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MTIOcH UNIVERSITY
REPORT TO THE
BOARD OF TRUSTEES
2004-05 YEAR END PROJECTION
2005-06 PROPOSED BUDGET
June 2-4, 2005
TABLE OF CONTENTS
Introduction ………………………………………………………………………………………………………………………………………….. 1
Antioch University-wide Schedules ………………………………………………………………………………………………………….. 17
Antioch College ……………………………………………………………………………………………………………………………………. 19
Glen Helen ………………………………………………………………………………………………………………………………………….. 25
Antioch New England ……………………………………………………………………………………………………………………………. 29
Antioch Seattle …………………………………………………………………………………………………………………………………….. 32
Antioch Southern California ……………………………………………………………………………………………………………………. 38
Antioch University
McGregor ………………………………………………………………………………………………………………….. 44
Leadership and Change ………………………………………………………………………………………………………………………… 52
University Administration ……………………………………………………………………………………………………………………….. 56
…………………………………………………………………………………………………………………………………….. Antioch Review 61
WYSO Public Radio ……………………………………………………………………………………………………………………………… 65
……………………………………………………………………………………………………………………… University-W ide Expenses 68
Headcount Enrollment by Campus ………………………………………………………………………………………………………….. 70
Cost Centers ……………………………………………………………………………………………………………………………………….. 73
Line Items ……………………………………………………………………………………………………………………………………………. 74
REPORT TO THE BOARD OF TRUSTEES
June 2-4,2005
I. INTRODUCTION
The 2005-06 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 2004-05 experience dictated changes for 2005-06 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 2004-05 at the time the Proposed Budget was submitted and the year-end projections made. The actual
2004-05 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) 117 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 8.
11. FORMAT AND CONTENT
The 2005-06 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 2005-06 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 $1 0,000 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 2005-06. 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 2005-06. 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 2005-06.
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 2005-06 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 73.
The columns of the 2005-06 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 2002-03 and 2003-04
actual expenditure history. The third column contains the 2004-05 Budget as approved by the Board of Trustees and the
fourth column contains information about how each of the Campuses anticipate their 2004-05 Budget will appear at the
end of the current fiscal year. That is, the 2004-05 Budget column is the plan for the current year while the 2004-05
Projected column shows how the plan is expected to play out. The next two columns, Change from 2004-05 Budget to
2004-05 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 2005-06 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 2005-06 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 2005-06 Budget with the
2004-05 Projected outcome, and the last two columns compare the Proposed 2005-06 Budget with the 2004-05 Budget.
Each set of comparisons present the dollar variance and percentage variance. Major
dollarlpercentage
changes tend to
signify programmatic shifts or restructuring.
FASB 11 7 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 Reserves” of the campuses become
‘Funded Reserves” 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 2005-06 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 74.
A section of these schedules show the ContingencyIReserves 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, Discretionary1′ 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 $2.17 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 Non-Residential 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 contributed 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
2005-06.
The columns on the 2005-06 Proposed Budget Summary by Category schedule are identical to those on the Budget
Summary by Function schedule.
V. 2004-05 YEAR-END PROJECTIONS
With two months remaining in the current fiscal year, the projected accrual balance for the University should be about
$1.6 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 $800,000 at year end.
Nevertheless, even without this positive performance by the investments in the endowment, the University is projected to
have an operating deficit surplus of $800,000.
Two units are expected to have operating deficits at year-end. WYSO Public Radio is projected to have the largest
deficit, in excess of $150,000. Also, the Antioch Review is expected to have negative finishes, albeit small. The deficit
for WYSO will be less than the $1 91,584 loss of 2003-04. This will be the fourth year in a row that WYSO has operated
at a deficit. The Review is expected to finish with a deficit of $21,294, its sixth consecutive negative finish. This year’s
deficit is a marked improvement over last year’s $53,663 loss. The other units of the University are projecting positive
year-end balances, with Seattle has a superlative year with an estimated surplus of over $1 million.
Depending on the actual final results, campuses may be transferring monies to capital reserves that will show as
operating expenditures in the current year. This might reduce the balances projected above but 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. These amounts will be determined as the results of the year are finalized.
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.
2004-05 PROJECTED YEAR-END BALANCES
Antioch College
Glen Helen
New England
Seattle
Southern California
Antioch
McGregor
University Administration
University Wide
WYSO Public Radio
Leadership & Change
Antioch Review
TOTALS
Total Total Accrual
Revenue Expense Balance
19,910,406 19,910,406 0
668,056 658,047 10,009
14,091,000 13,947,974 143,026
14,051,141 13,020,646 1,030,495
14,755,165 14,754,844 32 1
7,086,209 6,914,507 101,702
1,997,971 1,939,255 58,716
2,467,613 2,087,621 379,992
882,835 1,039,988 -1 57,153
1,339,934 1,259,298 80,636
1 18,093 139,387 -21,294
1,626,450
Net Cash
Balance
-372,000
1,650
-144,391
700,869
168,367
166,702
0
291,787
-1 78,953
83,033
-1 9,851
697,213
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 Task Force report, the Strategic Plan, and the hiring of a new General Manager are major steps
toward fiscal stability. The station equipment still will require attention if the station is to operate reliably in the coming
years. Replacing the most critical equipment will produce a cash-basis loss in 2005-06, despite a budgeted breakeven on
an accrual basis.
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 cannot 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.
Glen Helen has used up its temporarily restricted funds and thus needs to find additional sources of revenue to balance
its budget in the future. This will be a major task for the new Director.
Gross tuition and fees for 2005-06 is projected to be $86,594
(.I
5%) 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.
2004-05 GROSS TUITION AND FEE REVENUE PROJECTIONS
–
Antioch College
Glen Helen
New England
Seattle
Leadership & Change
Southern California
McGregor
2004-05
Budgeted
14,095,744
11 8,972
11,511,573
1 1,286,130
1,282,500
14,241,595
6,862,638
2004-05
Projected
13,389,317
120,215
11,617,000
11,881,920
1,327,411
14,083,674
7,066,209
Variance
-706,427
1,243
105,427
595,790
44,911
-1 57,921
203,571
TOTALS $59,399,152 $59,485,746 $86,594
Southern California and the College, however, do not expect to reach their revenue targets. In addition to the projected
shortfall in gross tuition, the College’s tuition discounts are $300,000 more than budgeted.
Gift income for the University as a whole is expected to be below budget by
-$2,165,604
(-48.6%). Gift revenue at the
College is projected to be
-$I
,850,593 (-42.5%) below budget. It should be noted, however, that this departure from
budget is because of gifts received as temporarily restricted for the Plan for Antioch. This results in a higher than
anticipated Released from Restriction by $2.7 million or more than 100% above budget. The Other Income for the year is
projected to be well above budget because of the gains being shown by the endowment fund and the sale of Birch Ill.
Overall for the entire University, Other Income is expected to be $2.4 million (138.1
O/O)
more than budgeted.
Realized and unrealized gains on the endowment fund are projected to exceed budget by $800,000. These gains
accumulate in the endowment, but are considered to be unrestricted funds and may be used to support the College and
other units.
Auxiliary revenue is expected to be nearly
-$195,125
(-5.0%) below budget with most of this shortfall projected to occur at
the College. Enrollment at the College was below projection, meaning that there were fewer than expected students
living in the dormitories and purchasing meal plans.
V. 2005-06 BUDGET OVERVIEW
Total revenues in 2005-06 are expected to exceed $81 million, an increase of $3.7 million over what is projected for the
2004-05 year-end and nearly $5.5 million more than was originally budgeted for 2004-05. While total revenues are
expected to increase by 7.3% over the prior budget, total expenses are planned to grow by 9.1 %. For the entire
University, the 2005-06 budget is projected to have a deficit of $1,331,785. This is because of deficits projected at the
College
($1,269,587),
Glen Helen
($17,651),
and Seattle ($50,000).
Gross Tuition and Fee Revenue is budgeted to be more than $2.0 million above what is projected to be realized in the
current year. All campuses, except the College, are expecting an increase in gross tuition revenue with the percentages
ranging from an increase of 0.82% at Glen Helen to more than 16% for the Leadership & Change Program. The average
increase in gross tuition is expected to be about
3.4%,
a combination of tuition rate increases and moderate growth in
enrollments. Because of the implementation of the Plan for Antioch, College tuition and fees are expected to be lower
than 2004-05.
The headcount enrollment history and the forecast for 2004-05 used to develop the campus tuition and fee income
projections are on page 70.
CHANGE IN 2005-06 BUDGETED GROSS TUITION AND FEE REVENUE
2004-05
Projected
Antioch College 13,389,317
Glen Helen 120,215
New England 1 1,617,000
Seattle 11,881,920
Leadership & Change 1,327,411
Southern California 14,083,674
McGregor
7,066,209
2005-06
Budgeted
1 1,596,281
121,212
11,838,982
13,049,574
1,551,000
15,950,346
7,389,117
Variance
-1,793,036
997
221,982
1 ,I 67,654
223,589
1,866,672
322,908
Percent
Change
-I 3.3g0/o
TOTALS $59,485,746 $62,661,022 $2,010,766 3.38%
Tuition Discounts at the College have been increasing significantly as the policy of meeting 100% of need and granting
strategic scholarships was phased in.. But with the decreasing enrollment, tuition discounts will decrease in 2005-06 at
the College.
Seattle is anticipating a larger discount next year because of the implementation of a plan with Boeing.
Net Tuition and Fee revenue is budgeted at $56.5 million in 2005-06. This is an increase of 5.53% over what is projected
for 2004-05 and 5.08% more than was budgeted in the prior year.
For the University as a whole, Gift income is expected to be $1.6 million above the 2004-05 projected levels based on
major initiatives at the College and in Southern California. At the College, Gifts revenue in 2004-05 is projected to be just
over $2.5 million, $217,150 (83.3%) more than in the projected 2004-05 budget and $800,000 more than the original
2004-05 budget. Southern California is expecting an increase of $268,000 above this year’s expected level, an increase
of almost 200%. Grants revenue is projected to decline in 2005-06. Both the College and New England have significant
reductions.
2005-06 BUDGETED TUITION DISCOUNTS
Antioch College
Glen Helen
New England
Seattle
Leadership &
Change
Southern California
McGregor
2004-05
Projected
5,510,718
0
190,000
85,006
2005-06
Budgeted
4,544,669
0
180,500
1 52,880
Percent
Variance Change
-966,049 -1 7.53%
0
-9,500 -5.00%
67,874 79.85%
TOTALS $5,979,085 $5,534,309
-$444,776
-7.44%
The amount budgeted for Other Income has been reduced by more than
-$900,000
the amount anticipated in 2004-05 to
reflect the conservative approach to projecting gains in the stock market.
The Revenue from Auxiliary Enterprises is being budgeted at $3.6 million. This is $82,000 less than is projected for the
2004-05 fiscal year, largely because of declining enrollment at the College.
The summary schedules for the entire University contain a line called Net Overhead for Central Operations. A total of
$3.43 million is budgeted for University Administration and other University-Wide functions in 2005-06. The University
Administration budget is showing a sizable increase. 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 to increase the effectiveness of university-wide computing and for the implementation of
on-line registration. In addition to these new positions, more travel has been budgeted to increase the inter-campus
communication and training in all areas of administration.
