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-61-
ANTIOCH
UNIVERSITY
Ph.D. in
LEADERSHIP
&
CHANGE
-62-
PH.D. IN LEADERSHIP AND CHANGE
2006-07 YEAR END PROJECTION
2007-08 PROPOSED BUDGET
2006-07 Summary
The PhD in Leadership &Change had an extremely successful year on all scores. It
will be ending the year approximately $150,000 excess revenue over expenses. We
have not had one single student withdraw from the program in the new cohort which
entered in summer 2006. We are in the process of admitting Cohort 7 and, at the
writing of this, we have had close to a 20% increase in applications.
We expect to have a dozen students graduate over the course of the annual term.
We continue to receive extremely high evaluations from our students in terms of their
satisfaction with the program. Over 15 PhD students presented at this year’s
International Leadership Association national conference. The program’s faculty
continue to be engaged, productive and highly satisfied. Two examples of scholarly
productivity: Jon Wergin’s new book, Leadership in Place and Dick Couto’s edited
collection on Leadership. The program was highlighted by the Ohio Board of
Regents as an exemplar of rigorous ‘non-traditional’ doctoral study on a panel at the
national conference of State Higher Education Executive Officers. The program is
specifically highlighted as a “paradigm shifting innovation” in an Educause article
(June/July 2007).
FY 2008 Budget
I. ENROLLMENTS AND REVENUES FOR 2007-08
Budget Narrative Assumptions
• Tuition is projected at $19,600, which is a 5% increase over 2006-07.
• Enrollment projection at the beginning of the annual term is projected at 108FTE
(125HC). This figure assumes a 10% attrition of continuing students from 2006
07 and 25 new students in incoming Cohort 7. It also assumes the following
pattern of FTE per quarter (although students enroll for a full term, we have
graduates and withdrawals throughout the year: 108 (Summer); 105FTE (Fall);
103FTE (Winter); and 95FTE (Spring).
Tuition ($19,600, a 5%increase)
Fees ($300×15 grads=$4,500; $75x50apps=$3,750)
Total tuition-generated
OTHER INCOME CATEGORIES
Release from Restricted (PL Institute Higher Ed)
$2,013,900
$8,250
$2,022,150
$56,243
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II. EXPENSES
Salaries:
• There is a projected 4% increase for faculty and staff salaries. This makes the
annual full-time Core Faculty salary for 07-08 at $987,637.
• Some changes in the Faculty line from 06-07:
– AI Guskin’s status with the university changes: he will now only work 50%
time, but that will all be in the PhD Program so the program picks up salary
and benefits. His salary is covered by the restricted funds (released from
restricted)
– A national search will be underway for a new Core Faculty member to begin
in Summer 2008.
– Carol Baron, who covers the program’s statistics, teaching and mentoring,
becomes a half-time Associate Core Faculty member with an annual contract
in 07-08.
• I continue to be paid 50% from PhD Program and 50% from the University
Academic Administration line. Of the 50% in the PhD Program, half is for faculty
and half is expensed to the administration line.
• Jane Garrison continues to be paid 50% from PhD Program and 50% from the
University Academic Administration line.
$45,000
$37,000
$16,000
$10,000
$15,000
$27,500
Non-Personnel Expenses:
Travel $130,000
11 people (on 6 trips) at 30days = 330 nightsat @ $150 hotel pernight = $49,500
11 people (on 6 trips)-= 66trips x @ $500 plane = $33,000
330 days x $50 per diem = $16,500
Miscellaneoustravel bydirector,forguests to residencies,conferences= $30,000
Total comes to $129,500(so Irounded to $130,000)
Subscriptions
Towards library acquisitions at ANE, was $40K in 06-07.
Purchased Services (Whatlf Networks) $50,000
Local Meetings $30,000
This covers food and other costs at residencies, which was
approximately $30K in 06-07.
Professional development
Reflects $2000 for 6 FT Core, and $1,000 for .50 Core.
