Five-Year Capital Budget (bud 34)

Five-Year Capital Budget (bud 34)

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~TIOCH UNIVERSITY
REPORT TO THE
BOARD OF TRUSTEES
Five-Year Capital Budget
June 3-5, 2004

TABLE OF CONTENTS
Introduction ………………………………………………………………………………………………………………………………. I
Antioch College …………………………………………………………………………………………………………………………… 3
Glen Helen Ecology Institute ……………………………………………………………………………………………………… 35
Antioch
Antioch
Antioch
Antioch
New England …………………………………………………………………………………………………………………. 42
Seattle …………………………………………………………………………………………………………………………. -50
Southern California …………………………………………………………………………………………………………. 62
University McGregor ………………………………………………………………………………………………………. -75
WYSO Public Radio …………………………………………………………………………………………………………………… 83
University Administration …………………………………………………………………………………………………………….. 86

Antioch University
Five Year Capital Budget
2004-05 Budget
INTRODUCTION
The purpose of the Five Year Capital Budget process is to formalize the planning of major acquisitions for a period longer
than a single year.
In
order to focus on a five-year planning period, the Campuses have revised their existing processes
or introduced new procedures.
In
several cases, this has been more difficult than was initially thought, and more time will
be required before these processes achieve the necessary involvement and structure originally envisioned. After seven
years the units are beginning to appreciate the five-year planning concept as a key element in the management of their
resources, but the process at most campuses does not receive sufficient attention.
Prior to the decision to budget depreciation at the campusesl the campuses did not embrace the concept of multi-year
capital planning because the financial future often seemed unpredictable. Resources were generally scarce and capital
expenditures were often perceived as deferrable or even discretionary.
Unfortunatelyl
failure to make routine investments
in our plant and equipment eventually requires debt-financed expenditures in order to “catch
up”.
This negative view of
planning for future capital expenditures began changing, however, with the arrival of depreciation funds.
Beginning mid-way through 2001-02, the University changed the way it budgeted for depreciation. Prior to 2001-02,
depreciation was budgeted centrally, but now each campus is responsible for its own depreciation. This means that the
campuses and other units must treat depreciation as an operating expense and set aside revenue to cover it. Suddenly,
the campuses have a lot of cash that can be spent only on capital equipment, facilities and debt principal. Annual
depreciation for the entire University is nearly $2.9 million, and this amount of money justifies planning.
This Five Year Capital Budget is concerned primarily with technology and facilities. These two areas constitute the
largest locus of investment being made by the University and the Campuses in recent years, and we believe that these
areas will capture the largest part of our capital expenditures in each of the next five years. Technology, in particular, is
likely to be the focus of considerable attention at the campuses as each attempts to respond to increasing student
demands for greater and greater computer sophistication. High-speed data circuits now make video conferencing
possible,
and distance learning is becoming highly dependent on electronic technology.
In
addition to technology and

facilities, this Capital Budget contains a third section dealing with all other types of capital acquisitionl but expenditures in
this third section are primarily for library periodicals and monographs.
The Five Year Capital Budget is presented by campus. For each of the five
yearsl a narrative description is provided for
facilities, technology and other acquisitions.
In
addition, a schedule summarizing the items by year and category is
provided following the narrative.
It
is intended that by adopting the 2004-05 operating budget! the Board of Trustees will
simultaneously adopt the capital acquisition plan contained in the first year of the Five Year Capital Budget.
Glenn Watts
Vice Chancellor and
Chief Financial Officer

Antioch University
Five Year Capital Budget
Projects above $1 0,000
2004-05 Budget
ANTIOCH COLLEGE
2004-05 PROPOSED EXPENDITURES
I. FACILITIES 2004-05
Priority I: Fire Alarm System Upqrades. In recent years, a number of tragic fires have occurred in dormitories at
campuses across the nation. The comprehensive review of the College buildings conducted by the Safety
Committee revealed that several of the major campus buildings have inadequate fire alarm and detection
systems or no system at all.
Analysis.
In 2003-04 we installed fire alarm systems in all dormitories that had no centrally monitored detection
and alarm system with the exception of North Hall. At present, North Hall relies on local smoke detectors that
frequently malfunction or are inoperative. Even when functioning properly, they can alert only a local area and
have no
capac~ty
to summon the fire department.
Proposed Action. The systems to be installed will take into account the fact that cooking and smoking occurs in
dormitories.
In
order to minimize the number of false alarms, if permitted by code, rapid heat rise detectors will
be installed rather than smoke detectors in some areas. These detectors will minimize the number of false
alarms. The limited availability of funding does not permit the installation of new systems in all buildings in 2004-
05, but a system will be added to North Hall
Priority 2: Drives, Walkways and Landscapinq. The College has resurfaced several parking lots in recent years,
and some sidewalks have been redone.

B. Analysis. However, several parking lots are in poor condition and most of the walkways on campus need to be
replaced.
C. Proposed Action. In 2004-05 the College will repave the Mills parking lot, pave a parking lot along Livermore
Street that will be added during 2003-04, and pave the south end of a parking lot at Birch Hall. The Birch Hall lot
is not entirely paved and a muddy and rutted area requires frequent attention. In addition, the fire lane between
Weston
Hall and Birch Hall will be repaired.
A. Priority 3: Roof Replacement Physical Plant. The roof of the physical plant building has been repaired
numerous times, but each successive repair becomes less effective.
B. Analysis. The area in question contains the plant offices, custodial supplies and equipment storage, central
paper and printed material storage and the archives for the college blue prints. The roof has leaked so
extensively that portions of the roof deck has collapsed. The roof has exceeded its useful life and will be
replaced in 2004-05. Failure to replace this roof will necessitate the abandonment of this building.
C. Proposed Action. Install trusses and install a conventional 30-year shingle roof over the failed flat BUR roof.
A, Priority 4: ADA Doors, Ramps and Restrooms. The Library is one of the most heavily used buildings on
campus, but it is almost inaccessible to the handicapped. In addition, the present main entrance is failing
structurally.
B. Analysis. This building is slated to be renovated as part of the Capital Campaign, but the need to improve the
entrance way will require renovation before the rest of the building.
C. Proposed Action. Procure design assistance for repairs and handicap accessibility. Prepare specifications for
bidding, solicit bids, and award contract for repairs.

A. Priority 5: Residence Halls Shower Replacement. Present showers in several dorms are leaking and are
impossible to sanitize properly.
B. Analysis. Dormitory showers can create conditions that promote mold and cause cosmetic and structural
damage when water leaks into adjacent areas.
C. Proposed Action. In 2004-05, the showers in West Hall will be renovated. The renovated units will provide
greater comfort for students and they will also conserve water because they will be fitted with low-flow shower
controllers.
A. Priority 6: Roof Replacement Union Buildinq. The roof in the Union building is presently leaking. It has been
repaired several times and has currently exceeded its reasonable life.
B. Analysis. Re-roofing of the building was started several years ago with the installation of a new type B rubber
roof on the central one story portion of the building.
C. Proposed Action. In 2004-05 a two year project to replace the balance of the roof with a 15-year warranted
EPDM membrane roof should begin.
A. Priority 7: Deck & Stair Repair North Hall. The East concrete porch and stairs, a code required exit from this
building, is in poor condition.
B. Analysis. The deck has cracked over time allowing water intrusion which, in conjunction with freezing and
thawing, is causing damage in this area.
C. Proposed Action. Timely repairs will rescue this area and preclude the need for total demolition and
replacement.

A. Priority 8: Heating Improvements. Numerous heating exchanger coils (used to convert steam to hot water for
both heating and domestic use) have exceeded their normal life expectancy.
B. Analvsis. These units are the only source of space heating and domestic hot water in numerous buildings. The
units in North Hall and Presidents are the most senior.
C. Proposed Action. Non-destructive testing will be attempted prior to selecting specific units for replacement.
I.
TECHNOLOGY 2004-05
A. Priority 1 : Computer Workstations. Replacement of obsolete and failing machines is needed to allow the College
to remain competitive with other institutions.
B. Analysis. Computers will continue to play an increasingly import role in the communications and working lives of
students, faculty and staff. Unfortunately, much of the hardware currently in use at the College is completely
obsolete – only capable of running no longer supported operating systems and, in some cases, decade old
software. With the purchase of new machines we also obtain bundled software and current operating systems.
C. Proposed Action. Because funding is not available to replace all obsolete computers in one year, workstations
will be replaced over several years. The investment in 2004-05 will be $30,000.
A. Priority 2: Classroom Technology. In order to accommodate larger enrollments, it will be necessary to create a
new computer classroom.
B. Analysis. Finding sufficient space for a new computer classroom is a challenge. One possibility is to use the
storage room in the basement of Antioch Hall. Renovating this area should provide lab space for approximately
30 student workstations, an instructor station and a media development workstation. This space will require the
removal of old desks, old equipment, and may require Physical Plant to replace the HVAC for the room. New
computers will be purchased and out-fitted with an appropriate software suite that matches the requirements of

the teaching faculty
C. Proposed Action. Physical Plant will investigate the feasibility of using the basement space. If this area can be
made accessible during evening hours without increasing security problems for Antioch Hall, the project will
proceed at a cost of $50,000, including equipment.
A. Priority 3: Wireless Access to the Internet. Phase II. Progress has been made at the College to connect the
various buildings to a central data transmission backbone, but many buildings remain unable to connect to the
network.
B. Analysis. Installing physical wire to each office has the advantage of allowing faculty, staff, and students to not
only connect their computers at high speed, but also to have telephone service and, where appropriate, television
connections. Unfortunately, it is time-consuming and expensive to install wire to every campus location and our
greatest need at the moment is for students and staff to have high-speed Internet access.
Most of our administrative offices already have telephone service and high-speed access to the campus network.
Academic offices, however, while having telephone service, often are not served with high-speed data
connections. Generally, they are using their telephone line and a modem to connect for e-mail and the Internet.
Some of our students have access to telephone service in their rooms, and these students also have access to
high-speed data transmission. In about half of our dorm rooms, however, students do not have access to either
telephone service or high-speed data transmission. Students have resolved the telephone problem by bringing
cell phones, but they are stymied by not being able to connect to the campus data network. In some dorms, the
few hallway telephone lines have been commandeered for data traffic on a first-come, first-served basis. This
blocks incoming telephone calls and serves only one individual at a time.
In order to meet the need for high-speed data transmission, we began a phased introduction of wireless high-
speed access to the campus network in 2003-04. This involved installing a series of low-power transceivers and
equipping student and faculty machines with wireless interface cards. The number of transceivers required
depends on the type of construction used and the location of the individual users. In addition, each of the

transceivers needs to have a high-speed connection to the campus network.
C. Proposed Action. Using wireless technology, a much larger percentage of the campus population can be given
access to the Internet and the campus network at a lower cost. The only drawback is that wired services
(telephone and video) will not be introduced in the dormitories at the same time that high-speed data services are
provided. The cost of Phase
II
will be $60,000
I. OTHER 2004-05
A. Priority 1 : Air-conditioning Chiller Replacement. Air-conditioning for the west side of the Union building is
provided by an aged, used, reciprocating compressor that was installed 5 years ago. The ground water pump
has failed, as has the compressor. Both components must be restored before the unit will operate.
B. Analysis. It was hoped that one time repairs to the unit and the associated ground water pump would be effective
for the 2004 air-conditioning season, but a report from the contractor hired to examine the machine has said that
there can be no guarantee that the system will work, and if it starts, that it will continue to operate. An
engineering study has ascertained that the most energy efficient and environmentally friendly AC system would
be an air exchange unit. The current water exchange system uses nearly three million gallons of water per
month; and, after passing through the system, the water is dumped into a storm sewer.
C. Proposed Action. As quickly as possible, award a contract for an air-based air-conditioning system.
A. Priority 2: Replacement of Residence Halls Furniture. Mattresses and some other furniture were replaced in
Presidents and Spalt in 2002-03 because of mold. The furniture in other dormitories receives considerable use
and has not been replaced in any systematic fashion.
B. Analysis. The condition of furniture in common areas says much about the campus. Periodic replacement is
necessary to insure reasonable comfort for the residents and to assist with the recruitment of new students.