Central Operations receives $3,432,828 from overhead and the College receives $740,000. The total is allocated to the
nonresidential campuses on the basis of their average general unrestricted revenues received over the past three years.
NET OVERHEAD
AS A PERCENTAGE OF CAMPUS TUITION and TOTAL CAMPUS REVENUE
OVERHEAD
BUDGETED
Antioch College 0
New England 1,046,871
Seattle 1,092,347
Southern California 1,276,119
Antioch McGregor 700,473
Leadership & Change 57,018
TOTAL $4,172,828
GROSS
TUITION
1 1,596,281
11,838,982
13,049,574
15,950,346
7,389,117
1,551,000
$61,375,300
OVERHEAD as a
PERCENT of
TUITION
0.00%
8.84%
8.37%
8.00%
9.48%
3.68%
6.67%
TOTAL
REVENUE
18,781,624
14,088,118
15,778,713
17,235,159
7,613,917
1,551,000
$75,048,531
OVERHEAD as a
PERCENT of
TOTAL REVENUE
0.00%
7.43%
6.92%
7.40%
9.20%
3.68%
5.49%
Tuition and Fees constitute the largest portion of general unrestricted revenues, but other income figures into this
category. 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 6.67% and 5.49% 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 because of an externally imposed requirement
(e.g.,
Financial Audits),
the functions are important to the smooth operation of the University.
MAJOR COMPONENTS OF OVERHEAD EXPENSE
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
Projected Percent of Budget Percent of
2004-05 Total 2005-06 Total Reasons for Major Change
9.80% less deferred compensation
1.72%
14.30% costs transferred to College
15.04% additional Datatel positions
2.14% only Vi year of Vice Chancellor
1.07%
2.31 %
0.82%
0.80%
18.00% Increased to offset transferred costs
1.84%
2.05%
17.70%
7.01 %
4.32%
* original amount allocated to campuses was $3,855,082
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 $38.7 million in 2005-06, an increase of $3.8 million (10.8%)
over the 2004-05 budget. Fringe benefits are budgeted at $12.5 million, with an increase of $943,273 (8.2%) more than
in the prior year.
SALARY INCREASES FOR 2005-06
College There is a 6% increase for faculty and a 1.5% increase for 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 3% 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 compensation pool increase of 5.7%.
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 3.2% across-the-board increase budgeted for faculty and staff.
University Administration There isa 3% across-the-board increase budgeted for faculty and staff.
Fringe benefit cost increases in 2004-05 were modest because of an improved experience rate in medical claims.
Workers compensation costs, particularly in California, increased but by less than in recent years. Because of the
experience rate, we have been able to hold medical costs to similar rates for 2005-06. Modest adjustments have been
built in for worker’s compensation and unemployment costs.
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, historically, 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 and in 2005-06, the College expects that donor support will provide sufficient capital to address a
significant amount of deferred maintenance.
VI. SUMMARY OBSERVATIONS
With two months remaining in the current fiscal year, it appears that the University will end 2004-05 with a comfortable
surplus. This is because of gains in the endowment and an operating surplus.
The performance of the campuses has been good in 2004-05. Because of the funding received for the Plan for Antioch,
the College will break even this year. Seattle, in particular, is running nearly a $1,000,000 surplus.
The proposed budget for 2005-06 is problematic because of the significant losses projected at the College. Additional
funding will be required to eliminated, or at least reduce, the deficit. Indeed, the Plan for Antioch is proceeding well along
operational lines, but support is needed to bolster the admissions effort and build the infrastructure for the long-term
success of the plan.
Don Tecklenburg
Vice Chancellor and
Chief Financial Officer
Antioch University
2005-06 Budget Summary by Function
Revenues
Tuition & Fees
Less Tuition r-,. iscounts Net Tuition ahd Fees
Gifts
Grants
Endowment income
Contracts
Other
Income,
Total
E&G -&venue
Auxiliary Enterprises
Released Restrictions Total Revenues
Net Overhead or Central Operations
Operating
Expenses
Instruction
Research
Public
Service
Academic
S,,ppofl
Student
Services
Institutional 8 UPPOfl Plant Maintehance
Sch~larshi~~
Total
E&G kpenSes
Auxiliary Enterprises
Oper%in
Expenses
Excess over Expenses
Conversion to Cash Basis
Capital
ExpeMitures
Borrowing bceeds
Principal Payments
Prior Year
R-ewes
Add back
Total Cash
2002-03
Actual
———-
52,296,862
-5,701,406
46,595,456
2,196,021
3,231,617
-128,301
388,021
-110,799
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
Actual
——– -.
56,504,714
-7,503,535
49,001,179
2,974,322
4,116,109
-307,258
391,352
5,622,014
61,797,718
3,871,733
4,398,485
70,067,936
2,866,284
24,078,279
6,989
3,548,701
4,464,275
6,857,522
16,395,383
8,287,158
2,963,277
66,601,584
3,015,435
69,617,019
3,317,201
2,740,059
0
868,887
0
-2,961,505
647,441
2,669,760
2004-05
Budget
———-
59,399,152
-5,664,569
53,734,583
4,212,600
3,828,085
436,500
268,862
1,011,315
63,491,945
3,880,641
4,897,525
72,270,111
3,255,081
26,237,964
1,000
3,097,978
5,236,675
7,390,591
19,253,172
8,468,777
2,824,001
72,510,158
3,002,503
75,512,661
12,531
2,305,199
-224,087
798,508
-398,473
-2,859,595
-378,448
390,979
2004-05
Projected
———-
59,485,746
-5,979,085
53,506,661
2,165,604
4,384,823
-275,485
144,755
2,407,428
62,333,786
3,685,516
8,094,040
74,113,342
3,255,081
26,152,235
13,939
3,629,414
4,866,453
7,682,172
18,645,842
8,715,673
2,845,183
72,550,911
3,191,062
75,741,973
1,626,450
2,981,020
-4,320,000
5,435,783
0
-3,167,566
929,237
697,213
Change From
2004-05 Budget
to 2004-05 Projected
$ %
Proposed
2005-06
Budget
———-
61,496,512
-5,033,549
56,462,963
3,721,904
4,024,914
448,120
296,789
1,485,543
66,440,233
3,603,447
7,587,985
77,631,665
3,432,828
28,199,236
17,816
3,807,187
6,271,646
8,563,026
19,796,495
9,423,964
2,954,122
78,933,654
3,462,624
82,396,278
-1,331,785
3,058,400
c
784,292
-49,807
-3,328,271
464,615
-1,796,401
Change From Change From
2004-05 Projected 2004-05 Budget
to 2005-06 Budget to 2005-06 Budget
Antioch University
2005-06 Budget Summary by Category
2002-03
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
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
2003-04
Actual
———
72,934,220
32,805,010
10,319,425
2,020,662
1,823,503
314,277
1,549,889
7,159,092
4,075,286
1,250,821
829,106
1,311,013
0
0
0
3,466,284
0
0
-600,000
331,146
2,961,505
69,617,019
3,317,201
2,740,059
0
868,887
0
-2,961,505
647,441
2,669,760
2004-05
Budget
———-
75,525,192
34,890,695
11,550,585
2,547,917
1,473,764
338,645
1,663,885
7,746,369
4,635,403
1,213,599
756,000
1,293,547
724,063
212,953
0
3,855,082
0
0
-600,000
350,559
2,859,595
75,512,661
12,531
2,305,199
-224,087
798,508
-398,473
-2,859,595
-378,448
390,979
2004-05
Projected
—–*—-
77,368,423
33,989,269
12,526,929
2,267,012
1,850,691
394,578
1,558,983
8,439,280
4,666,857
1,251,525
837,302
1 ,132,543
0
0
0
3,852,828
0
0
-600,000
385,373
3,188,803
75,741,973
1,626,450
2,981,020
-4,320,000
5,435,783
0
-3,167,566
929,237
697,213
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Budget
———-
81,064,493
Change From
2004-05 Projected
to 2005-06 Budget
Change From
2004-05 Budget
to 2005-06 Budget
ANTIOCH COLLEGE
2005-06 PROPOSED BUDGET
Fiscal Year 2006 will be the first year of actualization of the Plan for Antioch College. The 2006 college budget includes
continuing operations to support existing academic programs, existing facilities and support services.
However, new investments in faculty development, marketing, co-op host communities, center for cultural and Intellectual
freedom, technology infrastructure/resources, community activities and facilities planning are separately budgeted in
restricted funds due to the source of funding.
I. Current Year Accomplishments and Challenges
Antioch College is pleased to welcome a new president to lead the College.
Twelve implementation teams have made significant accomplishments for the Plan for Antioch College including
marketing, enrollment management, extensive creation of new learning community programs and design of three Co-op
host communities.
The College has received major gifts and grants during 2005 to help fund the College for 2005 and 2006.
The College experienced enrollment drop during 2004-2005 and we expect a smaller fall 2005 class. Some decline was
anticipated by the renewal commission plan.
Marketing research was conducted and will be used during the 2005-2006 marketing and recruiting season.
Spring 2005 campus visits and learning community sessions conducted by faculty received very positive comments from
new students.
Our Admissions office reports that we have a very positive increase in inquiries for our 2006-2007 recruiting season.
Salary adjustments were made for faculty and staff.
Physical plant improvements for one residence hall and the academic building housing the first year learning community
classrooms will begin Summer 2005.
II. Enrollment, Revenue and Expense changes for 2005-2006
Revenue and Enrollment
2005 and part of the 2006 operating deficit will be funded by significant one-time gifts. It is the assumption of the
College and the Board of Trustees that 2006 fund raising will be as successful as 2004-2005. Gifts will increase
by $1 million and restricted giftslbequests are expected to be comparatively less because of a successful 2004-
2005 spike in fund raising
Overall student body enrollment for 2006 is forecasted to decline
Roomiboard revenue for the summer term will also be lower due to lower enrollment and no requirement for
summer residency for first year students
Endowment income will remain the same as the prior year
4% tuition and fee increase for 2006
Total FTE Degree and non-Degree Enrollment (source College Registrar):
Expenses
2002-2003
606
Faculty and staff salary increases were implemented in 2005 and pending approval are planned again for 2006
Active searches are now underway for public relations and development personnel. During 2006 admissions
recruiters will also be added for summer and fall 2005 recruiting
During 2005-2006, a separate task team was set up to build and monitor implementation budgets. Implementation
budgeting activities included faculty development, marketing, co-op host communities, Cultural and Intellectual
freedom, technology infrastructure/resources, community activities and facilities planning
2003-2004
584
2004-2005
507
2005-2006
448
% change
f 12%)
Faculty will begin the first year learning communities in the Fall 2005 and will also continue our current academic
programs
Facility renovation for learning community classrooms, and renovation of one residence hall begins Summer 2005.
Also, an energy savings study for facilities is expected to be completed in 2005
Additional resources will be directed at development fund raising, admissions recruiting and marketing
5% health benefits increase
Significant power plant energy, contract services and insurance cost increases have pushed our auxiliaries to
almost a breakeven status
Budget reductions are reflected in the 2005 budgets for continuing operations and programs. The 2006 budget will
require no growth for non-salary budgets and will assume that the existing cost center budgets be included at
similar or at the same level as 2005
Marketing, development and recruiting expense growth will be budgeted in College operations, while other new
expenses for implementation of the plan for Antioch will be directed to separate implementation funds
Shared services costs increased for Human Resources and Information Technology
For budgeting purposes only, several academic cost centers were combined and renamed Academic Programs.
