https://digitalcollections.eku.edu/files/original/c7488a5e87f24ddb084fd4a9022182a8.pdf 7a553102d2e640874160bab5a6452918 PDF Text Text EASTERN KENTUCKY UNIVERSITY BOARD OF REGENTS RESOLUTION IN RECOGNITION OF OMAR SALINAS CHACON WHEREAS, Eastern Kentucky University student Omar Salinas Chacon was recently named the "Student of the Year" by the National Collegiate Honors Council; WHEREAS, the "Student of the Year" is the top achievement in the nation an honors student can earn; WHEREAS, Salinas is a legal resident under the Deferred Action for Childhood Arrivals ("DACA") program and is a proud and vocal advocate for the continuation of the DACA program; WHEREAS, Eastern Kentucky University has advocated for the continuation of the DACA program due to the impact on the students like Chacon; BE IT THEREFORE RESOLVED THAT THE EASTERN KENTUCKY UN IVERSITY BOARD OF REGENTS hereby formally recognizes Omar Salinas Chacon for achieving this highest honor and further recognizes and values his contributions to the debate on the DACi\ program, his contributions to the Eastern K entucky University Honors Program, and his contribution to the overall student body of Eastern Kentucky University. Done this 26th day of February, 2018 by the Board of Regents of Eastern Kentucky University. �Eastern Kentucky University Board of Regents RESOLUTION WHEREAS, Mr. David Tandy served with distinction from 2010-2016 on the Eastern Kentucky University Board of Regents and completed six years of distinguished leadership and meritorious service; and WHEREAS, during those years, his special contributions to the Board have included serving as Secretary of the Board; Chair of the Student Life, Discipline & Athletics Committee; and as a member on various Board committees; and WHEREAS, throughout his tenure on the Board, he demonstrated a sensitivity to student concerns, exhibited support of access to educational opportunity, and had a strong commitment to improved opportunities for all students, faculty and staff; and WHEREAS, he steadfastly served as a valued and effective advocate for Eastern Kentucky University and the higher education community of the Commonwealth; BE IT THEREFORE RESOLVED that the Eastern Kentucky University Board of Regents hereby highly commends Mr. Tandy for the important contributions he made to Eastern Kentucky University, and, hereby formally records its appreciation for the excellent leadership he provided, for the countless hours he devoted, and the exemplary service he rendered. Done this the 6 th day April, 2018, by the Board of Regents of Eastern Kentucky University. urner Chairman, Board of Regents �Eastern Kentucky University Board of Regents RESOLUTION WHEREAS, Mr. Ernie House served with distinction from 1997-2003 and again from 2010-2016 on the Eastern Kentucky University Board of Regents and completed twelve years of distinguished leadership and meritorious service; and WHEREAS, during those years, his special contributions to the Board have included serving as Vice Chair of the Board, Chair of the Institutional Advancement & Honors Committee, and as a member on various Board committees; and WHEREAS, throughout his tenure on the Board, he demonstrated a sensitivity to student concerns, exhibited support of access to educational opportunity, and had a strong commitment to improved oppor tunities for all students, faculty and staff; and WHEREAS, he steadfastly served as a valued and effective advocate for Eastern Kentucky University and the higher education community of the Commonwealth; BE IT THEREFORE RESOLVE D that the E astern Kentucky University Board of Regents hereby highly commends Mr. H ouse for the important contribution s he made to Eastern Kentucky University, and, hereby formally records its appreciation for the excellent leadership he provided, for the co untless hours he devoted, and the exem plary service he rendered. Done this the 6th day April, 2018, by the Board o Regents of E astern Kentucky University. �Eastern Kentucky University Board of Regents RESOLUTION WHEREAS, Ms. Janet Craig served with distinction from 2011-2017 on the Eastern Kentucky University Board of Regents and completed six years of distinguished leadership and meritorious service; and WHEREAS, during those years, her special contributions to the Board have included serving as Chair of the Finance & Planning Committee, and as a member on various Board committees; and WHEREAS, throughout her tenure on the Board, she demonstrated a sensitivity to student concerns, exhibited support of access to educational opportunity, and had a strong commitment to improved opportunities for all students, faculty and staff; and WHEREAS, she steadfastly served as a valued and effective advocate for Eastern Kentucky University and the higher education community of the Commonwealth; BE IT THEREFORE RESOLVED that the Eastern Kentucky University Board of Regents hereby highly commends Ms. Craig for the important contributions she made to Eastern Kentucky University, and, hereby formally records its appreciation for the excellent leadership she provided, for the countless hours she devoted, and the exemplary service she rendered. Done this the 6th day April, 2018, by the Board of Regents of Eastern Kentucky University. ra.i urner Chairman, oard of Regents �• Make No Little Plan s: A Vision for 2020 EKU University Strategic Plan Vision Eastern Kentucky University will be a premier university dedicated to innovative student engagement and success, advancing Kentucky, and impacting the world. Mission As a school of opportunity, Eastern Kentucky University fosters personal growth