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~CH UNIVERSITY
REPORT TO THE
1997-98 YEAR END PROJECTION
1998-99 PROPOSED BUDGET
Page
Introduction ……………………………………………………………………………………………………………… 1
University-wide Schedules …………………………………………………………………………………………… 15
College …………………………………………………………………………………………………………………. 17
New England …………………………………………………………………………………………………………… 28
Seattle …………………………………………………………………………………………………………………. -42
Southern California ……………………………………………………………………………………………………. 53
The McGregor School ………………………………………………………………………………………………… 69
University Administration …………………………………………………………………………………………….. 77
Glen Helen …………………………………………………………………………………………………………….. 88
Antioch Review ………………………………………………………………………………………………………. -94
WYSO Radio …………………………………………………………………………………………………………. 97
University Wide Expenses …………………………………………………………………………………………. 102
. Cost Centers – Line Items ………………………………………………………………………………………….. 105
I. INTRODUCTION
The 1998-99 Proposed Budget is the spending plan that has been developed by each of the Campuses and operating
units for consideration and action by the Board of Trustees. The Proposed Budget for each Campus reflects a careful
analysis of their future revenues and expenditures with appropriated adjustments for changes in enrollment and other
demand factors. In nearly every case, program adjustments have necessitated adjustments in staffing and support cost
levels. In some cases, the 1997-98 experience dictated changes for 1998-99 in order to comply with the policy of the
Board of Trustees that each Campus submit and maintain a balanced Operating Budget. One quarter remained of the
1997-98 year at the time the Proposed Budget was developed. The year-end projections in this report were made with
two months remaining in the fiscal year. The 1997-98 performance of each Campus will be reviewed at the October
meeting of the Board of Trustees following the close of the fiscal year.
The financial information in this report is presented using the Financial Accounting Standards Board (FASB) 11 7 reporting
standards that became mandatory for independent colleges and universities on July 1, 1995. The objective of this FASB
report standard is to enhance the relevance, clarity and comparability of financial statements issued by not-for-profit
organizations, regardless of the nature of their operation or mission. The material presented in this document provides a
detailed view of the budgeted revenues and expenses of the University and is intended to promote the understanding of
University operations as a whole and of each of its units. If you are familiar with the terms and format of this report, you
may want to begin reading the 1997-98 Year-End Projection section on page 7.
II. FORMAT AND CONTENT
The 1998-99 Proposed Budget contains summary schedules for the entire University and similar schedules for each
Campus. In addition, each Campus has prepared a narrative description of the significant events that have occu,rred in
the current year as well as those that are expected to occur during the next year. The purpose of the narrative is to give
an overview of how each Campus is managing and what problems and opportunities it anticipates in the coming year. In
addition, each Campus has proposed a Capital Budget plan for 1998-99 which is part of the Five-Year Capital Plan.
Under Board of Trustee policy, Trustee approval is required for any facility or equipment expenditure of $1 0,000 or more.
The Capital Budgets allow the Campuses to identify those items that are proposed for purchase in 1998-99.
Board of Trustee action is needed to authorize tuition and fee schedule changes for 1998-99. Each Campus has included
a schedule of proposed student charges showing the prior year rates, the proposed rates, and the percentage change.
Although a schedule of tuition rate changes is included for the College, the Board of Trustees approved tuition and fees
for the College at the February meeting. Early action on College tuition and fee rates is needed in order to allow the
preparation of financial aid packets for prospective students.
I.
THE FUNCTION SCHEDULE
For the University as a whole and for each of the Campuses, the Proposed Budget contains two detailed schedules. The
first is the 1998-99 Proposed Budget by Function. This schedule provides information about Revenues by Type and
Operating Expenses by Function. The purpose is to show what is happening to the various major revenue streams that
support the University and to show how Operating Expenses are assigned to the various programs or functions.
In both the Revenues and Operating Expenses sections of this schedule is a reference to
“E&G.”
This abbreviation
stands for Educational and General and the Total E&G lines show the Revenues and the Operating Expenses of all
functions other than those that are classified as Auxiliary Enterprises. The E&G subtotals are provided to simplify
comparison of the revenues and expenses of the primary missions of the University while excluding “support functions”
that are not part of the primary missions. Auxiliary Enterprises include support functions such as dining services, housing,
bookstore, and similar “businesses.”
An additional Revenues item that appears below the Total
E&G
Revenue totals is Released from Restrictions. The
amounts on this line reflect funds that were initially received by the University or Campuses for specific purposes and held
until they could be spent to further the specific purpose. Most of this money represents gifts or bequests that have been
provided for such things a scholarships or specific program initiatives. Much of the funding of this type is expended in the
year it is received but Restricted Funds are often held for several years until they can be expended in accordance with the
conditions set out by the donor. For example, scholarship funds that provide for students with certain types of abilities or
needs will not be expended until such students can be identified. Restricted Funds do not become part of the Operating
Budget until released. Prior to being transferred to the Operating Budget, Restricted Funds are carried in the accounts of
the University and invested in accordance with University policy.
Because restricted revenues do not become part of the unrestricted operating funds of the University until they are
Released from Restrictions, the amounts shown for Gifts and Grants may vary from the figures reported by the
Development Off ices for the same period. The Development Offices report gifts as they are received or pledged.
Pledges are commitments that will be realized at a future date and are not expendable until the funds are actually
received. Funds that are given for a restricted purpose are invested until they can be expended for the purpose specified
by the donor. Several years may pass before a campus can expend a restricted gift as the donor intended, but the
restricted gift is recorded by the Development Office when it is received. The financial schedules contained in this report
do not reflect restricted revenue until it is expended. Therefore, reports from the Development Office may show higher
giving levels than will appear on these schedules.
Restricted Funds should not be confused with Endowment Funds. ‘ Endowment Funds are also separated from
unrestricted revenues and are also limited to specific purposes as provided by their donor. The primary difference is that
the principle of Endowment Funds must be retained in perpetuity and only the annual income can be expended to satisfy
the purpose of the donor. On the other hand, the principle amount of a restricted gift can be used as soon as a valid
purpose has been identified. The annual return on Endowment Funds appears as a Revenue Item on the Endowment
Income line.
The schedule for Antioch University as well as the schedules for Central Administration and the University Wide Expenses
contain an additional line, “Net Overhead for Central
Ops.”
This line has been added on these three schedules to more
clearly display the cost of central operations. Ordinarily, the Overhead used to support the Central Administration and the
University Wide Expenses budget would appear as a “negative expense” entry, but the Board of Trustees has requested
that central operations be displayed more in keeping with how the budgets of the individual Campuses are displayed.
Accordingly, this line has been added to these three schedules and appears as a quasi-revenue entry. It shows how
much is transferred from the operating units to meet the costs of central operations and it clearly separates the “revenue”
of the central operations from their expenses and makes it easier to see the true cost of these units.
The Operating Expenses section of the Function schedule provides financial information for each of the primary activities
or programs. Each operating department of the University is classified in accordance with its primary function. For
example, the Languages Department of the College is classified as Instruction and all of its expenditures will be combined
with those of other teaching departments and reported on the Instruction line of the Function schedules. A list of the Cost
Centers which comprise each of the Functions is presented on page 105.
The columns of the 1998-99 Proposed Budget by Function schedule present information about the two prior years, the
current year, and the coming year. For comparison purposes, the first two columns contain the 1995-96 and 1996-97
actual expenditure history. The third column contains the 1997-98 Budget as approved by the Board of Trustees and the
fourth column contains information about how each of the Campuses anticipate their 1997-98 Budget will appear at the
end of the current fiscal year. That is, the 1997-98 Budget column is the plan for the current year while the 1997-98
Projected column shows how the plan is likely to play out. The next two columns, Change From 1997-98 Budget to
1997-
98 Projected show the dollar amount and percentage variance between the plan for the current year and the likely
outcome at June 30.
Because the Proposed 1998-99 Budget is developed from current year operations, it is important to consider how the
current year will end before deciding on what is or is not possible in the new year. For this reason, the Proposed Budget
schedules show the changes from the current year budget to the anticipated year end amounts.
The Proposed 1998-99 Budget is segregated from the other columns by solid vertical lines to make it stand out from the
other numbers. The next two columns on this schedule compare the Proposed 1997-98 Budget with the 1997-98
Projected outcome, and the last two columns compare the Proposed 1998-99 Budget with the 1997-98 Budget as
approved by the Board. Each set of comparisons present the dollar variance and the percentage variance. Major
dollar/percentage
changes tend to signify programmatic shifts or restructuring.
FASB 11 7 requires the presentation of information on an accrual basis, but the management of the University also
depends on maintaining an appropriate cash flow so that current obligations can be met. The schedules in this Report
contain a conversion to cash basis section which identifies those expenses and revenue sources that must be considered
when adjusting from an accrual basis to a cash basis. These items are primarily concerned with equipment and facilities
which, although occurring in one fiscal year, are depreciated over their useful life. Accumulated depreciation is shown as
an offset to the Depreciation Expense that is included as a part of the Plant Maintenance function. Borrowing proceeds, if
any, associated with the expenditures shown are reflected on a separate line as are the Principle Payments necessary to
retire the loans of previous years.
IV. THE CATEGORY SCHEDULE
The second major schedule is the 1998-99 Proposed University Budget by Category. On this schedule, Revenues from
the Function schedule are condensed to a single line, but Operating Expenses from the Function schedule are presented
by category
(e.g.,
Salaries 81 Wages, Benefits, Supplies). These Categories show how the Proposed Budget will be
expended by the major Expense categories that are explained in detail on page 106.
A section of this schedule shows the
ContingencyIReserves
that the Campuses are required to budget. The “Campus
Contingency, Mandatory” amount is set at 20h of net revenue. This Reserve will be retained centrally until the University
Administration is reasonably sure that overall University Revenues and Expenditures will balance for the year. At the end
of each quarter of the fiscal year those Campuses which are performing at or above their budgeted level may request the
release of a portion of the Mandatory Reserve. In October we do not anticipate releasing more than 10% of the total. In
January we would expect to release not more than 50% (cumulative) of the total with the remaining 50% to be released in
April. These percentages are guidelines; if total University Revenues appear to be much higher or lower than budgeted,
the percentages that can be released at the end of any quarter will be appropriately adjusted.
The “Campus Program Contingency, Discretionary” is a reserve amount determined by individual Campuses. Depending
on the volatility of its programs, a Campus may elect to hold an additional sum in reserve to offset possible revenue
fluctuations. The amount of this Reserve is determined by the Campus, and the Campus determines when this Revenue
should be released for expenditure. Not all Campuses elect to place funds in this Reserve.
The Liquidity Reserve is equal to 1.25% (1
-5%
for Seattle) of the net tuition and fee Revenue of each Campus. The
Liquidity Reserve is not available for expenditure for any purpose, but the budgeted amounts are added to the Liquidity
Reserve each year and allowed to accumulate in order to restore the financial integrity of the University. The
bortd
issues
that have financed facilities at New England and Seattle and refinanced debt for the College require the University to
operate with an excess of revenue over expenses in each year. In order to satisfy this ratio and to build for the time when
5
the University can satisfy Moody Investors Service requirements for a bond rating, this money is accumulated in a
University-wide account.
The Overhead section shows the assessments that are made against each Campus in order to support operations of the
University. The assessments are made at the rate of 13.75% of net student revenue. Net student revenue excludes
tuition generated by new programs less than two years in operation, tuition discounts and waivers, and uncollectable
tuition and fees. From the overhead, Rebates from the University are transferred to the individual campuses, as is the
Subsidy from Adult Campuses and the Subsidy from Overhead. Campuses that receive Rebates and Subsidies will show
negative amounts in the various columns of this schedule because the transfer is shown as a “negative expense” rather
than as a revenue. Although these transfers are income to the receiving campus, from the standpoint of the University
they represent only the reassignment of revenue from one campus to another.
Although overhead is assessed at
13.75%,
Rebates reduce the effective Overhead rate. Rebate increases in 1998-99 will
lower the effective Overhead rate to 9.4% or less for the Adult Campuses. The Other line of this schedule shows the
effect of various contractual relationships between Campuses as well as certain University-wide assessments such as the
University Conference. Because the University Conference did not occur in the 1997-98 fiscal year, the assessment for
the 1998-99 Conference will appear as an increase.
Depreciation is a major expense for the University, and is carried centrally because all facilities are held in the corporate
name of the University. Both the Depreciation Expense and the Add Back Depreciation entry appear in the University
Wide Expenses Budget on pages 103 and 104.
The columns of the 1998-99 Proposed Budget by Category schedule are identical to those on the Budget by Function
schedule.
V. 1997-98 YEAR-END PROJECTION
In general, the current year’s budget forms the basis for the 1998-99 budget. If current year revenues are low or.
expenses high, the 1998-99 budget may require adjustment. On the basis of the first ten months of operations, the
operating units are projecting that they will complete the 1997-98 year with a positive accrual balance of $349,336. The
V. 1997-98 YEAR-END PROJECTION
In general, the current year’s budget forms the basis for the 1998-99 budget. If current year revenues are low or
expenses high, the 1998-99 budget may require adjustment. On the basis of the first ten months of operations, the
operating units are projecting that they will complete the 1997-98 year with a positive accrual balance of $349,336. The
net cash basis budget is projected to be $-93,650. Because the Liquidity Reserve is reflected on the various schedules as
an expense item, the year-end accrual surplus that will be reported in October will increase by $385,059. This amount
should also be added to the net cash basis budget, which means that the University will complete 1997-98 with both
positive accrual and positive cash balances.
Total Revenues for the University are projected to be $447,300 below budget. This is less than 1 % of total revenue.
However, the single largest revenue category is projected to be down $1,385,253, or nearly 4%, as a result of lagging
enrollments. The College, Southern California and McGregor were below their budgeted tuition and fee targets and their
shortfalls could not be offset by New England and Seattle.
1997-98 TUITION AND FEE REVENUE
1997-98 1997-98
Budgeted Projected Variance
Antioch College
Glen Helen
New England
Seattle
Southern California
McGregor
TOTALS
Fortunately, Gifts, Grants, Endowment Income, Contracts and Other Income are all projected to be above budget and
expenses are being kept below budget levels.
Salaries and Wages is the single largest expense category and accounts for 46.3% of all expenses. Directly related to
Salaries and Wages is Benefits which accounts for 13.7% of total University expenses. Both of these categories are
projected to be below budget for 1997-98 with Salaries and Wages being down -1.69% and Benefits being down -3.39%.
With the exception of Training & Development, which is projected to be $180,381 below budget (-1 0.69%), and
Miscellaneous, which is projected to be $368,270 below budget
(-46.22°/0)
the other expense categories are projected to
be above budget. The largest variance from budget is for Student Aid Services which will be $518,122 above budget
(44.98%),
but this line contains considerable funding from restricted grant scholarships that can not be used for other
purposes. Resale Costs are 15.00% above budget ($76,937) because Auxiliary Inventories have been increased.
The year-end forecast made by the operating units all show positive Excess Revenue over Expenses except for Glen
Helen which shows a deficit of $-34,561. No Net Cash Basis Budget shortfalls are projected except for the College
($-670,446) and Glen Helen ($-46,516). Glen Helen plans to reduce its negative entries somewhat before year-end by
using some of its temporarily restricted funds.
Capital Expenditures are expected to exceed the budget by $761,447, or 28.21 %. A major part of this increase,
$513,224, will be expended by the College for the technology improvements authorized by the Board at the February
Meeting and funded by the Blum bequest. Seattle had Capital Expenditures of $233,802 more than budgeted as a result
of additional costs associated with the completion of the new building and slow initial construction in 1996-97 which
resulted in costs being shifted to 1997-98. Seattle anticipates paying for the additional expenditures from increased
revenues and by lowering operating expenses.
VI. 1998-99 BUDGET OVERVIEW
Tuition and Fee income for 1998-99 is budgeted to reach $41,290,554. This is a 6.33% increase over the 1997-98 budget
and a 10.26% increase from the 1997-98 projected level. As the following table shows,
1998-99 TUITION AND FEE REVENUE
1997-98 1998-99 Percent
Projected Budgeted Change Increase
Antioch College 9,924,843 12,039,945 2,115,102 21.31 %
Glen Helen 127,583 137,586 10,003 7.84%
New England 8,229,260 8,250,283 21,023 0.26%
Seattle 7,003,815 7,420,590 41 6,775 5.95%
Southern California 7,429,080 8,253,605 824,525 1 1.10%
McGregor
4,733,775 5,188,545 454,770 9.61 %
TOTALS $37,448,356 $41,290,554 $3,842,198 10.26%
the largest increase will occur at the College where Tuition and Fee income is projected to expand by 21.3% as a result of
enrollment growth, an increase in tuition rates of 2.69% and the completion of the calendar revision which allows the
College to collect tuition for three full terms.
Despite the increase in gross tuition and fee revenue, the net increase is considerably less than it otherwise would be due
to a significant increase in Tuition Discounts. University wide, tuition discounts are budgeted to increase by
$Ill
09,777
over the amount projected for 1997-98. This represents a 44.03% increase over the projected level. Nearly all of this
change is at the College and is a result of the rise in tuition, increased assistance for co-op students, and the need to
honor commitments made to prospective students early in the year. While the College has ratcheted back on merit
awards, it continues to offer some merit awards to honor its commitments. However, the intent is to phase out the merit
awards over the next four years. In 1998-99 the College will be carrying four full years of merit awards rather than the
three of the current budget year.
Antioch College
Glen Helen
New England
Seattle
Southern California
McGregor
TOTALS
1998-99 TUITION DISCOUNTS
1997-98 1998-99
Projected Budgeted Change
2,221,942 3,302,690 1,080,748
0 0 0
60,399 40,000 -20,399
57,715 68,000 10,285
168,501 209,600 41,099
1 1,956 10,000 -1,956
$2,520,513 $3,630,290 $1,109,777
Percent
Change
48.64%
-33.77%
17.82%
24.39%
-1 6.36%
44.03%
Tuition discounts are not a major budget factor for the adult campuses. Most of the tuition reductions provided by the
adult campuses are granted to employees under the Board’s policy.
Tuition revenue at McGregor will also be below what might have been expected. In 1998-99, tuition income will be about
$1 00,000 lower than would otherwise be the case because of the calendar redesign affecting the limited residency IMA,
Intercultural Relations and Conflict Resolution programs.
Gift income is expected to reach $1,999,157 in 1998-99. This represents a $105,929 increase over the 1997-98 budget
level, but a 17% reduction ($-413,282) from the projected actual. The College represents 68% of the budgeted gift
income in 1998-99 and the College is projecting a $60,000 increase over the budgeted level for 1997-98. However, the
College is expecting that the 1998-99 level will be below the projected level for the current year. This is because 1997-98
contains two significant, unexpected gifts. Because of the need to budget conservatively for gift income, no gifts of this
kind can be anticipated.
