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~TIOCH UNIVERSITY
REPORT TO THE
BOARD OF
TRUSTEES
2006-07 YEAR END PROJECTION
2007-08 PROPOSED BUDGET
2007-08 to 201 1-1 2 FIVE-YEAR CAPITAL BUDGET
June 7-9, 2007
TABLE OF CONTENTS
Finance Committee Agenda ………………………………………… 1
Introduction ……………………………………………………………… 2
Antioch University Summary Report …………………………….. 5
Antioch College …………………………………………………………. 6
Glen Helen ………………………………………………………………. 14
Antioch University New England …………………………………. 20
Antioch University Seattle ………………………………………….. 32
Antioch University LA & SB Operating Budgets …………….. 40
Antioch University Los Angeles – Capital Budgets …………. 46
Antioch University Santa Barbara – Capital Budgets ……… 48
Antioch University
McGregor ……………………………………… 50
PhD in Leadership and Change ………………………………….. 62
University Central Administration ………………………………… 68
Antioch Review ………………………………………………………… 72
WYSO Public Radio ………………………………………………….. 76
Endowment Summary Report …………………………………….. 82
Finance Committee Agenda
Friday, June 8, 9:00 – 11:00 AM
Seattle Campus
1. FY 07 Year End Operations Review –
2. FY 08 Budget
3. FY08-12 Capital Budgets
4. Investment Policy and Endowment Spending
5. Debt Covenant Update
6. Expense and Revenue Monitoring at Campuses
7. Handling of Restricted Funds
8. Audit Recommendation Updates
9. College Tenure Recommendations
10. Other
Campus Presidents
Campus Presidents
Campus Presidents –
Bruce Bedford
Tom Faecke
Tom Faecke
Tom Faecke
Tom Faecke
Bruce Bedford
REPORT TO THE BOARD OF TRUSTEES
June 7-9,2007
This report includes the 2006-07 end of year projections prepared and submitted
by each of the Campuses. Two months remained in the fiscal year when these
projections were prepared. The October report will include the actual end of year
budget figures but management feels that the projections as presented are an
accurate reflection of year end. Also included in this report is the 2007-08
Proposed Budgets which contain the spending plans developed by each of the
Campuses and operating units for consideration and action by the Board of
Trustees. The Proposed Budget for each Campus reflects a careful analysis of its
future revenues and expenditures. The fiscal year 2008-12 capital budget request
is also presented for review, comment and approval. The endowment summary is
included in this report. Earnings on the endowment have been strong this fiscal
year and the final results will be reported
atthe
October board meeting.
The financial information in this report is presented in summary form. You will
notice that the budget for 2006-07 is compared against the projection for the same
period. On the same worksheet you will find the projected end of year
performance for 2006-07 compared against the 2007-08 proposed budgets. A
separate section detailing the capital budget requests follows the current year
projection and proposed budget section of this report for each campus and
operating unit.
2006-07 Year-End Projections
With approximately two months remaining in the fiscal year these financial
projections reflect that the University will end the year in a positive position of
$253,176 with regard to excess revenue over expenditures. When factoring in the
cash items resulting from the capital budget freeze implemented at the November
board meeting the University projects that it will end the year with a positive
balance of $1,077,451. Obviously, this was a double edged sword approach.
While we were able to save the cash from the equipment and capital improvement
freeze, Campuses and operating units were unable to purchase valuable
equipment and move forward with badly needed physical improvements to their
facilities. This cannot go on forever, but for this fiscal year it was a necessity to
improve the University cash position. These positive balances also do not
necessarily totally amount to cash as it includes receivables and pledges that
have not been collected. After the 2006-07 audit has been completed we will be
able to give you an accurate account of our cash position at year end.
On a cash basis two operating units of the University are projected to be ending
the year with a negative balance. WYSO will be ending the year with excess
revenue over expenses of $24,089, but when calculating the cash items from
capital expenditures it is projected to net a negative amount of $90,241. The
Antioch Review did not have any capital expenditures so the end of year deficit is
projected to be $53,266
Antioch University Southern California has been officially segregated into
individual institutions beginning in 2007-08, but as a combined unit in this fiscal
year they ended the year with a negative $191,032 of expenses over revenues.
Because their capital expenditures were limited to only $43,000 against
depreciation expense of $309,026 they ended the year with a net positive cash
basis of $70,994. As you can recall, Antioch University Southern California
ended fiscal year 2006-07 with a negative $879,000 so this year’s performance
marks a vast improvement in revenue and expense control over the past.
Antioch College is projected to end the fiscal year with a negative $395,543 of
expenses over revenues. As in Southern California, they limited the amount they
spent on equipment and capital improvements and thus ended the year with a net
positive cash basis of $404,671. Again, we must reiterate that although limited
capital expenditures helped the University cash position, it only led to further
deferring of badly needed improvements to the College physical facilities and the
replacement of its aging equipment.
Management is working with WYSO and the Antioch Review on their budgets and
will be introducing changes that will eliminate the operating deficits within the next
fiscal year, or other options must be considered. Management is also confident
that Antioch University Los Angeles and Santa Barbara have taken the necessary
action that will allow them to operate on a self-sustaining, yet, growing pair of
institutions in fiscal year 2007-08. Antioch College continues to struggle with
enrollment and retention issues and a physical plant that is in desperate need for
deferred maintenance and improvements. Management is taking this challenge
very seriously and is looking forward to constructive discussions with the board
surrounding these issues.
2007-08 Budget Review
Total revenues in 2007-08 are expected to exceed $85.7 million, an increase of $5
million over what is projected for the 2006-07 fiscal year. Expenditures for next
fiscal year are expected to be approximately $85.2 million or an increase of $4.9
million over the current fiscal year. All campuses have submitted a balanced
budget for review and approval. The information provided in this report is in
summary form for the 2007-08 budgets. Detailed budget information is available
for your review and the campus presidents are prepared to answer any questions
regarding their budget submittals.
The Antioch Review and WYSO have submitted budgets that reflect a deficit of
$34,194 and $100,140 respectively. As was stated in the 2006-07 narrative,
management is working with these units on a plan that will present a balanced
budget by the 2008-09 fiscal year.
Antioch College has submitted a balanced budget for approval. It is
management’s recommendation that the approval of the College budget be
deferred until the Finance Committee and Board of Trustees has had the
opportunity to review and discuss thelong-term fiscal projections of the College.
2008-12 Capital Budget
Campuses and operating units were asked to submit a five year capital budget.
We have included these requests as presented. Management will continue to
monitor the cash position of the University and only allow expenditures in the
2007-08 fiscal year that can be paid without borrowing from campus contingencies
or the line of credit. Management feels that’past practice of approving capital
expenditures without identifying the funding source contributed to the drain on
‘
cash that was deposited for restricted purposes.
Respectfully Submitted,
Thomas A. Faecke
Vice Chancellor & CFO
Antioch University
2006-07 Projection & 2007-08 Proposed Budget
Revenues
Tub tion & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Grants
Endowment Income
Contracts
Other Income
Total
E&G ~evenue
Auxiliary Enterprises
Released From Restrickns
Net Overhead for Central Operations
Total Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Resale Costs
Interest Expense
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Campus Contingency, Discretionary
Overhead
To the University
Other (Intercampus Agree & Univ C(
Depredation
Total Operating Enpensas
Excess Revenue over Expenses
Annual Budget Conversion
Capital Expenditures
Principal Payments
Bond Proceeds
Add back Depredation
Total Cash Items
to Cash B
Net Cash Basis Budget
ANTIOCH
COLLEGE
ANTIOCH COLLEGE
2006-07 YEAR END PROJECTION
2007-08 PROPOSED BUDGET
Fiscal Year 2007-08 will be the third year of implementation of the Renewal
Plan for Antioch College.
Gross tuition income declined in the current year and is projected to decline
further in the coming year. Despite admission of a strong first-year class in fall
2006, the College continues to struggle with the budgetary implications of a
historically small class of entering students in fall 2005 (63 new students),
which is currently in its second year of studies. Gifts remain below projection,
requiring more rapid expenditure of the Drey gift of $10 million. College
leadership have responded to the worsening revenue situation by undertaking
significant reductions in core expenditures, including $2 million in staff and
operating cost expenditures, which become fully effective in the new fiscal
year. Further reductions in expenditures are being contemplated.
The College is projecting an end-of-year deficit for 2006-07 of about $395,000.
This is due to lower than projected revenue in the amount of $1,402,613, the
result of shortfalls in tuition, auxiliary services, gift income and other income.
The budget included $325,000 in other income from the gain on the sale of
properties which did not materialize. The impact of lower than projected
revenues was mitigated by expenditures $1,007,070 less than projected.
Savings were mainly due to reduced personnel costs. Some senior positions
became vacant and remained unfilled and a hiring freeze on selected positions
was put into effect after the November board meeting. There were also
savings in energy costs.
I.
Current Year Accomplishments and Challenges
Fall 2006 new student admissions were more than double those of fall
2005 (130 versus 63). The College continues be more selective in
offering admission, with an emphasis on higher academic preparation of
new students.
Key elements of the Renewal Plan were fully operational. Five learning
communities were offered in the fall of 2006, as compared to three in
the fall of 2005. Incoming students expressed general satisfaction with
the Learning Community experience. Faculty have agreed to
adjustments in the second semester of the first year core curriculum to
allow for greater student choice in course selection.
New co-op communities were successfully implemented in New Mexico,
Washington,
D.C.
and southwest Ohio in fall 2006.
The College initiated a variety of efforts for improving retention of
students, and particularly first-year students. Levels of student
satisfaction were surveyed in the late fall of 2006 and faculty and staff
have established mechanisms for early detection and response to
student academic or social difficulties that might lead to withdrawal. The
new presidential task force on retention meets monthly to coordinate
retention efforts across campus.
The president and the faculty have agreed to focus curricular resources
on three areas: the environment, global citizenship and the arts. This
curricular frame will clarify to prospective students Antioch’s areas of
academic distinction and will be used as a tool to recruit and retain
academically motivated students.
Dr. Dana Patterson, the first director of the Coretta Scott King Center for
Cultural and Intellectual Freedom, was appointed in December 2006.
The Center is now fully operational and is offering a rich array of
academic and community service programming.
The Vice President for Institutional Advancement resigned in February
2007, after having built an effective professional development team and
identifying a large and credible list of major gift prospects. The IA office
has been reorganized to ensure continued effective staff performance.
Annual fund gifts and pledges as of the end of April were $919,285 and
major gifts and pledges are approaching $200,000 for the 2006
Campaign.
In an effort to keep the College’s chronic deficit at manageable levels
over the longer term, the College reduced core staff and operating cost
expenditures by approximately $2 million, or approximately 10
percent of total expenditures. These included the elimination in March
of 20 staff positions representing approximately $1 .I million in savings.
