↓ Download PDF ← Back to Library
TABLE OF CONTENTS
Introduction ………………………………………………………………………………………………………………………………………….. 1
…………………………………………………………………………………………………………. Antioch University-wide Schedules 18
Antioch College ……………………………………………………………………………………………………………………………………. 20
Glen Helen ………………………………………………………………………………………………………………………………………….. 33
……………………………………………………………………………………………………………………………. Antioch New England 38
…………………………………………………………………………………………………………………………………….. Antioch Seattle 45
Antioch Southern California ……………………………………………………………………………………………………………………. 54
………………………………………………………………………………………………………………….. Antioch University McGregor 62
………………………………………………………………………………………………………………………… Leadership and Change 69
University Administration …………………………………………………………………………………… …………………………………. 74
…………………………………………………………………………………………………………………………………….. Antioch Review 78
WYSO Public Radio ……………………………………………………………………………………………………………………………… 81
……………………………………………………………………………………………………………………… University-Wide Expenses 93
Cost Centers ……………………………………………………………………………………………………………………………………….. 96
Line Items ……………………………………………………………………………………………………………………………………………. 97
REPORT TO THE BOARD OF TRUSTEES
June 5-7, 2003
I. INTRODUCTION
The 2003-04 Proposed Budget contains the spending plans 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
its future revenues and expenditures with appropriate adjustments for changes in enrollment and other demand factors.
In nearly every case, program redirection and changing circumstances have necessitated adjustments in staffing and
support cost levels. In some cases, the 2002-03 experience dictated changes for 2003-04 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 2002-03 year at the time the Proposed Budget was developed, and the year-end projections in this report
were made with two months remaining in the fiscal year. The 2002-03 full-year performance of each Campus will be
reviewed at the October meeting of the Board of Trustees following the close of the fiscal year on June 30.
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
standard is to enhance the relevance, clarity and comparability of financial statements issued by not-for-profit organi-
zations, regardless of the nature of their operation or mission. Starting July 1, 2002, depreciation is recorded for each
campus and operating unit in accord with FASB 93.
The material presented in this report 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 at the 2002-03 Year-End Projection
section on page 8.
II. FORMAT AND CONTENT
The 2003-04 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 occurred 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 capital expenditures for 2003-04 that are also presented as part of the Five-Year
Capital Plan.
Under Board of Trustee policy, Trustee approval is required for any facility or equipment expenditure of more than
$25,000. Expenditures between $1 0,000 and $25,000 require the advance approval of the Vice Chancellor and they
must be reported to the Finance Committee in a timely manner. The capital expenditures contained in this report are
proposed for purchase in 2003-04. Campuses frequently identify planned purchases of less than $10,000 in order to
provide a more complete picture of their capital spending plan.
Board of Trustee action is needed to authorize tuition and fee schedule changes for 2003-04. 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 new
tuition and fees for the College at the February meeting. Early action on College tuition and fee rates is necessary in
order to allow the timely preparation of financial aid packets for prospective students, but it may be helpful to the other
campuses, as well. The ULC may propose that all tuition and fee changes be presented in February.
I. THE FUNCTION SCHEDULE
For the University as a whole and for each of the Campuses, the Proposed Budget contains two schedules. The first is
the 2003-04 Budget Summary 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&G1′. 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, parking and similar University-operated “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 a Campus for a specific purpose and
held until they could be spent to further that 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, that is, as they are
received, regardless of donor restrictions. The Accounting Office reports gifts on an accrual basis, and restricted gifts are
not reported in the operating budget until they are Released from Restrictions. 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 income can be expended to satisfy the
purpose of the donor. All expenditures from the Endowment Fund are governed by Board of Trustee policy designed to
protect the principal, meet donor conditions, and assure fund growth. Endowment income appears on the Released from
Restrictions line when expended. The Endowment Income line shows only income from endowment accounts that have
no specified purpose.
The Function schedule in this report for Antioch University as well as the Function schedules for University Administration
and University Wide expenses contain an additional line, “Net Overhead for Central Operations.” This line has been
added to the Function schedules of these three areas to more clearly display the cost of central operations. Ordinarily,
the Overhead used to support the University Administration and the University
W~de
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 96.
The columns of the 2003-04 Budget Summary by Function schedules present information about the two prior years, the
current year, and the coming year. For comparison purposes, the first two columns contain the 2000-01 and 2001-02
actual expenditure history. The third column contains the 2002-03 Budget as approved by the Board of Trustees and the
fourth column contains information about how each of the Campuses anticipate their 2002-03 Budget will appear at the
end of the current fiscal year. That is, the 2002-03 Budget column is the plan for the current year while the 2002-03
Projected column shows how the plan is expected to play out. The next two columns, Change from 2002-03 Budget to
2002-03 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 2003-04 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 2003-04 Budget is segregated from the other columns by solid vertical lines and bold type to make it stand
out from the other numbers. The next two columns on this schedule compare the Proposed 2003-04 Budget with the
2002-03 Projected outcome, and the last two columns compare the Proposed 2003-04 Budget with the 2002-03 Budget.
Each set of comparisons present the dollar variance and percentage variance. Major
dollarlpercentage
changes tend to
signify programmatic shifts or restructuring.
FASB 117 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 an Annual Budget 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 the campuses end 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. The “Unfunded Reserves” of the campuses become
‘Funded Reserves” whenever there is surplus cash at year-end. 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 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 is the 2003-04 Budget Summary by Category. On this schedule, Revenues from the
Function Schedule (including Net Overhead for Central Operations) are condensed to a single line, but Operating
Expenses from the Function schedule are presented by category
(e.g.,
Salaries & 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 97.
A section of these schedules show the ContingencyIReserves that the Campuses are required to budget. The “Campus
Contingency, Mandatory” amount is budgeted at 1 % of total revenue. This Reserve will be retained centrally until the
University Administration is reasonably sure that the campuses1 Revenues and Expenditures will balance for the year. At
the end of each quarter of the fiscal year, those Campuses that 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 Revenue 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
is released for expenditure. Beginning July 1, 2000, Campuses have the opportunity to reserve money in an account in
the Major Capital Improvement Fund. This fund has been established to permit campuses to prepare for predictable
future capital purchases such as roof replacements. Deposits to the Major Capital Improvement Fund are budgeted on
this line. Not all Campuses elect to place funds in this Reserve because they feel that depreciation should be sufficient to
meet their future needs.
The Liquidity Reserve had accumulated $2.2 million at the end of 2000-01, and beginning in 2002-03, campuses were no
longer required to make additions. The Liquidity Reserve is not available for expenditure for any purpose. The
Accumulated amounts are held to increase the financial integrity of the University. The funding of Depreciation at the
campus level has reduced the need for annual additions to the Liquidity Reserve.
The Overhead section shows the assessments that are made against each Campus in order to support operations of the
University. Prior to 2002-03, assessments were made at the rate of 13.75% of net student revenue. The methodology
excluded 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 were transferred to the individual
campuses, as was the Subsidy from Adult Campuses and the Subsidy from Overhead. Campuses that received Rebates
and Subsidies show negative amounts in the various historical columns of this schedule because the transfer was shown
as a “negative expense” rather than as a Revenue. Although these transfers were “income” to the receiving campus,
from the standpoint of the University they represented only the reassignment of revenue from one campus to another. In
2002-03, the Stabilization Task Force simplified the mechanism for support of the University and the College. Overhead
is now based on the three-year rolling average of Total Revenue, less Released from Restrictions. The College has not
contribute to Overhead since 2001-02.
The Overhead section of the Summary by Category schedule shows the assessments that were made against the
student derived revenue of each campus in order to support operations of the University. Although overhead was
assessed at 13.75% in prior years, Rebates reduced the effective Overhead rate. The Other line in this section of the
Category schedule shows the effect of various contractual relationships between Campuses as well as certain
University-
wide assessments, such as for the University Conference. The University Conference is scheduled to be held during
2003-04.
In 2003-04, Overhead was allocated to the non-residential campuses and other units in proportion to the size of their
operating budgets. The total is $2.8 million.
The columns on the 2003-04 Proposed Budget Summary by Category schedule are identical to those on the Budget
Summary by Function schedule.
V. 2002-03 YEAR-END PROJECTION
At the end of April, unless major improvements in the stock market lift the value of the endowment fund, the University will
experience an annual operating deficit of about
-$I
.5
million. The approved budget for 2002-03 planned for a deficit of
-$538,321,
and were it not for endowment fund losses, the University would be expecting a surplus of $52,793.
Operating losses are being projected for the College
(-$699,124),
WSO
(-$I
18,197),
the Antioch Review
(-$I
9,327)
and University Wide where endowment gains and losses are recorded (-$2,051,454).
The University’s most important source of revenue, Tuition and Fees, is expected to be slightly above budget at year-end.
However, the College and Seattle will each finish the year about a half a million dollars below their 2002-03 budgets. By
contrast, Southern California and McGregor will each be above budget by about $450,000. New England expects to
finish the year with Tuition & Fee Income that is $275,940 above budget.
2002-03 TUITION AND FEE REVENUE PROJECTIONS –
2002-03
Budgeted
Antioch College 15,003,888
Glen Helen 114,142
New England 9,352,060
Seattle 9,882,381
Leadership & Change 598,250
Southern California 11,492,460
McGregor
5,578,243
Projected Variance
14,457,954 -545,934
11 5,890 1,748
9,628,000 275,940
9,358,874 -523,507
620,275 22,025
11,948,786 456,326
6,030,129 451,886
TOTALS $52,021,424 $52,159,908 $1 38,484
The above table shows that gross tuition and fee revenue will be about where we anticipated when the budget was
adopted. Tuition Discounts are expected to be $1 16,813 greater than anticipated. If both projections hold, Net Tuition
and Fee Income will be almost exactly at the budgeted level.
Gift Income for ail units is expected to be about
-$443,704
below budget. This 18.5% drop is attributed largely to the poor
economy, primarily the large stock market losses experienced by many individuals. The College is projecting a decline in
Gift Income of
-$250,675
(-15.6%). Traditionally, the College realizes much of its Annual Fund income in May and June,
and it is possible that the projection may improve before the end of the fiscal year.
2002-03 PROJECTED YEAR-END BALANCES
Antioch College
Glen Helen
New England
Seattle
Southern California
Antioch McGregor
University Administration.
WYSO Public Radio
Leadership & Change
Total Revenue
$ 17,354,233
714,439
11,429,200
10,640,973
12,591,800
6,187,500
1,643,662
736,837
657,727
Total Expense
$ 18,053,357
687,286
11,403,000
10,489,862
11,953,201
5,698,513
1,633,020
855,034
649,954
Accrual Balance
$ -699,124
27,153
26,200
151,111
638,599
488,987
10,642
-118,197
37,773
Net Cash Balance
$ -482,589
0
0
176,111
209,642
58,OI
3
0
-1 10,689
29,493
The non-residential campuses and the
Ph.D.
in Leadership & Change program are expecting to finish the fiscal year with
either 0 or positive balances. The non-residential campuses have managed the depreciation expense well this year and
southern California and McGregor will add additional funds to their facility reserve accounts.
VI. 2003-04 BUDGET OVERVIEW
The budget for 2003-04 anticipates revenue of $69.4 million which is $7.8 million (12.7%) more than is being projected for
2002-03. Total operating expenses are budgeted to increase by $6.6 million (10.5%) over the 2002-03 projected level
and the entire University is showing an accrual deficit of
-$321,723.
Gross Tuition and Fee revenue will grow by $3.2 million (6.2%) in 2003-04 over the current level, although the increases
will be greater at some campuses than at others. New England, Seattle and Southern California are all expecting
increases greater than
7%,
while the College is expecting a 2% increase and McGregor a 1 % decrease.
CHANGE IN 2003-04 BUDGETED TUITION AND FEE REVENUE
Antioch College
Glen Helen
New England
Seattle
Leadership & Change
Southern California
McGregor
TOTALS
2002-03
Projected
14,457,954
11 5,890
9,628,000
9,358,874
620,275
11,948,786
6,030,129
2003-04
Budgeted
14,747,749
1 18,972
10,583,207
10,l
14,255
989,750
12,861,849
5,975,047
Variance
289,795
3,082
955,207
755,381
369,475
91 3,063
-55,082
Percent
Change
2.00%
2.66%
9.92%
8.07%
59.57%
7.64%
-0.91%
The
Ph.D.
in Leadership and Change is showing a 60% increase due to the addition of a new cohort. As a new program,
each additional cohort represents a major addition to its enrollment and income levels.
Tuition Discounts are increasing significantly at the College as the policy of meeting 100% of need and granting strategi
scholarships is phased in with each additional entering class.
2003-04 BUDGETED TUITION DISCOUNTS
Antioch College
Glen Helen
New England
Seattle
Leadership & Change
Southern California
McGregor
TOTALS
2002-03 2003-04 Percent
Projected Budgeted Variance Change
5,475,727 5,917,069 -441,342 -8.06%
0 0 0
0 150,000 -150,000
102,648 80,000 22,648 22.06%
5,500 4,500 1,000 18.18%
1 16,938 135,500 -1 8,562 -1 5.87%
0 15,000 -1 5,000
New England and McGregor are planning to provide scholarships for certain students this year through the tuition
discount mechanism. Some programs, particularly education, are having trouble recruiting a diverse student population
because the income expectations from the field are not sufficient to justify the cost for some individuals of modest means.
Small scholarships are expected to help convince these individuals to enroll and the result should be higher overall
revenue.
Net Tuition and Fees is projected to increase by $2.6 million (5.7%) in 2003-04.
Gift income, which has decreased over the last three years, is being budgeted with a 24% increase ($470,260) over the
actual level for 2002-03. While this represents a significant percentage increase over the actual anticipated for the
current year, it is only $26,556, or 1 .I % more than was projected for the 2002-03 budget.
Endowment income is budgeted at $414,500, which is 3.4% more than was budgeted in 2002-03. However, this is
$605,172 more than the projected actual for 2002-03. The amount budgeted for Endowment Income reflects the
Board-
approved spending policy for the University rather than our expectation about how the market will perform in the coming
year. The budgeted amount provides stable funding for the College as well as covering the costs associated with the
management of the Endowment.
Contracts Income in the new budget is $12,760 (3.7%) above the level projected for 2002-03. Contract activity has
increased slightly at New England and at
McGregor.
The large contracts awarded to Seattle, including the Gates
Foundation contract, do not appear on the Contracts income line, but are reflected in Released from Restrictions. The
Gates Foundation releases funds in anticipation of expenditures and these are placed in a restricted account until the
expenditures are made. Most foundations and the federal government reimburse institutions after the expenses have
been incurred.
Other Income is where the gains and losses on the endowment portfolio are reported. Generally, we do not budget for
gains or losses because of our limited ability to project the markets. The $567,626 increase over the 2002-03 budget is
primarily due to the anticipated sale of the Birch Ill surplus property. When realized, this sale will be credited as revenue
to the College.
Auxiliary Enterprises is budgeted to increase 7.1 % ($288,665) over the 2002-03 budget as a result of the policy change
concerning the way the College handles financial aid allocations when a student elects to reduce the number of meals
that he or she eats in the Cafeteria. Previously, student aid was not adjusted when a student elected to change from the
full meal plan. Because the majority of the students making this election are receiving financial support from the College,
the previous policy represented a significant loss of revenue to the College. Students who now take less than the full
meal plan will have their financial aid package reduced. For this reason, we believe that most students will continue
under the full meal plan and this will increase revenue for the Cafeteria.
The summary schedules for the entire University contain a line called Net Overhead for Central Operations. A total of
$2.87 million is budgeted for University Administration and other University Wide operations in 2003-04. Despite the fact
that on a budget-to-budget basis, the University Administration added only $10,366 to the total, the summary schedule
show an increase of $666,284 (30.3%). Nearly all of the budget-to-budget growth is due to a change in the way salaries
of the presidents of the non-residential campuses are budgeted. Beginning in 2003-04, the salaries will be budgeted
centrally in order to simplify budget planning at the campuses and eliminate problems associated with subsequent
adjustments after the Board determines salary increases.
NET OVERHEAD AS A PERCENTAGE OF TUITION
Overhead Percent of Tuition
College $ 0 0.00%
New England $ 927,868 8.77%
Seattle $ 946,150 9.35%
Leadership & Change $ 2,688 0.27%
Southern California $1,003,477 7.80%
McGregor $ 586,101 9.81 %
Beginning in 2002-03, overhead expenses for the operation of the University Administration and the various University-
wide activities were allocated to the campuses on the basis of the three-year rolling average of their Total Revenue, less
Released from Restrictions. This methodology was adopted following the recommendations of the Stabilization Task
Force, and the College is not currently required to participate in the support of the University Administration or University-
wide functions. The College was excluded from paying overhead as a transitional device while it works to increase
enrollments and eliminate its budgeted deficit, Once that occurs, it is anticipated that the College will begin moving
towards paying a reasonable portion of the overhead cost.
