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TheAntiochPapers: bud 10 1

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NTIOCH UNIVERSITY
REPORT TOTHE
BOARD OF TRUSTEES
1995-96 YEAR END PROJECTION
1996-97
PROPOSED BUDGET
June 6-8, 1996

University-wide Schedules
College
New England
Seattle
Southern California
The
McGregor
School
University Administration
I Glen Helen
Antioch Review
I WYSO
I
COST CENTERS — LINE ITEMS
TABLE OF CONTENTS
Page

Total University
1994-95 ACTUALS, 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY FUNCTION
Revenues
Tuition and Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total
E&G
Revenue
Auxiliary Enterprises
Released From Restrictions (Unr Bequests)
Total Revenues
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E&G
Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basts
Capital Expenditures
Borrowing Proceeds
Principal
Payments
Prior Year Reserves
Add back
Deprciation
Total Cash Items
Net Cash Basis Budget
(1 (2) (3 (4) (5) (6) (7) (8)
1994-95 1995-96 1995-96 Variance (2-3)
Actual8 Est. Actuals Budget 1995-96 Budget
Fund 1 Fund 1 Fund 1 to 1995-96 Est. —— —– -.—- —– —
1996-97 1996-97
Budget Budget
Fund 1 Fund 2 —— ——
Fund I Change (5-3) Fund I Change (5-2)
1995-96 Budget 1995-96 Est
to 1996-97 Budget to 1996-97 Budget —— — –a —

Total University
1994-95 ACTUALS. 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY CATEGORY
Revenues
Operating Expenses
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Revenue
Contigency,
Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other(lnter
Campus Agree. & Univer Con9
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depredation
Total Cash Items
Net Cash Basls Budget
(1)
1994-95
(2 (3 (4)
1995-96 1995-96 Variance (2-3)
(5)
1996-97
Actuals Eat. Actuals Budget 1995-96 Budget 1 Budget
Fund 1
——
38,972,454
19,737,590
6,019,380
937,897
53,399
242,856
1,217,634
4,020,196
3,867,098
1,342,842
668.480
346,195
283,641
443,215
0
0
0
0
0
-258,858
0
38,921,563
50.891
0
0
0
0
0
Fund 1 Fund 1 to 1995-96 Est. 1 Fund 1
I , ,
(7) (8)
1996-97 Fund 1 Change (5-3) Fund 1 Change (5-2)
Budget 1995-96 Budget 1995-96 Est
1996-97 ~ud~et to 1996-97 Budget Fund 2 to
——
4,246,373
1,869,826
181.955
193.141
1,125,234
5,624
25,641
338,153
300
13,930
0
2,248
0
107,954
0
0
0
0
0
72,679
0
3,936,685
309,688
7,413,086
-7,500,000
396,602
0
0
309,688

Total University
1996-97 BUDGET COMPARISON BY FUNCTION
Revenues
Tuition and Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total
E&Gi’Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E&G
Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back
Deprciation
Total Cash Items
1995-96 1996-97 Budget 1996-97 Budget Total 1996-97
Budget Fund 1 Fund 2 Budget —— —– — —
Net Cash Basis Budget

Total University
1996-97 BUDGET COMPARISON BY CATEGORY
1996-97 Budget , Total 1996-97 1995-96
Budget
——
40,771,448
1996-97 Budget
Fund 1
——
42,633,069
Budget
——
46,879,442
Fund 2
——
4,246,373 Revenues
Operating Expenses
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Utilities
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Revenue Contigency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other(lnter
Campus Agree. & Univer Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items

ANTIOCH COLLEGE
1996-1 997 Proposed Budget
1. ANTIOCH COLLEGE GOALS FOR 1996-1997
In the current budget year, the College has sustained its momentum in planning for major
curriculum and calendar change and initiated major new work on recruitment and retention
despite an enrollment shortfall.
College goals for 1996-1997 are:
‘implement new semester based calendar in the fall of 1996 which includes beginning in
May 1997 summer study semester organized in three blocks
‘implement new academic curriculum with new multi disciplinary and interdisciplinary
majors and new general education requirements
‘continue chanaes in co-operative work education proaram to utilize the new calendar,
accomplish preregistration for all students, co-op faculty contact with all students while they
are out on co-op and special activities to welcome students back from co-op and to enhance
integration of these experiences with the classroom and community parts of the curriculum
‘implement second
year
of new recruitment strateaies and practices including first effort
to strategically shape the inquiry pool
intensify plannina and implementation of multiple chanaes to improve retention including
preregistration of all students planning to study and strengthening advising
‘strenathen
pursuit of increased diversity along with more multicultural programs and
culture through continuing to connect these priorities to the annual operating budget, annual

planning, job descriptions, special training opportunities, and annual celebrations of special
opportunities focused on continuing the struggles against specific injustices
“continue work to improve coordination of
key
services to improve student satisfaction and
cost effectiveness including Data Tel conversion
*continue alumni relations and fundraisinq to help support alumni involvement through
volunteering, Annual Fund contributions for annual operating budget and major gifts for needed
major renovations
initiate new round of foundation fundraisina proposals to support high priority College
changes
2. FINANCIAL SITUATION IN 1996-1997 COMPARED TO 1995-1 996
The College’s financial situation in the coming fiscal year will be different than its situation for
this fiscal year due to the following:
*projected 96-97 headcount enrollment will be similar to actual 95-96 enrollment after
the current year in which the Board approved budget was based on 568 FTE when the actual has
turned out to be about 500 FTE
*the new calendar (along with new majors and general education requirements) begins with
the 1996 Fall semester and includes between July 1, 1996 and June 30, 1997, two semesters and
one summer block of the three block 1997 Summer semester. To reduce a potentially large drop
in tuition revenues in 1996-97 relative to three full study quarters of tuition revenue in
1995-
96 due to calendar change and to attempt equalize tuition revenues between 1996-97 and 1997-
98, the College needs to receive two summer blocks and two full semesters of tuition revenue in
each of these years. Even with this arrangement, the College will receive only two and
two-

thirds semesters tuition revenues compared to receiving the full three quarters of tuition
revenue which it has been accustomed to receiving. This reality requires cost cuts and budget
reallocations and advance revenues from the 97-98 second summer block session.
*due to the new calendar the College will restart summer on-campus study after many
years without such summer study and in doing this will utilize the block plan to provide a
structure enhancing student learning opportunities and curriculum innovation. This will require
many new arrangements including
marketing/advertising
to attract temporary students and
recruiting efforts to attract new, regularly enrolled students who will begin their Antioch
studies in the second summer block of 1997.
‘because the College was allowed to eliminate its unit reserves and reserves for
uncollected debts during the current 1995-96 fiscal year to achieve a balanced budget, cuts are
required for 1996-97 in order to restore these reserves in the budget for the coming fiscal year.
*because the College was granted specific additional one-time assistance
and/or
variances
to balance its 1995-96 budget,
e.g.
budgeting $350,000 of unspecified, unrestricted bequests as
revenues to help fund its Development Department and other costs, further cuts in costs are
required for 1996-97 to achieve a balanced budget without these sources of one-time assistance.
However, bequests that are due to be received in the 96-97 fiscal year are included in
unrestricted operating revenues. These include bequests totaling $650,000 for 1996-1 997.
*to
meet the costs of debt service on phase two of the renovation and conversion of the
Power Plant from coal to gas and the higher costs of natural gas, the College must budget
$225,000 of additional costs in the coming fiscal year in addition to making the planned cuts in
power plant personnel which are permitted by the used of new automated, gas fired boilers.
*additional Antioch tuition grant funds are needed to offset costs of financial aid
leveraging and calendar change implications for students whose degree completion schedules
require an additional study term. The 96-97 budget includes an increase in tuition discount
awards which should adequately cover these costs.

3. ENROLLMENT, RECRUITMENT, RETENTION AND FTE PROJECTIONS In the current year
we have revised downward original Board approved enrollment projections from 568 FTE to 505
FTE. Beginning in July 1995, the College engaged Noel
Levitz
to assist us in a year long
consultation to develop new, multi-year recruitment strategies and practices and a related
strategic plan. Dr. Su Hallenbeck became Director of Admissions in September 1995 and is
leading this effort. The goal for Fall 1996 is 210 new students and for Fall 1997 an additional
5% new student enrollees.
The new Deans of Faculty, Cheryl and Jim Keen, initiated a new advising night and preregistration
for study as their first step in enhancing retention. In January the Board approved a new tuition
free semester opportunity to support the academic year calendar changes and the College’s
wider efforts to improve retention. Dr. Dick Meisler, new Director of Co-op, initiated a new
effort to preregister all students before they leave to co-op and to establish phone contact
between them and their advisor while they are on co-op along with periodic mailed information
to keep them in contact with the campus based Antioch community. The goal for 1996-97 is to
improve retention by 2% and to develop specific actions to accomplish this goal.
Detailed projections for 1996-1997 of 529 FTE are included in this package.
4. TUITION AND FEES For the second year in a row increases in the College’s tuition have been
held to the rate of
inflation(2.4%).
In addition to this level of inflationary increase in fees, the
room and board fee and the Community Government fee will be additionally increased to meet the
costs of the calendar changes which result in 14 week semesters replacing 10 week quarters and
year around operation of Community Government to coincide with initiation of the three,
campus-
based study semesters. The tuition and fees for 1996-97 are as follows:

Tuition $1 6,322
Room & Board 3,796
Fees 1,110
CG Fees 400
TOTAL: $21,628
5. COMPENSATION In 1996-97 the College will be entering the second year of a three year
contract with its 3 labor unions which calls for a per hour increase and related benefit increase
of approximately 2.5% The situation of the faculty, non-union staff and administrators includes
the following:
a. they received in this fiscal year a salary increase of 1% which was less than the rate of
inflation
b. faculty and administrators salaries based on available data are on average the lowest
among colleges which are a part of the Great Lakes College Association and the Associated
Colleges of the Midwest.
c. employees have been and will continue next year to be performing in a situation which
requires immense time and energies beyond routine conditions due to planning for and
implementing calendar change, major changes in curricula, changes in the College due to
University reorganization, and changes due to reductions in staff.
In the event that the College’s fiscal year is changed to ensure a full 3 semesters of revenue in
1996-97 as opposed to 2 and
213s
semesters of revenue as reflected in the attached proposed
budget, the College recommends the following:

1. A July 1996 increase of 2% for these employees with the exception of administrators
making more than $50,000 per year because the 1996-97 budget calls for significant reductions
in staff. To help provide incentives to support enhanced recruitment and retention, an additional
1% raise will be made in January 1997 to faculty, non-union administrative staff, and
administrators contingent on the College achieving its enrollment projections for new and
continuing students in Spring 1997 semester.
In the event that the College’s fiscal year remains as it is and the College receives only 2 and
213s
semesters of revenue as reflected in the attached proposed budget, the College recommends
the following:
2. No July 1996 increase. September 1997 increase of 2% thereof for faculty, non-union
administrative staff and administrators will be made contingent on the College achieving its
enrollment projections for new and continuing students in the Fall of 1996. Administrators
making more than $50,000 per year will not receive this increase due to the personnel reductions
being made in the 96-97 fiscal year. To further help provide incentives to support enhanced
recruitment and retention, an additional 1% raise will be made in January 1997 subject to the
6
same exclusion as above. The Chancellor will be consulted and his support will be necessary
prior to granting these increases.
The
budgeted compensation projection (based on #2 above) is listed on the salary and benefits
worksheet included in this package.
Discussion is beginning concerning future annual salary increases being determined in September
or
January when new enrollment and retention is more fully known than it can be at the beginning
of
a fiscal year. Also, discussion has begun concerning possible establishment of goals for a

multi-year faculty salary improvement program to address the inadequacies of the current
salaries for faculty and other non-union employees.
6. STAFFING AND STAFF REDUCTIONS Due to the reductions in revenue and multiple
additional costs detailed above, staff cuts since UPC 4/95 from the 95-96 590 FTE proposal to
the 96-97 529 FTE proposal are as follows:
Faculty ($241,464)
Administrator ($360,431 )
Staff and Other ($205,466)
Total Personnel Reductions: ($807,361 )
7. OTHER CHANGES Also included in the College budget this year
revenues and expenditures for Community Government of $261,205 and for Glen Helen of
$632,350. Both of these budgets are preliminary and are required to follow additional govenance
reviews. We have included them to present a more complete College proposal. The College budget
is therefore increased over 95-96 by $893,555.
James Crowfoot, President

Antloch College
1994-95 ACTUALS, 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY FUNCTION
Revenues
Tuition and Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total
E&O
Revenue
Auxiliary Enterprises
Released From Restrictions (Unr Bequests)
Total Revenues
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student
Services
Institutional Support
Plant Maintenance
Scholarships
Total
E&Q
Expenses
Auxiliary Enterprises
Total Operatlng Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Add back
Deprciation
Total Cash Items
Net Cash
Basis
Budget
(1) (2) (3) (4) (5) 6
1994-95 1995-96 1995-96 Variance (2-3) 1996-97 1996-97
Actuals Est. Actuals Budget 1995-96 Budget Budget Budget
Fund 1 Fund 1 Fund 1 to 1995-96 Est. Fund 1 Fund 2
(7 (8
:und 1 Change (5-3) Fund 1 Change (5-2)
995-96 Budget 1995-96 Eat
o 1996-97 Budget to 1996-97 Budget

Antloch College
1994-95
ACTUALS, 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY CATEGORY
Revenues
Operating Expenses
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Revenue Contigency, Mandatory ‘
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other(1nter
Campus Agree. & Univer Con9
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basls
Capital Expenditures
Borrowing Proceeds
Principal Payments
Add back Depredation
Total Cash Items
Net Cash Basis Budget
(1
1994-95
(2)
1995-96
Actuals Est. Actuals
Fund 1
12,631,286
6,817,766
2,296,442
346,301
5,740
59.226
743,182
1,107,126
966,223
272,136
463,238
243,791
98,228
0
0
915,580
-550.000
-200,000
-525,000
-429,479
0
12,630,500
786
0
0
0
0
0
786
Fund 1
——
12,253,641
6,279,426
2,327.71
5
310,522
0
77,661
686,294
1,257,211
92 1,596
332,333
413,123
146.140
75,000
450,000
0
898,054
-650,000
-200,000
-525,000
-580,962
0
12,219,113
34,528
69,399
0
279,980
0
349,379
-314,851
(3)
1995-96
Varlance
(2-3)
Budget 1995-96 Budget
Fund 1 to
1995-96
Est.
(5)
1996-97
Budget
Fund 1
—–
13,202,109
6,356,437
2,406,814
395,729
0
74,722
788,520
1,358,318
1,022,050
302,642
454,900
205,612
130,545
59,642
65,273
782,365
-550,000
-200,000
-525,000
-487,987
0
12,640,582
561,527
163,728
0
397,799
0
561,527
0
(6)
1996-97
Budget
Fund 2
—–
2,217,411
917.268
25,823
58,775
1,009,996
0
12,956
142,097
0
5 0
0
578
0
0
0
0
0
0
0
0
0
2,167,543
49,866
49,866
0
0
0
49.866
0
(7) (8
“nd 1 Change (5-3) Fund 1 Change (5-2)
995-96 Budget 1995-96
Est
o 1996-97 Budget to
1996-97
Budget

