https://digitalcollections.eku.edu/files/original/018e3f11a094ee118a7446dc33b5feb8.pdf 7ee5fca8501291cbca7f06c71cf777b8 PDF Text Text "Kll CKll 'KU KHK KIJ 'Kll £Kl/ ttr: £ •. - EKU Division Of PUti licrSafe'ty ·«. Eastern Kentucky University Board of Regents L, January 30, 2017 ~ 1~ ~ I )l\. l"-1< l'-._ ( )j EKU PllBllC S,\JTTY �Welcome and Introduction • Thank you for this opportunity to present • We will present: • Who we are • The impact we have on our community • The unique services each Department within our Division offer to the University and surrounding community ~ I~ 12 D I\'ISI ()i'-: C) F EKU PURI IC S1\FFTY �Overview • Our Division of Public Safety is comprised of several departments and key functions which include: £ Clery Compliance c Emergency Management and Security c Environmental Health and Safety £ The University Fire Marshal Fire Extinguisher Laboratory management £ 9-1-1 Telecommunications c Police Department £ ~ ,~ 12 £ Risk Management and Insurance DlVISIO~ C)l- £KU PURI IC S1\ITTY �Impact on the Community 1"~ 1' Dl\'l'.->101\ 01 Pl~~':TY �-I-' C ClJ E ClJ tlO ro C ro ~ -I-' C ClJ --0 ·u C - �+-' C QJ E QJ b.O ro C ro ~ +-' C QJ -0 ·u C - �~ ") ,~ Produced By: Ms. Brandie Conder, Senior Media Specialist DIVISION OF And the EKU Branding and Marketing Team: £KU Kristi Middleton, Chief External Affairs Officer I Leonard Nave, Production Manager/Producer Earl Guthrie, Production Specialist Pl IBLIC S1\FFTY �Public Safety Representation on Committees/Working Groups • Administrative Council • Homecoming • Benefits Advisory • Laboratory Safety • Campus Leaders • 911 Memorial Stair Climb • Campus Master Planning • Registered Student Organization Risk Management • Clery Compliance Committee • SACS Reaccreditation • Colonels Comply • Committee on Responsible Environmental Stewardship • Drug and Alcohol Policy creation working group ~ 1~· 1' • Town and Gown Diversity Committee • Staff Council • Student Assistance and Intervention Team Emergency Management • University Diversity Environmental Health & Safety • And Many More ... DIVISIO~ C)f £KU PlIRLIC S1\ITTY �Public Safety Representation In The Community • Chemical Demilitarization Community Advisory Board (Bryan Makinen) • EMA/WMD Meeting (Bryan Makinen, Brian Mullins, Gary Folckemer) • Investigations Group (community-wide group) (Brian Mullins, Brandon Collins, Detectives) • Kentucky Higher Education I Emergency Management '-. Association (Gary Folckemer) • Madison County Local Emergency Planning Committee (Bryan Makinen, Gary Folckemer) • Shop with a Cop Program (Derek Kirunchyk, Drew Rogers) I~ DIVISION Of- 12 PllBl IC SAFFTY £KU �EKU Police Department Chief Brian Mullins --- ~-- --- -- ~ 1~ 12 -DIVIS!()~ C)F £KU PUBLIC SAFETY �Overview • 3-Time accredited Police Department by the Kentucky Association for Chiefs of Police • 24/7 /365 Patrol and response services • 24 Sworn Police Officers • 2 Detectives • 1 School Resource Officer assigned to Model Laboratory School • All EKU Police Officers attend the 23 week (928 hours) Kentucky Department of Criminal Justice Training academy plus ~ 1~ 12 • A minimum of 40 hours of state mandated professional development law enforcement training each year. • Field training program • In-service training • EKU specific training Dl\'ISIC)N or £KU PURI.IC Sr\FFTY �Calls for Service • The EKU Police Department managed the following calls for service (at times, more than one unit will respond to a call for service): • 13,758 calls in 2016 • 9,497 calls in 2015 ~ 1~ '12 Dl\'ISr 01" or EKU PUBLIC SAFfTY �Recent Changes for Progress ~ ~~ ~ • We changed all of our officers assigned to our patrol Division to a 4 day a week, 10 hour schedule. • County Wide Jurisdiction • Equipped officers with lasers • Have officers assigned to local Richmond police Department Emergency Response Unit • Instituted the use of Body Cameras • Switched over to an all-wheel drive SUV as our primary police vehicle. • Increase in physical and mental conditioning • Hire from other Police agencies Dl\'I\IC)N C)F £KU Pl !RI.IC S \l-FTY �Campus and Community Partnerships • Student Assistance and Intervention Team (SAIT) • Biweekly meetings with the Assistant Dean of Students and Director of Student Conduct and Community Standards • Trainings with Student Affairs and Housing • Local Detectives information sharing meetings • Etc. ~ 1~ 1' Dl\'ISJO:-J ()f: EKU PUBl IC SArFTY �Grants • Bullet proof vest grant was in 2014 for $4,950 • In August 2016 we were notified that EKU Police had been awarded $13,826.00 by the Commonwealth of Kentucky through the LEPP Grant for the purchase of 23 Glock Handguns and ammunition. • In December 2016 we were notified that EKU Police had been awarded $12,866.00 by the I Commonwealth of Kentucky through the LEPP ~ Grant for the purchase of 14 Tasers. 1 ~ l::,'~J<ll PUHi IC SAffTY �Clery Compliance and Telecommunications Erika Richardson Clery Compliance and Communications Administrator ~ 1~ ~ Dl\'lSIO~ OF EKU PUBLIC SAFFTY �Overview • 9-1-1 Emergency Telecommunications • Certified Telecommunicators who pass the Department of Criminal Justice Training academy. • High-stress job wherein they manage emergency calls with a focus on responder safety. They are the calm voice that holds a situation together. • Our 9-1-1 Telecommunicators field a variety of calls from various input sources. The following are call totals fielded by our Telecommunications team: ~ 1~ 11 • 15,870 calls in 2016 • 11,840 calls in 2015 01\'ISION 01 · EKU Pl IBI IC SAf.FTY �Transparency and Clery • Promote transparency through: • Daily contact with regional campuses, • Training faculty and staff in their reporting responsi bi Iities, • Timely warnings and emergency notifications, • Working with local law enforcement, • Coordinating with administrators on training, policies and procedures, ~ I~ ~ • The Daily Crime Log, and • Publishing the Annual Security and Fire Safety Repr9,~~SlON OF £KU PlIBl IC SAI=FT'r' �Emergency Management & Security Gary Folckemer Director of Emergency Management & Security ~ 1~ ~ Dl\'lSIC)~ OF EKU PUBI IC SAFETY �EM = Working is the Space Between Responder Agencies • The function of Emergency Management is the discipline of working in the space between the first responder agencies (i.e. Police, Fire/Rescue, and EMS) to facilitate and coordinate response operations, to direct protective actions, and to contain and resolve emergencies. • Because emergencies always begin and end at the I local level, we work as a team with all of our ~ community stakeholders DivisioN 01 1ft ~ EKU PllBl IC SAFETY �Emergency Action Plans • The EKU Emergency Action Plan was implemented in August 2009. Since then, 81 Building or Facility Emergency Action Plans were created and distributed across our campuses. The production of a University-wide Emergency Action Plan/Template, which was used as a base to customize plans for each individual building and facility, took three years to complete. And in 2016, significant updates to the material contained in the plans were made, and revision to 76 plans was accomplished. ~• /I I 11 ~ Complete updates to the plans is a collaborative and ongoing effort, facilitated by Emergency Management, and is the responsibility DI\'ISION or of the leadership within each individual building and facility. £KU PUBLIC S/\l·FTY �Training and Exercising • Throughout 2016, EKU Emergency Management and other members of the Division of Public Safety have conducted and/or participated in approximately 71 training sessions, emergency drills and exercises, and significant meetings and events involvfng over 2,000 people. • Emergencies 101 and Other Specialized Training (Includes Active Violence/ Active Shooter Guidelines): We conducted 10 sessions involving 475 people. I • Emergency Drills and Exercises: ls 1IT fl We conducted 8 events involving over 1,000 people. Dl\'ISI()~ OF £KU PUBLIC SAFETY �Public Information and Warning • Emergency Notifications must be sent upon the confirmation of a significant emergency or dangerous situation involving an immediate threat to the health or safety of students or employees occurring on the campus. The time frame for Emergency Notifications is as soon as possible .... • There are always at least two human interfaces that take place before Emergency Notifications are sent. • We built templates to make notifications faster, and I a little vague, to prompt an appropriate response \ from the community. rnv1s100J m ifi "l EKO PUBLIC SAFETY �Environmental Health & Safety/Risk Management & Insu ranee Bryan Makinen Executive Director of Public Safety & Risk Management ~ I~ ~ 11111 'l 'KU 1 Pl!RI.IC SAFfTY �Environmental Health & Safety • The Department of Environmental Health & Safety is responsible for assisting the University community with: • OSHA compliance • EPA compliance • Environmental Health needs (i.e. pandemic flu planning) • Fire Extinguisher Laboratory budgetary management and oversight ~ 1~ 12 • Storm Water Quality Management • Hazardous Materials Response Dl\'ISIC)N C)r • Etc. EKU PUBI IC ~r\H·TY �Risk Management & Insurance • The Department of Risk Management & Insurance provides the following services to the University community: ~ 1~ fl • Coordinate Commercial Insurance claims for the listed lines of insurance • Answer questions regarding Insurance Coverage • Review Certificates of Insurance for Contractors working for EKU and for entities renting EKU facilities • Provide appropriate Certificates of Insurance of listed lines of commercial insurance. • Review/placement/maintenance for (non-benefit) Commercial Insurance Dl\'ISIC)~ C)F EKU Pl IBUC SAJTTY �RM&I Lines of Insurance ~ ~ 1 '1J • Architects Professional Liability • Fiduciary • Aviation Aircraft (Hull) • General Liability • Aviation Airport General Liability • Healthcare Student's Professional Liability • Aviation - Fixed Based Airport Liability • Inland Marine • Auto • Intercollegiate Athletics Injury (Athletes) • Boiler and Equipment • Intercollegiate Sports Injury (Cheerleaders, Dance Team, Mascot) • Bonds (various) • Internationa l Travel • Clinical Professional Liability (Malpractice) • Kidnap and Ransom • Coach Owned Camps • Model Laboratory School Student Accident • Crime (Fidelity Bond) • Police Professional Liability • Cyber Liability • • Educator's Legal Liability (Directors and Officers) State Fire and Tornado Fund (Buildings and Contents) • Employed Counsel • Student Clinical Professional • Equipment Breakdown (Boiler & Machinery) • Workers' Compensation Excess liability • Workers' Compensation Monopolisti&s1t1tkS1O1'\ • OF EKU PLIBI IC SAFETY ���Clery Compliance & Communications Emergency Management & Security Environmental Health & Safety Fire Extinguisher Laboratory Oversight 9·1-1 Police Risk Management & Insurance �Public Safety The Eastern Kentucky University Division of Public Safety is comprised of a team of dedicated individuals who serve the University and surrounding community. Our areas of focus and expertise include: • Clery Compliance & Communicat1ons • Emergency Management and Serunty • Environmental Health & Safety • Fire Extinguisher Laboratory (budgetary and partial personnel oversight only) • 9-1-1 Telecommunications • Police DepartmPnt • Risk Managernen• & lrisura'1ce Clery Compliance The Clery Compliance Administrator coordinates the university effort to maintain compliance with the Jeanne Clery Disclosure of Campus Security Policy and Campus Crime Statistics Act and the Michael Minger Act. • Trains Campus Security Authorities In their reporting responsibilities and key stakeholders n Clery Act requirements • Coordinates with university adrrnnistrators to develop Clery Act compliant policies and procedures which encompasses areas of the H1ghe' Education Act, Violence Against Women Act, Drug Free Schools and Communities Act, Higher Education Opportunity Act and the Sexual Assault Victim's Bill of Rights • Gathers training. crime, and disciplinary data from internal and external sources, such as the Oft1ce of Student Conduct and Community Standards and law enforcement agencies local to the EKU service regions. • Leads the Clery Compliance Committee • Submits statistics and required information to the Department of Education annually • Prepares and publishes the Annual Security and Fire Safety Report (http://police.eku.edu/sites/police.eku.edu/files/2015 annual security and fir e safety report.pdf) �Emergency Management & Security The mission of EKU Emergency Management is to provide partnership, wisdom, and guidance to Division of Public Safety personnel, and Eastern Kentucky University, in furtherance of the Emergency Management core mission areas of Prevention, Protection, Mitigation, Response, and Recovery. Our goal is to do what is reasonable and prudent to help keep our students, faculty, staff, and visitors, safe and healthy. This is a collaborative effort and it is a responsibility of all members of our community. Emergency Management serves as an important resource for Eastern Kentucky University in the following ways. Planning: • • • • • The EKU Emergency Action Plan was implemented in August 2009. Since 2009, 81 Building or Facility Emergency Action Plans were created and distributed For Academic and Administrative Buildings, Residence Halls, and Regional Campuses. The production of a University-wide Emergency Action Plan/Template, which was used as a base to customize plans for each individual building and facility, took three years to complete. In 2016, significant updates to the material contained in Building or Facility Emergency Action Plans were made, and revision to 76 plans was accomplished . Complete updates to the plans is a collaborative and ongoing effort, facilitated by Emergency Management, and is the responsibility of the leadership within each building or facility. Mass communications to provide emergency notifications and timely warnings to the University community require preplanning and alerting protocols. Emergency Management leads this effort with Rave Mobile Safety, our primary emergency notification system. Training: Since September 2013, Emergency Management conducted various training sessions: • • • • New Employee Orientation sessions are conducted every other week for new employees Emergency Notification System Use training sessions are conducted with Public Safety Team Members annually. Updates to alerting practices, and periodic reminders about alerting protocols, are disseminated to Public Safety Team Members as changes occur and as appropriate. In 2015, Emergency Management conducted 9 Enhanced Shelter In Place Training Sessions in 8 buildings/facilities for 135 people. Between 03/23/2016 and 04/18/2016, EKU Emergency Management conducted 14 Enhanced Shelter In Place Training Sessions for 122 people, in order to better prepare our community for a possible chemical release at the Blue Grass Army Depot. These training sessions were in preparation for a Shelter In Place Drill conducted on April 201\ 2016. �1; •• •• •• •• •• •• •• •• •• •• •• t • • • • • Exercising: Associated with training, since September 2013, Emergency Management has facilitated and/or participated in significant training events . • On September 18th, 2013, the Annual Community Wide Chemical Stockpile Emergency Preparedness Program (CSEPP) Exercise • On October 10th, 2013, a Multi-Jurisdictional Active Shooter Functional Exercise at Berea College On November 4th, 2013, an Active Shooter Table Top Exercise with the EKU President and his Council Participated in the planning process and execution of the Blue Grass Airport Full Scale Mock Disaster Exercise April 2014 Planned and executed a Multi-Jurisdictional Full Scale Exercise at the Madison Airport, in cooperation with the Madison County Emergency Management Agency, on August 13th, 2014. On September 17th, 2014, the Annual Community Wide Chemical Stockpile Emergency Preparedness Program (CSEPP) Exercise On September 16th, 2015, the Annual Community Wide Chemical Stockpile Emergency Preparedness Program (CSEPP) Exercise On April 20th, 2016, we conducted a Shelter In Place Drill. The Drill was part of a • • • • • • ~ • Between 04/26/2016 and 09/20/2016, EKU Emergency Management conducted 9 more Enhanced Shelter In Place Training Sessions for 62 people, in order to better prepare our community for a possible chemical release at the Blue Grass Army Depot. These training sessions were in preparation for a Shelter In Place Drill conducted on September 21'1, 2016 in conjunction with the Annual CSEPP Exercise in Madison County. Do you know what to do in an emergency situation? The Division of Public Safety is available to conduct Emergency Response and Evacuation Procedures Test Exercises for any group or member of the EKU community upon request. For more information, or to schedule a test exercise, please contact EKU Emergency Management at 859-622-8987, 859-622-1111, or email gary.folckemer@eku.edu . Please visit our Training and Exercises Page at: ht t p://emergency.eku.edu/ training-and-exercises Numerous Emergencies 101 training sessions are conducted throughout the year. • • • • class project for two of our HLS courses in the EKU College of Justice and Safety, and it was voluntary for any other community members who wanted to participate. A grand total of approximately 50 people participated. On August 6th, 2016, EKU conducted the first ever complete set of EKU specific extended siren tests. This tested all of the siren alert and message capabilities in real world conditions. On September 21'1, 2016, the Annual Community Wide Chemical Stockpile Emergency Preparedness Program (CSEPP) Exercise. This included a Shelter In Place Drill for HLS students, similar to the one described above. A total of approximately 30 students and staff members participated in the HLS Shelter In Place Drill. The general university population was encouraged to voluntarily participate in the drill as well. �• • We are currently planning a Full Scale Exercise involving an Active Shooter Scenario, with our partner first responder agencies and other community stakeholders, to take place on the EKU Richmond Campus scheduled for Tuesday, July 25th, 2017. Notification: Eastern Kentucky University has implemented a multi-modal emergency notification system to inform the community about incidents affecting campus. The systems include sirens and public address systems, text messaging, email messaging, voice messaging, network pop-up messaging, RSS feeds, and social media . • • Emergency Management tests the system monthly. Emergency Management uses the tests to provide emergency preparedness information to the community • • • • • Each month the following alert methods are tested Text Messages - about 5,000 messages are sent Email Messages - about 21,800 messages are sent Voice Messages - about 4,500 messages are sent Public Domain - messages are posted on computers connected to the network, on websites, and on social media Messages are targeted to all community members each month • Security: • • • We were the main University administrators, working with the Student Government Association, to populate information into, and successfully launch, the SGA lead Campus Safety App, liveSafe, which was made live in February 2016. We are currently serving as the University leader/facilitator for the Campus Security Analysis and Consultation Services Project at EKU. This is a multi-year project where a consulting firm is conducting electronic safety and security assessments of our facilities and is reviewing our emergency response, crisis management, and business recovery plans. Priorities for the scope of work in this project include: o Produce a set of ESS (Electronic Safety and Security) Standards for EKU Construction and Renovation. o Convert and use the ESS Standards to produce RFPs for (1) SMS (Security Management System) and (2) VMS (Video Management System). o We believe this is very important since EKU Builds is involved with 10 new projects. And the development of the ESS Standards/RFPs will inform additional measures to all other existing facilities. We w ill refine the ESS Standards after the RFP process determines the vendors and equipment EKU will use. o Produce a practical solution (Template) that readily applies to EKU for Incident Response, Crisis Management, and Continuity of Business/Operations. o Reports generated from the ESS Assessments performed. •• •• •• •• •• •• •• •• •• •• •• •• • f • f 4 • �o o o o In addition to all of