1996-97 Year End Financial Statements (bud 13 1)

~TIOCH, UNIVERSITY
REPORT TO THE
BOARD OF TRUSTEES
1996-97 Year End Financial Statements
September, 1997 Financial Statements
October 16-18, 1997

TABLE OF CONTENTS
Introduction
1996-97 Year-End Financial Statements
1996-97 Year-End Budget Performance
Antioch University Summaries
Antioch College
Glen Helen
Antioch New England
Antioch Seattle
Antioch Southern California
The McGregor School
University Administration
Antioch Review
WSO Radio
University-Wide Expenses
Change in Carryforward and Liquidity
1 1997-98 First Quarter Budget Performance
1997-98 First Quarter Performance 54
Antioch University Summaries
Antioch College
Glen Helen
Antioch New England
Antioch Seattle
Antioch Southern California
The McGregor School
University Administration
Antioch Review
WSO Radio
University-Wide Expenses
Receivables Aging Report
Status of Accounts Payable
Cost Centers
Line Items

REPORT TO THE BOARD OF TRUSTEES
OCTOBER 16-1 8,1997
I. INTRODUCTION
The first section of this report contains financial information concerning the performance of the University, its campuses
and associated units during 1996-97. The second section contains financial information on how the University and its
components have performed in the first quarter of the 1997-98 fiscal year. The Datatel Management System and the
cooperation of Campus personnel allow us to present the full first quarter of 1997-98.
The information contained in this report is presented using the Financial Accounting Standards Board (FASB) 117
reporting standards that became mandatory for independent colleges and universities on July 1, 1995. The objective of
this FASB reporting standard is to enhance the relevance, clarity and comparability of financial statements issued by
not-
for-profit organizations, regardless of the nature of their operations or mission. Antioch University converted to the FASB
117 reporting standard before the required implementation date and, consequently, is able to provide financial information
for the current as well as historic periods using a consistent format. The information on the 1996-97 fiscal year expands
and supplements the material presented in the Audited Financial Statements prepared by
Ernst & Young LLP. The
material presented in this document provides a more detailed view of the revenues and expenses of the University and is
intended to promote the understanding of University operations as a whole and of each of its units. By clearly identifying
areas of strength and weakness, this report is intended to serve as a tool for improving the University and allowing
managerial attention to be focused where it is most needed.
I. FORMAT AND CONTENT
The 1996-97 Year-End Financial Review section and the 1997-98 Financial First Quarter Performance section contain
summary schedules for the entire University and similar schedules for each campus, the Central Administration, Glen
Helen,
WYSO
Radio, the Antioch Review, and University Wide accounts. Each campus and operating unit has prepared

narrative descriptions of the significant events that caused the unit to deviate from its budget. The purpose of the
narrative is to provide an overview of how each Campus performed during the prior fiscal year and how well it is
managing during the first quarter of the current year. The narratives also provides an opportunity for the CEO or unit
manager to describe the problems he or she has dealt with during the previous year and the opportunities that are being
exploited during the current fiscal year.
Revisions to the 1997-98 capital budget may be necessary. Under Board of Trustee policy, Trustee approval is required
for any non-personnel expenditure of $10,000 or more. The Capital Budgets that are presented to the Board at the June
meeting contain plans for capital expenditures, but during the first quarter of the fiscal year, some Campuses have
identified changed conditions as well as additional resources that can be applied to make capital improvements. In some
cases, a campus may need to acquire additional equipment, particularly technology, while in other cases repairs or
improvements to the physical plant may be needed.
Ill. THE FUNCTION SCHEDULE
For the University as a whole and for each of the Campuses and units, each section of this Report contains two
schedules. The first is the Summary by Function. This schedule provides information about Revenues by Type and
Operating Expenses by Function. The purpose is to show what happened during the prior fiscal year and what is
happening during the current quarter to the various revenue and expense categories. This schedule shows how prior
year experience and the budget compare with what has actually happened during the reporting periods.
In both the Revenues and Operating Expenses sections of this schedule is a reference to
“E&G1′.
This abbreviation
stands for Educational and General and the Total E&G lines show the Revenues and the Operating Expenses of all
functions other than those which are classified as Auxiliary Enterprises. The E&G subtotals are provided to simplify
comparison of the revenues and expenses of the primary missions of the University while excluding “support functions”
that are not part of the primary missions. Auxiliary Enterprises include support functions such as dining services,
housing, bookstore, and similar “businesses”.
An additional Revenues item that appears below the Total E&G Revenue totals is Released from Restrictions. The
amounts on this line reflect funds that were initially received by the University or Campuses for specific purposes and held

until they could be spent to further the specific purpose. Most of this money represents gifts or bequests that have been
provided for such things as scholarships or specific program initiatives. Much of the funding of this type is expended in
the year it is received but Restricted Funds are often held for several years until they can be expended in accordance
with the conditions set out by the donor. For example, scholarship funds that provide for students with certain types of
abilities or needs will not be expended until such students can be identified. Restricted Funds do not become part of the
Operating Budget until released. Prior to being transferred to the Operating Budget, Restricted Funds are carried in the
accounts of the University and invested in accordance with University policy.
Because restricted revenues do not become part of the unrestricted operating funds of the University until they are
Released from Restrictions, the amounts shown for Gifts and Grants may vary from the figures reported by the
Development Offices for the same period. The Development Offices report gifts as they are received or pledged.
Pledges are commitments that will be realized at a future date and are not expendable until the funds are actually
received. Funds that are given for a restricted purpose are invested until they can be expended for the purpose specified
by the donor. Several years may pass before a campus can expend a restricted gift as the donor intended, but the
restricted gift is recorded by the Development Office when it is received. The financial schedules contained in this report
do not reflect restricted revenue until it is expended. Therefore, reports from the Development Office may show higher
giving levels than will appear on these schedules.
Restricted Funds should not be confused with Endowment Funds. Endowment Funds are also separated from
unrestricted revenues and are also limited to specific purposes as provided by their donor. The primary difference is that
the principle of Endowment Funds must be retained in perpetuity and only the annual income can be expended to satisfy
the purpose of the donor. On the other hand, the principle amount of a restricted gift can be used as soon as a valid
purpose has been identified. The annual return on Endowment Funds appear as a Revenue Item on the Endowment
Income line.
The schedules in this Report for Antioch University as well as the schedule for Central Administration and the University
Wide Expenses contain an additional line, “Net Overhead for Central
Ops.”
This line has been added on these three
schedules to more clearly display the cost of central operations. Ordinarily, the Overhead used to support the Central
Administration and the University Wide Expenses budget would appear as a “negative expense” entry, but the Board of
Trustees has requested that central operations be displayed more in keeping with how the budgets of the individual

Campuses are displayed. Accordingly, this line has been added to these three schedules and appears as a quasi-
revenue entry. It shows how much is transferred from the operating units to meet the costs of central operations and it
clearly separates the “revenue” of the central operations from their expenses and makes it easier to see the true cost of
these units.
The Operating Expenses section of the Function schedule provides financial information for each of the primary activities
or programs. Each operating department of the University is classified in accordance with its primary function. For
example, the Languages Department of the College is classified as Instruction and all of its expenditures will be
combined with those of other teaching departments and reported on the Instruction line of the Function schedules. A list
of the Cost Centers which comprise each of the Functions is presented on page 91.
In the first section of this Report, the columns of the Summary by Function schedules present information about the
actual activity of the prior year, the budget for 1996-97 and the actual experience for 1996-97. The last four columns
provide comparisons of the 1996-97 actual experience with the budget for that year and comparison of how the 1996-97
actuals compare with the actuals from 1995-96. The dollar variance is given for these comparisons and a percentage of
variance is also provided. Similar information is provided in the second section, but the data and comparisons are for the
first quarter of the fiscal year.
FASB 117 requires the presentation of information on an accrual basis, but the actual management of the University also
depends on maintaining an appropriate cash flow so that current obligations can be met. The schedules in this Report
contain a conversion to cash basis section which identifies those expenses and revenue sources that must be considered
when adjusting from an accrual basis to a cash basis. These items are primarily concerned with equipment and facilities
which, although occurring in one fiscal year, are depreciated over their useful life. Accumulated depreciation is shown as
an offset to the Depreciation Expense that is included as a part of the Plant Maintenance function. Borrowing proceeds, if
any, associated with the expenditures shown are reflected on a separate line as are the Principle Payments necessary to
retire the loans of previous years.

IV. THE CATEGORY SCHEDULE
The second major schedule used in both sections of this Report is the Summary by Category. On this schedule, the
Revenues reported on the Function Schedule are condensed to a single line. For the University as a whole, the Central
Administration and the University Wide Expenses schedules, a second line is added to show the Net Overhead for
Central Ops. Although technically not a revenue item, it is treated as a quasi-revenue on this schedule so that these
three units and the Campuses can be presented in similar ways.
Operating Expenses from the Function schedule are presented by category
(e.g.,
Salaries & Wages, Benefits, Supplies).
These categories show how expenditures have been made by the kinds of goods and services purchased. The
components of each of the Expense categories is listed in detail on page 92.
A section of these schedules shows the
ContingencyIReserves
that the Campuses are required or encouraged to
budget. The “Campus Contingency, Mandatory” amount is budgeted at 2% of net revenue and this sum can be released
during the year in order to meet unexpected expenses or to off set lower than anticipated revenues. Campuses which
are meeting their revenue targets may also request release of these funds to pay for special capital improvements that
they might not otherwise have been able to make. These requests can be honored only when the University as a whole
is performing well.
The “Campus Program Contingency, Discretionary” is a reserve amount determined by the individual campus.
Depending on the volatility of its programs, a campus may elect to hold an additional sum above the Mandatory amount
to off set possible revenue fluctuations. The amount of this Reserve is determined by the Campus, and the Campus
determines when this Revenue should be released for expenditure. Not all Campuses elect to place funds in this
Reserve.
The Liquidity Reserve is equal to 1 % (1 5% for Seattle) of the net tuition and fee Revenue of each Campus. The Liquidity
Reserve is not available for expenditure for any purpose, but the amounts budgeted are added to the Liquidity Reserve
each year and allowed to accumulate in order to restore the financial integrity of the University. The bond issues that
have financed facilities at New England, Seattle, and retired debt for the College require the University to operate with an
excess of revenue over expenses in each year. In order to satisfy this ratio requirement and to build for the time when

the University can satisfy Moody Investors Service requirements for a bond rating, this money is accumulated during the
year in a University-wide account. At the end of 1996-97, the first year in which the Liquidity Reserve was in operation,
the University accumulated $349,193. This sum is identified with each campus through a series of sub-accounts and has
been invested in accordance with University policy. A schedule showing the Funded and Unfunded Reserves as well as
the Liquidity Reserve balance for each of the Campuses is contained on page 53.
The Overhead section of the Summary by Category schedule shows the assessments that are made against each
Campus in order to support operations of the University. The assessments are made at the rate of 13.75% of net student
revenue. Net student revenue excludes tuition generated by new programs less than two years in operation, tuition
discounts and waivers, and uncollectable tuition and fees. From the overhead, Rebates from the University are
transferred to the individual campuses as is the Subsidy from Overhead. Campuses which receive Rebates and
Subsidies will show negative amounts in these schedules because the transfer is shown as a negative expense rather
than as a Revenue. Although these transfers are income to the receiving campus, from the standpoint of the University
they represent only the reassignment of revenue from one campus to another.
Depreciation is a major expense for the University, and is carried centrally because all facilities are held in the corporate
name of the University. Both the Depreciation Expense and the Add Back Depreciation entries appear in the University
Wide Expenses section on pages 87 and 88.
The columns for 1996-97 and the first quarter of 1997-98 on the Category schedules are identical to those on the
Function schedules.