C. Proposed Action. Identify a durable type of furniture, one that will withstand periodic professional cleaning and
begin to systematically replace common area furniture. Establish a schedule for replacement of in room
dormitory furniture as an ongoing cost of dormitory operation.
2005-06 PROPOSED EXPENDITURES
I. FACILITIES 2005-06
A, Priority 1: Environmental Control Systems Phase I. Nearly all of the buildings on the College campus were built
before modern environmental control systems were developed. Some of the buildings such as South Hall, have
been renovated and retrofitted with efficient thermostatic control systems, but most of the buildings have less
than adequate systems. In some cases, the original compressed air systems are not working at all. In these
buildings, temperatures are regulated during the winter by opening windows.
B. Analysis. As a first step to evaluating the cost-benefit of system upgrades or replacements, the College
contracted with Viron Energy Services in 2003-04 to perform at no cost a study of the energy conservation
opportunities available to the College. This initial survey showed that there are a large number of opportunities to
save money and energy, and suggested a more comprehensive analysis. Phase I of this work will begin in 2004-
05 and the next stage of improvements to the energy control systems will be added in 2005-06.
C. Proposed Action. Identify those areas that have the greatest potential for energy savings, and hence return on
investment, and begin to implement the identified control upgrades.
A. Priority 2: Landscaping. The physical appearance of the College is a major factor in the decision-making
process of many parents and students when considering whether to select Antioch.
B. Analysis. Evaluating the intellectual capacities of the faculty or the quality of the library holdings is a difficult task
for most families, but the appearance of the grass and the trim of the hedges and trees is something everyone
understands. Besides being an important factor in the selection process, landscaping also is important in setting
the tone of the campus. Attractive grounds suggest a pleasant environment in which to work and study

C. Proposed Action. This year, funds will be used to improve the appearance of the Horseshoe Drive and adjacent
areas.
A. Priority 3: Sidewalks. The majority of the campus walkways are blacktop, many of them are old and
deteriorating. Many of the campus concrete walks suffer from severe spalling. Brick patio and paving has
become uneven over time and has become unsafe.
6. Analysis. Interior walks and patio areas need to be upgraded to safely provide access routes for emergency and
fire vehicles. A series of bollards will be used to prevent casual vehicular intrusion into the heart of the campus,
but still provide necessary emergency access.
C.
Proposed Action. In 2005-06, a major effort will be made to upgrade these narrow drives and walkways to
concrete and to widen them sufficiently to permit snow removal with power equipment.
A. Priority 4: HVAC Improvements. During the last 30 years, air conditioning in dormitories has moved from “non-
existent” to “expected.”
B. Analysis. Some of the College dormitories have air conditioning, but most do not. Therefore, to make these
facilities more attractive both to students living there and as an inducement to potential students to enroll at the
College, more of the dormitories need to have central air conditioning.
C.
Proposed Action. In 2005-06, HVAC improvements are planned for Presidents and North Hall. At present, North
Hall does not have sufficient electrical capacity to support air conditioning. However, as part of the electrical
upgrades planned for this year, electrical service should be available. If for some reason the electrical
improvements contemplated in Priority 5 are not completed, the HVAC project for North Hall will have to be
deferred.

A. Priority 5: Upgrade Electrical Service. The College has two electrical distribution systems, a 2400-volt system
and a 12,400-volt system.
B. Analysis. We are attempting to migrate all buildings to the 12,400-volt system because it provides “cleaner” and
more reliable power. In addition, as we reconfigure the distribution system, we are changing the metering
system. Much of our electricity is now on a secondary meter system, but a change to a primary metering system
could save us as much as 10% of our electricity cost.
C. Proposed Action. During 2005-06, we plan to extend the 12,400-volt system and primary metering to Spalt, the
Union,
Weston
Hall, Norment Hall and North Hall. Metering will be centered at the G Space.
A. Priority 6: Energy-Efficient Lighting. Interior lighting quality and energy costs are a serious concern.
0. Analysis. The College continues to use incandescent bulbs in many areas and there are relatively few of the
new, energy-efficient florescent tubes in use.
C. Proposed Action. Most hallway, restroom and stairwell lights never get turned off. Replacing incandescent
fixtures with either halogen or high-efficiency florescent tubes will cut costs and improve the quality of indoor
lightening. Older florescent fixtures should also be updated. Motion detectors installed in areas where lights are
frequently left on will quickly pay for the investment. Exit signs should be changed to LED-type signs to save
energy and the labor cost associated with replacing bulbs. Existing exterior lighting needs to be evaluated and
upgraded, plus some areas need additional lighting installed.
A. Priority 7: Hot Water HeatersITube Bundles (Curl Gym, McGregor Hall, North Hall).. Aged and partially
functioning equipment robs the campus of potential energy savings.
B. Analysis. The tubes in the heat exchangers used to heat water and a number of campus buildings have become
corroded and clogged or lack controls and the mechanical equipment to move heat efficiently from the converter
to other parts of the building or within individual rooms.

C. Proposed Action. Replacement with more efficient designs
operation.
will pro vide more efficient, lower maintenance
A. Priority 8: New Vehicle for Security. The present security vehicle, a retired Yellow Springs police cruiser, has
been in use
for129,419
miles (51412004).
6. Analysis. The present security vehicle is unreliable and inefficient. It is a surplused cruiser with a V8 engine.
C. Proposed Action. Purchase a smaller, more efficient vehicle for the Antioch College Security Department.
A. Priority 9: Replace Existing Mower. Frequent breakdowns lead to inability to maintain the mowing schedule.
B, Analysis. The maintenance costs and downtime on the large batwing mower dictates its replacement.
C. Proposed Action. After thorough analysis of equipment available, purchase a new, environment-friendly mower
A. Priority 10: Replace Service Vehicles. Continue to replace service vehicles with hybrid non-licensed vehicles.
B. Analysis. The maintenance costs, including difficult parts availability, poor fuel economy and frequent
breakdowns strongly recommend the replacement of these old technology vehicles.
C. Proposed Action. After thorough analysis of institutional needs and equipment available, purchase new energy
efficient non-licensed, hybrid vehicles or diesel engine powered units that can use bio-diesel.
II. TECHNOLOGY 2005-06
A. Priority 1: Computer Workstations. Few subjects can be taught today without the use of personal computers.

Analysis. Much of the hardware currently in use at the College is obsolete and incapable of running current
software. Many students own their own
laptops
and expect that the faculty will take advantage of the hardware
and software that is currently on the market. The faculty, however, are frequently required to use hardware and
software that is several generations older than what the students have.
Proposed Action. Each year for the foreseeable future, it will be necessary to acquire a number of personal
computers for use by the faculty and for the computer labs used by students who do not own their own
equipment. There is a backlog of obsolete machines that need to be replaced, and our initial efforts are
concentrated on upgrading these workstations. At our annual rate of investment in new machines, it will take
several years to become reasonably current with the acceptable level of technology.
Priority 2: Backup and Storage File Server. The College has provided back-up service for faculty, staff, and
students, but the server used for this purpose is woefully inadequate.
Analysis. The size and reliability of the current server no longer meet the needs of the campus. When the only
data being transmitted was text messages, the amount of server space needed to retain all of the information
generated during a term was relatively small. However, the expansion of multi-media applications requires much
larger storage space.
Proposed Action. Purchase a new back-up and storage file server that will insure that many hours of student and
faculty effort are not lost due to a component failure.
Priority 3: Network Expansion and Upgrade. Improve the speed of the existing campus network.
Analvsis. Much of the College data network consists of fiber optic cabling that runs under ground between the
campus buildings. The type of fiber that has been in use up until this point is multi-mode fiber that is capable of
carrying data at 100 Mbps (fast Ethernet speed). Almost all of the College’s network hardware connected to this
fiber is only capable of operating at 10 Mbps. Therefore, we are not taking advantage of the fiber we currently
have.

C. Proposed Action. A three-phase approach over time should be used to update the campus network:
1) Purchase 100 Mbps Network Hardware – The College should invest in 100 Mbps Ethernet switches and
connect
then1
to the existing fiber to handle 100 Mbps speeds in “normal” traffic areas of the campus.
2) Upgrade the Network Backbone to Gigabit Speed – Although Gigabit Ethernet products have been available
since 1998, they are now becoming sufficiently economical to fit into the College budget. Those sections of
the network backbone that connect to servers and other high-traffic generators should be connected using
Gigabit Ethernet.
3) Purchase and Run Single Mode Fiber – The multi-mode fiber should be replaced with high bandwidth capacity
single mode fiber for “high” traffic areas of the campus network
(i.e.,
areas where large amounts of data need
to be regularly moved over the network, or where audio or video needs to be streamed).
111 OTHER 2005-06
A. Priority 1 : Vehicle Replacement. Replace several existing fleet vehicles with more appropriate and energy
efficient units.
B. Analysis. While it is not possible to state with certainty the kinds of vehicles that will be most appropriate in 2005-
06, it is clear that vehicle replacements will be required. It is not likely that hydrogen vehicles will be available at
this time, but LNG vehicles may be practical if a local refueling site is functioning.
C. Proposed Action. Purchase two energy efficient and use-appropriate vehicles.
A. Priority 2: Replacement of Residence Halls Furniture. Mattresses and some other furniture were replaced in
Presidents and Spalt in 2002-03 because of mold. The furniture in other dormitories receives considerable use
and has not been replaced in any systematic fashion.
6. Analysis. The condition of furniture in common areas says much about the campus and periodic replacement is
necessary to insure reasonable comfort for the residents and to assist with the recruitment of new students.

C. Proposed Action. Identify a durable type of furniture, one that will withstand periodic professional cleaning and
begin to systematically replace common area furniture. Establish a schedule for replacement of in room
dormitory as an ongoing cost of dormitory operation.
2006-07 PROPOSED EXPENDITURES
I FACILITIES 2006-07
A. Priority 1: Drives, Walkways and Trees. As the campus is progressively upgraded those areas which have not
received attention begin to look worse by comparison.
B. Analysis. The College has resurfaced several parking lots in recent years, and some sidewalks have been
redone. However, several parking lots are in poor condition and many of the walkways on campus need to be
replaced. Landscaping and replacement of major trees will also be a priority for 2006-07.
C. Proposed Action. Continue the upgrading of walks and patio areas to provide access roadways for fire and
emergency vehicles. Begin emphasis on arbor work on major old growth campus trees to increase their life span
and help enhance campus safety.
A. Priority 2: Environmental Control Systems, Phase II. Nearly all of the buildings on the College campus were
built before modern environmental control systems were developed.
B. Analysis. Some of the buildings such as South Hall, have been renovated and retrofitted with efficient
thermostatic control systems, but most of the buildings have less than adequate systems. In some cases, the
original compressed air systems are not working at all. In these buildings, temperatures are regulated during the
winter by opening windows. . Work will have been done during previous Phase, but more will be needed before
all the energy control problems are resolved.

C. Proposed Action. The College will contracted to implement Viron Energy Services suggestions; Those areas
which yield the greatest ROI will receive priority consideration while continuing the college’s philosophy of single
source control providers to reduce replacement parts inventories and employee training requirements.
A. Priority 3: HVAC Improvements. While not all dormitories are air conditioning, airconditioning in dormitories is
now expected.
B. Analysis. Some of the College dormitories have air conditioning, but most do not. Therefore, to make these
facilities more attractive both for students living there and as an inducement to potential students to enroll at the
College, more of the dormitories need to have central air conditioning.
C. Proposed Action. In 2006-07, HVAC improvements were planned for Presidents and North Hall. In 2006-07,
additional dormitories without air conditioning will be considered for upgrading. In some instances it may be
necessary to increase the electric service to the housing units to accommodate the new air-conditioned.
A. Priority 4: Landscaping. The physical appearance of the College is a major factor in the decision-making
process of many parents and students when considering whether to select Antioch.
B. Analysis. Evaluating the intellectual capacities of the faculty or the quality of the library holdings is a difficult task
for most families, but the appearance of the grass and the trim of the hedges and trees is something everyone
understands. Besides being an important factor in the selection process, landscaping also is important in setting
the tone of the campus. Attractive grounds suggest a pleasant environment in which to work and study
C. Proposed Action. This year the emphasis will be on rejuvenating and enhancing the appearance of the
Academic commons and adjacent areas.
A. Priority 5: Upqrade Electrical Service. The College has two electrical distribution systems, a 2400-volt and a
12,400-volt system.

