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A
A
Here,
okay
will
forgo
the
approval,
the
minutes
and
like
to
ask
Dr
McFadden
from
hku
to
come
on
up
and
introduce
yourself.
Then
I'll
swear
again.
That's
okay,.
B
C
A
C
Right
well
good
morning,
everyone,
it
is
good
to
be
here
with
you
and
we're
gonna
try
to
keep
it.
Peppy
I
know
that
there's
a
Thai
calendar
today
and
the
days
are
waning
in
this
short
session.
So
we
are.
We
are
grateful
to
be
here
with
you
and
to
give
a
bit
of
update
on
EKU
and
on
the
status
of
particularly
our
Capital
renewal.
Our
asset
preservation
fees
that
the
general
assembly
has
invested
in
the
institution.
I
want
to
start
with
saying
thank
you
to
the
general
assembly.
C
I
want
to
say
a
special
thank
you
to
you,
chairman
McCool,
for
your
continued
support
of
our
public
post-secondary
institutions
as
you've
moved
into
the
role
of
chair
post-secondary
budget
review.
We
look
forward
to
working
together
as
we
move
the
Commonwealth
forward
through
higher
education.
As
you
can
see
a
little
update
about
EKU,
you
can
see
we're
right
at
14,
500
students.
We
saw
a
2.3
percent
increase
in
overall
enrollment
this
year.
85
percent
of
our
undergraduates
are
from
Kentucky
that
puts
us
amongst
the
top
public
serving
institutions
in
the
State.
C
You
can
see
that
our
freshman
transfer
class
was
over
3
600.
That
was
a
33.7
percent
increase
of
total
transfer
and
freshmen
this
past
year,
with
an
average
student
GPA
of
3.40,
our
faculty
student
ratio,
as
as
we
think
about
serving
students
and
meeting
them
where
they're
at
having
that
low
faculty
to
student
ratio
is
something
we
take
a
lot
of
pride
in
that
our
faculty
of
record.
The
experts
are
in
the
classroom,
teaching
our
students
every
day,
as
we
think
about
serving
our
students.
C
I
always
want
to
highlight
the
fact
that
you
know
we
are
investing
in
our
students
success,
91
million
dollars
in
financial
aid
distributed
to
our
student
body
this
past
year.
We
are
the
only
institution
in
the
Commonwealth
where
textbooks
for
all
undergraduate
students
are
free
on
campus
online
anywhere
and
I
will
tell
you
personally
being
a
first
generation
college
student
who
went
to
Eastern
Kentucky
University
that
the
cost
of
textbooks
were
a
barrier
for
a
lot
of
students.
Many
students
choosing
to
think
about
what
it
is.
C
They
could
major
in
based
on
the
type
of
books.
They
could
afford
many
students
trying
to
make
it
through
without
having
the
necessary
course
materials
to
be
successful.
We
do
not
want
that
to
stand
in
the
way
of
their
opportunity,
and
so
we
have
made
that
investment,
and
it
is
one
we
we
hope
to
continue
to
invest
in
our
merit-based.
C
Scholarships
continue
to
support
our
students,
who
are
academically
performing
well
and
I,
want
to
say
a
big
thanks
to
the
general
assembly
for
their
increased
support
of
keys
and
cap
and
other
funds
that
support
students
here
in
the
Commonwealth
94
of
our
graduates
when
we
speak
with
them
six
months
after
graduation
say
both
are
satisfied
with
their
career
choice
and
feel
prepared
to
be
successful
in
in
the
work
that
they're
doing.
I.
C
When
legislators
see
presidents
coming,
they
wonder
what
are
we
going
to
ask
for
next
and,
and
so
there's
there's
definitely
a
lot
of
needs,
but
there's
a
lot
of
good
that
we're
doing
with
those
Investments
and
so
looking
at
EKU,
our
our
employment
rates,
how
we're
powering
our
communities
through
the
types
of
degrees
that
we
produce,
but
also
the
580
million
dollar
annual
economic
impact
of
our
institution,
not
just
in
the
community
that
we're
in
but
really
across
the
Commonwealth
as
a
whole,
and
so
as
we
think
about
the
degrees
that
we
produce
those
who
work
in
the
health
care
Fields.
C
Those
who
work
in
education,
those
who
are
working
in
public
safety,
those
who
are
really
on
the
front
lines
of
making
our
communities
great.
That's
what
we
do
and
we're
very
proud
of
that,
and
we're
excited
to
continue
that
work
well
into
the
future.
A
few
things
that
really
stand
out
for
what
we
do
best
risk
management
insurance.
We
were
ranked
number
one
in
the
U.S
last
year
for
risk
management
insurance.
C
That
is
an
outstanding
program
and
it
is
one
where
our
students
are
are
employed
long
before
they
graduate
there's
a
great
placement
rate
amongst
those
students
number
one
best
RN
to
BSN
in
Kentucky.
We
take
great
pride
in
that
top
10,
nationally
ranked
occupational
safety
program
and
then
our
four-year
Aviation
program,
the
only
Aviation
program
in
Kentucky
helping
to
power
Kentucky's
number
one
GDP,
which
is
Aerospace
and
Aviation,
and
we're
very
grateful
to
have
that
program
at
our
campus
and
to
be
operating
the
third
busiest
airport
in
the
Commonwealth
of
Kentucky.
C
So
you
can
see
that
the
degrees
that
we're
producing
are
degrees
that
are
in
high
demand
in
the
economy
today,
so
to
get
into
to
kind
of
the
meat
of
this
presentation
and
talk
a
little
bit
about
asset
preservation,
I
apologize
that
the
formatting
is
a
little
off
here,
but
hopefully
it
won't
impact
us
63,
just
over
63
million
dollars
that
the
general
assembly
appropriated
over
two
years
for
an
asset
preservation
pool
for
Eastern
Kentucky
University.
C
There
was
a
match
and
we
continue
to
to
work
through
making
sure
that
we're
meeting
your
investment
with
our
investment
because
they
are
our
facilities.
The
commonwealths
we
have
had
59.2
million
of
that
has
already
been
approved
by
our
board.
That
is
a
multitude
of
projects
dealing
with
things
that
I'm
going
to
show
you
some
pictures
of,
and
these
are
not
going
to
be
pretty
pictures,
because
these
are
some
of
the
things
that
we're
dealing
with
with
an
aging
infrastructure
on
our
campus.
C
For
for
many
around
the
table,
Dr
Dr,
Bob
Martin,
who
served
who
served
as
president
of
EKU
also
was
a
member
of
the
Senate
and
this
great
institution
he
was.
He
was
really
responsible
for
an
immense
amount
of
building
on
our
campus
from
1960
to
1970..
Much
of
that
infrastructure
has
not
been
touched
since
that
time
so
kind
of
talking
about
maintenance
needs.
We
have
13
capital
projects
from
the
pool
that
are.
We
are
addressing
right
now
that
we
are
we're
diving
into,
and
you
can
see
a
picture
here.
C
Steam
lines
are
really
one
of
the
biggest
issues
that
we
deal
with.
It
is
an
aging
infrastructure
with
some
materials
at
the
time
that
we're
not
quite
as
durable
as
the
things
that
we're
putting
in
the
ground
today,
but
unfortunately,
they
go
under
every
road,
every
sidewalk
every
building
they
are
hard
to
get
to.
They
are
hard
to
replace
and
it
is
not
a
pretty
it's
not
a
pretty
process
to
do
it,
but
it
is
a
necessary
one
to
do.
C
C
In
October
November,
where
we're
trying
to
transition
from
cooling
to
Heating-
and
everyone
wonders
why
it
takes
so
long
well,
one
you
have
to
you
know:
do
the
switch
over
the
other
is
we
try
to
see
what's
going
to
leak
when
we
make
that
change,
and
it
has
been
significant,
the
amount
of
impact
there,
and
so
you
can
see
we
are
in
the
ground
right
now
today,
replacing
steam
lines
replacing
some
of
those
core
infrastructure
lines
that
support
the
work
of
the
campus,
to
make
it
a
healthy
and
safe
place
for
our
students
to
learn
and
for
our
faculty
and
staff
to
teach
and
support
their
work
in
that
way.