this, we are in the process of augmenting campus public safety, and the police department, with a security department/program, that will be comprised of student workers. The Safety and Security Officers are non-sworn part-time employees under the supervision of the Director of Emergency Management and Security and/or the EKU Police Shift Supervisor or their designees. Their employment will give them work experience in emergency management, safety, and security. Safety and Security Officers will work during the period of time when the majority of the university's full time, dedicated, staff members are not present on campus. Our reasoning for this is that it represents the time when students are on campus but there are fewer staff members to provide services for them. Their duties and responsibilities will be to maintain an assigned post or patrol in an assigned area for the purpose of observing any suspicious activity or dangerous situation and reporting said observations to the proper authority. Usually a member of the EKU Police Department or other member of the Division of Public Safety. �Environmental Health & Safety The Department of Environmental Health & Safety is responsible for overseeing the environmental, health, fire and life safety needs of the University and its extended campuses as well as managing the various insurance lines and assessing, managing and recommending programs to mitigate risk. EH&S is responsible for overseeing Risk Management & Insurance as well as Emergency Management functions of the University. Environmental Health & Safety leadership is provided by the Executive Director of Public Safety and Risk Management and the Director of Emergency Management and Security. We perform services which include : • • • • • • Fire and life safety training (Freshman orientation, RA, RHC, faculty and staff) Industrial hygiene and environmental assessments Asbestos assessment, inspection and document management Asbestos management plan oversight and LEA designee for Model Laboratory School Hazardous material emergency response Fire and hazardous incident emergency response Hazardous and biohazardous waste management, tracking and reporting Chemical management and reporting OSHA compliance o Respiratory protection o Confined space o Lockout/tagout o Hearing conservation o Etc. Pandemic/Epidemic flu monitoring Laboratory safety services • Etc. • • • • • Environmental Health & Safety is comprised of the following staff: • • • Environmental Health & Safety Specialists (2) University Claims Specialist (1) Fire Marshal (Police Sergeant) (1) Fire Extinguisher Laboratory Operational and Budgetary Oversight As part of the duties and responsibilities of the University Fire Marshal, under the direction of Environmental Health & Safety, the Fire Extinguisher Laboratory inspect s, services and maintains over 1,600 fire extinguishers and systems on the main campus, the Central Kentucky Regional Airport, as well as assists with activities at th e regional campuses. �9-1-1 Telecommunications EKU Police Telecommunications provides the critical link between the university community and emergency services. We have 7 Kentucky Law Enforcement Council Certified Telecom mun icators. • • • Clery Compliance and Communications Administrator (1) Telecommunications Supervisor (1) Certified Telecommunications (5) EKU Telecommunicators attend the 5-week (205-hour) Kentucky Department of Criminal Justice Training Academy and receive Telecommunications Professional Standards certification by the Kentucky Law Enforcement Council. Telecommunicators complete a minimum of 8 hours of state mandated professional development annually. Our 9-1-1 Telecommunicators field a variety of calls from various input sources. These include walk-in, radio, alarm panel, emergency call boxes (blue phones}, Officer initiated, online tips, Live Safe tips and phone calls. The following are call totals fielded by our Telecommunications team: • • 11,840 calls in 2015 15,870 calls in 2016 Telecommunicators are the lifeline between the community and first responders and are often responsible for initiating the emergency notification systems. �Police The Eastern Kentucky University Police Department is a 3-time accredited law enforcement agency of the Commonwealth of Kentucky by the Kentucky Association for Chiefs of Police (KACP). We provide 24-hour emergency response and patrol services to the University commu nity. The Police Department's authorized strength is 24 sworn police officers, of which include 2 full-time detectives and a School Resource Officer assigned to Model Laboratory School EKU Police Officers have county wide jurisdiction and 2 officers currently serve on the Richmond Police Department Emergency Response Unit as part of our ongoing effort to develop interagency operability and cooperation. EKU Police Officers attend the 23 week Kentucky Department of Criminal Justice Training academy located on EKU's campus. This training equates to 928-hours of instruction time. This, coupled with a field training program, on the job training, departmental roll call training, bi-annual firearms qualification, University required training, and mandatory 40hour continuing professional development law enforcement education provides an environment wherein our Officers are very well trained and equipped with the requisite skillsets to appropriately respond to and mitigate situations that arise on our campus. The EKU Police Department managed the following calls for service (at times, more than one unit will respond to a call for service): • • 9,497 in 2015 13,758 in 2016. The EKU Police Department offers the following training: • • • • • • • • • • • • • • Alcohol Awareness Date/Acquaintance Rape Prevention Drug and Alcohol Abuse Prevention Female Assau lt Prevention General Crime Prevention Hall Staff Train ing - Police Orientation Harassing Communications Prevention Law Related Education Property Protection and Engraving Rape Aggression Defense (RAD) Residence Hall Room Security Residence Hall Security Residence Hall St aff Training Stud ent Orientat ion t o Public Safety �Risk Management & Insurance The Department of Risk Management & Insurance provides the following services to th e University community: 1. 2. 3. 4. 5. Coordinate Commercial Insurance claims for t he listed lines of insurance Answer questions regarding Insurance Coverage Review Certificates of Insurance for Contract ors working fo r EKU and fo r ent ities renting EKU facilities Provide appropriat e Certificates of Insurance of listed lines of commercial insurance. Review/placement/maintena nce for the fo llowing lines of (non-benefit) Commercial Insurance The following lines of insurance are secured on an annual basis and are managed separately: • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Architects Professional Liability Aviation Aircraft (Hull) Aviation Airport General Liability Aviation - Fixed Based Airport Liability Auto Boiler and Equipment Bonds (various) Clinical Professional Liability (Malpractice) Coach Owned Camps Crime (Fidelity Bond) Cyber Liability Educator's legal Liability (Directors and Officers) Employed Counsel Equipment Breakdown (Boiler & Machinery) Excess Liability Fiduciary General Liability Healthcare Student's Professional Liability In land Marine Intercollegiate Athletics Injury (Athletes) Intercollegiate Sports Injury (Cheerleaders, Dance Team, Mascot) International Travel Kidnap and Ransom Model laboratory School Student Accident Police Professional Liability State Fire and Tornado Fund (Buildings and Contents) Student Clinical Professional Workers' Compensation Workers' Compensation Monopolistic State �Key Divisional Presentations • • On September 23, 2016, the Division of Public Safet y partnered wit h the Provost 's Office t o host the Council on Postsecondary Education fo r a ca mpus safety summit. Members of our Div isional team participated in panel discussions and were guest speakers fo r the afternoon general session. On November 14, 2016, we presented t estimony in Frankfo rt, KY t o the Subcommittee on Postseconda ry Education relative to ca mpus safety and security. Professional Affiliations • • • • • • • • • • • • American Society of Safety Engineers (ASSE) Campus Safety Health and Environmental Managers Association (CSHEMA) International Association of Campus Law Enforcement Administrators (IACLEA) International Town and Gown Association (ITGA) Kentucky Association of Chiefs of Police (KACP) Kentucky Association of University Law Enforcement Administrators (KAULEA) Kentucky Higher Education Emergency Management Association ( KHEEMA) Kentucky Narcotics Officers Association (KNOA) National Association of Clery Compliance Officers and Professionals (NACCOP) National Emergency Management Association (NEMA) National Fire Protection Administration (NFPA) University Risk Management Association (URMIA) University Committee Representation • • • • • • • • • • • • • • • ADA Committee Benefits Committee Chemical Safety Committee Clery Compliance Committee Committee for Responsible Environment al Stewardship Emergency Management Advisory Committee Environmental Health & Safet y Com mittee Laboratory Safety Committee Parking Advisory Committee Professional Development Registered Student Organizations Risk Management Committee Student Assistance and Intervention Team Staff Council Tobacco Free Policy Committee University Diversity Committee �Community Activities • • • • • • Chemical Demilitarization Community Advisory Board Chemical Stockpile Emergency Preparedness/Weapons of Mass Destruction Ellis Coalition Fraternal Order of Police Programs Local Emergency Planning Committee Madison County 9-1-1 Board • • Madison County Law Enforcement Intelligence Rape Aggression Defense (RAD) • Special Olympics �Division Leadership Team Bryan Makinen, Executive Director of Public Safety & Risk Management Brian Mullins, Chief of Police (Director) �Gary Folckemer, Director of Emergency Management & Security Erika Richardson, Clery Compliance and Communications Administrator �Tanisha Campbell, 9-1-1 Telecommunications Supervisor Ann Cotton, University Claims Specialist �Lt. Brandon Collins Lt. Patrick Begley (Operations) {Administration/Detective Bureau) ���Fall 2016 4,219 ss Series (Workshops) - ~ ,. :.: ;i :. • u. ·"· ··· dvis1· c'5 :¥:!4! - . &'ii-r·-~:.::--~- - '. ' . ,'. ij] Mentoring ~-~-i!!!; - ~~ .:,:r1~ : _;7.~~~~~~..~ ~ n ! f r ! M ~ ~ ~ ~ ~ r ~ ~ ~ ~w.., • ~;~ - H::5 - -- -a ; , 1 ;,i,;;,1,, ~ ' . ~~.~ General Info, Events, or Unspecified 1,147 �. LI'\ • "' 00 00 "m....... 0 ~ en• '#....... 00 00 M M M "m m ...:t U\ ) LI'\ U\ U\ '- '- '- ::c: ::c: ::c: :::, 0 . m• m I 0 :::, 0 + "° :::, 0 A 0 �"·"'C 0 ■- +■' "'cu :::) 0 �Board of Regents Academic Update 1/30/17 j �E'KU Academic Progress Rate • The Academic Progress Rate is the measure of eligibility and retention of student-athletes each year. The benchmark score for post season eligibility is 930, and a perfect score is a 1000. • 10 teams earned perfect 1000 APR single year scores in 2015-16 (Baseball, Men's Cross Country, Men's Golf, Men's Tennis, Men's Track and Field, Women's Cross Country, Women's Golf, Softball, Women's Tennis, Women's Track and Field). �E'KU Colonels in the classroom Fall 2016 The average GPA for student-athletes has exceeded the 3.0 benchmark during each term for the past 10 semesters. • Last fall we recorded 3.102 GPA - Tied for 2nd Highest Fall All Student-Athlete Term GPA • 51 S-A had a FA 16 term GPA of 4.0 (Highest Fall Ever) • 198 S-A had a 3.0 or above that's 63.05% of our S-A with GPA of 3.00 or above • 126 S-A on Dean's List (Highest Number Ever) • 13 teams with a 3.0+ GPA • 3 Teams Post Highest Fall GPA Ever: Men's Basketball, Soccer, and Volleyball. • 6 student-athletes earned their college degrees in the fall. �E'KU Bratzke Center Fall 2016 • Per NCAA Graduation Success Rate (GSR) - EKU student-athletes are graduating at a rate of 81 °/o • The fall-spring retention of studentathletes this year was 96.6°/o (2.2°/o improvement from last year) • Spring 2017 Priority Registration hit a record mark of 90°/o, which is 30°/o improvement from last fall, and 10°/o improvement from last spring �i FOOTBALL SOCC ER • £KU BRAT < C OMMUtllC,t,TION COMM > ~ GOALS ITMENT l UTO RING , ._._H , .. ..ems :·• •"!GOLfm COL~NEL SCHOLAR ZKE '' i '5-t\ ';~ -;: RESPONSIBILIH CiRAf'UATiCN ~ VALUES 'o.,., ..c HIEVEMEl<T ~\MEMANAGEMENT a ... 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' .. ~ pROFESSIO �, ..... / ~ ~ EKU Spotlight Days REGENT LEWIS DIAZ 30 JANUARY 2017 �What are "Spotlight Days?" ■ Spotlight Days are EKU's premier Open House event highlighting everything the University has to offer to prospective students and their families. ■ The Spotlight Experience includes: o Guided tours of campus o Academic Showcase to meet faculty and discuss programs o Participating in specially designed information sessions o Hearing presentations from Admissions, Financial Aid, Housing, Honors, and other key offices o Complimentary lunch in the dining facility �Why do we host Spotlights? ■ To provide prospective students and families a comprehensive forum for exploring the EKU experience. ■ Format is comprehensive and efficient for bringing all campus stakeholders together in the recruitment effort. ■ When students arrive for our standard tours offered on weekdays, they often do not get to meet with professors or support personnel due to the daily class and work schedules. ■ The Spotlight events are scheduled well in advance. All programs are invited to participate in the Academic Showcase. Setting dates early helps faculty plan ahead. �Who is invited? ■ Target is current high school sophomores, juniors, and seniors and their family members. ■ Promotion for event includes: o Posters with dates (for high school hallways) - Mailed in August o Postcards mailed to prospect's home address obtained during search o Traditional and digital ads encouraging attendance o Emails to prospective students and high school guidance counselors o Phone calls to counselors; auto reminders to those who have signed up to attend. o Admissions counselors are the Relationship Managers �When are Spotlights scheduled? ■ Always scheduled on Saturdays in order to give families a non-weekday option to visiting our campus ■ Typically, the Admissions Office hosts three Spotlights during fall semester and two during spring semester. ■ Below are the dates for the Fall 2017 recruitment cycle: o o o o o October 8, 2016 October 29, 2016 November 19, 2016 February 4, 2017 April 22, 2017 (High School Junior Focused) �Spotlight format ■ Candidates register in advance (but walk-ins are welcomed) ■ A guided and hosted event throughout the day ■ University Welcome and overview are provided by AVP Student Success ■ Separate parallel programming for parents and student candidates ■ Includes a campus tour; refreshments and lunch provided ■ EKU Student Admission Recruitment Ambassadors (ARAs) are trained to accompany candidates and families and assist in hosting the event ■ Admissions staff and counsellors on-hand to assist with on-the-spot applications ■ Follow-up calls and emails are made to all participants �Tirne Proqrarn Location 8:30- 9:00 a.m. Registration W e l co m e Ce nter, Whitl ock Build i ng 9:00-9:15 a.m. University Welcome O ' D o nn e ll H a ll, Whitloc k Buildin g Student Sessions Parent Sessions Adm iss i on s Time 9:20-9:45 Sessions Admissions 9 :45 - 10:00 H ou s in g 9:50-10:15 10:00- 10:15 Fi nanci a l Aid 10:20-10:45 Breakout Session 1 Student Success & Gurus Honors Campus Recreation Student Life Breakout Session 2 Housing Financial Aid Co-Op/Internship Student Life Breakout Session 3 Housing Financial Aid Campus Recreation Education Abroad Break Student Panel Time 9 :20-9 :45 Sessions Location O'Donne ll H a ll 10:15- 10:30 Break 10:50-11:15 10:30-10:45 10:45- 11:00 Advi sing H onors 11:15-11:30 11:30-12:00 11 :00- 11 :45 EKU Stori e s Location Underground Powell Middle Powe ll Underground Powel l 12:00-1:00 p . m. Academic/Student Services Showcase B a llro o m , K ee n Johns on 1:00-2:00 p . m. Lunch Upstairs P o well B u ilding, 3 1:30-3:00 p . m . Campus Tours Middl e P owe ll L o bby, 2 n d Fl o o r 2:00-3:30 p . m. Check- Out W e l co m e Ce nte r , Whit l ock Buildin g rd Floor �Campus Stakeholder Involvement Admissions Bookstore Student Life & First Vear Experience All Academic Departments NOVA ResNet/lTDS & Geeks University Housing Parking Scholarship Financial Aid EKU Police Campus Recreation Academic Advising Counseling Center University Housing Honors Office of Sustainability Multicultural Student Affairs Student Success Center & GURUS Student Outreach and Transition Office Veteran Affairs Campus Recreation ROTC Noel Studio Student Life Air Force ROTC Student Health Services Career & Co-Op Dining Services Center for Student Accessibility Education Abroad Greek Life Academic Advising �How do Spotlight events fit into our recruitment plan? ■ Premier Campus Visit event ■ Compliments Weekday visits and Major Meet-ups ■ Promoted widely ■ Complements: o High School visits o College Fairs o Orientations �How effective are Spotlights in growing enrollment? ■ ■ ■ 900 - 1100 Register to attend annually 70% - 75% Show rate, plus walk-ins 90% of attendees HS Seniors (2014) o 66% of those Seniors applied o 88% of those who applied were admitted o 68% of those admitted enrolled for Fall 2014 Note: Average Yield of Admitted New Freshmen overall is 38% �c,.. V) C 0 ·~ V, QJ a • �~ 'rJ~ EASTERN KENTUCKY UNIVERSITY Development and Alumni Relations Report to the EKU Board of Regents January 30, 2017 �PNl , ~~ ~ EASTERN KENTUCKY UNIVERSITY FY17 Gifts Received $2,419,596 Bequest Expectancies $1,299,718 (5) Pledge Balances $141,422 TOTAL $3,860,736 �Slide 2 PNl Perlick, Nick, 2/15/ 201 5 �PNl ,~ 12 ~ EASTERN KENTUCKY UNIVERSITY • $1.25 million anonymous gift for math and science scholarships • Alan Beeler Professorship in Music ($500,000 + state match) • 10 additional new endowed scholarships • 3 new non-endowed scholarships �Slide 3 PNl Perlick, Nick, 2/ 15/ 2015 �PN1 ,~rl ~ EASTERN KENTUCKY UN IVERS I TY Foundation Annual Report �Slide4 PNl Perlick, Nick, 2/15/2015 �PNl ,~ ~ ~ EASTERN KENTUCKY UNIVERSITY Rising to the Challenge Alumni Engagement: Recruitment, Mentoring, and Career Pathways for Students EKU Foundation �Slide 5 PNl Perl1ck, Nick, 2/1 5/2015 �PNl ~ ,h ~ EASTERN KENTUCKY UN IYERSITY QUESTIONS? �Slide 6 PN 1 Perilck, Nick. 2/15/2015 �Financial Update Eastern Kentucky University Board of Regents January 30, 2017 �FY 17 vs FY 16 Operating Revenues FY 17 FY 16 VTD Activity YTD Activity Other Sources 135,304,575 35,734,800 2,403,924 628,108 4,774,546 2,939,049 133,763,643 37,418,600 1,977,791 1,512,237 4,475,095 3,301,551 1,540,932 (1,683,800} 426,133 {884,129} 299,451 {362,502} Total E & G Revenues 181,785,002 182,448,917 {663,915} 16,021,570 25,456,413 (9,434,843} 207,905,330 _(_!0,_098, 758} December 31, 2016 Tuition & Fees State Appropriations Government Grants & Contracts Found ation Transfers, Private Grants & Contracts Sales/Services Educational Activities Total Auxiliary Revenue Total Revenues 197,806,572 - - - - --- - - Difference �FY 17 vs FY 16 Operating Expenditures December 31, 2016 Academic Instruction Research Public Service Academic Support Student Services Institutional Support 0 & M of Physical Plant Student Financial Aid Total E & G Expenditures Total Auxiliary Expenditures Total Expenditures FY 17 FY 16 YTD Activity YTD Activity 47,147,581 68,139 1,810,632 14,021,319 11,113,449 14,779,773 9,624,491 31,873,299 46,204,206 78,733 1,412,602 14,200,161 10,496,178 19,712,135 14,848,793 28,740,563 943,375 {10,594) 398,030 {178,842) 617,271 {4,932,362) {5,224,302) 3,132,736 130,438,683 135,693,371 {5,254,688) 14,865,694 12,588,411 2,277,283 145,304,377 148,281,782 {2,977,405) Difference �Net Operations: FY 17 FY 16 YTD Activity YTD Activity Overall Net: 52,502,195 59,623,548 (7,121,353) Education & General: 51,346,319 46,755,546 4,590,773 Auxiliaries: 1,155,876 12,868,002 (11,712,126) December 31, 2016 Difference �Net Operations without Project Funding: FY 17 FY 16 YTD Activity YTD Activity Revised Overall Net: 54,556,495 64,754,499 (10,198,004) Education & General: 53,400,619 51,886,497 1,514,122 Auxiliaries: 1, 155,876 12,868,002 ( 11,712,126) December 31, 2016 Difference �Operating Revenues vs Budget YTD Percent of Budget FY17 FY16 December 31, 2016 Total E & G Revenues 75.01% 77.16% Total Auxiliary Revenue 58.74% 97.48% Total Revenues 73.36% 79.18% �Operating Expenditures vs Budget YTD Percent of Budget FY 17 FY 16 December 31, 2016 Total E & G Expenditures 49.80% 52.97% Total Auxiliary Expenditures 54.38% 48.21% Total Expenditures 50.23% 52.53% �.. . Comments & Questions �EASTERN KENTUCKY UNIVERSITY Serving Kentuckians Since 1906 CPO 30A, I08 Coates Building 52 I Lancaster Avenue Richmond, Kentucky 40475-3102 Phone: (859) 622-3884 FAX: (859) 622-8 I36 Office of the Sr. Vice President fo r Academics & Provost provost'<1lcku.edu • www.eku.edu TO: EKU Board of Regents FROM: Provost Janna P. Vice DATE: January 30, 2017 RE: Provost's Report to the Board of Regents Thank you for the opportunity to update you regarding important accreditation initiatives in Academics. SACS-COC Outcomes Report EKU has received the report from the SACS-COC off-site committee, which determined EKU to be in compliance on 74 of the 96 standards. In the follow-up conference call with Dr. Charles Taylor (the SACS-COC Vice President and our accreditation advisor), Dr. Taylor shared with President Benson, Vice Provost Dr. Sherry Robinson, and me that most of our non-compliance issues can be addressed by providing additional information. We were especially pleased with the feedback regarding the two most troublesome standards for most schools: With regard to adequacy of full-time faculty and faculty qualifications, we were deemed to be in full compliance. Regarding faculty qualifications standards in particular, 98-99 percent of institutions are generally determined out of compliance at the off-site stage. Had even one faculty member been cited for insufficient qualifications, we would have been ruled in "non-compliance." The success on these standards is evidence that EKU hires highly qualified faculty. The success is also attributed to Vice Provost Robinson's work with the chairs to document qualifications and then present them clearly and appropriately to the off-site committee . Of the 17 standards designated as non-compliant, seven were administrative and ten were academic. We are very confident we provided sufficient evidence in the focused report that Ket!fJ!