity. Antioch Seattle received an Americorps grant this year from the Washington State Campus Compact. The Americorps position has been assigned to locate community non-profit organizations and businesses where students can conduct their change projects for the Center for Creative Change as well as perform volunteer work. Lovelace funds were used for three significant feasibility projects. A consultant was hired to assess our Continuing Education operation and turn it into a more viable contributor, both fiscally and educationally. A research firm was hired to perform a feasibility study on a Patient Advocacy Certificate. The report has discouraged us from offering a certificate, but indicates that there is a strong market for continuing education in this area. Another research firm was hired to conduct a survey of well-known politicians, government agencies, and county and city officials to determine if Seattle has an environment that would support a "grass roots" policy institute with an accompanying graduate degree. We should receive the results of the firm's research by May. Progress has been made on our outcomes assessments in the academic programs. Our convocation highlighted two known assessment experts who gave a workshop for the faculty. We have sent faculty to outcomes assessment conferences and have a campus outcomes assessment committee that continues to work with the academic programs. Significant improvements have been made in the library (more to come in the 2004-05 budget). Besides state grants, eligibility was secured for additional financial aid in work-study and EOE grants from the State of Washington. This increases the amount of state money for our students from $25,000 last year to over $200,000 this year. A major fund raising event was planned and executed. The Horace Mann event raised $28,000 for scholarships and in-kind donations. The Board of Visitors has grown to 16 active members. The President formed compensation committees for both faculty and staff to refine our systems and outline plans to progress toward the College and University Personnel Association (CUPA) medians for small institutions. A major redesign and upgrade of our web pages was completed. A facility renovation was completed that now integrates all of our enrollment services into one shared space. A major upgrade to our external signage was completed and looks great. We have formally approved and implemented our Affirmative Action Plan. Continuing progress has been made on integrating our strategic plan into the budget process. We are sad to report that our association with the Fare Start organization that has run our cafe for the past 6 years is coming to an end and we are now searching for a new vendor. Enrollments and Revenues for 2004-05 The budgeted unrestricted revenue for 2004-05 is 11 % higher than 2003-04. This increase is made up of a 6% increase in tuition and a 6% increase in enrollments coming mainly from the Psychology program, the new Psychology doctoral program, and the Education program. We are now in our second year of a new centralized method of enrollment projections and are generally quite satisfied with the results of this approach. This will also be the peak year of funds from the Gates grant and Kellogg grants. In the table below headcount numbers drop off due to closing two contract programs that had high head count and low FTE. Annualized Enrollment History 2000-2001 (FPE) (Undupl.) FTE FTuE 2001 -2002 1,018 874 2002-2003 1,003 864 2003-2004 (Prelim.) 983 846 2004-2005 (Estimate) % Change FY04 - 1,015 91 2 1,032 947 +I .7% +3.8% Significant Expense Changes for Continuing Operations: Health Care State Financial Aid Match Mandatory Contingency University Overhead Utilities/Taxes/Insurance Depreciation Graduate Assistants Absorbed Rent Loss TOTAL BUDGET IMPACT Goals and Objectives for 2004-05 Antioch Seattle is in the process of updating its strategic plan for the October board meeting. The significant strategic items that are funded in this budget include investments in a number of areas that we feel meet our strategic objectives and better position us to grow in the future. Proposed compensation chanqes Faculty: 4% at beginning of the year; 2% at mid-year. This is the second year of a three-year plan to boost faculty salaries to the medium of comparable CUPA institutions. This also includes a $50/course increase for adjuncts. Staff: 4% compensation pool at the beginning of the year. Investments in academic quality Library Inter-library loan (ILL) Staff Position Additional adjunct and temporary employee support Increase inter-library loan funds Increase electronic capabilities Increases in academic technology support for faculty Increases in faculty and staff professional development support 0.5 FTE visiting faculty in Education Increase in student service's staffing Writing Center staffing Maintain outcome assessment effort Investment in faculty and staff Salary increase plan Medical benefits increase Professional development support increases Investments in increasing enrollments Full-time alumni director Increased money for advertising Investment in affirmative action and diversity .25 staffing increase in Human Resources Diversity training and programs Investment in revenue diversification Establish a program development fund Full-time Continuing Education director Full-time Alumni Relations director Two revenue sources that we will be dealing with over the next couple of months in preparation for the upcoming year are the issue of Fare Start leaving and also the loss of one of our tenants, the Metropolitan Improvement Association. Fare Start will be leaving June 23. We have sent out a request for proposals (RFP) for vendors and should have some news by the Board meetings as to our success. The Metropolitan Improvement Association is moving to a downtown location as of July 31. We definitely need this space for classrooms, especially with the start of the new doctoral program. There is a chance that we can have a remodel completed by the Fall Quarter. We are going to try to finance this project with capital dollars. If the bid is larger than anticipated, we may need a small loan from University Administration. We also may have some capital expenses associated with the change of vendors in the cafe. It is customary for landlords to offer a tenant improvement allowance to new lessees, we are researching the norms for this as well. In addition, the lease with Fare Start allows us the option of purchasing the kitchen equipment including cafe table and chairs; this could happen as early as this spring and will be an expense we had not anticipated. A year away is the potential for losing another tenant, American Games. Several ideas are in the works for use of this space. They include a larger bookstore (a marketing study is being done this spring), a counseling clinic, or a large classroom. We also have been holding off on a major roof repair pending decisions about adding another floor to the building. Overall, we are pleased with the 2004-05 budget because it allows us to make significant investments in our infrastructure while making progress on our strategic goals, including our compensation plans. Toni Murdock President Revenues Tuition & Fees Less Tuition Discounts Net Tuition and Fees 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 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 2001-02 Actual ---------- 8,940,762 -126,416 8,814,346 25,283 168,369 0 10,528 356,748 9,375,274 320,887 33,812 9,729,973 4,040,474 0 11,349 455,280 832,393 2,408,485 1,308,452 167,808 9,224,241 312,574 9,536,815 193,158 586,852 0 140,000 -66,869 -466,825 193,158 0 2002-03 Actual ----- 9,393,774 -1 00,444 9,293,330 13,727 192,008 0 0 412,613 9,911,678 312,669 529,328 10,753,675 4,105,257 0 1,211 1,064,755 864,175 2,671,225 1,399,365 205,057 10,311,045 318,847 10,629,892 123,783 296,438 0 155,000 0 -463,304 -1 1,866 135,649 Antioch Seattle 2004-05 Budget Summary by Function 2003-04 Budget ---------- 10,114,255 -80,000 10,034,255 30,000 253,474 0 0 370,014 10,687,743 343,000 841,104 11,871,847 4,509,503 0 2,000 1,389,011 921,184 3,006,261 1,451,857 271,925 11,551,741 370,106 11,921.847 -50,000 416,267 0 165,000 -1 75,000 -456,267 -50,000 0 2003-04 Projected ---------- 10,302,707 -105,538 10,197,169 12,000 139,529 0 0 406,495 10,755,193 358,700 1,214,531 12,328,424 4,557,860 0 444 1,763,143 901,606 2,712,386 1,404,978 156,845 11,497,262 380,593 11,877,855 450,569 546,267 0 165,000 0 -451,224 260,043 190,526 Change From 2003-04 Budget to 2003-04 Projected $ % ----.----- ---------- 188,452 1.86% -25,538 -31.92% 162,914 1.62% -18,000 -60.00% -1 13,945 -44.95% 0 0 36,481 9.86% 67,450 0.63% 15,700 4.58% 373,427 44.40% 456.577 3.85% Proposed 2004-05 Budget 11,286,130 -88,000 11,198.130 20,000 253,474 0 0 312,868 11,784,472 361,000 1,337,647 13,483,119 4,976,279 0 2,200 2,036,591 1,030,451 3,345,353 1,482,320 280,724 13,153,918 379,201 13,533,119 -50,000 523,900 -224,087 180,000 -95,000 -434,813 -50,000 0 Change From 2003-04 Projected to 2004-05 Budget $ % Change From 2003-04 Budget to 2004-05 Budget Antioch Seattle 2004-05 Budget 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 Contingency, Discretionary Capital 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 2001 -02 Actual --.