C
Roof
projects
it's
so
it's!
You
know
you
think
about
our
own
homes.
You
rarely
go
in
and
do
a
big
renovation
of
your
home
or
a
building
and
not
fix
the
roof,
because
the
last
thing
you
want
to
do
is
put
in
new
new
new
things
on
the
inside,
and
it's
just
going
to
leak
from
the
outside.
So
we've
been
doing
a
significant
amount
of
roof
repair.
This
is
the
rowlet
building
our
our.
This
is
our
Health
Sciences
facility,
nursing
occupational
therapy.
C
We
we
have
multiple
buildings
where
we're
doing
major
roof
projects
with
these
funds.
Our
student
health
clinic
is
in
here,
but
very
grateful
to
be
able
to
kind
of
seal
the
envelope
and
try
to
protect
the
work.
That's
going
on
inside
of
that
building
our
Palace
Student
Center.
We
are
just
finishing
up
this
roof
project.
Again,
you
see.
This
is
kind
of
the
Hub
of
student
life
on
campus,
the
bookstore,
our
dining
venues,
Veterans
Affairs,
is
in
there
a
lot
of
activity,
including
classrooms,
going
on
in
in
this
space
as
well.
C
Another
big
area
is
electrical
distribution.
You
know
we
saw
a
couple
a
couple
of
years
ago
that
electrical
systems,
gas
systems
particularly
can
come
with
some
some
real
impacts
and
I
know
at
Murray
State.
We
had
a
significant
issue
with
with
losing
a
facility
due
to
some
electrical
and
gas
issues.
C
Again,
these
Distribution
Systems
have
got
some
age
on
them
and
so
making
sure
that
they're,
safe
and
they're,
reliable
and
they're
efficient,
there's
a
lot
of
efficiencies
to
be
driven
with
some
of
this
work
that
we're
doing
too
and
so
excited
to
be
able
to
go
in
and
make
some
of
these
Replacements.
Despite
the
fact
that
most
of
the
general
public,
The,
Faculty
staff
and
students
will
never
see,
you
know,
some
of
the
Investments
has
been
made.
It
is
making
a
difference
in
the
overall
experience.
C
The
coach
building
for
those
of
you,
you
who
have
been
on
campus,
that
is
the
home
to
the
the
administrative
offices.
I
will
say
that
it
tends
to
be
last
on
the
list
of
things.
We
also
have
the
Brock
Auditorium
for
the
second
longest
running
youth,
Music,
Camp,
Foster,
Music
Camp
runs
there.
We
are
working
through
trying
to
do
some,
some
Replacements
there
on
the
roof,
which
is
is
frankly
crumbling.
C
So,
yes,
the
coach
building
is
wearing
a
hair
net,
and
so
that
is,
you
know,
not
the
most
attractive
of
things,
but
we
are
eager
to
try
to
try
to
repair
that
in
this
process,
again
kind
of
going
back
to
campus
utilities,
Plumbing
water
distribution,
healthy
water
distribution-
that
is
critically
important
as
well.
You
can
see
here
that
a
lot
of
infrastructure
needs
and
a
lot
of
things
that
are
going
to
be
addressed
by
the
investment
that
you've
helped
us
make
walkability
critical
importance.
C
Safety
on
campus,
so
sidewalks
lighting,
pedestrian,
Pathways,
making
sure
that
people
can
get
to
and
from
the
places
they
need
to
be
in
a
safe
and
appropriate
way
is
also
a
priority
that
we're
going
to
try
to
address
in
these
projects
as
we
move
forward.
That
is
a
pretty
comprehensive
look
at
the
things
that
we're
working
on
there
are
many
I
I
will
tell
you
that
in
looking
at
the
total
asset
preservation
needs
amongst
all
the
institutions,
I
think
we
were
well
in
excess
of
10
billion
dollars
across
all
the
universities.
C
Public
universities
in
the
system.
I
do
believe
that
this
is
a
great
start
and
we're
going
to
see
a
lot
of
impact,
but
I
will
tell
you.
There
is
still
a
lot
of
work
to
do
and
we're
eager
to
hopefully
continue
to
do
that
with
you
as
a
body.
So
long
as
there
are
resources
to
be
able
to
be
invested
and
with
that
Mr
chair
we'll
take
any
questions.
A
Thank
you,
Mr
President
and
I
do
very
much
I
appreciate
this
I
know
it's
the
budget
review
but
at
the
same
time,
I'm
very
grateful
to
hear
some
of
the
things
you're
doing
for
students
the
investment
on
Student
Success.
You
know
that's
always
good
to
hear
from
all
of
our
colleges
and
universities
and
and
they're
all
doing
something.
So
it's
always
good
to
hear
those
things
and
showcasing
those
those
those
programs
as
well.
A
So
I
really
appreciate
that,
if
you
don't
mind
talk
a
little
bit
more
about
the
what
was
called
what
I
call
the
Gap
funding
that
may
be
needed
for,
because
the
inflation
and
those
type
of
things,
unfortunately,
we
have
no
control
over,
but
it's
part
it's
going
to
impact
EKU
as
well
as
everybody
else.
So,
yes,.
C
C
Yeah,
so
we
had
two
capital
projects
that
were
funded
in
this
this
budget
session,
a
renovation
of
our
our
Alumni
Coliseum,
which
is
really
where
we
do
all
of
our
student
orientations.
All
of
our
convocations,
where
we
try
to
kind
of
bring
the
campus
together,
we're
also
doing
a
model
laboratory,
School
construction.
Both
of
those
projects
were
scored
in
2018
early
2019
in
advance
of
the
2020
session,
of
course,
covet
kind
of
impacted.
C
C
C
Hopefully,
seeing
inflation
come
down
a
bit,
perhaps
we'll
see
some
construction
costs
come
down
a
bit
over
over
the
next
several
months,
but
at
the
same
time,
I
will
think
that
we
will
be
back
here
in
2024
trying
to
see
if
there's
a
way
for
us
to
partner
together
and
funding
the
Gap.
The
same
is
applicable
in
our
asset
preservation
projects,
cost
of
steam
line,
cost
of
cool
chillers
cost
of
roofing
materials.
C
All
of
those
things
have
went
up
and
it
is
I
will
say
it
is
a
challenge
to
try
to
balance
those.
You
know
those
escalated
costs
and
and
particularly
in
Electrical
Plumbing,
some
of
those
those
trades
Lumber
and
those
things
have
come
down,
but
we
don't
do
much.
Stick
built
work
on
on
University
campus
or
in
government
buildings,
so
steel,
Electrical,
Plumbing
HVAC.
Those
prices
are
still
holding
really
high,
and
so
we
are
trying
to
to
be
good
stewards
of
those
funds,
we're
trying
to
be
very
measured
and
how
we
invest
those.
C
But
we
are
hopeful
that,
if,
if
funds
are
available
that
we
could,
we
could
have
some
further
conversations
about
how
we
can
bridge
the
gap
or
endure
kind
of
this.
If,
if
what
the
FED
is
doing,
another
thing
starts
to
bring
prices
down.
Perhaps
we
can
get
back
to
a
more
reasonable
dollar
figure
for
the
cost
of
these
projects,
but
we
are
working
through
that
and
Barry
is
really
on
that
every
day
we're
trying
to
buy
in
bulk
we're
trying
to
bind
Futures.
C
If
we
feel
like
we're
getting
a
discount
we're
trying
to
really
do
every
everything
we
can
to
to
make
every
dollar
go
as
far
as
it
can.
