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MTIOCH UNIVERSITY
1994-95 BUDGET’ PERFORMANCE
TABLE OF CONTENTS
COST CENTERS AND LINE ITEMS
BUDGET PERFORMANCE
1994-95
ANTIOCH
UNIVERSITY
ANTIOCH COLLEGE
ANTIOCH NEW ENGLAND
ANTIOCH
SEATTLE
ANTIOCH SOUTHERN
CALIF’ORNIA
THE McGREGOR SCHOOL
mocH
REVIEW
GLEN HELEN
W.Y.S.O.
RECEIVABLES AGING REPORT JUNE 30,1995
PAYATBLES
AGING REPORT JUNE 30,1995
CHANGES IN CARRYFORWARD RESERVES
Page
4-7
COST CENTERS
STRUCTION;
Undergraduate
Heritage Institute
Preparatory-Remedial Education
Arts
Communications
Computer Instruction
Cooperative Education
Environmental Field Program
Humanities
Interdisciplinary
International Studies
Languages
Natural Sciences
Physical Education
Social
& Behavioral Sciences
AEA
Bd
AEA Buddhist Studies
AEA Egypt
AEA
Gemany
AEA Japan
AEA Mexico
AEA Overseas Non-AEA Program
AEA Women’s Studies
MA Management
MA Psychology
MA Education
OM
Whole System Design
MA Organizational Management
Community Education
Dancehlovement
Therapy
Counseling Psychology
Maniage
and Family Therapy
Environmental Studies
Education
ChairIOrganization & Management
ChairIApplied
Psychology
Clinical Psychology
O&M/Bennington
O&M/New
Haven
O&.M/Keene
IMA
Weekend Program
I
1 Intercultural Relations
Conflict Resolution
Summer Seminar
RESEARCW
Individual and Project Research
-:
Glen Helen
Outdoor Education Center
Rqtor
Center
Antioch
Review
WYSO
Community Development
w.MIC
Sl JPPORT:
Academic Administration
General Faculty
AEA Administration
AEA
Landon
LibraryMediaMedia
Services
Academic Personnel Development
Course & Curriculum Development
Psychological Services Center
Research and Evaluation
Writing Center
WDS
Institute
-:
Financial Aid Administration
Student Admissions
Registrar (Student Records)
Regsys
Student Services
Advocate’s Office
Infirmary
Counseling
*urity
Maples
Student
Loan
Office
S’llTUTIONAL
SUPPORT:
University President
Special
kmount
Trustees
Provost/President
President’s Fund
Former President
Fiscal Operations
Business Operations
General Administration
Central Services
Personnel
Alumni
Development/Advancement
Public Relations
Publications
Grants Office
Administrative Computer Service
University Miscellaneous
University Restructuring
Supplemental Retirement
COST CENTERS
l2&wmwâ‚
Maintenance
Custodial
Building & Grounds
Power Plant
Reserves for Repairs
& Renovations
c: Dining Services
External Events
Gathering Space
Housing
Bookstore
Catalog Services
Summer Language program
Heritage Operations
Computer Sales
SCHOJ
,ARSHIPS:
Grants & Scholarships
– MM:
Debt Service on Plant
Loan Funds
Other Mandatory Transfers
PON-M~ATORY
‘I’MNSF’ERS:
Transfers to Other Funds
Transfers to Other Campuses
LINE ITEMS
-: Compensation Paid to
Contracted Employees
Core Faculty
Associate
Faculty
Adjunct Faculty
Administrators
Administrative
Associate
Unionized Staff
Non-Unionized Staff
BENE=: Required and Non-
Required Benefits Paid
BenefitdCorc
Faculty
Benefitdhsociate
Faculty
BenefitdAdjunct
Faculty
BenefitdAdmhistrators
BenefitdAssociate
Administrators
Benefitdunionized
Staff
BenefitdNon-Unionized
Staff
Retirement Contingencies
Employee Fees
w&ed
Contracted Professional Development
Moving Expenses
Other Staff Benefits
Miscellaneous Benefits
OTHRR
COMPENSATION
COSTS:
Wage and Salary Adjustment
WorWStudy
Students on Campus
WorWStudy
Off Campus
Student Wages
Other Staff Employees
Student Vouchers
Student Stipends
Consultants
Overseas
Allowance
HonoraridS
tipends
WIS
Match
Benefit Surcharge
SUPPI ,=: Supplies that are not
Capitalized Office Supplies
Instructional Supplies
Research Supplies
Dbplicating
Supplies
Computer Supplies
Maintenance Supplies
Library Supplies
SUPPLTES
com
Food Supplies
Miscellaneous Supplies
-:
Graduation
Orientation
Miscellaneous Special Events
b:
Non-Contracted Expenses for Trg & Dev
Business Travel
Business Miscellaneous
Local
MeetingdWorkshops
Employee Recruiting
Program Development
m:
Restricted Grant Scholarships
Student Vouc hers
BUSINESS
OPERATIONS COSTS:
General Cost of Doing Business
Subscriptions & Publications
Purchased Services
Information & Communications
Memberships & Dues
Printing
Postage
Audio/Visual
Advertising
Telecommunications
hgal
Audit
MAINTF,NANCE
COSTS:
Costs Related to Facilities
MaintenancdContracts & Repairs
Purchased Services
Utilities
Vehicle Operation
Facility Rental
Equipment Rental
Insurance
Taxes
E ITEMS Cont’d
c:
Interest
Bank Charges (include credit card
charges)
Books for Resale
Computers for Resale
Supplies for Resale
-:
Miscellaneous
Student Activities
RESERVES:
Campus Contingency
University Contingency
Bad Debts
Uncollected Revenue Reserve
Capital Reserve
v:
Regional Overhead
University Overhead
Innovation Fund
College Fund
OTHER EXPENDITURES
Purchase of Land
Purchase of Buildings
Purchase of Improvements
Purchase of Equipment
Purchase of Furniture
Purchase of Books
Depreciation
ANTIOCH UNIVERSITY
1994-95 BUDGET PERFORMANCE
This report to the Board represents the completion of a transition.