------- 9,729,973 5,021,503 1,246,151 104,930 48,759 45,319 119,795 539,077 282,181 590,972 230,379 17,211 0 0 0 823,663 0 50 0 0 466,825 9,536,815 193,158 586,852 0 140,000 -66,869 -466,825 193,158 0 2002-03 Actual ---------- 10,753,675 5,322,489 1,348,841 196,864 56,447 46,877 196,085 769,653 325,994 581,120 232,908 181,534 0 0 125,000 739,060 0 0 0 43,716 463,304 10,629,892 123,783 296,438 0 155,000 0 -463,304 -1 1,866 135,649 2003-04 Budget ---------- 11,871,847 5,693,503 1,470,360 223,750 66,273 47,900 142,375 690,695 432,288 559,458 276,000 659,422 90,394 123,487 0 946,150 0 0 0 43,525 456,267 11,921,847 -50,000 416,267 0 165,000 -175,000 -456,267 -50,000 0 2003-04 Projected ---------- 12,328,424 5,835,393 1,527,968 204,749 66,588 49,792 126,264 634,553 382,164 564,336 281,090 684,604 0 0 41,500 946,150 0 0 0 81,480 451,224 11,877,855 450,569 546,267 0 165,000 0 -451,224 260,043 190.526 Change From 2003-04 Budget to 2003-04 Projected $ % ---------- ---------- 456,577 3.85% Proposed 2004-05 Budget --Dm--- 13,483,119 6,461,998 1,724,753 280,889 79,772 51,900 169,053 752,445 464,249 543,237 276,000 885,689 111,981 185,453 0 1,031,191 0 0 0 79,696 434,813 13,533,119 -50,000 523,900 -224,087 180,000 -95,000 -434,813 -50,000 0 Change From 2003-04 Projected to 2004-05 Budget $ % ---------- ------*--- 1,154,695 9.37% Change From 2003-04 Budget to 2004-05 Budget 2004-05 Proposed Expenditures Facilities Remodel: Build out into vacant tenant spaces Remodel: Tenant space improvement allowance for new cafe vendor Replacelupgrade: Repairlreplace carpet on main stairwell. Addition: Install dimmerslmotion in Room 100 Technology Antioch Seattle Replacementlupgrade: Computer upgrades, upgrade network to 100 MB network. Other Renovation: Purchase and install dedicated AV equipment in room 100. Addition: Add seven new faculty 1 staff members Replacementlupgrade: Replace free-standing office bookcases with suitable retail fixtures. Replacementlupgrade: Upgrade common area furnishings including waiting areas and 2nd floor hall benches. Replacementlupgrade: Purchase new furnishings for student lounge Addition: Phones and Misc. Office equipment for new employees. Phase 2 of inventory bar code system TOTAL Amount Funding Source Operating Budget, Capital Reserve, & $350,000 Loan $10,000 Operating Budget and Capital Reserve $2,000 $3,000 Operating Budget $85,000 Operating Budget $30,000 Operating Budget $1 5,400 Operating Budget $8,000 Operating Budget $7,500 Operating Budget $6,000 Operating Budget $5,000 $2,000 Operating Budget ANTIOCH SOUTHERN CALIFORNIA 2004-05 PROPOSED BUDGET Antioch University Southern California is in a period of transition. We are currently taking a fresh look at topics ranging from structure and function of committees to University governance. Our strategic goals during this period include: strengthening our admissions efforts such that over the next three years we increase enrollment by 20%; establishing two fully functioning Development offices, with the Santa Barbara campus undertaking a $5,000,000 capital campaign in '05 and '06; and increasing program development resources available to faculty so that one or two new programs are created, appropriate markets are researched, and the University's approval process is addressed each year. As the University proceeds, attention must be paid to the AUSC culture on each campus. The Los Angeles campus continues to be contentious and the Santa Barbara climate is collaborative. While doubtless, there are historic reasons for these differences, the division between faculty and staff in LA is severe. It is hoped that the "Four Days in June" celebration will bring not only the campus in LA together, but will provide opportunities for the two campuses to celebrate together the University's work in Southern California. Nevertheless, there were achievements during 2003-04: Los Angeles - the move to our new campus at 400 Corporate Pointe. Santa Barbara -the creation and market testing of the Psy. D curriculum and initial encouragement by the Council of Academic Deans to proceed. Los Angeles -the creation of a proposal to fund the MFA in Public Art program with support from the Annenberg Foundation and initial encouragement by the Council of Academic Deans to proceed. Los Angeles - the creation of a proposal to fund AUSC's first endowed chair for the Center of the Study on Moral Development and Ethics. This is now being considered by a major Corporate Giving Program. Los AngelesISanta Barbara - the recruitment and selection of Directors of Development for Los Angeles and Santa Barbara campuses: Russell Sakaguchi in Los Angeles, and Lynn Holley in Santa Barbara. Santa Barbara - the recruitment, selection and appointment of a Board of Visitors for the Santa Barbara campus. Los Angeles - the recruitment, selection and appointment of a Board of Visitors for the Los Angeles campus. Los Angeles - creation of a grant request to the US Office of Education for $500,000 to improve teaching shills in multi-cultural classrooms. AUSC is establishing a contractual relationship with Alex Rodriguez, President and CEO of Diversity Consulting Group. Mr. Rodriguez will develop and implement a marketing /enrollment plan for AUSC to target Mexican Americans living between Santa Barbara and San Diego. Current population statistics indicate that 25% of all Hispanics in the United States live in Southern California. Mr. Rodriquez is also President of the Hispanic Chamber of Commerce in Santa Barbara. In another effort to achieve more racially diverse campuses, AULA has provided one half of Professor Stephanie Solomon's salary to allow her to serve as producer of the Manzanar Project. This multimedia effort is being developed with support from the California State Library, the Roth Family Foundation, and the Japanese American National Museum, and takes place at the site of the Manzanar Internment Camp. The program will feature original plays, music, art, and interpretative displays that will allow visitors to begin to understand the internment camps and the lives of the Japanese Americans who lived within them. Professor Solomon is AUSC1s first Community Service Fellow. AULA will be one of the sponsors of the project. In so doing, AUSC has an opportunity to strengthen our ties to the Japanese American Community and encourage scholarship support and greater enrollment. An effort is underway to convince the Sony Corporation that, given these recruitment efforts, substantial increases in our scholarship programs will be required and, as a Culver City neighbor, we trust the Corporation will support our work. In spite of these efforts, AULA and AUSB continue to be virtually unknown in Los Angeles and Santa Barbara. Obviously, this effects enrollment efforts. In the next year, time and money will be spent to call attention to our work and the educational programs offered by AUSC. One such effort will be the four days in June: June 16" AULA Open House at 400 Corporate Pointe in Culver City June 1 7th Inauguration of new president - Shutters on the Beach in Santa Monica June 18~~ AULA Commencement at the Wilshire Ebell Theatre in Los Angeles June 2oth AUSB Commencement at Stow House in Goleta, CA AUSC is hoping to have over 3,000 students, faculty, staff, alumni, and numerous other friends and neighbors join us to celebrate Antioch's past 32 years in Southern California, and our hopes and intentions for the future. Budqet Notes 2004-05 Enrollments: AULA is projecting a 6% enrollment growth. Because of the Santa Barbara 2003-04 shortfall, Santa Barbara has proposed a conservative FTUE of 1 %. AUSC will meet and probably exceed the 3% target. Tuition and Revenues for 2003-04 We opted for tuition increases at the higher end of the acceptable band, partially because of the need to balance the Santa Barbara budget, given their modest enrollment growth. The other determinant was the tuition increases in the public and private higher education sector where tuition increases are projected to be high due to cutbacks in state support. We have retained the differential in tuition between the two campuses except for MA Education, which is a regional program. Gross Tuition revenue is increasing by 11% (from $12,871 ,I 15 in 2003-04) to $14,241,595 with an increase in enrollment projected at about 4% and tuition at 7% (budget to budget). The unrestricted gift income target has been increased to $253,000 with the plan for a fully-staffed development function on both campuses. Total budgeted revenue is $14,995,321 vs $13,495,563 in 2003-04. Compensation This was a priority in the budget building process. We engaged the services of the Seattle Research Institute, who had prior experience working with Antioch Seattle, to review our compensation practices and provide recommendations. The Compensation Task Group of the BAC (Budget Advisory Committee) requested a 4.7% salary increase for all employees (core faculty and staff), an increase in the chair stipend, adjustment for salary compression of staff, and an adjunct salary increase. In the current year (2003-04) we chose to give priority to faculty compensation; on average, faculty salaries increased by 8.38%. This year we are able to address staff salaries with a 4% across the board increase. Faculty will receive a 1.55% increase to the salary scale and the normal step increases of about 3.3% and in aggregate, faculty increases will total 3.20%. There is no increase budgeted for adjunct and associate faculty salaries, but we have budgeted an increase in chair stipends of $2,500. There is an increase in staffing with the net addition of 3.0 FTEs in Los Angeles and 2.0 FTEs in Santa Barbara. Total positions budgeted are 4.0 FTEs for the Region, 52.96 for LA and 31.47 for Santa Barbara, for a total planned complement of 88.43 FTE's for AUSC. This includes a full time Development position in Los Angeles and a full-time Development position in Santa Barbara, along with a Provost (assisted by the Chancellor with an allocation of $25,000). Development The focus of the effort has shifted from a Regional to a campus-based approach. We will have a Development Director at both campuses and each campus will have a Board of Visitors. I have identified Development and work with the Boards of Visitors as one of my key priorities. Proqram Development Incorporated in this budget is an amount of $71,000 for the specific purpose of continuing to fund program development ideas. Significant Non-Salary Expenses Increased operating costs provided for include higher allocations for rent and utilities- - $20,000 for the Santa Barbara campus and $236,529 for the LA campus. The allocation for instructional supplies (for course readers for LA) has been increased by $1 5,000. Advertising in LA has been augmented by $50,000; AUSC would like to continue to increase advertising to keep pace with growth in enrollment. In accordance with guidelines, we have budgeted: Discretionary Contingency - - $145,896 (0.99%) Mandatory Contingency = $146,201 (1 .OO%) University Overhead = $1,203,268 (an increase of 20% over 2003-04) Depreciation Expense = $154,752 (an increase of 24% over 2003-04) Total Operating Expense Budget is $14,935,856 (an increase of 12.3% over 2003-04) LucyAnn Geiselman President Antioch Southern California 2004-05 Budget Summary by Function Revenues Tuition & Fees Less Tuition Discounts Net Tuition and Fees 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 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 2001-02 Actual ---------- 10,911,863 -138,077 10,773,786 66,140 161,096 0 0 58,820 11,059,842 221,936 281,039 11,562,817 4,071,614 0 187,992 800,161 1,175,431 2,687,876 1,493,430 170,029 10,586,533 249,114 10,835,647 727,170 244,852 0 22,070 0 -115,138 151,784 575,386 2002-03 Actual ---------- 11,922,045 -130,775 11,791,270 69,332 