A
Well,
Northern
Kentucky
is
coming
to
the
table.
I'll
go
ahead
and
entertain
a
motion
to
approve
the
minutes.
D
Like
to
make
introduction,
while
we're
transitioning,
if
it's
all
right,
absolutely
I'm
very
glad
today,
I
have
a
student
who
is
shadowing
me
today:
Roger
Phelps,
he's
from
Gallatin
County
and
he's
a
student
at
the
I
lead
Academy
in
Carrollton.
So
we're
glad
to
have
Roger
with
us
today
learn
more
about
the
legislative
process.
A
A
E
Morning,
chair
McCool
and
members
of
the
committee,
thank
you
so
much
for
having
us
here
today.
My
name
is
Bonita
Brown.
The
interim
president
at
Northern,
Kentucky
University
I've
been
with
NKU
for
four
years
now,
serving
as
a
vice
president
and
chief
strategy
officer,
I'm
very
honored.
To
have
the
opportunity
to
serve
as
interim
president
and
I
do
want
to
assure
you
that
we
will
not
be
standing
still
during
this
transition.
E
In
just
54
years,
NKU
has
graduated
more
than
77
000
alumni
and
notably
82
percent
of
NKU
graduates,
live
and
work
in
the
northern
Kentucky
Region,
helping
to
support
our
growing
economy
and
making
a
significant
contribution
in
meeting
the
critical
Workforce
needs.
It
also
speaks
to
the
alignment
of
our
programs
and
the
available
jobs
in
our
community.
E
Nku's
geographic
location
at
the
crossroads
of
the
country
allows
us
to
be
a
partner
with
major
companies
for
the
mutual
benefit
of
the
region
and
our
students
from
Saint
Elizabeth
Health
Care
to
the
Cincinnati
Northern
Kentucky
International
Airport
to
Fidelity
and
Western
Southern
Financial
companies
to
Amazon
inverse
Logistics.
Our
economic
Partnerships
provide
NKU
students
with
meaningful
career,
enhancing
experiential
learning
opportunities
outside
of
the
classroom.
E
Our
strategic
framework
success
by
Design
reinforces
our
commitment
to
being
a
student-ready,
regionally
engaged
University
powered
prepared
to
empower
diverse
learners
for
fulfilling
careers
and
meaningful
lives.
The
strategies
in
this
plan
are
intentionally
aligned
with
meeting
the
goals
outlined
in
the
in
the
performance
funding
model,
since
its
Inception
in
2017,
NKU
has
punched
well
above
its
weight
in
meeting
those
performance
goals.
Continued
investing
in
the
model
is
critical
to
ensuring
that
our
students
persist,
graduate
and
prosper.
E
Nku
is
in
the
top
two
of
colleges
and
universities
in
the
United
States
when
it
comes
to
economic
mobility
and
the
return
on
investment
for
low-income
students
and
Pell
Grant
recipients.
This
is
according
to
a
new
report
by
the
public
policy
Think
Tank
Third
Way.
This
ranking
ties
directly
to
our
mission
wallethub
rankings
for
return
on
investment
rates.
Nku
is
number
one
in
Kentucky,
which
reinforces
our
commitment
to
a
quality
education
that
is
accessible
and
affordable.
Nku
is
also
the
proud
is
also
proud
of
our
recent
recognition
as
one
of
the
world's
most
Innovative
universities.
E
According
to
the
rankings
from
the
world,
universities
with
real
impact,
NKU
is
ranked
78th
overall
in
its
Global
top
100..
In
addition,
NKU
is
ranked
17th
globally
in
the
category
of
entrepreneurial
Spirit.
These
rankings
are
higher
than
any
institution
in
the
Commonwealth
of
Kentucky
or
the
Greater
Cincinnati
region.
E
Our
fall
2022
enrollment
of
50
15
827
has
leveled
out
to
pre-covered
levels.
However,
our
enrollment
patterns
continue
to
evolve.
We've
seen
an
increase
in
our
part-time
graduate
enrollment,
while
our
full-time
undergraduate
enrollment
has
seen
modest
declines.
We
continue
to
see
increases
in
our
Student
Success
metrics,
our
first
to
second
year
retention
rate,
recognizing
the
perseverance
of
our
students
reached
an
Institutional
high
of
77.5
percent
in
2022..
This
is
nearly
a
nine
percentage
increase
of
endpoints
over
the
past
five
years.
E
Similarly,
our
graduation
rates
also
reached
a
record
high
of
51.7
percent
and
nearly
eight
percentage
Point
increase
since
2018
and
40
percent.
46
percent
of
our
students
arrive
at
NKU
with
some
college
credit
through
dual
credit
or
our
Young
Scholars
Academy
partnership
with
local
school
districts.
E
At
NKU
we
have
a
long
tradition
of
serving
a
unique
population
of
our
region.
42
percent
of
our
undergraduate
students
are
first
generation
college
going.
Students
and
21
are
pale
eligible,
low-income
students.
However,
we
are
seeing
a
rather
dramatic
shift
in
the
demographic
profile
of
our
students,
as
this
chart
shows.
Our
students
are
trending
older,
with
many
of
them
balancing
work
and
family
life,
while
at
the
same
time
pursuing
their
education
and,
as
a
result,
we
are
seeing
more
students
attend
part-time.
E
Some
of
our
highlights
of
our
programs
are
of
programs
of
Distinction
at
NKU
include
the
following.
Our
bachelor's
degree
in
data
science
is
the
first
of
only
two
programs
in
the
U.S
to
earn
accreditation
from
abet.
The
accreditation
Board
of
engineering
and
technology,
nku's
engineering
technology
programs,
which
include
manufacturing,
engineering
and
mechatronics,
have
been
Abed
accredited
since
1994..
E
The
launch
of
nku's
Institute
for
health
Innovation,
which
has
garnered
more
than
10
million
dollars
in
active
grants
to
address
economic
challenges,
reduce
the
mortality
of
substance
abuse
and
expand
telemedicine
services
in
our
surrounding
rural
counties.
In
the
opening
of
the
UK
College
of
Medicine
co-location
on
the
nku's
campus,
our
supply
chain
Logistics
program
is
preparing
students
for
opportunities
in
the
growing
field
of
supply
chain
and
Logistics
management
by
partnering,
with
many
of
the
national
companies
with
a
footprint
in
our
region.
This
includes
Amazon
DHL
ups
and
tql.
E
Our
cyber
Security
Programs,
which
include
a
bachelor's
Master's
with
several
specialty
certificates,
are
among
the
fastest
growing.
These
programs
have
the
prestigious
NSA
Center
for
academic
Excellence
designation
and
meet
all
requirements
for
partnership
with
Homeland
Security,
send
Sam
our
Center
for
integrative
Natural,
Science
and
Mathematics
Works
to
enhance
stem
education
from
preschool
through
college
level
by
training
stem
Educators
across
the
state.
E
As
I'm
sure
you
are
aware,
NKU
has
been
working
through
some
challenges
when
it
comes
to
our
finances.
Many
of
those
challenges
are
not
unique
to
NKU
demographic
changes,
a
strong
economy
with
many
well-available
paying
jobs,
the
evolving
trends
of
how
or
even
whether
people
are
choosing
to
pursue
their
post-secondary
education
and
increasing
competition
from
big
online
programs
have
created
unprecedented
headwinds
on
enrollment.
As
a
result,
we
missed
our
projected
enrollment
targets.
E
Further.
We
exceeded
our
budget
in
financial
aid,
in
particular
due
to
increased
flexibility
on
our
testing
requirements
during
covid.
While
we
remain
steadfastly
committed
to
being
an
affordable
University,
we
have
taken
steps
to
right-size
our
institutional
Aid
and
be
more
strategic
in
deployment
of
that
Aid.
At
the
same
time,
we
have
ramped
up
our
efforts
to
ensure
that
our
students
access
all
available
federal
state
and
private
Aid,
including
the
requirement
of
FAFSA
completion
for
all
financial
aid.
