2005-06 Mid-Year Budget Pedormance (bud 39)

2005-06 Mid-Year Budget Pedormance (bud 39)

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MTIOCH UNIVERSITY
REPORT TO THE
BOARD OF TRUSTEES
2005-06 Mid-Year Budget Pedormance
February 2-4, 2006

TABLE OF CONTENTS
lntroduction1Dashboard Report and Narrative ……………………………………………………………………………………………. I
Antioch College Narrative ……………………………………………………………………………………………………………………….. 9
Glen Helen Narrative ……………………………………………………………………………………………………………………………. I0
……………………………………………………………………………………………………………… Antioch New England Narrative 12
………………………………………………………………………………………………………………………. Antioch Seattle Narrative 14
Antioch Southern California Narrative ……………………………………………………………………………………………………… 16
Antioch University
McGregor
Narrative ……………………………………………………………………………………………………. 18
……………………………………………………………………………………………… Ph.D. in Leadership and Change Narrative 23
University Administration Narrative …………………………………………………………………………………………………………. 24
Antioch Review Narrative ……………………………………………………………………………………………………………………… 25
WYSO Public Radio Narrative ……………………………………………………………………………………………………………….. 25
…………………………………………………………………………………………………… Proposed Tuition Increase for 2006-07 27
………………. Appendix: Mid-Year University Financial Statements and Mid-Year Function and Category Reports 28
Antioch University Statement of Activities ………………………………………………………………………………… 33
Antioch University Statement of Financial Position ……………………………………………………………………. 35
Antioch University Statement of Cash Flows …………………………………………………………………………….. 36
Antioch University Summary Report ………………………………………………………………………………………… 37
Summary Reports by Campus ……………………………………………………………………………………………….. 39
Receivables Aging Report ……………………………………………………………………………………………………… 61
Status of Accounts Payable …………………………………………………………………………………………………… 62
Cost Centers ……………………………………………………………………………………………………………………….. 63
Line Items ……………………………………………………………………………………………………………………………. 64

REPORT TO THE BOARD OF TRUSTEES
February 2-4,2006
2005-06 MID-YEAR PERFORMANCE mVIEW
The first half of Fiscal Year 2006 could be summarized best as follows: lower than expected revenues with corresponding lower
expenses resulting in more net revenue than budgeted, but lower net revenue than for the first half of Fiscal Year 2005. Net tuition
and fees trail both the budget and last year. Unrestricted contributions are behind budget but significantly ahead of last year. Total
contributions trail last year (most significantly because of last year’s $4 million gifi from a former trustee to the Plan for Antioch
College) and endowed contributions also trail last year. These numbers do not reflect two large pledges that were realized, one for
$750,000 to the endowment and one for over
$90OY000
from the Stitt Trust, as these gifts were recognized when the pledges were
made. Grants income trails the budgeted amounts but exceeds the amount from last year. Endowment income is
upy
as a result of the
higher value of the endowment. Auxiliary enterprises income trails the budget and last year primarily because of lower room and
board at the College. Instructional expense as a percentage of total expenses is less than a year ago but higher than budgeted. The
higher than budgeted is largely because instructional expenses cuts are less than budgetary cuts in other areas. Student services
expenses per Full Time Equivalent (FTE) are almost exactly on budget. Because of the change in methodology for computing
FTEy
prior year numbers are not computed. While total expenses are
6Y0
higher than a year ago, they are far below budget (almost $3
million). When investment gains are removed from the total University
surplusy
the “operating
surplus”
exceeds the budget by $1.3
million (or 23%) but it is almost $1 .O million behind the first half of last year. Being behind last year is not surprising given the net
tuition challenges and last year was one of
Antioch’s
best years historically. But being so far ahead of budget is a reflection of quick
action to address revenue shortfalls with reductions in spending. Capital expenditures are below budget (largely because of timing
differences) but almost twice what they were a year ago. System-wide enrollments (FTE) are about 100 below budget.

Operations:
Net Tuition and Fees
Unrestricted Contributions
Total Contributions
Endowed Contributions
Grants lncome
Endowment lncome
Auxiliary Enterprises lncome
Instruction Expenses as a % of Total
Exp.
Student Services Expenses per FTE
Total Expenses
Unrestricted Operations Surplus
Capital Expenditures
FTE
Budget Actual
2006 2006
34,077,194
2,199,272
NIA
NIA
3,613,346
224,832
2,OI
9,244
33.96Yo
I ,348
41,528,620
5,644,608
2,716,716
Actual
2005
33,650,220
I ,089,180
5,866,641
74,290
2,074,491
210,2’l3
1,957,584
34.65Yo
NIA
36,369,993
7,906,608
1,239,370
Actual vs
Budget
-1.96’/0
-32.31 Yo
NIA
NIA
-9.1 1%
-5.86Yo
-1
I
.28Yo
0.
19’h
-1.
I OYo
-7.17%
23.60Yo
-1
3.42Yo
-2.72Yo
Actual 2006
vs
Actual 2005
-0.71 Yo
36.67%
-58.08Yo
-58.22Yo
58.32%
0.69Yo
-8.48%
-1.81 %
NIA
5.99%
-1 I .76%
89.79%
NIA

As far as operating surpluses and deficits for the individual operating units, the College has a breakeven budget and that is where they
are at mid-year. To finish with a balanced budget, the College will need to realize its budgeted unrestricted giving. New England is
ahead of budget and last
year’s
actual. Despite revenue shortfallsy expense reductions have produced these results. Seattle is
operating ahead of budget but behind last year. The
PhD
Program changed its billing back to
full
year in July instead of half in July
and half in January. Thus, the
PhD
Program shows an increase over last year, where in realityy the surplus is not as robust as a year
ago. The
PhD
Program is ahead of budget and with careful expense monitoring should finish the year that way. Southern California
has a smaller surplus than a year ago but significantly ahead of budget. Enrollments at Los Angeles have had a significant
impact.
McGregor is behind last year and the budget for this year. Partly this is because of late recognition of funds to be released from
restrictiony but budgetary cuts are being made to bring things back to budget. The Antioch Review is behind a year ago and its budget.
There are some timing issues with regard to the printing of the most recent issue and gift income trails a year ago. The Review will
not breakeven as budgeted in all likelihood but should end the year with a deficit similar to last year. WYSO is much better than a
year ago, but is behind budget because the July
raffle
had targeted net income that was too optimistic and the Corporation for Public
Broadcasting grant has not yet been received. WYSO will probably not breakeven as budgeted, but performance should be much
better than previous years.
Operations:
Unrestricted Operations Surplus:
College
New England
Seattle
PhD
Southern California
McGregor
Antioch Review
Glen Helen
WYSO
Budget
2006
Actual
2006
Actual
2005
4,470,057
440,207
95,903
3,163,013
(I 74,306)
8,338
(5,078)
(1
81,699)
Actual vs
Budget
6.14Yo
21
5.34yo
-1 1.46%
I 05.3s0h
-66.
I8
Yo
-1
56.88Yo
198.33Yo
-725.65Yo
Actual 2006
vs
Actual 2005
1.17%
-47.81%
537.42%
-l3.5l0/o
-290.59%
332.43Yo
-1
260.24%
42.29Yo

The balance sheet shows significant improvement over a year ago. Cash is $500,000 more than a year ago, long term investments are
more than $2 million higher, and net fixed assets are more than $200,000 higher despite the demolition of Presidents dorms. On the
two key debt ratios, the University is safely within compliance. The Seattle Bonds which measure unrestricted net assets compared to
long-term debt remains steady from a year ago and more than 3 times better than the allowed amount. The College Bonds which
compare total liabilities to the sum of the unrestricted and temporarily restricted fund balances. This ratio is higher than a year ago but
still well below the maximum allowed. The change is because of the reduction in temporarily restricted net assets as a result of funds
being used in the Plan for Antioch College. Endowment market value, corpus, and undistributed gains all exceed last year. –
Actual 2006
Actual vs vs
Balance Sheet:
Cash and Short Term Investments
Long Term Investments
Net Fixed Assets
Debt Ratios:
Seattle Bonds:
Unrestricted Net
AssetsITotal
Debt
College Bonds:
Total
LiabilitiesITotal
of Unrestricted
and Temp. Restricted Net Assets
Endowment
Corpus
Market Value
Undistributed Gains
Budget
2006
Min.
Allowed
0.50
Max.
Allowed
2.00
Actual Actual
2006 2005
Actual Actual
2006 2005
1.62 1.63
Actual Actual
2006 2005
1.10 0.94
Budget Actual 2005

These tables from the dashboard show the individual unit performances for comparison. Narratives for each unit follow these tables.
Net Tuition
College
New England
Seattle
Southern California
McGregor
PhD
Gifts
College
New England
Seattle
Southern California
McGregor
Glen Helen
Antioch Review
WYSO
Grants
College
New England
Seattle
Southern California
McGregor
Glen Helen
Antioch Review
WYSO
Budget
4,136,731
10,110,226
6,016,551
9,034,492
3,270,710
1,483,250
1,597,502
32,556
10,002
139,377
6,000
11 8,929
52,404
193,000
717,896
1,326,556
1,192,302
168,463
7,004
49,819
2,800
93,502
Actual 12/31/05
Actual
3,718,257
9,646,311
5,627,533
10,176,012
2,822,511
1,359,620
1,014,289
33,618
12,979
5,923
5,925
104,021
18,655
157,022
71 1,437
1,130,775
1,168,808
100,063
45,402
50,051
2,530
21,494
Actual as %
of Budget
-10.12%
-4.59%
-6.47%
12.64%
-1 3.70%
-8.34%
-36.51%
3.26%
29.76%
-95.75%
-1.25%
-12.54%
-64.40%
-1 8.64’10
-0.90%
-14.76%
-1.97%
-40.60%
548.23%
0.47%
-9.64%
-77.01 %
Budget
Actual 12/31/04
Actual as %
Actual of Budget
Actual 12/31/05 as
% of Actual 12/31/04