This is the first year that the new
Ph.D.
in Leadership & Change has contributed overhead to the University. New
academic programs have traditionally been exempt from paying overhead during their first two years of operation as a
way to encourage their initiation and support their development. The amount that the
Ph.D.
program will pay will increase
significantly once it is past the two-year exemption.
For the University as a whole, salaries and wages will increase by $2.3 million (7.6%) over the 2002-03 budget and by
$2.8 million (9.6%) over the projected 2002-03 actuals. Several campuses are trying to correct long-standing salary
inequities and become more competitive in their local markets.
SALARY INCREASES FOR 2002-03
College
New England
Seattle
Southern California
McGregor
Leadership &
Change
University
Administration
A 1 % across-the-board salary increase has been budgeted for faculty and staff.
Represented employees will receive the increases authorized in the contracts that will
be negotiated this summer.
An across-the-board salary increase of 4% is proposed for faculty and staff.
AUS is budgeting for a 4% increase for faculty and 2% increase for staff in July 2003,
and an additional 2% for faculty on January
1,
2004
A 4.2% salary increase is proposed for all AUSC employees, excluding adjunct and
associate teaching staff. In addition, the salary schedule for all core faculty has been
increased.
McGregor
is planning a 3% salary increase for faculty. Staff represented by the union
will receive the increase authorized in their existing contract.
A 3% salary increase is budgeted for all staff.
An across-the-board increase of 2% is budgeted.
As the above table shows, the College has limited its salary increases to 1 %, but will increase salaries by an additional
1 % later in the fiscal year if revenues are sufficiently strong to fund the commitments contained in the budget.
Fringe benefit costs will increase by 9.4% ($915,071) over the 2002-03 budget, but by 15.4% ($1.4 million) over the
projected actuals for 2002-03. While there is some increase in workers compensation costs and unemployment
insurance, medical and drug coverage for employees is the major cause of the increase. Health insurance is projected to
increase by as much as 25% across the country in the next year, but based on our recent experience, we believe that a
phased 13% increase will be sufficient to cover this expense. California is likely to see greater health and drug cost
increases because of the pattern of demand and service costs in that state. The campuses have been asked to budget
an additional 13% to cover the expanding costs of health and drug coverage during 2003-04. This increase will be
phased in so that at the end of the year the campuses will be paying at a rate that is 18% higher than they were paying at
the beginning of the year.
Medical and drug coverage plans for employees change on January 1 of each year. On January 1,2004, the employee
contribution for non-union employees should increase by 18% in order to keep employee contributions proportional to
those of the University. Changes to the benefit structure could be made to keep the costs lower, and changes will be
considered. Negotiations with the College unions are expected to focus on health insurance costs because they are such
a significant component of total employee compensation.
Capital expenditures will be budgeted at 45.5% ($654,361) more than in the 2002-03 budget even though some major
projects are ending. The College will not have to invest as much in mold
remediationas
it did in 2002-03 and Antioch
New England has completed its expansion project to accommodate the elementary level grant-funded teaching program.
However, the availability of depreciation funds has stimulated an investment in computer hardware and given campuses
the ability to consider renovations and upgrades of existing facilities.
Seattle’s
capital expenditures will increase by
$205,000 over the 2002-03 level. Half of this increase will be used for new computing technology and the renovation of
the enrollment services and administrative offices are also budgeted for 2003-04.
McGregor’s
capital budget will grow by
$1 09,950 as they plan for a new facility and upgrade classroom electronics. Southern California is preparing to relocate
the LA campus and has budgeted $300,000 for new site improvements.
The realization that capital funds will now be available each year as a result of depreciation is encouraging long-term
thinking and the campuses are now beginning to look farther ahead in their planning. With the availability of depreciation
funds, the Five-Year Capital Budget becomes much more than a planning exercise.
VII. SUMMARY OBSERVATIONS
Barring a major recovery of the stock market in the last two months of the current fiscal year, the University will end 2002-
03 with a deficit. At the moment, it appears that the deficit will be about $1.5 million, but this number has decreased
during April by just over a million dollars as a result of the gains in the endowment portfolio. Should May and June turn
out to produce strong gains, the deficit for the year could be significantly reduced; by that same token, should the
recovery of the stock market falter, the endowment could lose the gains that it has made and the deficit could quickly
jump.
Overall, revenues from all sources are expected to be about
-$2.3
million (-3.6%) below the 2002-03 budget. Expenses,
on the other hand, are projected to be only
-$I
.3
million (-2.0%) below budget and this accounts for the deficit being
nearly $1.0 million larger than budgeted.
Operationally, the University as a whole has done quite well, with the non-residential campuses expecting to complete the
year with balanced budgets or surpluses. The College is expecting that its deficit will
cun
about $100,000 more than
budgeted and WYSO is projecting a deficit of about -$I 18,000. The College has not applied the Drey revolving fund
($200,000) against its 2002-03 deficit, but this could be done to reduce the deficit to the budgeted level if all other
variables fail to come into line. The largest of these is the Annual Fund which has suffered because of a downturn in the
economy.
Although the University as a whole is anticipating a
-$I .5 million deficit for 2002-03, we would have a slight surplus were it
not for the anticipated losses in the Endowment Fund. Fortunately, we have made changes in the bond covenants so
that gains and losses on investments will not be considered when determining if the University is in default. Therefore, I
do not anticipate any difficulty with our bonds as a result of the University’s performance during 2002-03.
The budget for 2003-04 is optimistic but not wildly so. Total revenues are expected to increase by 8.7% ($5.5 million)
over the 2002-03 budget while expenses are expected to increase by 8.2% ($5.3 million). The budgeted deficit is
-$321,723,
a slight decrease from the deficit budgeted in 2002-03.
The budget continues to make improvements in salaries and wages and equipment and facilities. Much depends up0
the economy, but softness in the economy has proven helpful for the non-residential campuses as more adults begin
consider the need for additional education in order to remain competitive in a highly-competitive job market. A weak
economy, however, is not typically as kind to the College. Families may think twice about the cost of attendance and
donors who do not feel as well off when their portfolios show major reductions are less likely to make major gifts. The
College will need to overcome the economy and increase its enrollments in order to find the revenue necessary to me
its current operating needs. The budgeted expenditure levels do not provide the flexibility that a liberal arts college
should have. Enrollment is currently the College’s primary focus and success here will bring major benefits for both th
College and the non-residential campuses.
Glenn Watts
Vice Chancellor and
Chief Financial Officer
Antioch University
2003-04 Budget Summary by Function
2000-01
Actual
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
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
ExcessRevenueover
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
2001 -02
Actual
———-
47,762,734
-4,253,169
43,509,565
2,657,268
3,242,681
101,758
545,420
-751,898
49,304,794
3,672,379
3,542,498
56,519,671
2,374,497
20,244,916
0
3,163,989
3,319,937
6,026,561
15,483,905
7,737,319
3,078,912
59,055,539
2,776,772
61,832,311
-2,938,143
2,061,158
-303,738
1,010,305
-119,122
-2,959,298
-310,695
-2.627.448
2002-03
Budget
———
52,021,424
-5,584,000
46,437,424
2,404,124
3,294,362
400,778
216,069
1,096,715
53,849,472
4,067,753
3,784,337
61,701,562
2,200,000
22,487,149
0
2,522,261
3,313,870
6,675,382
15,762,065
7,885,122
2,824,922
61,470,771
2,969,112
64,439,883
-538,321
1,438,363
-21 1,000
754,106
0
-2,885,195
-903,726
365.405
Change From
2002-03 Budget
2002-03 to 2002-03 Projected
% Projected
———-
52,159,908
-5,700,813
46,459,095
1,960,420
2,962,792
-190,672
345,574
-271,272
51,265,937
3,821,824
4,400,591
59,488,352
2,138,112
21,519,801
578
2,773,174
3,476,264
6,170,813
15,259,269
7,649,794
3,262,398
60,112,091
3,022,010
63,134,101
-1,507,637
2,816,194
-235,801
1 ,I 02,837
-178,500
-2,913,775
590,955
-2.098.592
Proposed
2003-04
Budget
Change From Change From
2002-03 Projected 2002-03 Budget
to 2003-04 Budget to 2003-04 Budget
Antioch University
2003-04 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 Contingency, Discretionary
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
2000-01
Actual
-.——-
58,250,972
28,195,318
7,941,150
1,669,863
1,646,150
245,477
1,371,596
6,542,879
3,784,320
1,530,178
779,198
493,923
0
0
0
4,983,195
-2,033,695
0
-400,000
169,498
2,920,157
59,839,207
-1,588,235
2,374,383
-1,953,394
91 1,780
0
-2,920,157
-1,587,388
-847
2001-02
Actual
———-
58,894,168
29,576,592
9,164,686
1,607,674
1,613,833
232,990
1,449,225
6,272,045
3,772,930
1,328,738
718,866
61 1,660
0
1,715
0
3,124,497
0
0
-750,000
147,562
2,959,298
61,832,311
-2,938,143
2,061,158
-303,738
1,010,305
-119,122
-2,959,298
-310,695
-2,627,448
2002-03
Budget
2002-03
Projected
Change From
2002-03 Budget
to 2002-03 Projected
Proposed
2003-04
Budget
Change From
2002-03 Projected
to 2003-04 Budget
Change From
2002-03 Budget
to 2003-04 Budget
$ %
———- —-.—–
5,529.016 8.65%
ANTIOCH COLLEGE
2003-04 PROPOSED BUDGET
Budget preparation for 2003-04 began much earlier than for the 2002-03 budget. This extra time allowed for closer
analysis of the factors that influence the shape of the budget, and it also permitted more people to be involved in the
planning and review of our financial situation. Given the enrollment problems that we encountered in putting the 2003-04
budget together, we needed every minute of this extra time.
Enrollment problems during 2002-03 produced a shortfall in tuition revenue that required extensive mid-year reductions to
the budget. My expectation was that having made those reductions, it would be much easier to build the 2003-04 budget.
Unfortunately, I was wrong. The 2003-04 budget development process turned out to be more difficult than preparing the
2002-03 budget.
The College is highly dependant on enrollment for the majority of its operating funds, and has had an unfortunate recent
history of over estimating enrollment, and thus available funding. Therefore, we began our budget preparation process
by developing realistic scenarios based on alternative enrollment changes. One option involved a “fast growth” scenario
for the first year class, while another contemplated a “slow growth” projection, but ultimately we settled on a “no growth”
plan. Even with the 7% increase in tuition and fees for next year, the no-growth plan projects less Net Tuition and Fees
than we collected in 2002-03. This is primarily due to three factors:
Financial Aid Increases. Adoption of the revised tuition discount program in 2002-03 reduced tuition income.
In 2003-04, the College will have two classes enrolled under the new program. This means that two classes
have been graduated that came to the College with relatively small discounts. The impact of this increase in
our student financial aid structure is about $440,000.
Increased Student Attrition. Our projection for the 2003-04 enrollment is based on the actual enrollment in
2002-03 adjusted for attrition and new students in the entering class. Our experience between 2001-02 and
2002-03 was not good and we lost more students than we had anticipated. Students lost from the first-year
class are not available in subsequent years to pay tuition and fees, and the impact was significant. Overall, we
anticipate around 35 fewer students in the continuing classes in 2003-04, and these students represent an
estimated tuition loss of about $450,000.
Utilization of Pre-Paid Terms. A few years ago the College changed from the quarter system to the trimester
system. At the time, this would have significantly reduced revenues in the initial fiscal year because students
pay only three times each year under the trimester plan whereas they had paid four times each year under the
quarter system. Rather than experience a significant revenue shortfall, the College adopted the policy of
charging all entering first-year students for three full terms even if they began study in the fall and attended only
two terms in their first year. The unused pre-paid term becomes available to the student as their twelfth or final
term at Antioch. Generally, this is a co-op term, but not always. While several students became eligible to use
their pre-paid term in 2003, more will become eligible in 2003-04. A total of 70 pre-paid terms will be used in
2003-04 for a total cost of $529,000.
In order to respond to this shortfall and to recognize some unavoidable expense increases, a combination of cost
reductions and revenue enhancements were assembled. It took the budget committee of the College many weeks of
deliberation before agreement was reached to proceed with the following list:
Development expenses to be paid by the Capital Campaign
Accrue sabbaticals
Reduce Admissions budget
Fewer Pre-Paid Term Students (14)
Cap tuition for the new class discounts at $2.0 million
Utilities saved while wiring and renovating a dormitory
Reduced Financial Aid cost for smaller meal plans
Expected faculty on Leaves of Absence
AEA
Contribution
Half of 2% salary increase postponed
Sell surplus properties
Reorganization of Dean of Students Office
Premium charge for single occupant dorm rooms
Use of Restricted Scholarships
None of the items on this list is problem free. Rather, the reductions eliminate needed support from important programs,
while the revenue enhancements change the ground rules for some students or require that we sell valuable assets.
Nonetheless, all of these things are necessary in order to bring a budget to the Board with a reduced deficit of
-$500,000
(compared with
-$600,000
in 2002-03) as recommended by the University Leadership Council.
The proposed budget includes a 1 % salary increase for faculty and staff. Salary and wages at the College are far below
Great Lakes College Association levels and are not competitive with institutions that we consider to be our peers. This
increase will not keep pace with inflation, but if we fail to provide even this small increase it will be extremely damaging to
morale.
Later this summer the College’s contract with our Unions expires. Negotiation of new three-year contracts must be
completed by July 31, 2003 and this will be particularly difficult because there are several areas where we are looking for
change. The higher cost of health insurance alone will be a major impediment to resolution of the new contract, and it is
difficult to contemplate arriving at an agreement without some salary increase in the first year.
The proposed budget also allows us to fill seven tenure-track faculty positions, but thts does not represent seven new
positions because all but two of these searches fill existing and occupied faculty positions. The original proposal was to
conduct 11 faculty searches duing 2002-03. However, financial constraints require that we limit the hiring of faculty to the
absolute minimum. The following table shows the positions that were searched and the way in which each position is
currently filled.
POSITION
Psychology
History
Economics
Philosophy
Communications
Chemistry
Environmental Studies
REASON for VACANCY
tenure relinquishment
tenure denied and retirement (1.5 positions)
tenure relinquishment
tenure relinquishment and resignation (2 positions)
administrative appointment
resignation
resignation
STATUS
vacant
vacant
visitor
visitor
visitor
visitor
visitor
Some of the temporary appointees filling the visiting positions were candidates for the faculty positions and have
successfully competed for the posts. All of the positions have been filled through aggressive outside recruiting that has
identified some exceedingly qualified individuals who will greatly strengthen our teaching staff. Those visitors who were
appointed into permanent positions have gained legitimacy by competing against a national pool. A strong teaching staff
is critical to our efforts to retain students. One of the things we know about our student body is that our students strongly
identify with individual members of the faculty. Frequently, these are their mentors and they provide a point of stability for
the student. It is important that this “academic anchor” be available throughout the student’s time at the College and
there is no better way to do this than to give the faculty member the commitment represented by a tenure track
appointment. Faculty attrition is a problem for us, as is student attrition, and in fact, our research has established a
causal relation between the two.
The 2003-04 budget also includes funds for the appointment of three critical administrative positions. All three searches
have been under way during the current fiscal year. One position has been filled and the other appointments are
expected to take place in May or June. All of the successful candidates will start before the fall term.
The first administrative position is the Dean of Faculty. The decision by Hassan
Nejad
to return to his faculty duties after
several years of dedicated service as Dean will create a major administrative void and one that can only be filled by a
highly qualified candidate. Our search efforts were rewarded when Dr. Richard T. Jurasek agreed to become the new
Vice President and Dean of Faculty. He is currently at Augustana College in Rock Island, Illinois where he has been
dean since 1988. Prior to that he spent 22 years on the faculty of Earlham College, our GLCA neighbor in Richmond,
Indiana, where he taught German language and literature and served as Associate Dean. All of Dr. Jurasek’s degrees
were earned in Ohio: his M.A. and
PhD
degrees are from Ohio State University, and his B.A. is from Ohio University.
I
look forward to introducing Dr. Jurasek to the Board.
The second position is the Vice
PresidentIDean
for Admissions and Financial Aid. This is perhaps the most critical
position at the College for our academic and financial success. I have engaged a search consultant with many years of
experience to help us identify and recruit qualified candidates. In addition, the College has made its own efforts to attract
experienced individuals, and we are hopeful that an extremely well-qualified candidate will be identified. The pool of
prospects is excellent.
The third position is Director of Multi-Cultural Affairs, reporting directly to the President. This appointment is crucial in our
efforts to serve and retain students of color. The conclusion of the search has been slowed by a family crisis suffered by
the chair of the search, but we expect to have a resolution shortly.