E
You
also
saw
in
the
previous
slides
that
we
have
seen
dramatic
growth
in
several
academic
programs,
particularly
in
the
areas
of
stem
plus
h.
In
order
to
meet
the
demand,
we
use
some
one-time
dollars
to
make
the
needed
investments
in
those
programs.
However,
we
fail
to
reduce
spending
in
other
areas.
At
the
same
time,
the
result
was
that
we
did
not
make
the
needed
adjustments
in
our
instructional
expenses
quickly
enough
to
mitigate
enrollment
challenges,
thereby
ensuring
our
Financial
Health,
something
we
were
proud
to
have
been
recognized
as
doing
well
in
the
past.
E
The
good
news
is
that
we
are
on
top
of
the
situation.
Our
financial
position
remains
strong
and
we
have
a
plan
to
address
our
shortfall.
Our
current
challenges
only
represent
nine
percent
nine
percent
of
our
overall
budget.
We
are
on
solid
Financial
footing
with
a
Strong
Reserve
position,
and
we
believe
that
we
will
have
completely
course
corrected
in
the
next
two
to
three
years.
Our
path
forward
includes
doubling
down
on
our
enrollment
marketing
strategies,
we're
going
to
right
size,
our
expenditures
in
all
areas
across
the
institution.
E
E
Our
Capital
project,
which
was
included
in
this
biennial
budget,
is
the
79.9
million
dollar
expansion
of
the
Hermann
Science
Center.
As
you
see
pictured
here
with
a
five-year
increase
of
69
percent
in
our
stem
plus
h
Majors,
we
have
identified
significant
space
needs
in
the
interdisciplinary
Labs
maker
spaces
and
modernized
labs
for
our
stem
plus,
h
programs.
Despite
this
growth,
NKU
has
less
than
50
percent
of
the
science
based
on
a
square
foot
per
student
basis
than
any
other
Regional
University
in
Kentucky.
E
In
regards
to
our
asset
preservation
projects,
our
list
includes
numerous
projects
to
address
significant
infrastructural,
structural
and
systems
life
cycle,
upgrading
our
Legacy
Buildings,
including
the
Fine
Arts
Building,
Steely
library
and
Nunn
Hall,
very
similar
to
what
Dr,
McFadden
fatten
showed
you
a
few
minutes
ago.
Many
of
these
Investments
are
behind
the
scenes,
but
that
makes
them
no
less
important.
They
are
critical
to
keeping
our
buildings
safe
and
an
efficient
operational
condition.
E
E
In
summary,
NKU
is
committed
to
meeting
the
Commonwealth's
need
for
an
educated
Workforce,
especially
in
high
demand
Fields
like
Health,
Care,
engineering
and
Technology.
We
are
committed
to
the
success
of
our
students.
We
will
take
our
needed
steps
to
improve
our
operational
practices
to
align
with
our
Revenue
realities,
as
we
have
consistently
demonstrated.
An
investment
in
Northern
Kentucky
University
is
an
investment
with
a
high
rate
of
return
with
that,
chairman
cool
we'll
be
pleased
to
respond
to
any
questions.
A
Thank
you,
president
Brown
I
I
really
want
to
say,
commend
you
for
being
an
interim
president.
Sometimes
people
think
that's
just
a
a
holder
for
a
moment
or
two
until
somebody
else
gets
there,
but
it
doesn't
sound
like
that's
happening
in
NKU.
So
I'd
like
to
hear
the
passion
I
actually
served
intern
for
like
three
years
and
so
I
do
know
that
you
don't
sit
still
you
get
on
the
bus
and
you
keep
going
absolutely.
A
Like
you
really
are,
and
I
really
I'm
really
pleased
to
hear
that
I
want
to,
if
you
touch
space,
about
the
shortfall
and
and
and
you
know,
that's
real
and
and
you
identify
as
you
identify
how
you're
going
to
address
that
with
right,
sizing
and
and
just
and
I
like
the
idea
of
right
sizings,
it's
a
lean
process.
G
Thank
you,
chairman
McCool.
We
are
looking
at
every
element
of
the
budget.
I
wouldn't
say
that
we
were
completely
back
to
zero
based
budget,
but
we
have
a
good
handle.
One
of
the
big
things
we've
been
doing
is
the
president
mentioned
to
that
is
adding
resources
in
growing
programs
and
taking
away
resources
from
programs
that
aren't
aren't
growing
or
have
shrunk
in
the
past.
So
it's
reallocation
of
resources
from
that.
So
we
are
looking
at
all
of
those
types
of
factors
in
making
these
decisions.
I.
E
Would
also
say
we're
looking
at
our
processes
and
procedures
and
and
the
Staffing
that's
aligned
with
that.
Do
we
need
the
same
amount
of
people
doing
this
process
or
has
technology
caused
that
to
decrease
and
go
down?
We
only
need
maybe
one
or
two
people
doing
this,
so
we
are
literally
looking
at
everything
on
campus,
how
we
do
business,
how
we
conduct
business
to
see,
if
there's
anything
that
needs
to
be
sunset
or
anything
that
we
need
to
stop
doing
or
to
do
differently.
A
E
And
the
same
on
the
academic
side,
we're
challenging
our
Deans
to
look
at
our
programs.
Are
they
still
the
vibrant
programs
that
we
need?
Are
we
staffed
the
same
way?
We
need
to
be
in
the
academic
programs,
our
students,
taking
these
classes
and
want
these
degrees?
Are
there
new
ones
that
the
students
want
so
we're
looking
at
everything
just.
D
D
With
the
the
handle
that
you've
got
on
this
and
I
appreciate
the
comments
you
did,
I
know
when
it
was
announced.
It
was
about
a
24
million
dollar
shortfall
and
the
budget
as
I
recall
so
I
know
that
took
a
lot
of
work
to
right,
size
that
and
I
appreciate
your
efforts
and
and
I
think
it's
it's
it's
it's
a
it's
a
path
that
I'd
like
to
see
all
our
post-secondary
institutions.
Look
at
all
our
K-12
schools
in
us
here
in
state
government.
D
We
have
to
do
that
if
we're
going
to
be
able
to
provide
the
necessary
and
needed
services
for
our
citizens.
I
do
have
a
couple
of
comments.
I
mentioned
I've
got.
My
shadow
of
the
day
goes
to
I.
Lead.
I
was
recently
on
a
zoom
meeting
a
couple
of
months
ago
with
I
lead,
and
we
were
talking
about
the
data
science
programs
at
NKU.
F
Answer
that
one
thank
you,
representative,
Tipton.
Yes,
we
actually
had
a
couple
of
calls
with
the
folks
who
lead
the
I-lead
academy
and
I
believe
there
was
an
appropriation
request
last
year
and
there
will
be
another
appropriation
request
in
the
next
upcoming
budget
to
expand
that
to
Statewide
using
Virtual
Technology.
F
And
you
know,
the
good
thing
about
I-lead
is
that
a
lot
of
those
students
do
actually
matriculate
to
NKU.
But
they
don't
have
to
I
mean
that's
not
a
requirement
in
the
program,
but
I
think
it's
an
opportunity
for
us
to
really
create
a
pathway
for
students
right
from
the
get-go
and
their
high
school
education
who
are
interested
in
those
cyber
security
data
management
Pathways
and
have
them
ready
to
matriculate
to
college.
And
you
know
fast
forward
on
that
type
of
a
career
pathway.
D
D
You
may
be
working
a
profession
one
day
that
hasn't
been
thought
of
yet
and
that's,
and
this
is
exactly
what
I
was
referring
to
these
types
of
new
jobs,
new
technologies,
one
additional
question
in
your
service
area:
you
are
a
you
border,
Indiana
and
Ohio,
and
what
percentage
of
your
students
at
NKU
are
out
of
state
and
do
you
have
any
kind
of
in-state
tuition
relationship
with
those
students
in
the
border
states,
tuition.
