TheAntiochPapers: bud 21

TheAntiochPapers: bud 21

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~TIOCH UNIVERSITY
REPORT TO THE
BOARD OF TRUSTEES
1999-2000 Mid-Year Budget Performance
February 3-5, 2000

TABLE OF CONTENTS
……………………………………………………………………………………………………….. Introduction ……………………………….. 1
1 999-2000 Mid-year BuQet p&orrnanCe ……………………………………………………………………………………………….. 7
Antioch
University Statement
of
Activities ………………………………………………………………………………………………… 11
………………………………………………………………………………………………………. Antioch University Financial Position 12
Antioch University Cash Flows ……………………………………………………………………………………………………………….. 13
……………………………………………………………………………………………………………….. Antioch University Summaries 14
Antioch College ……………………………………………………………………………………………………………………………………. 16
Glen Helen ………………………………………………………………………………………………………………………………………….. 20
……………………………………………………………………………………………………………………………. Antioch New England 23
……………………………………………………………………………………………………………………………………. Antioch Seattle 27
Antioch Southern California …………………………………………………………………………………………………………………… 30
The
McGregor
School …………………………………………………………………………………………………………………………… 34
……………………………………………………………………………………………………………………….. University Administration 37
Antioch Review ……………………………………………………………………………………………………………………………………. 41
……………………………………………………………………………………………………………………………………….. WYSO Radio 44
University-Wide Expenses …………………………………………………………………………………………………………………….. 49
Receivables Aging Report ……………………………………………………………………………………………………………………… 51
Status of Accounts Payable ………………………………………………………………………………………………………………….. 52
……………………………………………………………………………………………………………………………………….. Cost Centers 53
…………………………………………………………………………………………………………………………………………… Line Items 54

REPORT TO THE BOARD OF TRUSTEES
February 3-5, 2~100
I. INTRODUCTION
This report contains financial information concerning the performance of the University, its campuses and associated
units during the first half of 1999-2000. The information is presented using the Financial Accounting Standards Board
(FASB) 1 17 reporting standards that became mandatory for independent colleges and universities on July 1, 1995. The
objective of this FASB reporting 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 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. By clearly identifying areas of strength and
weakness, this report is intended to serve as a tool for improving the University and allowing managerial attention to be
focused where it is most needed. If you are familiar with the terms and format of this report, you may want to begin
reading the 1999-2000 Mid-Year Budget Performance section on page 7.
II. FORMAT AND CONTENT
The 1999-2000 Mid-Year Budget Performance section contains summary schedules for the entire University and similar
schedules for each campus, the University Administration, Glen Helen, WYSO Radio, the Antioch Review, and University
Wide accounts. Each campus and operating unit has prepared narrative descriptions of the significant events that
caused the unit to deviate from its budget. The purpose of the narrative is to provide an overview of how each Campus
performed during the first six months of the current year. The narratives also provide an opportunity for the President or
unit manager to describe the problems he or she has dealt with and the opportunities that are being explored during the
current fiscal year.
Revisions to the 1999-2000 capital budget may be necessary due to changes in operating income. Under Board of
Trustee policy, Trustee approval is required for any non-personnel expenditure of more than $25,000. The Capital

Budget that was presented to the Board at the June meeting contains plans for specific capital expenditures, but during
the first half of the fiscal year, some Campuses have identified changed conditions as well as restricted resources or
unanticipated needs that require changes to their capital improvement plans. In some cases, a campus may need to
acquire additional equipment, particularly technology, while in other cases repairs or improvements to the physical plant
may be needed. In other cases, planned capital expenditures may be cancelled or deferred.
I. THE FUNCTION SCHEDULE
For the University as a whole and for each of the Campuses and units, this Report contains two schedules. The first is
the Summary by Function. This schedule provides information about Revenues by Type and Operating Expenses by
Function. The purpose is to show what has happened during the first half of the year to the various revenue and expense
categories. This schedule shows how prior year experience and the budget compare with what has actually happened
during the reporting period.
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 as 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 Offices for the same period. The Development Offices report gifts on a cash basis, i. e., as they are
received. The Accounting Offices report gifts on an accrual basis,
i.e.,
when they are received or first 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 or lower 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 principal 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 principal amount of a restricted gift can be used as soon as a valid
purpose has been identified. Income from the Endowment Funds appear as a Revenue Item on the Endowment Income
line.
The Summary by Function schedule in this Report for Antioch University as well as the schedule for University
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 University 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 the
way 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 that comprise each of the Functions is presented on page 53.
The columns of the Summary by Function schedules present information about the first six months of actual activity of the
two prior years and the first six months of budget for 1999-2000. The last four columns provide a comparison of the
1999-2000 actual year-to-date experience with the mid-year budget and a comparison of how the mid-year 1999-2000
actuals compare with the actuals for the same period of 1998-99. The dollar variance is given for these comparisons and
a percentage of variance is also provided.
FASB
11 7 requires the presentation of information on an accrual basis, but the actual 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 Principal Payments
necessary to retire the loans of previous years.
The Conversion to Cash Basis section also shows the use of any Prior Year Reserves. Prior Year Reserves are
maintained by the University as “funded” or “unfunded”. Whenever a campus ends the year with an operating surplus,
this sum is recorded and carried forward on the books. If the University has sufficient surplus cash at year-end, the
surplus is funded and invested in an interest bearing account for the benefit of that campus. If there is not sufficient cash
to cover the surplus, the uncovered portion becomes a credit to the unfunded reserve. Campuses may propose the use
of their Funded Prior Year Reserves in the annual budget, or they may request the Chancellor’s permission to use
Funded Reserves to meet unexpected expenses during the year.

IV. THE CATEGORY SCHEDULE
The second major schedule used in this Report is the Summary by Category. On this schedule, the Revenues reported
on the Function Schedule are condensed to a single line. For the University as a whole, the University Administration and
the University Wide Expenses schedules, a second line is added to show the Net Overhead for Central Ops. Although
technically not a revenue item, it is treated as a quasi-revenue on this schedule so that these three units and the
Campuses can be presented in similar ways.
Operating Expenses from the Function schedule are presented by category
(e.g.,
Salaries & Wages, Benefits, Supplies).
These categories show how expenditures have been made by the kinds of goods and services purchased. The
components of each of the Expense categories is listed in detail on page 54.
A section of these schedules shows the ContingencyIReserves that the Campuses are required or encouraged to
budget. The “Campus Contingency, Mandatory” amount is budgeted at 2% of net student-derived revenue and this sum
can be released by the Chancellor during the year in order to meet unexpected expenses or to off set lower than
anticipated revenues. Each campus budgets the Contingency evenly across the year and each month the budgets show
a transfer to a central account. Both the campus budgets and actuals show the Contingency as an expense even though
the money remains in a central reserve. At year-end, the Contingency amounts are credited back to the campus budgets
where they off-set other expenses or, if the budgets are otherwise in balance, result in a surplus. The amount held
centrally is reflected in the balance of the University Wide section of this Report and this intentionally makes the
overall University position appear somewhat worse than it actually is. Campuses that are meeting their revenue targets
may also request release of these funds to pay for special capital improvements that they might not otherwise have been
able to make. These requests can be honored only when the University as a whole is performing well.
The “Campus Program Contingency, Discretionary” is a reserve amount determined by the individual campus.
Depending on the volatility of its programs, a campus may elect to hold an additional sum above the Mandatory amount
to off-set 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 amounts budgeted are added to the Liquidity
Reserve each year and allowed to accumulate in order to restore the financial integrity of the University. The bond issues
that have financed facilities at New England, Seattle, and retired 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 requirement and to build for the time
when the University can satisfy Moody Investors Service requirements for a bond rating, this money is accumulated
during the year in a University-wide account. As with the Program Contingency, the Liquidity Reserve is removed from
the campus budgets and appears as an expense. The Liquidity Reserve is shown in the University Wide section and
this makes the University position appear somewhat worse than it is. Unlike the Program Contingency, the Liquidity
Reserve is not credited back to the campuses at year-end because it may not be used to off-set expenditures. Rather, it
is intended to serve as a budgeted surplus.
The Overhead section of the Summary by Category schedule 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 Overhead. Campuses which receive Rebates and
Subsidies will show negative amounts in these schedules 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.
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 entries appear in the University
Wide Expenses section on pages 49 and 50.
The columns on the Category schedules are identical to those on the Function schedules.