REVENUES
The conservative nature of the budget being proposed for 2003-04 can be seen in both the expense and revenue
numbers. Overall, total budgeted revenue for 2003-04 is virtually the same as the amount budgeted in 2002-03. The
budgeted $18.2 million is
-$74,370
less than the previous budget, but $852,245 (4.9%) more than we are anticipating for
the current year. The budgeted increases over our projected actuals will come from several sources. Gross tuition is
anticipated to be 2% ($289,795) greater than the 2002-03 actuals. However, because tuition discounts will increase by
about 8%
($441,342),
Net Tuition will actually decrease by -$I 51,547.
Gifts, primarily received through the Annual Fund, are expected to grow by $339,396 over the sum projected for 2002-03,
but this total is the same as we budgeted for the current year. The uncertainty about the economy and the focus on the
war in Iraq has made fund raising particularly difficult this year. We are hoping that
both
the economy and world affairs
will improve in 2003-04 so that giving to the College will begin to grow again. We have new staff in critical positions in the
Development Office and we are looking for new and innovative approaches that will bring in additional support.
Income from Grants, the Endowment and Contracts is not planned to change significantly during the coming year. Other
Income, however, is expected to increase by $41 3,028, a significant jump, due to the anticipated sale of land known as
Birch Ill. The College has held this parcel of about 22 acres for many years and has made several attempts to find a
developer who would work with the College to maximize its value. However, none of these efforts have proven
successful and my recommendation is that the property be sold and the income used to assist the College in its transition
to a more sustainable financial structure. The real estate market in Yellow Springs is strong at the present time, but may
not be so in the future. This may well be an optimal time to realize revenue from this source.
Auxiliary Enterprises Income is projected to rise by $491,810 (16.9%) due to a revised policy governing the way financial
aid is handled when students elect to change their meal plans. Previously, students who elected to reduce the number of
meals eaten in the cafeteria from full plan to partial plan were given cash payments to cover the gap. In nearly all cases,
however, the meal plan was part of the financial aid package provided by the College and the payment of cash to the
students resulted in a diversion of revenue from the cafeteria. This is not the practice that is used when a student elects
not to live in College housing. Students with financial aid who decide to live away from the College have their aid
packages reworked and no cash payments are made. This is the procedure that will be used in the future regarding
changes in meal plans. As a result, it is anticipated that more students will elect to continue the full meal plan and eat
more of their meals in the cafeteria. While the cafeteria will have to increase its food budget to a degree, labor and other
operational overhead costs should not increase and so there should be a net gain for the College. In addition, having
more students eating in the cafeteria will increase student contact and engender a greater sense of community.
OPERATING EXPENSES
Total operating expenses are budgeted in 2003-04 at approximately the same level they were at in 2002-03. At $18.7
million, expenses are slightly less (-$174,370) than they were in the previous budget. On an actual-to-budget basis,
expenses are expected to increase by $653,121 (3.6%) over 2002-03, but this is less than the 4.9% anticipated growth in
total revenue.
Salaries & Wages are budgeted at $135,128 (1.7%) above last year’s budget while frtnges are up $93,524 (3.2%)
over the previous budget. The Salary and Wage increase is less than the originally contemplated 2% pay plan, and
fringe benefits are up primarily due to the escalating cost of the medical and pharmaceutical plan. Training &
Development will be -$146,212 (-18.4%) below the 2002-03 budget, but up $196,351 from our projected actual
expenses. Training & Development was reduced significantly in the middle of 2002-03 in order to respond to the
tuition shortfall. Without time to implement more appropriate reductions, professional development activities for the
faculty and staff were dramatically curtailed. While this expense category will continue to be underfunded in 2003-04,
it needs to be increased from the actual 2002-03 level.
Special Events have increased by $23,497 over the 2003-04 budget, primarily in recognition of the upcoming
celebration of the College’s
150th
Anniversary. A number of fund raising events will center around this anniversary
and it is essential that the College take advantage of this opportunity to gain both financial support and recognition.
Our supply budgets have not been realistic in terms of our needs and we have had to restore them, in part, in order to
insure that our teaching programs can be successful. In 2003-04, the supplies budget will be increased by $26,890
(3.6%) above the 2002-03 budget. Basically, this recognizes the actual expenditure level from the 2002-03 year.
Business Operations will be up slightly above the actual for the current year, but -$173,493 (-8.2%) below the budget
level of 2002-03. Most of the reduction will be in the Capital Campaign (-$85,000) and Admissions Office (-$I 19,000)
budgets. Certain expenses, such as a planned giving consultant and an admissions consultant, were not included in
the proposed budget. Increased contract costs for student clinic services ($18,000) and the On-line Computer Library
Center ($30,000) offset some of the savings realized in this area.
Plant Maintenance, Interest Expense and Resale Costs are all being reduced from the 2003-04 in order to help assure
that the budget of the College stays within the deficit limitation recommended by the ULC.
CAPITAL EXPENDITURES
The capital budget for the College will be about half of the Depreciation Expense. While our needs are great and we
could justify spending several times the amount of the depreciation expense, we are limiting our capital expenditures
in order to insure that our cash basis budget at the end of the year is in balance. Our capital expenditures are
described in detail in the Five Year Capital Budget, but the focus of our expenditures will be on those things that make
the most positive contributions to recruitment and admissions efforts. We are also focusing attention on
improvements that are necessary to insure safety and to protect the physical plant from further damage due to
neglect. High on the priority list is providing all dormitory students with high-speed access to the Internet. We know
that today’s student depends on his or her computer for communication and access to a variety of academic
resources. While some of our dormitories have been wired for high-speed Internet in recent years, about half remain
without such service. The traditional wiring of these facilities would be desirable, but expensive and time-consuming.
Therefore, we have elected to provide high-speed Internet access using wireless technology. We hope to have much
of this equipment in place before the start of fall classes. We anticipate a positive effect on recruitment of the class of
2004-05 as well as some immediate effect on retention.
Student safety is also a major concern for both the College and prospective students. Some of our dormitories do not
have centrally monitored fire and smoke detection systems, and the individual smoke detectors frequently malfunction.
Therefore, the proposed capital budget will at least begin the process of installing centrally monitored fire detection
systems.
In recent years the program of the College has shifted to emphasize community service throughout the academic
year. This has meant that more of our students are traveling to various sites in the area to participate in community
service projects. Unfortunately, our vehicle fleet has not kept pace with this change. At present, our fleet consists
entirely of 15-passenger vans and one 5-passenger sedan. The sedan, a gift, has a manual transmission which many
students are not able to drive. The result is that we have 15-passenger vans making trips to Xenia and Springfield
with only one or two passengers. This is both inefficient and more likely to produce accidents because 15-passenger
vans cannot be driven like passenger cars. In the 2003-04 budget, we propose starting the process of restructuring
the vehicle fleet to better match our travel needs. A student study of vehicle usage has shown that we need fewer
vans and more 5-passenger sedans. The students also recommend that we acquire energy efficient or alternative
fuel vehicles as a way of demonstrating our commitment to the environment. Antioch students are sensitive to the
environment and they expect that the College will do everything it can to minimize our impact on the ecosystem.
Other elements of the capital budget include upgrading the long-obsolete computers used by many faculty and staff,
upgrading the equipment in the cafeteria to provide better food service for the larger number of students that we
expect to be taking advantage of the full meal plan, replacement of those roofs that are in the worst condition, and the
usual purchase of library books. Regrettably, until the operating budget can be put in balance, we will not be able to
fully expend the Depreciation funds. However, we are proposing to acquire additional equipment and make
necessary physical plant improvements by the use of small amounts of borrowed funds.
Antioch McGregor is in the enviable position of being able to repay its share of the $2.1 million Ohio Bond issue of
2001. I propose that the College assume this debt which will enable us to add approximately $200,000 to our capital
budget in 2003-04. The interest expense on this additional debt will be about $4,000 per year and the principal
repayment is about $19,000. These costs have been’added to the operating budget of the College. McGregor will
not be affected by this change in any negative way.
McGregor’s
debt will be transferred to the College as will all
future obligations for debt service. In addition to having some additional funds for capital improvements in 2003-04,
the College will benefit from this proposal by saving the cost of issuance which we would otherwise experience if we
acquired new debt.
While it is likely that we will incur some expense for mold remediation in some of our buildings during 2003-04, we
should not encounter the unexpected expenses that we experienced in 2002-03. In order to remove the mold and
mold-producing conditions in Spalt and Presidents, we incurred unbudgeted operating expenses of $1 34,400 and
unexpected capital costs of $336,150. The operating expenses involved repeated environmental testing, cleaning
supplies and equipment, and contract cleaners with specialized equipment. The capital expenses involved stripping
insulation from pipes, opening walls, replacing insulation and installing a “French drain system” to insure that ground
water is kept out of Spalt.
CONCLUSION
Great efforts have been made this year to bring the faculty, staff and students into the budget process in a positive,
cooperative way. The Budget Committee has met on a weekly basis throughout the spring and we have provided
them with detailed information about finances, enrollment, retention and other key aspects of the College’s finances.
A budget class, taught by the Controller, has been offered to the community twice each year. Together, the
administration and the Budget Committee saw the 2003-04 picture develop. The Committee has participated actively
in the process and has made many useful and sometimes challenging suggestions that caused me and others to
rethink some fundamental premises. The result is a viable budget that reduces the allowable deficit from
-$600,000
in
2002-03 to
-$500,000.
Our collective understanding of the finances and mechanisms of the College are better this
year than they were last and the budget as a whole is far more realistic as a result. Let me add that a process that
was necessarily “painful and constraining” was carried out collaboratively and peacefully, with no significant student or
faculty resistance or protest.
As in previous years, the success of this budget will depend upon our ability to attract and retain students. We have
added recruiting tools and changed our procedures, and we are continuing to work on the process. A new and
experienced leader will be responsible for directing changes in the coming year. We need to be able to process
financial aid packages more quickly and get them to prospective students on a more timely basis. We need to
broaden our focus and emphasize the rigorous but rewarding academic opportunities that exist at Antioch. We need
to improve the appearance and services of the College so that it is more attractive to students and their parents.
Within the limits of our resources, we are continuing to work on all of these things and we are seeing results.
A three-fold attack on our financial problems should begin to yield visible improvements within the next few years. These
are: 1) New and improved admissions policies, processes and leadership; 2) New and intense focus on causes and
remedies for student attrition; and 3) the Campaign for Antioch College with its emphasis on building College endowment
and endowment income.
Joan Straumanis
President
Antioch College
2003-04 Budget Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
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 Revenueover 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
2000-01
Actual
———*
11,971,121
-2,901,056
9,070,065
2,022,253
1,537,841
195,157
0
222,250
13,047,566
2,542,508
1,271,696
16,861,770
4,871,646
0
1,066
1,122,587
2,453,336
2,868,269
1,785,445
2,110,081
15,212,430
2,220,836
17,433,266
-571,496
1,687,564
-1,585,709
529,206
0
0
631,061
-1,202,557
2001 -02
Actual
———-
13,488,761
-3,901,907
9,586,854
1,936,317
1,707,919
198,524
28,887
11 1,705
13,570,206
2,768,779
1,520,986
17,859,971
4,862,103
0
1,431
1,066,313
2,591,976
3,322,391
3,227,044
2,199,095
17,270,353
2,215,084
19,485,437
-1,625,466
512,568
-258,673
574,656
0
-1,458,832
-630,281
-995,185
2002-03
Budget
———-
15,003,888
-5,365,000
9,638,888
1,605,000
1,260,998
172,358
3,000
90,700
12,770,944
3,136,795
2,373,109
18,280,848
5,113,537
0
0
1,081,705
2,817,653
2,598,050
3,065,296
1,820,271
16,496,512
2,384,336
18,880,848
-600,000
690,764
-21 1,000
341,375
0
-1,421,139
-600,000
0
2002-03
Projected
———-
14,457,954
-5,475,727
8,982,227
1,354,325
1,338,514
155,760
6.430
99,338
11,936,594
2,908,149
2,509,490
17,354,233
4,763,950
578
0
1,014,636
2,700,000
2,150,608
3,200,000
1,872,141
15,701,913
2,351,444
18,053,357
-699,124
998,864
-191,439
393,869
0
-1,417,829
-216.535
-482,589
I
Budget
———- ———
Change From
2002-03 Budget
to 2002-03 Projected
Change From
2002-03 Projected
to 2003-04 Budget
Proposed
2003-04
Change From
2002-03 Budget
to 2003-04 Budget
$ Yo
———- ———.
Antioch College
2003-04 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 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
2000-01
Actual
———-
16,861,770
8,290,415
2,758,312
483,763
1,455,944
102,638
659,850
1,955,318
1,352,022
264,909
303,167
251,563
0
0
90,316
993,471
-550,000
-200,000
-400,000
-378,422
0
17,433,266
-571,496
1,687,564
-1,585,709
529,206
0
0
631,061
-1,202,557
2001-02
Actual
17,859,971
8,955,012
3,097,328
443,057
1,351,278
94,130
729,693
1,998,084
1,287,721
153,426
275,605
236,725
0
1,715
0
0
0
0
-600,000
2,831
1,458,832
19,485,437
-1,625,466
512,568
-258,673
574,656
0
-1,458,832
-630,281
-995.1 85
2002-03
Budget
—-*—-
18,280,848
8,039,410
2,968,582
796,089
1,330,149
187,637
747,027
2,111,270
1,395,587
153,571
260,000
238,718
25,104
0
0
0
0
0
-600,000
-1 93,435
1,421,139
18,880,848
-600,000
690,764
-21 1,000
341,375
0
-1,421,139
-600,000
0
2002-03
Projected
———-
17,354,233
8,029,066
2,838,102
453,526
1,332,628
84,612
774,515
1,906,682
1,404,753
116,319
263,248
225,517
-600,000
-1 93,440
1,417,829
18,053,357
-699,124
998,864
-191,439
393,869
0
-1,417,829
-216,535
-482,589
Change From
2002-03 Budget
to 2002-03 Projected
Proposed
2003-04
Budget
—-.—–
18,206,478
Change From
2002-03 Projected
to 2003-04 Budget
Change From
2002-03 Budget
to 2003-04 Budget
$ %
———- ———-
-74,370 -0.41 %
ANTIOCH COLLEGE
2003-04 Capital Budget
Campus Buildings
College Total Buildings
Campus Building Improvements
Fire Alarm System Upgrades
Residence Hall Upgrades
ADA Upgrades
Roof Replacements
Resurface Drives, Walkways
Total Building Improvements
Campus Equipment
Wireless Network, Phase 1
Computer Workstations
Backup & Storage Server
Color Laser Printer
Total Equipment
Campus Furniture & Fixtures
Cafeteria Ovens and Range
Cafeteria Fixtures
Total Furniture & Fixtures
Campus Vehicles
Reconfigure Vehicle Fleet
Total Vehicles
Campus Library Books
Library Books
Total Library Books
Grand Total Capital Budget
Amount
Amount
52,200
11 5,000
60,000
91,000
50,000
Amount
85,000
35,000
15,000
4,000
Amount
17,400
29,004
Amount
65,000
Amount
80,000
Program
——–
Tuition
Room and Board
Fees
Total per Year
Antioch College
Tuition Rate Changes 2003-04
2002-03 2003-04
Rates Rates % Change
——– ——– ——–
21,190 22,673 7.00%
5,602 5,994 7.00%
131 140 6.87%
GLEN HELEN ECOLOGY INSTITUTE
2003-04 PROPOSED BUDGET
Revenues:
A Total Revenue increase of 8.06% ($52,336) to $701,754 is expected due primarily to a 21.17% ($23,580)
increase in funds released from restrictions.
Tuitionlfees revenue is expected to increase slightly ($4,830) from a 2% fee increase.
Auxiliary Enterprises revenue is expected to increase slightly (2.27%) from increase in facility usage.
Increase in Gifts (through annual fundraising efforts) by 10.2% ($1 0,150).
In general, revenue streams are becoming more diversified and are increasing, however, the
GHE17s
overall ability to
maintain its present staff and programming will depend upon continued revenue increases from multiple sources including
individual donors, foundations, grants and program fees.
Expenses:
Total Expense will increase 8% ($52,336) to $701,754.
The largest expense increases include SalariesIWages (9.75%), Benefits (29.3%), and Depreciation (27.6%). The
increase in salaries includes 2% pay increase for staff.
Expense reductions are Business Operations
(-5.6%),
Supplies
(-18.4%),
and Plant Maintenance
(-7.2%).
Benefits continue to increase at a rate higher than other expense lines. This is the second consecutive year that the
GHEI will decrease its plant maintenance expense. This decline is offset slightly through its capital expense funded
‘
through depreciation. The combination of benefits and depreciation account for a major decline in uncommitted revenue
for GHEI. This redirecting of funds is offset by decreasing expense in the areas indicated above. However, the GHEI
recognizes the importance of the depreciation expense and the ability to maintain its 22 facilities, structures and
associated equipment.