The evidence may not be readily apparent in this presentation, but it does
demonstrate the change from a highly centralized model of operation to
one of promoting campus autonomy within a system of appropriate
financial controls. The first financial report I made to the Board
contained narrative, as had been requested by the Board for some time
prior to that. That narrative was written by the Vice Chancellor. With
each repetition of this exercise the campuses were given more and more
responsibility for their own campus reports, with less and less editing by
the Vice Chancellor. During the past year the campuses have been fully
responsible for their financial statements and for this report the campus
CEO’s narrative has not been adapted in any way. You will also note that
the presentation of the proposed budgets in June and the discussion of
year-end performance in October have and will be done by the CEO rather
than the Vice Chancellor. I have orchestrated this change as a symbol of
the change from a control-oriented environment to that of a collaborative
federation. A new era begins.
This presentation also represents the end of an era. The numbers in
this booklet are from the old software package. This package, however,
does not generate these reports. They represent many hours of work on
the part of computer and financial personnel. The next time you see
financial reports, they will come from the Datatel Colleague software, so
the Vice Chancellor will be able to spend time on more strategic matters.
The general ledger and payables were fully implemented within a
six-
month time frame and the implementation of receivables is well on its
way. We also have done a substantial revision of the chart of accounts
which now means that costs are being charged appropriately rather than
conveniently. And we have implemented the FASB changes one year early,
so the financials can be more easily understood.
Please note that the bottom line for each campus does not
necessarily reflect their surpluses for the year. If you review the Change
in Carryforward Funds Schedule in this package, you can add and subtract
this year’s transactions to obtain the “true bottom line.”
Michele Genthon, Vice Chancellor
ANTIOCH UNIVERSITY
Budget by Function
1994-1995 PERFORMANCE
Tuition and Fees
Gifts and Grants
Endowment Income
Contracts
Other Income
Total E and G Revenues
Auxiliary Enterprises
TOTAL REVENUES
REVENUES
OPERATING EXPENSES
Instruction
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Total E and G Expenses
Auxiliary Enterprises
Total Operating Exp.
EXCESS REV. OVER EXPENSES
OTHER CASH EXPENDITURES
Capital Expenditures
Retirement of Debt
TOTAL OTHER CASH
I
1994-95 YR. END VARIANCE
E!!A2Ef lGI!&a FROM BUDG
NET TOTAL 0 50,891 50,891
ANTIOCH UNIVERSITY
Budget by Category
1994-1 995 PERFORMANCE
1994-95 YR. END VARIANCE
BUDGET AGI!lAL ERQmuE
TOTAL REVENUES
OPERATING EXPENSES
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expenses
Resale Costs
Miscellaneous
Contingency Reserves
Overhead
Transfers
Total Operating Exp.
EXCESS REV. OVER EXPENSES
¥ÈTH
CASH
EXPENDITURES
Capital Expenditures
Retirement of Debt
TOTAL OTHER CASH
NET TOTAL 0 50,891 50,891
Antioch College
Explanation of 1994-1995 Year End Budget Performance
Revenues
The 1994-1995 Year End Net Tuition and Fees Revenue shows a
slightly unfavorable variance as a result of the combination of an enrollment
shortfall of 55 Full Time Equivalent Students together with unexpended
Antioch Tuition Grants (tuition discount) and the addition of Community
Government revenues of $237,000 which were not budgeted. Gifts and
Grants Revenue includes the Irons Bequest of $200,000 which was used to
cover part of the operating expenses for the Development Office. The
Development Office was added to the College’s operating budget mid-year.
Endowment Income revenue reflects favorable investment activity and an
increase in the endowment resulting mostly from the Marie Michener bequest.
Auxiliary Enterprise revenue reflects an increase in external events and
computer sales income which helps offset shortfalls in enrollment generated
revenue.
Expenditures
The favorable variances in the Instruction and Academic Support areas
are the result of salary and benefit savings due to maintaining vacancies in
tenure track faculty positions.
