Antioch University (bud 22)

Antioch University (bud 22)

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NTIOCH UNIVERSITY
REPORT TO THE
BOARD OF TRUSTEES
FIVE YEAR CAPITAL BUDGET
2000-01 TO 2004-05
June 1-3, 2000

Antioch University
Five Year Capital Budget
2000-01 Budget
INTRODUCTION
The Five-Year Capital Budget process began three years ago. Its purpose is to formalize planning for major acquisitions
over a period longer than a single year. In order to focus on a five-year planning period, the Campuses have had to
revise their existing processes or introduce new procedures. In several cases, this has been more difficult than was
initially thought, and more time will be required before this process has the structure and involvement originally
envisioned.
The Five-Year Capital Budget is concerned primarily with technology and facilities. These two areas constitute the largest
locus of investments being made by the University and the Campuses, and they will capture the largest part of our capital
expenditures in each of the next five years. In particular, the amount to be invested in facilities and technology by the
College and the
McGregor
School will be much larger in 2000-02 because of the new Ohio Pooled Bond issue.
Technology is a focus of considerable attention at the campuses as each attempts to respond to increasing student
demands for greater and greater computer sophistication. As a result, growing emphasis is also being placed on
technology planning at the University level. This year, in conjunction with the development of the University Plan, a
Technology Task Force developed a comprehensive report to guide future technology investment.
In addition to technology and facilities, this Capital Budget contains a third section dealing with all other types of capital
acquisition. Expenditures in this third section are primarily for library periodicals and monographs.
The Five-Year Capital Budget is presented on a campus-by-campus basis. For each of the five years, a narrative
description is provided for the Facilities, Technology and Other acquisitions. In addition, a schedule summarizing the
items by year and category is provided following the campus narrative. It is intended that by adopting the 2000-01
operating budget, the Board of Trustees will simultaneously adopt the capital acquisition plan contained in the first year
of this Five-Year Capital Budget.

Antioch University
Five Year Capital Budget
2000-01 Budget
ANTIOCH COLLEGE
2000-01 PROPOSED EXPENDITURES
Introduction: This capital narrative describes the proposed expenditures for 2000-01 that are funded by the
College Operating Budget, through borrowing, from anticipated gifts, or by proceeds from a new Ohio pooled
bond issue. These projects attempt to meet short-term replacement, repair and renewal needs and are
prioritized by safety requirements, student residential needs, academic support needs, and the College’s
ability to fund. Additional projects and a partial reporting of deferred maintenance items are included in the
capital summary schedule. When possible, these projects may be funded by future gifts or bequests.
I. FACILITIES
A. Fire System Upgrades. Through various building renovation projects, many of the fire alarm
systems on campus have already been upgraded. This project will upgrade a fire alarm system in
a building yet to be determined.
9. HVAC Improvements. This project involves repairing the air-conditioning in Antioch Hall and
installing air conditioning in Mills Dormitory (included in bond request). Antioch Hall houses the
administration, student service offices, classrooms and the College’s largest indoor auditorium.
The air conditioning unit that serves this building is over 40 years old and it has become unreliable
over the last several summers. A cost analysis has shown that even if it could be repaired, its
unreliability and high cost of operation indicate that it should be replaced. Two years ago the
College adopted a trimester system in which students are expected to be on campus during the

summer months. This change in calendar enables students to complete their classroom and co-
op work over the four-year period, but requires that they be in residence during the summer
months. The College has renovated Birch Hall and it is now the only fully air conditioned
dormitory on campus. Air conditioning of Mills Hall will provide an additional 87 beds for use
during the summer, and this will greatly increase the attractiveness of the summer term for under-
graduates (included in bond request).
Replace Electrical Transformers. We will continue to replace transformers on campus. The first
scheduled is Mills Hall, to accommodate the air conditioning. The College has replaced several
electrical transformers containing PCBs, but transformers with this hazardous material remain in a
few buildings. In order to eliminate the risk of PCB contamination as a result of fire or explosion,
this project would replace the remaining PCB transformers. In addition to safety gains, the new
transformers will also operate more efficiently and this will reduce the cost of electricity (included
in bond request).
D. Furniture and Carpet Residence Halls. Periodic replacement of floor coverings and furniture is
necessary to maintain the appearance and comfort of student residence halls. Wear and tear is
greater in these locations. The carpet in the living spaces and common areas of Spalt Hall has
not been replaced for more than 8 years. The carpet is quite worn and significantly detracts from
the attractiveness of the facility. New carpeting will brighten the space and appreciably improve
the quality of the environment for students. Additional areas may include North Hall, Mills Hall,
Birch Hall and the Presidents. Furniture in the living areas and common space of North and Mills
Halls are worn out and require replacement (included in bond request).
E. Furniture, Equipment, Carpet
AcadIAdmin
Buildings. Furnishings, equipment and floor coverings
in academic and administrative buildings need to be replaced on a regular cycle. Classroom
furniture is intensively used and over the years becomes less serviceable. All of the classrooms at
Antioch College have furniture that has exceeded its useful life and needs to be replaced.
F. Roof Replacement. The roofs on two buildings, Science Hall and the Maintenance Building, have
been extensively repaired in the last few years, but they have exceeded their useful life and some

water damage is occurring whenever we encounter heavy rain. Replacing these roofs now will
prevent future structural damage and the disruption of the activities conducted in these buildings
(included in bond request).
G. Parking Lot Resurfacing. Several of the parking areas used by the College have deteriorated and
are requiring inordinate amounts of maintenance. Resurfacing of the lot by the student union,
located on the north side of campus, will significantly improve the appearance of the area and
make it more convenient for students, parents and visitors to attend events, particularly during
inclement weather. The Library lots, located on the south side of campus, will be resurfaced for
the same reasons (included in bond request).
H. Window Replacement, Entry and Lighting Upgrade. North Hall is one of the older dormitories at
the College and its windows and doors are not energy efficient. We have found that replacing the
windows in dormitory space reduces the cost of operation and increases the comfort of students
by eliminating winter drafts. In addition, the hallway and entry lighting in this building is not
– sufficient to insure safety, and the existing fixtures will be replaced with high efficiency units that
will provide better illumination at a lower cost (included in bond request).
I. Water Heater replacement. Curl Gymnasium is used not only by Antioch students, but also by
students from
Cedarville
College under a cooperative arrangement. The water heaters for this
building are quite old, inefficient and unreliable. Replacement of these units will ensure the
availability of hot water for showers and laundry at all times (included in bond request).
J. Landscapinq. Although the setting of the College is one of the most beautiful in Ohio, severe
weather and time have taken many of the mature trees and plantings from the campus. A general
landscape improvement project has been planned which will depend primarily on labor from the
College’s grounds crews in order to obtain the largest impact at the lowest cost (included in bond
request).
K. Condensate Lines and Pump Replacements. Three years ago the College completely replaced its
old central boilers with new low-pressure boilers that are both efficient and compliant with EPA

regulations for air quality emissions. The College has also repaired and rebuilt circulating pumps
located in individual buildings. However, some of the pumps and condensate lines need to be
replaced to insure reliability (included in bond request).
Resurface Drives and Walkways. This project will continue the resurfacing of roads on the
campus and the pedestrian ways used by students, faculty and staff. In almost all cases, the
roads and walkways are blacktop and the surfaces have deteriorated to an unsafe and
unattractive condition. This project
will
resurface those drives and walks that are most heavily
traveled (included in bond request).
Entry Ramp, Entry Door and
Restroom
Upgrades. The Americans with Disabilities Act provides
*
standards of public accommodation for those with mobility limitations. In order to comply with
ADA standards, the College needs to ramp certain entranceways, provide power entry doors, and
redesign certain
restroom
facilities. This project would bring the College’s facilities into ADA
compliance in those areas most used by students and the public (included in bond request).
Exterior Lighting and Interior Emergency Lighting Upgrades. Although Yellow Springs is a
relatively safe community, prevention is always preferable to remediation. Therefore, the College
seeks to install additional exterior lighting and replace inefficient exterior fixtures with high
efficiency lighting. In addition, interior safety requires that battery lighting units operate when
needed. Many of the battery emergency lights in the College buildings must be replaced to insure
that they will function properly when needed (included in bond request).
II. TECHNOLOGY
A. Servers, Printers, Lab Upgrades, AIV. Replacement of obsolete computers used by faculty and
students occurs on a regular cycle at the College, but the demand for more powerful computers
able to match those used by business and industry requires the introduction of a number of new
machines. These machines will go to faculty most heavily involved in computer-assisted
instructionj
as well as to replace machines used by students in the computer laboratories. In

addition, science, photography, and communications equipment used for laboratory instruction
needs to be replaced (included in bond request).
6. Campus Network. Using its own resources, the College has wired approximately half of the
administrative and classroom buildings and two dormitories. Spalt and Birch dormitories are wired
for telephone, video and high-speed data, but without additional financing, it will not be possible to
provide these services to other dorm rooms, or to network the remainder of faculty and staff on
campus. This project will allow full utilization of the dormitory telephone switch expansion
acquired during 1999-2000, will increase convenience and safety for dormitory residents, will put
an additional number of faculty on line, and will allow for connection to our electronic library from a
variety of sites on campus (included in bond request).
OTHER
A. Books. Annual acquisitions from restricted gifts or bequests, including the ~ichenei gift, are
included in this plan.
B. Lawn Tractor with Mower. Maintaining the appearance of the extensive grounds of the College
campus requires considerable labor and equipment. The medium-sized mowers currently in use
by the College require too much labor and take too long, particularly during the spring when the
grass grows so rapidly. The College added a new mower tractor unit last year and it has
demonstrated the savings that can be realized from improved mechanization (included in bond
request).
C. Vehicle Replacement. The vans in the College’s fleet are used to transport students to cultural,
athletic and field research experiences, and for summer course-work. The current 15-passenger
van is 10 years old with 165,000 miles and is becoming increasingly less dependable for anything
other than short trips. The cost of maintaining this vehicle is now excessive (included in bond
request).
Robert H. Devine
President