Capital Expense:
Capital Expenditures are budgeted at $20,000 and funded through the depreciation expense. Funds will be
directed toward building improvement projects and scientific research and management equipment.
Restricted Funds: Overall, availability of these funds continues to decline.
Revenue: $135,473 will be released from several restricted cost centers; overall this represents a decrease of
21.6% from last year’s actual level.
Expenses:
o SalariesJWages, to include Volunteer Coordinator/Trailside Manager position.
o Continued trail improvements and informational signage.
o Plant maintenance and utilities for the Glen Helen Building
o Continued rental of office space (trailer) for the Outdoor Education Center.
Robert S. Whyte
Director
Glen Helen
2003-04 Budget Summary by Function
Change From
2002-03 Budget
to 2002-03 Projected
Change From
2002-03 Projected
to 2003-04 Budget
Change From
2002-03 Budget
to 2003-04 Budget
Proposed
2003-04
Budget
2000-01
Actual
———-
112,060
0
112,060
103,267
4,066
42,000
11,164
0
272,557
259,208
92,105
623,870
2001 -02
Actual
2002-03
Budget
2002-03
Projected
———-
11 5,890
0
115,890
93,165
7,500
42,000
9,993
431
268,979
272,728
172,732
714,439
0
0
687,286
0
0
0
0
0
687,286
0
687,286
27,153
43,695
0
0
0
-16,542
27,153
0
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
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
ExcessRevenueover
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
Glen Helen
2003-04 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 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 Revenueover 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
2000-01
Actual
———-
623,870
288,795
85,099
3,874
0
0
52,159
46,754
97,335
109
7,074
2,312
0
0
0
0
0
0
0
0
0
583,511
40,359
46,900
0
0
0
0
46,900
-6,541
2001-02
Actual
———-
760,814
273,365
81,842
10,671
0
51 7
56,000
62,928
106,305
28
9,379
2,992
0
0
0
0
0
0
0
0
13,099
617,126
143,688
156,179
0
0
0
-1 3,099
143,080
608
2002-03
Budget
2002-03
Projected
Change From
2002-03 Budget
to 2002-03 Projected
$ %
———- ———
Proposed
2003-04
Budget
Change From
2002-03 Projected
to 2003-04 Budget
$ Yo ———- ———-
-12,685 -1.78%
Change From
2002-03 Budget
to 2003-04 Budget
$ %
GLEN HELEN
2003-04 Capital Budget
Campus Buildings
Total Buildings
Campus Building Improvements
Windows, steps, lighting
Total Building Improvements
Campus Equipment
Microscope, limestone drill
Total Equipment
Campus Furniture & Fixtures
OEC & dorm furniture
Library Collection
Total Furniture & Fixtures
Campus Vehicles
Total Vehicles
Campus Library Books
Total Library Books
Grand Total Capital Budget
Amount
Amount
7,000
Amount
6,500
Amount
4,000
2,500
Amount
Amount
ANTIOCH NEW ENGLAND GRADUATE SCHOOL
2003-04 PROPOSED BUDGET
Our anticipated budget for 2003-04 is in balance and reflects significant growth in enrollment and revenue over 2002-03.
It reflects a 12.8% increase in tuition revenue, and a 11.8% increase in total spending.
In 2002-03, we enrolled 340 new students although our operating plan called for enrolling only 307. In 2003-04, we plan
for new enrollment of 386 students. Our admissions office has seen an increase in Summer and Fall applications that
supports this plan.
Our budget is based on an increase in tuition of about
5.5%,
an increase slightly lower than what we expect to see from
private institutions in New England, and a good deal lower than the percentage increases we are seeing in public
colleges and universities.
We are anticipating net attrition this year at 9% – lower than the 10% attrition anticipated in last year’s budget, but still
higher than the net actual attrition rate we anticipate for the current year.
We have planned for a 4% cost-of-living increase in salaries, plus attendant benefits costs. We have also planned for a
net increase in medical insurance of 13% for the year.
This year’s budget also includes $1 50,000 in tuition discounts, the product of internal dialogue with students, faculty and
staff. A majority of students surveyed agreed that they would support a higher tuition increase across the board if some
of the money would be used to fund scholarship or tuition discounts to encourage diversity. This is the first year in
ANE’s
history that significant tuition relief is being offered to several students in each department.
Our budget includes a contingency of $95,156, and University overhead of $927,868, a figure that
this
year
includes
the
president’s salary and benefits.
This year’s budget includes new faculty positions in Environmental Studies, a department that anticipates an increase of
30 new admits over last year’s numbers, and Education (grant funded), Organization and Management (a half-time
position funded through tuition in our new health care management program). We also plan to have a full-time Dean of
Faculty, although the cost of this position – to be filled by a current full-time faculty member – will reflect only the cost of
adjunct faculty relief for the dean.
Peter Temes
President
Antioch New England Graduate School
2003-04 Budget Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
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
~uxiliary
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
2000-01
Actual
———-
8,818,635
-1 1,920
8,806,715
78,803
530,071
0
579,598
330,274
10,325,461
0
585,861
10,911,322
4,559,093
0
1,138,587
555,088
621,173
2,686,708
713,918
382,292
10,656,859
0
10,656,859
254,463
205,577
-103,789
104,775
0
0
206,563
47,900
2001-02
Actual
———-
9,091,851
-2,930
9,088,921
11,610
891,813
0
446,404
200,387
10,639,135
1,246
625,140
11,265,521
4,546,108
0
1,213,961
545,146
613,100
2,695,563
1,155,263
4461
25
11,215,266
0
11,215,266
50,255
258,617
0
11 7,475
0
-469,715
-93,623
143,878
2002-03
Budget
———
9,352,060
0
9,352,060
57,129
1,132,188
0
202,494
191,030
10,934,901
0
197,343
11,132,244
4,953,737
0
713,878
520,147
686,438
2,728,575
1,169,439
360,000
11,132,244
0
11,132,244
0
201,500
0
100,000
0
-468,000
-166,500
166,500
2002-03
Projected
Change From
2002-03 Budget
to 2002-03 Projected
$ %
———- ——-
Proposed
2003-04
Budget
Change From
2002-03 Projected
to 2003-04 Budget
s Yo ———- ———-
Antioch New Enaland Graduate School –
2003-04 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 Contingency, Discretionary
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 Revenueover 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
2000-01
Actual
–.—.–
10,911,322
5,687,265
1,586,266
346,280
35,995
17,053
164,729
1,103,715
331,793
439,155
0
93,547
0
0
1 12,206
1,049,392
-417,279
59,800
0
46,942
0
10,656,859
254,463
205,577
-103,789
104,775
0
0
206,563
47.900
2001 -02
Actual
———
1 1,265,521
5,424,769
1,700,019
428,182
51,923
23,265
142,990
1,146,513
31 1,504
429,495
0
122,571
0
0
0
900,834
0
-50
0
63,536
469,715
11,215,266
50,255
258,617
0
117,475
0
-469,715
-93,623
143.878
2002-03
Budget
———-
I 1,132,244
5,641,859
1,823,667
405,466
0
28,367
172,044
889,624
342,251
420,944
0
23,057
95,156
0
0
743,325
0
0
0
78,484
468,000
11,132,244
0
201,500
0
100,000
0
-468,000
-166,500
166,500
2002-03
Projected
—.——
11,429,200
5,596,000
l,8ll,OOO
371,000
168,000
17,000
145,000
1,219,000
383,000
422,000
0
34,000
0
0
0
743,325
0
0
0
36,675
457,000
Change From
2002-03 Budget
to 2002-03 Projected
$ %
—- ——.—
296.956 2.67V
Proposed
2003-04
Budget
Change From
2002-03 Projected
to 2003-04 Budget
$ %
Change From
2002-03 Budget
to 2003-04 Budget
$ %
———- ———-
1,814,005 16.30%
ANTIOCH NEW ENGLAND GRADUATE SCHOOL
Campus
Campus
New England
Campus
New England
Campus
Campus
New England
2003-04 Capital Budget
Buildings
Total Buildings
Building Improvements
HVAC Upgrade
Repair Tower
Electonic Door
Total Building Improvements
Equipment
Upgrade phone system
Computer hardware .
Total Equipment
Furniture & Fixtures
Classroom chairs
Total Furniture & Fixtures
Library Books
Library Books
Total Library Books
Grand Total Capital Budget
Amount
0
Amount
12,000
8,600
10,000
30,600
Amount
29,785
102,500
132,285
Amount
6,000
6,000
80,000
80,000
248,885
——– ——–
ANTIOCH NEW ENGLAND
Tuition Rate Changes 2003-04
Applied Psychology Department
Dance & Movement Therapy Certificate
Dance & Movement Therapy MA
Counseling Psychology MA
Marriage & Family Therapy MA
Clinical Psychology
Psy.D.
Environmental Studies Department
Environmental Studies MS
Resource Management & Administration MS
Environmental Studies MS w Certification
Environmental Studies
Ph.D.
Fall All
Fall All
Fall Fall, Spring
Spring Spring
Summer Fail, Spring
Summer
Fall, Spring
Summer
Fall, Spring
Fall, Spring
Summer
Fall, Spring
Summer
Fall, Spring
Summer
Summer
Fall, Spring
Summer
Fall, Spring
2002-03
Rate
———
$4,650
$6,350
$5,750
$3,850
$5,750
$2,750
$9,500
$4,100
$7,600 –
$5,050
$5,050
$5,050
$5,050
$5,050
$5,050
$3,500
$6,800
$2,600
$4,650
2003-04 %
Rate Change
Program
——————
Education Department – Waldorf Programs
Waldorf Certificate
Waldorf 3+2 Certificate
Waldorf
MEd
year round
Waldorf
MEd
Summer Sequence
Education Department – Integrated Learning
Intergrated Learning MEd
Education Department – Experienced Educator
Experienced Educators MEd (5 semester)
Organization & Management
OM Weekend MEdIMHSA
OM Weekend
MEdIMHSA –
OM Weekend MS
OM Community Health Care Mgmt Certificate
All
Spring
Summer
Fall, Spring
Summer
Fall, Spring
Summer
Fall, Spring
Summer
All
Spring Fall, Spring
Summer
Fall Fall, Spring
Summer
Fall, Spring Fall, Spring
Summer
Fall Fall, Spring
2002-03
Rate
———
$3,700
$3,100
$3,100
$4,550
$4,150
$3,050
$3,050
$4,950
–
$4,950
$3,000
$5,050
$5,050
$4,250
$4,250
$5,050
$5,050
2003-04 Yo
Rate Change
ANTIOCH SEATTLE
2003-04 PROPOSED BUDGET
Development of the 2003-04 Budget
The budget process at Seattle is guided by the Planning and Budget Council with a membership of administratorsl
facultyl
staff, and students. The Council spent the first six months of the 2002-03 academic year working on a three-year
strategic plan. This process was very thorough and the Council made a concerted effort to connect the budget to the
plan. A number of priorities are identified in the
planl
but the emphasis centers over the next three years on reaching
comparable faculty compensation levels through a 20% increase and our need to increase enrollments to
I000
FTuE.
With flat enrollments projected for next
yearl
it was a challenge for the Council to meet some of the objectives in the
strategic plan and still provide for a large faculty compensation package. The Council also worked within a fiscally
responsible framework of ensuring some additional contingency funds above the I % mandatory contingency,
conservative enrollment numbers1 a moderate increase in tuition1 and limited expenditures increase.
Enrollment and Revenue Assumptions
The budget for Antioch University Seattle indicates a 6.7% increase in total revenues and 7. I % total increase in
expenditures over the 2002-03 budget. The increase in total revenue is owing to an increase in tuition revenue and
increased funding from the Gates and
Kellogg
grants. The increase in total expenditures is reflected in the larger raises
given to faculty and the increase in expenditures of the Gates Grant.
In
actualityl the unrestricted operating budget has
no
significant increases in revenues or expenses – about 2.3% and 2.8% respectively – over the current fiscal year
budget. The 2003-04 budget indicates
$501000
excess in expenditures over revenue, which is the result of money being
taken from Seattle’s funded reserves for one-time program development initiatives. The offset of this expense is shown
in the cash portion of the budget as part of the amount from Prior Year Reserves.
Generally, FTE enrollments are forecast to be down by 3 and headcount down by 30 compared to our projected actual
2002-03 enrollments. Although it made it more difficult to present a balanced budget this
yearl
we purposefully initiated
some enrollment controls that have had a negative effect on our overall enrollment numbers.
1. The Corporate Leadership Program partnership has been dissolved because of quality control issues. In the
pastl
this program accounted for about 20+ headcount and 7 FTuE.
We did not budget for the OSWMW cohort because of the high probability that the program will not be able to
recruit enough students for a viable starting class.
If
they do not start this
fall’
there is a strong possibility that
we will cancel that program permanently effective Fall 2003. That program accounted for about 15 headcount
and 5 FTuE
Because of the difficulties we have had in projecting and managing our site-based education cohortsl we have
reduced the number of sites being allowed to come on-board in 2003-04 until we feel that the program has a
more sophisticated recruitment and projection model.
The teacher certification program has been redesigned to split the number of cohorts coming in between the
summer and winter quarters! instead of all of them entering during the winter quarter. As a result of this
redesign’ we will be one cohort short this year! but the enrollment numbers will be back to normal in 2004-05
when the redesign is in full effect.
Our teacher certification program continues to have a waiting list. For the first time in almost eight years the Psychology
program is showing a growth in enrollmentl projecting 22 FTuE above last year. The Center for Creative Change is very
conservative in its projections but is showing a 21 FTuE increase owing to the upswing in winter quarter enrollments and
fall applications. Our two major areas of concern are the BA and on-campus MA Ed
brograms.
The decline in the BA
enrollments has become serious enough that the program understands the need to review and evaluate its curriculum,
focus’
and delivery model. The Education program is already making some adjustments in its campus-based Master’s
program to bolster that program’s enrollments. Actuallyl we feel fortunate and are somewhat surprised that our
enrollments appear to have not suffered from the severe economic downfall in the northwest area. The state economy
continues in recession’ particularly since December 2002.
As a result of flat FTuE projectionsl the primary contributor to the small revenue increase is a 3.9% tuition increase.
Though it is unpleasant to have to rely on tuition increases to balance the budget’ we are confident that our increase will
be lower than those imposed by other institutions of higher education in our area. For
examplel
the State Legislature has
been asked to approve a 9% tuition increase for the University of Washington and it is predicted that other private
institutions will increase their tuition by 5 to 6%. The AUS tuition increase is expected to generate $33Ol0O0 in additional
revenue.
In
terms of expenses’ the largest contributors to the 2.8% overall expense increase are our compensation plan and the
anticipated increases in medical insurance.
In
the compensation
plan’
estimated to cost $175,000 including benefits, we
are proposing a 4% salary increase for faculty in July 2003 and a 2% increase in January 2002 and a 2% increase for
staff in July 2003. Surveys of peer institutions have shown our faculty compensation to be significantly below the median.
Our 3-year plan to match the competition requires that compensation increase by over 20% or about 7% per year.
Unfortunatelyl
because of the flat revenue projectionsl we were only able to fund a 4% and 2% split this year. However! if
enrollments exceed our projections to the extent that we can forecast the revenue increases into the future with
reasonable confidencel we may award an additional I % for faculty and staff at mid-year or at least address some
increase for staff. The staff has been very understanding and supportive of the emphasis on the faculty salaries this year.
The additional medical insurance expenses will amount to
$561500
this year.
Other significant expense increases include University Overhead
($381655)
and utilities and taxes
($261120).
These are
partially offset by lower bond interest expense and slightly lower depreciationl which at
$4561000
is still a substantial
element in our budget. We also are budgeting a capital reserve this year of $41
1500.
Mandatory and discretionary
contingency funds are budgeted at
$1721000.
Contribution to our general overhead from the Gates Grant will amount to
$381525.
We
have a reasonable expectation
that the
Kellogg
Grant will be renewed after the commencement of the fiscal
yearl
but have not budgeted the overhead
contribution from that grant.
Capital expenditures for computingl furniture, and equipment remain the same as previous years. The large capital
project in facilities is the renovation to consolidate the Enrollment Services
ol5ces
into one location. We are still in design
for this project. The preliminary construction estimate is in the
$2551000
range. We expect to cover this expense with
$1251000
of our capital reserve carry forward from this
year’s
budget and from the offset for the depreciation expense.
We do not anticipate the need to borrow for this project.
Goals and Objectives for 2003-04
As previously statedl the Planning and Budget Council spent its first six months in 2002-03 creating an updated strategic
plan. That plan provides a map to direct our energies and focus over the next three years. Our two major priorities for
the 2003-04 year were to address faculty compensation and enrollments. We are pleased that even with a tight budget
we fulfilled our commitment to make a sizeable increase in faculty salaries.