The unfavorable variance in Student Services is due to the inclusion of
$223,000 of expenses for Community Government which were not originally
budgeted, over expenditures for overtime and other staff wages and benefits
of $56,000, and expenditures beyond the budgeted amount for student
insurance of $36,000.
The positive variance in the Institutional Support category is due to
two factors. First, funds in the amount of $473,000 were borrowed from
University reserves to temporarily replace an anticipated but delayed
unrestricted bequest from the Capital Campaign which was allocated to
meeting the balance of the operating costs of the Development Office.
Second, an additional $240,000 of non-operating funds from both operating
reserves (which exhausted these reserves) and special purpose funds
(originally set aside in October 1994 for enrollment management activities)
had to be used to cover budgeted expenses.
The unfavorable variance in Plant Maintenance is the result of over
expenditures for overtime wages and benefits, repair and supply expenses,
and the inclusion of property insurance expenses of $160,000 which were not
originally budgeted.
Auxiliary Enterprise expenses reflect an unfavorable variance relative
to budget due to enrollment shortfalls, but are within $15,000 of generated
revenues. It is important to observe that the small positive Net Total for
1994-1 995 was made possible through funds borrowed from University
reserves.
Jim Crowfoot
President, Antioch College
ANTIOCH COLLEGE
Budget by Function
1994-1995 PERFORMANCE
Tuition and Fees
Gifts and Grants
Endowment Income
Contracts
Other Income
Total E and G Revenues
Auxiliary Enterprises
TOTAL REVENUES
I
REVENUES
OPERATING EXPENSES
Instruction
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Total E and G Expenses
Auxiliary Enterprises
Total Operating Exp.
EXCESS REV. OVER EXPENSES
OTHER CASH EXPENDITURES
Capital Expenditures
Retirement of Debt
TOTAL OTHER CASH
–
1994-95 YR. END VARIANCE
E&!Em Am!!% rnFJj
NET TOTAL 0 786 786
ANTIOCH COLLEGE ..
Budget by Category
1994-1 995 PERFORMANCE
I 1994-95 YR. END VARIANCE 1
OTAL REVENUES
)PERATING
EXPENSES
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expenses
Resale Costs
Miscellaneous
Contingency Reserves
Overhead/Rebates/Subsidies
Transfers
Total Operating Exp.
EXCESS REV. OVER EXPENSES
ITHER
CASH EXPENDITURES
Capital Expenditures
Retirement of Debt
TOTALOTHERCASH
NET TOTAL 0 786 786
ANTIOCH NEW ENGLAND
EXPLANATION OF
1994-95
YEAR END BUDGET PERFORMANCE
Despite the fact that the Antioch New England Graduate School
did not quite meet new student enrollment projections for
1994-95, we were able again to produce a surlpus budget for
the fiscal year. This fact can be attributed to three primary
elements: (a) better than expected new enrollment in the
Psy.D.
program which carries a higher tuition than our
master’s-level offerings; (b) an increase in the non-degree
special student population; and (c) prudent budget
management on the expense side. A satisfactory level of
attrition – 7.6% for the year – was also a helpful factor. The
Graduate School’s operating surplus was quite substantial –
approximately $280,000 [net plus contingency and reserves
line minus $61,000 of mandatory contingency] – with
$161,000 of that channeled into Antioch New England’s carry
forward reserve. The budget performance reflects full
compliance with the New England ratio required in 1994-95
by Prudential, our bondholder.
The most significant variance is lodged the fact that we
underestimated the cost of “Business Operations” which, in
part can be attributed to increased expenditures on postage,
printing, telecommunications, and purchased services related
to increased staffing of the library as well as the occupancy of
the new campus.
Marketing efforts into new areas in the region
(e.g.,
more
effort into southern Maine and central Massachusetts area,
new promotional materials, and some favorable press pieces
serve as examples of strategic responses to the 1994-95
enrollment shortfall. The immediate, short-term results have
been highly favorable, for the number of new summer 1995
and fall 1995 matriculants has exceeded projections.
– Jim Craiglow, Provost
OPERATING EXPENSES
Instruction
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Total E and G Expenses
Auxiliary Enterprises
Total Operating Exp.
EXCESS REV. OVER EXPENSES
OTHER CASH EXPENDITURES
Capital Expenditures
Retirement of Debt
TOTAL OTHER CASH
ANTIOCH NEW ENGLAND GRADUATE SCHOOL
Budget by Function
1994-1 995 PERFORMANCE
I
REVENUES
1994-95 YR. END VARIANCE
E%!EEI u’z!uL JFROM BUDQ
Tuition and Fees 7,465,239 7,557,317 92,078
Gifts and Grants 122,500 101,159 -2 1,34 1
Endowment Income 0 0 0
Contracts 0 0 0
Other Income 15,000 43,391 28,391
Total E and G Revenues 7,602,739 7,701,867 99,128
Auxiliary Enterprises 0 210 210
TOTAL REVENUES 7,602,739 7,702,077 99,338
~~TIOCH~ UxIvERsITY
150 E. South College
Yellow Springs, Ohio 45387
TEL: 513-767-6495
FAX: 5 13-767-63 10
October 19, 1995
TO: Board of Trustees
University Policy Council
FROM: Michele Genthon
Please replace page 18 of the 1994-95 Budget Performance with the
enclosed.