6. Analysis. We are attempting to migrate all buildings to the 12,400-volt system because it provides “cleaner” and
more reliable power. In addition, as we reconfigure the distribution system, we are changing the metering
system. Much of our electricity is now on a secondary meter system, but a change to a primary metering system
could save us as much as
10%
of our electricity cost.
C. Proposed Action. During 2006-07, we plan to extend the 12,400-volt system and primary metering to additional
campus buildings choosing those where the ROI is the greatest. Metering will continue to be centered at the G
Space.
A. Priority 6: Energy-Efficient Lighting. Interior lighting quality and energy costs are a serious concern.
B. Analysis. The College continues to use incandescent bulbs in many areas and there are relatively few of the
new, energy-efficient florescent tubes in use.
C, Proposed Action. Most hallway, restroom and stairwell lights never get turned off. Replacing incandescent
fixtures with either halogen or high-efficiency florescent tubes will cut costs and improve the quality of indoor
lightening. Older florescent fixtures should also be updated. Motion detectors installed in areas where lights are
frequently left on will quickly pay for the investment. Exit signs should be changed to LED-type signs to save
energy and the labor cost associated with replacing bulbs. Existing exterior lighting needs to be evaluated and
upgraded, plus some areas need additional lighting installed.
A. Priority 7: ADA Doors, Ramps and Restrooms. Campus buildings were designed and constructed before there
was much thought to making them accessible to the handicapped.
B. Analysis. As a consequence and despite considerable effort in recent years, a few buildings and parts of several
others remain to be made handicap-accessible.
C. Proposed Action. To the extent possible, the remaining major buildings that are not accessible will be ramped to
permit access. Power doors will be installed on additional entrances. A major effort will be made to provide a
handicapped
restroom
on each floor of each building.

A. Priority 8: Window Replacement. Much energy is wasted as a result of inefficient windows and worn out
glazing. The windows in Antioch Hall should be replaced and those in the Science Building are notoriously
energy inefficient.
B. Analysis. Depending on which buildings have been renovated with funds raised by the Capital Campaign,
priorities for window replacements may change.
C. Proposed Action: The buildings that will receive new windows in 2006-07 will depend on which buildings have
been previously retrofitted.
A. Priority 9: Roof Replacement and Repair. Roofs on several College buildings are in poor condition and will
need replacement in 2006-07.
B. Analysis. The college is about to embark on a major cycle of roof repair and replacement. The order in which
the roof work will proceed will be dictated by the roof survey completed in 2004-2005.
C, Proposed Action: State of the art roofing systems will be employed for both new roofs and repairs to existing roof
systems. Additional insulation will be installed during these projects to reduce heating and cooling costs.
A. Priority 10: Replace Service Vehicles. Continue to replace service vehicles with hybrid non licensedvehicles.
B. Analysis. The maintenance costs, including difficult parts availability, poor fuel economy and frequent
breakdowns strongly recommend the replacement of these old technology vehicles.
C. Proposed Action. After thorough analysis of institutional needs and equipment available, purchase new energy
efficient non-licensed, hybrid vehicles.

I TECHNOLOGY 2006-07
A. Priority 1: Classroom Technoloov. Few of the College classrooms support the use of modern teaching
technology. Whenever a faculty member wants to use a
Powerpoint
presentation as part of his lecture, he or she
needs to bring a portable projector, a laptop, power cords, etc., and arrive at least thirty minutes before class in
order to set Up all of the equipment. The extension of the campus high-speed network to the academic buildings
will allow the faculty to use the Internet as a teaching resource, but this can happen only if adequate teaching
technology is available in the classroom. In 2006-07, several classrooms will be equipped with screens,
projectors, dedicated computers, etc., and each classroom will be fully connected to the campus network. New
computers will be purchased for faculty who commit to using these facilities and out-fitted with an appropriate
software suite that matches the requirements of the faculty.
Cost: 80,000
A. Priority 2: Computer Workstations. Few subjects can be taught today without the use of personal computers.
Unfortunately, much of the hardware currently in use at the College is obsolete and incapable of running current
software. Many students own their own
laptops
and expect that the faculty will take advantage of the hardware
and software that is currently on the market. The faculty, however, are frequently required to use hardware and
software that is several generations older than what the students have. In each year for the foreseeable future, it
will be necessary to acquire a number of personal computers for use by the faculty and for the computer labs
used by students who do not own their own equipment. There is a backlog of obsolete machines that need to be
replaced, and our initial efforts are concentrated on upgrading these workstations. At our annual rate of
investment in new machines, it will take several years to become reasonably current with the acceptable level of
technology.
Cost: 30,000
A. Priority 3: Campus Network Upgrade, Phase II. Much of the College data network consists of fiber optic cabling
that runs under ground between the campus buildings. The type of fiber that has been in use up until this point is
multi-mode fiber that is capable of carrying data at 100 Mbps (fast Ethernet speed). Almost all of the College’s
network hardware connected to this fiber is only capable of operating at 10 Mbps. Therefore, we are not taking

advantage of the fiber we currently have. A three-phase approach over time should be used to update the
campus network:
1) Purchase 100 Mbps Network Hardware – The College should invest in 100 Mbps Ethernet switches and
connect them to the existing fiber to handle 100 Mbps speeds in “normal” traffic areas of the campus.
2) Upgrade the Network Backbone to Gigabit Speed – Although Gigabit Ethernet products have been available
since 1998, they are now becoming sufficiently economical to fit into the College budget. Those sections of
the network backbone that connect to servers and other high-traffic generators should be connected using
Gigabit Ethernet.
3) Purchase and Run Single Mode Fiber – The multi-mode fiber should be replaced with high bandwidth
capacity single mode fiber for “high” traffic areas of the campus network
(i.e.,
areas where large amounts of
data need to be regularly moved over the network, or where audio or video needs to be streamed).
Cost: 60,000
I OTHER 2006-07
A. Priority 1 : Vehicle Replacement. Replace several existing fleet vehicles with more appropriate and energy
efficient units.
B Analysis. While it is not possible to state with certainty the kinds of vehicles that will be most appropriate in 2005-
06, it is clear that vehicle replacements will be required. It is not likely that hydrogen vehicles will be available at
this time, but LNG vehicles may be practical if a local refueling site is functioning.
C. Proposed Action. Purchase two energy efficient and use appropriate vehicles.
A. Priority 2: Replacement of Residence Halls Furniture. Mattresses and some other furniture were replaced in
Presidents and Spalt in 2002-03 because of mold. The furniture in other dormitories receives considerable use
and has not been replaced in any systematic fashion.

B, Analysis. The condition of furniture in common areas says much about the campus and periodic replacement is
necessary to insure reasonable comfort for the residents and to assist with the recruitment of new students.
C. Proposed Action. Identify a durable type of furniture, one that will withstand periodic professional cleaning and
begin to systematically replace common area furniture. Establish a schedule for replacement of in room
dormitory as an ongoing cost of dormitory operation.
2007-08 PROPOSED EXPENDITURES
I. FACILITIES 2007-08
A. Priority 1: Environmental Control Systems, Phase Ill. Nearly all of the buildings on the College campus were
built before modern environmental control systems were developed.
9. Analysis. Some of the buildings such as South Hall, have been renovated and retrofitted with efficient
thermostatic control systems, but most of the buildings have less than adequate systems. In some cases, the
original compressed air systems are not working at all. In these buildings, temperatures are regulated during the
winter by opening windows. Work will have been done during previous Phases but more will be needed before
all the energy control problems are resolved.
C. Proposed
Action.
The College will contracted to implement Viron Energy Services suggestions. Those areas
which yield the greatest ROI will receive priority consideration while continuing the college’s philosophy of single
source control providers to reduce replacement parts inventories and employee training requirements.
A. Priority 2: Enerov-Efficient Lighting. Interior lighting quality and energy costs are a serious concern.
6. Analysis. The College continues to use incandescent bulbs in many areas and there are relatively few of the
new, energy-efficient florescent tubes
inbse.

Proposed Action. Most hallway, restroom and stairwell lights never get turned off. Replacing incandescent
fixtures with either halogen or high-efficiency florescent tubes will cut costs and improve the quality of indoor
lightening. Older florescent fixtures should also be updated. Motion detectors installed in areas where lights are
frequently left on will quickly pay for the investment. Exit signs should be changed to LED-type signs to save
energy and the labor cost associated with replacing bulbs. Existing exterior lighting needs to be evaluated and
upgraded, plus some areas need additional lighting installed.
Priority 3: Landscaping. The physical appearance of the College is a major factor in the decision-making
process of many parents and students when considering whether to select Antioch.
Analysis. Evaluating the intellectual capacities of the faculty or the quality of the library holdings is a difficult task
for most families, but the appearance of the grass and the trim of the hedges and trees is something everyone
understands. Besides being an important factor in the selection process, landscaping also is important in setting
the tone of the campus. Attractive grounds suggest a pleasant environment in which to work and study
Proposed Action. This year the emphasis will be on rejuvenating and enhancing the appearance of the Student
Housing commons and adjacent areas.
Priority 4: Drives, Walkways and Trees. As the campus is progressively upgraded those areas which have not
received attention begin to look worse by comparison.
Analysis. The College has resurfaced several parking lots in recent years, and some sidewalks have been
redone. However, several parking lots are in poor condition and many of the walkways on campus need to be
replaced. Landscaping and replacement of major trees will also be a priority for 2006-07.
Proposed Action. Continue the upgrading of walks and patio areas to provide access roadways for fire and
emergency vehicles. Begin emphasis on arbor work on major old growth campus trees to increase their life span
and help enhance campus safety.

A. Priority 5: Window Replacement. Much energy is wasted as a result of inefficient windows and worn out
glazing. The windows in Antioch Hall should be replaced and those in the Science Building are notoriously
energy inefficient.
B. Analysis. Depending on which buildings have been renovated with funds raised by the Capital Campaign,
priorities for window replacements may change
C. Proposed Action: The buildings that will receive new windows in 2006-07 will depend on which buildings have
been previously retrofitted.
A. Priority 6: Roof Replacement and Repair. Roofs on several College buildings are in poor condition and will
need replacement in 2006-07.
B. Analysis. The college is about to embark on a major cycle of roof repair and replacement. The order in which
the roof work will proceed will be dictated by the roof survey completed in 2004-2005.
C. Proposed Action: State of the art roofing systems will be employed for both new roofs and repairs to existing roof
systems. Additional insulation will be installed during these projects to reduce heating and cooling costs.
A. Priority 7: ADA Doors, Ramps and Restrooms. Campus buildings were designed and constructed before there
was much thought to making them accessible to the handicapped.
B. Analysis. As a consequence and despite considerable effort in recent years, a few buildings and parts of several
others remain to be made handicap-accessible.
C. Proposed Action. To the extent possible, the remaining major buildings that are not accessible will be ramped to
permit access. Power doors will be installed on additional entrances. A major effort will be made to provide a
handicapped
restroom
on each floor of each building.