Antloch College
1996-97 BUDGET COMPARISON BY FUNCTION
Revenues
Tuition and Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues ,” ,
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Add back
Deprciation
Total Cash Items
Net Cash Basis Budaet
1995-96
Budget —-
1996-97 Budget
Fund 1
—
1996-97 Budget
Fund 2
——
Total 1996-97
Budget —-

Revenues
Operating Expenses
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Utilities
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Revenue Contigency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other(1nter
Campus Agree. & Univer Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Antioch College
1996-97 BUDGET COMPARISON BY CATEGORY
1995-96
Budget
—–
12,971,729
1996-97 Budget 1996-97 Budget
Fund 1 Fund 2
—– —–
13,202,109 2,217.41 1
Total 1996-97
Budget
—-
15,419,520

Campus
Campus
College
Campus
College
College
Campus
College
ANTIOCH COLLEGE
1996-97 Capital Budget
Buildings
Total Buildings
Building Improvements
Plant
Total Building Improvements
Equipment
Computer Equipment
MAPLES
Total Equipment
Furniture & Fixtures
Dorm Furniture
Total Furniture & Fixtures
Campus Library Books
College Library Books
Total Library Books
Grand Total Capital Budget
Amount
Amount
1 10,280
Amount
47,648
1,800
Amount
4,000

Antloch College
Tuition Rate Changes 1996-97
1995-96 1996-97
Program Rates Proposed % Change
..—– -00–00 —— -om.—
Tuition 15,940 16,322 2.40%
Room and Board 3,436 3,796 10.48%
Fees 1,436 1,510 5.15%
Total per Year 20,81 2 21,628 3.92%

ANTIOCH NEW ENGLAND
1996-97 Proposed Budget
I. Accomplishments and Unresolved Issues in 1995-96
Though more than one month of FY 1995-96 remains, it is reasonable to conclude/articulate the
following sample of “accomplishments” for Antioch New England:
Exceeded new student enrollment projections.
Achieved a budget surplus of approximately $230,000.
Increased Annual Fund giving substantially above the record giving level of 1994-95 (at
least 25% above) and will exceed $700,000 in grant and contract income for the year.
Established the Stress and Wellness Clinic at the Antioch Psychological Services Center,
expanding significantly the array of psychological services available to residents of the
Monadnock Region.
Achieved all necessary and essential goals (catalogue publication, faculty hires,
recruitment efforts, etc.) to launch
Ph.D.
program in Environmental Studies, with first
cohort entering this summer – June 1996. (From a FY 1996-97 budgetary perspective,
however, it should be noted that we expect to run a deficit operation in year one – not an
unusual circumstance in a start-up operation. Expense will exceed revenues generated,
even without the waiver of University overhead percentage.)
Following a formal visitation by the New Hampshire Postsecondary Commission, received
full licensure approval for all programs to operate in the State of New Hampshire until
June 30, 2000.

Increased institutional visibility and “voice” in the region by sponsoring more lectures,
concerts, and conferences. (There has been a dramatic increase in the use of the new
building’ for these kinds public events.)
Hired first African-American Core Faculty member, Dottie Morris.
Received CASE Region I award for best World Wide Web home page in the region.
Continued refinement of new marketing strategies, including use of geodemographic data
analysis.
The following represents (in no particular order of importance) a sampling extracted from the
plethora of unresolved issues, many of which are long-standing:
Library services, including the number of professional staff, are marginally adequate to
meet demands, and we still have a card catalogue.
No tangible and/or systematic reward system for producing budgetary surpluses (though
possibility of applying surplus dollars to the liquidity reserve tab is a positive step
forward).
Assistant Provost slot remains empty, though job description and ad have been crafted
for six months.
Lack of resolution around question of what would happen in the University system if ANE
no longer provided full family medical coverage as a benefit.
Inability to systematically address equity issues and some egregiously low salaries,
especially for professional administrative staff, many of whom make less than
non-
skilled employees on other campuses.

Computer inventory which currently has at least two dozen machines that are completely
outdated and can not accept factory
and/or
dealer software.
Highly limited technical support services for our computer networks.
Insufficient venture capital for adequate marketing of new program initiatives (e.g., the
CAGS Program will not go in 1996-97, though we will continue efforts to get a cohort to
enroll in the summer of 1997).
Inability to achieve goals and expectations around overhead reduction and to reduce the
level of campus support to the operations of the College.
Reduction of resources devoted to professional development activities for faculty and
staff, previously funded in part by gifts from the Annual Fund.
No attention to formal job placement concerns of graduating students.
II. Enrollment and Revenue Projections
For the fourth consecutive year we have presented a no growth budget. While we enrolled more
new matriculants in 1995-96 than we had projected, there is nothing to indicate reason to
speculate that we can expect a repeat pattern in 1996-97. The same issues of cost, competition,
political instability, economic stagnation in the northeast, and turbulence in the professional
fields for which we train students continue to argue for prudent and cautious projections. (It
should be noted ‘here that our 1995-96 enrollment jump came in our shortest program — the 30
credit package we offer for experienced teachers. This reality provides very minimal carryover
revenue.)
We have constructed a budget based on knowledge of our carryover student base (factoring in 8%
attrition, a level which has held constant for the past five years) and 403 newly matriculating

students (Summer – 143; Fall -160; Spring – 100). For purposes of comparison, we enrolled 416
new students in 1995-96, 379 in 1994-95; and 392 in 1993-94. Assuming that we achieve these
enrollment goals, our 1996 fall semester headcount – the measure we employ for yearly
comparisons instead of calculating FTE – will be approximately the same as it was in 1995-96.
Tuition increase for 1996-97 ranges from 4 – 4.5% for master’s level programming, and 3.2% for
the
Psy.D.
program. The new
Ph.D.
program in Environmental Studies will have a
$12,40O/year
tuition charge. Tuition hikes seldom are greeted by thunderous applause, but we believe this to be
a tolerable and defensible increase, quite consistent with what we expect most private
institutions in the region will do for 1996-97. We also believe that our tuition still represents a
bargain for graduate level programming.
~ Ill. The FY 1996-97 Budget and Major Changes
Per previous budgets and planning projections for financing debt service on the new campus, we
, are seeking to use $65,000 of carry forward dollars for payment of the principal in 1996-97.
Application of this sum to the capital expenses will not have any impact on our ability to meet
the required ratios for 1996-97.
Compensation (COLA) salary increase is 2.5%.
This budget also includes certain unavoidable costs which, frankly, are terribly difficult to
absorb in the aggregate: $31,500 of expense to meet mandated ADA costs to educate two deaf
students; $15,000 to continue DATATEL training (beyond what we expected the central adminis-
tration to cover); $7800 for a University Conference that was not held in FY 1995-96; and an
estimated $100,000 in tuition expense — over $90,000 to send children of five ANE employees to
Antioch
College in 1996-97. This is over $155,000 of operational expense that must somehow be
absorbed in a tight fiscal environment.

IV. Contingency Releases, if Permitted
We must maintain a surplus of $125,000 to comply with the required bond ratio of 1:25 in
1996-97.
Assistant Provost
Additional library support
Additional public relations/publications support
Salary adjustments – equity
No program contingencies are included. All unit budget managers must hold discretionary
spending dollars until conclusion of the summer semester and fall enrollment period. In addition,
every effort is exercised to control campus-wide discretionary spending during this period.
Jim Craiglow, Provost

Antloch New England Graduate School
1994-95 ACTUALS, 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY FUNCTION
Revenues
Tuition and Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total
E6Q
Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operatlng Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E6Q
Expenses
Auxiliary Enterprises
Total Operatlng Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basls
Capital Expenditures
Borrowing Proceeds
Principal Payments
Add back Deprciation
Total Cash Items
Net Cash
Basls
Budget
(1) (2)
1994-95 1995-96
Actuals Est. Actuals
Fund 1 Fund 1 — —-
7,557,317 7,988,000
0 -90,000
101,159 30,000
0 75,000
0 0
0 9,000
43,391 0
7,701,867 8,012,000
210 0
0 0
7,702,077 8,012,000
(6)
1996-9;
Budget
Fund 2 —–
390,O
7.5
105,O
2,3
504,8
251,2
756,O
478,7
252,3
5,5
19,3
756,O
756,O
(3) (4) (5) (7) (8)
und 1 Change (5-3) Fund 1 Change (5-2)
995-96 Budget 1995-96 Est
o 1996-97 Budget to 1996-97 Budget
1995-96 Variance (2-3)
Budget 1995-96 Budget
Fund 1 to 1995-96 Est.
1996-97
Budget
Fund 1

Antloch New England Graduate School
1994-95 ACTUALS, 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY CATEGORY
Revenues
Operating Expenses
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Revenue
Contigency,
Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other(lnter
Campus Agree. & Univer Confl
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Add back Depreciation
Total Cash Items
Net Cash
Basla
Budget
(1 1 1994-95
(2)
(3 (4) (5 1
1995-96 1995-96 Variance (2-3) I 1996-97
Actuals Est. Actuals Budget 1995-96 Budget
Fund 1 Fund 1 to 1995-96 Est. Fund 1
—–
7,702,077
3,522,167
1,166,842
157,365
0
24,772
158,887
575,209
34 1,527
440.096
0
20,308
-12,002
341,672
0
944,000
-192,000
60,667
0
0
8.280
7,557.790
144,287
133,625
0
0
0
133,625
10.662
(6)
(7) (8 1
1996-97 (Fund 1 Chanae 6-31 Fund 1 Chanae (5-2) . .
Budaet 11995-96 ~udaec 1995-96 ES;
~und 2 to 1996-97 ~id~et to 1996-97 Budget

New England Graduate School
1996-97 BUDGET COMPARISON BY FUNCTION
1995-96
Budget ——-
1996-97 Budget
Fund 1 ——-
1996-97 Budget
Fund 2 ——
Total 1996-97
Budget ——-
Revenues
Tuition and Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction
Research
Public Service
~cademic
Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Add back Deprciation
Total Cash Items
Net Cash Basis Budget

New England Graduate School
1996-97 BUDGET COMPARISON BY CATEGORY
Revenues
Operating Expenses
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Utilities
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Revenue Contigency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other(lnter
Campus Agree. & Univer Conf)
Depreciation
Total Operating Expenses
ExcessRevenueoverExpenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
1995-96
Budget
——-
7,916,492
1996-97 Budget 1996-97 Budget
Fund 1 Fund 2
——- ——-
8.1 90,602 756,000
Total 1996-97
Budget

Campus
Campus
Campus
Campus
ANTIOCH
NEW ENGLAND GRADUATE SCHOOL
1996-97 Capital Budget
Buildings
Total Buildings
Building Improvements
Total Building Improvements
Equipment
Total Equipment
Furniture & Fixtures
Total Furniture & Fixtures
Campus Library Books
New England Library Books
Total Library Books
Grand Total Capital Budget
Amount
Amount
Amount
0
Amount
ma..

ANTIOCH NEW ENGLAND GRADUATE SCHOOL
1996-97 Tuition Rate Changes
Education, Substance Abuse Counseling (M.Ed.), 40-44 Credits 1
Organization & Management (M.Ed. & MHSA) Students entering Students entering Students entering
summer 1 st $2,350 fall 1 st $4,650 spring 1 st $4,650
fall 2nd $4,650 spring 2nd $4,650 summer 2nd $2.350
spring 3rd $4,650 summer 3rd $2,350 fall 3rd $4,650
summer 4th $2,350 fall 4th $2,350 spring 4th $2,350
[ TOTAL $1 4,000 $14,000 $14,000 1
1995-96 Rate $1 3,400 $13,400 $1 3,400
% Change 4.48% 4.48% 4.48%
Education – Waidorf Concentration 40-44 Credits 1
Students entering
summer 1st $2,550
fall 2nd $4,025
spring 3rd $4,025
summer 4th $1,700
fall 5th $1,700
1 TOTAL $14,000 ]
1995-96 Rate $1 3,400
% Change 4.48%
Waidorf Certificate
(prior to Summer 1994 entry)
Students entering
fall 1 st $4,025
spring 2nd $4,025
summer 3rd $2,550
fall 4th $1,700
spring 5th $1,700
TOTAL $14,000 1
$1 3,400
4.48%
251 251
Students entering Waidorf Certificate 3+1 Students entering
summer 1 st $2,500 (prior to Summer 1994 entry) summer 1 st $2,500
fall 2nd $2,350 summer 2nd $2,350
sorina
3rd $2,350 fall 3rd $2,350
summer 4th $1,600
TOTAL $8,800 1
1995-96 Rate $8,425
summer 4th $1,600
% Change 4.45% 4.45%

Waidorf Certificate
(effective Summer 1994 entry)
Foundations of Education
for Experienced Educators
(M.Ed.)
1995-96 Rate
% Change
1995-96 Rate
% Change
Environmental Studies,
Organization and Management,
28-30 Credits 1
Students entering
summer 1 st $2,825
fall 2nd $2,825
spring 3rd $2,450
summer
4th
$1,800
TOTAL $9,900 1
30 Credits 1
Students entering
summer 1 st $1,875
fall 2nd $3,125
spring 3rd $3,125
summer 4th $1,875
TOTAL $IO,OOO 1
Waldorf Certificate 3+2 28-30 Credits 1
(effective Summer 1994 entry) Students entering
50-54 Credits 1
Students entering Students entering
summer 1 st $2,850
spring 2nd $1.400
summer 3rd $2,450
fall 4th $1,400
summer 5th $1,800
AL $9,900 1
$9,500
30 Credit Extended* 1
Students entering
summer 1 st $1,900
fall 2nd $2,150
spring 3rd $2,150
summer 4th $1,900
fall 5th $1,900
TOTAL $IO,OOO 1
N /A
Students entering
Resource Management & Administration (MS) summer 1 st- $2,350 fall 1st- $4,650 spring 1 st $4,650
fall 2nd $4,650 spring 2nd $4,650 summer 2nd $2,350
spring 3rd $4,650 summer 3rd $2,350 fall 3rd $4,650 ‘
summer 4th $2,925 fall 4th $2,925 sorina 4th $2.925 . – . ,
fall 5th $2,925 spring 5th $2,925 summer 5th $2,925
1 TOTAL $17,500 $17,500 $17,500 1
1995-96 Rate NIA NIA NIA
% Change

Counsellng Psychology
Substance
Abuse/Addlctlons
Counseling
60-64 Credits 1
Students entering Students entering Students entering – –
(prior to Spring 1995 entry) summer 1 st- $2,350 fall 1st $4,650 spring 1 st $2,350
fall 2nd $4,650 spring 2nd $4,650 summer 2nd $2,350
spring 3rd $4,650 summer 3rd $2,350 fall 3rd $3,800
summer 4th $0 fall 4th $4,675 Spring 4th $3,800
fall 5th $4,675 spring 5th ! $4,675 summer 5th $0
spring 6th $4,675 fall 6th $4,350
spring 7th $4,350
1 TOTAL $21,000 $21,000 $21,000 1
1995-96 Rate N/A
% Change
Counseling Psychology, (60-64 Credits 1
Substance AbuseIAddIctions Counseling Students entering Counseling Psychology,
(effective Spring 1995 entry) spring 1 st $3,150 Marriage & Family Therapy
summer 2nd $0
fall 3rd $4,650
spring 4th $4,650
summer 5th $0
fall 6th $4,275
spring 7th $4,275
I $21,000 1
Counseling Psychology,
DanceIMovement
Therapy
1995-96 Rate
% Change
60-64 Credits 1
Students entering Counseling Psychology,
fall 1 st $4,650 DanceIMovement Therapy
spring 2nd $4,650 Certificate Program
summer 3rd $0
fall 4th $4,700
spring 5t h $4,700
summer 6th $0
fall 7th $2,300
1 TOTAL $21,000 1
1995-96 Rate $20,200
% Change 3.96%
60-64 Credits 1
Students entering
summer 1 st $2,350
fall 2nd $4,650
spring 3rd $4,650
summer 4th $2,350
fall 5th $3,500
spring 6th $3,500
1 TOTAL $21,000 1
30 Credits 1
Students entering
fall 1 st $3,300
spring 2nd $3,300
summer 3rd
$0
fall 4th $1,950
spring 5th $1,950
1 TOTAL $10,500 1
$10,050
4.48%