and prepares students to contribute to the success and vitality of their communities, the Commonwealth, and the world. Eastern Kentucky University is committed to access, equal opportunity, dignity, respect, and inclusion for all people, as integral to a learning environment in which intellectual creativity and diversity thrives. Values Eastern Kentucky University's values shall permeate the mission and will be the fiber of the institution for it to achieve its vision. • • intellectual vitality, which is characterized by knowledge, scholarly inquiry, creativity, critical thinking, and curiosity, all with a global perspective; sense of community, which is characterized by a supportive environment with strong relationships and a commitment to service, shared governance, collaboration, and unity of purpose; • cultural competency, which is characterized by equitable opportunities and treatment, mutual respect, and the inclusion and celebration of diverse peoples and ideas; • stewardship of place, by which the University enhances the intellectua l capacity, economic vitality, environmental sustainability, and quality of life of the communities it serves; • accountability, which is characterized by fiscal responsibility, operational transparency, and responsiveness to the needs of internal and ext ernal stakeholders; and • excellence, which is achieved through integrity, continuous quality improvement, and a focused emphasis on the personal and professional growth of students, facu lty, and staff. • EKU Office of lnst1tut1onal Effectiveness l l Page �Make No Little Plans: A Vision for 2020 The creativity, ingenuity, and dedication of EKU faculty, staff, and students have advanced our University • to an unprecedented level of student success and faculty and staff excellence. We will continue the emphasis on the successful projects, services, activities, obligations, and policies that have brought us this far. With input from the University communities and the Strategic Planning Steering Committee, this plan outlines the areas we need to add, emphasize, or grow in order to achieve our vision of being a premier university dedicated to innovative student engagement and success, advancing Kentucky, and impacting the world. In order to achieve our Vision for 2020, EKU will focus on six Strategic Goals. ► Academic Excellence ► Commitment to Student Success ► Institutional Distinction ► Financial Strength ► Campus Revitalization ► Service to Communities and Region Strategic Initiatives and Strategies define the primary goals, outline our work for the next five years, and ensure we achieve our primary goa ls. Ongoing Commitments highlight successful current projects, services, activities, obliga tions, and polices • to which we remain committed. EKU Office of Institutional Effectiveness 21Page • �• Ongoing Commitments Current projects, services, activities, obligations, and policies to which we remain committed: • • . • . • • • • Competitive and Equitable Pay: achieving faculty and staff internal pay equity and competitive salaries; Critical/Creative Thinking & Communication Skills: maintaining and enhancing critical and creative thinking and communication skills initiatives; Diversity: increasing the number of diverse and international faculty, staff, and students; Efficiency & Transparency: improving financial efficiency and transparency; Global Impact: solidifying our local, regional, state, national, and global impact; Liberal Arts Core: providing a strong liberal arts core through the general education curriculum for all students; Multicultural Experiences: enhancing multicultural and international experiences; . • Safety: ensuring a safe and secure environment for our students; Scholarship: improving the lives of others through discovery, application, and integration of knowledge; • Service: valuing faculty service internal and external to the University; • Strong Government Relations: advocating for increased state support for higher education; • Student Learning: continually improving student learning through . . Assurance of Learning efforts; Sustainability: improving our environmental impact; and Teaching & Advising: improving teaching and advising effectiveness. EKU Office of Institutional Effectiveness 3IPage �Strategic Goal #1: Academic Excellence Academic excellence, the cornerstone of the university's mission, begins with the faculty. Eastern Kentucky University seeks to build on its strong foundations as a school of opportunity by enhancing opportunities for professional development and by strategically developing and growing programs to meet the needs of our students. We are committed to achieving academic excellence by promoting innovative pedagogy and by investing in our facu lty and our academic programs. • We will achieve academic excellence through recruiting, retaining, and supporting innovative faculty and through continuous assessment and strengthening of academic programs. We will enhance our dynamic, diverse academic environment and ensure outstanding student learning outcomes by focusing on: promoting innovative teaching and learning practices; engaging students with an increasing emphasis on active and service learning and research opportunities; supporting faculty growth and excellence; and strategically strengthening academic program expansion and development while emphasizing program excellence. Strategic Initiatives ► Invest in Our Faculty {1.1) Strategies • Enhance faculty professional development opportunities with a focus on developing skills and engaging students through high-impact learning strategies, including metacognition