A. Priority 8: Upgrade Electrical Service. The College has two electrical distribution systems, a 2400-volt and a
12,400-volt system.
6. We are attempting to migrate all buildings to the 12,400-volt system because it provides “cleaner” and
more
reliable power. In addition, as we reconfigure the distribution system, we are changing the metering
system.
Much of our electricity is now on a secondary meter system, but a change to a primary metering system
could
save us as much as 10% of our electricity cost.
c. During 2007-08, we plan to extend the 12,400-volt system and primary metering to additional
campus
buildings choosing those where the ROI is the greatest. Metering will continue to be centered at the G
Space.
A. Priority 9: Replace Existing Mower. Frequent breakdowns lead to inability to maintain mowing schedule
particularly
in the spring and fall.
B. A!!!. The maintenance costs, including difficult parts availability on aged unit and downtime on the medium
sized
batwing
mower dictates its prudent replacement.
c Pro~~sed Action. Afier thorough analysis of equipment available purchase new energy efficient mower.
A. Priority 10: Repair of Exterior Brickwork Many exterior walls of the historic buildings at Antioch College are in
desperate
need of re-pointing.
B. Analysis. The college will begin a multi year project to repair and preserve the envelope walls of its historic
buildings.
The results of the study and analysis performed in 2006-2007 provide us with the mortar formula and
material
sources to begin this vital work.
c, -: Using study results we will begin a five year program to repair and re-point all exterior envelope
walls
on campus.

A. Priority 11 : Replace Service Vehicles. Continue to replace service vehicles with hybrid non licensed vehicles.
B Analvsis. The maintenance costs, including difficult parts availability, poor fuel economy and frequent
breakdowns strongly recommend the replacement of these old technology vehicles.
C. Proposed Action. After thorough analysis of institutional needs and equipment available, purchase new energy
efficient non-licensed, hybrid vehicles.
II. TECHNOLOGY 2007-08
A. Priority 1: Classroom Technoloav Phase II. Few of the College classrooms support the use of modern teaching
technology. Whenever a faculty member wants to use a
Powerpoint
presentation as part of his lecture, he or she
needs to bring a portable projector, a laptop, power cords, etc., and arrive at least thirty minutes before class in
order to set up all of the equipment. The extension of the campus high-speed network to the academic buildings
will allow the faculty to use the Internet as a teaching resource, but this can happen only if adequate teaching
technology is available in the classroom. In 2007-08, additional classrooms will be equipped with screens,
projectors, dedicated computers, etc., and each classroom will be fully connected to the campus network. New
computers will be purchased for faculty who commit to using these facilities and out-fitted with an appropriate
software suite that matches the requirements of the faculty.
Cost: 30,000
B. Priority 2: Campus Network Upgrade, Phase Ill. Depending on the intensity with which the campus computer
network is being used, it may be necessary to upgrade the speed capacity of the backbone and some of the
distribution channels. It is anticipated that by 2007-08, music, video, graphics, and other data will place a severe
demand on the network. It may also be necessary to extend the backbone to some areas that have been
previously served by wireless technology, or to replace the wireless segments with fiber optic cable. This cannot
be determined with precision at this time, but it is a virtual certainty that data traffic demands will be far higher in
2007 -08 than they are today.
Cost: 60,000

I. OTHER 2007-08
A. Priority 1 : Vehicle Replacement. Replace several existing fleet vehicles with more appropriate and energy
efficient units.
B. Analysis. While it is not possible to state with certainty the kinds of vehicles that will be most appropriate in 2005-
06, it is clear that vehicle replacements will be required. It is not likely that hydrogen vehicles will be available at
this time, but LNG vehicles may be practical if a local refueling site is functioning.
C.
Proposed Action. Purchase two energy efficient and use appropriate vehicles.
A Priority 2: Replacement of Residence Halls Furniture. Mattresses and some other furniture were replaced in
Presidents and Spalt in 2002-03 because of mold. The furniture in dormitories receives considerable use and
has not been replaced in any systematic fashion.
B. Analysis. The condition of furniture in common areas says much about the campus, and periodic replacement is
necessary to insure reasonable comfort for the residents and to assist with the recruitment of new students.
C.
Proposed Action. Identify a durable type of furniture, one that will withstand periodic professional cleaning and
begin to systematically replace common area furniture. Establish a schedule for replacement of in room
dormitory as an ongoing cost of dormitory operation.
2008-09 PROPOSED EXPENDITURES
I. FACILITIES 2008-2009
A. Priority 1 : Environmental Control Systems, Phase IV. Nearly all of the buildings on the College campus were
built before modern environmental control systems were developed.

B. Analysis. Some of the buildings such as South Hall, have been renovated and retrofitted with efficient
thermostatic control systems, but most of the buildings have less than adequate systems. In some cases, the
original compressed air systems are not working at all. In these buildings, temperatures are regulated during the
winter by opening windows. Work will have been done during previous Phases, but more will be needed before
all the energy control problems are resolved.
C. Proposed Action The College will contracted to implement Viron Energy Services suggestions; Those areas
which yield the greatest ROI will receive priority consideration while continuing the colleges philosophy of single
source control providers to reduce replacement parts inventories and employee training requirements.
A. Priority 2: Energy-Efficient Lighting. Interior lighting quality and energy costs are a serious concern.
B. Analysis. The College continues to use incandescent bulbs in many areas and there are relatively few of the
new, energy-efficient florescent tubes in use.
C. Proposed Action. Most hallway, restroom and stairwell lights never get turned off. Replacing incandescent
fixtures with either halogen or high-efficiency florescent tubes will cut costs and improve the quality of indoor
lightening. Older florescent fixtures should also be updated. Motion detectors installed in areas where lights are
frequently left on will quickly pay for the investment. Exit signs should be changed to LED-type signs to save
energy and the labor cost associated with replacing bulbs. Existing exterior lighting needs to be evaluated and
upgraded, plus some areas need additional lighting installed.
A. Priority 3: Landscapinq. The physical appearance of the College is a major factor in the decision-making
process of many parents and students when considering whether to select Antioch.
B. Analysis. Evaluating the intellectual capacities of the faculty or the quality of the library holdings is a difficult task
for most families, but the appearance of the grass and the trim of the hedges and trees is something everyone
understands. Besides being an important factor in the selection process, landscaping also is important in setting
the tone of the campus. Attractive grounds suggest a pleasant environment in which to work and study.

C. Proposed Action. This year the emphasis will be on rejuvenating and enhancing the appearance of the Arts
commons and adjacent areas.
A. Priority 4: Drives, Walkways and Trees. As the campus is progressively upgraded those areas which have not
received attention begin to look worse by comparison.
B.
Analysis. The College has resurfaced several parking lots in recent years, and some sidewalks have been
redone. However, several parking lots are in poor condition and many of the walkways on campus need to be
replaced. Landscaping and replacement of major trees will also be a priority for 2008-09.
C. Proposed Action. Continue the upgrading of walks and patio areas to provide access roadways for fire and
emergency vehicles. Begin emphasis on arbor work on major old growth campus trees to increase their life span
and help enhance campus safety.
A. Priority 5: Window Replacement. Much energy is wasted as a result of inefficient windows and worn out
glazing. The windows in Antioch Hall should be replaced and those in the Science Building are notoriously
energy inefficient.
C. Analysis. Depending on which buildings have been renovated with funds raised by the Capital Campaign,
priorities for window replacements may change
C.
Proposed Action: The buildings that will receive new windows in 2008-09 will depend on which buildings have
been previously retrofitted.
A. Priority 6: Roof Replacement and Repair. Roofs on several College buildings are in poor condition and will
need replacement in 2008-09.
B. Analysis. The college will continue to implement a major cycle of roof repair and replacement. The order in
which the roof work will proceed will be dictated by the roof survey completed in 2004-2005.

Proposed Action: State of the art roofing systems will be employed for both new roofs and repairs to existing roof
systems. Additional insulation will be installed during these projects to reduce heating and cooling costs.
Priority 7: Repair of Exterior Brickwork. Many exterior walls of the historic buildings at Antioch College are in
desperate need of re-pointing.
Analysis. The college will begin a
multi
year project to repair and preserve the envelope walls of its historic
buildings. The results of the study and analysis performed in 2006-2007 provide us with the mortar formula and
material sources to begin this vital work.
Proposed Action: This is the second year of a five year program to repair and re-point all exterior envelope walls
on campus.
Priority 8: Replace Existinq Dump Truck. Frequent breakdowns and extremely poor fuel economy indicate the
need to replace this unit.
Analysis. The maintenance costs, including difficult parts availability and frequent breakdowns strongly
recommend the replacement of this old truck.
Proposed Action. After thorough analysis of institutional needs and equipment available, purchase new, energy
efficient truck.
Priority 9: Replace Service Vehicles. Continue to replace service vehicles with hybrid non licensed vehicles.
Analysis. The maintenance costs, including difficult parts availability, poor fuel economy and frequent
breakdowns strongly recommend the replacement of these old technology vehicles.
Proposed Action. After thorough analysis of institutional needs and equipment available, purchase new energy
efficient non-licensed, hybrid vehicles.

II. TECHNOLOGY 2008-09
A. Priority 1: Technologv. Given the current pace of technological change, it seems prudent to leave the fifth year of
a capital narrative largely undefined. This flexibility will also allow projects from previous years that could not be
funded to be reintroduced during this year.
Estimated Cost: $60,000
I
OTHER 2008-09
A. Priority 1: Vehicle Replacement. Replace several existing fleet vehicles with more appropriate and energy
efficient units.
B. Analysis. While it is not possible to state with certainty the kinds of vehicles that will be most appropriate in 2005-
06, it is clear that vehicle replacements will be required. It is not likely that hydrogen vehicles will be available at
this time, but LNG vehicles may be practical if a local refueling site is functioning.
C. Proposed Action. Purchase two energy efficient and use appropriate vehicles.
A Priority 2: Replacement of Residence Halls Furniture. Mattresses and some other dormitory furniture have
been replaced under our scheduled replacement program. The furniture in dormitories receives considerable use
and has not been replaced in any systematic fashion.
B. Analysis. The condition of furniture in common areas says much about the campus and periodic replacement is
necessary to insure reasonable comfort for the residents and to assist with the recruitment of new students.
C.
Proposed Action. Identify a durable type of furniture, one that will withstand periodic professional cleaning and
begin to systematically replace common area furniture. Establish a schedule for replacement of in room
dormitory as an ongoing cost of dormitory operation.
Joan Straumanis
President

Antioch University
Five Year Capital Budget Summary
Antioch College
Am5untws 2003-04 Base Year Capital Expenditures (Est.) Source
Land Improvements
Facilities
Furniture
Equipment
Vehicles
Technology
Books
TOTAL
$9,483 Operating Budget
$313,337 Operating Budget
$20,488 Operating Budget
$14,315 Operating Budget
$22,243 Operating Budget
$81,084 Operating Budget
$28,398 Operating Budget
$489,348
2004-05 Proposed Expenditures
d, . Amount Source
Facilities
Fire Alarm System Upgrades
Drives, Walkways and Landscaping
Roof Replacement Physical Plant
ADA Ramps, Doors, Restrooms
Residence Halls Shower Replacement
Roof Replacement Union Building
Deck and Stair Repair, North Hall
Heating Improvements
Technology
Computer Workstations
Classroom Technology
Wireless Access to the Internet, Phase
11
Other
Air Conditioning Chiller Replacement
Replacement of Residence Hall Furniture
Library Books
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget

Antioch University
Five Year Capital Budget Summary
Antioch College
TOTAL $647,000
2005-06 Proposed Expenditures amount^.^^. – >A
Source
Facilities
Environment Control System Phase
I
Landscaping
Sidewalks
HVAC Improvements
Upgrade Electrical Service
Energy-Efficient Lighting
Water Heaters (Curl Gym,
McGregor
Hall, North Hall)
New Security Vehicle
Mower Replacement
Replace Service Vehicles
Technology
Computer Workstations
Backup and Storage File Server
Network Expansion and Upgrade
Other
Vehicle Replacement
Replacement of Residence Halls Furniture
Library Books
TOTAL
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
2006-07 Proposed Expenditures Amount ‘ *’ Source
Facilities
Drives, Walkways and Trees
Environment Control System Phase
II
HVAC Improvements
$80,000 Operating Budget
$100,000 Operating Budget
$125,000 Operating Budget