Doctoral – PSY D. It, Ill, IV
Environmental Science Ph.D. – Years 1 and 2
Post Master’s Certificate
Program In Educational
Leadership (CAGS)
summer 1 st $3,200 Doctoral – PSY D. I
fall 2nd $6,350
spring 3rd $6.350
1 TOTAL $15,900 1
1995-96 Rate $1 5,400
% Change 3.25%
summer 1 st $2.500 ES Ph.D. – Years 3 and 4
fall 2nd $4,950
spring 3rd $4.950
1 TOTAL $12,400 1
1995-96 Rate NIA
% Change
130 -32 Credits 1
Students entering
summer 1 st $2.050
fall 2nd $2,200
spring 3rd $2,200
summer 4t h $2,050
fall 5th $2,200
TOTAL $10,700 1
1995-96 Rate NIA
% Change
Students entering
fall 1 st $7,950
spring 2nd $7,950
1 TOTAL $15,900 1
summer 1 st $1,650
fall 2nd $3,300
spring 3rd $3,300
1 TOTAL $8,250 1
NIA

ANTIOCH SEATTLE
1996-97 Proposed Budget
I. Seattle Campus Goals and Accomplishments
In the past budget year, the Seattle campus of Antioch University can point to a number of strategic
accomplishments in the face of an enrollment shortfall, the retirement of the Provost, and the
accelerated process to purchase a permanent home for the Seattle campus. In all of our decisions
around the budget, programs, and personnel, we set before ourselves the following ambitious goals:
Sustain Academic Quality
Project Realistic FTE’s
Support New Program Development Initiatives
Continue Employment of Existing Personnel
Implementation of
FacultyIStaff
Compensation Plans
Progress on New Facility
Address Marketing, Development, and Public Relations Needs
Advancing Cultural Diversity

I I. Enrollment, Marketing and FTE Projections
In our mid-year budget status report, we reported a shortfall of up to 46 FTE from our original
projection of 636 FTE. We revised our FTE enrollment projections down to 590 and with additional
budget cuts projected a budget reduction for the year of $435,000.
C,oncomitant
with this reduction,
we sought to strategically enhance our
enrollment/marketing
plans to better insure our chances of
ending the year with a balanced budget and meeting our projected enrollment targets for next year:
Some of those initiatives included:
A. Re-allotment of funds from other budgets to the advertising budget to continue advertising levels
for all programs through June 1996. An enrollment enhancement grant to each program of $1,000 to
target appropriate populations to that program. This increased allocation was carried forward into
the 1996-97 budget development in order to fund our enrollment effort at the increased level of
this year’s campaign.
B. Mailing post card invitations to a previously untapped inquiry pool called “general inquires,” as well
as sending invitations to designated program inquiry pools inviting them to information sessions on
Fridays at noon and to additional sessions held during the week in the evenings. As of winter
quarter, this intervention had increased our applications for 1996-97 by 25%.
C. Some of the academic programs held open houses in winter quarter to which current faculty, staff,
students, alumni plus new applicants and individuals from the inquiry pools were invited. On three
of these occasions, over 16 prospective students showed up for the
~anagement
Open House, 55
prospective students for the Psychology Open House, and 15 students for the Whole Systems Design
Open House.
D. FTE Projections: We are projecting FTE in the 1996-97 budget in two categories:
1. FTE projections for continuing programs 590 FTE
2. FTE projections for new initiatives + 33 FTE
Total FTE projection for 1996-97 623 FTE

These projections relate to our past performance as follows:
YEAR PROJECTED FTE’s ACTUAL FTE’s
1990-91 425 437
1991 -92 51 5 493
1992-93 529 563
1993-94 593 596
1994-95 690 624
1995-96 636 601 *
(continuing FTE)590
1996-97 (new program FTE) Total 624
34 (continuing
and new
program FTE
projections)
* revised projection(Spring enrollment for psychology rebounded as have 1996-97
applications).
The FTE projections for new academic initiatives are:
OSR Southwest of 3.7 FTE scheduled to start up winter quarter of 1997;
a partnership between the Teacher Certification Program and the Multi-Cultural Alliance of 15 FTE
scheduled to begin summer quarter of 1996; and,
another school district based M.A. in Education of 15 scheduled to begin in the fall of 1996.
These new initiatives coupled with a strong spring quarter enrollment (37 FTE over revised projection)
give reasonable certainty to our being able to meet the 623 FTE target.

Ill. Tuition
In preparing to set tuition levels in this year’s budget, we researched carefully what are current
competitors were charging which resulted in an average tuition increase of 3.27% with a strategic
range of from 0 to 4% (0% in the site-based M.A. Education programs, up to 4% in B.A., Whole Systems
Design, Psychology, and Management). Our local competition in the past two years has adopted higher
tuition increases, and while we still are the most expensive in the local market, we are incrementally
and slowly attempting to move closer to our legitimate competitors.
IV. Compensation
In the past two years, the Seattle campus has worked with the help of a consultant to develop staff
and faculty compensation plans. These plans are based on our employees being at the lowest rates of
compensation in the Antioch system and on comparisons with comparable institutions identified by the
consultants. This budget contains no increases in compensation for any category of employee, funds no
faculty or staff development funds, and caps the tuition remission benefit at the 1995-96 budgeted
level (a reduction of $30,000 from employee requests). We also have not funded our Fall Faculty
Retreat in this budget which has been a hallmark occasion for faculty to work across programs in
academic community. The restoration of compensation and development funds will be among Seattle’s
top priorities if we exceed our projected budget. We are very concerned about the retention of faculty,
staff, and administrators in this stringent budget period.
V. Staff Reductions
While narrowly avoiding a layoff to balance the 1996-97 budget, the campus has experienced a 1.8 FTE
reduction in faculty largely the result of not filling a vacated faculty position and the rest by not
funding legitimate requests for increases in percent of time for less than full time faculty; and a
further 3.25 FTE decrease in administrative staff due to the consolidation of positions, turnover, and
voluntary reductions in time to assist in preventing a layoff. Again, we express our concern about the
potential for increased
facultylstaff
attrition in Seattle due to no compensation increase and overall
reduction in numbers of faculty and staff.

VI. Provost Retreat Rights
At the time of submission of this budget, the final details of how these rights will be funded is still
undergoing discussion. As it relates to the year’s sabbatical, the Chancellor has agreed to enter into a
cost-sharing agreement with the Seattle campus and permits the campus to fund what its financial
share of the sabbatical will be out of the campus reserve. The challenge to Seattle will be our
responsibility to fund a faculty salary equivalent to our highest paid faculty member for the 1997-98
academic year. This obligation will remain on our budgeting horizon in the coming year.
VII. Computing and Library Services
As a campus, we have decided to keep these functions at a maintenance level except for funding
improved Internet access and response time for our increasing number of users. We anticipate
switching our Internet provider in late 1996-97 at a cost of approximately $10,000. Whatever progress
we can make in these two key areas in the coming year, and prior to our occupying our new facility,
will derive from some hoped for successful fund-raising rather than from our operating budget.
VIII. Purchase of a Building
Negotiations continue on our plan to purchase and remodel a building located at 6th and Blanchard in
the Denny Regrade neighborhood not far from where we currently lease facilities. The total costs of
this project have been set at $7.5 million and includes the goal of keeping our payments at the same
cost we would incur to continue to lease our current space.
IX. Advancing Cultural Diversity
Antioch Seattle has a Faculty Diversity Committee and a Campus Diversity Taskforce which provides
leadership around this important campus priority. In the past three years, we have made progress as a
community toward this goal through the BAITeacher Certification partnership at the Tulalip Indian
Reservation, through the B.A. program’s involvement in the Cultural Pluralism Ford Foundation project

sponsored by the Washington Center for the Improvement of Undergraduate Education, through full
faculty and individual program retreats focused on cultural diversity, and through awards funded by the
Faculty Diversity Committee to individual faculty to explore cultural diversity as it relates to their
academic fields. In this budget, the Faculty Diversity Committee requested $16,000 for their work for
the year and we funded $8,000. The Campus Diversity Taskforce requested $5,000 and we funded
$1,000. This funding results in a mixed message about our commitment and momentum in this arena.
X. Summary of Major Budget Impacts
The major impacts in this budget on the capacity of the Seattle campus to maintain high quality
programs and services are the voluntary reductions in staff and faculty fte totaling nearly $70,000 in
savings, but leaving important work either pieced together
and/or
jobs redesigned to pick up
mandatory functions. While we have taken these measures and avoided a layoff for the time being, we
have also funded no compensation increases and eliminated all faculty and staff development funds
(approximately $25,000). Also to balance the budget, we canceled our lease where the Financial Aid
Operation and a classroom were
housed($16,740)
and are moving those employees and important
functions into other leased space which is currently at capacity and we have essentially put our
computing and library development plans on hold. In combination with cost center by cost center cuts
in every conceivable item such as food, miscellaneous, equipment, travel, and furniture line items etc.,
we have a balanced budget, but one with potential negative impact on out retention of personnel,
general morale, and leaving us with little financial discretion to deal with the. unknowns in 1996-97.
XI I. Budget Process
We had an even more streamlined budget process this year than in the past because we knew we were
dealing with scarce resources and few enhancements. We developed a process that included working
with a number of groups. One group (the Budget Group) included the Program Directors, the Registrar,
l
and a Faculty Representative. Another group included all of the other Cost Center Managers. Regular
reports on our progress toward a balanced budget were reported to the Faculty Council, Cost Center
Managers, and through a regular brown bag community lunch. In spite of this, many staff felt they were

held at a distance from the process. We will listen to this concern as we plan next year’s process. In
the presentation of this budget, we have to the degree possible conformed to the reporting
requirements of the Budget Guidelines except where the short
timeline
did not permit us to translate
the information into the new format and still meet the budget submission deadline.
XIII. Conclusion
This has been a turbulent time on the Seattle campus and the financial and human repercussions of our
flattened enrollment projections, the leadership transition and its financial implications, the inability
to move forward on our compensation plans, the necessity of reducing and putting a lid on existing
benefits, and the apparent never-ending ongoing search for a permanent home for the campus are yet to
be fully known. In addition there is a sense on the Seattle campus of the fragility of the University.
Our capacity to be generative lies in our ability to continue to advance the well-being of the Seattle
campus in several arenas. We need to work on efficacious program development in the absence of being
able to fund such efforts and will look for the work of the University Innovation Team to dovetail with
and support local efforts. We see the need to increase the visibility of the Seattle campus in Seattle
and in the Northwest as paramount to our viability and we see the acquisition of a permanent home as
the centerpiece to this and our more orchestrated and more high profile marketing actions and plans as
an additional necessary part. We will look forward to what our new Provost will do to carry the
Antioch Seattle message to many audiences–prospective students, alumni, friends, donors, and better
connecting us to the local higher education and Northwest community.
At
‘this time we are exercising our local convening authority around the celebration of our 20th
Anniversary as steps in support of increasing campus visibility. With respect to our anniversary, we
successfully secured Dr. Ron Takaki, author of A Different Mirror: A History of Multicultural American
lo
make a public presentation on Friday, May 10 to kick off a series of anniversary events over that
weekend. We invited the Seattle and Antioch community to this free event which we used as a fund-
raiser for scholarships. Other events executed for that weekend included a street fair from
11:30-
I
4:30 with food, arts and crafts, and wellness vendors along with performers held in the parking lot
directly across from campus. In our building, we hosted an open house depicting
Antiocp
University
Seattle Past, Present, and Future, to which we invited ourselves, friends and all alumni and we will

conclude the celebration with a dance. A tension definitely exists between concern about our well-
being and a desire to celebrate the fact that we have been part of the higher education landscape for
adults in Seattle and the Northwest for 20 years. We need to navigate our way through this tension and
hopefully on the other side will be a greater sense of permanence, academic and financial efficacy, and
clear commitment to the well-being of our faculty, staff, and students, all ‘in the context of an ever
increasing healthy University. We appreciate your understanding of the human and financial picture at
the Seattle campus and support all that you are doing to aid the fiscal health of the University.
Gail Martin, Interim Provost

Antloch Seattle
1994-95 ACTUALS, 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY FUNCTION
Revenues
Tuition and Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total
E&G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operatlng Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E&G
Expenses
Auxiliary Enterprises
Total Operatlng Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basts
Capital Expenditures
Borrowing Proceeds
Principal Payments
Add back Deprdation
Total Cash Items
Net Cash
Bas18
Budget
(1 (2) (3) (4)
1994-95 1995-96 1995-96 Variance (2-3)
Actuals Eat. Actuals Budget 1995-96 Budget
Fund 1 Fund 1 Fund 1 to 1995-96 Est.
(5)
1996-97
Budget
Fund 1 —..-
6,149,297
-68,000
5,000
0
0
0
4,500
6,090,797
394,031
0
6,484,828
2,907,519
0
0
188,130
5 1 1,747
1,959,968
677,857
0
6,245,221 1
203,477
6,448,698
36,130
36,130
0
0
0
36,130
1996-97 Budget to 1996-97 Budget
I , ,
(7) (8)
1996-97
Budget
Fund 1 Change (5-3) Fund 1 Change (5-2)
1995-96 Budget 1995-96 Est
Fund 2
4.000
0
0
231,556
0
59,438
95,709
390,703
0
0
390,703
63,438
0
0
0
0
97,491
0
231,556
392.485
0
392,485
-1,782
7,363,218
-7,500,000
135,000
0
– 1,782
0
to

Antloch Seattle
1994-95 ACTUALS. 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY CATEGORY
Revenues
Operating Expenses
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Revenue
Contigency,
Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other(lnter
Campus Agree. & Univer Con9
Depreciation
Total Operating Expenses
Excess
Revmue
over Expenses
Annual Budget Conversion to Cash Baste
Capital Expenditures
Borrowing Proceeds
Principal Payments
Add back Depredation
Total Cash
Items
Net Cash
Basts
Budget
(1 1994-95 (2) 1995-96
Actuals Est. Actuals
Fund 1
—-
5,987,879
2,873,853
773,358
78,226
25.886
14,108
66,051
426.188
687,442
12.882
162.013
2.166
50,898
50,000
0
813,255
-1 54.000
47,237
0
0
6.452
5,936,015
51.865
43.486
0
0
0
43.486
8,378
Fund 1
—–
5,920,665
2,967,146
796,958
69,500
30.656
22,150
57,800
381,514
675,045
12,000
140,000
7,580
0
-14,000
0
818,558
-189,654
45,9
12
0
0
0
5,821,165
99,500
35,500
0
0
0
35,500
64,000
(3)
(4)
1995-96 Variance (2-3)
Budget 1995-96 Budget
Fund 1 to 1995-96 Est.
(5
1996-97 (6 1996-97
Budget Budget
Fund 1 Fund 2
(7) (8)
=und 1 Change (5-3) Fund 1 Change (5-2)
995-96 Budget 1995-96 Eat
o 1996-97 Budget to 1996-97 Budget
-19,418 -2% -19,418 -2%
0 0% 0 0%
0 ovo 0 0%
0 0
6,166 6.166
0 0
206,934 3% 627,533 11%