skills, teaching techniques, curriculum design, and providing customerfocused service to all. (1.1.1) • Update promotion and tenure policies to reflect increased importance of engaging students, innovative teaching, advising, scholarship of teaching and learning, and support of our Region. {l.1.2) • Increase opportunities for faculty scholarship, research and creative endeavors, and faculty-student collaborations. (1.1.3} • Build academic leadership capacity among faculty. (1.1.4) • Recruit and retain faculty who are highly qualified in their discipline and demonstrate excellence in teaching. (1.1.5) • Design and implement a comprehensive recruitment and retention plan for diverse faculty. (1.1.6) ► Promote Innovative Instruction and Programming {1.2) Strategies • Embed and support high-impact teaching strategies and best practices for student engagement to promote learning and increase retention. (1.2.1) EKU Office of Institutional Effectiveness 41Page • �• • Focus on involving students in decision-making, research, and creative activities with faculty, scholarship, service learning, international education, co-op, and internships. (1.2.2) • Provide students the opportunity and support to participate in and receive recognition for research, creative, and academic endeavors. {1.2.3) Increase the quality and capacity of pedagogical and technological support. {1.2.4) • ► Strengthen Academic Programs {1.3) Strategies Ensure relevance of all academic programs through ongoing curriculum development and program review. (1.3.1) • Financially invest in and promote nationally recognized programs that attract students to EKU. (1.3.2) • Identify, pursue, and promote opportunities for new high-quality, distinct, and • • • Support and invest in opportunities for high-achieving students University-wide. (1.3 .4) compelling programs w ith capacity to grow enrollments. (1.3.3) Increase capacity in existing programs identified as having high demand. (1.3.5) Invest in state-of-the-art, cutting-edge technology across all programs. (1.3.6) • • EKU Office of Institutional Effectiveness SI Page �Strategic Goal #2: Commitment to Student Success Student Success is the core of Eastern Kentucky University's past, present, and future. It is the success of our students that fuels our passion to serve in the profession of higher education. Students succeed when we devote our energies to continuously improving their experiences in and out of the classroom. We will make data-informed decisions in our ongoing effort to fuel new opportunities for our students. • We will demonstrate our commitment to the success of our students through innovative engagement efforts that begin before arrival and continue after graduation. We will enrich the lives of our students by intensely focusing on: growing, diversifying, and shaping ou r st udent body; building skills for success after graduation; enhancing the quality of student life; and promoting programs and policies that fac il itate student success. Strategic Initiatives ► Invest in Our Students {2.1} Strategies • Promote and emphasize the use of student learning outcomes, academic support, and retention in co-curricular programmi ng. (2.1.1) • Create new and support existing programs, activities, and services designed to assist students to adjust to and succeed in a university learning environment and to develop their full potential. (2.1.2) • Develop and integrate career preparation opportunities to include co-op, internships, internationa l education, civic engagement, and other activities that build the skills necessary to secure gainful employment in a global ly competitive marketplace. (2.1.3) Develop and implement programming and services to enhance student well-being, health and wellness, civic engagement, and personal growth. (2.1.4) • • ► Focus on Strategic Enrollment (2.2} Strategies • Develop a University-wide, inclusive strategic enrollment process ensuring partnership between Enrollment Management and Academic Affairs. (2.2.1) • Create a strat egic enrollment plan with specific, but not exclusive, focus on enha ncing our commitment to our Region, increasing educational opportunities for underrepresented student populations, and serving students with diverse academic needs. (2.2.2) • • Recruit a prepared, intellectually curious, diversified student body. (2.2.3) Recruit increased numbers of international students. (2.2.4) • Ensure University resources, including student financ ial aid, are sufficient to support the enrollment management plan. (2.2.5) EKU Office of Institutional Effectiveness 6IPage • �• ► Increase Efforts to Retain and Graduate Students (2.3) Strategies • Develop and promote University-wide best practices that provide collaborative and innovative student engagement in and out of the classroom. (2.3.1) • Employ coordinated, data-driven advising that uses intentional intervention milestones for designated populations and strengthens academic advising. (2.3.2) • Provide increased support for programs that address student preparedness challenges. (2.3.3) • Enhance student experiences University-wide by enhancing academic learning environments and increasing participation in living/learning communities, student organizations, and student-life programs. (2.3.4) • Create and upgrade existing facilities, including student recreation and intercollegiate athletics facilities. (2.3.S) • Review policies, processes, and operations to enhance responsiveness to student needs. (2.3.6) • • EKU Office of lnst1tut1onal Effectiveness 71Page �Strategic Goal #3: Institutional Distinction In a higher education marketplace