Landscaping
Upgrade Electrical Service
Energy-Efficient Lighting
ADA Doors, Ramps and Restrooms
Window Replacement
Roof Replacement and Repair
Replace Service Vehicles
Technology
Classroom Technology
Computer Workstations
Campus Network Upgrade, Phase II
Other
Vehicle Replacement
Replacement of Residence Hall Furniture
Library Books
Antioch University
Five Year Capital Budget Summary
Antioch College
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
TOTAL $1,093,000
Facilities
Environment Control System, Phase Hi
Energy-Efficient Lighting
Landscaping
Drives, Walkways and Trees
Window Replacement
Roof Replacement and Repair
ADA Doors, Ramps and Restrooms
Upgrade Electrical Service
Replace Mower
Repair Exterior Brickwork
Replace Service Vehicles
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget

Technology
Classroom Technology Phase
I1
Campus Network Upgrade, Phase Ill
Other
Vehicle Replacement
Replacement of Residence Halls Furniture
Library Books
TOTAL
Antioch University
Five Year Capital Budget Summary
Antioch College
Operating Budget
Operating Budget
Operating Budget
Operating Budget
Operating Budget
* Y <+--p- = " 2008-09 Proposed Expenditures Amount' " 2'y Source Facilities Environment Control System Phase IV Energy-Efficient Lighting Landscaping Drives, Walkways and Trees Window Replacement Roof Replacement and Repair Repair Exterior Brickwork Dump Truck Replacement Replace Service Vehicles Technology Technology Other Vehicle Replacement Replacement of Resident Halls Furniture Library Books TOTAL Operating Budget Operating Budget Operating Budget Operating Budget Operating Budget Operating Budget Operating Budget Operating Budget Operating Budget Operating Budget Operating Budget Operating Budget Operating Budget Antioch University Five Year Capital Budget Projects above $1 0,000 2004-05 Budget GLEN HELEN ECOLOGY INSTITUTE Glen Helen's budget is small (-$700,000) relative to the other units of Antioch University. The Institute, however, is responsible for the maintenance of 22 facilities/structures (buildings, storage, bridges), multiple parking areas, and a 1,000 acre nature preserve. Historically, the GHEI has lacked funds to direct toward capital maintenance and improvements. The recent University decision to expense depreciation will now provide approximately $20,000 for such projects (over the next five years). Repair, replacement, and upgrade needs of the Glen's facilities far exceed the funds available; however, these funds provide a significant start. To provide a capital budget that is a useful planning tool for the Institute we have included expenses that are $1,000 or above. In addition, the GHEI proposes several significant capital projects for the construction and rehabilitation of its facilities at an estimated expense of $2.5 million (to be fundedthrough the capital campaign). 2004-2005 Proposed Expenditures I FACILITIES A. Priority 1 : Vehicle Replacem replacement of the full-size pi ent. The GHEI's vehicle fl - ickup. ($12,000) eet is aging. There is an immediate need for B. Priority 2: Outdoor Education Center Furniture Replacement. Old bunk beds in the dormitories will continue to be replaced. ($1 ,500) Funding Source GHEI Capital Campaign C. Priority 3: Intern Residence Hosing Furniture Replacement. Quality housing is a critical factor in the Institute's ability to attract interns for its Outdoor Education Center. We propose to purchase furniture for either the Farm House or Clayton House (the two principal intern housing units). ($2,000) Funding Source GHEI Capital Campaign D. Priority 4: Telephone and Voice Mail System. The current telephone system is inadequate to meet the needs of the staff. We lack a sufficient number of phone lines and there is no voice mail system. Staff currently relies on volunteers to answer the phones and take messages. ($4,000) E. Priority 5: Glen Helen Building Classroom Upgrades. Programming, formal Antioch College programs and Institute educational program continue to increase. The building's classroom will be upgraded to include classroom furniture and teaching aids. ($1,500) II. TECHNOLOGYIEQUIPMENT A. Priority 1 : ResearchINatural Resource Management Equipment. This equipment will continue to support efforts to enhance our knowledge of the Glen Helen's natural resources and aid overall management efforts. This year we will seek to purchase a dissecting microscope. ($5,000). Unless otherwise noted, funding source for items above is the Operating Budget. 2005-2006 Proposed Expenditures I. FACILITIESIEQUIPMENT A. Priority 1: Roof Replacement and Repair - Glen Helen Building. The existing roof was installed in 1973 and is currently leaking in several places. The complete replacement of the roof will occur over three years. This year the section encompassing the auditorium will be replaced and it will be an "Eco-Roof1 with plantings. ($12,000) B. Priority 2: Outdoor Education Center Furniture Replacement. Old bunk beds in the dormitories will continue to be replaced as will the furniture in the Intern housing. ($2,000) Funding Source GHEI Capital Campaign C. Priority 3: Trail Maintenance and Restoration. Many trails in the North Glen are over used and eroding. Necessary work will be carried out on these trails. ($1,500) II. TECHNOLOGYIEQUIPMENT A. Priority 1: ResearchINatural Resource Management Equipment. This equipment will continue to support efforts to enhance our knowledge of the Glen Helen's natural resources and aid overall management efforts. ($5,000) Unless otherwise noted, funding source for items above is the Operating Budget. 2006-2007 Proposed Expenditures I. FACILITIES A. Priority 1: OEC Drive. Grading, drainage, and paving of the main drive to the OEC Campus. ($10,000) B. Priority 2: Glen Helen Buildinq Library Furniture Equipment. The Glen Helen Building Library needs to be renovated and better support its collection. ($1,500) C. Priority 3. Land Managementnrail Maintenance and Restoration. Priority areas will be restored and eroding trails repaired. ($2,000) Unless otherwise noted, funding source for items above is the Operating Budget. I I. TECHNOLOGYIEQUIPMENT A. Priority 1: ResearchlNatural Resource Management Equipment. This equipment will continue to support efforts to enhance our knowledge of the Glen Helen's natural resources and aid overall management efforts, ($5,000) B. Priority 2: Computer Acquisition. Continue to replace aging computers for use by staff. ($2,000) 2007-2008 Proposed Expenditures I. FACILITIES A. Priority 1: Roof Replacement and Repair - Glen Helen Building. The existing roof was installed in 1973 and is currently leaking in several places. The complete replacement of the roof will occur over multiple years. This will be the second section of a three section replacement. We will continue with the use of an "Eco-Roof' with plantings. ($1 5,000) B. Priority 2. Land ManagementJTrail Maintenance and Restoration. Priority areas will be restored and eroding trails repaired. ($3,000) Unless otherwise noted, funding source for items above is the Operating Budget. I TECHNOLOGYIEQUIPMENT A. Priority 1: Computer Acquisition. Continue to replace aging computers for use by staff. ($3,000) 2008-2009 Proposed Expenditures I. FACILITIES A. Priority 1: Tractor Replacement. The current Steiner Tractor has been a workhorse for the Glen for the past 20 years. It is used extensively throughout Glen Helen to Maintain land areas. ($15,000) B. Priority 2: Drives. There are several gravel-topped drives and parking areas that need annual repairs and major repairs every few years to include regarding and adding of new layer of gravel. In addition, periodically landscape maintenance must be completed to include tree trimming and drainage enhancement. ($5,000) Unless otherwise noted, funding source for items above is the Operating Budget. Additional Projects for Consideration Over the next five years additional capital projects will be considered depending upon funding. One source of potential funds is from the Capital Campaign. A. Priority 1 : OEC Administrative Offices. The OEC staff is currently housed in a rented trailer providing limited office space. At the GHEI's OEC a new administrative/education facility will be built providing offices, classrooms and meeting space to serve existing programs. Secondarily the space will serve Antioch College and regional businesses and other organizations seeking retreat and meeting space. The additional space will provide additional revenue through weekend rentals of the space. ($350,000) An alternative requiring considerably less funding is to rehabilitate the old office building. At a cost of $20,000 to $25,000 per year the building could be completely rehabilitated over a period of 3-5 years. The initial investment in year 1 would provide for structural enhancement. B. Priority 2: Trailside Museum & Visitor Center and Corry Street Entrance Complex. Originally built in 1951, this 750 sq. ft. museum is in need of major renovation. The building is poorly insulated, has its original furnace and a roof 30 plus years old. The exhibits are out of date and of poor quality. Plans include a new roof and possible facility expansion. The building will be retrofitted to be more energy-efficient, including insulation and HVAC system. Additions will also include a sign-in area, and point of entry with maps, and toilets facilities, all constructed of eco-friendly material. The Adjoining Corry Street complex will include a new "gateway" structure including an outdoor "greenscape" to link the Glen Helen Building and parking area. ($225,000) Priority 3: Renovation of Outdoor Education Center Lodqe. This is a major renovation. It will include replacement of the aging kitchen with a new and enlarged kitchen and storage; upgrade toilet and utilities to be ecosystem friendly; open existing kitchen and dining area for partitioned classroom and dining space; and upgrade finishes and use energy conservation materials. $250,000 Priority 4. Renovation of existing Hickory and Sycamore Dormitories. Each dormitory provides 32 beds. This is a major renovation. A new flat roof and new HVAC system will be installed. Teacher rooms will be enhanced and toilet and shower facilities will be upgraded. Will upgrade finishes and use energy conservation materials. Four beds will be added to each dorm. Priority 5: Renovation of Outdoor Education Center Intern Housinq. a. Clayton House: Currently an Intern Residence, will be renovated (exterior and interior repair and renovations - water heaters, furnaces, plumbing, gutters, siding, furniture) for use as either staff housing or be converted to student "eco-house." $75,000 b. Farm House: Currently an Intern Residence, will be renovated (exterior and interior repair and renovations - water heaters, furnaces, plumbing, gutters, siding, furniture) for use as either staff housing or appropriate educational use. $75,000 c. Barn at Clayton House: This is a major renovation. The barn will be converted to Naturalist Housing (replacing the Clayton and Farm Houses). This multi-level facility will have a common gathering area, apartments and laundry, classrooms, greenhouse and meeting space. $500,000 Priority 6: Renovation of the Raptor Center Lab and Educaton Buildn~ known as the Roost. General upgrades will be completed to include the roof, furnace, water heater, furniture. $50,000 Robert S. Whyte Executive Director Antioch University Five Year Budget Summary Glen Helen Ecology Institute * w 2003-04 Base Year Capital Expenditures (EsL) Amount Source Land Improvement Facilities Furniture Equipment Vehicle Technology TOTAL 2004-05 Proposed Expenditures bde <, ". eb --+ * %' 2%- Amount , Source Facilities Vehicle Replacement Outdoor Education Center Furniture Replacement Intern Residence Housing Furniture Replacement Telephone and Voice Mail System Glen Helen Building Classroom Upgrades Technology ResearchINatural Resource Management Equipment TOTAL Operating Budget GHEI Capital Campaign GHEI Capital Campaign Operating Budget Operating Budget Oper. Budget & Add.Gift Support 2005-06 Proposed Expenditures '.ã 2 ,a Amount Source Facilities Roof Replacement & Repair - Glen Helen Building Outdoor Education Center Furniture Replacement Trail Mainenance and Restoration Technology ResearchINatural Resource Management Equipment $12,000 Operating Budget $2,000 GHEI Capital Campaign $1,500 Operating Budget $5,000 Operating Budget Antioch University Five Year Budget Summary Glen Helen Ecology Institute TOTAL $20,500 2006-07 Proposed Expenditures ' Amount Source Facilities OEC Drive Glen Helen Building Library Furniture & Equipment Land Managemenurail Maintenance & Restoration Technology ResearchINatural Resource Management Equipment Computer Acquisition TOTAL $10,000 Operating Budget $1,500 Operating Budget $2,000 Operating Budget $5,000 Operating Budget $2,000 Operating Budget 2. " ,., ?A, * b 2007-08 Proposed Expenditures -. Amount Source Facilities Roof Replacement and Repair - Glen Helen Building Land Managemenurail Maintenance & Restoration Technology Computer Acquisition TOTAL $1 5,000 Operating Budget $3,000 Operating Budget $3,000 Operating Budget $21,000 .* - * --.' 2008-09 Proposed Expenditures Arno~nt*~" ' Source Facilities Tractor Replacement Drives TOTAL $15,000 Operating Budget $5,000 Operating Budget Antioch University Five Year Capital Budget Projects above $1 0,000 2004-05 Budget ANTIOCH NEW ENGLAND GRADUATE SCHOOL While we have filled in the Five-Year Capital Budget Summary grid, it is important here to acknowledge the fact that we have identified needs and potential expense, realizing that replacement and/or upgrade does not easily translate to a specific timetable. 2004-2005 PROPOSED EXPENDITURES I. FACILITIES A. Priority 1: Classroom Paintinq. $20,000. After ten years it is hallways. time to paint the classroom wing, both rooms and B. Priority 2: Classroom upgrade. $1 1,815. After painting the classrooms we will add tables, chairs, and marker boards as needed. C. Priority 2: Multi-function room. $154,457. Renovate the remaining space in the West Wing and add one or more large classroom/s and one very large multi-purpose room which would enable us to hold major conferences and accommodate large gatherings for lectures, etc. Funding source: capital campaign dollars to augment capital budget outlays. D. Priority 4: HVAC valve replacement. $5,000. Some of the valves that open and close vents to our heating, ventilation and air conditioning system are wearing out and we need to replace them. It would cost about $75,000 to replace all of them at once so we will replace them as they fail. II. TECHNOLOGY Technology is a perpetual "work in progress," and we are implementing our long-term plan to address the critical issues related to technological development. In addition, we are following a plan for prioritizing replacement, upgrading, and application needs, as well as personnel support needs. Presently, we are generally pleased with our technology infrastructure, though more resources can always be used. A. Priority 1 : Replacement, upgrade servers. $20,000. Some of our servers (ANEI Appleshare, Voyager, Backup NT) are "at the limit" of their usefulness and we need to replace them. B. Priority 2: 100 base T switch. $2,000. Purchase an additional T switch for our phone system so we can expand as needed. C. Priority 3: New and Replacement computers. $85,000. We continue to support computer hardware replacement and the purchase of new computers as needed. D. Priority 4: Wireless Mobile Lab. $13,829. The Education department has a need for a Wireless Mobile Apple lab. The 10-unit lab combines the management and control of a computer lab on a lockable rolling base. I. OTHER A. Priority 1 : Instructional Technology room. $36,925. None of our classrooms are appointed with technological enhancements. We intend to outfit one of the Library spaces to be a model tech classroom. While it won't have all the cutting edge appointments, it will be a big jump forward for us. B. Priority 2: ES herbarium Lab upgrade. $40,000. For the purchase of a dry combustion oven and infrared gas analyzer. The Environmental Studies department is upgrading the lab and these additions will allow students to conduct experiments that will elevate graduate student research and make us more competitive with other graduate programs. C. Priority3: Development Software. $20,000. Our development office would like to purchase Raiser's Edge software. We are currently running Gift Maker Pro and the program is not adequate for our needs. D. Priority 4: Maintenance upgrade library collection. $40,000. To cover the cost of maintaining journal subscriptions, licensing fees, book acquisitions and dissertation abstracts. E. Priority 5: Scannerlsoftware disability services. $4,500. So far we haven't had any students that have required special needs equipment. We need to gear up for that eventuality. 2005-06 PROPOSED EXPENDITURES I. FACILITIES A. Priority 1: Purchase Property. $180,000. It is important we start thinking about purchasing nearby properties. Our expansion options are limited due to the various local regulations. If we start to pick up a few of the properties that are in the commercial zone on Pearl Street, our options expand. B. Priority 2: Refinish secondary parking lot. $12,500. This lot is rough and it needs a resurfacing. C. Priority 3: HVAC valve replacement. $10,000. Some of the valves that open and close vents to our heating, ventilation and air conditioning system are wearing out and we need to replace them. I. TECHNOLOGY A. Priority 1 : Computer Hardware replacement. $80,000. We continue to support computer hardware replacement and the purchase of new computers as needed. I OTHER A. Priority 1 : Maintenance upgrade library collection. $80,000. To cover the cost of maintaining journal subscriptions, licensing fees, book acquisitions and dissertation abstracts. 2006-07 PROPOSED EXPENDITURES I. FACILITIES A. Priority 1: Purchase Property. $200,000. It is important we start thinking about purchasing nearby properties. Our expansion options are limited due to the various local regulations. If we start to pick up a few of the properties that are in the commercial zone on Pearl Street, our options expand. I. TECHNOLOGY A. Priority 1 : Computer Hardware replacement. $95,000. We continue to support computer hardware replacement and the purchase of new computers as needed. I OTHER A. Priority 1 : Maintenance upgrade library collection. $93,000. To cover the cost of maintaining journal subscriptions, licensing fees, book acquisitions and dissertation abstracts. 2007-08 PROPOSED EXPENDITURES I. FACILITIES A. Priority 1: HVAC valve replacement. $10,000. Some of the valves that open and close vents to our heating, ventilation and air conditioning system are wearing out and we need to replace them. II. TECHNOLOGY A. Priority 1 : Computer Hardware replacement. $120,000. We continue to support computer hardware replacement and the purchase of new computers as needed. I OTHER A. Priority 1 : Maintenance uparade library collection. $93,000. To cover the cost of maintaining journal subscriptions, licensing fees, book acquisitions and dissertation abstracts. 2008-09 PROPOSED EXPENDITURES I. FACILITIES A. Priority 1 : HVAC valve replacement. $1 0,000. Some of the valves that open and close vents to our heating, ventilation and air conditioning system are wearing out and we need to replace them. It would cost about $75,000 to replace all of them at once so we will replace them as they fail. II. TECHNOLOGY A. Priority 1 : Computer Hardware replacement. $1 15,000. We continue to support computer hardware replacement and the purchase of new computers as needed. I. OTHER A. Priority 1 : Maintenance upgrade library collection. $90,000. To cover the cost of maintaining journal subscriptions, licensing fees, book acquisitions and dissertation abstracts. Peter Temes President Antioch University Five Year Budget Summary Antioch New England Graduate School 2003-04 Base Year Capital Expenditures (Est) ' Amount Source Facilities Furniture Equipment Technology Books TOTAL 2004-05 Proposed Expenditures Amount Source Facilities Classroom Painting Classroom upgrade Multi-function Room HVAC valve replacement Technology Replacement, upgrade servers 100 base T switch Replacement and New Computers Wireless Mobile Lab Other Instructional Technology Room ES herbarium Lab upgrade Development software Maintenance upgrade library collection Scannerlsoftware disability services TOTAL Operating Budget & Dep. Res. Operating Budget & Dep. Res. Operating Budget & Dep. Res. Operating Budget & Dep. Res. Operating Budget & Dep. Res. Operating Budget & Dep. Res. Operating Budget & Dep. Res. Operating Budget & Dep. Res. Operating Budget & Dep. Res. Operating Budget & Dep. Res. Operating Budget & Dep. Res. Operating Budget & Dep. Res. Antioch University Five Year Budget Summary Antioch New England Graduate School 2005-06 Proposed Expenditures Amount Source Facilities Purchase property Refinish secondary parking lot HVAC valve replacement Technology Computer hardware replacement Other Maintenance upgrade library collection TOTAL $180,000 Operating Budget $12,500 Operating Budget $10,000 Operating Budget $80,000 Operating Budget Operating Budget 2006-07 Proposed Expenditures3* - , *?i1[(w., .-. + -A>h-oiiritF+WX** * +W. W
2004-05 Proposed Expenditures Source *
Other
Equipment: Generators at transmitter site and at
production facilities $20,000
Transmitter Replacement $20,000 Operating Expense
Total $40,000
“.. 2005-06 Proposed Expenditures . ~~~~~ty.~ ‘ Source
Other
New Transmitter
Total
2006-07 Proposed Expenditures
% -~*~~n~-%* ; -?
Source
Other
New Transmitter
Total
2007-08 Proposed Expenditures Amount ‘ – – Source
Other
New Transmitter
Total $100,000
2008-09 Proposed Expenditures ‘ Source
Total