Several academic cost centers remained unchanged, and a new one was added for non salary expenses for the
first year learning communities
I. Objectives for 2005-2006
Antioch College Key Objectives
1. Strengthen learning experiences
2. Attract, develop and retain diverse faculty, staff and student body while increasing enrollment
3. Provide enriching residential and community life experiences
4. Link assessment, budgeting, development, enrollment management, governance, planning and staffing
5. Communicate a consistent message embraced by all segments of the college
6. Adopt a campus master plan to update facilities and infrastructure
The 2006 Antioch College budget includes emphasis upon these key priorities:
Learning communities
Fund raising
Recruiting
Marketing
Diversity
Salary adjustments
Facilities capital investments
Risks
Enrollment decline in upper class sizes and smaller 2004-2005 class will impact future years. As expected and reported
previously, the smaller targeted 2005-2006 Fall class size will contribute to an overall reduction in student body.
If Fall enrollment estimates are not achieved then the College will require additional gift support or expense delays.
Completing current students and starting a new curriculum will challenge our human and financial resources.
Fund raising from existing and new sources will take some time and is likely to require evidence of progress with the new
learning communities and facilities.
Completing curriculum revisions for learning communities for second, third and forth years will be needed for recruiting
and will require more faculty time.
IV. Antioch College Campus Unique Requirements
Declining enrollment has required additional outside sources of income while the College implements a new curriculum
and enhances facilities. We emphasize that the 2005-2006 budget requires additional resources to invest in required
changes. We also expect future years to require additional outside sources of income.
Richard Jurasek
Interim President Antioch College
Antioch College
2005-06 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
ExcessRevenue
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
———-
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
57 8
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
Actual
———-
15,204,950
-7,052,364
8,152,586
2,251,233
1,496,331
195,279
4,260
394,039
12,493,728
2,881,181
2,042,379
17,417,288
5,118,989
6,439
0
1,085,373
2,596,695
2,338,478
3,198,342
2,047,261
16,391,577
2,355,658
18,747,235
-1,329,947
787,752
0
411,515
0
-1,374,955
-1 75,688
-1,154,259
2004-05
Budget
2004-05
Projected
—–*—-
13,389,317
-5,510,718
7,878,599
1,366,922
1,734,900
207,726
9,388
602,549
11,800.084
2,708,097
5,402,225
19,910,406
5,088,828
1,996
0
1,253,612
3,046,859
2,706,517
3,420,174
1,931,327
17,449,313
2,461,093
19,910,406
0
1,437,000
0
315,000
0
-1,380,000
372,000
-372,000
Change From
2004-05 Projected
to 2005-06 Budget
Change From
2004-05 Budget
to 2004-05 Projected
Change From
2004-05 Budget
to 2005-06 Budget
$ %
———- ——-em-
-2,499,463 -17.73%
726,900 13.79%
-1,772,563 -20.09%
-712,515 -22.14%
183,777 14.22%
0 0.00%
0 0.00%
148,400 154.42%
-2,152,901 -15.79%
-386,084 -13.15%
2,053,761 76.24%
-485,224 -2.52%
Proposed
2005-06
Antioch College
2005-06 Budget Summary by Category
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid
Sewices
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Resewes
Campus Contingency, Mandatory
Campus Contingency, Discretionary
Capital
Resewe
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Cont)
Depreciation
Total Operating Expenses
Excess Revenueover Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior ‘fear
Resewes
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
-193,435
1,409,580
18,808,910
-1,292,930
1,135,346
-198,237
395,439
0
-1,409,580
-77,032
-1,215,898
2003-04
Actual
———-
17,417,288
8,332,188
2,961,844
496,188
1,441,589
124,495
720,985
1,927,541
1,490,339
105,843
309,215
258,057
0
0
0
0
0
0
-600,000
-196,004
1,374,955
18,747,235
-1,329,947
787,752
0
411,515
0
-1,374,955
-175,688
-1,154,259
2004-05
Budget
———-
19,266,848
8,179,151
2,910,929
902,806
1,169,400
162,162
732,135
2,464,954
1,538,250
116,071
253,500
275,799
0
0
0
0
0
0
-600,000
-218,309
1,380,000
19,266,848
0
617,000
0
315,000
0
-1,380,000
-448,000
448,000
2004-05
Projected
———-
19,910,406
8,137,286
3,500,739
685,667
1,186,081
95,070
706,821
2,643,088
1,718,100
116,833
276,422
286,295
0
0
0
0
0
0
-600,000
-221,996
1,380,000
19,910,406
0
1,437,000
0
315,000
0
-1,380,000
372,000
-372,000
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Budget
Change From
2004-05 Projected
to 2005-06 Budget
Change From
2004-05 Budget
to 2005-06 Budget
$ %
———- ——*—
-485,224 -2.52%
Antioch College
2005-06 Budget Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid
Se~ices
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Rese~es
Campus Contingency, Mandatory
Campus Contingency, Discretionary
Capital
Resewe
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Con0
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year
Resewes
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
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
-193,435
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
Actual
———-
17,417,288
8,332,188
2,961,844
496,188
1,441,589
124,495
720,985
1,927,541
1,490,339
105,843
309,215
258,057
0
0
0
0
0
0
-600,000
-196,004
1,374,955
18,747,235
-1,329,947
787,752
0
41 1,515
0
-1,374,955
-175,688
-1,154,259
2004-05
Budget
———-
19,266,848
8,179,151
2,910,929
902,806
1 ,I 69,400
162,162
732,135
2,464,954
1,538,250
116,071
253,500
275,799
0
0
0
0
0
0
-600,000
-218,309
1,380,000
19,266,848
0
617,000
0
315,000
0
-1,380,000
-448,000
448,000
2004-05
Projected
———-
19,910,406
8,137,286
3,500,739
685,667
1,186,081
95,070
706,821
2,643,088
1,718,100
11 6,833
276,422
286,295
0
0
0
0
0
0
-600,000
-221,996
1,380,000
19,910,406
0
1,437,000
0
315,000
0
-1,380,000
372,000
-372,000
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Budget
———-
18,781,624
8,907,697
3,315,503
748,677
1,237,675
146,496
730,837
1,967,532
1,842,284
112,071
273,000
309,299
0
0
0
0
0
0
– 740,000
-274,860
1,475,000
2O,O5l,2ll
-1,269,587
1,736,000
0
330,000
0
– 1,475,000
591,000
-1,860,587
Change From
2004-05 Projected
to 2005-06 Budget
Change From
2004-05 Budget
to 2005-06 Budget
$ %
———- ———-
-485,224 -2.52%
GLEN HELEN ECOLOGY INSTITUTE
2005-06 PROPOSED BUDGET
FY 05-06 will require additional funding sources as of yet unknown to ensure a balanced budget. A comprehensive
funding proposal for the creation of a Development Program at the lnstitute has been prepared. The program will cost
approximately $30,000 the first year and will pay for itself. As of
yetl
however? a funding source has not been found. A
long-term development program is critical to the future financial health of the lnstitute. The ongoing comprehensive
campaign may provide funding for capital building improvement projects’ but to date minimal dollars have been raised
and not enough to allow the lnstitute to move forward on any facility improvements. The lnstitute will continue to seek
ways to support its operations and programs while cutting costs and operating more efficiently. The lnstitute already
operates at a streamlined level and has made significant cuts in its operations to seek a balanced budget for the coming
FY. The Executive Director has resigned. The Institute’s operating structure must be reexamined? the role of the Glen
Advisory Board reconsidered and the role and purpose of the Glen in regard to the College considered. The Glen Helen
Association raises money in the name of Glen Helen yet fails to pass the dollars through and is currently sitting on almost
$50OI000.
Revenues:
Revenues are projected to remain the same or only slightly increase.
Tuitionlfees revenue to remain constant.
Auxiliary enterprises revenue to remain about the same, with slight decrease anticipated from facility rental fees.
More staff is using Glen housing which to help offset compensation but this also restricts outside revenue.
Gifts have declined this past FY but we have budgeted at long-term giving levels.
Revenue streams continue to become more diversified but will take time to develop further. The budget will need to be
monitored and potentially staff reductions may need to be made mid-year.
Expenses:
Staff Tuition Waivers (projected at $18,000)1 Contingency ($151000), and Depreciation (about $20,000) are all
disproportionate to the size of the Glen’s budget.
Capital Expense:
Budgeted at $23,921 and funded through the depreciation expense, these funds will be directed toward a new
utility vehicle, building improvement projects, and scientific research and management equipment.
Overall, The Institute is projecting a $70,000 budget shortfall for FY 05-06 unless funding sources are found or staff is
reduced.
Robert S. Whyte
Director
Glen Helen
2005-06 Budget Summary by Function
2002-03
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
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
2003-04
Actual
———.
127,872
0
127,872
1 10,042
20,958
42,000
10,248
5,318
31 6,438
300,233
109,253
725,924
0
0
684,931
0
0
0
20,808
0
705,739
0
705,739
20,185
40,993
0
0
0
-20,808
20,185
0
2004-05
Budget
2004-05
Projected
———*
120,215
0
120,215
107,648
44,390
42,000
9,367
14,937
338,557
284,185
45,314
668,056
0
0
636,406
0
0
0
21,641
0
658,047
0
658,047
10,009
30,000
0
0
0
-21,641
8,359
1,650
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Budget
Change From Change From
2004-05 Projected 2004-05 Budget
to 2005-06 Budget to 2005-06 Budget
Glen Helen
2005-06 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
2002-03
Actual
———-
717,257
328,682
109,993
8,551
0
587
50,360
87,131
83,511
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
2003-04
Actual
2004-05
Budget
2004-05
Projected
———-
668,056
318,176
103,224
6,387
0
1,745
52,317
48,191
101,166
0
4,150
1,050
0
0
0
0
0
0
0
0
21,641
658,047
10,009
30,000
0
0
0
-21,641
8,359
1,650
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Budget
Change From
2004-05 Projected
to 2005-06 Budget
Change From
2004-05 Budget
to 2005-06 Budget
$ %
———- ———-
-125,995 -16.98%
ANTIOCH NEW ENGLAND GRADUATE SCHOOL
2005-06 PROPOSED BUDGET
You will find attached the proposed budget for Antioch New England Graduate School for 2005-2006, in balance and
reflecting some investments in the future of our institution.
The budget is based on an enrollment estimate of 340 new students – – nine students fewer than in FY 04-05, due in large
part to anticipated lower enrollments in our education department, and a multi-year downward trend in our Organization
and Management program (new enrollment for O&M is actually projected to rise in the coming year, but from a dramatic
low point last year).
The FY06 budget reflects a 5.5% tuition increase, and a net annual attrition rate of 8.5%. Our anticipated overhead
income from grant activities is expected to grow substantially, up $88,000 to $1 38,000, and our annual fund continues to
project growth, up $25,000 to $65,000.
A 2.5% COL increase has been budgeted and the increase for medical coverage, as mandated by the University, is
included.
The new budget includes a $20,000 annual expense to fund a new writing center on our campus (and we expect to
increase this investment in coming years). It also includes a significantly increased marketing line-item of $50,000, as we
emphasize more active centralized new-student recruitment.
Our capital budget for 2005-2006 stands at $417,500, including $140,000 for principal, and notable new investments in
computer hardware, lab equipment for our environmental studies program, and some classroom upgrades.