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ANTIOCH UNIVERSITY
Five Year Capital Budget Summary
Antioch College
< 1999-00 Capital Expenditures Amount Souice, ' Land 84,000 Operating Budget Facilities 230,205 Operating BudgeVGifts Technology 93,626 Operating Budget/ Bond Issue Other 34,046 Operating Budget HVAC Improvements 529,000 Bond Issue Replace Electrical Transformers 60,000 Bond Issue Furniture & Carpet Residence Halls 65,000 Bond Issue Classroom Furniture & Lab Equipment 300,000 Bond Issue Equipment & Furniture Dining Services 14,000 Unfunded Upgrade Interior & Exterior Lighting 50,000 Unfunded Exterior Improvements (Gutters, North Hall Entry) 40,000 Bond Issue Hot Water HeatersITube Bundles 10,000 Bond Issue Condensate Lines & Pumps 10,000 Bond Issue Roof RepairslReplacements 120,000 Bond Issue Residence Hall Shower Replacement 12,000 Unfunded ADA Ramps, Doors, Restrooms 200,000 Bond Issue Drives and Walkways 50,000 Unfunded Resurface Parking LotslDriveways 105,000 Bond Issue Landscaping 10,000 Bond Issue North Hall Windows1 Lighting 120,000 Bond Issue 7 Window Replacements (North Hall & Others) 210,000 Unfunded Housekeeping Equipment 10,000 Unfunded Technology Instructional Communications Editing Equipment 8,700 Bond Issue Campus Network 74,000 Bond Issue Computer Upgrades 66,600 Bond Issue Residence Hall Technology/Telephone Service 181,500 Bond Issue Other Library Books 80,000 Operating BudgetJGifts Mowers 12,000 Bond Issue Vehicle Replacement 25,000 Bond Issue Fire System Upgrades 25,000 Unfunded HVAC Improvements 50,000 Unfunded Replace Electrical Transformers 55,000 Unfunded Furniture & Carpet Residence Halls 48,000 Unfunded Furniture, Equipment, Carpet AcadlAdmin BIdgs. 30,000 Unfunded , Equipment & Furniture Dining Services 10,000 Unfunded Upgrade Interior & Exterior Lighting 12,000 Unfunded Hot Water Heatersnube Bundles 23,000 Unfunded Roof RepairslReplacements 100,000 Unfunded Residence Hall Shower Replacement 12,000 Unfunded ADA Ramps, Doors, Restrooms 125,000 Unfunded Drives and Walkways 10,000 Unfunded Landscaping 10,000 Unfunded Window Replacements 400,000 Unfunded 8 <. -. , . Technology Servers, Printers, Lab Upgrades 37,000 Unfunded Campus Network 15,000 Unfunded Residence Hall Technologyflelephone Service 94,000 Unfunded Other Library Books 80,000 Operating BudgetIGifts Mowers 15,000 Unfunded Vehicle Replacement 10,000 Unfunded Unfunded Replace Electrical Transformers 55,000 Unfunded Furniture & Carpet Residence Halls 48,000 Unfunded Furniture, Equipment, Carpet AcadIAdmin BIdgs. 30,000 Unfunded Upgrade Interior & Exterior Lighting 12,000 Unfunded Hot Water Heatersnube Bundles 23,000 . Unfunded Condensate Lines & Pumps 10,000 Unfunded - Roof RepairdReplacements 100,000 Unfunded Residence Hall Shower Replacement 12,000 Unfunded ADA-Ramps,Doors,Restrooms 75,000 Unfunded Drives and Walkways 10,000 Unfunded Landscaping 10,000 Unfunded Window Replacements 50,000 Unfunded Housekeeping Equipment 10,000 Unfunded 9 Technology Servers, Printers, Lab Upgrades Campus Network Residence Hall Technology/Telephone Service 37,000 Unfunded 30,000 Unfunded 94,000 Unfunded ou,uuu vehicle Replacements 20,000 Unfunded Library Books a,. --A Operating BudgetIGifts Total Facilities HVAC Improvements E-,--- Replace Electrical Transformers - 25,000 & Carpet Residence Halls I 71-i nnn Furniture in nnn Unfunded Unfunded Furniture, Equipment, Carpet AcadIAdmin Bldgs. Equipment & Furniture Dining Services Upgrade Interior & Exterior Lighting Hot Water Heatersmube Bundles - Roof RepairsIReplacements - ADA-Rarr Drives anl Unfunded Unfunded Unfunded Unfunded Unfunded Unfunded --r--- Residence Hall Shower Replacement 12,000 IPS. Doors. Restrooms 75,000 d Walkways lo,wwW UIII Resurface Parking Lots 25,000 Unfi Landscaping ~O.L., u Window Replacements 50,000 U. ..-. ,vwu Unfunded . - Unfunded nnn ' -*unded unded nnn ' 'nfunded nf~ indad <=- - --*-,v-- .- . - < Technology Servers, Printers, Lab Upgrades 87,000 Unfunded Campus Network 15,000 Unfunded Computer Upgrades 50,000 Unfunded Residence Hall Technologyflelephone Service 94,000 Unfunded Other Library Books 80,000 Operating BudgetIGifts Mowers 15,000 Unfunded Vehicle Replacements 70,000 Unfunded Furniture, Equipment, Carpet AcadIAdmin Bldgs. Upgrade Interior & Exterior Lighting Hot Water Heatersflube Bundles Condensate Lines & Pumps 10,000 Unfunded Roof Repairs 100,000 Unfunded Residence Hall Shower Replacement 12,000 Unfunded ADA Ramps, Doors, Restrooms 50,000 Unfunded Drives and Walkways 1 0,000 Unfunded Resurface Parking Lots 25,000 Unfunded Landscaping 10,000 Unfunded Window Replacements 50,000 Unfunded Housekeeping Equipment 10,000 Unfunded 1 1 Antioch University Five Year Capital Budget 2000-01 Budget ANTIOCH NEW ENGLAND GRADUATE SCHOOL 2000-01 PROPOSED EXPENDITURES FACILITIES A. Priority 1 : Bond Principal. Each year, Antioch New England deducts the bond principal as a capital expense. For 2000-01, the principal payment will be $85,000; for 2001-02, $90,000; for 2002-03, $97,500; for 2003-04, $1 05,000; and for 2004-05, $1 15,000. B. Priority 2: Parking Lot Maintenance. $5,500 is in the capital budget for sealing and striping the main parking lot. We have occupied the new campus for six years and the parking lot requires some basic maintenance. C. Priority 3: Roof Replacement. $37,500 has been targeted for the replacement of the roof of the . West Wing. We have known for some time that the roof would need to be replaced and it does leak on occasion. (While we have not budgeted this replacement in the 2000-01 capital budget, we have identified sources of funds, which we likely would tap in order to fix the roof - see 2000- 01 budget narrative.) D. Priority 4: Renovation and Expansion. See # 5 under "Capital Expenditures 2001-02 and Beyond." While no funds have yet been earmarked for this capital expansion, it is possible that we will address it in 2000-01. II. TECHNOLOGY A. Priority 1: Computers. Technology is a perpetual "work in progress," and we are implementing the Technology Task Force's long-term plan to address the critical issues related to technological development and we are following a plan for prioritizing replacement, upgrading, and application needs, as well as personnel support needs. For 2000-0-1 the capital budget includes $18,000 for computer hardware replacement, particularly machines that will no longer support certain software applications. We will also use leasing, via operating budget, to address hardware needs. Outsourcing of the First Class e-mail system and required technological support will also come from the operating budget, as will the personnel costs we have added to expand and support the infrastructure. In the future five-year capital technology plan, the ULC and the Board may, at a minimum, expect to see hardware and software replacement on an annual basis. For illustration purposes, the following reflect reasonable estimates for future capital expenditures: 2001-02 - $25,000; 2002-03 - $30,000; 2003-04 - $40,000; and 2003-04 - $45,000. 6. Priority 2: VCR and Television Monitor Replacement. VCR and Television Monitor Replacement On an annual basis, we attempt to address the need to upgrade or replace audio-visual equipment, which is used for classes, primarily in programs, which require an analysis of practice techniques (therapeutic interaction, teaching, etc.). Ill. OTHER A. Priority 1: Maintenancelupgrade of Library Collection. $75,000 of estimated capital expense has been budgeted in the 2000-01 proposal to cover the cost of maintaining journal subscriptions, licensing fees, book acquisitions, CD-ROM data bases, etc. The funding support for this set of purchases will come primarily from the operating budget, with some additional support available from the CEE funds. This is an annual capital expense. Though funding for 2000-01 is level, we see a likely increase over the course of the next four years if for no other reason than inflationary factors. PROPOSED EXPENDITURES 2001-05 I. FACILITIES We have completed the Five-Year Capital Budget Summary schedule, but it is important here to acknowledge that although we have identified needs and potential cost, the identification process does not create funding or easily translate to a specific timetable. Within the 2001-2005 period: Debt Service. We will continue to assign principal payments to the capital expense section; for amounts, see narrative above. Funding source: operating budget. Warehouse Renovations. We would like to move toward the implementation of Phase II of the "warehouse" renovations and expansion. Specifically, we envision the creation of one large classroom and one very large (4000 square feet) multi-purpose room that would enable us to hold major conferences and accommodate large gatherings for lectures, etc. Code requirements would necessitate adding more plumbing and another egress. Estimated cost: $150,000 -- $200,000. Funding source: funding of the unfunded carry-forward reserves or, perhaps, some capital campaign dollars. 3. Paved Parking. Refinishing of the secondary parking lot at the end of Avon Street. The paving project was not done in the original construction because of budgetary constraints. However, it does require attention. Estimated cost for project: $5,000--7,500. Funding source: Probably operating budget. 4. New Carpet. Possible replacement of carpeting in the lobby, community room and other high traffic areas. There is not an immediate need to pay attention to this issue, but we are aware that replacement is a real possibility within the next five years. Estimated cost: $10,000- 15,000. Funding source: Probably operating budget. 5. Renovation and Expansion. Possible renovation of. and expansion into, other major expansion space. This has become a critical issue in that there simply is not enough office and meeting space for the personnel involved in the current grant and contract work. We have some working drawings and would phase any renovation project, likely beginning with 1500 square feet. Estimated cost of this initial phase is $60,000. We may want to get started on this as early as 2000-01. Funding sources: Grant overhead, gift and operating budget. 6. The Unexpected. We do not anticipate any major problems with the HVAC systems, main roof, windows. Dryvit exterior, etc. over the course of the next five years. Each should have a minimum life of fifteen years before major maintenance or replacement is required. Nevertheless, we would continue to hope that carry forward funding would occur soon, providing some kind of emergency ' cushion. 7. Routine Maintenance. Painting and other general customary needs are covered annually in the operations budget as part of the "plant" category. 8. Lease Renewal. We expect to renew our Portsmouth. NH lease in July 2001 for a period of three years. 11. TECHNOLOGY See narrative above. I. OTHER See narrative re: library acquisitions above. Jim Craiglow President ANTIOCH UNIVERSITY Five Year Capital Budget Summary Antioch New England Graduate School 1999-00 Base Year Capital Expenditures Amount , , Source " ; Facilities Technology Other Total 20-1 Proposed Expenditures Facilities Sealing & Striping Parking Lot West Wing Roof Replacement Technology Computer Equipment Other Library Books 71,682 Operating Budget 47,354 Operating Budget Amount Source ,, ' 5,500 Operating Budget 37,500 Unfunded 18,000 Operating Budget Operating Budget Total Antioch University Five Year Capital Budget 2000-01 Budget ANTIOCH SEATTLE 2000-01 PROPOSED EXPENDITURES I. FACILITIES A. Priority 1: Renovate Adjacent 4200 Square Feet. Antioch Seattle occupied newly renovated facilities in September 1997. The programming for this renovation was completed in 1996 and was adequate for the operations at that time. We have since developed new academic programs, a fully functioning University Relations Office, and a centralized Admissions office. In addition, we have outgrown our library and student computer lab, and several nights per week we are using all classroom capacity. We intend to finalize renovation plans this year and anticipate beginning this renovation during the Winter Quarter if our enrollment meets our projections. It would be our intention to fund this project through use of the extra reserves we have set aside and by taking a loan for the balance. - 8. Priority 2: Roof Leak Repairs. The leaks in the roof were not repaired during the construction process. We made progress this past year on the worst leaks and intend to continue to work on then. This is our second priority as we are experiencing damage to walls, carpets and ceiling tiles. Funds have been earmarked in the operating budget to cover this expense. C. Priority 3: Finish Lobby Project. We have begun reconfiguring our first floor lobby space to make it more student-friendly and useful. Funds are earmarked in the operating budget to increase the light level and add additional furnishings and plants. 20 II. TECHNOLOGY A. Priority 1: Upgrade Faculty and Staff Computers. Currently, all staff and nearly all faculty have some sort of computer on their desk. Some faculty still have old (four years or more) Macintosh computers that do not have the capability for Internet searches and research. A complete inventory was done this year and the worst computers were designated for replacement in 2000- 01. Others were assigned later on a proposed 3-4 year replacement schedule. In addition, it appears that we need to anticipate some Datatel users switching to PC's. The process of upgrading computers will be a continuous challenge for the University. Funds will need to be allocated on an on going basis to assure that faculty, staff, and administrators have functional, up to date computers. B. Analysis. Our new standard for a faculty computer is 5G hard drive, 64 MB of RAM, and 300 MHz of speed. This market changes so rapidly it is not possible to identify a specific brand and vendor. Comparative shopping is required at the time of each batch purchase. C. Proposed Action. This year we have maintained the extra amount budgeted last year to support technology. Approximately $69,000 of that will be dedicated to computer purchases. Some of that will be replacement for breakdowns and some will be dedicated to upgrading computers for key faculty users. We anticipate maintaining (if not increasing) this amount in the budget as an ongoing item to keep up with the need to replace and upgrade computers on an on going basis. A. Priority 2: Integrated On-line Library Cataloging System. The next step in badly needed improvements to the electronic capability of our library is the purchase and installation of an integrated on-line catalog system. B. Analysis. Software and hardware to make our card catalog Internet accessible is an important step in the development of our technology and remote library access. This step opens easier on- line access to other regional libraries for our students and is a step toward more integration of the Antioch campuses. The Endeavor Voyager System is in use by New England and our local community college libraries, which makes it the logical choice for us. C. Proposed Action. We would propose to purchase and install this system with grant funds. Should our reapplication to the local Washington State Library Connectivity Project prove unsuccessful we would plan to purchase this system with excess revenues next year. A. Priority 3: Computer Instruction Cart. Increasingly, students, faculty, and administrators want to use Microsoft Powerpoint for presentations or do computer/Internet presentations in class. We currently have one freestanding projector that must be moved from the computer classroom and set up with a computer each time one of these presentations happens. Having a cart with computer and projector attached will facilitate instruction, presentation and demonstration and free computing staff from time consuming set up. B. Analysis and Proposed Action. A good choice for the computer and projector combination for this purpose would be a Boxlight 2000 Series Projector and a Multimedia Windows class computer. This equipment represents a good compromise of features, power, and clarity for the size of rooms and types of uses we anticipate. Ill. OTHER A. Priority 1: Upgrade Classroom Audio Visual Equipment. Many of our TVA/CR1s and overhead projectors are ready for replacement. In addition, some of our classroom chalk boards and white boards were moved from the old building to save money. Funds have been set aside in the operating budget to take care of this. B. Priority 2: Classroom Chairs and Tables. When we moved to the new building we purchased 100 chairs after a careful analysis of durability, warranty, price and comfort. At that time we anticipated purchasing 100 chairs per year until all of our old, broken, uncomfortable chairs were replaced. With the anticipated addition of two classrooms in the renovation, we will need 200 chairs this year to finish the original acquisition project and to furnish the new classroom. Toni Murdock President 22 ANTIOCH UNIVERSITY Five Year Capital Budget Summary Antioch Seattle 1999-00 Base Year Capital Expenditures Amount Source Facilities 1 18,063 Operating Budget Technology 82,107 Operating Budget Other 14,073 Operating Budget Operating Budget Lobby Lighting 12,000 Operating Budget Renovation of Expansion Space 350,000 ReservesILoan Technology Computer Equipment 69,000 Operating Budget Audio Visual Equipment 12,000 Operating Budget Computer Instruction Cart 10,000 Operating Budget On-Line Catalog System 61,600 Grant Other Classroom Chairs 20,000 Operating Budget Total $544,600 23 Parking Lot Resurfacing and Renovations 18,000 Operating Budget Paint and Signage 20,000 Operating Budget Technology Computer Upgrades 75,000 Operating Budget Other Classroom Chairs Parking Lot Resurfacing and Renovations 43,000 Operating Budget Technology Computer Upgrades 75,000 Operating Budget Other Classroom Chairs 25,000 Operating Budget Copier 12,000 Operating Budget Total $155,000 - < 2003-04 Proposed Expenditures - Amount, , Souke + Facilities Parking Lot Resurfacing and Renovations Technology Computer Upgrades Other Total 25,000 Operating Budget . 