E
So
I,
don't
not
sure
if
I
know
the
out
of
state
percentage,
I
think
the
last
number
I
saw
may
be
10
was
out
of
state
10
to
12
percent,
might
be
out
of
state
and
for
tuition.
Jeremy.
G
Yes,
representative
Tipton,
we
have
a
program
for
Indiana
and
Ohio
residents
in
those
contiguous
counties
where
there
is
some
tuition,
discounting
that
is
more
than
in
state,
but
less
of
the
out
the
stated
out-of-state
rate.
There
are
also
some
reciprocal
programs
with
particular
institutions
involved
as
well.
A
So
yeah
see
no
other
questions
but
at
the
same
time.
Well,
thank
you
very
much
for
coming
forth
today
and
sharing
with
us
the
good
news
and
and
and
also
that
you're
you
know
you
had
an
issue
and
a
problem
but
you're
facing
it
and
at
this
time
you
don't
need
our
help,
but
we're
glad
to
be
there
when
we
can.
But
thank
you
very.
A
A
A
Do
you
Solomon,
swear
to
tell
the
truth,
the
whole
truth
and
nothing,
but
the
truth
I
do.
Thank
you
very
much.
Please
proceed
with
your
presentation.
Okay,
again,.
I
Good
morning
and
thank
you
for
the
opportunity
to
come
before
you
to
bring
an
update
on
what
we're
doing
at
Kentucky
State
University.
I
I
I'll
turn
it
to
my
colleague,
Dr
Burnett,
who
will
expound
on
some
aspects
of
what
I
believe
are
very,
very
important
in
terms
of
the
university
and
then
we
would
then
open
up
for
questions,
and
my
colleagues
are
here
to
actually
address
questions
ranging
from
the
asset
preservation
fund
to
enrollment
or
what
we're
currently
doing
in
terms
of
faculty
value,
evaluation
and
and
program,
review,
evaluation
and
determination
with
respect
to
continuation,
and
so
with
that,
as
the
start,
if,
if
chairman
McCool,
if
that's
fine
with
you
I,
would
then
start
out
by
just
pointing
out
that
last
summer,
the
Kentucky
State
University
Board
of
Regents
selected
me
to
serve
as
the
interim
president
to
run
the
day-to-day
operations
of
the
university
and
to
address
the
mandates
presented
in
a
house
bill
250
or
HB
250,
including
the
deliverables
that
are
identified
in
the
Council
of
of
post-secondary,
Education
or
CPE
approved
management.
I
to
jump
to
jump
start
these
efforts.
I,
initiated
a
a
a
plan
of
action
and
I
entitled
the
plan
of
action
enabling
an
intended
future
for
Kentucky
State
University.
I
I
It
has
three
elements
to
it:
restore
restore
the
fiscal
and
operational
stability
and
greater
transparency
of
this
institution,
realign
operations,
policies
and
resources
at
the
University
for
greater
efficiency
and
performance,
and
then
third,
and
not
the
least.
Actually
it's
probably
the
first
two.
If
you
don't
get
the
first
two
done
you're
done,
but
if
you
get
the
first
two
done,
you'll
be
back
here
five
years
from
now,
do
you
have
to
have
the
third
piece,
and
that
is
reignite?
I
The
future
sustainability
of
Kentucky
State
University
around
the
vision
that
helps
this
institution
meet
its
promise
to
the
Commonwealth
of
leveraging
the
success
of
our
students,
our
region,
the
Commonwealth
and
Beyond.
I
This
action
plan
is
currently
in
progress
and
has
already
won
fruit.
However,
we
have
actually
run
into
many
had
we've
run
into
Headway
we've
run
into
the
term.
I
want
to
use
is
our
headwinds
as
we
have
prosecuted
the
plan,
we've
been
able
to
deal
with
many
of
those,
and
we
know
that
many
to
come
and
and
several
of
them
show
up
in
the
form
of,
of
course,
a
seriously
deteriorated
fiscal
plant
and
unfunded
obligations
that
have
quelled
into
this
year's
budget,
some
of
which
are
recurring.
I
I'd
like
to
turn,
then
my
the
attorney
to
turn
the
conference
to
the
presentation
over
to
my
colleague,
who
will
talk
a
bit
about
the
financial
side
of
the
University,
what
we've
done
and
what
we've
encountered.
K
K
I'm
sorry,
like
NKU
KSU,
is
still
dealing
with
Financial
challenges
for
a
multitool
of
reasons.
I
just
want
to
give
you
a
brief
update
on
where
we
are,
but
let
me
even
back
up
just
a
little
bit
some
major
achievements.
I
think
that
are
very,
very
noteworthy.
K
That
I
think
everyone
needs
to
know
is
that
we've
already
started
the
audit
of
our
2021-22
financials,
something
that's
been
delinquent
and
we're
about
two
months
in
the
projected
date
of
completing
those
audits
is
June
of
2023
and
that
will
get
us
out
of
the
hot
water
with
the
Department
of
Education,
as
well
as
the
state
of
Kentucky.
So
I
just
wanted
to
share
that
with
you
and
that's
progressing
along
very
well
of
a
financial
perspective.
K
Obviously,
the
state
Appropriations
are
right
on
target
we're
expecting
another
appropriation
of
5.5
million.
That
would
get
us
right
around
20
million
dollars
of
State
appropriated
funds.
Unfortunately,
enrollment
targets
have
declined
slightly
about
183
students.
One
of
the
things
that
we
did
not
consider
in
the
budget
was
that
many
of
our
kids
meet
their
graduation
requirements
in
December,
and
that
was
in
factored
in
as
well
as
some
kids
just
didn't
meet
the
academic
standards
and
we
have
to
send
them
home.
K
As
far
as
our
our
expenses
are
concerned,
we're
trending
right
now
around
20.8
million
dollars
of
one
of
the
good
notes
is
that
under
Dr
Johnson's
leadership
we've
been
able
to
reduce
a
lot
of
our
costs
through
a
multitude
of
reasons.
First
of
all,
we
had
some
lap
salaries
from
vacant
positions,
so
that
has
given
us
a
degree
of
cushion
when
it
comes
to
dealing
with
the
day-to-day
expenses
under
Dr
Johnson's
leadership.
K
We've
taken
a
look
at
the
faculty
and
making
sure
that
if
we
don't
have
19
plus
students
in
the
classroom,
we're
going
to
bring
an
adjunct
professor
or
make
the
professor
Teach
an
overload
status
rather
than
having
to
pay
for
a
full-time
Professor.
So
that's
tremendous
that
have
reduced
our
budget
tremendously.
We're
also
looking
at
an
altitude
of
cost
saving
measures
when
it
comes
to
Mission
essentiality.
K
Every
single
po
goes
through
my
approver
as
CFO,
as
well
as
Dr
Johnson,
to
make
sure
that
that
element
of
that
requirement
is
is
actually
needed,
so
we're
reviewing
and
that
oversight
it
has
trendy
spending
downward
to
throughout
this
particular
point
of
the
fiscal
year
institutional
support
again
because
of
the
vacant
positions
that
is
given
some
cushions.
But
one
of
the
things
that
I
think
we
need
to
be
aware
of
is
our
facility
support.
K
That
activity
has
been
running
close
to
six
to
seven
point:
five
million
dollars
annually,
but
each
year
we've
been
building
5.5
as
the
budget
for
that
activity,
and
right
now,
we've
already
spent
3.4
million.
So
we're
going
to
overrun
our
facilities
budget.
That
was
one
of
the
reasons
why
we
wanted
to
reach
out
to
Sodexo
someone
that
has
had
the
the
the
the
pedigree
of
managing
custodial
workers
maintenance,
as
well
as
housekeeping
ensuring
that
we
will
be
able
to
fulfill
all
of
those
requirements
of
making
sure
that
the
campus
is
safe.