187,289 0 0 80,799 12,128,690 222,824 163,522 12,515,036 4,383,828 0 217,236 731,416 1,254,831 3,211,535 1,702,950 198,389 11,700,185 260,045 11,960,230 554,806 398,097 0 23,985 0 -130,030 292,052 262,754 2003-04 Budget ---------- 12,861,849 -1 35,500 12,726,349 43,000 263,819 0 0 20,050 13,053,218 280,000 162,345 13,495,563 4,905,956 0 230,114 949,159 1,519,334 3,472,010 1,785,089 180,731 13,042,393 260,628 13,303,021 192,542 41 0,000 0 31,100 -123,806 -124,752 192,542 0 2003-04 Projected ---------- 12,871,115 -124,565 12,746,550 68,220 144,889 0 0 52,081 13,011,740 267,343 115,185 13,394,268 4,663,982 0 213,656 837,664 1,511,932 3,467,289 1,820,378 179,852 12,694,753 260,182 12,954,935 439,333 417,923 673 24,060 0 -172,493 270,163 169,170 Change From 2003-04 Budget to 2003-04 Projected Proposed 2004- 05 Budget ----- ---- 14,241.59i -155,001 14,086,59i 253, 001 267,377 1 1 21,051 14,628,022 250,OOC 117,29i 14,995,321 5,360,856 c 163,263 1,084,729 1,787,721 3,904,976 2,104,542 257,877 74,663,964 271,894 14,935,858 59,463 227,440 42,899 -43,624 -167,252 59,463 0 Change From 2003-04 Projected to 2004-05 Budget Change From 2003-04 Budget to 2004-05 Budget Antioch Southern California 2004-05 Budget 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 Contingency, Discretionary Capital 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 2001 -02 Actual ---------- 1 1,562,817 5,247,542 1,428,487 156,194 71.223 44,195 299,912 935,281 1,365,064 39,205 203,503 23,366 0 0 0 900,000 0 0 0 6,537 115,138 10,835,647 727,170 244,852 0 22,070 0 -1 15,138 151,784 575,386 2002-03 Actual ---------- 12,515,036 5,469,714 1,452,345 275,926 68,854 52,674 369,453 1,171,314 1,508,137 66,686 220,462 20,928 0 1,000 300,000 843,660 0 0 0 9,047 130,030 11,960,230 554,806 398,097 0 23,985 0 -1 30,030 292,052 262,754 2003-04 Budget --------- 13,495,563 6,173,146 1,865,315 328.159 48,446 44,660 292,654 1,223,221 1,602,159 53,550 218,000 8,632 130,789 166,696 0 1,003,477 0 0 0 19,365 124,752 13,303,021 192,542 410,000 0 31,100 -123,806 -1 24,752 192,542 0 2003-04 Projected ---------- 13,394,268 6,019,366 1,767,940 253,920 59,083 43,295 288,930 1,262,405 1,705,890 59,933 243,949 11 0 0 58,901 1,003,477 0 0 0 15,342 172,493 12,954,935 439,333 417,923 673 24,060 0 -172,493 270,163 169,170 Change From 2003-04 Budget to 2003-04 Projected Proposed 2004-05 Budget Change From 2003-04 Projected to 2004-05 Budget $ % ---------- ---------- 1,601,053 1 I .95% Change From 2003-04 Budget to 2004-05 Budget Antioch University Antioch Southern California SANTA BARBARA 2004-2005 AMOUNT FUNDING SOURCE TECHNOLOGY Rolling SB AUSC Web Devel, for on-line registration, bill payment, job applicants, etc. Rolling PC replace program, 75 PCs@$1150; $86,250 spread over 5 Yrs Rolling Printer replace program, HP2300 or equiv, @ $2300 x 20 printers, $46k over 5 yrs Ceiling mount LCD projectors for 5 classrooms, @$7700 x 5, $38.5k, over 3 yrs Other technology upgrades (firewalls, servers, network switches & gear, etc). FURNITURE Furniture upgrades and replacements TOTAL LOS ANGELES 2004-2005 TECHNOLOGY Rolling LA AUSC Web Devel, for on-line registration, bill payment, job applicants, etc. Rolling PC replace program, 141 PCs@$1150; 11 IMACs@ $712 Rolling Printer replace program, HP2300 or equiv, @ $2300 x 40 printers Computer lab furnishings, computer-style tables with chairs x 16, @$500 Digital LCD projectors at $3100 each Other technology upgrades (firewalls, servers, network switches & gear, etc). FURNITURE Large Board room, furniture & furnishings upgrade, $30k Furniture upgrade and replacement OTHER Library holdings TOTAL TOTAL SOUUTHERN CALIFORNIA $13,320 Operating budget & prior year depreciation reserves $1 7,250 Operating budget & prior year depreciation reserves $10,000 Operating budget & prior year depreciation reserves $12,834 Operating budget & prior year depreciation reserves $10,000 Operating budget & prior year depreciation reserves $10,000 Operating budget & prior year depreciation reserves $73,404 $26,640 Operating budget & prior year depreciation reserves $33,996 Operating budget & prior year depreciation reserves $18,400 Operating budget & prior year depreciation reserves $10,000 Operating budget & prior year depreciation reserves $10,000 Operating budget & prior year depreciation reserves $5,000 Operating budget & prior year depreciation reserves $30,000 Operating budget & prior year depreciation reserves $10,000 Operating budget & prior year depreciation reserves $1 0,000 Operating budget & prior year depreciation reserves $154,036 $227,440 ANTIOCH UNIVERSITY McGREGOR 2004-05 PROPOSED BUDGET 2003-04 YEAR-END PERFORMANCE This is a good year for Antioch University McGregor. We met or exceeded revenue and held expenses, resulting in excess revenue over expenses each quarter to date. Strengths included burgeoning enrollments in all Teacher Education programs, and sustained growth in the undergraduate program, The Weekend College. Moving from multiple cohorts to one in two programs present new challenges. The Graduate Management Program increased class size to help transition toward one cohort and enrollment is steady. We struggle some with ILPS and, to exacerbate the situation, their main recruiter was out for several months. Another variable is the fact that many ILPS students are graduating (a good thing), which lessens the revenue from continuing students. To right the course of moving to one cohort in this program, we will likely need to focus on increased recruiting efforts. Reaching nationallinternational students is costly, but the overhead for the program is low. Conflict Resolution came close to budget and has plans to offer certificate programs in the future, which will be very consumer-responsive. On the one hand, our Development numbers were down, yet overall the future is strong in that arena. Only a few months into the year, our Director of Development accepted another position. Because we are likely headed toward a capital campaign, we did not fill the position to allow time to first determine our needs. In the 2004-05 narrative section, those plans are explained. The result will be lower revenue than anticipated in the Annual Fund, but we have several unplanned sources of revenue on the horizon. Professor Jon Saari (Creative Writing) made a connection with a graduate who donated 8,000 books to McGregor and will provide the proceeds of a home sale ($140,000) to maintain the collection. We already have met last year's number of Executive Spelling Bee teams (the event is May 18). Also, we are having extremely concrete discussions with the Village of Yellow Springs about financial assistance in the form of a donation of land for our future expansion. This all blends to indicate we are looking for larger gifts, in most cases restricted to assist McGregor's overall strategic direction. The revenue boost enabled us to conduct critical market research; the results will be sent separately to the Board and ULC. We also conducted an economic impact study, upgraded several offices to accommodate faculty and staffing increases, engaged an architect, and began to build a capital fund. Our research yielded a remarkable find - 98% of our undergraduate students and nearly 93% of students combined rated our programs good to excellent. That is after stating they did not like the classrooms, the facilities, many of the auxiliary services and the general lack of creating an adult campus environment. Imagine what we could do if we had the right setting! This year McGregor began a focus on scholarship and research, setting aside all funds from the Executive Spelling Bee for this purpose in a restricted account. This will enable faculty to write, speak, travel and do other important professional development activities that will heighten the quality of what goes on in the classroom. This focus is long overdue and formerly constrained due to finances. We received a clean bill of health from the Ohio Board of Regents which conducts a study following any North Central Accreditation visit. They were very complimentary. We attribute this success to the fact that we have raised faculty salaries nearly 20% in five years and continue to hire outstanding new faculty. Further, our Academic Dean has excellent networking connections and respect from our Regents' contact. We are in our first full year of a new program - Community College Management, and the program is receiving national attention. The latest program is a partnership with the Pew Foundation - on social change and civic leadership. Antioch University McGregor is well underway with a comprehensive strategic plan that will be presented at the October Board meeting. FISCAL YEAR 2004-05 PROPOSED BUDGET Tuition and Raises Tuition will increase by 3% as approved by the Board. Our market research indicates that any greater increase will threaten enrollment due the highly competitive environment in this region. Raises will be 3% for faculty and administrators with an additional 2% retroactive determined after the fall enrollments are complete. Union raises are pre-set and contractually determined for a three-year period. The Weekend College The Weekend College is looking at a year of planning and slow but sustained growth. One initiative being investigated is the addition of a Health and Wellness major featuring national guest lecturers. This will undergo market research and curriculum scrutiny before formal approval. The Liberal Arts major has added a social studies concentration that will make this major more appealing to a wider audience of students. Most students in this area are looking to enter the teaching profession and this aligns with demand in our graduate education program. A science concentration is also under consideration to provide content for mathlscience teachers - an area very much in demand in the marketplace. The Weekend College is looking to collaborate on initiatives involving our undergraduate management students and our Graduate Management program. This major has currently started an off-site venture (classes at Navistar International) to determine the viability of this approach and to determine our ability to deliver, given our current resources. An issue that impacts budgeted expenses is an increase in adjunct salaries and the fees paid to faculty to monitor independent studies. Individualized Liberal & Professional Studies The Individualized Liberal & Professional Studies program has seen declining enrollment as a function of a few circumstances - the discontinuance of the Intercultural Relations program, one