Our priority on enrollments is being tackled at many different levels with many different approaches.
I. I established an Enrollment Services Task Force in Fall 2002 to research the admissions and financial aid
processes and to study our retention and graduation rates. The task force recently completed its report and
has made several recommendations based on its findings. The findings were extremely helpful in drawing
attention to practices and areas of neglect that are potentially having a negative impact on our enrollments.
2. The University Relations Office conducted a survey of newly enrolled students to explore and assess our
marketing and advertising initiatives.
Againl
information was gathered that will greatly help us in our marketing
efforts next year. The Dean also hired a consulting firm to conduct a
brandinglimaging
study. The firm
interviewed the external public in general’ individuals who inquired and did not apply, individuals who applied
and did not
enrolll
current students’ alumni’ faculty and staff. The firm’s report has had a powerful impact on
the thinking of the administration and our admissionsl marketing and advertising people.
It
calls for some major
rethinking in how we portray ourselvesl the language we use in our publicationsl our curriculum design, and
identifying our market.
3. Over the past five years, the campus has been centralizing its admissions and recruiting efforts. Once all the
recruiting staff was brought under one umbrellal the Financial Aid office was joined with Admissions. Because
of a change in personnel, we now have the opportunity to move toward
the*”one-stop
shopping” model for
serving our students by combining the Registrar’s Office with Financial Aid and Admissions. Our desire is to
co-locate all these services along with the student accounts office on the ground floor of the building where it is
visible and convenient to students.
In
addition’ the co-location will allow for these services to expand their
office hours into the evening through cross training of personnel.
4. The hiring of a new Director of Enrollment Services has brought a level of competency and organization to the
student service offices that have already had a measurable effect upon our service to students. The
opportunity to hire new leadership in the Financial Aid Office also allows for the upgrading of that position’s
qualifications and services.
5. A side effect of the brandinglimaging exercise was the use of the consultants and information to redesign our
web site. We continue to see a greater percent of our potential students inquiring and applying through the
web site. We are excited about the new design and currently await the approval of a
tagline
before bringing the
new site up.
6. Some of the comments on the branding survey have made us step-up our plans to take a new look at the
exterior of the building and enhance the
signage
and the educational image of the place.
In addition to the work we are doing on marketing, recruitment, advertising, publications, the web site, and financial aid
we are looking toward academic program development as a crucial area to keep our enrollment healthy. The
Psy.D.
program is on schedule to have new students by fall 2004. We are exploring the MFA option along with the creation of a
policy institute centered on northwest issues such as tribal and environmental policy. The redesign of the Principalship
program, an MLA, an off-site BA program for graduates of the Early College program, and a potential Ph.D. program are
all initiatives found in the three-year plan.
Another priority in the strategic plan is to increase our non-tuition revenue. This year has been another building year for
our Development Office after suffering the tragic loss of Mel Jackson. Our new Dean of University Relations has been
enthusiastic and successful in building a foundation for long-term investment in the institution. We have increased the
number of the Board of Visitor members and have our first two fund raising events planned for next year. The Dean also
engaged the services of Alumni Finder and we have located current addresses on almost 80% of our alumni. This has
the potential to have a monumental impact on both our fund raising and recruiting since in the past we have only had the
addresses of about 25% of our alumni. One area where we continue to struggle with organization, structure, and staffing
is in continuing education. That unit should be a contributor to our excess revenue over expense, but struggles to
develop programs that break even. Clearly, this is an area where we need to turn
our
attention, as the unit should be
producing revenue, enhancing our visibility, and providing linkage with our alumni.
We are optimistic about next year as we work toward meeting the goals in our strategic plan. Although the budget is
tight, we hope to see new program development and changes in our recruitment, admissions, and marketing efforts that
will help us increase our enrollments and revenue base.
Toni Murdock
President
Antioch Seattle
2003-04 Budget Summary by Function
2000-01
Actual
2001 -02
Actual
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
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
2002-03
Budget
2002-03
Projected
–.-.—–
9,358,874
-1 02,648
9,256,226
18.143
162,555
0
0
384,149
9,821,073
315,000
504,900
10,640,973
4,061,243
0
1,049
1,057,243
806,802
2,584,082
1,387,078
195,937
10,093,434
396,428
10,489,862
151,111
286,103
0
155,000
0
-466,103
-25,000
176,111
Change From
2002-03 Budget
to 2002-03 Projected
Proposed
2003-04
Budget
———
10,114,25!
-80,OOt
10,034,25!
30,00<
253,474
1
(
370,014
10,687,74!
343,001
841,104
11,871,841
4509,503
c
2. ooc
1,389,011
921,184
3,006,261
1,451,857
271,925
11,551,741
370,106
11,921,847
-50,000
416,267
0
165,000
-1 75,000
-456,267
-50,000
0
Change From
2002-03 Projected
to 2003-04 Budget
Change From
2002-03 Budget
to 2003-04 Budget
Antioch Seattle
2003-04 Budget Summary by Category
2000-01
Actual
2001-02
Actual
2002-03
Budget
2002-03
Projected
Change From
2002-03 Budget
to 2002-03 Projected
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 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
Proposed
2003-04
Budget
Change From
2002-03 Projected
to 2003-04 Budget
$ %
--------- ----------
1,230,874 11.57%
Change From
2002-03 Budget
to 2003-04 Budget
Campus
Campus
Seattle
Campus
Seattle
Campus
Seattle
Campus
ANTIOCH SEATTLE
2003-04 Capital Budget
Buildings
Total Buildings
Building Improvements
Remodel Enrollment Svcs &
Admin Offices
Various Safety & Security
Total Building Improvements
Equipment
Computer Equipment
Total Equipment
Furniture & Fixtures
Ergonomic Chairs
Library Furnishings
Room 100 Furnishings
Various Furnishings
Total Furniture & Fixtures
Library Books
Total Library Books
Grand Total Capital Budget
Amount
Amount
Amount
79,000
Amount
10,000
10,000
15,000
15,000
Antioch Seattle
Tuition Rate Changes 2003-04
Program
--------
BA Completion
BA
Teachers Certificate
First Peoples' BATC
Stanwood
BATC
Psychology
Whole System Design
Management
Creative Change Redesign
Education
Educationfleacher Cert
Educationflc
MA
First Peoples'
MAEd
Organization Systems Ren
Northwest
Midwest
Environment & Community
Per Credit
Per Credit
Per Credit
Per Credit
Per Credit
Per Credit
Site Based
Full Time
Full Time
Full Time
Full Time
Per Credit
2002-03 2003-04
Rates Proposed % Change
---..---- -------- -------
345 360 4.35%
ANTIOCH SOUTHERN CALIFORNIA
2003-04 PROPOSED BUDGET
Antioch Southern California has done a remarkable job of adhering to sound and prudent financial management this past
year and will continue to do so in 2003-04. This year will be one full of many changes for the region, and so building a
budget to anticipate those changes has been a challenge. We hope to bring on a new president for the region in
September. Not knowing what that person will need or will want has been somewhat anxiety-ridden for us. We don't
want her or him to feel that we have tied their hands. However, the reality of our budget is quite clear - it is tight. We've
tried to anticipate some of the needs, but are certain that this budget will not meet all of them.
In addition to dealing with a new leader for the region, LA most likely will relocate within six months of the onset of the
new president's tenure. It was our hope to create a budget that had a surplus of roughly $300,000 to accommodate for
the relocation. Unfortunately, with all the competing interests, we have fallen short with only a surplus of $242,000
available for leasehold improvements at a new location. These funds are necessary in order to offset any shortfalls in
tenant improvement allowances from the future landlord and to cover the physical move itself. This relocation is a
considerable financial and operational challenge for us since we don't have cash to back us up.
Enrollments for 2003-04
Enrollment projections are always a tricky issue. No one wants to be entirely responsible (or accountable) for them. It
seems like everyone is always pointing a finger. This year we spent a great deal of time trying to involve all the parties
(admissions, program chairs, deans) in projecting realistic numbers that everyone could be comfortable with. In the fall
we took time in our campus governance meetings, community meetings and regional governance meetings to review
some financial models created by our CFO which gave us a pretty clear picture of what AUSC would look like in 3-5 years
if we continued on the path of no-to-little growth. Sharing this information with the community empowered people with
knowledge related to our future and permitted them to make wiser decisions. With this information as the backdrop, I
then began the dialogue with everyone about why an across-the-board enrollment increase of at least 3% is needed just
to keep pace with our expenses. After weeks of discussion and information gathering, we were able to convince most of
the units to grow their programs by more than 3%. Overall, regionally, we are projecting enrollment increases of 4.5%.
Tuition and Revenues for 2003-04.
Just as we approached the issue of enrollment growth, we did the same with tuition increases. In the past, we
implemented an across-the-board tuition increase for all programs. This year we were much more strategic and
systematic in our approach to setting tuition. Each program reviewed what their competitors were charging and how they
compared. We looked at financial aid packages and how the increases would impact the student budgets. In Los
Angeles, proposed tuition increases range from 5% to 10%. The 10% increase is specifically tied to the LA MA in
Organizational Management. The program found in its research that they were woefully behind most of their competitors
in the area and was therefore afraid of the message they were sending to prospects regarding the quality of our program.
In addition, the LA MAOM wants to make certain that the program looks competitive as it begins to explore the possibility
of offering an MBA program. In Santa Barbara, tuition increases range from 5% to 7.6%; for MA Education, a regional
program, the increase is 5% for both campuses.
Gross Tuition revenue is increasing to $12,861,849, (from $1 1,948,786 in 2002-03) with an increase in enrollment
projected at about 4.5% (budget to budget) over 2002-03. With enrollment running at 5% over budget YTD for the current
year, we feel this is a realistic target.
Total operating revenue is budgeted at $1 3,495,563, an increase of $1,308,244 (10.7%) over the 2002-03 budget.
Compensation
Improving the competitiveness of our salaries was a priority in the budget building process. We have accommodated a
4.2% salary increase for all employees (core faculty and staff), as recommended by the Compensation Task Group of the
BAC (Budget Advisory Committee) at a cost of $164,294 (including benefits). Adjuncts in Santa Barbara will receive a
$1 00 per course increase (only for 3+ unit courses). There is no increase budgeted at the LA campus for adjunct faculty
salaries, although this was put forth as a priority for faculty consideration in the 2004-05 budget
Work that began on the review of the faculty salary schedule concluded in January 2003. And all faculty salaries were
adjusted to a new Core Faculty Salary Schedule. Therefore, this adjustment to faculty salaries has been added to the
base budget of 2003-04. The annualized cost for this salary adjustment is $1 08,585 for LA and $54,293 for SB, including
fringe benefits.
We have projected a fringe benefit costs increase of 18% (mainly in medical costs) effective July
1,
2003.
Staffing
There is a very small increase in staffing with the net addition of a 0.5 FTE in Los Angeles and 1.36 FTE in Santa
Barbara. We're adding a % core faculty position at both campuses and adding 1% staff positions in Santa Barbara. Total
positions budgeted are 6.5 for the Region, 51.46 for LA and 29.90 for SB. It is worth noting that this includes a full-time
Development position in Los Angeles and a full-time Development position in Santa Barbara.
Program Development
Incorporated in this budget is $50,000 for the specific purpose of continuing to fund program development ideas for
increasing income streams for the region. In the 2002-03 budget, we had approximately $130,000 for this purpose. Two
programs which got funding in the 2002-03 budget to pursue new programs were the
MAOM
program in LA and the MAP
program in SB. The management program in LA used approximately $40,000 for market research and feasibility reports
towards pursuing a possible MBA program. The MAP program in SB used $20,000 to look at possibly offering a new
doctoral degree
(PsyD),
the only one in our region. Both programs made significant inroads in their program
development. However, neither had enough funds to conclude all research and make recommendations. We believe
these endeavors to be worthwhile and the market research should continue in 2003-04.
Significant Expenses
Operating cost increases include higher allocations for rent at the campuses ($66,000), instructional supplies (for course
readers at LA,
$40,000),
and advertising in LA ($22,000). AUSC would like to continue to increase advertising to keep
pace with growth in enrollment.
In accordance with the guidelines, we have budgeted:
Program contingency = $130,789
Campus contingency = $166,696
University Overhead = $1,003,477 ($857,938 plus salary and benefits for the president).
Depreciation expense = $1 24,752
Total operating budget = $13,303,021.
Chloe Reid
Acting President
Antioch Southern California
2003-04 Budget Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
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
~uxiliary
Enterprises
Total Operating Expenses
Excess Revenueover 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
2000-01
Actual
----------
9,841,415
-226,300
9,615,115
72,750
176,545
0
0
45,393
9,909,803
205,094
220,117
10,335,014
3,678,235
8,600
135,065
763,295
1,149,385
2,656,476
1,381,125
179,729
9,951,910
252,810
10,204,720
130,294
127,469
-1 00,302
8,513
35,680
94,614
2001-02
Actual
--------
10,911,863
-138,077
10,773,786
66,140
161,096
0
0
58,820
11,059,842
221,936
281,039
11,562,817
4,071,614
0
187,992
800,161
1,175,431
2,687,876
1,493,430
170,029
10,586,533
249,114
10,835,647
727,170
244,852
0
22,070
0
-115,138
151,784
575,386
2002-03
Budget
----------
11,492,460
-130,500
11,361,960
40,000
335,565
0
0
14,800
11,752,325
230,000
204,994
12,187,319
4,497,383
0
171,637
756,010
1,310,554
3,238,870
1,679,328
254,477
11,908,259
223,960
12,132,219
55,100
128,600
0
0
0
-100,577
28,023
27,077
2002-03
Projected
---------
I 1,948,786
-1 16,938
11,831,848
70,472
181,923
0
0
89,106
12,173,349
269,217
149,234
12,591,800
4,289,654
0
202,297
702,401
1,034,851
3,519,526
1,732,853
197,481
11,679,063
274,138
11,953,201
638,599
516,536
0
32,234
0
-119,813
428,957
209,642
Change From
2002-03 Budget Proposed
to 2002-03 Projected 2003-04
Change From
2002-03 Projected
to 2003-04 Budget
$ %
-------- ----------
Change From
2002-03 Budget
to 2003-04 Budget
Antioch Southern California
2003-04 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 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 Revenueover 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
2000-01
Actual
---------
10,335,014
4,942,445
1,119,519
169,353
65,712
30,307
232,762
1,083,096
1,338,962
54,563
208,759
1,954
0
0
11 0,894
1,219,832
-440,779
55,200
0
12,141
0
10,204,720
130,294
127,469
-100,302
8,513
0
0
35,680
94.61 4
2001-02
Actual
----------
11,562,817
5,247,542
1,428,487
156,194
71.223
44,195
299,912
935,281
1,365,064
39,205
203,503
23,366
0
0
0
900,000
0
0
0
6,537
115,138
10,835,647
727,170
244,852
0
22,070
0
-1 15,138
151,784
575,386
2002-03
Budget
----------
12,187,319
5,586,287
1,745,283
331,165
59,192
37,860
232,090
1,204,287
1,514,775
39,450
180,500
20,000
116,543
100,585
0
843,660
0
0
0
19,965
100,577
12,132,219
55,100
128,600
0
0
0
-100,577
28,023
27,077
2002-03
Projected
----.-----
12,591,800
5,357.761
1,446,528
334,003
63,455
37.860
272,722
1,135,035
1,539,158
44,550
215,251
25,178
500,000
843,660
0
0
0
18,227
119,813
11,953,201
638,599
516,536
0
32,234
0
-1 19,813
428,957
209,642
Change From
2002-03 Budget
to 2002-03 Projected
Proposed
2003-04
Budget
----------
13,495,56;
6,173,141
1,865,31!