~ Eastern Kentucky University is an Equal Opportunity/Affirmat ive Action Employer and Educational Institution �Board of Regents Page 2 January 30, 2017 was submitted to the on-site committee in early January, which clarifies our compliance with these standards. The SACS-COC on-site visit is scheduled for February 21-23. EKU is deeply indebted to Vice Provost Robinson, Dr. Gill Hunter, and the SACS-COC Leadership Team for their work on the compliance report, as well as to EKU's dedicated faculty and staff throughout the campus who ensure we continue to meet the rigorous, high-quality standards of SACS-COC. Council for the Accreditation of Educator Preparation (CAEP) Key Dates A major accreditation initiative that impacts five of our colleges is CAEP, which is required for certification of all our teacher education program s. Dean Sherry Powers and the College of Education are working diligently to prepare for the following CAEP schedule: March 17, 2017 Self-Study Report (SSR) due November 12-14, 2017 On-Site Visit Spring 2018 Accreditation Council (AC) reviews case and renders decision KettJl!~ Eastern Kentucky University is an Equal Opportunity/Affirmative Action Employer and Educational Institution �Eastern Kentucky University 521 Lancaster Avenue Richmond, KY 40475 Focused Report for the Compliance Certification Report prepared by Dr. Sherry Robinson Vice Provost (859) 622-6208 Dr. Gill Hunter Associate Professor, English (859) 622-3097 �FOCUSED REPORT FOR THE COMPLIANCE CERTIFJCA TION 2.11.1 The institution has a sound financial base and de111onstrated financial stability to support the 111ission o f the institution and the scope of its programs and services. The 111ember institution provides the follO\ving financial state111ents: (I) an institutional audit (or S1andard Re1•iew Report issued in accordance with Statements on Standards for Accounting and Review Serrices issued by the AICPA for those institutions audited as part of a syste111 wide or statewide audit) and written institutional 111anage111ent letter for the 111ost recent fi scal year prepared by an independent certified public accountant and/or an appropriate govern111ental auditing agency e111ploying the appropriate audit (or Standard Re,·iew Report) guide: (2) a state111ent of financial positi on of unrestricted net assets. exclusive of plant assets and plant-related debt, which represents the change in unrestricted net assets attributable to operations for the most recent year: and (3) an annual budget that is preceded by sound planning. is subject to sound fiscal procedures. and 1s approved by the governing board. (Financial resources and stability) Reviewers' Comments The institution has provided appropriate documentation related to audited financial statements for the 111ost recently ended fi sca l year and evidence of adequate annual budgeting processes. However. the institution did not provide the management letter from the auditors identifying specific reco111mendations. if any. along with institutional responses to reco111111endations. and a longitudinal sum111ary schedule (3-5 years) of unrestricted net assets exclusive of plant and plantrelated debt including the most recently ended fiscal year. Eastern Kentucky University's Response The University received the management letter subsequent to the submission of the Compliance Certification. The management letter from the auditors is now provided. The letter does not identify any recommendations for the institution and. therefore. did not require a response from the institution. The University is also providing a longitudinal su111mary schedule of unrestricted net assets exclusive of plant and plant-related debt for the past five years. including the most recently ended fi scal year. EFidentiOJJ' Documentsfor Focused Repon: I. Management Letter. 2016 2. Summary Schedule of Unrestricted Net Assets Eastern Kentucky University Focused Report for Compliance Certification Page 1 �3.2.3 The governing board has a policy addressing conflict of interest for its members. (Board conflict of interest) Reviewers' Comments Members of the Board of Regents are bound by a conflict of interest po licy which flows from Kentucky Revised Statute 45A.340. At the institutional level. Policy 1.2.1 ··Code of Ethics.. was adopted by the Board in 2004 and explicitly references the Board of Regents as one of the --entities affected .. by the po licy. Within Board By laws, however. section 6.B.F addresses conflicts of interest for University offi cers and employees but does not address application of the policy to members of the Board of Regents (the focus of this standard). The institution asserts that new Board members are given an orientation packet containing the Bylaws. but as per the notation above the Bylaws do not spec ifically address conflicts of interest for Board members. Similarly. there is no evidence that Board members are asked to sign statements acknowledging awareness of. and compliance with. conflict of interest policy. The institution shou ld demonstrate that Policy 1.2.1 is being actively implemented and enforced for members of the Board of Regents. Eastern Kentucky University's Response At the December 5. 2016. meeting of the Eastern Kentucky University Board of Regents. Board members signed statements acknowledging awareness of and comp Iiance with confl ict o f interest policy. Kentucky Revised Statute 164.020 and Kentucky Revised Statute 164.321 were amended in 2016 to require all newly elected or appointed members of boards to participate in state-leve l training. In compliance with this law. Eastern Kentucky University Regents Richard Day, Lewis Diaz. Bryan Makinen. and Collin Pon er attended the state-wide training in Frankfort. Kentucky. on ovember 30.201 6. The training covered a broad range of subjects. which included information about conflict of interest. Eridentiary Documents for Focused Report: I. Signed statements from Board members 2. Kentucky Revised Statute 164.020 3. Kentucky Revised Statute 164.321 4. Board Training PowerPoi nt. November 30. 2016 Eastern Kentucky University Focused Report for Compliance Certification Page 2 �3.2.8 The institution has qualified administrative and academic officers with the experience and competence to lead the institution. (Qualified administrative/academic officers) Reviewers' Comments The institution prov ided resumes and job descriptions for responsible academic and administrative officers. This information also included a snap shot of officers· years in higher education. years in university administrative roles. and years in c urrent position. The institution appears to employ academic and administrative officers with the credentials and expertise appropriate for the duties and responsibilities associated with their positions, with one noted discrepancy. The Executive Director of Retention and Graduation does not meet the posted education requirement for the position as indicated on the Office of Human Resources· position description. The pos ition description does not indicate that years of experience may substitute for required education. !fan exception has been made. ajustification should be provided . Eastern Kentuck)' University's Response The Division of Student Success underwent an internal reorganization in fa ll 2014. A summary of positions for the reorganization was submitted to the Office of Human Resources on November 12. 20 14. As noted in this summary. the position description for the Executi ve Director of Retention and Graduation contains the fo llowing language: ·'S ignifica nt directly related experience can substitute for Master" s degree.·· The absence of this language in the subseq uent j ob description was an oversight. Ms. Shelley Park is qualified to be the Executive Director of Retention and Grad uation based on her significant ex perience (35 years) working with students at Eastern Kentucky University and collaborating \\ ith the departments now under her purview. Her resume shows that th rough her extensive experience in admissions. scholarships. and financial aid. she has developed unique connections with the directorates that report to her. Evidentia,T Documents for Focused Report: I . Resume. Ms. Shelley Park 2. Student Success position summaries Eastern Kentucky University Focused Report for Compliance Certification Page 3 �3.2.10 The institution periodically evaluates the effectiveness of its administrators. (Administrative staff evaluations) Reviewers' Comments The institution evaluates the effectiveness of its administrators at least every three years: administrators· evaluations are important·' ... to assessment of job performance: the sening and assessment of professional. job-related goals: and the encouragement of continuous personal and institutional improvement.·· Administrators who report to the president are eva luated at least every three years. but often annually. Academic administrators are evaluated on a three-year cycle: during the first two years of the cycle. administrators meet annually with their direct supervisor to discuss ach ievements with specific reference to the goals set the previous year: during the third year of the cycle. academic administrators prepare a brief assessment of their work during the previous three years. Other administrators are evaluated annually. The institution appears to have a process for periodi cally evaluating the effectiveness of its administrators based on re levant Office of Human Resources policies and provided sample evaluations. with t\vo noted di screpancies, I) Department Chair sample evaluation summaries are not dated (three year evaluation cycle); however current evaluations of Deans and direct reports to President and Provost were provided: 2) language used in institutional response reads. administrators who repo11 directly to the President are evaluated at least every three years. but often annually. by the President.: however. H.R. Po licy 8.3.3 reads. the president of the university shall determine the process and criteria for evaluation of his/her direct reports. and eva luations shall occur annually. The evidence supporting the assertion requires verification and c larification about two noted discrepancies. Eastern Kentucky University's Response Eastern Kentucky University provided three sample Department Chair evaluations in the Compliance Ce11ification Report. which were undated. Per the email (dated June 22, 20 16). these evaluati ons were conducted in Fall 2015. The Uni versity indicated in the Compliance Certification Report that --Administrators who repo11 directly to the President are eva luated at least every three years. but often annually. by the President." The University is able to clarify that the President does annually evaluate administrators who report directly to him. which is consistent with Policy 8.3.3. Employee Eva luations. El'identimy Documents for Focused Report: I. Email confirmation of date of Department Chair evaluations 2. Email confirmation of timing of evaluation of President"s direct reports 3. Policy 8.3.3. Employee Evaluations Eastern Kentucky University Focused Report for Compliance Certificat ion Page 4 �3.2.11 The institution·s chief executive officer has ultimate responsibility fo r. and exercises appropriate administrati ve and fi scal control over. the institution· s intercollegiate athletics program. (Control of intercollegiate athletics) Reviewers' Comments The President exercises authority over the institution·s intercollegiate athletics program. An athletic director oversees the program· s day-to-day operations and reports directly to the President. The athletic director sits as a member of the President' s Council (organizational chart. Office of the President website). The President also appoints the Faculty Athletics Representative and the members of the Uni versity Athletics Committee. As additiona l ev idence of compliance. the institution cites its adherence to standards in the Constitution of the O hio Valley Conference. to which it belongs. Ev idence is presented to demonstrate the Preside nt' s role in approv ing athletic contracts and in making dec isions regarding the hiring and termination of coaches. The Compliance Certification states that the athletics budget is ··subject to the president' s approva 1.·· Documentation was not provided to support that assertion. The institution should provide supporting documentation that the athletics budget is subject to the preside nt' s approval Eastern Kentucky University's Response Eastern Kentucky Un iversity provides the fo llow ing c lari fication. The athletics budget is developed and is reviewed throughout the year in collaboration with the President (see attached emai ls). As a component of the overall University budget. the athletics budget is presented to and approved by the Eastern Kentucky University Board of Regents annually. As stated in the Compliance Certi fication Report. the President approves athletic contracts. which inc ludes approval of sa laries. Additionally. the President approves direct expenditures of the Athletics Director. Evidentiarv Documents_f<_H· Focused Report: I. Ema ils regarding the athl etics budget Eastern Kentu cky University Focused Repo rt for Compliance Certification Page 5 �3.3.1 The institution identifies expected outcomes. assess the extent to wh ich it achieves these outcomes. and provides evidence of improvement based on analysis of the results in each of the fo llowing areas: (Institutional effectiveness) 3.3. 1. 1 educational programs. to include student learn ing outcomes Reviewers' Comments The institution has identified a systematic approach to assessing program outcomes to include student learning outco111es a lthough there was a dec line in reports receiving ·exemplary/exceeds expectations· ratings between 2014-20 16. This could be due to the fact that in spring 2016. a committee started to review reports rather than institutional effectiveness staff. There is an expectation that each department must identify three to fi ve measureable outcomes. and the outcome must include a critical thinking and communication outcome. Each outcome must be linked to the institutional mission and there must be multiple 111easures for triangulation. The institution has not sufficiently substantiated that 111eaningfu l changes are being made using the assess111ent data. O ut of the forty programs represented twenty-nine of the programs are reported by the institution as developing. The progra111s identified as deve loping lack sufficient evidence to show what changes are being made as result of the collected assessment data. In accordance with the expectation set by the institution. the programs do not show at least two 111ethods of assessing each objective. The reports that have been identified as exceedi ng expectations lack sufficient evidence use of the assess111ent results. For instance, there are no supporting documents for the Master of Science Industrial and Organizational Psycho logy and the Bachelor of Science in Nursing progra111s even though it is reported that expectations have been exceeded. The Off-Site Reaffirmation Comm ittee did not find consistent evidence supporting the analys is of results (data) to make progra111 improvements. Eastern Kentucky University's Response Meaningful Change In the past three years. the University has shifted from an institutional foc us on ·'assess111e11t"· to ..assurance of learning'· for educational programs. This shift more del iberatively places continuous progra m i111provement in the context of student learning. The University refers to continuous improve ment as meaningful change, which ..describes the process of identifying factors that affect student learning and taking action to improve student learning.. (Academic Planning and Assessment Committee Overall Checklist and Evaluation Form). The shift a lso increased the University·s expectations for educational programs to demonstrate assurance of learning through mean ingfu l change. The increased expectations coupled with a new rating process caused an initial decline in program ratings. as noted by the reviewers. The Impact of a New Rating Process In 2015. Eastern Kentucky University 111od ified the process for assessing academic programs· objectives. measures. results. and use of results. The 111odified process used a revised rating scale and the review was conducted by a committee rather than solely by lnstitutional Effectiveness staff. Despite the initial decline. this restructuring has also resulted in refocusing programs and units on the assessment of outcomes and actions for improvement based on the assessment results. For each ed ucational program in the first reviev. under the revised process. a rubric-based score was assigned to each of four areas: objectives. measures. results. and mean ingfu l change. The Eastern Kentucky University Focused Report for Compliance Certification Page 6 �average of these scores led to an overall rating. A program ·s overall "Developing .. rating does not necessarily indicate a lack of reporting or the absence of use o f resu lts: rather it indicates that the program did not meet the University"s high expectations across all categories. To illustrate this point six of the programs identified as ··Developing.. in the Compliance Cert ificat ion Report noted meaningful change. Specifically. the M.S. in Recreation and Park Administration received a 2.5 rating (i.e., meeting or exceeding expectations) for meaningfu l change. Rather than a simple indicator of mean ingfu l change. the "Developing.. designation is used by the Academic Planning and Assessment Committee co-chairs to identify targeted programs for further professional development and support. Program s identified as --Developing.. are required to meet with the Committee co-chairs for individualized assistance with the assessment process that emphasizes the use of results for continuous improvement. Additionally. professional development sessions focusing on --Meaningful Change·· were offered in Fall 2016 as a part of the Teaching and Learning Innovations Series. Si milar professional development sessions are scheduled for Spring 201 7. as are college level workshops focused on reporting