70,000 Operating Budget , % 2004-05 Proposed Expenditures Amount , ~ource ' + , ,. ax Facilities Parking Lot Resurfacing and Renovations Technology Computer Upgrades Other Total Operating Budget Operating Budget ANTIOCH SOUTHERN CALIFORNIA Introduction: The first formal five-year Capital Budget Plan for Southern California was submitted for 1998- 1999. After I became AUSC President in September 1998, I examined that Plan, and, in my submission for 1999-2000, I told YOU: We have completed an analysis of the five-year Capital Budget ... [which] has shown that that document was substantially amiss in its assumptions and knowledge base. [We] are much farther behind [especially in the information technology infrastructure] than we anticipated, and we will have to spend much more than proposed [in the original five-year Plan] (more than likely over a decade). 1 In that Narrative, 1 indicated that any plan for multiple years would be unrealistic, and that I would need the ~ next year to produce two documents which would give deeper meaning to a Capital Budget for AUSC: a I Technology Strategic Plan and a Facilities Management and Relocation Strategic Plan. I suggested that we 1 could have these documents ready for Board consideration by January 2000. I Best-laid plans, in this case, were detoured by: A. personnel changes (searches for new Deans in Los Angeles and new roles for the Deans in Santa Barbara, a search for a new regional CFO), B. continuing discoveries of the instability of our information technology infrastructure (the break-in I period for our new Los Angeles technology outsourcer All Bases Covered, problems with our I Datatel capabilities, frustrations with Firstclass and our DSL functions), I C. and facilities planning change-ups (the demise of the San Gabriel Valley Center reported last year, a planned and aborted move in Santa Barbara). The good news is that we have personnel in place or arriving shortly in each category, we are moving full- speed ahead to clarify hardware, software and support needs for both campuses, and our facilities needs for the foreseeable future have been met by additional space in Marina del Rey (for the regional office) and soon-to-be-acquired space in Santa Barbara (in the current building). Consequently, I beg your indulgence for yet another budget cycle as I submit a somewhat idiosyncratic Capital Budget Narrative and Summary. Each iteration reflects greater clarity and the closer approximation of the "culture of evidence," which "authenticates our operations" and guides us "in our planning and implementation efforts," as I proposed last year. Next year will include the complete strategic plans for facilities and technology promised for January. And next year will serve as a solid base for authentic capital planning for the future of AUSC. PROPOSED EXPENDITURES I. FACILITIES In Marina del Rey, we have occupied the new office suite (lease approved by the Board earlier this year) as our AUSC regional office. By July, the Admissions Office will return to the first floor of the building, in the space formerly occupied by the regional office, which will be a great boon for our recruitment effort. These moves and the furnishings required have been accomplished within the current operating budget. The 2000-01 Operating Budget includes $80,800 for this additional space plus required rent increases in the current lease. In Santa Barbara, we plan to lease or sub-lease additional space in our current building as soon as . we complete negotiations. We anticipate a donation of office and classroom furniture to use in this new space. In the new Operating Budget, we have allocated $60,000 for these increased costs including rent adjustments (upward, of course). 11. TECHNOLOGY To be frank, dealing with information technology in Southern California continues to be a triage operation rather than a shining example of our strategic thinking in action. A Technology Committee working with the Executive Dean in Santa Barbara and our new Executive Dean working with our outsourcer in Los Angeles are zeroing in on a realistic assessment of our computer needs. Once this is accomplished, we can create a timeline to try to meet those needs over a five to ten year period. In the meantime, the small amount of money we are able to set aside from our Operating Budget goes to providing computers for new staff and faculty and replacement of the most aged desktop dinosaurs (these are called "legacy hardware" in the computer world). In next year's budget, we have set aside $27,000 regionally for these purposes. We need to do more, but cannot without new funding sources. One bright spot: We are finishing our computer and multimedia purchases for the regional Teacher Education program over the next couple of months, completely funded by a $1 19,000 grant from the Fletcher Jones Foundation. 2001-05 PROPOSED EXPENDITURES I. FACILITIES There are exciting prospects for the future, indeed. In Santa Barbara, the other current tenants in our downtown building are planning to give up their leases - a major (and permanent, we believe) change from their past territorial expansion. Since new program development will necessitate our finding additional space, we are delighted that we will be able to obtain whatever we need at the current location. In Los Angeles, we continue to explore off-campus sites for centers and, most notably, we continue to explore relocating the campus to downtown Los Angeles. A major Los Angeles foundation has invited us, with significant encouragement at this initial stage, to request a seven-figure grant to facilitate this move. I can assure you that we will be moving (now in concept but perhaps in three years in fact), quickly but carefully, to follow up with the planning and assessment of such a modifi- cation, its potential impact on our enrollment, and the mechanics of this possible grant over the next year. II. TECHNOLOGY We will pursue aggressively external funding for technology as part of our future Development efforts. In concert with the University Strategic Plan and university-wide technology planning, we will enhance our electronic library, administrative and academic computing, and distance learning resources over the next five years. I. OTHER Furniture requires upgrading, replacement and refurbishment. We will plan for that over a five-year period. By the end of this Capital Budget cycle, we will plan to have in both locations a minimum of two "smart/multi-media" classrooms. Mark Schulman President ANTIOCH UNIVERSITY Five Year Capital Budget Summary Other Computer Equipment Operating Budget Other Total $27,000 Facilities Technology Computer Equipment Replacement Other Furniture Total OperatingIGifts OperatingIGifts A < 2002-03 Proposed Expenditures ' Amount , $ ,4 Source, ' Facilities Technology Computer Equipment Replacement Other Furniture OperatingIGifts OperatingIGifts Total $187,500 Antioch University Five Year Capital Budget 2000-01 Budget THE McGREGOR SCHOOL Introduction: As the McGregor School moves ahead into the 21st Century, effective technology planning will make it possible for the School to present itself as both academically innovative and technologically attractive to the adult learners of the 21st century. It is clear that providing more and varied curriculum delivery models are necessary to serve the changing needs to today's students. ~pecific'ally, it is clear that expanding our use of Internet technologies will be a necessary condition of our viability as an institution of higher education in the 21st century. Given these new conditions, it is the School's goal to continue aggres- sive development over the next five years of its web-based distance learning systems and web-based services for students. The School also hopes to further its educational mission by providing a more seam- less integration of computer tools and technology into the working life of the School where appropriate in order to better serve our students. Introducing further improvements into the School's computing environ- ment will inevitably change the way we work. Supporting this change will require investment in initiatives that will result in computer literate employees: faculty, staff, and administration. Facilities will also play a critical role in shaping the future of the McGregor School. While the issue of location remains to be examined (see p. 69 of the 2000-01 Proposed Budget), we need to make repairs and improvements to our existing facility in order to continue operations. The amount of deferred maintenance is substantial, and we can address only the most critical problems during the next five years with the funds currently available. 2000-01 PROPOSED EXPENDITURES I. FACILITIES A. Priority 1 : Renovate and Repair the Large Conference Room and its Roof. The roof outside of the conference room has been leaking for several years; it has caused extensive damage to the supporting walls and floor. This is the main room used for community meetings, information sessions for prospective students, and all meetings with large "outside" groups. 6. Analysis. There is no alternative to this problem. If the roof is not fixed and it continues to leak and cause damage the wall will continue to deteriorate and could eventually collapse. C. Proposed Action. Repair the roof, repair the wall (inside and outside), paint the entire room, install window coverings, acquire technology, and replace the carpet. Cost - $20,000 II. TECHNOLOGY A. Priority 1 : Network Server Systems. The School's employees have successfully made a transition in their use of the campus network. Focus has shifted away from the primary network usage being laser printing services and towards server coordinated work groups, shared work- spaces, networked databases, and Internet access. In order to keep pace with the rapidly increasing demand for network services, an investment needs to be made in robust and scalable server systems. 6. Analysis. There are four possible platform options for new sewer systems: I. UNIX; it is clear that UNIX type operating systems offer a high degree of stability and robust performance. They generally offer good support for various types of client connections. They are unattractive because of the high cost of maintenance contracts and the steep learning curve inherent in most varieties of the UNIX operating systems. 2. Windows NTl2000 Server; this server option allows for future scalability and ease of administration. However, the platform's general lack of robust perform- ance, instability, limited Macintosh services, and its high susceptibility to virus infection and its ability to be easily "hacked" makes it an unattractive choice. 3. Novell Netware 5.x; an extremely scalable and stable network operating system. Netware's high cost and limited Macintosh services make it an impractical solution. 4. Mac OS X Server; offers the School several advantages, including UNIX-like robustness and stability, ease of administration, scalability, excellent services for both Macintosh and PC clients, Appleshare compatibility, and routing capabilities. Proposed Action. Purchase a Mac OS X Server to manage general file, print, web, and multimedia file services for the campus. Cost - $14,000 Priority 2: Improvement and Expansion of Computer Lab Facilities: Multimedia Computer Laboratory Equipment. This McGregor School laboratory will provide multimedia content creation facilities for the faculty and students, particularly the students in the Teacher Education Program. The facility will also allow McGregor to update and expand its continuing education course offerings for teachers and school administrators. Business Applications Computer Laboratory Equipment. The McGregor School intends to equip a laboratory to provide business applications and quantitative research facilities for the School's faculty and students, particularly the students in the Management program. This additional lab will add to the number of machines using the Windows operating system and it will enable the school to incorporate Windows applications in its continuing education course offerings. 6. Proposed Action. Purchase the hardware and software necessary to improve computing services to students on campus. Cost - $83,400 35 A. Priority 3: Computing Hardware Upgrades and Computer Workstation Standardization. Like many colleges, the McGregor School is using desktop technology from many different "generations." The desktop computer industry has changed so rapidly that equipment acquired a few years ago is no longer capable of handling modern applications. This project would standardize McGregor's workstations by adding 15 new desktop units. 2001-02 PROPOSED EXPENDITURES I. FACILITIES A Priority 1: Student Records Archive Project. This project includes room renovations to the McGregor School's archives room to make it accessible and useable as a work space for viewing student records as well as providing a home for the electronic records archiving project. The . archiving project will transfer eligible student records to DVD media and make them accessible to faculty over the school's data network. B. Proposed Action. Purchase the hardware and software necessary to make conference facilities on campus more usable and technology-friendly. Cost - $50,000 II. TECHNOLOGY A. Priority 1: Instructional Computin~l Distance Learning Initiative: On-line Course Development Hardware. The McGregor School is anxious to expand its ability to meet the needs of adult learners throughout Ohio. The equipment acquired in this initiative will allow McGregor faculty to develop materials for use in web-based on-line courses. It includes >.
portable computing solutions, related technology, and new web server-based curriculum delivery
systems.
Instructional AV Equipment Upgrade. The non-computer instructional equipment at
McGregor
School is generally obsolete and needs to be replaced with new, reliable equipment. Specific
items include: DVD players, VCR units, camcorders, projectors and screens, TV units and audio
playback equipment.
B. Proposed Action. Purchase the hardware and software necessary to improve instructional
computing and technology services available to faculty on campus. Cost – $75,900
A. Priority 2: Expanded Student Services. Expand and update our current computer services for
students. It may be the case that these services are University rather than campus projects. In
either case, the School intends to commit resources towards:
Web interface or Kiosk services for the student module in Datatel to be located conveniently in the
first floor student lounge for the purpose of allowing students to access such information as:
registration status, degree audit, their billing information, etc.
Electronic Library Partnership to offer first-rate library services for our distance learning programs.
-B. Analysis. Our ability to recruit and retain quality students (especially adult learners) is partially
dependant upon our ability to offer them quality student services while they are students in our
programs. Computer services is an area where we believe prospective students will judge us.
The School is currently conducting research about technology and partnership options for these
projects.
C. Proposed Action. Expand and upgrade student computer services. Estimated costs – Kiosk or
Web terminal – $3,000.00; the Library Partnership — $17,000.