V. 1999-2000 MID-YEAR PERFORMANCE
At the midpoint in the 1999-2000 year, it appears that all campuses will have difficulty meeting their budgeted tuition
income levels. The 1999-2000 budget was developed with exceptionally aggressive revenue forecasts as the campuses
attempted to bring new programs on-line and increase enrollments in existing programs. Four of the five campuses
budgeted double digit percentage increases over their actual tuition income of last year. Meeting these tuition targets is
proving difficult, although Mid-Year Tuition and Fee Income is up by $531,554
(+2%)
over the actual revenue received
last year.
As the following table shows, total tuition and fee income is running
-$780,159,
or -2.92% below the budgeted level for
the midpoint of the fiscal year. The McGregor School is having the most difficulty, with a shortfall of more than 10%.
New England appears to have a 6% shortfall, but President Craiglow indicates that technical factors associated with the
change in their student billing procedures account for most of this shortfall. At the College, the shortfall is more than
TUITION AND FEES
1999-2000
Budgeted
Antioch College 6,689,115
Glen Helen 61,160
New England 6,868,545
Seattle 3,539,811
Southern California 5,769,854
McGregor
School 3,799,288
TOTALS $26,727,773
Current Year Prior Year
Year-to-
1999-2000 Percent Percent Year
Actuals Variance Variance Variance Performance
6,378,385 -310,730 -4.65% -1 1.03% better
60,654 -506 -0.83% -1 4.19% better
6,453,439 -41 5,106 -6.04% -5.53% worse*
3,533,957 -5,854 -0.1
7%
-6.99% better*
6,115,350 345,496 5.99% 3.08% better*
3,405,829 -393,459 -1 0.36% -5.62% worse
$25,947,614
-$780,159
-2.92% -5.51 O/O better
* Presidents say that the financial reports may not accurately reflect the current condition. See the
Campus narratives.

The above table shows the variance in Tuition and Fees between the budgeted amount and the amount actually received
for each of the campuses. The Current Year Percent Variance is also compared with the Prior Year Percent Variance
and this Year-to-Year Performance is then graded as “better” or “worse”. While the suggestion is that most of the
campuses and the University as a whole are doing better than last year, it is unclear whether this conclusion is warranted.
Three of the campuses have suggested that the tuition revenue being reported is not accurate as a result of technical and
procedural complications. New England suggests that, while their tuition and fees reported at mid-year are well below
budget, they will still manage to balance their budget over the course of the year. Seattle and Southern California, which
both appear to have better performance than projected in their budgets, report in their narratives that the mid-year tuition
and fee revenue is overstated. Therefore, it appears that 1999-2000 will not be an easy year in which to balance
budgets.
Shifting from Tuition and Fees to Total Revenues, for the University as a whole, revenues are
-$1,959,407
below the
budgeted level. Last year at this time, total revenues were
-$1,128,870
below the projected budget level. With the
exception of Gifts, which is $241,072 above budget, and Contracts and Auxiliary Enterprises which are both ahead of
their budgeted level, all revenue categories are weak. Realized and Unrealized losses account for more than $435,000 of
the variance from budget with Tuition Discounts responsible for another
-$275,888.
While there is some hope that the
Realized and Unrealized Losses will reverse before the end of the fiscal year, overcoming the negative variances in the
other revenues categories is uncertain.
University-wide, Total Excess Revenue Over Expenses is $1,590,986 or
-$1,783,653
below the budgeted level. This is
more than
5O0/0
lower than the budgeted excess revenue at mid-year and considerably less than the $4,356,688 that was
available at the midpoint of
1999-2000.
Because of the timing of revenues at the campuses, significantly more revenue
should have arrived by mid-year than has been spent. Because revenues are “lean” in the second half of the fiscal year,
the campuses need to accumulate a mid-year surplus so that they can maintain level expenditures to the end of the fiscal
year.
Although total revenues are running 6.33% below the budgeted level, total operating expenses are only
.59%
below the
budgeted level. This strongly suggests that the campuses will need to limit expenditures and aggressively pursue
opportunities to increase revenues, particularly those other than tuition and fees, in order to successfully complete the
year.

The gap between expenditures and revenues is not the same at all campuses of the University. The table below
compares both the budgeted and actual revenues and expenditures of the campuses at mid-year. By looking at the
Revenue as % of Expense line for each campus, you can see if the “surplus” being accumulated at mid-year is equal to
the amount projected in the budget. Unfortunately, collectively, the campuses are running 30.46% below the budget
target and only two of the campuses are showing positive variances. However, the presidents of Seattle and Southern
California, the two campuses showing positive variances, both report that their tuition revenues at mid-year are not as
high as the mid-year report indicates.
ANTIOCH COLLEGE
Budget Actual Variance %
SEATTLE
Budget Actual Variance %
Total Revenues
Total Expenses ‘
Excess Revenue over Expense
Revenue as % of Expense
8,331,487 7,244,715 -1,086,772 -1 3.04%
8,284,876 8,225,385 -59,491 -0.72%
46,611 -980,670 -1,027,281 -2203.95%
100.56% 88.08%
McGREGOR SCHOOL
Budget Actual Variance %
Total Revenues
Total Expenses
Excess Revenue over Expense
Revenue as % of Expense
3,836,174 3,808,747 -27,427 -0.71 ’10
4,188,346 4,026,559 -1 61,787 -3.86%
-352,172 -21 7,812 134,360 -38.15%
91.59% 94.59%
NEW ENGLAND
Budaet Actual Variance %
Total Revenues
Total Expenses
Excess Revenue over Expense
Revenue as % of Expense
SOUTHERN CALIFORNIA
Budaet Actual Variance %
3,949,932 3,526,590 -423,342 -1 0.72%
2,787,873 2,779,763 -8,110 -0.29%
1,162,059 746,827 -41 5,232 -35.73%
141.68% 126.87%
ALL CAMPUSES
Budaet Actual Variance %

Last fiscal year only one campus (Seattle) was able to finish with a positive cash balance. At the mid-point last year,
collectively, the campuses were in better shape in terms of revenues and expenditures than they are at the midpoint in
1999-2000. Last year, three campuses used funded reserves in order to insure that their budgets balanced, and it is
likely that campuses will need to use funded reserves again in 1999-2000. Releasing contingencies and applying funded
reserves, however, will not be sufficient to bring all of the budgets into balance. The campuses will need to strictly control
expenditures for the remaining half of the year and pursue vigorously additional revenues in order to bring their budgets
into balance. It can be done, but it will take considerable effort to achieve.

Revenues and Gains:
Tuition and fees
Contributions
Contracts and other exchange transactions
Investment income on life income and annuity agreements
Investment income on endowment
Other investment income
Net realized
gains(loss)
on endowment
Net realized
gains(ioss)
on other investments
Soles and service of auxiliary enterprises
Other Income
Total revenues and gains
Net assets released from restrictions
Total unrestricted revenues, gains and other support
Expenses and Losses.
Educational and General:
Instruction
Research
Public Service
Academic support
Student services
Institutional support
Operation and maintenance of plant
Scholarships and fellowships
Total educational and general expenses
Auxiliary enterprises
Total
exoenses
Actuarial (gain) loss on annuity obligations
Payments to life income beneficiaries
Total expenses and losses
Excess of Revenue over Expense
Unrealized gains on investments
increase (decrease) in net assets
Net assets at beginning of year
Net assets at end of period
ANTIOCH UNIVERSITY
Statement of Activities
For the 6 months ended
December 3 1, 1999
Unrestricted
Temporarily
Restricted
———-
604.389
14.407
81.899
21 6.884
-1.978
915,601
-612,881
302,720
0
0
-47,896
76.387
28.491
274,229
-6.172
268,057
9.534.403
9,802,460
– – – – – – – – – – – – – – – – – –
Permanently
Restricted Total

ASSETS
—–
Cash and Cash Equivalents
Accounts Receivable
Less Allowance for Bad Debts
Grants Receivable
Contributions Receivable
Less Allowance for Uncollectible
Prepaid Expenses
Loans To Students
Long Term Investments
Land, Buildings and Equipment
Less Accumulated Depreciation
TOTAL ASSETS
LIABILITIES
– – – – – – – –
Accounts Payable
Accrued Benefit Liabilities
Other Accrued Liabilities
Deferred Revenue
Notes and Bonds Payable
Annuities Payable
Deposits Held on Behalf of Others
Advances from Government for Student Loans
TOTAL LIABILITIES
Unrestricted
Temporarily Restricted
Permanently Restricted
TOTAL NET ASSETS
TOTAL LIABILITIES AND NET ASSETS
ANTIOCH UNIVERSITY
Statement of Financial Position
December 31, 1999
December 31, 1999 June 30, 1999