MG:ss
Enclosure
–
Antioch College Antioch New England Graduate School Antioch Southern California Antioch Seattle The McGregor School
ANTIOCH NEW ENGLAND GRADUATE SCHOOL
Budget by category .
1994-1 995 PERFORMANCE
1 1994-95 YR. END VARIANCE
1 BUDGET ACTUAL FROM BUDG
rOTAL REVENUES 7,602,739 7,702,077 99,338
OPERATING EXPENSES
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expenses
Resale Costs
Miscellaneous
Contingency Reserves
Overhead
Transfers
Total Operating Exp.
EXCESS REV. OVER EXPENSES
OTHER CASH EXPENDITURES
Capital Expenditures 162,724 166,600 -3,87â
Retirement of Debt 35,000 35,000 0
TOTAL OTHER CASH 197,724 201,600 -3,876
NET TOTAL 0 10,662 10,662
(Revised 10/18/95)
18
Antioch Seattle
Explanation of 1994-95 Year End Budget Performance
Antioch University Seattle closed the 1994-95 fiscal year
with both FTE and revenue slightly above the projections discussed
with the Board in the Winter and Spring. By selective restriction of
hiring and spending throughout the year, we were able to curtail
expenditures enough to bring in a positive bottom line and still meet
all of our obligations to the University. We were able to increase
our expenses for marketing by 8% and we were able to meet our
facility development expenses without carrying a balance forward
against future bonds.
Revenue and
FTE
Seattle’s enrollment grew from 596 in the previous year to
623.77 annualized FTE in 1994-95, but our budget had been approved
with an increase of 90 FTE. This shortfall of 66 FTE placed a
tremendous strain on the year’s operations. While the greatest
disappointments were in the graduate programs in Education, all
programs except for Teacher Certification were below their original
projections. The combined effect of these figures and the necessity
to leave the development officer position vacant led to a negative
variance in our revenue of nearly $494,000.
Expenditures
The positive variances in the Expenditure Summary shows how
most categories of operations were throttled down to achieve
savings from the projected spending plans. Vacancies were not
filled; program start ups were deferred; computer purchases were
deferred (accounting for most of the savings in the capital
expenditures category). Mid-year clarification of how capitalization
was going to be handled in the new accounting system effectively
transferred some expenditures from the capital category to the
“suppliesn category. This led to a larger balance in the Business
Operations expenditures.
In summary, Seattle had a serious problem but was able to
,contain it with the budgeted reserves and the mid-year actions
taken in our operations.
Gary A. Zimmerman, Provost
ANTIOCH SEATTLE
Budget by Function
1994-1
995 PERFORMANCE
OPERATING WENSES
instruction
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Total E and G Expenses
Auxiliary Enterprises
Total Operating Exp.
EXCESS REV. OVER
WENSES
OTHER CASH EXPENDITURES
Capital Expenditures
Retirement of Debt
TOTAL OTHER CASH
REVENUES
I NET TOTAL 0 8,378 8,378
1994-95 YR. END VARIANCE
E%!lxm !&lul l!BQbwE,
Tuition and Fees 6,252,756 5,788,395 -464,361
Gifts and Grants 70,000 3,627 -66,373
Endowment Income 0 0 0
Contracts 0 0 0
Other Income 6,200 6,229 29
Total E and G Revenues 6,328,956 5,798,251 -530,705
Auxiliary Enterprises 152,750 189,628 36,878
TOTAL REVENUES 6,481,706 5,987,879 -493,827
ANTIOCH SEATTLE
Budget by Category
1994-1 995 PERFORMANCE
I 1994-95 YR. END VARIANCE
IPERATU’JG
EXPENSES
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expenses
Resale Costs
Miscellaneous
Contingency
Resewes
Overhead
Transfers
Total Operating Exp.
XCESS
REV. OVER EXPENSES
ITHER
CASH EXPENDITURES
Capital Expenditures 142,476 43,897 98,579
Retirement of Debt 0 0 0
TOTAL OTHER CASH 142,476 43,897 98,579
NET TOTAL 0 8,378 8,378
ANTIOCH SOUTHERN CALIFORNIA
Explanation of 1994-95 Year End Budget Performance
The largest single item affecting the Southern California budget during
1994-95
was the decline in enrollment, the first significant region-wide
decline for the region. Overall annualized FIX was 41 -10 below projection–a
4.6% decrease. All programs in Los Angeles decreased in enrollment with the
BA Program experiencing a 4.6% decline, the MAP Program a 7.6% decline,
and the
MAOM
Program a 13.1% decline. The BA Program in Santa Barbara
was the only program in the region to increase enrollment beyond projection
(by 2.9%) while the MAP Program declined by 7.1% and the
MAOM
Program declined by 17.7%.
These enrollment shortfalls coupled with the failure to realize projected
gift income resulted in an approximate
$450,000
decrease in revenue for
Southern California. The variances in the Other Income and Auxiliary
Enterprises line items is the result of changes that have occurred in how
facilities income is booked and are not material.