2002-03 PROPOSED EXPENDITURES
I. FACILITIES
A. Priority 1: Renovation of Office Space on 3rd Floor. We are now at capacity for useable office
space in this building. We are looking at “One Stop Shopping” for our student service offices. By
renovating this area of the building, we will be able to accommodate new programs and move the
Teacher Certification offices to this area. This would then free up space on the main floor of the
building, which would allow us to move the student service offices to the main floor for easier
student access. It would also provide office space for new personnel in the academic programs.
B. Analysis. The alternative would be to keep all of the offices where they are now which means we
could not hire personnel for new programs. We also would need to leave the student service
offices where they are now located which would prevent us from the “One Stop Shopping” model
we are working to achieve. We could not hire any additional staff for any
departmentlprogram
as
we have reached our capacity for available office space.
C. Proposed Action. Remodel the space on the
3rd
floor of the building. Cost – $230,000
II. TECHNOLOGY
A. Priority 1: Network Infrastructure Upgrade.
B. Analysis. The School projects an increasing demand more and varied high-speed network and
Internet services. If it has not been financially possible up to this time, this budget year should
prioritize the complete elimination of any remaining CAT3 wiring from the School’s computer
network or implement a wireless networking solution. A network expansion will be concurrently
necessary to “hot wire” new classroom and seminar spaces on the both the
3rd
floor and basement
of the Sontag-Fels building.