assessment results and using the results to guide meaningful change. Evidence of Meaningful Change A --Developing.. rating does not indicate that programs are not implementing meaningfu l change. Additionally. many of these programs improved their reporting of meaningful change in the 2016 review. Four of the 29 programs reported as --Developing.. in the Compliance Certification Report were removed from comparison analyses due to suspension of the program and one was removed because it is no longer reported as a degree program. Of the remaining 24 programs, 22 increased their average score in 2016. Seven increased to an overall rating of --Meets or Exceeds Expectations:· A II of the programs reported using resu Its to make meaningful change. with 13 of those earning a "Meets or Exceeds Expectations.. for the mean ingful change portion of the rubric. These improvements indicate that the revised process. paired with professional development and one-on-one workshops. has improved the use of results to make change and the reporting of those changes in the annual report. Below are the 2016 TracDat Reports: Art and Design Studio - BF A Athletic Training - MS Business and Marketing Education Teaching - BS Child and Familv Stud ies - BS Communication Disorders - MA Ed Education - MAEd Environmental Health Science - BS Forensic Science - BS French - BA General Business - BBA Justice Policy and Leadership - MS Music - BM Music - MM Philosophv - BA Police Studies - BS Public Administration - MPA Public Health - MPH Public Relations - BA Recreation and Park Administration - MS Risk Management and Insurance - BBA Eastern Kentucky University Focused Report for Compliance Certification Page 7 �Safety. Security. and Emergency Management - MS School Counseling - MAEd Soanish - BA Wildlife Management - BS Reviewers also suggested that the program reports identified as exceeding expectations lacked sufficient evidence of use of the assessment results. Specifically. the reviewer indicated that the Master of Science Industrial and Organizational Psvchologv and the Bachelor of Science in Nursing program s lacked documentation to support the assertion that each program had met or exceeded expectations for meaningful change. The meaningful change section have been high Iighted in the 2015 assessment reports. Assessment Methods The recommendation for the 20 I 1-15 Strategic Plan was that all objectives have two methods of assessment. one of which should be a direct measure. Many programs had difficulty identifying and aligning appropriate measures. which made this recommendation a roadblock to measuring the objectives that faculty identified as the most important for student success and contributed to a lack of alignment between objectives and measures. This recommendation was modified with the implementation of the 20 16-20 Strategic Plan, for which programs are advised to develop a minimum of one direct measure for each objective. Additional measures are encouraged as supporting context for the direct measures but are not expected. Eridentiwy Documentsfor Focused Report: I. Overall Checklist and Evaluation Form 2. Spring 2016 Academic Planning and Assessment Committee Program Review Spreadsheet Meaningful Change Professional Development Flyer 4. Scoring Review Comparison for 2015 and 20 16 5. 2015 MS Industrial and Organizational Psychology Assessment Report 6. 2015 BS Nursing Assessment Report 1':otc: A:,,:,,essrnent reports for indi\ idual programs are a\ ailable in the narrati\ e abO\ c. Eastern Kentucky University Focused Report for Compliance Certification Page 8 �3.3.1 The institution identifie expected outcomes. assess the extent to "'h ich it ach ieves these outcomes. and provides evidence of improvement based on anal) sis of the results in each of the fo llo" ing areas: ( Institutional effectiveness) 3.3.l.2 Admini strative Support Services Reviewers' Comments The institution demonstrates a systematic process that admi nistrative units use to assess each unit although most of the uni ts are rated as de, eloping. Campus-wide training and workshops are conducted on Trac Dat. the Uni versit) ·s planning and assessment documentation soft,\ are. to provide support for admin istrative units to complete institutional effectiveness reports. However. many of the units have not demonstrated ho" the asse sment data are used for improvement. There are 13 out o f 14 admini strative support uni ts that the institution reported as developing. Ten of 14 units fa iled to shov. continuous imprO\ement efforts. All of the un its have identified at least one objective. but there is a systematic failure to shO\-, how those objectives were assessed. For instance. alumn i relations report onl) objectives. There is a umrnary of improvements for institutional equity. but not prov ided in actua l assessment report. The Off-Site Reaffi rmation Committee d id not find consi tent evidence that anal) sis of results (data) are u ed to make program improvements. Eastern Kentucky University's Response A ne,\ revie" process implemented in 201 5 mirrored the process for academ ic programs. which c learly stated expectations and provided feedback on the as essment information subm itted by the administrative support units. In previous years. admin i trative units \\ere onl) expected to deve lop plans and report results. The initial review and feedback from the ne\\ process resulted in focusing administrative units on the deve lopment of a comprehensive assessment proce s. including the use of assessment data to make meaningful change. Evide nce of Meaningful Change Following the initial rev ie\\' in 2015. all administrat i\'e units ,\ere requ ired to meet with the Academic Planning and Assessment Comm ittee to deve lop the ir 2016-20 strategic plans and to receive tra in ing on the use of assessment results to improve their units. Additionally. three professional development sessions that focused on meaning fu I change "ere offered in Fall 2016. These effort have resulted in signi ficant improvement in the quality of assessment for the administrative units, speci fically the use of results to make change. The Academic Planning and Asses ment Comm ittee is scheduled to revie" these reports on January 20.20 17. and provide detailed feedback to a ll administrative unit . An in itial re, iev. by the Academic Planning and Assessment Comm ittee co-chairs indicates that administrative units are engaging in the full cycle o f assessment. including the use of results to implement meaningful change and improve their units. The structure of reporting for these units changed in 20 16 to foc us reports on the institution·s strategic direction rather than ind ividual units. The unit-ba ed focu s had resulted in arbitrar) plitting of strategic activities and correspond ing asse sment between units. In order to real ign the assessment of these acti, ities. c lusters \\ ere created to re nect the University's administrative reorganization. For example. in prev ious years Regional Campuses. Dual Cred it. and the Center for Career and Workforce Deve lopment \\ ould ha, e ubmitted individua l asse sment reports. Eastern Kentucky University Focused Report fo r Compliance Certification Page 9 �Those units no,, function v. ithin the nev. ly created Offi ce of Engagement. Regional Ste,, ardshi p. and Government Relations and share responsibility for many strategic directions in the university"s strategic plan. In the 20 16 report cyc le. an ··Outreach.. cluster " a developed and corresponding strategic plan initiati, cs were identified and as igned to that clu ter. All of those units reported assessment acti vities in that cluster. The University completed the fi rst cyc le o f reporting using the revised structure in Fall 2016. and unit feedback indicates that the process is more authentic and productive. Overa ll. this change in structure resulted in a reduction from 14 unit reports in 20 IS to eight reports in 20 16. All eight adm inistrative units submitted comprehensive assessment reports v. ith evidence of meaningful change. Below are the 2016 TracDat Reports for the eight units. Engagement, Regional tev. ardship. and Government Relations - Engagement Engagement, Regional Stewardship, and Government Relation - Outreach Finance and Budget Hu man Resources Infrastructure and Safety Development and Alumni Relations Marketing and Communication Athletics Documentation of Meaningful Change The improvements summari zed in the narrative for In stitutional Equity were provided in the 201 5 assessment report but in the wrong area. The unit entered its change info rmation \\ ith their results rather than in the corre ponding change section. Deve lopment and Al umni Relations submitted a complete Asse sment Report as part of the 20 16 asse sment cycle. In that report. the offi ce identifies the following pl anning objective: --incrementally increa e the annual di stribution of a redesigned uni versity magazine:· Development and Alumni Relations reported there \\ ill be a 75% increa e in print distribution by July 20 17 \\ ith two issues annually. They also reported meaningful change as a result o f the increased distribution: ··Work with marketing and communication to completely redesign. which presents a strengthened visual brand to alumni and other rec ipients of the magazine. Make increased di stribution of the magazine a budgetary priority to allow for greater alumni engageme nt. £ 1·ide111im:r Docu111entsfor Focused Report: I. Meaningfu l Change Professional Development Fl)er 2. 20 15 Institutional Equit) Asses ment Report Note: Asse-,s111ent report~ for indi, idual unib are mailable in the narrati,e abO\e. Eastern Kentucky University Focused Report for Compliance Certi fication Page 10 �3.3.1 The institution identifies expected outcomes. as ess the extent to v.hich it achieves these outcomes. and provides evidence of improvement ba ed on anal) is of the re ults in each of the follo\, ing areas: (Institutional effectiveness) 3.3. 1.3 Academic and Student Support Services Reviewers' Comments The institution demonstrates a systematic process that academic and support units use to assess each unit. Campu -\\ ide training and \\Orkshop to provide upport for adm inistrative units to complete institutional effectiveness repon . Ho,,ever. man) of the units have not demonstrated hov. the assessment data are used for improvement. There are 37 units represented and four examples of continuous improvement results are pro, ided. It is reported that 29 of the units are still developing as essment reports. All of the units have identified at lea t one objective. but lack at least two ways of measuring each objecti, e. in accordance with the institution· s expectation. and improvements are not aligned with analysis of results. For instance. the Office of Military and Veterans Affairs and the Regi trar's Office ha\'e identified objectives and assessment methods. but provide no results that are aligned with actions for improvement. Undergraduate research has identified one objective and one assessment method. Man) of the reporting units lack appropriate documentation to support findings. if findings are provided. Add itionally. repo11ing units identify assessment methods. but provide no evidence of measurement instruments. The Off-Site Reaffirmation Committee did not find consistent evidence that analysis of results (data) are used to make improvements in the units or the units· sen ices. Eastern Kentucky University's Response A new review process implemented in 2015 mirrored the process for academic programs. which clearl) stated expectations and provided feedback on the as essment information submitted by the academ ic and student support units. In previous years. academic and student support units were onl) expected to develop plans and repo11 results. The initial revie,, and feedback from the ne,, process resulted in focusi ng administrative units on the development of a comprehensive assessment proce . includi ng the u e of assessment data to make meaningful change. Evidence of Meaningful Change Following the initia l review in 2015. all academic and student support units were required to meet v. ith the Academic Planning and A sessment Commit1ee to develop their 20 16-20 strategic plans and to receive training on the use of assessment result to improve their units. Additional!). three professional development sessions that focused on meaningful change were offered in Fal l 2016. These efforts have resulted in significant improvement in the qualit) o f assessment for the academic and student support units. pecificall) the u e ofre ults to make change. The Academic Planning and Assessment Commit1ee is scheduled to re, iew these report on Janual") 20. 2017. and provide detailed feedback to all academ ic and student support units. An initial review by the Academic Planning and Assessment Committee co-chairs indicates that these units are engaging in the fu ll cycle of assessment. including the use of results to implement meaningful change and improve the ir unit . Supporting this endea, or is renev.ed guidance regarding documentation of the assessment process and finding using the document repositOI°) option in TracDat. In the 2016 review process. some units uploaded copies of measurement instruments. charts and tables of data used to support their Eastern Kentucky University Focused Report for Compliance Certification Page 11 �results narrati, e. and documentation supporting their di scussion of meaningful change as -- Related Documents.·· The structure of reporting for these unit changed in 2016 to foc u reports on the institution·s strategic directions rather than indi vidual units. The unit-based foc us had resulted in arbitrary splitting of strategic activiti es and corresponding assessment between units. In orde r to realign the as e sment o f these activities. clusters \\ere created to reflect the Univer il)'S administrative reorganization in 201 6. For example, in previous years Student Health Services. Campus Recreation. and the Counseling Center would have submitted individual assessment reports. Those units share responsibilit) for many strategic directions. In the 2016 report cyc le. a ··student Health and We llness·· cluster was developed and corresponding strategic plan initiatives were identified and assigned to that c luster. All of those units reported assessment activities in that cluster. The University completed the first cycle of re porting using the revised strucwre in Fall 2016 and unit feedback indicates that the process is more authentic and productive. Overall. this change in structure resu lted in a reduction from 37 unit reports in 2015 to 14 reports in 20 16. All fourteen units submitted comprehensive assessment reports v. ith evidence of meaningful change. Below are the 20 I 6 TracDat Reports for the 14 units. Academ ic Testing and Readiness Diversitv, Equity. and Policy e-Campus Enrollme nt Management Graduate School Honors Program Inst itutional Effecti, eness and Research Libraries Registrar Retention and Graduation Spon ored Programs Student A ffairs Swdent Health and Wellness Student Success The Academic Planning and Assessment Committee co-chairs worked directly with leadership in a ll academic and student support units. including Military and Veteran Affairs and the Registrar·s Office to align result \\ ith actions for improvement. For example. the Registrar· s Office had a 2016 planning objecti ve to '"review policies, processes. and operations to enhance responsiveness to student needs." One action for thi s objective was the revision of the on line course registration interface to provide more data (section details. fees. restrictions. etc.) and to display that data in a more intuiti ve layout. This resulted in a meaningful change: ··The functionality o f registration holds are being eval uated for possible modification to permit students to drop/v. ithdraw from a course wh ile simultaneously preventing the student from registering for additional classes. A testing phase is anticipated to begin mid spring 201 7:· Retention and Graduation. v. hich now include the Office of Military and Veterans Affairs. had a 2016 planning objective to ··create new and support existing programs. activities. and serv ices designed to a sist students to adjust to and succeed in a universit) learning em ironment and to develop the ir full potential.·· An action related to Military and Veterans Affairs was the assessment of time ly submission of students' benefits certification to the US Department of Veterans Affairs. The average time for the Universil) to process claims did not exceed IO business days during the Eastern Kentucky University Focused Report for Compliance Certification Page 12 �reporting period and none were in excess o f the 30 da) criteria. The Office of Military and Veterans Affairs reported meaningful change: --Historically service in this area v.as a shortcoming. Changes in personnel and training have re olved barriers to time!) completion. so that all claim are being certified in time for students to recei\C: their a id a the term begins:· Assessment Methods The recommendation for the 20 11-1 5 Strategic Plan ,,as that all objecti, es have two methods o f assessment. one of wh ich should be a direct mea ure. Many units had difficu lty identify ing and align ing appropriate measures. which made this recommendation a roadblock to measuring the objecti ves that support staff identified as the mo t important for student success and contributed to a lack of a li gnment betv.een objectives and mea ures. This recommendation ,, as mod ified,, ith the implementation of the 2016-20 Strategic Plan. for ,,hich programs are advised to develop a minimum of one direct measure for each objective. Add itional measures are encouraged a supporting context for the direct measures but are not expected. Undergraduate Research and Creative Endeavor 11 0\\ reports to Graduation Education and Research and. therefore. is no longer submitting a unit assessment report. l-lo\\ever. the one objecti ve and one assessment method from their 2015 report would now meet the expectations for the current assessment proces . The results and mean ingfu l change fo r the 2015 objective for Undergraduate Research are renected in the focu sed rep011 for Comprehensive Standard 3.3. 1.4. Evidentiw:v Doc11111e111sfor Focused Report: I. Meaningful Change Professional De\'e lopment Fl) er 2. Overall Checklist and Evaluation Form Note: A~ses~ment report~ for incl i, idual unih arc mailable in the narrati,c al1c)\c . Eastern Kentucky University Focused Report for Compliance Certi ficat ion Page 13 �3.3.1 The institution identi fies expected outcomes. assess the extent to \\ hich it achie\eS these outcome. and provides evidence of improvement based on analysis of the results in each of the fo llowing areas: (Institutional effectiveness) 3.3.1.4 research ,, ithin its mission. if appropriate Reviewers' Comments The institution states that it i a teaching-first institution and that it incorporates research activities \\ ith in its mission through facu lty scholarship and student-faculty research. The institution does identi fy expected outcomes; however, continuous improvement efforts are identified but are not a ligned with data or analysis of results leading to the identi fied actions. It is not c lear to the OffSite Reaffirm at ion Comminee if research is within the institutional mi 1011. Eastern Kentucky University's Response Though not explic itly stated in Eastern Kentucky University's mission statement. researc h is within the Uni, ersit) ·s mission. Research impacts the quality of teaching and learning and. therefore. research-re lated outcomes are found in the University·s strategic plan. Research is al o expected from all tenured and tenured-track faculty. which is refl ected in evaluation (Po licy 4.6.4. Tenure and Promotion and Policy 4.6.5. Evaluation of on-Tenured. Tenure-Track Facu lty) and workload (Policy 4.7.3 . Facultv Workload) polic ies. In the Compliance Ce11ification Report. the Universit) provided three expected outcome related to re earcl1 in the 20 I 1- 15 Strategic Plan: Goal I: Maximize student success Measure Strategic Direction Opportunities for undergraduate research to Strategic Direction 1.3: Expand student opportunities for engagement. leadership. and increase student engagement \\ ill increase as measured by National Survey of Student scho larship. Engagement ( SSE) re ults on student engagement and scholarship. Measures wi ll shO\\ that EKU will be at or above NSSE mean peer institution scores on the five benchmark doma ins (academic chal lenge, active and collaborative learning. student-faculty interaction, enriching educational experience. and supportive campus environment). Every college wil l develop and assess a strategic Strategic Direction 1.4: Demonstrate fac ulty direction related to scholarship/research. excellence in teaching and scholarship. Goal 2: Build and sustain the University' s capac it\ for excellence Strategic Direction 2.5: Increase support for University-level fin anc ia l support for faculty development opportun ities \\ ill increase. All professional development. service. cholarly Colleges will report facu lty scho larly activity and acti vity. and external fu nding purs uits in order to improve teaching. service. and scholarshi p. service in Digita l Measures. Outcomes, Assessment, and Improvement Strategic Direction 1.3 Eastern Kentucky University Focused Report for Compliance Certification Page 14 �Expected Research Outcome and Data In the Compliance Ce11i fi cation Report. Eastern Kentuck) Univer it) noted that an expected outcome from the 201 1-15 Strategic Plan was the expans ion of student opportunities for engagement. leadership. and scholarshi p. The Office of Institutiona l Re earch rev iews the ational Survey of Student Engagement (NSSE) results for scholarshi p. In 20 I I. 17% of Eastern Kentucky University seniors indicated that the) completed \\Ork on re earch projects '"' ith a faculty member outside of course/progra m requ irements. This number increased to 20% of seniors in 2015 (Comprehen ive Standard 3.3.1.4 in the Com pliance Report). Analysis of the results shows that the Univer ity made progress to\.