State of the Union for Antioch University
Notes to the Board of Trustees in 2003
By Jim Craiglow, Chancellor

Back in October, I attempted to paint an imaginary mural of Antioch University, depicting in abstract and concrete ways the past decade - acknowledging some of the critical issues, but highlighting as well some very tangible and impressive accomplishments during the past decade. These were accomplishments that all Antiochians could celebrate and which spoke directly to Horace Mann and the founding principles of the institution. We also heard in October reports that focused on the most pressing concerns at each campus directly from campus presidents. We are working on these issues and using our successes as springboards to counter any inertia that could develop.

Let’s begin now with the North Central Association re-accredidation. On Friday, January 31, I was finally able to get an “exit interview” from NCA. This was an oral review, highlighting the Team’s basic recommendations. As such, it is preliminary and the recommendations are proposed. This means that modifications are possible.

The good news: the next comprehensive review will be scheduled for 2012-13. However, there will be a focused visit or visits between now and then to monitor progress on the following:

• To ensure that we have sufficient human, financial and physical resources to adequately accomplish our educational purposes;

• To examine the connection between/among institutional planning, budgeting, financial resources, development and the Campaign, and College and University enrollments

• To check the implementation of assessment of student learning programs.

There will also be a contingency report required to make sure that the University has legal authority to operate in states where it offers educational programs.

The Team reiterated that Antioch was candid, caring and passionate about its mission and purpose. People were helpful, gracious and hospitable. And they reasserted Antioch held a very special place in American higher education.
There is an impressive montage of activities that have taken place over the course of the past few months - developing and strengthening infrastructures whether through the addition of key personnel at Antioch University Southern California (AUSC) and Seattle or the implementation of the First Class e-mail system at Antioch College; new programmatic initiatives; long-range planning efforts; expanded community involvement, including an alternative high school now housed at and connected directly to our New England campus; the launch of a search for a new facility to house the Los Angeles campus; and rave reviews from students studying in our new Ph.D. in Leadership and Change.

Reports from admissions and finances at the College provide answers and raise questions, but from the perspective of one who has been a direct participant in Antioch’s history over the course of 27 years, I can say without equivocation that some exceptional work has been done to reorganize admissions at the College, and there is reason to be optimistic about the future. And I can also say that the budget building process for 2003-2004 at the College is systematic, rational, and reflective of best practices in budget building. I am very pleased. Have we answered all the questions: No. Are we out of the woods: No, not by a long shot. Indeed, we have much work to do, but that work is presently being done with thought, from a base of understanding, and with an enhanced level of cooperation.

It is exciting to contemplate the work being done at Seattle in the redesign of the Center for Creative Change, presented at the Academic Affairs Committee meeting yesterday morning as an outcome of an internal program review. The development of a core curriculum for graduate programs in management, environment and community and whole systems design is ground-breaking stuff and incredibly innovative.

In addition to some new program initiatives, we are going to pursue the viability and funding of a strategy that we feel has the potential for elevating Antioch’s profile in the higher education landscape and attracting students to our programs, especially those which are common across the University - management, education, psychology, environmental studies and leadership. The notion is quite simple - developing a “stable of stars” as University-wide faculty who ride the circuit and present their wisdom, insights, and inspiration to students. We believe that there are people out there who would relish the role; they want an intellectual life and connection with students.

In general, the mid-year financial report is strong and work is underway to bring the College budget close to the target.

From my perspective, the Antioch University Leadership Council (ULC), made up of all the Presidents and the Vice Chancellors for Finance and Development, is constructively addressing issues and increasingly respectful of our interdependence.

“Slumping economic times often move adult learners to return to school; war and more conservative positions on social justice issues often move a chunk of the population toward more progressive places where there are compatible ‘voices.’”

The Board of Trustees is energetic, enthusiastic and engaged, a positive and appreciated development.

As I travel to the campuses of Antioch, I am impressed with what I see to be an active level of engagement and some new enthusiasm; a willingness to dialog and seek solutions, unaccompanied by a persistent need to complain; and thoughtful perspectives about where a campus is in its lifespan development and where it should appropriately go. These may well be the most encouraging developments within the union. But this may be fleeting unless we can begin to find and implement solutions to compensation issues, infrastructure development, the creation of more bench strength, reinvestment of operating surpluses into program development at the adult campuses, and attention to issues at some campuses related to facilities, structures and governance.

The search process for a new president at AUSC is underway - ad is out, search profile is completed, a timetable has been developed, and a Chair and Team have been appointed.

Our economic picture is impacted in a substantial way by the current economic climate (though we did get some terrific “Chronicle” press in that our endowment reflected the 4th highest percentage increase in 01-02 among all colleges and universities). Nevertheless, we, too, need an economic stimulus package - maintaining a focus on admissions, new programs, development initiatives, forward movement on the capital campaign - but interestingly, my theory is that we may well see interest in Antioch grow because we represent philosophically and programmatically an alternative to directions being taken by the current administration. Slumping economic times often move adult learners to return to school; war and more conservative positions on social justice issues often move a chunk of the population toward more progressive places where there are compatible “voices.” We’ll see over time whether this theoretical perspective has any merit.

Our own version of homeland security is an extremely important piece of the landscape. It has been referenced earlier in this report and it is implicit in what was said by the NCA. This has not been a feel-good, sugar-coated exercise; rather it is a perspective of genuine hope and progress gleaned from the panoramic view I have of the University in February 2003.

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