Our Fund Two income continues to represent a growing piece of the ANE pie, and continues to reflect high-impact
service work driven by Antioch New England in our community and around the world. For 2005-06, we are budgeting $2.3
million in Fund Two income.
New England expects to finish this year with a positive fund balance.
Peter Temes
President
Antioch New England Graduate School –
2005-06 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
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
Actual
———-
10,199,239
-178,679
10,020,560
58,924
1,835,283
0
368,993
245,186
12,528,946
3,609
212,881
12,745,436
5,480,678
550
1,400,712
688,215
712,267
2,781,877
1,265,523
408,936
12,738,758
0
12,738,758
6,678
276,832
0
129,449
0
-472,035
-65,754
72,432
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
2004-05
Projected
———-
11,617,000
-190,000
11,427,000
63,100
1,903,900
0
126,000
217,000
13,737,000
5,000
349,000
14,091,000
6,028,028
0
1,658,786
714,857
724,160
3,317,120
1,055,595
449,428
13,947,974
0
13,947,974
143,026
371,000
-4,320,000
4,791,391
0
-554,974
287,417
-144,391
Change From
2004-05 Budget
to 2004-05 Projected
$ %
———- ——–*-
Proposed
2005-06
Budget
———-
11,838,982
-180,500
11,658,482
93,500
1,591,539
0
283,089
246,931
13,873,541
0
214,577
14,088,118
5,527,323
0
1,656,072
850,728
739,919
3,610,102
1,279,474
424,500
14,088,118
0
14,088,118
0
477,500
0
125,000
-49,807
-552,693
0
0
Change From
2004-05 Projected
to 2005-06 Budget
$ %
———- ———-
221,982 1.91 %
9,500 5.00%
231,482 2.03%
30,400 48.18%
-312,361 -16.41 %
0
157,089 124.67%
29,931 13.79%
136,541 0.99%
-5,000 -1 00.00%
-134,423 -38.52%
-2,882 -0.02%
Change From
2004-05 Budget
to 2005-06 Budget
$ %
———- ———-
Antioch New England Graduate School
2005-06 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
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
Actual
———-
12,745,436
6,090,780
1,965,238
474,564
11 8,366
16,568
200,738
1,413,382
356,965
418,247
0
11 5,623
0
0
0
927,868
0
0
0
168,384
472,035
12,738,758
6,678
276,832
0
129,449
0
-472,035
-65,754
72,432
2004-05
Budget
———-
13,523,385
6,472,368
2,254,986
507,660
76,500
32,000
253,609
1,260,804
403,201
406,906
0
91,462
197,181
0
0
999,255
0
0
0
150,699
41 6,754
13,523,385
0
453,526
0
121,391
-158,163
-41 6,754
0
0
2004-05
Projected
———-
14,091,000
5,755,000
3,010,000
609,000
340,000
20,500
184,000
1,353,000
451,000
448,500
0
56,000
0
0
0
1,000,000
0
0
0
166,000
554,974
13,947,974
143,026
371,000
-4,320,000
4,791,391
0
-554,974
287,417
-144,391
Change From
2004-05 Budget
to 2004-05 Projected
$ %
———- ———-
567,615 4.20%
Proposed
2005-06
Budget
———-
14,088,118
6,799,764
2,288,524
433,596
184,000
35,918
246,615
1,370,635
445,657
298,184
0
62,491
217,202
0
0
1,046,871
0
0
0
105,968
552,693
14,088,118
0
477,500
0
125,000
-49,807
-552,693
0
0
Change From
2004-05 Projected
to 2005-06 Budget
$ %
———- ———-
-2.882 -0.02%
Change From
2004-05 Budget
to 2005-06 Budget
$ %
———- ———-
564.733 4.18%
ANTIOCH SEATTLE
2005-06 PROPOSED BUDGET
Accomplishments and Challenges of 2004-05
Successful launch of the Psychology Doctoral Program. Fall 2004 20 students were enrolled in the first class of
the Psychology Doctorate. At this point the second class looks like it will be 30 students with a regional and
national draw.
Success of the Early College Program prompted the Gates Foundation to authorize an additional grant of 6 million
dollars to make the Early College Program a national program.
Follow up to the BA review is going well and looks like it will result in some significant additions to the program for
Fall 2005.
Ended our association with the Organizational Systems Renewal (OSR) organization.
Increased our amount of State Financial Aid.
Increase the Board of Visitors to 16.
Second annual Horace Mann event and increased sponsorship/partnerships of Seattle civic events.
Production of the second annual report; increased
TVImedia
coverage and a press conference.
Increased Antioch faculty and administrator membership on state, community and civic boards.
Dramatic increase in alumni relationships and creation of a
website
job listing for alumni with over 100 links.
Expanded in to 4000 square feet of former tenant space and remodeled to add 4 classrooms, offices, and storage.
All Classrooms are equipped with one-way mirrors for psychology clinical practice viewing and some have cameras
to record or project to other classrooms.
Replaced our cafe vendor with partnership with Friends of Youth and
Tullys.
Expect to exceed our budgeted enrollment by 8.2 %.
Enrollments and Revenues for 2005-06
The budgeted unrestricted revenue for 2005-06 is 15.2 % higher than 2004-05. This increase is made up of 7 % increase
in tuition and a 9.4% increase in enrollments coming mainly from the growth in the BA completion program and the
second class of Psy D students. Restricted revenues will increase this year by 490,000 or 30.8% because of this year’s
portion of a $6,000,000 supplemental award by the Bill and Melinda Gates Foundation to make a national program.
ANTIOCH UNIVERSITY SEATTLE
ENROLLMENT COMPARISON
Significant Expense Changes for Continuing Operations
Proposed overall 5% increase in faculty salaries to be distributed 3% in July 2% in January $107,300).
Proposed significant increase (63%) in adjunct salaries to $3,000 per term for doctoral prepared adjuncts
($200,000).
Proposed 4% pool for staff increases to be distributed in July ($138,000).
5% increase in Health Care ($22,745).
University Overhead increase ($61 ,I 56).
Depreciation Increase ($1 20,000).
Absorbed loss of tenant rents for expansion ($53,000).
Absorbed loss of OSR program ($250,000).
Postage, taxes, credit card fees ($28,550).
Goals and Objectives for 2005-06
Antioch Seattle is in the process of updating its annual strategic plan. 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
continue to grow in the future.
Investments in Academic Quality
Continued progress toward CUPA median for faculty salaries. New CUPA comparative analysis scheduled for this
year.
Significant increase in adjunct salaries to be competitive with local market and attract Doctor ally prepared
adjuncts.
Library
o Increase in staffing .5 FTE.
o Increase in Electronic capability.
Add 3.71 FTE faculty for Psychology and BA programs.
Increases in adjunct and associate faculty positions to accommodate growth ($148,000).
Program development funds from funded reserve ($50,000).
Academic support center startup funding budgeted ($54,000).
Pearson
Lovelace
funds to support launch of the Psychology Clinic and the Communications Degree ($360,000).
Increase in faculty development funds ($1 0,000)
Increase in technology staff
.4
FTE.
Investments in Student
ServicesIEnrollments
Increases in state student aid and work-study.
Dedication of Gates overhead money to scholarships to increase students of color in the BATC program ($35,000).
Increased graduate assistantships and doctoral fellows (1 05,000).
Increase in ADA and student services support positions .7 FTE.
Increase in marketing and advertising money ($20,000).
Hire two new FTE staff for Early College for national expansion and develop two new sites (California and New
Mexico)
Develop student scholarship data base on AUS website.
Investment in Facilities
Expand into the next 2200 sq. ft. of building to house Psychology Mental Health Clinic and Continuing Education.
Perform financial analysis, groundwork and communications to ensure move to Group Health building if option
comes open.
Hire consultant for market analysis of potential Olympia campus and work with Olympia city council.
Investment in Outreach
Increased continuing education offerings for professional development of AUS alumni.
Creation of alumni mentoring and ambassador programs.
Increased funding for civic engagement ($1 5,000).
Toni Murdock
President
Antioch Seattle
2005-06 Budget Summary by Function
2002-03
Actual
2003-04
Actual
2004-05
Budget
2004-05
Projected
Change From
2004-05 Budget
to 2004-05 Projected
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
Proposed
2005-06
Budget
Change From
2004-05 Projected
to 2005-06 Budget
Change From
2004-05 Budget
to 2005-06 Budget
Antioch Seattle
2005-06 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
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
Actual
———-
12,444,847
5,865,583
1,547,464
204,083
72,115
51,273
115,972
599,696
352,523
569,428
275,512
738,596
0
0
225,000
946,150
0
0
0
68,639
476,630
12,108,664
336,183
618,165
0
165,000
0
-476,630
306,535
29,648
2004-05
Budget
———-
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
1 1 1,981
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
2004-05
Projected
———-
14,051,141
6,511,745
1,706,543
238,480
62,401
50,336
171,681
735,202
370,998
554,139
302,449
645,640
0
0
0
1,028,192
0
0
0
144,878
497,962
13,020,646
1,030,495
647,588
0
180,000
0
-497,962
329,626
700,869
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Change From
2004-05 Budget
to 2005-06 Budget
Change From
2004-05 Projected
to 2005-06 Budget
Budget
———-
15,778,713
$
———-
1,727,572
ANTIOCH SOUTHERN CALIFORNIA
2005-06 PROPOSED BUDGET
We are pleased to report that Antioch University Southern California is projected to earn $14.6 million in revenue during
fiscal 2004.
During fiscal 2004, the Los Angeles campus completed a move to its new location in Culver City, California, and did so
without the loss of one single student.
In Santa Barbara, the option on the University’s 11,000 square foot campus ends in September ’05. We have held
protracted conversations with Thomas Foley, our current landlord, regarding the construction of a 28,000 square foot
building in which we would have a 49% equity, and Mr. Foley would have a 51% share. As we discussed this plan with
the city fathers of Santa Barbara and the Planning Department, it became clear to us that we could find a better
investment opportunity that would meet our needs without the delays and risks involved in the Foley Project.
Put short, we have explored a number of options of property to buy and have decided that, while the campus is going
through an internal reorganization and revitalization, at this moment, rather than a capital campaign to purchase a new
home for Antioch Santa Barbara, we will undertake an endowment campaign to raise $5 million with the understanding of
our donors that the endowment can be converted to a capital fund when we are ready to make a purchase.
AUSC has been fortunate in the area of gifts and grants. We will receive, at the end of this fiscal year, $200,000 from the
Pierson-Lovelace Foundation to complete the plan for, and commence recruitment for the MFA in Public Art &
Community Development Program. Also, the Pierson-Lovelace Foundation trustees agreed to fund the remaining
$600,000 of the grant requested over the next two years. The approval process by campus and regional bodies, the
Academic Dean, ULC, the Academic Affairs Committee of the Board of Trustees, the Board of Trustees, and NCA has
begun.
Pierson-Lovelace has also awarded a three year grant of $150,000 to build capacity for a capital or endowment
campaign; a three year campaign of $90,000 for outreach to the Hispanic community, which has already garnered the
interest of publicly traded corporations that target the Hispanic market; and a three year grant of $1 50,000 to support the
newly approved
PsyD
Program which begins in Santa Barbara in the Fall of 2005.
The Department of Education grant for $450,000, to train teachers in English language proficiency for elementary school
students, continues to serve students in some of the least affluent communities of Los Angeles.