\ard the goa l ofana in ing the level at or above bench mark and a ll reporti ng institutions: ho\\ever. the Universit) did not meet the goal by the conclusion of the 20 11- 15 Strategic Plan. Continuous Improvement Based on Assessment The ongo ing ana lysis of the results led to contin uous improvement regarding student-faculty engagement opportunities in research at the Un i, ersit). The Office o f Undergraduate Research and Creat ive Endea\Ors (reporting to the Dean for Grad uate Education and Research) was initiated in 201 1 as a way to fac ilitate and promote student and faculty collaboration in research. A the Univer ity continued to ee the SSE results c limb. the O ffice of Undergraduate Research and Creative Endeavors designed ways to continue to strengthen the stude nt-fac ulty engagement in research b) providi ng: • funding opportunities for students. includ ing travel awards and research supply awards: • presentation opportunities for stude nts and facu lt)· mentors in the ndergraduate Presentation Showcase and the Graduate Poster Presentations. which became part of the annual Scholars Week on campus in 2014: and • publication opportunities in the Kem uckJ .Journal o( Undergradua1e Scholarship. which was establ ished at Eastern Kentucky Un iversit) in 2016. Strategic Direction 1.4 Expected Research Outcome and Data A second expected outcome noted in the University·s Compliance Certification Report is the demonstration o f fac ulty excellence in teaching and scholarship (i.e., research). The identi fied metric was the de, elopment and as essment of a strategic d irection related to scholarship by every college . Analysi o f the results confirmed that the metric \\as an initial step toward asse sing facult) excellence in scholarship. The Un i, ersit) determined that further action and assessment was needed at the University leve l. In re ponse. strategies in the 2016-20 Strategic Plan focus more on University-level acti, ities: --update promotion and tenure policies to reflect increased importance of . . . cholarship of teaching and learn ing . . : · and ••i ncrease opportunit ies for faculty scholarship. research and creative endeavors. and facu lty-student collaborations:· Continuous Improvement Based on Assessment Based on the analysis of the trategic direction to de, elop college-level trategic directions and on the limited data for as essing the college-level trategic direction . the University revised or created University policies that apply to all tenure-track and tenured fac ult) and that strengthen the emphasis on and assessment of cholarship: • Po licy 4.7.3, Faculty Workload: The Universit) revised this policy (2014) to reiterate the tenure-track (to inc lude tenured) faculty member"s --obligat ion to engage in scholarly acti vity:· Further, the policy added a ,,orkload adj ustment for ne\.\ non-ten ured ten ure-track facu lty: ··111 keeping with the need to bui ld a record of scholarshi p or creative activity in preparation for tenure re, ie\.\. Department Cha irs shall prm ide ne\.\ non-tenured tenureEastern Kentucky University Focused Report for Compliance Certification Page 15 �• • track faculty a one-course reduction from a standard 12-hour per semester teach ing load in t\\ O semesters within the first two years at EKu:· Policy 4.6.17. Annual Review o f Tenured Facultv: The University created a ne,\ policy (2015) that established clearer guidance for revie"' ing scho larl:r activity (as well as teaching and service) of tenured faculty members. The policy requires tenured faculty to engage in ongoing profes ional deve lopment relevant to their goa ls in teaching. scholarship. and erv1ce. Po licv 4.6. 7. Post-Tenure Review: The University revised th is policy (2016) to establish stronger processes for handling continued deficiencies in one or more area identified through the Annual Re, ie,, process in Pol icy 4.6.17. Strategic Direction 2.5 Expected Research Outcome and Data The third expected outcome noted in the University·s Compliance Certification Report is to increase suppo11 for professional development. That support comprised giving faculty more direct con tro l o, er their allotted $600 per year in dedicated professional development funds and allowing the facu lty to roll over unused funds up to three years. Additionally. President Michael T. Benson and Board of Regents Chair Craig Turner established in 2015 the Pre ident" s Research and cholarship Fund. which supports the Uni versity Fellows Program and the Travel Grant Program. Add itional evidence of University support for professional development, which also focuses on exce llence in teaching. can be fo und in the University"s Compliance Certification Repo11 under Comprehensive Standard 3.7.3. The University has accomplished the goal of increasing support for professional development. including professional development intended to strengthen the research mission of the institution. Faculty participation has been high in development opportunities ( ee Comprehensive Standard 3. 7.3 ). Continuous Improvement Based on Assessment The growing succes of the University"s support of professional development program has led to continued effotts to weave professional development into the fabric of the institution. Under the leadership of the Pro, ost. a Professional Development Workgroup "as formed in 2014. The Workgroup·s task was to create principles and goals for developing department and col lege professional development plans that would guide professional development plans that faculty \,ou ld be req uired to create. In her report to Faculty Senate ( O\ember 3. 2014). the Provost noted: ··While promoting exce llence in teaching has been an impetus for [the professional development] program. excel lence in scholarship and ervice are also important at EKU and should be included in the professional development plans:· Faculty are now required to submit and Department Chairs review professional development plans annually. Another important meaningful change that has emerged from the increased support of professional development is the creation of DEEP. an on line faculty development portal. Uni versity facu lty created the po11al and continue to deve lop modules. Each module is centered around a pedagogical topic, \\ hich pat1icipants proceed through in four levels: the fourth le\'el (Scholar) requires parti cipants to contribute orig inal research or scholarship. A primary foc us of DEEP is to advance the Scholarshi p of Teaching and Learning. E,·identiwv Docwnentsfor Focused Report: I. Policy 4.6.4. Tenure and Promotion 2. Pol icy 4.6.5. Evaluation ofNon-Ten ured, Tenure-Track Faculty 3. Po licy 4.7.3. Faculty Workload 4. SSE Data Eastern Kentucky Universi ty Focused Report for Compliance Certifi cation Page 16 �5. Funding Opportunities. Offi ce of Undergraduate Research and Creative Endeavors 6. Undergraduate Presentation Showca e. Office o f Undergraduate Research and Creat ive Endeavors 7. Kentucky Journal of Undergraduate Research. Office of Undergraduate Research and Creati ve Endeavors 8. Strategic Plan.2011 -20 15 9. Strategic Plan.2016-2020 I 0. Policy 4.6.17. Annual Re\ie\\ of Tenured Faculty 11. Policy 4.6.7. Post-Tenure Revie\\ 12. Provost Report to Facult) Senate. O\ember 3. 201-l 13. DEEP Faculty Development System East ern Kentucky University Focused Report for Compliance Certification Page 17 �3.3.l The institution identifie expected outcomes. assess the extent to \\hicl1 it achie,es these outcome . and provides evidence of improvement based on analysis of the results in each of the following areas: (Institutional effectiveness) 3.3.l.5 community/public service within its miss ion. if appropriate Reviewers' Comments There are two --strategic directions·· identified for this standard. Hov.ever. Strategic Direction 4.1 does not identify clear expected outcomes or a sessment effort for comm unity/public service. Additionally. there is no evidence that periodic reviews are conducted for determining improvements. The institution provides documentation of service learning activities. ho,, ever. evidence that those activitie are asse ed was not provided. For Strategic Direction 4.2. there is an assessment for the Center for Economic Development. Entrepreneurship and Technology. Regional tewardsh ip. and Cooperati ve Education. but limited narrative addressing actions for improvement based on the assessment results. Eastern Kentucky University's Response In the Compliance Cert ificati on Report. the University provided t,, o expected outcomes related to community and public service in the 2011-15 Strategic Plan: Goal 4: Collaborate\\ ith the University· s regional communit) partner to promote academic achievement. economic deve lopment, and quality of life. Strategic Direction Measure Strategic Direction 4.1: Prov ide guidance, as i tance. and curricu lum expertise for P-1 2 schools in order to increase the motivation of the region·s elementary and secondary students and ,, ork ing ad ult in seeking postsecondary education and to increase their success in earning a college degree. Demonstrate Eastern Kentucky University"s commitment to Regional Stewardship b) enhancing the assistance provided to primary and econdary education partners in the region through initiatives such as the Educational Extension Agent. Dual Credit/EKU Now!. and Transitions Programs. Strategic Direction 4.2: Collaborate,, ith regional partners to improve health. economic development. research and development. cultural opportunitie . and environmental sustainability. Demonstrate Eastern Kentucky Un iversity·s commitment to Regional Stewardsh ip by continuing and enhancing quality collaboration with regional partners. Strategic Direction 4.1 Strategic Direction 4.1 in the 20 I 1-15 Strategic Plan identified an expected outcome related to communi ty/public sen ice: assisting P-12 schools in the region in order to moti vate more people to seek a college degree. Data ,vas collected through yearly reports in which academic and administrative units self-assessed to document service activity: however. the process did not involve reporting meaningful change. Eastern Kentucky University Focused Report for Compliance Certification Page 18 �A ne\" review process for assessment plans,, as implemented in 2015 that c learly stated expectations regardi ng the components of a essment- i.e .. objecti ves. assessment methods. resu Its. and mean ingfu I change-and the qua! it) of report . Follo,, ing the initial revie,\ under the ne,\ process. the Office of Institutional Effecti,eness provided feedback and fo llow-up professional development. which resulted in significant imprO\ ements in the asse sment of communit) and public service. including interpreting asses mcnt data to make meaningful change. Regional stewardship "'as reviewed in 2015 as part of the Center for Appalachian Regional Engagement and Stewardsh ip. The four-column report does not contain information in the Mean ingful Change column for the objecti, e mo t close I) related to Strategic Direction 4. 1 (lnterd isc iplinat)' Collaboration). However. some meaningful change is actually included in the Results column. likely because of a lad, of fami liarity wi th the ne\\ asse sment and reporting proces . For example. in add ition to reporting the res ults of the biolog) department·s objective to increa e the number of P-12 schools that use the University"s atu ral Areas for environmental education. the folio\\ ing meaningful change "as a lso reported in the Results column: --11 is the intention of the biology department to continue to offer fie ld courses at Maywoods. We continue to have more interest than we can fill as far as K-12 school groups. We are looking for out ide funding to continue support for this project by hiring a graduate assistant.·· A 20 16 administrati ve reorganization mo\'ed regiona l ste,,ardship to the Office of Engagement. Regional Stewardship. and Go\ernment Relations. At that time. Strategic Direction 4. 1 became imbedded in the objective for the Office of Engagement. Regional Stewardship. and Government Relations a Planning Objecti\ e 2: --Enhance support of ou r Region ·s P-12 ed ucational institutions for college success of students.·· The data previously reported in the yearly Key Performance Indicator reports no\\ support th is planning objective. In the 2016 a sessment report. the folio"' ing meaningful change is reported: --increased the number of college-going tudents registered at EKU and some regiona l campu es:· Service Learni11,: Service learning has been developed and monitored in Academ ic Affairs by the Associate Dean for Univer ity Programs. Courses designated as ··sen ice learning.. undergo the curriculum review process and incorporate a min imu m of five en·ice hours for every cred it hour awarded. Student learn ing was systematically assessed at the inst itutional level from 201 1-20 15. This assessment included student sun evs. wherein the institution learned that 87 .5% of students enrolled in service-learning courses agreed or strongly agreed that the experience enhanced the connection between school ubject matter and real \\Orld problems. A second method of asse sment inc luded survev of communin · partners. which indicate that service experiences ,, ere overn helming!) positi\'e. ,, ith partners indicating that they wou Id Iike to work with Eastern Kentucky University students in the future. and that the presence of Eastern Kentucky University students at their organ izat ions helped them to accomplish ta ks that they may not have othern ise been able to accomplish. Finally. tudent learning was directly assessed via pre- and post-test reflection es ays aero all ervice-learning courses. The results of learnin g a sessment worl-.shops sho\\ ed that students achie\'ed comprehension of soc ial problems through their service-learn ing experience: 95% of 116 students demonstrated an ability to apply course material and I 00% of 35 students appropriate I) responded to the prompt concerning ,, hat can be done to address a defined social problem. Eastern Kentucky University Focused Report for Compliance Certification Page 19 �Anthropology is an example of program leve l integration of assessment of learning in service courses. In the Anthropology B.A. 2016 Annual Planning and Progress Report. a program-level learning objective addres es content knowledge attained through experiential, educational highimpact practices. including sen ice-learning. delivered\\ ithin the major. The goal is for students to analyze their experiences in the context of anthropology concepts. The program· s resu Its describe a partnership bet\\een the Perry County Farm to School prqject and the Uni\'ersity· Anthropolog) Program to upport agricultural literacy efforts among third graders. The direct measure of student learn ing is assessed through Field,rnrk Renections assignments. Ana lysis of re ults indicated that student learning outcomes were achieved, such as the translation of theory to action and practice. The e results have led to program-level changes. including the addition of a required renective essa) assignment in all high-impact cour es as pre- and post-tests to measure the learning trajectories throughout the course experience. Strategic Direction 4.2 The 2016 administrative reorganization moved econom ic development and regional stewardship to the Office of Engagement. Regional Stewardship. and Government Relations. Objectives for the Center for Economic Development, Entrepreneurship and Technolog) and for Regional Steward hip were revised to meet the objectives of the new unit and included in the Assessment Reports for Engagement. Regional Stewardship. and Government Relations. The 2016 Assessment Report for Engagement under the ne,, unit documents se, era I objectives. results. and meaningful change . For example. one result for the planning objective "Advance EKU leadership participation in regional partnerships.. \\ as a contract \.\ ith the Kentucky Department of Education to adm inister the 21 s t Century Community Learning Center Professional Development Program. The meaningful change from this partnership \.\a that ·'A variety of professional development opportunities were offered throughout the year including reg ional activities. state,\ ide opportunities. and a multi-state conference:· The Office of Engagement. Regional Stewardship. and Government Relations also has a planning objective to .. Build susta inable and di tinct academ ic and social programs focused on our Region· s critical needs:· One result was a project that invol\'ed three P-12 students. o,·er 120 college students from Eastern Kentucky University and from Centre College. and over 30 adult community members to preserve an abandoned African American cemetery in Lincoln County. Kentucky. The meaningful change is that the project helped to bu ild .. bridges between the African American communities and White communities ... and is sho" ing chi ldren and adults ,, hat can be accomplished b) a committed group of citizens:· The 2016 reorganization moved Cooperative Education to Student Success. Assessment results are now included in the focused report for Comprehen ive Standard 3.3.1.3. Student Success had a planning objective to ..develop and integrate career preparation opportunities to include co-op. internships. international education. civic engagement. and other activities that build the skills necessaf) to secure gainful employment in a globally."· The Office of Cooperative Education used employer evaluation surveys to assess the outcomes for co-op and internship experiences. They reported meaningful change: .. As essing outcomes for co-op and internship lets us kno\.\ what our students are learning as well as what the expectations of ou r emp loyers are. This in forms departments what skills are necessary for their graduates for future employment." El'identiarr . Documents . for Focused Report: I. Strategic Plan. 20 I 1-15 2. 2014-1 5 Ke) Performance Indicator Report Eastern Kentucky University Focused Report for Compliance Certification Page 20 �3. 2015 Center for Appalachian Regional Engagement and Stewardship Assessment Report 4. 2016 Engagement. Regional Ste,,ardship. and Go\'ernment Relations: Outreach Assessment Report 5. Service Learning Student Surve) s 6. Service Learning Community Par1ner Surveys 7. Service Learning Reflection Essa) Assignment 8. 2015 University Programs Assoc iate Dean Assessment Report 9. Anthropology B.A.2016 Annual Planning and Progress Report I 0. 