Student Aid Services shows a variance because more students than
expected requested library cards and took alternative instruction from other
organizations for which they were reimbursed. Special Events shows a
variance because of the record number of alumni events that were conducted
during the year.
Business Operations shows a variance because of the increased level of
advertising that was undertaken to address enrollment declines and because
temporary agency personnel were employed rather than hiring permanent
employees. The over expenditure for temporary personnel appears in
Business Operations, and the savings from not hiring permanent personnel
appears in Salaries and Wages.
Plant Maintenance reflects a variance because the Los Angeles campus
lease payments were miscalculated; this error has been corrected. Interest and
Debt shows a variance because more students used credit cards for payment of
tuition than was projected. These additional bank charges are more than off-
set by higher collection rates at both campuses–approximately 99%.
The 1994-95 year was difficult given a decline in enrollment, but
through cost reductions and prudent use of contingency funds, the region was
able to continue to provide quality programs and services to its students within
. a positive atmosphere.
Dale A. Johnston, Provost
ANTIOCH SOUTHERN CALIFORNIA
Budget by Function
1994-1 995 PERFORMANCE
OPERATING EXPENSES
Instruction
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Total E and G Exp.
Auxiliary Enterprises
Total Operating Exp.
EXCESS REV. OVER EXPENSES
OTHER CASH
EXPENDITURES
Capital Expenditures
Retirement of Debt
TOTAL OTHER CASH
REVEMJES
I NET TOTAL 0 993 993
1994-95 YR. END VARIANCE
El!&EEr 4icnU.L j%OM BUN
Tuition and Fees 7,883,l 10 7,481 ,1 24 -401,986
Gifts and Grants 65,500 5,653 -59,847
Endowment Income 0 0 0
Contracts 0 0 0
Other Income 7.1 00 52,732 45,632
Total E and G Revenues 7,955.71 0 7,539,509 -41 6,201
Auxiliary Enterprises 45,400 6,375 -39,025
TOTALREVENUES 8,001 ,I 10 7,545,884 -455,226
ANTIOCH SOUTHERN CALIFORNIA
Budget by Category
1994-1 995 PERFORMANCE
1994-95 YR. END VARIANCE
m+!!xm Aa!&L FROM BUW
TOTAL REVENUES 8,001 ,I 10 7,545,884 -455,226
I
OPEF4AllNG EXPENSES
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expenses
Resale Costs
Miscellaneous
Contingency Reserves
Overhead
Transfers
Total Operating Exp.
EXCESS
REV. OVER EXPENSES
OTHER CASH EXPENDITURES
Capital Expenditures
Retirement of Debt
TOTALOTHERCASH
NET TOTAL
The McGregor School of Antioch University
Explanation of 1994-95 Year End Budget Performance
Revenues
Across all programs, the total student enrollment was 35 more than anticipated or
budgeted, resulting in an excess of $195,950. We had slight under enrollments in The
Weekend College, Graduate Management, and Conflict Resolution and Intercultural
Relations programs. We exceeded enrollment goals in the Individualized Master of Arts
(IMA) and Teacher Certification programs. However, this was reduced by $47,428 over
in employee fees waived due to an unexpectedly high GLCA payment (for children of
faculty attending other GLCA schools), and the unexpected higher utilization of
McGregor
classes by College employees.
By category, the under expenditure in salaries, wages and benefits was caused by having
several administrative positions not filled or filled later than anticipated; two core faculty
positions filled by adjunct faculty (as these core faculty will return to their positions next
year); fewer College faculty were used as adjuncts thereby reducing benefits paid for
TIAAJCREF
contributions; and honoraria paid to degree committee members in the IMA
program were less than budgeted. Training and Development is under budget due to
under expenditures in travel including travel for the Provost; professional development
funds were not used by many employees due to time constraints experienced by
reorganization activities, and less than anticipated funds spent in program development.
Special Events is significantly over budget and Miscellaneous is significantly under
budget due to a change in the line item used for room and board paid by our
IMA-
Conflict Resolution students in an effort to more consistently record these expenditures.
Supplies is over budget due to costs for duplicating and computer supplies. We did not
adequately consider the cost for our increased number of employees. Some over
expenditure in business operations was the utilization of temporaries in interim periods
before permanent replacements, contracts with a collection agency to pursue collection
activities and a consulting firm to conduct a compliance review for our Financial Aid and
Registrar’s offices, and a review of all administrative systems. The Conflict Resolution
program used several consultants for student instruction instead of adjunct faculty for
entire courses. Increased recruiting efforts resulted in increased printing costs. Plant
Maintenance is higher due to costs incurred to repaint the second floor of the Fels
building, replace carpeting in the lobby and conference rooms, and purchase new
furniture for common areas. In addition, $5,000 paid to the College for usage of The
Gathering Space for food service for our weekend students was not originally budgeted.
Our insurance costs as were initial design costs for the proposed Conference Center.
Interest and debt includes the discount fees paid for accepting credit cards .
Contingency/Reserves includes a $118,000 surplus that we have been authorized to carry
forward as part of our funded reserve balance for renovations of the second floor Fels.