1996-97 YEAR-END BUDGET PERFORMANCE
The financial performance of Antioch University was vastly improved in 1996-97 over its performance in the previous
fiscal year. As a whole, the University reversed the declining change in Total Increase in Net Assets (Excess Revenue
Over Expenses) and achieved a higher figure than in the previous three years. Total Increase in Unrestricted Net Assets
in 1996-97 was $1,817,344 compared with $210,269 in 1995-96, $1,075,005 in 1994-95 and $1,790,228 in 1993-94.
On a Total Increase in Unrestricted Cash basis (Net Cash Basis Budget) the University ended 1996-97 at $440,171
compared with $1 19,915 in the prior year.
Completing the fiscal year with a marked improvement in Total Net Assets as well as a significant increase in the Total
Unrestricted Cash from the prior year signal considerable improvement in the overall financial health of the University.
STATEMENT OF FINANCIAL POSITION
The Statement of Financial Position presents information similar to what can be found on the Balance Sheet of a for-profit
organization. The official Statement of Financial Position is contained in the Audited Financial Statements prepared by
Ernst & Young, but that schedule does not provide detail for the individual campuses. The Statement of Financial
Position contained in this Report shows the Total Assets, Total Liabilities, and Total Liabilities and Net Assets. Because
depreciation and most physical assets are recorded on a University-wide basis, the Total Assets and Total Liabilities and
Net Assets do not balance except at the Total University level.
The Statement of Financial Position is only a snapshot of the condition of the University at one particular moment in time,
June 30, 1997. However, it does provide insight into the financial status at the close of business for 1996-97 and when
compared to the Statement from the prior year can be a useful indicator of the financial direction of the University. On
June 30, 1996 the Total Liabilities and Net Assets of the University was $62,937,957. At June 30, 1997 this figure had
increased by $10,316,929 to a total of $73,254,886.

UNRESTRICTED STATEMENT OF ACTIVITIES
The Statement of Activities is most comparable to the Income Statement of a for-profit organization. The purpose of the
Statement of Activities is to summarize operations of the 1996-97 fiscal year. The full Statement of Activities for the entire
University is contained in the Audited Financial Statements prepared by
Ernst & Young. Their statement contains the
Unrestricted, Temporarily Restricted, and Permanently Restricted funds and thereby provides a complete picture of the
entire “bottom line.” The schedule contained in this report focuses on Unrestricted funds because they constitute the
operating revenues and expenses of the campuses and the University as a whole. By looking at the increase or
decrease in net assets it is possible to get a quick understanding of how well the University performed during the fiscal
year. Last year the “bottom line” showed a decrease in net assets of $-674,580. This year, the Statement of Activities
shows an increase in net assets of $1,817,344.
Within the largely favorable 1996-97 results are both favorable and unfavorable conditions. An examination of the
revenue and expense detail discloses some of the areas where things went well and some where continuing attention is
required.
UNRESTRICTED REVENUE
The 1996-97 Total Educational and General (E&G) Revenue for the entire University was $225,352 below the budgeted
level, compared with $1,598,837 below the budgeted level in 1995-96. Tuition revenue was 5.57% below budget and
1.91 % below tuition received in the prior year due largely to enrollment declines in southern California, projection errors
made in developing the
McGregor
budget, the academic calendar conversion and the nonavailability of the second
summer block revenue at the College, and flat enrollment growth in New England:
Net Tuition and Fee income was 81.6% of all E&G Revenues in
1996-97.
Although Total
E&G
Revenue was only
$225,352 below budget, the Tuition and Fee income was $2,136,663 below budget. Four of the five Campuses had
tuition income below their budgets.

Tuition and Fees
1996-97 Year-End
Antioch College
Glen Helen
New England
Seattle
Southern California
McGregor
TOTALS
1996-97
Budgeted
Revenue
$1 0,377,497
114,195
8,271,602
6,153,297
8,051,287
5,385,562
$38,353,440
1996-97
Actual
Revenue
$8,893,663
1 16,989
8,247,717
6,537,877
7,425,607
4,994,924
$36,216,777
Variance
$-I ,483,834
2,794
-23,885
384,580
– 625,680
– 390,638
$-2,136,663
In previous reports, tuition and fee income at the College was projected to be below budget because of policy changes
made in the previous year. The change in the academic calendar alone accounted for nearly 40% of the unrealized
revenue at the College. A second major component of the shortfall was the decision to charge only $8400 when a
student took only one study term during the year. By not charging a full year’s tuition when a student took two coop
semesters, the College lost about $630,000.
The calendar change was a one-time event that will not occur in 1997-98, but the policy of not charging for a full year
when a student takes only one study term will continue to effect 1997-98 even though the policy has been changed.
The catalogs and other printed material containing the reduced tuition policy had already been circulated and used to
determine financial aid packages. The College was aware of this situation and has budgeted 1997-98 revenue
projections accordingly.

The enrollment decline in Southern California has also been presented in previous reports, but income levels there
remain of concern because the 1996-97 tuition shortfall was partially covered from funded reserves. Continued low
tuition income will require additional spending reductions.
New England was able to reduce expenses to offset the lower tuition revenue and the 1997-98 enrollment seems to be
on track.
McGregor
was able to limit spending when it became apparent that tuition-income had been inaccurately projected in the
budget.
Grants revenue was up 14.47% over budget, although 3.26% below the level of the prior year. The variance from budget
in Endowment Income and in Contracts revenue were offsetting. The major revenue gain appeared as Other Income.
Other Income was up 192.39% above budget and 79.66% above the prior year. The major portion of this additional
revenue is from realized and unrealized gains on University investments which reflect the considerable positive activity of
Wall Street during the past year. Much of this additional revenue is unrealized and, therefore, not available for
expenditure although it does add to our assets. Because it is not available for expenditure, it does not directly provide
relief for cash operations and we continue to operate during periods of the year with a tight cash position.
UNRESTRICTED OPERATING EXPENSES
For the University as a whole, E&G Expenses were nearly $700,000, or 1.5%, below budget and only .83% above prior
year expenditures. The exceptionally modest year-to-year growth in expenses masks the budget reduction steps that
were taken by the Campuses in response to reduced revenues. Although modest, inflation for the year was above this
growth percentage and the wage increases for faculty and staff also exceeded the year-to-year growth percentage.
Salaries and wages were actually
.65%
lower this year than in the previous year.

Educational and General Expenses
1996-97 Year-End
1996-97
Budget
Expenses
Antioch College $1 1,796,435
Glen Helen 681,857
New England 8,759,218
Seattle 6,637,706
Southern California 8,157,355
McGregor
5,406,875
Central Administration 1,885,445
University Wide 2,634,097
WYSO Radio 445,356
Antioch Review 103,320
1996-97
Actual
Expenses Variance
TOTALS $46,507,664 $45,808,504 $-699,160
Fringe benefit costs for 1996-97 were 6.78% below the budgeted level for several reasons. The largest factor is that
medical claims remained reasonable and we realized considerable savings on our medical and insurance costs as a
result of joining preferred provider groups in Ohio and California. As a result, at the end of the year those campuses
which had favorable medical expense experience were rebated a total of $322,625 against their medical insurance
expenses. The second most significant factor in lowering fringe benefit costs was a lower than expected cost of
unemployment insurance. The strong economy throughout most of the country allowed claims to fall and this reduced
costs. A total of $106,665 was returned as a credit to the Campuses. A third factor influencing fringe benefit costs was
improved workers’ compensation charges. In Ohio, new legislation changed the fundamental nature of workers’

compensation and resulted in lower costs for participating organizations. As a result, the Campuses received a total of
$36,775 in credits to their workers compensation accounts.
1996-97 Fringe Benefit Rebates
Medical
Antioch College $79,223
New England 151,082
Seattle
California
McGregor
61,159
Central 31,161
TOTALS $322,625
June, 1997
Workers
Compensation
$22,895
5,228
4,647
5,039
1,532
$39,341
Unemployment
Compensation Totals
$149,819
161,723
4,801
37,381
75,895
39,OI
2
$468,631
During the year, major construction activities influenced the appearance of the University’s Revenues and Expenses.
Gifts for the renovation of Birch Hall totaled approximately $1.3 million and this amount appears as a Revenue in the
Released from Restrictions line with related project costs appearing as a Capital Expenditure. If the Revenue and
Expenses associated with the Birch Hall renovation are excluded, the University’s Excess Revenue over Expenses would
be only $484,176. Borrowing proceeds were up on a year-to-year basis by nearly 950% as a result of the Seattle building
project.
Not readily apparent on any of these schedules is the continuing progress being made by the University in retiring an
internal loan obligation. During 1978-79 when the University was experiencing severe financial difficulties, a portion of
the endowment was pledged to guarantee a bank loan that the University used for operations. When the University could
not make payments on the loan the holder of the collateral sold the stocks and bonds that had been pledged. 1980-81,

the Board of Trustees directed the repayment of the lost collateral to the Endowment Fund. This obligation is being
repaid by applying unrestricted realized and unrealized gains on the pooled investments to this obligation rather than
using them for operations. Due to the favorable stock market, repayment was accelerated this past year. In 1996-97,
$659,080 was used to repay the outstanding balance which now stands at $804,285. Because this loan bears interest
at
8.5% (except for $450,000 which bears interest at 7%) there is an incentive to repay this internal obligation. As of June
30, 1997, a total of $2,533,060 has been repaid.
Although positive, the 1996-97 results would have been better if certain events had materialized. A bequest budgeted by
the College, for example, remains tied up in probate and could not be counted as originally planned. In addition, the
results for the College could have been made more favorable by crediting additional summer block revenue and using
restricted fund balances to “bridge” the fiscal years. These actions, if taken, would have made the financial statements
appear better, but would not have actually improved the financial position of the College or the University. Rather, the
presentation in this report shows the consequences of decisions made prior to
1996-97
and clears the way for better
reports in the future.