328,151
48,44i
44,661
292,65<
1,223,221
1,602,151
53,551
218,001
8,632
130.78s
166,696
0
1,003,477
0
0
0
19,365
124,752
13,303,021
192,542
410,000
0
31,100
-123806
-124,752
192,542
0
Change From
2002-03 Projected
to 2003-04 Budget
$ %
---------- ----------
903,763 7.1 8%
Change From
2002-03 Budget
to 2003-04 Budget
Campus
Campus
ANTIOCH SOUTHERN CALIFORNIA
2003-04 Capital Budget
Buildings
Total Buildings
Building Improvements
Leasehold Improvements
Total Building Improvements
Campus Equipment
Southern CA Computer Replacements
Multi Media Equipment
Video Conference Systems
Total Equipment
Campus Furniture & Fixtures
Southern CA Furniture & Carper
Total Furniture & Fixtures
Campus Library Books
Total Library Books
Grand Total Capital Budget
Amount
Amount
300,000
Amount
55,000
20,000
20,000
Amount
15,000
Antioch Southern California
Tuition Rate Changes 2003-04
Program
--------
Los Angeles - BA Program
Los Angeles - MAP
Los Angeles - MAOM
Los Angeles - MFA Program
Los
Angleles - Teacher Cert
2002-03
Rates
Per Quarter
--------
3,845
4,080
4,080
4,730
3,925
2003-04
Proposed
Per Quarter % Change
------- --------
4,040 5.07%
4,365 6.99%
4,500 10.29%
4,960 4.86%
4,125 5.10%
Santa Barbara - BA Program 3,800 3,995 5.13%
Santa Barbara - BA Weekend 4,000 4,200 5.00%
Santa Barbara - MAP Program 3,950 4,250 7.59%
Santa Barbara - MAOM Program 3,950 4,250 7.59%
Santa Barbara - MAOM Weekend 4,150 4,350 4.82%
Santa Barbara - Teacher Cert 3,925 4,125 5.10%
ANTIOCH UNIVERSITY McGREGOR
2003-04 PROPOSED BUDGET
2002-03 Year-End Performance
This has been a very strong year for Antioch University McGregor. There are two major reasons for our successful
budget - continuous growth in the Teacher Education Licensure Program and the addition of a non-budgeted additional
cohort in the
M.Ed.
We simply had too many strong applicants to turn them away so we responded with a second cohort.
Other programs were on target or above, with the exception of a delayed start for the Community College Management
(CCM) program and the Graduate Management Program which did not offer a winter cohort for the first time. The CCM
program is on track to begin in July and we are currently conducting market research to strengthen the Graduate
Management Program. Additionally, the expense side of the budget benefited from delays in filling vacant faculty
positions.
Results of a Good Year
The overage in the budget allowed us to meet some critical needs at McGregor. First, we gave each faculty
member a $3,000 base raise, effective January 2003. We then determined that our entry salary for faculty will be
raised from the current $40,000 to $45,000. We have a long way to go in some cases related to salary, but this
was a very well received and appreciated boost for those individuals who make the difference to our learners. We
also gave raises to administrators, but at a lower level and not across-the-board. The target was to remain or
become competitive and to balance out some inequities.
We will be able to pay off the Ohio bond of approximately $220,000 early, saving McGregor interest fees and
lowering our debt level.
Renovations were made to the Sontag-Fels Building on the first floor and an unused wing of the second floor. This
greatly improved our appearance and created desperately needed additional office space.
Extensive renovations were made to the Kettering Building's five classrooms and the Student Lounge, and we will
add presentation technology to each classroom.
We will place some funds (to be determined) in a capital fund for a new building. We are simply out of capacity to
meet our needs or certainly to grow.
2003-2004 Budget
Enrollment and Revenue
The budget does not reflect enrollment growth, and in fact pulls back some in areas where we know the competition is
increasing. We have a few program areas that will require aggressive recruitment and others (Education) where we
cannot accommodate all applicants. As part of the current budget, McGregor has an academic planning team coming to
campus at the end of June to help us look toward areas where we can improve programs, possibly add new ones, and
create an atmosphere that allows faculty to be most effective. This will be a year of planning strategies for the future of
McGregor. Tuition will increase by 3%.
We continue to try to build our Development program. We have successful annual fund drives and public events such as
the Executive Spelling Bee. However, the current economy is not conducive to receiving many large gifts - although we
will keep trying!
The Classroom of the Future is operational and will likely become a source of revenue for us in the next year and
beyond - facilities rental, sponsorships, etc.
Operating Expenses
Much of the increase is the continuation of the higher salaries initiated in 2003 and a 3% raise for all non-union
employees. (Union salaries are set in their contract) After extensively studying teaching overloads, we added five new
core faculty positions to reduce an unmanageable demand on existing faculty and to improve quality. This will also
respond to the large increase in student numbers in Education. Because we made several capital improvements in the
current year, we hope to cautiously use depreciation to create a building fund. This will be the year we use the funds to
plan in detail for facilities expansion.
We are attempting something new in the Community College Management Program - providing a lower, more
competitive tuition for the market. We call the differential a "scholarship" named after a very well-respect woman leader in
community colleges, Dr. Carolyn
Desjardins,
who began the program now called the National Institute for Leadership
Development. We will raise some funds, but this approach allows us to meet the needs of current educators who simply
had "sticker shock" at the cost of our program. Once we get it off the ground, we firmly believe the program will sell itself.
Conclusion
The 2003-04 budget does not project new growth, but does include much of the enrollment growth experienced in 2003.
We are being conservative in our forecasts because the competition is increasing in some areas. However, the
education field is exploding and our expenses have gone up in order to accommodate the additional students. We
anticipate a good year for
McGregor
and look forward to working with the Board on building capacity (human and
facilities).
Barbara
Gellman-Danley
President
Antioch University McGregor
2003-04 Budget Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
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 Revenueover 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
2000-01
Actual
----------
4,960,989
-65,319
4,895,670
36,311
24,532
0
144,448
37,669
5,138,630
10,380
19,839
5,168,849
2,110,070
0
123,836
149,985
657,293
1,993,463
102,140
14,470
5,151,257
5,000
5,156,257
12,592
163,594
-163,594
0
0
0
0
12,592
2001 -02
Actual
.---------
5,097,582
-76,339
5,021,243
39,584
59,075
0
49,379
14,208
5,183,489
0
40,807
5,224,296
2,547,443
0
2,828
128,942
718,723
1,541,854
270,418
13,597
5,223,805
0
5,223,805
491
277,120
-45,065
16,818
-52,253
-166,076
30,544
-30,053
2002-03
Budget
---------.
5,578,243
0
5,578,243
80,000
14,000
0
0
16,050
5,688,293
0
0
5,688,293
2,945,393
0
0
20,000
832,044
1,591,248
285,608
14,000
5,688,293
0
5,688,293
0
99,550
0
18,445
0
-156,830
-38,835
38,835
2002-03
Projected
---.------
6,030,129
0
6,030,129
23,377
93,679
0
44,151
7,488
6,198,824
0
-1 1,324
6,187,500
2,931,000
0
0
52,984
856,160
1,554,000
286,863
17,506
5,69831
3
0
5,698,513
488,987
428,326
-44,362
237,445
0
-190,435
430,974
58,013
Change From
2002-03 Budget
to 2002-03 Projected
Proposed
2003-04
Budget
.--------
5,975,047
-15,001
5,960,047
80,oO.
64,996
c
56,006
15,856
6,176,895
0
65.060
6,241,95S
3345,287
0
50,060
20,000
968,803
I, 684,752
359,053
14,000
6,241,955
0
6,241,955
0
209,500
0
0
0
-224,974
-15,474
15,474
Change From
2002-03 Projected
to 2003-04 Budget
$ %
---------- ----------
Change From
2002-03 Budget
to 2003-04 Budget
Antioch University McGregor
2003-04 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 Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Con9
~epreciation
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
2000-01
Actual
----------
5,168,849
2,579,702
717,394
82,044
32,698
46,513
58,769
656,491
107,050
36,844
0
11,305
0
0
58,601
638,708
-232,258
34,200
0
328,196
0
5,156,257
12,592
163,594
-163,594
0
0
0
0
12,592
2001-02
Actual
----------
5,224,296
2,743,441
957,250
61,015
90,650
25,433
60,167
562,598
1 16,831
25,239
0
64,954
0
0
0
500,000
0
0
-150,000
151
166,076
5,223,805
491
277,120
-45,065
16,818
-52,253
-1 66,076
30,544
-30,053
2002-03
Budget
----------
5,688,293
2,901,234
920,119
131,493
150,099
33,968
58,790
685,369
28,336
21,740
0
7,983
56,493
0
0
412,061
0
0
0
123,778
156,830
5,688,293
0
99,550
0
18,445
0
-156,830
-38,835
38,835
2002-03
Projected
---------
6,187,500
2,940,207
937,249
82,482
142.637
20,489
60,819
608,783
53,659
15,953
0
9,210
0
100,000
0
412,056
0
0
0
124,534
190,435
5,698,513
488,987
428,326
-44,362
237,445
0
-1 90,435
430,974
58,013
Change From
2002-03 Budget
to 2002-03 Projected
$ %
--------- ---------
499.207 8.78:
Proposed
2003-04
Budget
--------
6,241,95:
3,076,871
1,016,30!
143'58;
140,251
31,33!
76,98;
667,851
58,75;
21,97!
(
9,92;
60,963
Â
Â
586,101
c
G
0
126,079
224,974
6,241,955
0
209,500
0
0
0
-224,974
-15,474
15,474
Change From
2002-03 Projected
to 2003-04 Budget
$ %
---------- ----------
54.455 0.88%
Change From
2002-03 Budget
to 2003-04 Budget
$ %
---------- ----------
553,662 9.73%
Campus
Campus
Campus
McGregor
Campus
Campus
Antioch University McGregor
2003-04 Capital Budget
Buildings
Total Buildings
Building Improvements
Remodel Restrooms
Remodel Student Services
Architect - new building
Total Building Improvements
Equipment
Printer Replacements
MainIBackup
Server
Classroom/Future
equipment
Total Equipment
Furniture & Fixtures
Faculty Office Furnishings
Total Furniture & Fixtures
Library Books
Total Library Books
Grand Total Capital Budget
Amount
Amount
7,000
2,500
100,000
Amount
10,000
10,000
70,000
Amount
10.000
Antioch University McGregor
Tuition Rate Changes 2003-04
Program
--------
Weekend College
Graduate Management
Management - Comm College
1MA
Classic
IMA Intercultural Relations
IMA Conflict Resolution
Education
2002-03
Rates
Per Quarter
2003-04
Proposed
Per Quarter
--------
2,862
3,584
3,584
1,723
1,723
2,841
3,322
% Change
--------
2.99%
2.99%
2.99%
2.99%
3.01 %
3.01 %
PH.D. IN LEADERSHIP AND CHANGE
2003-04 PROPOSED BUDGET
The academic year, 2003-04, will be the Ph.D. in Leadership & Change Program's second full year. In this short time,
much has happened. We will have 58 (projected) full-time students. We have recruited five nationally and internationally
recognized faculty in the fields of management, education, psychology, and political science. We have secured two multi-
year grants totaling $1 30,000 - one in community leadership development and one in the evaluation of community
services. We have pioneered, with success, the building and nurturing of a geographically dispersed learning community,
including a sustainable on-line virtual campus and intense at-a-distance faculty mentoring. We continue to grow at an
amazing pace, bringing creativity and quality, holding standards and rigor, and creating an excellent, innovative doctoral
program.
Projected income and expenses for 2003-04 are based on first-year experience as well as a conservative approach to
enrollment projections, both in terms of the new cohort size as well as attrition of continuing students. There is still some
educated guesswork involved, as we have no track record on attrition. However, I believe by 2003-04, we will have
reached the 'tipping point' in the program -- the critical mass of students and the essential founding faculty -- to recognize
the program is a reality here to stay!
I. REVENUE:
a) Annual Tuition will be $17,000, which represents a 3% increase. We have projected $989,750 in tuition-generated
revenue, representing a 59.6% increase over last year's actual revenue from tuition.
b) Tuition-derived revenue is calculated on a projected total of 58 FTE students. This is based on a new cohort of 25
FTE entering in Summer 2003, and a loss of up to 5 from the 38 continuing students, which would be
approximately 13% attrition.
c) There is a small tuition discount of $500 for each Cohort 1 student, totaling $4,500.
d) Grants and Other Income: This $62,957 represents the income from two small grants secured by the
Ph.D.
Program's outreach arm, The Leadership Institute. One grant, for community youth leadership development,
funded from the Pennsylvania-based Forum on the Future, continues into 2003-04, with income of about $36,000.
In addition, we will bring in $20,000 for the second part of a grant from the Santa Barbara County Mental Health
Department to evaluate the county's systems of care collaboration.
e) Total income for 2003-04 is projected at $1,052,687, representing a 77% change.
I. EXPENSES:
The largest Category of Expense in the Ph.D. Program is Salaries & Benefits. Let me explain what are in these lines.
CORE FACULTY
a) Core faculty salaries include a 3% increase for 2003-04.
Core Faculty: 5.25 FTE (1:ll ratio). Four full-time faculty (Elizabeth Holloway, Dick Couto, Jon Wergin, Peter
Vaill);
two
half-time
faculty
(Laurien
Alexandre
and
Carolyn
Kenny); plus one quarter-time faculty.
(Al
Guskin
works at .25 FTE, but is not charged to this program.)
ADMINISTRATIONISTAFF
Administration includes Program Director Laurien Alexandre (.50 FTE) and Staff AdministratorIRegistrar Vickie
Nig
hswander (1 .O FTE);
Other personnel and staffing include two Librarians (1.0 FTE & .25 FTE) paid by the Ph. D. program through
Antioch New
England;
a Registrar's Stipend; and, part-time office support for Vickie Nighswander.
NON-PERSONNEL EXPENSES
The largest non-personnel expense is projected for travel, at $70,000. Given our program's unusual delivery
model, travel is
actually
a cost of instruction. This covers the cost of participation for up to eight
facultylstaff
at
five residencies for a total of 25 days per person, as well as conference attendance and other travel by the
Director and
faculty.
In addition, guest faculty travel and
lodging
is included, although for far fewer days.
Travel
is estimated at $500 per trip, $130 a night hotel; and $50 for food each day.
Other large expenses are: Library acquisitionsldatabases $20,000; Advertising $1 0,000; Tech Support $10,000
(which is
included
in the Purchased Services line); Telecommunications $1,500
monthly.
University-wide includes $8,000 to McGregor for Financial Aid assistance; $5,000 for the University faculty
conference;
The program's overhead payment to the University is approximately $3,000;
Included is a $30,000 Contingency Reserve.
Laurien
Alexandre
Director
PhD in Leadership and Change
2003-04 Budget Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
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 Revenueover 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
Half Year
2000-01 2001 -02
Actual Actual
2002-03
Budget
----------
598,250
-5,500
592,750
0
0
0
0
0
592,750
0
0
592,750
592,750
0
0
0
0
0
0
0
592,750
0
592,750
0
0
0
0
0
-2,964
-2,964
2,964
2002-03
Projected
----------
620,275
-5,500
614,775
0
42,264
0
0
688
657,727
0
0
657,727
619,954
0
0
0
0
0
0
0
619,954
0
619,954
37,773
11,000
0
0
0
-2,720
8,280
29,493
Change From
2002-03 Budget
to 2002-03 Projected
Proposed
2003-04
Budget
---------
989,75
-4,50
985,25
62,95
I
4,481
I, 052,68
I
i
1,052,681
'989,731
1
62,95i
(
1
(
(
(
I, 052,687
(
1,052,687
c
0
0
0
0
-1,659
-1,659
1,659
Change From
2002-03 Projected
to 2003-04 Budget
$ %
---------- --.-------
369,475 59.57%
1,000 18.18%
370,475 60.26%
0
20,693 48.96%
0
0
3,792 551.16%
394,960 60.05%
0
0
394,960 60.05%
Change From
2002-03 Budget
to 2003-04 Budget
$ Yo
---------- ----------
391,500 65.44%
1,000 18.18%
392,500 66.22%
0
62,957
0
0
4,480
459,937 77.59%
0
0
459,937 77.59%
PhD in Leadership and Change
2003-04 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 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 Revenueover 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
Half Year
2000-01 2001-02
Actual Actual
-.-------- ----------
221,172
2002-03
Budget
----------
592,750
302,088
107,509
70,500
0
0
4,689
96,000
2,000
1,000
0
0
0
0
0
0
0
0
0
6,000
2,964
592,750
0
0
0
0
0
-2,964
-2,964
2.964
2002-03
Projected
----------
657,727
315,153
105,043
74,943
0
0
7,023
103,179
6,350
499
0
794
0
0
0
0
0
0
0
4,250
2,720
619,954
37,773
11,000
0
0
0
-2,720
8,280
29.493
Change From
2002-03 Budget
to 2002-03 Projected
$ %
-------.-- -------.--
64,977 10.962
Proposed
2003-04
Budget
----------
1,052,68
583,84
183,45.
96,501
I
t
12,001
119,10t
5, 001
50t
(
2,001
30,435
(
(
2,68l
c
c
Â
15,506
1,659
1,052,687
0
0
0
0
0
-1,659
-1,659
1,659
Change From
2002-03 Projected
to 2003-04 Budget
$ %
---------- ----------
394,960 60.05%
Change From
2002-03 Budget
to 2003-04 Budget
$ %
----.----- ----------
459,937 77.59%
PhD in Leadership and Change
Tuition Rate Changes 2003-04
2002-03 2003-04 Percent
Program Rates Proposed Increase
-------- ---- -------- --------
Tuition 16,500 17,000 3.03%
Total per Year 16,500 17,000 3.03%
ANTIOCH UNIVERSITY ADMINISTRATION
2003-04 PROPOSED BUDGET
Total expenditures for the University Administration are virtually unchanged from the level established in the 2002-03
budget. The Chancellor has emphasized the need to contain spending so that the overhead charged to the non-
residential campuses does not increase any faster than absolutely necessary. For the past seven years the University
Administration budget has decreased steadily as a percentage of total university revenue and has also decreased in most
years in absolute terms. The proposed 2003-04 operating expenses are
-$227,000
less than the actual operating
expenses of 1999-00.