2016 Engagement. Regional Ste\,ardship. and Government Relations: Engagement Assessment Repo11 I I. 20 I 6 Student Success Assessment Repo,1 Eastern Kentucky University Focused Report for Compliance Certification Page 21 �3.4.7 The institution ensure the quality of educational programs and courses offered through consortia relationships or contractual agreements. ensures ongo ing compliance with the Principles and periodica lly e, aluates the consortia I relationship and/or agreement against the mission of the institution. (See the Co111111ission poliq "Agreements Jm•oll'ing Joi111 and Dual Academic Airards: Policy und Procedures. ") (Consortia relationships/contractua l agreements) Revie·wers' Comments Eastern Kentucky Universil) has estab lished dual degree agreements ,, ith three institutions. a dual degree in nursing v. ith Alice Lio) d College, located in Pippa Passes. Kentucky (effective August I.2015): a dual degree program in Business Administration with a concentration in International Busi ness with AV A University of Applied Science· School o f International Studies (ASIS) (2014-201 8--current agreement): and a dual degree program v. ith Daegu Haany Univers it). located in South Korea (20I0-2015). EKU provided copies of signed Memorandum of Agreement (MOA) v. ith each of the in titutions as supporting doc umentation. The Off-Site Reaffi rmation Committee also reviewed Substantive Change letters forv.arded to SACSCOC as well a officia l responses. MOA generally clearly indicated responsibi lities of all parties. admission requirements. courses of study. tudent learning outcomes. degrees awarded by both institutions. and notations to be made on transcripts in terms o f the ource of credit . Students completing the dual degree program ,, ith Alice Lloyd College and EKU are a,, arded the associate degree in Pre-Nursing from ALC and the BSN from EKU. Those completing the program at AV ANS and EKU requiring a one-year exchange during the j unior year are eligible to receive a bachelor·s degree from the host institution. EKU av.ards the bachelor·s degree in Business Administration-General Business with an International Business Option. The MOA with DHU ca lls for the home institution to award the first degree and once that degree is noted on the transcript. the host institution awards the second degree. Whi le the institution reported that these programs are reviewed as necessary by the Office of Academic Affairs. the Registrar. Financial Aid. the University Council. and facult) at both institutions to ensure quality of coursework. no supporting doc um entation was provided to substantiate the claim. The institution should demonstrate that it ensures the quality of educati onal programs o ffered with AVANS and DHU. that it ensures ongo ing compliance of those programs with SACSCOC Principles and applicable policies. and that it periodically eva luates the agreements again t its mission. Eastern Kentucky University's Res po nse On February 8. 2003. the Eastern Kentucky University Board o f Regents adopted the ··Protocol for Dual Agreements bet\\een Eastern Kentucky University and Foreign Exchange Institution :· This protocol was developed by an ad hoc committee of the Council on Academi c Affa irs and was approved by the Counci l as v.ell as the Faculty Senate. The protocol requires dual degree propo als to be developed by the appropriate deans and department chairs to ensure the quality of the educationa l program . Further. the protocol ensures compl iance with university, state. and SAC COC requirements regarding general education for the dual degree program . Eastern Kentucky University entered into a dual degree agreement with A VA S University (formerly Hogeschool Bradent) in 2003. As the memo from 2003 demon trates. the agreement Eastern Kentucky University Focu sed Report for Compliance Certification Page 22 �was developed through the Co llege of Busines and Technology and the Chai r of the Department of Econom ics. The agreement has been rene\\ed t\\ ice. most recently in 2014. As the ovember 3. 201 3, email indicates. the appropriate academic leadership (i.e .. the Department Chair of Management. Marketing. & International Business) re\·ie\, ed the agreement prior to rene,\al to ensure the ongoing quality of the dual degree program. The emai l also demonstrates that the Uni\ ersity ensures ongoing compliance" ith SACSCOC Principles and policies. as indicated by the question from the Department Chair regarding the accred itation statement required by SACSCOC policy. The 2014 signed agreement incl udes thi statement. As further evidence of ongoing review. the University " a noti fied b\ AV ANS in March 2016 of change to the ational Dutch Platform o f International Busines and Management Systems. The Department Chair of Management. Marketing. & International Business \\as asked to calibrate Ea tern Kentucky University's program \\ ith the ne\, changes. A indicated by the email of March 22.2016. the Department Cha ir affi rms that the t\\O degree programs are still aligned. The dual degree agreement" ith Daegu Haan) "as initiated in 2006. A indicated in the letter from the President of Daegu Haany. the agreement ,, as developed in collaboration with the former Dean of the College of Arts and Humanities at Eastern Kentuck) Universit). acting as a repre entative of the Univer ity's Director of International Education. The response from Eastern Kentucky Uni versity"s President also indicate that her support of the agreement came after con ultation with the Provost and the Director of International Education. Un iversity Counsel also revie\,ed the agreement. In anticipation of the Uni\'ersitv·s 2011-15 Strategic Plan. Strategic Direction 3.2. the agreement was renewed in 2010 by the Univer ity" s President. In 2010. the University also entered into an exchange agreement "ith Daegu Haan). al IO\, ing students to earn some academic credit without earning dual degrees. No Eastern Kentucky University students have participated in the dual degree program and onl) a fe" students have participated from Daegu Haany. most of whom were exchange student only. Because of the lack of participation. Eastern Kentucky Uni, ersit) allo"ed the agreement to expire in 2015 and officially terminated both agreements in December 2016 fo llowing the completion of coursework by the final exchange student. The decision to terminate the agreements "a made fo llO\\ ing consultation \\ ith the Director of Internationa l Student and Scholar Service . the Study Abroad Coordinator, and the Dean of the Col lege of Letters. Art . and Social Sc iences. E,·identiary Docwnentsfor Focused Reporl: I. Board of Regents Minutes. February 8. 2003 (includes Protocol) 2. Memo from Director of International Education. dated September 5. 2003 3. Email from Department Chair. dated O\ember 3. 2013 4. ··Agreements Involving Joint and Dual Academ ic A\\ard : Policy and Procedures·· (SACSCOC) 5. AV A S Agreement.2014 6. Emails dated March 11.20 16 (from AV A S) and March 22.2016 (from EKU) 7. Letter from President of Daegu Haany . dated February I 0. 2006 8. Letter from President of EKU. dated March 24. 2006 9. Memo from Director of International Education. dated June 26. 2006 10. Strategic Plan. 201 1-2015 11 . Letter to Daegu Haany. dated ovember 30. 2016 12. Ema ils dated ovember 29. 20 l6 Eastern Kentucky University Focused Report for Compliance Certification Page 23 �3.4.11 For each major in a degree program. the institution assigns responsibilit) for program coordination, as v.ell as for curriculum development and review, to per ons academically qualified in the field. In those degree programs for ,,hich the institution does not identif) a major. this requirement appl ie to a curricular area or concentration. (Academic program coordination) Reviewers' Comments The Department Chairs Handbook and a roster listing coordinator·s name. degree program. relevant academic degrees. and other qualifications are provided as evidence of compliance. For some individuals. the roster includes notes indicating that the individual has publication or presentation experience that qualifies the individual to be program coord inator. It is not possible to confirm that the respective coordinators are academ ical!) qualified for the B.S. Animal Studies. and the B.S. Animal Studies programs. The coordinator of the B.S. Animal Studies program is listed as having a Ph.D. in Psycho logy v. ith a note that this indi\'idual has been publ ish ing on an imal and an imal/human behavior for 25 years and has more than 35 publications on this subject. No CV is provided as evidence of publication. Another example is the B.S. Wildlife Management program coordi nator v.ho is identified as ha\'ing a Ph.D. in Biology. o transcript or vita is provided to show that the indi vidual has qualifications or credentials in the specialty area of Wildlife Management. Eastern Kentucky University's Response The coordinators of the B.S. in An imal Stud ies program and the B.S. in Wildlife Management program have the appropriate qualifications to be the program coordinators for tho e programs. Dr. Robert Mitchell i the program coordinator for the B.S. in Animal Studies program. Dr. Mitchell took graduate coursev.ork in both hi s master"s and doctoral programs relevant to animal studies: • ZOOL 606/606L Principles o f Animal Behavior/Lab (3) University of Hawaii-Manoa • PSYCH 3992 Directed Research : Dog-Human Play (I) Clark University Dr. Mitchell"s d issertation is entitled --Projects. Routine . and Enticement in Interspecies Pia) between Familiar and Unfamil iar Dogs and People": his master· thesis i entitled ·'Di scriminant Responding of Dolphins to Differentially Rewarded Stimul i... Dr. Mi tche ll has more than 35 publications relevant to animal studies. Recent examples include: • Mitchell. R. W.. & Sinkhom. K. (2014). Why do human laugh during dog-human play interactions? Anthrozoo . 27. 235-250. • Mitchell. R. W.. & Ellis. A. L. (2013). Cat person. dog person. gay. or heterosexual : The effect of labels on a man· s perceived masculinity. femininity. and likeab ility. Soc iety & Animals. 21. 1-16. • Lorden. R.. Sambrook. R.. & Mitchell. R. W. (20 12). Residents· and tourists· knowledge of sea lions in the Galapagos. Society & An imals. 20. 342-363. • Smith. J. A .. & Mitchell. R. W. (Eds.). (2012). Experiencing animal minds: An antho log) of animal-human encounters. New York: Columbia Uni versity Press. Dr. David Bro,\n is the program coord inator for the B.S. in Wildlife Management program. Dr. Brown·s dissertation i entitled ··Food Supply and the Dry-Season Ecology ofa Tropical Resident Bird Community and an Over-Wintering Migrant Bird Species:· Dr. Brov.n·s scholarship focuses on,, ildlife management. as evidenced b) recent publications and technical reports: Eastern Kentucky University Focused Report for Compliance Certification Page 24 �• • • • • • Brov.n. D.. G. Miller. 2016. Band recO\erie re,ea l alternative mi grat ion strategies in American Robin . Animal Migration 3:35-47. Brov. n. D.R .. and T. Weinkam.2014. Predicting bird community changes to invasion of Hem lock Woolly Adelgid in Kentucky. Southeastern Naturalist 13 : 104- 116. Douglas. D. D.. D.R. Brown. and . Pederson. 2013. Land snail di, ersity can reflect degrees of anthropogenic di sturbance. Ecosphere 4:art28. Bisig Clark. A .. C.L. Elliott. and D. Brown.2012. Nesting habitat characteri stics of Great Blue Heron (Ardea Herodias) colonies on the interi or plateau of Kentucky. The Kentucky Warbler 88:63-69. Brov. n. D.R .. T. W. Sherr). and J. Harris.201 1. Hurricane Katrina impacts the breeding bird commun ity in a bottom land hardv. ood fore t of the Pearl River Basin. Louisiana. Forest Ecology and Management 261: 111-1 19. Michaud. J .• D. Brown. T.S. Si llett. B. Horton. 20 14. Winter Bird Commun ities of Gulf Island ationa l Seashore. Final Technical Repo11. Fi nal Technical Report Submitted to U.S. ational Park Service. E ridentiwy Docu111e11tsfor Focused Report: I. 2. 3. 4. Transcripts for Robert Mitche ll Curriculum Vita for Robe,1 Mitchell Tran script for David Bro,, n Curriculum Vita for David Brov. n Eastern Kentucky University Focused Report for Compliance Certification Page 25 �3.5.4 At least 25 percent of the course hours in each major at the baccalaureate level are taught by facu lty members holding an appropriate terminal degree- usually the earned doctorate or the equivalent of the terminal degree. (Terminal degrees of faculty) Reviewers' Comments The majorit) of baccalaureate majors at EKU meet the requirement that at least 25 percent of according to the data prO\ ided. three baccalaureate majors are belovv the 25 percent threshold: Criminal Justice - Regional Campus. Po lice Studies-Corbin Campus. and Psychology-Regional Campuses. The insti tution should demonstrate that at least 25 percent of the course hours taught in the three identified majors are taught by faculty ho lding the appropriate terminal degree. Eastern Kentucky University's Response Psycho logv (Regional Campuses) The University·s P ychology (Regional Campuses) program experienced an isolated. onesemester drop belo,, the 25% threshold that happened to fall,, ithin the University's self-selected two-semester reporting range. The University·s assurance that thi s dip below the threshold was an anomal) is demonstrated through the Psycho logy program·s staffing of courses at the Regional Campuses in semesters fo llowing the one in question (Spring 2015). In Fall 2015. 46.1 % of courses ,,ere taught by fac ulty with appropriate terminal degrees. and in Spring 20 16, 44.2% of courses were. The academic year 2016-20 17 demonstrates the same comm itment to staffing courses v. ith highly qualified instructors: Fall 20 I 6 included 48% of courses taught by fac ulty ,~ ith appropriate terminal degrees. and the schedule for pring 20 17 ha a minimum of 30% o f scheduled courses staffed by such faculty. with two sections till listed before the term begins as --To Be Announced .. and th us counted against the calculations. The table delineating courses and faculty submitted with the Compliance Certification Report added academic year 2015-20 16 staffi ng to the Spring 2015 semester. This table ha been extended to include academic year 2016-2017. The ful I extended table. summarized below. is included in this report·s Evidentiary Documents. Psycho logy Regional Campuses Fall201 5 46.1 % Spring 2016 44.2% Fall 2016 48% Spring 20 17 30% Criminal Justice (Regional Campuses) and Police Studies (Corbin Campus) The two programs, Criminal Justice (Regional Campuses) and Police Studies (Corbin Campus). are in the University"s College of Justice and Safety and share a number of courses and faculty. To ensure compl iance v. ith Comprehensive Standard 3.5.4 beginning in Spring 2017. the Col lege of Justice and Safet)· has hired a part-time faculty member"' ith a terminal degree appropriate to the discipline (JD) to teach two courses at the Regional Campuses. including Corbin. Eastern Kentucky University Focused Report for Complian ce Certification Page 26 �Table: Cour e Schedule for Criminal Justice (Regional Ca mpu es) and Police Studies (Corbin C ampus, ) S,pnng . ~017 _ Course CRJ IOI CRJ 3 11 CRJ 314 CRJ 33 1 CRJ 400 CRJ 440 PLS 220 PLS 420 Title Introduct ion to Criminal Ju tice Juvenile Justice System Law and Society Perspecti ves on Crime and Del inquenc\ Applied Criminal Justice Analysis Pathological Gambling and Crime Criminal Investigation Survei llance and Society Credit Hours Instructor Degree Term inal (YIN) 3 3 3 3 James La\\ SOn Kell) Hibbits Jesse Peace Carla Lawson 3 3 3 3 Stephen Kappeler James Lav. son Jesse Peace James Lawson N MS MS N JD y MS I MS MS N N y JD MS N 6 24 25% To ensure ongoing compliance\\ ith Com prehensive Standard 3 .5.4. t,,o current faculty members in the program. one full-time and one part-time. are each nearing completion of doctorates in Educational Leadership. each"' ith a concentration in Criminal Justice, from the University of the Cumberland . The full-time instructor is scheduled to earn his Ed D in August 20 17. which trengthens ongoing compliance. The pa11-time instructor is scheduled to earn her EdD in December 2017. Transcripts are included for each instructor v. ithin the Evidentiary Documents. £1·idenliwy Docu111e111sfor Focused Report: I. Psychology ( Regional Campuses) table 2. Program Requirements for Ed D in Educational Leader hip. Univer it) of the Cumberlands 3. Transcript for Carla Law on (unofficial - 28 hours in criminal justice) 4. Transcript for James La\, son (unoffi cial - 34 hour in criminal j ustice) Eastern Kentucky University Focused Report for Compliance Certification Page 27 �3.6.l The in titution· s po I-bacca laureate professiona l degree program . and its ma ter"s and doctoral degree programs. are progre sively more advanced in academic content than its undergraduate programs. (Post-baccalaureate program rigor) Reviewers' Comments Eastern Kentuck) University has established a numbering system for its graduate courses and a polic) statement in reference to enrol lment in courses at each level (Graduate Catalog). Courses designated 500/700 level enroll both undergraduates and graduate students but require additional appropriate experience for all graduate students enrol led. Students who enroll in the 500 level of a cour e are not permitted to enroll in the 700 level of the ame cour e. Courses numbered in the 700 and 800 series are open only to graduate student or to undergraduate students granted concurrent enrollment or admirted to a 3+2 dual-degree program. v.hile tho e in the 900 series are open onl) to doctoral students. The Graduate School also require that at least half of the graduate course,\ork applicable to any master· s degree must be in classes on ly open to graduate students. An annotated Syllabus Template i provided to guide graduate facult) in deve loping courses. spec ifying use of texts. course materials, students learning outcomes: and a sample syllabus (ENG 550/750 Topic in Literature: Jane Austen) was provided to document differentiated requirements for graduate and undergraduate students. In addition. EKU maintains that the curriculum development. reviev. and approval processes ensure that master·s and doctoral degree programs are progressive I) more advanced in academ ic content than undergraduate programs. Ho\, ever. it neither addresses how the content of 800 and 900 level courses is progressively more advanced. nor does it prO\ ide sample syllabi for courses at these levels. The institution hou ld demon trate that its post-baccalaureate professional degree programs. master·s and doctoral degree program . are progressively more advanced in academic content. Eastern Kentucky University's Response Eastern Kentucky Un iversity's post-baccalaureate programs are more advanced than its undergraduate programs. as demonstrated in the Compliance Cert ification Report. Additionally. the Univers ity expects progressive rigor to be demonstrated\\ ithin graduate programs. inc luding distinctions between 700-level courses, which are open to undergraduates enrolling in the 500le, el ection of the same course. and 800-level courses.\\ hicl1 are open to graduate students only. A broad range of sample 800-level syllabi are provided that demonstrate interpretation of advanced content and academic rigor across the University"s colleges. Consistently. 800-level cou rses require students to engage with and produce professional literature,, ithin the discipline, cultivate profes ional di positions. and inquire deeply into academic fields by undertaking original research. The University offers four advanced practice doctorates. Courses numbered in the 900s are open to doctoral students on ly. Sample syllabi for 900- level courses are included. Courses v. ithin programs offering advanced practice doctorates blend theoretical underpinnings and the practical application required of professionals in the field to ensure students learn deeply and demonstrate an abil ity to apply disc ipline-specific theories. strategies. and decision-making processes. Student analyze established knowledge and. when appropriate. legislation. in order to build on the ir own existing knov. ledge. prepare contributions to the field. and apply information and v. ays of thinking to discipline-spec ific contexts. Where many of the Un iversity"s 800-level courses build kno,, ledge and under tand ing. albeit at a level clearly advanced beyond undergraduate knowledge. 