Contra1 Adfflin
Inc WYSO,
Antloch Review (tow England
—–
Seattle
.—
6,443,454
2 0
331,781
135.325
-753
214,337
282.970
7.407.1
34
-5.350
7.40 1,784
Total
—–
33,498.000
1,582,098
3,120,770
0
240,170
283,597
1.524.855
25,395
2,855,342
818.893
43,725.1
20
3,929,588
47,854,688
Revenues and Gains
Tuition and fees
Conlribulbnt
Contractt
and other exchange transaction*
Investment
Incm
on
life
Income and
annutty
agreement
Invectmfnt
Income on endowment
mr
Invdncnt
Inconw
Not
raaNÃˆ
g*ln*Ãˆ- Budget
To 110647 Actual
Chango
From
1 WS-M Actual
To
110647
Actual

Antloch Seattle
1606-07 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries 6 Wages
Benetis
Training 6 Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Route Coats
Miscellaneous
Contingency/Reserves
Campus Contlnoeocy, Mandatory
Campus Program Contingency. Dlscrestk>nar
UqukJIy R-
Overhead
To the University
Rebates from the Untversity
Subsidy from Addl Campuses
Subsidy from Overhead
Other (Intercampus Agree 6 Univ Cd)
Depreciation
Total Operating Expenses
ExoeÃ Revenue over Expenses
Annual Budget Conversion to Cash Baste
Capital Expenditure
-no Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash items
Net Cash Baste Budget
1995-66
Actual
.—
6.41 2.042
3,231,877
785,883
187.809
55.882
22,487
57.165
399.899
666.181
12,892
151.396
7,358
-86.693
-50.000
0
818.558
-189.654
45.912
0
3,622
0
6,120,574
291.468
294.805
0
0
0
0
294.805
-3,337
1806-97
Budget
6,875,531
3,313,151
840.702
99.008
65.287
18,974
71,067
437,801
752.395
12.990
164,414
5.174
125.788
206,176
62,894
799.140
-189.654
45.912
0
9,966
0
6.841.183
34.348
7,399,348
-7,500.000
135,000
0
0
34,348
0
1996-67
Actual
…–..-
7,401,786
3.384.195
833.410
152.062
92.763
30,257
73,057
432.880
785,707
17,195
172,813
-7.471
0
0
62.894
799.140
-189.654
45.912
0
11.348
0
6,678,508
725,278
6,456,071
-6,218,245
0
0
0
239,828
485,452
Changa From
1ÃˆÃˆÃ‡ Budgat
To 1ÃˆM-8 Actual
Chango
From
IMS-M Actual
To 18M-07 Actual

ANTIOCH SOUTHERN CALIFORNIA
1996-97 Year-End Review
The largest single item affecting the Southern California budget during 1996-97 was the continued decline in enrollment.
Overall annualized FTE for the Region was 68.40 below projection–an 8.40% decrease. All programs in Los Angeles
were below projections with the BA Program 14.79% below estimates, the MAP Program 10.25% below estimates, and
the
MAOM
Program 4.02% below estimates. The
MAOM
Program in Santa Barbara was the only program in the Region
to exceed enrollment projections (by an impressive 26%) while the BA Program was 10.14% below estimates and the
MAP Program was 1.31 Oh below estimates. Despite not meeting projections, it must be said that the Santa Barbara
campus continued to grow slowly when compared to 1995-96 enrollment. The campus achieved an annualized FTE
enrollment of 236.29 which is the highest enrollment in the campus’ 20-year history and is 2% higher than the previous
year’s enrollment.
These enrollment shortfalls produced a tuition reduction of $625,680
(-7.77%),
but several other revenue categories
assisted in reducing the total shortfall. Tuition remission for employees was under what was estimated, and this
produced a budget savings. Grants were above estimates because unused funds were received from other campuses
within the University for award to Southern California students. Although unrestricted gifts did not meet estimates,
restricted gifts were more than anticipated, and these funds are shown as Released from Restrictions. Other Income also
was higher than expected because more interest was accrued than anticipated. Overall revenue for Southern California
was $51 3,727 below projection (-6.29%).
On the expenditure budget (By Function), all spending was below projection (except in Plant Maintenance and
Scholarships) because rigorous controls were placed on what was spent. Major savings were realized in the personnel
area by not filling positions. Plant Maintenance expenditures were higher than anticipated because of
buildout
expenses
for Suite 202 and the lease of additional space in Santa Barbara beginning April 1, 1997. Los Angeles rent payments
also were slightly under budgeted. More scholarships were awarded to students because we received more funds from
other campuses and because restricted gifts from donors exceeded estimates.
– 34 –

Looking at expenditures more closely (By Category), Student Aid Services shows an over expenditure because of the
reasons cited above and because some minor errors were made in the booking of Cal Grants from the state. Special
Events exceeded estimates because facilities rental fees for the Santa Barbara graduation ceremony were increased by
the landlord, and Los Angeles conducted more alumni and development events than anticipated. Business Operations
shows a variance because of the increased level of advertising and student outreach that was undertaken to address
enrollment declines and because temporary personnel were employed rather than hiring permanent employees. The
over expenditure for temporary personnel appears in Business Operations, and the savings from not hiring permanent
personnel appears in Salaries and Wages.
The Plant Maintenance variance has been explained above, and the Interest line shows a variance because fewer
students meant fewer students using credit cards for payment of tuition. Finally, because of enrollment issues and the
resulting revenue reductions, Capital Expenditures were held to a minimum and were less than budgeted.
The 1996-97 year was difficult given a continued decline in enrollment. Anticipating this problem, the University
Leadership Council authorized at mid-year the expenditure of $200,000 in carry forward funds to balance the Southern
California budget. The actual funds that were needed to accomplish this were $200,097.
Dale A. Johnston
Provost

Antioch Southern California
1@Ã‘-@ Actual Expenditure Summary by Function
RevnueÃ
Tuition
6 Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expen-
Instruction
Research
Public Service
Academic Support
Student
Services
Imtllutional Support
Plant Maintenance
Scholarships
Total EhG Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue war Expenses
Annual Budget conversion to Cash basis
Capital Expenditures
Bon-owiw Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash hems
Net Cash Basb Budget
188s-86
Actual
..–
7,807,017
-21 0,882
655
268.983
0
0
27.646
7.893.409
0
16.970
7,910,379
2,813,237
0
83.791
495.605
1.160.614
1,867,051
950.589
277,103
7,648,690
0
7,648,890
261.489
21,018
0
0
0
0
21.018
240,471
1096-87
Budget
.–.–
8,051,287
-213,227
25,000
252.120
0
0
18,175
8.133.355
0
39.000
8.172.355
2.874.429
0
96.050
602.963
1,121,396
2.213.365
979,630
288.620
8,157,355
0
8.157.355
15.000
67,200
0
0
-52,200
0
15.000
0
Changn From
ltÃ‘4 Budgrt
To 1-47 Actual
Change From
1Ã‘S- Actual
To 1 W47 Actual

Antioch Southern California
1096-97 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscalaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus
Program Contingency, Dtecrostenan
Liquidity Reserve
Overhead
To the University
Rebates born the University
Subsidy trom AduM Campuses
Subsidy from Overhead
Other (Intercampus Agree 6 Univ Cod)
Depreciation
Total Operating Expenses
Excess Revenue over Expense*
Annual Budget Conversion to Cash Baste
Capital Expenditures
BofTowing Proceeds
Principal Payments
Fhx Year Reserves
Add Back Depreciation
Total Cash hems
Net Cash Baste Budget
I 006-06
Actual
—-
7.91 0,379
3,932.870
936.783
101,075
82.492
29.583
139.530
838.026
1,025,072
19.038
0
4.482
-180.993
22.065
0
1,087.31
5
-251.926
62,578
0
0
0
7,648,800
261,489
21.018
0
0
0
0
21.018
240.471
1006-07
Budget
..—-
8,172,355
3.982.898
998.644
141.459
82.132
25,760
132.515
568,473
1.041.280
20.150
0
2.850
157.636
41.308
78.818
1,082,744
-250,000
62.578
0
8.110
0
8,157.355
15.000
67,200
0
0
-52,200
0
15,000
0
1006-07
Actual
ChangÃ
From
1886-87 Budgl
To 1986-97 Actual
$ %
—— -.—–
-513.727 -6.29%
Change From
1006-86 Actual
To 1806-97 Actual
$ %
.-.-.- .——.
-251,751 -3.1 8%

THE McGREGOR SCHOOL
1996-1 997 Year-End Review
From a revenue point of view, 1996-97 was an extraordinarily difficult year for The McGregor School. Although our
Individualized Master of Arts (IMA) programs held up relatively well in terms of performance to budget, our two largest
programs, the
B.A.
completion program (The Weekend College) and our Graduate Management Program fell
significantly short of projections. The Weekend College budget projection for 1996-1997 utilized as its baseline an unduly
high estimate of continuing students which, coupled with some actual softness in new student numbers, produced a
revenue shortfall for this program alone of almost $300,000. The Graduate Management Program, the largest graduate
program in management on an FTE basis within the Antioch system, suffered from a variety of problems during
1996-97:
a maturing market, increased competition, and the unexpected loss of its Director. It fell short of budget by about
$100,000. Overall, revenue fell short of budget by $436,333.
This serious weakness in the numbers was apparent by October 1, 1996, and immediate steps were taken to deal with
the problem. On the personnel side, a budget freeze was quickly implemented. This freeze included all hiring within The
McGregor School, including both budgeted positions not yet hired by October 1 as well as replacement positions for
people who left voluntarily during the year. In addition, several staff and administrative positions were permanently
eliminated by reorganization subsequent to their incumbents leaving for other jobs. Finally, program and administrative
directors were cautioned to cut back whenever and wherever possible in non-personnel budget lines and they all
complied.
The results were quite dramatic. On the personnel side (Salary and Benefits lines) alone, $500,000 was cut out of the
budget, more than the total amount of the shortfall. In addition, expenditures for Business Operations and Plant
Maintenance were closely monitored and generated another $1 00,000 in savings against budgeted expenses. The net
result, which is clear testimony to the ability of the McGregor community to pull together during a time of crisis, was that
we ended the year with a net surplus of $425,710. Described in other terms, the revenue shortfall of $436,333 was more
than counterbalanced by reductions in budgeted expenses of $862,043. In fact, savings in budgeted expenses were

more than twice the very considerable revenue shortfall. I am extremely proud of the efforts of McGregor faculty,
administrators, and staff in producing this result under difficult, often highly adverse, conditions.
Steven J. Brzezinski
Interim Provost

The McGregor School of Antioch
IBM-97 Actual Expenditure Summary by Function
Revenuee
Tuition 6 Fees
Less Tuition Discounts
Gifts
Grants
Endowment
income
Contracts
Other Income
Total EhG Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction
Research
Pubk Service
– Support
Student Services
Imtitutlonal
Support
Plan! Maintenance
Scholarship*
Total EhG Expense*
Auxiliary Enterprises
Total Operating Expenses
EX- Revenue over Expenses
Annual Budget conversion to Cash basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
1985-86
Actual
-..-
4,830,675
-140,878
0
12,274
0
26.828
17,041
4.736.040
40,845
62.222
4,840,007
2,151,182
0
118,500
0
604.803
1,420,059
-1 03.345
2,274
4,194,553
101,860
4,206,413
552.504
440.310
0
0
0
0
440.310
103.284
1808-87
Budget
—.
5.385.562
-02,063
0
63,330
0
54.000
020
5,411,740
133.500
0
5,545,240
2,644,843
0
150,752
0
650,774
1,821.521
120.985
0
5,406,075
138.374
5,545,240
0
58.000
0
0
-56.000
0
0
0
1808-07
Actual
–.-
4,904,924
-68.433
100
50,505
0
26,047
8,787
5,011,030
77,808
10,088
5,108,916
2,236,404
0
120.886
487
629.013
1,535,077
61.203
4.068
4,596,318
86.888
4,883,206
425,710
66,471
0
0
0
0
66,471
350,230
Change From
1000-B7 Budgt
To lBM-47 Actual
Change From
1005-M Actual
To lSM47 Actual