ANTIOCH UNIVERSITY
Statement of Cash Flows
For the Six Months Ended
December 3 1, 1999
Cash flows from operating activities:
Change in net assets
Adjustments to reconcile change in net assets
to net cash provided by (used for) operating activities:
Depreciation
Loss (gain) on sale of equipment
(Increase) decrease in accounts and grants receivable
(Increase) decrease in contibutions receivable
(Increase) decrease in
prepaids
Increase (decrease) in accounts payable and accrued expenses
Increase (decrease) in annuity liability
Increase (decrease) in deferred revenues
Increase (decrease) in deposits held for others
Net (gain) loss on sales of investments
Net cash provided by (used for) operating activities
Cash flows from investing activities:
Net Proceeds from investing activities
Purchases of land, building and equipment
Proceeds from the sale of equipment
Disbursements of loans to students
Repayments of loans from students
Net cash provided by (used for) investing activities
Cash flows from financing activities:
Proceeds from issuance of indebtedness
Repayments of principal of indebtedness
Receipts from (contributions to) governmental loan funds
Net cash provided by (used for) financing activities
Net increase (decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of period
December 31, 1999
———-

Antioch University
December 31, 1999 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Exoenses
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
Actual
– – – – – – – –
25,495.004
-1,486,421
1,455.389
1,084.136
11 1,701
206,419
404,113
151,262
242,491
27,664,094
1,506.971
1,177,791
30,348.856
1,203,465
8,317.839
9,471
897,280
1,164,264
2,532,254
6,389.889
3,083,685
1,388,439
23,783,121
1,241,310
25,024,43 1
6.527.890
2,538,135
-1,350,332
656,847
0
-1,050,019
794,631
5,733,259
Change From
1999-00 Budget
to 1999-00 Actual
Change From
1998 Actual
to 1999 Actual
$ %
——– – – – – – – – –

Antioch University
December 31, 1999 Actual Expenditure 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, Discretional
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Con9
Depreciation
Total Operating Expenses
Excess Revenue over
Exoenses
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
Actual
– – – – – – – –
31,552.321
11,048,219
3.21 1.556
662,598
829,883
1 34,803
572,285
2,653.68 1
1,826,111
447,970
355,720
2 1 6,364
345,052
37.255
385,059
2,221.694
-755,730
-5,150
-262,500
49.542
1,050,019
25,024,43 1
6,527,890
2,538,135
– 1,350,332
656,847
0
-1,050,019
794.63 1
5,733,259
Actual
– – – – – – – –
30,285,730
12,787,640
3,475,198
804,988
710,820
160,004
771.61 1
3,171,020
1,715,477
808,725
387,587
235,080
378,929
50,022
478.925
2,426,914
-929,212
10
-200,002
79.965
1,381,043
28.694.744
1,590,986
636,426
-40,876
377,994
0
-1,381,043
-407,499
Change From
1999-00 Budget
to 1999-00 Actual
Change From
1998 Actual
to 1999 Actual

ANTIOCH COLLEGE
1 999-2000 Mid-Year Performance
Enrollment
College enrollment for Fall semester is 645 FTE based on credit hour registration. Enrollment for Summer and Fall
semesters based on an unduplicated headcount is 709 which compares to 698 last year. The College continues to
experience improvements in retention, but Fall enrollments were short of target goals. Approximately thirty (30) new
students and 490 returning students are expected for the Spring semester.
Operating Revenues
College tuition and fee revenues reflect an unfavorable net variance to budget of -$550,986 through December as a result
of the Fall enrollment shortfall. However, this represents an improvement of $193,415 compared to December 1998.
Tuition discounts, revenues from state and federal grants, and released from restricted funds for scholarships also are
affected by enrollments. Gift revenues reflect a favorable variance of $227,417 through December which is comparable
to December 1998. Auxiliary Enterprise revenues reflect a favorable variance of $1 08,616. Anticipated gifts and
bequests for technology are well below target resulting in an unfavorable variance of
-$747,349
in the Released from
Restrictions category.
Operating Expenses
College operating expenditures are tracking on budget and reflect a favorable variance of $59,491. Expenditures
reported by Functional Summary indicate favorable variances in Instruction and Institutional Support. Unfavorable
variances are indicated for Academic Support
-$9,332,
Student Services
-$21,647,
Physical Plant
-$59,869,
Scholarships
-$I
,240, and Auxiliary Enterprises
-$2,072.
Expenditures reported by Category Summary reflect savings in salaries and
benefits, travel and training, special events, plant maintenance, resale costs, and miscellaneous expense totaling
$287,732. The student aid services category indicates an unfavorable variance of
-$78,187
reflecting higher than
budgeted, but funded, scholarship awards. Supplies and business operations indicate unfavorable variances totaling –

$81,927 for duplicating, maintenance and furniture supplies, Admissions printing expenses, and telecommunications.
This variance reflects an improvement of $1 35,505 compared to December 1998. Interest expense YTD exceeds budget
by
-$20,480.
Capital expenditures exceed budget YTD by
-$250,638
due to technology and building improvement
expenditures which should be covered prior to year end.
Collections
The collection rate for student receivable accounts as of 12/31/99 for Summer and Fall is 94.79% compared to 94.48%
for Summer and Fall 1998. College collection efforts continue to improve each term as a direct result of
Datatel
implementation and the extraordinary perseverance of our Business Office staff. The College collection rate has
improved from 84.1 7% for Fall 1995 to 94.79% for
SummedFall
1999, an improvement of 10.62 percentage points.
College revenues received from adding the Summer Term, improving enrollments, and improving collection efforts has
increased from $4,079,760 for Fall 1995 to $8,064,809 for
Summer/Fall
1999, an improvement of 97.68%. This also is
an 1 1.1
6%
improvement in cash flow compared to
Summer/Fall
1998.
Spring Projections
Enrollments are expected to improve for Spring although total revenues will still reflect a portion of the Fall variance.
Expenditures will be monitored closely to maintain budgeted projections, and an aggressive development effort will make
up lost ground in covering capital expenditures. It is expected that the College will need to use 1999-2000 contingency
reserves to bring in a balanced budget at year end.
Robert H. Devine
President

Antioch College
December 31, 1999 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Dec 31, 1997 Dec 31, 1998 1999-00 Dec 31, 1999
Actual
——. –
5,556,250
-1,322.1 77
1,267,866
547,974
87,838
3,545
79,932
-1,221
0
6,220,007
1,163,877
897,904
8,281,788
2,199,274
9,471
0
472.786
1,090,527
995.41
6
697.81
4
946,461
6,411,749
1,083,816
7,495,565
786,223
805,152
0
220,597
0
0
,025,749
-239,526
Actual Budget Actual
– – – – – – – –
6,378,385
-1,970,688
504,407
709,865
98.193
325
48,194
-25,750
678
5,743,609
1,362,588
138.518
7,244,715
2,581,l
13
0
0
51 8,304
1,202,641
1.1 15,090
789,696
9 1 0,662
7.1 17,506
1,107,879
8,225,385
-980,670
326,800
0
226,496
0
0
553,296
-1,533,966
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual

Antioch College
December 31, 1999 Actual Expenditure 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, Discretional
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Con0
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
Actual
——–
8,281,788
3,457,731
1,057,402
283,301
688,341
66,307
316,008
889,858
554,125
61,999
243,78 1
165,230
69,834
0
69,832
480,093
-275,000
-1 00,000
-262,500
-270,777
0
7,495,565
786,223
805,152
0
220,597
0
0
1,025,749
-239,526
Actual
– – – – – – – –
7,528,868
3,642,240
1,059,675
261.343
547,655
42,952
391,310
775,601
443,193
82,586
21 1,163
176,010
72,508
0
90,636
498,497
-275,000
– 1 00,000
-200,000
-255,128
0
7,465,241
63,627
424,698
-40.1 10
21 2,457
0
0
597,045
1999-00 Dec 31, 1999
Budget
– – – – – – – –
8,331,487
4,106,296
1,268.698
368.541
535,744
66.256
382,092
827,184
528,060
65,565
172,504
1 80,982
74,742
24,928
93,424
498,000
-275,008
-100,002
-200.002
-333,128
0
8,284,876
46,611
93,872
0
208,786
0
0
302.658
Actual
——–
7,244,715
4,022,673
1.174.1
19
3 1 8,359
613,931
39,660
412,904
878.301
525.679
86,045
143,302
179,815
72,437
0
90,545
498,000
-275,000
-100,002
-200,002
-255,381
0
8,225,385
-980,670
326,800
0
226,496
0
0
553,296
-1,533,966
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual
$ % $ OIo
——– ——– ——– ——–
1,086,772 -13.04% -284,153 -3.77%