Antioch University
Five Year Capital Budget
Projects above $1 0,000
2004-05 Budget
University Wide
2004-05 PROPOSED EXPENDITURES
I. FACILITIES 2004-05
A. Priority 1: Remodel Computing Services Office. The two staff members who support the mission-critical Datatel
system are cramped into two very small interior offices. These cramped offices restrict the employees’ ability to
spread out work and to have adequate documentation binders close at hand. By any reasonable standard, these
individuals do not have sufficient workspace to do their jobs. The situation will become acute in 2004-05 with the
hiring of an additional Datatel employee.
B. Analvsis. Renovation of existing space will allow the creation of three reasonably sized offices to house the
Datatel staff. Space would also be available to accommodate documentation on the Datatel system, the server
and support equipment. Keeping this material in better order will help the staff respond more quickly to problems
and allow them to have quicker access to needed information that is essential to project design and development.
C. Proposed Action. Creation of three offices within existing space with additional lighting and electrical service will
improve the productivity and comfort of the Datatel staff. The administration recommends that the remodeling
project take place in 2004-05 at a cost of about $25,000.
A. Priority 2: Fiber Optic Cable Upgrade. The Kettering Building is currently connected to the rest of the Antioch
buildings in Yellow Springs by a two-pair fiber optic cable that runs to the Sontag-Fels Building and then on to
Antioch Hall. All four strands of this cable are currently in use and there is no reserve capacity if one of the fibers

should fail. While failure is unlikely unless the cable is physically damaged, a failure would create problems for
all three units in Yellow Springs. The situation will become more critical in 2004-05 when the Kettering Building
will become the point of presence (POP) for high-speed internet service for all Yellow Springs operations.
Currently, a series of T-1 circuits provide connection to the Internet. These circuits are on copper wire and
terminate in different buildings across the campus. These circuits no longer provide the capacity that we need
and they cannot be combined to allow us to make maximum use of the capacity. A new gigabit circuit will provide
much greater capacity at a lower price and we will be able to apportion the combined capacity to those
applications that need it most.
B. Analysis. The new gigabit service to Antioch’s Yellow Springs operations will terminate at the Kettering Building.
Critical network components will be located here and then service will be routed to the rest of the buildings in
Yellow Springs. Because of the higher capacity of the gigabit circuit, additional fiber channels are needed to
connect computers across the campus. In the near future, much of the backbone of the data network in Yellow
Springs will need to be upgraded to gigabit capacity (most of it currently operates at 10 megabits per second with
some sections at 100 megabits per second) in order to assure that students, staff and faculty will be able to
efficiently share graphics, documents, video, audio and other media.
C. Proposed Action. If the existing conduit will accommodate a 25-pair fiber optic cable, it is recommended that this
size cable replace the existing fiber circuits. The difference in cost between a 12-pair and a 25-pair is relatively
small; the cost of installing the cable tends to be the largest expense.
II. TECHNOLOGY 2004-05
A. Priority 1 : Network Packet Manaqement System. Effective management of Internet resources requires
hardware known as a packet shaper. This device is a long-term solution for controlling and preventing network
slowdowns. In addition to normal academic and business traffic over the Internet, peer-to-peer file sharing
programs, which students use to exchange music and video files, are causing the College network to run very
slowly. The immediate goal in acquiring a packet shaper is to reclaim bandwidth and restore network
responsiveness that have been lost due to an overabundance of peer-to-peer file sharing. The device will also
assure that the University’s investment in video conferencing equipment will be realized by providing adequate
network capacity to accommodate multiple video connections.