, –
C. Proposed Action. Upgrade and expand the network as necessary. Bids will be accepted from
appropriate vendors. Estimated costs – Network upgradelexpansion: $20,000+ (including
hardware).
2003-04 PROPOSED EXPENDITURES
I. FACILITIES
A. Priority 1 : Renovation of the South End of the Basement for Classrooms. There is a severe
shortage of available classroom space on campus. This renovation would provide us with six more
classrooms.
B. Analysis. We currently have three classrooms for the
McGregor
School and use the College’s
classrooms for the majority of our classes. This would give us the ability to offer more classes in
the summer for the ELSS program, provide the Weekend College more available rooms on
Saturdays, give additional class space for Graduate Management, Teacher Certification, and the
new M.A. Program.
C. Proposed Action. Renovate the existing space in the basement for additional classrooms. Cost –
2004-05 PROPOSED EXPENDITURES
I. FACILITIES
A. Priority 1: Paint and Carpet Rooms 200, 201, 204, 205, 207. 209, 21 1, 216, 219, 220, 222, 225,
227,228,229. These offices have not been painted in many years and it shows. They do not
have carpet in them. We are trying to present a professional image to the public and for our
students. This would also help moral of the employees in these offices. 39

B. Analysis. The alternative is not to do this work and continue to allow the condition of these offices
to decline.
C. Proposed Action. Paint and carpet these offices. Cost – $15,000
II. TECHNOLOGY
A. Priority One: Non-TCPIIP Printer Replacement. It is possible that by this time, all AppleTalk-only
printer may have ceased to function at the School. If not, this budget year will be used to replace
all remain units with high-speed
TCPIIP
printers.
B. Analysis. Old and unreliable printers are a significant cause of frustration for network users.
Additionally, routing
AppleTalk
(LocalTalk)
protocol over the Internet for administrative printing
from Datatel is extremely inefficient and slow. However, like most other campuses, the School
has a significant investment in older laser printers.
C. Proposed Action. Purchase new Hewlett Packard high-speed network laser printers. Estimated
cost – $20,000.00
Currently, it is our intention to leave year five largely un-defined in terms of specific projects in order to
provide some elasticity in the proposed timeline. In short, this year will be used to fund any previously
mentioned projects that, for whatever reason, we were not able to fund. However, our extended planning
will include:
the further diversifying of our curriculum delivery models
replacement of network hardware
Barbara Gellman-Danley
President

ANTIOCH UNIVERSITY
Five Year Capital Budget Summary
The McGregor School of Antioch University
1999-00 Base Year Capital Expenditures
, ‘
Amount h, – . Source, ‘ , .
Facilities 0
Technology 30,000 Operating Budget
Other 0
Total
200041 Proposed Expenditures Amount ‘ Source’, ‘- >
Facilities
Conference Room Renovations 20,000 Bond Issue
Technology
Network Service Systems 14,000 Bond Issue
Improvement & Expansion of Computer Lab Equip 83,400 Bond Issue
Conference Facility Equipment 20,000 Bond Issue
Other
Total

Technology
Instructional CornputingIDistance Learning Initiative 75,900 Bond IssueIOperating
Expanded Student Services 20,000 Bond
IssueIOperating
Other
Renovation of Office Space on 3rd Floor 230,000 Operating Budget
Technology
Network Infrastructure Upgrade 20,000 Operating Budget
Other
Total $250,000

Antioch University
Five Year Capital Budget
2000-01 Budget
UNIVERSITY ADMINISTRATION
2000-01 PROPOSED EXPENDITURES
1. FACILITIES
A. Priority 1: Ketterin~ Building Boiler Replacement. The Kettering Building was built in 1953 and
the original boiler is still in use. State inspectors warned the University that the boiler is becoming
unsafe and it is doubtful that the boiler will pass very many more inspections. The boiler provides
heat for both the original Kettering Building as well as the addition that houses the offices of the
Chancellor and Vice Chancellor.
B. Analysis. Without heat, the Kettering Building would be unusable and would sustain serious
damage as a result of freezing. There appears to be three alternative courses of action to insure
reliable heat for the building. The first is to re-tube and re-brick the existing boiler. This will entail
significant labor and, because the boiler originally burned oil and was converted to gas several
years ago, it is a very inefficient unit. Re-tubing and re-bricking would not increase its efficiency,
but its operating safety could be restored. A second alternative would be to extend a steam line
that now serves the
Sontag-FeIs
Building to the Kettering Building. This would involve trenching
across East South College Street and around to the back of the Kettering Building and then
installing a heat exchanger in the Kettering Building. From a
costJBTU
perspective, this alternative
is attractive; but the cost of this alternative is likely to be about $75,000. A third alternative would
be to replace the existing boiler with a new, low-pressure boiler. A new boiler would be much
more efficient than the current boiler and as cheap or cheaper than the other two alternatives.
44

C. Proposed Action. We recommend that a new boiler be obtained and installed in the Kettering
Building. The cost of the replacement boiler is estimated to be about $15,000. The exact cost will
require an engineering study to determine the size necessary to heat the original building as well
as the addition.
The cost of operating the new boiler can be reduced by connecting the Kettering Building to the
College’s natural gas line, which runs in Marshall Street, behind the building. By tapping into this
line, the Kettering Building could obtain gas at the same discount rate that the College pays, rather
than the commercial rate charged by the local utility. Depending on the cost of the trench, which
Should run between $5,000 and $10,000, and if funds are available, the connection to the Marshall
Street line should be made.
A. Priority 2: Kettering Building AC Compressors. When originally built, the Kettering Building was
air-conditioned using the same piping system that distributes heated water during the winter.
Chilled
water for the system was supplied by three large compressors. One of these compressors
failed many years ago and has not been repaired or replaced. It is believed to be totally inoper-
able, but has been retained for spare parts to maintain the other two compressors. This spring
When College technicians attempted to start the remaining two compressors, one refused to run
and the other ran so poorly that its operation would be dangerous. It may be possible to repair the
second and third compressors, but they are so old that parts are not available and they could fail
Completely at any time. In addition, the Freon used in this system is no longer environmentally
acceptable. It is still available, but only at a premium price. Recharging the system costs a
minimum of $2,000. The system is extremely inefficient.
B.
!$alysis.
Although the boiler in the Kettering Building provides heat for both the new and old parts
of
the building, the three original compressors provide chilled water only for the old part of the
building. The newer portion was built with its own AC unit. Most of the old part of the Kettering
Building is used for McGregor classes and during the summer the building is used intensively by
I^IcGregorls
teacher education program. The Management Program of the McGregor School uses
the building on weekends. College faculty use some of the laboratories on the second and third
floors, some of the space is currently rented to outside groups, and a portion of the building is
used for storage or is vacant.
45

All windows in the old part of the Kettering Building are operable and one alternative would be to
not repair or replace the compressors but to open windows and use room fans to provide as much
comfort as possible. It is doubtful that this solution would be found acceptable by the McGregor
students during much of the Ohio summer when both humidity and temperature can become
extreme. A second alternative would be to install window air conditioning units in the classroom
areas and any laboratories that are being intensively used. Window air conditioning units are
aesthetically unattractive and produce more room noise than the current system, but they offer the
cheapest alternative. The building was originally designed for laboratory work and has adequate
electrical capacity although some additional interior wiring would be required to install the units. A
third alternative would be to replace the three compressors with modern chilling units. This is the
most costly alternative, but it would provide the most economical cooling on a per square foot
basis. However, until the building is fully utilized, it is not necessary that we have the capacity to
cool all areas.
C. Proposed Action. Ideally, and if funds were available, the three compressors should be replaced.
Because funding is not available, window air conditioners should be installed in the McGregor
School classrooms to insure that they can be cooled during summer months. Some accommo-
dation may be needed for the McGregor School lounge because it has no outside wall. Units
should also be provided for the leaseholders because air conditioning is part of the leases. The
cost of this temporary solution, depending on the amount of electrical wiring required, should be
between $6,000 and $10,000.
A. Priority 3: Parking Lot Resurfacing. The parking lot on the west and south sides of the Kettering
Building is deteriorating and in need of resurfacing. Over the years, a number of utility repairs and
other intrusions have opened the surface and left scars that have encouraged water erosion and
frost heave. Potholes have developed and the bituminous concrete used for the surface is signifi-
cantly deteriorated. The condition of the lot was made worse by the removal of two, large under-
ground storage tanks used for fuel oil. The removal of these tanks was required by EPA regula-
tions, but their excavation significantly damaged the lot surface. This project was part of the
1999-