Consulting
Blair-$18,OOO(alumni,scholarships,newsletter);
Elaine Gale – $12,000(increasehrs forWritingCenter);
DissertationEditor$300×20=6,000);
Honoraria/Guest Faculty/Sr. Scholars
Printing/design
Viewbook print/pdf estimate $@10,OOO
Advertising $20,000
06-07 line was $15,000. We intend to increase advertising
into two additional areas: librarians, social workers, as
well as continue with existent advertising
Intercampus
Financial Aid @ $250 per person
C. Boswell- $5,000
M. Leversee- $2.500
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III. GOALS AND OBJECTIVES
• Conduct national search for next core faculty member.
• Conduct five-year retrospective retreat, and plan for future growth.
• Build alumni activities, including alumni-giving program
• Continue to increase size of applicant pool
• Improve &expand writing support for students
IV. POTENTIAL RISK
• My time is being split and may prove increasingly difficult as Vice Chancellor role
grows in 2007-08.
Laurien Alexandre
Director
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Revenues
Tuition & Fees
Less Tuition Discounts
Net Tuition and Fees
Other Income
T otal E&G Revenue
Released From Restrictions
Total Revenues
PhD in Leadership and Change
2006·07 Projection & 2007·08 Proposed Budget
1,826,939
-4,092
1,822,847
835
1,823,682
21,750
1,845,432 ”
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Student Aid Services
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Miscellaneous
Contingency/Reserves
Campus Contingency,Mandatory
Campus ContingencyI Discretionary
Overhead
To the University
Other (Intercampus Agree & Univ ConI)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
915,928
314,875
150,000
21,750
11,500
15,500
160,000
1,400
5,000
1,500
95,818
15,000
5,244
1,713,515 ‘
1471.71% ‘:
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PH.D. IN LEADERSHIP AND CHANGE
2007 -12 Capital Budget
Antioch University-Ph.D. :Leadership& Change
Capital Budget Request
For the Period July 1,2007 – June 30, 2012
o
o
7,000 7,000 7,000 7,000 7,000 35,000
o
o
o
o
The PhD program currently is not on a computer rotation schedule. In order to
ensure the faculty has the most up to date technology for their students, the capital
budget request would allow for a four year rotation of computers and printers for
faculty and staff.
Laurien Alexandre
Director
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UNIVERSITY
CENTRAL
ADMINISTRATION
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UNIVERSITY CENTRAL ADMINISTRATION
2006-07 YEAR END PROJECTION
2007·08 PROPOSED BUDGET
Antioch University central administration is projecting that it will end the fiscal year
2006-07 with a surplus of $308,434 of revenue in excess of expenditures and
reduced to $299,328 on a cash basis. This surplus would have been considerably
larger but the central administration has been burdened with higher than usual legal
expenses that led to an anticipated over expenditure of $158,540 in business
operations. The increase of health insurance premiums on January 1, 2007 resulted
in higher than budqeted staff benefits but was offset by over $30,000 in salary
savings.
The 2007-08 fiscal year reflects an increase of $1,074,513 in expenditures which on
the surface is large. Effective July 1,2007 the Central Information Technology
organization is officially budgeted centrally. This means that over 20 positions that
were funded and located on the campuses are now being paid on the central
administration payroll and directed by the Interim Chief Information Officer. This
relieves the campuses of the payroll expenses but increases the overhead
campuses pay to support this effort. In most cases it represents a cost neutral
transaction but in each case the IT support at the campuses will increase. The
central IT project has been funded partially from the benevolent gift of $700,000 from
the P & L Foundation.
A moderate salary increase of 3% is proposed for staff. It will partially offset the 30%
increase in health insurance contributions that employees were forced to contribute
on January 1,2007. Other budget categories remain constant from last fiscal year
but increases have been budgeted in legal fees and IT expenditures and staff.
Another significant changein the overhead calculations beyond the central IT project
is the inclusion ofthe projected losses by the Antioch Review and WYSO. In the
past these losses were not accounted for and automatically reduced any
contingencies that were left at the campuses by a like amount. Management feels
that it is better to have full disclosure of these projected deficits than an after the fact
accounting entry.
We feel that the central administration budget as submitted will be adequate to fund
the operations that will allow the services to be performed at the level that the Board
of Trustees and campuses deserve but still remains conservative.