Antioch Seattle
1996-97 BUDGET COMPARISON BY FUNCTION
1995-96
Budget ——-
1996-97 Budget
Fund
1 ——-
1996-97 Budget
Fund 2 ——-
Total 1996-97
Budget
Revenues
Tuition and Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction
Research,
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Add back Deprciation
Total Cash Items
Net Cash Basis Budget

Antioch Seattle
1996-97 BUDGET COMPARISON BY CATEGORY
Revenues
Operating Expenses
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Utilities
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Revenue Contigency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Othertlnter
Campus Agree. & Univer Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Add back Depreciation
Total Cash Items
1995-96 1996-97 Budget 1996-97 Budget
Budget Fund 1 Fund 2
——- ——- ——
6,269,034 6,484,828 390,703
Total 1996-97
Budget
——
6,875,531

ANTIOCH SEATTLE
1996-97 Capital Budget
Campus Buildings
Seattle New Building
Total Buildings
Campus Building Improvements
Seattle Leashold Improvements
New Building Improvements
Campus
Seattle
Campus
Campus
Seattle
Total Building Improvements
Equipment
Computer Equipment and Hub
Total Equipment
Furniture & Fixtures
Total Furniture & Fixtures
Library Books
Library Books
Total Library Books
Grand Total Capital Budget
Amount
3,825,000
Amount
1,030
3,538,218
Amount
32,600
Amount

Program
——–
BA Completion
Psychology & WSD
Education/Individualized
Educationneacher Cert
Management
Antioch Seattle
Tuition Rate Changes 1996-97
1995-96 1996-97
Rates Proposed
——– ——–
Per Credit
Half Time
Full Time
Overload Add cred
Non Matriculated
Per Credit
Half Time
Full Time
Overload Add cred
Non Matriculated
Per Credit
Half Time
Full Time
Non Matriculated
Site Based
Full Time
Full Time
New Cohorts after 7/95
Organization Systems Pen Full Time
% Change
——–
5.08%
4.87%
4.13%
4.17%
5.08%
4.55%
3.98%
4.14%
-13.16%
4.55%
24.53%
14.65%
21.61 %
24.53%
0.00%
2.72%
9.09%
N /A
10.00%

ANTIOCH SOUTHERN CALIFORNIA
1996-1 997 Proposed Budget
I. Introduction
The preparation of the 1996-97 budget for Antioch Southern California has involved considerable
numbers of faculty, staff, and administration at each campus through a series of open meetings during
the budget development process. The Campus Councils at each of the campuses have taken the lead in
the development of the budgets using enrollment and fiscal data provided by the Provost and the Dean
of Administrative Services.
Two new elements were a part of the budget development process this year and significantly affected
our deliberations. First, the Regional Council of Southern California composed of individuals from
each of the Campus Councils, played a critical role in shaping the 1996-97 budget. This Council met
prior to either of the campuses beginning their budget development efforts and established the broad
parameters within which the campuses would develop their budgets. Issues related to the regional
distribution formula, salary increases, tuition remission, enrollment projection philosophy, and
tuition increases were discussed and resolved by the Regional Council in a direct and collegial
atmosphere even though some of these issues were difficult and sensitive. The role of the Regional
Council in the budget development process was excellent and reflects the continuing interdependence
that is being nurtured between the two campuses. The greater involvement of the Regional Councils
also is in no small measure the result of the regional fiscal responsibilities that Dean of
Administrative Services Donna Starr has assumed, and the excellent work that she has done in
managing the region’s resources.
Second, the 1996-97 budget was developed as the region experiences a second year of enrollment
decreases. This fact has caused us to re-think our marketing strategies and the way that we are
delivering instruction and services to students. This reality also has created a high level of concern
and anxiety on the campuses, particularly in Los Angeles. This concern has been expressed in both

positive and negative ways, but on balance there exists a spirit of cooperation on the campuses, and
faculty, staff, and administration have shown great creativity and energy in addressing the issues
before us.
What follows in this document is:
(1) a statement of the basic assumptions upon which the budget was constructed;
(2) a narrative description of the salient features of the revenue and expenditure portions of the
budget;
(3) a capital expenditure budget; and
(4) the budget worksheets for the region and for each campus. Taken collectively, this material
provides an overview and explanation of the 1996-97 budget for Antioch University Southern
California.
Basic Assumptions
The 1996-97 budget was developed within the broad framework provided by the University-wide
Vision 2000 Statement established by the Board of Trustees. Specific regional strategic objectives
and action plans within the six University-wide priorities were developed with faculty, staff, and
administration involvement, and the budget that has been established attempts to actualize these
priorities within the very limited fiscal resources available in the region.
The 1996-97 budget was developed for each campus within two markedly different frameworks.
Antioch Los Angeles experienced a second year of significant enrollment decrease. The campus
constructed the 1995-96 budget at a slightly higher enrollment than the previous year, but the
anticipated enrollment of 615 AFTE has not been realized. Actual enrollment for the 1995-96 year at
Antioch Los Angeles is 578.20 AFTE. (See Table 1.) The two major programs at the campus fell short
of their enrollment projections with the MAP Program being 7.01% off the mark (26.30 AFTE) and the

BA Program being 6.05% off the mark (12.70 AFTE). The MAOM Program continued to show strength and
exceeded its enrollment projections by 7.33% (2.20 AFTE). As Table 2 illustrates, annualized FTE
enrollment at Los Angeles is at approximately 1992-93 levels, and the 7-year enrollment change
indicates a still healthy 41.59% increase.
The area of greatest enrollment decrease, of course, is in the MAP Program as clinical psychology
continues increasingly to be a problematic area of study. This situation is conditioned by the larger
social discussion of the place of mental health providers in the managed care arena and should not
come as a surprise to anyone. The Los Angeles campus consciously decided several years ago to
continue to emphasize psychology and not to diversify its curricular array as other Antioch campuses
have done. We are now being forced by the marketplace to re-consider this earlier decision and to
move quickly to add to the programmatic offerings of the campus.
The Los Angeles campus also is experiencing increasing competition from other institutions in
Southern California. As the number of adults desiring educational opportunities continues to grow,
more institutions are targeting this population for services, and this makes the task of marketing to
these audiences increasingly more difficult, particularly on a very small marketing and outreach
budget. Creative and new ways to reach these audiences are being devised and tested to determine the
approaches that are the most successful.
Antioch Santa Barbara also did not meet its enrollment projection, but was only slightly off the mark.
Annualized enrollment was 1.43% (3.36 AFTE) below projection for the 1995-96 year (Table
I),
but
when enrollment for 1995-96 is viewed in historical context, Antioch Santa Barbara experienced its
second highest enrollment ever. Enrollment of 232.61 AFTE is exceeded only by that which was
experienced in 1993-94 (231.99 AFTE). (See Table 3.) The BA Program fell short of its enrollment
projection by 2.86% (3.04 AFTE), and the MAP Program was 4.00% (3.54 AFTE) below its projected
enrollment. The
MAOM
Program, on the other hand. exceeded its projection by 12.50% (3.50 AFTE). As
shown in Table 3, the 7-year enrollment change for Antioch Santa Barbara is an impressive 67.87%.
The competition in the Santa Barbara area is not as keen as in Los Angeles, and it is easier to
penetrate the existing market as was demonstrated this year when a decision was made to admit

students during the Winter 1996 Quarter in the MAP Program–a time when normally students are not
admitted. Some focused advertising and considerable work by the MAP Program faculty and the
admissions staff produced substantial interest in the program and assisted in the program nearly
meeting its enrollment projection for the year. Efforts like this will be developed for the 1996-97
year, and the advertising budget has been increased in the budget that is presented here.
More specifically, the 1996-97 budget for Southern California has been developed with the following
concerns in mind:
1. Preservation of currently filled Core Faculty positions consistent with current levels of
enrollment; establishment of Core Faculty positions in new programs; and
augmentation of Core Faculty positions in programs demonstrating enrollment growth.
2. Preservation of currently filled staff positions consistent with organizational and service
needs.
3. Allocation of resources for development and implementation of new programs and certificates
that show the prospects of enhancing campus enrollment.
4. Allocation of resources for the expansion and refinement of computer and information
technology with particular emphasis on student service, connectivity, and electronic library
capabilities. ,
4. Allocation of resources to recruitment/admission functions so that sufficient and consistent
levels of inquiries and new students are available.
11
5. Continued support for faculty and staff development activities.

These concerns have informed how allocations were determined in the 1996-97 budget and how future
allocations will be made if additional revenue is produced by FTE levels beyond those projected, and
how reductions in the budget will be made if enrollment projections are not achieved. Priority lists
for future actions will be developed and used in accordance with University guidelines, as the
1996-
97 year unfolds.
Budget Narrative
The budget narrative which follows addresses central issues of the revenue and expenditure portions
of the 1996-97 budget.
1. Revenue
Revenue for 1996-97 based upon enrollment is estimated very conservatively in Southern California.
Given the factors outlined above, the annualized FTE enrollment for the Los Angeles campus is
projected at 575–slightly less than the actual enrollment for
1995-96.
This is a conservative
posture, but it is believed to be a prudent approach given all of the uncertainty in the economic and
social climate of Los Angeles and given the low headcount enrollment with which the campus enters
the new fiscal year.
In addition, a contingency budget based upon 550 AFTE is being developed so that budget reductions
can be made quickly, if the projected 575 AFTE enrollment does not materialize. To accomplish this
level of reduction, it is believed that some combination of functional re-organization, reduction in
force, or across-the-board salary reductions will be required. Some creative work will be done on
this issue in the next several months.
Based on the factors described above, the projected enrollment for Antioch Santa Barbara is 239 AFTE
for the 1996-97 year. This is a 3.18 % (7.36 AFTE) increase over the actual enrollment for 1995-96,
but it is believed this is achievable given market conditions, increased advertising and outreach

efforts, and some new programmatic thrusts in the individualized psychology area and in inter-
program concentrations. In addition, conservative expenditure patterns will be used during the first
part of the fiscal year so that savings will occur and can be used if the projected enrollment is not
realized.
The 1996-97 budget also includes minimal tuition increases in all programs at each campus. After
review of tuition rates of area institutions and historic increase patterns, quarterly tuition rates for
full-time students have been increased by $50 as shown in Table 5. The Los Angeles tuition rate
($3,200 per quarter for all programs) maintains the graduate tuition at or close to the average of
competing institutions and continues the undergraduate tuition at the low end of the competitive
scale. The Santa Barbara tuition rates ($2,900 for the BA Program and $3,050 for the MAP and MAOM
Programs) maintain rates at or close to the average of competing institutions and maintains a common
differential tuition rate for all graduate programs that was begun during 1993-94. Tuition increases
for the region, therefore, are less than 2% as shown in Table 5, are well below the Consumer Price
Index for 1995, and are the smallest increases in the last 10 years. I
In addition, reasonable estimates of gift income have been included in the 1996-97 budget for each
campus, and specific plans will be developed to achieve the budgeted amounts ($15,000 in Los Angeles
and $10,000 in Santa Barbara). Fees are projected at levels consistent with actual performance
during 1995-96 and do not introduce major changes from the rates used during 1995-96. The
lablcourse
fees (Line Item 3250) reflected in the Los Angeles budget are funds collected from
students for class readers. The medical fees (Line Item 3350) reflected in the Los Angeles budget are
fees generated by the Antioch Counseling Center which now is an official cost center totally under the
jurisdiction of the University. Expenses for these two purposes are indicated in the expenditure
portion of the budget.
The total projected revenue generated by the Southern California region in
1996-97
is $7,881,735
($5,711,827 in Los Angeles and $2,169,908 in Santa Barbara).

2. Expenditures
Specific comments regarding major expenditure items in the 1996-97 budget include the following:
a. Employee Salaries
Because of enrollment uncertainties, no salary increases are included in the 1996-97 budget.
If circumstances change during the year, attention will be given to this important area. This is
particularly important because no salary increases were given during 1995-96 as well,
although all regular employees received a modest one-time “dividend distribution,” some
employees received one-time longevity increases, and some staff and administrative associate
positions were re-classified. Because of fairness issues, one-time longevity increases are
included in 1996-97 for qualified employees.
It should also be noted that the 1996-97 budget does not again include salary increases for
Adjunct Faculty. This is the second year in a row that this has occurred and may affect our
ability to recruit and retain qualified Adjunct Faculty.
b. Position Changes
The 1996-97 budget includes the following changes in faculty positions. In Los Angeles, two
vacant BA Program Core Faculty positions are unfunded, and one junior Core Faculty position is
funded with a net savings of approximately $55,000. One BA Program Core Faculty position
also is reduced to 0.50 FTE so that this person can assume new duties in the MFA Program that
is scheduled to begin next year. One 0.75 FTE Core Faculty position in the MAP Program is
unfunded, and one Associate Faculty position is unfunded for a savings of approximately
$57,000. Also in Los Angeles, a Program Chair position in the MAOM Program is funded
beginning October 1, 1996. These changes in faculty positions are a reduction in Core Faculty
of approximately 2.50 FTE.

In Santa Barbara, two current Core Faculty positions are increased in percent of effort (from
0.50% and 0.63% to 0.63% and
0.75%,
respectively), and two senior Core Faculty positions that
will be vacant as of July 1, 1996, will be filled with two new junior Core Faculty members and
a 0.50 FTE Core Faculty member who is permanently being transferred to the Santa Barbara
campus from the Los Angeles campus for this portion of his responsibilities. In addition, this
person will be assigned 0.50 FTE split equally between the two campuses
td
develop continuing
education programs in the area of psychology. These faculty changes add approximately 0.50
FTE to the Santa Barbara Core Faculty and strengthen our ability to provide instruction and
advising to students.
The 1996-97 budget also includes the following changes in staff positions. In Los Angeles,
several vacant positions have not been funded for 1996-97 and will be filled on a limited basis
by temporary staff. These positions include: Academic Services Assistant, Clinical Training
Assistant,
Facilities/Security
Assistant, and Student Accounts Assistant. To provide
necessary services to students, the existing Clinical Training Office Coordinator position that
has been filled on a temporary basis will be funded as a regular position for 1996-97. A
regular Assistant Director of the Math and Writing Clinic position also will be funded, and
additional temporary funds will be provided for this important clinic. A vacant librarian
position also is not funded in this budget. A savings of approximately $75,000 is achieved by
these changes in staff positions.
In Santa Barbara, two part-time staff positions in the Instructional Resources and computer
areas are combined into one full-time position to support both the administrative and academic
computing needs of the campus. In addition, the part-time Alumni Coordinator position has
been increased so that the successful efforts of the last year can be continued. Finally, $3,000
is included in the Santa Barbara budget to begin the recruitment process for an Associate Dean
of Academic Affairs; it is hoped that this position can be filled at mid-year if enrollment
projections are surpassed by the campus.