rich with options, Eastern Kentucky University must define itself or others will define us. We seek to advance the value of the EKU experience and unite our communities around powerful expressions of our core values, an expansion of the personal and strategic relationships we forge, and by the strategic positioning of the compelling dist inctions that make the EKU experience exceptional. • We will demonstrate our commitment to the advancement our university by investing in the people, places, and programs that make us distinct. We seek to create a groundswell of enthusiasm and engagement for our University through the implementation of a powerful new EKU brand strategy. Our successes will be measured by the extent to which we demonstrate that we are thoughtful stewards of our resources, by the quality of the personal and strategic relationships we forge with the people we touch and inspire, and by the extent to which the people of EKU embrace and live our brand promise every day. Strategic Initiatives ► Invest in Our Staff (3.1) Strategies • Enhance staff professional development opportunities with focuses on leadership development, student support and engagement, and providing customer-focused service to all. (3.1.1) • Develop employee best practices for collaborative support programs and co-curricular instruction. (3.1.2) • Delineate and promote career pathways for all employees. (3.1.3) • Recruit, promote, and retain staff who are highly qualified and high performing in their area of expertise. (3 .1.4) • Design and implement a comprehensive recruitment and retention plan for diverse staff and University administrators. (3.1.5) • Ensure all employees receive detailed, comprehensive performance evaluations and feedback. (3.1.6) • ► Advance the EKU Brand (3.2) Strategies • Craft a compelling brand identity and communication strategy. (3.2.1) • Design and implement a five-year, integrated marketing campaign that leverages our brand identity to advance our institution, aligns with our strategic plan, fuels our capital campaign, positions EKU intercollegiate athletics, and increases the number of students for whom EKU is their 1' 1 Choice. (3.2 .2) • • Assess and share the impact of the University's brand initiative. (3.2.3 ) Promote the value of higher education. (3.2.4) EKU Office of Institutional Effectiveness Bl Page • �• ► Create a Dynamic, Diverse, and Inclusive University Culture {3.3) Strategies • Foster pride in EKU by developing a distinctive University experience for all students, • Create and support learning, work, and living environments that fu lly welcome and faculty, staff, and visitors. (3.3.1) support diversity, inclusion, and equity. (3.3.2) • • • Build can-do spirit among faculty, staff, and students with an emphasis on superior customer-focused service and adaptability. (3.3.3) Reward, recognize, and celebrate faculty, staff, and student achievements. (3.3.4) • Promote opportunities for faculty, staff, and students to participate in significant and conscientious shared governance. (3.3.5) Ensure transparency in operations in order to unite the University communities. (3.3.6) • Promote positive relationships between the University and the local community. (3.3.7) • Create an institutional diversity plan that develops and implements comprehensive initiatives to promote access, diversity, intercultural competence, equity, inclusiveness and mutual respect for all members of the campus community. (3.3.8) • • EKU Office of Institutional Effectiveness 9IPage �Strategic Goal #4: Financial Strength Financial strength and stability is the bedrock upon which any successful strategic plan rests. At Eastern Kentucky University, it undergirds our commitment to academic excellence; without it, the University's ability to launch, sustain, grow, and evaluate quality academic programs is severely compromised. Financial strength and stability also buttresses our commitment to student success, whether we're attracting more of the best and brightest students, bridging the gap for those students with developmental needs, or developing programs that grow our enrollment and improve our retention and graduation rates. • We will operate from a position of financial strength by becoming as efficient as possible in our spending and maximizing resource generation. Whatever the case, financia l resources are needed to help all our students reach their full potential. Finally, as the share of our revenue from state appropriations continues to decline and as we continue to invest in our stra tegic goals, while striving to keep the Eastern Experience affordable, greater private support is an acute need. Strategic Initiatives ► Optimize Campus Resources {4.1} Strategies • Ensure quality and efficiency in all University operations by implementing baseline budgeting focused on strategic initiatives and strengthening programs. (4.1.1) • Include an evaluation of funding levels in the academic and administrative program reviews conducted on a rotating basis. (4.1.2) • • Conduct an annual departmental faculty workload analysis to ensure responsible st ewardship of resources. (4.1.3) ► Increase External Support {4.2} Strategies • Build an expansive network of advocates, partners and champions for EKU by communicating effectively with external stakeholders and involving them meaningfully in the life of the University. (4.2.1) • Increase revenue from private sources by engaging alumni, friends, and corporate partners to expand support for the people, places, and programs of EKU, includ ing a comprehensive capita l fundraising campaign. (4.2.2) • Enhance resources