Additional staff reductions will be announced before June
1,
becoming
effective July
1,
2007. The full benefit of staff and operating cost
reductions will be in effect from the beginning of the fiscal year. Staff
reductions required the reorganization of the Office of the President and
the consolidation of the Office of Student Affairs and the Department of
Auxiliary Services. The positions of Executive Vice President and Dean
of Faculty have been consolidated into a single position. (Rick Jurasek,
Executive VP, has been appointed President of Medaille College,
effective June 1 .) Milt Thompson, former Director of Auxiliary Services,
has been appointed Vice President for Student Affairs and Services,
effective March 1.
A new fund-raising document entitled “Thinking Critically, Acting
Responsibly, Giving Generously” was developed with the assistance of
Krukowski and Associates and with input from faculty, staff and board
members. The document provides a summary of plans and progress
toward revitalizing the College’s performance as an educational
institution.
Good progress has been made toward cultivating a campus climate
characterized by intellectual freedom, open inquiry and mutual respect,
due to the leadership of faculty, students and staff alike.
The College and the University have begun discussions with prospective
investors interested in developing housing and other facilities on College
land adjacent to Livermore Street.
11. Enrollment, Revenue and Expense changes for 2007-08
Five-Year Planning Framework
The College continues to analyze and plan its budget within the framework of a
five-year rolling financial planning model first developed in fiscal year
2006-07.
On the revenue side, the model enables senior staff to vary assumptions about
enrollments and student revenues
(i.e.
tuition revenue), gift income and
endowment and other sources of income based on performance. In the course
of the year, the president has adjusted downward revenue assumptions
attendant to enrollment growth, retention and gifts to still positive but more
realistic levels.
Revenue and Enrollment
The College five-year plan provides that a significant portion of the
2007-08 operating budget will be funded by gifts. It is the assumption of
the College that 2007 fund-raising will be as successful as
2004-06.
Overall student body enrollment for 2007-08 is forecasted to decline
(see note below)
Endowment income net endowment income will decline due to the draw-
down of the Drey gift.
Tuition will increase by five percent (5%).
Total Degree and non-Degree Fall enrollment:
FY07
FY08
Total
42 1
389
New
116
110
Returning
209
182
Transfers
17
15
AEA
(non-
matric)
79
82
Expense Changes
The 2007-08 budget provides for a $1.7 million net reduction in personnel and
operating expenditures.
Salaries increases are planned at approximately one percent.
Energy costs are expected to decrease by $50,000.
Risks
The President is determined to bring expenditures into alignment with realistic
projections of revenue. This is essential for the College’s sustainability, as it
increases revenues from enrollment and gifts at a slow rate of growth and over the
long term. As such, the College has aggressively managed expenses in the face of
weak revenues, and will continue to do so.
Steven
Lawry
President
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Subsidy
Total Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Resewes
Campus Contingency, Mandatory
Overhead
To the University
Other (Intercampus Agree & Univ
Depreciation
Total Operating Expenses
Antioch College
2006-07 Projection & 2007-08 Proposed Budget
Excess Revenue over Expenses
Annual Budaet Conversion to Cash Basis 1 v
Capital Expenditures
Principal Payments
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
ANTIOCH COLLEGE
2007-12 Capital Budget
Antioch University -College
Capital Budget Request
For the Period July 1,2007 -June 30,2012
Proposed 2007-08 capital expenditures are $1,520,000, which is equal to budgeted
depreciation plus $40,000 of book expenditures from Michener library funds. The
$40,000 excess revenue over expenditures in the 2007-08 budget is the Michener
released from restriction revenue that will fund the capita! book expenditures. Capital
expenditures will focus mainly on maintenance of current buildings and facilities and
replacement of equipment. No new construction is contemplated for the coming
year.
Steven Lawry
President,
NOTES
GLEN HELEN
GLEN HELEN ECOLOGY INSTITUTE
2006-07 YEAR END PROJECTION
2007-08 PROPOSED BUDGET
The Glen Helen Ecology Institute projects a balanced budget for the end of this fiscal
year. They expect that revenue from the Outdoor Education Center and Auxiliary
Enterprises will be below the budgeted amounts. However, they have been able to
hold the reins on expenses, and expect to end the year approximately $1,000 below
anticipated expenses. In addition, they expect that they will exceed their year-end
fundraising goal by $8,000, exceed budgeted grant revenue by $21,000, and exceed
expected endowment income by $5,000. They will also release an additional $3,000
in restricted funds to close the remaining imbalance.
2007-08 Budget Development Narrative
Enrollments and Revenues for 2007-08
The Outdoor Education Center will run our School camp for 33 weeks, and our
Summer Eco Camp for 6 weeks in 2007-08. We anticipate that 2,641 students will
attend the School Camp program with an average fee per student of $105 and total
revenue of $277,610. We anticipate that 330 students will attend the Eco Camp
program with an average fee per student of $184 and total revenue of $60,720.
Revenue from these programs is split between Tuition & Fees and Auxiliary
Enterprises. The increase in expected tuition is largely a result of a planned 5%
increase in fees for our School Camp.
Other Income Categories
Gifts: We anticipate gifts totaling $150,300. This total is comprised of annual fund
contributions, revenue from special events (the spring birding day and Friends Music
Concert), and the annual donation from the Glen Helen Association.
Grants: In 2007-08 we will utilize funding obtained from the U.S. EPA and Morgan
Family Foundation to
replumb
the water and sewer system of the Outdoor Education
Center, hence the significant increase in that line item. Grant revenue also includes
$41,611 in Ohio State Department of Education support for the
Antioch/Glen
Helen
Summer Honors Institute.
Endowment Income: We expect $50,700 based on standard distribution from
interest income.
Contracts: Consistent with prior years, we expect $10,500 from contracted
education programs.
Other Income: Based on prior performance, this line includes $1,700 in ticket sales
for our benefit concert with the Friends Music Camp, plus $9,950 in parking receipts.
We also project $2,000 from newsletter and calendar advertising income.
Auxiliary Enterprises: In addition to room and board revenue from School and
Eco-
Camp fees, this line item includes site rentals, calendar, and camp store sales. We
anticipate a modest increase in this line item, consistent with trends over the past
four years. In addition, part of the increased fees for school camp revenues is
reflected here. We have also, with funding from the Glen Helen Association, hired a
part-time Project Coordinator, who will have responsibility for helping boost day
rentals of our facilities.
Released from Restriction:
We have received a $10,000 restricted gift to improve
signage
within the preserve,
$9,000 of which will be used in FY-08. Also on land management, we expect to
draw down our restricted funds by $2,500 for-trail and nature preserve maintenance,
and $1,000 for restoration. We will release $3,500 from the Glen Helen Building
fund to cover utilities, plus utilize $1,800 of the Vernet Endowment for HVAC
maintenance. We will also release $1,000 from restricted funds for
raptor
cage
improvements, plus an additional $1,000 for general maintenance.
Significant Expense Changes for Continuing Operations
SalariesIBenefits:
Raises are budgeted at 1%. Our salary line will increase and our
benefits line will decrease because we have adjusted the Volunteer Coordinator
position from 20
hrslweek
with benefits to 15
hrslweek
without benefits. We have
also added the 15
hrlweek
Project Coordinator position. Also without benefits, the
Project Coordinator will manage site rentals and event planning. Through
reclassification from part time to hourly, we have been able to make these
adjustments without a corresponding increase in net cost.
Business Operations: This category includes $45,000 for environmental and other
compliance studies related to the Outdoor Education Center Waterworks project.
Also, printing of the newsletter was reinstated into the budget.
Plant Maintenance: Although we project an increase in plant maintenance over
2006-07, this year’s projected expense is less than 2005-06, and in line with 2003-04
and 2004-05
Depreciation Expense: Depreciation has increased over 2006-07 with the purchase
of a new pickup
truck/plow.
We will also begin depreciation of the Outdoor
Education Center Waterworks project and other capital acquisitions in 2007-08.
Goals and Objectives for 2007-08
Ongoing initiatives:
Outdoor Education Center
33 weeks of School camp for 2.61 1 students
6 weeks of Eco Camp for 330 students
2 weeks of Summer Honors Institute for 25 students
Raptor
Center
Accept 200 rehabilitation cases
Release 110 rehabilitated
raptors
back to the wild
Hold 50
raptor
programs
Continue care and feeding of resident birds
Trailside Museum
Maintain hours Fri-Sun year round
Hold
150+
public
walks/talks/programs
Land Stewardship and Restoration
Maintain 25 miles of trails
New initiatives:
Using grant funding from the U.S. EPA and the Morgan Family Foundation,
we will replace the septic tanks and leach fields servicing the seven buildings
of the complex with modernized water and sewer service.
With grant funding from the U.S. Fish and Wildlife Service, we will conduct
wetlands restoration in the southwest corner of Glen Helen.
Utilizing funding from the Glen Helen Association, we will initiate planning for a
new office at the Outdoor Education Center to replace the rental trailer that
has been on site for the past 5 years.
Utilizing an individual donation, we will update interpretive and protective
signage
in the preserve.
Other Campus-Specific Topics
We have a unique role in the Antioch universe, partly because the Glen Helen
Ecology Institute exists as an operating unit of Antioch College, partly because our
friends-of group, the Glen Helen Association, is the primary source of our gift
revenue. In the coming year, we will continue to maintain the Glen Helen Nature
Preserve and its programs, striving, as always, to do so without creating a financial
burden to the institution as a whole.
Nick
Boutis
Director
Revenues
Tuition & Fees
Net Tuition and Fees
Gifts
Grants
Endowment Income
Con tracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Salaries & Wages
Benefi 1s
Training & Development
Special Events
Supplies
Business Operations
Plant Maintenance
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Discretionary
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Glen Helen
2006-07 Projection & 2007-08 Proposed Budget
Annual Budget Conversion
Capital Expenditures
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
to Cash Basi
GLEN HELEN ECOLOGY INSTITUTE
2007-1 2 Capital Budget
Antioch University -Antioch College, Glen Helen Ecology Institute
Capital Budget Request: Glen Helen Ecology Institute
For the Period July 1,2007 – June 30,2012
New Construction 1 65,000 1 150,000 ) 500,000 1 715,000 ,
Other Capital Expenditures 1 226.600 1 5,000 1 8,000 1 1 239,600
I I I I I t 0
New Construction: We have plans to construct a new office for the Outdoor
Education Center to replace the leased trailer currently in use. We have already
received a $200,000 pledge for that purpose. We also have plans to replace our
older student dormitories with a new building in FYI 0.
Remodeling: We will be remodeling our older student dormitories to become
classroom space. $35,000 is in hand for this purpose from the Ohio Department of
Humanities. Longer range renovations are planned for the Glen Building, Birch
Manor, the Outdoor Education Center Lodge, and the Outdoor Education Center
staff houses.
General Equipment: The bulk of this line is comprised of mandatory upgrades to our
gas and electric service to the Outdoor Education Center.