Actual 12/31/05 Actual 12/31/04
Salaries & Benefits
College
New England
Seattle
Southern California
McGregor
PhD
Glen Helen
Antioch Review
WYSO
University Admin.
Instruction
College
New England
Seattle
Southern California
McGregor
PhD
Total Revenues
College
New England
Seattle
Southern California
McGregor
PhD
Glen Helen
Antioch Review
WYSO
University Admin.
Budget
6,082,691
4,531,147
4,695,474
5,218,195
2,422,159
552,891
236,485
42,403
236,626
1,353,456
2,793,203
2,734,856
2,896,577
2,980,015
1,908,829
790,083
10,144,292
11,730,492
7,613,739
9,644,236
3,383,116
1,483,250
404,707
110,118
526,506
382,016
Actual as %
Actual of Budget Budget
5,545,213
4,464,174
4,045,934
4,569,739
2,376,061
451,200
230,032
42,511
210,773
1,375,613
2,988,807
2,911,912
2,488,276
2,841,360
1,802,399
667,427
9,857,232
1 1,226,735
6,675,898
10,551,238
3,137,495
660,756
356,829
102,566
373,060
478,400
Actual
5,369,265
4,288,169
3,965,221
4,294,566
2,224,042
455,595
198,019
40,796
201,982
1,242,613
2,702,295
2,709,024
2,460,117
2,503,083
1,646,927
605,603
9,367,420
1 1,169,428
6,905,382
10,244,064
3,065,639
71 3,252
31 1,105
78,332
290,756
2,206,513
Actual as %
of Budget
-3.17%
-3.94%
-1.99%
-6.02%
-6.40%
0.97%
-1 3.92%
-4.03%
-4.17%
-9.67%
-9.59%
-6.97%
-1.13%
-11.91%
-8.63%
-9.26%
-4.97%
-0.51%
3.44%
-2.91%
-2.29%
7.94%
-12.81%
-23.63%
-22.06%
361.23%
Actual 12/31/05 as
O/O of Actual 12/31/04

Total Expenses
College
New England
Seattle
Southern California
McGregor
PhD
Glen Helen
Antioch Review
WYSO
University
Adrnin.
Operating Surplus(Deficit)
College
New England
Seattle
Southern California
McGregor
PhD
Glen Helen
Antioch Review
WYSO
Actual 12/31/05
Actual as %
Budget Actual of Budget
Actual 12/31/04
Budget Actual
Actual as %
of Budget
Actual 12/31/05 as
% of Actual 12/31/04

Actual 12/31/05 Actual 12/31/04
Budget Actual
Capital Expenditures
College
New England
Seattle
Southern California
McGregor
PhD
Glen Helen
WYSO
University Admin.
College
New England
Seattle
Southern California
McGregor
PhD
Actual as %
of Budget
-10.35%
-35.20%
2.16%
-83.57%
-3.29%
-1 00.00%
-79.34%
5.19%
-3.31 %
-8.76%
2.37%
-6.06%
-1.16%
Budget Actual
384,326
285,150
350,105
10,058
116,928
1,161
17,788
7,359
66,495
NIA
NIA
NIA
NIA
N/A
NIA
Actual as %
of Budget
-39.53%
-36.28%
-24.45%
-65.86%
-32.90%
-81.60%
-1 2.51 %
N/A
N/A
NIA
NIA
NIA
NIA
Actual 12/31/05 as
% of Actual 12/31/04

ANTIOCH COLLEGE
2005-06 Mid-Year Performance
The College concluded the first semester of learning communities and continuing curriculum.
A summary of
accomplishments
include:
Admissions applications are being received at a record pace. We are very pleased that we already have I 1000
applications for admission for Fall
2006′
which represents a
I0
year record.
Antioch College has been invited to be a member of the
Teagle
Foundation project on open curriculum,
New Co op Host Community site coordinators for New Mexico’ Washington DC and central Ohio conducted
workshops with our first year students,
Athletic student team sports
will
return for Spring 2006.
The College
will
begin use of the web advising module of
Datatel
during the Spring 2006 term.
Auxiliary Services has negotiated the first contract for summer term renters of dorm space.
There are
reliable
indicators that the First Semester Core Program went very
well:
more students were more
academically
successful
than in the past
I0
years. Success equates with more credits earned by more students
than in the past. Spring Semester Core Programs launch January 18 amidst considerable enthusiasm,
Revenue
Net Tuition was 10% below budget’ primarily from AEA and auxiliary revenue was 12Y0 below budget. Total headcount
enrollment was 9 below budget.
Total
gifts toward current year extraordinary giving goals were “behind schedule” but expected gifts and pledges are about
5lo/o
of annual goal. Institutional Advancement has completed staff hiring and have initiated
annual
fund’
capital and
major gifts contacts.

Expenses
Winter energy costs did increase as expected. Fixed cost of physical facilities including Auxiliaries will be proportionally
high until enrollment improves, However! total expenses were
$5081000
under budget.
Conclusion
Development gifts will require greater attention. Also) we will closely monitor spending.
We have continued the College’s preparation for the Spring 2006 NCA visit.
Steven
Lawry
President
enues: Th
GLEN HELEN ECOLOGY INSTITUTE
2005-06 Mid-Year Performance
e OEC is on target with tuition! fees and auxiliary income. Although the year-to-date tuition and fees are
under-budget) actual tuition and fees are in line with previous years. Gifts are higher than previous years due to additional
support from the Glen Helen Association
(GHA);
$301000
for a new roof on the Glen Helen (Vernay) Building)
$81000
for a
new roof for Clayton House and
$91300
for repairs to the Lodge and Farmhouse. There is renewed collaboration with the
GHAl
which pledged
$2001000
to our capital campaign. Hopefullyl that can go towards a new OEC office and classroom.
Gifts for the annual fund! including Morgan Society
($1
1000
or more)) are behind plan by
$1 I 10001 but the GHEIlAntioch
College development committee is gearing up to approach 300 donors for both annual gifts and capital campaign pledges.
Grant revenue will exceed budget by
year’s
end by $6’000. We received our first Summer Honors Institute grant of
$351000
from the Ohio Department of Education to enroll gifted high school students in a two-week residential intensive in

environmental studies. It was very successful and the ODE awarded preliminary approval to hold a second institute in
August 2006. Contract revenuel which is our Trailside and extension educational programs! is behind budget due mostly
to the lack of an Antioch co-op student to run Trailside during the fall of 2005, Fortunatelyl a co-op student will work
during spring term. We anticipate a shortfall for the year in non-OEC rental incomel listed as “auxiliary
enterprisesll’
due
to two Birch House apartments that are empty. One is reserved for the new Executive Director and one needs expensive
repair. To offset! rental fees for the Glen Building were doubled,
Expenses: This year’s budget omitted salary for the Executive Director! so additional budget was front-loaded in
September. Excess salary and benefits will be covered by grant revenue, The remaining expenses are less than budget!
except for plant maintenance projects paid by the GHA and miscellaneous expenses paid by grants.
As of December 31
2005!
actual revenues are favorable to expenses! including capital projectsl by
$26!142.
There has not been an Executive Director from September to December. The search for a new one is near conclusion.
Two staff members currently serve as Co-Directors, With the help of the GHA and an early fulfillment of a five-year capital
campaign pledgel they were able to address some pressing facility needs. As always) deferred maintenance! vehicle and
equipment needs are many.
It
is encouraging that some lapsed donors recently donated, Scheduled schools to the OEC
are light this spring! so OEC revenue! gifts and salaries need to be closely monitored for the rest of the year.
It
would be
wise to review how staff cuts in 2004 affect current revenue.
Working with Wright State Universityl the Glen expects the appropriation of a
$251000
state grant for Eco Art. We are
also working with Senator Mike
DeWine’s
office to shepherd a
$~501000
grant for OEC infrastructure upgrades through
the Department of Interior
andl
at the same
timel
preparing a second proposal that the Senator might support.
In
preparation of a new Executive Director) the GHEI Board and staff completed a very thorough draft of a strategic plan.
There is positive’ forward energy as we envision ideal programs and facilities and a land management plan for the Glen.
Ann Shaw
Interim Co-Director

ANTIOCH NEW ENGLAND GRADUATE SCHOOL
2005-06 Mid-Year Performance
Summary
Summer 2005 new student enrollment.
o Budgeted 49, Actual 38.
o Net (- A A): Applied Psychology (- 12); Environmental Studies PHD (-2); Education (+ 3)
Fall 2005 new student enrollment.
o Budgeted, 250, Actual 227
o Net (-23): Applied Psychology (-18)! Environmental Studies Masters (-1);
Organization & Management (-2 ) Education (-5)! PsyD (+3)
We are under budgeted goal for new students for the summer and fall (Net – 34).
New student Spring 2006 numbers not reflected in this report -They will be part of the January report.
Revenue
The total revenue line for fund one and fund two reflects a negative variance to date. We are currently short about
$4631866
in fund one and
$571920
in fund two. The shortfall for fund one is a result of not meeting our enrollment goals for
the summer and the fall.
Looking forward, we appear to have exceeded our enrollment goals for Spring 2006; as a result we should make up about
$60,000.
The fund two shortfall is a result of not receiving the grant and contract money as soon as projected. We do expect to
receive this revenue that the negative balance for fund two will be positively adjusted.
Operating Expense
The total expense line for fund one and fund 2 reflects a positive (we have spent less then we projected) to date.

Fund One. At the moment fund one reflects $5531404 less expense than budgeted.
The major portion of the positive variance –
Business Operations $2591000
o Fund one
$9310001
cuts and delayed purchases
o Fund two
$16310001
less expense because grants have not come in yet.
Salaries $1 121177
o
$801000
fund 2 and will or
won’t
be spent depending on grand funds realized.
o
$301000
fund one – late hiresl and cuts made because of low enrollments.
Training and development
o
$1
501000,
fund one
o
$1001000,
less travel due to
cutsl
fund two
o
$5010001
less travel because grants have yet to be received.
Capital Expense
We are cautiously moving forward with planned Capital Expenses. At the momentl we are not spending as soon as
anticipated; the expense reports reflect the positive (less expense for the period) variance. We plan to purchase a new
phone system for the campus at approximately
$501000
in spring 2006.
Neil Kingl
Ph.D.
Interim President and Dean

ANTIOCH SEATTLE
2005-06 Mid-Year Performance
Overall revenues through mid-year are about 4.0% lower than budgeted, this deficit comes mainly from the Academic
centers, which, for specific reasons within each center are nearly all below budget. Enrollments are forecasted to be
nearly 10% lower than had been projected. The resulting forecasted deficit has led to general cost reduction efforts
including elimination of staff positions, reductions in the planned hiring of adjunct faculty, the deferral or cancellation of
new positions, and the use of contingency funding to balance the budget. Given what we know now, we believe the
budget will be balanced by year-end.
REVENUES
Tuition revenues are currently $398,018 or 6.5% below the budget forecast through the Fall Quarter. We expect overall
enrollments to be 10% below forecast for the remainder of the year and the total tuition deficit to reach $1.3 million by year
end. Nearly all centers have contributed to the deficit with the largest shortages in Education and Psychology. There is
some evidence that this year there was a general downturn in the adult education market that some are attributing to the
economy improving. In addition in each of the programs with large shortages there are specific circumstances that have
added to the general down turn in enrollments.
In Education, the startup of a Principal’s
MAICertification
program, which had been planned for this fall, has been delayed
until next year. There continue to be enrollment declines in the
BA/Teachersl
Preparation program, and this year we have
encountered significant shortfalls in some of our Masters programs held at off-campus sites. Many of the enrollment
issues for the Education Center result from chronic budgetary problems in the public schools and recent and increasing
instability in State regulatory/certification processes. There may also be some market saturation contributing to a lack of
new enrollment prospects in some of our off campus sites.
The Psychology Center has experienced internal difficulties over the past several months, which affected all aspects of
enrollments: new applications, student course loads, attrition, and recruiting. The issues have become known to outside
agencies and to individuals who normally do referrals to our Psychology programs, and this plus some misinformation in
the general community has negatively affected recruitment.

