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.
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.
It is my understanding that there is a meeting to decide the fate
of Nonstop, and how it fits into the scheme of resurrecting the
One of the powerful aspects of Antioch was that it is a laboratory
for education where learning by experience. All of the times I
have had access to such a program, I have learned much much more
than I would have if I has just “taken a class”, or even “got a
degree”. An Antioch education was never about taking a test,
instead — from the time I was a perspective student, to reunion
two years ago — Antioch is about a ambitious project, a cause, a
mission. This is the essence of learning by doing. I believe that
this is one of the aspects that sets an Antioch education apart and
above any other higher education institution that I have attended.
There are many alumni, faculty, staff, and friends that want to
help. Especially in the current economy, we are not all are in a
position to contribute piles of cash to save the college. But
Antioch has created many creative, ingenious people with many
skills and diverse influences — and many want to help, if they can
figure out how.
Nonstop is a laboratory. Nonstop is another way that we can
contribute. Nonstop can be a prototype platform for ideas for the
I listened to a web broadcast on the state of Nonstop. I was
floored. The descriptions of what is going on, what has been
accomplished, and what can be done somewhere between nothing and so
little amazed me. Like it or not, restarting the college will be
an expensive endeavor, and the ability to do much with little will
be a valuable intellectual capital to augment the funds that we do
have to start the college. Let’s remember that in addition to the
millions of dollars we need, there will be millions of tasks that
are required to start-up a college.
Additionally, I think that the program that Nonstop provides is an
innovative aspect of the caliber that can set Antioch apart. It is unlike anything I have seen in higher education. I am impressed that the Nonstop program can
have so many students–many that have traveled far– for classes
that they love. They attend with a lack of campus, accreditation,
places to live, and with lots of other uncertainty.
It is these people that can be the strongest ambassabors of what the
Antioch experience can be. In changing the perception of Antioch
to southwest Ohio, and public at large it can be a compelling
story. For people checking out the college–future students,
faculty, etc, the story of these people can also be very persuasive.
Antioch has always been an extra-ordinary institution. No college
has ever extracted itself from a university. No college has had a
group of alumni that would mobilize on such a scale to try to save
a closed college. And I can only think of one institution that
has dedicated students, faculty and staff to start an institution
to keep the institution alive until the institution comes back to
life. That is Nonstop.
We will need a place to prototype ideas for future programs. We
will need people who have experience with those ideas. We will
need the support of the community. It will be valuable to have the
community outreach that Nonstop represents. We need people on the
ground in Yellow Springs to reboot the College.
For these reasons I feel that it is essential to keep Nonstop
alive, and integrate it back into the College when the college is
capable of standing independent of the University.
The first Alumni Board meeting of the year opened morning of Friday the 6th with a presentation by Antioch Emeritus Professor Steve Schwerner, who was representing the delegation if educators who came to Nonstop and reported on their visit to the Board Pro Tempore. [link to Record article on visit] Schwerner said he expected that everyone had already read the eight-page report, [Link to the Report] and preferred to answer questions from the floor rather than reiterate the points made on paper. He specified that he would be unable to answer “questions of speculative nature,” since he was not in a position to answer them, and stipulated that he could only speak for himself.
Schwerner, however, stated that the Visiting Team was “impressed on every level; we were impressed by the seriousness of the faculty, by the excitement of the students, the innovations, the ability to make something out of nothing.” Yet he emphasized that despite the unquestionable value of Nonstop, it was too early to assess how it would be reintegrated into the new college; “to lose everything that Nonstop has done seems foolish, to incorporate everything is impossible.”
Several board members pressed Schwerner for a more definite assessment of the way Nonstop would or should be integrated back into Antioch College, but he found himself unable give any more details; “how to incorporate [Nonstop] verges on the area of speculation,” he said, “I do know what I’ve been told from people whom I trust who are on the ProTem Board, that that hasn’t even come up yet; that all of the attention is being focused on getting the college back.” Signing the Definitive Agreements was described as the ProTem Board’s priority, as well as securing accreditation, fixing the campus buildings and fundraising for the new college. The Visiting Team’s report, however, fulfilled its purpose with great success, according to Schwerner; “everybody on the ProTem Board now believes… that Nonstop is a really serious organization and needs to be looked at as something to help with the building of the new Antioch,” he said, “that’s probably the single, most important thing that came out of this visit, from my perspective.”
Matthew Derr Speaks to the Board
Chief Transition Officer and Consultant to the Board Pro Tempore, Matthew Derr started his address to the Alumni Board by commenting on the previous conversation on the reintegration of Nonstop; “the history of the college–recent and back to Horace Mann–is essential to what happens next and we are all stakeholders in that history,” he said, “the notion that somehow an institution starts in a new direction and loses that legacy is one of the most unattractive and certainly not a beguiling characteristic to the ProTem Board.”