Computer equipment: We expect modest periodic updates on an ongoing basis
Furnishings: With completion of a new dormitory for the Outdoor Education Center,
we will need new bunk beds, storage cabinets, and other furniture.
Other Capital Expenditures: We are in the midst of upgrading the sewer and water
lines for the Outdoor Education Center, with the bulk of the work to be completed in
FY08, Funding is in hand for this work.
Nick Boutis
Director
,-
ANTIOCH
UNIVERSITY
NEW ENGLAND
ANTIOCH NEW ENGLAND GRADUATE SCHOOL
2006-07 YEAR END PROJECTION
2007-08 PROPOSED BUDGET
Accomplishments and Challenges for 2006-07
Antioch New England made significant progress during 2006-07 in its goal of enhanced
marketing and recruiting and robust enrollments in its continuing academic programs.
Overall enrollment was above targets for the Summer and Fall terms and slightly under
target for the Spring with the net affect of being above target for the full year. We continued
to move significant marketing and recruiting resources to the web with the launch of a major
redesign of the web site that includes improved navigability and marketing features. We
also produced an attractive new marketing and recruitment
“viewbook”
to replace the former
masters program catalogs. A challenge for the Antioch New England community in 2006-07
has involved major leadership changes including new presidential leadership and national
searches to replace two of the three vice presidential positions and the chair of our
environmental studies department.
Additional accomplishments for 2006-07 include:
Completed a comprehensive campus strategic plan that focuses clearly on revenue
streams and business strategy and the organizational and administrative structures
needed to pursue them.
Designated the campus’ senior level administrative positions as vice presidents and
hired new Vice Presidents for Institutional Advancement and Academic Affairs. The
third VP level position was changed from
the.Chief
Financial Officer title to Vice
President for Finance and Administration.
Reorganized the senior officer level administrative structure designating the
president’s direct reports as the President’s Cabinet and eliminating the former
president’s council.
Conducted two leadership searches in the environmental studies department; an
unsuccessful search for a new chair and a successful search for a director of the
environmental education program.
Reorganized the communication, public relations, and web services departments to
report to the new Vice President for Institutional Advancement.
Implemented a more collaborative and transparent budget development process for
the 2007-08 budget cycle.
Developed and implemented marketing and recruitment strategies for five new
programs: an MBA in Organizational and Environmental Sustainability, Organization
Development Certificate,
M.Ed.
in Educating for Sustainability,
M.Ed.
in School
Change, and a certificate in School Leadership with principal
licensure.
Developed a proposal for new
Ph.D.
program in Marriage and Family Therapy and
gained positive recommendation from the Chief Academic Officer Group. ULC and
Trustee approval will be sought at June 2007 board meeting.
Joined the New Hampshire College & University Council as an affiliate member
resulting in significantly increased visibility for our campus.
Completed and published the institution’s first comprehensive “Social Justice Audit”
and began work on implementing its recommendations.
Became a campus partner of Clean Air – Cool Planet and conducted a climate
impact audit.
Received recognition for our community engagement from the Carnegie Foundation
for the Advancement of Teaching and the US President’s Higher Education Honor
Roll.
Enrollments and Revenues for 2007-08
Projected new student enrollments for 2007-08 include a reduction in enrollment targets for
some continuing programs (-6 in ES Masters; -29 in Education
Waldorf;
-10 Education
MRPSOC; -4 in DMT; -5 in Clinical Mental Health Counseling). These reductions reflect
conservative assumptions based on 3-year enrollment trends (see table) as well as
increased competition. Enrollment overall, however, is projected to increase by six
(+6)
students because the five new programs with the following enrollment targets: MBA
(15),
OD
Certificate
(15),
M.Ed.
in Sustainability
(lo),
M.Ed.
in School Change
(lo),
School
Leadership Certificate (10).
Total tuition and fee revenue is projected at $13,065,050 (up from $1 1,878,835 in 2006-07)
with a 7% tuition increase across all programs, a $75 increase in the general fee, and
attrition calculated at 8.5%.
Other Income Categories
ANE departments, centers, and institutes remain active in seeking and receiving funding for
sponsored projects that is budgeted in Fund 2. For 2007-08, however, the federally funded
Monadnock Region Public Schools of Choice (MRPSOC) project will be concluded at the
end of the first quarter. The end of this large four-year grant will result in a reduction of
approximately 50% in the total external funding of the Antioch New England Institute. The
anticipated Fund 2 budget for 2007-08 is summarized below.
Significant Expense Changes for Continuing Operations
While the 2007-08 projected enrollment and
tuitionlfee
increases yield $1,202,552 in
additional revenue over 2006-07, salary and health premium increases and University
increases for overhead and reserves require $945,000 in net additional expense. Except for
a small increase in the communications, marketing, and recruiting budgets, unit operating
budgets were reduced somewhat from 2006-07 levels in order to make approximately
$300,000 available for three net new faculty positions needed for new programs in the
Organization and Management and Education Departments and one new faculty position
related to the doctoral program in Environmental Studies.
Goals and Objectives for 2007-08
Meet or exceed enrollment targets for continuing and new programs.
Successfully market and enroll new FT Ph.D. program for Fall 2008 start.
As indicated in the new FY 2008-13 campus strategic plan, reorganize continuing
education programming with the goal of yielding significant new revenue.
As suggested in FY 2008 – 13 strategic plan, assess the market and institutional
capacity for implementation of online degree programs in partnership with Compass
Knowledge Group.
Complete plan for use of 4,500 sq. ft. in under-utilized northeast wing area.
Implement a successful Horace Mann Awards event as a fund raising opportunity.
Create alumni chapters throughout the region to assist in stewardship of alumni.
Increase alumni participation and overall dollar amount in annual fund.
Transition from printed to online only format for Student Handbook and Course
Listings.
Successfully implement online registration.
Other Campus Specific Topics
Facility Issues
Antioch New England is facing significant building capacity challenges related to its facility in
Keene which currently has 92,000 sq. ft. of finished space. To accommodate current
programs and student numbers, we estimate that we are currently operating at 110% to
115% of capacity in the building. There is a shortage of faculty office space, academic
department headquarters and staff office space, larger classrooms (25 – 40 seats), and
large assembly spaces (75 – 250). Parking on our five acre site is utilized to capacity and on
some days above capacity.
Possibilities for expansion within the building footprint include adding a second story possibly
to the east wing (approximately 7,500
sq.
ft.) and building out the west wing (6,000 to 10,000
sq. ft.). However, the addition of classroom and assembly spaces capacity would require
additional parking spaces which cannot be accommodated on the site.
Because of the current over capacity situation and planned future growth in number of
programs and students, we are beginning to explore possibilities for relocation within the
greater Keene area. Both larger existing buildings and sites for new construction will be
studied. This facility capacity issue will be addressed in detail in our 10-year facility master
plan.
Enrollment Trends
In order to ensure balanced budget operation, beginning in 2006-07 and continuing for
2007-
08, ANE has built its budget on increasingly conservative enrollment targets. Thus, for the
coming fiscal year, even though 5 new programs will begin, budgeted target enrollment is up
only six students overall. We have begun a thorough review of all expense categories
related to program delivery costs and also of campus policies on determining and monitoring
faculty teaching load in order to support better allocation of financial resources and effective
planning for future academic initiatives.
Faculty Support
We have implemented several new programs to support faculty scholarship and re-designed
the procedures for allocating dollars for faculty professional development. A new President’s
Faculty Scholarship Support Fund of $10,000 will offer up to $750 to support individual
faculty travel to a professional meeting to present a paper based on their research or
scholarly activities. We have also initiated a new Faculty Mini-Grant Program, funded at
$15,000 for 2007-08, which will offer grants to support research projects of up to $3,000
using a competitive proposal-based process.
Related to support for faculty professional development, we found that funds were allocated
unevenly across departments. Therefore, for 2007-08, professional development support at
$1,000 per person has been removed from department budgets and will be allocated
through the Academic Vice President’s Office ensuring that each faculty member has access
to support at the same level.
David Caruso
President
Antioch University New England
2006-07 Projection & 2007-08 Proposed Budget
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Grants
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Annual Budget Conversion
Capital Expenditures
Principal Payments
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
to Cash
ANT10CH NEW ENGLAND GRADUATE SCHOOL
2007-12 Capital Budget
Antioch University – NewEngland
Capital Budget Request
For the Period July 1,2007 -June 30,2012
1 New Construction 1 I 1 1 1 0 I
Remodeling 1 250,000 1 40,000 I 40,000 1 40,000 1
While we have filled in the Five-Year Capital Budget Summary grid, it is important
here to acknowledge the fact that we have identified needs and potential expense,
realizing that replacement and/or upgrade does not easily translate to a specific
timetable.
I
Unless otherwise specified, all capital expenses will be funded by the depreciation
reserve.
0
2007-08 Proposed Expenditures
New Construction: None
Remodeling: Student Service’s Mall. $250,000. Estimated costs of
renovating the MC2 space and moving our Student Service support offices
into a one stop service area
‘ Total: . I 575,000.
General Equipment: Security cameras. $30.000. To purchase and install
cameras and video taping equipment to cover all entrances, exits and the
perimeter of the building.
L,~”r495,000
Computer Equipment: Computer Hardware replacement. $95,000. We
continue to support computer hardware replacement, the purchase of new
computers and Network upgrades, as needed. Specific needs include the
increased demand for the use of laptops by faculty and staff with field
assignments. Computers are being phased in through a 4-5 year upgrade
475,000 -‘4~~~~,~~~ 495,000 ‘ 2,440,000 ,
cycle. Network upgrades are on a three year cycle, although each year there
is always a surprise expense.
Furnishings: None
Library books: Maintenance upgrades library collection. $40,000. To cover
the cost of maintaining journal subscriptions, licensing fees, book acquisitions
and dissertation abstracts.
Bond Payments: Antioch New England deducts the bond principal as a
capital expense. $160,000.
Other Capital Expenditures: None
”
2008-09 Proposed Expenditures
New Construction: None
Remodeling: General renovations and improvements to the building,
$40,000. These renovations improve the quality of academic and working life
of the community.
General Equipment:
Marriage and Family Therapy Clinic Video and IT equipment. $40,000.
To purchase IT and video equipment to appoint the proposed MFT
clinic.
Instructional Technology rooms. $ 15,000. Only a few classrooms are
appointed with technological enhancements and it is our intention to
move forward with the goal of having all the classrooms with the
appropriate technology.
Computer Equipment: Computer Hardware replacement. $ 95,000. We
continue to support computer hardware replacement, the purchase of new
computers and Network upgrades, as needed. Specific needs include the
increased demand for the use of
laptops
by faculty and staff with field
assignments. Computers are being phased in through a 4-5 year upgrade
cycle. Network upgrades are on a three year cycle, although each year there
is always a surprise expense.
Furnishings: Marriage and Family Therapy Clinic: $50,000. Office
equipment and furniture for proposed MFT Clinic.