We are also having enrollment shortages in our Continuing Education programs and to a lesser extent in the BA
Completion program. The issues in Continuing Education are related to those in our Education Center because many of
the CE certification course offerings are designed for educators. The one bright spot in our academic programs is the
Center for Creative Change where tuition revenue is expected to be 9.2% higher than the budget forecast. Much of this is
the result of the effective reorganization effort that was implemented a couple of years ago.
We are experiencing positive revenue figures in a number of other areas that have mitigated the impact of the deficits.
We have additional revenues from interest income from the grants and their indirect expense allocation to our budget. We
are also experiencing increased space lease rentals from classroom and meeting room rentals.
Total revenues through the Second Quarter are actually $229,484 higher than last year mostly because of higher
revenues in the grant programs; but these are direct offsets to grant expenses and therefore do not affect the overall
bottom line. Total tuition revenues are also slightly higher than last year (about 1.6%) because of the 6% tuition increase
implemented at the beginning of the year.
EXPENSES
To address the anticipated revenue shortfalls, we are pursuing an aggressive cost cutting campaign including the
elimination of four staff positions in the Academic departments, the reduction of associate and adjunct faculty positions,
and the delayed or cancelled hiring of personnel in both the Academic and Administrative sides. We have reduced
budgets in other, non-salary expense areas as well. Through December, we are showing a $735,038 positive variance in
our operating expenses. Some of this is from delayed, committed expenditures that will come due in subsequent months
including consultant fees, advertising, utilities, and certain grant-related expenditures. But much of it is from salary
savings, reduced maintenance, and other budget adjustments that have been made to address the deficit issue including
the planned utilization of contingencies and reserves. Additionally, we will benefit from the refinancing of the bonded debt
which will contribute nearly $200,000 to the bottom line in interest savings. Given what we know now we are expecting to
bring in a balanced budget by year-end.
Total operating expenses are $612,735 higher than last year. Over half of this increase results from salary increases
granted to faculty, staff, and adjunct faculty which were effective the beginning of this academic year and other personnel
expenditures, such as position upgrades, that were made before the deficit issues became evident. A mid-year salary
increase for faculty was cancelled because of the deficit. In non-salary expenses, there were increases in the
contribution to university overhead, depreciation, and in the indirect cost payments from grant programs transferred to the
operating budget. Significant increases in Training and Development over 2004-05 budget resulted more from the fact
that last year’s expenses at this point in the year were much lower than the budget for the same period. Increases in

Business Operations came from planning expenditures to address classroom space needs and marketing research to
identify program development opportunities in the Olympia area. Additionally, we had higher than anticipated
expenditures for the first half of the year in University Relations, Information Technology, and in the grant programs.
These were partially offset by the savings in interest expense from the refinancing that was previously reported. The only
area where mid year expenses exceed the 2005-06 budget is student aid services. That variance appears to be due to
Winter Quarter aid being applied in December. All other expenses are down from the 2005-06 budgeted amounts due to
the cost saving efforts previously mentioned.
Toni Murdock
President
ANTIOCH SOUTHERN CALIFORNIA
‘ 2005-06 Mid-Year Performance
General
The PsyD in Santa Barbara was launched in the Fall with seventeen well qualified students. A Librarian has been hired
for the PsyD Program.
We continue to raise funds for scholarships, especially for Hispanic students. Twelve scholarships were awarded to
Hispanic students in Fall ’05. A new Executive Director of University Advancement, Patrick Salazar was hired in Los
Angeles.
A new weekend cohort for LA’S Master of Arts in Psychology brought in 16 new students and net revenue of over $90k.
Los Angeles exceeded its enrollment goals for Fall ’05 and Santa Barbara made gains but did not reach its goal. Our
Marketing Consultant has done research on our markets and we now believe we understand the extent of marketing and

advertising we need to undertake. Further, we now understand that we need to increase our flexibility and accessibility for
our students. The latter will involve greater use of technology in low residency delivery models throughout our curriculum.
Revenue
Revenue through December 31 is $10.5 million, ahead of budget year-to-date, with positive variances coming from the
graduate programs. The positive increases have come from the new MAP weekend cohort, and the MFA in Creative
Writing. Non-tuition revenue is approximately
$300k
behind budget but this is due primarily to timing of restricted gifts
received in January and a January
drawdown
on the DOE grant for December earned revenue.
As the winter quarter enrollment figures are now available there are new shortfalls in enrollment projections, primarily in
the undergraduate programs on both campuses. Overall inquiries are down, while conversion rates remain stable. A
continued effort to devote more resources to build the volume of inquiries is underway, with a focus on fundraising to
support marketing and communications needs. To look ahead, spring enrollment figures are expected to be below budget
projections.
In anticipation of projected shortfalls in tuition revenue, measures are being taken to identify cost savings opportunities
through the end of this fiscal year.
Expenses
Expenses to date are $7.7 million against a budget of $8.3 million, or approximately $550k below budget. Expenditures
driving this negative variance are in compensation
($405k)
and training and development ($1
15k),
trends that are
expected to continue and represent areas for cost savings. Other expenditures that have positive variances are expected
to be in line with budget projections for the second half of the year.
Net revenue through December 31 is $2.7 million against a budget year-to-date of $1.3 million, a positive variance of $1.4
million.
Summary
The overall picture at mid-year suggests that enrollment management needs an aggressive response, coupled with non-
tuition revenue fundraising efforts. Currently, Southern California funding is heavily dependent on tuition (92% of the total
revenue budget) and fluctuations in enrollment have significant impact on budget needs. To address this there are new
funding requests being develop to shore up development activities and marketing and communications needs.

Southern California faces an ever more competitive, and crowded, market and greater advertising expenditures are
needed to maintain market share. Future plans to create new revenue sources are being developed for the next budget
year that will leverage existing programs by offering courses in off-site locations (to reach new geographic markets),
summer intensive courses for the BA programs, and
hybridtlow-residency
programs.
LucyAnn
Geiselman
President
ANTIOCH UNIVERSITY McGREGOR
2005-06 Mid-Year Performance
Antioch University McGregor registered a record number of new students – 273 – but nevertheless missed its fa
headcount goal by fifteen. The fall 2005 headcount was 695, but the actual FTE is 750. At McGregor, nearly all graduate
students register for more than one FTE (8 credit hours by University standards). This explains the discrepancies with the
dashboard report which is very informative in its own right.
Summer was also down in the M.A. in Community College Management, reflecting an overly aggressive goal on our part.
The long-run Educational Leadership Summer Series for teachers continued to decline. However, we have plans to
recoup this historical revenue by moving to a new programmatic structure.
All of the above created a negative revenue situation that we are adjusting at this time. At mid-year, we show revenue
under expenses by $272,000. We have taken steps to hold expenses in all units. These steps include holding on filling
open positions and undertaking a line-by-line analysis to determine appropriate savings. Importantly, we have not done
the following which would greatly impact the budget report:
1. Released any funds from restrictions in some areas that were planned in the budget. We do this in the final
quarter as needed. ($1 15,000).

2. Reallocated architectural fees to a Campus West capital fund which will be done this month. ($90,000 to
date).
To address our revenue problem, we increased (and made) our winter goal in the undergraduate program as well as
adding another education cohort in
Adolescent/Young
Adult Education to take them from licensure to
M.Ed.
This is
actually very exciting as it bodes well for the future of the undergraduate program for adults that we offer at
McGregor.
We have determined that much of our revenue difficulty was not the result of missing new student goals, but by losing
current students. This varies by program; some are very good and others too high in attrition. The President has
developed a Retention Task Force and a template for immediate action commencing in January. The committee received
several materials on retention to inform their discussions; a full report is due in March. If we were to improve retention,
the revenue loss would translate to a solid financial picture. Therefore, it is our top priority.
Restricted giving for Campus West is progressing, with a total of $1,014,828.50 pledged or donated to date. Major fund
raisers are taking place in January and February as well as continued corporate and individual solicitation.
SCHOOL OF LIBERAL STUDIES
The School of Liberal Arts has undergone some dramatic change during 2005, appointing its first Dean and bringing the
Conflict Resolution program back under its umbrella. Morale is running high in all areas–particularly at the prospect of
reconnecting CR with the broader base of the Liberal Arts.
Undergraduate Studies
While the program continues to run behind budget, the new student numbers are encouraging–especially for January
2006. Health and Wellness is now an approved major and is attracting a new pool of students. The Project Management
Certificate is also showing promise. The Dean is providing seasoned leadership and a new partnership with Clark State
College will lead to continued transfer students.
Individualized Liberal & Professional Studies
Our Individualized graduate programs continue to produce some of our most dedicated and ultimately successful majors.
Partnerships with the Pew Trusts, the Actors’ Workshop in New York, and the Pittsburgh Art Institute continue to give
ILPS national recognition. Although we made new student projections, the program suffers from attrition and is a key
focus of our Retention Task Force. While it is known that distance learning poses special challenges to retention, we
have many things that can be done to stop the “revolving door” effect.

