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I
.CONFIDENTIAL
May 31, 2007
Introduction
It is now apparent that the enrollmentand financesof the College are not sufficientforthe
College to sustain currentoperations. The Universitymanagement team has reviewed the
financesofthe College and has determinedthat the survivalof the College and perhaps even
the University is increasinglyat risk due to the depletionof funds, ifthe College remains open
and operating at a deficit. Cash flow predictionsindicatethat Antioch Universitywill not be
able to meet monthly payrollobligationsto faculty,staff and creditors sometime in late 2008
with a marginoferror of thirty days without suspendingoperationsof Antioch College. Many
valiant efforts have been made, but after carefulfinancialanalysis with external consultant
assistance,we realize that the time to suspendoperationsis near. Therefore, it is the
recommendationof Antioch Universitymanagementthat the College declare financial
exigencyin June 2007 and operationsbe suspendedon or around June 30, 2008. The future
statusof the College will be announcedas eitherScenariolor Scenario lIas describedlater in
this document.
The Plan
The Plan is aroadmap for the orderlysuspensionof operations at AntiochCollege. As in all
plans, it is not perfect and shouldbe modified as deemednecessary to implement it in a
manner that is in the best interestsof the Universityas a whole and to individuals directly
impactedby the decisions.
Financial exigencyneeds.tobe declaredfor AntiochCollege by the Board ofTrustees as soon
as possible and no laterthan June 15,2007. That declarationsets into motion a 30-day
process that empowersthe Presidentof the Collegeto work with the Deanof Faculty and
ADCIL on the orderly suspensionof operations. A committee made upof the College.
President, theChancellor:the Vice ChancellorofFinance and the DirectorofHuman
Resourceswould be formed to resolveissues surroundingthe suspension.
All students including current and acceptednew studentswill be notified in writing that
Antioch College will not be offeringa completeinstructionalprogram beyond the 2007-2008
academic year, but that they will be offereddegree completion opportunities at Antioch
UniversityMcGregorbeyond that time. In additionto the McGregor opportunity, students
who have completed successfullytheir first two yearsof a bachelor’s degree will also be
offered reasonable opportunitiesto completetheir degree at theUniversity’s other degree
completionprograms in Seattle, Los Angeles and Santa Barbara.And, of course, students
will be able to transfer to other collegesanduniversities,ifthey wish, based on the
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CONFIDENTIAL
requirements of the other institutions. Advisors will work with students to make the transfer
process as smooth as possible. –
Faculty, staff, union members, alumni, donors; appropriate governmental bodies, accrediting _
agencies, creditors and friends of the College would be notified in writing ofthe impending
suspension of operations and the reasons causing this action.
It is intended that the 2007-2008 academic year would be staffed with essential Employees
and services necessary to deliver a quality instructional program. _Administrative, staff, and
union employee layoffs would be announced as soon as possible and all faculty vacancies
would remain unfilled for next academic year. Gaps in the teaching faculty would be staffed
with part-time adjunct faculty. During this period, the College faculty and staff would be met
with to inform them of their employment rights and conditions. The College would provide
limited outplacement counseling and guidance to employees that will be displaced.
-Tenured faculty.staff and administrators would be offered employment contracts for a period
of 12 months or less depending upon employment agreements and tenure obligations.
College faculty may be reassigned to teach in different disciplines than their normal
department but within their training and skills. College staff may also be reassigned from their
current department to another-depending upon the service needs. Due to the predicted
decreased enrollment and resources the bookstore and dining services would be operating on a
limited basis for the 2007-2008 academic year depending upon final enrollment numbers.
All other services and programs of the College would continue with the current level of
service but possibly operating with reduced staff for the academic year.
Scenario I: Permanent Closure
Effective July 1, 2008, Glen Helen and the ABA Program staff and their operations would be
transferred to the University and operated as self-sustaining programs under the direction of
the Chancellor or her designate. The reduced library and registrar office staffwill also report
to the Chancellor or her designate. All records retention responsibilities would be transferred
to the University, as well. A limited number of staff wouldremain for a specific period of
time to assist in the closure ofthe College and to preserve the facility. It would include a
-basic administrative group, a grounds crew, a building maintenance crew, heating plant
staffing, and limited security personnel.