Library books: Maintenance upgrades library collection. $40,000. To cover
the cost of maintaining journal subscriptions, licensing fees, book acquisitions
and dissertation abstracts.
Bond Payments: Antioch New England deducts the bond principal as a
capital expense. $165,000.
Other Capital Expenditures:
Resurface parking lot. $20,000. The small side lot off Avon Street
needs to be resurfaced.
HVAC valve replacement $10,000. Some of the valves that open and
close vents to our heating, ventilation and air conditioning system are
wearing out and we need to replace them.
”
2009-1 0 Proposed Expenditures
New Construction: None
Remodeling: General renovations and improvements to the building.
$40,000. These renovations improve the quality of academic and working life
of the community.
General Equipment: Instructional Technology rooms. $ 15,000. Only a few
classrooms are appointed with technological enhancements and it is our
intention to move forward with the goal of having all the classrooms with the
appropriate technology.
Computer Equipment: Computer Hardware replacement. $ 120,000. We
continue to support computer hardware replacement, the purchase of new
computers and Network upgrades, as needed. Specific needs include the
increased demand for the use of
laptops
by faculty and staff with field
assignments. Computers are being phased in through a 4-5 year upgrade
cycle. Network upgrades are on a three year cycle, although each year there
is always a surprise expense.
Furnishings: None
Library books: Maintenance upgrades library collection. $40,000. To cover
the cost of maintaining journal subscriptions, licensing fees, book acquisitions
and dissertation abstracts.
Bond Payments: Antioch New England deducts the bond principal as a
capital expense. $170,000.
Other Capital Expenditures:
First stage of roof replacement. $100,000. It is time to resurface or
replace our roof. We are planning on expensing the project over a two
year period.
HVAC valve replacement $10,000. Some of the valves that open and
close vents to our heating, ventilation and air conditioning system are
wearing out and we need to replace them.
2010-1 1 Proposed Expenditures
New Construction: None
Remodeling: General renovations and improvements to the building.
$40,000. These renovations improve the quality of academic and working life
of the community.
General Equipment: Instructional Technology rooms. $ 15,000. Only a few
classrooms are appointed with technological enhancements and it is our
intention to move forward with the goal of having all the classrooms with the
appropriate technology.
Computer Equipment: Computer Hardware replacement. $ 11 5,000. We
continue to support computer hardware replacement, the purchase of new
computers and Network upgrades, as needed. Specific needs include the
increased demand for the use of
laptops
by faculty and staff with field
assignments. Computers are being phased in through a 4-5 year upgrade
cycle. Network upgrades are on a three year cycle, although each year there
is always a surprise expense.
Furnishings: None
Library books: Maintenance upgrades library collection. $40,000. To cover
the cost of maintaining journal subscriptions, licensing fees, book acquisitions
and dissertation abstracts.
Bond Payments: Antioch New England deducts the bond principal as a
capital expense. $175,000.
Other Capital Expenditures:
Second stage of roof replacement $100,000. This is the second year of
the two year project.
HVAC valve replacement $1 0,000. Some of the valves that open and
close vents to our heating, ventilation and air conditioning system are
wearing out and we need to replace them
201 1-12 Proposed Expenditures
New Construction: None
Remodeling: General renovations and improvements to the building.
$40,000. These renovations improve the quality of academic and working life
of the community.
General Equipment: Instructional Technology rooms. $ 15,000. Only a few
classrooms are appointed with technological enhancements and it is our
intention to move forward with the goal of having all the classrooms with the
appropriate technology.
Computer Equipment: Computer Hardware replacement. $ 11 5,000. We
continue to support computer hardware replacement, the purchase of new
computers and Network upgrades, as needed. Specific needs include the
increased demand for the use of
laptops
by faculty and staff with field
assignments. Computers are being phased in through a 4-5 year upgrade
cycle. Network upgrades are on a three year cycle, although each year there
is always a surprise expense.
Furnishings: None
Library books: Maintenance upgrades library collection. $40,000. To cover
the cost of maintaining journal subscriptions, licensing fees, book acquisitions
and dissertation abstracts.
Bond Payments: Antioch New England deducts the bond principal as a
capital expense. $1 80,000.
Other Capital Expenditures: HVAC valve replacement $10,000. Some of
the valves that open and close vents to our heating, ventilation and air
conditioning system are wearing out and we need to replace them
David Caruso
President
NOTES
ANTIOCH
UNIVERSITY
SEATTLE
ANTIOCH SEATTLE
2006-07 YEAR END PROJECTION
2007-08 PROPOSED BUDGET
2006-07 has been a challenging year as we have worked to recover financially – and
as a campus community – from the large drop in enrollment and resulting revenue
losses in
2005-06.
Spending controls initiated by the Chancellor and later expanded
at the Seattle campus level, combined with our reserves made us confident that we
would have a balanced budget. Overall enrollment tarqets were met for the year, but
unexpected low
enro~lment~for
Spring in the BA
completion
program and
center
for
Creative Chanae. combined with unusual and
unanticinated
exoenses
incurred at the
writing of this
report
have made a tight financial
picture
more
so.
Extreme spending
controls have been instituted and every reasonable means will be used to balance
the budget. We anticipate that we will bring in a positive (though not large) cash
balance and are working to make the operational side of our balance sheet achieve
this as well. At this point, we anticipate that there will be no significant remaining
balance from the Seattle budget.
Revenue Assumptions
Total revenues
Total revenue projection for 2007-08 for Seattle is $1,616,945 higher than the
revenue projected for the 2006-07 budget. Elements of this increase are detailed
below. In summary the increased revenue results from a modest growth in
enrollment projections, a significant tuition increase, and increases in some fees.
Enrollment
Seattle’s 2007-08 budget is based upon projected enrollment growth in some
programs and lower enrollment projections in others. Our MA Psychology, and
Psychology Doctorate programs are projecting strong growth while the Education
programs expect a slight increase after two years of substantial drops in projections.
The BA completion and Center for Creative Change programs are projecting slightly
lower enrollments. The total FTE next year is projected at 110 higher than it was in
2006-07.
However, with adjustments made to our year-end forecast for the 2006-07
budget, the projection is only 72 higher. These projections are the result of extensive
analysis of market and application trends for specific programs. Assumptions of
enrollment growth in the programs were based on the actual prospect pool and
current applications in hand. Flat or declining enrollments were projected for
programs where data about applications and prospects suggests less certainty about
enrollments. In the case of the Psy D program, due to its earlier application
deadlines, these numbers represent applications and acceptances already in hand in
many instances. The MA Psychology program admitted a few more students this
spring than originally projected, and this, combined with a large application pool
prompted the program faculty to again raise their projections in the fall of the
2007-
08 cycle. In Education, a previously unanticipated MA Ed program was started
offsite
this spring with a full cohort of 18 full-time students. The size and quality of
the cohort exceeds previous experience for that location.
Tuition and fees
The 2007-08 tuition schedule for Seattle includes an average 7.25% increase in
tuition. This generated $744,440 of extra projected revenue in this budget. In
addition we raised the price of some of our fees. Most notably we increased the
student services fee from $45 to $95 and dropped a provision that offered a lower
price to part time students. The fee increase added $156,885 to our revenue
projections.
Other income
Revenue from other income sources is down $213,503 primarily because of the
phasing down of the Gates and Kellogg grants. Most of our grant income involves
pass-through funding for developing early college programs for native students.
Other income sources of over $5,000 include tenant rents, parking revenues, and
room rental fees.
Expenses
With increased revenues, Seattle’s proposed expense budget for 2007-08 includes
an increase of a little over $1,000,000 over the 2006-07 budget. Significant changes
are detailed below. Some of the largest changes have to do with selectively
restoring positions and other expense lines cut while developing last year’s budget.
There is also, of course, growth in the central administration budget, a shift in
computing salaries to the central budget, and an increase in medical insurance
expense. The 2007-08 proposed budget includes a 2% raise for both staff and
faculty. We also propose to include another 1% salary raise in January 2008
contingent on strong enrollments and available revenue.
Significant changes in Continuing operations
The increase of $631,836 in salaries and benefits is the result of accommodating
growth, restoration of cuts in selective areas, a 2% raise (effective Fall term), and
some expense reductions in targeted areas. The Psy D program admits its fourth
class of students this fall with expectation for only a few graduates. The program
has been budgeted for two additional faculty positions in this budget proposal.
Smaller chanaes scattered throuahout Seattle’s 2007-08 budaet include restoration
of faculty (2.24 FTE) and staff (3.42) positions, increases in adjunct and associate
faculty expense and returning several reduced positions to full time status (from last
year’s
major cut backs).
~ovin~
the computing position salaries to the University
computing budget represents a reduction for salaries in the Seattle budget and is
part of the increase in overhead that is noted below as an expense increase.
Other major expense increases for continuing operations are medical ($1
08,638),
University Overhead
($444,938),
and contingencies including liquidity
($1751
14).
This budget proposal also includes funds to support the efforts of the standing
committee on diversity ($30,000) as well as funds for a new program in
Psychopharmacology. Marketing funds are also increased by $48,000. We are
committed to increasing marketing monies more each year. However, it should be
noted that the increased marketing allocation essentially means that we have
restored funding cuts from last year’s budget. Finally, additional funds have been
allocated in this budget for support of student writing in our Teaching and Learning
Coop ($25,122).
Goals and Objectives
Campus goals for 2007-08 include:
Effectively introduce our new President to the campus, community, region and
Antioch system;
Support ongoing and new cross-campus initiatives in creating international
programs and other enrollment and institution-building activities;
Begin initiative to increase funding for marketing activities to at least 5% of
operating expenses;
Continue development of strategic plan involving new AUS building in
Belltown;
Explore and develop lab school for Education program on campus or nearby
site;
Continue program improvement, including follow-up from state review of
Education programs, development of a weekend or alternative delivery
models for the BA Completion Program, and increase marketing and
development of the Strategic Communications degree;
By Fall 2008, begin to offer Domestic Violence Perpetrator Treatment (DV Tx)
Certificate program through BA Completion Program, in collaboration with
School of Psychology and Continuing Education Programs.
Enhance writing and other academic support to students through expanded
Teaching and Learning Coop, including additional faculty and staff
involvement and development of cross-program initiatives;
Expand use of e-portfolios piloted in Psy D program to include Education and
BA Completion Programs;
Increase clinic contracts with outside agencies, review existing contracts and
retain only those with appropriate mission and financial base; and
Complete conversion of online registration to every program.
Other Campus Specific Topics
We anticipate having a new President, and the possibilities for new initiatives,
outreach to new communities and new directions are exciting to us. We know that
this could also serve to inform new directions and visions for the entire Antioch
system.