Operating Revenue
AUSC continues to be dependent on tuition revenue. However, with the capacity grant from the Pierson-Lovelace
foundation, and the addition of a Dean of University Relations this fiscal year, progress has been made to broaden private
support and establish new and diverse streams of giving opportunities, including major donors, corporations, foundation
and other private grant support. In addition to tuition revenue, the budget for fiscal 2005 reflects major gift fundraising
events, alumni support and underwriting support for fundraising activities.
Tuition revenue for the budget reflects increases in Los Angeles’ tuition rates of 4% for the undergraduate and from 5% to
7% for the graduate programs. In Santa Barbara, a modest increase of 2.6% for the BA program is proposed, while the
BA-Weekend program tuition rate is recommended to decrease
4.4%.
All graduate program tuition rates, with the
exception of the MAE, are adjusted to achieve a flat rate structure. The MAE tuition is adjusted upwards by 5.2%.
Enrollment is projected to grow by 7% in Los Angeles, and 10.6% in Santa Barbara (inclusive of the new
PsyD
program).
Total tuition revenue is budgeted to be $14.9 million, an increase of $1.7 million over this fiscal year
Operating Expenses
Reflected in fiscal year 2005 are the budget priorities set forth by both Los Angeles and Santa Barbara campus
communities. These include resources for further improvements to the
website;
external communication strategies;
increases to adjunct and associate faculty compensation; implementation of the compensation study recommendations
for non-faculty positions; training and professional development for faculty and staff in various areas; and a vigorous
fundraising action plan. New staff positions include two regional director positions in the areas of information technology
and human resources.
Budgeted expenses for fiscal year 2005 also reflect a full year of occupancy for the Los Angeles campus in its new
building, and the impact of depreciation expenses associated with those building improvements. There is also a modest
budget for training and development of staff in support of new technologies and improvements in business and operating
processes.
The results of the extensive compensation analysis, undertaken in this fiscal year, suggest that AUSC must continue to
make progress to reach a mid-point of salary ranges for its non-faculty staff positions. Progress to reach those goals is
reflected in the compensation adjustments presented here. Adjunct faculty compensation adjustments, previously put on
hold for the last few years, have been judged to be a budget priority for both the Santa Barbara and Los Angeles
campuses, although it is a more urgent issue in Santa Barbara because of its small but highly competitive market for
adjunct faculty.
To accommodate the necessary increases in compensation, as well as cost of living adjustments, the increases will occur
in two phases over the new fiscal year for all positions.
Fundraising plans for next year include two Horace Mann Award events, alumni activities, community events and
workshops, direct mail appeals and a phone-a-thon. In addition, various art shows and workshops will be held to promote
Antioch in the community-at-large and further public awareness.
Capital Expenditures
Continued efforts to upgrade technology infrastructure, the replacement of older computer equipment, and on-going
refurbishments to the Santa Barbara campus facility are the priority items in the proposed capital budget. A total of
$192,000 is budgeted for capital expenditures for the next fiscal year. Annual capital expenditures for the four
subsequent years are $1 96,000, $1 92,000, $1 94,000 and $1 91,000.
Summary
Antioch University Southern California filled some important, key positions during ’04 – ’05. Patricia McBride, the regional
CFO, and Sandy Lee,
AULA’s
Director of Facilities, joined the staff and 3 new faculty were hired along with Kirsten
Grimstad, the new Chair of the BA program in Los Angeles.
As we anticipate 2005-2006 we see a revitalized Antioch Santa Barbara in an expanded space, with a highly functional
admissions office, an up-and-running
Psy.D.
program, and renewed efforts in the areas of Program Development,
especially in the Master of Arts in Organizational Management. At the moment, we are moving toward a leadership and
change emphasis for
MAOM.
Antioch Los Angeles will be moving forward in the approval process for the MFA in Public Art and Community
Development. The new Urban Community and Environment emphasis in the
BA
program, which explores the city’s
people, environment, systems, and expression through the Arts, will commence in 2005-06. Mitch Thomashow of ANE
came to Los Angeles to consult with us about this program and our hopes that it may grow into a graduate degree in
Urban Environmental Studies.
The
artlphotography
exhibits on each campus have been a great success. It will continue. The two Horace Mann Awards
in 2004-05 honoring Lillian
Lovelace
and Human Rights Watch and Santa Barbara, and Eloise Klein Heal and PEN USA
in Los Angeles are sources of considerable good feeling and optimism. In 05-06 Victoria
Riskin
and Lillian
Lovelace
and
the Human Rights Watch will receive the Horace Mann Awards in Los Angeles. The Santa Barbara awardees have not
been enlisted.
A familiarity study will be undertaken in Santa Barbara for the $5 million endowment campaign and the Boards of Visitors
on both campuses will continue to grow and enrich both campaigns.
LucyAnn
Geiselman
President
Antioch Southern California
2005-06 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
2002-03
Actual
———-
I 1,922,045
-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
Actual
—.——
13,001,493
-133,372
12,868,121
68,020
198,669
0
0
66,814
13,201,624
259,887
155,190
13,616,701
4,748,162
0
211,130
855,940
1,542,720
3,342,897
1,839,718
201,469
12,742,036
282,402
13,024,438
592,263
708,227
0
23,638
0
-1 91,266
540,599
51,664
2004-05
Budget
14,241,595
-155,000
14,086,595
253,000
267,377
0
0
21,050
14,628,022
250,000
117,299
14,995,321
5,360,856
0
163,263
1,084,729
1,787,721
3,904,976
2,104,542
257,877
14,663,964
271,894
14,935,858
59,463
227,440
0
42,899
-43,624
-154,752
71,963
-12,500
2004-05
Projected
———-
14,083,674
-141,361
13,942,313
134,975
216,000
0
0
10,735
14,304,023
268,933
182,209
14,755,165
5,131,089
0
152,844
967,690
1,783,956
4,049,619
2,172,327
182,209
14,439,734
315,110
14,754,844
32 1
105,024
0
10,100
0
-283,170
-168,046
168,367
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Budget
———-
15,950,346
-155,500
15,794,846
403,000
357,402
0
0
12,200
16,567,448
274,000
393,711
17,235,159
6,023,208
0
162,079
7,323,699
2,048,209
4,537,319
2,489,451
357,402
16,941,367
293,092
77,234,459
700
191,900
0
0
0
-260,000
-68,100
68,800
Change From
2004-05 Projected
to 2005-06 Budget
Change From
2004-05 Budget
to 2005-06 Budget
Antioch Southern California
2005-06 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
ContingencyIRese~es
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 Con0
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
———-
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
-130,030
292,052
262,754
2003-04
Actual
———-
13,616,701
6,137,713
1,784,244
289,393
59,928
81,406
328,603
1,258,605
1,517,456
59,569
234,317
63,119
0
0
0
1,003,477
0
0
0
15,342
191,266
13,024,438
592,263
708,227
0
23,638
0
-191,266
540,599
51,664
2004-05
Budget
———-
14,995,321
6,798,324
2,256,401
331,489
64,592
46,833
322,481
1,333,551
1,852,988
58,700
218,000
2,382
292,097
0
0
1,203,268
0
0
0
0
154,752
14,935,858
59,463
227,440
0
42,899
-43,624
-1 54,752
71,963
-12,500
2004-05
Projected
—.——
14,755,165
6,643,254
2,101,738
250,479
182,209
179,827
324,703
1,554,916
1,742,907
33,425
254,281
667
0
0
0
1,203,268
0
0
0
0
283,170
14,754,844
321
105,024
0
10,100
0
-283,170
– 168,046
168,367
2005-06
Budget
Change From
2004-05 Budget
to 2004-05 Projected
Change From
2004-05 Projected
to 2005-06 Budget
Proposed
Change From
2004-05 Budget
to 2005-06 Budget
ANTIOCH UNIVERSITY McGREGOR
2005-06 PROPOSED BUDGET
2004-05 YEAR-END PERFORMANCE
This was yet another very solid and stable year for Antioch University McGregor. We had a significant revenue
increase that incorporated the past three year’s growth. The year brought in revenue over expenses that will
enable us to advance market new initiatives for
FY52006.
Notable strengths included continued strong performance
in our Teacher Education programs and an impressive second year in our unique M.A. in Management track for
Community College professionals. Some difficulties must be noted in our undergraduate program and in the
Individualized Liberal and Professional Studies program, most stemming from high graduation rates created by
providing more courses delivered by core faculty, as well as doing a more effective job of guiding student
academic progress from enrollment to graduation. More serious problems exist in our Conflict Resolution program
which has experienced enrollment and retention issues. Its difficulties were exacerbated by the Chair requesting to
return to faculty just before the 2004-05 academic year began (we did, however, ask her to continue in that role
until we found a replacement). We also moved the program under what is now called the School of Management.
Strong and positive initiatives designed to improve enrollment in all of our programs have been developed and
these will be noted in the next section on the 2005-06 budget.
One extremely noteworthy improvement during the 2004-05 academic year was the comprehensive reorganization
of our programs into three Schools: the School of Management, the School of Education, and the School of Liberal
and Professional Studies. This reorganization will help us more effectively administer, recruit, and monitor our
programs, do a much better job of linking undergraduate education with matriculation into our graduate programs,
as well as provide the President for the first time with an expanded Executive Staff to assist and improve
McGregor’s
administrative governance initiatives. The Executive Staff also includes the Academic Dean and
Executive Director of
Operations/Director
of Student and Alumni Services.
Campus West
Progress continues on Campus West. The architects are now working with the Yellow Springs Community
Resources group, park developers and park architects. The capital campaign is underway with the appointment of
a cabinet, and a retreat held March 23. The goal is set (privately) at $3-million. Collateral marketing materials are
being developed, including a DVD which will also be useful for general public relations.
Development
The focus on fundraising shifted to the capital campaign. However, some ongoing Annual Fund activity occurs and
the Executive Spelling Bee will be held May 17″‘ – with proceeds going this year to the Campus West Fund.
Marketing
The Student and Alumni Services division handles most marketing for
McGregor,
including upgrades in all print
materials, the web, direct mailings and all recruitment activities. We continue to benefit from hiring graduates or
individuals currently seeking masters’ degrees. They can easily “walk the talk with potential students. Our
outreach activities across the country for the distance programs reap good results. This was the first year we
outsourced public relations for a nominal fee to a local firm. The result is the ongoing placement of McGregor news
via press releases and the development of a marketing plan to support the strategic plan.
Grants
We are very grateful for the receipt of the two
Pierson-Lovelace
grants totaling $555,000. Both are underway and
should yield measurable results.
FISCAL YEAR 2005-06 PROPOSED BUDGET
Tuition and Fees
Tuition will increase by 4% as approved by the Board, still well under proposed increases by other private and
public institutions in the area.
Raises will be 3% for faculty and administrators. Union staff wages are pre-set and contractually determined for a
three-year period. A new contract will be negotiated during 2005-06 and we have budgeted appropriate funds to
accommodate most potential outcomes of the new contract.
The Weekend College
The Weekend College has a number of exciting new initiatives for 2005-06. A major in Health and Wellness will
be launched in the fall with an attractive curriculum carefully developed with input from health care professionals in
the region. We are in the process of developing a Non-Profit Management track for management majors, which
strategically addresses career opportunities and challenges for managers in the nonprofit sector. In addition, we
are looking at the development of a Project Management Certificate program. There is a lot of articulated interest
from students in this option. Finally, we are adding a Writing Chair faculty position to upgrade and improve student
progress and performance in this key academic dimension. This position is budgeted as a mid-year start and while
housed in the undergraduate program, the faculty member will assist graduate students as well.