GLEN HELEN ECOLOGY INSTITUTE
1999-2000 Mid-Year-Performance
Revenues Total revenues through December reflect a favorable variance to budget of $1 6,211. This variance is the
result of higher than budgeted gifts of $3,647, unbudgeted grants of $4,000, higher than budgeted auxiliary income of
$7,647, and other revenues of $917. The budget for 1999-2000 revenue was developed using a very conservative
approach as a result of the 1998-1 999 deficit. As the funding of Glen Helen improves, the actual revenues for the
balance of the fiscal year should be very close to budget. It is imperative that funding sources are maintained and
increased in order to meet the financial requirements of the 1999-2000 year.
Expenses Total operating expenses through December are favorable to budget by $1 7,918. This variance is due to
savings realized in benefits and in expenditures for supplies and the physical facility. The total cash basis budget (after
capital items or debt payments) is favorable to budget by $32,275. The “bottom line” is budgeted as a deficit through
December, but actual performance is significantly better than budget. As of December 31, Glen Helen expenditures are
approximately $5,000 less than revenues received. A portion of the favorable variance is the result of the College funding
50% of one maintenance position.
Don
Hollister
Acting Executive Director

Glen Helen
December 31, 1999 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Actual
– – – – – – – –
65,208
0
16,180
27,702
21,000
5,814
7,703
0
0
1 43,607
1 29,422
10,862
283,891
0
0
343,638
0
0
0
0
0
343,638
0
343,638
-59,747
4.955
0
0
0
0
4,955
-64,702
Actual
– – – – – – – –
60,631
0
4,199
0
21.000
6.149
2.124
-92
0
94,011
119,255
23,269
236,535
0
0
331,117
0
0
0
0
0
331.117
0
331,117
-94,582
0
0
0
0
0
0
-94,582
Change From Change From
1999-00 Budget 1998 Actual
1999-00 Dec 31, 1999 to 1999-00 Actual to 1999 Actual
Budget
– – – – – – – –
61,160
0
37,500
0
21.000
3.750
0
0
0
123,410
117,259
6,100
246.769
0
0
274,021
0
0
0
0
0
274,021
0
274.021
-27,252
0
0
0
0
0
0
-27,252

Glen Helen
December 31, 1999 Actual Expenditure 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, Discretional
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Con0
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
Actual
– – – – – – – –
283,891
188,763
61,158
3,657
0
0
26,511
23,386
35,055
18
3,970
1,120
0
0
0
0
0
0
0
0
0
343,638
-59,747
4,955
0
0
0
0
4,955
-64,702
Actual
– – – – – – – –
236,535
174,832
50,893
5,526
0
0
26,618
37,085
29,492
92
5.654
925
0
0
0
0
0
0
0
0
0
331,117
-94,582
0
0
0
0
0
0
-94,582
Change From Change From
1999-00 Budget 1998 Actual
1999-00 Dec 31, 1999 to 1999-00 Actual to 1999 Actual
Budget
— ——
246,769
141.391
45,132
1,402
0
0
26,246
20,658
34.290
0
4,250
652
0
0
0
0
0
0
0
0
0
274.021
-27,252
0
0
0
0
0
0
-27,252

ANTIOCH NEW ENGLAND GRADUATE SCHOOL
1999-2000 Mid-Year Performance
Antioch New England Graduate School’s mid-year budget performance for 1999-2000 is essentially on target for the year.
Though this narrative was written prior to the registration date for students entering in the spring 2000, we expect that the
total number of new matriculants will come quite close to matching original projections (95 total). Thus, we can point to a
very favorable picture of new students entering Antioch New England in 1999-2000 – 375 new matriculants, compared to
321 in 1998-99, or a
1i’O/0
increase. In essence, this success in attracting new students in the current year provides the
basic requisite
“backfill”
for the shortfall in 1998-99 and gives Antioch New England a much stronger “carryover”
enrollment base for 2000-01. The key for fiscal vitality and, therefore, the ability to address in a substantive way some
very critical priorities over the course of the new few years will reside in our ability to come close to duplicating this fiscal
year’s new matriculant numbers in 2000-01. We will also realize in 2000-01 the benefits of a change instituted this year
in our per semester system of charging students. Effective last year (June
1999),
we eliminated the historical “front
loading” of tuition and, while this created extreme pressure on our current revenue budget, we will recoup that money
during subsequent fiscal years.
Approximately $300,000 of the negative tuition and fee variance on the revenue side can be attributed to a tuition booking
and spread sheet problem that will be corrected in the 1-31-00 reports. With the aforementioned factored in, the total
revenue picture looks quite sound because gifts, grants and other income has exceeded projections. Nevertheless, we
do envision the potential for a manageable shortfall in tuition and fee revenue by year’s end, despite our success in
meeting new student goals. The principal unknown, at this point, is the number of new students entering in the summer
2000, since we now book a portion of their tuition in the current fiscal year. As of this writing, it is too early for any final
calculation, but the potential shortfall may be attributed to an increase in the annualized attrition rate, beyond the 8%
used in the budget.
The major variance on the expense side – in the public service category – reflects the grant and contract activity, noted
above. We expect, as always, to produce a balanced budget and have controls in place to stay within approved
expenditure limits. It is important to reiterate that the 1999-2000 budget was initially approved with the expectation that
the contingency set aside would be expended in order to provide raises and address some key technology issues.

Antioch New England enjoyed a very strong fall semester — we were beneficiaries of elevated public and press visibility
around campus visitors and events as well as feature articles on some of our programs
(e.g.,
our environmental
education activities, the Selectpersons Institute, and our work with the New Hampshire Best Schools Initiative, etc);
successful conversion to a campus-wide requirement that all students have access to a computer and the Internet
enabled us to substantially improve communication and services to a non-residential population and we have been able
to effectively create a strong learning community that is no longer separated by time and geography; all of our certification
programs received full five-year approval from the New Hampshire State Board of Education, following a formal review;
and finally, despite a rather tight job market, we have been able to attract some highly talented people to fill open staff
and faculty positions. In sum, we continue to work with a tight budget, and we continue to do good work in addressing all
facets of our mission and purpose.
Jim Craiglow
President

Antioch New England Graduate School
December 31, 1999 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Dec 31, 1997 Dec 31, 1998 1999-00 Dec 31, 1999
Actual
——–
7,756.755
-35,036
0
173,171
0
94.804
31,064
986
0
8,021,744
0
63.246
8,084,990
2,107,175
0
164,055
180,625
265.813
1,256,321
360.568
134.976
4,469,533
0
4,469,533
3,615,457
175,209
0
70,000
0
0
245,209
3,370,248
Actual
——–
7.31 1.215
-32,061
6,432
27 1,993
0
11 7.904
28.629
0
3,271
7,707,383
0
261,099
7,968,482
Budget
– ——-
6,868,545
-20,000
20.504
41 5.01 6
0
1 25,006
28.861
0
0
7,437,932
0
134,002
7,571,934
Actual
——–
6,453.439
-45,705
86.882
303.51 8
0
280,400
100.823
0
0
7,179.357
0
1 48,545
7,327,902
2,070,732
0
484,640
237,775
294,523
1,442,441
376,827
203,713
5,l
10.651
0
5.1 10,651
2,217,251
1 10,407
0
80,000
0
0
1 90,407
2,026,844
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual

Antioch New England Graduate School
December 31, 1999 Actual Expenditure 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, Discretional
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Con0
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
Dec 31. I997 Dec 31. 1998 1999-00 Dec 31. 1999
Actual
– – – – – – – –
8,084,990
2,241,054
7 17,882
104,673
7,850
3,653
108.97
1
365,846
140,081
221,779
0
21,789
82,000
0
79,947
486,758
-138,500
25,750
0
0
0
4,469,533
3,615,457
1 75,209
0
70,000
0
0
245,209
3,370,248
Actual Budget
– – – – – – – – ——–
7,968,482 7,571,934
Actual
——–
7,327,902
2,533,689
749,878
161,165
21,640
4,843
82,736
546,005
1 69,306
248.789
0
15.001
82.191
0
102,739
527.323
-182,166
30,102
0
17,410
0
5,110,651
2,217,251
1 10,407
0
80,000
0
0
1 90.407
2,026.844
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual

ANTIOCH SEATTLE
1999-2000 Mid-Year Performance
The budget reports for the first half of 1999-2000 look good for Seattle. Total revenues are very close to budget
projections and total operating expenses are below budget. The reality of our situation, however, is cause for some
caution.
Enrollment in several programs is low and early registration for Winter Quarter suggests that pattern will continue in
Whole Systems Design, Psychology, Management, and the local Environment and Community Program. Strong
enrollment in the Masters in Education site based program, as the result of extra effort in response to market
opportunities, has offset the shortages in these other programs. Without even stronger enrollments in Education, lower
Winter and Spring enrollment in other programs could result in a tuition derived revenue shortage.
The Masters in Education Program continues to be optimistic about initiating two additional sites, and the new BAJTC
program is scheduled to start Winter Quarter. If both of these generate new students, we should be fine for the year on
the revenue side. Further good news is that we have the tenant space fully occupied. Thus, revenue has begun again in
the Other Income category.
On the expense side, we have had additional costs associated with renting and preparing the tenant space for its
occupants. At this time last year, we were still attempting to rent the space to one tenant and were not offering any
tenant improvements. We now have three separate tenants and are experiencing expenses associated with preparing
the space. The facility reserve we established in this year’s budget will cover most of these costs, but the delay in renting
the space, combined with the start-up expenses, will impact the budget.
Toni Murdock
President

Antioch Seattle
December 31, 1999 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Actual
– – – – – – – –
3,472,885
-19,602
0
57,701
0
17,175
105,424
694
0
3,634,277
135,012
7,843
3,777.132
1,620,213
0
0
154,946
252,196
932,847
271,843
1 05,258
3,337,303
127,451
3,464,754
312,378
1,435,252
-1,350,332
0
0
0
84,920
227,458
Actual
——–
3,059,691
-26,387
9,645
85,275
0
25,518
75,765
0
3.710
3,233.21 7
87,707
11,000
3,331,924
Budget
– – – – – – – –
3,539,811
-43,350
16,000
94,823
0
5,002
94,386
0
0
3,706,672
1 26,000
3,502
3,836,174
Actual
—— —
3,533,957
-34,712
9,148
74,273
0
0
74,850
0
0
3.657.51 6
1 45.362
5.869
3,808.747
1,522,340
0
45 1
126,318
315,507
1,273,398
526,614
82.140
3,846,768
179,791
4,026,559
-217,812
69.458
0
0
0
0
69,458
-287,270
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual

Antioch Seattle
December 31, 1999 Actual Expenditure 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, Discretional
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Con0
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
Actual
——–
3,777,132
1,764,118
460.35 1
55,740
61.328
37.020
33,859
254,419
164,130
18,819
107,969
7,181
66,019
0
99,028
420,117
-1 14,577
22,200
0
7,033
0
3,464.754
312,378
,435,252
-I, 350,332
0
0
0
84,920
227,458
Actual
——–
3,331,924
1,948,055
488,998
51,360
51,407
15,519
61,247
251,639
86,410
308.247
128,435
1.301
60.429
0
90,644
415,454
-131,352
24,000
0
9,880
0
3,861,673
-529,749
13,419
0
0
0
0
13,419
-543,168
1999-00 Dec 31. 1999
Budget
.——-
3,836.1 74
2,007,278
519.515
70,630
29,369
29,604
63,805
298.923
131,436
303,268
106,150
7.920
1 45,262
0
108,946
499,338
-1 59,000
25,902
0
0
0
4,188,346
-352,172
82,000
0
0
0
0
82,000
-434,172
Actual
——–
3,808,747
1,936.937
480,7
15
51.370
24,159
13,866
63,729
275,546
1 23.693
347,418
1 54.937
6,372
72.63 1
0
108.946
499,338
-1 59,000
25.902
0
0
0
4,026,559
-217,812
69,458
0
0
0
0
69,458
-287,270
Change From
1999-00 Budget
to 1999-00 Actual
Change From
1998 Actual
to 1999 Actual
$ %
——– ——–
476,823 14,31%

ANTIOCH SOUTHERN CALIFORNIA
1999-2000 Mid-Year Performance
At the six-month point of the fiscal year, tuition revenue for Summer and Fall quarters was off our projections with a
regional shortfall of $1 91,257. Most of this is attributable to Los Angeles Psychology programs failing to achieve their
enrollment projections – by 21 FTE in Summer, and 24 FTE in Fall for a total shortfall of 11 %. All other programs
(excluding the Teacher Education regional performance, as it is too new) achieved their projections, had a small shortfall
(less than 1
Ox),
or exceeded them for
SummerIFall.
The summary schedules that follow give the appearance of a more robust tuition and fee performance than this narrative.
The reason for the difference is an anomaly based on a change Santa Barbara made in their registration procedures.
Tuition income that would normally have been booked in January was instead booked in December. Thus, we will be
short in January’s report and what the narrative states about our current budget status takes precedence over the
December 31 summaries.
Winter quarter enrollment regionally seems to continue this pattern, exceeding projections by about 9 FTE. LA
Psychology is down
116
from projections (202 vs. 236) for Winter, while, interestingly enough, Santa Barbara Psychology
is up more than
113
(1 07 vs. 80). All other programs achieved or exceeded enrollment projections.
It probably goes without saying that the year-to-date 79-FTE shortfall for LA Psychology is the source of fiscal instability
as well as a matter of concern for the program’s sustainability. At my direction, the faculty has begun to address seriously
their curriculum and academic planning for next year and beyond.
Projecting through the Spring, with the assumption that we can maintain the Winter’s performance, we should end the
year down $1 75,000 to $200,000 in tuition revenue. This is manageable because, in general, expenses are well under
control and
salarylbenefit
savings will cover the revenue shortfall. Increased computer support in Los Angeles and
inaugural expenses that exceeded estimates have put us over budget in those areas. We will monitor expenses closely
during the last half of the year to insure that we remain on target.

The region is moving ahead on several fronts.
A search for the Los Angeles Executive Dean has resulted in the hiring of Chloe Reid, most recently Associate Dean at
Whittier
(CA) Law School, who will begin on February 1. Searches are also underway for the regional Chief Financial
Officer, Los Angeles Academic Dean and Financial Aid Director, and Santa Barbara Chair of the MA Education program.
In addition, the CHE program (Community Humanities Education) was launched under the leadership of Los Angeles BA
Chair David Tripp and has been very successful. The program is funded by a gift from Board of Visitors member Shari
Foos.
We have begun another particularly important project in Southern California during this period. In September, Los
Angeles staff began a reorganization process using a self-managed teams concept under the tutelage of consultants
Joan Goldsmith (a College Alumna) and Ken Cloke. This represents a major shift in the way work is assigned and
responsibility is identified, and has resulted in a noticeable improvement in staff morale at that campus. Santa Barbara
staff and faculty participated in their version of the workshop on January 5, and Los Angeles faculty will participate in a
similar workshop on January 13.
Finally, the inaugural events, as most of the readers of this report know, were booming successes. In the parlance of bad
journalism, A Good Time Was Had By All. Speaking of booming, you told us you particularly appreciated the
middle-of-
the-night earthquake that jarred you from sleep (but caused no serious damage). No, that was not a Hollywood special
effect – it was the real thing.
Overall, the first six months have been stable and controlled: a productive if not electrifying period for the region.
Mark Schulman
President

Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Antioch Southern California
December 31, 1999 Actual Expenditure Summary by Function
Change From Change From
1999-00 Budget 1998 Actual
Dec 31, 1997 Dec 31, 1998 1999-00 Dec 31, 1999 to 1999-00 Actual to 1999 Actual
Actual
– – – – – – – –
5,178,139
-100,818
5,950
118,593
0
0
8.355
520
0
5,210.739
305
7,860
5,218,904
1,373,837
0
38,349
231,957
573,388
1,201,600
659,760
1 50.836
4,229,727
0
4,229,727
989,177
33,814
0
0
0
0
33,814
955,363
Actual
– – – – – – – –
5.31 2,070
-87,655
47,675
1 20.573
0
0
5,042
0
3.161
5,400,866
1 2,063
77,250
5,490,179
Budget
——- –
5,769,854
-1 19,996
61,254
131,756
0
0
17,782
0
0
5,860,650
1 36,620
79,506
6,076,776
Actual
– – – – – – – –
6.1 1 5,350
-101,371
40,750
94,587
0
0
6.232
0
0
6,155,548
113,547
55,158
6,324,253

Antioch Southern California
December 31, 1999 Actual Expenditure 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, Discretional
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Con0
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
Actual
——–
5,218,904
1,862,199
451,882
60,938
72,364
1 2,533
51,147
436,777
689,714
4,539
0
3,828
78,066
37.255
78.064
496,954
-1 35,533
29,000
0
0
0
4,229,727
989,177
33.814
0
0
0
0
33,814
955,363
Actual
—— —
6,324,253
2,150.082
458.435
113.186
31,795
74,784
1 1 9.958
625.562
655.684
9,490
85,919
660
91.532
50,022
103,718
570,452
-198,827
26,706
0
0
0
4,969,158
1,355,095
37,012
0
0
0
0
37,012
1,318,083
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual

THE McGREGOR SCHOOL
1999-2000 Mid-Year Performance
Although Weekend College enrollments have stabilized and Teacher Education is turning in another impressively robust
year, The McGregor School is experiencing a sharp downturn in revenues against budget forecasts. Because most new
student matriculants beginning Winter quarter are not yet “booked” in the Datatel system, December
financials
overstate
the magnitude of the problem somewhat, but the problems are serious and demand immediate attention. It appears that
the School will incur a revenue shortfall of approximately $400,000 by year’s end on June 30.
The Self-Designed track within the Individualized Master of Arts program is experiencing a combination of recruiting
shortfalls coupled with unanticipated high levels of graduation and leaves of absence. The Conflict Resolution track
continues to struggle and recruitment for the Winter cohort of Graduate Management was somewhat disappointing. The
January enrollment date of Graduate Management may continue to be a problem for potential students. Therefore,
alternative delivery systems are under study for the future.
These problems will be addressed by revenue enhancement through additional continuing education initiatives beyond
those already budgeted; delaying budgeted personnel hiring until next fiscal year; across-the-board expense cuts in all
programs and departments; and the use of
McGregorls
nondiscretionary contingency fund. It also appears likely that the
seriousness of the problem is such that the School will need to formally request access to its Funded Reserves in order to
end the fiscal year with the budget in balance.
Though 1999-2000 has been difficult, there are significant positive developments as well. In particular, the proposed new
M.Ed.
program has recently received a strongly positive review from the Ohio Board of Regents Review Team and it is
anticipated that this new program will be quite successful and will contribute significantly to the McGregor revenue stream
in 2000-2001 and subsequent years. A history of all program enrollments is under study, with a look toward identifying
trends and key concerns. Finally, a comprehensive strategic planning process is underway for the first time in The
School’s history.
Barbara Gellman-Danley
President

The McGregor School of Antioch
December 31, 1999 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment income
Contracts
Other Income
Realized Gains
Unrealized Gains
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 Budgei
Change From Change From
1999-00 Budget 1998 Actual
Dec 31, 1997 Dec 31, 1998 1999-00 Dec 31. 1999 lo 1999-00 Actual to 1999 Actual
Actual
——–
3,465,767
-8,788
250
71.831
0
85,081
7,244
1,062
0
3,622,447
31,354
6,065
3,659,866
1,017,340
0
66,188
49,800
293.204
830.783
43,681
2.566
2,303,562
30.043
2,333,605
1,326,261
64,062
0
0
0
0
64.062
1,262,199
Actual
——–
3,517,534
-31,919
1.300
111,487
0
162,657
21,724
0
14,181
3,796,964
21,423
-1 4,451
3,803,936
Budget
– – – – – – – –
3,799,268
0
1 0,002
56,066
0
45,188
9,388
0
0
3,919,932
22,500
7.500
3,949.932
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, Discrestionc
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Con0
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
The McGregor School of Antioch
December 31, 1999 Actual Expenditure Summary by Category
Actual
– – – – – – – –
3,659,866
1,011,930
302.530
33,551
0
1 5,290
25,l
12
302,146
43,599
6,543
0
3,162
49,133
0
49,130
337.772
-92,120
17,900
0
227,927
0
2,333.605
1,326,261
64,062
0
0
0
0
64,062
1,262,199
Actual
— *—–
3,526,590
,273,756
373,043
52.945
19,295
25.976
32.056
376,822
52,058
7,055
0
5,065
48,264
60,327
331,801
-1 14,219
1 7,302
0
218,217
0
2,779,763
746,827
8.783
0
0
0
0
8,783
738,044
Change From
1999-00 Budget
to 1999-00 Actual
$ %
——– ——–
-423,342 – 10,72%
Change From
1998 Actual
to 1999 Actual
$ %
.——- ——–
-277,346 -7.29%

ANTIOCH UNIVERSITY ADMINISTRATION
1999-2000 Mid-Year Performance
The on-going development and implementation of the Strategic Plan has consumed considerable time of the University
Administration during the first half of the fiscal year. Two major ULC sessions were devoted largely to Strategic Planning
and the ULC has now identified major issues from the Plan that will become key elements of the 2000-01 operating
budget.
The protracted labor negotiations at The
McGregor
School required the involvement of central staff, particularly in the
area of fringe benefits. A major component of the new contract was the change in health insurance coverage from the
old fee for service plan to the PPO plan that has been adopted by most of the other employees of the University.
Numerous special analyses were requested by both union and management personnel, and many long meetings were
required before agreement could be reached.
The Vice Chancellor for Development has been deeply involved in preparation for a major university-wide advancement
effort. Working with campus development people, the Vice Chancellor for Development has assisted with the creation of
the strategic planning elements dealing with the major fund drive. Additional planning and preparation will continue
through the balance of the fiscal year and into the future.
Basic preparation for the up-coming North
Central~ccreditation
is also underway. Conversations with North Central staff
about accreditation of the new
Ph.D
program have disclosed some of the requirements that North Central may have for
our existing programs, and these discussions have also disclosed that there are some minor deficiencies in our current
reporting and record keeping that need to be put in order before the full review begins. Exploration of the North Central
expectations and requirements is continuing, as is efforts to correct all areas where deficiencies have been identified.
The efforts to insure that Antioch University was not impacted by Y2K problems in its computer systems appear to have
been successful. Both
Datatel
and the network systems that permit access by the campuses in and outside of Yellow
Springs have all worked without apparent problems since January 1. The second quarter of the 1999-2000 fiscal year
was intensively occupied by upgrading software, applying patches to the operating system of the computer used by

Datatel and installing the last components of the network upgrade. All of the work was completed on time and the Y2K
rollover was pleasantly uneventful.
Some repairs to the Kettering Building heating system were completed during the second quarter and engineering studies
were begun on the HVAC system that serves the Chancellor’s Office. Other major capital projects are being delayed until
warmer weather, but bids have been taken to repair the large crack in the exterior wall of the building and to repair the
“awnings” over the windows in the rear of the building to prevent water intrusion into the space between the exterior and
interior walls. Bids were also taken on the resurfacing of the Kettering Building parking lot but the cost will exceed the
amount budgeted and it may be possible only to do a portion of the lot this year. All of these projects are awaiting
warmer weather for completion.
Acquisition of new equipment to support the Datatel system was given some attention in the second quarter, but the
computer support personnel were primarily occupied with resolving remaining Y2K issues. Some uninterruptable power
supply units were added to insure that critical network components were protected from power outages, but the RAID
computer storage system will not be made available until later in the fiscal year.
Glenn Watts
Vice Chancellor and CFO

University Administration
December 31, 1999 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Actual
——–
0
0
29,028
0
0
0
0
0
0
29.028
0
0
29,028
849,494
0
0
0
0
57,126
80 1.705
0
0
858.831
0
858,83 1
19,691
19,691
0
0
0
0
19,691
0
Actual
——*-
0
0
8,052
0
0
0
0
0
0
8,052
0
0
8,052
953,684
0
0
0
0
61.086
868,145
0
0
929.231
929,23 1
32,505
32.505
0
0
0
0
32.505
0
1999-00 Dec 31, 1999
Budget
——- –
0
0
6,666
0
0
0
0
0
0
6,666
0
0
6,666
1,096,131
0
0
0
0
60,390
1,017,974
0
0
1,078,364
0
1,078,364
24,433
24.433
0
0
0
0
24.433
0
Actual
– – – – – – – –
0
0
5,074
0
0
0
0
0
0
5,074
0
0
5,074
973,957
0
0
0
0
60.454
893,906
0
0
954,360
0
954,360
24,671
24,671
0
0
0
0
24,671
0
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual
$ % $ %
– – – – – – – – ——– ——– ——–

University Administration
December 31, 1999 Actual Expenditure 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, Discretional
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Con9
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Actual
– – – – – – – –
878,522
399,771
1 12,470
96,580
0
0
8,440
81,177
151,637
0
0
4,206
0
0
0
0
0
0
0
4,550
0
858,831
19,691
19,691
0
0
0
0
19.691
0
Actual
– – – – – – – –
961,736
459,490
1 40,902
69,568
0
0
11,340
88,382
154,976
104
0
2,191
0
0
0
0
0
0
0
2.278
0
929,23 1
32,505
32,505
0
0
0
0
32,505
0
1999-00 Dec 31, 1999
Budget
– – – – – – – –
1,102.797
52 1,403
151,653
80,107
0
1,004
20,174
70,131
1 17,890
0
0
2,008
11 2,002
0
0
0
0
0
0
1,992
0
,078,364
24,433
24,433
0
0
0
0
24,433
0
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual
Actual
– – – – – – – –
979,031
508,023
143,044
75,120
0
875
18.258
76,502
126,373
149
0
3,738
0
0
0
0
0
0
0
2,278
0
954,360
24,671
24,671
0
0
0
0
24.67
1