Matthew Derr then announced that the Task Force was making “significant progress in coming to an agreement with Antioch University;” “we are in a dance together… until we come to an agreement,” he said, “the dance seems to be speeding up and the parties seem to be getting along.” He expressed confidence about the eventual separation of the college from the University “in a way that we described in the alumni resolutions from Reunion and in the charge for the Board Pro Tem.” While the room erupted in laughter at Derr’s statement that “much of what we’re doing now is actually in the hands of attorneys, and that’s a very good sign,” he assured the board that GLCA “neutral” lawyers were involved and that all parties involved in the task force were working in the same direction. The Task Force will meet in Boston on Monday March 16th for a midpoint report, and a GLCA press release will follow.
Derr dismissed the rumors according to which the date of the definitive agreement had been deferred. “It’s in everybody’s best interest to do this sooner rather than later,” he said.
Despite the economic crisis, the fundraising target for the 90 days period are not unattainable, Matthew Derr affirmed. “We’re making progress, funds are coming in, big gifts seem to be coming in daily, people are taking our appointments, they’re not turning us down.” As to his fundraising strategy, Derr said: “My essential case statement is: now is the only time when one gets to support Antioch. It’s now. I personally give to planned parenthood, but it will be there next year.” He further explained that “by necessity,” the focus was on major giving ($25,000 and up,) but that a broader, Obama-style fundraising campaign was to be expected for the upcoming years.
In regards to the college’s accreditation, “it is a very narrow band of work we’re doing,” said Derr, who emphasized that the task consisted of delineating a process for obtaining accreditation; “it’s process, not content,” he underlined. “It is our impression that there is a lot of goodwill and interest in facilitating this,” he assessed.
The issue of the concept paper was then discussed. Derr explained that the concept paper outlined a business plan but did not address curriculum, and was written for the primary purpose of showing a plan to the University, and was now being used solely for fundraising purposes. When further questioned by board Member Laura Fathauer ’95, Matt Derr acknowledged that “the concept paper should have been out there earlier,” and said that it will be circulated “as quickly as we possible can.”
Matthew Derr asserted that there was a “high degree of communication” between the ProTem Board and Nonstop. Corroborating examples include the ProTem Board’s decision to send the visiting team to report to them about Nonstop, their choice to meet in Yellow Springs in February and to let Nonstop give a presentation about their work, and Matthew Derr’s weekly meeting with Nonstop’s Executive Collective. He echoed Steve Schwerner’s statement according to which the Board ProTem was not yet in a position to be taking concrete decision about Nonstop; the spirit of the board follows the following logic: “We will make no assertions, we will make no commitments until we can make promises. I think it’s partly based on the history of unfunded mandates…and this board tries to behave differently,” he said, “you should not interpret their silence as meaning anything other than silence, and I encourage you to look at their actions and try to understand how they may look at the world.”
When several board members expressed concern about the fact that no Nonstop faculty member had been invited to join the Board Pro Tempore despite the alumni board’s recommendation, Matthew Derr answered that the bylaws included provisions for both a faculty member and a student to join the board. However, none of the Nonstop faculty is, as of now, officially a faculty member of the college: “there will be no employees of the future Antioch College until we have Antioch College,” he declared, “and the process by which we have employees hasn’t been defined.” Moreover, having a board member engaged in a lawsuit against the University would be problematic for the negotiations; the faculty lawsuit was thus cited as another reason for the current absence of faculty member on the board.
“The Board ProTem is aware of the challenges of the calendar, and the decisions that the Alumni Board and the CRF Board will need to make, and the fact that this vacuum is there,” Matthew Derr concluded, “but there isn’t a plan to make this vacuum go away until there is an Antioch College… our timing is off, to pretend otherwise is just not right.”
Nonstop presented Friday afternoon the “Nonstop Antioch Proposal to the Antioch College Alumni Board.” The proposal was written by a committee of ExCil, which included Beverly Rodgers, Hassan Rahmanian, and Chris Hill of ExCol, Community Manager Chelsea Martens, student Jeanne Kay, faculty Jean Gregorek, and staff Carole Braun.
Beverly Rodgers began the presentation with the Parable of Talents (Matthew 25:14) asserting that the investment that the Alumni Board had put into Nonstop, and the retention of the institutional wisdom of the faculty and staff, would fail to pay “dividends” if “Nonstop ceases to exist at the end of June”. Furthermore, “if Nonstop’s successful relationship building outreach lies foul for a year and a half, I think we will have the same consequences as the buried talent, only you may not have one talent left, it may be totally eroded.”
The proposal described how Nonstop could be integrated into the new independent Antioch College; students could be working in recruitment, fundraising and rehabilitation of the campus; staff working as staff and faculty taking on various administrative roles, writing grant proposals and mentoring students.
“What we’re asking this weekend is for you to help us fine-tune this proposal. It will take all of us to be able to come up with a proposal that makes sense to the governing bodies, to the responsibilities that all these governing bodies have,” said Chris Hill.