Individualized Liberal and Professional Studies
The Individualized Liberal and Professional Studies program has stabilized in enrollment. Our track in Civic
Change and Community Leadership in a partnership arrangement with LeadershipPlentyTM, a training program
sponsored by the Pew Partnership for Civic Change, continues to show modest but steady improvement in
attracting students. We have a new track in Integral Studies under development as well in the area of Eastern
religion and yoga, which may have an interesting potential for a full degree but requires a lot of work to determine
its marketability. The seed funding to plan this program came from the President’s Scholarship and Research Fund
for Faculty.
The Weekend College and ILPS will report to the new Dean of Liberal Studies, a position we deferred to January
2006 due to budget constraints. If we find a remarkable candidate, we may try to accommodate an earlier hire. We
believe strongly that both programs will benefit from the addition of a strong administrator as will the entire
institution by buoying our internal expertise in liberal arts.
Conflict Resolution
We are addressing program improvements in a number of aggressive ways. We are currently searching for a new
Chair for the program who will bring excitement, energy, and direction to our efforts to revitalize this important and
potentially very successful component of
McGregor’s
portfolio. The current chair recently notified us she is leaving
after June 3oth so it is critical we fill the position with someone who is positioned to take the program to its next
step.
We have developed (and will launch in the fall) a certificate program in Intercultural Conflict Resolution, which
seems very promising in terms of marketing and in terms of developing new offerings that meet the evolving career
needs of professionals in the field. The Southern Christian Leadership Conference will be opening a Conflict
Resolution Center in Dayton, only the second in the country. This could provide competition but potentially a strong
partnership which will be explored. We are already in touch with the leadership of this effort.
Education
Our education programs, which have experienced explosive growth in recent years, are consistently meeting and
exceeding their revenue targets. There is another, more modest revenue increase anticipated in 2005-06. One
very positive development is that we have received permission from the Ohio Board of Regents to align our
Adolescent and Young Adult licensure program with our other
M.Ed.
programs; It is critical that additional faculty
staffing keep pace with the growth in enrollment. To this end we were successfully able to attract two outstanding
new faculty members in 2004-05 and we are on target to add two new additions during 2005-06.
There is, however, a huge “stress factor” that will be placed on this program related to accreditation. The State of
Ohio requires each institution (public or private) to follow and pass the National Council of Accreditation for
Teacher Education (NCATE) guidelines. One approach is to go through the State; another is to work directly with
NCATE. While the latter is more rigorous, we are choosing this route for long-term stability, improvement, and
credibility of the program. The Pierson-Lovelace Grant to improve our education programs will help cushion some
of the financial blow of this process. But we will need release time funding and consultants to move through the
process.
Graduate Management
The Graduate Management Program has not met revenue targets over the last several years. This is due in part to
a realistic, market-driven decision at McGregor to move to one cohort a year rather than the previous two, as well
as the effects of corporate decisions in the geographic region to cut back on employee tuition remission initiatives.
The program is responding in two ways. First, they have developed for their Organizational Institute a very
attractive and marketable team-building seminar program and have identified a nationally recognized consultant to
lead this initiative. Second, they are developing an alternative delivery model for the program to complement the
existing Executive M.A. model delivered on Saturdays. As previously mentioned, the Community College
Management track is experiencing strong growth in this its second year of operation, as well as successfully
attracting a good deal of national attention to this unique and very timely new specialization.
New Building Initiatives
A great deal of the President’s time (and others) will be spent preparing for new building and location. The
campaign consultant is paid from a line formerly used for a Director of Development. At this time, Deena
Kent-
Hummel handles alumni relations; the campaign is addressed separately.
There will be a lag time between acquiring bonding for the new building and the bills that comes in related to
architects, etc. The latter will be captured as part of the lease. It is critical on many levels that McGregor continues
to build its capital reserve sufficiently to fund the first year or part of the building costs.
Strategic Plan and the Balanced Scorecard
Fiscal year 2006 will be the first full academic year of our new strategic plan. We will layer onto it a process for
measuring its success and the overall success of our operations -the Balanced Scorecard. According to a recent
book on this process, “The Balanced Scorecard has emerged as the preeminent tool in helping thousands of
organizations translate strategy, align employee action, and harness the power of today’s value-creating
intellectual assets.” (Paul R. Niven, 2002) We are studying models used by other higher education institutions
including Duke and Harvard. Overall, we want to find a way to create accountability and responsibility across the
institution to reach the goal of continuous improvement. We are hiring a consultant to help us with this process and
will work with area companies who are current users of the balanced scorecard (YSI, the Antioch Company and
Lion Apparel).
Next Steps and Concerns
A few areas that will need our attention in the upcoming budget year:
1. NCATE accreditation for Teacher Education. This will be a rigorous, time laden, difficult process for our
busiest department. It will also require significant program revisions, which ultimately should benefit our
students.
2. Fluctuating enrollment and competition. We will need to refine some programs and create new tracks or
programs to compete in an increasingly crowded higher education market.
3. Bench strength. We are not adding a CFO at this time, but have put in some consulting money for budget
time. However, we will need to add a
CFOIFacilities
person for FY’2007. We continue to have a short supply of
top administrators to alleviate the load of the president and more importantly to provide leadership to
departments that need additional help. Our recent reengineering provides a “three school” approach with a
dean in each area – Management, Education and Liberal Studies. In the budget, the Liberal Studies Dean
position is vacant, to be filled in January. However, we may need to move that earlier if enrollment allows.
4. As the capital campaign unfolds and schematic design is completed, we will have a much better idea of funds
needed to lease and support our new building.
5. The good news is the capital campaign becomes yet one more vehicle for marketing McGregor, which we
anticipate will grow considerably when we are in new accommodations.
Barbara Gellman-Danley,
Ph.D.
President
Antioch University McGregor
2005-06 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
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
5,917,480
0
5,917,480
397,884
408,579
-44,534
238,212
0
-204,936
397,321
563
2003-04
Actual
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
81
4
0
2004-05
Projected
———-
7,066,209
-52,000
7,014,209
10,000
40,000
0
0
17,000
7,081,209
0
5,000
7,086,209
3,515,000
0
0
22,000
1,005,000
2,053,000
377,507
12,000
6,984,507
0
6,984,507
101,702
175,000
0
0
0
-240,000
-65,000
166,702
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Budget
.———
7,389,117
0
7,389,117
12,000
14,000
0
0
18,300
7,433,417
0
180,500
7,613,917
3,861,507
0
10,000
211,668
1,229,394
1,792,715
493,690
14,500
7,613,474
0
7,613,474
443
200,000
0
0
0
-248,000
-48,000
48,443
Change From
2004-05 Projected
to 2005-06 Budget
Change From
2004-05 Budget
to 2005-06 Budget
Antioch University McGregor
2005-06 Budget Summary by Category
2002-03
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
2003-04
Actual
———-
6,751,687
3,194,054
1,042,692
104,176
131,505
38,397
82,078
786,344
58,381
13,490
0
6,404
0
0
275,000
586,101
0
0
0
131,329
221,806
6,671,757
79,930
21 1,408
0
0
0
-221,806
-10,398
90,328
2004-05
Budget
2004-05
Projected
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Budget
—–*—-
7,613,917
3,729,914
I, 203,043
213,385
80,500
49,850
98,992
878,565
71,400
15,596
0
9,744
75,822
0
0
700,473
0
0
0
238,190
248,000
7,613,474
443
200,000
0
0
0
-248,000
-48,000
48,443
Change From
2004-05 Projected
to 2005-06 Budget
Change From
2004-05 Budget
to 2005-06 Budget
PH.D. IN LEADERSHIP AND CHANGE
2005-06 PROPOSED BUDGET
1. Accomplishments
The PhD in Leadership and Change has ended the 04-05 academic year with many successes to celebrate. Perhaps the
most noteworthy is that the
PhD,
which secured its provisional approval from the Ohio Board of Regents back in October
2001, gained “full and permanent approval” from the OBR this Spring. After the March three-day site visit, the
nine-
person review team voiced its very positive comments about the, its distinctiveness, high standards, and exceptional
faculty and students. It was a long and sometime arduous road to secure this approval, and its achievement is a
testament to the wonderful community of faculty, staff and students who have worked so hard in our fledgling program.
In addition, the
PhD
Program completed its national faculty search and hired two new Core Faculty for 2005-06. Dr.
Philomena Essed will be joining our program as Professor of Critical Race, Gender & Leadership Studies. Philomena is
an interdisciplinary scholar with a deep interest in the combination of theory-practice. She is the author of Understanding
everyday racism: An interdisciplinary
theory
(Sage, 1990) and Diversity: Gender, color and culture (University of
Massachusetts Press, 1996) and is currently working on two books, Cloning cultures, which examines the privileging of
certain homogeneities and cultures, and Humanizing leadership, based on the study of life narratives of (women’s)
alternative practices of power and social change. Before coming to Antioch, Philomena held a tenured position as
Senior Researcher at the University of Amsterdam and Visiting Professor at the University of California, Irvine. The
second faculty member, Dr. Mitch Kusy will be joining our program as Professor of Organization Learning &
Development. Mitch is internationally known in the field of organization development, is a Fulbright Scholar (2004-09),
and has an extensive career as a global consultant in the areas of leadership development, assessment of
organizational culture, strategic planning and team development. Mitch’s most recent books (co-authored with Louellen
Essex) are: Breakinq the code of silence: How prominent leaders rebounded from 7 critical mistakes (Rowman &
Littlefield, 2005) and Fast forward leadership: How to exchanqe outmoded practices for 21 st century leadership (Financial
Times – Prentice Hall, 1999). Fast-forward leadership was the #3 best-selling business book in the US in terms of “What
Corporate America is Reading” (Knight
Ridder
Tribune News Service, April, 2000). Before coming to Antioch, Mitch held
a tenured position as Professor of Organization Learning & Development at the University of St. Thomas, where he
designed a doctoral program in OD for scholar-practitioners.
Another program accomplishment to celebrate is that our first students have now advanced to candidacy, an important
step in the doctoral journey. As of May 2005, five students have advanced to this dissertation writing stage, and there are
another half dozen close behind. We actually have held our first two Dissertation Proposal Hearings in the past two
months.
Finally, the
PhD
Program continues to meet its current enrollment goals and budget projections, as the budget sheets
demonstrate. We are currently in the final stages of the admissions cycle for the fifth cohort, which would enter in
Summer 2005. We have received 60+ applications for the 25-person cohort, and have some excellent candidates who
will be joining the program. If we achieve our goal, we will have a 20% increase in tuition-generated revenue for 05-06,
and will be close to the program’s projected cap of approximately 100 students.
Suffice to say, 2004-05 has been an excellent year for the
PhD
in Leadership and Change Program.
II. 2005-06 Budget
Salaries are being increased at 3.2% across-the-board with a few exceptions for additional duties and equity adjustments.
Similarly, Benefits have risen as a result of the increase in salary and an expectation of a 5% increase in cost. In addition
salaries and benefits are up as a result of the expansion of the faculty.