SCHOOL OF MANAGEMENT
The School of Management consists of the Graduate Management Program, Community College Management and
Conflict Resolution for the purposes of this report. Effective January
lst,
a mid-year shift has taken place that will move
Conflict Resolution to the School of Liberal Studies, and the undergraduate Management program (including the Project
Management Certificate) to the School of Management by July 1.
Graduate Management
The Graduate Management Program is negative to budget year to date due to shortfalls in the fall entry point numbers. In
order to address their enrollment shortfalls in recent years, the School has undertaken an evaluation process including
focus groups of both students and those who expressed interest, but went elsewhere. This initiative is helping develop
alternative delivery options to reach a wider market.
Community
Colleae
Management
This track is suffering from not making new student numbers in the summer term causing a yearlong problem, as there is
only one cohort per year. A study indicates the approximately 10% tuition discounting of the first two years would have
benefited enrollment this year – but we tested offering it at full costs. To the credit of the program’s chair and admissions
professionals, very informed planning is underway.
Organizational Institute
The Organizational Institute was developed in an effort to generate additional revenue, to provide a forum for recruitment
and marketing initiatives, and to provide the School of Management increased visibility. The Organizational Institute is the
research; training and consulting division of the School of Management and its general purpose is to perform research on
organizations, to provide a framework for those with an interest in organizations to network with each other, and to provide
training and consulting services to organizations in the communities served by Antioch University. The Organizational
Institute provides faculty and alumni a framework within which to learn to work
collaboratively,
an opportunity for
community building around a common task, a stimulating setting to foster creativity, an arena in which to acquire
and/or
sharpen research skills, and an opportunity to focus on research related to issues pertinent to organizations of the future.
The Organizational Institute will initiate activities by conducting a series of Professional Development Seminars on
campuses throughout Antioch University and at select locations in the Dayton, Cincinnati and Columbus areas February
through June 2006. Four concurrent one- or two-day seminars will be conducted each month; a keynote address on a
topic of general interest by a member of the Antioch University community will precede each seminar session. Revenue

from each monthly session is projected to be approximate $21,000*. Seminar revenue for the 2005-06 academic year is
projected to be approximate $105,000 but it is starting late so we show a shortfall. To be safe, we will also hold back on
some expenses to balance the income. The Organizational Institute will also develop a top-ten client list with the goal of
generating multi-year training
and/or
consulting contracts. Keynote speaking engagements will also be sought. Marketing
activities will begin January 2006 with a brief introduction in the
McGregor
newsletter. This is a promising initiative which
we are watching closely for return on investment.
* Revenue is based on conducting four one-day seminars with an average of fifteen participants per seminar at a price of
$350 per day per participant.
Conflict Resolution
This program is running even to budget this year, bringing more new students than budgeted. The certificate program has
been moved to next fall instead of within this fiscal year however, so the additional new students were brought in to offset
the delay of this offering.
SCHOOL OF EDUCATION
Perhaps the best news for this school has been the approval for the National Council on Accreditation for Teacher
Education (NCATE) candidacy without conditions, but preparation for the site visit is quite extensive. The School is also
running even with budget, partially due to a new partnership with Harmony Community School providing EDS (special
education) licensure on-site. We were also awarded a $10,000 Ohio Department of Education grant in partnership with
Walsh University for validating content areas for future teachers grades 4-12.
Faculty member Dr. Bordenkircher was recently selected as regional advisor for Battelle for Kids in Ohio (see
http://www.battelleforkids.com/b4k/rt), a learning partnership of the Ohio Business Roundtable. This provides high profile
exposure for our education offerings within the state. He is only one of three higher education faculty in the State of Ohio
who will be authorized to provide the training for value added assessments.
One of our Ohio Principal Licensure graduates was just named Ohio’s Teacher of the Year.
We have three programs submitted and under review for national approval – Early Childhood Education, Special
Education and Educational Leadership and we have recently received approval from the Ohio Board of Regents to take

our AdolescentNoung Adult Licensure program to a full M.Ed. Programs approved translate to assurance of continued
good revenue.
Future program development that we feel holds promise includes Gifted and Talented endorsement and Reading
Specialist endorsement. There are also exciting discussions underway about an international partnership and a potential
formal school partnership with a charter school.
GENERAL OBSERVATIONS
Competition is tough and we need to respond accordingly. We no longer have a lot of excess revenue but that is in part
due to moving into the budget most overages that happened in the past two years. We are also conservative about using
the Released from Restrictions funds until the spring; frankly, we want the deans and chairs to first pare back their
budgets without those funds – but ultimately they are a worthy use of jump starting new programs.
Our new Liberal Arts dean believes the undergraduate program is a crown jewel and will likely assure that happens.
Other deans show equal enthusiasm, despite stresses to their revenue. The morale is high and everyone is willing to
pitch in to bring the campus to new heights.
We are studying workload in great detail and will merge or eliminate any positions that are not financially feasible – in
some cases, to add others that are more beneficial to realizing our vision of the future. In some ways, these enrollments
shortfalls have an indirect benefit – they make everyone work smarter to hone in on the best use of all resources. We will
get there with some pain, but
McGregorls
budget will be appropriately balanced within this fiscal year.
Barbara Gellman-Danley
President

Ph.D. in LEADERSHIP AND CHANGE
2005-06 Mid-Year Performance
This year’s PhD budget was built on 98 students (headcount) and 86FTE. Although all students in the program are
fulltime,
once they reach candidacy, they pay half of the annual tuition so, for budget purposes, the HC in the program is
different than FTE, even though all students are technically full-time. The Program’s current FTE at the end of December
2005 is 85 (77 full and 16 in candidacy; thus headcount of 85) so we are one FTE below projection.
However, the reason the December Dashboard’s net tuition appears to be $123,630 below projection is because students
in their 4th year and beyond (whether in candidacy or not) pay tuition quarterly, so we can expect to see those tuition
deposits augment the actual tuition revenue in January and again in April, making up what appears to be a current
shortfall. In addition, there are a number of anomalies and unpredictables in the program, such as forfeited enrollment
deposits, withdrawals, a better-than-expected rate of students moving to candidacy and even graduating sooner than
predicted, that we currently are expecting the program to meet its budgeted tuition-derived revenue.
That said, it is closer than we would like, so the program is being especially vigilant with expenses. This is apparent as
the December Dashboard illustrates with expenses almost $50,000 lower than projected expenses at this time of the year.
Noteworthy News
The PhD in Leadership & Change Program has received a $600,000 restricted gift from Lillian & Jon Lovelace for the
Alan E. Guskin Scholars’ Fund, as a way to honor Al’s contributions to Antioch and higher education in general.
Approximately $50,000 a year will be made available to
PhD
students, so the fund’s support will span 12-15 years.
Procedures and criteria for annual awards are currently being developed by the program faculty.
Dr. Philomena Essed’s new book, Companion to Gender Studies, has just been name one of the Outstanding
Reference Titles of the year in the January Choice journal, a key review source for academic librarians published by the
American Library Association. Philomena is the program’s newest Core Faculty member.
Three students are defending their dissertations at the January residency and, assuming approval at the Dissertation
Defense, the program will have its first three graduates. Soon-to-be Dr. Bruce Campbell is doing research on the
educationllifestyle
choices of highly educated seniors; soon-to-be Dr. Beth Birmingham is doing research on
university-

NGO partnerships; and soon-to-be Dr. Scott Allen is doing research on underlying assumptions of leadership
development programs.
The Program’s first graduation is now scheduled for Saturday, August 12 in Yellow Springs. All Board members are
invited to attend.
Laurien Alexandra
Director
ANTIOCH UNIVERSITY ADMINISTRATION
2005-06 id-year Performance
The University Administration is operating ahead of budget. Salaries and benefits are below budget because of some
positions that were filled later than expected in the University Computing area. Travel has been more than planned as
web registration gets closer to implementation, presently scheduled for Summer 2006. Plant operations are less than
budgeted, despite the increase in utility prices and the contingencies established remain intact. There has been more gift
income than budgeted as well.
The gains in the investment portfolio are once again very strong. The endowment has realized $1.39 million in gains and
the unrealized gains top $450,000.
Don Tecklenburg
Vice Chancellor and
Chief Financial Officer

ANTIOCH REVIEW
2005-06 Mid-Year Performance
We are where we expected to be with revenues from sales and gifts (through mid-January) running slightly behind and
expenses slightly higher because of fund raising efforts in the fall. We had fundraisers in New York, Boston, and San
Francisco in
October/November,
but have noticed that although the number of gifts has been constant the level of giving
fell off. Our author’s payments are up but they will be paid from a N.E.A. grant received last year. We did not receive an
N.E.A.
grant for 2006, but will apply for a 2007 grant when they come due. We now have a particularly strong cadre of
volunteers, who read the fiction slush, proofread galleys, and help keep our standards high. We held a “thank-you1′
reception for them in the fall. A positive article about the Review in the Dayton Daily News has resulted in additional
subscriptions and volunteers contacting us. Our issues have come out on schedule and we are planning an all-fiction
number for the summer. We announced the winners of our “Distinguished Prose Awards” for 2005 and they went to Peter
LaSalle
of the University of Texas and Bruce Fleming of the U.S. Naval Academy. We are working with AntiochlLA to put
on an exhibition of artwork from the Review from the past thirty years. That exhibition is planned for early fall 2006.
Robert Fogarty
Editor
WYSO RADIO
2005-06 Mid-Year Performance
This has been a period of strong growth and stability for WYSO. Paul Maassen, General Manager, began his tenure at
the station, as well as Greg Hill,
ProgramIOperations
Director and Valarie Edwards, the Morning Edition
Host/News
Director. These additions have helped to solidify
WYSO’s
position as the most listened to public radio station in the Miami
Valley.

WYSO also was involved in several nationally broadcast programs from the BBC and National Public Radio. One
segment produced through the WYSO studios was aired on All Things Considered. This piece mentioned Antioch and
was heard by some 12 million people nationwide.
WYSO has been hard at work to build relationships with Antioch College, Antioch
McGregor,
Antioch University, the
greater Dayton Community, businesses and organizations.
WYSO1s
Fall Membership Campaign exceeded its goal of
$150,000.00
and brought in 11% over last year’s fall drive. Our
membership has increased 21 % over last fall to over 2400 members.
WYSO1s
listenership has grown steadily. In the fall of 2004 we had approximately 43,000. For fall 2005, WYSO now has
in excess of 60,000 listeners per week, an increase of 29%.
Underwriting sales have been strong. During the first half of fiscal year 2004-05 sales were $67,000. For the same
period in the current fiscal year, sales are at $124,000, a
46%
increase.
We have contracted with an engineering firm that is shoring up
WYSO’s
infrastructure, including
replacinglupdating
hardware and software, working with our automation equipment and transmitter repair.
Our
website’s
traffic has increased from 60,000 hits a month to over 220,000 per month. This includes over 14,000
listenerslmembers
that use the web to stream WYSO all over the US and abroad.
Despite the increased competition from other area Public Broadcasters, Internet and Satellite radio, WYSO has been able
to produce positive trends in a relatively short period of time.
Paul
Maassen
General Manager

Recommended Tuition Increases by Campus
Antioch College
New England
Seattle
Ph.D. in Leadership
Los Angeles
Santa Barbara
McGregor