900 level Eastern Kentucky University Focused Report for Compliance Certification Page 28 • �classes focus on relevant application of kno,\ ledge. Students in 900-le, el course have acqu ired the knowledge prov ided through master·s le,el courses and demonstrate professional and academic proficienC) that suggests their readiness to learn at the Universit) ·s highest levels. The content in 900 level courses requires students to critical!) reflect on their 0 \\11 advanced learning in order to analyze in formation and situati ons germane to professionals in their fields. Evidentiwy D ocu111e11tsfor Foc used Report: I. 2. 3. 4. 5. 6. 7. 8. Sample syllabus Sample syllabus Sample S) llabus Sample syllabus Sample syllabus Samp le yllabus Sample syllabus Samp le syllabus - BIO 849 CRJ 870 CRJ 890 HIS 864 OTS 863 PSY 824 SC 942 OTS 910 Eastern Kentucky University Focused Report for Compliance Certification .. Page 29 �3.10.3 The institution exerci e appropriate control over all its financia l resources. (Control of finances) Reviewers' Comments The in titution has provided auditors report for the most recent fi scal year financ ia l statements preceding three fi sca l )ears as ev idence of compliance. Al l audit reports provided indicate that the statements are fa irly presented and compliant with GAAP. The institution did not demonstrate appropriate control over financial resources by providing management letters from the auditors. identifying specific recommendations. if any. and institutional respon es to recommendations. Eastern Kentucky University's Response The University received the management letter subsequent to the submis ion of the Compliance Certification. The management letter from the auditors is now provided. The letter does not identify any recommendations for the institution and. therefore. did not require a response from the in titution. E,·ide11tiw:r Documents.for Focused Report: I. Management Letter. 2016 I 4 4 4 4 4 4 4 4 4 t t 4 4 4 • Eastern Kentu cky University Focused Report for Compliance Certifi cation Page 30 '•• •• •... �3.10.4 The institution maintains financial control o, er externally funded or sponsored research and programs. (Control of sponsored research/external funds) Reviewers' Comments The institution has prov ided auditors report for the most recent fiscal ) ear financial statements preceding three fi scal years as evidence of compliance. All audit reports prov ided indicate that the statements are fair!) presented and compliant ,,·ith GAAP. The institution did not demonstrate financial control over externally funded program or sponsored re earch and programs by providing management letters from the aud itors. identif) ing specific recommendations. if any. and institutiona l responses to recommendations. Eastern Kentucky University's Response The University received the management letter subsequent to the submiss ion of the Compliance Cert ification. The management letter from the auditors is nO\~ provided. The letter does not identify any recommendations for the institution and. therefore. did not require a response from the institution. Eride111iw~1· Documents.for Focused Rep ort: I. Management Letter. 2016 Eastern Kentucky University Focused Report for Compliance Certification .. Page 31 �4. t The institution eva luates succes with respect to student achievement consistent ,., ith its mission . Criteria ma) include: enrollment data: retention. graduation. cour e completion. and job placement rates: state licensing examinations. student portfolios: or other means of demon trating achievement of goals. (Student achievement) Reviewers' Comments The univer it) evaluates student achievement based on enrollment data. retention data. graduation rates. course completion data. and licensing/certificate exam pass rates that are consistent"' ith its mission. A retention rate of 75 percent by 2015 was established in 2011 b) the university and the Kentucky Council on Postsecondary Education using historical/trend data . The data showed that there \\as a 5 percent increase of this cohort. The four. fi ve. and six )ear graduation rates are presented. and the goa ls were set based on historical/trend data. The graduation rate goals \\ere met for the three coho11s. The licensing/certificate exam pass rate are pre ented and a rationale is provided for the le, el of ach ievement for each examination. The level of achievement for each examination are generally based on norms or by the discipline-specific accrediting body. The narrative for enrollment data and course completion lack identi fied thresholds and rationale for each threshold. Eastern Kentucky University's Response A noted by reviewers. Eastern Kentucky University has established thresholds. \\ith appropriate rationales. for tudent achievement measures such as graduation rates. retention rates. and licensing/certificate exam rates. The institution· s response deals specifically \\ ith the t\\ o areas noted in the reviewers· comments. Enrollment Data In the Compliance Certification Report. the University pro\'ided enrollment data for first-time freshmen with one or more developmental needs rather than overall enrollment data. As a mea ure of tudent achievement. the enrollment data for students with developmental needs has an impact on other criteria such as retention and graduation rates. Enrolling students with de, elopmental needs is consistent with the University·s mission ··as a school of opportunity.·· At the same time. the University recognizes that the retention rate for students with developmental need is significantly lower than for students with no developmental needs. as noted in Table I. T a bl e 1: R etent1on R ates ~or F res hmen by D eve oomenta IN eeds Retention Rates for Freshmen (As of October 2016) Developmental Needs Total Enrol lment Enrolled Spring 16 Enrolled Fall 16 Retention Rate 0 2.169 283 189 85 46 14 8 2.794 1,936 231 142 62 33 10 5 2.419 1.592 177 93 39 73.4% 62.5% 50.3% 45 .9% 50.0% 42.9% 50.0% 69.8% I 2 3 4 5 6 TOTAL Eastern Kentucky University Focused Report for Compliance Certifi cation ,.,,., _., 6 4 1,934 Page 32 - �Though the University has not established a pccific threshold for reduc ing the enrollment of students with de\'elopmental needs. any reduction in enroll ment of this student population increases the Iikelihood of student success. Through the del iberatc efforts to s upport students "ith developmental needs (described in the University" Compliance Certification Report) and a 40% reduct ion in admission of students \,\ ith developmenta l need (Table 2). the Universi ty ha seen an overall increase in the reten tion rate (Table 3). Table 2: Enrollment of First-Time Freshmen with Developmental eeds First Time Freshmen with Developmental Needs 1$00 1000 • :,s4 --e.-.?i,i;6.!$.8- ~ - . 62$ soo 0 Fall 2010 Fall 2011 Fal 201~ Fa ,_013 ► a' .'014 Fall 201$ Table 3: EKU Retentio n Rates, 2008-2014 EKU Retention Rates 76 0° 74.0% 74 0° 72.2% 72.3% Fall 2012 Fall 2013 72 0° ..... C 70 0'¾ 69.1% 69.7% 68.0% (l) u,._ 68 0% 67.0% (l) 0.... 66.0% 64 09-o 62.0'l-o Fall 2008 Fall 2009 I Fall 2010 Fall 2011 Fal 2014 Course Completio n Data As noted in the Compliance Certification Repo11. the University uses the ··OFW Report .. to identify courses \\ ith a high number of students who earn a grade o f D or F or withdrav, (""W""). The Office o f Institutional Re earch made this data ea ier to access in 2008 by making Student Success Reports avai lable on line. By acce sing the e reports. departments and colleges ana lyze which courses might create barriers for students. Eastern Kentucky University Focused Report for Compliance Certification Page 33 �The University does not have an explicit threshold for DFW rates: ho\,ever, a department or coll ege exam ines a course if the DFW rate is consistent!) high. Academic leaders- such as Department Chairs. Deans. and the Provost- recognize that over time if a high percentage of students are unable to successfully complete a c la s then the difficulty may be with curriculum . Using this data. department faculty revise curriculum or pedagogy to improve student ach ievement in the cour e. As noted in the Compliance Certification Report. the developmental mathematics courses are an example of such a use o f the DFW Report. In 20 I 0-1 I. the DFW rate for developmental math ,, as 51 % and had been consistently above 40% since 2008. After analyzing the data. the department divided the three-cred it-hour course into three one-credit-hour modules. Any student fa iling to complete a module goes back and attempts the module agai n. The delivef} change resulted in significantly reduced DFW rates in 2013 -14 of 19%. 15%. and 14% for the three one-hour modules. E,·ide11tic11'.l' Documents.for Focused Report: I. Stude111 Success Metrics PowerPoint lides ' Student Success Report s. Main page 3. Student Success Reports. Mathematics l I t t 4 4 4 4 4 4 4 4 •• t t Eastern Kentucky University Focused Report for Compliance Certification Page 34 ••t •t �EKU OFFICE OF ENGAGEMENT, REGIONAL STEWARDSHIP AND GOVERNMENT RELATIONS January 2017 Board of Regent Report David T. Mcfaddin, Ed.D. Vice President. Office of Engagement. Regional Stewardship and Government Relations dav1d.mcfaddin@eku.edu Thomas M. Martin, Ph.D. Executive Director, CEDET tom.martin@eku.edu Tammy Cole Executive Director Center for Career and Workforce Development tammy.cole@eku.edu Ryan Wilson , Ed.D. Director, Regional Programming ryan .wilson@eku.edu Jill Price Executive Director, Conferencing & Events Jill.pnce@eku.edu Melissa Newman Director, Regional Stewardship melissa.newman@eku .edu Roger Duvall General Manager, WEKU roger.duvall@eku.edu ... �EKU OFFICE OF ENGAGEMENT, REGIONAL STEWARDSHIP AND GOVERNMENT RELATIONS Kentucky Innovation Network.,- It is our mission to establish EKU as an entrepreneurial university - a learning community with an innovative and entrepreneurial focus to improve the lives of students, faculty, and the communities we serve. This is timely as EKU thinks about investing in new ideas, how to grow enrollments, and find innovative ways to generate revenue . As part of the Make No Little Plans vision of enhancin_g our town and gown relationship with Richmond, we will house our Fermentation Lab, quality control facility, classroom space, tap rooms, the Small Business Development Center, the Kentucky Innovation Network and our incubators and accelerators into Richmond's downtown central business district. To that end , CEDET and the Dept. of Chemistry are working to build upon Chemistry's fermentation scie_ n ce program and Pilot facil ity located in the NSB, t~a~ w1I~ beta test product for educational and commerc1ahzat1on purposes. An RFP is out now for 14,000 square feet of space to hold these two entities, and that will be awarded in February. We are hoping that this project will be open for business later this year, as early as August. Fermentation science is part of a world culture and the basis for very profitable enterprises including entertainment, foodservice, and tourism industries. The rapid growth in the craft brewing & distilling industries will require a demand for employees w ith technical expertise. In addition, we will provide opportunities for students to earn a strong foundation in agriculture, chemistry, biology, safety, and business. The program would also provide service to the local and regional community by providing facilities and amenities that can be applied to fermentation science and continuing education. CONTACT THE OFFICE OF ERS AND GOV Lancaster Ave. Coates 103 l'(,cnrnond, <ent"cky 1.0475 521 PHONE WEB 853 622.6168 www corpmun,t,es.e~w edJ www.go, eku.ed, �EKU OFFICE OF ENGAGEMENT, REGIONAL STEWARDSHIP AND GOVERNMENT RELATIONS Once authorized as instructors, they will then embed the OSHA 10-Hour safety class for career and technical education students in the manufacturing and construction pathways across the state into the high school curriculum . The high school students will develop an awareness of a safe workplace, acquire the knowledge to identify and reduce job related hazards, and obtain a nationally recognized credential as they enter the job market. The U.S. ARMY Combat Readiness & Safety Center has selected the EKU OSHA Training Institute Education Center to provide an in-depth Career Program 12 (CP12) on our campus for the incoming class of occupational safety interns. The interns will arrive on th campus February 13 and spend seven weeks participating in an intensive workplace safety-training program specifically designed for the U.S. ARMY. Field activities will be conducted at the Bluegrass Army Depot as well as other industries and construction sites in the community. Upon completion of the program , the safety interns will be eligible for six graduate credit hours in the EKU Safety, Security, & Emergency Management program and will be assigned to safety positions at ARMY installations across the world . • Additional information about the U.S. ARMY CP-12 Program is available at https://safety.army.mil/CP12.aspx. The EKU OSHA Training Institute Education Center (OTIEC) is partnering with the Kentucky Department of Education - Office of Career and Technical Education to take Safety "from the classroom to the workplace ." Classroom teachers in the 95 high schools across the state for career and technical education students will participate in "train-the-trainer" courses this summer to become authorized outreach instructors for the EKU OTIEC. CONTACT THE OFFICE OF ERS AND GOV 5n Ldncdster A·1e Coates 103 R,chmond, Ken,uc".v 40475 WEB PHONE 859,622 ~-68 • \' JI' IT' llll ♦ .,., " ~h.u e JO, ~kli ":fu I �EKU OFFICE OF ENGAGEMENT, REGIONAL STEWARDSHIP AND GOVERNMENT RELATIONS Our Conferencing & Events is hosting the "All A 11 Region Basketball Tournament" in Alumni Coliseum this week. Model is the host high school this year. They will also host the 44th District (late February-exact dates TBD) and 11th Region (week after District) KHSSA Basketball Tournaments. The Hummel Planetarium also added three new shows to the catalog: C&E recently received a mini-grant from the Kentucky Girls STEM Collaborative Project for Out-of-this-World Thursdays at Hummel Planetarium, and are applying for a mini-grant from the American Astronomical Society (AAS) Solar Eclipse Task Force. There were 3,864 events scheduled in Ad-Astra by C&E (does not include those scheduled by Student Life, Campus Rec., or the Registrar's Office). Not all of these require contracts or direct contact from us. Additionally, there are 453 contracts issued, thus far, for the 2016-17 fiscal year. th • • • Accidental Astronauts Earth , Moon & Sun Two Small Pieces of Glass In April, EKU will welcome the East Kentucky Leadership Foundation to Richmond to host the 30th anniversary of the East Kentucky Leadership Foundation Conference . This group was founded in 1988 to promote leadership in Eastern Kentucky. Young Women Lead Conference is coming to EKU on March 7, 2017. Young Women LEAD is an all-day leadership conference for high school girls focusing on Leadership, Education and Development. LEAD is organized by the local participants of SOAR, a leadership development program designed to assist businesses in developing their women for future leadership positions. CONTACT THE OFFICE OF ERS AND GOV 52" Ld"Cdste' /'-,e. Coates 103 R C":-COrd, KentuCi<y 404'5 PHONE 859 622.6168 .VEB �£KO OFFICE OF ENGAGEMENT, REGIONAL STEWARDSHIP AND GOVERNMENT RELATIONS . t'i!LPNEL5 ~ ~©B~ Community engagement and service continue to be a big focus for our regional campus teams. The hard work of our team in Danville on the Shelby City Cemetery project earned national attention recently, and our very own Central Region Director Cindy Peck was given the U. S. Presidential Volunteer Service Award. Since October 2014, the members of the Shelby City Cemetery Project have devoted over 3,000 hours of service to restoring the abandoned slave cemetery, but this award is recognition for their work in the last year. Dual Credit enrollment grew to 1,068 students for Fall 2016. This represents 342 new dual credit students, a 47% increase from 2015. Yield to EKU for 2016 was near1y 40%. Dual credit students retained at 94.4% for this academic year. Regional Campus enrollment has remained relatively stable for 2016 . Locating a 2+2 on the Somerset Community College campus with our College of Justice and Safety has yielded very positive results. The adoption of E-Presence as the new distancelearn ing platform for regional campuses has resulted in near1y 100% utilization of rooms available to teach from on the Richmond campus. Greater partnerships with EKU's division of student success have enhanced recruitment, retention practices and an overall feeling of "One-EKU!" Work has restarted on EKU adult-completer degree offering for the nearly 400,000 adults across Central and Eastern Kentucky that have some college and no degree. EKU is currently leading other institutions in development and launch of an adult-completer degree. This is a campus-wide initiative that will position EKU to launch a comprehensive marketing and recruitment campaign in May of 2017 for Fall 2017 enrollments. CONTACT THE OFFICE OF ERS AND GOV 521 Lancaster A·,e Coa'.es 1.03 R,chrnond Ke,,tvc~y 40475 PHONE 859.622 E:68 WEB www.comrnun,t:es.eku.edu www gov eku.edu �EKU OFFICE OF ENGAGEMENT, REGIONAL STEWARDSHIP AND GOVERNMENT RELATIONS NEW INTERNSHIP PROGRAM AT EKU CORBIN! EKU's Regional Outreach Agents and the Regional Stewardship Coordinator are networking with non-profits and businesses to offer intemships through EKU's Regional LINC (Liaison for Improving Networks & Connections) program to support the work and address the business and nonprofit nHds of the EKU Service Region. Students will work directly for EKU's Regional Stewardship Foundation within their respective capacities. The benefit to employers is no new-hire paperwork, no payroll entries, a faculty supervisor/support person: as well as completion of task-oriented projects without long-tenn commitment. LINC's location is EKU's South Region Campus in Corbin, however, interns will be placed with the employer or work remotely. Either scenario provides a faculty supervisor who will meet with the employer before the internship to outline tasks to ensure quality work and timely completion. Regional Stewardship EKU LINC January 2017 Board of Regent Report Created the Regional LINC program at EKU South Region Campus in Corbin. Liaisons Improving Networks & Connections (LINC), an internship program that places EKU student interns across the East Kentucky region. Non-profits and small businesses pay a fee per semester for an intern, an EKU staff supervisor, and other support services. Funds are paid to the Regional Stewardship Foundation and then interns are paid from this account. Promise Neighborhood would like to fund some camps, we are in the beginning phases of discussions on what types of camps would be beneficial and serve the interests of both EKU and Promise Neighborhood. Partnership work continues with Shaping Our Appalachian Region (SOAR). The partnership fund ing for year three was approved through in-kind services Outstanding grant proposals exceed $20 million in federal and state support for EKU initiatives in aviation, parks and recreation, tourism training program , working family initiatives and phase two of the science building. Grants in the research phase for 2017 include support fore the Hummel Planetarium and the One-Room School House. Paid clients include: • Harlan County Economic Development Agency (2016) • London/Laurel County Forestry (2017) • Jackson Energy (2017) EKU interns are also doing ongoing work for: SOAR, The Promise Zone, East Kentucky Leadership Foundation, and Rural IMPACT with (Berea Partners for Education). Along with a number of large and small grants, we are also currently working with Promise Neighborhood (Berea Partners for Education) to fund some extensive work around computer programming dual credit some gaming camps, etc. for Corbin High School and Lynn Camp High School. This would be a good recruiting tool for EKU - regional campuses and the Richmond campus .. CONTACTTHEOFFlCEOFERSANDGOV PHONE 521 Lancaster Ave. Coa~es 10, 859 622 6168 R1c'lrrond, Kemucky 40475 WEB WV✓I/',• .gov ekLl.edu �EKU OFFICE OF ENGAGEMENT, REGIONAL STEWARDSHIP AND GOVERNMENT RELATIONS • npr®news & information January 2017 Board of Regent Report 88.g WEKU NPR News & Information Fundraising for calendar year 2016 increased 6% over last year's record-year and fiscal-year fundraising yearto-date is up 8.5% over last fiscal year. Sustaining or automatically-renewing contributors are at 45% fiscalyear-to-date compared to 26% for a comparable period the previous year. also picked up on NPR and Politico has won three statewide Kentucky Associated Press Broadcasters awards for outstanding news coverage. also picked up on NPR and Politico has won three statewide Kentucky Associated Press Broadcasters awards for outstanding news coverage. Ohio Valley Resource Regional Journalism Collaborative health and medical reporter Mary Meehan is on the job based at WEKU . 