ANTIOCH REVIEW
1999-2000 Mid-Year Performance
Revenue from sales and subscription renewals, as well as gift income, is very close to the amount budgeted for the first
half of 1999-2000. Gift income at the mid-year point is 40% ahead of 1998-99 and Grants and Endowment income is
also ahead of last year by a significant amount.
Expenses are slightly ahead of budget, but expenditures remain well below revenue.
As part of the Antioch University: A Place for Writers initiative, the Review and the west coast campuses will be
presenting seminars in February focusing on writing, editing, and publishing. Seminars will be held at Seattle, Santa
Barbara, and Los Angeles.
Robert
Fogarty
Editor

Antioch Review
December 31, 1999 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
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
Actual
– – – – – – – –
0
0
4,995
0
2.863
0
3,272
0
0
11,130
47,001
7,087
65,218
0
0
55.1 12
0
0
0
0
0
55.1 12
0
55,112
10,106
0
0
0
0
0
0
10,106
Actual
——–
0
0
6,615
2,957
2,771
0
4,979
0
0
17.322
42.987
0
60,309
0
0
51,377
0
0
0
0
0
51,377
0
51,377
8,932
0
0
0
0
0
0
8,932
1999-00 Dec 31. 1999
Budget
– – – – – – – –
0
0
8,800
8,100
4,800
0
3,202
0
0
24,902
42,502
0
67,404
0
0
54,701
0
0
0
0
0
54,701
0
54.701
1 2,703
0
0
0
0
0
0
1 2,703
Actual
——- –
0
0
9.271
8,101
4,782
0
3,54 1
0
0
25,695
41,984
0
67,679
0
0
58,265
0
0
0
0
0
58,265
0
58.265
9,414
0
0
0
0
0
0
9,414
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual

Antioch Review
December 31, 1999 Actual Expenditure 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, Discretional
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Con9
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Dec 31. 1997 Dec 31, 1998
Actual
——–
65,218
14,814
8.656
820
0
0
196
28,340
11 1
0
0
0
0
0
0
0
0
0
0
2,175
0
55,l
12
10,106
0
0
0
0
0
0
10,106
Actual
– – – – – – – –
60,309
15.812
8,429
1,373
0
0
120
23,491
-126
0
0
0
0
0
0
0
0
0
0
2,278
0
51.377
8,932
0
0
0
0
0
0
8,932
1999-00 Dec 31, 1999
Budget
——–
67,404
1 5,997
8.754
354
0
0
254
27.1 12
52
0
0
0
0
0
0
0
0
0
0
2,178
0
54,701
1 2,703
0
0
0
0
0
0
1 2,703
Actual
– – – – – – – –
67,679
16,210
8.805
1.339
0
0
397
29,236
0
0
0
0
0
0
0
0
0
0
0
2,278
0
58,265
9.414
0
0
0
0
0
0
9,414
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual

WYSO RADIO
1999-2000 Mid-Year Performance
Midway through the fiscal year, WYSO Public Radio is running on budget.
Just after the start of the second quarter, WYSO received its Arbitron audience figures for the prior quarter. That ratings
book was the strongest in the station’s history. In short, the Summer 1999 numbers suggest that WYSO enjoys a weekly
following of 45,400 listeners (up from 37,900 listed in the Spring 1999 Arbitron book). While this dramatic increase in the
size of the station’s audience is encouraging, ongoing problems that make retention of broadcast talent difficult make it
hard for the station to maintain, let alone improve upon, these numbers.
WYSO is still having difficulties attracting necessary human resources. Specifically, the station’s morning drive time host
position remains unfilled since the departure on 1 October 1999 of Frank Dudgeon. As well,
WYSO’s
Development
Department continues to search for an underwriting sales representative (a search which has been ongoing since the
departure of Pete Ziehler during Summer 1999). While WYSO presents an attractive employment opportunity in many
ways, the station is not able to offer a salary package appropriately competitive to make filling these positions easy.
Despite this serious problem, to assure relative continuity in the quality of
WYSO’s
broadcast product, the station’s
general manager has taken over as morning drive time host and Development is ahead of its projections for underwriting
sales revenues for this point in the fiscal year. Of course, with the general manager spending half of his workweek on-air
and the development director devoting more time than anticipated in underwriting sales, this means that larger issues of
strategic planning, community relations, grantswriting and other long-term development projects have been sidelined.
The station’s Fall 1999 On-Air Membership Campaign established an overall fundraising goal of $1 90,000 — $75,000
through telephone pledges, $75,000 though direct mail, and $40,000 through contributions from the Combined Federal
Campaign (CFC). The final on-air tally was $70,888. At this writing, the direct mail total is $68,810 (the last of four mail
drops to support the Fall campaign went out towards the end of December 1999 and, therefore, some revenues are still
coming in). The CFC tally will not be available until February or March 2000. We believe that the shortfall in anticipated
Fall campaign revenues can be made up through other fundraising efforts before the conclusion of the fiscal year.
Although the station received many compliments for the quality of its on-air sound during the campaign, we believe that
staff shortages may have contributed to the station’s inability to attain its on-air and direct mail revenue goals for the Fall

drive. Management and development staff are analyzing whether the revenue targets may have been just a little too
ambitious, despite an improved station schedule and a concomitant growth in audience.
As stated in the 1999-2000 First Quarter Performance Report, WYSO Public Radio started the fiscal year by making
strategic investments in key technologies to improve staff productivity, the station’s air sound, and the
WYSO1s
service
package.
A great deal of time and energy was required during the just concluded quarter to install, test, and implement the use of
the new digital recording, storage, and playback equipment. Most significant during this time was acquisition and
installation of a station automation system. This system was purchased with a short-term loan which will be repaid as
follows:
Forty percent (40%) of the costs of this system will be covered by the station’s anticipated receipt of Ohio
State capital improvement grant funds (through the Ohio Educational Telecommunications Network
Commission) during the first quarter of next fiscal year. The remaining
60%
of the cost must be raised as the
local community match component of this grant supported project. WYSO management and the
Development & Fundraising Committee of the station’s Resource Board are already committed to a plan of
action to secure these local funds.
Since its launch on 24 September 1999,
WYSO’s
SOUNDS LOCAL, a weekly magazine hosted and produced by the
station’s News Director Aileen
LeBlanc,
continues to generate a very positive response from listeners and is indicative of
the power of well-produced,
localhegional
programming. Station management believes that WYSO must continue in this
direction, if for no other reason, than to maintain a market advantage over potential competition that could have a serious
impact on terrestrial radio broadcasters from two satellite digital audio broadcasters which are expected to begin service
by Fall 2000 and Winter 2001, respectively. Ms.
LeBlanc
continues to bring national attention to WYSO through the
several feature pieces and newscast segments she has produced for NPR News and its national newsmagazines,
MORNING EDITION, ALL THINGS CONSIDERED, and WEEKEND EDITION. Some pieces, which aired during the
second quarter, include the following (World Wide Web URL links provided for those interested in hearing these via
RealAudio,
on-demand streaming):