B. Analysis. When the University combines its existing network capacity onto a single gigabit channel, it runs the
risk of having the entire capacity consumed by peer-to-peer video and audio downloads. While there is a place
within the College for such downloads, priority needs to be given to the critical applications that support
instruction and the business operations of the College,
McGregor
and University Administration. A packet shaper
will permit the available bandwidth to be allocated by function and each function can be given a priority. These
priorities can be changed automatically by day of the week or time of day. For example, after
6:00
pm when the
administrative load on the Datatel system begins to decline as campuses in the eastern time zone close their
offices, more bandwidth could be made available for use by students. Similarly, after
9:00
pm when campuses
on the west coast are closed, even more bandwidth can be made available. The packet shaper could
automatically handle this redistribution.
The alternative is to close ports that are commonly used by peer-to-peer software so that these applications
would not be able to function. While such action would preserve bandwidth capacity during the day, it would also
preclude students from using these applications during the evening when more bandwidth is available.
Video conferencing, to be effective, is dependant on the availability of adequate bandwidth. If a spike in demand
from other applications reduces the amount of bandwidth available for the video conference, the picture is
degraded and even the audio may become difficult to understand. By using a packet shaper, adequate
bandwidth can be assigned to the video conference so that it is not interrupted by peak demands from other local
applications. With a packet shaper in use, the video conference will proceed smoothly but e-mail and web surfing
may slow briefly during period of peak demand. Most users of e-mail would be unaware of the brief slow down,
and those doing web searches would probably not notice the additional time needed to respond to one of their
inquiries.
C. Proposed Action. The University Administration recommends the purchase of a packet shaper that can handle a
data flow of 45 megabits per second or more. Although this is not equal to the capacity of the one gigabit circuit,
it is considerably larger than the capacity that we will actually purchase for the foreseeable future. Purchasing a
larger-capacity packet shaper would considerably increase the cost and it is very likely that we will not need this
additional capacity for at least four or five years. Should we need to have more capacity sooner, trade-in or
resale of the packet shaper should be possible. The cost of the packet shaper should be about $1 6,000.

A. Priority 2: Control Unit for Video Conferences. The function of a Multipoint Control Unit (MCU) is to enable rich
media conferencing between groups of three or more people. In order for a group to interactively conference and
collaborate over a network, the MCU creates a “virtual” conference room and manages and distributes voice,
video, and data between participants. The MCU functions as a multimedia processor and a gateway capable of
supporting both Internet (H.323) and ISDN (H.320) based conferencing. The unit can facilitate multipoint video
conferences as well as allow sites with different frame rates, connection speeds, audio algorithms, resolutions
and network protocols, to transparently connect with one another.
B. Analysis. Each of the video units currently in use by the campuses is theoretically capable of supporting three
other connections. However, none of the campuses, including Yellow Springs, currently has enough bandwidth
capacity to reliably handle four simultaneous video connections. This means that in order to hold a video
conference, we need to “daisy
chain”
the campuses together so that no campus has to handle more than two
simultaneous video channels. Even with the video connections limited in this way, problems occur when data
bursts occur at a given campus. These short-term demands for high bandwidth disrupts the video stream and,
because the connections are daisy chained together, a burst along the chain affects each of the links. In
2004-
05, Yellow Springs will consolidate its bandwidth capacity and have a packet shaper that can allocatebandwidth
to the video conference so that all campuses can connect directly to Yellow Springs if an MCU is available.
C.
Proposed Action. In order to take full advantage of the additional bandwidth available in Yellow Springs, and to
improve the quality and ease of connection of video conferences, the University should purchase a Multipoint
Control Unit. The unit should have capacity for at least 12 simultaneous video connections to insure that all
campuses and the Ph. D. program can be connected together for training and ULC meetings. Because the cost
to equip an individual PC with a camera suitable for quality video conferencing is about $400, some individuals at
remote locations may also be connected for video conferencing. A 12 channel unit will meet our foreseeable
needs and allow some additional expansion capability.
A. Priority 3: VPN Server. A virtual private network (VPN) will allow each campus to connect to the Datatel server
in Yellow Springs over the Internet using secure communications links. The VPN connection across the Internet
logically operates as a dedicated wide area network (WAN) by using encryption to ensure that data that travels
over the Internet can’t be intercepted and used by others. This security is provided by Point-to-Point Tunneling
Protocol (PPTP) or Layer Two Tunneling Protocol
(L2TP).
With either protocol, even if network data is
intercepted, it cannot be read because of the encryption. The VPN server will also provide a means of
connecting to the University network by way of a dial-up connection to the Internet. This combines the virtues of

a dial-up connection with the security of a dedicated circuit.
B. Analysis. More and more, Antioch employees are working at home or on the road at night and on the weekends.
They need to be able to access Datatel using a dial-up or high-speed Internet connection (such as cable or DSL),
but unless we can assure adequate security, we cannot open the Datatel system to them.
VPNs
use
authenticated links to ensure that only authorized users can connect to our network. In April, 2004, the University
experienced an intrusion into the Datatel system. Although no damage was done, it became apparent that we
needed to impose additional security to protect student and financial information. Therefore, ports and methods
normally used by individuals to reach the Datatel system from their homes or while traveling had to be closed
because these open ports were also available to intruders.
Data encryption, critical to a Virtual Private Network, requires additional computing capacity as a complex
algorithm is applied to every packet of data that enters or leaves the server. Remote
PCs
that are accessing the
central server are not affected by this because the load is relatively small compared to their processing capacity,
but the central machine would feel a considerable overhead burden from all of the connections that it handles. In
addition, special software is needed to handle the encryption and this software operates best on a dedicated
server. A dedicated server can also be configured to minimize the opportunities it presents for intrusion.
Because it performs a single function, it needs to have a minimum number of ports available and those ports can
be carefully guarded. The VPN structure is the most secure arrangement currently available for remote access to
a central server.
C. Proposed Action. The risk to Antioch’s critical data is quite high without a VPN server, and the cost is quite
reasonable. Therefore, the University Administration recommends the purchase and installation of a VPN Server
at the earliest possible time in the 2004-05 fiscal year. The cost of the VPN Server should not exceed $6,000.
2005-06 PROPOSED EXPENDITURES
1 FACILITIES 2005-06
A. Priority 1 : Emerqencv Power Generator. University operations are becoming more and more dependant on
Datatel and First Class messaging services. We have acquired Uninterruptible Power Supplies (UPS) for critical
servers and communication links, but the larger servers can only be supported for about 30 minutes before the
batteries in the UPS units are exhausted. Power interruptions that are longer than 30 minutes require that we

shut down Datatel and lose E-mail communication.
B. Analysis. Sever weather is a fact of life for the Miami Valley and one component of an emergency response plan
is to be able to keep critical servers and networks operating. Tornadoes, ice storms, blizzards and lightening can
all result in prolonged power interruptions. Over the past five years we have had four or five interruptions that
have lasted beyond the capacity of our UPS units and required us to shut down Datatel services. Had any of
these interruptions occurred at a critical time, such as when payrolls are being prepared or when students are
being registered, the consequences would have been far more than inconvenience. To date, we have been
fortunate that none of the interruptions have lasted longer than three or four hours, but outages of this duration
are quite possible.
Emergency power can also be of critical value if a power shortage occurs and the utility company is required to
invoke rolling blackouts or brownouts. The growing demand for electricity is taxing generation facilities as well as
the distribution network. Northern Ohio experienced a major blackout along with much of the northeast last year.
Events of this kind appear to be more likely as the demand for electricity increases.
Modern backup generators for emergency situations are equipped with auto-start features and special switching
equipment that isolates the generator from the public electric grid. These generators run on natural gas
and/or
propane, start automatically, shutdown automatically when power is restored, and perform periodic self-tests
without the need for human involvement.
C, Proposed Action. The University has prepared a concrete pad behind the Kettering Building and installed
underground conduit to the pad from the building. A generator could be mounted here and readily connected to
the building without much difficulty. A generator of about 20 KW would be sufficient to sustain the electronic
equipment essential for the operation of the University and provide necessary cooling to keep the computer room
within the operating range of the equipment. The Administration recommends that an automated Emergency
Power Generator be acquired and installed behind the Kettering Building during the 2005-06 fiscal year.
A. Priority 2: Ketterina 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 and floor tiles, damaged lights and other electrical circuits, and could cause major flooding.
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 leaking 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.
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.
Priority 3. Air Conditioning Compressor. The Kettering Building offices of the Chancellor and Vice Chancellor
are served by a two-chiller system that is separate from the rest of the Kettering Building. These offices are in a
more recent addition to the building and that is why they are served by a separate system. As a result of
problems with the control system, the two chiller units previously operated throughout the winter. As a result, the
primary unit was frequently frozen and this resulted in premature failure. This unit cannot be repaired
economically and needs to be replaced.
Analysis. The system was originally designed with two chilling units that operate in series. When the weather is
mild, one unit is sufficient to keep the offices cool, but when the temperature get above 85 degrees, the second
unit is necessary. The need for chilling has increased as the amount of electronic equipment used in the office
has increased. The additional equipment adds heat to the interior and, because the windows cannot be opened,
there is no way to remove excess heat.
At the present time, the Number 2 chiller is cooling the offices, but if it should fail during the summer cooling
period, the offices will rapidly become too hot to allow people to work productively.
Proposed Action. A replacement for the Number 1 chiller should be purchased. Once installed, this new chiller
can assume the primary load for cooling the office space and the Number 2 chiller can return to its back-up role.

Because the Number 2 chiller has been weakened by operating in winter temperatures, its useful life has
probably been shortened. By returning it to the back-up role, we can maintain the entire system for a far longer
period of time.
A. Priority 4: Ketterin~ Window Replacement, Phase 1. The main portion of the Kettering Laboratory building was
constructed in 1953 with single-pane glazing and storm windows. The single-paned windows and the uninsulated
aluminum framing transmit a large amount of heat to the exterior during winter and allow a large amount of heat
to enter the building during summer.
B. Analysis. Antioch University McGregor uses much of the first floor for classroom instruction. As part of a
renovation project to the classrooms, a number of windows have been replaced on the first floor. These are
quality windows, double-glazed and insulated. They can be easily opened to allow fresh air to enter, an important
feature in a building that has no central air circulation system. New windows would greatly enhance the energy
efficiency of the building and increase its future value regardless of how it is used.
C. Proposed Action. The University Administration recommends that the windows in the Kettering Building be
replaced over a three-year period using the same type of glazing and frame as has been installed in the
classroom areas. The total cost of the project is estimated to be about $1 10,000, with the first year cost set at
$25,000, the second year cost set at $60,000 and the third at $25,000.
I. TECHNOLOGY 2005-06
A. Priority 1 : Upgrade LaptopIDesktop Computers. The University Administration depends on its computers for the
production of documents and as our interface with the Datatel system. In addition, these machines are used for
E-mail, whether we are in the office or on the road. They receive a great deal of use and several of the machines
are becoming obsolete and need to be replaced.
B. Analysis. The price of both desktop and laptop machines has decreased steadily and the functionality and speed
of the newer machines is considerably greater than the capacity of machines that were manufactured only three
or four years ago.
Laptops
have become much lighter and this makes it easier to take them home for evening
and weekend work. The ability to restructure huge databases, prepare large spreadsheets, and to manipulate

graphics for presentations will all be enhanced by faster machines with larger hard drives.
C.
Proposed Action. The University recommends that one desktop and two laptop machines be replaced during the
fiscal year. The estimated cost for the machines, network cards, monitors and associated equipment should not
exceed $4,500.
A. Priority 2: Video Conference System. The University began using video conferencing products that take
advantage of the high-speed data carrying capacity of the Internet during the second half of 2003-04.
Conference units are located in New England, Yellow Springs, Seattle and each of the Southern California
campuses. The conference units not only allow the campuses to connect, but they also allow personal computer
users to participate in two-way video discussions.
6. Analysis. Video conferencing for administrative and teaching purposes is coming into broader use as the
Nation’s telecommunication system becomes more capable of handling the high-speed data transmissions
needed to make video conferencing acceptable. Video conferencing between buildings connected by a local
area network is also quite useful; the pictures are clear and the motion is fluid.
Our use of this technology has shown that it works for administrative meetings and is exceptionally cost-effective.
Video conferences can be arranged on very short notice, are economical, and are as effective as face-to-face
meeting, but without the travel costs or lost work time.
C.
Proposed Action. The growing use of video conferencing means that a second conference unit is needed in
Yellow Springs. It is recommended that a complete camera and video display unit be purchased during 2005-06.
OTHER 2005-06
A. Priority 1: Replace Copy Machine. The University Administration produces virtually all of the printed material
sent to Trustees and external groups in-house. Relatively few jobs are sent to outside job printers. Therefore, an
efficient and reliable copy machine with collating capability is required. Such a machine has been in use in the
Chancellor’s Office and it will be about nine years old in 2005-06.