Mark Hower
Interim President
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Grants
Endowment Income
Con tracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Setvices
Special Events
Supplies
Business Operations
Plant Maintenance
Resale Costs
Interest Expense
Miscellaneous
ContingencyiReserves
Campus Contingency, Mandatory
Campus Contingency, Discretionary
Overhead
To the University
Other (intercampus Agree & Univ
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Antioch University Seattle
2006-07 Projection & 2007-08 Proposed Budget
Annual Budaet Conversion to Cash Basis –
Capital Expenditures
Principal Payments
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
ANTIOCH SEATTLE
2007-12 Capital Budget
Antioch University – Seattle
Capital Budget Request
For the Period July 1, 2007 -June 30,2012
[_Other Capital Expenditures 1 0 )
No major construction projects are planned for AUS in 2007-08. Most of the building
work will be remodeling projects to adjust for changes in academic programs and
departments. The 2007-08 budget also includes technological upgrades to address
specific needs in the academic departments. In response to the recent unfortunate
events at other universities, there will be expansion and improvements to the AUS
campus video security system and implementation of a campus-wide public address
system. Most of the remainder of the 2007-08 capital budget will cover the ongoing
programs of IT, AV, and telecommunications upgrades and replacements. Furniture
will be purchased for new employees and for necessary replacements in classrooms
and offices.
Mark Hower
Interim President
NOTES
ANTIOCH
UNIVERSITY
LOS ANGELES
&
SANTA BARBARA
ANTIOCH UNIVERSITY LOS ANGELES
2006-07 YEAR END PROJECTION
2007-08 PROPOSED BUDGET
AULA and AUSB have kept separate books since the departure of the last regional
president in November of 2006. By mutual agreement, we have allocated regional
expenses on a 213 AULA and 113 AUSB basis.
With that as context, AULA is pleased to report that enrollment has slightly exceeded
goals in fall, winter and spring terms, and that expenses have been very carefully
managed since late fall. By our calculations, we expect to finish the FY
approximately $400K in the black for the campus, after taking regional expenses into
account.
2007-08 Enrollment and Revenue
AULA’s
first budget as an independent campus, for FY 08, was also the first
developed in collaboration with the AULA Budget Committee, a representative body
of faculty and staff, which is advisory to the president. This budget equals 67% of
the total budget approved for AUSC for FY 07, and includes the following:
. Conservative revenue and enrollment projections, developed in collaboration
with
the program chairs and admissions staff
Flat Tuition Remission for AULA from the prior FY
A 250% increase in Tuition Discounting from the prior FY
A 400% increase in IT costs from the prior FY, due primarily to increased
expense to support university-wide IT efforts, and secondarily to support the
new position of webmaster
. A restructuring of personnel so that the only position to be shared with AUSB
(previously regional positions) is the Payroll Coordinator. She is housed at
AULA; her salary and benefits will be a shared expense 213 AULA and 113
AUSB in the new FY.
Likewise 213 AULA and 113 AUSB shared expense for remaining personnel
settlement costs from FY 07.
5% tuition increase across all programs
Fee increases (Technology, Application, Parking)
5% increase in salary and benefits for all benefited employees, effective
January 2008; contingent upon meeting or exceeding enrollment projections
for fall 2007 and winter 2008
Two discontinued regional positions (Regional HR Director and Events
Coordinator)
Three new AULA positions: webmaster, librarian and HR administrative
assistant.
Several requested but unfunded positions, including Director of Development
and two program coordinators to support new programs.
Neal King
President
ANTIOCH UNIVERSITY SANTA BARBARA
2006-07 YEAR END PROJECTION
2007-08 PROPOSED BUDGET
Fiscal Year 2006-07 Year End Projection
The 2006-07 fiscal year began with a rocky start for Antioch University Santa
Barbara. Due to the significant deficit left from the previous fiscal year, many of our
budgeted line items were cut or zeroed out leading to numerous personnel lay-offs.
The campus went into an emergency spending
lockdown
and placed the President
as the sole authorizer of expenses. Because of these measures, we were able to
efficiently contain costs and spending in almost all categories and we project our
total campus operating costs to be $4,410,000; $200,000 below budget. Our
enrollment was down throughout the year by an average of 11 % and we project total
revenue for the Santa Barbara campus to be $4,966,800; $570,000 below original
estimates. In total, Antioch University was able to produce a net gain of close to
$560,000 in revenue, not including Southern California region costs. As a region, a
$200,000 deficit is projected by the end of this fiscal year.
Challenqes
The current enrollment at Antioch University Santa Barbara fluctuates from around
270 FTUE to 320 FTUE. The mandate given to the Campus Council by the AUSB
President is to be conservative in enrollment projections yet creative and bold when
thinking about new programs and activities that fit well with Antioch’s mission and
that produce significant increases in enrollment and extramural funding. The
President has challenged the campus community to:
Double enrollment over the next five-seven years.
Concentrate on development/fund raising activities so we aren’t solely
dependent on tuition dollars.
Build a small but respectable endowment for purposes of scholarships and
new program development.
Build our reserves.
Increase significantly our effort to secure outside grants and contracts.
Secure funding for our own building, with enough room to expand programs
and increase student services.
It is our new “philosophy of the budget” that AUSB come face-to-face with its
financial challenges and build a budget based on reality. This is tough to do, for it
presents us with a number of challenges as we endeavor to grow but, at the same
time, control spending. Although we are (presently) the smallest of the Antioch
graduate institutions, we fully believe we will rise to this challenge and emerge
stronger than ever.
Goals and Objectives for 2007-08
Restructure the Board of Visitors with an emphasis on philanthropy.
Complete Strategic Plan.
Meet or exceed enrollment goals.
Implement web-based marketing strategies.
Complete agreements with
Allan
Hancock Community College and Santa
Barbara City College so that AUSB students begin classes on-site in Lompoc,
Santa Maria, and Carpinteria by
falllwinter,
200712008.
Welcome up to 40 international students to campus fall quarter, 2007.
Continue to build this enrollment throughout the year.
Complete agreement with Cottage Hospital to train first-year nursing students.
Complete agreement with California First-5 Commission with undergraduate
classes in ECE beginning summer and fall of 2007.
Obtain approval from the California
Commission
on Teacher Credentialing
(application submitted
winterl2007)
and begin the credential program for
special education.
Continue development of new MFA degree in Writing for Visual Media.
Continue development of new Doctor of Business Administration degree.
Continue development of new undergraduate degree in Human-Animal
StudiesIAnthrozoology
and a master’s degree in either
Anthrozoology
(the
relationship between human and non-human animals from various theoretical
perspectives of anthropology) or Applied Animal Behavior (the intersection of
psychology and social work with behavioral theory and training).
Continue development of new undergraduate degree in
Non-violentlpeace
Studies in concert with the Gandhi Institute.
Enrollments and Revenues for 2007-08
This is the first year in the history of the AUSB campus that a stand-alone budget
has been developed -separate from its sister campus in Los Angeles. This has
been quite a challenge, as nearly all of the regional positions were operated out of
L.A. The AUSB campus has had to reallocate money and personnel in order to fill
critical functions such as HR, fiscal, enrollment management,
PRlgraphics
and more,
Now, the only shared position between the two campuses is the Payroll Coordinator.
Working with the President and Academic Dean, AUSB Academic Chairs have
attempted to be realistic yet optimistic in their enrollment forecasts, with the following
projected increases:
4-6 new international BA students.
10-15 undergraduate students in Early Childhood Education.
One 8-student cohort in the intensive MAOM program (JulyIAugustl
December).
10-12 international students in MAOM.
10-12 international students in “Pre-DBA MAOM.”
In addition, the budget includes:
A 5% increase in tuition except for PsyD where tuition remains constant.
A slight decrease in tuition remission.
5% increase in salary and benefits effective January, 2008 and contingent
upon meeting enrollment projections for summer, fall and winter quarters.
Budgeting for new positions: Executive Assistant to the President; Director of
Human Resources and Institutional Research; Director of Communications.
Restructuring of Office of Development.
Several requested but yet unfunded positions including Director of
PRIGraphics;
Webmaster; and Director of Office Operations (front-desk
manager).
Facility Issues, Capital Projects
One of the primary challenges facing AUSB is the fact we are housed in a leased
facility containing about half of the space we need to grow. Santa Barbara is famed
for its “limited-growth” policy and our current Conditional Use Permit does not allow
us to expand beyond our current population. Thus, the President spends significant
time looking for opportunities to relocate. The ultimate goal is to secure several
major philanthropic gifts through individuals, foundations, and grants so that a facility
can be purchased outright, resulting in a savings of close to $1 million a year in rent.
It is estimated that about 40,000 square feet is the minimum amount of space
needed. In addition, with a goal of increasing international students, it is highly
desirous for the AUSB campus to secure student housing, likely to come in the form
of an apartment building or
hotellmotel.
AUSB does not have the necessary resources to invest in significant capital projects.
Our goal for the next several years is simply to replace furniture, IT and equipment
inventories, but not to add to them in any significant way. We do plan to invest
$14,000 this coming fiscal year in the Psychology Library (in anticipation of an APA
site visit several years from now) and $10,000 in the Business Library (in anticipation
of a new Doctor of Business Administration degree).
Michael
Mulnix
President
Antioch University Southern California
2006-07 Projection & 2007-08 Proposed Budget
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Grants
Endowment incoma
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Salaries &Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
nterest Expense
Resale Costs
Miscellaneous
ContinaencytReseW~
Campus Contingeq, Mandatcxy
Campus Contingency, Discretionary
Overhead
To the University
Other (Intercampus Agree & Univ Con0
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion 1
Capital Expenditures
Add back Depreciation
Total Cash items
Net Cash Basis Budget
w
ANTIOCH
UNIVERSITY
LOS ANGELES
ANTIOCH UNIVERSITY LOS ANGELES
2007-12 Capital Budget
ANTIOCH UNIVERSITY LOS ANGELES
Capital Budget Request
For the Period July 1,2007 – June 30,2012
Bond Payments
Other Capital Expenditures ! 0 j
I
.. ,
0
. . P , , Total: 45,000 70,000 1 .82,000 1- ‘63,000 58,000 1 “‘. 318,000
At this time, AULA does not plan to immediately invest significant funds toward
capital projects. Over the next five years, AULA will work to maintain (through
replacement projects) furniture and equipment inventories. In year one, AULA plans
to invest a small amount of capital into library books. Then in years two and three,
AULA will plan to make further investments in this area for furniture and construction
costs. Aside from these items, AULA will plan to keep capital expenses to a
minimum.
The AULA Community has been engaged in a long-term conversation regarding the
possibility of relocating the campus in an effort to begin building equity, secure our
identity, and to make a greater impact with stakeholders in the Los Angeles
community. As such, AULA plans to retain much of its depreciation over the next 5
years, enabling AULA to add to the AULA Capital Improvement Fund. These
reserves, over time, will help to fund a relocation project in future years.