fewer entry point in the academic year, and the newly adjusted entry point late in the fiscal year (spring quarter). The program has added a track for Civic Change and Community Leadership in a partnering arrangement with LeadershipPlenty, a training program sponsored by the Pew Partnership for Civic Change. We have just started marketing efforts around the new track and anticipate that this will be an area of growth. As it is too early to tell how successful this track will be, the budget reflects a modest number of ten new students this fall in this track. Another program initiative is to provide for non-matriculant students to register for ILPS research courses. We have had outside requests for these courses and can also provide the research content for our other graduate programs as is relevant. While too early to present, the ILPS program is investigating program development in an interdisciplinary track that would also involve strategic partnerships. Conflict Resolution The M.A. in Conflict Resolution's continuing student numbers are a bit off, but we project recruiting a full cohort in the fall. The most important news in this program is the resignation of the director who wishes to return to a faculty position. The school has determined to hire a new director to lead the next academic year. We recognized this will be a clear risk management decision to add a position, because we are confident it will instill new life in an important program. The program has committed to increased visibility in the discipline by attending strategic conferences and has several ideas for initiatives that could generate revenue. The most promising initiative is the creation of a certificate in conflict resolution, which would consist essentially of the first year of the current curriculum. Market research (focus groups, etc.) will be conducted to test the waters. If determined viable, this initiative could open our market to individuals who don't need a master's credential but do need conflict resolution training - and documentation of same. Education programs The Education Department will slightly lower new student recruitment numbers due to current regional economic activity related to their field. Of fifteen area school levies, several failed, meaning that area districts will be downsizing their teaching force. As a result, the program feels a moral obligation to take fewer, but more highly qualified students. Last year's high enrollment was due in some part to certification alumni returning to complete their master's degree in the newly designed master's; we may have depleted that pool at this time. The year will be dedicated to an internal reorganization to better serve the large number of students in these offerings. However, it is important to note that the revenue is greatly buoyed by a very large number of continuing students. Just maintaining with a slightly lower number will provide a very strong revenue stream for McGregor. We are insistent that other programs not depend on education's growth, as it is often cyclical. Part of the reengineering of the department will be to hire an additional Associate Director to create strategic alliances with schools to grow our already very successful professional development program for educators. Graduate Management The Graduate Management Division experienced a modest start with a new track in Community College Management this year. The program added one core faculty position to the Graduate Management program and one core faculty to serve both the Community College track as well as to teach in the original program. The program plans to use this year to plan for a new delivery model that will be designed when all of the new faculty are in place. Revenue will remain flat here until the new model(s) are launched; however, the future may be very exciting to the overall strategic position of the School. Staffing We are able to add faculty and increase our investment in technology. The Yellow Springs Consolidation leaves McGregor short of service previously offered prior to that time. Ironically we were not the campus suffering financially, but we were forced to merge services. We have clearly lost, but basically are biting the bullet to be good colleagues. However, one agreement of the consolidation was that any one campus, if indeed short of service, could add from their own budget - the new person would be dedicated solely to the campus adding the position. We will do this in the upcoming fiscal year to meet the increasing needs for technology support, particularly for our faculty. We are also adding a Datatel/lnstitutional Research position, two more faculty members in education (four total including those unfilled this year), a major gifts person in Development (a reengineering), more leadership as indicated earlier in Education, and an additional recruiter. Deena Hummel, Executive Assistant to the President will assume the added duties of overseeing Alumni Relations. She has the right background and is about to become an alum as well as a candidate in our master's program. One new approach began in the current year and will continue - that of creating new contractual arrangements with adjuncts. In the Department of Education, they now use "Associate Faculty" who teach a guaranteed three courses each year. In contrast, the adjunct load varies. The Associates are paid more and become a great asset to our core faculty. Other departments are examining this model. Reengineering Antioch University McGregor is reengineering its academic areas, possibly into four "schools" - Education, Liberal Studies, Professional Studies (or Management and Conflict Resolution). This study is underway and one department - Education - will begin this year. The reengineering will streamline administrative tasks and create a redundancy in management to help provide back-up for already stressed directors. Expansion Plans for physical expansion will be addressed separately in a special report to the Board. The costs associated with expansion are not part of the operational budget, but will be folded into a capital budget proposed separately when the proposals are readied. To date, the only continuing costs are the architects, and the next phase of their work will be packaged with the financial models presented for the overall building/facilities costs. In summary - good enrollment, but it could have been better if we had more adult-oriented space and better facilities. We are out of classroom space and appropriate accommodations. We held our expenses, conducted a year's worth of important data gathering and planning, and began new programs. The challenge will be to sustain this growth and to build a facility that responds to the demands placed on our programs. It is hard to imagine how well we could do if we had a new building - the possibilities are endless. Barbara Gellman-Danley President Antioch University McGregor 2004-05 Budget Summary by Function Revenues Tuition & Fees Less Tuition Discounts Net Tuition and Fees 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 2001 -02 Actual ---------- 5,097,582 -76,339 5,021.243 39,584 59,075 0 49,379 14,208 5,183,489 0 40,807 5,224,296 2,547,443 0 2,828 128,942 718,723 1,541,854 270,418 13,597 5,223,805 0 5,223,805 491 277,120 -45,065 16,818 -52,253 -166,076 30,544 -30,053 2002-03 Actual ----.--.-- 6,136,832 -849 6,135,983 21,714 109,414 0 45,286 14,291 6,326,688 0 -1 1,324 6,315,364 2,912,039 0 0 47,733 891,046 1,708,956 339,208 18,498 591 7,480 0 5,917,480 397,884 408,579 -44,534 238,212 0 -204,936 397,321 563 2003-04 Budget ---------- 5,975,047 -1 5,000 5,960,047 80.000 64,998 0 56,000 15,850 6,176,895 0 65,060 6,241,955 3,145,287 0 50,060 20,000 968,803 1,684,752 359,053 14,000 6,241,955 0 6,241,955 0 209,500 0 0 0 -224,974 -15,474 15,474 2003-04 Projected ---------- 6,551,208 -21,494 6,529,714 11,000 69,492 0 10,000 15,000 6,635,206 0 16,588 6,651,794 3,129,966 0 14,106 27,900 1,002,221 1,961,739 352,000 20,111 6,508,043 0 6,508,043 143,751 214,000 0 0 0 -214,487 -487 144,238 Change From 2003-04 Budget to 2003-04 Projected Proposed 2004-05 Budget --------- 6,862,638 0 6,862,638 40,000 14,000 0 0 13,300 6,929,938 0 50,500 6,980,438 3,601,795 0 0 20,000 1,095,128 1,861,228 386,973 14,500 6,979,624 0 6,979,624 814 342,500 0 0 -101,686 -240,000 814 0 Change From 2003-04 Projected to 2004-05 Budget $ % ---------- ---------- 31 1,430 4.75% 21,494 100.00% 332,924 5.10% 29,000 263.64% -55,492 -79.85% 0 -10,000 -1 00.00% -1,700 -1 1.33% 294,732 4.44% 0 33,912 204.44% 328,644 4.94% Change From 2003-04 Budget to 2004-05 Budget Antioch University McGregor 2004-05 Budget 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 Contingency, Discretionary Capital 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 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 2001-02 Actual ---------- 5,224,296 2,743,441 957,250 61,015 90,650 25,433 60,167 562,598 116,831 25,239 0 64,954 0 0 0 500,000 0 0 -1 50,000 151 166,076 5,223,805 491 277,120 -45,065 16,818 -52,253 -1 66,076 30,544 -30,053 2002-03 Actual 2003-04 Budget 2003-04 Projected Change From 2003-04 Budget to 2003-04 Projected $ % .--------- --.------- 409,839 6.579 Proposed 2004-05 Budget .-.--.--. 6,980,43( 3,564,837 1,202,39t 144,38'. 83,501 44,751. 76,68; 733,98t 58,78! 16.29t t 9.744 69.804 c c 592,482 c c c 141,973 240,000 6,979,624 814 342,500 0 0 -101686 -240,000 814 0 Change From 2003-04 Projected to 2004-05 Budget $ % -.---.---- ---.