On Friday, Antioch independent Once Again

By Diane Chiddister

On Friday, Sept. 4, the keys to Antioch College will be transferred from Antioch University to the Antioch College Continuation Corporation, or ACCC. The action marks the college’s revival after having been closed for a year, and its return, after 30 years as part of a university system, to being an independent liberal arts college.

The public is invited to a recognition of the historic event at around 5 p.m. on the horseshoe on the Antioch College campus. The event will follow several hours of paper-signing by ACCC leaders Lee Morgan and Matthew Derr, who have been vested by the ACCC board with the authority to sign the agreements, and Antioch University Chancellor Toni Murdock and Antioch University Board Chair Art Zucker, who have been vested by the university board with the authority to do so, according to Morgan and Derr in an interview Tuesday evening.

Morgan, Zucker and Great Lakes Colleges Association President Rick Detweiler will speak at the 5 p.m. event, and Antioch professor emeritus Al Denman will give the benediction.

Friday’s closing finalizes an agreement between the university and the ACCC that was made two months ago. While that agreement identified Aug. 31 as the target date for closing the deal for an independent college, the amount of detail involved led to missing that target by a few days, Morgan said. The closing was dependent on the approval of several outside agencies, including the Ohio attorney general, the Greene County probate court and bondholders for Antioch University.

The June 30 agreement followed a year of negotiations in a task force composed of Derr and Morgan, representing the alumni group ACCC, and university trustees Dan Fallon and Jack Merselis. Detweiler served as the mediator for the group.

“There is relief that the year of hard work and focus resulted in an independent Antioch College and a university that has the best possible prospects to thrive,” Derr said. He and Morgan were speaking for the task force, they said.

The revival of the college is a singular event in the history of higher education, Derr and Morgan said.

“Antioch College was one of the top colleges in the country in the late 1960s and it fell on hard times,” Derr said. “Here we are reviving it. There’s never been a story like this in higher education. No one thought we could pull it off.”

The closing follows a two-year Antioch College alumni effort to save the college after the university board voted in 2007 to close the school the following year due to financial exigency.

The alumni effort to create an independent college succeeded because there was “such a broad and diverse group of people who put forth such a level of effort and conviction that the college should survive,” Derr said, describing the effort as a “relay race” in which, when one group of alumni faltered, another took over.

Many college alumni cared deeply about saving the college because they believed they had received a unique education that needed to be available to future generations, especially in an increasingly complex world.

“It’s a simple model but a powerful one,” Morgan said, regarding the Antioch College synthesis of scholarship, self-governance and real-world work experience. “No one else is doing it.”

The ACCC raised $6 million to pay to Antioch University as part of the June 30 agreement, and an additonal $10 million to begin college operations. Leaders anticipate the need to raise about $40 million more in the next several years, Derr has stated. Morgan and Derr were the key fund raisers for the effort.

The role of Detweiler and the GLCA in reaching the agreement was pivotal, Derr said this week.

“We’re very grateful to the GLCA and Rick Detweiler,” Derr said. “Without Rick and the support of the GLCA presidents, this agreement would not have happened.”

After the Labor Day weekend, Derr, who is the chief transition officer for the ACCC, will set up his office in the second floor of the Olive Kettering library on the Antioch campus. His immediate tasks include hiring people to trim the trees, clean the gutters, and other necessary work required to return the physical plant to good shape after having been shuttered a year, he said.

The hiring of the new staff for the college will also continue. ACCC leaders anticipate hiring about 37 faculty and staff, including the staff for Glen Helen. About 10 employees have already been hired, including Antiochiana archivist Scott Sanders and two administrative assistants, Derr said.

In a previous interview, Derr stated that the number of first-year employees will include about five or six faculty members from various disciplines. These faculty, who will be known as Arthur Morgan Fellows, will be responsible for developing programs for a “symposium year” in the college’s first year. ACCC leaders have stated that they do not anticipate having new students on campus until the fall of 2011.

But between the closing of the deal on Friday and the beginning of the newly independent Antioch College on Tuesday, Derr will take a few days off. He has not had a vacation in some time, he said.