The McGregor School of Antioch
1996-97 Actual ExpÃ§ndltur Summary by Category
Revenues
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
suppttea
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency,
Mandatory
Campus Program Contingency, Dlscrestfonar
W-Y –
Overhead
To the University
Rebate* (rom the University
Subsidy from Ad& Campuses
Subsidy from Overhead
Other (Intercampus Agree 6 Univ Cord)
Depreciation
Total Operating Expense*
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basb
Capftal Expenditure*
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total
Cash Hems
Net Cash Basis Budget
1996-96
Actual
—
4,849,007
2,046,805
448.153
144.313
0
81.865
92.951
663.179
39.819
16,176
0
15.310
-127.237
0
0
566.1 14
-131,167
29.880
0
410.162
0
4,296,413
552,594
440.310
0
0
0
0
449.310
103,284
1906-97
Budget
—
5,545,249
2,384.438
765,746
132.189
0
41,750
54.000
785.529
98.817
15.057
0
49.538
94.835
44.132
47.418
651.994
-131.165
29.880
0
481.091
0
5.545.249
0
58.000
0
0
-58.000
0
0
0
1906-97
Actual
——
5,100,916
Chango From
1ÃˆÃˆÃ‡ Budgt
To lBM-87 Actual
Chango
From
1WS-M Actual
To 19Ã‘-8 Actual

ANTIOCH UNIVERSITY ADMINISTRATION
1996-97 Year-End Review
The Central Administration generates modest amounts of revenue each year. In 1996-97, actual total revenue of 21,955
was $5,305 more than budgeted, but considerably less than in the prior year. The gift revenue received by the Central
Administration is from individual Trustees and is used to defray the costs of Board operations. In 1995-96, the University
had Revenues Released from Restrictions of $96,509 to assist with the implementation of the Datatel project. Because
this funding was not recurring, the total revenue for the Central Administration declined by 79% over the prior year.
The costs of operating the Central Administration are covered by revenues generated by Campuses and transferred to
the University as Overhead. In 1996-97, actual overhead expended was $20,456 less than the amount budgeted.

University Central Administration
1006-67 Actual Expenditure Summary by Function
Revnuma
Tuition 6 Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total EhG Revenue
Auxiliary Enterprises
Released From Restrictions
Total Rwenuoa
Not Ovrtfd for Contral OpÃ
Operating Exp-
Inslructkm
Research
Pubic Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Total EhG Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Add back Depreciation
Total Cash Hems
Net Cash Basis Budget
1006-07
Budget
—-
0
0
12.000
0
0
0
4.650
16.650
0
0
16.650
1.01
8.205
10.463
0
0
53.300
110.670
1.71 1,003
0
0
1.885.445
0
1,865,445
40.500
40.500
0
0
0
0
40,500
0
1966-67
Actual
—-
0
0
21,052
0
0
0
3
21.055
0
0
21.055
1,607,839
0
0
0
0
112.225
1,740,663
0
0
1.862.1
08
0
1,862,106
57.686
57.686
0
0
0
0
57.686
0
Change From
1Ã§M-0 Budgal
To 1006-67 Actud
Change From
lB9548 Actual
To 1006-07 Actud

Total Revenues
Net Overhead for Central Ops
Total Revenues and Net Overhead
Operam Expe-
Salaries & Wages
Benefits
Trahhg 6 Development
Student Aid Services
Sped Events
SuppUM
Business Operations
Plant Maintenance
Interest Expense
Resale Coals
Miscellaneous
Conlhgency/Resarves
Campus Contingency. Mandatory
Caiwu* Program Contingency, DtecresUonary
Uquw ~~
Overhead
To the UnlveraHy
Rebedm from the University
Subsidy from Ada C-
Subsidy from Overhead
Other (Inlercatrpua Agree 6 Univ Confl
DepreWn
Total Operating Expense
ExcaaÃ Revenue over Exponw
Annual Bud@ Conversion to Cash Baste
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depredation
Total Cash Hems
Net Cash Basis Budget
1996-96
Actual
—
106,128
1.788.568
1,894,696
64 1.902
152,747
184,120
0
938
28.924
673,847
187,506
25
0
3.098
0
0
0
0
0
0
0
0.940
0
1.890.047
4.649
143.306
0
0
0
0
143.306
-138.657
1896-97
Actual
——-
21,955
1,897.839
1,919.794
707,049
215,437
186,660
0
2.061
29,916
517,193
190,904
370
0
2.846
0
0
0
0
0
0
0
9,672
0
1,882,108
57,686
57.686
0
0
0
0
57,686
0
Cham From
1ÃˆÃ§Ã§ Bud@
To 1-7 ActU~l
Change From
1Ã‘S- Actual
To 1-97 Actud

ANTIOCH REVIEW
1996-97 Year-End Review
The Antioch Review is a quarterly journal which is budgeted and operated through the University. It has been given
editorial independence and management of the Review has been delegated to the editor. Since the elimination of any
subsidy from the University in 1995, the Review has had balanced budgets in part because of cuts and in part because of
fund raising efforts.
The Antioch Review completed 1996-97 with a surplus of $42. Total revenues were $888 lower than budgeted, but
expenses were reduced by $930 to insure that the budget would balance.
Robert
Fogarty
Editor

Antioch Review
1096-07 Actual Expenditure Summary by Function
Revenue8
Tuition & Fees
Less Tuition Discounts
Gis
Grants
Endowment income
Contracts
Other Income
Total
E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Exp-
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plan! Maintenance
Scholarships
Total
E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prim Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Baste Budget
1 095-08
Actual
–..—
0
0
33.435
500
0,185
0
4,048
47.168
55.834
0
103.002
0
0
02,300
0
0
0
0
0
02.300
0
02.300
10.603
3.735
0
0
0
0
3.735
6.868
1868-97
Budget
0
0
27,320
1,075
10,500
0
3.500
42.305
57.800
3,125
103,320
0
0
103.320
0
0
0
0
0
103.320
0
103.320
0
0
0
0
0
0
0
0
1068-07
Actual
—…-
0
0
17.085
1.077
0.483
0
6,017
34.562
52,273
15.507
102.432
0
0
102.300
0
0
0
0
0
102.390
0
102.390
4 2
0
0
0
0
0
0
4 2
Change From Change From
1ÃˆÃ‘- Budget lÃˆ85- Actual
To lÃˆM-6 Aelud To lBM-67 Actual

Antloch Review
1006-97 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supplies
BJdneaJ Operations
Plant Maintenance
Inlerwl Expanse
Resale Coots
Mtocelaneous
Contingency/Reserves
Campus Contingency, Mandatory
Campus Program ConUnoency, DtocresUonar)
UquMy lk3afve
Overhead
To the University
Rabat08 from the Unhwrrty
Subsidy from Add CunpuÃ
Subsidy from Overhead
Other (Inlereampu* Agree 6 Unlv Cod)
Depredation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Baste
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserve*
Add Back Depreciation
Total Cash Hems
Net Cash Basis Budget
1665-96
Actual
—-
103,002
16M-67
Budget
——
103.320
30.198
17,197
0
0
0
400
51,175
0
0
0
0
0
0
0
0
0
0
0
4.350
0
103,320
0
0
0
0
0
0
0
0
19W-67
Actual
–.—
102,432
30,228
17,781
879
0
251
-2,760
51.285
39
0
0
307
0
0
0
0
0
0
0
4,380
0
102.390
42
0
0
0
0
0
0
4 2
Chango From
1008-97 Budge
To 1606-47 Actual
Change From
169640 Actual
To 1906-47 Actual
s %
—-..–
-570 -0.55%

WYSO RADIO
1996-97 Year End Review
Radio station WYSO is the primary National Public Radio affiliate for the Miami Valley. During most of the 1996-97 fiscal
year, WYSO was in transition, with no General Manger and no Development staff. Even with these factors working
against the staff, they doubled the underwriting income compared to the previous year, but did not make the goals for the
1996-97 year. The gains made in underwriting were offset by a dip in gifts to the station. Although the station
experienced the best fund drive ever in the fall, the spring drive was disappointing. The small staff was worn down from
the lack of personnel to handle the primary fund raising jobs. Expenses were under budget, but not enough to offset the
lack of revenue.
WYSO’s
expenses exceeded its revenue by approximately $10,000.
Anne Williams
Interim General Manager

WYSO
1906-97 Actual ExpÃ§ndltur Summary by Function
RovÃ§nuÃ
Tuition 6 Fees
Less Tuition Discounts
Gifts
Grants
Endowment income
Contracts
OtherIncome
Total EhG Revenue
Auxiliary Entefprises
Released From Restrictions
Total Revenues
Research
Public Service
Academic Support
Student Services
Institutional Support
Plan! Maintenance
Scholarships
Total E6G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash baste
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depredation
Total Cash hems
Net Cash Basis Budget
1996-96
Actual
—
0
0
247,577
129,314
0
0
21,540
398,431
0
7,211
405.642
0
0
406,917
0
0
0
0
0
406.917
0
408,917
-1.275
18.878
0
11.653
0
0
30,531
-31.806
1996-97
Budget
—–
0
0
237.872
98.789
0
0
95,515
432.1 76
0
24,782
456.958
0
0
445,356
0
0
0
0
0
445.356
0
445.356
1 1,602
0
0
11.602
0
0
1 1.602
0
1606-97
Actual
-.–
0
0
209,207
106,916
0
0
102,124
418,247
0
11,189
429.436
0
0
427,357
0
0
0
0
0
427,357
0
427.357
2,079
0
0
12.396
0
0
12,396
-10,317
Chang* From
1100-17 Budget
To 11Ã‘-8 Actud
Chango
From
1m-M Actual
TO lOÃ‘-0 Adud
s %
–.- —–em-

WYSO
IBM-97 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries 6 Wages
Bend its
Training 6 Development
Student Aid Services
Special
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Cost*
Miscetoneou*
Contingencylfleserves
Camp- Contingency, Mandatory
Campus Program Contingency, Dtocrestionar)
Uquidky Reserve
Overtiead
To the University
Rebate* from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree 6 Univ Con!)
Depredation
Tola) O~WJ Expense*
Excess Revenue wef Expense*
Annual Budget Conversion to Cash Basis
Capital Expenditure*
-ng ~~-
Principal Payments
Prior Year Resefves
Add Back Depreciation
Total Cash Hems
Nat Cash Baste Budget
1996-96
Actual
—.
405,642
128.640
49.639
3,915
0
735
4.479
131.906
57,431
15,152
0
4,534
0
0
0
0
0
0
0
10,486
0
406.91 7
-1,275
18,078
0
11.653
0
0
30,531
-31,806
1806-97
Actual
—..
429,436
11 1,101
37,677
4,276
0
0
5.936
146.301
48.190
15.057
0
48,367
0
0
0
0
0
0
0
10,452
0
427,357
2,079
0
0
12.396
0
0
12.396
-10,317
Chango From
1BM-B7 Budgot
To 1906-67 Actual
s %
.–.- —
-27.522 -6.02%
Change From
1MS-M Actual
To lBM-67 Actual
$ %
..—- ..—–
23,794 5.87%