Contract Income is budgeted to increase by nearly 50% in 1998-99 ($1 61,000) and the increase in this category is at
Antioch New England. New England anticipates an additional $1 69,985 in contract revenue in 1998-99, enough to offset
minor reductions at other campuses. Other Income shows a decline of $527,532 below 1997-98 projection and $125,933
below the 1997-98 budget. Most Other Income is capital gain on investments held by the University. This revenue is
subject to fluctuations in the markets and for this reason we budget this line conservatively. The remainder of the income
categories show modest budget-to-budget increases.
Salaries and Wages in 1998-99 will increase by $1,550,386 or 6.73% more than the 1997-98 budget. The addition of
some critically needed positions, including faculty at the College, and faculty and staff salary increases account for this
increase. For the first time in several years, most of the campuses are providing salary increases for faculty and staff that
will be above the inflation rate for the prior year:
COLLEGE:
SEATTLE:
3%
for faculty and staff effective 7-1 -98
Approximately 2% for union staff (1 5
centslhour)
effective 8-1 -98
4%
for staff effective
7-1
-98
3% for faculty effective 7-1-98
0% for deans
3.5% for union staff effective 7-1 -98
2.0% for faculty and administrators effective 7-1 -98
NEW ENGLAND: Approximately 2% for faculty and staff effective not earlier than 10-1 -98;
dependent on summer and fall 1998 enrollments
SOUTHERN CALIFORNIA: 2.4% for staff effective 7-1 -98
2.4% for administration and faculty effective 1-1 -99
UNIVERSITY ADMIN.: 2% for staff effective 7-1 -98
These increases will provide a small amount of catch-up for the faculty and staff who have seen their salaries erode with
inflation in recent years.
The 1998-99 budget has reduced the Net Overhead that the campuses pay to support Central Administration and to
provide central services. In 1997-98 the Net Overhead Rate was reduced to 10% or less, and this rate has been further
reduced in 1998-99. The Net Overhead Rate is calculated by reducing the Budgeted Overhead by the amount of
Budgeted Rebate and Budgeted Subsidy provided to the individual campuses. The Budgeted Net Overhead is then
divided by the Student-Derived Income to get the effective overhead rate. For the adult campuses, the 1998-99 Net
Overhead Rate has been reduced by more than half of a percentage point. The overall rate for 1998-99 will be less than
7.5%.
1998-99 NET OVERHEAD AND REBATES
Student Net
Derived Budgeted Budgeted Budgeted Budgeted Overhead
Campus Income Overhead Rebate Subsidy Net Overhead Rate
College 7,250,858 996,993 -550,000 -400,000 46,993 0.65%
New England 7,224,536 993,374 -31 3.41 5 679,959 9.41 %
Seattle 6,042,961 830,907 -262,705 568,202 9.40%
Southern CA 7,175,005 986,563 -325,146 661,417 9.22%
McGregor 4,904,648 674,389 -21 3,588 460,801 9.40%
TOTAL $32,598,008 $4,482,226 $-1 ,664,854 $-400,000 $2,417,372 7.42%
Beginning in 1998-99 the Campuses and the University Administration will budget for the future cost of the sabbatical
leave included in CEO Retreat Rights. In October of 1994 the Board of Trustees adopted a policy on Provost Retreat
Rights that provides future benefits if a CEO serves for at least seven years. Recent experience has shown that the cost
of the sabbatical leave, coming as it generally does after a replacement has been hired, creates a temporary financial
burden on the campus. By anticipating the cost of the sabbatical leaves over seven years, each campus and the
University Administration will have funds available for the sabbatical year so it will not create a significant impact on the
campus budget.
Also new in
1998-99
is an increase in the Liquidity Reserve funding rate. The purpose of the Liquidity Reserve is to
increase the financial strength of the University. Lenders and grant-giving organizations assess an institution’s financial
strength before granting a loan or providing grants. By increasing the financial strength of the University, each campus is
in a better position to attract outside funds or, when needed, to issue bonded indebtedness. In
1998-99
the mandatory
amount that each campus and the Central Administration must commit to the Liquidity Reserve increased from 1.00% to
1.25% (Seattle has been at 1.50% since its bonds were issued). This next year will be the third in which the Liquidity
Reserve fund has been in operation. A the end of 1997-98, we are projecting that the Liquidity Reserve fund balance will
equal $734,251.
VII. SUMMARY OBSERVATIONS
The University continues to improve its financial health. Debt secured to cover operating expenses several years ago is
being reduced, internal borrowing from the Endowment should be repaid within the next eighteen months and the cost of
outstanding debt held by the College has been significantly reduced by refinancing with tax-exempt bonds. The use of the
Datatel financial software is improving campus management’s ability to monitor expenditures and keep them within the
approved budget. Datatel is also strengthening our ability to forecast on the basis of prior experience and to have a more
detailed picture of our operations.
While the
1998-99
budget maintains the Trustee’s requirement that campuses and other units operate within their means,
the enrollment situations at the College and Southern California will continue to require attention. The finances of the
College have improved tremendously from what they were three years ago and much greater discipline is being shown
with regard to the management of expenditures. Revenues, however, have lagged because it has been difficult for the
College to meet enrollment targets.
Southern California has used prior year reserves to balance its two previous budgets, but the 1998-99 budget reverses
this pattern. However, the ability to operate without use of prior year reserves will require that enrollments increase.
Considerable emphasis is being placed on improved marketing and advertising at Southern California and the success of
these efforts will determine whether the budget will stay in balance without mid-year cost reductions.
Antioch University
1998-99 Proposed Budget Summary by Function
Change From
1997-98
Budget Proposed
1995-96 1996-97
1997-98
1997-98
to
1997-98
Projected
1998-99
Change From
1997-98 Prof
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Net Overhead for Central Operations
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 Depreciation
Total Cash Items
Net Cash Basis Budget
Antioch University
1998-99 Proposed Budget Summary by Category
Change From
1997-98 Budget Proposed
to 1997-98 Projected 1998-99
% Budget
Change From
1997-98 Pro)
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget 1995-96
Actual
—-
48,337,046
1996-97
Actual
—–
50,041,726
1997-98
Budget
—-
50,351,749
23,022,952
7,059.110
1,687,409
1,151,956
212,272
1,195,609
4,314.094
3,133,382
1,356,646
512,863
796,836
704,101
442,015
385,059
4,443,387
-1,511,459
0
-525,000
106,582
2,130,000
50,617,814
-266,065
2,698,836
-1,678,062
994,711
-151,550
-2,130,000
-266,065
1997-98
Projected
—–
49,904,449
22,633,325
6,819.659
1,507,028
1,670,078
242,763
1,252,926
4,626,639
3,318,616
1,376,064
589,800
428,566
0
0
385,059
4,443,387
-1,511,459
0
-525.000
97,662
2,200,000
49,555,1
13
349,336
3,460,283
-1,760.873
1,073,868
-130,292
-2,200,000
442,986
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ 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
ANTIOCH COLLEGE
1998-1 999 PROPOSED BUDGET
I. Accomplishments and Challenges.
In 1997-1 998 the College began implementation of the objectives and action steps of its Strategic Plan; completed
the full implementation of its new eight-major curriculum; transitioned the academic program to a year around
calendar; developed, marketed and implemented a new summer academic term; reorganized Admissions and
Financial Aid into a single enrollment management unit; worked through a re-envisioning and re-conceptualization
of the Co-op program; developed and began implementation of a comprehensive technology infrastructure plan;
and conducted a coordinated search for 13 tenure track faculty positions.
The College’s Strategic Plan, adopted by
AdCil
and endorsed by the Board of Trustees in February, 1997, focused
the institution on making the qualitative and structural changes in program delivery and administration necessary to
enable the College to “compete and excel among other residential liberal arts institutions into the 21 st century.”
The Plan provided a blueprint for College activities during the 1997-1 998 year in areas of recruitment, retention,
technology, faculty staffing, the summer academic term, and work on building an anti-racist and multicultural
community. The Plan focused administrative energies during the 1997-1 998 year in the following areas critical to
the fiscal health of the College:
Improving Recruitment Efforts. The College completed the restructuring of admissions and financial aid into
a single operation, searched and hired personnel to staff the newly cross-trained enrollment management unit,
mapped and structured a new system of communication and follow-up, and began work on new publications to
add to those currently in existence. Our recruitment efforts have not been as strong as they need to be to
reach our Strategic Plan goal of 800 by the year 2000, and consequently, we’ve redoubled our efforts and
engaged broader administrative involvement in the effort early in the cycle. Cross-trained telecounselors
increased the number of qualified inquiries, and increased College contact with inquiry and applicant pools. The
number of prospective students visiting campus was increased, and plans were put in place to accommodate
additional visits during the College’s May hiatus. The College negotiated additional articulation agreements
with community colleges, and did follow-up visits with several institutions to increase the transfer potential. In
addition, we initiated a series of three mailings to a list of 4,000 potential transfers. Substantial attention was
focused on ties with the Coalition of Essential Schools institutions, including (a) attendance and participation at
the national conference of 1200 schools, (b) added visits to a dozen Coalition schools, (c) utilization of students
and Multicultural affairs staff in school visits, (d) bringing groups of Coalition students to campus, and (e)
initiating plans for a conference on the Coalition’s 10th principle (involving shared governance) at Antioch. In
addition, the College initiated interactions with School-to-Work school networks and other associations with the
potential for direct faculty-to-faculty and student-to-student contact in the recruitment effort. After careful
analysis of the contribution of financial aid leveraging to the recruitment effort, the College terminated its
leveraging contract with Noel-Levitz; while the management tools provided by the leveraging process continue
to be invaluable, the cost-to-yield was too high for an institution with an endowment as small as that of the
College.
Improving Retention Efforts. The Strategic Plan focused College attention on those aspects of program,
service and community life that contribute positively to retention. While it has been difficult to improve the
quality, consistency and stability of instruction during a year in which we’ve lost two faculty members to death
and one to retirement, are searching for thirteen positions and have experienced some serious illness among
the faculty, the College has shown marked gains in retention. This has been due largely to the efforts of
Student Affairs staff in building a climate of civility, respect and trust, the expansion of Community Service and
service learning, and the hard work of faculty in advising and in improving the intellectual and cultural climate of
the campus. The spring incident involving the hanging of a mannequin created significant campus turmoil, and
could negatively impact retention efforts, but results won’t be obvious until fall registration.
Reconceptualizing the Co-op Program. The Co-op Committee of the Strategic Planning Task Force met
thirty four times, conducted interviews and listening sessions with over thirty groups of student, faculty,
employers and alums, sought the broadest possible feedback from the community through questionnaires and
public community meetings, worked through a critical examination of every aspect of the program and brought
forth a plan for revitalizing and strengthening Antioch’s Cooperative education program. The revisioning aims
at (a) clarifying the learning objectives of the program, (b) balancing major/career/professional learning with
General
Education/context
learning, (c) achieving breadth, depth and increasing sophistication in experiential
learning, (d) providing students with preparation for Co-op and off-campus learning experiences, (e) achieving
greater integration of Co-op, classroom and community learning, (f) clarifying and refining the existing job list
and increasing its reliability and accountability, (g) building and sustaining a continuing group of Co-op
employers, (h) increasing the accountability of the program, (i) providing additional support, information and
communication for co-oping students, and (j) strengthening departmental operations and clarifying roles and
responsibilities within the Co-op office.
Addressing Technology and Infrastructure Needs. The technology infrastructure has become critical to
recruitment and retention efforts, and
Antioch’s
deficiencies in this area have had negative impact on its
competitive advantages as a small liberal arts College. As a result of the Strategic Plan focus on addressing
this deficiency, the College developed a comprehensive technology infrastructure plan for the campus, and
began immediate fundraising and implementation. At the center of the plan is the Electronic Library, with an
electronic public access catalogue and connections through
OhioLink
to 50 libraries around the state; work on
the conversion was begun in September, and the Library is expected to go on line early next fall. Building the
network of campus offices and dormitories got under way with the wiring of Birch Hall, the Library and
McGregor
Hall. Wiring of the
Spalt
International Center will be completed by an Alumni work crew during
reunion. Computer facilities on campus were upgraded through student technology fees, and the Development
office initiated aggressive fundraising efforts for campus technology. During the year the College completed
the renovation of Birch Hall and the Amphitheater, put a new roof on the library, added accessible restrooms on
the first floor of the Union building, and replaced steam pipes between Main Building and North Hall. A
Renovation Task Force has been convened to revisit the campus plan and make recommendations regarding
physical plant and deferred maintenance priorities, energy efficiency and campus
signage.
Realigning the Allocation of Resources to Match Priorities. The College began implementation of the
Strategic Plan recommendations regarding stabilizing and strengthening the majors and the Dean of Faculty’s
recommendations on faculty realignment. Thirteen tenure-track positions were defined, advertised and
screened; eight involved the conversion of one-year and two-year contracts, three involved critical vacancies in
highly enrolled programs, and one involved a retirement. The searches drew a strong pool of more than 1,000
applicants, and the entire campus has been involved in bringing forward the finalists for these critical positions.
Implementing the Summer Academic Term. The initial summer term was successful in delivering a full
program of block-intensive courses and Institutes. Registration-to-credit ratios were high and students and
faculty expressed satisfaction with the program in assessment sessions. The summer drew a fair number of
non-matriculants and two transfer students and generated a significant amount of positive press and good will
in the Miami Valley. Building on the lessons from the first summer academic term in 20 years, the College
refined the program, marketing and support structures for the upcoming summer session, to include Institutes
in Peace Studies, Documentary,
TheaterIDance,
Music, Languages, and Entrepreneurship. Stronger
marketing efforts and focused attention on possible transfer populations have been put in place to build
summer revenues.
Continue Work on Building an Anti-Racist and Multicultural Community. This concern cuts across all
function areas of the Strategic Plan, and is central to both recruitment and retention efforts. The College
secured funding for an office of Multicultural Affairs, and implemented a full program of workshops, training
sessions, cultural events, recruitment efforts, lectures and alumni visits aimed at building a multicultural
program and campus climate. The College provided a three-day Undoing Racism workshop each term, and
more than 150 community members participated in this training. Nineteen faculty members participated in a
two-day workshop on “Building a Multicultural Curriculum”, and a number of these participants will be doing
follow up work in developing multicultural course syllabi and materials. Alumni speakers, visiting lecturers and
Friday forums contributed to the multicultural dialogue. During February and March, the entire campus
community was engaged in dealing with the outcomes of an incident involving the hanging of a black
mannequin. Building on the extensive work of the Multicultural Affairs office, the College was able to turn this
difficult situation into an occasion for community discussion, deliberation and learning through a wide range of
workshops, discussion groups, caucuses and peer counseling options.
Strategic Leveraging of Resources. The College continued to use the MacArthur grant to build strategic
capacity and attract additional resources to Antioch. A portion of MacArthur funds was used to support a grant
writer in the Development office, and the College submitted grant proposals to the Department of Education (for
technology, faculty development and endowment-building), and to the Hewlett foundation (for faculty
development). Additional proposals are in the works in support of Co-op and Multicultural education. The
MacArthur grant also supported a one-day intensive workshop on grant writing for faculty in the fall. Twenty
faculty members attended this workshop, and several are following up in developing grant proposals. ,
II. Financial Situation in 1998-1 999 Compared to 1997-1 998
The College’s financial situation in the coming fiscal year will be significantly different than its situation for this fiscal
year due to the following:
The trimester billing plan that had dropped
112
of second-year student tuitions out of the revenue stream has
been reversed, and the College will realize full tuition from all enrolled students during the 1998-1 999 year.
Beginning in the summer 1998 term, students will be billed for
113
of the annual tuition during each term they
are enrolled.
The administrative transition costs of approximately
$150,000/year
associated with the Board’s intervention and
the resignation of the previous President have run their course, and the College will no longer be required to
absorb this expense.
The College will realize full revenue from all three blocks of the summer academic term.
The University subsidies for the College’s Public Relations office ($125,000) and for the cataloguing and
interlibrary loan services from the Olive
Kettering
Library ($68,000) have been eliminated in the 1998-1 999
budget.
Revenues from tuition and fees will increase by $1,461 ,I 02 in the 1998-1 999 budget year due to a combination
of increased enrollment ($1,179,870) and an increase of 3% in tuition and fees ($281,232).
Tuition discounts will increase by $1,141,940 due to increased enrollment, increased expense of maintaining
the leveraged merit scholarships, and the provision of a Co-op transition stipend
($229,000),
as per the
recommendation of the Co-op Committee of the Strategic Planning Task Force. The “hidden cost” of Co-op
was cited by the Strategic Plan as one of the major hurdles in the retention of students, and providing the
transition stipend was linked to the implementation of the new trimester billing plan.
Funded student aid will increase due to receipt of endowed scholarship funds from the Stevenson bequest
($800,000) and the additional Michener bequest ($1,450,000).
Salary improvements of 3% for faculty and staff and contracted union wage increases have been included in
the 1998-1 999 budget.
Position changes deriving from Strategic Plan mandates and continuation of MacArthur Grant commitments
amounting to an increase of $136,652 have been included in the budget. These include continuation of the
Multicultural
affairs1Recruiting
position the
Co-opIRetention
position; expansion of the Academic Support
Center and Nurse positions to full time; and, restoration of a housekeeper position.
Support and continuation of functions that were initiated through the “soft money” of the MacArthur Foundation
grant and donor contributions have been included in the regular College budget. These include support for the
summer program ($50,000) and for the functions of the Multicultural Affairs Office ($25,000).
Bequests from Michener, Geiger, McPhaden, Minsk and Lang are expected during the 1998-1 999 budget year.
Aggressive fundraising is under way in support of building the technology infrastructure of the College, and
much of this effort is expected to reach fruition during the 1998-1 999 fiscal year.
Ill. Enrollment, Recruitment, Retention and FTE Projections
The enrollment goal specified by the College’s Strategic Plan for 1998-1 999 is 247 new student enrollees.
Targeted marketing efforts for the 1998 Summer Term have been increased, and the budget anticipates 23
matriculants and 30 non-matriculants. The goal for fall 1998 is 224 new student enrollees. In addition, we
anticipate being able to recruit 20 students to enroll in the spring term of 1999, and expect recruitment for the
College’s Limited Residency Degree Completion program to yield 15 students during the 1998-1 999 year.
While the campus climate has been in some turmoil during the spring term due to the mannequin incident and the
contentious nature of the thirteen faculty searches, retention gains have been holding and the College is not
experiencing the sort of attrition that might be expected as a consequence of dealing with such volatile and divisive
issues. The efforts of Scott Warren and Jimmy Williams have been central to maintaining a positive campus
climate and the increase of community service and activism bodes well for retention efforts. The budget is based
on an average retention scenario, and thus far our retention numbers have been well above average. Detailed
projections for 1998-1 999 enrollment of 556 FTE are included in this package.
IV. Tuition and Fees College tuition reflects an increase of 2.69%. In addition to this level of inflationary increase
in tuition, the room and board fees will be increased by 4.47% to meet the costs of the calendar changes and year
around operation. Overall increases in tuition and fees total 3%. The tuition and fees for 1998-99 are as follows:
Tuition $1 7,316
Room & Board 4,177
Fees 1,553
CG Fees
TOTAL:
VI. Compensation Salary increases of 3% for faculty and administrative staff are included in this budget proposal.
Increases for faculty, non-union staff, and administrators over the past three years have been held to a of
2.5%. Also, discussion continues concerning the establishment of goals for a Multi-Year Faculty Salary
Improvement Program.