------ 328,644 4.94% Change From 2003-04 Budget to 2004-05 Budget $ % ---------- ---------- 738,483 11 83% 2004-05 Proposed Expenditures Facilities Remodel two restrrooms on Main floor Directory for Lobby Heating Boulding Library Window Replacement Completion of Office Remodeling Technology Employee Workstation Standardization Network Hardware Replacement and Expansion Mobile Computer Lab Antioch University Antioch University McGregor Other Classroom of the Future: Additional A.V. Equipment and Technology Upgrades Total Amount Source Operating budget & prior year depreciation reserves Operating budget & prior year depreciation reserves Operating budget & prior year depreciation reserves Operating budget & prior year depreciation reserves Operating budget & prior year depreciation reserves Operating budget & prior year depreciation reserves Operating budget & prior year depreciation reserves Operating budget & prior year depreciation reserves $90,000 Operating budget & prior year depreciation reserves $342,500 PH.D. IN LEADERSHIP AND CHANGE 2004-05 PROPOSED BUDGET I. ACCOMPLISHMENTS of 2003-04: The program increased student FTE from 38 FTE in 02-03 up to 62 FTE in 2003-04. We have experienced a total attrition to date of five students over the course of the first two years, less than 10% to date. The program increased faculty FTE from 3.0 in 2002-03 to 5.5 in 2003-04. The program increased tuition-generated income 60% over the prior year. The program's faculty have brought in three multi-year grants - one for $90,000 which concluded in January 2004; one for $40,000 which will conclude in June 2004, although it may be renewed for another one to two years (to be confirmed in May 2004); and one for $1 5,000 which starts in Spring 2004. We continue to receive excellent evaluations from students about their learning experience. (Note: Student evaluations are available for review upon Board request.) We implemented the Individualized Learning component, which is the year three curriculum, including a process for approving external Mentor Faculty, and a two-faculty evaluative process for review and approval of all individualized learning work by students. We completed the Dissertation Handbook. All policies and procedures relevant to the dissertation stage of our program are now designed. These will be implemented during 2004-05, as the first students reach that stage of advancement to candidacy. We hired a second staff person in the Program Office, Leslee Byers, during the Summer 2003. We held the two-day faculty retreat April 7 & 8, 2004, in Santa Barbara. Completed and submitted the program's annual report to the Ohio Board of Regents, a condition of our provisional approval. We had nine of our students present papers at an international conference on leadership, held in Mexico, in November 2003, and a number of those presentations have been selected for publication by the organization, the International Leadership Association. We have had, as of the writing of this report, 57 applications for 2004-05, which is approximately 15 over 2003- 04. Wrote and distributed two program newsletters, which we use for internal information as well as external recruitment. II. ENROLLMENTS & REVENUE 2004-05 We project enrollment at 75 students. Here is the projected breakdown: 25 new students in the incoming Cohort 4. All indications at this time are that we will be able to meet this incoming class projection. Letters of acceptance went out to 20 new students on April 2; and we have approximately a dozen applications awaiting review. Applicants have until May 1 to submit complete applications. 22 continuing students in Cohort 3, which will enter their second year; this would mean four of the cohort's current 26 students would not return. 20 continuing students in Cohort 2, which will enter its third year; this would mean six of the cohort's current 26 students would not return. 8 continuing students in Cohort 1 with four in Dissertation Maintenance. This would mean two of the cohort's current 10 students would not return. These projected enrollment numbers assume a loss of a total of 12 continuing students from the three existing cohorts, which would be an approximately 20% attrition. This is quite high, but still below the norm: attrition numbers in non- traditional (60+%) as well as traditional doctoral programs (50%) are much higher. Our problem is that we do not yet have enough experience with our program and our student body to know what percentage is likely to take leave and not return, which percentage will withdraw or be withdrawn and, even more importantly, when this might happen during their time in the program. We expect low attrition between first and second year as only the occasional student realizes that this is not the 'right' program for himlher, but a more significant drop off from second to third year, as students actually encounter the academic progress policy requirements of 18 completed units by the end of the second year. This remains to be seen, however. Tuition Generated Income $1,277,500 73FTEx$17,500 The 73, as opposed to 75 FTE reflects a projection that four of Cohort 1's eight students will advance to candidacy, and therefore pay half of the annual tuition. The $1 7,500 annual tuition represents slightly less than a 3% increase. ApplicationIFees $5,000 Grants $35,000 Grant Indirect $4,000 Total I. SIGNIFICANT OBJECTIVES 2004-05 There are several budget-related objectives for 2004-05. Of these, I would like to make note of the following: - All faculty and staff will receive a 3% across-the-board increase. Faculty FTE will be 6.0 in 2004-05 (Drs. Wergin, Vaill, Couto, Kenny, & Holloway all at 1 .OFTE; and Guskin & Alexandre each at .50 Faculty FTE). We will be conducting national searches for the final 2.0 Faculty FTE during the AY 2004-05, which will bring the program to 8.0 Faculty FTE and approximately 100 student FTE, a ratio of 1:12.5 in the following year, 2005-06. We should have our first students advance to candidacy during this year, and enter the dissertation writing stage of their doctoral studies. wewill be brining in real-time, interactive voice over IP capability, and real-time document sharing capability, to augment the inter-residency learning possibilities. We are expecting the process for permanent approval from the Ohio Board of Regents (OBR) to take place in December 2004, although exactly what will happen, where it will happen, and when it will happen has not been worked out by the OBR. The contingency reserve will be set $30,000, which is approximately 2.5% of total tuition-generate revenue, which is three times the University's requirement. No 2004-05 expense lines have increased too dramatically; but there are some increases over 2003-04 in the following: (1 ) Travel (up $20,000); (2) Consulting (increased by $40,000). This line includes Mentor Faculty, and therefore reflects the first full cohort of approximately 20 students going into Year 3, when they secure Mentor Faculty for their Individualized Learning. (3) Subscriptions (increased by $7,000). Included in this line will be an increase for library acquisitions at ANE library. This brings our total for library acquisitions to $27,000 (4) University Overhead has increased to $29,000 based on the three-year enrollment formula; and, as well, the Ph.D. Program is adding approximately $20,000 for ULC-identified activities required of all campuses. IV. EXPENSES PersonnelISalaries: Faculty (6.0 FTE) All full professors in the Ph.D. program make the same salary, which, will be $81,689. This represents a 3% increase over last year. The Director's annual salary includes $14,000 paid by the University for her work as the Dean of University- wide Programs; her PhD salary is $89,000. Half of her salary is on the faculty line and 50% is administration. The program pays for a Library Faculty at ANE (1.0 FTE) at $41,200, which is 3% over last year. Mentors (who are already on Antioch payroll are paid at $1,500 plus benefits per Mentee), so this was projected at $30,000 (20 of 60 that could be AU Faculty at $1,500 + approximately 20%) Administration Half of the Director's salary is placed on the administration line and 50% is faculty. There are two full-time program staff people in the program office in YSO - Vickie Nighswander and Leslee Byers. One is at $45,000 and the other at $25,700. The program pays several 'stipends' type arrangements throughout the system for additional help: We pay a small stipend ($2,000 + fringes) for a senior registrar advisor, (L. Fitzgerald at ANE) and we pay a small stipend ($2,500 + fringes) for a writing instructor to oversee our on-line Writing Center (R. Kuder at McGregor). We also pay 25% of the salary ($9,500 + fringes) of ANE Library Staff. Non-Personnel Expenses This section will identify only those areas that have a noticeable change from last year and provide an explanation for those changes. Travel: This $90,000 represents an increase of $20,000 over last year. Here is the explanation: 8-1 0 FaclStaff @ 5 residencies = 30 days per person X 10 300 travel days x $1 50 lodging = $45,000 300 x $50 per day = $15,000 5 trips x 10 people x $500 = $25,000 plus miscellaneous other travel including Ohio Board of Regents, the two leadership association conferences, a meeting of the advisory committee. Subscriptions: This $35,000 represents an increase of $10,000 more to the Antioch New England library over 2003-04 for additional databases for students in the PhD Program, which are also accessible to ANE students. Purchased Services: This $30,000 represents a minor increase in First Class (FC) support for basic maintenance of both our website and FC, additional licenses, but also several important new elements: first, it represents the development of all the new forms and procedures for the advancement to candidacy and dissertation stage of the program, plus modifications to existing forms that need to be updated; it also represents the cost of 25 seats 2417 of Elluminate's voice over IP system, which we have researched and demonstrated with both faculty, staff and students. Consulting Services: This $60,000 represents bringing the first full cohort into its third year, during which each student secures two external mentors, each of whom is paid $1,500 per Mentee. (This covers approximately 45 mentors who are not on AU payroll.) Laurien Alexandre Director PhD in Leadership and Change 2004-05 Budget Summary by Function Revenues Tuition & Fees Less Tuition Discounts Net Tuition and Fees 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 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 2001-02 Actual ---------- 101,700 -7,500 94,200 0 0 0 0 0 94,200 0 126,972 221,172 217,156 0 0 0 0 0 3,117 0 220,273 0 220,273 899 900 0 0 0 -3,117 -2,217 3,116 2002-03 Actual 2003-04 Budget ---------- 989,750 -4,500 985,250 0 62,957 0 0 4,480 1,052,687 0 0 1,052,687 989,730 0 62,957 0 0 0 0 0 1,052,687 0 1,052,687 0 0 0 0 0 -1,659 -1,659 1,659 2003-04 Projected ---------- 1,016,425 -16,311 1,000,114 0 25,000 5,025 1,030,139 0 13,000 1,043,139 956,848 0 60,337 0 0 0 5,271 0 1,022,456 0 1,022,456 20,683 1,610 0 0 0 -5,271 -3,661 24,344 Change From 2003-04 Budget to 2003-04 Projected $ % Proposed 2004-05 Budget Change From 2003-04 Projected to 2004-05 Budget $ % Change From 2003-04 Budget to 2004-05 Budget PhD in Leadership and Change 2004-05 Budget Summary by Category 2001-02 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 Contingency, Discretionary Capital 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 2002-03 Actual ---.-.---- 687,523 330,717 107,349 86,003 0 0 12,463 101,706 8,717 534 0 2,100 0 0 0 0 0 0 0 7,130 2,705 659,424 28,099 11,509 0 0 0 -2,705 8,804 19,295 2003-04 Budget ------..