Antioch University Wide Expenses
1906-97 Actual Expenditure Summary by Function
Change From
1Ã‡Ã§Ã§ Budgt
To 1WC47 Actual
$ %
Change From
1805-W Actual
To 19Ã‘-1 Actual
$ %
——– —-me
1 995-98
Actual
—-..
1 9W-07
Budget
.—-
0
0
0
90.000
0
0
441.400
531.400
0
130,000
661.400
535.867
0
0
0
0
0
744,097
1,800.000
90,000
2,634,097
0
2,634,097
-1,436,830
0
0
363.1 70
0
-1,600,000
-1,436,830
0
1998-97
Actual
–*…-
Revenuea
Tuition 6 Fees
Less Tuition Dints
Gifts
Grants
Endowment income
Contracts
Other Income
Total E6G Revenue
Auxiliary Enterprises
Released From Restrictions
Total R~vnuoe
Not Ovrhood for Contral Ope
Operating Expenses
Instruction
Research
Pubtc Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarship*
Total E6G Expenses
Auxiliary Enterprises
Total Operating Ex
Excess Revenue over Expenses
Annual Budget conversion to Cash baste
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depredation
Total Cash Items
Net Cash Basis Budget

Antioch University Wide Expenses
1906-97 Actual Expenditure Summary by Cabgory
Revenues
Net Overtiead for Central Ops
Total Revenues and Not Overtwad
Operating Expenses
Salaries & WageÃ
Benefits
Training & Development
Student Aid Services
Special Everts
ww”J
Business Operations
Plant Maintenance
Interest Expense
Resale Coals
Miscellaneous
Conthgencymesefves
Campus Contingency, Mandatory
Campus Program ConUngancy, Dtocresttonary
Liquidity Resolve
Overtwad
To the University
Rebates from Or Unhierelty
Subsidy from Adult CampuÃ§
Subsidy from Overhead
Other (Intercampus Agree & Urtv Conf)
Depr0-n
Total Operating Expense*
Exceae Revenue over Expenses
Annual Budget Coweraton to Cash Bask
Coital Expenditures
Borrowing Proceeds
Pflnc@l Payment*
Prior Year Reserves
Add Back Deoredatbn
Total Cash km~
Net Cash Basb Budget
1996-96
Actual
——
1.303.168
587,318
1,890.484
1996-97
Budget
—–
661.400
535,867
1,197,267
8.669
1.039
47.000
0
0
0
229.800
97.028
306.561
0
0
8.050
25.950
0
0
0
0
0
110.000
1,800,000
2.634.097
-1,436,830
0
0
363,170
0
-1,800.000
-1.436.830
0
1996-97
Actual
——
2,185,962
489.201
2,675.183
78,165
111,721
155.015
0
0
6.586
375,307
72,042
262,818
0
10.145
0
6.045
-336.218
0
0
0
0
130,958
1.992.324
2,864,888
-189,706
0
0
772,252
0
-1,992,324
-1,220,072
1.030.366
Ctungo From
1000-07 Budget
To 1 Ã‘Ã‘- Actual
s %
—— —-
1,524.582 230.51%
-46.666 -8.71%
1,477,916 123.44%
Change From
1006-Ã Actirl
To 1-07 Actual

ANT10CH UNIVERSITY
Change In Carryforward Fund8
1 @OW97
Carryforward College New England Seattle So Cal McGregor Central Total
.–.. ..-.. ….. .—- —– —– —– —–
Balance 6/30/96
Unfunded 0 815,001 336,766 441,717 498.049 0 2,091,533
Funded 0 154.715 105.535 305.034 199.268 0 764.552
Total 6130196 0 969,716 442,301 746,751 697,317 0 2,856.085
Additions
Unfunded
Funded (Interest)
Total Additions
Uses
Unfunded
Funded
Total Uses
Balance 6/30/97
Unfunded
Funded
Total 6130/97
ANDOCH UNIVERSITY
Change
In Liquidity
Reoewea
1 99W97
Liquidity Remewe8 College New England Seattle SoCal McGreoof Central Total
.–. –. —- —-. -… ..-. .-.-. —–
Balance 6/30/96 0 0 0 0 0 0 0
Unfunded 0 0 0 0 0 0 0
Funded 0 0 0 0 0 0 0
Total 6130196 0 0 0 0 0 0 0
Additions
Unfunded 0 0 0 0 0 0 0
Funded 65.273 81.816 62.894 78,817 47,418 12.975 349,193
Total Additions 65,273 81.816 62.894 78,817 47.418 12.975 349,193
Balance 6/30/97
Unfunded
Funded
Total 6/30/97

Projecting the outcome of the entire fiscal year based on the performance during the first quarter is more art than
science, but at this point the indicators are very positive. Tuition and income are at the projected budget level, gift
income is running considerably ahead of the budget, due to the Blum gift at the College, and Other Income is ahead
of the budget. Grants, Endowment Income and Contracts are lagging the budget, as are Auxiliary Enterprises, but
total revenues for the quarter are $229,085 (1.25%) ahead of the budget.
Operating Expenses are also performing ahead of budget. Expenditures for every Function except Scholarships are
below their budgeted level and every operating expense category is also below budget except for Business
Operations and Plant Maintenance. In total, Operating Expenses are $751,067 (-5.71 %) below the budget for the
first quarter.
Predicting the outcome for the year on the basis of first quarter performance is difficult because we are operating in
several geographic areas of the country where the local economies and actions by competing institutions can
influence student decisions during the year. First quarters for academic institutions often look good because
enrollments tend to be larger in the Fall than at other times during the academic year. We have attempted to build
the 1997-98 budget to reflect the cyclical variances associated with our academic programs, but this will be an
ongoing process and we know that there are some budgeted entries which do not accurately reflect normal revenue
and expenditure patterns. We also present first quarter information for the prior fiscal year so that comparisons
between 1996-97 and 1997-98 can be made. However, as our accounting systems and procedures improve, we
see reporting variances that do not reflect actual increases or losses of revenue. For example, Tuition and Fees
Income for Seattle appears to be considerably lower in the first quarter of 1997-98 than it was in the first quarter of
1996-97. The reason for this 47.7% decline is not a major loss in students (enrollment is actually up), but the way in
which tuition was billed and recorded in the prior year. This anomoly in Seattle accounts for most of the year-to-year
decline in Tuition & Fees shown on the University summary.
In general, the outlook for the year appears to be good, but attention to enrollments and careful control of
expenditures will continue to be needed.

Antioch University
Septembor 30, 1967 Actual Expenditure Summary by Function
Revonues
Tuition
6 Fees
Less Tuition Discounts
Gifts
Grants
Endowment income
Contracts
Other Income
Total
E6G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Net
Ovrhcd
tor
Contral
Opa
Operating
Ev-
Instruction
Research
Public
Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E6G
Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Sept 30, 1096 1997-98
Actual YTD Budget
Sept 30, 1967
Actual
—..–
Change From
im-u mget
to 1007-08 Actual
Change From
1MB Actual
To 1007 Actual
s —…-

Antloch University
Sepfmbor 30, 1997 Actual Expondlture Summery by Category
Total Revenues
Net Overhead tor Central Ops
Total Revenues and Net Overhead
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency. Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the Unkwrslty
Subsidy
Irom
Adult Campuses
Subsidy from Overhead
Other (intercanpus Agree & Unlv Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expense*
Annual Budget Conversion to Cash Basb
Capttal Expenditures
Borrowing Proceeds
Principal Payments
Priof Year Reserves
Add Back Depredation
Total Cash items
Net Cash Basis Budget
Sept 30, 1996 1997-98
Actual YTD Budget
Sept 30, 1997
Actual
——-
18,593,689
601,732
19,195,421
Change From
1Ã‘7- Bud@
10 1-7-W Actual
Change From
IÃ‘ Actual
To 1007 Actual
s ——-
-510,075
4.972
-505.103

ANTIOCH COLLEGE
1997-98 First Quarter Performance
Operating Revenues Total College revenues through September 30, 1997 reflect a favorable variance of
$91 5,269, up 15% over budget. This variance is the result of greater than budgeted net tuition and fees of
$1 95,407 and greater than budgeted gifts of $541,473 which includes receipt of the Blum gift of $493,516.
Released from Restrictions revenues indicate a favorable variance of $1 94,683. Overall revenues are favorable
through Fall and match or exceed enrollment projections for Summer and Fall and include revenues from the
successful initiation of a summer program schedule. The unexpected receipt of the Blum gift provides the College
with the ability to cover some of the technology infrastructure initiatives of the Strategic Plan and to maintain a
healthier contingency reserve. Enrollments for Spring and Summer Terms (based on continuing student sequence)
are currently projected at 13 students below budget. However, gains in retention and anticipated enrollment of 12
new students in the January term are expected to offset this shortfall.
Operating Expenses Expenditures are well within budgeted guidelines and indicate a total favorable variance of
$49,675. This financial performance, as compared to September 1996, indicates a 58.5% improvement in
controllable expense. College staffing and the maintenance and improvement of the physical plant are the critical
items that are most difficult to maintain during periods of budget restraint. Expense projections for the balance of
the fiscal year do not include any unexpected repair or replacement costs.
Robert H. Devine
Acting President

– -7
Antioch College –
September 30, 1007 Actual Expenditure Summary by Function
Revenues
Tuition
6 Fees
Less Tuition Discounts
Gifts
Grants
Endowment income
Contracts
Other Income
Total
E6G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total
Rovonuos
Not Ovrtfd for Central Ops
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E6G
Expenses
Auxiliary Enterprises
Tc!al
Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Baste Budget
S~pt 30, 1066 1007-98
Actual YTD Budget
Sapt 30, 1097
Actual
ChÃ§ng
From
1987-W Budget
to 1W7-U Actual
ChÃ§ng From
1006 Actual
To 1007 Actud
$

Antioch College
Soptombor 30, 1997 Actual Expondlturo Summary by Category
Total Revenues
Net
Overtiead
for Central Ops
Total Revenues and Net Overhead
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Resewes
Campus Contingency, Mandatory
Campus Program Contingency, Dtecresttonary
Liquidity Reserve
Overhead
To the University
Rebates
from
the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree 6 Unlv Con9
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Bask
Capital
Expenditures
Borrowing Proceeds
Princ@al
Payments
Prior Year Reserves
Add Back Depredation
Total Cash Items
Net Cash Basis Budget
S~pt 30, 1996 1997-98
Actual YTD Budgot
Sopt 30, 1997
Actual
——-
6,950,018
0
6,950,018
Chango From
1-7-W Bud@
to 1007-08 Actual
Chango From
1Ã‘ Actual
To 1W7 Actual
s ——-
1,704,463
0
1,704.463

GLEN HELEN ECOLOGY INSTITUTE
1997-98 First Quarter Performance
Tuition and Fees appear to be $25,533 below budget and Auxiliary Enterprises Revenue is shown as $35,997 below
budget. Both of these revenue lines would look considerably better if a journal voucher for the Fall instruction program
had been processed on time. Had this happened, $23,091 of tuition would have been credited and $34,637 of room and
board income would have been added to the Auxiliaries line.
Gift support this year is being used to begin a fund development program, to provide administrative support where none
existed, to elevate the level of maintenance of the aging physical plant, and to increase operational funding to keep pace
with expanding needs. Operating expenses will rise as a result of this strategy.
Rick Flood
Executive Director

Glen Helen
Soptembor 30, 1997 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gits
Grants
Endowment income
Contracts
Other Income
Total
E&G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total
RwenuoÃ
Not Owrhoad for Contra1 OpÃ
Operating
Expens-
Instruction
Research
Public
Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash bash
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Bash Budget
Sept 30, 1906 1997-08
Actual YTD Budget
Sept 30, 1997
Actual
Chango
From
1BW-M Budgat
to 188741 Actual
Change From
1Ã Actual
To 1887 Actual
s