15 years at the Herald Leader and before that the Orlando Sentinel and is a recent 2016 Harvard University Neiman Fellow. She is also assisting us with web and social media postings. Listenership is averaging 54,000 weekly listeners. New ratings information forthcoming (. That's 2.8M touches with the community over a year. WEKU employed student assistants for over 800 hours this past year helping us create 45 hours of topical issues-based discussion on Eastern Standard, 60 hours of local and regional music performing (including the EKU ensembles) on Kentucky Center Stage Annual Day Sponsor reception to thank mid-level donors featuring ABC News and NPR's Cokie Roberts May 15th . OVR collaboration with NPR reporter Howard Barkes on Jim James WV Governor's unpaid fines in WV and KY - CONTACT THE OFFICE OF ERS AND GOV 521 lancaste, "-ve Coates 103 R,chmonc. Kentuck, 40415 PHONE 859,6226:68 WEB www .corn munitIes. e ku, e d" www gov e~u.edu �EKU OFFICE OF ENGAGEMENT, REGIONAL STEWARDSHIP A ND GOVERNMENT RELATIONS •' A c TI o C OLO N ELS - 1.1,A IININI; 1t>cl.1y £ N u -:M JIN{; tomormw EKU GOV The 2017 legislative session is well underway and our government relations team is working hard to advocate for EKU and provide our stakeholders with timely and relevant information. • The new Republican majority in the House of Representatives has elected Kentucky's first-ever Republican Floor Leader in Representative Jonathan Shell, who is also a proud alumnus of EKU. Legislators w ill return to Frankfort on February ,'hto conclude the remaining 25 working days of the session. March 9th will no longer be a working day, and the scheduled March 30th sine die date remains intact. Major legislative issues that could impact EKU and will see action during the remainder of the 2017 session include the following: • • SB 80- Teacher certification bill that would eliminate the requirement for teachers to have a master's degree. • SB 80- Teacher certification bill that would eliminate the requirement for teachers to have a master's degree. • HB 103- Charter school authorization bill. • HB 126- Postsecondary students rights bill requiring governing boards to adopt regulations defining a student code of conduct. • HB 127- Postsecondary student free speech legislation to ensure that public institutions do not restrict the right to free expression for students. The Rally for Higher Education is February13th and our office is working with SGA to coordinate efforts. Performance Funding- The bill is not filed yet but th should be filed on Feb. 7 • Presumed sponsor is Senator David Givens. If you don't receive our weekly updates during the session join from: gov.eku.edu. SB 107- Comprehensive board appointment and reorganization bill. CONTACT THE OFFICE OF ERS AND GOV PHONE 521 Lancaste, Ave. Ccates 103 '<.crr-,ond, '<en~uCl<f t.Oi.75 859 622.6168 WEB �-i11 i Bluegrass Community Health Center EASTERN IKENTUC IKY UNIVERSITY January 30, 2017 Steve Wrightson, M.D. Chief Executive Officer EKU �•• i11 i Bluegrass Community Health Center EASTERN KENTUCKY UNIVERSITY Who are wee?. .,/• (,. ~ _, . i ... ; . t--~:'_ / • Eastern K~!ltucky Universit}rSponsored Progrdm • F.ederOIIY QuOlified H~olth fC8riter •~-~t:i'CBnsed Prim~a ry Care Center . .-.. ... ' -~-... ·-- Bluegrass Community Health Center 1~:v . /' £KU �What are Federally Qualified Health Centers? -- ---- COMMUNITY HEALTH CENTER UALITV SM Bluegrass Community Health Center - Local non-profit 25 million patients 9200 health centers Community Board Increased Access Decreased Disparities Cost Effective Increased Quality £KU �Federallt. Qualified Health Centers: • Serve communities that confront financial, geographic, language, and cultural barriers. • Located in federally designated high-need areas as having elevated poverty, higher infant mortality, and few physicians. • Open to everyone, regardless of insurance status. • Offer transportation, translation, case management, health education, and home visitation to improve success. • Tailor services to fit the special needs and priorities of their communities. • Provide services in a linguistically and culturally appropriate setting. Bluegrass Community Health Center £KU �Health Center G~ov ern:a ·n·c e: ,#7..... Co-Ap~pti:c ant Agr.~ ement \ .... -· ",,r>· I - Easter.n Kentuc~y University :> '" - Bluegrass Prim'at.~\,Mealth tare, Inc. Community Board Bluegrass Community Health Center £KU �EKU College of Health Sciences Bluegrass Community Health Center Advisory Committee Board • • • • • • • • • Dr. Janna Vice, Provost Dr. Deborah Whitehouse, Dean Dr. Jerry Pogatshnik, Associate Vice President & Dean Brad Compton, Executive Director University Accounting & Financial Services Melinda Compton, Academic Affairs Business Officer Dana Fohl, Deputy Counsel Quenna Thompson, HR Representative Dr. Susan Fister, RTP Faculty & Founder Dr. Judy Short, RTP Associate Dean • • Dr. Sheila Pressley, Associate Dean Dr. Steve Wrightson, CEO BCHC Bluegrass Community Health Center £KU �Service Area Map: ~AYETJE NOODFORD J-1 ~ exfrtgf()t~ Y __clARK JE SSAIUlJJE 1 GARRARD iMADISO~ Bluegrass Community Health Center £ K0 �rces of Fu:ndlng-: - ~Federal (Health Resources and Services J\dministration/HRSA) • 330e Community Health Center • 330g Migrant Health Center • 330h Health Care for the Homeless - Patient Fees ___, - Medicaid, Medicare, Private Insurance - -Contract services (KO-- R) •-J \ ' . , , •• · ' ! --......... - -~ ,_, ' r - Local Grants - Donations Bluegrass Community Health Center £ K0 �Bluegrass Farmworker Health Center • Funded as a HRSA MHC, April 1 2001 • First clinic April 1, 2001 - Brockton duplex - EKU, Richmond • Second clinic August 1, 2001 - Oxford Circle - Lexington - Request of the city's immigrant services coordinator Bluegrass Community Health Center £KU �u, I... a, ~ I... 0 ~ C E o I... · c .... -C II- _Q ::, Q. 0 OAC u, - C C a, ·V) u olS 8. .... V) C C I... C) ·~ �Migrant & Seasonal Farmworkers Special Population MSFW / Agricultural-Worker - Is defined as any individuc:11, and their dependent(s), whose principal source of inc·o me within·, the last ~.124 months--comes from agricultural work. Bluegrass Community Health Center £ K0 �Bluegrass Farmworker Health Center Culture & Language - a unique challenge 2001 Oaxaca, Mixteca Bluegrass Community Health Center c 17 Chiapas, Tzotzil £KU �Expansion • Primary Care Center Licensure, 2006 -Medicare -Medicaid -Commercial Insurance Bluegrass Community Health Center £KU �Expansion -, • -N ew ~ -ct~~ess/P·o i nt Grant, 20"07 -Communit ~e~ th G"~rlf~ r ~1 - Health Care':for the: Homeless Cehter ~ ~ •,·. ,'°' r .• . r •, _;..., .,.,... - Eagle·Creek Clirr1ic Bluegrass Community Health Center £KU �,,, .... :c u :c en en a, a, - E o __ :c ... C a, - .c :::, ... a. I... .....0 a, I... C u ...-.c C a, :c 0 0.. �New Arrivals .n ·t· • ,i-i-~ •1~ I· --- lfflmigrClnt .- -_ ) -., • Cnoose: ' - Ref~.Qf e I i - •Asyl ee 1 Bluegrass Community Health Center £KU �Responding to Health Reform • Meaningful Use ■ • EMR expectations • Interfaces w/radiology • KHIE PCMH • Addresses HRSA's Triple Aim • Improve Health (including population health) • Improve Patient (and staff) Satisfaction • Reduce Costs • Outreach & Enrollment • Certified Application Counselors • Changes in revenue stream (more Medicaid) • Increase in # patients/new patients Bluegrass Community Health Center £KU �PCMH • National Committee for Quality Assurance (NCQA) Patient Centered Medical Home Recognition! • March 2013- March 2016 • First KY-Based Health Center to Achieve this Recognition! • March 2016: Recertified as Level 3 PCMH Bluegrass Community Health Center £KU �Standards BCHC met/is maintaining standards in these 6 areas: • Enhanced Access and Quality Identify and Manage Patient Populations • Plan and Manage Care • ,Provide Self-Care Support and Community Resources • Track and Coordinate Care • Measure and Improve Performance • J Bluegrass Community Health Center £ K0 �Integrated Behavioral Health • Medical clinicians and Behavioral Health clinicians work sid·e "' by side • Staff includes LCSWs and Psychiatric APRNs • Goal is 100% screening of patients over 12 -eye a rs old for depression • Actively screening and refe~ring for care those patients with substance abuse Bluegrass Community Health Center £ K0 �Mental Health and Substance Use Disorder Expansion Grants • Funded in 2015-2016 • Will roll into base grant in 201 7 • Allowed expanded mental health services • Psychiatric APRN • Additional counseling services • Tighter consultant link with psychiatry • Allowed expanded Substance Use Disorder programs • Medication assisted treatment (MAT) for opioid and alcohol use disorders • Counseling, peer support and group services Bluegrass Community Health Center £ K0 �Bluegrass Farmworker Health Center Bluegrass Community Health Center 2005 Population Demographics 2016 Population Demographics 3084 PATIENTS 8354 PATIENTS (7167 MEDICAL ENCOUNTERS) (18,280 MEDICAL ENCOUNTERS) • • • • 52% male, 48 % female 29% migrant, 38% seasonal - 2066 patients • 75% < 100% poverty level • • 100% uninsured 98% best served in Spanish Bluegrass Community Health Center 57% male, 43% female 7% migrant, 6% seasonal - 1086 patients • 70% < 100% poverty level • 37% uninsured • 50% best served in language other than English £ K0 �~ """"4 0 N LI) """"4 0 N qM 0 N cY'I """"4 -c a, ...> 0 N N """"4 0 N """"4 """"4 0 N a, 0 """"4 Cl) ~ t'O ~ ~ 0) u, 0 0 N I C 00 0 0 N a, ·-C r,... 0 0 N I ~ 0 0 N A- LI) 0 0 N q- J __ j_ 0 0 0 0) 0 0 0 00 0 0 0 r,... 0 0 0 ~ 0 0 0 LI) 0 0 0 q- 0 0 N 0 0 0 cY'I siua1ied JO JaqwnN 0 0 0 N 0 0 0 """"4 0 �Mission-of Bluegrass Community H"ealth Center .- .r" ' - ..... -~~ . t ·_; - Provide an accessible hed lth hdri1e that prom:otes bettler ITlealth, better life and serves GIi peOple with care and res pe·Ct.,,<-U 1 ' Bluegrass Community Health Center £ K0 �2017-2018 BCHC Budget • $7,251,344.42 - HRSA 330 Grant $2,988,831 - Program Income $3,809,156 • Medicaid, Medicare, Private Insurance - Other Sources $453,357 • Grant, Quality and Outcome Incentives Bluegrass Community Health Center £ K0 �BCHC Awards 2005-2017 Total of Award Amount Total of F&A Collected BCHC HRSA Funding $25,343,804 $2,952,407 BCHC Family Planning $631,116 $377 BCHC Program Income $13,008,789 BCHC Supplemental Funding $1,217,817 $170,228 Grand Total $40,201,526 $3,123,013 Bluegrass Community Health Center £KU �Outreach to the Homeless: New Life Day Center (NLD) Collaboration • Homeless day center providing • Breakfast • Lockers • Computers • Social and spiritual support • BCHC has been providing outreach services at NLD for 1 year, starting ½ day a month, now ½ day a week • Patients receive health screenings, immunizations and support in order to connect to their medical, dental or behavioral health provider • BCHC goal is to increase services to NLD to 15 hours per week and offer a full range of primary care services Bluegrass Community Health Center £KU �New Life Day Center Bluegrass Community Health Center £KU �Space at BCHC • Currently at space capacity • Additional space would allow for: • Additional counseling services • Pharmacy services • Vision services • Increased student placement and student conferencing space • Increased patients served Bluegrass Community Health Center £KU �I i· \li lit, • • Ea-stern Kentucky Un1vers1ty: Our Partner • 2020 Vision and Goals __.,.--- ... ..-•~ - ~ • EKU Vision: Eastern Kentucky University will be a premier university dedicated to innovative student engagement and success, advancing Kentucky, and impacting the w ~ o rld Bluegrass Community Health Center £KU �Eastern Kentucky University: Our Partner Strategic Goal #1: Academic Excellence • Promote Innovative Instruction and Programming • Strategies: Embed and support high-impact teaching strategies and best practices for student engagement to promote learning and increase retention. • Focus on involving students in decision-making, research, and creative activities with faculty, scholarship, service learning, international education, co-op, and internships. Strategic Goal #6: Service to Communities and Region • Become first goal partner in regional, economic, cultural and social development • Become notionally prominent in field with regional relevance • Build sustainable and distinct academic and social programs focused on our Region' s critical needs. Bluegrass Community Health Center £ K0 �The Bluegrass Community Health Center pr,ovides clinj cal learning opportunities for students to work side by side witl1 ,f he d·iverse Center team to deliver inter-professional quality cultural_lY:f ompetent care to a diverse patient poP,ulation. Students rotating through the BCHC include: • Nursing • Advanced Practice Family Nurse Practitioners • Psychiatric Mental Health Nurse Practitioners • Athletic Trainers • Residents • Medical Students • Eastern Kentucky University Students receive priority student learning placement Bluegrass Community Health Center 1) £KU �BCHC: A History of Excellence One of only 2 CHC's in Kentucky with migrant/seasonal farmworker funding • First Kentucky based health center to achieve Patient Centered Medical Home accreditation Identified as a leading "access enhancer" in Kentucky by Health Resources and Services Administration (HRSA) Behavioral health integration has been identified as advanced by Patient-centered outcomes research institute (PCORI) • Oral health initiatives have been used as a model by several national groups, including Qualis Health and National Association of Community Health Centers (NACHC) • Our Needs Assessment process, which included visiting the area in Mexico identified as home for many of our farm workers, was labelled "Best Practice" by our HRSA reviewers at our most recent site evaluation Bluegrass Community Health Center £KU �-. •I 1·I Bluegrass Community Health Center EASTERN KENTUCKY UNIVERSITY i " whe i ·~twhy i who how -- ~ _..... who\ lw 'l w, Bluegrass Community Health Center .., what - ~ ....,, ., ...,, 7 h:wAoWhere £KU �M ICHAE L T. B ENSON PRESIDENT January 30, 2017 Dear Senator Stivers: Eastern Kentucky University ("University'' ) appreciates the chance afforded by you to review Senate Bill 107 and to be involved early in the process. Thank you very much for this opportunity. We respect and admire the well-intended nature of the bill to standardize the role of a regent and to place accountability measures into a role and statute that did not previously exist. With the new standards of performance-based funding coming to fruition, governing boards as a whole and individual regents will be required to work in a way they never had to before to oversee their institutions and carry out their missions to ensure student success. Setting clear expectations of a regent at the outset will guide the nomination committee in choosing strong candidates, and will further ensure the best candidates rise to the top in selection by the Governor and confirmation by the Senate. We have also appreciated the role the Governor has taken to ensure that members of institutional boards are provided uniform training in their roles and responsibilities as Regents and Trustees. The gathering hosted by the Governor last November is - in my experience - the first such attempt to assemble all new board members at one time to provide this training. The University's response to the proposed bill can be simplified twofold: (1) we request revisions to clearly define the standard to which a regent will be held and/or removed; and (2) we request revisions to put additional safeguards in place to ensure a fair, due process in removal. As a public institution of higher learning, we hold firm to the values and principles of counterbalancing influences and the role it has in ensuring that political power and decisions are not concentrated in the hands of one. To ensure appropriate due process, and to uphold the SACSCOC standard of remaining insulated from undue political influence, the University would support a clear removal standard and proceeding for those board members being removed. To vest all removal authority in the hand s of the Governor "for any cause the Governor deems sufficient" as set forth in 63.080(1) and upon only his "written findings of fact" makes the University vulnerable to challenge from SACSCOC, in our year of reaccreditation review no less, and undermines the very heart of the board enabling statues, which vest sole governance and corporate authority over the institution in the governing board. The removal statute should require clear, written findings of fact, with specific t ies to the enabling statutes of the statutory duties that were breached, and those findings presented to and found sufficient by another council or legislative body, such as the Senate. �Senator Stivers January 30, 2017 Page 2 In addition, as currently written, the bill draft sets forth that an entire board can be removed when the board is "no longer functioning according to its statutory mandate". One of the statutory mandates of a board is KRS 164.360, which sets forth that the board shall be held accountable for the institution's "progress". But progress is not defined and, as we know, can mean very different things to different people. To be able to remove a board for cause, based on undefined standards is problematic under SACSCOC fairness principles and sets regents up for failure. With no clear standard, there is no "true north" by which a regent can orient his compass in steering the institution toward progress. The hallmark of democracy is a citizen's ability to participate in the political process, in whatever form that takes. As you well know, Eastern Kentucky University is in a period of tremendous growth. We thank you for the opportunity to participate in the development of this important legislation, and we look forward to continuing to work with you, other legislators, and the Governor to set clear standards for our leaders moving forward in order to continue growing our great institution as we endeavor to provide educational opportunities for all those within our service region and beyond. Michael T. Benson President � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource EKU Board of Regents Records Subject The topic of the resource Eastern Kentucky University Description An account of the resource This collection consists of records relating to the Board of Regents and includes minutes, agendas and supporting documents. Only parts of the collection have been digitized at this time, but more will be added until all minutes are available. This collection is invaluable to anyone researching the history of Eastern Kentucky University. Creator An entity primarily responsible for making the resource Eastern Kentucky University Date A point or period of time associated with an event in the lifecycle of the resource 1906-present Format The file format, physical medium, or dimensions of the resource minutes Language A language of the resource eng Type The nature or genre of the resource text Identifier An unambiguous reference to the resource within a given context 0001-010 Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Board of Regents Supporting Documents Creator An entity primarily responsible for making the resource Eastern Kentucky University Source A related resource from which the described resource is derived Board of Regents Records Date A point or period of time associated with an event in the lifecycle of the resource 2017-01-30 Format The file format, physical medium, or dimensions of the resource presentations Language A language of the resource eng Type The nature or genre of the resource text Identifier An unambiguous reference to the resource within a given context bor_supporting_docs-2017-01-30