through grants and contracts from f ederal and state agencies, corporations, and foundations. (4.2.3) EKU Office of Institutional Effectiveness lOIPage • �• Strategic Goal #5: Campus Revitalization Eastern Kentucky University stands at a unique moment in its historical arc. Ours is the opportunity to transform the campus in a way which is only presented once in a generation. We must be bold, creative, and innovative. A chance to reshape and remake our campus is available to us and we must t ake advantage not only for the present, but for future generations of EKU alumni, faculty, staff, students, and friends. Indeed, what we are proposing represents "no little plan." We will revitalize the Campus Beautiful by being relentless in our efforts to secure an investment in student-centric facilities. The campus revitalization involves a significant capital investment in the Eastern campus. At the core of this revitalization will be the complete overhaul of the center of campus. The establishment of the Center for Student Life will focus on the holistic EKU student experience: intellectual, social, physical, emotional, spiritual, and mental maturation. Strategic Initiative ► • Initiate and complete EKU Revitalization plan, which includes rehabilitation of existing facilities and construction of new ones with a focus on the EKU student experience. (5.1) Strategies Conduct a campus master plan, including a comprehensive space analysis. (5.1.1) Invest in the physical infrastructure of our campus, including improving technology, creating creative spaces, and enhancing curb appeal. (5.1.2) Locate and secure arrangements with private partners and state appropriations. (5.1.3) Address deferred maintenance. (5.1.4) • • • Prioritize sustainability. (5.1.5) Prioritize efficient project administration. (5.1.6) EKU Office of Institutional Effectiveness ll!Page �Strategic Goal #6: Service to Communities and Region At Eastern Kentucky University, we will create a culture of outreach and engagement through innovative teaching and scholarship, as well as valuing engagement with our communities and regional partners. By applying our academic and professional expertise to collaborations with community stakeholders, we will improve the quality of life for the communities we serve. • We will demonstrate our commitment to our communities and Region by actively seeking out those strategic opportunities that will provide direct benefits to the people of Eastern Kentucky. Engagement in our Region allows us to use our skills and resources in collaboration with the community to benefit both the university and our community partners. Our outreach and engagement through enhanced communication and deeper relationships will promote an im proved quality of life for all communit y members. EKU's commitment to enhancing our efforts to promote sustain able and measurable leadership and service to our communities and Region wi ll be positively recognized on a national level. Strategic Initiatives ► Become the 1st Choice Partner in Regional Educational, Economic, Cultural, and Social Development (6.1) Strategies • Increase the number of and strengthen existing strat egic partnerships in our Region with community colleges, local communities, employers, and other entities. {6.1.1) • Enhance support of our Region 's P-12 educational institutions for college success of students. (6.1.2) • Advance EKU leadership participation in regional partnerships. {6.1.3) • ► Become Nationally Prominent in Fields with Regional Relevance (6.2) Strategies • Bring distinction to our Region with nationally recognized programs, endorsements, and scholarship/research . {6.2.1) • Build sustainable and distinct academ ic and social programs focused on our Region's critical needs. {6.2.2) ► Bring EKU to Our Service Region (6.3) Strategies • Su pport EKU facu lty, staff, and student engagement in regional initiatives. {6.3.1) • Actively promote and publicize public engagement activities to students, faculty, staff, and the community. {6.3.2) EKU Office of Institutional Effectiveness 12 I Page • �• • Address needs, challenges, and perspectives of our Region with innovative courses, research, service, and program offerings utilizing effective delivery methods. (6.3.3) • Provide high-quality, responsive, and relevant programming for adults in our Region to help them complete degrees. (6.3.4) • Support students throughout our Region by making programs and services available locally at regiona l sites, on-line, and/or via a combination of delivery methods. (6.3.5) • Raise the knowledge capital in our Region by encouraging EKU students to remain active in or connected to our Region. (6.3.6) ► Bring Our Service Region to EKU {6.4) Strategies • Enhance and develop University facilities that draw visitors to EKU Campuses. (6.4.1) • Increase the number and appeal of programs and activities for which visitors travel to EKU Campuses, such as sporting and arts events, conferences and workshops, commencement ceremonies, and annual University events. (6.4.2) • • EKU Office of Institutional Effectiveness 13IPage �Glossary Co-curricular Instruction Co-curricular instruction and activities complement, but are not part of the regular academic curriculum, and assist in developing the range of skills and attributes that are important for graduates. Diversity Diversity at EKU includes, but is not limited to, race, ethnicity, religion, socio-economic status, gender, sexual orientation, disabilities, and cultural or national backgrounds. EKU Or the term Eastern Kentucky University includes the Richmond Campus, Regional Campuses, and