Glen Helen
Soptombor 30, 1997 Actual Expenditure Summary by Category
Total Revenues
Net Overhead for Central Ops
Total Revenues and Net Overhead
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Everts
Supplies
Business Operallons
Plan! Maintenance
Interest Expense
Resale Costs
Mtecelaneous
Conthgencymeswves
Campus Contingency, Mandatory
Campus Program Contingency, Dtecrestlonaty
UqukJMy wsefve
Overhead
To the Univeratty
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree 6 Untv Con0
Depredatbn
Total Opewing Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Baste
CapMal Expenditures
Borrowing Proceeds
Prtnctoal Payments
Prior Year Reserves
Add Back Depreciatbn
Total Cash Items
Net Cash Basis Budget
Sept 30, 1996 1997-98
Actual YTD Budget
Sept 30, 1997
Aclual
61,478
0
61.478
Change From
1007-W Budget
to 1Ã‘7- Actual
s %
——- .——
-73,389 -54.42%
0
-73.389 -54.42%
Change From
IÃ‘ Actual
To 1Ã‘ Actual

ANTIOCH NEW ENGLAND GRADUATE SCHOOL
1997-98 First Quarter Performance
Antioch New England’s first quarter performance for 1997-98 is on target. There is sufficient data at this point to make
reasonable projections for the Graduate School’s operating budget since we are now through two of the three semester
registration periods. New student matriculation during the summer semester was less than anticipated. However, new
student enrollment for the fall semester significantly exceeded expectations; fifteen more students matriculated than were
expected. The net result was an increase of 10 FTE above projections for the combined summer and fall semesters, and
it represents a reversal from last year’s performance. Attrition currently stands at roughly 6%, and we expect that the 8%
projection will hold for the year.
There are no major variances in the financial reports, but two items appear worthy of mention.
The total revenue variance reflects the continued difficulty in predicting the receipt of grant and contract dollars.
Those categories are under our budgeted projection at the present time; however, we know that some grants
have been awarded, although the funds have yet to be received.
Through September 30, 1997, our excess revenue exceeds projected expense.
In summary, we do not at this time anticipate any significant deviations from the 1997-98 budget that was approved in
June 1997.
Jim Craiglow
Provost

Antioch New England Graduate School
September 30, 1997 Actual Expenditure Summary by Function
Revenue8
Tuition
6 Fees
Less Tuition Discounts
GitS
Grants
Endowment Income
Contracts
Other Income
Total
E6G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total Rovenuom
Net
Ovrhed for Contnl Opa
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant
Maintenam
Scholarships
Total
E&G
Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expense*
Annual Budget conversion to Cash basis
Capital Expenditures
Bot~owing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Sept 30, 18SÃ 1997-80
Actual YTD Budget
Sept 30, 1997
Actual
——..
Chango From
1987-W Budget
to 1997-98 Actual
Change From –
1WÃ Actual
To 1997 Actual
s

Antioch New England Graduate School
Sep(embor 30, 1997 Actual Expondkure Summary by Category
Total Revenues
Net Overhead for
Central Ops
Total Revenues and Net Overhead
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supples
Business Opefattons
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contlngency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency, Ctocrestlontuy
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from MUM Campuses
Subsidy
from Overhead
Other (Intercampus
Agree 6 Unlv Cont)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depredation
Total Cash
Hero
Net Cash Basis Budget
Sept 30, 1996 1997-98
Actual YTD Budget
Sept 30, 1997
Actual
—–.-
4,813,103
0
4,813,103
Change From
1 W7-W Bud@
to 1007-W Actual
Chango
From
IÃ Actual
To 1M7 Actual
s ——-
-140,865
0
-140,865

ANTIOCH SEATTLE
1997-98 First Quarter Performance
The first quarter of 1997-98 looks good in Seattle. Our revenues are above projections and our spending is below
budget.
FTE Enrollment
The FTE count for Summer 1997 was 31 over our original projections. We had more students enrolled in
Psychology, Whole Systems Design, and BA completion for the Summer term than projected. In the case of Whole
Systems Design (WSD), this was a change from a history of low summer enrollment. Fall WSD enrollment,
however, appears to be slightly down from projected, as does enrollment in Management and the Organization
Systems Renewal Program. For Psychology and BA Completion the strong summer enrollment pattern has
continued into the early enrollment numbers for Fall. The total campus Fall enrollment is 19 FTE above projections
at this point. Fall term begins in early October, so the Fall FTE is not final until early November. Traditionally the
numbers go up a little more the first week of class and then drop slightly during the
addldrop
period. With 19 FTE
over projections on October
1,
we feel optimistic that Seattle will meet its revenue expectations.
Revenues
Higher than projected revenue is consistent with the positive FTE previously mentioned. Variance from the previous
year’s actual revenue is owing to the inclusion of some Fall revenues in last year’s actual report. This year we have
been more careful to record Fall revenue with dates that will have that income posted in October when Fall Quarter
actually starts. Tuition discounts and grant income appear low, but actually they are fine. Recorded revenue for
these items is lower than the cash we have received due to some turnover in our accounting staff. Frankly, we are
behind in our data entry. We are pleased that despite the turnover, our collection rate has remained high and we
have taken steps to get back on track with our entry.

Operating Expenses
Expenses are below budget for the first quarter of 1997. In most cases this reflects actual spending that is lower
than the budget-to-date projections. Many of these items will equalize as the year progresses because summer
spending is normally lower than the other three quarters of the year. We are in the process of settling into the new
building and will likely have some unanticipated expenses. Thus far new building expenses are lower than we
expected, but these will increase now that we are occupying the building. Once the final construction costs related
to the new building are determined, we anticipate drawing down the balance of our bonding revenue and spending
some of our carry forward reserves to cover the remaining portion of the building project. This will resolve the
$-486,697 net cash basis budget entry and could cause some variation in future reports. These will be explained at
that time.
Toni Murdock
Provost

Revenue
Tuition
6 Fees
Less Tuition D’iunts
Gilts
Grants
Endowment income
Contracts
Other Income
Total
E6G Revenue
Auxiliary Enterprises
Released From Restridions
Total Rwenwa
Net Owrhoad tor Central Opa
Operating Expen-
Instruction
Research
Pubic Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reswvea
Add back Dapreciatkm
Total Cash hems
Net Cash Baste Budget
Antioch Seattle
Septemb~ 30, 1997 Actual Expenditure Summary by Function
Sept 30, 1999 1967-96
Actual YTD Budget
Sopt 30, 1967
Actual
Chango
From
1097-U Budget
to 1Ã‘7-0 AC~UC~
Change From

Antioch Seattle
Soptombor 30, 1997 Actual Expondlturo Summary by Category
Total Revenues
Net Overhead for Central Ops
Total Revenues and Net Overtiead
Operating Expenses
Salaries & Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supplies
Business Operations
Plan! Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency, Dtecresttonary
Liquidity Reme
Overhead
To the University
Rebates
from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree 6 Untv Corrf)
Depreciation
Total Operating Expenses
Annual Budget Conversion to Cash Basis
Capital
Expenditures
Borrowing Proceeds
Principal
Payments
Prior Year Reserves
Add Back Depredation
Total Cash Nairn
Net Cash Baab Budget
S~pt 30. 1996 1997-98
Actual YTD Budget
Sopt 30, 1997
Actual
——-
1,604.436
0
1,604,436
Chango From
1M7-W Bud@
to 1W7-W Actual
Chango From
1MÃ Actual
To 1M7 Actual

ANTIOCH SOUTHERN CALIFORNIA
1997-98 First Quarter Performance
Thus far during 1997-98, enrollment is slightly below projection at each campus in the Region; for the Summer
Quarter, this was 7.60 FTE below projection. The Los Angeles campus was 4.50 FTE below projection with the BA
Program 1
.I0
FTE below projection, the MAP Program was 2.30 FTE below projection, the
MAOM
Program was
3.10 FTE below projection, and the MFA Program was 2.00 FTE above projection. Similarly for the Summer
Quarter, the Santa Barbara campus was 3.10 FTE below projection with the BA Program 4.10 FTE below
projection, the MAP Program was .30 FTE above projection, and the
MAOM
Program was .70 FTE above
projection.
For the Fall Quarter, it is estimated that again each campus will be slightly under projection. At this point, total
registration information is not complete with late registration continuing
throughOctober 10. Currently, it is
anticipated that the Los Angeles campus will be about 15 to 20 FTE below projection, and the Santa Barbara
campus will be about 6 to 8 FTE below projection. More complete information will be available at the Board of
Trustees meeting.
The enrollment numbers known thus far this year have produced tuition and fee revenue that is below what was
projected, but the figures provided on the accompanying Function and Category reports are under stated because
portions of income for the Fall 1997 Quarter will be reflected in the second quarter fiscal report. Further, funds from
Grants and Released From Restriction are less than projected because these funds have not been needed thus far
in the budget year.
In general, First Quarter expenditures have been below anticipated levels and reflects a conservative approach to
spending. Academic Support is under estimates of spending because little of the program development funds from
an external source have been spent thus far; Scholarships are under estimates because the majority of awards will
begin in the Fall Quarter. Students Services indicates some over expenditures, and this results from advertising
occurring more heavily in the summer and fall than at other times during the year.

Plant Maintenance shows an over expenditure because an extra month of rent is routinely charged at the start of the
year; this is then equalized throughout the year. The Liquidity Reserve shows an over expenditure because all of
these funds are taking out at the beginning of the year, not on a monthly basis; this line will be balanced by the end
of the year. (Next year this item will be spread differently during the budget input process so that this reporting
problem does not occur.)
Given know enrollment figures and expenditures during the first quarter, it appears that with continued judicious
spending and use of local reserves (approximately
$210,000),
the campuses can operate effectively within the
1997-98 budget.
One expenditure not included in the 1997-98 budget that needs to be accommodated is the
buildout
of the
additional 1800 square feet of space that has been acquired at the Santa Barbara campus. Approval to spend up to
$50,000 from carry forward funds for capital improvements, therefore, is requested from the Board of Trustees. (It is
anticipated that with landlord participation in this project, actual expenditures may be closer to $40,000.) This
expenditure is necessary to make the acquired space usable for our purposes and to permit further expansion of
Santa Barbara campus enrollment.
Dale A. Johnston
Provost

Antioch Southern California
September 30, 1997 Actual Expenditure Summary by Function
Revenue
Tuition
6 Fees
Less Tuition Discounts
Gifts
Grants
Endowment income
Contracts
Other Income
Total
E6G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total
Rovonues
Net Ovrtfd for Central Ops
Operating Expenses
Instruction
Research
Public Service
Academic
Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E6G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash baste
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
sept 30, ieee 1997.98
Actual YTD Budget
Sept 30, 1997
Actual
—-.–
Change From
1007-U Budget
to 1997-W Actual
Change From
IÃ Actual
To 1997 Actual
$