Capital over expenditures included purchase of computers for our new computer lab,
upgrade for Financial Aid to run
MicroFaids,
and upgrade computers for all Budget Unit
Managers to access the Datatel system. Institutional Support includes the $1
18,000
reserve being carried forward. Plant Maintenance is over budget as previously explained
due to the renovation of space in the Fels building; payment to the College for usage of
The Gathering Space not being budgeted; increased insurance costs; and initial design
costs
for the conference center.
Sandra I. Cheldelin
Interim Provost
McGREGOR SCHOOL OF ANTIOCH UNIVERSITY
Budget by Function
1994-1995 PERFORMANCE
OPERATING EXPENSES
Instruction
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Total E and G Expenses
Auxiliary Enterprises
Total Operating Exp.
EXCESSREV.OVEREXPENSES
OTHER CASH EXPENDITURES
Capital Expenditures
Retirement of Debt
TOTAL OTHER CASH
REVENUES
1 NET TOTAL 0 26,254 26,254
1994-95 YR. END VARIANCE
… E&!QEr AGI!+Ml FROM BUDG
Tuition and Fees 3,930,729 4,023,710 92,981
Gifts and Grants 25,000 22,393 -2,607
Endowment Income 0 0 0
Contracts 0 0 0
Other Income 350 700 35C
Total E and G Revenues 3,956,079 4,046,803 90,724
Auxiliary Enterprises 0 0
TOTAL REVENUES 3,956,079 4,046,803 90,724
McGREGOR SCHOOL OF ANTlOCH UNIVERSITY
Budget by Category
1994-1 995 PERFORMANCE
1 1994-95 YR. END VARIANCE
I EwEia eGuAl ERQMmDG
rOTAL REVENUES 3,956,079 4,046,803 90,724
5PERAllNG EXPENSES
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expenses
Resale Costs
Miscellaneous
Contingency Reserves
Overhead
Transfers
Total Operating Exp.
EXCESS REV. OVER EXPENSES
ITHER
CASH EXPENDITURES
Capital Expenditures 49,239 116,156 -66,9 17
Retirement of Debt 0 0 0
TOTAL OTHER CASH 49,239 116,156 -66,917
NET TOTAL 0 26,254 26,254
ANTIOCH ADMINISTRATION
1994-95 BUDGET PERFORMANCE
The University Administration budget and performance are
difficult to understand in summarized form. The following is a
presentation by budget unit:
The increased costs in fiscal operations reflect the priority of
maintaining fiscal integrity and implementing changes in
organization and software. Because we were unable to decentralize
the payables operation, it was necessary to hire an additional clerk
for this budget year. That position has been terminated. There were
also additional costs in telecommunications, and postage for the
functioning of Universitywide groups.
The primary increase in University Operations was in the area of
Legal costs and interest expense. The increases in expenditures in
University Computing were largely related to purchasing hardware
and software that would assure the security of data in the new
financial package.
ACTUAL EXPENDED
53,866
4,389
109,499
508,526
79,847
374,458
541,403
278,982
-4,183,402
1,832,260
597,685
-312,845
-2,066,302
115,332
BUDGET UNIT
LibraryIMedia
ArchivesIAntiochiana
Student Loan Office
Chancellor
Trustees
Fiscal Operations
Univ. Computing
Restructuring
University Operations
Overhead
RebatedSubsidies
Expenses
Income
TOTAL UNIV OPS
NET UNIV ADMIN
APPROVED BUDGET
58,338
3,030
102,934
5 16,426
84,042
342,308
466,600
200,000
-4,236,729
2,080,000
513,051
-1 30,000
-1,773,678
0
UNIVERSITY ADMINISTRATION
Budget by Function
1994-1 995 PERFORMANCE
Tuition and Fees
Gifts and Grants
Endowment Income
Contracts
Other Income
Total E and G Revenues
Auxiliary Enterprises
TOTALREVENUES
M
REVENUES
OPERATING
EXF’ENSES
Instruction
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Total E and G Expenses
Auxiliary Enterprises
Total Operating Exp.
EXCESS REV. OVER
EXPENSES
OTHER CASH EXPENDITURES
Capital Expenditures
Retirement of Debt
TOTAL OTHER CASH
1994-95 YR. END VARIANCE
J E&!Km Aau&% FROM BUN
1 NET TOTAL 0 11 5.332 11 5.3321
UNIVERSITY ADMINISTRATION
Budget by Category
1994-1995 PERFORMANCE
1994-95 YR. END VARIANCE
E&!Dm Kn8!AL OM BUDG
-0TAL
REVENUES 140,000 373,953 233,953
IPERAW EXPENSES
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest
Bpenses
Resale Costs
Miscellaneous
Contingency Reserves
Overhead
Transfers
Total Operating Exp.