During the Question & Answer section, Alumni Board members asked for far more concrete projections than the committee was prepared to make. “Have you thought about what the budgeting would look like for the planning for the reopening and the long-term health of the college?” asked Alumni Board President and Board ProTem member Nancy Crow. Other questions regarding a time-line for bringing the proposal to the Board ProTem and curriculum were asked as well. In response Chris Hill said that conflicting messages made it unclear to what extent the ProTem wanted input on certain issues. Also, they felt, “it was much more important to look at the larger picture and say, ‘if this is something that you feel can go forward, then let’s work together and figure it out.’ I think it’s a larger question.”
The next day, in closed session, the Alumni Board passed the following resolution:
“In the spirit of building from the movement toward an independent Antioch College that the Alumni Board has been trying to advance;
In the hope of strengthening the united movement that has informed the Alumni Board’s creation of three separate entities, one for finance (CRF), one for academics (Nonstop), one for governance (Board Pro Tem);
The Alumni Board establishes a Taskforce to foster collaboration and build consensus with representatives of the key stakeholders who have played such an important role in our movement to develop an independent Antioch College: Nonstop, the Board Pro Tem, and the Alumni Board. The Taskforce is charged to develop the proposal presented by Nonstop to this Board yesterday for presentation to the Board Pro Tem. ”
College Revival Fund Discusses Nonstop Financing Issue
College Revival Fund (CRF) Treasurer Barrie Grenell said that the new bookkeeper was close to straightening up the budgeting mishap. “We had to go back and relook at all of the transactions that took place and make sure that we did have everything correctly, and we need to still do that with the pledges….but in terms of the cash part we feel confident that we’ve got that part down. Grenell announced that a CRF audit was upcoming that would focus on July 07 to December 31st ’08.
Grenell went on to address the issue of Nonstop’s funding. The last benchmark to guarantee Nonstop’s funding through June had not been met yet, and after previsions of incoming funds in the next two months, it was estimated that between $50,000 and $60,000 were still to be raised to fulfill the deficit, but it was suggested that the working figure should be set at $75,000 because of the uncertainty over incoming revenue.
Nonstop unrestricted funds coming every month were presented as one of the best ways to fulfill the gap; about 11,000 dollars have already been transferred from unrestricted funds to Nonstop, and any upcoming unrestricted funds not used for administrative overhead is set to go to Nonstop. Most outstanding pledges were said to have been made by Alumni Board members; Grenell said she had “some indication” that some of these pledges would not be fulfilled.
The floor was then left to the board’s questions. Nonstop IT Coordinator Tim Noble enquired: “I see no evidence of pledges being made [between Dcember ’08 and February ’09] which leads me to believe that nobody is pledging for Nonstop because perhaps they’re not being asked. At what point did we stop raising money for Nonstop?” Director of Alumni Relations, Aimee Maruyama, answered that only gifts in cash were asked to be given to Nonstop, because of the urgency of the situation. “It’s more a strategy for fundraising,” she explained, “because right now… what we need for Nonstop are cash gifts. We’re doing pledges, which is future money, for an independent Antioch College.”
Tim Eubanks ’00 suggested cutting spending in other areas in order to redirect money to Nonstop. Barrie Grenell asserted that Nonstop’s budget should not be micromanaged; and it was said that cuts in the CRF budget should be discussed in another venue.
Budget Committee member Wayne Snively suggested that each board member commit to collecting $2,500 from fundraising or personal funds; Barrie Grenell specified that this would be an average, since each board member’s circumstances vary.
Nonstop Executive Collective member Chris Hill reminded the board that Nonstop came under budget by $150,000, and was thus not responsible for the deficit. She asked whether the CRF would continue to fundraise for Nonstop. “I don’t make decisions on goals,” said CRF Executive Director Risa Grimes, “I put the mechanism into place; goals are set by the ProTem Board and by the CRF board…our primary job is to raise money for an independent Antioch College… We’re in an ambiguous situation; our salaries are being paid by the ProTem Board.” Nancy Crow intervened to specify that “we have one unified fundraising campaign…we are all working towards the same goal: the independent Antioch College… Everything has to happen under that umbrella,” she said. The board, according to Nancy Crow, hopes to see “much of the wonderful work that Nonstop is doing funded as part of the plan for the independent college going further.”
“What I’m saying is why can’t there be an assertion by this board that we’ve made major contributions to the revival of the college” said Chris Hill, “and if there’s a shortfall of 50 or 75 thousand dollars, why that money can’t come from the millions that are being raised to benefit the people who have put their professional lives on the line to stay here and keep the college open and to create a really good story for you all… We’re responsible for real concrete contributions to this revival.”
Several solutions were suggested to remedy the deficit through June, including sending Nonstop community members to chapter meetings, reducing the Nonstop budget–though some objected that Nonstop having come under budget and considering that a commitment had been made by the board to cover the approved budget– and board members individually fundraising among their friends and alumni from their area. “We are going to try our level best to make sure that we can fulfill our promises,” Nancy Crow concluded.
Pledge forms were distributed during the meeting, Barrie Grenell announced that $7410 had been raised in cash, $10,700 had been raised in pledges, there was 350 dollars pledge payment and a possible $5000 withholding, for a total of between $18,000 and $23,000 raised in the hour.