Antloch Southern California
Saptambar 30, 1997 Actual Expandlture Summary by Category
Total Revenues
Net Overhead for Central Ops
Total Revenues and Net Overhead
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Everts
SuppNas
Business Operations
Plard Maintenance
Interest Expense
Resale Costs
Miscellaneous
ConlhgencyResewes
Campus Contingency, Mandatory
Campus Program Contingency, Dtecrestlonary
Liquidity Reserve
Oveitnad
To the University
Rebates from the University
Subsidy from
Adult
Campuses
Subsidy from Overhead
Other (Intercampus Agree 6 Unlv Conf)
Depredation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Baste
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depredation
Total Cash (term
Net Cash Basis Budget
Sept 30, 1996 1997-98
Actual YTD Budget
Sept 30, 1997
Actual
——-
2,736,935
0
2,736,935
Change From
1 W7-W Budgt
to
1W7-f
Actual
Change From
10Ã Actual
To 1007 Actual
s ——-
-544,346
0
-544,346

THE McGREGOR SCHOOL
1997-98 First Quarter Performance
The McGregor School operates on an academic calendar in which the Fall quarter begins in either very late September
for local programs and in October for all IMA distance programs. The First Quarter financial reports on The McGregor
School tend to significantly understate revenue because the timing of their preparation does not permit them to pick up
many of our new and returning students who only register at the last minute. For example, the financial report entitled
McGregor Expenditure Summary by Function shows a negative deviation from budget (year-to-date) on revenue of
$186,184. But if you factor in ongoing new and continuing registrations since the preparation of this financial report, the
revenue shortfall for the first two quarters of the year will probably be much smaller and less worrisome, probably in the
area of $50,000-$70,000. Hence, on the revenue side, we are falling somewhat short of our projections but this is being
managed without major difficulty or changes in budget because we are carefully monitoring budgeted expense lines in a
way that makes our net financial position quite solid.
The expense summary Expenditure Summary by Function is accurate and the quality of the data does not suffer from the
timing lag that impacts the revenue summary portion. Year-to-date, our budgeted expenses are $240,862 more than our
actual expenses and compensate for the revenue shortfall in a very healthy manner, leaving us with what should be a
good cushion for the remainder of the fiscal year. Two areas, best seen in the Summary by Category, make up a large
portion of our expense saving. By carefully staggering start dates of budgeted new positions throughout the first half of
the fiscal year we are under budget by approximately $134,000 in the
SalaryIBenefit
lines and cautious spending for
Business Operations nets us another $50,000 in year-to-date savings in actual expenses versus budgeted costs.
In conclusion, this is starting out as a fairly average year for The McGregor School. It looks slightly disappointing from a
purely revenue point of view, but when prudent expense monitoring is factored in, the year looks manageable from a
financial point of view, at least in terms of actual numbers for the Summer and Fall Quarters coupled with realistic
projections for Winter and Spring. We are further protected against unanticipated finance slippage later in the year
through the Campus Contingency fund, which sets aside $98,000 to be used as a cushion in the event revenue falls short
of expenses at year’s end.
Steve Brzezinski
Interim Provost
– 74 –

The McGregor School of Antloch
September 30, 1997 Actual Expenditure Summary by Function
Change From
1087-W Budget
to 1987-91 Actuil
$ %
—- .——-
Change From
1006 Actual
To 1987 Actual S~pt 30, 1900 1997-90 Sept 30, 1997
Actual YTD Budget Actual
——-. .-..—
RevenueÃ
Tuition
6
Fees
Less Tuition Discounts
Gifts
Grants
Endowment income
Contracts
Other Income
Total
E6G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total
RwenueÃ
kt Owrhoad for Contral OpÃ
Operating Expenses
Instruction
Research
Pubk Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E6G
Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depredation
Total Cash Items
Net Cash Basis Budget

The McGregor School of Antioch
Septomirr 30, 1997 Actual Expondtturo Summary by Category
Total Revenues
Net Overhead lor Central Ops
Total Revenues and Net Overhead
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plan!
Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Campus Pmgram Contingency, Dtecresllonary
Liquidity Reserve
Overhead
To the University
Rebates lmm the University
Subsidy lmm Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree 6 Untv Con0
Depredation
Total Operating Expanses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Baste
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depredation
Total Cash Hems
Net Cash Baste Budget
sbpt 30, 19% 1997-98
Actual YTD Budget
Sept 30, 1997
Actuai
——-
2,222,020
0
2,222,020
Change From
1W7-W Budgrt
to 1W7-M Actual
Change
From
1BM Actual
To 1W7 Actual
$
——-
-152.640
0
-152.640

UNIVERSITY ADMINISTRATION
1997-98 First Quarter Performance
Overhead charged to the Campuses is 20% below the amount of a year ago as a result of cost saving measures
instituted as part of the 1997-98 budget. The primary saving came through the cancellation of the computing
services contract with Collegis and the restructuring of the University Computing Services. As of the end of
September, the two vacant positions in the Computing Services group have been filled, one by a person with strong
experience in Datatel systems and the other by a person with strong credentials in network management and
system operations. The addition of these two people significantly increase our confidence in our ability to complete
the Datatel implementation and to provide even stronger support to the Campuses. Revenues for the University
Administration are running modestly ahead of the budgeted amount due to unanticipated gift income.
Total expenses for the quarter are approximately 1 % above budget, due in part to higher than anticipated training
expenses associated with the new hires and the need to make repairs to the HVAC unit of the Kettering Building.
Glenn Watts
Vice Chancellor and CFO

Antioch University Administration
September 30, 1097 Actual Expenditure Summary by Function
RevenueÃ
Tuition h Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total
EhG
Revenue
Auxiliary Enterprises
Released From Restrictions
Total RevenueÃ
Not Ovrhwd tor CÃ§ntra Opa
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total EhG Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash baste
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total
Cash Hems
Net Cash Basis Budget
Sept 30. 1996 1007-98
Actual YTD Budget
Sept 30, 1897
Actual
–..—-
Chango From
1887-W Budget
to 1987-98 Actual
Change From
IÃ‘ Actual
To 1887 Actual
$
–.-..-.

Antioch University Administration
September 30, 1997 Actual Expendtture Summary by Category
Total Revenues
Net Overhead for Central Ops
Total Revenues and Net Overhead
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supplies
BusinesS
Operations
Plan) Maintenance
Interest Expense
Resale Costs
Miscellaneous
Conthgency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency, Dtecrestlonary
Liquidity Reserve
Overtnad
To the University
Rebates fmm the University
Subsidy from Adult Campuses
Subsidy
from Overhead
Other (Intercampus Agree 6 Unlv Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Baste
Cqltal
Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depredation
Total Cash
Kerns
Net Cash Basis Budget
Sept 30, 19% 1997-98
Actual YTD Budget
Sopt 30, 1997
Actual
——-
11.837
456,262
468,119
Change From
1W7-W Bud@
to 1W7-W Actual
Change From
IBM Actual
To 1W7 Actual
s ——-
6,640
-1 15,529
-108,889

ANTIOCH REVIEW
1997-98 First Quarter Performance
First quarter gift income is $5,720 below the budgeted level, but we have been promised a gift of $10,000 that should
arrive in the near future. In addition, there are now over 100 “Friends of the Antioch
Review”
and one fund raising event
is scheduled for Los Angeles in October and another in New York in 1998. The Los Angeles event will feature readings
by our poetry editor, Judith Hall, and advisory board members T. Coraghessan Boyle and David St. John. The Review
recently received a $50,000 gift that brings the endowment up to $210,000.
Auxiliary Enterprises revenue is where our subscription revenue is recorded. We anticipate additional revenue this year
because we increased subscription prices. However, we incorrectly budgeted first quarter revenue because the bulk of
our renewals come in December, January and February.
Our staff remains the same (including student interns), our circulation is at 5000 and we have plans to develop a
Website
for subscribers. We continue to receive a substantial volume of submissions and remain selective publishing one quarter
of one percent of the 5000 plus manuscripts. Recently, one of our authors received the $3000 award from the Dactyl
Foundation in New York for the best piece of art criticism published in 1996.
Robert
Fogarty
Editor

Revenues
Tuition 6 Fees
Less Tuition Discounts
Gilts
Grants
Endowment income
Contracts
Other Income
Total
E6G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total
RevenwÃ
Not Ovrtfd for Contral Ope
Operating Expenses
Instruction
Research
Pubic Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E6G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expense*
Annual Budget conversion to Cash basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Antioch Review
September 30, 1697 Actual Expenditure Summary by Function
Chin*
From
1007-M Budget
Sept 30, 1686 1967-68 Sept 30, 1667 to 1007-01 Actual
Actual YTD Budget Actual
.-….–
0
0
175
0
946
0
599
1,720
7,391
334
9.445
Change From
1-6 Actual
To 1007 Actual
$ %
.——- —–.-.

Antioch Review
September 30, 1997 Actual Expenditure Summary by Category
Total Revenues
Net Overhead for Central Ops
Total Revenues and Net Overhead
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency, Dtecresltonary
Liquidity ~ewrw
Oveitwad
To the University
Rebates
Irom the University
Subsidy from Adult Campuses
Subsidy
Irom Overhead
Other (Intercampus Agree 6 Unlv ConI)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Baste
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depredation
Total Cash Hems
Net Cash Bask Budget
Sept 30, 1996 1997-98
Actual YTD Budget
Sept 30, 1997
Actual
——
9.445
0
9.445
Change From
1Ã‘7- Bud@
to 1M7-M Actual
Chingo From
IBM Actud
To 1M7 Actual
s ——-
-1,581
0
-1,581

WYSO RADIO
1997-98 First Quarter Performance
WYSO started this fiscal year with a revision of its schedule of programs. New programs were added and the continuing
programs were upgraded to sound more professional. Now, the program schedule features:
During locally produced music programs, a one minute preview of the upcoming hour before NPR newscasts.
These spots mimic
NPR’s
top of the hour teasers.
Nationally syndicated and locally produced modules placed midday at the bottom of the hour
Morning Edition and All Things Considered modified and modernized to appeal to listeners and entice them to
listen longer.
A revamped weekend schedule, including the popular Car Talk program and other offerings from Public Radio
International and NPR.
Dropped weekday public affairs program, moved midday music programming down an hour and added Fresh Air
at 3pm and 7pm.
The relocation of Pacifica Network News to 6:30pm instead of its disruptive placement at 4:30pm. (Initially, the
show was removed, but later it was returned at the new time.)
Many of these changes drew fire and praise from WYSO listeners. A large group of listeners banded together to protest
the removal of Pacifica Network News and the movement of some of the public affairs programs to the weekend.
Ultimately, the University became involved and Pacifica News was returned, but at a later time. The group that sought its
return has begun a campaign, in cooperation with the station, to raise the money necessary to keep Pacifica News on the
air.