2000 Capital Plan, but the cost was greater than estimated and the project was deferred to help
balance the University budget.
B. Analysis. The Kettering parking lot is used extensively by students of the
McGregor
School and
its condition reflects on McGregor and the University. McGregor students who attend class at the
Kettering Building are primarily in the Management and Teacher Education Programs. Many
teachers first visit Antioch to attend summer programs offered by the McGregor School at the
Kettering Building. Their first impressions are formed, in part, by the condition of the parking lot.
Resurfacing the parking lot will enable the underlying base material to be salvaged and we can
avoid the higher cost of subsurface replacement at a later date. However, an alternative would be
to extensively patch and repair the existing surface and seal the entire lot. This action could
extend the life of the current surface by two to four years without jeopardizing the subsurface
material.
C. Proposed Action. The resurfacing of the parking lot is preferred to more patchingand repair, but it
will have to be done in phases because of the cost. The Phase I cost of resurfacing is estimated to
be $20,000.
II. TECHNOLOGY
A. Priority 1: Replacement of the Datatel Server. The Datatel Server is being taxed by the
additional applications which have been added during the past year and which will be added
during the next year. The introduction of the Safari Report Generation software is expected to
place considerable demand on the server’s processing unit, as is the introduction of on-line
registration for students. While the system is capable of handling the expanded data storage,
processor speed is not sufficient to provide efficient responses to on-line users. This could be
problematic once on-line registration is available because students will not tolerate slow response
times.
B. Analysis. The upgrade path for the current workstation that we are using as a server is to a
machine with dual processors. Although the database that we use with the Datatel software will

not accommodate dual processors, the server can be configured to use one processor for data-
base access and the second for other functions. Considerably greater response time will be
possible with a dual processor server.
We are scheduling the replacement of the Datatel Server for 2000-01, but we have not identified a
funding source. We assume that the demand on the current server will not become excessive
until on-line registration is in place and the Safari report generator is being extensively used. We
believe that this will not happen until late in 2000-01, and that we can defer the purchase until the
next year. However, if demand on the current server becomes excessive, it may be necessary to
replace the server during 2000-01.
Two years ago when we replaced the previous workstation that was being used as a server and
upgraded to the current machine, we analyzed the alternatives and concluded that computers
made by Sun Systems were the most logical choice. Changing to another manufacturer would, for
the most part, require the adoption of a different operating system and require significant retraining
of staff. In addition, the change to another manufacturer’s equipment might make obsolete our
RAID disc storage system and that would add to the cost of the conversion.
C. Proposed Action: We recommend that the current Datatel server be upgraded with a dual
processor machine designed to function as a server, rather than as a workstation. Advancements
in computer hardware occur so rapidly that the machine we will acquire probably is not yet on the
market. However, we estimate that at current prices, the cost of the machine that we will acquire
is about $15,000 including its associated hardware.
A. Priority 2: On-line Registration Server. Students across the country are becoming increasingly
familiar with the advantages of various on-line registration and records systems. The earliest of
these systems utilized the touch-tone telephone to allow a student to interact directly with a
computer in order to complete registration
and/or
check his or her academic records. More
recently, the Web has become increasingly popular. The advantages of on-line registration are
that students can complete registration on a time schedule that is convenient to them, rather than
on one that is convenient to the campus. On-line registration can be made available 24 hours

each day, 7 days per week. For undergraduates, this can mean the ability to stay a week longer
at a summer job or co-op position, and for adult students, it means greater convenience by
avoiding a special trip to the campus.
In order to remain competitive for both undergraduates and adult students, the campuses of the
University will need to offer on-line registration to our students. At present, Datatel software
supports telephone registration, but additional hardware and telephone lines would be needed.
Because we operate at multiple locations, we would need to duplicate the hardware and telephone
lines at each campus or arrange for students to register at Yellow Springs using toll-free numbers.
9. Analysis. Touch-tone registration is proven technology that is accessed by students using the
familiar touch-tone telephone. Because touch-tone is available in most homes, offices and other
locations, it is currently the most accessible way for a student to register. However, the availability
of desktop computing, both in the home and the office, and the growing number of high-speed
connections to the Internet, suggest that Internet registration is nearly as accessible to students
– and far more functional.
Because the touch-tone registration systems relies on a voice-response unit to interface the
computer with the student, there is a severe limitation on the amount of information and the type of
information that can be easily communicated to a registering student. The Internet, on the other
hand, provides an opportunity to convey large amounts of information graphically in a very short
period of time. The relationship between the time, faculty and location of various classes can
easily be presented to the student in a highly understandable form. In addition, the Internet
registration alternative does not require the purchase of specialized voice-response units or other
hardware. It does require appropriate software that can interface with the Datatel database to
present the material appropriately. At present, software of this type is being developed, but is not
currently available.
C. Proposed Action. If the Datatel software is available (it is now in Beta Test), or if alternatives are
available from other vendors, acquire a server to process the registration data. Server and
associated hardware would likely cost about $3,500. The software cost is not known at this time.

A. Priority 3: Network Communication Upgrade. Over the years, the wiring and equipment used
to handle data communications with the campuses and the rest of the world has “just
growed.”
The wiring is connected using inflexible punch blocks and the switching and routing equipment
is a hodgepodge. It is of different generations, manufacturers and levels of sophistication; it is
difficult to manage and parts of it are obsolete.
B. Analysis. The wiring to the communication hub has been installed over a number of years.
It
was originally configured so that connections to the original routers could be made through
punch blocks. It was assumed that the connections would be relatively permanent and that the
‘hard-wired” approach would work well. As each new routing and switching device was added,
this assumption proved false. Reconfiguration has become a common occurrence as we
redesign and rebuild the network and add new equipment.
The original network communications equipment was designed to operate at 10 Mbps, and
while this speed is adequate for individual workstations, it is no longer sufficient for linking the
servers with the Internet. In recent years, the equipment we have added is capable of
operating at both 10 and 100 Mbps, but not the older equipment or the wiring blocks. The
Ethernet switch is quite old (in technology years) and very slow by current standards.
The network communications hub is becoming a bottleneck, and this situation will become a
larger problem as Datatel traffic increases and our servers become more robust. Without a
fast communications network we will not realize the full benefit of improvements being made in
other areas,
C. Proposed Action. We recommend replacing the wiring punch blocks with patch panels so that
connections can be changed with out the need to call in an outside technician to trace the
wiring and physically relocate the wires. We also recommend that each connection on the
patch panels be labeled and that color-coded wires be used to link all devices. Further, we
recommend that three 1011 00 Base-T Ethernet switches and associated equipment be
purchased. The estimated cost is $1 0,700.

2001 -02 PROPOSED EXPENDITURES
I. FACILITIES
A. Priority 1: Parking Lot Resurfacing, Phase II. In this year, we can pave another third of the
Kettering lot. The cost will be $20,000.
A. Priority 2: Kettering Building Pipe Maintenance. The water supply and drain lines in the Kettering
Building are almost entirely from the original construction of 1953. Virtually all of the water supply
lines are galvanized pipe and this pipe is beginning to rust through in several places. In addition,
most of the major shutoff valves have become “frozen” with time and could not be used to turn off
the water supply in an emergency. Leaking water has ruined ceiling tiles and floor tiles, damaged
lights and other electrical circuits, and could cause major flooding.
B. Analysis. Replacing all of the galvanized pipe in the Kettering Building is not economically
feasible, but certain pipe segments and several of the major valves need to be replaced or
repaired. Unless the leading and weakened pipe segments are replaced, they will continue to leak
and cause damage to the building and equipment. If the main valves are not replaced or
repacked, they will continue to leak and will not be available to shut off the water supply if there is
a pipe break or plumbing fixtures in the building need to be serviced.
C. Proposed Action. It is recommended that a qualified plumbing contractor inspect the piping in the
building to determine the full extent of the structural repair needs and to replace or repair pipe
sections and valves that have failed or may fail in the near future. It is estimated that the survey
and repair of the most seriously weakened components will cost $6,500.
A. Priority 3: Rehabilitation of Ketterin~ Heating Units. The Kettering Building with the exception of
the front addition occupied by the Chancellor and Vice Chancellor, is heated and cooled using a
single pipe system that supplies heated (or chilled) water to wall units in each of the laboratories
and offices. These units contain a radiator and a two-speed blower to circulate air. In addition,

each unit contains a drip pan and a drain connection to handle condensate when the unit is being
used for cooling. These units were installed when the building was built. Six of the units were
rehabilitated in 1999-2000, but the others have had little or no attention since the building was
constructed.
B. Analysis. Several of the motors are no longer capable of multi-speed operation and some have
failed completely. The valves used to regulate the hot water supply to the units are not operating,
and many are leaking. The drip pans used to collect condensate when the units are used for
cooling have rusted through, and the drain lines have become clogged with debris.
Although most of the classrooms and laboratories have more than one wall unit, there have been
enough failures that much of the space on the second and third floors cannot be adequately
heated or cooled. These units are structurally sound. but they need rehabilitation rather than
replacement. Rehabilitation will be far less expensive than replacement. and the units on the first
floor that have already been rehabilitated are proving very satisfactory.
C. Proposed Action. The University Administration recommends that all room-heating units in the
Kettering Building be inspected and rehabilitated. The rehabilitation should restore full functioning
of the blower motors, replace the drip pans. and completely clean the radiators and drain lines.
The estimated cost of this rehabilitation is $17.000.
2002-03 PROPOSED EXPENDITURES
II. TECHNOLOGY
A. Priority 1: Video Conference System. Considerable progress has been made in recent years in
the development of video conferencing hardware and software. Although this equipment does not
work well over standard telephone lines, it appears to function adequately on the Internet and
quite effectively on local area networks. This technology will be used increasingly for administra-
tive purposes and promises to have important applications for Antioch teaching programs.

FF=€Tq–7 * – “,. . . ” ”
B. -. The price of video conferencing hardware and software has decreased as the quality of
the products has increased. Sophisticated compression algorithms are now used to provide near
full-motion video over relatively slow communication channels.
In
order
to become more familiar with this equipment, its limitations, and its promise, the University
should
begin experimenting on a very limited basis. Initially, the equipment should be installed in
the
University and campus administrative offices and used as much as possible to determine how
we\ these products function at various times and to various places.
C. Proposed Action. The University Administration recommends acquiring various types of hardware
and software such as CU-See-Me as a way of beginning to discover how this equipment can be
useq
to advance Antioch’s teaching programs and administrative activities. This recommendation
is
conditional
on the availability of funding. The estimated cost is $10,000.
2003-04 PROPOSED EXPENDITURES
A. P&rity 1 : Video Conference Teaching System. Video conferencing products that take
advantage of the high-speed data carrying capacity of the Internet are beginning to appear on the
market. The equipment to allow personal computers to process two-way video and audio signals
sirWltaneously
already exists and is certain to get better as computer chips improve. Video
conferencing
for administrative and teaching purposes has not come into broad use because the
ati ion’s telecommunication system is not capable of handling the high-speed data transmissions
needed
to make video conferencing acceptable. Video conferencing within buildings where the
roon-is
are connected by a local area network are quite useful; the pictures are clear and the
motion
is fluid, but when the same signals are carried over the Internet and then through the local
telephone system, the limited capacity of the circuits greatly degrades the quality of the images
ana
Voices.