ZCES
REV. OVER
WENSES
?THER
CASH
EXPENDITURES
Capital Expenditures
Principal Payments
TOTAL OTHER CASH
NET TOTAL 0 11 5,332 11 5,3321
PUBLIC SERVICE ENTERPRISES
BUDGET PERFORMANCE 1994-95
ANTIOCH REVIEW
During the past year all expenditures by the Pntioch Review
have been closely monitored. The
$9,880.94
net total for the year
includes $4,341 in maintenance costs charged by the College which
they had not been able to anticipate. This means that their year-end
performance was within $5,500 of their budget.
It
should be noted
that this was accomplished with a decrease in support from the
University. This year the Review is operating without any
University support. They have been told there will be a six-month
review of their performance to determine whether they will be able
to meet their budget this year.
GLEN HELEN
Subsidies for all three public service enterprises were reduced
for the current year and the Glen was unable to work within that
restriction. The University agreed to cover approximately $16,000
more in expenses and has done so by absorbing the Glen’s deficit.
The balance of the difference consists of revenues that were not
reported in the current year and a shortfall in fundraising.
W.Y.S.O.
This budget is now the most troublesome for the University. In
the past W.Y.S.O. has had two separate budgets, the unrestricted
budget reported to the board and a restricted budget which has been
allowed to maintain and increase a deficit position. This practice
was stopped in this budget year. W.Y.S.O. was only allowed to charge
to its restricted account an amount equal to the income received.
This meant that additional charges were made to the unrestricted
budget. Given the reduction in support for the station in this current
year, a deficit of this proportion or higher could be anticipated in
1995-96 unless there is some intervention.
ANTIOCH REVIEW
Budget by Function
1994-1 995 PERFORMANCE
Tuition and Fees
Gifts and Grants
Endowment Income
Contracts
Other lncome
Total E and G Revenues
Auxiliary Enterprises
TOTAL REVENUES
?EvENuEs
DPERAVNG EXPENSES
Instruction
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Total E and G Expenses
Auxiliary Enterprises
Total Operating Exp.
XCES
REV. OVER EXPENSES
3lHER
CASH
WENDITURES
Capital Expenditures
Retirement of Debt
TOTAL OTHER CASH
1994-95 YR. END VARIANCE
NET TOTAL 0 -9,881 -9,881
+ EwEEI Am&u FROM Bum
ArnOCH REVIEW
Budget by Category
1994-1
995 PERFORMANCE
1 1994-95 YR. END VARIANCE
I E!!mm AGJUiL EEmLlmE
-0TAL REVENUES 70,782 69,4 16 -1,366
IPERATING EXPmSES
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expenses
Resale Costs
Miscellaneous
Contingency Reserves
Overhead
Transfers
Total Operating Exp.
XCES
RW.
OVER EXPENSES
ITHER
CASH EXPENDITURES
Capital Expenditures
Retirement of Debt
TOTALOTHERCASH
Nm TOTAL 0 -9,881 -9,881
GLEN HELEN (ECOLOGY INSTITUTE)
Budget by Function
1994-1995 PERFORMANCE
1 1994-95 YR. END VARIANCE
IEVENUES I EwEr AclUL FROM BUDG
Tuition and Fees 11 0,685 102,487 -8.1 9i
Gifts and Grants 38,000 32,197 -5,802
Endowment Income 42,000 42,000 0
Contracts 6,950 8,866 1,91â
Other Income 66,600 637 -65,963
Total E and G Revenues 264,235 186.1 87 -78,048
Auxiliary Enterprises 185,848 243,455 57,607
TOTALREVENUES 450,083 429,642 -20,441
>PERATlNG EXPENSES
Instruction
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Total E and G Expenses
Auxiliary Enterprises
Total Operating Exp.
XCESS
REV. OVER EXPENSES
)THER
CASH EXPENDITURES
Capital Expenditures
Retirement of Debt
TOTAL OTHER CASH
NET TOTAL 0 -29,583 -29,583
GLEN HELEN (ECOLOGY INSTITUTE)
Budget by Category
1994-1 995 PERFORMANCE
I 1994-95 YR. END VARIANCE 1
I E!!mEc Acz!mP OM Bum
TOTAL REVENUES 450,083 429,642 -20,441
OPERATING EXPENSES
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expenses
Resale Costs
Miscellaneous
Contingency Reserves
Overhead
Transfers
Total Operating Exp.
EXCESS REV. OVER EXPENSES
OTHER CASH EXPENDITURES
Capital Expenditures 12,735 12,735
Retirement of Debt 2,000 5,668 -3,668
TOTAL OTHER CASH 14,735 5,668 9,067
NET TOTAL 0 -29,583 -29,583
W.Y.S.O.
Budget by Function
1994-1 995 PERFORMANCE
OPERATING EXPENSES
Instruction
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Total E and G Expenses
Auxiliary Enterprises
REVENUES
Total Operating Exp. 199,900 250,567 -50,667
EXCESS REV. OVER EXPENSES 3.0 0 0 -65,053 -68,053
ITHER CASH EXPENDITURES
Capital Expenditures 3,000 6,997 -3,997
Retirement of Debt 0 0 0
TOTAL OTHER CASH 3,000 6,997 -3,997
1994-95 YR. END VARIANCE
E!!mEt Kn!AL FROM BUDG
NET TOTAL 0 -72,050 -72,050
Tuition and Fees 0 0 0
Gifts and Grants 155,400 165,334 9,934
Endowment Income 0 0 0
Contracts 0 0 0
Other Income 47,500 20,180 -27.32C
Total E and G Revenues 202,900 185,514 -1 7,386
Auxiliary Enterprises 0 0
TOTAL REVENUES 202,900 185.51 4 -1 7,386
W.Y.S.O.