Appendix: Mid-Year University Financial Statements and
Mid-Year Function and Category Reports
February 2-4, 2006
I. INTRODUCTION
This report contains financial information concerning the performance of the University, its campuses and associated units
during the first half of 2005-06. The information is presented using the Financial Accounting Standards Board (FASB) 117
reporting standard that became mandatory for independent colleges and universities on July 1, 1995. The objective of this
FASB reporting standard is to enhance the relevance, clarity and comparability of financial statements issued by
not-for-
profit organizations, regardless of the nature of their operation or mission. The material presented in this document
provides a detailed view of the operating revenues and expenses of the University and is intended to promote the
understanding of University operations as a whole and of each of its units. By clearly identifying areas of strength and
weakness, this report is intended to serve as a tool for improving the University and allowing managerial attention to be
focused where it is most needed.
11. FORMAT AND CONTENT
In this report, the six month Statement of Activities for FY 2006 and FY 2005, the December 31, 2005 Statement of
Financial Position (Balance Sheet), and the six month Statement of Cash Flows are presented. Also, in this report are
Mid-
Year summary schedules for the entire University and similar schedules for each campus, the University Administration,
Glen Helen, WYSO Radio, the Antioch Review, the
Ph.D.
in Leadership and Change, and University Wide accounts.
These schedules compare the first six months of operation with the budgeted expenses and revenues for the same period.
Revisions to the 2005-06 capital budget may be necessary due to changes in program and direction. Under Board of
Trustee policy, Trustee approval is required for any non-personnel expenditure of more than $25,000. The Capital Budget
that was presented to the Board at the June meeting contains plans for specific capital expenditures, but during the first half
of the fiscal year, some Campuses have identified changed conditions as well as restricted resources or unanticipated

needs that require changes to their capital improvement plans. In some cases, a campus may need to acquire additional
equipment, particularly technology, while in other cases repairs or improvements to the physical plant may be needed.
However, even when needed, planned capital expenditures may be cancelled or deferred if revenues are insufficient.
Ill. THE FUNCTION SCHEDULE
For the University as a whole and for each of the Campuses and units, this Report contains two mid-year schedules. The
first is the Summary by Function. This schedule provides information about Revenues by Type and Operating Expenses by
Function. The purpose is to show what has happened during the first half of the year to the various revenue and expense
categories. This schedule shows how prior year experience and the budget compare with what has actually happened
during the reporting period.
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, and similar
“businesses”.
An additional Revenues item that appears below the Total
E&G
Revenue totals is Released from Restrictions. The
amounts on this line reflect funds that were initially received by the University or Campuses for specific purposes and held
until they could be spent to further the specific purpose. Most of this money represents gifts or bequests that have been
provided for such things as scholarships or specific program initiatives. Much of the funding of this type is expended in the
year it is received, but Restricted Funds are 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.

The amounts shown on the Gifts line may vary from the figures reported by the Development Offices for the same period.
The Development Offices report gifts and pledges to the Annual Funds as they are received. The Accounting Offices report
Annual Fund gifts only when the cash is received. 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 Offices may show higher or lower giving levels than will appear on these schedules.
Restricted Funds should not be confused with Endowment Funds. Endowment Funds are also separated from
unrestricted revenues and are also limited to specific purposes as provided by their donor. The primary difference is that
the principal of Endowment Funds must be retained in perpetuity and only the annual income can be expended to satisfy
the purpose of the donor. On the other hand, the principal amount of a restricted gift can be used as soon as a valid
purpose has been identified. Income from the Endowment Funds appear as a Revenue Item on the Endowment Income
line. Although accounting standards permit realized and unrealized endowment gains to be expended without restrictions,
University policy does not permit this type of expenditure.
The Summary by Function schedule in this Report for Antioch University as well as the schedule for University
Administration and the University Wide Expenses contain an additional line, “Net Overhead for Central Operations.” This
line has been added on these three schedules to more clearly display the cost of central operations. Ordinarily, the
Overhead used to support the University Administration and the University Wide Expenses budget would appear as a
“negative expense” entry, but the Board of Trustees has requested that central operations be displayed more in keeping
with the way the budgets of the individual Campuses are displayed. Accordingly, this line has been added to these three
schedules and appears as a quasi-revenue entry. It shows how much is transferred from the operating units to meet the
costs of central operations and it clearly separates the “revenue” of the central operations from their expenses and makes it
easier to see the true cost of these units.
The Operating Expenses section of the Function schedule provides financial information for each of the primary activities or
programs. Each operating department of the University is classified in accordance with its primary function. For example,
the Languages Department of the College is classified as Instruction and all of its expenditures will be combined with those

of other teaching departments and reported on the Instruction line of the Function schedules. A list of the Cost Centers that
comprise each of the Functions is presented at the end of this section.
The columns of the Summary by Function schedules present information about the first six months of actual activity of the
two prior years and the first six months of budget for 2005-06. The last four columns provide a comparison of the 2005-06
actual year-to-date experience with the mid-year budget and a comparison of how the mid-year 2004-05 actuals compare
with the actuals for the same period of 2005-06. The dollar variance is given for these comparisons and a percentage of
variance is also provided.
FASB 117 requires the presentation of information on an accrual basis, but the actual management of the University also
depends on maintaining an adequate cash flow so that current obligations can be met. The schedules in this Report
contain a Conversion to Cash Basis section which identifies those expenses and revenue sources that must be considered
when adjusting from an accrual basis to a cash basis. These items are primarily concerned with equipment and facilities
which, although occurring in one fiscal year, are depreciated over their useful life. Accumulated depreciation is shown as
an offset to the Depreciation Expense that is included as a part of the Plant Maintenance function. Borrowing proceeds, if
any, associated with the expenditures shown are reflected on a separate line as are the 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 a campus ends the year with an operating surplus, this
sum is recorded and carried forward on the books. If the University has sufficient surplus cash at year-end, the surplus is
funded and invested in an interest bearing account for the benefit of that campus. If there is not sufficient cash to cover the
surplus, the uncovered portion becomes a credit to the unfunded reserve of the campus. Campuses may propose the use
of their Funded Prior Year Reserves in the annual budget, or they may request the Chancellor’s permission to use Funded
Reserves to meet unexpected expenses during the year. Because expenditures from Funded Reserves will reduce the
accrual balance of the campus, care must be taken to insure that such expenditures do not create an untenable deficit for
the University.

IV. THE CATEGORY SCHEDULE
The second major schedule used in this Report is the Summary by Category. On this schedule, the Revenues reported on
the Function Schedule are condensed to a single line. For the University as a whole, the University Administration and the
University Wide Function schedules, a second line is added to show the Net Overhead for Central Ops. Although
technically not a revenue item, it is treated as a quasi-revenue on this schedule so that these three units and the Campuses
can be presented in similar ways.
Operating Expenses from the Function schedule are presented by category
(e.g.,
Salaries & Wages, Benefits, Supplies).
These categories show how expenditures have been made by the kinds of goods and services purchased. The
components of each of the Expense categories is listed in detail at the end of this section.
The “Campus Program Contingency, Discretionary” is a reserve amount determined by individual Campuses. Depending
on the volatility of its programs, a Campus may elect to hold an additional sum in reserve to offset possible revenue
fluctuations. The amount of this Reserve is determined by the Campus, and the Campus determines when this Revenue is
released for expenditure. Beginning July 1, 2000, Campuses have had 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.
The Overhead section shows the assessments that are made against each Campus in order to support operations of the
University. Campuses that receive 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. Overhead is allocated to the non-residential campuses and other
units in proportion to the size of their operating budgets.
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.
The columns on the Summary by Category schedule are identical to those on the Summary by Function schedule.

Antioch University
Statement of Activities
For the six months ended
December 31, 2005
Revenues and Gains:
Tuition and fees
Contributions
Contracts and other exchange transactions
Investment income on life income and annuity agreements
Investment income on endowment
Other investment income
Net realized
gains(loss)
on endowment
Net realized
gains(loss)
on other investments
Sales and service of auxiliary enterprises
Other income
Total Revenues and Gains
Net assets released from restriction
Total unrestricted revenues, gains and other support
Expenses and Losses:
Education and General:
Instruction
Research
Public Service
Academic support
Student services
Institutional support
Operation and maintenance of plant
Scholarships and fellowships
Total educational and general expenses
Auxiliary enterprises
Total expenses
Actuarial (gain) loss on annuity obligations
Payments to life income beneficiaries
Total expenses and losses
Excess of Revenue
overExpense
Unrealized gains on investments
Change in donor intent on gifts from previous year
Increase (decrease) in net assets
Net assets at beginning of year
Net assets at end of period

Antioch University
Statement of Activities
For the six months ended
December 31,2004
Revenues and Gains:
Tuition and fees
Contributions
Contracts and other exchange transactions
Investment income on life income and annuity agreements
Investment income on endowment
Other investment income
Net realized
gains(loss)
on endowment
Net realized
gains(loss)
on other investments
Sales and service of auxiliary enterprises
Other income
Total Revenues and Gains
Net assets released from restriction
Total unrestricted revenues, gains and other support
ExpensesandLosses:
Education and General:
Instruction
Research
Public Service
Academic support
Student services
Institutional support
Operation and maintenance of plant
Scholarships and fellowships
Total educational and general expenses
Auxiliary enterprises
Total expenses
Actuarial (gain) loss on annuity obligations
Payments to life income beneficiaries
Total expenses and losses
Excess of Revenue
overExpense
Unrealized gains on investments
Change in donor intent on gifts from previous year
Increase (decrease) in net assets
Net assets at beginning of year
Net assets at end of period
Temporarily Permanently December 31,2004
Unrestricted Restricted Restricted Total
——————-. ——————-. ……………….. ……………………….

Antioch University
Statement of Financial Position
December 31,2005, June 30, 2005, December 31, 2004, and June 30,2004
ASSETS December 31, 2005 June 30,2005 December 31,2004 June 30,2004
……………………….
4,155,225
6,451,910
(307,166)
258,192
8,721,704
(872,170)
1,153,294
5,276,302
34,951,177
67,530,962
(38,746,161)
……………………………………….
Cash and Cash Equivalents
Accounts Receivable
Less Allowance for Bad Debts
Grants Receivable
Contributions Receivable
Less Allowance for Uncollectible
Prepaid Expenses
Loans to Students
Long Term Investments
Land, Buildings and Equipment
Less Accumulated Depreciation
TOTAL ASSETS
LIABILITIES
………………………………………………………….
Accounts Payable
Accrued Benefit Liabilities
Other Accrued Liabilities
Deferred Revenue
Notes and Bonds Payable
Annuities Payable
Deposits Held on Belf of Others
Advances from Government for Student Loans
TOTAL LIABILITIES 35,268,082
NET ASSETS
Unrestricted
Temporarily Restricted
Permanently Restricted
TOTALNETASSETS 1

Antioch University
Statement of Cash Flows
For the six months ended December 31,2005 and December 31,2004
Cash flows from operating activities
Change in Net Assets
Adjustments to reconcile change in net assets
to net cash provided by (used for) operating activities:
Depreciation
(increase) decrease in accounts and grants receivable
(increase) decrease in contributions receivable
(increase) decrease in
prepaids
Increase (decrease) in accounts payable and accrued expenses
Increase (decrease) in deferred revenues
Increase (decrease) in deposits held for others
Net (gain) loss on sales of investments
Contributions restricted for premanent investment
Net cash provided by (used for) operating activities
Cash flows from investing activities:
Net proceeds from sales and maturities of investments
Purchases of land, building and equipment
Net disbursements of loans to students
Net cash provided by (used for) investing activities
Cash flows from financing activities:
Contributions restricted for permanent investment
Repayments of principal of indebtedness
Receipts from (conrtibutions to) governmental loan funds
Net cash provided by (used for) financing activities
Net increase (decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of period
December 31,2005 December 31,2004