Thomas A. Faecke
Vice Chancellor
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– – — ——————–
University Central Administration
2006-07 Projection & 2007-08 Proposed Budget
Revenues
Gifts
Grants
Other Income
Total E&G Revenue
Released From Restrictions
Net Overhead for Central Operations
Total Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Special Events
Supplies
Business Operations
Plant Maintenance
Interest Expense
Miscellaneous
Contingency/Reserves
Campus Contingency, Mandatory
Overhead
Other (Intercampus Agree & Univ Conf)
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
-1.27%
9.39%
23.14%
-4.84%
27.94%
0.90%
-11.80%
·66.18%
-100.00%
-51.11%
·3.23%
2.78%
Annual Budget Conversion to Cash Basis
Capital Expenditures
Principal Payments
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
-35,000
-124,106
150,000
-9,106
299,328
-13.29%
0.00%
-3.23%
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UNIVERSITY CENTRAL ADMINISTRATION
2007-12 Capital Budget
Antioch University -University Central Administration
Capital Budget Request
For the Period July 1,2007 – June 30, 2012
5,894
30,000
54,000
6,000
5,000
3,000
20,000
2,000
5,000
20,000
4,000
1,000
5,000
20,000
4,000
1,000
5,000
20,000
4,000
1,000
10,8!l4
48,000
134,000
20,000
o
o
3,000
The equipment needs of the central administration is minor. With the exception of a
few computers and occasional furniture replacement the capital request remains
small. The needs of the new central IT department were inadvertently budgeted in
the operating budget in the amount of $65.000. This equipment is a few computers
for new staff and the replacement of servers that have outlived their usefulness.
Thomas A. Faecke
Vice Chancellor
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ANTIOCH REVIEW
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ANTIOCH REVIEW
2006-07 YEAR END PROJECTION
2007-08 PROPOSED BUDGET
In the2006-07fiscal yearthe Antioch Reviewgift and sales incomeare down, our
endowmentand “other”(rights)is upand we anticipatea deficit of$50,000. The NEA
grant (for aspecifiedproject)went unspentand will be used in 2008. We are
exploringways to increaserevenuesand reduce fulfillmentcosts and the NEA grant
moneywill beused to enhanceour sales via theInternet.A plan for theuses of that
moneywill be in place by theend of June. We are increasingour institutional
subscriptionrates and cover price for 2008.
Robert Fogarty
Editor
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Antioch Review
2006-07 Projection & 2007-08 Proposed Budget
Revenues
Gifts
Grants
Endowment Income
Other Income
Total E&G Revenue
Auxiliary Enterprises
Total Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Supplies
Business Operations
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
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ANTIOCH REVIEW
2007-08 to 2011-12 Capital Budget
Antioch University-AntiochReview
Capital Budget Request
For the Period July 1,2007· June 30, 2012
2,000 2,250 2,400 2,000
o
o
8,650
o
o
o
o
The Antioch Review currently has three computers and a printer, as well as a
scanner, which were purchased in 2003. Based on information and figures from
Technology Resources, our capital budget request would allow us to replace these
over a 4 year period, one computer or printer per year.
Robert Fogarty
Editor
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ANTIOCH
UNIVERSITY
WYSO
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WYSO RADIO
2006·07 YEAR END PROJECTION
2007·08 PROPOSED BUDGET
WYSO Budget Projection
WYSO has been working over the past fiscal year to lower costs and increase
revenue in order to work toward achieving a goal of self sufficiency, It is one of our
strategic goals to present a balanced budget in the 2008-09 fiscal year. This fiscal
year despite many challenges, we have made tangible progress in that direction.
Revenue
On the revenue side our membership support dollars rose 7% over FY ’05-’06.
Underwriting continues its upward trend with an impressive 15% increase this year.
WYSO’s most recent ratings from Arbitron indicate some of the highest listenership
ever. WYSO continues to be the most listened to and innovative Public Radio Station
in the Miami Valley. WYSO also has been hard at work building relationships within
the community, including collaborative partnerships and grant opportunities. We
added our first Silent Auction which was attended by well over 300 listeners and
netted over $11,000. This year, WYSO will continue its Summer Concert Series on
the Antioch Campus, a series of three concerts that raise money for the station.