Non-personnel Operating Expenses show increases related to the growth of the program. Travel expenses go up to
support the increased faculty, as do the costs of the residencies. The support of the library functions provided in New
England will be increased by $5,000. Advertising is also up by $5,000 which includes a bi-annual program newsletter.
The
PhD
Program’s share of University overhead has doubled to over $57,000, reflecting the growth of the program. The
other expenses are similar to last year’s amounts.
Tuition and Fees are up over $1.5 million because of the increase in students and the 3% increase in tuition. Tuition is
now $1 8,000 per year.
Laurien Alexandre
Director
PhD in Leadership and Change
2005-06 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
2002-03
Actual
———-
622,825
-5,500
617,325
0
57,062
0
0
3,626
678,013
0
9,510
687,523
593,654
0
63,065
0
0
0
2,705
0
659,424
0
659,424
28,099
1 1,509
0
0
0
-2,705
8,804
19,295
2003-04
Actual
———-
1,016,150
-16,311
999,839
0
35,411
0
0
5,704
1,040,954
0
22,460
1,063,414
981,837
0
57,871
0
0
0
5,629
0
1,045,337
0
1,045,337
18,077
1,610
0
0
0
-5,629
-4,019
22,096
2004-05
Budget
———-
1,282,500
0
1,282,500
0
35,000
0
0
4,000
1,321,500
0
0
1,321,500
1,284,777
0
35,483
0
0
0
0
0
1,320,260
0
1,320,260
1,240
5,000
0
0
0
-5,000
0
1.240
2004-05
Projected
———-
I ,327,41 I
0
1,327,411
2,350
0
1,622
1,331,383
0
8,551
1,339,934
Change From
2004-05 Budget
to 2004-05 Projected
$ %
———- ———-
Proposed
2005-06
Budget
———-
I, 551,000
0
1,551,000
0
0
0
0
0
1,551,000
0
0
1,551,000
1,546,919
0
0
0
0
0
0
0
1,546,919
0
1,546,919
4,081
9,500
0
0
0
-5,541
3,959
122
Change From
2004-05 Projected
to 2005-06 Budget
$ %
Change From
2004-05 Budget
to 2005-06 Budget
PhD in Leadership and Change
2005-06 Budget Summary by Category
2002-03
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
2003-04
Actual
———.
1,063,414
627,024
187,583
106,729
0
0
8,221
88,958
2,422
1,430
0
1,220
0
0
0
2,688
0
0
0
13,433
5,629
1,045,337
18,077
1,610
0
0
0
-5,629
-4,019
22,096
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
2004-05
Projected
Change From
2004-05 Budget
to 2004-05 Projected
$ Yo
———- ———-
18,434 I .3g0k
Proposed
2005-06
Budget
Change From
2004-05 Projected
to 2005-06 Budget
Change From
2004-05 Budget
to 2005-06 Budget
ANTIOCH UNIVERSITY ADMINISTRATION
2005-06 PROPOSED BUDGET
The primary changes in the University Administration budget are the increase in staffing in the Datatel operation and an
increase in travel. The ULC agreed that on-line registration was a major priority. In addition, the effectiveness of Datatel
across the system has been affected by insufficient support from the central administration. As far as travel is concerned,
there was a perceived need for more training and interaction between the remote campuses and the central
administration in all areas of operation. This will be accomplished primarily through videoconferencing and
teleconferencing; however, it was felt that some on-site interaction would be beneficial.
Generally, expenses incurred by the University Administration are added to the overhead formula and then passed back
to the non-residential campuses. Historically, some exceptions have existed, such as the Faculty Conference, but these
instances are rare.
Continuing Costs
Salaries are being increased at 3% across-the-board with a few exceptions for additional duties and equity adjustments.
Similarly, Benefits have risen as a result of the increase in salary and an expectation of a
5%
increase in cost. A year
ago, we discovered that the terminal sabbaticals were not fully funded. This was corrected in 2004-05. As a result, the
amount budgeted for future compensation has been reduced significantly for 2005-06.
Non-personnel Operating Expenses have been held steady and in many cases reduced. Travel as discussed above is
up. A slight increase is budgeted for audit and legal fees. In reallocating Yellow Springs consolidated services, the
University Administration’s share of computing services and physical plant services increased.
Traditionally, the Chancellor’s Continqencv has been at $50,000. This was reduced to $25,000 then to $1 7,000 in 2003-
04. In 2004-05, we increased the contingency to $25,000. For 2005-06, we have returned the contingency to the
$50,000. This was particularly necessary since the University Administration budget was finalized in February (rather
than late April) to aid the non-residential campuses in their budgeting process by fixing the overhead.
Major Changes
As discussed above, additions to the Datatel staff are critical to the implementation of on-line registration and the
effective use of Datatel. We have upgraded the 70% position to 100% and added an additional position. Further, the
University Administration will be paying more for the Yellow Springs webmaster, as these services will spend more time
relating to the on-line registration implementation.
There was also a major shuffling of the financial operations and the way we account for them with the departure of Glenn
Watts. Without spending additional dollars, the duties of the Vice Chancellor, the University Controller, and the Director
of Business Operations were allocated among four positions: the Vice Chancellor, the Director of Business Operations
and University Accounting, the College Controller, and the Director of Auxiliary Services and Purchasing. Not only is this
a more efficient organization, it accomplishes two other important objectives. First, we have more people-hours available
to handle the workload. Second, we have segregated many of the services provided by the University for the College,
such that the true cost of running the college can be portrayed more accurately. In addition, the speed and effectiveness
of service to the College has been improved. While this change decreased the amount of University Administration
overhead, it was necessary to increase the College subsidy from the non-residential campuses from $600,000 to
$740,000, so as not to harm the College budget.
Financial Accomplishments
In 2004-05, we refinanced two bond issues, New England and Seattle. We were able to take advantage of lower interest
rates, as well as shifting to a variable rate, demand bond that also reduces the rate of interest. Both projects resulted in a
present value savings in excess of $1 million each. Further, the New England transaction allowed us to reclaim a
$500,000 fund that was serving little purpose but was required under the terms of the original bond issue.
The Birch
Ill
property was sold for just under $500,000 net of fees. The land surrounding G. Stanley Hall Hall has been
rezoned such that it could be sold for development.
Change in endowment managers and allocations occurred in 2004-05. Lazard and
Furman
Selz were eliminated. Assets
were added to Brandes and NWQ was added as a new manager. The amount allocated to fixed income at Seix was
reduced and invested in the Pimco All-Asset Fund. The investment committee is sending out Requests for Proposal for
the overall consulting services presently provided by the Consulting Group affiliated with Smith Barney in Columbus,
Ohio. Work has begun with the socially responsible investing committee of
AdCil
to allow them to advise us on the voting
of proxies.
New Hires
In November, Candice Santell joined Antioch as the Director of Datatel. She is providing excellent leadership in
improving the utilization of Datatel and coordinating University-wide projects. With the retirement of Glen Watts, Don
Tecklenburg became the Vice Chancellor and CFO. In January, Deb Caraway’s duties as College Controller were shifted
to a new hire, Tim
Gilliland,
who reports directly to the College President. Deb has taken on several of the University
Controller duties and now has the title of Director of Business Services and University Accounting. Another addition was
Milt Thompson as the Director of Auxiliary Services and Purchasing. Milt began in April and supervises the auxiliary
services operations (dining, housing, and bookstore) at the College and also serves as the purchasing director for
University procurement.
Don Tecklenburg
Vice Chancellor
University Administration
2005-06 Budget Summary by Function
2002-03
Actual
2003-04
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
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
1,887,828
0
0
0
0
0
0
0
0
2004-05
Projected
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Budget
Change From
2004-05 Projected
to 2005-06 Budget
Change From
2004-05 Budget
to 2005-06 Budget
University Administration
2005-06 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
ContingencyIRese~es
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 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
2002-03
Actual
———-
1,724,102
933,234
363,698
104,841
0
5,653
22,474
105,718
163,852
4
0
1,779
0
0
0
0
0
0
0
0
0
1,701,253
22,849
22,849
0
0
0
0
22,849
0
2003-04
Actual
———-
1,747,846
91 9,520
343,809
144,825
0
0
23,214
101,468
149,995
146
0
506
0
0
0
0
0
0
0
0
0
1,683,483
64,363
64,363
0
0
0
0
64,363
0
2004-05
Budget
———-
1,887,828
1,046,591
425,750
11 1,951
0
0
22,294
102,463
142,840
9,889
0
1,050
0
25,000
0
0
0
0
0
0
0
1,887,828
0
0
0
0
0
0
0
0
2004-05
Projected
———-
1,997,971
1,101,364
451,248
131,223
0
0
16,335
92,366
146,019
100
0
600
0
0
0
0
0
0
0
0
0
1,939,255
58,716
58,716
0
0
0
0
58,716
0
Change From
2004-05 Budget
to 2004-05 Projected
$ %
———- ———-
110.143 5.83%
Proposed
2005-06
Budget
———-
2,055,732
1,147,364
405,813
153,000
0
0
26,350
101,405
169,900
100
0
1,800
0
50,000
0
0
0
0
0
0
0
2,055,732
0
0
0
0
0
0
0
0
Change From
2004-05 Projected
to 2005-06 Budget
Change From
2004-05 Budget
to 2005-06 Budget
$ %
———- ———-
167.904 8.89%
ANTIOCH REVIEW
2005-06 PROPOSED BUDGET
Accomplishments:
We continue to publish a high-quality magazine, receive submissions from authors around the world and see authors
receive kudos for the work. For example, Lily Tuck won the National Book Award, Ethan
Hauser’s
story will appear in
New Stories From the South 2005, Kent Nelson’s story in Best American Mysteries 2005 and both Jessica Goodheart
and Dorothea Tanning will have poems in Best American
Poetrv
2005. Will Eno, the author of one of the few plays we
have published saw his new play, Thom Pain (Based on Nothing), draw rave reviews at the Edinburgh Festival and in
New York where it has been sold-out for six months. The quality of the essays we receive has improved and we have
added a new poetry column by John Taylor, a Paris based critic with a wide range of interests.
We received another $10,000 grant from the National Endowment for the Arts to pay for increased author payments and
to update our
website.
That grant is effective June 30, 2005. We worked with KQED in San Francisco in a promotional
effort to develop a subscriber base in the Bay Area. As a result of their efforts and interest in the Review we have 600
new subscribers from Sacramento to Santa Rosa. A gift to our endowment of $30,000 was made and half of that gift has
been received with the balance anticipated in 2005.
We had a successful fund-raiser in Boston (to be repeated in 2005) and have been able to make plans for similar events
in New York, Portland, and the Bay Area for next year. The transition of a departing managing editor (Michelle Giguere)
and the arrival of a new one (Muriel Keyes) has been remarkably smooth. We recently signed an agreement with Central
Books in London to distribute the magazine in the UK to the major chains and hope to see that distribution extended to
the continent. This is a major accomplishment since the Review will be one a hand-full of literary magazines to have a
major distributor abroad. As announced in the mid-year report we anticipate a deficit of $20,000.
Objectives:
To publish the “best words in the best order”; to extend our donor base by adding new potential sources of support; to
continue to publish work that appeals to an audience of print-oriented literate readers; to add to our endowment whenever
possible.