B ~~~l~~i~. Getting high-speed communication traffic to individual homes is being improved by four
different
technologies.
The
oldest
of
the high-speed communication links to the
home
is
the ISDN
phone line that can deliver data at 128Kbps. The next fastest technology is a satellite link. Using
the
small
satellite
dishes
that
have
become common for television, a service called
DirecPC
can
provide
down
link transmission
of
data at
400Kbps.
However, the up link signal still requires
a
traditional
telephone
line. For
two-way
video conferencing, this
would
not be a significant
improvementl
but it
would
greatly
improve teaching situations that can function with a
transmitted
“ideo
image
and
an
audio
response
circuit.
The
newest
technology
is
called
Digital
Subscriber Line
(DSL)
and it uses the existing
copper
wires
connecting
homes
to
greatly
increase transmission speeds. Rather than convert
digital
information
to
and from sound
waves
the
way that a conventional PC modem does, DSL uses
digital signal ~rocessing technology to send and receive data at frequencies above the voice
band.
This
means
that a home
telephone
equipped with
DSL
could
provide a normal voice circuit
while
at
the
same
time providing
a
high speed, two-way data
circuit.
Asymmetric DSL is
capable
‘
of sending data upstream at speeds ranging from 64Kbps to 768Kbps. The downstream channel
would
receive
data at rates
between
1.5
to
8Mbps.
Symmetric
DSL
would divide the
bandwidth
evenly
to
provide
two high-speed
video
links between the classroom and the home.
A fourth technology is cable TV. Cable, which already reaches an exceptionally large number of
American
homes,
has the
capability
of
carrying data both upstream and downstream.
unfortunately,
in most parts
of
the
country
the cable N system was constructed only to carry
downstream
information
and the
electronics
of these cable
Systems
will need to be re-fitted
to
provide
two-way
communication.
At
the
moment,
in most
places
the TV cable is used to deliver a
very high speed downstream signal while subscribers must use their regular telephone lines for
Eventually,
this will change and customers will have two-way circuits
capable of supporting high-quality video conferencing. When fully operational, a cable N data
circuit
could
receive
and deliver data at speeds up to 36 Mbps.
54

Antioch has been experimenting with the use of the Internet as a way of extending campus
services to students who, for one reason or another, cannot attend classes at regular times
because of work commitments or distance. The difficulty with the Internet is that it provides no
direct human interaction and this makes it very difficult to transmit Antiochian values. Two-way
video and audio are not a substitute for direct one-on-one conversation, but they are vastly
superior to the communication that results from reading words on a screen as they are entered by
a person you have not met and cannot see.
C. Proposed Action. The success of video conferencing for teaching purposes depends on the
availability of high-speed communication links to the homes and offices of potential students. Until
high-speed data links to the home are available at reasonable cost, there is little reason to think
that two-way video instruction can be made to work for most students. While it is true that
compression technology has improved greatly and will improve even more, the cost of such
equipment is prohibitive for a large number of students.
Administrative conferencing, however, which uses the Internet to link locations, has become a
reality. By experimenting with this equipment, we will understand its capabilities and limitations.
Then, by 2003-04 we should be able to install two-way video conferencing equipment at
reasonable cost and begin to use it effectively for distance learning. A complete system is
currently estimated to cost about $40,000.
2004-05 PROPOSED EXPENDITURES
II. TECHNOLOGY
A. Priority 1: Electronic Library Server. Increasing numbers of periodicals and a number of
monographs are currently available in electronic form. This number is expected to increase and
become available for desktop use, but these services will not be free. Virtually all material that
currently finds its way into print is in digital form. The only reason this material is not widely
available on the Internet is that no effective means has been developed to compensate the
55

creators of the intellectual property or those who have invested the funds necessary to make the
material available. Various approaches have been suggested to permit payment for broader use
of periodicals and monographs in electronic form, and it is likely that this accounting problem will
be resolved early in the next century.
The current approach for making electronic material available is a subscription fee. By paying for
a subscription, an institution is authorized to gain access to a particular periodical and, in the case
of universities, allow students to access the material. It is possible that this approach may expand
with more individual publishers making their material available electronically. Alternatively,
distribution or consumer consortia may be formed to acquire the material for electronic distribution.
Regardless of how the material is made available, it is likely that there will be a need for a single
point to enable Antioch users to gain access to this material.
The reason why a single point of access is needed is that passwords for each employee and
student are unlikely to be available from the providers. Rather, providers will sell a single
institutional authorization, which, typically, would be assigned to a library. If each campus
subscribes independently, we will have six separate subscriptions for each electronic information
source. However, if we have a library server connected to each campus library through the
Internet, the library server can hold the subscriptions and make the connection to the information
provider.
In addition to providing connectivity for the libraries, the library server could also handle
off-
campus connections by our students. That is, if students are authorized, they could use the
Library server to gain access to all of the electronic material for which the University has
subscriptions.
B. Analysis. It is not possible to accurately predict how electronic library services will be provided in
2004-05, but it is likely that a central library server will be required. There is a chance; however,
that the delivery service will recognize individual users and some method will be developed to bill
them directly. To make this effective, the Internet will need to develop the equivalent of “electronic

small change” so that the providers of service can collect a few pennies for each transaction. At
present, however, no practical means for collecting such small amounts has been devised.
It is also possible that the cost of Internet service will be changed from a flat rate to a
volume-
based approach. If this occurs, it may be more economical to provide library servers at each
campus rather than at a central location. Therefore, the decision to acquire a library server will
depend on several factors, which are not known at this time.
C. Proposed Action. Long-range planning for distance education as well as resident education needs
to consider the way in which library resources will be provided. In the event that periodicals and
monographs become widely available in electronic versions, the University needs to be able to
provide access to its students and staff. If the economic structures make it cost-effective to use a
Library Server, the University should move to acquire one. A full-service server and associated
equipment might cost $14,000.
Glenn Watts
Vice Chancellor and
Chief Financial Officer

ANTIOCH UNIVERSITY
Five Year Capital Budget Summary
University Administration
63,508 Operating Budget
Technology 16,492 Operating Budget Other 0
Total
ettering BIdg Boiler Replacement 15,000 Operating Budget
10,000 Unfunded Kettering
BIdg
AC Compressors 2,000
Operating Budget
10,000 Unfunded Parking Lot Resurfacing 20,000 Operating Budget
Technology
On-Line Registration Server 3,500
Operating Budget Network Communication Upgrade 10,700
Operating Budget Replace Datatel Server 15,000
Unfunded
Other
Total $86,200
58
” m ..- =-rn

– –
Antioch University
Five Year Capital Budget
2000-01 Budget
WYSO RADIO
2000-01 PROPOSED EXPENDITURES
FACILITIES
Priority 1: WYSO Office Wing Renovations. During 1998-99, Antioch University and WYSO
contributed the funds necessary to renovate
WYSO’s
office wing in the basement of the
Sontag-
Fels
Building, including the newly restored Performance Studio. However, the plans for this
renovation were mostly agreed upon and budgeted before Antioch installed its new manager at
the station. Management, in consultation with the administration, agreed that additional offices in
the WYSO wing (not originally slated for renovation) would, at some future date, need to be
restored. WYSO had proposed appropriate renovation of these offices during the current fiscal
year. The station was unable to do this but proposes this same project for the new fiscal year.
B.
Analvsis.
To consolidate WYSO’s broadcast and business operations in a single and
professionally useful and presentable location is required for the station’s continued growth and
development. It is planned that one of these offices will become the station’s conference room
(especially needed when WYSO wishes to meet with business underwriting clients and to host
other strategic planning meetings with other project-oriented partners). The other offices need to
be renovated to provide office and storage space for a current staff member who presently has no
space available in the offices that were renovated, as well as to prepare for the likelihood that
WYSO’s staff will grow in the future.

C. Proposed Action. WYSO has not had the opportunity to determine the costs of the proposed
renovations. However, the station is hopeful that it may be able to arrange a trade-out of on-air
underwriting and
website
acknowledgement to an area contracting
firm(s),
to get these
renovations accomplished. Otherwise, WYSO will solicit bids for this work and, in consultation
with the Antioch administration and the WYSO Resource Board, determine an appropriate course
of action for the execution of this project. We estimate that this project will cost about $60,000.
I. TECHNOLOGY
A. Priority 1: Acquire Three Computers. WYSO needs additional computers to conduct its
broadcast and business operations.
B. Analysis. WYSO made significant progress this fiscal year in the acquisition of new computers for
almost all full-time staff, as well as for digital audio production. However, as the station’s staff has
grown, it requires one additional computer for a full-time staff member, and two additional
computers –one to replace the aging and antiquated computer the station is currently using to
operate its Associated Press newswire, the other to replace a similarly aged computer to operate
the station’s traffic and billing system. As was the case last year, the relatively small investment in
new computer systems increases staff productivity dramatically which, in turn, produces increased
returns to the station’s bottom line, thereby taking WYSO several large steps closer to establishing
a truly self-sufficient operation.
C. Proposed Action. WYSO has budgeted the funds necessary to purchase at least two computer
systems.
A. Priority 2: Purchasellnstall U.P.S. for Transmitter. As stated in last year’s report, WYSO needs
to purchase and install an uninterrupted power supply (UPS) unit at its transmitter site.
Dependent on the unit that is selected, the station will then be able to determine specific
requirements for installation.