The only personnel change in the regional budget is the increase of the Human Resources
Assistant position to 1.00 FTE from 0.80 FTE to insure that the conversion to the Datatel
software is accomplished successfully and payroll functions are accomplished in a timely
fashion.
c. Employee Fringe Benefits
All fringe benefits calculations were done using the data provided by the University
Administration.
Tuition remission benefits have been limited to payment of one-half time enrollment at either
the undergraduate or graduate level, and because this is less than our stated policy, a 1-year
policy waiver is requested from the Board of Trustees.
d. Program Development
Funds are included at each campus for program development so that the MFA Program in
Creative Writing in Los Angeles can begin marketing and recruitment efforts and continuing
education efforts at each campus can continue. The Los Angeles campus has included $39,600
for these purposes, and the Santa Barbara campus has included $9,000. Additional funds for
MFA Program start-up costs will be solicited from private individuals and organizations.
e. General Expenses
These expenditure lines have either been decreased where possible or have been adjusted to the
1995-96 actual levels to support known programming efforts during
1996-97.
Specifically,
funds have been included for California licensure fees, workstudy FICA contributions, and
telecommunication expenses.

f. Faculty and Staff Development
Staff development resources are continued at the 1995-96 levels, and all faculty development
funds have been removed from the budget. The latter will be funded from a restricted gift that
will fund this important activity at the 1995-96 levels for both campuses.
g. Printing and Advertising
Additional funds for advertising have been included in both campus
budgets–$20,000
at each
campus. Printing expenditures have been maintained at 1995-96 levels to accommodate the
printing of promotion materials.
h. Rent Expenditures
The 1996-97 budget includes $940,024 for rental of space for campus
operations–$652,900
in
Los Angeles and $207,124 in Santa Barbara. The Los Angeles figure is less than the actual
anticipated rent because $80,000 from a tax rebate by the County of Los Angeles will be used
to supplement what is included in the 1996-97 budget. These total rent expenditures represent
12.58% of Los Angeles’ total budget and 9.55% of Santa Barbara’s total budget. These
percentages have decreased slightly over time, but still remain relatively high in Los Angeles.
i. University Support
The region’s contribution to University overhead is budgeted at $1,062,745 ($766,926 for Los
Angeles and $295,819 for Santa Barbara). Rebate to the region against this overhead is
currently budgeted at $250,000. In addition, $62,578 is included for the College Fund.
Contributions to University support for 1996-97, therefore, are $875,323 which represents an
effective rate of 11.1 1 %.

j . Regional Expenses
Regional expenses have been distributed between the two campuses based upon a Regional
Council of Southern California 3-year average FTE policy, and for 1996-97, these expenses
have been distributed 72.4% to Los Angeles and 27.6% to Santa Barbara. The regional budget
includes all funds for travel to Technical Resource Group meetings
($9,500),
all regional
employee travel expenses
($24,800),
RegSys
maintenance
($16,000),
and the regional
newsletter ($1 0,800).
k. Contingency and Reserve Fund
The required 2% Campus Contingency is included in the budget with $114,237 provided in Los
Angeles and $43,398 provided in Santa Barbara. This total of $157,635 is less than what was
included in the 1995-96 budget and is a source of concern as an uncertain enrollment picture is
anticipated. A Program Contingency also is established at $15,000. In addition, a 1% liquidity
reserve fund is established in campus budgets ($57,118 in Los Angeles and $21,699 in Santa
Barbara) to be used to strengthen the liquidity ratios of the University and Southern California
campuses.
Capital Budget
Federal Accounting Standards Board rules now require that capital expenditures be included in a
budget separate from the institutional operating budget. For 1996-97, there are an array of capital
equipment needs that fall into several categories. The first are materials necessary to maintain
and/or
upgrade our existing network and particularly
Firstclass
with the MFA Program in Los Angeles
admitting its first cohort of students by June 1997 and relying heavily on on-line instruction. Second,
Datatel software implementation in human resources, admissions, and financial aid next year will
require the necessary equipment. Third, additional computers are needed for faculty use–either for
people who do not already have machines or for upgrading faculty computers to enable full access to
bulletin boards and databases. Fourth, we are developing electronic classrooms that can be used for
Ell

instructional purposes as well as open labs when not in classroom use. These facilities will greatly
improve our ability to teach in more creative and state-of-the-art ways. Finally, some routine
storage files are necessary for records safety in the Registrar and Fiscal Offices in Los Angeles.
The capital budget for Southern California for 1996-97 is outlined below:
System Upgrades
Los Angeles
Quadra for
Firstclass
gateway
Hard drives and modems
Santa Barbara
PowerMac
7100 for Web server
Administrative Applications
Regional
PowerMac
for HR
Laser printer for HR
Los Angeles
Quadras for admissions and financial aid 5,000
Santa Barbara
Quadras for admissions and financial aid 5,000

Faculty Computers
Los Angeles
Quadras (5)
Santa Barbara
Quadras (3)
Sub-Total
Electronic Classrooms
Los Angeles
PowerMacs
with software (7)
Color laser printer
Projection panel and cart
Overhead projector
Laser disk player
Lab-mate desks and chairs (10)
Santa Barbara
PCs
4861100 (2)
PC upgrades
Projection panel and cart
Multi-platform scanner
Facilities modification
Sub-Total

Other Equipment
Los Angeles
Fire proof safes (Fiscal and Registrar) 3,200
Sub-Total 3,200
Total
Dale Johnston, Provost

Table 1.
1 Antioch University Southern California 1995-96 Projected and Actual FTE Enrollment 1
-0s Anaeles
BA Program
MAP Program
MAOM
Program
Total
pants Barbara
BA Program
MAP Program
MAOM
Program
Total
Summer Summer
Projected
Actual
Fall Fall
Proiected Actual
Winter Winter
Proiected Actual
Spring Spring
Prolected Actual
Annuallzed Annualized
Prolected Actual

Table 2.
[LOS Angeles Enrollment Pattern (1988 to 1996) 1
Year
1988-89
1989-90
1 -year Change
1990-91
1 -year Change
1991 -92
1 -year Change
1992-93
1 -year Change
1993-94
1 -year Change
1994-95
1 -year Change
1995-96
1 -year Change
r-year Change
11 5/96
Summer Fall
336.89
303.16
-1 0.01 %
354.50
16.93%
438.65
23.74%
427.40
-2.56%
525.65
22.99%
490.00
-6.78%
470.20
-4.04%
39.57%
Winter
342.42
31 8.40
-7.01 %
384.03
20.61 %
437.10
13.82%
474.60
8.58%
539.70
13.72%
492.20
-8.80%
467.25
-5.07%
36.46%
Spring
303.77
309.72
1.96%
382.41
23.47%
41 1.95
7.72%
473.1 0
14.84%’
491 .OO
3.78%
458.00
-6.72%
430.00
-6.1 1 %
41.55%
Annualized

Table 3.
1 Santa Barbara Enrollment Pattern (1988 to 1996) 1
Year
1989-90
1 -year Increase
1990-91
1 -year Increase
1991 -92
1 -year Increase
1992-93
1 -year Increase
1993-94
1 -year Increase
1994-95
1 -year Increase
1995-96
1 -year Increase
‘-year
Increase
Summer Fall Winter Spring
11 1.48
121.85
9.30%
142.30
16.78%
156.05
9.66%
167.55
7.37%
1
172.00
2.66%
173.1 1
0.65%
169.1 1
-2.31 %
51.70%
Annualized
137.99
163.26
18.31 %
197.54
21
.OO%
21 3.62
8.1 4%
229.44
7.41 %
231.99
1.11%
228.31
-1.59%
231.64
1.46%
67.87%

Table 4.
l~ntioch University Southern California 1996-97 Projected FTE Enrollment 1
Sampus/Prograrr
Los Anaeles
BA Program
MAP Program
MA OM Program
Total
5anta Barbara
BA Program
MAP Program
MAOM
Program
Total
Summer Fall Winter Spring
165.00
297.00
27.00
489.00
67.00
91 .OO
22.00
180.00
669.00
Annualized

Table 5.
1 ~uarterl~ Full-Time Tuition Rates 1
Los Anaeles
All Programs
Santa Barbara
BA Program
Map Program
MAOM
Program
% Increase

Antloch Southern California
1994-95 ACTUALS, 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY FUNCTION
(1 1 (2)
1994-95
1995-96
Actuals Est. Actuals
Fund 1 Fund 1 —– *—-
(3) (4)
1995-96 Variance (2-3)
Budget 1995-96 Budget
Fund 1 to 1995-96 Est.
(5)
1996-97
Budget
Fund 1 ——
8,051,287
-213,227
25,000
500
0
0
18,175
7,881,735
0
0
7,881,735
2,852,429
0
96,950
602,963
1,121,398
2,213,365
979,630
0
7,866,735
0
7,866,735
15,000
67,200
0
0
-52,200
0
15,000
0
(6 1
1996-97
Budget
Fund 2 ——
0
0
0
25 1,620
0
0
0
25 1,620
0
39,000
290,620
22,000
0
0
0
0
0
0
268,626
290,62C
0
290,62C
0
0
0
0
0
0
0
0
(7) (8 1
:und 1 Change (5-3) Fund 1 Change (5-2)
995-96 Budget 1995-96 Eat
o 1996-97 Budget to 1996-97 Budget
Revenues
Tuition and Fees
Less Tuition Discounts
Gifts
Grants
Endowment
Income
Contracts
Other
Income
Total E&G Revenue
Auxiliary Enterprises
Released
From
Restrictions
Total Revenues
Operating Expenses
Instruction
Research
Public
Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E&G
Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess
Revenue over Expenses
Annual
~udget Conversion to Cash Basls
Capital Expenditures
Eorrowing
Proceeds
Pdncipal
Payments
Prku
Year Resmes
Add back Deprciation
Total Cash Items
Net Cash
Basls
Budget

Antioch Southern California
1994-95 ACTUALS, 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY CATEGORY
Revenues
Operating Expenses
Salaries and Wages
Benefits
Training and Development
Student Aid Sewices
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingen~y/ReSe~c3~
Campus
Revenw
Contigency,
Mandatory
Campus Program Contingency,
Discretionary
Liquidity Reserve
Overhead
To
Uw
University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
OUwr(1nter
Campus Agree. & Univer Cmf)
Depreciation
Total Operating Expenses
Excess Revenue over
Expensea
Annual Budget Conversion to Cash Basis
Capital
Expendiiures
Borrowing
Proceeds
Principal Payments
Wi Year Reserves
Add back Depreciation
Total Cash Items
Net Cash
Basis
Budget
(1 1
1994-95
Actuals
Fund 1
—–
7,545,884
3,705,221
928,459
99,831
2 1,773
31,469
82,732
518,459
1,094,538
31,250
0
3,945
70,934
0
0
1,083,927
-204,000
62,209
0
8,495
0
7,539,243
6,641
5,649
0
0
0
0
5,649
993
(2) – (3) (4)
1995-96 1995-96 Variance (2-3)
Est. Actuals Budget 1995-96 ~udiet
Fund 1 Fund 1 to 1995-96 Est.
(5)
1996-97
Budget
Fund 1
——
7,881,735
3,778,610
998,644
119,459
17,800
25,760
132,515
568,473
1,041,280
20,150
0
2,850
157,636
41,308
78,818
1,062,744
-250,000
62,578
0
8,110
0
7,866,735
15,000
67,200
0
0
-52,200
0
15,000
0
(6 1 (7) (8 1
1996-97 IFund 1 Change (5-3) Fund 1 Change (5-2)
Budget 1995-96 Budget 1995-96 Est
Fund 2 It0 1996-97 Budget to 1996-97 Budget

Antioch Southern California
1996-97 BUDGET COMPARISON BY FUNCTION
Revenues
Tuition and Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction
Research
Public Service
Academic
Suppofl
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total E&G Expenses
Auxiliary Enterprises
Total Operating Expenses
ExcessRevenueoverExpenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Deprciation
Total Cash Items
1996-97 Budget 1996-97 Budget
Fund 1 Fund 2 ——- ——-
Total 1996-97
Budget
——-

Revenues
Operating Expenses
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Utilities
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Revenue Contigency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other(1nter
Campus Agree. & Univer Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
1995-96 1996-97 Budget
Budget Fund 1
——- ——-
8,062,165 7,881,735
1996-97 Budget
Fund 2
——-
290,620
Total 1996-97
Budget

Campus
Campus
Campus
Southern CA
Southern CA
Southern CA
Southern CA
Southern CA
Southern CA
Campus
Campus
ANTIOCH
SOUTHERN CALIFORNIA
1996-97 Capital Budget
Buildings
Total Buildings
Building Improvements
Total Building Improvements
Equipment
System Upgrades
Administrative Comuters
Faculty Computers
LA Electronic Classroom
SB Electronic Classroom
Fire Proof Safes
Total Equipment
Furniture & Fixtures
Total Furniture & Fixtures
Library Books
Total Library Books
Grand Total Capital Budget
Amount
Amount
Amount
3,800
13,000
8,000
24,000
15,200
3,200
Amount

Program
——–
Los Angeles – All Programs
Santa Barbara – BA Program
Santa Barbara – MAP Program
Santa Barbara – MAOM Program
Antioch Southern California
Tuition Rate Changes 1996-97
1995-96 1996-97
Rates Proposed
Per Quarter Per Quarter % Change
——– ——.- ——–
3,150 3,200 1.59%

THE MCGREGOR SCHOOL
1996-1 997 Proposed Budget
I. The McGregor School Accomplishments: 1995-96
The 1995-96 academic year is the second of a two-year transitional period. In a context of rapid
growth and change, we are pleased to have accomplished significant goals, including but not
limited to the following:
A. Transitional Phase
Wrao-UD
Completion of reorganization of McGregor School’s organizational structure (to present to
ULC and Board of Trustees in June)
Implementation of task forces of the future search conference, including addressing
issues of budget planning (BUMS system), operational clean-up, communication across
departments, and new program development
Implementation of accounts receivable module of Datatel software
Near completion of implementation of the electronic transmittal of FAFSA forms
(reduces amount of time for processing financial aid applications); also electronic
transfer of financial aid funds
Completion and implementation of step classification system, adjusting wages based on
review of all staff positions
First time use of budget component of Datatel software in budget development

Recruitment of new McGregor School Provost (target date for hire 7/1/96)
I
Recruitment of Conference Center Coordinator
B. New Initiatives: Fels
Buildina
and Conference Center
Began “Art in the Halls” project exhibiting local artist’s works. Primary goal for
community connections and more aesthetic work environment
Completed renovation of south wing of first floor and east and center wings of second
floor
Pels
Building l
4
Obtained lease agreement with College for lodging facilities (the “new units”) for the
McGregor Conference Center
Designed and completed renovation of laboratory wing of Fels Building for conversion to
Conference Center (target date: 6/24/96)
C. Academic Proaram Initiatives:
!
Developed proposal (in approval process) for Internet access for all McGregor students
Design of, and now seeking approval for, faculty rank system and professional leave
program, and greater campus-wide definition and use of core, associate, and adjunct
faculties
Implementation of first cohort of IMA-Environment and Community program
Completion of first cohort of Teacher Certification program

Significant changes in leadership, design and implementation of IMA-Classic and IMA-
Intercultural Relations programs
Design of two joint College/McGregor distance-learning programs: a B.A. for adults and
an interdisciplinary M.F.A.
Maintain quality and continued growth of existing programs
II. Goals and Objectives for AY 1996-97 Reflected in the Proposed Budget
We look forward to the vision and strategic plans for the next academic year to be significantly
influenced by an incoming Provost. Nevertheless we have initiated a number of priorities
including, but not limited to, the following:
A. Salary Increases
,
We have budgeted for a three percent salary increase including the increased costs for TIAA,
FICA and life insurance. We believe this is critical for employee morale and for continuing the
operation of the School. We are in a rapid growth mode and experience the stresses associated
with such growth. It is imperative to recognize the contributions employees have made and
continue to make towards the success of the School.
B. New Faculty Positions
We have included a proposed hiring of 3.25 FTE additional core faculty (divided across most
programs). During our community budget discussions we determined that a high priority for the
School was the quality of education and the need for a critical mass of core faculty in each
program.