Robert H. Devine
Interim President
Antioch College
1998-99 Proposed Budget Summary by Function
Change From
1997-98 Budget
I
Proposed
to 1997-98 Projected 1 998-99
Change From
1997-98 Pro]
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget 1995-96 1996-97 1997-98 1997-98
Actual Actual Budget Projected
—- —- .—
% 1 Budget
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment ncome
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
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ 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
Actual
.—
15,233,378
7,539,096
2,220,193
498,217
1,196,611
109,764
762,170
1,775,573
1,117,417
31 1,042
436.777
247,406
473.000
0
0
898,054
-650,000
-200,000
-550,000
-465.413
.o
15,719,907
-486,529
1,013,465
-640,508
310,775
0
0
683,732
-1.170.261
1996-97
Actual
—-
14,798,798
6,986,238
2.150.177
1997-98
Budget
—
15,801,312
7,179,155
2.476.866
Antioch College
1998-99 Proposed Budget Summary by Category
1997-98
Projected
.—
15,564,087
7,056,155
2,311,952
572,734
1,470,809
1 17,726
696,807
1,363,820
1,081,378
170,722
404,600
383,657
0
0
69,832
960,187
-550,000
-200,000
-525,000
-558,782
0
14,826,597
737.490
1,091,592
-1 12,990
429,334
0
0
1,407,936
Change From
1997-98 Budget
I
Proposed
to 1997-98 Projected 1998-99
Change From
1997-98 Pro)
to 1998-99 Budget
%
.–
-1.50%
Change From
1997-98 Budget
to 1998-99 Budget
Budget
—-
16,153,071
ANTIOCH COLLEGE
1998-99 Capital Budget
Buildings
Total Buildings
Building Improvements
Fire System Upgrade
Emergency Interior Lighting
Carpet – North Hall
Condensate Lines & Pumps
Power House Substation
Residence Hall Shower Replace
Drives & Walkways
Floor Care Equipment
Total Building Improvements
Equipment
Servers, Printers, Lab Upgrade
Total Equipment
Furniture 81 Fixtures
Total Furniture & Fixtures
Library Books
Library books
Grand Total Capital Budget
Amount
Amount
12,768
1,000
14,208
20,000
40,000
36,000
5,800
8,432
Amount
60,160
Amount
Amount
80.000
Program
——–
Tuition
Room and Board
Fees
Total per Year
Antioch College
Tuition Rate Changes 1998-99
1997-98
1998-99
Rates Proposed % Change
——– ——– ——–
16,812 17,316 3.00%
3,998 4,177 4.48%
1,965 1,965 0.00%
ANTIOCH NEW ENGLAND
1998-99 PROPOSED BUDGET
I. Accomplishments and Challenges
In taking a retrospective look at the past year, it is important to underscore the fact that Antioch New England
‘rebounded” somewhat from the enrollment shortfall problems encountered in 1996-97. The modest FTE increase,
above projections, in the number of new students making the decision to matriculate into one of the Graduate
School’s programs was an important reversal and did enable the institution to move through the 1997-98 year with
more economic freedom than anticipated. It also helped to validate the merits of certain strategic decisions that
were made in 1996-97. However, the substantive issues remain the same: increased competition from institutions
that have replicated our programs and language and operate from a stronger resource base; continued problematic
funding issues related to mental health, environmental programs and public education (at least in northern New
England); and the overall decline in graduate matriculation in the Northeast. These realities have informed the
budget development process for 1998-99 and will be referenced again below. Beyond the improvement in the
enrollment picture, there are numerous other highlights worthy of mention in this narrative, even though the year is
not yet at an end:
Library access has been greatly enhanced by the installation of the electronic card catalog. This final step in the
development of the library infrastructure has substantially increased Antioch New England’s ability to provide
reference and research services to our at-a-distance student population. The technology is working and has
helped to keep us a step ahead of many of our competitors. The Antioch New England Web Site has expanded
significantly-information, postings, faculty profiles,
etc.-and
the library can be accessed via the Web.
Antioch New England continues to maintain a high profile within the Keene community and the Monadnock
region. The Rachel Marshall Outdoor Learning Laboratory continues to provide extraordinary environmental
education programming for Keene students in grades K-12. Funding sources have been so impressed with the
quality of work on this land owned by the City of Keene that the continuation of ANE sponsored and supervised
programming is guaranteed for the next several years. A pilot partnership with Keene High School has led to
Antioch New England’s formal offering of a new Advanced Placement course in Environmental Studies for high
school juniors and seniors in academic year 1998-99.
The success of the Antioch Psychological Services Center (PSC) has been chronicled in the presentation to
support the capital expansion project into the unfinished warehouse so that the PSC can continue to grow and
provide additional programs for the region’s citizens. Staffed by senior clinicians (our
Psy.D.
faculty) and six
doctoral student interns, the PSC this year has provided: group work with foster teens and the parents of
children with Attention Deficit Disorders; stress reduction management and health psychology programs in
partnership with the Leahy-Hitchcock Clinic; testing and evaluation for Keene State College and Franklin Pierce
College; EAP contracts with local corporations; stop smoking programs; and family intervention work through a
contract with the N.H. Division of Children and Families. Next fall, with the physical expansion, we plan to
increase the number of student interns (both doctoral and master’s) to a minimum of fourteen, and expect to be
offering new programs in effective parenting and child assessment services to local school districts.
Our monthly Speakers Series, featuring faculty, continues to generate large audiences. Topics this year have
included: global warming; marital communication; how to talk with your teenagers about alcohol and drugs;
school effectiveness; the challenges of technology; ecophobia, etc. The Graduate School’s “voice” is an
important element in the overall quality of life in the community and the region.
Antioch New England hosted a major conference in the fall of 1997: “Wolves in Our Backyard: Exploring
Recovery Through Art and Science,” attended by well over 300 people. And our service learning focus via our
participation in the Campus Compact has created an Eco Park in collaboration with a local company; a proposed
training program for select persons who are responsible in New Hampshire for the operation of small town
government; and an interactive hands-on traveling recycling exhibit, designed to help people better understand
waste management.
Through the efforts of faculty and Antioch New England’s Institute for Community Environmental Management
(ICEM), the Center for Environmental Education (CEE) officially relocated to Antioch New England on March 1,
1998. With $350,000 in cash and pledges in hand for the next three years, ANE will manage the book and
curriculum collection of CEE and will develop other programming related to “green” schools initiatives, etc. This
is an exciting venture and we are hopeful that it will draw a new and important constituency to Antioch New
England.
Non-tuition revenues continue to increase. At this point in the year, we expect that the grant and contract activity
will reach a record level and represent something in the neighborhood of 12% of the revenue budget. While this
diversification of the revenue base is necessary, the net dollar yield in terms of operational overhead for Antioch
New England needs to expand in the years ahead.
On the aforementioned admissions front, we have been able to improve our “capture” rate. We attribute this to
quality printed materials, an increase in NPR advertising, expanded personal contact with faculty, visiting days,
and technological exchanges.
We have continued the expansion of cross-disciplinary offerings as a means of enriching the elective curriculum,
saving money, providing professional development opportunities and highlighting yet another dimension of our
uniqueness.
The high visibility of faculty and staff in publications, presentations, consultations, and through service to
professional organizations
and/or
in local communities remains apparent and encouraging.
At the February 1998 meeting of the Antioch University Board of Trustees, approval to expend up to $400,000
was enough to ensure compliance with bond ratios. given for the purpose of beginning to improve and renovate
the undeveloped warehouse space, thereby enabling the library and the Antioch Psychological Services Center
to expand. In addition to enhancing our mission of engaged service, we see this as an important milestone in
our evolution as an organization. It symbolizes key elements of our development and provides tangible evidence
that we believe signifies health and will aid in recruitment efforts.
Staff has done outstanding work to keep the Datatel transition on track.
Antioch New England will, we believe, once again achieve a balanced budget, with a requisite surplus more than
enough to insure compliance with bond ratios.
In general, the primary outcomes for 1997-98 suggest a pretty fair year. Given the “squeeze” factor in higher
education, that can be viewed as a welcome assessment. Nevertheless, apparent outward success can
sometimes mask critical issues. And we are left with some difficult decisions and dilemmas.
We have directed considerable energy and attention toward the increased competition for new students.
Advertising, new publications, faculty visibility, and expanded presence on the Web require expanded resources
and simultaneously foster burnout because there is not the time, energy, money and staff to do all the work that
needs to be done. While a Board of Visitors is now in place, it will take time for their efforts to pay dividends and, at
this writing, we have not yet filled the position of Assistant to the President for Development and
AlumniIExternal
Relations, a new position which was created because we lost our Director of Alumni Relations in November 1997
to an organization which could almost double what we were able to pay.
Careful analysis of our technology would reveal that, on the surface, we have a solid technological base —
hardware abounds, the library is fully electronic, more and more faculty are using electronic conferencing, etc. Yet
much of the hardware is outdated and will not run new software applications, the staff support needed to keep the
infrastructure solid is woefully thin, coordination and integration require more attention than we can provide, and
the changes in the field are almost impossible to predict.
Our formal assessment surveys on compensation and student services have revealed major needs: with regard to
staff compensation, we know that many are well below a median salary because we have not been able to
adequately factor in experience and years of service; with more students relocating to Keene and delivery systems
using weekend classes with greater frequency, we have an articulated need to provide additional services and
coverage in certain areas in ways that we have not had to do before.
These issues, as well as those that are of long-standing and need not be repeated, create an overwhelming
laundry list of needs that places tremendous pressure on the process of developing an operating budget. We
cannot come close to doing what we would like to do. And that is, at times, frightening and always frustrating.
Finally, on top of the myriad day-to-day stresses, we are an aging organization and we need to pay more attention
to issues of faculty and staff health and
wellness.
In the period from July 1 , 1997-April 1, 1998, one faculty
member died of cancer, five employees had surgical procedures requiring hospital stays, one faculty member
suffered a heart attack and one faculty member had a stroke. While we have replaced retiring faculty and brought
in new hires who are all considerably younger and represent the next generation of leadership for Antioch New
England, we must pay greater attention to the needs of our more senior faculty and administrators.
I. Budget Proposal
On the basis of our new student enrollment data for 1997-98 and what is known at this juncture for 1998-99, it is
probably fair to categorize 1996-97 as an aberration year. However, nothing in the information available to us
points toward a reality that Antioch New England, at least for the short term, should be optimistic about achieving
new student enrollment levels comparable to those which it enjoyed in more halcyon times, 1991 -95, for example.
It also must be pointed out that the effects of the 1996-97 shortfall are severely felt for two fiscal years, especially
because the significant drop (30 FTE) in the number of new students came in the master’s programs in applied
psychology and environmental studies, both of which are two years in duration. Further we “lose” next year to
internships the largest
Psy.D.
class, 34, which matriculated in any one year over the course of the
Psy.D.
Program’s sixteen-year history. Thus, from the perspective of “carryover” student revenue, we began the process
looking down into the hole deeper than one would like to see, deep enough, in fact, to create a palpable sense of
vertigo.
In developing the Graduate School’s operating budget for 1998-99, we used as our basic operating assumption a
realistic scenario based upon the 1997-98 enrollment pattern and data from admissions activity through March 24,
1998; this assumption presumed that the total number of newly matriculated students in 1998-99 would increase
slightly from levels achieved in 1997-98. Applications currently on file indicate that we perhaps can expect a
slightly larger (above the norm)
Psy.D.
class to enter in the fall 1998 and that we can expect to see an increase in
the number of applied psychology students entering in the summer semester, compared to the summer semester
1997. Though not a major source of revenue, we are also beginning a new
Waldorf
“3+2”
certificate cluster. We
anticipate that entering numbers for all other programs will remain basically level, using base numbers from the
past two years. We have also calculated attrition at an 8% level, a figure that is consistently supported by history.
Beyond a few more students paying higher tuition, we also anticipate modest revenue increases from grant
overhead, special or non-matriculated students, and laboratory fees.
Simply stated, what is being presented is a terribly tight budget, one which provides very little room to adequately
address key priorities-faculty and staff compensation needs, increased library and student services support,
expanded marketing initiatives (more attention to the Web and the “one good ad” template strategy), increasing the
technological support structure, etc. There are few major variances requiring special mention in any of the
budgetary categories. (While there are position “freeze” postures taken in this budget, on the personnel side we
did, however, make a commitment during 1997-98 to eliminate the general exploitation of people through a practice
of maintaining employment via the temporary, non-benefited route, and we were required as a condition of
operating approval by the New Hampshire Postsecondary Commission to add another faculty member in the
Ph.D.
in Environmental Studies program.) From an overarching perspective, we continue to respond to our realities by
making sure that what we do budgetarily should not compromise academic program quality and integrity, seriously
weaken existing services or infrastructures, or ignore some basic support for program development initiatives.
Where appropriate, we have continued to employ the following strategies on the expense side of the ledger: (a)
targeted expense cuts; (b) some line item freezes; (c) implementation of some hiring freezes; (d) increasing the
teaching loads of Core Faculty members; (e) voluntary reductions in faculty time percentages; (f) curricular
streamlining
(i.e.,
more lock-step programming with fewer elective choices); (g) providing more cross-disciplinary
offerings; and (f) etc.
The tuition increase for 1998-99 for both master’s and doctoral students will be $200 for each of the three
semesters. Translation: $1
2,750Iyear
for master’s programs; $1 7,200
/yr.
for the
Psy.D.
program in clinical
psychology; and
$15,00O/yr.
for the
Ph.D.
in Environmental Studies for the first two years. This tuition increase is
under 5%. There is no proposed increase in fees. We believe that this increase and pricing structure is tolerable
and defensible, though on a percentage basis it will be a bit higher than what most other private institutions in the
region will do in 1998-99. It is critical to note here that the Graduate School’s current master’s level tuition is less
than what UNH, a public institution, charges its out-of-state students for thirty weeks of instruction, and not the
thirty-seven which we provide. This continues to reaffirm our position that Antioch New England’s tuition pricing still
represents a bargain for graduate level programming.
The 1998-99 “Campus Contingency, Discretionary” line is holding $58,185 which we will use to fund key priorities,
particularly basic cost-of-living increases for core employees. If summer and fall enrollment numbers meet or
exceed projections, we will ask for special release of a portion of regular campus contingency funds. Release of
contingency funds would be prioritized in the following sequence: (1) a total salary and benefit raise package in the
neighborhood of 2% for all core employees (approximately $65,000); (2) increased resources for marketing
initiatives; (3) restoration of funds in the book acquisition budget for the library; and (4) a small raise pool for
Associate and Adjunct Faculty. The increase in the liquidity reserve requirement will assist in creating the
mandated annual surplus of $125,000 needed to comply with the required bond ratio of 1.25 in 1998-99, but
funding this reserve reduces the amount we can spend on programs.
It is difficult to justify any purpose in presenting a litany of unfunded priority items beyond what has been listed
above. Narrative comments related to capital acquisitions can be found in the Five-Year Capital Plan.
Jim Craiglow
President
Antioch New England Graduate School
1998-99 Proposed Budget Summary by Function
Revenues
Tuition & 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
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
1995-96
Actual
—–
1996-97
Actual
—–
8,247,717
-71,698
35,000
538,338
0
208,188
71,262
9,028,807
0
242,868
9,271,675
4,296,789
0
327,340
342,196
558,389
2,292,566
723,263
463.715
9,004,258
0
9,004,258
267,417
138,902
0
65,000
0
0
203,902
63,515
1997-98
Budget
—-
8,100,325
-60,000
40,000
445,000
0
263,754
52,800
8,841,879
0
134,218
8,976,097
4,075,537
0
316,800
361,634
544,710
2,547,833
602,971
349,200
8,798,685
0
8,798,685
177,412
197,412
0
70,000
-90,000
0
177,412
0
1997-98
Projected
.—
8,229,260
-60.399
35,000
466.218
0
137,846
70,000
8,877,925
0
256,538
9,134,463
4,160,401
0
319,305
381,768
529,347
2,340,522
734,765
305,685
8,771,793
0
8,771,793
362,670
221,690
0
70,000
0
0
291,690
70,980
Change From
1997-98 Budget
to 1997-98 Projected
Proposed
1998-99
Budget
——
8,250,283
-40,000
0
547,605
0
433,739
60,650
9,252,277
0
142,344
9,394,621
4,171,114
0
44 1,294
451.224
546,757
2,516,080
698,952
394,200
9,219,621
0
9,219,621
175,000
500,000
0
75,000
-400,000
0
175,000
0
Change From
1997-98 Pro)
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
Antioch New England Graduate School
1998-99 Proposed Budget Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree
&
Univ 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
Actual
——
9,071.046
4,584,678
1,228.389
240,936
39,585
15,385
289.744
793,699
288,335
445,975
0
37,673
-161,433
0
0
980,842
-227,255
61.630
0
0
0
8,618,183
452,863
119,184
0
60,000
0
0
179,184
273.679
1996-97
Actual
1997-98
Budget
—-
8,976.097
4,466,744
1,394,562
226,958
19,200
11,810
180,381
753.076
266,300
349,710
0
33,586
159,894
92,844
79.947
973,515
-277,000
61,800
0
5,358
0
8,798,685
177,412
197.412
0
70,000
-90,000
0
177.412
0
1997-98
Projected
—–
9.1 34,463
4,472,244
1,393,222
287.554
20,000
9,500
21 1,389
790,596
276,325
441,500
0
31,201
0
0
79,947
973,515
-277,000
61,800
0
0
0
8,771,793
362.670
221,690
0
70,000
0
0
291,690
70,980
Change From
1997-98 Budget
to 1997-98
Profected
Proposed
1998-99
Budget
—–
9,394.621
4,679,740
1,400,565
259,395
19,200
11,710
205,255
809.4 17
290,325
439,132
0
31,859
163,620
58,185
102,262
993,374
-313,415
61,647
0
7,350
0
9,219,621
175,000
500,000
0
75,000
-400,000
0
175,000
0
Change From
1997-98 Pro1
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
ANTIOCH NEW ENGLAND GRADUATE SCHOOL
1998-99 Capital Budget
Buildings
Total Buildings
Building Improvements
Renovate Additional Space
Total Building Improvements
Equipment
Computer Terminals
Total Equipment
Furniture & Fixtures
Total Furniture & Fixtures
Library Books
Library books
Grand Total Capital Budget
Amount
0
Amount
400,000
400,000
Amount
30,000
30,000
Amount
0
Amount
70,000
500,000
——– ——–
37
ANTIOCH NEW ENGLAND GRADUATE SCHOOL
1998-99 Tuition Rate Changes
ElementaryIEarly
Childhood Education
(M.Ed.) 40-44 Credits 1
Organization 81 Management (M.Ed. & MHSA) Students entering Students entering Students entering
summer 1 st $2,700 fall 1 st $5,000 spring 1 st $5,000
fall 2nd $5,000 spring 2nd $5,000 summer 2nd $2,700
spring 3rd $5,000 summer 3rd $2,700 fall 3rd $5,000
summer4th
$2,700 fall 4th $2,700 spring 4th $2,700
1 TOTAL $1 5,400 $15,400 $15,400 1
1997-98 Rate $14,600 $14,600 $14,600
% Change 5.48% 5.48% 5.48%
ElementaryIEarly Childhood Education Waldorf 140-44 Credits 1
Concentration (M.Ed.) Students entering
summer 1 st $2,850
fall 2nd $4,400
spring 3rd $4,400
summer 4th $1,975
fall5th
$1,975
Students entering
summer 1 st $2,375
fall 2nd $2,375
spring 3rd $2,375
summer 4th $2,375
fall 5th $2,375
spring 6th $2,375
summer 7th $2,375
1 TOTAL $15,600 1 TOTAL $1 6,625
Waldorf Certificate
1997-98 Rate
% Change
1997-98 Rate
28-30 Credits 1 28-30 credit4 1
Students entering Waldorf Certificate 3+2 Students entering
summer 1 st $3,150
fall 2nd $3,150
summer 1 st $3,200
fall 2nd $0
spring 3rd $2,750 spring 3rd $1,650
summer 4 t h $2,075
TOTAL $11,125 ]
summer 4th $2,750
fall 5th $1,650
spring 6th $0
summer 7th $2,075
1 TOTAL $11,325 1
Foundations of Education
for Experienced Educators
(m.Ed.)