Contact: dchiddister@ysnews.com

Nonstop Planning for June Alumni Festival

By Eva Erickson and Carole Braun

Ever since the Alumni Board’s official decision to move Alumni Reunion to October 2-4, from its usual time in June, Nonstop has been planning the Summer Alumni Festival, whose purpose is to both celebrate Nonstop’s accomplishments and to connect or reconnect Alumni with Nonstop. Much of the specifics of the Festival are yet to be determined, but the plan is to have work projects – such as painting a mural on the back wall of Millworks that parallels the bike path – dinners, and social events. The Festival is scheduled for the 18th through the 20th of June with hopes that the Alumni Board (AB) members will attend some of the events, since they will be in town for their summer meeting. The Alumni Festival could potentially sync well with the AB meeting, because it may have less time to spare in hosting visiting alumni. “The Alumni Board has already discussed having a very business-oriented meeting in June,” said Aimee Maruyama (’96), Director of Alumni Relations and Development. AB member Christian Feuerstein ’94 writes, “I would imagine that parts of our annual meeting are going to be Nonstop events, much as we did with our last AB meeting.”

Nancy Crow ’70, AB President, though hopeful that the Alumni Festival may bring more alumni to attend open meetings, is concerned that it may draw potential donors’ attention from the effort to get Antioch College back. “Calling the June event an alumni festival makes it appear as an alternative to the Reunion in October,” said President Crow in a subsequent telephone interview. It’s going to cause a tremendous amount of confusion,” she said. “We all share the same goal–to revive Antioch College–and we need to be strategic in our fund raising.”Crow would prefer to see the June event be framed as a celebration of what Nonstop has accomplished. Nonstop “carried forward the cause of progressive education,” she said.

In This Issue:

-Committees Form to Tackle Transition Issues

“An Evolving Piece of Work”: Joe Foley on role as Vice-President, the Nonstop budget and the Alumni Board’s upcoming challenges

Summer Alumni Festival in Lieu of Reunion in June

Beehive Collective Pollinates Community Day

Nonstop Students at Work: An Academic Portfolio

We all believe we are torch bearers: an Interview with Micah Canal ’08

Question of the Week: Staff Special!

-Concept Paper Forum:

“The rest is pretty okay” by Gerry Bello ’97

“Cheap Glitter and Mixed Feelings,” by Lincoln Alpern ’11

“Collaborative Process,” by Dan Reyes

-Letters to the Editors & Op/Eds:

“Support Nonstop,” by Chad Johnston ’01

“Support Nonstop, 2” by Tony Dallas



Committees Form to Tackle Transition Issues

On Friday, April 3rd, ExCil appointed to the Alumni Board Taskforce Molly Thorton of Class of ’10, staff member Carole Braun and Chris Hill of the Executive collective. The Alumni Board representatives have not been appointed yet. The Taskforce is a result of the March 7th the Alumni Board resolution “to foster collaboration and build consensus with representatives of the key stakeholders… Nonstop, the Board Pro Tem, and the Alumni Board.” The Taskforce was charged to develop the proposal presented by Nonstop to the Alumni Board so it could be presented to the Board Pro Tem. The Pro Tem Board has subsequently declared that they will not be sending representatives to the Taskforce, because “part of the board should not be involved in making a proposal to themselves,” according to Matthew Derr.

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Matthew Derr, Community Meeting April 7th

Meanwhile, TAG (Transition Advisory Group) met for the first time Tuesday, April 7th. Appointed by Matthew Derr, TAG currently includes student Jeanne Kay, Community Manager Chelsea Martens, Faculty Jean Gregorek, Executive Collective member Hassan Rahmanian, staff person Joan Meadows, Head of Alumni Relations Aimee Maruyama, Alumni Board member Ellen Borgersen, and Yellow Springs Village Council President Judith Hempfling. At the Tuesday meeting TAG defined its charge: “The Transition Advisory Group will work to facilitate communication between stakeholders in Yellow Springs and in the larger Antiochian community during the transition towards an independent Antioch College. It will advise Chief Transition Officer Matthew Derr for the Pro Tem Board.”