K
K
I
want
to
highlight
some
additional
things,
as
it
relates
to
expenses
that
we
were
not
aware
of.
Let
me
see
here.
K
Unfunded
requirements,
things
that
we
did
not
know
about.
We've
took
over
the
responsibility
of
CFO
as
as
well
as
Chief
of
Staff
of
the
institution.
Pension
liability,
2.3
million
dollars,
194
thousand
dollars
every
single
month
that
we
have
to
send
a
bill
to
the
treasurer
that
was
not
built
in
the
budget,
but
we're
mitigating
that
cost.
I
just
talked
to
you
about
the
facilities.
Overruns
historically
has
been
around
seven
point
or
7.5
to
6
million
dollars
that
wasn't
factored
into
the
budget.
K
We
had
our
Energy
Saving
Bond
payment
six
twice
a
year
twice
a
year
July
and
January
676
1.3
million
dollars.
We
did
not
have
that
built
in
our
budget,
FICA
payment
that
was
made
in
January
715
000.
As
you
can
see,
a
multitude
of
those.
K
Oh
yes,
and
it's
you
can
see
it
there,
the
employer
contribution
that
was
deferred
as
a
result
of
covet
it's
so
again
that
was
a
cost
that
was
not
built
in
the
budget.
One
of
the
things
I
do
want
to
share
with
you,
blue
and
Company
our
audit
for
the
prior
years,
2021
2022
that
wasn't
built
in
the
budget
right
now
we're
looking
at
paying
that
firm,
three
hundred
thousand
dollars
and
then
our
Commonwealth
security.
K
Currently
right
now
we
have
a
staff
of
four
scorn:
officers
covering
170
Acres
on
our
campus
and
yes
and
150
acres
on
our
research
Farm.
That's
just
not
enough
Personnel.
To
do
that,
so
we
have
to
reach
out
to
a
security
firm
to
provide
night
security
of
our
dorms,
as
well
as
backup
doing
Special,
Events
and
activity
another
element
of
our
cost
that
was
not
built
in
the
budget,
so
we're
factoring
that
ends
as
we
get
further
through
the
year
and
the
other
piece
with
the
new
residential
hall.
K
We're
that's
moving
along
very
well,
and
if
you
have
any
questions
about
that,
we'll
be
prepared
to
address
it.
However,
there
were
some
costs
that
was
built
in
that
the
developer
was
not
responsible
for
to
the
tune
of
549
000
for
the
it
network,
security,
cameras
and
equipment
in
that
facilities,
and
we
didn't
build
in
the
Forty
or
fifty
thousand
dollars
for
the
washers
and
dryers
which
we've
had
to
pay
for
back
in
January.
K
So
we
just
want
you
to
be
aware
that
we're
dealing
with
these
these
surprises
as
we're
gravitate
near
the
end
of
the
fiscal
year.
As
of
the
end
of
February,
we
got
9.7
million
dollars
of
cash
in
the
bank,
so
that's
holding
on
steady
well
beyond,
where
we
were
this
time
last
year.
So
we
just
want
to
give
you
a
heads
up
that
we're
trending
in
the
right
direction
when
it
comes
to
the
cost.
K
Asset
preservation,
like
many
of
the
other
presentations
that
you've
heard
this
morning,
we
still
have
some
challenges,
as
you
could
see,
but
as
you
could
see,
our
estimated
scope
is
18.5
million
dollars.
You
can
see
the
various
different
projects
and
and
with
the
campus
match,
we're
looking
at
2.4
million
dollars
for
that
particular
balance.
K
A
Okay,
Mr
President.
Do
you
have
anything
else
right
now?
Are
you
good
guys
got
a
couple?
Questions?
That's
okay,
but
but
let
me
say:
I
really
do
appreciate
what
you've
done
and
we
talk
about
being
interim
all
of
y'all
are
interim,
so
appreciate
that
coming
to
to
this
service
has
been
so
much
need
you
in
Kentucky,
State
University
is
very,
very
important,
not
all
into
our
area,
but
the
whole
state
of
Kentucky.
So
I
want
you
to
know
that
and
then
I
and
I
personally
feel
that
and
I
feel
the
same
thing.
A
I
can't
speak
for
everybody,
but
I
can
tell
you
the
feeling
I
get
from
all
the
legislators
that
feel
the
same
way.
So
we
just
want
you
to
be
successful,
be
efficient
and
be
of
service,
and
that's
what
we
really
hope
to
do.
You
mentioned
some
things
you're
looking
at
and
on.
Sometimes
you
find
unfunded
record.
You
know
expenses,
no
matter
what
you
do
when
you
start
diving
into
things,
but
you're,
probably
covering
some
of
those,
but
maybe
some
salary
savings.
A
You
know
revamping
your
class
size,
the
insurance
that
you
don't
have
just
three
students
in
for
a
full-time,
Professor
or
those
type
of
things,
so
you're
internally
doing
some
of
the
things
I
appreciate
that
just
want
to
let
you
know
that
I
think
we
have
some
questions
from
representative
Tipton
too.
D
Thank
you,
Mr
chairman
President
Johnson
appreciate
you
and
your
staff
being
here.
I
know
the
past
several
months
have
not
been
an
easy
task
for
you.
I
do
have
a
couple
comments
and
then
some
questions
and
and
I
know
a
lot
of
these
things
happened
before
you,
but
I
cannot
fathom
how
the
it
costs
the
work.
Those
things
were
not
part
of
that
Capital
construction
project.
D
On
that
dorm,
it's
hard
for
me
to
imagine
some
of
the
items
you
mentioned
that
weren't
budgeted
for
those
are
standard
courses
of
business,
so
I
know
you're
trying
to
correct
that.
I
do
have
a
question
about
the
dorm,
maybe
a
two
or
three
part
question:
when
will
the
dorm
completely
be
ready
for
students?
D
But
my
most
important
question
is
I
know:
there's
a
bond
payment
due
in
a
little
over
a
year
on
that
and
it's
my
understanding
that
the
KSU
was
depending
on
Revenue
from
the
spring
semester,
the
spring
semester
to
help
make
that
payment.
Of
course
you
don't
have
students
in
there,
so
you
don't
have
that
Revenue.
How
are
you
going
to
be
positioned
to
make
that
Bond
payment
in
a
year
when
it
comes
due.
I
I'll
start
and
then
I'll
turn
it
over
to
to
my
colleague
I.
Think
that
that's
really
an
important
question.
It
fits
into
the
the
general
story
of
where's
the
beef
right
and
we
start
looking
and
then
we
find
that
some
things
that
should
have
been
recognized
before
when
the
board
was
presented
with
a
budget
on
June
3rd
that
wasn't
there
one
of
the
things
that
that
as
you
as
you
noted
correctly,
the
new
residence
hall
is
not
available.
I
It
was
advertised
before
I
got
here.
It
was
actually
included
in
the
budget
of
1.4
million
dollars
expectation
and
then
once
we
and
but
no
one
actually
was
meeting
with
the
the
people
in
terms
of
until
we
got
here
and
then
once
we
got
here
and
we
started
to
review
things,
we
found
out
that
that
building
was
not
due
to
be
turned
over
to
the
university
until
July
1st,
so
it
made
the
1.4
million
dollars
is
M.I.A.
I
So
what
we
have
been
doing
in
terms
of
all
of
these
issues,
we've
been
juggling
moving
moving
over
one
holding
the
line
in
terms
of
our
costs.
I
Looking
at
alternative
sources
of
funds,
there
are
some
remainder
funds
from
the
23
million
dollars
that
that
the
that
the
that
the
legislature
had
given
the
university
that
we're
using
to
help
us
we're
using
some
of
our
what
are
called
title
III
funds
in
support
of
of
this
activity
and
we've
also
become
creative
in
terms
of
utilizing
those
funds
that
we
can
subject
to
the
limitations
of
her
funds.