Antioch University
December 31,2005 Actual Expenditure Summary by Function
Change From Change From
2005-06 Budget 2004 Actual
Dec 31,2003 Dec 31,2004 2005-06 Dec 31,2005 to 2005-06 Actual to 2005 Actual
Actual
——–
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Lead Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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

Antioch University
December 31,2005 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Change From
2005-06 Budget
Dec 31.2003 Dec 31.2004 2005-06 Dec 31.2005 to 2005-06 Actual
Actual
-.——
42,635,837
15,974,107
5,199,187
929,807
1,218,550
166,233
71 3,456
3,564,258
2,097,643
696,423
479,199
878,636
0
3,400
0
1,733,142
0
0
-300,000
180,756
1,484,635
35,019,432
7,616,405
1,303,288
0
391,688
0
-1,470,423
224,553
7,391,852
Change From
2004 Actual
to 2005 Actual
5 %
——– —-em–
1,393,566 3.03%

Antioch College
December 31, 2005 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Lead Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Actual
——-.
8,401,422
-4,016,661
4,384,761
677,968
0
845,663
93,125
1,430
298,246
0
0
6,301,193
1,623,458
886,908
8,811,559
2,936,180
1,410
0
514,606
1,474,931
1,127,424
1,460,269
1,350,199
8,867,019
1,269,014
10,136,033
-1,324,474
581,002
0
296,515
0
-689,888
187,629
-1,512,103
Actual
-.——
7,628,515
-3,043,453
4,585.062
632,164
0
806,784
95,079
1,230
41,414
0
0
6,161,733
1,454,962
1,750,725
9,367,420
2,702,295
1,597
0
617,211
1,194,645
1,322,006
1,340,397
950,264
8,128,415
1,239,005
9,367,420
0
384,326
0
250,000
0
-690,731
-56,405
56,405
Change From Change From
2005-06 Budget 2004 Actual
2005-06 Dec 31, 2005 to 2005-06 Actual to 2005 Actual
Budget Actual $ % $ %
——– .——- ——– ——– ——– ——–

Antioch College
December 31,2005 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget
Conversion
to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Actual
— – — – —
8,811,559
4,191,626
1,588,006
337,226
1,046,665
107,655
393,960
1,045,290
609,277
65,833
200,947
255,162
0
0
0
0
0
0
-300,000
-95,502
689,888
10,136,033
-1,324,474
581,002
0
296,515
0
-689,888
187,629
-1,512,103
Actual
-.—–.
9,367,420
3,918,531
1,450,734
419,082
681,862
37,115
349,009
1,149,559
600,233
62,593
196,779
215,428
0
0
0
0
0
0
-300,000
-104,236
690,731
9,367,420
0
384,326
0
250,000
0
-690,731
-56,405
56,405
2005-06 Dec 31,2005
Budget
.——-
10,144,292
4,409,876
1,672,815
447,010
618,906
74,590
325,299
1,160,900
769,808
56,143
136,502
149,633
0
4,272
0
0
0
0
-370,002
-48,962
737,502
10,144,292
0
1,739,556
330,000
0
-737,502
1,332,054
-1,332,054
Actual
—me—
9,635,989
4,092,980
1,466,402
391,329
648,522
25,416
373,190
1,390,102
695,990
63,132
162,852
11 6,600
0
0
0
0
0
0
-370,000
-89,450
668,924
9,635,989
0
1,559,524
0
265,000
0
-668,924
1 ,I 55,600
-1 ,I 55,600
Change From
2005-06 Budget
to 2005-06 Actual
Change From
2004 Actual
to 2005 Actual
s %
.——- —-.—
268,569 2.67%

Glen Helen
December 31,2005 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Lead Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Dec 31,2003 Dec 31,2004
Actual
——–
66,992
0
66,992
37,926
0
14,383
21,000
3,127
10
0
0
143,438
147,068
38,102
328,608
0
0
344,640
0
0
0
9,693
0
354,333
0
354,333
-25,725
22,968
0
0
0
-9,693
13,275
-39,000
Actual
2005-06 Dec 31.2005
Budget Actual
——–
60,316
0
60,316
104,021
0
50,051
21,000
4,705
5,373
0
0
245,466
143,862
24,884
414,212
0
0
343,584
0
0
0
11,711
0
355,295
0
355,295
58,917
44,486
0
0
0
-11,711
32,775
26,142
Change From Change From
2005-06 Budget 2004 Actual
to 2005-06 Actual to 2005 Actual

Glen Helen
December 31,2005 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree
& Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue
overExpenses
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
Dec 31. 2003 Dec 31.2004
Actual
——–
328,608
177,253
64,128
2,785
0
404
29,327
16,274
47,598
11
5,005
1,855
0
0
0
0
0
0
0
0
9,693
354,333
-25,725
22,968
-9,693
13,275
-39,000
Actual
——-
311,105
150,591
47,428
3,668
0
120
24,398
26,941
48,096
0
3,397
709
0
0
0
0
0
0
0
0
10,835
316,183
-5,078
17,788
0
0
0
-1 0,835
6,953
-12,031
2005-06 Dec 31,2005
Budget
——–
404,707
187,764
48,721
1,960
0
252
29,512
37,443
60,954
0
4,002
1,098
0
1,500
0
0
0
0
0
0
11,752
384,958
19,749
46,000
0
0
0
-1 1,752
34,248
-14,499
Actual
– — .- – – –
414,212
159,469
55,381
2,697
0
163
22,492
39,702
56,212
0
6,693
775
0
0
0
0
0
0
0
0
11,711
355,295
58,917
44,486
0
0
0
-11,711
32,775
26,142
Change From
2005-06 Budget
to 2005-06 Actual
Change From
2004 Actual
to 2005 Actual
$ %
——– ——-.
103,107 33.14%

Antioch New England Graduate School
Docombor 31,2005 Actual Expenditure Summary by Function
Dec
31,2003
Doc
31,2004
2005-06
Dec
31,2005
Actual
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Lead Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Actual
Change From Change From
2005-06 Budget 2004 Actual
to 2005-06 Actual to 2005 Actual

Antioch New England Graduate School
December 31, 2005 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree
& Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Dec 31, 2003 Dec 31,2004 2005-06 Dec 31, 2005
Actual
——-
10,031,006
2,933,786
1,041,338
199,613
47,031
3,300
81,529
696,538
163,205
206,658
0
16,689
0
0
0
463,934
0
0
0
71,324
232,381
6,157,726
3,873,280
178,470
14,641
-232,381
-39,270
3,912,550
Actual Budget
—-.— —-.—
1 1,169,428 1 1,730,492
Actual
.——-
11,211,169
3,229,306
1,180,989
172,673
161,588
1,669
72,215
654,160
234,159
86,845
0
22,184
0
0
0
532,064
0
0
0
64,937
255,832
6,688,643
4,522,526
162,655
0
145,000
0
-255,832
51,823
4,470,703
Change From Change From
2005-06 Budget 2004 Actual
to 2005-06 Actual to 2005 Actual
$ % $ %
——– ——– ——– ——–
-519,323 -4.43% 41,741 0.37%

Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Lead Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenueover Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Antioch Seattle
December 31,2008 Actual Expenditure Summary by Function
Change From Change From
2005-06
Budget 2004 Actual
Dec
31.2003
Dec
31,2004
2005-06
Dec
31.2005 to 2005-06 Actual to 2005 Actual
Actual
—
4,632,689
-50,303
4,582,386
2,713
0
77,492
0
0
205,770
0
0
4,868,361
169,950
779,962
5,818,273
2,183,281
0
325
1,036,403
404,261
1,290,381
677,053
85,669
5,677,373
216,723
5,894,096
-75,823
362,627
0
0
0
-230,132
132,495
-208,318
Actual Budget Actual $ % $ %
—-.- ——- —- –.—– ——- ——– .——

Antioch Seattle
December 31,2005 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree
& Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Actual
— – – – – – –
5,818,273
2,817,606
734,687
86,507
31,558
23,151
39,812
234,918
162,081
282,539
165,647
569,084
0
0
0
473,075
0
0
0
43,299
230,132
5,894,096
-75,823
362,627
0
0
0
-230,132
132,495
-208,318
Actual
——–
6,905,382
3,124,452
840,769
92,742
28,991
28.9’18
83,508
318,480
173,422
277,750
91,911
589,808
0
0
0
515,595
0
0
0
47,440
251,389
6,465,175
440,207
350,105
0
0
0
-251,389
98,716
341,491
2005-06 Dec 31,2005
Budget
——–
7,613,739
3,713,911
981,563
178,065
30,239
38,058
95,982
474,057
244,411
264,844
166,362
750,449
0
-36,619
0
546,174
0
0
0
88,474
276,978
7,812,948
-1 99,209
421,660
0
0
0
-276,978
144,682
-343,891
Actual
– – — – —
7,307,671
3,468,863
890,390
143,657
45,705
27,910
79,373
400,078
188,504
120,217
143,827
597,872
0
0
0
555,239
0
0
0
140,818
275,457
7,077,910
229,761
430,747
0
0
0
-275,457
155,290
74,471
Change From
2005-06 Budget
to 2005-06 Actual
Change From
2004 Actual
to 2005 Actual

Antioch Southern California
December 31,2005 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Lead Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Dec 31,2003 Dec 31.2004
Actual
——–
9,159,827
-44,750
9,115,077
81 5
0
130,894
0
0
32,652
0
0
9,279,438
125,317
16,370
9,421,125
2,227,657
0
113,121
385,540
808,589
1,422,914
1,082,360
105,009
6,145,190
130,788
6,275,978
3,145,147
47,216
16,809
-90,600
-26,575
3,171,722
Actual
——–
9,889,423
-47,320
9,842,103
63,265
0
106,353
0
0
16,264
0
0
10,027,985
117,811
98,268
10,244,064
2,503,083
0
93,147
479,657
932,075
1,801,443
1,077,572
107,053
6,994,030
87,021
7,081,051
3,163,013
10,058
10,074
-147,087
-126,955
3,289,968
2005-06 Dec 31,2005
Budget
——–
9,112.278
-77,786
9,034,492
139,377
0
168,463
0
0
6,108
0
0
9,348,440
123,000
172,796
9,644,236
2,980,015
0
81,067
702,471
1,043,431
1,949,733
1,244,769
164,263
8,165,749
146,315
8,312,064
1,332,172
0
0
0
0
-130,002
-130,002
1,462,174
Actual
——–
10,235,391
-59,379
10,176,012
5,923
0
100,063
0
0
27,578
0
0
10,309,576
11 5,208
71,833
10,496,617
2,684,266
0
75,775
604,307
1,011,492
1,887,001
1,313,914
102,863
7,679,618
81,369
7,760,987
2,735,630
112,890
804
-1 37,853
-24,159
2,759,789
Change From
2005-06 Budget
to 2005-06 Actual
Change From
2004 Actual
to 2005 Actual

Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant
Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree
& Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Antioch Southern California
December 31,2005 Actual Expenditure Summary by Category
Dec 31, 2003 Dec 31,2004
Actual
—–.–
9,421,125
2,939,100
814,596
86,950
28,169
2,647
121,147
617,580
916,455
33,570
107,600
12
0
3,400
0
501,738
0
0
0
12,414
90,600
6,275,978
3,145,147
47,216
0
16,809
-90,600
-26,575
3,171,722
Actual
—.—
10,244,064
3,254,817
1,039,749
131,882
26,225
8,689
142,173
783,952
859,765
23,330
61,748
0
0
0
0
601,634
0
0
0
0
147,087
7,081,051
3,163,013
10,058
10,074
-147,087
-126,955
3,289,968
2005-06 Dec 31,2005
Budget
—-.—
9,644,236
3,941,833
1,276,362
240,440
125,007
49,602
168,805
681,901
945,608
22,084
11 9,202
3,586
0
0
0
607,632
0
0
0
0
130,002
8,312,064
1,332,172
0
0
0
0
-130,002
-130,002
1,462,174
Actual
—-.—
10,496,617
3,696,710
1,116,673
125,381
119,303
34,820
122,525
697,456
1,002,110
5,951
54,201
103
0
0
0
647,901
0
0
0
0
137,853
7,760,987
2,735,630
112,890
804
-1 37,853
-24,159
2,759,789
Change From
2005-06 Budget
to 2005-06 Actual
Change From
2004 Actual
to 2005 Actual

Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Lead Gifts
Grants
Endowment income
Contracts
Other Income
Realized Gains
Unrealized Gains
Total
E&G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E&G
Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Antioch University McGregor
December 31,2005 Actual Expenditure Summary by Function
Change From Change From
2005-06 Budget 2004 Actual
Dec
31,2003
Dec
31,2004 2005-06
Dec
31.2005 to
2005-06
Actual to 2005 Actual
Actual
.——-
2,978,441
-12,763
2,965,678
3,898
0
47,630
0
9,177
6,236
0
0
3,032,619
0
12,011
3,044,630
1,480,873
0
6,189
12,955
470,385
804,692
176,852
10,533
2,962,479
0
2,962,479
82,151
. 84,887
0
0
0
-109,812
-24,925
107,076

Antioch University McGregor
December 31,2005 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discrestionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree
& Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Dec 31,2003 Dec 31,2004
Actual
.——-
3,044,630
1,477,224
503,862
39,184
65,127
29,076
28,833
316,473
27,947
5,712
0
1,888
0
0
0
293,051
0
0
0
64,290
109,812
2,962,479
82,151
84,887
0
0
0
-109,812
-24,925
107,076
Actual
——-
3,065,639
1,661,581
562,461
42,381
41,712
34,034
43,734
322,604
35,985
6,087
0
3,933
0
0
0
296,241
0
0
0
69,487
11 9,705
3,239,945
-174,306
116,928
0
0
0
-1 19,705
-2,777
-171,529
2005-06
Dec 31,2005
Budget
——–
3,383,116
1,818,479
603,680
108,312
40,256
34,606
56,778
445,760
145,477
7,800
0
4,885
37,914
0
0
355,535
0
0
0
9,328
124,002
3,792,812
-409,696
200,000
0
0
0
-124,002
75,998
-485,694
Actual
——–
2,898,603
1,762,595
629,802
51,093
46,436
22,336
38,199
404,994
89,073
4,666
0
3,236
0
0
0
356,525
0
0
0
59,211
11 1,253
3,579,419
-680,816
32,862
0
0
0
-1 11,253
-78,391
Change From
2005-06 Budget
to 2005-06 Actual
$ %
Change From
2004 Actual
to 2005 Actual
$ %

PhD in Leadership and Change
December 31,2005 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Lead Gifts
Grants
Endowment income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Dec 31.2003 Dec 31.2004
Actual – – — — – –
700,220
0
700,220
2,350
0
0
0
0
1,556
0
0
704,126
0
9,126
713,252
605,603
0
9,126
0
0
0
2,620
0
617,349
0
617,349
95,903
1,161
0
0
0
-2,620
-1,459
97,362
2005-06 Dec 31.2005
Budget – — — –
1,483,250
0
1,483,250
0
0
0
0
0
0
0
0
1,483,250
0
0
1,483,250
790,083
0
0
0
0
0
2,772
0
792,855
0
792,855
690,395
0
0
0
0
-2,772
-2,772
693,167
Actual – — — —
1,361,300
-1,680
1,359,620
0
0
0
0
0
103
0
0
1,359,723
0
0
1’,359,723
744,143
0
0
0
0
0
4,271
0
748,414
0
748,414
61 1,309
0
0
0
0
-4,271
-4,271
615,580
Change From
2005-06 Budget
to 2005-06 Actual
Change From
2004 Actual
to 2005 Actual

PhD in Leadership and Change
December 31,2005 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discrestionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree
& Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Dec 31,2003 Dec 31,2004
Actual
——–
1,051,794
301,316
95,735
51,344
0
0
3,362
49,367
1,976
558
0
286
0
0
0
1,344
0
0
0
11,778
2,636
519,702
532,092
1,610
0
0
0
-2,636
-1,026
533,118
Actual
——–
71 3,252
349,448
106,147
57,445
0
0
3,173
71,275
1,669
518
0
70
0
0
0
14,443
0
0
0
10,521
2,620
617,349
95,903
1,161
0
0
0
-2,620
-1,459
97,362
2005-06 Dec 31,2005
Budget
——–
1,483,250
416,475
136,416
73,506
0
0
5,502
106,012
1,852
1,002
0
0
7,758
0
0
29,058
0
0
0
12,502
2,772
792,855
690,395
0
0
0
0
-2,772
-2,772
693,167
Actual
——–
1,359,723
404,943
11 9.479
73,824
0
0
5,623
93,088
2,280
1,872
0
227
0
0
0
29,057
0
0
0
13,750
4,271
748,414
61 1,309
0
0
0
0
-4,271
-4,271
61 5,580
Change From
2005-06 Budget
to 2005-06 Actual
Change From
2004 Actual
to 2005 Actual

University Administration
December 31, 2005 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Lead Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Dec 31,2003 Dec 31,2004
Actual
——–
0
0
0
6,323
0
0
0
0
-6,179
0
0
144
0
0
144
893,983
0
0
0
0
51,778
840,048
0
0
891,826
0
891,826
2,301
2,301
0
0
0
0
2,301
0
Actual
——–
0
0
0
59,656
0
0
0
0
0
0
0
59,656
0
0
59,656
973,828
0
0
0
0
44,898
929,870
0
0
974,768
0
974,768
58,716
58,716
0
0
0
0
58,716
0
2005-06
Budget
——-.
0
0
0
49,502
0
0
0
0
0
Dec 31,2005
Actual
——-.
0
0
0
136,173
0
0
0
0
0
Change From
2005-06 Budget
to 2005-06 Actual
$ %
Change From
2004 Actual
to 2005 Actual
$ %

University Administration
December 31,2005 Actual Expenditure Summary by Category
Dec 31.2003 Dec 31, 2004
Actual
Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree
& Univ Conf)
Depreciation
Total Operating Expenses
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
Actual
——–
1,033,484
501,226
203,332
58,125
0
0
14,269
58,094
138,767
203
0
752
0
0
0
0
0
0
0
0
0
974,768
58,716
58,716
0
0
0
0
58,716
0
2005-06
Dec 31.2005
Budget
– – – – – – – –
1 ,I 87,675
583,359
189,722
125,880
0
0
13,204
65,092
159,960
52
0
904
12,502
0
0
0
0
0
0
0
0
1 ,I 50,675
37,000
37,000
0
0
0
0
37,000
0
Actual
— – – – – —
1,069,297
535,515
154,441
145,757
0
0
12,423
68,041
144,866
177
0
25
0
0
0
0
0
0
0
0
0
1,061,245
8,052
8,052
0
0
0
0
8,052
0
Change From Change From
2005-06 Budget 2004 Actual
to 2005-06 Actual to 2005 Actual

University Wide
December 31, 2005 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Lead Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Dec 31,2003 Dec 31.2004
Actual
——–
0
0
0
150
0
57,681
-312,775
0
161,764
260,043
1,716,543
1,883,406
0
363,495
2,246,901
539,159
-25,000
0
0
34,127
0
1,029,789
104,560
64,690
1,208,166
0
1,208,166
1,577,894
18,805
0
56,142
0
-104,560
-29,613
1,607,507
Actual
——–
0
0
0
48,181
0
45,498
-365,563
0
158,182
523,247
1,179,584
1,589,129
0
557,728
2,146,857
653,713
-24,554
0
0
40,225
0
895,249
94,471
60,891
1,066,282
0
1,066,282
1,734,288
7,779
0
51,711
0
-94,471
-34,981
1,769,269
2005-06 Dec 31,2005
Budget Actual
Change From
2005-06 Budget
to 2005-06 Actual
Change From
2004 Actual
to 2005 Actual

University Wide
December 31, 2005 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Lead Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Dec 31,2003 Dec 31,2004
Actual
——–
0
0
0
150
0
57,681
-312,775
0
161,764
260,043
1,716,543
1,683,406
0
363,495
2,246,901
539,159
-25,000
0
0
34,127
0
1,029,789
104,560
64,690
1,208,166
0
1,208,166
1,577,894
18,805
0
56,142
0
-104,560
-29,613
1,607,507
Actual
——-
0
0
0
48,181
0
45,498
-365,563
0
158,182
523,247
1,179,584
1,589,129
0
557,728
2,146,857
653,713
-24,554
0
0
40,225
0
895,249
94,471
60,891
1,066,282
0
1,066,282
1,734,288
7,779
0
51,711
0
-94,471
-34,981
2005-06 Dec 31,2005
Budget Actual
Change From
2005-06 Budget
to 2005-06 Actual
$ %
——– ——–
Change From
2004 Actual
to 2005 Actual
$ %
——– ——–

Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
University Wide
December 31,2005 Actual Expenditure Summary by Category
Change From Change From
2005-06 Budget 2004 Actual
Dec 31, 2003 Dec 31,2004 2005-06 Dec 31,2005 to 2005-06 Actual to 2005 Actual
Actual
——–
2,786,060
456,970
11 1,682
70,894
0
0
2,530
257,570
240
97,635
0
32,932
0
0
0
0
0
0
0
73,153
104,560
1,208,166
1,577,894
18,805
0
56,142
0
-104,560
-29,613
1,607,507
Actual
2,800,570
436,706
101,349
13,664
0
0
1,926
202,040
1,480
85,831
0
57,174
0
0
0
0
0
0
0
71,641
94,471
1,066,282
1,734,288
7,779
0
51,711
0
-94,471
-34,981
Budget
——–
945,097
456,882
123,493
17,344
0
0
2,838
215,661
42,436
36,754
0
7,538
1,252
0
0
0
0
0
0
48,884
100,002
1,053,084
-1 07,987
6,500
0
62,052
0
-100,002
-31,450
Actual
——–
2,545,463
471,441
11 0,486
28,245
0
0
792
252,431
26,528
70,274
0
8,735
0
0
0
0
0
0
0
43,356
71,289
1,083,577
1,461,886
933
0
51,712
0
-71,289
-1 8,644

Antioch Review
December 31,2005 Actual Expenditure Summary by Function
Dec 31,2003 Dec 31,2004
Actual
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Lead Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Actual
——-
0
0
0
23,274
0
2,826
4,763
0
3,751
0
0
34,614
43,718
0
78,332
0
0
69,273
0
0
0
72 1
0
69,994
0
69,994
8,338
0
0
0
0
-721
-721
9,059
Change From Change From
2005-06 Budget 2004 Actual
2005-06 Dec 31, 2005 to 2005-06 Actual to 2005 Actual
Budget Actual $ % $ %

Antioch Review
December 31,2005 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student
Aid
Services
Special Events
Supplles
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencylReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from
Adult
Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal
Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Dec 31,2003 Dec 31,2004
Actual Budget
——-
110,118
26,667
15,736
702
0
0
219
32,184
0
0
0
0
0
0
0
0
0
0
0
0
54 I
76,049
34,069
0
0
0
0
-541
-541
34,610
Actual
—–.
72,158
26,686
13,551
3,260
27
47,293
0
0
0
0
0
0
0
0
0
0
0
0
721
91,538
-19,380
0
0
0
0
-721
-721
-18,659
Change From Change From
2005-06 Budget 2004 Actual
to 2005-06 Actual to 2005 Actual

WYSO-FM
December 31,2005 Actual Expendlture Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Lead Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
Total
E&G
Revenue
Auxiliav
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
Auxiliav
Enterprises
Total Operating Expenses
Excess Revenue
overExpenses
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
Dec 31, 2003 Dec 31,2004
Actual
——–
0
0
0
203,834
0
88,360
0
0
92,271
0
0
384,465
0
0
384,465
0
0
518,698
0
0
0
4,139
0
522,837
0
522,837
-138,372
0
0
7,589
0
-4,139
3,450
-141,822
Actual
——–
0
0
0
154,337
0
49,345
0
0
87,074
0
0
2908756
0
0
290,756
0
0
468,371
0
0
0
4,084
0
472,455
0
472,455
-181,699
7,359
0
6,325
0
-4,084
g8600
-191,299
Change From
2005-06 Budget
to 2005-06 Actual
$ Yo ——– ——–
0
0
0
-35,978 -18.64%
0
-72,008 -77.01%
0
0
-56,424 -23.51%
0
0
-164,410 -31.23%
0
0
-164,410 -31.23%
Change From
2004 Actual
to 2005 Actual
$ %
——– ——- –

WYSO-FM
December 31,2005 Actual Expenditure Summary by Category
Actual
Revenues
Operating Expenses
Salaries &Wages
Beneflts
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal
Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Actual
——–
290,756
162,568
48,205
9,558
0
252
3,062
178,310
20,410
3,000
0
252
0
0
0
0
0
0
0
0
3,502
429,119
-1 38,363
40,000
0
3,795
0
-3,502
40,293
-178,656
Budget
——–
526,506
168,599
68,027
11,858
0
126
2,862
210,070
19,708
3,454
0
50,250
0
0
0
0
0
0
0
0
4,252
539,206
-12,700
15,000
0
7,590
0
-4,252
18,338
-31,038
Actual
——–
362,096
157,070
55,778
5,560
0
21,735
2,771
196,502
19,785
3,671
0
0
0
0
0
0
0
0
0
0
4,081
466,953
-104,857
0
0
6,323
0
-4,081
2,242
-107,099
Change From Change From
2005-06 Budget 2004 Actual
to 2005-06 Actual to 2005 Actual

AIR AGING REPORT DECEMBER 31,2005
UNIT1
STUDY PERIOD
AMOUNT
BILLED
$3,529,667
$5,424,716
$819541383
$848,774
$1,106,157
$1,197,767
$3,152,698
$1,890,149
$4,092,297
$6,801,923
$12,784,369
$2,370,709
$3,030,757
$2,829,800
$8*231 1266
$2,064,330
$4,607,552
$4,045,045
$10171 E1927
$657,51 I
$2,072,535
$217301046
$1,365,244
$1 ,36!j1244
AMOUNT AMOUNT PERCENTAGE PERCENTAGE
COLLECTED OUTSTANDING COLLECTED
1213112005
COLLECTED
12/31 12004
COLLEGE (inc AEA)
2004105 Year
05 Summer
05 Fall
06 Spring
Total College
SANTA BARBARA
2004105 Year
05 Summer
05 Fall
06 Winter
06 Spring
Total S.B.
LOS ANGELES
2004105 Year
05 Summer
05 Fall
06 Winter
06 Spring
Total L.A.
SEATTLE
2004105 Year
05 Summer
05 Fall
06 Winter
06 Spring
Total Seattle
NEW ENGLAND
2004105 Year
05 Summer
05 Fall
06 Spring
Total NE
MCGREGOR
2004105 Year
05 Summer
05 Fall
06 Winter
06 Spring
Total McG
PhD
PROGF!AM
2004105 Year
2006106 Year
Total PhD Program
TOTAL
UNIV

ANTIOCH UNIVERSITY
. Status of Accounts Payable
As of December 311 2005
Aged from Invoice Date
Percent of Total
Dec 311 2005 Dec 31,2004
Current (0 to 30) $1431686.00 80.85% 75.49Y0
31-60 Days I 1309.00 0.74OI0 1.70%
61 to 90 Days 16,300.00 9.17Y0 I 1.98%
Over 90 Days I 61432.00 9.25Y0 10.83Y0
Credit Memos -$681677.00
NP Total $1 091050.00

COST CENTERS
INSTRUCTION:
Undergraduate
Heritage Institute
Preparatory-Remedial Education
Teacher Certification
Arts
Human Services
Computer Instruction
Cooperative Education
Environmental Field Program
Continuing Education
History, Philosophy
& Religion
Physical Sciences
Languages, Literature & Culture
Environmental & Biological Sciences
Self, Society & Culture
Cultural & Interdisciplinary Studies
Social & Global Studies
AEA (Antioch Education Abroad)
MS Management
MA Psychology
MA Education
OSR
Whole System Design
MA Organizational Management
DanceIMovement
Therapy
Counseling Psychology
Marriage and Family Therapy
Environmental Studies
Education
Organization & Management
Applied Psychology
Clinical Psychology
IMA
Weekend Program
Intercultural Relations
INSTRUCTION
(Cont’dl:
Conflict Resolution
Environment & Community
Fine Arts
PhD
in Leadership & Change
RESEARCH:
Individual and Project Research
PUBLIC SERVICE:
Glen Helen
Antioch Review
WYSO
Counseling Centers
ACADEMIC SUPPORT:
Academic Administration
General Faculty
AEA Administration
Cross Cultural Program
ArchivesIAntiochiana
LibraryIMedia
Services
Psychological Services Center
Research and Evaluation
Writing Center
WSD Institute
Academic Computing
STUDENT SERVICES:
Financial Aid Administration
Student Admissions
Registrar (Student Records)
Student Services
Advocate’s Office
Infirmary
Counseling
STUDENT
SERVICES Cont’d:
Security
Student Loan Office
Community Government
INSTITUTIONAL SUPPORT:
Chancellor
Trustees
ProvosVPresident
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 Services/ Gathering Space
HousingIBookstore
Computer Sales
McGregor
Conference Center

SALARIES & WAGES: Compensation
Paid to Contracted Employees
Core Faculty
Associate Faculty
Adjunct Faculty
Administrators
Administrative Associate
Teaching Assistants
Unionized Staff
Non-Unionized Staff
Students
Retirees
Other Staff Employees
BENEFITS: Required and Non-Required
Benefits Paid
Medical
Dental Plan
FICA
Worker’s Comp
Unemployment
Life Insurance
Long
& Short Term Disability
Retirement
Moving Expenses
Employee Tuition Waivers
Miscellaneous Benefits
TRAINING & DEVELOPMENT:
Non-Contracted Expenses for Trg & Develop
Business Travel
Local
MeetingsIWorkshops
Professional Development
Employee Recruiting
Program Development
STUDENT AID:
Restricted Grant Scholarships
Student Vouchers
LINE ITEMS
SPECIAL EVENTS:
Graduation
Orientation
Miscellaneous Special Events
SUPPLIES:
Office Supplies
Instructional Supplies
Research Supplies
Duplicating Supplies
Computer Supplies
Computer Software
Maintenance Supplies
Furniture Supplies
Equipment Supplies
Library Supplies
Food Supplies
Miscellaneous Supplies
BUSINESS OPERATIONS COSTS:
General Cost of Doing Business
Subscriptions
& Publications
purchased Services
Consulting
Honorarialstipends
Information & Communications
Memberships & Dues
Printing
PostageIFreight
AudioNisual
Advertising
Telecommunications
Internet & Leased Lines
Legal
Audit
WYSO Programming
WYSO Premiums
Bad Debt Expense
Maintenance Contracts
& Repairs
Computer Maintenance
Purchased Services
Utilities
Vehicle Operation
Facility Rental
Equipment Rental
InsuranceITaxes
DEPRECIATION:
INTEREST EXPENSE:
Interest
Bank Charges (include credit card charges)
RESALE COSTS:
Books for Resale
Computers for Resale
Supplies for Resale
MISCELLANEOUS COSTS:
Miscellaneous
Student Activities
Student Insurance
Payments to Annuitants
Miscellaneous Grants to Others
CONTINGENCYIRESERVES:
Campus Contingency, Mandated
Campus Contingency, Discretionary
Capital Reserve
OVERHEAD COSTS:
Regional Overhead
University Overhead
University Conference
Standard Cost Overhead
Operation Subsidy
Inter-Campus Agreements
Grant Indirect Costs
PLANT MAINTENANCE COSTS:
Costs Related to Facilities