online instruction. Faculty Includes fu ll-time, part-time, and adjunct faculty, unless otherwise specified. Knowledge Capital An intangible asset comprised of the information and skills of a group of individuals. Our Communities Refers to the areas surrounding the EKU campuses. Best-in-class Premier School of Opportunity Where all students are given the resources they need to rea lize their full potential and become leaders in their resp ective fields and productive citizens. Under-represented Students Under-represented students in higher education refers to racial and ethnic populations that are disproportionately lower in number relative to their number in the general population. EKU Office of Institutional Effectiveness 14 I Page • • • �• A • • • • • Crowe Horwath. • • • • • • • • • • • • April 6, 2018 Pete Ugo, CPA • • • • • Smart decisions. Lasting value:M Fiscal Year ,io1 a Audit Plan Eastern Kentucky University • • • • �Introduction • Scope of Services • The Client Service Team • Audit Approach • Actions to Promote Smooth Audit Process • New Accounting Pronouncements • Other ©2018 Crowe Horwath LLP 2 �Scope of Services • • • • • • • • • Report on Financial Statements, Including Federal Awards Programs (Uniform Guidance) and Government Auditing Standards Management Recommendation Letter Communication Letter to Those Charged with Governance Report on Compliance with House Bill 622 (KRS 164A.555 to 164A.630) Representation Letter Report on Lease Law Compliance Subsequent Events Letter Audit of WEKU-FM NCAAAgreed-Upon Procedures ©2018 Crowe Horwath LLP 3 �The Client Service Team • • • • Pete Ugo - Partner Alice Cowley - Manager Kristina Judd - Manager Caitlin Bailey - Staff • Codi Lile - Staff (Student Financial Aid) • Nicholas Engler - IT Manager • Brian Archambeault -Assurance Professional Practice Review ©2018 Crowe Horwath LLP 4 �Audit Approach Planning Activities • Review of preliminary financial information • Discussions with management: • • Risk of fraud in financial statements Internal controls • • Entity level Account level • Business strategies and risks • Significant transactions • Determine key audit risk areas • • • • Revenue recognition Debt and compliance Capital assets and leasing arrangements Federal grant compliance • Determine materiality and preliminary risk assessments • Develop audit plan and timeline • Prepare request for schedules and information ©2018 Crowe Horwath LLP 5 �Audit Approach (continued) Interim Fieldwork • Document key business systems and processes • Test and evaluate internal controls, including corroboration of entity level and account level controls • Review Board and Committee minutes • Confirmations • Perform fraud risk assessment procedures • Update custom audit programs • Perform testing on selected accounts • Perform testing of student financial aid • Perform testing on other major programs (Uniform Guidance) ©2018 Crowe Horwath LLP 6 �Audit Approach (continued) Final Fieldwork • Complete open items from interim • Perform remaining SAS 99 procedures • Test account reconciliations and balances • Review significant or unusual transactions and events • Complete testing of student financial aid and other major federal award programs • Obtain confirmations , representations and attorney letters • Draw conclusions based on procedures performed • Prepare representation letter • Review the draft of the audit report • Draft the Uniform Guidance report, management recommendation letter and SAS 114 letter ©2018 Crowe Horwath LLP 7 �Actions to Promote Smooth Audit Process • Clear Understanding of Audit Schedule • Planning meeting - week of May 21 , 2018 • Interim fieldwork - May 21 through May 25, 2018 • Student Financial Aid testing - week of July 23, 2018 • Final fieldwork -August 13 through August 31 , 2018 • Completion of audit by September 2018 • • Audit Committee meeting Issuance of final reports and communications (report due to APA/State by October 5, 2018) • WEKU-FM - fieldwork early November, 2018 (CPB report due by November 30, 2018) • NCAA- fieldwork early-mid December, 2018 (due date of January 15, 2019) • Utilization of Crowe Information Resource Tracker (CiRT) • Effective Coordination of our Collective Team ©2018 Crowe Horwath LLP 8 �New Accounting and Auditing Pronouncements Effective for year ended June 30, 2018: • GASS Statement No. 75, Accounting and Financial reporting for Postemployment Benefits Other Than Pensions • GASS Statement No. 82 , Pensions Issues - an amendment of GASB Statements No. 67, No. 68, and No. 73 • GASS Statement No. 85, Omnibus 2017 • GASS Statement No. 86, Certain Debt Extinguishment Issues ©2018 Crowe Horwath LLP 9 �Other •Committee Comments and Questions • Input on audit risk and focus areas •Communication and status updates ©2018 Crowe Horwath LLP 10 �~ Crowe Horwath, For more information , contact: Pete Ugo, CPA 317 -208-2509 I.Jete. uyul~(.;, uvvehorwath. com Alice Cowley, CPA 502-420-4432 di 1L;e. L,uw,e~crowehorwath. com In accordance ~th apphcable professional standards, some firm services may not be available to attest chents This m alenal 11 lor lflformaDOnal purposes only and Should not be construed as finanoal Of legal advtce Ptease s«k guidance speafic to Voll' organezatton tom qualified advtSers en your ,u,1sdtcbon C 2018 Ciowe HOfWath LL?, an independent membef of Crowe Horwath lnternabOnal '1 �Financial Update Eastern Kentucky University Board of Regents April 6, 2018 �Budget to Actual Summary - All Funds (as of February 28) Reve nue Expense FY 2017-18 Fund Revised Actual Percent Revised Expense Actual Percent Change in Net Revenue Budget Revenue