C. New Proaram Development
We expect to initiate two new programs that will be jointly offered between the College and the
McGregor
school.
The M.F.A. will involve a re-assignment of a tenured faculty member (Ann
Filymer) to serve as Director and be administered at McGregor as it is a graduate-level program.
The B.A. will involve a new hire to serve as Director. The details of each of these programs are
currently being addressed.
The Weekend College is planning a 10-year Jubilee Celebration over the labor-day holiday to
initiate a major alumni development plan and increase exposure to the McGregor School in the
greater Miami Valley. During AY 1995-96 they created a videotape to tell the Weekend College
story. This will be used during the Jubilee activities
D. Other Chanaes
Revenues and expenditures have increased due to the expansion of existing programs. The most
significant change is the first full-year operation of our new IMA-Environment and Community
program.
We have allocated a small McGregor School contingency of $44,132 for three purposes: 1) support
for initiatives from the new Provost; 2) increased expenses as a result of union negotiations;
and 3) changes in new directions of the Intercultural Relations program. This is a nominal
reserve for what we expect to be somewhat substantial changes.
Ill. Enrollment Projections 1996-97
Our enrollment projections reflect modest increases in our non-cohort based programs (Weekend
College and IMA-Classic). For the Weekend College, we are projecting an increase of 3.25 FTE
which will give us 13 more quarter’s tuition. We believe this is achievable given our recruitment
efforts and greater interaction with local community colleges. In the
IMA-Classic,
we are

projecting a headcount increase of 13.5 which will give us 54 more quarter’s tuition. This is
based on increased recruitment efforts in Europe and our steadily increasing student numbers.
Significant resources of the School were devoted to improving leadership and recruitment in the
IMA-Intercultural
Relations program. Preliminary indications are that this is working. We are
therefore projecting a headcount increase of 23.25 which will give us 93 more quarter’s worth of
tuition.
We also began the IMA-Environment and Community program in April, 1996. For AY 1996-97, we
will have four quarters of student tuition (instead of AY 1995-96’s one quarter).
Teacher Certification is projecting a slight increase of 1.5 headcount which will give us 6 more
quarter’s worth of tuition. However, there will be a decrease in total revenues because the AY
1995-96 had an extra cohort class (the original class began in January instead of September and
therefore did not end in the same fiscal year).
We believe these enrollment goals are achievable but also will require us to maintain our diligent
commitment to recruitment efforts.
IV. Other Revenue Changes
We are proposing a major fee change in AY 1996-97. Currently our IMA programs have $400 non
refundable enrollment fees. This is in addition to application and orientation fees. We have
found the size of the enrollment fee to be a detriment to recruitment. Therefore, the IMA
programs will reduce enrollment fees to $100 beginning July 1, 1996, which will be a~~lied to
tuition durina the first auarter in which the student is charged tuition. We are not proposing any
other fee changes.

The only other changes are in tuition rates:
Currently the Weekend College tuition is $1 90 per credit hour or $2,280 per quarter for a
full time student. We are proposing to increase this to $196 per credit hour or $2,352 per
quarter for a full time student. This is a 3.16% tuition increase.
Graduate Management’s tuition is $270 per credit hour or an average of $2,970 per
quarter. We are proposing to increase this to $276 per credit hour or $3,036 per quarter
for a 2.22% tuition increase.
IMA-Classic tuition is $1,344 per quarter, and we are proposing to increase it to $1,396
per quarter for a 3.87% increase.
IMA-lntercultural Relations tuition is $1,885 per quarter, and we are proposing to
increase it to $1,911 per quarter for a 3.02% increase. (This is a program we operate
jointly with the Intercultural Communication Institute
(ICI).
We collect the full tuition,
and we keep 58% of the total and 42% is paid to ICI).
IMA-Conflict Resolution tuition is $1,998 per quarter, and we are proposing to increase it
to $2,040 per quarter for a 2.10% increase.
IMA-Environment and Community tuition is $1,875 per quarter, and we are proposing to
increase it to $1,983 per quarter for a 5.76% increase.
Teacher Certification tuition is $2,600 per quarter, and we are proposing to increase it
to $2,678 per quarter for a 3% increase.

Tuition increases were based on several factors including market competition, costs of the
program, reduction of enrollment fees, need for additional revenues, and the best wisdom of the
Program Directors. We believe that the tuition proposed is reasonable and not so significant as
‘ to have an overriding negative impact on student recruitment.
V. Plan for Campus Revenue Contingencies, If Released
It almost goes without saying that if our campus revenue contingency is released, we could spend
it more than three times. Specifically, high priority would be placed on the following:
A. Conference Center
we are budgeting $50,000 as a minimum amount for completion of the renovation of
our Conference Center.
due to financial constraints, we’ve budgeted less than minimum for furniture, audio
visual equipment, computers, etc. Released revenue contingency funds could be used to
purchase additional needed furniture and equipment.
B. Re~lacement of old and outdated comouters
we must replace Classic and Classic II Mac computers and released revenue contingency
funds could be used to purchase new computers. We would then use the Classics in our
dorm rooms.
C. Renovation of
Pels
Building
although it has never been explicit what the McGregor subsidy to the College actually
pays for
(e.g.
“rent” and facility use), we continue to grow and are chronically without
r
f

space in the Fels building. Additional needs in repairing and renovating the Fels building
are a high priority and these are expensive projects. It is clear to us that these
reno
vations
are in addition to the subsidy.
D. Fundina for New Proaram
Develo~ment
no money has been set aside for program development. Yet most of our programs are
cohort based and therefore limited in growth. Without continued development we will be
unable to offset increased expenses. We need to establish a program development fund.
similarly, joint programming with the College is impaired because of lack of resources to
pay start-up costs.
VI. Acquisitions over $10,000
The only acquisition in our budget that totals more than $10,000 is the $50,000 allocated for the
completion of the renovation of the research wing of the Fels building for the
McGregor
Conference Center.
Sandra Cheldelin, Interim Provost

The McGregor School of Antloch
1994-95 ACTUALS, 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY FUNCTION
Revenues
Tuition and Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total
E6G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total
Revenues
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E&G
Expanses
Auxiliary Enterprises
Total Operatlng Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basls
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prim Year Reserves
Add back Deprciation
Total Cash Items
Net Cash
Basls
Budget
(1) (2)
1994-95
1995-96
Actuals Est. Actuals
Fund 1 Fund 1 —— ——
(3) (4)
1995-96 Varlance (2-3)
Budget 1995-96 Budget
Fund 1 to 1995-96 Est.
(5)
1996-97
Budget
Fund 1 ——
5,245,810
-92,063
0
5,000
0
34,000
920
5,193,667
133,500
0
5,327,167
2,586,513
0
0
0
659,774
1,821,521
120,985
0
5,188,793
138,374
5,327,167
0
58,000
0
0
-58,000
0
0
0
(7) (8)
Fund 1 Change (5-2)
1995-96 Est
to 1996-97 Budget

The McGregor School of Antloch
1994-95 ACTUALS, 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY CATEGORY
(1
1994-95
(2)
1995-96
Actuala Est. Actuals
(3) (4)
1995-96 Variance (2-3)
Budget 1995-96 Budget
Fund 1 to 1995-96 Est.
(5
1996-97
Budget
Fund 1
——
5,327,167
2,291,738
737,484
128,114
0
38.250
52,650
698.504
98,817
14,357
0
49,068
94,835
44,132
47,418
651.994
-131,165
29.880
0
481.091
0
5,327,167
0
58,000
0
0
-58,000
0
0
0
(6)
1996-97
Budget
Fund 2
——
218,082
92,700
28,262
4,075
0
3,500
1.350
87,025
0
700
0
470
0
0
0
0
0
0
0
0
0
218,082
0
0
0
0
0
0
0
0
(7) (8)
‘und 1 Change (5-3) Fund 1 Change (5-2)
995-96 Budget 1995-96 Est
o 1996-97 Budget to 1996-97 Budget Fund 1
—–
4,046,804
1,791,421
512,454
105.094
0
108.441
56.648
332,760
328,528
12,846
0
2 1,928
75,583
193,000
0
427,640
-1 00,000
29,887
0
0
8.162
3,904,393
142,410
116.156
0
0
0
0
116.156
26,254
Fund 1
——
4,732,115
2,033,129
650.417
139,883
0
72,402
48,603
601,750
31,743
12,994
0
18.247
123,516
– 120,000
0
566,114
-131,165
29,880
0
440,561
0
4,518,074
214,041
94,041
0
0
0
0
94,041
Revenues
Operating Expenses
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Revenue Contigency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other(lnter
Campus Agree. & Univer Con9
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget
Conversion
to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total
cash
Items
Net Cash Baste Budget

The McGregor School of Antioch
1996-97 BUDGET COMPARISON BY FUNCTION
Revenues
Tuition and Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total
E&G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E&G
Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Proir Year Reserves
Add back Deprciation
Total Cash Items
Net Cash Basis Budget
1995-96 1996-97 Budget 1996-97 Budget Total 1996-97
Budget Fund
1
Fund 2 Budget ——- ——- ——- ——-

The McGregor School of Antioch
1996-97 BUDGET COMPARISON BY CATEGORY
Revenues
Operating Expenses
Salaries and Wages
Benefits
Training and Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Utilities
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Revenue Contigency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other(lnter
Campus Agree. & Univer Conf)
Depreciation
Total Operating Expenses
I
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Items
1995-96 1996-97 Budget 1996-97 Budget Total 1996-97
Budget Fund 1 Fund 2 Budget
——- ——- —— ——
4,763,561 5,327,167 21 8,082 5,545,249
Net Cash Basis Budget

Campus
Campus
Mcgregor
Campus
McGregor
Campus
Campus
The
McGregor
School of Antioch
1996-97 Capital Budget
Buildings
Total Buildings
Building Improvements
Conference Center
Total Building Improvements
Equipment
Computer Equipment
Total Equipment
Furniture & Fixtures
Total Furniture & Fixtures
Library Books
Total Library Books
Grand Total Capital Budget
Amount
Amount
50,000
Amount
8,000
Amount

Program
-*—-
Weekend College
Graduate Management
IMA Classic
IMA Intercultural Relations
IMA Conflict Resolution
IMA Enviroment & Community
Teacher Certification
The
McGregor
School of
Antloch
Tuition Rate Changes 1996-97
1995-96
Rates
Per Quarter
-**—
2,280
2,970
1,344
1,885
1,998
1,875
2,600
1996-97
Proposed
Per Quarter
-.**–
2,352
3,036
1,396
1,911
2,040
1,983
2,678
1
% Change

UNIVERSITY ADMINISTRATION
1996-97 Proposed Budget
I. 1995-96 Accomplishments and Unresolved Issues
The University’s Administration continued to improve the way in which the business of the
University is handled. During the year, the University implemented several of the Datatel
modules necessary for better financial management. These include the General Ledger, Accounts
Payable, Budget Management, Accounts Receivable and Cash Receipts. Before the end of the fiscal
year, the Fixed Assets module will be installed and the Pooled Investment module will be close
to implementation. The Personnel module is also advancing and will move
into
“test mode”
before July 1.
Implementation of these Financial Modules required considerable time and effort by both Central
and Campus staff. Training sessions were held for each of the modules, planning and design
‘ meeting were held to match the capabilities of each module to the needs of the Campuses and the
entire University, “test mode” sessions allowed staff to become familiar with the new
procedures, and “live” operations were monitored to insure the success of the planning effort.
As a way to reduce training costs, an orientation session was conducted using a conference
telephone and simultaneous computer sessions at the Campuses. The conference phone was used
by the instructor to “walk” the trainees through the steps of the application. This “hands-on”
approach proved to be successful as well as economical.
Growing dependence on the Datatel System has increased the need for reliable data
communication between the Campuses and the University’s network server. The installation of a
T-1 data circuit eliminated the data bottleneck problems between the network server and the
InterNet,
but communication problems persist for some of the Campuses. Efforts by the
Campuses to evaluate alternative vendors for
InterNet
access are being encouraged, along with

upgrades in the capacity of the data circuits serving these Campuses. Until the Campus
communication links are upgraded, the full functionality of the Datatel System will not be
realized.
The adoption of FASB 116 and 117, the new standards for accounting and reporting financial
information, was smoothly accomplished. New information display formats were designed and
implemented and the accounting structures of the University were realigned to match the
requirements of the new standards.
A separate Domain Name Server (Unibase) was established for the Central Administration as a
way to minimize conflict with College operations and insure uninterrupted E-Mail service
between the Campuses and the Central Administration.
The budget preparation Guidelines were revised to promote greater consistency in the
preparation and presentation of financial planning information. The Guidelines established the
concept of a Liquidity Reserve that, over time, will allow the University to achieve a bond rating
and thereby lower the cost of borrowing.
A review of available E-Mail products was begun in an effort to find a replacement for
QuickMail
and Pine. Several criteria were established for the replacement, including the ability to:
Support Macintosh, DOS, and Windows operating systems;
Provide access via dial-in, local area network, and the
InterNet
(Telnet);
Handle conferencing needs of the academic community;
and
Transport attached files (e.g., Word and Excel).
In addition, the product must be reasonably priced. At the moment, no product has been located
that fully meets all of the criteria, and the process is continuing.

Rent income is a significant contributor to the budget of the University Administration. Near the
beginning of 1996-97, one of the major tenants of the Kettering Building, Yellow Springs
Instruments, Inc., will complete an addition to its main facility in Yellow Springs and move its
operations. This will result in a loss in rent income of $43,000. We hope to recover this loss by
re-renting the space to other tenants, improving collections from other Kettering Building
tenants, and by increasing rent revenue from other property.
II. Major Changes
The proposed 1996-97 budget for Central Administration contains few changes. The most
significant change is the creation of a Development Unit that can assist the Campuses and the
Chancellor with fund-raising activities. This service unit will consist of two positions
transferred from the College. The support for one of the two positions will be provided by
internal reallocation within the Chancellor’s Office while the other position will be funded from
retained overhead. The unit will devote a portion of its time to the needs of the Trustees, a
portion to the Campuses, and a portion to the Chancellor.
No other positions will be added to the present staff, but an existing employee will be reassigned
as a way to broaden her experience and knowledge while increasing the efficiency of the Central
Administration.
The University budget will continue the 1995-96 Overhead Rate of 13.75% in 1996-97, and the
‘ Rebates for four of the five Campuses will be at the same dollar value as in 1995-96. New
England’s rebate will be increased by $50,000 in recognition of the increased level of revenue
that is being generated there. The College received a 1995-96 mid-year supplement of $100,000
– and this amount is being maintained in the 1996-97 budget as part of the transition to a revised
method of calculating overhead.
The University is moving toward a standard basis for calculating overhead this year. The new
methodology applies the Overhead Rate to all tuition and fee income and will insure a more
equitable sharing of the costs of operating the University. In addition, the use of a consistent

à 1
methodology will more clearly identify the inter-campus subsidies that are necessary to
maintain operations. Because of the change in the base used to calculate the overhead, the 1995-
96 rate will yield more income to the Central Administration, but because the dollar value of the
Rebates has been increased above the 1995-96 dollar level, the net increase is about $75,000.
This year the University budget does not contain a “hold-back” amount for later distribution as
was the case with the 1995-96 budget.