The interim management is determined to move WYSO forward. Talks with the Dayton fine arts station, WDPR, were
resumed with the focus on cooperation on underwriting sales. The station hopes to announce a development position
soon and this employee will tackle the problem of insufficient underwriting income. WYSO has also hired a consultant to
manage the fall membership campaign.
The uproar over the schedule change challenged the Board of Overseers of WYSO to rethink their role at the station.
They are now energized to create by-laws and structures that will help themselves stay within the boundaries set forth by
the Trustees, plus help WYSO with its forward motion on community outreach and fund raising.
According to the first quarter numbers, WYSO is low in revenue because some fall donations were incorrectly budgeted in
the first quarter. The fall fund raiser will be held October 16 – 25 and WYSO has an ambitious goal of $175,000. By the
end of October the station will have closed the gap in revenue. The revenue from underwriting (other income) will
increase when the development person is appointed.
Transferring the engineering services contract to a more competitive firm will save money.
Anne Williams
Interim General Manager

WYSO
Soptombor 30, 1997 Actual Expenditure Summary by Function
Chango
From Change From
1887-W Budget 1986 Actual
to 1887-86 Actual To 1887 Actual Sept 30, 1997
Actual
—-.–
Revenue#
Tuition
6 Fees
Less Tuition Discounts
Gilts
Grants
Endowment Income
Contracts
Other Income
Total
E6G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total
RwenuoÃ
Not Ovhad for Contral Opo
Operating
EXP-
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E6G
Expenses
Auxiliary Enterprises
Total Operating Expense
Excess Revenue over Expenses
Annual Budget conversion to Cash basis
Capital Expenditures
B-hig Proceeds
Principal Payments
Prior Year Reserves
Add back Depredation
Total Cash Items
Net Cash Basis Budget

W TSU
Saptbmbbr 30, 1997 Actual Expmdnuro Summary by CÃ§fgor
Total Revenues
Net Overhead for Central Ops
Total Revenues and Net Overhead
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Events
Supples
Business Operations
Plan! Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency Reserves
Campus
Contingency,
Mandatory
Campus Program Contingency, DIscrestlonary
UqukJtty Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree 81 Untv Con!)
Depredation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Baste
Capital Expenditures
Borrowing Proceeds
Pmi Payments
Prior Year Reserves
Add Back Depredation
Total Cash Hems
Net Cash Basis Budget
Sapt 30, 1996
Actual
——-
29,157
0
29.157
1997-98
YTD Budget
——-
98,414
0
98,414
35,829
14.488
927
0
0
1.830
42.830
11.133
3.549
0
4 6
0
0
0
0
0
0
0
2,622
0
11 3.254
-14,840
7,000
2,898
9.898
-24.738
Sapt 30, 1997
Act ua l
——-
32,938
0
32.938
Changa From
1W7-W BudW
to 1007-08 Actual
Chingb
From
1W Actual
To 1W7 Actual
$ %
——- ——-
3,781 12.97%
0
3,781 12.97%

Antioch University-Wide Expenses
September 30, 1997 Actual Expenditure Summary by Function
RevenueÃ
Tuition
6 Fees
Less Tuition Discounts
Gifts
Grants
Endowment income
Contracts
Other Income
Total
E6G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total
RevenuoÃ
Not Owrhoad tor Contral OpÃ
Operating Expens-
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E6G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget conversion to Cash basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Sept 30, 1996 1997-98
Actud YTD Budget
Sept 30, 1907
Actual
—–.
Change From
1 B87-M Budget
to 1B87-W Actual
Change From
1 WC Actual
To 1ÃˆÃ Actual
s -.-…-.

Antioch University-Wide Expenses
Saptambar 30, 1997 Actual Expondtturo Summary by Cabgory
Total Revenues
Net
Overtiead for Central Ops
Total Revenues and Net Overhead
Operating Expenses
Salaries 6 Wages
Benefits
Training 6 Development
Student Aid Services
Special Everts
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contlngency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency, DIscrestlonary
Liquidity Reserve
Overtwad
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree 6 Unlv Conf)
Depreciation
Total Operating Expenses
Excew Revenue over l3pw-a
Annual Budget Conversion to Cash Bmb
Cq~Hal
Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depredation
Total Cast) Items
Net Cash Baste Budget
SOPI
30, 1996 1997-98
Actual YTD Budget
Sapt 30, 1997
Actual
——-
151,477
145,450
296,927
Chango From
1Ã‘7- Budget
to 1Ã‘7- Actual
Chango From
1Ã Actual
To 1-7 Actual

AIR AGING REPORT SEPTEMBER 30,1997 1
I I I I I
97 Summer 1 $2,185,358 1 $1,961.853 1 $223,505 1 89.77%1 78.73%
97 Fall $5,042,471 1 $3,581,218 1 $1,461,253 1 71.02%1 64.43%
UNITI
STUDY PERIOD
COLLEGE (Inc
AEA:
1996197 Year
AMOUNT
BILLED
98 Spring
Total College
SANTA BARBARA
1996197 Year
97 Summer
97 Fall
98 Winter
98 Spring
AMOUNT
COLLECTED
$7,227,829
$420,455
$564,430
1 1
LOS ANGELES
Total S.B. 1 $984,885 1 $901,478 1 $96,666 1 91.53%1 59.93%
1 1
97 Summer
AMOUNT
OUTSTANDING
$142,296
$5,543,071
$408,799
$492,679
$952.000 1 $900,286 1 $51,714 1 94.57%1 99.23%
98 Winter
1996197 Year
97 Fall 1 $1,059,360 1 $900,489 1 $158,871 1 85.00% 54.74%
1 I
Total LA.
SEATTLE
1996197 Year
97 Summer
97 Fall
98 Winter
98 Spring
PERCENTAGE
COLLECTED
9130197
$1,827,054
$1 3,259
$1 1,656
$71,751
$4.721 1
98 Sorina 1
Total Seattle
NEW ENGLAND
1996197 Year
PERCENTAGE.
COLLECTED
9130196
A
$2.01 1,360
$1,284.312
NIA
97 Summer
76.69%
97.23%
87.29%
$1,284,312
$1,276,135 1 $1,245,709 1 $30,426 1 97.62% 1 97.61%
98 Spring
1 97 Fall $1,271,557 1 $304,701 1 $966,856 1 23.96%1 29.97%1
66.37%
91.79%
38.67%
$1,800,775
$1,190,399
1 1 I
MCGREGOR
1996197 Year
97 Summer
1 98 Winter 1 1 I
$1,190,399
97 Fall
Total NE $4.512.885 1 $4.135.656 1 $377.229 1 91.64%l 90.00%
$21 5,306
$25,110
$93,913
$3.236.750 1 $2.889.947 1 $346.803 1 89.29% I 86.67%
$840,463
I I I I 1
TOTAL UNIV 1 S18.133.291 I $14.452.374 1 $4.062.938 1 79.70%1 70.90%
$1 19,023
98 Spring
Total McG
89.53%
92.69%
$576,294
74.61%
97.45%
32.98%
92.69%
$2.1
12,020
61.07%
$196,635
$264,169
$880,995
68.57% 96.27%
$1,427,660 41.71 % 56.01%

ANTIOCH UNIVERSITY
Status of Accounts Payable
As of September 30,1997
Aged from Invoice Date
% of Sept. 30,
Total 1996
Current (0 to 30) 934,543.03 77.88% 67.32%
31 to 60 Days 268,627.27 22.39% , 30.42%
61 to 90 Days 4,053.44 0.34% 0.75%
Over 90 Days -7.237.51 -0.60% 1.51 %

COST CENTERS
INSTRUCTION:
Undergraduate
Heritage Institute
Preparatory-Remedial Education
Teacher Certification
Arts
Human Services
Computer Instruction
Cooperative Education
Environmental Field Program
Continuing Education
History, Philosophy & Religion
Physical Sciences
Languages, Literature
& Culture
Environmental & Biological Sciences
Self, Society & Culture
Cultural & Interdisciplinary Studies
Social & Global Studies
AEA Brazil
AEA Buddhist Studies
AEA Egypt
AEA Germany
AEA
Japan1
AEAMexico
AEA Overseas Non-AEA Program
AEA Women’s Studies
AEA Thailand
AEA France
AEA Cape Verde
MS Management
MA Psychology
MA Education
OSR
Whole System Design
MA Organizational Management
DancelMovement
Therapy
Counseling Psychology
Marriage and Family Therapy
Environmental Studies
Education
INSTRUCTION
(Confd):
Organization & Management
Applied Psychology
Clinical Psychology
IMA
Weekend Program
Intercultural Relations
Conflict Resolution
Environment & Community
Fine Arts
RESEARCH:
Individual and Project Research
PUBLIC SERVICE:
Glen Helen
Antioch Review
WYSO
Counseling Centers
ACADEMIC SUPPORT:
Academic Administration
General Faculty
AEA Administration
Cross Cultural Program
ArchiveslAntiochiana
LibrarylMedia
Services
Psychological Services Center
Research and Evaluation
Writing Center
WSD Institute
Academic Computing
STUDENT SERVICES:
Financial Aid Administration
Student Admissions
Registrar (Student Records)
Student Services
Advocate’s Office
STUDENT SERVICES Confd:
Infirmary
Counseling
Security
Student Loan Office
Community Government
INSTITUTIONAL SUPPORT:
Chancellor
Trustees
ProvosUPresident
Fiscal Operations
Business Operations
General Administration
Central Services
Personnel
Alumni
DevelopmenUAdvancement
Public Relations
Publications
Administrative Computer Service
University Administration
PLANT MAINTENANCE:
Maintenance
Custodial
Building
& Grounds
Power Plant
Depreciation
SCHOLARSHIPS:
Grants & Scholarship
AUXILIARY ENTERPRISES:
Dining Services1 Gathering Space
Computer Sales
McGregor
Conference Center

LINE ITEMS
SALARIES & WAGES: Compensation
Paid to Contracted Employees
Core Faculty
Associate Faculty
Adjunct Faculty
Administrators
Administrative Associate
Teaching Assistants
Unionized Staff
Non-Unionized Staff
Students
Retirees
Other Staff Employees
Student Vouchers
Student Stipends
Overseas Allowance
BENEFITS: Required and Non-Required
Benefits Paid
MedicallDental
Card
Dental
FICA
Worker’s Comp
Unemployment
Life Insurance
Long & Short Term Disability
Retirement
Moving Expenses
Employee Tuition
Waivers
Miscellaneous
Benefits
STUDENT AID:
Restricted Grant Scholarships
Student Vouchers
SPECIAL EVENTS:
Graduation
Orientation
Miscellaneous Special Events
SUPPLIES:
Office Supplies
Instructional Supplies
Research Supplies
Duplicating Supplies
Computer Supplies
Maintenance Supplies
Furniture Supplies
Equipment Supplies
Library Supplies
Food Supplies
Miscellaneous Supplies
BUSINESS OPERATIONS COSTS:
General Cost of Doing Business
Subscriptions & Publications
Purchased Services
Consulting
HonorariaIStipends
Information & Communications
Memberships & Dues
Printing
Postage
AudiolVisual
Advertising
Telecommunications
Legal
Audit
Bad Debt Expense
TWINING
&&EVELOPMENT:
NOn-Contra~ted
Expenses for Trg & Develoo
PLANT MAINTENANCE COSTS:
Costs Related to Facilities
Maintenance Contracts & Repairs
Purchased Services
Utilities
Vehicle Operation
Facility Rental
Equipment Rental
Insurance/Taxes
DEPRECIATION:
INTEREST & BANK CHARGES:
Interest
Bank Charges (include credit card charges)
RESALE COSTS:
Books for Resale
Computers for Resale
Supplies for Resale
MISCELLANEOUS COSTS:
Miscellaneous
Student Activities
Student Insurance
Payments to Annuitants
CONTINGENCYIRESERVES:
Campus Contingency, Mandated
Campus Contingency, Discretionary
Liquidity Reserve
HonorariaIStipends
OVERHEAD COSTS:
Regional Overhead
University
OverheadlRebate
University Conference
College Fund
Operation Subsidy
Inter-Campus Agreements

1996-97 Year End Financial Statements (bud 13 1)

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