Realized Budget Expense Realized Position Education & General $ 244,559,033 $214,158, 147 87.57% $ 256,192,046 $173,699,262 67.80% $ 40,458,885 Auxiliary $ 30,752, 188 $ 26,601, 194 86.50% $ 30,756,226 $ 17,531,381 57.00% $ Total $ 275,311,222 $240,759,341 87.45% $ 286,948, 271 $191,230,643 66.64% $ 49,528,698 Revenue 9,069,813 Expense FY 2016-17 Fund Revised Actual Percent Revised Expense Actual Percent Change in Net Revenue Budget Revenue Realized Budget Expense Realized Position Education & General $ 243,019,235 $ 210,859,844 86.77% $ 262,727,742 $166,517,622 63.38% $ 44,342,223 Auxiliary $ 27,278,338 $ 27,717,449 101.61% $ 27,341,425 $ 21,346,368 78.07% $ Total $ 270,297,574 $238,577,294 88.26% $ 290,069,167 $187,863,990 64.77% $ 50,713,304 6,371,081 �E & G Revenue by Classification (as of February 28) FY 2017- 18 FY 2016-17 Percent Revenue Source Tuition & Class Fee s St ate Approp riati ons Government Grants & Contracts Private Gi fts, Grants & Contracts Educational Sales & Services Other Sources Total Revised Budget Actual Realized Pe rcent Revised Budget $ $ $ $ $ $ 161, 519, 211 65,045,200 5,480,858 503,689 5, 584,790 6,425,285 $ $ $ $ $ $ 146, 484,493 52, 036,200 2,928,234 659,501 4, 669,306 7,380,413 90.69% 80.00% 53.43% 130.93% 83.61% 114.87% $ $ $ $ $ $ 160,227,563 64,972,279 5,101,407 $ 244, 559, 033 $ 214, 158, 147 87.57% $ Actual Realized 145, 274,753 51,977,900 773,312 5,789,709 6,154,965 $ $ $ $ $ $ 5,221,184 4,051,743 90.67% 80.00°/o 69.54% 101.72% 90.18% 65.83% 243,019, 235 $ 210,859,844 86.77% 3, 547,640 786,624 �E & G Expense by Classification (as of February 28) FY 2017- 18 FY 2016-17 Percent Expense Cl assification Instruction Research Public Service Academic Support Student Services Institutional Support Operat ion & Maintenance of Plant Scholarships & Fe llowships Tot al Revi sed Budget $ $ $ $ $ $ $ $ $ Actual 20,138,961 45,250,801 22,528,205 38,543,041 $ $ $ $ $ $ $ $ 38,901,113 256, 192,046 $ 173,699,262 97,265,857 337,728 3,294,107 28,833,346 61,291,442 106,725 2,334,930 18,468,031 13,809,310 22, 144,019 16,643,692 Realized Percent Revised Budget 102,775,717 327,357 73.88% 100.93% $ $ $ $ $ $ $ $ 67.80% $ 63.01% 31. 60"/o 70.88% 64.05% 68.57% 48.94% Actua l Realized 49,201,188 21,519,737 34,786,358 $ $ $ $ $ $ $ $ 19, 103,601 12,615,019 36,841,864 61.04% 29.19% 76.98% 60.72% 69.08% 38.83% 58.62% 105.91% 262,727,742 $ 166,517,622 63. 38% 3,021,059 29,899,184 21,197,144 62,738,682 95,572 2,325,634 18, 154,985 14,642,264 �Budget to Actual Summary - Auxiliary Revenue (as of February 28) Expense FY 2017-18 Revised Auxiliary Unit Housing Recreation Center Printing Services EKU Center for the Arts Parking Operations University Club at Arlington Airport FBO Total Percent Revised Expense Revenue Budget Actual Revenue Rea lized Budget $ $ $ $ $ $ $ 23,605,952 1,696,970 850,000 1,145,418 1,505,000 1,611,349 337,500 $ $ $ $ $ $ $ 20,199,665 1,580,937 592,451 1,604,416 1,341,640 1,058,746 223,339 85.57% 93.16% 69.70% 140.07% 89.15% 65.71% 66.17% $ $ $ $ $ $ $ 23,609,989 1,696,970 850,000 1,145,418 1,505,000 1,611,349 337,500 $12,533,028 $ 915,877 570,529 $ $ 1,568,145 517,089 $ $ 1,150,636 276,079 $ 53.08% 53.97% 67.12% 136.91% 34.36% 71.41% 81.80% $ $ $ $ $ $ $ 7,666,637 665,060 21,922 36,272 824,551 (91,889) (52,740) $ 30,752,188 $ 26,601,194 86.50% $ 30,756,226 $17,531,381 57.00% $ 9,069,813 Revenue Actual ~ e n se Percent Change in Net Realized Position Expense FY 2016-17 Revi sed Auxili ary Unit Housing Recreation Center Printing Services EKU Center for the Arts Parking Operations University Club at Arl ington Ai rport FBO Total Revenue Budget Percent Revised Expense Actual Revenue Realized Budget Actual ~e n se Percent Change in Net Reali zed Posi tion $ $ $ $ $ $ $ 21,337,486 1,816,230 775,000 1,448,487 90,000 1,461,090 350,000 $ $ $ $ $ $ $ 22,272,671 1,596,406 551,317 1,781,636 79, 180 1,207,477 228,762 104.38% 87.90% 71.14% 123.00% 87.98% 82.64% 65.36% $ $ $ $ $ $ $ 21,400,573 1,816,230 775,090 1,448,487 90,000 1,461,090 350,000 $ 16,154, 798 $ 1,147,679 697,170 $ $ 1,804,491 32,613 $ $ 1,244,482 265,136 $ 75.49% 63.19% 89.95% 124.58% 36.24% 85.17% 75.75% $ $ $ $ $ $ $ 6,117,873 448,728 (145,853) (22,855) 46,567 (37,005) (36,373) $ 27,278,293 $ 27,717,449 101.61% $ 27,341,470 $ 21,346,368 78.07% $ 6,371,081 �Comments & Questions �COSFL COALITION OF SENATE AND FACULTY LEADER SHIP I EKU I KSU I MOSU I MuSU I NK U I UK I UL I WKU I KCTCS COSFL Statement on Kentucky Budget Bill Submitted by Enid Trucios-Haynes, President of COSFL on behalf of COSFL Membership March 29, 2018 FOR GENERAL DISTRIBUTION The Kentucky Coalition of Senate & Faculty Leaders [COS FL] strongly opposes any budget bill provision that would permit the summary di smissal of tenured faculty . The Senate budget bill permits Boards of Regents and Trustees to eliminate or mod ify majors or degree programs due to " low uti lization , financial feasibility, budgetary constraints, or declaration of financi al exigency" and to terminate tenured faculty after a ten-day notice. Salaries are the largest and most controllable expense for universities. Shortsighted strategies des igned to achieve immediate financial savings, such as eliminating program s, their supporting staff, and faculty , including those with tenure, will crippl e universities as engines for growth and deve lopment in our communities. The devastating impact on our students and state will reverberate fo r decades to come. The Senate bill will do more harm, and devalues universities, their facul ty, and public education. It will not yield savings because of our ethical responsibi lity to "teachout" students