Priorities;
Maintain the quality and current size of the magazine to compete with magazines that have subsidies five- fold ours and
subscriptions rates that are half; follow through on KQED initiative with other stations; follow through on efforts to create a
national constituency for the magazine.
Robert
Fogarty
Editor
Antioch Review
2005-06 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
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
36 1
0
143,166
0
143,166
-38,189
4,328
0
0
0
-361
3,967
-42,156
2003-04
Actual
———-
0
0
0
23,425
2,751
9,400
0
9,148
44,724
51,872
0
96,596
2004-05
Budget
———-
0
0
0
67,486
2,826
9,500
0
7,000
86,812
56,000
0
142,812
2004-05
Projected
———-
0
0
0
29,036
12,826
9,789
0
11,023
62,674
55,419
0
118,093
0
0
139,387
0
0
0
0
0
139,387
0
139,387
-21,294
0
0
0
0
-1,443
-1,443
-19,851
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Budget
———-
0
0
0
63,404
12.80C
11,12c
c
8,OOC
95,324
56,OOC
c
151,324
c
c
142,812
c
c
c
c
c
151,324
c
151,324
c
c
c
c
c
-1081
-1,081
1,081
Change From
2004-05 Projected
to 2005-06 Budget
$ %
———- ———-
Change From
2004-05 Budget
to 2005-06 Budget
$ %
———- ———-
Antioch Review
2005-06 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
ContingencyIRese~es
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
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
Actual
——–a-
96,596
54,298
29,477
2,196
0
0
-2,769
65,614
0
0
0
0
0
0
0
0
0
0
0
0
1,443
150,259
-53,663
0
0
0
0
-1,443
-1,443
-52,220
2004-05
Budget
———-
142,812
53,816
31,178
2,200
0
0
-2,575
56,750
0
0
0
0
0
0
0
0
0
0
0
0
1,443
142,812
0
0
0
0
0
-1,443
-1,443
1,443
2004-05
Projected
———-
118,093
55,481
26,598
2,608
0
0
-2,575
55,832
0
0
0
0
0
0
0
0
0
0
0
0
0
1,443
139,387
-21,294
0
0
0
0
-1,443
-1,443
-19,851
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Budget
———-
151,324
54,822
31,446
2,200
0
0
-2,575
64,350
0
0
0
0
0
0
0
0
0
0
0
0
1,081
151,324
0
0
0
0
0
-1,443
-1,443
1,443
Change From
2004-05 Projected
to 2005-06 Budget
$ %
———- ———-
33,231 28.14%
Change From
2004-05 Budget
to 2005-06 Budget
$ %
———- ———-
8,512 5.96%
WYSO RADIO
2005-06 PROPOSED BUDGET
This has been a good year for WYSO. The change in management has brought about many positives in the
Miami Valley. Programming changes brought about the addition of several locally hosted and produced
programs. By eliminating several purchased programs, we’ve reduced programming costs. There has been
broad outreach to the Miami Valley including a Community Meeting, inviting the public to meet the General
Manager candidates as well as soliciting their input. During our Spring Membership Campaign we had over
100 volunteers from throughout the Miami Valley donate their time to help the station. We have also been
diligently working on our Strategic Plan and asked our
listener/members
for their input.
We have hired a new permanent General Manager who will begin by July 1, 2005. We will be adding other
employees including an
Operations/Program
Director and another sales person.
Many of the issues plaguing the station have been resolved. The transmitter runs at
10O0/0
power,
consistently, since October of 2004. The problems with our broadcast automation have been corrected.
During our Spring Membership Drive we expanded our membership by adding over 650 new members.
This has been a year of positives. Membership has grown and new businesses are underwriting the
programming. WYSO has a history of playing non-genre specific music which has enabled us to achieve
the status of “Tastemaker” in the industry. This means that other radio stations watch our play-lists and
music promoters contact the station frequently in order to get their artists played on WYSO. In all, WYSO
is looking toward a bright and prosperous future.
Joe Colvin
Interim General Manager
WYSO
2005-06 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
2002-03
Actual
———-
0
0
0
442,147
171,470
0
0
298,720
912,337
190
0
912,527
2003-04
Actual
———-
0
0
0
374,853
175,303
0
0
294,696
844,852
10
0
844,862
2004-05
Budget
———-
0
0
0
400,000
173,500
0
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
2004-05
Projected
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Budget
Change From
2004-05 Projected
to 2005-06 Budget
Change From
2004-05 Budget
to 2005-06 Budget
$ %
———- ———-
0
0
0
25,000 6.25%
13,500 7.78%
0
0
195,500 68.72%
234,000 27.27%
-1 00 -1 00.00%
0
233.900 27.26%
WYSO
2005-06 Budget Summary by Category
2002-03
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
2003-04
Actual
———-
844,862
317,914
97,077
18,955
0
180
5,212
439,771
35,138
8,299
0
106,613
0
0
0
0
0
0
0
0
7,287
1,036,446
-1 91,584
0
0
15,179
0
-7,287
7,892
-199,476
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
2004-05
Projected
———-
882,835
305,939
94,038
24,955
0
100
8,187
449,953
40,893
7,477
0
100,072
0
0
0
0
0
0
0
0
8,374
1,039,988
-157,153
15,000
0
15,174
0
-8,374
21,800
-1 78.953
Change From
2004-05 Budget
to 2004-05 Projected
$ %
———- ———-
24,735 2.88%
Proposed
2005-06
Budget
———-
1,092,000
350,689
136,032
23,700
0
250
5,700
420,100
39,400
6,900
0
100,500
0
0
0
0
0
0
0
0
8,500
1,091,771
229
45,000
0
15,175
0
-8,500
51,675
-51,446
Change From
2004-05 Projected
to 2005-06 Budget
Change From
2004-05 Budget
to 2005-06 Budget
$ %
—.—— ———-
233,900 27.26%
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 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
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
11 6,667
934,228
0
934,228
-1,604,095
75,564
0
124,115
0
-222,140
-22,461
-1,581,634
2003-04
Actual
———-
0
0
0
430
88,098
-553,937
0
4,147,682
3,682,273
0
623,904
4,306,177
1,173,442
-37,490
0
0
71,415
0
1,393,234
189,646
88,098
1,704,903
0
1,704,903
3,774,716
30,709
0
124,106
0
-1 89,646
-34,831
3,809,547
University Wide
2005-06 Budget Summary by Function
2004-05
Budget
———-
0
0
0
30,000
125,000
180,000
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
2004-05
Projected
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Budget
———-
0
0
0
0
110,000
190,000
0
135,000
435,000
0
230,000
665,000
1,436,096
0
0
0
86,471
0
1,704,625
200,000
110,000
2,101,096
0
2,101,096
0
88,500
0
124,118
0
-200,000
12,618
-12,618
Change From
2004-05 Projected
to 2005-06 Budget
$ %
Change From
2004-05 Budget
to 2005-06 Budget
University Wide
2005-06 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
ContingencyIRese~es
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
———-
-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
Actual
———-
5,479,619
921,168
239,728
173,841
0
0
5,054
431,928
20,718
74,247
0
18,550
0
0
-500,000
0
0
0
0
130,023
189,646
1,704,903
3,774,716
30,709
0
124,106
0
-1 89,646
-34,831
3,809,547
2004-05
Budget
——–a-
2,324,036
992,937
285,601
11 1,325
0
0
5,800
452,759
29,600
55,000
0
16,000
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
2004-05
Projected
———-
2,467,613
889,790
220,783
48,075
0
0
7,461
444,149
23,209
78,073
0
36,774
0
0
0
0
0
0
0
143,070
196,237
2,087,621
379,992
139,087
0
124,118
0
-175,000
88,205
291,787
Change From
2004-05 Budget
to 2004-05 Projected
Proposed
2005-06
Budget
———-
2,101,096
921,965
246,926
34,645
6
6
5,635
403,235
19,425
73,506
6
15,076
c
2,506
c
c
c
c
c
178,195
200,00C
2,101,096
c
88.506
c
124,118
c
-200,00c
12,618
-12,618
Change From Change From
2004-05 Projected 2004-05 Budget
to 2005-06 Budget to 2005-06 Budget
Antioch University
Headcount Enrollment by Campus
Full-Time and Part-Time
Seattle
Undergraduate FT
Masters FT
Doctoral FT
Total FT
Undergraduate PT
Masters PT
Doctoral PT
Total PT
Total Headcount
1999-00
39
41 1
0
450
123
251
0
374
824
2000-01
97
41 7
0
514
127
26 1
0
388
902
2001 -02
99
33 1
0
430
11 1
278
0
389
819
2002-03
88
31 6
0
404
111
275
0
386
790
2003-04
89
363
0
452
129
256
0
385
837
2004-05
93
377
11
48 1
149
294
2
445
926
2005-06
Bud
89
357
30
476
142
279
5
426
902
1 Total Headcount 1 1 ‘l ‘l 1 38 6 I 85 1 92 1
Leadership & Change
Graduate FT**
Graduate PT
* “Other” in 2001-02 would have been 94 if the Kyoto students had not been
called home after 9-1 I.
** Cohorts begin in July; counts are as of September.
JMP 05123105
1999-00 2000-01 2001 -02
I I
0
2002-03
38
0
2003-04
6 I
0
2004-05
85
0
2005-06
Bud
92
0
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
DancelMovement
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
ArchiveslAntiochiana
LibrarylMedia
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
Provosff
President
Fiscal Operations
Business Operations
General Administration
Central Services
Personnel
Alumni
DevelopmenffAdvancement
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
LINE ITEMS
SALARIES & WAGES: Compensation
Paid to Contracted Employees
Core Faculty
Associate Faculty
Adjunct Faculty
Administrators
Administrative Associate
Teaching Assistants
Unionized Staff
Non-Unionized Staff
Students
Retirees
Other Staff Employees
BENEFITS: Required and Non-Required
Benefits Paid
Medical
Dental Plan
FICA
Worker’s Comp
Unemployment
Life lnsurance
Long
& Short Term Disability
Retirement
Moving Expenses
Employee Tuition Waivers
Miscellaneous Benefits
TRAINING & DEVELOPMENT:
Non-Contracted Expenses for Trg & Develop
Business Travel
Local
MeetingsiWorkshops
Professional Development
Employee Recruiting
Program Development
STUDENT AID:
Restricted Grant Scholarships
Student Vouchers
SPECIAL EVENTS:
Graduation
Orientation
Miscellaneous Special Events
SUPPLIES:
Office Supplies
Instructional Supplies
Research Supplies
Duplicating Supplies
Computer Supplies
Computer Software
Maintenance Supplies
Furniture Supplies
Equipment Supplies
Library Supplies
Food Supplies
Miscellaneous Supplies
BUSINESS OPERATIONS COSTS:
General Cost of Doing Business
Subscriptions
& Publications
Purchased Services
Consulting
HonorarialStipends
Information & Communications
Memberships & Dues
Printing
PostagelFreig
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
Sewices
Utilities
Vehicle Operation
Facility Rental
Equipment Rental
lnsurance~axes
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 lnsurance
Payments to Annuitants
Miscellaneous Grants to Others
CONTINGENCYIRESERVES:
Campus Contingency, Mandated
Campus Contingency, Discretionary
Capital
Resewe
OVERHEAD COSTS:
Re~ional
Overhead
unbersitY
Overhead
University Conference
Standard Cost Overhead
Operation Subsidy
Inter-Campus Agreements
Grant Indirect Costs