Grants are up significantly this FY because WYSO is in the final stages of a major
technical improvement project completed through grants. This was a one time project
which included a new transmitter, HD radio and backup electric generators. Other
revenue is up due to several factors including increased underwriting, in kind support
and an insurance reimbursement for lightning damage.
Expenses
Expenses for Plant and Maintenance were up significantly this year due to lightning
strike repairs, which were covered by insurance. Benefits costs also rose significantly
this year. The rise in Depreciation reflects the new equipment purchased through the
technical grant. Miscellaneous expenses where higher this year due to increased in
kind revenue from eTech Ohio, the state funded public broadcasting center.
Conclusion
For FY ’06-’07 WYSO is projecting a cash conversion deficit of $87,000. When
compared to the FY ’05-’06 deficit, which was over $160,000, this represents a
significant reduction. This was achieved despite an industry trend of flat membership
growth. For FY ’07-’08 we project that our deficit will be in the area of $85,000. We
have several grants pending for this fiscal year which include funds for new digital
studio equipment and additional news staff to help us grow without increasing the
deficit. In order to lower expenses, WYSO eliminated one full-time staff position.
While this has lowered costs, it has resulted in the scaling back of our local public
affairs and news production. WYSO currently operates with a skeleton staff of 5 full
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time positions. In conclusion, because of positive trends in membership, listenership,
and underwritinq coupled with staff reductions and decreased base engineering
costs this year, WYSO continues to make real progress in reducing its deficit.
Paul Maassen
WYSO General Manager
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WYSO
2006-07 Projection & 2007-08 Proposed Budget
Revenues
Gifts
Grants
Other Income
Total Revenues
Operating Expenses
Salaries & Wages
Benefits
Training & Development
Special Events
Supplies
BusinessOperations
Plant Maintenance
Interest Expense
Miscellaneous
Depreciation
Total Operating Expenses
Excess Revenue over Expenses
Annual Budget Conversion to Cash Basis
Capital Expenditures
Principal Payments
Add back Depreciation
Total Cash Items
Net Cash Basis Budget
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WYSO RADIO
2007-12 Capital BUdget
Antioch University ·WYSO
Capital Budget Request
For the Period July 1,2007· June 30,2012
20,000
o
o
o
20,000
o
o
o
o
o
Replacement of computers to keep up with technology is our minor capital
request. WYSO has made large capital expenditures in the 2006-07 fiscal
year funded in total by grant funds. These expenditures have increased
the quality of our delivery and programming capabilities.
Paul Maassen
WYSO General Manager
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.NOTES
-81- ~
ENDOWMENT
SUMMARY
REPORT
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Antioch University
Endowment Summary Report
As of March 31, 2007
Original
Endowed Value
Student Aid Scholarships
Current
Market Value
5/18/2007
Increased
Market Value
Antioch College
New England
Sourthern California
McGregor
Seattle
Total Student Aid:
General Purpose-Unrestricted
Antioch College
Book Funds
Antioch College
Alumni Funds
Antioch College
Other Purposes
Antioch College
Glen Helen
Antioch Review
New England
Southern California
Seattle
Total Other Purposes:
15,657,719
159,644
21,641
18,600
143,865
16,001,469
4,955,344
219,757
74,219
2,762,451
773,309
231,777
154,060
100
28,213
3,949,910
18,325,146
181,259
22,546
20,928
134,642
18,684,521
7,541,251
301,185
131,524
3,771,071
1,191,871
343,460
220,999
108
31,273
5,558,782
2,667,427
21,615
905
2,328
-9,223
2,683,052
2,585,907
81,428
57,305
o
1,008,620
418,562
111,683
66,939
8
3,060
1,608,872
Endowment by Institution
Antioch College
New England
Southern California
McGregor
Seattle
Glen Helen
23,669,490
313,704
21,741
18,600
172,078
773,309
30,070,177
402,258
22,654
20,928
165,915
1,191,871
6,400,687
88,554
913
2,328
-6,163
418,562
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