Universltv Administration ‘
1994-95 ACTUALS, 1995-96 ESTIMATES and 1996-97 BUDGE- COMPARISON BY FUNCTION
Revenues
Tuition and Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total
E&Q
Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction t
Research ‘5
Public Service
Academic Support
Student Services
Institutional Support
Plant Maintenance
Scholarships
Total
E&G
Expenses
Auxiliary Enterprises
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prim
Year Reserves
Add back Depraation
Total Cash Items
Net Cash Basis Budget
(1 (2)
1994-05
1995-96
Actuals Est. Actuals
Fund 1 —-
0
0
150,218
0
0
0
189,351
339,569
34,384
0
373,953
0
0
0
58,255
109.499
53,834
0
0
221,589
37,033
258,621
11 5,332
0
0
0
0
0
0
1 15,332
Fund 1 —-
0
0
16.863
0
0
0
207,180
224,043
0
131,350
355.393
0
0
0
60,321
103,443
-50,264
0
0
113,500
0
113,500
24 1,893
128,723
0
113,170
0
0
241.893
0
(3) < 4 1995-96 Variance (2-3) Budget 1995-96 Budget Fund 1 to 1995-96 Est. (5) 1996-97 Budget Fund 1 ------ 0 0 12,000 0 0 0 190,400 202,400 0 130,000 332,400 0 0 0 58,113 1 10,679 1,800,938 0 0 1,969,730 0 1,969,730 -1,637,330 49,500 0 113,170 0 -1,800,000 -1,637,330 0 (7) (8 Fund 1 Change (5-2) 1995-96 Est to 1996-97 Budget University Administration 1994-95 ACTUALS. 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY CATEGORY Revenues Operating Expenses Salaries and Wages Benefits Training and Development Student Aid Services Special Events Supplies Business Operations Plant Maintenance Interest Expense Resale Costs Miscellaneous Contingency/Reserves Campus Revenue Contigency, Mandatory Campus Program Contingency, Discretionary Liquidity Reserve Overhead To the University Rebates from the University Subsidy from Adult Campuses Subsidy from Overhead Other(lnter Campus Agree. & Univer Con9 Depreciation Total Operating Expenses Excess Revenue over Expanses Annual Budget Conversion to Cash Basis Capital Expenditures Borrowing Proceeds Principal Payments Prior Year Reserves Add back Depreciation Total Cash items Net Cash Basis Budget (1) 1994-95 (2) 1995-96 Actuals Est. Actuais Fund 1 ----- 373,953 642.362 209,004 145,723 0 2,581 62,737 771,845 477,992 337,490 36,947 49,714 -141,458 0 0 -4,183,402 1,200,000 0 525.000 122.086 0 258,621 1 15.332 0 0 0 0 0 0 1 15,332 Fund 1 -- 355,393 669,590 208.443 121,071 0 938 14,459 723,975 337,4 15 338.383 0 1,636 0 5,599 0 -4,350,089 1,450,000 0 525,000 67,080 0 113,500 241,893 128,723 0 113,170 0 0 241,893 0 (3) (4) 1995-96 Variance (2-3) Budget 1995-96 Budget Fund 1 to 1995-96 Est. (5) 1996-97 Budget Fund 1 ---- 332,400 733,954 233,449 139,000 0 4,000 56,800 697,583 287,428 308,561 0 4.000 6,050 75,950 12,975 -4,377,236 1,398,074 0 525,000 64,142 1,800,000 1,969,730 -1,637,330 49,500 0 113,170 0 -1,800,000 -1,637.330 0 (8) Fund 1 Change (5-2) 1995-96 Est to 1996-97 Budget Revenues Tuition and Fees Less Tuition Discounts Gifts Grants Endowment Income Contracts Other Income Total E&G Revenue Auxiliary Enterprises Released From Restrictions Total Revenues Operating Expenses Instruction Research Public Service Academic Support Student Services Institutional Support Plant Maintenance Scholarships Total E&G Expenses Auxiliary Enterprises Total Operating Expenses ExcessRevenueoverExpenses Annual Budget Conversion to Cash Basis Capital Expenditures Borrowing Proceeds Principal Payments Add back Deprciation Total Cash Items University Administration 1996-97 BUDGET COMPARISON BY FUNCTION 1995-96 Budget ------- 0 0 10,000 0 0 0 284,180 294,180 0 130,000 424,180 1996-97 Budget 1996-97 Budget Total 1996-97 Fund 1 Fund 2 Budget ------- ------- ------- Net Cash Basis Budget Revenues Operating Expenses Salaries and Wages Benefits Training and Development Student Aid Services Special Events Supplies Business Operations Plant Maintenance Utilities Interest Expense Resale Costs Miscellaneous ContingencyIReserves Campus Revenue Contigency, Mandatory Campus Program Contingency, Discretionary Liquidity Reserve Overhead To the University Rebates from the University Subsidy from Adult Campuses Subsidy from Overhead Other(lnter Campus Agree. & Univer Conf) Depreciation Total Operating Expenses Excess Revenue over Expenses Annual Budget Conversion to Cash Basis Capital Expenditures Borrowing Proceeds Principal Payments Add back Depreciation Total Cash Items Net Cash Basis Budaet University Administration 1996-97 BUDGET COMPARISON BY CATEGORY 1995-96 Budget ------- 424,180 1996-97 Budget 1996-97 Budget Fund 1 Fund 2 ------- ------- 332,400 345,650 Total 1996-97 Budget ------- 678,050 GLEN HELEN ECOLOGY INSTITUTE ANTIOCH COLLEGE Proposed Budget for Fiscal Year 1996-97 PLANNING ASSUMPTIONS General Assumptions This operations budget is built upon the integration of 5 overarching, planning priorities: 1) Continue to develop and implement vision, mission, and plan for the Glen Helen Ecology Institute; 2) Continue to integrate the existing Glen Helen programs and operations; 3) Maintain Glen Helen Nature Preserve; 4) Facilitate new fundraising to support operations; 5) Increase staff. Personnel Assumptions ~ A) Administrative salaries budgeted with 2.4% salary increases (to match inflation). B) Baseline budget maintains existing administrative and staff positions. C) Proposed increase over baseline adds 1.75 FTE: Director of Development; Assistant Directors (a job-share reorganization of current Assistant to the Director); and Program Specialist/Trailside Supervisor (1 8 hrs./week, no benefits). Revenue Assumptions A) $42,000 from the Glen Helen endowment B) OEC tuition/room/board based on 32 school program; 7 summer program weeks; 1 Elderhostel program week; fees increased 2.4% over 95-96 to reflect inflation. C) Unrestricted giving to operations: 223K Gifts: 195K Bridge to the future gifts from source(s) to be identified: 165K GHA: 19K Raptor Center gifts: 10K OEC gifts: 1 K Grants: 28K Bridge to the future grants pledged: 14K -Antioch Bookplate Foundation: 5K -Vernay Foundation: 3K -YSI Foundation: 6K Vernay Foundation Glen BIdg. support: 8.5K YSCF managed funds, Glen BIdg. support/Bailey Fund: 5.5K D) All other income lines based upon performance history and expectations Expense Assumptions A) Baseline expenses have increased by 33K over 95-96 baseline of 541,267 due to 20K personnel increases beyond our control, 9K increases in other spending (9K represents a 1.7% increase over baseline expenses of 95-96), and 2.4% salary increase for administrative staff (Inflation is 2.4$) B) Insurance increase for liability on Glen Helen land: This budget incorporates an additional, unplanned, and disputed expense of 35K representing an increase in liability insurance, even though the board is not satisfied with the outcome of the conversations that have been had with various University and College officials. Glen Helen 1994-95 ACTUALS, 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY FUNCTION Revenues Tuition and Fees Less Tuition Discounts Gifts Grants Endowment Income Contracts Other Income I Total E6G Revenue Auxiliary Enterprises Released From Restrictions I Total Revenues Operating Expenses Instruction Research Public Service Academic Support Student Services Institutional Support Plant Maintenance Scholarships Total E6Q Expenses Auxiliary Enterprises Total Operating Expenses EXCÇ Revenue over Expense Annual Budget Conversion to Cash Basis Capital Expenditures Borrowing Proceeds Principal Payments Prior Year Reserves Add back Depraation Total Cash Items Net Cash Baals Budget (1) (2) 1994-95 1995-96 Actuals Est. Actuals Fund 1 -- 102.486 0 32,197 0 42,000 8.866 637 186.187 243.455 0 429.642 0 0 459.225 0 0 0 0 0 459.225 0 459,225 -29,583 0 0 0 0 0 0 -29.583 Fund 1 ----- 108,564 0 63,000 0 42,000 9,200 3,182 225.946 251,900 0 477,846 0 0 534,133 0 0 0 0 0 534.133 0 534,133 -56,287 0 0 0 0 0 0 -56.287 (3) (4) 1995-96 Variance (2-3) Budget 1995-96 Budget Fund 1 to 1995-96 Est. ----- -- -- (5) 1996-97 Budget Fund 1 ------ 114,195 0 192,997 28.000 42,000 11,200 1.400 389,792 257,065 35,000 681,857 0 0 681,857 0 0 0 0 0 681,857 0 68 1,857 0 0 0 0 0 0 0 0 (7) (8) Fund 1 Change (5-2) 1995-96 Est to 1996-97 Budget Glen Helen 1994-95 ACTUALS, 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY CATEGORY Revenues Operating Expenses Salaries and Wages Benefits Training and Development Student Aid Services Special Events Supplies Business Operations Plant Maintenance Interest Expense Resale Costs Miscellaneous ContingencyIReserves Campus Revenue Contigency, Mandatory Campus Program Contingency, Discretionary Liquidity Reserve Overhead To the University Rebates from the University Subsidy from Adult Campuses Subsidy from Overhead Other(lnter Campus Agree. & Univer Conf) Depreciation Total Operating Expenses Excess Revenue over Expenses Annual Budget Conversion to Cash Baste Capital Expenditures Borrowing Proceeds Principal Payments Prior Year Reserves Add back Depreciation Total Cash Items Net Cash Basis Budget Actuals Est. Actuals Fund 1 .a- 429.642 248,057 73,730 2,625 0 0 42,706 14,023 79.868 205 6.281 1,731 Fund 1 ----- 477,846 267,522 98,047 1.683 0 0 48,902 13,918 94,699 19 5 7,910 1,257 0 0 0 0 0 0 0 0 0 534,133 -56,287 0 0 0 0 0 0 -56,287 (3) (4) 1 995-96 Variance (2-3) Budget 1995-96 Budget Fund 1 to 1995-96 Est. ------ -- -- 649,284 -1 71,438 -26: (5 1996-97 Budget Fund 1 ---- 681,857 329,598 125,279 3,725 0 0 62.650 14,805 12 1,700 100 7,000 2,000 0 15,000 0 0 0 0 0 0 0 681,857 0 0 0 0 0 0 0 0 (6) 1996-97 Budget Fund 2 .---- 7,604 0 0 0 0 0 0 1,053 0 0 0 0 0 0 0 0 0 0 0 0 0 1.053 6,551 6,551 0 0 0 0 6.551 0 (7) (8 'und 1 Change (5-3) Fund 1 Change (5-2) 995-96 Budget 1995-96 Est o 1996-97 Budget to 1996-97 Budget Glen Helen 1996-97 BUDGET COMPARISON BY FUNCTION Revenues Tuition and Fees Less Tuition Discounts Gifts Grants Endowment Income Contracts Other Income Total E&G Revenue Auxiliary Enterprises Released From Restrictions Total Revenues Operating Expenses Instruction Research Public Service Academic Support Student Services Institutional Support Plant Maintenance Scholarships Total E&G Expenses Auxiliary Enterprises Total Operating Expenses Excess Revenue over Expenses Annual Budget Conversion to Cash Basis Capital Expenditures Borrowing Proceeds Principal Payments Add back Deprciation Total Cash Items 1995-96 Budget ------ 1996-97 Budget Fund 1 ----- 1996-97 Budget Fund 2 ------ Total 1996-97 Budget ------ Net Cash Basis Budget Glen Helen 1996-97 BUDGET COMPARISON BY CATEGORY Revenues Operating Expenses Salaries and Wages Benefits Training and Development Student Aid Services Special Events Supplies Business Operations Plant Maintenance Utilities Interest Expense Resale Costs Miscellaneous Contingency/Reserves Campus Revenue Contigency, Mandatory Campus Program Contingency, Discretionary Liquidity Reserve Overhead To the University Rebates from the University Subsidy from Adult Campuses Subsidy from Overhead Other(1nter Campus Agree. & Univer Conf) Depreciation Total Operating Expenses Excess Revenue over Expenses Annual Budget Conversion to Cash Basis Capital Expenditures Borrowing Proceeds Principal Payments Add back Depreciation Total Cash Items Net Cash Basis Budget 1995-96 1996-97 Budget 1996-97 Budget Budget Fund 1, Fund 2 ---- ------ ----- 649,284 681,857 7.604 Total 1996-97 Budget ----- 689,461 Campus Campus Campus Glen Helen Campus Campus GLEN HELEN 1996-97 Capital Budget Buildings Total Buildings Building Improvements Total Building Improvements Equipment Computer Equipment Total Equipment Furniture & Fixtures Total Furniture & Fixtures Library Books Total Library Books Grand Total Capital Budget Amount 0 Amount Amount 6,551 Amount ANTIOCH REVIEW 1996-97 Proposed Budget The Antioch Review is an independent quarterly journal that is affiliated with the University. The Review will be self-supporting in 1996-97 as a result of efforts to attract gifts and with the assistance of the Ohio Arts Council. Other revenue comes from subscriptions. Antloch Review 1994-95 ACTUALS. 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY FUNCTION Revenues Tuition and Fees Less Tuition Discounts Gifts Grants Endowment Income Contracts Other Income Total E&G Revenue Auxiliary Enterprises Released From Restrictions Total Revenues Operating Expenses Instruction Research Public Service Academic Support Student Services Institutional Support Plant Maintenance Scholarships Total E&Q Expenses Auxiliary Enterprises Total Operating Expenses Excess Revenue over Expenses Annual Budget Conversion to Cash Basis Capital Expenditures Borrowing Proceeds Principal Payments Prior Year Reserves Add back Depraation Total Cash Item8 Net Cash Basis Budget (1 (2) 1994-95 1995-96 Actuals Est. Actuals Fund 1 -- 0 0 3,657 0 9,627 0 5.505 18,789 50,626 0 69.416 0 0 79,297 0 0 0 0 0 79,297 0 79,297 -9.881 0 0 0 0 0 0 -9,881 Fund 1 ------ 0 0 32,350 500 10,500 0 2.858 46,208 40,480 0 86,688 0 0 86,688 0 0 0 0 0 86.688 0 86.688 0 0 0 0 0 0 0 0 (3) (4) 1 995-96 Variance (2-3) Budget 1995-96 Budget Fund 1 to 1995-96 Est. ---. ----- -- 0 0 0 0 15,000 17,350 116% 500 0 0% 10,500 0 0 0 3,500 -642 -18% 29,500 16,708 57% 58,250 -17,770 -31% 0 0 87,750 -1,062 -1% (5 1996-97 Budget Fund 1 ---- 0 0 27,320 1,075 10,500 0 3,500 42,395 57,800 0 100,195 0 0 100,195 0 0 0 0 0 100,195 0 100,195 0 0 0 0 0 0 0 0 (7) (8) Fund 1 Change (5-2) 1995-96 Eat to 1996-97 Budget Antloch Review 1994-95 ACTUALS. 