Neal King
President
ANTIOCH
UNIVERSITY
SANTA BARBARA
ANTIOCH UNIVERSITY SANTA BARBARA
2007-12 Capital Budget
Antioch
University Santa Barbara
Capital Budget Request
For the Period July 1,2007 – June 30,2012
I I 0
Total: ‘ 80,000 I 77,0001 ‘ 87,000 1” ,/95,000 ‘1 1’ ~110~000 1 ,449;000
General Equipment: Replacement of aging equipment.
Computer Equipment: Replacement of aging equipment.
Furnishings: Replacement furniture and growth.
Library Books: Primarily to build
MAOM,
DBA, MFA and
PsyD
collections.
Michael Mulnix
President
–
ANTIOCH
UNIVERSITY
McGREGROR
ANTIOCH UNIVERSITY McGREGOR
2006-07 YEAR END PROJECTION
2007-08 PROPOSED BUDGET
Accomplishments and Challenqes FY’2007
Antioch University McGregor experienced a year of great achievements and some
challenges. They are listed below.
1. Undergraduate Studies (formerly referred to as The Weekend College), saw
an upsurge in enrollment. Classes were introduced in the summer of 2006 in
a new initiative, the McGregor Institute for Intellectual Development (MIIND),
our version of the famed Chautauqua Institution. Some specialized courses
were also offered during the year – at-night – and under the leadership of
Dean Jerry Holt, a groundswell of interest began. Attending MIIND seminars
or classes is similar to “kicking the tires” when buying an automobile; it allows
potential students to get to know us and current students to attend at new
times. Combined with a more tightly run undergraduate program, we began to
see both interest and promise for future enrollment growth.
2. While McGregor experienced a decline in enrollments from years ago in
Graduate Management, we were pleased to fill our first cohort of a second
model labeled “Flex GMP.” This new model responds to the increasing time
demands on adults, meeting once a month for a full weekend (versus just
Saturdays), coupled with individual and distance learning work in between. It
began in January and we anticipate the program is positioned to grow in
subsequent years.
3. The Masters in Conflict Resolution and the Individualized Masters held their
own with some slight decline. However, CR had a sudden departure of
leadership and adjustments were made to existing leadership to bring us
through the transition. Work still has to be done on the individualized
approach and it is a top priority for the Dean of Liberal Studies. Both programs
bring a return on investment, but there are considerable recruiting (costs) and
retention issues that must be addressed.
4. The School of Education fell short of planned enrollment due to the State of
Ohio changing requirements for degrees in Middle Childhood Education
(MCE) and some pressure in other areas. However, a rather remarkable effort
was made to make up lost revenue through the introduction of new Reading
Endorsement, which did well, and saving on expenses. Despite the near
heroic efforts to assure stable enrollment and future growth, the faculty and
leadership of that school managed to concomitantly dedicate nearly seven
days a week through November to acquiring accreditation from the National
Council on Accreditation for Teacher Education (NCATE) and approval of
three programs nationally. The NCATE Unit Advisory Board granted Antioch
University McGregor full accreditation for five years, with no conditions, on
April 19, 2007.
5. The capital campaign continued, bringing in new donors and some “lost”
corporate friends who have been disengaged from the University for a very
long time. The final steps to achieving the full amount are underway and
always challenging as any negative impressions or press certainly impact
donations. Although not all donors approached give to the campaign, the
growing strong public relations for McGregor will help long-term support. One
example, the Turner Foundation, repeatedly pointed out to the McGregor
president how they are only giving to Springfield. However, she caught him
bragging about
McGregor’s
achievements to another corporate leader who is
likely to give in the future!
6. Administrative support was enhanced this fiscal year with the addition of a
new Chief Financial Officer.
7. Campus West construction began in late September 2006, and is planned for
completion by mid September of this calendar year. The Yellow Springs and
Miami Township Community Resources team continues to be a partner and
supporter throughout the process. .
8. Expenses overall were managed quite carefully; McGregor will end the year
with a balanced budget.
FY 2006-07 Year End Projection
While the fiscal year has a couple months remaining, we have completed the
enrollment for the last term and we can now report that Antioch University McGregor
exceeded its 2006-07 new student goal by 37 students. Our goal was 372 and we
added 409. Of the total, 85 were undergraduates and 324 were graduate students.
Unfortunately, the new students were not distributed among the programs as we had
projected and this has created a small financial shortfall that we will cover by
adjusting our budget.
The undergraduate program met new student enrollment expectations and retention
was better than expected. Students registered for more than the average number of
credits, and the undergraduate program should end the year about $50,000 over
budget. The ILPS program missed its new student goal by 5 students and will end
the year about $50,000 under. Conflict Resolution also missed its new student target
(by 3 students), but improved retention should allow this program to end the year just
slightly positive. Overall, the School of Liberal Studies will end the year just over
their tuition revenue target, $2,766,927.
The School of Management is expected to end the year ahead of budget. The
Graduate Management program has 3 more new students than budgeted, but the
Community College Management program has 3 fewer. Because of different credit
loads however, the Management Program will exceed its revenue target by $28,000.
In the School of Education we bettered our target by one new student in Early
Childhood Education (ECE), we were up by 11 new students in Special Education
(EDS), under by 17 new students in Middle Childhood Education (MCE), under by
eight new students in
Adolescent/Young
Adult Education (AYA), over by seven
students in
M.Ed.
in Leadership (MED) and over by six students in Ohio Principal
Licensure (OPL). Because we did not make fall numbers in Middle Childhood
Education and
Adolescent/Young
Adult Education, we added a new and unbudgeted
Reading Endorsement program that attracted 34 new students. Because this
program consists of only two courses rather than an entire program, we could not
entirely make up for the MCE and AYA numbers.
As soon as we knew that our fall enrollment would be slightly below target, expense
modifications were put into place and positions held open so that Antioch University
McGregor will end the year with a balanced budget.
Enrollments and Revenues FYI2008
REVENUE w
The Antioch University McGregor total revenue projection for FY 2007-08 is
$8,286,852, approximately, $664,765 above the 2006-07 revenue budget of
$7,622,087. Due to fluctuating enrollments in several programs, we have crafted
conservative growth goals for 2007-08. The overall enrollment goal for AUM is a
total of 2,420 full-time equivalent enrollments in 2007-08.
TUITION & FEES
Total tuition and fees are projected to increase approximately $952,757 (averaging
6.34%),
to $8,054,007 in 2007-08 from $7,101,250 in
2006-07,
approximately
$24,697 less than the original revenue projection submitted in February 2007.
Student fees are projected to increase by $200,000, due to the implementation of a
general student assessment of $150 to cover student technology, library, facilities
usage and parking services. In summary, 96% of the increase in revenue is due to
targeted enrollment, tuition and student fee increases. The following section will
contain an explanation of goals and challenges with specific enrollment targets listed.
In all cases, our goal was to prepare a safe and fiscally conservative budget with
enrollments that should be met based on our research, history and internal planning.
School of Liberal Studies
School of Liberal Studies budgeted tuition revenue is projected to increase 10% in
2007-08, approximately $270,915 over
2006-07.
Undergraduate studies are
targeted to grow to 476 FTE enrollments, an 11 % increase over 2006-07. The
Masters of Arts in Individualized and Professional Studies and the Masters of Arts in
Conflict Resolution are projected to decrease modestly at 305 and 134 FTE
enrollments, respectively.
The strength of the undergraduate program will build on offering courses at night and
honing in on select majors and certificate programs of interest to this region. Our
staffing plan leaves room for filling some positions in the masters program in this
school if enrollment is exceeded. Benchmarks will be set for making decisions on
prioritization of “late” hires. We anticipate a full summer of MIIND offerings which is
becoming a mainstay of attracting individuals to the undergraduate program and to
McGregor.
Some blending of ILPS into the teaching loads of undergraduate courses
is also under study.
School of Management
School of Management budgeted tuition revenue is projected to increase 24% in
2007-08, approximately $200,535 over
2006-07.
The Masters in Management is
experiencing growth in response to implementing the GMP Flex program, which
combines classroom and online learning opportunities to students. The Masters in
Community College Management program is anticipating modest growth as it. too,
has expanded its offerings to include a part-time program. The 2007-08 enrollment
targets for Graduate Management and Community College Management are 193
and 79 FTE enrollment, respectively. While the percentage seems high, keep in
mind this has become a low enrollment program so it does not take much of an
incremental increase to reach these goals. We are examining the best ways to meet
the needs of our region through all management offerings and beyond through
distance learning.
School of Education
School of Education budgeted tuition revenue is projected to remain at the current
2006-07 level of $3,750,448 with an enrollment target of 1,234 FTE. As shared in
financial reports during the current fiscal year, Education, the largest and fastest
growing AUM program continues to experience fluctuations in enrollment as a result
of State of Department of Education teaching credential changes. In light of the
recent NCATE accreditation accomplishment, the School of Education is
repositioning programs
(i.e.,
New Gifted and Talented Endorsement and
Mild-to-
Moderate Intervention) and identifying revenue expansion opportunities
(i.e.,
Academy for the Teaching Profession).
Other Income Categories
Overall, total other income is projected to decrease slightly, budgeted at $222,753 in
2006-07 to $209,890 in
2007-08.
The majority is anticipated to come from annual
fund donors as we ramp-up development activities on the heels of the successful
capital campaign. Further, we will be seeking grants in specialized areas and feel
confident there are funds we can access for both MIIND initiatives and those in
education.
Siqnificant Expense Chanqes for
Continuinq
Operations
In 2007-08, continuing operation costs will increase $450,308, up 5.8% over the
$7,662,544, 2006-07 year-end projection. Our staff union contract calls for a 5%
salary increase and we have managed a 2% increase for faculty and administration.
Our salaries for faculty must remain a continued focus as they are considerably
below market. Most experienced a “pay decrease” in January due to considerable
hikes in their personal portion of the health care program at Antioch. We anticipate
losing some employees due to the overall package not becoming more competitive.
It is also important to add many of our faculty serves close to 30 students in graduate
classes. We run a lean, tight, student-centered institution with considerably less
overhead expense than some of our counterparts with similar student populations (or
less).
Employee benefits increased $57,000, as health care costs are up 30% over 2006.
Business operations and supplies costs increased $196,000 and $30,000,
respectively. Our move to Campus West will require us to hire a facility manager
and plantimaintenance and utility costs require significant increases of nearly
$100,000. In compliance with central administration’s directive to budget 2% of
revenue in
contingency/reserves,
AUM’s
contingency has increased to $161,080 in
2007-08, up from $75,000 in 2006-07.
Goals and Objectives for 2007-08
Exceed 2007-08 enrollment and revenue objectives, while managing costs;
Relocate operations to Campus West site with minimal interruption to
business operations;
Expand evening and day-time course offerings in response to increased
classroom availability;
Significantly increase MIIND offerings beginning summer 2007;
Expand technology to students and faculty via
my.antioch;
Upgrade
website,
print
collateral
and migrate to Colleague
(v.18);
Update the institution’s strategic plan and codify marketing plan;
Continue to shift the portfolio of offerings within the School of Education to
meet market demands;
Take full advantage of a new facility and NCATE accreditation to build
image;
Other Campus-Specific Topics
In this section, we are directed to mention topics especially important to our campus.