to degree attainment. This obli gation takes years to accomplish and is an accreditation requirement for many institutions and programs. Faculty be lieve that public universities have a collecti ve mi ssion to provide access to education to all Kentuck ians. Decisions to close or modify academic programs require care ful consideration relying on faculty expertise to evaluate current trends, long term projections, and historical data in their academic fi elds. While "low utilization" or low enrollment may seem like an obvious reason , there are cycles in the popularity of some programs and other programs must be continued to provide the we ll-rounded education students need and expect in order to compete in a global econom y. Universities have an ethical obli gation to our students to avo id what seems like an "easy fix" to eliminate majors and degree programs based on financial feasibi lity and budgetary constraints. Rather, faculty and university administrators must evaluate these chall enges with integrity and transparency. and work collaboratively to avo id the extreme measures proposed. The First Amendment of the U.S. Constitution protects freedom of speech and this is the bedrock of American universities. Tenure is the method by which U. S. universities establi sh teaching and learning environments free from ideological constraints, and advance new ideas regardless of controversy in research, scholarship and creative activity. Facu lty, protected by this academic freedom , are the heart of U.S. universities which make us attractive to students from across the globe. Tenure protects the academic freedom to teach unpopular topics and to explore the full range of thought on a topic, ensuring students develop the critical thinking skill s most va lued by U.S. employers. COSFL is a statewide forum of senate and faculty leadership representing t he eight public institutions of higher education in the Commonwealth of Kentucky and the Kentucky Commu nity and Technical College System (KCTCS). It was form ed July 13, 1979 as a co llective advocacy body of publi c higher educati on fac ulties. https: //www. wku .ed u/ cos fl/ �Update on Athletic Spending for EKU. This is a summary of EKU Athletic Financial Reports to the NCAA Membership Financial Reporting System. The data were obtained (2008-201 6) from the USA Today Database (http://sports.usatodav.com/ncaa/financcs/) the 20 17 data were obtained via an Open Record request from EKU. % subsidized by EKU Year Ticket sales Contributions Rights/licensing Other Revenue Students fees School funds Subsidy Total Funds 2008 $247,309 $351,672 $849,SOS $559,876 $2,008,362 $2,447,688 $6,850,698 $9, 298,386 $11,306,748 82 2 2009 $294,953 $227,750 $962,765 $644,808 $2,130,276 $78,217 $9,177,954 $9,256,171 $11,386,447 81 29'11 2010 $260,241 $318,558 $985, 881 $889,011 $2,453,691 $0 $9,856,196 $9,856,196 $12, 309,887 ~o 01 2011 $209,486 $214,095 $1,012,015 $748,457 $2,184,05 3 $0 $10,251,551 $10,251,551 $12,435,604 l2 44 2012 S265,641 S315,755 $1,080,327 $801,750 $2,463,4 73 $0 $10,490,887 $10,490,887 $12,954,360 lO 98'' 2013 $237,505 $199,692 $1,302,475 $820,999 $2,560,671 $0 $9,378,024 $9,378,024 $11,938,695 78 2014 $275,869 $190,952 $1,114,833 $1,018,795 $2,600,449 $0 $10,432,816 $10,432,816 $13,033,265 lO 0~ 2015 $328,033 $706,326 $1,196,310 $1,603,267 $3,833,936 $0 $10,736,348 $10,736,348 $14, 570,284 73 69 2016 $284,374 $519,366 $1,241,486 $ 2,520,649 $4,565,875 so $12,843,163 $12,843,163 $17,409,038 73 11°· 2017 $286,835 $847,088 $1,396,581 $2,335,5 29 $4,866,033 $0 $12,158,550 $12,158,550 $17,024,583 71 42 ss Cost of Athletics at EKU $20,000,000 90.00% $18,000,000 80.00% $16,000,000 70.00% $14,000,000 60.00% $12,000,000 50.00% $10,000,000 40.00% $8,000,000 30.00% $6,000,000 $4,000,000 $2,000,000 $0 .I _I 2008 - Ticket sales .I _I _I 2009 2010 - 2011 Revenue 20.00% - 2012 Subsidy 2013 - 2014 Total Funds 2015 - _I 2016 2017 % subsidized by EKU 10.00% 0.00% �• • • • • • The subsidy to athletics the last two years exceeded $12M. The subsidy percentage in 2017 is 71.4% Note how athletic expenses increased from $14.6 million in 2015 to $17 million in2017 On the revenue side, the "other" athletic revenues increased from $1.6 million to $2.3 million. However, note how ticket sales declined from $328,033 in 2015 to $286,835 in 2017; ticket sales are the light blue bars in the graph above. Even adding $850,000 of revenues, should EKU go up in conference, would not change the picture below by much, assuming expenditures would stay the same The expenses for 2008 to 2017 are as follows: year coaching/ staff scholarships facilities/ overhead other Total Expenses 2008 $4,116,856 $3,752,759 $4,000 $3,227,798 $11, 101,413 2009 $4,356,197 $4,248,718 $8,822 $3,404,916 $12,018,653 2010 $4,153,435 $4,316,988 $11,448 $3,828,016 $12,309,887 2011 $4,278,614 $4,467,005 $6,378 $3,683,607 $12,435,604 2012 $4,443,895 $4,718,325 $0 $3,792,140 $12,954,360 2013 $4,340,780 $4,633,624 $0 $2,964,291 $11,938,695 2014 $4,497,749 $4,907,475 $0 $3,628,039 $13,033,263 2015 $4,863,252 $5,348,248 $0 $4,358,779 $14,570,279 2016 $5,453,605 $5,630,674 $1,023,939 $5,300,815 $17,409,033 2017 $5,895,565 $6,050,549 $0 $5,078,470 $17,024,584 • • • Coaches' salaries increased by $1 ,032,313 from 2015 to 2017; this is an increase of 21.1% Scholarship show also a rapid increase, but not at the same level as salaries (13 .1% over the same period) The "other" category is mostly academic administration and other expenses. � 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 2018-04-06 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-2018-04-06