“The next few months are going to be extremely difficult,” said Jeanne Kay the spokesperson for the group, “Nonstop’s faculty and staff’s livelihoods and lifeworks are endangered, there is a multiplicity of visions for the new Antioch, and rebuilding the college will take a lot of work. TAG, hopefully, will tend to the community’s concerns, open communication channels between the Pro Tem Board and the Yellow Springs community, and do creative problem-solving as a group of committed Antiochians that have been part of the struggle since the beginning.”

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Jeanne Kay reports to Community Meeting April 7th on first TAG meeting that morning

Also on the 3rd, in accordance with a proposal brought by the Executive Collective, ExCil created a ten-person Advisory Group to help coordinate the efforts of Nonstop community members working in the Alumni Board Taskforce, TAG and Nonstop Community Goverment. The following were appointed to the Group: students Jonny No and Shea Witzberger; staff Donna Evans and Nancy Wilburn; Faculty Dennie Eagleson, Bob Devine and Nevin Mercede; Executive Collective member Susan Eklund-Leen and Beverly Rodgers; and Community Manager Meghan Pergrem. At the ExCil meeting ExCol member Chris Hill explained the history and rationale behind the advisory group: “One of the first ideas that the Executive collective floated was a larger, perhaps between 5 and 7 members of the Taskforce coming from Nonstop [but] Nancy [Crow] seems to want to keep the group smaller. So, we decided what might work, effectively, would be to have an advisory committee… that would serve as an advisory committee not only to the Taskforce but also to the folks that are going to be part of TAG.”

“The rest is pretty okay”: Concept Paper Response by Gerry Bello ’97:

[From the Editor: On April 1st, 2009, the Concept Paper for an independent Antioch College was released on antiochians.org. Read the concept paper here.]

Continue the discussion on the Record’s Forum

At first read of the concept paper I’m skeptical on 2 points. The rest is pretty okay:

1) Three years, 9 terms, 120 credits, 3 co-ops. I don’t think so.

Consider the curriculum I was under: 4 years, 8 terms, 160 credits, 6 co-ops for a BA. 10-35 additional credits for a BS. At that rate you would have to pass every course to graduate on time. First years could only take 15 credits their 1st quarter thus they would have to study over co-op to graduate on time. The result was a really a 5 year school. Which is fine. I did it in 5.5 years but switched majors.

For student under the new program to take essentially the same course load (I think they mean 4 credits per class instead of 5) they will have a course load 25% worse than mine. No thanks. The idea of taking classes online over co-op is a nice idea. We did independant studies over co-op. But I also co-oped in the remotest place in the lower 48. I lived 26 miles from a paved road and 9 miles from a phone.

Similarly quite a few students choose to co-op in places that are remote or lack the infrastructure to support rebust video conferncing or other web-based particiaption. With a focus on sustainibility, many students will be co-oping in places that are rural and lack the energy and information infrastructure to support that sort of thing.

Consider this: Right now, Ct Chen drives to Non-Stop to do some of his computer work because he lives where there is no broadband. He is 2 miles from town. He uses dialup at home.

I also think the number of co-ops is too small.

The program lacks the flexibility for students to change their major and learn and grow. I didnt have the same lifes goals in 1997 that I did in 1991. Antioch changed that. How many people will come to Antioch, discover things they have never heard of, have their lives changed, and be unable to pursue a study of these things due to a vicious schedule.

That and when exactly are you kids expected to engage in community, recreation and sleep with such a schedule? You need your sleep. And your community. I know the grown ups think you dont need your recreation… but hey… what do they know?

2) Depending on my math, $30 mill is either too high or too low. If they just take the number of sq ft of the buildings and multiply by 100 they will have $36.57 million. Are they really going to fully renovate every single inch of every building on campus? Birch has been renovated 3 times in the last 15 years. Does it really need another $4.6 million dollars worth of work? As a contractor I should be salivating…. But what needs the work? I need to look more at what they think they want to do and frankly, the Stanley report is a joke.

However, replacing the power plant could be costly… depending on how much excess capacity is built for sale as an additional revenue stream. Assuming campus only power generation, you are talking a 1MW plant. Assuming campus + village, 6 to 12 MW depending on if you are generating for base or peak power (YS doubles its january electricty consumption in July).

Replacing the power plant must happen no matter what.