While we have spoken above of future opportunities, we do want to state we built the
Campus West pro
forma
based on a lot of research and solid history. If the
operations of McGregor changed significantly due to changes within the University –
those that may impact image or enrollment – it may be difficult to meet the goals set.
Any significant local press that confuses our students or supporters could have a
devastating impact on McGregor. It must be said.
As to opportunities – aside from those mentioned by programs above, we have no
doubt the presence of a new facility will be a great asset to the campus, the
University and the region. The opportunity to rent space, raise our profile by
presence of a new campus and attract new students and donors is endless. We are
thankful for the board’s support and will make this work to the university’s advantage.
The expected opening date is September 2007.
Our key issue with respect to budget is how to find ways to add important positions
while paying increased overhead costs and maintaining a new facility. To that end,
we have listed positions as “vacant” with no funding in the budget line. It is our
extreme hope we can fill some of these positions once we are confident of fall
enrollment and any overages. As always, we will continue to run a lean shop and
balance our budget. To date, the business model is working.
Barbara Gellman-Danley,
Ph.D.
President
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Faes
Gifts
Grants
Other income
Total E&G Revenue
Released From Restrictions
Total Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Overhead
To the University
Other (Intercampus Agree 8 Univ
Depreciation
Total Operating Expenses
Antioch University McGregor
2006-07 Projection & 2007-08 Proposed Budget
Excess Revenue over Expenses
Annual Budget Convers
Capital Expenditures
Principal Payments
Bond Proceeds
Add back Depredation
Total Cash Items
Net Cash Basis Budget
;ion to Cash Bas
ANTIOCH UNIVERSITY McGREGOR
2007-08 to 201 1-12 Capital Budget
Antioch University – McGregor
Capital Budget Request
For the Period July 1,2007 – June 30,2012
FACILITIES
Campus West 2007-08
Construction of the new home for Antioch McGregor will be completed in September
of 2007 and the construction budget contains funding for furniture, fixtures and
equipment of approximately $1,000,000. This funding will be sufficient to provide the
critical equipment necessary to open the building, but there will be equipment needs
beyond the items identified in the original capital budget request. Most of the needs
identified in the 2007-08 capital budget request, reflect such additional requirements.
The current Campus West project budget of $14,993,458 will cross fiscal years and
is anticipated to expend approximately $4,522,939 in
2007-08.
Estimated Cost: $14,993,458 (Total Cost), $4,522,939 (2007-08)
Outdoor Landscaping
Upon completion of the Campus West structure, it will be necessary to develop the
exterior of the location. The original project budget includes funding for basic
landscaping; this additional investment will be directed toward exterior landscape
enhancements.
Estimated Cost: $80,000 (2008-2009)
COMPUTER EQUIPMENT
Employee Workstation Standardization
Each year, a portion of the desktoplportable computing technology used by AUM
faculty, administration, and staff become obsolete. The computing industry changes
so rapidly that equipment acquired a few years ago is no longer capable of handling
evolving software applications. This project continues the current computer
replacement initiative.
Estimated Cost: $105,000 ($45,000 in 2008-2009, $30,000 in 2009-10, $30,000 in
2011-12)
Computer Workstations
The new building will have instructional labs where computer use can be taught and
where students can independently work on computer projects. Initially, these rooms
will be equipped with machines that are currently used in our current location. By the
time the building opens, these existing machines will need to be replaced.
Estimated Cost: $120,000 ($60,000 in 2007-08, $60,000 in 2009-10)
Additional A. V. Equipment and Technoloqv Upqrades
Estimated Cost: $70,00O/yr. beginning 2008-2009
Network Server Replacement
Estimated Cost: $25,000 (2008-2009)
Network Printer Replacement
Estimated Cost: $30,000 ($10,000 in 2008. 2010 and 2012)
FURNISHINGS
Outdoor Furnishinq
As a part of Campus West exterior enhancements, outdoor heavy-duty tables and
seating are planned to be distributed among wooded areas. This initiative will
require some concrete work.
Estimated Cost: $50,000 (2008-09)
Library Furniture and Fixtures
The ReadingILibrary is expected to be one of the most heavily used areas in the new
building. It will serve as the social and academic hub of the campus. This area will
require furniture that will accommodate high frequency usage.
Estimated Cost: $30,000 (2007-08)
Office Furniture
Most faculty and staff offices will be equipped with existing furniture from the current . ..
building. However, some of the existing furniture is too large for the new space or is,
otherwise, unsuitable. In these cases, major new furniture will be purchased with
construction budget funds. There will be some needs that will become apparent
after occupancy and these will be met from the capital budget.
The new building has student service areas that do not exist in the current building.
These areas will provide enhanced student comfort and privacy, as well as more
efficient service delivery; these student service areas will also require new furniture.
There will be some built-in furniture in these areas, primarily service counters, but
other needs will become apparent as the first year of operations unfolds.
Estimated Cost: $410,000
($120,000/yr.
2008, 2009, 2010 and
$25,00O/yr.
201
1,
2012)
Industrial Shelvinq
Heavy-duty, industrial strength shelving is necessary to furnish and support
maintenance, receiving,
mailroom
and storage requirements.
–
Estimated Costs: $20,000 ($10,000lyr in 2008 and 2009)
LIBRARY BOOKS
Campus West Library
This initiative establishes a goal to invest $250,000 in library holdings over the next
five years in the new Campus West library.
Estimated Cost: $250,000
($50,00O/yr.
over the next five years)
BOND PAYMENTS
Campus West Debt Service
Over the 2007108 fiscal year, Campus West will remain the primary capital project for
McGregor.
We predict capital expenditures of $7,862,364 for the current year and
$4,522,939 in 07/08. For the current fiscal year
(06/07),
the debt service ($518,000)
on the Campus West project will be completely covered from bond proceeds, and for
07/08, Campus West debt service ($552,000) will be covered from a combination of
bond proceeds
(34,000),
bond proceeds and interest earnings ($344,000) and
operating budget ($174,000).
Estimated Costs: $51 8,000
(2008).
$51 8,000
(2009),
$875,000 (201 0,201 1, 201 2)
Barbara
Gellman-Danley,
Ph.D.
President
NOTES
ANTIOCH
UNIVERSITY
PhmDm in
LEADERSHIP
&
CHANGE
PH.D. IN LEADERSHIP AND CHANGE
2006-07 YEAR END PROJECTION
2007-08 PROPOSED BUDGET
2006-07 Summary
The PhD in Leadership & Change had an extremely successful year on all scores. It
will be ending the year approximately $1 50,000 excess revenue over expenses. We
have not had one single student withdraw from the program in the new cohort which
entered in summer 2006. We are in the process of admitting Cohort 7 and, at the
writing of this, we have had close to a 20% increase in applications.
We expect to have a dozen students graduate over the course of the annual term.
We continue to receive extremely high evaluations from our students in terms of their
satisfaction with the program. Over 15
PhD
students presented at this year’s
International Leadership Association national conference. The program’s faculty
continue to be engaged, productive and highly satisfied. Two examples of scholarly
productivity: Jon Wergin’s new book, Leadership in Place and Dick Couto’s edited
collection on Leadership. The program was highlighted by the Ohio Board of
Regents as an exemplar of rigorous ‘non-traditional’ doctoral study on a panel at the
national conference of State Higher Education Executive Officers. The program is
specifically highlighted as a “paradigm shifting innovation” in an
Educause
article
(JuneIJuly
2007).
FY 2008 Budget
I. ENROLLMENTS AND REVENUES FOR 2007-08
Budget Narrative Assumptions
Tuition is projected at $19,600, which is a 5% increase over 2006-07.
Enrollment projection at the beginning of the annual term is projected at 108FTE
(125HC).
This figure assumes a 10% attrition of continuing students from
2006-
07 and 25 new students in incoming Cohort 7. It also assumes the following
pattern of FTE per quarter (although students enroll for a full term, we have
graduates and withdrawals throughout the year: 108 (Summer);
105FTE
(Fall);
103FTE
(Winter); and
95FTE
(Spring).
Tuition ($1 9,600, a
5xincrease)
Fees
($300~15
grads=$4,500;
$75~50apps=$3,750)
Total tuition-generated
OTHER INCOME CATEGORIES
Release from Restricted (PL Institute Higher Ed) $56,243
I. EXPENSES
Salaries:
There is a projected 4% increase for faculty and staff salaries. This makes the
annual full-time Core Faculty salary for 07-08 at $987,637.
Some changes in the Faculty line from 06-07:
– Al Guskin’s status with the university changes: he will now only work 50%
time, but that will all be in the
PhD
Program so the program picks up salary
and benefits. His salary is covered by the restricted funds (released from
restricted)
– A national search will be underway for a new Core Faculty member to begin
in Summer 2008.
– Carol Baron, who covers the program’s statistics, teaching and mentoring,
becomes a half-time Associate Core Faculty member with an annual contract
in 07-08.
I continue to be paid 50% from PhD Program and 50% from the University
Academic Administration line. Of the 50% in the
PhD
Program, half is for faculty
and half is expensed to the administration line.
Jane Garrison continues to be paid 50% from PhD Program and 50% from the
University Academic Administration line.
Non-Personnel Expenses:
Travel $1 30,000
11 people (on 6 trips) at 30 days = 330 nights at @ $150 hotel per night = $49,500
11 people (on 6 trips) -= 66 trips x @ $500 plane = $33,000
330 days x $50 per diem = $16,500
Miscellaneous travel by director, for guests to residencies, conferences = $30,000
Total comes to $129,500 (so I rounded to $130,000)
Subscriptions $45,000
Towards library acquisitions at ANE, was
$40K
in 06-07.
Purchased Services (Whatlf Networks) $50,000
Local Meetings $30,000
This covers food and other costs at residencies, which was
approximately
$30K
in 06-07.
Professional development $16,000
Reflects $2000 for 6 FT Core, and $1,000 for .50 Core.
Consulting $37,000
Blair-$18,000 (alumni, scholarships, newsletter);
Elaine Gale – $12,000 (increase hrs for Writing Center);
Dissertation Editor
$300×20=6,000);
HonorariaIGuest
FacultyISr.
Scholars $10,000
Printingldesign
$15,000
Viewbook
prinffpdf
estimate
$@I
0,000
Advertising $20,000
06-07 line was $15,000. We intend to increase advertising
into two additional areas: librarians, social workers, as
well as continue with existent advertising
Intercampus $27,500
Financial Aid @ $250 per person
C. Boswell – $5,000
M.
Leversee – $2,500
Ill. GOALS AND OBJECTIVES
Conduct national search for next core faculty member.
Conduct five-year retrospective retreat, and plan for future growth.