B. Analysis. In the 1998-99 budget report, WYSO indicated that Antioch College had given the
station a used generator (which might have served the same function as a UPS). Unfortunately,
WYSO1s
transmitter operates on single-phase power, but the donated generator provides
three-
phase power. At this writing, it appears that the Dayton Power and Light Company will not supply
the appropriate three-phase power lines as part of normal service unless WYSO pays the costs of
running such lines. This is not a cost-effective solution. Management understands that the –
purchase and installation of a more reliable and easier to operate (especially from remote
locations) UPS makes sense from both a technological and business operations standpoint.
WYSO (just like other broadcast entities) must be able to assure service to its listeners on a
2417
basis. Failing to meet this standard lowers the station’s Time Spent Listening (TSL), as measured
in the Arbitron radio ratings, and it erodes listener confidence in
WYSO1s
service. A UPS is a
standard cost of doing business in the broadcast world and should be considered a necessity for
WYSO as soon as it is possible.
C. Proposed Action. This project will cost about $60,000. Management anticipates-submitting a
report on this matter to the WYSO Resource Board for inclusion in a package of proposed capital
improvements. It is then expected that the several capital improvement projects will receive
priority
rankings,
enabling the Board to establish an overall goal for a major capital campaign.
OTHER
A. Priority 1: Matching Funds for OETNC Project Proposals. As reported in WYSO’s budget
narrative for 1999-2000, the station submitted three project proposals to the Ohio Educational
Telecommunications Network Commission (OETNC) for consideration by that body for state grant
support. Just prior to the preparation of that report, WYSO learned that all of the station’s projects
were included among those that OETNC will recommend for funding by the Ohio legislature during
that next
(i.e.,
the current) legislative session.
In early May 2000, the Ohio State Legislature, upon the recommendation of Governor Bob
Taft’s
Office of Budget and Management, approved a capital budget for OETNC for
FY01-02,
which

includes all of the grant funds requested by WYSO for these projects. As OETNC may only
provide 40% of total project costs, WYSO is now assured of $58,118 towards project expenses.
B. Analysis. Since OETNC provides 40% of all project costs, WYSO must raise the other 60% from
other sources.
C. Proposed Action. As $87,178 must be raised by
WSO,
during Q3 of the current fiscal year,
WYSO requested similar grants support for these projects from the federally funded Public
Telecommunications Facilities Program (PTFP), an agency which had provided major equipment
funding to WYSO eleven years ago. Awardees in the current PTFP grants round are anticipated
to be named before the end of
Q1
of the coming fiscal year. If the station receives full support
from PTFP on all three projects, less than 10% of total project costs will remain to be raised.
WYSO’s
projects are not considered by PTFP to be of an urgent nature but, rather, are considered
to be for station “augmentation.” Accordingly, stations that have more significant needs
(e.g.,
replacement of main transmitter, construction or relocation of broadcast tower, reconstruction of a
facility devastated by a natural disaster) must take priority. At this writing, it is known that 278
PTFP applications were received in the current grants round, requesting a total of
$130M
in
FY2000
funds, of which, approximately
$26M
is available for distribution. Management has
received feedback from experienced, outside sources that it has submitted a compelling and
competitive proposal. Nevertheless, it is possible that enough urgent projects (based on the
PTFP1s
rules) have been submitted to deplete available funds this year, thereby making it difficult,
if not impossible, for the PTFP to support augmentation projects like those of WYSO.
Regardless of the outcome of the PTFP submission, the station’s Development Department and
Development & Marketing Committee of the WYSO Resource Board is working on projects
intended to secure at least $50,000 in funds to be used as the local matching component of the
OETNC grants. Activities include a two-day, end of
FY2000,
on-air membership campaign and a
5K
RunIWalk
event.

Management is also preparing grant proposals for consideration by locallregional foundations to
acquire the additional matching funds. It is anticipated that the remaining $37,178 of the local
match can be secured through other grant sources.
2001 -02 PROPOSED EXPENDITURES
I. TECHNOLOGY
A. Priority 1 : Digital Conversion. WYSO must convert as much of its production and air chain as
possible to digital equipment to create greater efficiencies and a more cost-effective operation.
Additionally, and perhaps more importantly, the station must ready its broadcast service for the
radio industry’s anticipated conversion to digital transmission.
B. Analysis. While the Federal Communications Commission (FCC) has already established a digital
broadcast standard and a timetable for conversion to digital transmission for the television
industry, the FCC has taken no similar action for radio. However, it is expected that a digital audio
broadcast (DAB) standard and a conversion timetable will be established sooner rather than later.
Without an established standard, it is probably premature for WYSO to consider an investment in
a new transmitter that can easily be adapted to accommodate DAB. However, conversion of all
other equipment required for production and transmission to the transmitter should take place in
the next few years.
WYSO has already begun the process of phasing out its analog production equipment. The
station no longer uses tape cart machines or reel-to-reel tape
recorderlplayers
for anything other
than the transfer of archived audio to a digital
productionlplayback
domain. Most significantly,
during 1999-2000, the station purchased a server, three (3)
PCs,
and the software necessary to
establish digital audio workstations in the station’s master control and main production studios. A
third digital workstation was set up in a room in
WYSO’s
broadcast and production area that had
originally been designed for use as a third studio. This mini digital production room has been
dedicated, almost exclusively, as the station’s news production studio. Also purchased for this

newsroom was a small mixinglproduction console, speakers, microphones, two (2) mini-disk
playerlrecorders, cabling, etc. WYSO also upgraded its master control, main production, and
satellite operations facilities with the purchase of six (6) mini-disk playerlrecorders.
C. Proposed Action. WYSO will endeavor to identify grant funding to accomplish as much of its
additional digital conversion needs as possible. However, even if the station can identify and
successfully secure such funds, they are unlikely to cover 100% of all needed project costs.
Accordingly, WYSO anticipates the need to obtain local matching funds
andlor
the entire costs of
purchase and installation of equipment through a major capital
campaign(s).
WYSO management believes that the costs of purchase and installation of a digital transmitter
may be provided by a special digital conversion initiative of the OETNC
andlor
PTFP. In May
2000, the Ohio legislature approved limited digital conversion funding for the state’s public
television stations, with the expectation that additional digital conversion funding for public
television will be favorably considered in coming legislative sessions. A similar precedent has
been set on the federal level with funds being channeled through the PTFP and the CPB.
Accordingly, these precedents for state and federal support for digital conversion funding make it
reasonable to assume that Ohio’s public radio stations will be able to secure similar support when
their time comes to convert to DAB. Were OETNC
and/or PTFP to provide conversion funding for
radio, it is unclear at this writing how much or when these funds would become available. Under
the best scenario, however, WYSO would expect to have to raise some local matching funds for
such a project. Once again, it is premature to speculate about total project costs or the amount of
outside funding that could be obtained.
WYSO would prefer to delay the purchase of a new transmitter until the FCC determines a DAB
standard and a conversion timetable. Waiting gives the station the opportunity to make the most
effective purchase of this very expensive item. Nonetheless, this stance does not come without
risk. The station’s current transmitter is not a model commonly used in the radio industry and it
has a number of serious deficits in its design and function. And WYSO does not presently have a
working back-up transmitter. This is a troubling situation. All stations, television or radio, are wise
to own redundant equipment to assure the delivery of a seamless broadcast service.
66

Management will keep abreast of developments with the FCC, lobby with its industry colleagues
for the creation of support funding from OETNC and PTFP, consult with its chief engineer, and
report any and all actionable information to the Antioch administration and the WYSO Resource
Board. Digital conversion will cost about $15,000 in 2001-02.
A. Priority 2: Acquire New Computers. WYSO will need additional computers to conduct its
broadcast and business operations.
B. Analysis. WYSO will require additional new computers to accommodate the needs of a growing
station and to continue in its efforts to streamline and thereby make more productive and efficient
station operations, as well as to witness further improvements in its business and broadcast
service.
While WYSO has installed computers in its master control and production studios for the purposes
of digital audio production and playback, the station would like to upgrade this array, such that it
can accommodate the distribution of the station’s logs, program information, etc. The establish-
ment of a sufficiently sized local area network (LAN) would further improve operations by making
available, directly in the studio environment, access to the Associated Press wire service, the
Public Radio Satellite System’s DACS messaging system, the Internet, etc.
WYSO believes it will also be better served by having its own internal server for the management
of its e-mail, distribution and access of office software applications, etc. Equally, as the station’s
website
continues to grow and mature (especially after the launch of an Internet audio streaming
service, anticipated for roll-out in the early part of Q1 of the coming fiscal year), it may be prudent
for the station to hire a new media services director to oversee, among other things,
website
contentlservice
development. This would, in turn, necessitate the station’s acquiring the neces-
sary
hardwarelsoftware
to effectively manage these services.
C.
Proposed Action. WYSO anticipates having some funds available in its 2001-02 budget to devote
towards some aspects of this technology development. Management is also an active participant
on the University-wide Technology Task Force. In this capacity, WYSO believes it will have

adequate opportunities to detail its technology development/acquisition needs. These needs will
include those dedicated to fostering internship and other employment opportunities at the station,
particularly in association with the
McGregor
School. WYSO believes that the totality of its
technological development needs are compelling enough that it will be eligible for institutional
financial support through any major capital campaign Antioch University conducts to acquire the
necessary funds to enhance the entire institution’s technology infrastructure. Equipment and
installation may also be secured through
trade-out(s)
of on-air underwriting and
website
acknowledgements with area computer retailers. Additional funds may be raised through grants
funding. The new computers will cost about $8,000.
2002-03 PROPOSED EXPENDITURES
I. FACILITIES
A. Priority 1: Establish Dayton Studio. As WYSO grows its regional news/public affairs service, it
will make good business and broadcast sense to establish a studio facility in the city of Dayton.
6.
Analysis. WYSO anticipates increasing its
locallregional
production of news reports, features,
documentaries, etc. Operating a Dayton-based studio allows greater opportunities for interviewing
guests and producing pieces.
Proposed Action. WYSO will pursue a collaborative relationship with its Twin Signals Project
partner, WDPR (Dayton Public Radio). WYSO believes it is reasonable and likely that it can
establish a Dayton studio within the WDPR complex and work with them on a joint project to
secure the funds necessary to establish this facility. (It should be noted here that, as per the new
mandates that the Corporation for Public Broadcasting established for public broadcasters a few
years ago, WYSO will seek additional collaborative opportunities with its public broadcasting
colleagues. The
CPB,
through its Future Fund, has demonstrated its willingness to support
stations that work to combine certain station functions and, thereby, create new cost savings and
efficiencies for the public broadcasting industry.) Equipment and renovation may cost $50,000.

2003-04 Proposed Expenditures Amount Source
Facilities
Digital Editing Suites 50,000 Operating Budget
Technology
Digital Conversion 15,000 Operating Budget
Other
Technology
Digital Conversion 15,000 Operating Budget