130 Credits 1
Students entering
summer 1 st $2,175
fall 2nd $3,450
spring 3rd $3,450
summer 4th $2,150
1 TOTAL $11,225 1
1997-98 Rate
% Change
Organization & Management Weekend 140-44 Credits 1
Program (M.ED. & MHSA) Students entering
fall 1 st $5,050
spring 2nd $5,050
summer 3rd $2,650
fall 4th $1,575
spring
5t
h $1,575
TOTAL $15,900 1
1997-98 Rate
% Change
30 Credit Extended* I
Students entering
summer 1 st $2,175
fall 2nd $2,450
spring 3rd $2,450
summer 4t h $2,175
fall 5th $2,175
TOTAL $1 1,425 1
50-54 Credits 1
Students entering
fall 1 st $5,050
spring 2nd $5,050
summer 3rd $2,650
fall 4th $2,350
spring 5th $2,325
summer 6th $2,325
TOTAL $19,750 1
Organization & Management (M.S.) 50-54 Credits 1
Resource Management & Administration (M.S.) Students entering Students entering Students entering
Environmental Studies (M.S.) summer 1 st $2,650 fall 1 st $5,050 spring 1 st $5,050
fall 2nd $5,050 spring 2nd $5,050 summer 2nd $2,650
spring 3rd $5,050 summer 3rd $2,650 fall 3rd $5,050
summer4th
$3,250 fall 4th $3,250 spring 4 t h $3,250
fall 5th $3,250 spring 5th $3,250 summer 5t h $3,250
1 TOTAL $19,250 $1 9,250 $19,250 1
1997-98 Rate $1 8,250 $1 8,250 $1 8,250
% Change 5.48% 5.48% 5.48%
Counseling Psychology 60-64 Credits 1
Substance AbuseIAddictions Counseling (MA) Students entering
summer 1 st $2,650
fall 2nd $5,050
spring 3rd $5,050
summer 4th $0
fall 5th $5,075
spring 6th $5,075
Students entering
fall 1 st $5,050
spring 2nd $5,050
summer 3rd $2,650
fall 4th $5,075
spring 5th $5,075
1 TOTAL $22,900 $22,900 1
1997-98 Rate $21,900 $21,900
% Change 4.57% 4.57%
Counseling Psychology, Substance Abuse
60-64
Credits 1
and Addiction Counseling (M.A.) Students entering Counseling Psychology
(effective Spring 1995 entry) spring 1 st $3,500 Marriage & Family Therapy
summer 2nd $0
fall 3rd $5,050
spring 4th $5,050
summer 5th $0
fall 6th $4,650
spring 7th $4,650
1 TOTAL $22,900 1
1997-98 Rate
% Change
60-64
Credits 1
Students entering
summer 1 st $2,650
fall 2nd $5,050
spring 3rd $5,050
summer 4th $2,650
fall 5th $3,850
spring 6 t h $3,850
1 TOTAL $23,100 1
$21,900
5.48%
Counseling Psychology,
60-64
Credits 1 Counseling Psychology, 30 Credits 1
DanceIMovement Therapy (M.A.) Students entering DanceIMovement Therapy Students entering
fall 1 st $5,050 Certificate Program fall 1st $3,650
spring 2nd $5,050 spring 2nd $3,650
summer 3rd $0 summer 3rd $0
fall 4th $5,100 fall 4th $2,225
spring 5th $5,100 spring 5t h $2,225
$0 summer 6th
1997-98
Rate
% Change
fall 7th $2,600
1 TOTAL $22,900 1 1 TOTAL $1 1,750 1
$10,950
7.31 %
Doctor of Clinical Psychology (Psy.D.)
First Year (PsyD I)
Students entering Years 2,3 & 4
fall 1 st $8.500 (PsyD 11, Ill,& IV)
spring 2nd $8,500
1 TOTAL $17,000 1
1997-98 Rate $16,600
% Change 2.41 %
Doctor of Philosophy in Environmental Studies summer 1 st $2,800
Years 1 and 2 fall 2nd $5,375 Years 3 and 4
spring 3rd $5,375
1 TOTAL $13,550 1
1997-98 Rate
% Change
Doctor of Philosophy in Environmental Studies summer 1 st $3,000
Years 1 and 2 (Effective summer 98 entry) fall 2nd $6,000
spring 3rd $6,000
1 TOTAL $15,000 1
1997-98 Rate NIA
summer 1 st $3,550
fall 2nd $6,825
spring 3rd $6,825
1 TOTAL $17,200 1
$1 6,600
3.61 %
summer 1 st $1,925
fall 2nd $3,650
spring 3rd $3,650
1 TOTAL $9,225 1
$8,625
6.96%
summer 1 st $2,000
fall 2nd $4,000
spring 3rd $4,000
TOTAL $10,000 1
NI A
% Change
ANTIOCH UNIVERSITY SEATTLE
1998-99 PROPOSED BUDGET
I. Accomplishments and Challenges
The 1997-98 year has been one of excitement, newness, change, and adjustment for Antioch University Seattle.
At the beginning of the academic year, the energy of the community was focused on two major happenings: (1)
the completion and move to our new campus and, (2) the transition and adjustment to a new President.
The months of July and August witnessed a community totally engaged in completing the new building for a
September move date. Often it felt like the forces of nature were working against us as we dealt with delays in
construction, reinterpretations of ADA regulations and building codes by the various bureaucrats, and the
independent attitude of City Power & Light. Thanks to the long hours invested not only by the contractors but our
staff and faculty, we were able to move and open our doors for classes on schedule. In November, we
successfully negotiated a food service contract with
FareStart
(aka Common Meals) to operate our cafe and
provide limited catering service. Initially, the plans for the new campus called for a computer lab and computer
classroom. Although we had the room and space designated, we had no funding source to provide for the
equipment and software. As of December, 1997 we negotiated a loan for the necessary equipment, which enables
our students and faculty to experience a teaching and learning environment incorporating technology. A generous
grant of $25,000 from the Innovation Fund allowed our Library to implement the first stages in creating an
electronic library providing greater access and service to students.
The relocation to a new campus and the coming of a new President brought a host of high visibility public events
to Antioch: the formal Ribbon Cutting and Presidential Inauguration in October, the building dedication and Board
of Trustees meeting in early February, and the grand opening of
FareStart
in late February. These events have
exposed more than 800 public figures, noted Seattle residents, higher education officials, and Antioch alumni to
our institution and its mission. Hosting these large events also revealed our need to design and invest in a
stronger infrastructure to support our desire to host more public events on campus.
The need for Antioch University Seattle to become more visible, engage more fully in community relations,
cultivate our alumni, and develop a strong fund raising strategy demanded the creation of a position that could
provide leadership and assistance to the President in these areas. Dr. Mary Marcy was hired as the new Dean of
University Relations in December, 1997. Already her presence has been felt in the area of fund raising. Besides a
total of approximately $19,000 in cash, equipment, and furniture contributed to the building effort, in the short span
of four months the University Relations office has brought in $7,500 to assist in paying for the costs of the fountain
sculpture, plants, and benches in the atrium; $1 3,000 for scholarships designated for students of color; and
$1 5,000 in grants for the Children’s Literacy Lab. In addition, the Education program has generated $30,000 in
scholarship money through its continuing education activities.
Another area that needed both the attention of University Relations and the President was the Board of Visitors.
Antioch Seattle had a long-standing Advisory Board existing when Dr. Murdock entered office. However, the
board’s historical role had been one of a “kitchen cabinet” rather than a fund raising board. Some members
expressed concern and unwillingness to move to a Board of Visitors status. Therefore, it has been a delicate
dance to dissolve the current Advisory Board, honor its past contributions, and begin the process of developing a
new Board of Visitors with new membership. Complicating the issue has been a separate Foundation Board
established in 1986. No fundraising or deposits by this Foundation have been made over the last 5 years.
However, members of the Foundation were reluctant to release any of the money or dissolve the Foundation until
they felt assured that the money would remain with the Seattle campus. Having received that assurance in writing
from Vice Chancellor Watts, President Murdock convinced the Foundation to disband the Foundation and allocate
half of the money to much needed scholarships and half the money to be invested with the University’s endowment
fund. The campus is obligated to past Trustee Ken McDonald for performing all the necessary legal work required
to dissolve the Foundation.
Once the community was relocated to its new campus, President Murdock focused on a number of internal needs
which included communication, governance, recruitment and marketing, and strategic and financial planning. A
Communication Task Force was formed to recommend better ways for the external public to access our institution
as well as increase better communication among our own internal community. Many recommendations of the
task force have been implemented resulting in better services in our voice mail, more use of electronic mail for
announcements, and easier access to information by students. President Murdock also inherited a campus which
had a non-functioning governance system. The previous structure, created in 1992, had in essence dissolved
over the years. A Governance Task Force is currently working on designing a model which reflects the values and
needs of Antioch. The process will involve submission of a draft to the community for input before a
recommendation goes to President Murdock and, subsequently, to Chancellor Hall. The
committee’s
goal is to
complete its work by June.
After positive increases in enrollments over a period of years, Antioch Seattle has experienced flat enrollments for
the last two years with projected enrollments for the 1998-99 year as the same. This pattern has caused the
leadership team to analyze the current marketing strategies and recruitment structure. Many changes are in
the works to increase our recruiting efforts and opportunities: a professional redesign of our WWW site, a direct
telephone line into admissions, revamping our publications for a more professional and consistent image,
reexamining the “look of our advertising and the messages being delivered, a greater effort in media relations, and
requiring academic programs to develop
recruitmentlmarketing
strategic plans. The infrastructure and staffing for
admissions and recruiting is also being reviewed for efficiency and effectiveness. It is expected that the current
admissions structure will undergo revision to create a system that provides greater clarity of roles, expectations
and goals, accountability, and collaboration among programs. Our goal, of course, is to move to on-line
registration and admissions as soon as possible. The problems we have encountered in bringing Datatel into the
Admissions and Registrar offices have added a tremendous amount of stress on the system, staff, and programs.
Hopefully, by July the implementation will be completed to the point of being able to provide accurate and timely
data.
Another area identified by President Murdock for concentration was strategic and financial planning. Little has
been done in a formal or centralized manner since 1991-92. Programs and units have mainly been operating on a
year-to-year basis. President Murdock has called for a faculty and staff retreat in May to talk about the future of
Antioch Seattle, where it wants to be in 10 years and what needs to happen for that future to become a reality.
The outcomes of the retreat will form the foundation for a strategic planning process to begin in Fall, 1998. The
planning process will incorporate academic programs, technology, facilities, recruiting and marketing, development
and fund raising, student services and other administrative services. The desire of the leadership team
is.to
develop a model that links the planning process to the budgetary process. President Murdock and Richard Norris,
Dean of Administration and Finance, have devoted numerous hours to critically analyzing the financial status of the
institution. It is clear that the revenue generating academic programs need to become more aware of the role they
play in supporting the institution as a whole. Plans are underway to develop financial goals for each of the
programs, which will be incorporated into their strategic plans.
The progress of new academic program initiatives has been mixed. Although we successfully relocated the
Environment and Community Program to Seattle, the program has been plagued with high attrition and non-
payment of tuition charges on the part of some of the students. The outlook for the Fall 1998 cohort looks
promising although still not at the desired level. The program is scheduled for review and possible redesign to
conform more to the new residential Environment and Community Master’s degree program scheduled for
implementation in Fall 1998. A new Art Therapy Certificate was scheduled to be implemented in Spring 1998 but
the design of the program proved to be an impediment to students showing interest in enrolling. That program is
also in a redesign stage. Steps have been taken to move toward certification by APA of our Couples and Family
Therapy program. At the same time, Academic Dean Gail Martin has worked industriously to foster the creation of
the new residential Environment and Community Master’s degree program and the Whole System’s
DesignIOSR
Master’s program initiative in Chicago.
We have made substantial progress toward diversifying our staff from 6% persons of color in 1996-97 to 22% in
1997-98. We have experienced a larger than average staff turnover which provided us with the opportunity to
increase our diversity, but at the same time created a high level of insecurity and unrest among the staff. The
distress of the staff surfaced at an abnormal level during the budget process and focused on the level of salaries
and the salary schedule. Faculty joined the discussion to reinstate their own issues with salaries and express their
historical distrust of the administration. Consequently, the budget process was a somewhat stressful one, although
useful in bringing important community issues to the surface.
II. Goals and Objectives for 1998-99
The campus approaches the 1998-99 year with great anticipation, along with an expectation of change. The 1997-
98 budget process brought to light many issues that require community discussion and planning. There
is
much to
do in the areas of (1) enhancing our internal community, (2) enhancing our external relations, and (3) supporting
new initiatives.
45
Enhancing the Internal Environment
Compensation. Review and revise the faculty and staff compensation plans. Develop revenuelexpenditure
ratio targets which will provide a means to fund the salary plans which will be developed prior to the next
budget. The institution has not been able to keep pace with the market and cost of living provisions of the
current salary plans. This budget includes provisions for a 4% increase for staff, 3% increase for faculty and no
increase in salary for Deans. While this does not make up for falling behind salary expectations for the past
three years it will help address the perceived market disparity.
Governance. Implement the governance
structure/system
recommended by the task force. Evaluate the
effectiveness of the structure at the end of the year.
Complete final staqes of the building. As stated in the facilities plan, there are still numerous issues that need
to be dealt with to complete our residency in the building.
Reorqanize
the
admission/recruitinci/marketina
system
and develop strategies to become more effective and
efficient.
Implement a
strateqic
planninq
process to encompass academic programs, the library, technology, and other
service units with an end goal of creating a healthy financial foundation.
Continue buildinq community. Continue the new tradition of a convocation and community barbecue and other
seasonal events designed to bring the internal community together.
Enhancing the External Environment
Buildinq visibility. AUS is committed to increasing external visibility through enhancing relations with the media.
There will also be a greater number of special events which bring high profile speakers and participation to the
campus. In addition, the Deans and the President will become active in prominent city organizations and
Boards.
Development. A concentrated effort on building a fund-raising program is underway. This includes the
cultivation of alumni, targeted grant writing, and identification of prominent leaders in the region who support
the Antioch mission.
Marketinq. An increased effort in our marketing strategy. It is felt that with a redesign of our recruiting and
admissions area that we can increase the quality and quantity of our activity without a substantial increase in
dollar expenditure.
46
Creating a Board of Visitors. It will take most of the year to recruit the 12 to 15 new members that we desire for
the Board of Visitors.
Communitv outreach. Become more involved in community associations and integrate more community
outreach into the academic programs.
Supporting New Initiatives
Create a venture fund for new initiatives. This is not funded yet, but will be a prime target for new dollars.
Establish central support for a Continuing Education unit. Currently what little continuing education AUS offers
is through individualized programs. A more centrally organized approach offering support to the programs with
most of the revenue coming into the central coffers will strengthen our efforts in increasing financial
sustainability.
Promotion and support of the newlv approved initiatives such as the residential Environmental and Community
Master’s degree, the Chicago
WSDIOSR
degree and the Art Therapy certification and potential track within the
Psychology Master’s program.
I. Items of Note in the 1998-99 Budget
The following are of note in the new budget:
Academic Dean funded for six months. The retirement of the current Dean in December places the position
out of the normal recruitment cycle for higher education administrators. Therefore, advertisement for the
position will begin in January 1999 with an intentional starting date of
JulyIAugust
1999.
Full funding of the University Relations position. This position was not fully funded in the 1997-98 budget as it
did not start until December 1997.
The establishment of a new building reserve with a first-year allocation of $1 05,000.
An allotment of $30,000 in the Academic Dean’s budget for technology consulting and academic computing
programming.
Continued support of cultural diversity initiatives.
Continued support for faculty and staff development.
Funded support for the President’s Office through upgrading the secretary to an executive assistant and adding
a
112
time secretary to be shared with the University Relations office.
 The 1998-99 FTE and bottom line figure will reflect two new initiatives that are not finalized. None of the
excess revenue over expenses for these initiatives is budgeted for operations.
IV. FTE and Program Costs
We are projecting 733.8 FTE from existing programs, which is basically a flat line projection from our 1997-98
budget of 730. In addition we are projecting 32 FTE from two new initiatives. The new initiatives are still being
finalized. They are built into this budget, but none of the excess revenue over expenses is budgeted for
operations.
The existing academic programs are held to last year’s funding levels except for cuts in the non-residential
Environment and Community budget.
Work on seeking approval from NCA and the Illinois higher education authorities for the
WSDIOSR
Chicago
project is progressing. It is expected this program will begin Winter Quarter with a cohort of 21-24 students.
The Environment and Community program has been redesigned for the local market. We anticipate this
degree program will begin Fall quarter with 15 students and will add students each of the subsequent quarters.
The Art Therapy Certificate is in the process of a redesign.
V. Other Priorities
When new initiatives are finalized it is our intention to spend the excess revenue over expenses from these
programs for: Library needs, program development, technology, Datatel support staffing, and University Relations
operations and staff support. Details of the first two items are listed as a part of the technology plan and will likely
include a few items over the $10,000 board approval requirement, so it is mentioned here. University Relations
operations support will consist mainly of funds for alumni events and newsletters, and a possible increase in
staffing. The individual events will not exceed the $10,000 limit, but the possible addition of a staff person will
exceed the limit. The Datatel support staff position is currently funded for six months at
112
time. Funding the
balance of the year will also cost over $10,000.