I
So
we
spend
a
lot
of
time
in
scrums
and
scrambling
to
make
that
happen
now
going
forward
when
the
facility
is
in
place.
The
structure
of
that
deal
is
not
a
deal
that
I
would
have
done.
I
I'm
being
honest,
I
mean
the
structure
of
the
deal
is
just
not
fully
beneficial,
but
it's
already
in
it's
already
in
the
books.
I
Like
those
typically
have
an
arrangement
where
the
owner
of
the
building
carries
most
of
the
risk,
but
this
particular
deal
has
the
university
carrying
the
risk
doesn't
make
any
sense
to
me
again.
I
We've
inherited
that
so
I'll
turn
it
over
to
my
colleague
to
address
the
other
elements
of
your
question,
especially
you
know
the
we
we
you
note
that
he
said
that
if
once
we
get
the
state
allocation,
we're
basically
going
to
be
flat
to
about
40
million
dollars
and
therefore
it
was
41
million
dollars
that
was
in
the
budget,
but
one
million
dollars
of
that
was
was
a
reserve.
Now
we
have
to
somehow
make
up
that
Reserve,
but
essentially
that's
where
the
money
went.
But
anyway,
yes,.
K
Completion
of
the
new
Resident
Hall
July
of
2023,
so
we're
back
on
that
schedule.
It
is
progressing
along
very,
very
well
right
now
we're
collaborating
with
KSU
as
well
as
developer,
collaborating
with
the
punch
list
we've
been
in
that
process
since
the
28th
of
February
and
we'll
continue
that
over
the
next
two
of
the
four
weeks,
ensuring
that
all
of
those
little
Nicks
and
crannies
are
all
fixed
as
we're
discovering
them
they're
also
doing
a
lot
of
work
on
the
exteriors
as
it
relates
to
the
loading
dock,
the
lights
sidewalks,
the
Landscaping.
K
All
of
those
activities
are
currently
going
on
considering
the
issues
that
we've
had
with
the
weather
over
the
last
few
weeks,
but
all
set
the
building
is
on
on
schedule
for
completion
in
July.
We
don't
see
any
impediments
that
will
prevent
us
from
moving
students
in
this
summer
and
definitely
next
fall.
When
the
fall
kids
begin
to
arrive.
D
I
I
So
we
were
down
to
2.5
million
I
negotiated
with
CPE
to
get
an
allocation
of
500
000
to
support
our
to
support
an
RFP
that
resulted
in
bringing
on
board
a
team
called
your
part-time
controller
to
help
us
get
the
because,
as
you
know,
representative
Tifton
you've
asked
these
questions
before
we
didn't
have
any
people
in
terms
of
finance
and
administration.
I
So
we
had
to
bring
in
a
crew
to
really
get
this
thing
moving,
and
to
also
to
be
able
to
establish
the
Sops
that
are
needed
for
us
to
be
successful
and
socially
successful.
With
respect
to
the
management
Improvement
plan,
so
500
000
was
given
in
that
context,
then
another
1.3
million
was
given
out
of
that
out
of
2.5
million
dollars
in
support
of
Sodexo,
as
we
try
to
get
this
this
institution
up
to
an
Apple
level
three,
and
so
that
that
leaves
about
what
seven
hundred
thousand
dollars.
I
That's
there
I
it's
my
understanding
that,
once
the
CPE
board
sees
the
results
of
where
we
are
in
terms
of
the
management
Improvement
plan
that
those
funds
will
be
made
available,
we've
had
conversations
with
with
Dr
Thompson
and
his
team,
and
certainly
for
the
funding
that
is
scheduled
for
next
year.
I
Some
of
that
funding
is
not
going
to
be.
We
I
would
cannot
see
it
simply
based
on
performance
and
that
sort
of
stuff.
I
It's
actually
got
to
be
there
to
deal
with
a
number
of
these
recurring
items
that
would
just
not
captured
in
the
past
to
give
us
the
ability
to
get
the
foundation
firmly
implanted
sort
of
kind
of
sad,
but
those
wins
that
came
through
last
week
are
two
car
baseball
on
bleachers
and
it's
almost
like
someone
took
them
and
bent
them
and
put
them
on
put
them
all
together
as
a
like
a
ball,
because
they
were
not
tied
down.
I
Okay,
they
sat
on
Country
Concrete,
but
they
were
not
Tethered
to
concrete,
and
so
we
need
to
have
the
time
to
be
able
to
build
that
foundation.
So
you
tether
this
place
in
concrete,
so
that
then
you
can
actually
build
and
move
it
forward.
A
Thank
you.
We
got
just
probably
a
couple
minutes
here.
If
you
don't
mind,
can
I
go
back
and
circle
back
and
ask
you
about
the
enrollment
I'm
fixing
comparison
from
Fall
to
Spring.
Typically,
your
foul
is
higher
on
any
college.
University
I
won't
say
always,
but
typically,
but
what
is
your
enrollment
right
now,
not
dual
credit?
Yes,.
H
Absolutely
I'm
Bridget
Goldman
again
interim
vice
president
for
student
engagement.
Currently
our
enrollment
is
12.79
and
that
number
is
representative
of
the
spring
enrollment
and,
as
you
mentioned,
we
had
graduation
at
graduation
students
graduating.
We
also
had
some
students
that
didn't
return,
but
our
overall
retention
from
Fall
to
Spring
is
about
88
percent,
okay,
so
12.79
based
upon
the
enrollment
for
the
spring.
That's
our
census,
information,
okay,.
A
A
L
Of
all,
let
me
thank
you
for
what
you
and
your
team
are
doing
and
trying
to
get
my
University
where
it
needs
to
be.
You
and
your
team
have
a
have
made
some
significant
progress
and
obviously
you
still
have
a
way
to
go.
L
But
obviously
you
also
need
help
not
only
from
CPE
but
from
us,
and
I
would
hope
that
eventually
we
will
be
able
to
deliver
that
the
university
is
important
to
the
institution,
to
the
higher
education
family,
and
so,
given
the
work
that
you
and
your
team
are
doing,
what
do
you
see
as
the
essential
next
steps
needed
to
stabilize
the
University?
D
I
Terms
of
looking
at
it
in
terms
of
Step
by
Step,
because
essentially
that's
what
we're
doing
we're
moving
step
by
step
effectively
taking
the
institution
apart
Brick
by
Brick,
as
if
we
were
doing
an
excavation
and
then
putting
it
back
so
that
it
actually
is
formed
properly
and
and
that
is
designed
to
meet
the
promise
that
that
Kentucky
state
university
has
lived
up
to
when
it
got
started,
somehow
went
off
the
trail
off
the
off
the
rails.
I
So
in
that
step-by-step
effort,
the
probably
arguably
the
most
immediate
issue,
beside
of
course
figuring
out
the
financial
stuff
and
where
the
money
is
going
to
come
from
and
also
recognizing
that
all
institutions
are
people-to-people
institutions
and
that
we
have
to
be
able
to
figure
out
what
we're
going
to
do
in
terms
of
retaining
Talent
by
providing
them
with
compensation,
especially
given
the
inflationary
environment.
But
the
Step
by
Step
involves
the
academic
side.
That's
the
reason
why
people
come
to
the
institution.
J
Good
morning,
one
of
the
things
that
we're
doing-
and
it's
also
a
a
critical
element
in
the
management
Improvement
plan
and
and
House
Bill
250-
is
to
implement
a
performance-based
evaluation
system.
That
system
we
were
asked
to
implement
that
system.
We
started
the
design
in
the
fall.
We
provided
training
and
support
for
faculty
around
what
they
needed
to
prepare
for
from
August.
Until
December
we
implemented
that
evaluation
system.