-- 1,052,687 583,847 183,454 96,500 0 0 12,000 119,100 5,000 500 0 2,000 30,439 0 0 2,688 0 0 0 15,500 1,659 1,052,687 0 0 0 0 0 -1,659 -1,659 1,659 2003-04 Projected -.--.----- 1,043,139 616,123 197,392 101,200 0 0 13,149 67,983 2,800 1,100 0 2,000 0 0 0 2,688 12,750 5,271 1,022,456 20,683 1,610 0 0 0 -5,271 -3,661 24,344 Change From 2003-04 Budget to 2003-04 Projected $ % -.------.- -.------.- -9,548 -0.91 ¡/ Proposed 2004- 05 Budget -.---.-- 1,321,500 678,630 223,713 127,187 0 0 12,844 187,000 2,500 1,500 0 0 28,000 0 0 28,886 0 0 0 25,000 5,000 1,320,260 1,240 5,000 0 0 0 -5,000 0 1,240 Change From 2003-04 Projected to 2004-05 Budget $ % --.---.-*- ---------- 278,361 26.68% Change From 2003-04 Budget to 2004-05 Budget $ % ---------- ---------- 268,813 25.54% ANTIOCH UNIVERSITY ADMINISTRATION 2004-05 PROPOSED BUDGET The budget for the University Administration contains several changes approved by the ULC in February. Because the Administration budget is supported by overhead generated by the non-residential campuses, decisions to spend more money, of necessity, need the concurrence of the ULC. In addition to the items added by the ULC, the other changes to the budget involve costs associated with maintaining the current level of operations. Generally, expenses incurred by the University Administration are added to the overhead formula and then passed back to the non-residential campuses. Some exceptions have always existed, such as the Faculty Conference, but these have been the exceptions rather than the rule. For 2004-05, another exception was added to the methods of allocating costs to the campuses, irrespective of the size of their budgets. This mechanism, which sometimes counts Antioch University Southern California as two campuses, proportionally increased charges. Costs to Continue The cost increases necessary to maintain current operating levels are similar in most cases to those being experience by the campuses: Fringe Benefits. Fringe benefit costs will increase by $25,000 (6.7%), due largely to the higher cost of our medical insurance plan. Interestingly, because the budget covers a portion of the salaries of two people in California, it also covers the dramatic increase in their Workers Compensation costs. Non-personnel Operating Expenses. The budget for supplies, travel, telephone, postage, etc., is expected to increase by about 3.4% ($60,800) in 2004-05. This will cover inflation, some modest growth in activity, and the support of a new Datatel position. Part-time Labor. The Student Loan Office is attempting to reduce a backlog of filing and eliminate records that are no longer needed. A part-time person will be used to help with this work, adding $2,000 to the 2004-05 budget. Sabbatical Funding. The sabbatical account for the University Administration is under-funded and needs to be brought to the appropriate level. An additional $43,000 has been budgeted to make sure that all future obligations are covered. Summer Student Labor. Physical Plant services have been consolidated in Yellow Springs and an effort is being made to improve the appearance of the grounds by using student labor. The University Administration budget will need to provide a portion of the funding to support this program if the union will agree to the proposal. Chancellor's Continqencv. Traditionally, the Chancellor has had a contingency of $50,000, but this was reduced to $25,000 several years ago in order to close a gap in the budget of the entire University. More recently, the contingency was cut to $1 7,000, but at this level it is difficult for the Chancellor to initiate University-wide programs or respond to unanticipated problems. The 2004-05 budget increases the contingency by $8,000. Salary Increases. The budget contains a general salary increase of 3% for all staff. The cost of this increase is $53,000. Datatel Staffinq. A part-time employee shared with New England (where he is a graduate student) has been working for the University Administration and New England for a total of 70% time. With the departure of the former University Controller, who carried major Datatel coordination responsibilities, and the growing demand for Datatel assistance, the part-time employee has been moved to 100% time with the University Administration paying for the additional 30%. This arrangement will be continued through 2004-05 at an increased cost of $1 0,100. Major Changes Among the items added by the ULC are the following: Improved University Communications. The Board is talking about a person in Yellow Springs who can represent the University to the media and improve communications with the Board. The person will be proactive, anticipate the need to bring stories to the press, and provide consistent communication with the Board. The position might be part-time or the services could be obtained from a consultant. Total cost is budgeted at $50,000, with each nonresidential campus providing $1 2,500. Bolsterinq the University Administration. A number of areas have been identified where the University Administration is not currently able to "cover all of the bases." Many of the things that the former Associate to the Chancellor handled are not currently getting done, and there are others. There is a need to follow up on NCA- related activities, coordinate and collaborate on online course development, initiate grant writing, handle surveys and respond to the federal and state governments, plus many others. These duties might be handled by a new hire, or they might be distributed to appropriate people on the campuses. The cost of this upgrade is $50,000, with each nonresidential campus paying $1 2,500. Datatel Staffing. All campuses could benefit from the increased planning and coordination that could be provided by a Director of Operations for Datatel. There is also a pressing need for another support person who can program to meet the needs of the campuses, but the ULC could authorize funding for only one position. The cost, include travel money, is $100,000. Each of the nonresidential campuses (Southern California equals two) will pay $20,000. Accomplishments Renewal Commission. The decision to create a Renewal Commission to examine the structure of the College and develop ways to return it to health and vigor has been a major focus for the Chancellor during 2004-05. Structuring the work of the Commission and coordinating its efforts has been a major undertaking. The enthusiasm of the participants and the wide range of topics that the Commission has explored has required a great deal of time and effort, but the results promise to make a lasting impression on the way the College operates. Presidential Searches. The Chancellor has also been deeply involved in the search for a new President of the College. Working closely with the search committee, the Chancellor devoted considerable time to recruiting applicants and leading the review of those who expressed interest. The next president of the College will play a critical role in the restructuring and implementation of the work of the Renewal Commission. It is vitally important that the correct candidate be identified. The search for a President for Antioch Southern California was successfully completed this year with the selection of LucyAnn Geiselman. Shortly after her arrival, the Los Angeles campus moved to its new Corporate Pointe home. The Chancellor was involved in both the search for a President and the selection process for the new campus. NCA. Working closely with the ULC, the Chancellor was deeply involved with preparation of the response to the - concerns of the NCA. The accreditation self-study was successful in gaining a 10-year recertification. A selective visit will occur in 2006, and work is under way to prepare for this next focused assessment. Real Estate. Three transactions involving real estate consumed considerable time during 2003-04. The largest, the sale of Birch Ill, involved negotiation with several interested parties and eventually resulted in a contract for the sale to Oberer Residential Construction. Unfortunately, the company ultimately cancelled the sale for economic reasons. A more successful real estate transaction involved the sale of the Morgan House Bed and Breakfast. The buyer has completely renovated the facility and it is now open for business. The third transaction involved the transfer of the Grinnell Mill to Miami Township. The building was in bad repair and a liability for the University. The township was interested in preserving the facility and has invested considerable money to protect the property and make sure that no further damage will be done. Although the building was transferred to the township, the land remains part of Glen Helen and was made available to the township on a long-term lease. Labor Negotiations. A very long and difficult labor negotiation between the College and Local 767 of the United Electrical Workers came to a successful conclusion with the signing of a contract that recognizes the need for management authority in a number of areas. The contract also resulted in the Union employees being separated from the University's self-insured medical plan and placed under a private insurance plan at a savings for the College. A portion of this savings was returned to the employees in the form of a wage increase. Endowment Manaoement. The investment Committee recognized the need to increase the return on the endowment in order to sustain the current 5% pay-out structure. An alternative investment, Silver Creek Hedge Fund, was initially selected but a review of the terms and conditions attached to investments in this firm caused the Committee to reject this option. In another investment area, the College's AdCil appointed a subcommittee to review socially responsible investing by the University. Several meetings were held with this group to help them understand the ways in which the University invests funds for the endowment and the difficulties associated with attempting to redirect investments on a stock-by-stock basis. New Hires. During the late fall, recruitment began for two important positions. The retirement of the Director of Physical Plant and the resignation of the University Controller required the appointment of search committees and the screening of a large number of candidates before we were able to make offers to two very qualified individuals. Michael Miller accepted the position of Director of Physical Plant and Don Tecklenburg accepted the assignment