Funding for the campus closure would include the cash reserves ofthe University. These
reserves are limited and not adequate to fund the continued operation of the College.
Antioch’s non..residential campuses may be asked to assist in the funding of the closure and
related costs. Other funding options will be explored in the transition year prior to closing,
including the sale of some College assets. –
The Chancellor will appoint a commission with members ofthe Board of Trustees, ULC, the
Chancellor, the College President, College alumni and consultants to determine the long-term
closure airangements such as transcript services, and sale ofassets. The commission will also
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CONFIDENTIAL
examine the mission and structure of Antioch University in light of the absence of the
College.
Scenario Ilr Suspend Operations and Planned Reopening
Suspend operations of Antioch College for a fixed period of time (three years) with a design
process in place to re-open it as a state of the art, twenty-first century residential
undergraduate program within a comprehensive Antioch University Yellow Springs campus
and a dynamic multi-campus national university. All of the previous actions related to closure
would take place up to the Chancellor’s appointment of a Commission.
Goal:
Create a vibrant and innovative undergraduate program for 1,000 to 1,200 students based on
the core Antioch mission. The new program will have clearly defined fields of study and be
designed to attract students with diverse interests and backgrounds from around the world.
A vision creating a lifelong learning center where graduates and professionals can come to
enhance their careers and life. This will require partnering with a development company to
increase the density of the current campus and open remaining areas up for building
affordable faculty and retiree housing. Under the direction of the Chancellor, McGregor and
the College will establish a process during these three years to unify as Antioch University
Yellow Springs with the College remaining in name for the undergraduate residential
program. Create a conference center to attract conferences, retreats, and host Chautauqua
activities. Build entries and walkways between the village and College. Create shared
services with the community for public performance center, art studio, wellness center,
library, and open spaces. Offer ABA for alumni and retirees.
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CONFIDENTIAL
Scenario II: Suspend Operations and Planned Reopening
Suspend operations of Antioch College for a fixed period of time (three years) with a design
process in place to re-open it as a state of the art, twenty-first century residential
undergraduate program within a comprehensive Antioch University Yellow Springs campus
and a dynamic multi-campus national university. All of the previous actions related to closure
would take place up to the Chancellor’s appointment of a Commission.
Goal:
Create a vibrant and innovative undergraduate program for. 1,000 to 1,200 students based on
the core Antioch mission. The new program will have clearly defined fields of study and be
designed to attract students with diverse interests and backgrounds from around the world.
A vision creating a lifelong learning center where graduates and professionals can come to
enhance their careers and lives. This will require partnering with a development company to
increase the density of the current campus and open remaining areas up for building
affordable faculty and retiree housing. Under the direction ofthe Chancellor, McGregor and
the College will establish a process during these three years to unify as Antioch University
Yellow Springs with the College remaining in name for the undergraduate residential
program. Create a conference center to attract conferences, retreats, and host Chautauqua
activities. Build entries and walkways between the village and College. Create shared
services with the community for public performance center, art studio, wellness center,
library, and open spaces. Offer ABA for alumni and retirees.
Process:
2007-2008 Fiscal Year: Phase out ofAntioch College
June 2007: Announce that Antioch College will declare financial exigency, suspend
operations at the end of2007-2008 and establish a design process to open a dynamic new
undergraduate program in Yellow Springs in September 2011.
See Communication Plan regarding announcement,
July – August 2007: Chancellor and senior management meets with Village leaders to
explore land development company options and design the urban village concept of a life long
learning center and facilities of the College.
August 2007: Lay off all staffnot essential to one-year phase out operation (i.e. admissions)
and significantly reduce staff in other offices as appropriate.
September – December 2007: Design programs at McGregor for those students who wish to
complete an Antioch degree, most likely only juniors and possibly a few sophomores, and a
system to assist those students who wish to transfer to other Antioch campuses or institutions.
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September 2007: A Design and Development Commission composed ofBOT members, the
Chancellor, College President, College alumni, McGregor President and BOV, Village
representatives, etc., to create the future campus and fundraising plans.