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY CATEGORY Revenues Operating Expenses Salaries and Wages * Benefits Training and Development Student Aid Services Special Events Supplies Business Operations Plant Maintenance Interest Expense Resale Costs Miscellaneous Contingency/Reserves Campus Revenue Contigency, Mandatory Campus Program Contingency, Discretionary Liquidity Reserve Overhead To the University Rebates from the University Subsidy from Adult Campuses Subsidy from Overhead Other(1nter Campus Agree. & Univer Con9 Depreciation Total Operating Expanses Excess Revenue ovw Expanses Annual Budget Conversion to Cash Basls Capital Expenditures Borrowing Proceeds Principal Payments Prim Year Reserves Add back Depredation Total Cash Items Net Cash Basis Budget (1) 1994-95 Actuals Fund 1 --- 69.416 22,361 14,162 27 1 0 0 428 47,648 0 0 0 8 5 0 0 0 -5,659 0 0 0 0 0 79,297 -9,881 0 0 0 0 0 0 -9,881 (2) 1995-96 Est. Actuals Fund 1 ------ 86.688 26,328 16,150 0 0 0 0 39.868 0 0 0 0 0 0 0 0 0 0 0 4,342 0 86.688 0 0 0 0 0 0 0 0 (3) (4) 1995-96 Variance (2-3) Budget 1995-96 Budget Fund 1 to 1995-96 Est. (5) 1996-97 Budget Fund 1 ------ 100,195 30,198 17,197 0 0 0 400 48,050 0 0 0 0 0 0 0 0 0 0 0 4,350 0 100,195 0 0 0 0 0 0 0 0 (7) (8) Fund 1 Change (5-2) 1995-96 Es~ to 1996-97 Budget Antioch Review 1996-97 BUDGET COMPARISON BY FUNCTION Revenues Tuition and Fees Less Tuition Discounts Gifts Grants Endowment Income Contracts Other Income Total E&G Revenue Auxiliary Enterprises Released From Restrictions Total Revenues Operating Expenses Instruction Research Public Service Academic Support Student Services Institutional Support Plant Maintenance Scholarships Total E&G Expenses Auxiliary Enterprises Total Operating Expenses Excess Revenue over Expenses Annual Budget Conversion to Cash Basis Capital Expenditures Borrowing Proceeds Principal Payments Add back Deprciation Total Cash Items Net Cash Basis Budget 1995-96 1996-97 Budget 1996-97 Budget Total 1996-97 Budget Fund 1 Fund 2 Budget ------- ------- ------- ------- Antioch Review 1996-97 BUDGET COMPARISON BY CATEGORY Revenues Operating Expenses Salaries and Wages Benefits Training and Development Student Aid Services Special Events Supplies Business Operations Plant Maintenance Utilities Interest Expense Resale Costs Miscellaneous ContingencyIReserves Campus Revenue Contigency, Mandatory Campus Program Contingency, Discretionary Liquidity Reserve Overhead To the University Rebates from the University Subsidy from Adult Campuses Subsidy from Overhead Other(lnter Campus Agree. & Univer Conf) Depreciation Total Operating Expenses Excess Revenue over Expenses Annual Budget Conversion to Cash Basis Capital Expenditures Borrowing Proceeds Principal Payments Add back Depreciation Total Cash Items 1995-96 1996-97 Budget 1996-97 Budget Total 1996-97 Budget Fund 1 Fund 2 Budget ------- ------- ------- ------- 87,750 100,195 3,125 103,320 Net Cash Basis Budget RADIO STATION WYSO 1996-97 Proposed Budget 1995-96 Accomplishments and Unresolved Issues Radio station WYSO is the primary National Public Radio affiliate for the Miami Valley and it has made several improvements in its ability to serve the community. During 1995-96, several important objectives were realized: A Board of Overseers was established for WYSO. This Board is composed of individuals who are interested in public radio and experienced in business, service and broadcasting. The knowledge and experience represented in the Board's membership will do much to insure future improvements in the station's operation and programming. Increased effort was devoted to increasing on-air fund-raising. This year, the fund-raising goal was exceeded by 34%. A new transmitter was placed in operation with four times the power of the previous unit. Technical difficulties with the new transmitter, as well as two lightening strikes, delayed the start of operations at the new power level, but sustained high power operation has now been achieved. The increased power means an increase in the potential audience of the station from 880,000 to 1.5 million listeners. The expanded range of WYSO requires that the station develop new programming to attract more listeners. Emphasis is being placed on staff development and increasing awareness of what the current and potential audiences are seeking. During 1996-97, WYSO will: , Investigate increased cooperation and possible merger with WDPR, a public ratio station p I- located in Dayton. WDPR employees a classical music format and so there is no major conflict with the audiences served by the two stations. Increase membership support by improving services. Restructure staff assignments to improve both programming and fund-raising. In 1996-97 the budget will be balanced. Revenues Tuition and Fees Less Tuition Discounts Gilts Grants Endowment Income Contracts Other Income Total E6Q Rovonue Auxiliary Enterprises Released From Restrictions Total Revenues Operating Expenses Instruction Research Public Service Academic Support Student Services Institutional Support Plant Maintenance Scholarships Total E6Q Expenses Auxiliary Enterprises Total Operating Expense Excass Revenue ovr Expenses Annual Budget'Conversion to Cash Basis Capital Expenditures Borrowing Proceeds Principal Payments Prior Year Reserves Add (lack Deprciation Total Cash Him Net Cash Baste Budget WYSO f I 1994-95 ACTUALS, 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY FUNCTION (1) (2) 1994-95 1995-96 Actuals Est. Actuals Fund 1 --- 0 0 165,334 0 0 0 20,179 185.514 0 0 185,514 0 0 257,564 0 0 0 0 0 257,564 0 257,564 -72,050 0 0 0 0 0 0 -72,050 Fund 1 ---- 0 0 207.000 123,314 0 0 34,612 364,926 0 0 364.926 0 0 354,375 0 0 0 0 0 354,375 0 354,375 10,551 10,551 0 0 0 0 10.551 0 (3) (4) 1 995-96 Variance (2-3) Budget 1995-96 Budget Fund 1 to 1995-96 Est. (5) 1996-97 Budget Fund 1 ----*- 0 0 237,872 98,789 0 0 95,515 432,176 0 0 432,176 0 0 432,176 0 0 0 0 0 432,176 0 432,176 0 0 0 0 0 0 0 0 (6 1996-97 ~udget Fund 2 (7) (8) Fund 1 Change (5-3) Fund 1 Change (5-2) 1995-96 Budget 1995-96 Est to 1996-97 Budget to 1996-97 Budget WYSO 1994-95 ACTUALS. 1995-96 ESTIMATES and 1996-97 BUDGET COMPARISON BY CATEGORY Revenues Operatlng Expenses Salaries and Wages Benefits Training and Development Student Aid Services Special Events Supplies Business Operations Plant Maintenance Interest Expense Resale Costs Miscellaneous ContingencyIReserves Campus Revenue Contigency, Mandatory Campus Program Contingency, Discretionary Liquidity Reserve Overhead To the University , Rebates from the University Subsidy from Adult Campuses Subsidy from Overhead Other(lnter Campus Agree. & Univer Conf) Depreciation Total Operatlng Expenses Excw Revenue over Expenses Annual Budget Converslon to Cash Baste Capital Expenditures Borrowing Proceeds Principal Payments Prior Year Reserves Add back Depredation Total Cash Items Net Cash Basts Budget Actuals Eat. Actuals Fund 1 -*-- 185,514 114,381 44.929 2.461 0 2.260 4.264 76,936 9,794 11 0 2.528 0 0 0 0 0 0 0 0 0 257,564 -72,050 0 0 0 0 0 0 -72,050 Fund 1 ----- 364.926 120,823 53,673 4,156 0 0 5,136 11 5,978 43,530 463 0 132 0 0 0 0 0 0 0 10,484 0 354,375 10,551 10,551 0 0 0 0 10.551 0 (3) (4) 1 995-96 Variance (2-3) Budget 1995-96 Budget Fund 1 to 1095-96 Est. (5 1996-97 Budget Fund 1 ---- 432.176 144,716 63,863 3,500 0 0 6.000 158,531 44,404 500 0 178 0 0 0 0 0 0 0 10,484 0 432,176 0 0 0 0 0 0 0 0 I (7) (8) 1996-97 Fund 1 Change (5-3) Fund 1 Change (5-2) Budget 1995-96 Budget 1995-96 Est Fund 2 to 1996-97 Budget to 1996-97 Budget Revenues Tuition and Fees Less Tuition Discounts Gifts ' Grants Endowment Income Contracts Other Income Total E&G Revenue Auxiliary Enterprises Released From Restrictions Total Revenues Operating Expenses , Instruction Research Public Service Academic Support Student Services ' Institutional Support Plant Maintenance Scholarships Total E&G Expenses Auxiliary Enterprises Total Operating Expenses Excess Revenue over Expenses Annual Budget Conversion to Cash Basis Capital Expenditures Borrowing Proceeds Principal Payments Add back Deprciation Total Cash Items Net Cash Basis Budget WYSO 1996-97 BUDGET COMPARISON BY FUNCTION 1995-96 1996-97 Budget Budget Fund 1 ------- ------- 1996-97 Budget Total 1996-97 WYSO 1996-97 BUDGET COMPARISON BY CATEGORY Revenues Operating Expenses Salaries and Wages Benefits Training and Development Student Aid Services Special Events Supplies Business Operations Plant Maintenance Utilities Interest Expense Resale Costs Miscellaneous ContingencyIReserves Campus Revenue Contigency, Mandatory Campus Program Contingency, Discretionary Liquidity Reserve Overhead To the University Rebates from the University Subsidy from Adult Campuses Subsidy from Overhead Other(lnter Campus Agree. & Univer Conf) Depreciation Total Operating Expenses ExcessRevenueoverExpenses Annual Budget Conversion to Cash Basis Capital Expenditures Borrowing Proceeds Principal Payments Add back Depreciation Total Cash Items Net Cash Basis Budget 1995-96 Budget ------- 276,537 1996-97 Budget 1996-97 Budget Fund 1 Fund 2 ------- ------- 432,176 24,782 Total 1996-97 Budget ------- 456,958 COST CENTERS INSTRUCTION: 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 Brazil AEA Buddhist Studies AEA E~Y pt AEA Germany AEA Japan AEA Mexico AEA Overseas Non-AEA Program AEA Women's Studies MA Management I MA Psychology MA Education I ORI Whole System Design MA Organizational Management Community Education DanceJMovement Therapy Counseling Psychology Marriage and Family Therapy Environmental Studies Education ChairIOrganization & Management ChairIApplied Psychology Clinical Psychology O&M/Bennington O&M/New Haven O&M/Keene INSTRUCTION Cont'd: IMA Weekend Program Intercultural Relations Conflict Resolution Summer Seminar RESEARCH: Individual and Project Research PUBLIC SERVICE: Glen Helen Outdoor Education Center Raptor Center Antioch Review WYSO Community Development ACADEMIC SUPPORT: Academic Administration General Faculty AEA Administration AEA London LibraryJMedia Services Academic Personnel Development Course & Curriculum Development Psychological Services Center Research and Evaluation Writing Center WDS Institute STUDENT SERVICES: Financial Aid Administration Student Admissions Registrar (Student Records) Regs ys Student Services Advocate's Office Infirmary Counseling Security Maples STUDENT SERVICE Cont'd: Student Loan Office INSTITUTIONAL SUPPORT: University President Special Account Trustees Provost/President President's Fund Fiscal Operations Business Office General Administration Central Services Personnel Alumni Development/Advancement Public Relations Publications Administrative Computer Service INSTITUTIONAL SUPPORT Cont'd: University Miscellaneous University Restructuring Supplemental Retirement PLANT MAINTENANCE: Maintenance Custodial Building & Grounds Power Plant SCHOLARSHIPS: Grants & Scholarships AUXILIARY ENTERPRISES: Dining Services External Events Housing Bookstore Computer Sales LINE ITEMS SALARIES & WAGES: Compensation Paid to Contracted Employees Core Faculty Associate Faculty Adjunct Faculty Administrators Administrative Associate Unionized Staff Non-Unionized Staff Wage and Salary Adjustment WorWStudy Students on Campus WorWStudy Off Campus Student Wages Other Staff Employees Student Vouchers Student Stipends Overseas Allowance Work Study BENEFITS: Required and Non-Required Benefits Paid Benefi tdCore Faculty BenefitdAssociate Faculty BenefitdAdjunct Faculty Benefi &/Administrators BenefitdAssociate Administrators BenefitsIUnionized Staff Benefi Won-Unionized Staff Retirement Contingencies Contracted Professional Development Moving Expenses Other Staff Benefits Miscellaneous Benefits TRAINING & DEVELOPMENT: Non-Contracted Expenses for Trg & Dev Business Travel Business Miscellaneous Local MeetingsfWorkshops Employee Recruiting D..r^"..rt~~ T'V-È..#.l/-..-,... STUDENT AID: Restricted Grant Scholarships Student Vouchers SPECIAL EVENTS: Graduation Orientation Miscellaneous Special Events SUPPLIES: Supplies that are not Capitalized Office Supplies Instructional Supplies Research Supplies Duplicating Supplies Computer Supplies Maintenance Supplies Library Supplies Food Supplies Miscellaneous Supplies BUSINESS OPERATIONS COSTS: General Cost of Doing Business Subscriptions & Publications Purchased Services Information & Communications Memberships & Dues Printing Postage Audio/Visual Advertising Telecommunications Legal Audit PLANT MAINTENANCE COSTS: Costs Related to Facilities Main tenancelcon tracts & Repairs Purchased Services Utilities Vehicle Operation y.1.~. n --*-I PLANT MAINTENANCE Cont'd: Equipment Rental Insurance Taxes INTEREST & BANK CHARGES: Interest Bank Charges (include credit card charges) RESALE COSTS: Books for Resale Computers for Resale Supplies for Resale MISCELLANEOUS COSTS: Miscellaneous Student Activities Student Insurance CONTINGENCYIRESERVES: Campus Contingency University Contingency Liquidity Reserve Capital Reserve OVERHEAD COSTS: Regional Overhead University Overhead Innovation Fund College Fund University Rebate