MORNING EDITION, Wednesday, 24 November 1999
A Celebration of Dance – Aileen LeBlanc of member station WYSO reports on two concurrent exhibitions at two
different Ohio museums that celebrate African-American dance. Together they try to capture the influence that
African movement has had on American dance. One explores the work of various contemporary artists; the other
.is a more conventional exploration of the history of dance in America. The concurrent exhibitions are called,
“When the Spirit Moves.”
(6145)
http://www.npr.org/ramfiles/me/19991 l24.me. 14,ram
WEEKEND EDITION – SATURDAY, 4 December 1999
Urbana, Ohio – The growth of suburbs over the past few decades have turned many downtowns into retail
skeletons. But Urbana, Ohio has managed to buck this trend — and while its downtown has remained viable — it
now faces an unlikely threat from within. Aileen LeBlanc of member station WYSO in Yellow Springs reports.
(4130)
http://www.npr.org/ramfiles/wesa~199912O4.wesat. 1 0.ram
WYSO ended the quarter (and the
millenium)
on an extraordinary high note. As is typical for many public radio stations,
WYSO ran on-air announcements throughout December 1999, reminding listeners that if they had not completed all of
their charitable giving for the calendar year, to please consider WYSO. On December 29, 1999, the station received an
anonymous gift of $50,000. Management, in consultation with the station’s Development department, WYSO Resource
Board chairman, and members of the board’s Development & Fundraising Committee are presently discussing how these
funds may be used to best effect.
Steve Spencer
General Manager

wso
December 31, 1999 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment Income
Contracts
Other Income
Realized Gains
Unrealized Gains
Total E&G Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Operating Expenses
Instruction
Research
Public Service
Academic Support
Student
Sewices
lnstitut~onal
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 R~s~N~s
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Actual
– – – – – – – –
0
0
131.120
52,824
0
0
21.112
0
0
205,056
0
0
205,056
Actual Budget Actual
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual

wso
December 31, 1999 Actual Expenditure Summary by Category
Actual
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid
Sewices
Special
Events
Supplies
Business Operations
Plant Maintenance
interest Expense
Resale Costs
Miscellaneous
ContingencyIReserves
Campus Contingency, Mandatory
Campus Program Contingency,
Discret~onc
Liquidity
Resewe
Overhead
To the University
Rebates from the University
Subsidy from Adult
Campuse$
Subsidy from Overhead
Other (Intercampus Agree & Univ Con0
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capitol Expenditures
Borrowing Proceeds
Principal Payments
Prior Year
Resewes
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Actual
– – – – – – – –
267,201
1 00,565
34,766
5,282
0
0
3,745
133,105
12,319
6,672
0
2,000
0
0
0
0
0
0
0
5.435
0
303,889
-36,688
9.101
0
7,527
0
0
16,628
-53,316
1999-00 Dec 31.1999
Budget
– – – – – – – –
299,250
108,624
30,848
8,208
0
0
3,986
1 26,784
25,506
6,102
0
1,252
0
0
0
0
0
0
0
5,502
0
316,812
-1 7,562
1 2,500
0
6,774
0
0
19,274
-36,836
Actual
– – – – – – – –
298,486
101,543
30,947
4,585
0
0
15,782
137,890
13,932
6,355
0
0
0
0
0
0
0
0
0
5,436
0
316,470
-1 7,984
53,109
-40,876
7,917
0
0
20,150
-38,134
Change From
1999-00 Budget
to 1999-00 Actual
Change From
1998 Actual
lo 1999 Actual
$ 70
——– ——–
31,285 11,71%

University Wide
December 31, 1999 Actual Expenditure Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Gifts
Grants
Endowment lncome
Contracts
Other Income
Realized Gains
Unrealized Gains
Total
E&G
Revenue
Auxiliary Enterprises
Released From Restrictions
Total Revenues
Net Overhead for Central
O~erations
Operating Expenses
Instruction
Research
Public
Sewice
Academic Support
Student
Sewices
Institutional
Suppori
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
Resewes
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
Actual
– – – – – – – –
0
0
0
34,340
0
0
1 40,037
149,221
242,491
566,059
0
176,924
742,983
353,97
1
0
0
0
74,150
0
371,217
1,050,019
48,342
1,543,728
0
1,543,728
-446,774
0
0
360,411
0
-1,050,019
-689,608
242,834
Actual
—- —-
0
0
0
51,174
50, OW
0
66,597
-35,914
-260,748
-128,891
0
250,47 1
121,580
323,767
0
0
0
92,436
0
46
1,865
1,381,043
62,686
1,998,030
0
1,998,030
-1,552,683
6,186
0
61,726
0
-1,381,043
-1,313,131
-239,552
Change From Change From
1999-00 Budget 1998 Actual
to 1999-00 Actual to 1999 Actual

University Wide
December 31, 1999 Actual Expenditure Summary by Category
Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid
Sewices
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Resale Costs
Miscellaneous
Contingency/Resewes
Campus Contingency, Mandatory
Campus Program Contingency,
Discretiona~
Liquidity
Resewe
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Con0
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year
Resewes
Add Back Depreciation
Total Cash Items
Net Cash Basis Budget
Change From Change From
1999-00 Budget I998 Actual
Dec 3 1, 1997 Dec 3 1, 1998 1999-00 Dec 3 1, 1999 to 1999-00 Actual to I999 Actual
Actual
——–
1,096,954
35,564
14,716
22,263
0
0
304
172,983
27,620
127,961
0
9,848
0
0
9,058
0
0
0
0
73,392
1,050,019
1,543,728
-446,774
0
0
360,411
0
-1,050,019
-689,608
242,834
Actual
——–
445,347
101,556
20,141
22,849
0
0
3,766
203,954
23,913
103,424
0
23,133
11,874
0
12,650
0
0
0
0
89,727
1,381,043
1,998,030
– 1,552,683
6,186
0
61,726
0
-1,381,043
-1,313,131
-239,552

IA/R AGING REPORT DECEMBER 31.1999
— — — — —
UNIT/ AMOUNT AMOUNT AMOUNT PERCENTAGE – – — –
STUDY PERIOD BILLED COLLECTED OUTSTANDING -. COLLECTED
– 9/30/99- – – – —
COLLEGE~~~~ AEAF
–
99 Fall
8 ” – – – — – – —
Total College $8,508,383
T – $8,064,809 $443,574 94.79%
SANTA BARBARA- —-. –
1998199 Year
— —- $3,014 —
99 Summer $464,935 $456,600 I $8,335
– —- — —
99 Fall I $741,233 $701,018 $40,215
— — — -u —-
00Winter – — – $767,435 $1 70,736 -. $596,699 —
—
00 Spring
– — .- — — – – – – –
Total S.B. $648,263 67.31% – –
LOS – ANGELES
1998199 Year – . — – — —
99 Summer
–
$794,220 – – – –
99 ~ai- $976,769 $920,166 — — — —
$56,603
00 Winter $1,501,935 $487,357 $1,014,578
*- —
00 spTng
– – — — — — – — –
1998199 Year I I
— — — – – — 337
99 Summer
—
1,843,982 1,837,599′ 6,383
.-
99 Fall 1,469,3181 1~6,318t— 53,000 – – — — – —
00 Winter 1,921,898 1,362,753 559,145 70.91 %I — – – — – – —
00 spring 1 -. — — -~
Totalseattle – . . – – — $5,235,198 $4,616,670 —
– $618,865 88.19% —
NEW ENGLAND
— —
1998199 Year $10,125 – – *-
99 Summer $1,289,980 – – .- $1,282,756 $7,224 , –
99.44%
99 Fall
—-
$3,167,155 — $3,121,549 – $45,606 — — 98.56% –
00 S~rina $2.476.045 $61 9.268 $1856 777 1 25 01% . ”
Total NE
– – — — —
99 summer $732,365 $495,582 – –. – – – — –
$236,783 — — 6767%
99 all-^
–
$1,486,237 $1,282,427 $203,810 86.29% – – — —
00 Winter $1,136,451$495,582 — $640,869 – — 43.61 – %
00 Spring – — — – – –
Total~s – +— $3,355,053 – $2,273,591 — – $I – ,219,482’ – – — 67.77% – – –

ANTIOCH UNIVERSITY
Status of Accounts Payable
As of December 31,1999
Aged from Invoice Date
Dec 31
% of Total 1998
Current (0 to 30) $333,909.13 83.06% 70.77%
3 1-60 Days 54,642.75 13.59% 26.97%
61 to 90 Days 3,955.40 0.98% -0.33%
Over 90 Days 9,494.75 2.36% 2.59%

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
DanceIMovement
Therapy
Counseling Psychology
Marriage and Family Therapy
Environmental Studies
Education
INSTRUCTION (Cont’d):
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
ACADEMIC SUPPORT:
Academic Administration
General Faculty
AEA Administration
Cross Cultural Program
Archives/Antiochiana
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 Office
STUDENT SERVICES Cont’d:
Infirmary
Counseling
Security
Student Loan Office
Community Government ~
INSTITUTIONAL SUPPORT:
Chancellor
Trustees
ProvostlPresident
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
HousingIBookstore
Computer Sales
McGregor
Conference Center

LINE ITEMS
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
MeetingslWorkshops
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
Computer Software
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
PostageIFreight
AudioIVisual
Advertising
Telecommunications
Internet & Leased Lines
Legal
Audit
Bad Debt Expense
PLANT MAINTENANCE COSTS:
Costs Related to Facilities
Maintenance Contracts & Repairs
Computer Maintenance
Purchased Services
Utilities
Vehicle Operation
Facility Rental
Equipment Rental
Insurance/Taxes
DEPRECIATION:
INTEREST EXPENSE:
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
HonoraridStipends
OVERHEAD COSTS:
Regional Overhead
University
OverheadIRebate
University Conference
College Fund
Operation Subsidy
Inter-Campus Agreements