January – March 2008: Develop plan to ”mothball” facilities and maintain grounds.
WYSO moves to Campus West. Chancellor, CFO and ULC will create a plan to repay the
. restricted funds obligations to present to the Board at its February 2008 meeting.
February 2008: Board of Trustees approves new governance model for the University for
implementation July 2008.
February – May 2008: Land development company identified and engaged as partner.
June 30,2008: Layoff all remaining Antioch College employees except for a skeleton
facilities and grounds staff. A skeleton crew for transition and reopening will also be
maintained to include library, development office, public relations, registrar, and curriculum
design team. Any other functions needed by students are moved to McGregor or University
offices.
If land development company has been engaged, Board approves detailed three-year plan to
open a new Yellow Springs residential undergraduate program and a specific charge to an
,b.cademic Design Team (ADT) reporting to the Chancellor or designate. The ADT will be
chaired by an Interim Academic Dean who reports to the Chancellor or her designate. The
ADT will be composed of five academics that will lead the design process for the new
residential undergraduate program.
If land development company has not been engaged, the College would move toward
permanent closure.
YEAR ONE: 2008-2009: Ideas and Alternatives
July 2008: Board announces the creation ofAntioch University Yellow Springs and a new
$50,000,000 “Campai2U for a New Antioch Undergraduate Program”with 50% of the goal
already committed by the Board, several key donors and the development corporation.
Approximately $20 million of this should be designated for facilities. Responsibility for the
campaign will be determined by the Board and an Interim Development Officer with one staff
is included in the budget for this first year.
New University governance system implemented.
Board selects an interim president of Antioch University Yellow Springs. Yellow Springs
Board of Trustees created.
August 2008: Chancellor announces membership of the five-person Academic Design Team
(ADT) that will lead the design process for the new residential undergraduate program.
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CONFIDENTIAL"
September 2008 - February 2009: ADT conducts a series of focus groups, with national
experts on various topics, to harvest ideas for a 21st century, innovative liberal arts
undergraduate program. Major higher education organizations are represented, but especially
AAC&U.
March - June 2009: ADT organizes focus group results into alternative scenarios in key
areas such as curriculum, learning outcomes, pedagogy, technology, community engagement,
residence life.
YEAR TWO: 2009-2010: Research and Final Design
July - August 2009: Research consultants design market survey instruments and focus
group methodology to ''test'' the alternative scenarios with internal (ULC and selected Board
members) and external constituencies (groups of parents, high schools students, high school
teachers, guidance counselors, international students, and so forth).
September - November 2009: Research consultants conduct surveys and focus groups and
summarize findings.
December 2009 - March 2010: ADT makes final design decisions (based on expert opinion
and research data) for the New Antioch Undergraduate Program (NAUP) and sends its
recommendations to the ULC. Design includes curriculum outline for four-year programs of
study.
January - August 2010: Searches conducted for first 8 permanent core faculty (no tenure) to
start September 2010.
April- June 2010: ULC considers ADT recommendations, takes final proposal to Board for
approval at its June 2010 Board Meeting.
May - July 2010: Admissions staffhired
August 2010: Academic Design Team goes out of business.
YEAR THREE: 2010-2011: Marketing and Recruiting
July 2010 - April 2011: Recruiting for the first NAUP freshmen including significant
international recruiting (target freshman class of 300).
September 2010 - May 2011: Core faculty create detailed curriculum in the selected fields
of study.
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September 2010: Advertise for a new Antioch University Yellow Springs president.
January 2011- June 2011: Completion of the integration of McGregor and NAUP in all
administrative areas.
January - July 2011: Seven additional core faculty hired to start September 2011 (making
15 total core faculty). Associate faculty and adjuncts are hired as needed.
YEAR FOUR: 2011 - 2012: The (re)Opening
July 2011: New president takes office. President given the year to build hislher team in
regards to academic leadership, CFO, Admissions, Development, and Student Services while
interims hold positions.
September 2011: Antioch University Yellow Springs opens its new residential
undergraduate program (NAUP) with 300 freshmen.
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