The proposed budget for 2003-04 is $1,674,276. Of this total, $1,288,976 (77%) is salaries, wages, and fringe benefits.
The next single largest category of expense is Plant Maintenance for the operation of the Kettering Building including
maintenance, custodial costs and utilities.
MAJOR CHANGES
Because the total of expenses in the proposed budget is virtually the same as in the previous budget, the increases have
come about through internal reallocation. The budget proposes a 2% salary increase for all staff and absorbs the 13%
increase in medical costs. In addition, the salary adjustment authorized by the Board when Jim Craiglow was appointed
Chancellor will be reflected for the entire year. Staffing has not changed from the 2002-03 budget and no positions have
become vacant and no recruitment activity is contemplated.
Part of the additional costs to the budget were absorbed by transferring a higher proportion of the salary of the Vice
Chancellor for Development to the Capital Campaign. The University Administration will provide 45% (down from 58% in
2002-03) for the Vice Chancellor for Development in recognition of her concentration on the capital campaign in 2003-04.
Other areas of saving include not having to budget for a Chancellor's search or the costs of the NCA visit and review. In
addition, the Academic Assistant to the Chancellor position formerly held by Paul
Ewald,
which was budgeted for two
months in 2002-03, will remain unbudgeted in 2003-04.
As in 2002-03, the proposed budget reflects the shared services costs for Physical Plant, Human Relations, and
Information Technology and Business Services. These shared services units were established upon recommendation of
the Board's Stabilization Committee and operated throughout 2002-03. Each unit in Yellow Springs pays its proportional
costs of the service based upon various usage measurements.
The University Wide budget for 2003-04 shows an increase of $655,918 in Net Overhead for Central Operations. Much
of this increase is the result of a technical decision to budget the salaries of the non-residential campus presidents in the
University Wide account rather than at their individual campuses. Salaries for these positions are determined by the
Board of Trustees upon recommendation of the Chancellor and it is less disruptive to the campus budget preparation
processes if the subsequent adjustments can be handled centrally.
Glenn H. Watts
Vice Chancellor
University Administration
2003-04 Budget Summary by Function
2000-01
Actual
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
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 Revenueover 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
2001-02
Actual
----------
0
0
0
13,769
0
0
0
0
13,769
0
0
13,769
1,861,605
0
0
0
0
94,938
1,773,240
0
0
1,868,178
0
1,868,178
7,196
7,196
0
0
0
0
7,196
0
2002-03
Budget
----------
0
0
0
10,000
0
0
0
0
10,000
0
0
10,000
1,663,910
0
0
0
0
101,031
1,572,879
0
0
1,673,910
0
1,673,910
0
0
0
0
0
0
0
0
2002-03
Projected
----------
0
0
0
0
0
0
0
0
0
0
0
0
1,643,662
0
0
0
0
100,000
1,533,020
0
0
1,633,020
0
1,633,020
10,642
70,142
0
0
-59,500
0
10,642
0
Change From
2002-03 Budget
to 2002-03 Projected
$ %
--------- -----.,
Proposed
2003-04
Budget
---------
1
1
1
1
(
(
(
(
(
c
c
c
1,674,276
- 0
0
0
0
109,272
1,565,004
0
0
1,674,276
0
1,674,276
0
0
0
0
0
0
0
0
Change From Change From
2002-03 Projected 2002-03 Budget
to 2003-04 Budget to 2003-04 Budget
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 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 Revenueover Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Borrowing Proceeds
Principal Payments
Prior Year Reserves
Add back Depreciation
Total Cash Hems
Net Cash Basis Budget
2000-01
Actual
------.--
2,053,375
1,053,673
326,301
177,555
0
0
43,447
226,540
161,725
4
0
5,462
0
0
0
0
0
0
0
4,556
0
1,999,263
54,112
54,112
0
0
0
0
54,112
0
2001-02
Actual
----.-----
1,875,374
1,080,425
361,024
141,002
0
131
22,862
98,298
156,838
282
0
7,316
0
0
0
0
0
0
0
0
0
1,868,178
7,196
7,196
0
0
0
0
7,196
0
University Administration
2003-04 Budget Summary by Category
2002-03
Budget
---------
1,673,910
895,698
348,871
102,200
0
0
38,165
92,048
169,828
300
0
1,800
0
25,000
0
0
0
0
0
0
0
1,673,910
0
0
0
0
0
0
0
0
2002-03
Projected
-------
1,643,662
920,821
348,156
77,081
0
5,653
22,724
91,241
165,839
0
0
1,505
0
0
0
0
0
0
0
0
0
1,633,020
10,642
70,142
0
0
-59,500
0
10,642
0
Change From
2002-03 Budget
to 2002-03 Projected
$ %
--------- ----a
-30,248 -1.81'
Proposed
2003-04
Budget
--.-----.
1,674,276
Change From
2002-03 Projected
to 2003-04 Budget
$ %
---------- -.-------
30,614 1.86%
Change From
2002-03 Budget
to 2003-04 Budget
$ "/*
---------- ----------
366 0.02%
ANTIOCH REVIEW
2003-04 PROPOSED BUDGET
Our expense budget for 2003-04 is essentially the same as last year with increases only in the salary and benefits lines
and a small decrease in grant funds mandated by the Ohio Arts Council for a two year grant. We remain a bare-bones
budget operation with the bulk of our expenses going into a half-time salary for the editor, a 30 hr. per week assistant,
purchased services for design production and printing costs.
Our sales, endowment and miscellaneous income remain the same and we have made an application to the NEA for a
$20,000 grant (decision to be made in 2004). Additional grant and development support from the Chancellor's office will
be necessary to balance the budget. We raised more money in 2003 (against 2002) from the Friends of the Antioch
Review and hope to see those funds grow. We held two fundraisers outside Yellow Springs in Chicago and New York.
The
PENIAmerican
award, the Nora
Magid
Award for Magazine editing, was presented to me as Review editor, at Lincoln
Center on May
20,
2003 and represents significant international recognition for the magazine, its authors and Antioch
University. The PEN award was one of two career achievement awards given at the ceremony and is given every two
years to honor a magazine editor whose high standards and taste throughout his or her career, leant distinction to the
publication he or she edits.
Robert
Fogarty
Editor
Antioch Review
2003-04 Budget Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Gifts
Grants
Endowment Income
Contracts
Other Income
Total E&G Revenue
Auxiliary Enterprises
Released
FromRestrictions
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
2000-01
Actual
2001 -02
Actual
----------
0
0
0
19,489
3,084
10,162
0
10,432
43,167
57,383
0
100,550
0
0
127,950
0
0
0
0
0
127,950
0
127,950
-27,400
0
0
0
0
0
0
-27,400
2002-03
Budget
----------
0
0
0
57,495
2,993
9,500
0
6,700
76,688
56,000
0
132,688
0
0
132,688
0
0
0
0
0
132,688
0
132,688
0
0
0
0
0
0
0
0
2002-03
Projected
----------
0
0
0
35,512
2,993
9,468
0
9,918
57,891
54,290
0
112,181
0
0
131,508
0
0
0
0
0
131,508
0
131,508
-19,327
4,328
0
0
0
0
4,328
-23,655
Change From
2002-03 Budget
to 2002-03 Projected
Proposed
2003-04
Budget
----------
(
(
(
62,981
2,751
9,5m
(
7,001
82,231
56,001
(
138,231
c
c
138,231
c
1
c
c
c
138.230
c
138,230
0
0
0
0
0
0
0
0
Change From
2002-03 Projected
to 2003-04 Budget
Change From
2002-03 Budget
to 2003-04 Budget
Antioch Review
2003-04 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
ContingencyIRese~es
Campus Contingency, Mandatory
Campus 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
2000-01
Actual
----------
121,327
50,265
24,045
4,441
0
0
-2,363
52,647
0
0
0
0
0
0
0
0
0
0
0
0
0
129,035
-7,708
0
0
0
0
0
0
-7,708
2001 -02
Actual
---------
100,550
51,978
27,680
569
0
0
-2,684
50,407
0
0
0
0
0
0
0
0
0
0
0
0
0
127,950
-27,400
0
0
0
0
0
0
-27,400
2002-03
Budget
--------
132,688
51,300
29,613
2,200
0
0
-2,575
52,150
0
0
0
0
0
0
0
0
0
0
0
0
0
132,688
0
0
0
0
0
0
0
0
Change From
2002-03 Budget
2002-03 to 2002-03 Projected
Projected $ %
-------- -------- -------
112,181 -20,507 -15.46'
Proposed
2003-04
Budget
Change From
2002-03 Projected
to 2003-04 Budget
$ %
---------- ----------
26,049 23.22%
Change From
2002-03 Budget
to 2003-04 Budget
s %
---------- ----------
5,542 4.18%
WYSO RADIO
2003-04 PROPOSED BUDGET
2002-03 ACCOMPLISHMENTS AND CHALLENGES
This year, WYSO Public Radio celebrates 45 years of service to Ohio's Miami Valley. In many regards, its history and
evolution parallel the growth and development of the public radio industry in the United States.
WYSO is among the
213
of all public radio stations in America that are licensed to universities and colleges. Many of
these stations were in existence prior to the adoption of the Public Broadcasting Act of 1967 and the subsequent creation
of the Corporation for Public Broadcasting (CPB) and National Public Radio (NPR). During its first 15 years, WYSO was
a relatively low-power station, which did not broadcast
24/7,
offering highly idiosyncratic and eclectic programming,
predominantly hosted by volunteers from the immediate Yellow Springs community, as well as students and staff at
Antioch College. The patchwork schedule was highly inconsistent. Often as not, completely different programs were
broadcast each day at the same hour
(e.g.,
a given time slot across the week might feature reggae on Monday, folk on
Tuesday, polka on Wednesday, etc.). Such diversity was treasured by some and, at times, was responsible for the
creation of some very original radio. Nevertheless, WYSO was a decided oddity with a small listenership.
Most public radio stations can tell similar stories.
In the early
1970s,
WYSO became a
"CPB
qualified" station, eligible to receive federal funds via annual operating support
grants. In 1973, the station became an NPR member station, adding the flagship newsmagazine, All Things Considered,
to its daily schedule. It hired its first, full-time professional general manager,
JoAnne
Wallace (now general manager of
San Francisco's KQED-FM, one of the most successful public radio operations in the U.S.). Over the course of the next
15 years, WYSO continued to evolve. For most of this time, federal funding was covering a far more substantial
proportion of expenses at stations than it does today. The NPR member station system began to grow along with the
development of high quality programs at stations and the network.
By the early 1 980s1 political shifts in Washington and technological changes around the globe began a period in which
federal funding decreased, the broadcast marketplace is massively deregulated, and competition for the attention of
audiences increased exponentially. These trends have continued with little interruption.
In the late
'80s,
WYSO1s
general manager came to the conclusion that the station's audience would be better served by
adding
NPR1s Morning Edition (a program that had been available to member stations since 1979) to its daily schedule.
In so doing, a sizeable number of community and college volunteers -who were hosting morning drive-time bluegrass
programming - were removed from the air. In its extreme, the action brought forth death threats and sugar in the gas
tank of the individual responsible for making the decision (there was even a moment when an irate listener was waiting
outside the station's doorway with a baseball bat).
Each manager to follow made similar evolutionary choices. In practically every instance, these moves were greeted with
outcries that WYSO was abandoning its community focus, becoming "cookie cutter" public radio, etc. It is notable that
when groups formed to protest at these moments, they were often led by the same individuals.
The last decade of
WYSO1s
history evidences an era of significant change and challenge at the station and in all of public
radio:
In 1993, WYSO boosts its signal from 11,000 to 37,000 watts. This single act made it the dominant public radio
signal in the
DaytonIMiami
Valley region (the
58th
largest radio market in the U.S., with a present day population
base of over 1 million persons).
WYSO1s
broadcast radius is approximately 45-miles, with a signal extending from
the western suburbs of Columbus to the eastern suburbs of Cincinnati, and about as far north to south.
At the same time, Antioch University's Board of Trustees transfers WYSO1s oversight from Antioch College to the
University Administration. The station's explicit charge was to become a self-sufficient entity.
18 months later, the leadership of the 104th Congress declares that public radio and television stations should be
self-sufficient, and its intent to eliminate all federal funding to public broadcasting within three fiscal years.
(Though the effort failed, federal funding was cut back and did not rise in proportion to industry growth in the years
thereafter.)
Prior to this "federal funding crisis," CPB-qualified stations were not required to achieve any particular standards to
continue receiving annual operating grants. In response to issues raised during the crisis, CPB instituted a new
performance standard for stations. The idea being that if a given station was to receive taxpayer dollars, it ought
to be able to achieve some nominal performance benchmarks. In early 1996, when the formulas were run on the
then-approximately 650 public radio stations nationwide, WYSO was one of about 30 that were underperforming.
These stations were charged to take action to address this situation or face having federal funding cut-off. Had
this occurred, WYSO might not have been able to continue. Certainly, some consideration was given to selling the
station. At least one serious offer was put forward by a nearby public radio station. Fortunately, WYSO became
the beneficiary of a CPB-funded project to help "at
risk
stations to identify operational deficiencies and make
corrections.
In this pressurized moment, WYSO management professionally analyzed the station's service and identified weak
programming that made it difficult for the station to achieve
CPB1s
standards, let alone the fiscal mandates of the
University Trustees. Several programs were slated for cancellation and the general manager consulted with the
relatively new WYSO Resource Board (then known as the WYSO Board of Overseers). It was understood that
regardless of a general desire to present certain programming
and/or
its
"ideo~ogical"
fit, WYSO (like all other
public radio stations) exists in a hybrid funding environment that does not allow it to operate completely absent the
realities of the marketplace. The dynamics of "listener sensitive
income"
require that stations deal with more than
just the concept of programming.
,
Despite the context in which these decisions were made and the advance notification provided, when Pacifica
Network News (PNN) and several other programs were removed from the schedule, a small, but vocal protest
group formed (the Committee to Preserve WYSO as Community Radio), which eventually managed to reverse
some programming changes. Listenership and support for these programs did not improve, however, even when
efforts were made to try them in different time slots. (Unrelated, the Pacifica network eventually suffered its own
internal crisis that brought its affiliate roster from 63 down to a handful and PNN to go out of production, which
accounts for Pacifica's eventual departure from
WYSO's
airwaves.)
In late 1998, WYSO's current management was hired, The at-risk project concluded, with WYSO achieving the
new CPB performance benchmarks. The charge of Antioch and the WYSO board was to "take the station to the
next level." In my first month on the job, when asked by the station's on-air volunteers what changes I intended to
institute at WYSO, I responded that I did not intend to do anything right away. The station had just come out of a
crisis period and I wanted to take the opportunity to analyze the station, assess the marketplace, and take the time
necessary to determine how WYSO could best grow. I also told the volunteers that the broadcast landscape had
and would continue changing dramatically. The days of AM and FM only were over. Cassette and CD players had
already diverted audiences away from radio listening. New technologies would make the competitive environment
ever more intense. Although not on the radar screen of many average consumers then, I cautioned that in a few
years MP3 players, CD burners, satellite radio, Internet streaming, and other forces would make operating a
station of
WYSO's
size more and more difficult. The massive media consolidations then taking place as a result of
the adoption of the 1996 Telecommunications Act would put added competitive pressures on WYSO. I also said
that WYSO would face significant difficulties in trying to serve as many discrete constituencies as it was doing if it
did not improve the overall production standards of everything it broadcast.
Three and a half years later, after extensive analysis as well as consultation and discussion with the University
administration and the Resource Board about
WYSO's
problem areas, a decision was made to strategically
eliminate 14 hours of programming. Once again, the station was confronted by a relatively small, but vocal protest
group. Using
WYSO's
name, this unregistered organization conducted activities intended to do economic damage
to the station. Attempts to productively engage the group's leadership and their concerns were unsuccessful.
The situation for the station was greatly worsened by a very weak and uncertain economic climate where
not-for-
profit fundraising in some sectors declined in excess of 20 percent. As the stock market entered its third year of
decline and businesses felt less certain about their futures, we struggled to bring membership and underwriting
revenues to what should have been reasonable expectations. The federal budget also became a concern
because of possible cuts in the appropriations to the CPB. Stations receiving state funding have experienced
considerable cutbacks (six separate rescissions of Ohio state funding resulted in a 22% loss of State funds for
WYSO).