Budget by Category
1994-1995 PERFORMANCE
1994-95 YR. END VARIANCE
E%!QEr Aia4!AL OM BUDG
rOTAL REVENUES 202,900 185,514 -1 7,386
OPERATING EXPENSES
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expenses
Resale Costs
Miscellaneous
Contingency Reserves
Overhead
Transfers
Total Operating Exp.
EXCESS REV. OVER EXPENSES 3,000 -65,053 -68,053
3THER CASH EXPENDITURES
Capital Expenditures
Retirement of Debt
TOTAL OTHER CASH
NET TOTAL 0 -72,050 -72,050
AIR AGING REPORT JUNE 30,1995 1 1
L
UNIT1
STUDY PERIOD
COLLEGE
FALL
WINTER
SPRING
Total College
I
Seattle
SUMMER
FALL
WINTER
SPRING
Total Seattle
NEW ENGLAND
SUMMER
FALL
SPRING
Total N.E.
A.E.A.
SUMMER
FALL
WINTER
SPRING
Total A.E.A.
AMOUNT
BILLED
$5,095,640
$3,337,955
$3,642,766
$1 2,076,361
-MCGREGOR
SUMMER
FALL
WINTER
SPRING
Total McG
$953,724
$1,474,821
$1,636,914
$1,570,076
$5,635,535
$1,343,824
$3,086,683
$3,102,106
$7,532,613
$0
$479,550
$78,4
1 1
$557,961
TOTAL UNIV
613019 5
TOTAL UNIV
6130194
AMOUNT
COLLECTED
$5,034,691
$3,202,423
$3,399,487
$1 1,636,601
SANTABARBARA
$591,164
$1,128,502
$1,178,469
$1,126,276
$4,024,411
$373,193
$544.585
$560,556
$488,614
$1,966,948
$1,204,450
$1,476,912
$1,481,507
$1,399,889
$5.562.758
SUMMER
FALL
WINTER
SPRING
Total S.B.
LOS ANGELES
SUMMER
FALL
WINTER
SPRING
Total L.A.
$953,724
$1,474,755
$1,630,977
$1,546,963
$5,606,440
$1,335,921
$3,075,925
$3,084,829
$7,496,675
$0
$477,750
$78,360
$0
$556,110
$37,423,002
$35,979,951
AMOUNT
OUTSTANDING
$60,949
$1 35,532
$243,279
$439,760
$373,568
$544,976
$562,435
$502,917
$1,983,896
$1.21 1,050
$1,487,050
$1,494,550
$1,419,575
$5.612.225
$587,698
$1,121,227
$1,140,987
$951,112
$3,801,024
$375
$391
$1,879
$14,303
$1 6,948
$6,600
$10,138
$1 3,043
$1 9,686
$49.467
$0
$66
$5,937
$23,093
$29,095
$7,903
$10,758
$1 7.277
$35,938
$0
$1,800
$51
$0
$1,851
$36,626,556
$35,020,003
PERCENTAGE
COLLECTED
6130195
98.80%
95.94%
93.32%
96.36%
$3,466
$7,275
$37,482
$1 75,164
$223,387
PERCENTAGE
COLLECTED
6130194
99.63%
96.26%
89.01%
95.72%
99.90%
99.93%
99.67%
97.16%
99.1 5%
99.46%
99.32%
99.1 3%
98.61%
99.1 2%
1 00.00%
100.00%
99.64%
98.53%
99.48%
99.4 1 %
99.65%
99.44%
99.52%
99.62%
99.93%
99.67%
$796,446
$959,948
99.91%
99.88%
99.1 6%
97.03%
99.00%
99.57%
98.50%
98.1 7%
93.27%
97.31 %
99.96%
100.00%
99.85%
96.61%
98.99%
99.58%
98.99%
90.07%
97.76%
97.68%
93.27%
97.25%
99.41%
99.36%
96.82%
84.45%
94.45%
99.43%
99.65%
99.52%
95.95%
98.50%
97.87% 97.33%
97.33%
Status of Accounts Payable
As of June 30, 1995
Aged from Invoice Date
Current (0-1 5)
16-30 Days
31-45 Daus
Over 45 Days
% of Total
520,429.08 49.04%
200,751.90 18.92%
21 1,698.56 19.95%
128,433.35
12.10%
ANTIOCH UNIVERSITY
Change in Carryforward Funds
1994/95 .
Carryforward
——
Balance 7/1/94
Unfunded
Funded
Total
7/1/94
Additions
Unfunded
Funded (Interest)
-e> Total Additions
03
Uses
Unfunded
Funded
Total Uses
Balance 6130195
Unfunded
Funded
Total 6130195