Antioch Seattle
1998-99 Proposed Budget Summary by Function
Revenues
Tuition & 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
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
1995-96
Actual
——-
5,939,364
-120,147
500
229,855
0
54,343
114,700
6,218,615
185,972
7,455
6,412,042
2,971,083
0
0
216,992
478.906
1,449,165
587,522
230,053
5.933.721
186.853
6,120,574
291,468
294,805
0
0
0′
0
294.805
-3,337
1996-97
Actual
—–
6,537,877
-94.423
2 0
202,788
0
128,993
41 7,544
7,192,799
214,337
-5,350
7,401,786
3,272,043
0
0
101,710
536.385
1,683,570
687,807
185,232
6,466,747
209,761
6,676,508
725,278
6,456,071
-6,216,245
0
0
0
239,826
485,452
1997-98
Budget
—–
6,900,577
-70.400
5,000
231.641
0
6,584
214,419
7,287,821
209,485
0
7,497,306
3,332,616
0
0
283,537
536,0t7
2,138.682
691,157
231,641
7,213,650
206.880
7,420,530
76,776
1,729,838
-1,678,062
25,000
0
0
76,776
0
1997-98
Projected
—-
7,003.81 5
-57,715
1,000
137,000
0
72,530
256,740
7,413,370
226,200
24,300
7,663,870
3,410,134
0
0
349,478
549,529
1,897,586
668.200
155.071
7,029,998
207,200
7,237,198
426.672
1,963,640
-1,647,883
100,000
415,757
10.915
Change From
1997-98 Budget
to 1997-98 Projected
Proposed
1998-99
Budget
—-
7,420,590
-68,000
10.000
181,641
0
0
216,951
7,761,182
263,400
78,000
8,102,582
3,481,889
0
0
344,408
551,525
2,198,460
804,877
270,641
7,651,800
252,378
7,904,178
198,404
88,404
0
110,000
0
0
198,404
0
Change From
1997-98 Pro1
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
Antioch Seattle
1998-99 Proposed Budget Summary by Category
1995-96
Actual
1996-97
Actual
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency. Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ 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
1997-98
Budget
——
7,497,306
3,672,145
922,156
105,606
64.147
32.250
68,351
516,486
291,814
468,509
169,763
59,526
132,037
147,168
99,028
840,234
-229,154
45,912
0
14,552
0
7,420.530
76,776
1,729,838
1,678.062
25,000
0
0
76,776
0
1997-98
Projected
—–
7,663,870
3,664,235
956,271
155,493
104,469
62,277
116,630
473,791
322,134
445,638
177,200
-10,000
0
0
99,028
840,234
-229,154
44,400
0
14.552
0
7,237,198
426,672
1,963,640
-1,647,883
100,000
0
0
415,757
10,915
Change From
1997-98 Budget Proposed
to1997-98Projected 1998-99
Change From
1997-98 Pro)
to 1998-99 Budget
%
—-
2.22%
Change From
1997-98 Budget
to 1998-99 Budget
Budget
*—–
8,102,582
ANTIOCH SEATTLE
1998-99 Capital Budget
Buildings Amount
Total Buildings 0
Building Improvements Amount
Final BIdg Renovation 15,000
Total Building Improvements 15,000
Equipment Amount
Computer Terminals 63,404
Total Equipment 63,404
Furniture 81 Fixtures Amount
Classroom Chairs 10,000
Total Furniture & Fixtures 10,000
Library Books Amount
Grand Total Capital Budget 88,404
——– ——–
5 1
Antioch Seattle
Tuition Rate Changes 1998-99
1997-98
Rates
——–
320
1,880
3,115
130
320
1998-99
Proposed
——–
333
1,945
3,240
135
335
Program
——–
BA Completion
% Change
4.06%
3.46%
4.01%
3.85%
4.69%
Per Credit
Half Time
Full Time
Overload Add cred
Non Matriculated
Psychology & WSD Per Credit
Half Time
Full Time
Overload Add cred
Non Matriculated
Education/Individualized Per Credit
Half Time
Full Time
Non Matriculated
Site Based
EducationITeacher
Cert Full Time
Management Full Time
(Monthly Rate)
Organization Systems Ren
Northwest Full Time
Midwest Full Time
Environment & Community
Cohort 1 & 2 Part Time
Cohort 3 Part Time
Cohort 4 Part Time
ANTIOCH SOUTHERN CALIFORNIA
1998-99 BUDGET PROPOSAL
I. Introduction
The preparation of the 1998-99 budget for Antioch Southern California has involved primarily the Campus Councils
and the Regional Council. Budget managers also were consulted regarding reallocation of funds within existing
cost center budgets. The deliberations of the Campus Councils were based on enrollment and fiscal data provided
by the President and the Dean of Administrative Services. At regular points in the process of developing the
budget, information was shared with all members of the institution through several Community Meetings held at
each campus.
The entire process was coordinated extremely effectively by Donna
Starr,
the Dean of Administrative Services for
the Region. She worked directly with budget managers and led most of the discussions of budget issues with the
Campus Councils. Her very evident leadership of the budget process produced credibility and resulted in the
development of a very realistic budget for 1998-99.
Further, the 1998-99 budget was developed as the Region continues to experience enrollment levels below
projection. The Santa Barbara campus will be only slightly below projection for the year and may indeed be above
projection the Spring 1998 Quarter once final enrollment is known. Although less off the mark than the 1996-97
year, the Los Angeles campus will again be below projection. In response to this situation, the faculty continues to
work toward program revisions, and considerable work is being done by the Dean of Academic Affairs to develop
new programs. Each campus also is re-examining its marketing strategies with the assistance of external
consultants so that scarce resources can be used most effectively. In addition, the President’s Office is devoting
considerable time and energy to developing external contacts for the University and attempting to raise non-tuition
revenue from alumni. The 1998-99 budget reflects these initiatives both in terms of the regular operating budget
as well as in the restricted budget.
What follows in this document is: (1) an overview of the issues dealt with during the 1997-98 year; (2) a statement
of the basic assumptions upon which the 1998-99 budget was constructed; (3) a narrative description of the salient
features of the revenue and expenditure portions of the budget; (4) a capital expenditure budget; and (5) the
53
budget worksheets for the Region and for each campus. Taken collectively, this material provides an overview
and explanation of the 1998-99 budget for Antioch University Southern California.
II. Accomplishments and Challenges
The year that is just concluding has been another difficult one for the Southern California campuses of Antioch
University. What follows are observations regarding the major occurrences that form the fabric of this year:
Enrollment. Details regarding enrollment are presented in the material that follows, but it is sufficient to say
here that enrollment within the Region did not reach projected levels. The major problem has been at the Los
Angeles campus where projected enrollment has not been met (nearly 42.00 AFTE below projection), although
very slight growth compared to the 1996-97 year has occurred (0.60%). In Santa Barbara, enrollment has
fallen only slightly short of projection (4.53 AFTE), and real growth compared to the previous year has
continued to occur (1.35%).
Downsizing. During the previous years of enrollment decreases, the campuses had conserved resources
wherever possible and many budgeted, but unfilled, positions were removed from the budget. This strategy
worked effectively for the Santa Barbara campus, and because enrollment shortfalls were relatively small, no
reductions in faculty, staff, or administration were necessary during 1997-98. This was not the case at the Los
Angeles campus because enrollment decreases experienced during 1996-97 were significant, and only
personnel expenditures could be sought to curb expenditures in a major way.
During the 1997-98 year, the effects of reducing the faculty by 2.00 FTE and not refilling several staff positions
was felt deeply. Most personnel at the Los Angeles campus feel some stress on the job as the workload
continues to increase and the number of people available to perform the tasks is insufficient. Increased
workloads for faculty are related to program revision and development efforts as well to faculty reductions, and
staff are particularly hard hit with fewer people to perform tasks and with the extra work that is necessary for
Datatel training.
Program Development. In response to the enrollment issues that have been experienced by the campuses,
new energy has been devoted to refining aspects of current programs, developing new aspects of existing
programs, or creating new program options. For example, each program has revised its curriculum in varying
degrees to reflect the current needs of students and the job market.
More specifically, effort has gone into developing weekend programming at each campus for the 1998-99 year.
The MAP Program in Los Angeles has devised a creative Saturday one-day-a-week delivery model for the
Clinical Psychology offerings including weekend Traineeship opportunities. In addition, a Friday evening venue
can be combined with the Saturday offerings for students who may want to specialize in an area like Child
Studies. The Child Studies concentration also has been instituted in the BA Program in Los Angeles. MAP
students in the Saturday one-day-a-week program also will take one on-line course each quarter.
In the BA Program in Los Angeles, works continues in the development of on-line instruction with four courses
offered during 1997-98. These courses have proven very popular, and faculty are learning directly about how
to offer courses in a new medium and maintain Antiochian values. For 1998-99, nine to twelve course are
currently being planned for on-line delivery.
At the Santa Barbara campus, work has begun to develop a weekend delivery model for the BA and
MAOM
Programs so that students interested in the management area can move through both the undergraduate and
graduate programs in an efficient and innovative low residency model.
During 1997-98, considerable work was also done on the development of an M.A. Program in Health and
Wellness
at the Santa Barbara campus. This program is in the proposal stage and will be brought forward for
further discussion and revision in the next several months, with implementation likely in 1999-00.
During the 1997-98 year, the MFA Program in Creative Writing continued to do well both in terms of enrollment
as well as student satisfaction. The Fall 1997 Semester residency had 48 students in attendance.
As the 1997-98 year comes to a close, it also appears that efforts to qualify to mount a teacher credential
program have been successful. The Commission on Teacher Credentialling in preparing a Pilot Study, to permit
accredited inter-state institutions to offer teaching credentials in California. Once details of this development
are known, considerable effort will be made to develop such programs at each campus.
Marketing. Much time and energy has gone into analyzing and altering the course of our marketing efforts at
the two campuses. The work done with Zimmerman and
Markman
has had some success with inquiry polls
increasing in size through the use of radio advertising in Los Angeles. Cable television also was used during
the year in Los Angeles, but this effort was singularly unproductive. The work done with Davies
Communications in Santa Barbara continues to be very effective, and we have developed print media and
television material that have significantly increased the inquiry pool and the number of applications being
received. A new and energetic Admissions Officer in Santa Barbara also has had a significant impact on the
recruitment of students.
Organizational Issues. Several organizational changes were instituted during 1997-98. In Los Angeles, the
movement toward the creation of a Student Services area continued with the appointment of a Director of
Admissions and Records and the cross training of staff in several student service related areas. Because this
re-organization was not able to be completed during the year, many staff were required to assume multiple role
assignments. The final realization of the Student Services area will occur during the summer of 1998 as the
buildout
of current space occurs.
More emphasis was placed during 1997-98 on developing ties to the external community. Alumni activity
occurred during the year culminating in a major event at KCET, the public television station in Los Angeles, in
March. The President and the Vice Chancellor for Development worked regularly with the local Board of
Visitors, and the President began meeting one-on-one with selected alumni who could potentially be supportive
of the institution.
After 4 years of wanting to create this position in Santa Barbara, the major organizational issue was the
implementation of the Associate Dean of Academic Affairs position. Richard Whitney, Chair of the BA
Program, has assumed some of the duties envisioned for this position, and this has produced much more
concerted on-site academic leadership on the Santa Barbara campus. This approach will be continued and
augmented during 1998-99, and it is believed this will move forward academic efforts in Santa Barbara as well
as continue to relieve some of the tremendous workload that now exists for the Regional Dean of Academic
Affairs.
Facilities. During 1997-98, each campus renewed leases on their current facilities thus postponing the dream
of owning our campuses. The Santa Barbara campus extended the lease of its current facilities for 5 years
during 1996-97. This provided some additional space, and after receiving the necessary approvals during
1997-98, the space was built out. Now the campus has two new classrooms, one new conference room, one
new office, and a new student lounge and patio. This has heightened spirits on the campus and provides
space for continued growth.
The Los Angeles campus as well is prepared to sign a 5 year extension to its lease in the current facilities. The
lease will provide for reduced rent and substantial modifications to the existing facility. A cafe and bookstore
space will be created on the first floor; a Student Services Center will be created on the second floor; a
Business Services Center will created on the third floor; a new student lounge will be created on the fourth
floor in some additional space; a media classroom and other new classrooms will be provided; and
cross-
program office suites will be possible. These changes should be completed by the end of the Summer 1998
Quarter.
20th Anniversary of the Santa Barbara Campus. In October 1997, the Santa Barbara campus celebrated it
20th year of service to the community. A gala open house marked this event with about 200 alumni and friends
of the institution joining in toasting the campus and its first graduating class.
Ill. Basic Assumptions
The 1998-99 budget was developed within the framework provided by University-wide Budget Guidelines and the
Regional Mission Statement. More specifically, each campus pondered how to provide resources to achieve
established priorities for 1998-99 and how to project enrollment conservatively. This became the riddle that each
campus struggled with as the budgets were prepared.
Given that enrollment has been an issue, each campus sought to produce projections that were realistic and
based on actual performance during 1997-98. Antioch Los Angeles did not achieve its enrollment projection,
although it did experience very slight growth when compared to the 1996-97 year. The campus constructed the
1997-98 budget at an enrollment slightly less than the previous year, but the anticipated enrollment of 557.00
AFTE has not been realized. Actual enrollment for the 1997-98 year at Antioch Los Angeles is anticipated to be
51 5.27 AFTE.
The two major programs at the Los Angeles campus fell short of their enrollment projections with the BA Program
being 14.97 AFTE below projection, and the MAP Program being 26.72 AFTE below projection. The
MAOM
Program also was below projection by 10.05 AFTE. The MFA Program continued to show strong enrollment, and
anticipated enrollment will be about 10 AFTE above projection.
Annualized FTE enrollment at the Los Angeles campus is less than 1991 -92 levels, but the 9-year enrollment
change shows a 26.1
8%
increase. It is significant to note as well that 1997-98 enrollment is slightly higher than
the previous year’s enrollment
(0.60%),
and this marks the first time in four years that enrollment has increased
relative to the previous year. This has been accomplished by continued growth of the MFA Program and by
slowing the rate of decrease of other programs.
Antioch Santa Barbara also did not meet its enrollment projection, but was only slightly off the mark. Annualized
enrollment was 4.53 AFTE below projection for the 1997-98 year. When enrollment for 1997-98 is viewed in
historical context, Antioch Santa Barbara experienced its highest enrollment ever–240.73 AFTE. This is 1.83
AFTE above the actual enrollment for the 1996-97 year.
The BA Program exceeded its enrollment projection by 1.07 AFTE, while the
MAOM
Program exceeded its
projection by 5.1 7 AFTE and established an all-time high enrollment for the program. The MAP Program was
10.77 AFTE below its projected enrollment. The 9-year enrollment change for Antioch Santa Barbara is an
impressive
74.27%,
and the campus enrollment grew by 0.93% when compared to the 1996-97 year.
With these actual enrollment performance figures in mind, the 1998-99 budget for Antioch Southern California has
been guided by the following priorities:
1. Allocation of resources for development, implementation, and support of new programs and significant
program revisions, certificates, and continuing education that show prospects of enhancing campus
enrollment.
58
2. Allocation of resources for marketing activities that will contribute to enrollment enhancement and the
increased visibility of the institution in the community.
3. Allocation of resources for the development and implementation of the new student services and business
services areas in Los Angeles and continued support for the 0.50 FTE Associate Dean of Academic Affairs
position in Santa Barbara as well as additional support for academic re-organization.
4. Allocation of resources for the support of on-line instruction, electronic library capabilities, student services,
and implementation of
Datatel
software.
5. Allocation of resources for across-the-board salary increases and the Service Recognition Program for all
regular employees, for full funding of Adjunct Faculty salary increases begun in Los Angeles during
1997-
98, and for Adjunct Faculty salary increases in Santa Barbara.
6. Allocation of resources for the newly established Presidential Sabbatical Fund.
These priorities have informed how allocations were determined in the 1998-99 budget.
IV. Budget Narrative
The budget narrative which follows addresses central issues of the revenue and expenditure portions of the 1998-
99 budget. Only those items are mentioned that have changed significantly in the budget relative to what was
included in the 1997-98 budget.
Revenue
Revenue for 1998-99 based upon enrollment is estimated conservatively in Southern California. Given the factors
outlined above, the annualized FTE enrollment for the Los Angeles campus is projected at 475 for existing
programs and 91 for the MFA Program. Interest in the later program has been strong, and it is believed that the
recruitment of two cohorts of 20 students each can be accomplished during 1998-99. This conservative enrollment
projection posture is believed to be a prudent approach given all of the uncertainty in the economic climate of Los
Angeles and given the increased competition for adult students.
Based on the factors described above, the projected enrollment for Antioch Santa Barbara is 252 AFTE for the
1998-99 year. This is about a 4.79% (1 1 AFTE) increase over the anticipated actual enrollment for 1997-98, but it
is believed this is achievable given market conditions, increased advertising and outreach efforts, some new
programmatic thrusts, and the continued strength of the
MAOM
Program. These enrollment projections also seem
achievable because the campus is entering the new fiscal year with a relatively high headcount enrollment figure.
The 1998-99 budget also includes a tuition increase ($1 00 per quarter for a full-time student) in all programs at the
Santa Barbara campus and in the MAP and
MAOM
Programs at the Los Angeles campus ($1 50 per quarter for a
full-time student). To increase the market advantage of the Los Angeles BA Program and to create differential
undergraduate and graduate tuition rates (as already exists at the Santa Barbara campus), no tuition increase for
the Los Angeles undergraduate program is included in the budget. Similarly, because the program is new and just
getting established, no tuition increase for 1998-99 is included for the MFA Program.
After review of tuition rates of area institutions and historic increase patterns, quarterly tuition rates for full-time
students at the Santa Barbara campus have been increased by $100. This increase (bringing tuition for a full-time
student to $3,050 for the BA Program and $3,200 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.
Los Angeles tuition rates for 1998-99 ($3,200 per quarter for the BA Program and $3,350 for the MAP and
MAOM
Programs, and $4,000 per semester for the MFA Program) 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.
Tuition increases for the Region, therefore, range from between 0.00% to slightly under 5.00%.
Revenue is also generated from Continuing Education ($75,000) which is mounting an active program to serve the
professional needs of graduates from the MAP Program as well as others in the mental health field. Expenses, of
course, are also shown against these revenues with 15% profit margin as the goal for 1998-99. The profit margin
goal for the future is 25%.
60
All fee revenue in the 1998-99 budget has been adjusted to reflect actual fee income during 1997-98. The
graduation fee at the Los Angeles campus has been increased from $75 to $1 00, and the Prior Learning fee at the
Santa Barbara campus has been increased from $1 25 to $1 50.
In addition, reasonable estimates of gift income have been included in the 1998-99 budget for each campus, and
specific plans will be developed to achieve the budgeted amounts ($45,200 in Los Angeles and $30,000 in Santa
Barbara) specifically using the expertise of the Vice Chancellor for Development and the leadership of the new
President.
Expenditures
Specific comments regarding major changes in expenditure items in the 1998-99 budget include the following:
Emplovee Salaries. The 1998-99 budget includes a 3.00% across-the-board increase for all employees
(2.40% on salary and 0.60% on fringe benefits). After considerable discussion, it has been agreed that these
increases will begin on July 1, 1998, for staff and on January 1, 1999, for faculty and administration. This
arrangement recognizes the need to reward employees at lower levels of the salary schedule who are
struggling to live in an expensive area of the country. In addition, the Service Recognition Program begun 3
years ago is also maintained in the 1998-99 budget. For the next 3 years, this program provides a 2.00%
base salary increase to employees after every 3 years of employment. These salary enhancements are
necessary to recognize the exceptional efforts of faculty and staff during this difficult time and to keep our
salaries somewhat competitive in a rapidly accelerating Southern California economy.