Costs have continued to rise and there will be significant outlays in the next several years. The largest of these will
be the costs of conversion to, and continued operations of, a fully digital radio station, including transmission via
HD Radio. Last year the Federal Communications Commission issued a standard for digital transmission. Unlike
the digital conversion mandates to television stations, there is no date-certain by which radio must be broadcasting
a digital signal. Stations are welcome to begin broadcasting an IBOC (or HD Radio) signal immediately (quite a
few already are). Upon adoption by a given station, radio's digital transmission standard requires all stations to
broadcast both an analog and a digital signal for the foreseeable future. Besides the one-time conversion costs,
the costs of ongoing maintenance and power consumption will be significantly higher. It is believed the
marketplace will determine the
timeline
for conversion. However, it should be understood that since ownership
consolidations, the Dayton market has two major companies owning most of its radio stations. Digital conversion
at each company's Dayton properties will likely come about on a marketplace basis
(i.e.,
Clear Channel would
convert all of its Dayton stations at the same time). Should most of Dayton's radio stations convert over the course
of a relatively short time span and listeners significantly adopt the new digital receivers, stations like WYSO would
be forced to convert quickly or be at a competitive disadvantage.
WYSO1s
achievements over the past several years are too numerous to list here, but a list is available upon request. On
this list are several items that demonstrate that the station is, in fact, at the next level from where it had been in the
aftermath of the federal funding crisis, The quality of its programming schedule, professionalism of its staff, and the
advancements made in its internal business, production, and broadcast operations have all contributed to these
WYSO1s
successes.
WYSO has evolved and matured; it is not the station it once was.
The problem is that the station has been given the charge to be the best possible public radio station it can be in service
to the Miami Valley, but is then asked to accommodate activities that either run counter to or significantly distract it from
that mission. Discussions often strongly suggest that the University may not be fully aware of the value of the WYSO
asset and how it can be of optimal service to the institution. Some institutional actions suggest a thinking about WYSO
that is predicated upon an image of what the station was 20+ years ago.
Last year International Communications Research conducted the first national study exploring the community service link
between university stations and their licensees. Results of the research show unequivocally that universities have a
valuable asset in their public radio stations. Specifically, the relationship between universities and their public radio
stations is viewed by both NPR listeners and the general public in an extremely positive light. The university relationship
is also perceived as a valuable community service. Moreover, the university's own image is strengthened when listeners
become aware of this unique relationship.
In fact, 82% of adults polled believe that universities and colleges that are affiliated with a public radio station provide a
community service because of the relationship. In addition, 67% of adults polled and 80% of NPR listeners believe that it
is either a "good" or "excellent" fit with the educational mission of a university to be associated with a public radio station.
The WYSO collaboration facilitates
Antioch's
public interest mission of advancing education, supporting culture, and
fostering an active citizenship through an informed public. In this important respect, the station and the university are
both dedicated to life-long learning. Both seek to engage people and enhance progressive thought and action by
creating a more informed public.
As one of the more than 400 public radio stations licensed to universities across the nation, WYSO Public Radio is part of
a mosaic devoted to the presentation of ideas -whether news or cultural -that engage audiences and enhance the
connections between people. Through the partnership, Antioch University is a contributing member station of this
nationwide network of high quality public broadcasters.
These are the very sentiments embodied in
WSO's
mission statement:
WYSO is a non-profit, public radio station broadcasting to the people of the Miami Valley. WSO seeks to
create an informed public with a fuller understanding and appreciation of local, regional, and global
events, ideas, and cultures. WYSO contributes to our daily lives by providing educational, informational,
and entertainment programming that develops civic responsibility vital to our democratic society.
By any measuring stick, WSO is fulfilling its mission better than ever. However, it cannot long accomplish this without
the resources necessary to sustain this level of service, let alone complete digital conversion while continuing to develop
consistent, high quality local features and productions. If the station cannot continue on this growth path, it will be a
terrible shame as the station has come such a long way. WYSO is now heard by its largest, most consistent audience
ever. It is by far the region's most listened to public radio station. Throughout southwest Ohio and around the globe on
the Internet, WYSO is known as a service of Antioch University. The extraordinarily positive image the station conveys
through its programming and other services is a significant benefit to Antioch. The in-kind support the institution provides
certainly makes it possible for the station to create exceptional programming and provide excellent services. The
financial support the institution provides in these difficult times preserves the station's advances, while giving it an
opportunity to strategize appropriately and resume its path of self-sufficiency.
2003-04 PROPOSED BUDGET
At this writing, the station is running a deficit. However, I believe it is very likely to be lower than last year's deficit (with all
efforts being made to close out the fiscal year with a deficit of no more than $80,000). It must also be emphasized that
the foundational elements for returning to balanced budgets are in place and already demonstrating results
WYSO1s
Fall 2002 On-Air Membership Campaign raised $1 54,458. The Spring 2003 On-Air Membership Campaign was
an all-time record-breaking success for WYSO. Normally scheduled to take place during March, this year's drive was
postponed for a month so that WYSO could be flexible in its ability to present breaking coverage of the war and related
events in Iraq. The station raised $187,700 and exceeded its overall goal of $175,000. Notable is the fact that
WYSO's
average pledge rose substantially to over $104 (up from $97).
Also of note is that the total above does not represent the final figure for the Spring 2003 campaign. WYSO traditionally
has two renewal mail drops after its Spring and Fall campaigns. Accordingly, we anticipate at least another
$15-20K
in
revenue that will be added to the Spring campaign total.
A separate revenue stream WYSO receives comes from funds pledged each fall campaign period by federal employees
via the Combined Federal Campaign (CFC). The quantity of CFC-pledged funds is neither known nor available until the
following February or March. CFC funds pledged during the Fall 2002 campaign totaled just over $40,000.
Despite achieving our on-air campaign goals,
WYSO's
gift revenues are not likely to achieve budgeted goals for the
current fiscal year. We are projecting $349,426, which is
-$65,574
(-15.8%) below the gifts revenue budget The weak
economy has certainly impacted this situation. As well, telemarketing that had previously helped bolster gift revenues is
down significantly, due to changes in the Ohio laws regulating how telemarketers may operate.
It is also reality that program changes made during the past year have impacted gift revenues. This has happened every
time WYSO (or any public radio station) adjusts its schedule. Over the course of the past year, the station has witnessed
many who initially withheld pledges returning as financial supporters. Many of these will either comment that, in fact, they
have had to admit that the new schedule is better, that WYSO is still "the best station around," etc. Comments on a
dramatic number of the Spring 2003 pledge forms more than substantiate a general perception that the station has never
been more highly regarded among its listeners. This synchs with the most recent Arbitron radio data, which indicates that
WYSO's
listeners are listening to the station more than at any time in its history.
Regarding business underwriting of WYSO and its programming, the goal for the current fiscal year is $234,025. At this
writing, the station has secured signed contracts totaling $173,811 (just over 74% toward goal).
WYSO's
Development
Department believes that another $10-15,000 of business is probable before the close of the fiscal year. Many
prospective clients and advertising agencies have told WYSO that they wish to place business with the station but, due to
the uncertain economic climate, they are holding off until there are signs of a stronger economy.
For the coming fiscal year, WYSO has budgeted major revenue streams producing as follows:
Gifts (listener support) $470,000
Federal Grants (CPB) 117,000
State Grants (OETNC) 40,000
Underwriting 275,000
Other Income 33,500
TOTAL $935,500
While WYSO could create a budget based upon the current level of revenues, such a budget would necessitate dramatic
changes at the station. These changes would fundamentally reverse many of the advances WYSO has made over the
past decade and would produce short-term solvency at the expense of long-term stability. Simply put, WYSO would likely
need to cancel several programs, including Marketplace and The World, perhaps World Cafe and the BBC World Service.
As well, the station would likely have to layoff staff members.
The two largest cost sectors for WYSO are, and will likely remain, staff salaries and the fees the station pays to acquire
programming from NPR and PRI. Salaries and Wages reflect a 2% salary increase and the savings from holding an on-
air position vacant. The net effect of these two actions is a reduction of
-$15,706.
Our budget-to-budget change shows
an increase because our 2002-03 salary and wage costs were incorrectly stated in the budget. Costs for programming
supplied by NPR, PRI and others will be $220,000 in 2003-04. The additional contract costs explain most of the increase
in the Business Services Category.
Management believes that a major capital campaign will need to be organized and conducted within the next two years to
allow WYSO to keep pace with the radio broadcast industry, remain competitive within the public radio community, and
have the funds, above and beyond general operating expenses, to protect the University's investment in, and the asset
that is, WYSO.
It is also critical that WYSO explore options for partnerships that will allow it to share resources and create efficiencies.
Though WYSO, like other public radio stations, continues to provide a strong and robust broadcast service, difficulties of
the moment and longer term competitive challenges demand a full and complete analysis of opportunities the station has
to preserve its gains and expand in the future. To this end, the Vice President for Radio at the Corporation for Public
Broadcasting will be working with me on a trip he will make to Dayton in the near future to facilitate a market discussion
between WYSO, WDPR and, potentially, other stations to determine what opportunities exist to best help Miami Valley
public radio achieve the mandates of their respective licensees, while fulfilling the mission of public broadcasting for the
community.
Steve
Spencer
General Manager
WYSO
2003-04 Budget Summary by Function
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
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
~uxiliary
Enterprises
Total Operating Expenses
Excess Revenueover 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
2000-01
Actual
2001 -02
Actual
----------
0
0
0
450,009
169,067
0
0
330,820
949,896
330
6,159
956,385
0
0
1,014,451
0
0
0
31,639
0
1,046,090
0
1,046,090
-89,705
6,491
0
15,162
0
-31,639
-9,986
-79.719
2002-03
Budget
---------
0
0
0
415,000
170,294
0
0
274,025
859,319
500
0
859,819
0
0
853,240
0
0
0
0
0
853,240
0
853,240
6,579
21,846
0
15,168
0
-30,435
6,579
0
2002-03
Projected
----------
0
0
0
349,426
172,031
0
0
215,140
736,597
240
0
736,837
0
0
855,034
0
0
0
0
0
855,034
0
855,034
-1 18,197
0
0
15,175
0
-22,683
-7,508
-1 10,689
Change From
2002-03 Budget
to 2002-03 Projected
Proposed
2003-04
Budget
----------
I
I
I
470,001
157,001
(
(
308,50(
935,50(
i
i
935,50(
1
(
904,727
c
Â
c
c
c
904,727
c
904,727
30,773
8,250
0
15,100
0
-13,000
10,350
20,423
Change From
2002-03 Projected
to 2003-04 Budget
$ Yo
Change From
2002-03 Budget
to 2003-04 Budget
$ %
WYSO
2003-04 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 Contingency, Discretionary
Liquidity Reserve
Overhead
To the University
Rebates from the University
Subsidy from Adult Campuses
Subsidy from Overhead
Other (Intercampus Agree & Univ Con9
~e~reciation
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
2000-01
Actual
-------.--
918,999
258,026
79,885
20,905
0
198
13,929
318,679
45,797
12,465
0
106,219
0
0
0
0
0
0
0
10,871
0
866,974
52,025
4,559
0
55,162
0
0
59,721
-7,696
2001-02
Actual
-.---.----
956,385
325,969
102,540
22,539
0
0
11,730
355,263
55,355
9,143
0
131,912
0
0
0
0
0
0
0
0
31,639
1,046,090
-89,705
6,491
0
15,162
0
-31,639
-9,986
-79,719
2002-03
Budget
--.-------
859,819
301,877
105,272
28,277
0
500
14,345
31 1,865
49,369
8,800
0
2,500
0
0
0
0
0
0
0
0
30,435
853,240
6,579
21,846
0
15,168
0
-30,435
6,579
0
2002-03
Projected
----------
736,837
338,706
1 1 1,034
9,608
0
0
3,663
31 1,345
45,234
6,011
0
6,750
0
0
0
0
0
0
0
0
22,683
855,034
-118,197
0
0
15,175
0
-22,683
-7,508
-1 10,689
Change From
2002-03 Budget
to 2002-03 Projected
Proposed
2003-04
Budget
----------
935,50C
323,696
127,656
18,000
0
200
14,100
350,750
50,250
6,575
0
500
0
0
0
0
0
0
0
0
13,000
904,727
30,773
8,250
0
15,100
0
-13,000
10,350
20,423
Change From
2002-03 Projected
to 2003-04 Budget
$ %
---------- ----*-----
198,663 26.96%
Change From
2002-03 Budget
to 2003-04 Budget
$ Yo
---------- ----------
75,681 8.80%
WYSO
2003-04 Capital Budget
Buildings
Total Buildings
Building Improvements
WYSO Wing Renovations
Total Building Improvements
Equipment
Computer Equipment
Total Equipment
Furniture & Fixtures
Total Furniture & Fixtures
Library Books
Grand Total Capital Budget
Amount
Amount
3,500
Amount
4,750
Amount
Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
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
2000-01
Actual
70
0
70
0
123,194
-1 14,418
0
621,923
630,769
0
553,336
1,184,105
617,131
-29,853
0
0
405,714
0
368,325
2,920,157
123,194
3,787,537
0
3,787,537
-1,986,301
24,987
0
84,124
0
-2,920,157
-2,811,046
824.745
2001-02
Actual
----------
0
0
0
150
82,258
-148,928
0
-1,835,021
-1,901,541
0
725,944
-1,175,597
512,892
-39,982
0
0
324,095
0
1,054,496
234,857
82,258
1,655,724
0
1,655,724
-2,318,429
10,383
0
124,124
0
-234,857
-1 00,350
-2,218,079
University Wide
2003-04 Budget Summary by Function
2002-03
Budget
----------
0
0
0
0
125,000
176,920
0
182,000
483,920
0
553,711
1,037,631
536,090
0
0
0
59,765
0
1,166,811
222,145
125,000
1,573,721
0
1,573,721
0
80,000
0
124,118
0
-222,145
-18,027
18,027
Change From
2002-03 Budget
2002-03 to 2002-03 Projected
Projected $ %
---------- ---------- -----.----
Proposed
2003-04
Budget
-.---.---.
c
c
c
30, OOC
1 25,OOC
180,001
1
157.20C
492.2W
0
481,831
974,031
1,192,008
- 0
0
0
62,581
0
1,773,122
205,245
125,000
2,165,948
0
2,165,948
91
81,218
0
124,118
0
-205,245
91
0
Change From
2002-03 Projected
to 2003-04 Budget
$ %
---------- -.-------
Change From
2002-03 Budget
to 2003-04 Budget
$ %
---------- ----------
University Wide
2003-04 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
ContingencyIRese~es
Campus Contingency, Mandatory
Campus 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
2000-01
Actual
----------
1,801,236
350,255
142,157
129,587
0
0
16,278
429,102
77,003
119,926
0
5,569
0
-50,000
-490,031
0
0
0
0
137,534
2,920,157
3,787,537
-1,986,301
24,987
0
84,124
0
-2,920,157
-2,811,046
824,745
2001 -02
Actual
----------
-662,705
349,258
132,156
212,102
0
0
5,892
485,100
78,686
80,803
0
4,613
0
0
0
0
0
0
0
72,257
234,857
1,655,724
-2,318,429
10,383
0
124,124
0
-234,857
-100,350
-2,218,079
2002-03
Budget
2002-03
Projected
Change From
2002-03 Budget
to 2002-03 Projected
Proposed
2003-04
Budget
Change From
2002-03 Projected
to 2003-04 Budget
Change From
2002-03 Budget
to 2003-04 Budget
$ %
---------- ----------
592.318 37.64%
UNIVERSITY-WIDE
2003-04 Capital Budget
Land
Buildings
Total Buildings
Building Improvements
Parking Lot Resurfacing
Replace Roof - Kettering BIdg Addition
Total Building Improvements
Equipment
Replace UPS Power Units
Workstation Replacements
Total Equipment
Furniture & Fixtures
Vehicles
Library Books
Grand Total Capital Budget
Amount
Amount
Amount
Amount
Amount
Amount
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
(Antioch Education Abroad)
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
IMA
Weekend Program
Intercultural Relations
INSTRUCTION
(Confd):
Conflict Resolution
Environment & Community
Fine Arts
PhD
in Leadership & Change
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
ArchiveslAntiochiana
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
Infirmary
Counseling
STUDENT SERVICES Cont'd:
Security
Student Loan Office
Community Government
INSTITUTIONAL SUPPORT:
Chancellor
Trustees
ProvostIPresident
Fiscal Operations
Business Operations
General Administration
Central Services
Personnel
Alumni
DevelopmentIAdvancement
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
HousinglBookstore
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
HonorariaIStipends
Information & Communications
Memberships & Dues
Printing
PostageIFreight
AudioNisual
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)
Â¥RESAL
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
OverheadlRebate
University Conference
College Fund
Operation Subsidy
Inter-Campus Agreements