B. Analysis. It may well be possible to continue to use the existing copier for another year or more, but print quality
and reliability will decrease. If the machine fails at a critical production moment, material for board meetings or
other events could be delayed. There are other copiers on campus and they can be employed in a crisis, but
transferring a major production job to these smaller machines would disrupt the routines of those offices or
displace other important work.
C. Proposed Action. Replacement of the large-volume copier in the Chancellor’s Office will insure that quality
printed material is available to the Board of Trustees and other groups. The quality of reproduced material is
important to the image of the University and the ability to produce large volumes of printed material on a short
time table is important for the Chancellor and Vice Chancellor. The net cost of the replacement machine will
depend on the residual value of the existing machine. While a new machine might cost $10,000 or more, the
actual cost in 2005-06 should be somewhat less because of the residual value that can be applied against the
purchase cost.
2006-07 PROPOSED EXPENDITURES
I. FACILITIES 2006-07
Priority 1: Kettering Window Replacement, Phase II. The main portion of the Kettering Laboratory building was
constructed in 1953 with single-pane glazing and storm windows. The single-paned windows and the uninsulated
aluminum framing transmit a large amount of heat to the exterior during winter and allow a large amount of heat
to enter the building during summer. This is Phase
II
of the project.
B. Analysis. Antioch University McGregor uses much of the first floor for classroom instruction. As part of a
renovation project to the classrooms, a number of windows have been replaced on the first floor. These are
quality windows, double glazed and insulated. They can be easily opened to allow fresh air to enter, an important
feature in a building that has no central air circulation system. New windows would greatly enhance the energy
efficiency of the building and increase its future value regardless of how it is used.
C. Proposed Action. The University Administration recommends that the windows in the Kettering Building be
replaced over a three-year period using the same type of glazing and frame as has been installed in the

classroom areas. The total cost of the project is estimated to be about $1 10,000 with the first year cost set at
$25,000, the second at $60,000, and the third year cost set at $25,000.
I.
TECHNOLOGY 2006-07
A. Priority 1 : Upqrade DesktopILaptop Computers. The University Administration depends on its computers for the
production of documents and as our interface with the Datatel system. In addition, these machines are used for
e-mail, whether we are in the office or on the road. They receive a great deal of use and several of the machines
are becoming obsolete and need to be replaced.
B. Analysis. The price of both desktop and laptop machines has decreased steadily and the functionality and speed
of the newer machines is considerably greater than the capacity of machines that were manufactured only three
or four years ago.
Laptops
have become much lighter and this makes it easier to take them home for evening
and weekend work. The ability to restructure huge databases, prepare large spreadsheets, and to manipulate
graphics for presentations will all be enhanced by faster machines with larger hard drives.
C. Proposed Action. The University recommends that at least two desktop and one laptop machine be replaced
during the fiscal year. The estimated cost for the machines, network cards, monitors and associated equipment
should not exceed $4,500.
I OTHER 2006-07
A. Priority 1 : Replace Copy Machine. The University Administration produces virtually all of the printed material
sent to Trustees and external groups in-house. Relatively few jobs are sent to outside job printers. Therefore, an
efficient and reliable copy machine with collating capability is required. Such a machine has been in use in the
Vice Chancellor’s Office and it is nearing the end of its useful life.
B. Analysis. It may well be possible to continue to use the existing copier for another year or more, but print quality
and reliability have decreased. If the machine fails at a critical production moment, material for board meetings
or other events could be delayed. There are other copiers on campus and they can be employed in a crisis, but
transferring a major production job to these smaller machines would disrupt the routines of those offices or
displace other important work.

C. Proposed Action. Replacement of the medium-volume copier in the Vice Chancellor’s Office will insure that
quality printed material is available to the Board of Trustees and for routine business of the Human Resources,
Finance and Computing Services staff. The quality of reproduced material is important to the image of the
University and the ability to produce printed material on a short time table is important for the Vice Chancellor.
The net cost of the replacement machine will depend on the residual value of the existing machine. While a new
machine might cost $6,000 or more, the actual cost in 2006-07 should be somewhat less because of the residual
value that can be applied against the purchase cost.
2007-08 PROPOSED EXPENDITURES
I. FACILITIES 2007-08
A. Priority 1: Kettering Window Replacement, Phase Ill. The main portion of the Kettering Laboratory building was
constructed in 1953 with single-pane glazing and storm windows. The single-paned windows and the uninsulated
aluminum framing transmit a large amount of heat to the exterior during winter and allow a large amount of heat
to enter the building during summer. This is Phase Ill of the project.
B, Analysis. Antioch University McGregor uses much of the first floor for classroom instruction. As part of a
renovation project to the classrooms, a number of windows have been replaced on the first floor. These are
quality windows, double glazed and insulated. They can be easily opened to allow fresh air to enter, an important
feature in a building that has no central air circulation system. New windows would greatly enhance the energy
efficiency of the building and increase its future value regardless of how it is used.
C.
Proposed Action. The University Administration recommends that the windows in the Kettering Building be
replaced over a two-year period using the same type of glazing and frame as has been installed in the classroom
areas. The total cost of the project is estimated to be about $1 10,000 with the first year cost set at $25,000, the
second at $60,000, and the third year cost set at $25,000.
A. Priority 2: Replacement of Kettering Heating Units, Phase I. The Kettering Building, with the exception of the
front addition occupied by the Offices of the Chancellor and Vice Chancellor, is heated using a single pipe system
that supplies heated 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 was 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. Analvsis. Examination of the remaining units revealed that the motors of several had been cannibalized to keep
more critical units operating. Most of the motors are no longer capable of multi-speed operation, others are noisy
because of bearing problems, 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 were used for cooling have rusted through, and the drain lines have become clogged with debris. Because
the three compressors used to cool the building have been abandoned, the wall units are not being used for
cooling at this time.
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. These units are structurally
sound, but early attempts at rehabilitation have not been entirely successful. Rehabilitation, although less
expensive than replacement, has lasted only for a few years before the old components begin to fail.
C. Proposed Action. The University Administration recommends that all room-heating units in the Kettering Building
be replaced with new units that can handle both heating and cooling. This should be done on a phased basis to
avoid excessive capital expense in any one year. The estimated cost of Phase I is $45,000.
I
I.
TECHNOLOGY 2007-08
A. Priority 2: Upgrade Desktop & Laptop Computers. The University Administration depends on its desktop
computers for the production of documents and as our interface with the Datatel system. In addition, these
machines are used for E-mail throughout the day. They receive a great deal of use and several of the machines
in the office are becoming obsolete and need to be replaced.
B. Analvsis. The price of desktop machines has decreased steadily and the functionality and speed of the newer
machines is considerably greater than the capacity of machines that were manufactured only three or four years
ago. The ability to restructure huge databases, prepare large spreadsheets, and to manipulate graphics for

presentations will all be enhanced by faster machines with larger hard drives.
C. Proposed Action. The University recommends that six desktop machines be replaced during the fiscal year. The
estimated cost for the machines, network cards, monitors and associated equipment should not exceed $10,000.
2008-09 PROPOSED EXPENDITURES
1 FACILITIES 2008-09
A. Priority 2: Replacement of Kettering Heating Units, Phase 11. The Kettering Building, with the exception of the
front addition occupied by the Offices of 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 was 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. Replacement of these units began with Phase I in 2004-05.
B. Analysis. Additional examination of the remaining units revealed that the motors of several had been
cannibalized to keep more critical units operating. Several of the motors are no longer capable of multi-speed
operation, others are noisy because of bearing problems, 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 were used for cooling have rusted through, and the drain lines have become clogged
with debris. Because the three compressors used to cool the building have been abandoned, the wall units are
not being used for cooling at this time.
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. These units are structurally
sound, but early attempts at rehabilitation have not been entirely successful. Rehabilitation, although less
expensive than replacement, has lasted only for a few years before the old components begin to fail.

C. Proposed Action. The University Administration recommends that all room-heating units in the Kettering Building
be replaced with new units that can handle both heating and cooling. This should be done on a phased basis to
avoid excessive capital expense in any one year. The estimated cost to complete this project is $45,000.
II. TECHNOLOGY 2008-09
A. Priority 1: Replace Datatel Server. By 2008-09 the Datatel Development Server will have been in use for eight
years and, based upon our prior experience, it will no longer be capable of handling the demands of the
campuses. We expect that it may also not be capable of supporting the newest operating system.
Analysis. The upgrade path for the current production server is a machine with faster processors than our current
unit. The database that we use with the Datatel software has limited multi-thread processing, but it will
accommodate multiple processors. While it is possible that this software will be rewritten before 2008-09 or we
will have converted to a different database, multi-thread processing has proven effective and is the viable route
for Antioch.
Proposed Action. We recommend that a higher speed server be acquired during 2008-09 to replace the existing
production server acquired in 2003-04, and that the production server replace the development server. It may
also be necessary to replace the disk drives with higher-capacity, faster units unless they have already been
replaced. Faster disk drive access times may be required to take advantage of the faster processing speed of
the new server. It may also be necessary to increase the capacity of the disk drives to handle the increased
volume of data that will accompany new, web-based applications.
Glenn Watts
Vice Chancellor and
Chief Financial Officer

Antioch University
Five-Year Capital Budget Summary
University Wide
2003-04 Base Year Capital Expenditures (Est.) , -,-* Amount Source
Land Improvements
Facilities
Technology
TOTAL
Operating budget
Operating budget
Operating budget
2004-05 Proposed Expenditures Amount Source
Facilities
Remodel Computing Services Office
Fiber Optic Cable between Sontag-Fels & Kettering Bid
Technology
Network Packet Management System
Multipoint Control Unit for Video Conference
VPN Server & Network Upgrade
TOTAL
$25,000 Operating Budget
$3,000 Operating Budget
$16,000 Operating Budget
$26,000 Operating Budget
$6,000 Operating Budget
2005-06 Proposed Expenditures Amount Source
Facilities
Emergency Power Generator
Pipe Maintenance
Air Conditioning Compressor
Kettering Window Replacement, Phase I
Technology
Upgrade
DesktopILaptop
Computers
Video Conference System
Other
Replace Copy Machine
TOTAL
$10,000 Operating budget
$6,500 Operating budget
$10,000 Operating budget
$25,000 Operating budget
$4,500 Operating budget
$10,000 Operating budget
$10,000 Operating budget

Antioch University
Five-Year Capital Budget Summary
University Wide
~ *..$.
*a 4
2006-07 Proposed Expenditures Amount Source
Facilities
Kettering Window Replacement, Phase I1
Technology
Upgrade DesktopILaptop Computers
Other
Replace Copy Machine
TOTAL
$60,000 Operating budget
$4,500 Operating budget
Operating budget
2007-08 Proposed Expenditures 2s 3 + “k Amount . . Source
Facilities
Kettering Window Replacement, Phase Ill
Heating Units, Phase I
Technology
Upgrade DesktopILaptop Computers
TOTAL
Operating budget
Operating budget
Operating budget
2008-09 Proposed expenditure^*-*^^^” Source
Â¥s *
Facilities
Heating Units, Phase I1
Technology
Replace Datatel Server
$45,000 Operating budget
$75,000 Operating budget
TOTAL $120,000