Funds also have been included in the 1998-99 budget to maintain Adjunct Faculty salaries at 1997-98 levels
in Los Angeles and to fully fund Adjunct Faculty salaries in Santa Barbara. In addition, $10,000 is included at
the Santa Barbara campus to increase salaries for Adjunct Faculty. This is the first general salary raise for
Santa Barbara Adjunct Faculty in many years. Adjunct Faculty salary increases are provided so that the
employees who are rendering instruction and services to students will receive remuneration for their labors at
something close to what is fair.
61
Personnel Chanqes. To support program growth, to accomplish the reorganization necessary at the Los
Angeles campus, and to support technology developments, several new positions are included in the budget.
These positions include: 0.50 FTE MFA Core Faculty, 1 .OO FTE MFAIMAOM Program Coordinator, 1 .OO FTE
Business Services Assistant, and 1.00 FTE Computer Resources Assistant. One temporary 0.50 FTE MAP
Core Faculty position also is being created from a vacant position (resulting from a Core Faculty member
leaving the institution). The net effect is a loss of 0.50 FTE Core Faculty and a savings in the salary area.
These positions will be added judiciously as enrollment projections are realized.
The 1998-99 budget includes no new personnel at the Santa Barbara campus, although some funds
(approximately $15,000) are budgeted for percentage of effort increases for existing faculty and staff. These
increases will permit existing faculty and staff to assume more responsibilities as campus enrollment
continues to grow. An additional $6,000 also is included in the budget for moving forward the academic
reorganization work of the Associate Dean of Academic Affairs. In addition, $1 0,000 was added to the Santa
Barbara campus budget for the support of the Director of Academic and Information Systems and Services
position. This is necessary because a portion of the Director’s salary for 1997-98 was underwritten by the
Library Development Fund.
Proqram Development. Modest funds are included at each campus for continued refinement of existing
programs, and all other program development efforts will be funded from the Pierson-Lovelace Foundation
gift which will make nearly $1 50,000 available for this purpose during 1998-99. Priorities for these funds will
likely be support for weekend initiatives, Los Angeles BA Program on-line efforts, and teacher credential
planning and implementation.
General Expenses. These expenditure lines have been modified slightly to reflect 1997-98 actual levels and
to support known programming efforts during 1998-99. These changes have been minor in nature.
Printinq and Advertisinq. Funds for advertising have been increased at both campuses with the Los Angeles
campus including $40,000 additional and the Santa Barbara campus including $9,200 additional. Printing
expenditures have been maintained at 1997-98 levels to accommodate the printing of promotion materials.
Rent Expenditures. The 1998-99 budget includes $852,070 for rental of space for campus operations–
$575,695 in Los Angeles and $276,375 in Santa Barbara. The Los Angeles figure has been reduced by over
$1 00,000 when compared to actual expenditures in 1996-97 and show the results of the new lease
arrangement. This savings would be more, but an auxiliary parking lot that has been in use for many years,
will not be available beginning October 1, 1998. Consequently, additional parking expenses (nearly $38,000)
will be incurred for purchase of space in the parking lot adjacent to the building. Santa Barbara campus rent
is consistent with the 1997-98 figure and includes the recently acquired space. These rent expenditures
represent 10.14% of Los Angeles’ total budget (a record low for the campus) and 11.23% of Santa Barbara’s
total budget.
University Support. The Region’s contribution to University overhead is budgeted at $986,563 ($658,197 for
Los Angeles and $328,367 for Santa Barbara). Resources also are included for the Faculty Conference
($6,480) and for the President’s Sabbatical Fund ($40,000). The Los Angeles contribution is less than
1997-
98 and the Santa Barbara contribution is more than 1997-98 which reflects the respective enrollment
decreases and increases projected for the two campuses in 1998-99. Rebate to the Region against this
overhead is budgeted at $325,147. In addition, $54,200 is included for the College Fund. Contributions to
University and College support for 1998-99, therefore, are $762,096 which represents an effective rate of
approximately 9.50%.
Reoional Expenses. Regional expenses have been distributed between the two campuses based upon a
Regional Council of Southern California 3-year average AFTE policy, and for 1998-99, these expenses have
been distributed 69.30% to Los Angeles and 30.70% to Santa Barbara. This represents a slight increase to
the Santa Barbara campus. The only addition to the Regional budget is support for the President’s
Sabbatical Fund.
Continoencv and Reserve Funds. The required 2% Campus Contingency is included in the budget with
$1 13,576 provided in Los Angeles and $49,218 provided in Santa Barbara. This total of $162,794 is less
than what is desired, so an additional program contingency is established in the Los Angeles budget of
$82,117 and in the Santa Barbara budget of $1 1,919. Total contingency funds for the Region are $256,830
(about 3.1 6% of total revenue). In addition, a 1.25% liquidity reserve fund is established in campus budgets
($62,572 in Los Angeles and $27,116 in Santa Barbara) to be used to strengthen the liquidity ratios of the
University and Southern California campuses.
Dale Johnston
President
Antloch Southern California
1998-99 Proposed Budget Summary by Function
Revenues
Tuition & 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
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
1995-96
Actual
.—
7.807.01 7
-210,892
655
268,983
0
0
27,646
7,893,409
0
16,970
7,910,379
2,813.237
0
83,791
495.605
1,160,614
1,867,951
950.589
277,103
7,648,890
0
7,648.890
261,489
21,018
0
0
0
0
21,018
240,471
1996-97
Actual
—
7,425,607
-175,925
14,115
303,828
0
0
29,943
7,597,568
0
61,060
7,658,628
2,769,233
0
88.006
542,170
1,035.618
2,073,151
1,035,741
314,806
7,858,725
0
7,858.725
-200,097
36.568
0
0
-236,665
0
-200,097
0
1997-98
Budget
.*—
7,941,605
-199,180
47,500
263,500
0
0
16,000
8,069,425
0
135,000
8,204,425
2,939,889
0
79,775
674,098
1,037,544
2,166,029
1,027,090
280,000
8,204,425
0
8,204,425
0
61,550
0
0
-61,550
0
0
0
1997-98
Projected
Change From
1997-98 Budget
to 1997-98 Projected
Proposed
1998-99
Budget
—
8,253,605
-209,600
60,200
263,500
0
0
20,000
8,387,705
0
139,100
8,526,805
3,078,990
0
82,639
715,811
1,088,913
2,229,342
1,020,966
282,100
8,498,661
0
8,498,661
28,144
28,144
0
0
0
0
28,144
0
Change From
1997-98 P10j
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
Antioch Southern California
1998-99 Proposed Budget Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ 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
Actual
——-
7,910,379
3,932,870
936.783
101,075
82,492
29.583
139,530
638,026
1,025,972
19,038
0
4,482
-180,993
22,065
0
1,087,315
-251.926
62,578
0
0
0
7,648,890
261.489
21,018
0
0
0
0
21,018
240,471
1996-97
Actual
1997-98
Budget
—-
8,204,425
3,910,486
941,098
260,841
82,800
21,510
133,965
671,975
1,075,404
14,650
0
2,152
156,129
74,509
78,064
993.908
-271,066
58,000
0
0
0
8,204,425
0
61,550
0
0
-61,550
0
0
0
1997-98
Projected
——
7,612,079
3,761,300
900,600
145,800
74,800
19,400
95,965
695,600
1,137,104
10,150
0
4,900
0
0
78,064
993.908
-271,066
58,000
0
0
0
7,704,525
-92,446
37,846
0
0
-130.292
0
-92,446
0
Change From
1997-98 Budget
to 1997-98 Projected
Proposed
1998-99
Budget
Change From
1997-98 Proj
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
ANTIOCH SOUTHERN CALIFORNIA
1998-99 Capital Budget
Buildings Amount
Total Buildings 0
Building Improvements Amount
Total Building Improvements 0
Equipment Amount
Computer Hardware 28,144
Total Equipment 28,144
Furniture & Fixtures Amount
Total Furniture & Fixtures 0
Library Books
Program
——–
Los Angeles – BA Program
Los Angeles – MAP & MAOM
Los Angeles – MFA Program
Santa Barbara – BA Program
Santa Barbara – MAP Program
Santa Barbara – MAOM Program
Antioch Southern California
Tuition Rate Changes 1998-99
1997-98
1998-99
Rates Proposed
Per Quarter Per Quarter % Change
——–
0.00%
4.69%
0.00%
THE MCGREGOR SCHOOL
1998-1999 PROPOSED BUDGET
I. 1997-1998 Accomplishments and Challenges
This was a difficult year for McGregor from a revenue point of view. For a second consecutive year, projected
enrollments and anticipated revenue goals will not be met. It is likely that we will fall short by about $350,000 from
achieving our revenue targets for 1997-1 998. However, careful expense monitoring, strong growth in grant and
contract income, and a decision to hold off on hiring budgeted new faculty positions have provided an ample
cushion to weather these revenue difficulties. It is anticipated that we will finish the year with a surplus of about
$1 50,000.
There were a number of positive developments at McGregor during this academic year. Our highly successful
Teacher Certification Program doubled in size, growing from one cohort a year to two. Though both
hirings
were
delayed by the demands of the budget monitoring process, we have now added two key positions to the school, a
Director of Alumni Activities and a Director of Continuing Education, who will both play important roles in McGregor
development in subsequent years. For the first time in our history we have in place a knowledgeable and
experienced Director of Information Systems. There has been stability in key leadership positions and our
emphasis on improving student services has clearly paid off in terms of increased customer satisfaction. We have
just begun working with the Chancellor and the Board of Trustees to begin the search process to choose a
permanent President for the school. Relations with the union have remained amicable and are characterized by
mutual respect. Though clearly in need of new program development and additional sources of revenue,
McGregor, now celebrating its 10th anniversary, remains a stable and significant part of Antioch University.
II. Enrollment and Revenue Projections: 1998-1 999
We are projecting essentially flat revenues for 1998-1 999 over present year levels. Recruitment shortfalls in this
calendar year impact next year’s budgeting process by reducing the continuing student pool. In terms of new
students, projected recruiting targets for next year are cautious, but not unduly timid. A calendar redesign of two of
our limited residency IMA programs, Intercultural Relations and Conflict Resolution, will negatively impact the
1998-1 999 budget by approximately $1 00,000; however, this redesign is revenue-neutral over the long run and the
$1 00,000 will be added back to the revenue stream in subsequent years. We are proposing an across-the-board
base tuition increase of 30h for all programs in 1998-1999, plus a technology fee of $1 5 per quarter /per student
built into the tuition.
Student fee levels have not been adjusted at McGregor in 7 years, hence some modest upward adjustments for
next year will provide needed revenue enhancements. We are projecting revenue for 1998-1 999 at $5,126,655,
which is virtually unchanged from 1997-1 998 budget levels. Since the calendar redesign within the IMA artificially
reduces revenue in 1998-1 999 by approximately $1 00,000 (essentially akin to the problem created by the adoption
of a new calendar at Antioch College several years ago), we have received permission from the Vice-chancellor
for Finance, in accordance with rules set forth in the budget guidelines, to apply a portion of the $425,000 prior
year surplus and reduce the 1998-1999 Campus Contingency budget line by $49,000. This contribution reduction,
which is equal to the amount of
McGregorls
Liquidity Reserve funding in 1997-1 998, is a way of rendering the
1998-1 999 budget less problematic than it otherwise would be as a result of this “one-time” hit.
Ill. Efforts to Increase Enrollments
A number of efforts to increase enrollments and provide greater stability in our revenue projections are now in
place. Recognizing that positive word of mouth and loyalty from alumni and existing students represent a principal
source of new students for McGregor, the hiring of a Director of Alumni
AffairsIPublic
Relations in 1997-1998
permits us to substantially increase the number of alumni contacts, events, and mailings in 1998-1 999 over
previous efforts. In addition, it permits us to initiate a fledgling development effort through the implementation of a
modest Annual Fund in 1998-1999, supplemented by a revitalized Board of Visitors in place again after a two-year
hiatus. In a similar vein, our push into Continuing Education permits us to tap growing interest in, and markets for,
lifelong learning initiatives, which will both supplement our degree program offerings and provide a welcome
additional infusion of revenue. Finally, our major focus on improving operations and student services, initiated in
1997-1 998 but only now gaining real momentum, should positively impact retention efforts by increasing student
satisfaction with both programs and administrative services.
IV. Major Changes From the 1997-1998 Budget
A. Personnel Additions
The budget constraints and lack of new programs for 1998-1 999 keep the addition of new personnel relatively
modest for 1998-1999. Since we are adding a new major in Human Resource Management to our B.A. completion
program, we are adding an additional faculty position in Management. A second administrative person in the
Information Systems area will be added to provide better support for internal and external users and free up time
for our Director of Information Systems to develop academic on-line technology initiatives, long identified as major
priorities in a school as heavily dependent on “distance” programs as is McGregor. Finally, we have found that a
totally automated phone system has negatively impacted student recruitment and hence we have added back into
the budget a receptionist position, after doing without this position in 1997-1 998.
B. Salary Increase Plans
Raises for staff members will be
3.5%,
as mandated by the union contract. Raises for faculty and administrators
are budgeted at 3%.
C. Plans for Campus Revenue Contingencies, if released
These funds would be used to enhance and upgrade our computer network, hardware, and software capabilities.
V. Conclusion
The recently concluded budget process at McGregor was highly productive in nature. It continued the initiative
begun last year to shift from an incremental budgeting approach to a priority-based process which identified and
prioritized school needs in terms of an explicit investment process. We are quite proud of the outcome of these
efforts. We developed a budget which makes significant investments in upgrading information systems and
networks, begins to strategically utilize alumni in recruitment and development efforts, and expands our academic
efforts to the continuing education area. We were able to accomplish these objectives while projecting revenues
essentially flat from 1997-1 998. We look forward to the continued evolution of our School and its programs.
Steven J. Brzezinski
Interim President
The McGregor School of Antioch
1998-99 Proposed Budget Summary by Function
Revenues
Tuition & 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
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
1995-96
Actual
-.—-
4,830,675
-1 49,878
0
12,274
0
26.828
17,041
4,736,940
49,845
62,222
4,849,007
2,151,182
0
118,590
0
604,893
1,420,959
-103,345
2,274
4,194,553
101,860
4,296,413
552.594
449,310
0
0
0
0
449,310
103,284
1996-97
Actual
——–
4,994,924
-68,433
100
50.505
0
26,047
8,787
5,011,930
77,898
19,088
5,108,916
2,236,494
0
129,886
487
629,013
1,535,077
61.293
4,068
4,596.31 8
86,888
4,683,206
425,710
66,471
0
0
0
0
66,471
359,239
1997-98
Budget
—–
5,183,834
-1 1,380
0
15,772
0
42,000
450
5,230,676
58,500
48,285
5,337,461
2,502,485
0
157,181
0
680,917
1,780,143
136,734
0
5,257,460
61,334
5,318,794
18,667
18,667
0
0
0
0
18,667
0
1997-98
Projected
—-
4,733,775
-1 1,956
250
124,428
0
165.656
14,620
5,026,773
43,297
-25,426
5,044,644
2,159,911
0
114,614
121,319
636.154
1,589,449
83,976
5,609
4,711,032
60,051
4,771.083
273,561
82,812
0
0
0
0
82,812
190,749
Change From
1997-98 Budget
to 1997-98 Projected
Proposed
1998-99
Budget
——
5,188,545
-10,000
15,000
104,375
0
37,000
1,470
5,336.390
58,
so0
0
5,394,890
2,427,075
0
200,046
56.295
738,965
1,767,375
101,734
0
5,291,490
61,000
5,352,490
42,400
42,400
0
0
0
0
42,400
0
Change From
1997-98 Proj
to 1998-99 Budget
s %
——– ——.-
Change From
1997-98 Budget
to 1998-99 Budget
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIRese~es
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ 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
Actual
—–
4,849,007
2,046,895
448,153
144,313
0
81,865
92,951
663,179
39,819
16,176
0
15,310
-127,237
0
0
566,114
-131.167
29,880
0
410.162
0
4,296,413
552,594
449.310
0
0
0
0
449,310
103,284
1996-97
Actual
——
5,108,916
2,089,021
557,814
103,958
0
39,321
57,462
704,571
62,007
l6,i
17
0
14.898
0
0
47,418
651,994
-131,165
29,880
0
439,910
0
4,683,206
425,710
66,471
0
0
0
0
66,471
359.239
1997-98
Budget
—-
5,337.461
2,301,328
745,394
140,146
0
36,976
59.200
709,396
112,580
17,595
0
62,237
98.261
5,927
49,130
675,543
-184,239
35,800
0
453,520
0
5,318,794
18,667
18,667
0
0
0
0
18,667
0
The McGregor School of Antioch
1998-99 Proposed Budget Summary by Category
1997-98
Projected
—-
5,044,644
2,120.018
677,900
79,494
0
33,860
52,024
669.304
89,451
13,605
0
5,673
0
0
49.130
675,543
-184.239
35,800
0
453,520
0
4,771.083
273,561
82,812
0
0
0
0
82.812
190,749
Change From
1997-98 Budget
to 1997-98 Projected
Proposed
1998-99
Budget
—–
5,394,390
2,444,092
769,453
120,935
0
34,226
52,700
710,035
94,580
16,260
0
56,463
48,963
15,532
61,308
674,389
-213,588
36,800
0
430,342
0
5,352,490
42,400
42.400
0
0
0
0
42,400
0
Change From
1997-98 Proj
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
THE MCGREGOR SCHOOL OF ANTIOCH
1998-99 Capital Budget
Buildings Amount
Total Buildings 0
Building Improvements Amount
Total Building Improvements 0
Equipment
Network Infrastructure
Computer Terminals
Upgrade
ServerlWEB
Amount
8,400
27,000
7,000
Total Equipment 42,400
Furniture & Fixtures Amount
Total Furniture & Fixtures 0
Library Books
Grand Total Capital Budget
Program
——–
Weekend College
Graduate Management
IMA Classic
IMA Intercultural Relations
IMA Conflict Resolution
Teacher Certification
The
McGregor
School of Antioch
Tuition Rate Changes 1998-99
1997-98
Rates
Per Quarter
1998-99
Proposed
Per Quarter % Change
UNIVERSITY ADMINISTRATION
1998-99 PROPOSED BUDGET
I. 1997-98 Accomplishments and Challenges
A number of potentially damaging lawsuits were favorably resolved during 1997-98 and this has greatly reduced
the amount of outstanding litigation. Three particularly significant cases that could have resulted in large
judgments against the University were ultimately resolved through negotiation and the payment of reasonable
settlement costs. Among the three were cases involving a candidate to head one of the campuses, an employee
seeking payment for experimental medical treatments, and a former employee who claimed that the University had
defamed her reputation. Each of these cases involves the potential for a significant payment, and the experimental
medical claim has been outstanding since 1995. We have also resolved a tenure dispute and some small claims
involving students. As a result of these actions, there are currently no major legal cases outstanding against the
University.