Build alumni activities, including alumni-giving program
Continue to increase size of applicant pool
Improve & expand writing support for students
IV. POTENTIAL RISK
My time is being split and may prove increasingly difficult as Vice Chancellor role
grows in 2007-08.
Laurien Alexandra
Director
PhD in Leadership and Change
2006-07 Projection & 2007-08 Proposed Budget
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Other Income
Total E&G Revenue
Released From Restrictions
Total Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Miscellaneous
ContingencyfReserves
Campus Contingency, Mandatory
Campus Contingency, Discretionary
Overhead
To the University
Other (Intercampus Agree & Univ Con9
Depreciation
Total Operating Expenses
ExcessRevenueover Expenses
Annual Budget Conversionto Cash B
Capital Expenditures
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
PH.D. IN LEADERSHIP AND CHANGE
2007-1 2 Capital Budget
Antioch University -Ph.D. :Leadership & Change
Capital Budget Request
For the Period July 1,2007 – June 30,2012
New Construction I 1 0
Remodeling 0
The PhD program currently is not on a computer rotation schedule. In order to
ensure the faculty has the most up to date technology for their students, the capital
budget request would allow for a four year rotation of computers and printers for
faculty and staff.
Laurien Alexandre
Director
w
UNIVERSITY
CENTRAL
ADMINISTRATION
UNIVERSITY CENTRAL ADMINISTRATION
2006-07 YEAR END PROJECTION
2007-08 PROPOSED BUDGET
Antioch University central administration is projecting that it will end the fiscal year
2006-07 with a surplus of $308,434 of revenue in excess of expenditures and
reduced to $299,328 on a cash basis. This surplus would have been considerably
larger but the central administration has been burdened with higher than usual legal
expenses that led to an anticipated over expenditure of $158,540 in business
operations. The increase of health insurance premiums on January
1,
2007 resulted
in higher than budgeted staff benefits but was offset by over $30,000 in salary
savings.
The 2007-08 fiscal year reflects an increase of $1,074,513 in expenditures which on
the surface is large. Effective July 1, 2007 the Central Information Technology
organization is officially budgeted centrally. This means that over 20 positions that
were funded and located on the campuses are now being paid on the central
administration payroll and directed by the Interim Chief Information Officer. This
relieves the campuses of the payroll expenses but increases the overhead
campuses pay to support this effort. In most cases it represents a cost neutral
transaction but in each case the IT support at the campuses will increase. The
central IT project has been funded partially from the benevolent gift of $700,000 from
the P & L Foundation.
A moderate salary increase of 3% is proposed for staff. It will partially offset the 30%
increase in health insurance contributions that employees were forced to contribute
on January 1, 2007. Other budget categories remain constant from last fiscal year
but increases have been budgeted in legal fees and IT expenditures and staff.
Another significant change in the overhead calculations beyond the central IT project
is the inclusion of the projected losses by the Antioch Review and WYSO. In the
past these losses were not accounted for and automatically reduced any
contingencies that were left at the campuses by a like amount. Management feels
that it is better to have full disclosure of these projected deficits than an after the fact
accounting entry.
We feel that the central administration budget as submitted will be adequate to fund
the operations that will allow the services to be performed at the level that the Board
of Trustees and campuses deserve but still remains conservative.
Thomas A. Faecke
Vice Chancellor
University Central Administration
2006-07 Projection & 2007-08 Proposed Budget
Revenues
Gifts
Grants
Other Income
Total E&G Revenue
Released From Restrictions
Net Overhead for Central Operations
Total Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Special Events
Supplies
Business Operations ‘
Plant Maintenance
Interest Expense
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Overhead
Other (Intercampus Agree & Univ
Depreciation
Total Operating Expenses
coflf)
ExcessRevenueover Expenses
Annual Budget Conversi
Capital Expenditures
Principal Payments
Add back Depreciation
Total Cash Items
on to Cash El
Net Cash Basis Budget
UNIVERSITY CENTRAL ADMINISTRATION
2007-1 2 Capital Budget
Antioch University -University Central Administration
Capital Budget Request
For the Period July 1,2007 – June 30,2012
–
1 FY08 .’~FYQ~ I FYI0 1 FYI1 1 ~~12 ‘ Total
Furnishings 6,000 } 2,000 1 4.000 f 4,000 1 4.000 1 20,000 1
General Equipment 30,000
Computer Equipment 1 54.000
I
I ! I 0
* Total: ‘- .
, 95,894 [ 30,000 I 30,000 {~,~o,ooo ( 30,000 ‘$15,894 1
The equipment needs of the central administration is minor. With the exception of a
few computers and occasional furniture replacement the capital request remains
small. The needs of the new central IT department were inadvertently budgeted in
the operating budget in the amount of $65,000. This equipment is a few computers
for new staff and the replacement of servers that have outlived their usefulness.
3,000 1 5,000
20,000 1 20,000
Thomas A. Faecke
Vice Chancellor
5,000 1 5,000
20.000 1 20,000
48,000
134,000
ANTIOCH REVIEW
ANTIOCH REVIEW
2006-07 YEAR END PROJECTION
2007-08 PROPOSED BUDGET
In the 2006-07 fiscal year the Antioch Review gift and sales income are down, our
endowment and
“other8′(rights)
is up and we anticipate a deficit of $50,000. The NEA
grant (for a specified project) went unspent and will be used in 2008. We are
exploring ways to increase revenues and reduce fulfillment costs and the NEA grant
money will be used to enhance our sales via the Internet. A plan for the uses of that
money will be in place by the end of June. We are increasing our institutional
subscription rates and cover price for 2008.
Robert Fogarty
Editor
Antioch Review
2006-07 Projection & 2007-08 Proposed Budget
Revenues
Gifts
Grants
Endowment Income
Other Income
Total E&G Revenue
Auxiliary Enterprises
Total Revenues
Annual Budget Conversion to Cash Basis
Cap.ial
Expenait~res
Ado oaen Deprecialion
Total
Cash Items
Net Cash Basis Budget
. . ->.’:O . .. .
,+ . ‘0
.’ 0
0
0
0
-53,266
,. 0 . ,.
.’. . 0
0,. 0
. 2 -53,266
..!:’ .,
:. ..,
32.05%
., ‘ . ‘-2.000 , . : 0
. -2,000
. ‘,,. .,
-36,194
-2.000′
0
-2,000
17,072
ANTIOCH REVIEW
2007-08 to 201 1-12 Capital Budget
Antioch University -Antioch Review
Capital Budget Request
For the Period July 1,2007 – June 30,2012
.-
L– FY08 FY09 FYI0 I FYH-.G{ FYI2 ”1,’- Total- ]
Other Capital Expenditures I 1 I I
The Antioch Review currently has three computers and a printer, as well as a
scanner, which were purchased in 2003. Based on information and figures from
Technology Resources, our capital budget request would allow us to replace these
over a 4 year period, one computer or printer per year.
Robert Fogarty
Editor
ANTIOCH
UNIVERSITY
WYSO
WYSO RADIO
2006-07 YEAR END PROJECTION
2007-08 PROPOSED BUDGET
WYSO Budqet Proiection
WYSO has been working over the past fiscal year to lower costs and increase
revenue in order to work toward achieving a goal of self sufficiency. It is one of our
strategic goals to present a balanced budget in the 2008-09 fiscal year. This fiscal
year despite many challenges, we have made tangible progress in that direction.
Revenue
On the revenue side our membership support dollars rose 7% over FY ’05-’06.
Underwriting continues its upward trend with an impressive 15% increase this year.
WYSO’s
most recent ratings from Arbitron indicate some of the highest listenership
ever. WYSO continues to be the most listened to and innovative Public Radio Station
in the Miami Valley. WYSO also has been hard at work building relationships within
the community, including collaborative partnerships and grant opportunities. We
added our first Silent Auction which was attended by well over 300 listeners and
netted over $1 1,000. This year, WYSO will continue its Summer Concert Series on
the Antioch Campus, a series of three concerts that raise money for the station.
Grants are up significantly this FY because WYSO is in the final stages of a major
technical improvement project completed through grants. This was a one time project
which included a new transmitter, HD radio and backup electric generators. Other
revenue is up due to several factors including increased underwriting, in kind support
and an insurance reimbursement for lightning damage.
Expenses
Expenses for Plant and Maintenance were up significantly this year due to lightning
strike repairs, which were covered by insurance. Benefits costs also rose significantly
this year. The rise in Depreciation reflects the new equipment purchased through the
technical grant. Miscellaneous expenses where higher this year due to increased in-
kind revenue from
eTech
Ohio, the state funded public broadcasting center.
Conclusion
For FY ’06-’07 WYSO is
oroiectina
a cash conversion deficit of $87.000. When
compared to the FY
’05-’06
deficit, which was over $160,000, this
represents
a
significant reduction. This was achieved despite an industry trend of flat membership
growth. For FY ’07-’08 we project that our deficit will be in the area of $85,000. We
have several grants pending for this fiscal year which include funds for new digital
studio equipment and additional news staff to help us grow without increasing the
deficit. In order to lower expenses, WYSO eliminated one full-time staff position.
While this has lowered costs, it has resulted in the scaling back of our local public
affairs and news production. WYSO currently operates with a skeleton staff of 5 full
time positions. In conclusion, because of positive trends in membership, listenership,
and underwriting coupled with staff reductions and decreased base engineering
costs this year, WYSO continues to make real progress in reducing its deficit.
Paul
Maassen
WYSO General Manager
Gifts
Grants
Other I
Total
WYSO
2006-07 Projection & 2007-08 Proposed Budget
Revenues
ncorne
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Miscellaneous
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget
Converi
Capital Expenditures
Principal Payments
Add back Depreciation
Total Cash Items
I to Cast
Net Cash Basis Budget
WYSO RADIO
2007-12 Capital Budget
Antioch University -WSO
Capital Budget Request
For the Period July 1,2007 – June 30,2012
Replacement of computers to keep up with technology is our minor capital
request. WYSO has made large capital expenditures in the 2006-07 fiscal
year funded in total bygrant funds. These expenditures have increased
the quality of our delivery and programming capabilities.
Paul Maassen
WYSO General Manager
NOTES
*
ENDOWMENT
SUMMARY
REPORT
Antioch University
Endowment Summary Report
As of March 31,2007
Student Aid Scholarships
Antioch College
New England
Sourthern California
McGregor
Seattle
Total Student Aid:
General Purpose-Unrestricted
Antioch College
Book Funds
Antioch College
Alumni Funds
Antioch College
Other Purposes
Antioch College
Glen Helen
Antioch Review
New England
Southern California
Seattle
Total Other Purposes:
Original
Endowed Value
Current Increased
Market Value Market Value
Endowment bv Institution
Antioch College 23,669,490 30,070,177 6,400,687
New England 313,704 402,258 88,554
Southern California 21,741 22,654 91 3
McGregor 18,600 20,928 2,328
Seattle 172,078 165,915 -6,163
Glen Helen 773.309 1,191,871 418,562