as University Controller. Telecommunications. As part of a cost-savings decision, the College telephone operator position was eliminated and replaced with a new auto attendant. With some minor problems, the system has performed well. A second telephone cost-savings decision was made when we eliminated all but three pay telephones from the Yellow Springs property. The Yellow Springs property had 21 pay telephones, but because of the popularity of cell phones, the revenue being generated by these phones had fallen to far less than their costs. As a consequence, we were paying approximately $20,000 per year to maintain telephones that very few people used. The pay phones were removed and replaced by restricted campus phones which allow people to use calling cards for long distance and to place free calls to the campus and the immediate Dayton area. A third cost savings measure involving telephones was the bidding of the long distance contract for Yellow Springs. The new vendor is providing service that should save Yellow Springs units between $1 5,000 and $20,000 per year. A fourth area of telephone savings is the use of prepaid telephone calling cards rather than those issued by the telephone company. The telephone calling cards were costing more than $35 per minute, but the pre-paid cards cost less than $05 per minute. Campaion Successes. The campaign for Antioch College raised $1 1,766,604 in 2003-04 (through April), including a significant $3.0 million anonymous pledge from a trustee. In addition, the College received several foundation grants, two from Mellon to support the website and the Renewal Commission and one from the Pierson-Lovelace Foundation for faculty development relating to the Renewal Commission's work. These three grants total $200,000. Financial Manaqement. The University closed the books on 2002-03 and the subsequent audit was issued without exceptions. WYSO. Considerable time was devoted to trying to resolve the controversies surrounding WYSO. Following the resignation of the General Manager, an interim manager was recruited and a top-to-bottom review of the station, its finances and policies was undertaken. A number of changes have been made to return the station to financial viability and a substantial list of needs has been assembled. The University Administration and station management will be working with the new Task Force to insure that the station is on a firm footing. Insurance. After a competitive bidding process, the University's liability insurance was successfully transferred to a new carrier. Savings were realized and a smoother administrative and legal structure was put in place. Flexibility by the new carrier has made it much easier to handle legal situation. Securitv. During 2003-04, responsibility for Yellow Springs security was transferred to the Vice Chancellor. Security services were made a shared service for the College, McGregor and the University Administration. Direct supervision has been assigned to the new Director of Physical Plant. Beginning in 2002-03, Yellow Springs shared services costs for Physical Plant, Human Relations, Information Technology and Business Services have appeared in the University Administration budget. These shared services units were established upon recommendation of the Board's Stabilization Committee. Each unit in Yellow Springs pays its proportional costs of the service based upon various useage measurements. Glenn H. Watts Vice Chancellor University Administration 2004-05 Budget Summary by Function 2001-02 Actual Revenues Tuition & Fees Less Tuition Discounts Net Tuition and Fees 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 2002-03 Actual -----.--.- 0 0 0 13,478 0 0 0 0 13,478 0 0 13,478 1,710,624 0 0 0 0 100,093 1,601,160 0 0 1,701,253 0 1,701,253 22,849 22,849 0 0 0 0 22,849 0 2003-04 Budget --.--.--.- 0 0 0 0 0 0 0 0 0 0 0 0 1,685,494 0 0 0 0 109,272 1,565,004 0 0 1,674,276 0 1,674,276 11,218 11,218 0 0 0 0 11,218 0 2003-04 Projected -- ------. 0 0 0 0 0 0 0 0 0 0 0 0 1,686,149 0 0 0 0 105,995 1,569,174 0 0 1,675,169 0 1,675,169 10,980 10,980 0 0 0 0 10,980 0 Change From 2003-04 Budget to 2003-04 Projected Proposed 2004-05 Budget ----.----- 0 0 0 0 0 0 0 0 0 0 0 0 1,887,828 0 0 0 0 100,509 1,787,319 0 0 1,887,828 0 1,887,628 0 0 0 0 0 0 0 0 Change From Change From 2003-04 Projected 2003-04 Budget to 2004-05 Budget to 2004-05 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 Contingency, Discretionary Capital 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 2001-02 Actual ---------- 1,875,374 1,080,425 361,024 141,002 0 131 22,862 98,298 156,838 282 0 7,316 0 0 0 0 0 0 0 0 0 1,868,178 7,196 7,196 0 0 0 0 7,196 0 2002-03 Actual University Administration 2004-05 Budget Summary by Category 2003-04 Budget ---------- 1,685,494 921,916 367,060 92,300 0 0 19,350 82,000 164,650 0 0 2,000 0 25,000 0 0 0 0 0 0 0 1,674.276 1 1 1 ' 2003-04 Projected ------ --- 1,686,149 921,453 324,901 131,223 0 0 17,810 11 1,823 166,889 70 0 1,000 0 0 0 0 0 0 0 0 0 1,675,169 10,980 10,980 0 0 0 0 10,980 0 Change From 2003-04 Budget to 2003-04 Projected $ % ---------- ---------- 655 0.04% Proposed 2004-05 Budget Change From 2003-04 Projected to 2004-05 Budget $ % ---------- ---------- 201.679 11.96% Change From 2003-04 Budget to 2004-05 Budget $ % ----me---- ---------- 202.334 12.00% ANTIOCH REVIEW 2004-05 PROPOSED BUDGET Accomplishments We continue to publish high quality fiction, poetry and essays and the magazine has achieved a respectable size (1 96 pages) after years of being undersized. Our $10,000 grant from the NEA along with a steady growth in donor support (in a year when the College was seeking support for its campaign) and auxiliary sales offset the small drop in sales. We held three fundraising events (New York, Chicago, Austin) and accomplished everything else with a 30 hour per week staff and volunteer readers. Two of the three iigenre" numbers have been well received and the third (short stories) will appear in June. Our pool of volunteers has enabled us to keep up with the "slush"(about 4000 stories, 11,000 poems, 1000 essays) and we held a "thank you" party for those volunteers. We were recently featured in Poets & Writers and the editor attended the Associated Writers Program meeting in Chicago to meet with authors and readers. Objectives To publish the "best words in the best order"; to achieve a balance in the size of the magazine; to extend our donor base by adding new potential sources of support; to add to our distribution base; to continue to publish work that appeals to a wide audience of literate readers; to add another poetry reader to help keep up with submissions; to increase author payments. Priorities Increase the endowment; to maintain the current size of the magazine to reflect our standing against similar magazines; to keep abreast of the enormous number of submissions. Robert Fogarty Editor Antioch Review 2004-05 Budget Summary by Function Revenues Tuition & Fees Less Tuition Discounts Net Tuition and Fees 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 2001-02 Actual ---------- 0 0 0 19,489 3,084 10,162 0 10,432 43,167 57,383 0 100,550 0 0 127,950 0 0 0 0 0 127,950 0 127,950 -27,400 0 0 0 0 0 0 -27,400 2002-03 Actual ---------- 0 0 0 28,132 2.993 8,021 0 16,144 55,290 49,687 0 104,977 0 0 142,805 0 0 0 361 0 143,166 0 143,166 -38,189 4,328 0 0 0 -361 3,967 -42,156 2003-04 Budget ----.--- 0 0 0 62,980 2,750 9,500 0 7,000 82,230 56,000 0 138,230 0 0 138,230 0 0 0 0 0 138,230 0 138,230 0 0 0 0 0 0 0 0 2003-04 Projected .--------- 0 0 0 30,000 2,751 10,000 0 9,000 51,751 52,500 0 104,251 0 0 142,114 0 0 0 0 0 142,114 0 142,114 -37,863 0 0 0 0 0 0 -37,863 Change From 2003-04 Budget to 2003-04 Projected $ % .---.----- ----.----- Proposed 2004-05 Budget ---------. 0 0 0 67,486 2,826 9,500 0 7, mo 86,812 56,000 0 142,812 0 0 142,812 0 0 0 0 0 142,812 0 142,812 0 0 0 0 0 -1443 -1,443 1,443 Change From 2003-04 Projected to 2004-05 Budget $ % Change From 2003-04 Budget to 2004-05 Budget $ % Antioch Review 2004-05 Budget 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 Contingency, Discretionary Capital 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 2001-02 Actual ---------- 100,550 51,978 27,680 569 0 0 -2,684 50,407 0 0 0 0 0 0 0 0 0 0 0 0 0 127,950 -27,400 0 0 0 0 0 0 -27,400 2002-03 Actual ---------. 104,977 53.722 30,657 2,625 0 0 -2,140 57,941 0 0 0 0 0 0 0 0 0 0 0 0 361 143,166 -38,189 4,328 0 0 0 -361 3,967 -42,156 2003-04 Budget ---------- 138,230 54,523 31,932 2,200 0 0 -2,575 52,150 0 0 0 0 0 0 0 0 0 0 0 0 0 138,230 0 0 0 0 0 0 0 0 2003-04 Projected ---------- 104,251 53,600 29,429 2,399 0 0 -2,770 58,013 0 0 0 0 0 0 0 0 0 0 0 0 0 1,443 142,114 -37,863 0 0 0 0 0 0 -37,863 Change From 2003-04 Budget to 2003-04 Projected Proposed 2004-05 Budget ---------- 142.81i 53,811 31,176 2,201 c c -2,57i 56.75C c c c c c c c c c c c c 1,443 142,812 c c 0 0 0 -1,443 -1,443 1,443 Change From Change From 2003-04 Projected 2003-04 Budget to 2004-05 Budget to 2004-05 Budget WYSO RADIO 2004-05 PROPOSED BUDGET This has been a year of change for WYSO. A management change in January 2004 refocused the station on effective bottom-line management. Station management is closely monitoring expenses and will greatly expand use of volunteers to handle previously contracted mailing program services. In addition, purchased programming is being reviewed and volunteers will be sought to provide programming during some of those air times. Memberships in broadcasting-related organizations have been reduced to the minimum required to accomplish WYSO's programming goals. Administrative costs and travel have been reduced to an absolute minimum. Regarding revenues, an overly optimistic projection of gifts revenue has been trimmed to reflect a more realistic environment. We are eagerly anticipating a surge in underwriting income for WYSO. An initiative was undertaken with WDPFUWDPG Public Radio in Dayton, Ohio to hire a person to sell radio underwriting as a joint venture; this will result in selling to a combined listener audience of 90,000 (WYSO1s 55,000 and WDPR's 35,000.) Each station will share the base salary, benefits (which are being provided under WDPR's benefit plan) and expenses. This position will be in addition to an improved incentive plan provided for WYSO's current underwriting salesperson. We have planned for a 3% cost of living increase in salaries, plus attendant benefits costs. We have also increased one staff member's salary to bring him to parity with others having similar responsibilities. We will add a part-time