The transition to a new Chancellor has been an important activity for the staff in the Chancellor’s Office. In addition
to arranging the activities at which the University expressed its appreciation for the work of Chancellor
Guskin,
the
staff has been busy in gathering the information needed as Chancellor Hall began work. The new Chancellor has
been aggressively pursuing foundation and grant funding and has been actively meeting with representatives of
various foundations in order to establish and renew contacts with Antioch. Establishing these relationships is a
critical first step in attracting outside support for existing programs and new initiatives, and the Chancellor is
tirelessly pursuing all opportunities. In addition, the Chancellor’s Office staff have been providing support as
Chancellor Hall chairs the searches to find new leaders for Southern California and the
McGregor
School.
Searches for both involve numerous meetings with campus personnel and potential candidates as well as the
scrutiny of resumes and consultation with references.
The annual review of the University’s insurance coverage disclosed that our liability insurance carrier had restricted
coverage for publications in a way that created a significant exposure for Antioch. Because “publishing” is not
Antioch’s
primary business, the insurance carrier was declining to provide liability coverage for statements made in
our catalogs and other publications. When this gap was called to the attention of our broker, the broker realized
equipment market. However, we believe that we have a buyer who will remove the equipment at no additional cost
to the University.
During the year, with the active involvement and participation of the Campuses, the University implemented the
Datatel student modules at the College,
McGregor
School, Seattle, and Southern California. As with all major
computer conversions, a certain amount of transition time is required before the users become familiar with the
new software and take full advantage of its power. Those campuses which were the first to adopt the Datatel
student modules are now finding how useful and effective they can be.
The conversion of student systems to Datatel and the upgrade to version 14 software have combined to place
tremendous stress on the small central computer (a Sun
Sparc 20) that is the central server for Datatel. The result
has been periods when response time has become unacceptably slow and hampered the productivity of the
campus staff. As we became aware of the problems, we began an analysis to determine what factors were primary
in causing the poor system performance. Three possible sources of the poor response times surfaced. First, we
thought that we might have the software and hardware improperly configured and we began a thorough review to
insure that the software, operating system and hardware were appropriately configured. Second, there was a
likelihood that we did not have sufficient hardware to handle the demands of the new software and the larger
number of users who were spending increasingly long periods of time using Datatel. To determine if we had
sufficient hardware, we worked with both Sun and Datatel to analyze our disk space, memory and processor
capacity. What we found is that we have the minimum required memory and disk space to support Datatel, but that
our processor is at 100° of capacity. All three elements need to be upgraded to provide adequate response time
to users and we are incorporating these needs into our Technology Plan for 1998-99 and beyond. The third
possible source of the delay was that our network was overloaded. We analyzed the network traffic and found that
the channel connecting the Datatel server to the network was overloaded and we made changes to reduce the
amount of traffic reaching the Datatel server that did not belong there. This was accomplished, in part, by the
purchase of a high-speed switch that directs much of the traffic to the locations where it is intended to go. A
second step is being taken in conjunction with the College to acquire a switch on their end of the network to
prevent data traffic not intended to leave the campus from reaching the Datatel server.
Despite the response-time problems, Datatel continues to perform well. The Payroll system was converted to
Datatel on January 1, 1997 and met a major test when we successfully generated all of the year-end tax reports,
including a laser printed Form W-2.
During 1997-98 the University successfully recruited two computer specialists to replace the staff who had been at
Antioch under the long-term contract we had with Collegis, Inc. As a cost-saving measure, the University had
decided to terminate its contract with Collegis and assume direct responsibility for management of computer
services. This change allowed the University to save $1 80,000 compared to what had been spent in 1996-97. The
new individuals have brought considerable expertise to the University and we are augmenting their knowledge by
increasing the amount of training that they receive.
Staff changes at
McGregor
and the College in the computing area have also pointed out the importance of
cooperative planning for the networks and computer systems that serve all of the Yellow Springs operations.
Efforts are under way to fully evaluate the local area network (LAN) that serves the Yellow Springs units and to
determine what structural changes need to be made to insure that it is adequate to handle the higher demands
being made by both administrative and academic systems. The wiring of the College dormitories and library will
generate additional student demand for local and Internet services. In order to meet this demand, as well as the
administrative load generated by Datatel users, the network requires a redesign that will take several years to
implement.
Relations with the Village of Yellow Springs were improved when the University made the final payments to
repurchase the open space adjacent to the College known as the “Golf Course.” The University had sold this land
to the Village as a financial expedient in 1981, but negotiated its repurchase when financial circumstances
brightened. However, the Village inadvertently suspended the issuance of periodic bills and the final payments
were not made. When the situation came to light, the University agreed to fully repay the debt and the property
again belongs to the University.
During the third quarter of 1997-98 the University successfully launched a Web page
(www.antioch.edu)
for
the
entire University. Heretofore, the campuses had their individual Web pages, but there was no single location
identified as Antioch University. The new University Web page is a modest undertaking at this point that provides
basic information about the University and links to the Web sites of the individual campuses. Improvements to this
Web page will be made and additional information about and for the University will be added.
II. Major Changes
In 1998-99 the University is actively anticipating the next capital campaign. Before a capital campaign can be
announced to the alumni and public, a great deal of background preparation needs to be done. Most of this work
will be the responsibility of the individual campuses with the College having the largest portion of the work, but
some critical responsibilities will fall to the Central Administration. The most important of these responsibilities will
be the identification and cultivation of individuals capable of providing significant support for the programs and
facilities of the individual campuses. The campuses of the University have a wide range of programs and activities
that would be of considerable interest to individuals who are in a position to provide the funds that could make
these programs more successful. However, until these people are identified and contacted by the Chancellor and
the Presidents, it is unlikely that the campuses will realize any of this potential support.
The identification of potential donors, including individual, foundation and corporate, requires specialized research.
The Central Administration has budgeted funds for a researcher to support the Development Office beginning next
year and continuing for the duration of the capital campaign. This person will be knowledgeable of the techniques
used to increase participation in major fund drives, including the use of specialized databases and various
published data sources.
Beginning in 1998-99, the University needs to budget for the support of the former Chancellor. Although the former
Chancellor will be working at the Antioch Seattle campus and performing some services there, his salary remains
the financial responsibility of the Central Administration. Ordinarily, this would mean the addition of a full salary to
the budget of the Central Administration, but the Pierson-Lovelace Foundation has provided support for half of the
salary and benefits of the former Chancellor for a period of five years. During this time, the Central Administration
need budget only half of the salary of the former Chancellor. In each of the five years in which a part of the salary
of the former Chancellor will be offset by the gift from the Pierson-Lovelace Foundation, the Central Administration
will reinvest the funds in various projects that will benefit the University or individual campuses. The Chancellor will
work with the ULC to insure that these dollars produce the greatest possible return.
Other major costs in the 1998-99 budget include several improvements to support computing. These are:
An upgrade of the software used by the First Class electronic mail and conferencing system to improve
its reliability and functionality.
An increase in the number of First Class user licenses on the Central Administration system from 20 to
40.
Replacement of the back-up and security software to better protect the critical data used by all
campuses.
An increase in the license for Datatel users from 64 to 80.
Purchase of a Query Language Report Writer for Datatel to allow campus users to prepare more of their
own reports without specialized programming.
Purchase of a portable computer that can be used by Chancellor’s Office staff while away from Yellow
Springs.
The 1998-99 budget includes a 2% across-the-board salary increase for all staff.
The Central Administration is planning to implement a major change in the fringe benefit structure during
1998-99.
Considerable preliminary work has been done to analyze alternative structures that will reduce the cost of future
fringe benefits, maintain the quality of the existing fringe benefits and improve the range of choices available to
employees. The implementation of a new fringe benefit structure may require some assistance from consultants
with special expertise in this area, including special actuarial analyses and plan marketing. In addition, central staff
will need to visit each of the campuses to meet with faculty and staff committees to explain the proposed options
and answer questions about the meaning of the changes. Brochures and other material will need to be developed
and printed for distribution to individuals on all campuses so that each employee can make an informed judgment
about the choices that will be available to him or her.
The 1998-99 budget also contemplates the need to provide central direction for those functions that are not
currently being coordinated but which impact all campuses of the University. Academic affairs and the
development of new course offerings that take advantage of both the location and resources of individual
campuses can only be pursued if there is an individual with the time and energy to develop these new offerings.
Because this person must be intimately familiar with the current array of academic offerings, and because this
person must have the confidence of the campuses and their faculties, it is almost essential that this person come
from within the ranks of Antioch faculty leaders.
A second area where there is need for additional coordination is financial aid. In the past 18 months the Central
Administration has coordinated a review of our financial aid practices and worked with the campuses to recognize
and correct the most serious problems. However, there is need for on-going coordination and education of our
financial aid staff, and this can be provided only by having an individual who is knowledgeable of
financial aid requirements and practices and who has the time to share that knowledge with his or her colleagues
on a regular basis. Again, this
person needs to have the confidence and respect of the financial aid directors of the campuses and have
considerable knowledge of the financial aid operations at each Antioch location. For these reasons, it is almost
essential that the individual be a financial aid professional from one of the Antioch institutions.
The Five-Year Plan describes a number of computer and facility projects that need to be pursued in the next
several years. Funding has been included in the 1998-99 budget to cover some of these projects and others will
be funded as money can be identified within the existing budget. All of these plans presume that we will not
experience any unanticipated problems of a significant nature, but if problems occur, we will have to divert
resources to the most critical needs.
At the moment, our investigative efforts have not revealed any computer problems associated with the turn of the
Century. These so-called Year Two Thousand
(Y2K)
problems occur because many older computer systems did
not use four digits to define the year, but only used the last two digits. In these systems, 1998 is designated as
”98″ and these machines cannot tell if “00” means 1900 or 2000. Fortunately, our conversion to the Datatel System
means that our primary administrative system is not subject to Y2K disruption. We have been given assurances
that the telephone system serving units in Yellow Springs does not have a Y2K problem (although it does have a
Y3K problem), but the voice mail system will not function beyond December 31, 1999. The manufacturer of this
equipment is working on either a “fix” for the existing equipment or will propose a significant trade-in for new
equipment that does not have the Y2K problem. No funds have been budgeted at this time for new voice mail
equipment because we believe that this equipment will not be needed until 1999-00. Other campuses are in the
process of evaluating their Y2K exposure and the Central Administration will continue to assist with this
examination.
Glenn Watts
Vice Chancellor and CFO
University Administration
1998-99 Proposed Budget Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total
E&G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Net Overhead for Central Operations
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 Depreciation
Total Cash Items
Net Cash Basis Budget
1995-96
Actual
——-
0
0
17,545
0
0
0
-7,926
9,619
0
96,509
106.128
1,788,568
-49,654
0
0
152,629
114,895
1,672,177
0
0
1,890,047
0
1,890,047
4.649
143.306
0
0
0
0
143,306
-138.657
1996-97
Actual
——
0
0
21,952
0
0
0
3
21,955
0
0
21,955
1,897,839
0
0
0
0
112,225
1,749,883
0
0
1,862,108
0
1,862,108
57,686
57.686
0
0
0
0
57,686
0
1997-98
Budget
—–
0
0
19.500
0
0
0
0
19.500
0
0
19,500
1,791.471
0
0
0
0
11 3,895
1,602,076
0
0
1,715,971
0
1,715.971
95,000
95,000
0
0
0
0
95,000
0
1997-98
Projected
Change From
1997-98 Budget
to 1997-98 Projected
Proposed
1998-99
Budget
.—–
0
0
20,000
0
0
0
0
20,000
0
34,408
54,408
1,992,519
0
0
0
0
115,401
1,856,126
0
0
1,971,527
0
1,971,527
75,400
75,400
0
0
0
0
75,400
0
Change From
1997-98
Pro)
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
University Administration
1998-99 Proposed Budget Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Unlv 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
Actual
——–
1,894,696
641,902
152,747
184,120
0
938
28,924
673,847
197,506
2 5
0
3,098
0
0
0
0
0
0
0
6,940
0
1,890,047
4,649
143,306
0
0
0
0
143,306
-138,657
1996-97
Actual
——-
1,919,794
707,049
21 5,437
186,660
0
2,061
29,916
517,193
190,904
370
0
2,846
0
0
0
0
0
0
0
9,672
0
1,862,108
57,686
57,686
0
0
0
0
57,686
0
1997-98
Budget
—-
1,810,971
909,128
254,112
159,500
0
2,000
40,075
123,300
166,456
100
0
2,200
0
50,000
0
0
0
0
0
9,100
0
1,715.971
95,000
95,000
0
0
0
0
95,000
0
1997-98
Projected
—–
1,813,293
943,594
261,941
181,802
0
0
16.829
136,368
206,063
0
0
8.929
0
0
0
0
0
0
0
7.020
0
1,762,545
50,748
50,748
0
0
0
0
50.748
0
Change From
1997-98 Budget
to 1997-98 Projected
Proposed
1998-99
Budget
——-
2,046.927
1,070,104
314,914
190,500
0
2,000
37,200
97,875
151,434
0
0
4,000
0
103,500
0
0
0
0
0
0
0
1,971,527
75,400
75,400
0
0
0
0
75.400
0
Change From
1997-98 Pro)
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
UNIVERSITY CENTRAL ADMINISTRATION
1998-99 Capital Budget
Land
Buildings
Total Buildings
Building Improvements
Kettering Big Awning Repair
Kettering
BIdg
Brick Repair
Total Building Improvements
Equipment
Replace Datatel Sewer
Increase Datatel User License
Student Loan Terminals
PC’s and Printer
Upgrade Dial In Sewer
Total Equipment
Furniture & Fixtures
Total Furniture & Fixtures
Library Books
Grand Total Capital Budget
Amount
Amount
Amount
Amount
13,000
23,000
8,900
13,000
6,200
Amount
Amount
GLEN HELEN
1998-99 PROPOSED BUDGET
I. Background and Program Information:
Glen Helen Nature Preserve is a 1,000-acre land laboratory and environmental education facility owned by Antioch
University and operated under the umbrella of Antioch College. A gift of Antioch alumnus High Taylor Birch, this land
resource has been utilized by the College to provide educational programs to an audience beyond the residential
campus. Since 1952, more than 1.5 million people have been touched by these educational services. In addition, the
nature preserve is open to the public, as it has been since its inception in the 1920s (and for decades prior to that).
In 1996, with Board of Trustees approval, the Glen Helen Ecology Institute emerged as a new “umbrella” structure
under which all of Glen Helen’s programs and operations are managed. Its main administrative offices are located in
the Glen Helen Building. Components of the Institute include:
Glen Helen Nature Preserve–the 1,000 acre nature preserve;
Glen Helen Outdoor Education Center–a year-round environmental education facility for children;
Glen Helen Raptor Center–a facility providing educational programs focusing on birds of prey;
Trailside Museum and Visitor Center–the gateway to Glen Helen offering interpretive displays; and
The Glen Helen Association–a “friends” group of the Institute with 700 members.
Program Impact data for the year shows:
12,000 elementary and secondary students served on and off-site, representing 97 schools in 30 school
districts from 14 counties;
11,900 people in 57 environmental and civic groups served on and off-site in 6 counties;
32,000 visitors to educational facilities;
In addition, an estimated 75,000 visitors come to Glen Helen. These are people not otherwise being served by
educational programs offered by the Institute.
II. Financial Information
During two years of intense study, the Board of Overseers and staff identified five critical issues challenging the future
of Glen Helen and its programs. These issues, which form the basis of the Institute’s Strategic Plan, are to:
Rebuild and renew the aging physical plant, including 15 buildings and 2 barns.
Strengthen educational programs and create new ones which address pressing environmental
issues.
Restore areas of the preserve damaged by decades of high volume recreational use.
Manage future recreational use, and increase monetary support for the public use of Glen Helen.
Increase and diversify the funding base to keep pace with expanding operational needs.
The 1998-99 budget reflects initiatives and strategies that the Board of Overseers and staff will implement as they
address the critical issues and continue to position the Institute as Antioch’s regional environmental education center, the
mission of which includes the creation of new models for pursuing the interdependent goals of environmental and human
well being.
The Board of Overseers approved the following specific planning objectives for creating the 1998-99 budget:
Continue to develop and implement the vision, mission, and plan for the Glen Helen Ecology Institute with a
focus on Master Planning and the support of Master Planning;
Continue to establish and strengthen the fund development program both directly and by focusing other areas
of the operation on support of development;
Maintain operations at 1997-98 levels with slight incremental adjustments;
Support specific priorities articulated in the Strategic Plan approved July 1996;
Continue to integrate the existing Glen Helen Ecology Institute programs and operations, maintaining full
enrollments in fee-based program operations; and
Maintain and improve selected areas of Glen Helen Nature Preserve and other physical facilities.
The Institute has engaged a consultant in ecological design to assist in developing a Master Plan which will be
proposed to the Trustees for approval. This process, which began in July 1997, has engaged a cross-section of over
50 people: environmental professionals, Antioch College faculty and students, other area colleges, teachers and
clients, and area governments. Its overall focus is on the educational use of Glen Helen.
Also in 1998-99, the fund development program initiated in the latter half of 1996-97 will continue to be implemented
under the direction of a full-time Director of Development. A Development Specialist will be added to operationalize
the next phase of the Development Plan to increase contributions and grants. Contributions and grants income for the
Ecology Institute has risen sharply over the past four years, and it is expected that this will continue as the Board of
Overseers and staff implement the Strategic Plan.
Fiscal Year – Gifts Grants Total
95-96 63,474 2,000 65,474
96-97 150,499 23,606 174,105
97-98 (projected) 157,000 35,000 192,000
98-99 (proposed) 21 0,000 132,000 342,000
Earned income from programs will comprise 53% of the total proposed revenues for 1998-99 of $830,736, up 6.03%
from budgeted 1997-98. The 1998-99 budget reflects a 7.1 3% increase in program fees, and a program calendar
similar to 1997-98: there are no significant changes in program offerings, structure, or format.
Rick Flood
Executive Director
Glen Helen
1998-99 Proposed Budget Summary by Function
Revenues
Tuition & 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
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
1995-96
Actual
—–
118,886
0
63,474
2,000
42,000
11,876
4,150
242,386
267.533
57,449
567,368
0
0
555,976
0
0
0
0
0
555,976
0
555,976
11,392
10,522
0
0
0
0
10,522
870
1996-97
Actual
—-
116.989
0
150,499
23,606
42,000
12,198
3,983
349,275
262.676
63,130
675.081
0
0
656,036
0
0
0
0
0
656,036
0
656.036
19,045
14,589
0
0
0
0
14,589
4,456
1997-98
Budget
—–
128.425
0
212.000
38.000
42,000
9,800
3,521
433,746
263,022
0
696,768
0
0
685,767
0
0
0
0
0
685,767
0
685,767
11,001
11,001
0
0
0
0
11,001
0
1997-98
Projected
.—
127,583
0
157,000
35.000
42,000
11,664
7,703
380,950
257,973
15,840
654,763
0
0
689.324
0
0
0
0
0
689,324
0
689,324
-34,561
11,955
0
0
0
0
11,955
-46,516
Change From
1997-98 Budget
to 1997-98 Projected
Proposed
1998-99
Budget
.—
137.586
0
210.000
132,000
42,000
12,400
1,643
535,629
280,926
14,181
830,736
0
0
820,236
0
0
0
0
0
820,236
0
820,236
10.500
10,500
0
0
0
0
10,500
0
Change From
1997-98 Pro)
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
Glen Helen
1998-99 Proposed Budget Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree
&
Univ 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
Actual
——*-
567,368
274.183
99,407
2,441
0
0
55,237
17,312
96,996
184
8.891
1,325
0
0
0
0
0
0
0
0
0
555,976
11,392
10.522
0
0
0
0
10,522
870
1996-97
Actual
1997-98
Budget
—–
696,768
345,337
127.179
9,010
0
0
58,850
29,511
89.900
180
8,500
2,300
0
15.000
0
0
0
0
0
0
0
685,767
11,001
11,001
0
0
0
0
11,001
0
1997-98
Projected
—–
654,763
338,479
120,009
12.040
0
0
60,135
49.186
99,200
9 8
8,000
2,177
0
0
0
0
0
0
0
0
0
689,324
-34,561
11,955
0
0
0
0
11,955
-46,516
Change From
1997-98 Budget
to 1997-98 Projected
Proposed
1998-99
Budget
—–
830,736
382,732
134,256
10,700
0
0
62,605
71,684
116,414
0
8,500
18,345
0
15,000
0
0
0
0
0
0
0
620,236
10,500
10,500
0
0
0
0
10,500
0
Change From
1997-98 Proj
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
GLEN HELEN
1998-99 Capital Budget
Buildings
Total Buildings
Building Improvements
Total Building Improvements
Equipment
Computer Equipment
Raptor
Center Cages
Total Equipment
Furniture & Fixtures
Total Furniture & Fixtures
Library Books
Grand Total Capital Budget
Amount
0
Amount
Amount
2,500
8,000
Amount
0
THE ANTIOCH REVIEW
1998-99 PROPOSED BUDGET
The Antioch Review is a quarterly journal that is budgeted and operated through the University. It has been given editorial
independence, and an Editorial Board maintains the literary quality of the journal. Responsibility for the management of
the Review has been assigned to the editor. Since the elimination of any subsidy from the University in 1995, the Review
has had to make several adjustments including reducing the number of pages published, lowering author fees, and other
cost cutting measures. The Review expects to end 1997-98 with a balanced budget because of several substantial gifts
and we also expect to end 1998-99 with a balanced budget, in part, because of increased fundraising activities.
We have received news that the National Endowment for the Arts awarded the Review a $5,000 grant for a special issue
on the impact of jazz on American and international culture. Grants of this kind are critical to our mission.
Numerous Review authors won numerous awards and received other recognition in 1997-98. The most notable was the
inclusion of Edith Pearlman’s “Chance” in The Best American Short Stories 1998 edited by Garrison Keillor.
Robert S.
Fogarty
Editor
Antioch Review
1998-99 Proposed Budget Summary by Function
Revenues
Tuition & 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
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
1995-96
Actual
—–
0
0
33,435
500
9,185
0
4,048
47,168
55,834
0
103,002
0
0
92,399
0
0
0
0
0
92,399
0
92,399
10,603
3,735
0
0
0
0
3,735
6,868
1996-97
Actual
——
0
0
17,085
1,077
9.483
0
6,917
34,562
52,273
15,597
102.432
0
0
102,390
0
0
0
0
0
102,390
0
102,390
4 2
0
0
0
0
0
0
42
1997-98
Budget
—-
0
0
23,580
1,230
9,200
0
3,500
37,510
58,500
10,225
106,235
0
0
106,235
0
0
0
0
0
106.235
0
106,235
0
0
0
0
0
0
0
0
1997-98
Projected
*—
0
0
13,000
1,230
12,000
0
5,242
31,472
55,600
16,608
103,680
0
0
103,680
0
0
0
0
0
103,680
0
103,680
0
0
0
0
0
0
0
0
Change From
1997-98 Budget
to 1997-98 Projected
Proposed
1998-99
Budget
—–
0
0
31.181
2,957
11,700
0
5,400
51,238
53,800
105,038
0
0
105.038
0
0
0
0
0
105,038
0
105,038
0
0
0
0
0
0
0
0
Change From
1997-98 Pro)
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
Antioch Review
1998-99 Proposed Budget Summary by Category
1995-96
Actual
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ 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
1996-97
Actual
——
102,432
30,228
17,781
879
0
251
-2,760
51,285
3 9
0
0
307
0
0
0
0
0
0
0
4,380
0
102,390
42
0
0
0
0
0
0
42
1997-98
Budget
—-
106,235
31,522
17,368
0
0
0
460
52,485
50
0
0
0
0
0
0
0
0
0
0
4,350
0
106,235
0
0
0
0
0
0
0
0
1997-98
Projected
—-
103,680
30,426
17,171
850
0
0
-2,700
53,908
110
0
0
0
0
0
0
0
0
0
0
3,916
0
103,680
0
0
0
0
0
0
0
0
Change From
1997-98 Budget
to 1997-98 Projected
Proposed
1998-99
Budget
——
105,038
31,439
14,639
650
0
0
500
53,360
100
0
0
0
0
0
0
0
0
0
0
4,350
0
105,038
0
0
0
0
0
0
0
0
Change From
1997-98 Proj
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
WYSO RADIO
1998-99 PROPOSED BUDGET
I. 1997-98 Accomplishments and Challenges
WYSO is the primary National Public Radio affiliate for the Miami Valley. WYSO provides National Public Radio
(NPR), Public Radio International (PRI) and Pacifica network services, in addition to locally produced programming,
for Dayton, Springfield, and the Miami Valley. The station is celebrating its
4oth
anniversary this year.
This has been a difficult year for the station. The year began with the resignation of the newly-hired General
Manager and the station was again without a permanent leader. Through the efforts of volunteers and dedicated
staff the station continued to make progress in fulfilling its mission and several significant accomplishments were
realized:
The program line-up was materially improved and made more coherent, although the changes were not
without controversy.
The Station began 24-hour per day broadcasting with the addition of overnight programming from the British
Broadcasting Service.
The station program guide was revised and reformatted to provide more useful information to listeners.
A new WEB site for the station was created and put on line (www.wyso.org).
The Development Director position was filled and the person has produced significant revenue increases.
A new logo was adopted that reflects the changes that have occurred at the station over the last several
years.
As the public radio service of Antioch University, WYSO continued to make public service announcements aimed at
increasing awareness of the program offerings of the College and the McGregor School. Listener demographic
studies have shown that the WYSO audience is above average in education and income, and contains the kinds of
people who are like to be attracted to the programs of the College and McGregor.
II. The 1997-98 Budget
The fall membership campaign was a major success, although the spring campaign suffered from technical
difficulties with our 800 number that prevented many callers from reaching our pledge volunteers. Overall, gift
revenue is expected to be $1 9,421 or 8.16% greater than was budgeted. Grant support from the Ohio Educational
Telecommunications Network Commission (OETNC) was expected to decrease, but actually increased and helped
bring the Grants Revenue in at 6.95% above budget. Unfortunately, the reduction in OETNC income will
materialize next year and we are projecting a $7,027 reduction from the 1997-98 Grants level. The grant from the
Corporation for Public Broadcasting has been reduced to $54,689 and further reductions are expected in 1998-99.
Other income is primarily derived from corporate and commercial underwriting of network and local programming.
The 1998-99 budget shows a near 80% increase in the amount of Other Income that is expected over what we
received in 1997-98. Optimism about our ability to produce this revenue is based on the success of our
Development Director who has shown considerable skill in attracting new contracts for WYSO. However, if this
additional underwriting revenue does not appear, the station will reduce Plant Maintenance and other expenses to
insure the budget will balance. In summary, the income for WYSO in 1998-99 will come from the following
sources:
Listener support and other gifts 285,000
Corporation for Public Broadcasting 54,689
Ohio Educational Telecommunications Network 37,073
Underwriting 140,000
TOTAL $51 6,762
The two largest expenses for WYSO are staff salaries and membership fees paid to news and programming services
such as NPR, PRI, and
Pacifica.
WYSO has critical needs for new equipment and upgrades to its physical and electronic
plant. The transmitter shack does not currently have adequate air conditioning and a phased project will allow the
98
installation of new air conditioning equipment if the budget permits. This equipment will cost approximately $1 8,000 and
the purchase and installation will probably be spread over two fiscal years. The Station also needs to secure a reliable
back-up transmitter so that service can be maintained when the primary transmitter fails.
WYSO also needs to investigate how the national conversion to digital broadcasting will affect the station. Congress has
made it clear that the Nation’s radio services will go digital in the next few years, but many of the details concerning how
this is to happen have not been developed. At a minimum, WYSO will need to purchase a new digital transmitter and a
considerable amount of studio support equipment. In order to meet these needs, a capital campaign to benefit the station
will be required.
Anne Williams
Interim General Manager
WYSO
1998-99 Proposed Budget Summary by Function
Revenues
Tuition & 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
Prior Year Reserves
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Change From Change From
1997-98 Proj 1997-98 Budget
lo 1998-99 Budget to 1998-99 Budget
$ % $ %
Change From
1997-98 Budget
1995-96 1996-97 1997-98 1997-98 to 1997-98 Projected
Actual Actual Budget Projected $ %
——– ——- ——- —- —– —–
Proposed
1998-99
Budget
.—
WY so
1998-99 Proposed Budget Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Conf)
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
1995-96
Actual
—–
405,642
128,640
49,639
3,915
0
735
4,479
131,906
57,431
15,152
0
4,534
0
0
0
0
0
0
0
10,486
0
406,917
-1,275
18,878
0
11,653
0
0
30,531
-31,806
1996-97
Actual
—-
429.436
111.101
37.677
4,276
0
0
5,936
146,301
48,190
15.057
0
48,367
0
0
0
0
0
0
0
10,452
0
427,357
2,079
0
0
12.396
0
0
12,396
-10.317
1997-98
Budget
—–
461,438
143,312
57,907
3,700
0
0
7,300
161,275
44,500
14,180
0
178
0
0
0
0
0
0
0
10,484
0
442.836
18,602
7,000
0
11,602
0
0
18,602
0
1997-98
Projected
—-
440,754
158,775
49,966
2,747
0
0
4.2
18
150,307
35,703
14,141
0
30
0
0
0
0
0
0
0
9,436
0
425,323
15,431
0
0
14,534
0
0
14,534
897
Change From
1997-98
Budget
to
1997-98
Projected
Proposed
1998-99
Budget
.–
51 6,762
200,160
62,611
8,700
0
0
4,700
147,980
53,879
13,200
0
0
0
0
0
0
0
0
0
10,484
0
501,714
15,048
0
0
15,048
0
0
15,048
0
Change From
1997-98 Pro)
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
$ %
—— — — —
55.324 11.99%
UNIVERSITY WIDE EXPENSES
1998-99 PROPOSED BUDGET
There are central costs associated with the operation of the University that do not relate to a specific Campus or
the Central Administration exclusively. In order to properly display the costs of the Central Administration, these
additional central costs have been made part of a University Wide Expense budget. The Central Administration of
the University includes those operating units that are under the direct control of the Chancellor. Those units that
are part of the University Wide Expense Budget include the units that are largely autonomous but administratively
attached to the University, University Support functions, the cost of certain University-wide functions, gains and
losses on the Endowment Fund,
Perkins
Loans Income and Expense, Kettering Building rent, interest expense on
internal loans, and the Liquidity Reserve. In addition, Depreciation Expense is processed through this cost
center.
The following are those cost centers which are included in the Central Administration and the University Wide
budget:
Cost Centers Included in University Central Administration Revenue and Expenses
Student Loan Office
Chancellor’s Office
Trustee Administration
Cost Centers Included in University Wide
Archives-Antiochiana
University Support, including
Legal
Audit
Utilities, Insurance, Taxes
Interest Expense on University Debt
Some Consulting and Purchased Services
SEOG-FWSP Cost Allowance
University Development
Vice Chancellor and Chief Financial Officer
Administrative Computing Services
University Conference
Innovation Fund
Endowment Gain-Loss
Perkins
Loan Income & Expense
Rents from Kettering Building Tenants
Interest Expense on Internal Loan to Endowment Fund
Liquidity Reserve
Depreciation
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Total
E&G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Net Overhead for Central Operations
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 Depreciation
Total Cash Items
Net Cash Basis Budget
1995-96
Actual
——-
0
0
0
117,974
0
0
1,026,260
1,144,234
0
158,934
1,303,168
587,316
0
0
0
0
0
837.983
1,821,512
11 7,974
2,777,469
0
2.777.469
-886,985
0
113,170
0
-1,821,512
-1,708,342
821,357
1996-97
Actual
——-
0
0
0
11 3,204
0
0
1,795,725
1,908.929
0
277,053
2,185,982
489,201
-42,838
0
0
148.417
0
653,782
1,992,324
113,204
2,864,889
0
2,864,889
-189,706
0
0
772,252
0
-1,992,324
-1,220,072
1,030,366
1997-98
Budget
.–.–
0
0
0
1 18,000
0
0
526,050
644,050
0
200,229
844,279
615,457
0
0
0
140,125
0
71 1,302
2.1
30,000
1 18.000
3,099,427
0
3,099,427
-1,639,691
0
0
490,309
0
-2,130,000
-1,639,691
0
University Wide
1998-99 Proposed Budget Summary by Function
1997-98
Projected
.—
0
0
0
120,000
0
0
900,000
1,020,000
0
220,983
1,240,983
631,833
0
0
0
162,000
0
781,045
2,200,000
120.000
3,263,045
0
3,263,045
-1,390,229
0
0
460,000
0
-2,200.000
-1,740,000
349,771
Change From
1997-98 Budget
to 1997-98 Projected
Proposed
1998-99
Budget
—-
Change From
1997-98 Pro)
to 1998-99 Budget
Change From
1997-98 Budget
to 1998-99 Budget
University Wide
1998-99 Proposed Budget Summary by Category
Change From
1997-98
Budget
1997-98
1
997-98
to
1997-98
Projected
Budget Projected $ %
Change From
1997-98
Proj
to
1998-99
Budget
$ V.
Change From
1997-98
Budget
to
1998-99
Budget
$ ‘A
– ——- ——-
-304,043 -20.83%
Proposed
1998-99
Budget
—-
1,155,693
1995-96
Actual
1996-97
Actual
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ 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
COST CENTERS
INSTRUCTION:
Undergraduate
Heritage Institute
Preparatory-Remedial Education
Teacher Certification
Arts
Human Services
Computer Instruction
Cooperative Education
Environmental Field Program
Continuing Education
History, Philosophy & Religion
Physical Sciences
Languages, Literature & Culture
Environmental & Biological Sciences
Self, Society & Culture
Cultural & Interdisciplinary Studies
Social & Global Studies
AEA Brazil
AEA Buddhist Studies
AEA Egypt
AEA Germany
AEA
Japan1
AEAMexico
AEA Overseas Non-AEA Program
AEA Women’s Studies
AEA Thailand
AEA France
AEA Cape Verde
MS Management
MA Psychology
MA Education
OSR
Whole System Design
MA Organizational Management
DancelMovement
Therapy
Counseling Psychology
Marriage and Family Therapy
Environmental Studies
Education
Organization & Management
Applied Psychology
Clinical Psychology
I MA
Weekend Program
Intercultural Relations
Conflict Resolution
Environment & Community
Fine Arts
RESEARCH:
Individual and Project Research
PUBLIC SERVICE:
Glen Helen
Antioch Review
WYSO
Counseling Centers
Center for Environmental Education
ACADEMIC SUPPORT:
Academic Administration
General Faculty
AEA Administration
Cross Cultural Program
ArchivesIAntiochiana
LibraryIMedia
Services
Psychological Services Center
Research and Evaluation
Writing Center
WSD Institute
Academic Computing
STUDENT SERVICES:
Financial Aid Administration
Student Admissions
Registrar (Student Records)
Student Services
Advocate’s Off ice
STUDENT SERVICES Cont’d:
Infirmary
Counseling
Security
Student Loan Office
Community Government
INSTITUTIONAL SUPPORT:
Chancellor
Trustees
President
Fiscal Operations
Business Operations
General Administration
Central Services
Personnel
Alumni
Development/Advancement
Public Relations
Publications
Administrative Computer Service
University Administration
PLANT MAINTENANCE:
Maintenance
Custodial
Building & Grounds
Power Plant
Depreciation
SCHOLARSHIPS:
Grants & Scholarship
AUXILIARY ENTERPRISES:
Dining Services1 Gathering Space
Housing/Bookstore
Computer Sales
McGregor
Conference Center
SALARIES & WAGES: Compensation
Paid to Contracted Employees
Core Faculty
Associate Faculty
Adjunct Faculty
Administrators
Administrative Associate
Teaching Assistants
Unionized Staff
Non-Unionized Staff
Students
Retirees
Other Staff Employees
Student Vouchers
Student Stipends
Overseas Allowance
BENEFITS: Required and Non-Required
Benefits Paid
MedicalIDental
Card
Dental
FICA
Worker’s Comp
Unemployment
Life Insurance
Long
& Short Term Disability
Retirement
Moving Expenses
Employee Tuition Waivers
Miscellaneous Benefits
TRAINING & DEVELOPMENT:
Non-Contracted Expenses for Trg & Develop
Business Travel
Local
Meetings/Workshops
Professional Development
Employee Recruiting
Program Development
STUDENT AID:
Restricted Grant Scholarships
Student Vouchers
SPECIAL EVENTS:
Graduation
Orientation
Miscellaneous Special Events
SUPPLIES:
Office Supplies
Instructional Supplies
Research Supplies
Duplicating Supplies
Computer Supplies
Maintenance Supplies
Furniture Supplies
Equipment Supplies
Library Supplies
Food Supplies
Miscellaneous Supplies
BUSINESS OPERATIONS COSTS:
General Cost of Doing Business
Subscriptions
& Publications
Purchased Services
Consulting
Honoraridstipends
Information & Communications
Memberships & Dues
Printing
Postage
AudioIVisual
Advertising
Telecommunications
Internet and Leased Lines
Legal
Audit
Bad Debt Expense
PLANT MAINTENANCE COSTS:
Costs Related to Facilities
Maintenance Contracts & Repairs
106
Computer Contracts
Purchased Services
Utilities
Vehicle Operation
Facility Rental
Equipment Rental
Insurance/Taxes
DEPRECIATION:
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
Payments to Annuitants
CONTINGENCYIRESERVES:
Campus Contingency, Mandated
Campus Contingency, Discretionary
Liquidity Reserve
OVERHEAD COSTS:
Regional Overhead
University
OverheadIRebate
University Conference
College Fund
Operation Subsidy
Inter-Campus Agreements