on-air position to fill a much needed vacancy that was previously a full-time position. We have also budgeted for a professional business manager to assure that WYSO will continue to be operated in a cost-effective manner. This year's budget includes planning for technical improvements to increase broadcast reliability, including the purchase of software support for the station's automation processes and acquisition of back-up play and recording units. A preventive maintenance program will be established and essential stand-by transmitter parts will be kept in a ready-to-use status. We are also looking into several grants to offset our costs of major capital projects, such as a digital transmitter. Joe Colvin Interim General Manager 2004-05 Proposed Expenditures Other Equipment: Generators at transmitter site and at production facilities Transmitter Replacement Total Antioch University WYSO Public Radio Amount Source Operating Expense WYSO 2004-05 Budget Summary by Function Revenues Tuition & Fees Less Tuition Discounts Net Tuition and Fees 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 2001 -02 Actual ---------- 0 0 0 415,000 170,294 0 0 274,025 859,319 500 0 859,819 0 0 853,240 0 0 0 0 0 853,240 0 853,240 6,579 21,846 0 15,168 0 -30,435 6,579 0 2002-03 Actual ---------- 0 0 0 442,147 171,470 0 0 298,720 912,337 190 0 912,527 0 0 1,020,830 0 0 0 21,186 0 1,042,016 0 1,042,016 -129,489 0 0 15,171 0 -21,186 -6,015 -123,474 2003-04 Budget ---------- 0 0 0 470,000 157,000 0 0 308,500 935,500 0 0 935,500 0 0 904,727 0 0 0 0 0 904,727 0 904,727 30,773 8,250 0 15,100 0 -13,000 10,350 20,423 2003-04 Projected ---------- 0 0 0 404,000 173,000 0 0 190,446 767,446 10 0 767,456 Change From 2003-04 Budget to 2003-04 Projected $ % ---------- ---------- 0 0 0 -66,000 -14.04% 16,000 10.19% 0 0 -1 18,054 -38.27% -168,054 -17.96% 10 0 -1 68,044 -1 7.96% Proposed 2004-05 Budget ---------- c c c 400,OOC 1 73,506 c 0 284,500 858,000 100 0 858,100 0 0 858,100 0 0 0 0 0 858,100 0 858,100 0 40,000 0 15,100 0 - 7,000 48,100 -48,100 Change From 2003-04 Projected to 2004-05 Budget $ % Change From 2003-04 Budget to 2004-05 Budget $ % ---------- -----me--- 0 0 0 -70,000 -14.89% 16,500 10.51% 0 0 -24,000 -7.78% -77,500 -8 28% 100 0 -77,400 -8.27% WYSO 2004-05 Budget Summary by Category 2001 -02 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 Contingency, Discretionary Capital 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 2002-03 Actual ---------- 912,527 346,890 1 14,696 13,557 0 0 6,670 385,903 48,174 7,863 0 97,077 0 0 0 0 0 0 0 0 21,186 1,042,016 -129,489 0 0 15,171 0 -21,186 -6,015 -1 23,474 2003-04 Budget 2003-04 Projected ---------- 767,456 306,504 93,955 5,275 0 175 3,580 387,695 35,100 6,000 0 100 0 0 0 0 0 0 0 0 7,287 845,671 -78,215 0 0 15,180 0 -7,287 7,893 -86.108 Change From 2003-04 Budget to 2003-04 Projected Proposed 2004-05 Budget ---------- 858,100 325,125 96,395 19,100 0 500 6,100 356,580 40,800 6,000 0 500 0 0 0 0 0 0 0 0 7,000 858,100 0 40,000 0 15,100 0 - 7,000 48,100 -48,100 Change From 2003-04 Projected to 2004-05 Budget $ % --*------- ---*------ 90.644 I I .81 Oh Change From 2003-04 Budget to 2004-05 Budget $ % -- ---- - - - - ---------- -77.400 -8.27% Revenues Tuition & Fees Less Tuition Discounts Net Tuition and Fees 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 2001-02 Actual ---------- 0 0 0 150 82,258 -148,928 0 -1,835,021 -1,901,541 0 725,944 -1,175,597 512,892 -39,982 0 0 324,095 0 1,054,496 234,857 82,258 1,655,724 0 1,655,724 -2,318,429 10,383 0 124,124 0 -234,857 -100,350 -2,218,079 2002-03 Actual -----.---- 0 0 0 150 116,528 -334,081 0 -1,419,902 -1,637,305 0 539,956 -1,097,349 427,482 -48,749 0 0 68,854 0 575,316 222,140 116,667 934,228 0 934,228 -1,604,095 75,564 0 124,115 0 -222,140 -22,461 -1,581,634 University Wide 2004-05 Budget Summary by Function 2003-04 Budget ---------- 0 0 0 30,000 125,000 180,000 0 157,200 492,200 0 481,831 974,031 1,192,008 0 0 0 62,581 0 1,773,122 205,245 125,000 2,165,948 0 2,165,948 91 81,218 0 124,118 0 -205,245 9 1 0 2003-04 Projected ---------- 0 0 0 500 110,000 -500,000 0 4,000,000 3,610,500 0 535,000 4,145,500 1,180,135 -25,000 0 0 71,943 0 1,885,185 196,237 110,548 2,238,913 0 2,238,913 3,086,722 97,650 0 128,537 0 -1 96,237 29,950 3,056,772 Change From 2003-04 Budget to 2003-04 Projected Proposed 2004-05 Budget -----.---- 0 0 0 30,000 125,000 l80,OOO 0 155,000 490,000 0 466,783 956,783 1,367,253 0 0 0 114,733 0 1,883,289 200,000 125,000 2,323,022 0 2,323,022 1,014 76,000 0 124,118 0 -200,000 118 896 Change From 2003-04 Projected to 2004-05 Budget $ % Change From 2003-04 Budget to 2004-05 Budget University Wide 2004-05 Budget 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 Contingency/Reserves Campus Contingency, Mandatory Campus Contingency, Discretionary Capital 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 2001 -02 Actual ---------- -662,705 349,258 132,156 212,102 0 0 5,892 485,100 78,686 80,803 0 4,613 0 0 0 0 0 0 0 72,257 234,857 1,655,724 -2,318,429 10,383 0 124,124 0 -234,857 -100,350 -2,218,079 2002-03 Actual ---------. -669,867 280,151 43,608 159,626 0 0 20,765 458,893 12,971 70,243 0 9,646 0 0 -525,000 0 0 0 0 181,185 222,140 934,228 -1,604,095 75,564 0 124,115 0 -222,140 -22,461 -1,581,634 2003-04 Budget ---------- 2,166,039 862,589 263,040 125,629 0 0 5,518 435,883 18,245 64,604 0 5,036 13,234 0 0 0 0 0 0 166,925 205,245 2,165,948 91 81,218 0 124.118 0 -205,245 91 0 2003-04 Projected ---------- 5,325,635 921,356 239,922 142,053 0 0 4,995 41 6,268 20,906 89,082 0 45,741 0 0 0 0 0 0 0 162,353 196,237 2,238,913 3,086,722 97,650 0 128,537 0 -196,237 29,950 3,056,772 Change From 2003-04 Budget to 2003-04 Projected $ % ---------- ---------- 3,159,596 145.87% Proposed 2004-05 Budget --------- 2,324,036 992,937 285,601 11 1,325 0 0 5,800 452,759 29,600 55,000 0 18,000 0 2,500 0 0 0 0 0 171,500 200,000 2,323,022 1,014 76,000 0 124,118 0 -200,000 118 896 Change From 2003-04 Projected to 2004-05 Budget $ % ---------- ---------- -3,001,599 -56.36% Change From 2003-04 Budget to 2004-05 Budget 2004-05 Proposed Expenditures Antioch University University Wide Facilities Remodel Computing Services Office Fiber Optic Cable between Sontag-Fels & Kettering Bid. Technology Network Packet Management System Multipoint Control Unit for Video Conference VPN Server & Network Upgrade Total Amount Source Operating Budget Operating Budget Operating Budget Operating Budget Operating Budget Antioch University Headcount Enrollment by Campus Full-Time and Part-Time New England Masters FT Doctoral FT Total FT Masters PT Doctoral PT Total PT Total Headcount Seattle Undergraduate FT Masters FT Doctoral FT Total FT Undergraduate PT Masters PT Doctoral PT Total PT Total Headcount 1999-00 448 215 663 233 1 234 897 - Santa Barbara Undergraduate FT Graduate FT Total FT Undergraduate PT Graduate PT Total PT Total Headcount 1999-00 39 41 1 0 450 123 25 1 0 374 824 2000-01 456 215 671 287 2 289 960 1999-00 4 1 114 155 48 33 8 1 236 2000-01 97 41 7 0 514 127 26 1 0 388 902 2001 -02 467 209 676 225 9 234 91 0 2000-01 55 118 1 73 60 32 92 265 2001-02 99 33 1 0 430 111 278 0 389 81 9 2002-03 482 215 697 233 9 242 939 2001 -02 66 1 24 190 65 42 107 297 2002-03 88 31 6 0 404 11 1 275 0 386 790 2003-04 49 1 209 700 196 2 1 21 7 91 7 - 2002-03 80 135 21 5 56 50 106 32 1 2004-05 Bud et 51 1 207 718 20 1 23 224 942 2003-04 89 363 0 452 129 256 0 385 837 2004-05 Bud et 9 1 353 15 459 139 270 10 41 9 878 2003-04 60 146 206 39 4 1 80 286 2004-05 Bud et 70 140 21 0 49 48 97 307 Los Angeles Undergraduate FT Graduate FT Total FT UG PT Grad PT Tota! PT Total Headcount Leadership 8, Change Graduate FT** Graduate PT Total Headcount * "Other" in 2001-02 would have been 94 if the Kyoto students had not been called home after 9-1 1. ** Cohorts begin in July; counts are as of September. 1999-00 88 256 344 87 119 206 550 TOTALS Total Full-Time Total Part-Time Other 1999-00 2000-01 8 1 274 355 87 122 209 564 1999-00 1,926 1,218 86 2000-01 Total Headcount 2,979 2001-02 73 277 350 87 130 21 7 567 2000-01 1,972 1,245 87 2001 -02 11 0 11 3,043 2002-03 69 285 354 119 177 296 650 2001-02 2,063 1,185 84 2002-03 38 0 38 3,054 2003-04 64 344 408 114 145 259 , 667 2002-03 2,236 1,281 108 2004-05 B,t 63 342 405 116 175 29 1 696 2003-04 6 1 0 6 1 3,350 2004-05 Bd et 75 0 75 2003-04 2,326 1,152 107 2004-05 Bud et 2,360 1,229 111 3,329 3,425 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 (Antioch Education Abroad) MS Management MA Psychology MA Education OSR Whole System Design MA Organizational Management DanceIMovement Therapy Counseling Psychology Marriage and Family Therapy Environmental Studies Education Organization & Management Applied Psychology Clinical Psychology I MA Weekend Program Intercultural Relations INSTRUCTION (Cont'd): Conflict Resolution Environment & Community Fine Arts PhD in Leadership & Change 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 ArchivesIAntiochiana 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 Infirmary Counseling STUDENT SERVICES Cont'd: Security Student Loan Office Community Government INSTITUTIONAL SUPPORT: Chancellor Trustees ProvostlPresident Fiscal Operations Business Operations General Administration Central Services Personnel Alumni DevelopmentlAdvancement 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 HousinglBookstore Computer Sales McGregor Conference Center SALARIES & WAGES: Compensation Paid to Contracted Employees Core Faculty Associate Faculty Adjunct Faculty Administrators Administrative Associate Teaching Assistants Unionized Staff Non-Unionized Staff Students Retirees Other Staff Employees BENEFITS: Required and Non-Required Benefits Paid Medical Dental Plan 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 LINE ITEMS 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 HonorariaIStipends Information & Communications Memberships & Dues Printing PostageIFreig ht AudioNisual Advertising Telecommunications Internet & Leased Lines Legal Audit WYSO Programming WYSO Premiums Bad Debt Expense PLANT MAINTENANCE COSTS: Costs Related to Facilities Maintenance Contracts & Repairs Computer Maintenance Purchased Services Utilities Vehicle Operation Facility Rental Equipment Rental InsuranceITaxes 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 Miscellaneous Grants to Others CONTINGENCYIRESERVES: Campus Contingency, Mandated Campus Contingency, Discretionary Capital Reserve OVERHEAD COSTS: Regional Overhead University Overhead University Conference Standard Cost Overhead Operation Subsidy Inter-Campus Agreements Grant Indirect Costs