This
semester
we
have
finished
the
first
tier
of
that
inflammation.
J
This
is
a
two-tiered
system,
so
you
have
a
chair,
review
or
Department
lead
review,
and
then
you
have
a
Dean
review.
The
system
in
and
of
itself
is
comprised
of
three
primary
components:
teaching
effectiveness,
scholarly
activities
and
the
university
and
community
service.
There
is
a
fourth
area
which
is
contractual
obligations
that
we
call
compliance.
We
hired
you
to
do
a
specific
job
and
we
want
you
to
meet
those
expectations,
and
that
is
the
only
area
that
actually
can
pull
away
points
from
the
evaluation
system.
J
So,
if
you're
not
doing
your
contractual
obligations,
it's
going
to
take
away
from
what
you're
contributing
or
producing
in
the
other
three
areas,
we
have
a
rating
system.
That
starts
with
exceeds
expectation
and
then
goes
down
to
meets
expectation,
which
is
the
University
standard.
What
we
expect
everyone
to
do
then
to
needs
Improvement
and
unsatisfactory.
J
We
have
because
of
this.
This
is
one
critical
step
to
right
side
that
ship
we
have
to
know
who
our
talent
is.
We
have
to
retain
our
talent,
but
we
also
have
to
support
that
talent
to
meet
the
expectation
and
the
needs
of
our
students,
and
so
we've
conducted
97
evaluations
with
faculty
13
depart
department,
heads
chairs
and
three
Deans
and
I.
Think
sometime.
J
When
we
come
back
from
spring
break,
we
would
have
conducted
that
second
tier
review
and
we'll
be
able
to
submit
that
analysis
and
summary
report
to
our
our
partners
at
the
Council
on
post-secondary
education.
The
other
things
we're
doing
to
help
support
our
colleagues.
Here
you
talked
about
enrollment.
J
One
of
the
things
that
that
we
are
working
on
is
looking
at
our
schedule
and
and
determining
that
we're
going
to
look
at
our
core.
What
do
our
faculty
that
teach
that
four
by
four?
What
are
they
required
to
do?
J
They
teach
those
four
classes
each
semester,
we're
going
to
feel
that
space
first,
so
we
can
reduce
any
overloads
and
hopefully
additional
adjuncts
and
then
we'll
add
those
courses
as
needed
based
on
need
and
then,
as
Dr
Burnett
mentioned,
looking
at
that
19
as
our
as
our
cutoff,
so
that
we
can
determine
that
we
are
first
of
all
fiscally
responsible,
but
also
meeting
that
academic
need.
So
those
are
this
two
critical
elements
that
we're
working
on
as
we
move
forward
we're
holding
the
line
as
President
Johnson
said.
J
What's
this?
Oh,
the
other
part
of
that
representative
Graham
is
that's
in
the
management
plan.
Is
our
program
review
you
mentioned
earlier
I
think
it
was
representative
timpton.
What
are
we
doing
with
that
money
and
President
Johnson
referenced
that
2.5
million
dollars
set
aside
for
online?
J
Well,
in
my
former
hat
two
months
ago,
I
was
the
director
of
online
education,
so
we
have
an
RFP
that
is
actually
live
to
help
us
with
an
online
program
management
Service
and
as
part
of
that
we
had,
we
had
to
prepare
we're
working
with
our
partner,
CPE
and
Graves,
and
Associates
and
they're
reviewing
all
our
academic
programs
and
so
that
viability
study
started
last
Thursday,
even
though
we've
been
planning
probably
a
year
in
advance
with
training
and
getting
familiar
with
the
system
Gray's
an
Associates
team,
along
with
the
CPE
team
and
our
faculty,
we
met
at
the
CPE
building
last
Thursday
we
had
our
first
Workshop.
J
It
was
a
great
experience.
I
wish
you
could
have
seen
it
I
wish
I
had
it
recorded,
because
we
went
from
sitting
back
and
worry.
We
whenever
you
have
evaluate
someone's
program,
you
know
you're
on
pins
and
needles.
We
went
from
sitting
back
in
our
chairs
to
leaning
forward
looking
at
the
data
and
and
looking
at
this
process
as
informing
our
decisions
moving
forward,
and
then
the
winds
came
through,
as
you
all
know,
last
Friday
and
canceled
the
next
day
of
the
meeting.
But
we
have
rescheduled
that
and
I
want
to
make
this
clear.
J
We
rescheduled
that
for
Monday,
that
is
doing
our
spring
break
and
the
faculty
team
voted
two
dates
and
the
13th
which
is
Monday
is
that
date.
So
we
have
people,
volunteering
on
spring,
break
to
come
back
to
complete
to
complete
that
process
and
that
viability
study
will
inform
which
programs
will
start,
which
programs
we
will
stop
and
which
programs
we
will
grow.
J
H
One
of
the
pieces
that
we
it's
been
alluded
to
in
a
direct
question
for
representative
McCool
was
actually
about
our
student
enrollment
about
our
enrollment.
You
know
that's
a
really
strong
arm
of
the
university
and
something
that
we
have
to
Sure
up.
So
one
of
the
things
we've
done
is
we've
restructured
the
student
engagement
area
Okay
so
that
our
students
will
have
from
the
very
beginning
of
inception
from
the
time
that
they
do
an
application
from
a
prospect
student
to
the
very
end
to
employment
for
Career
Services.
H
They
have
wraparound
Services,
Under,
One
Umbrella
under
one
arm.
Okay,
that
would
allow
us
to
not
only
recruit
students
but
also
to
retain
and
encourage
persistence.
So
our
new
organizational
structure
has
in
Place
several
different
arms
and
student
services
that
will
address
both
enrollment,
okay,
persistence
and
retention
and
Student
Success.
Okay.
So
that's
really
important
for
us.
Okay,
it's
also
critical
for
us
to
just
bring
about
some
stability,
and
so
we
brought
on
board
support
one
of
the
national
Partners
in
enrollment
management.
That's
EAB,
and
you
saw
that
line
item
in
the
budget.
H
Okay
for
them
to
help
us
Shore
up
our
enrollment,
so
it's
not
just
about
getting
students
in
the
door,
but
it's
getting
students
in
the
door
and
keeping
them
okay.
So
it's
not
just
the
front
door,
but
it's
also
the
back
door.
So
we
have
that
team
on
board
with
this
to
help
sure
up
the
enrollment
to
make
sure
there's
some
consistent
growth
but
growth
based
upon
our
our
structure
and
what
we
can
handle,
but
most
important,
both
based
upon
our
budget
and
what
we
need.
Okay.
H
I
You
I
just
want
to
ask
on
the
enrollment
issue,
which
makes
it
more
complex
when
you
are
looking
at
Kentucky
State
University,
it
can't
be
looked
at
in
a
one-year
on
a
one-year
clock.
I
One
of
the
measures
that's
used
in
higher
education
in
terms
of
the
performance
of
the
institution
in
terms
of
outcomes
is
the
150
percent
completion
rate,
which
is
six
year,
graduation
rate,
and
so,
if
we
are
held
to
a
six-year
graduation
rate,
those
people
that
will
that
we
will
print
next
year
came
in
six
years
ago.
I
I
So
if,
if
you
establish
a
a
Target
graduation
rate
for
the
next
few
years,
you're
talking
about
people,
you
can't
get
because
they've
already
gone
through
some
other
Institution.
I
What
we
have
to
focus
on
is
to
be
a
place
where
people
come
for
a
reason
and
they
stay
and
they
complete
their
degrees
and
that
we
find
the
resources
to
support
their
success.
So
it
is
that's
why
we're
taking
this
apart,
Brick
by
Brick
and
then
putting
it
back
together
in
a
way
that
actually
makes
sense.
If
we
don't
do
it,
then
this
place
will
just
be
continuing
in
a
cycle
or
really
more
dire.
Decisions
have
to
be
made.
I
This
is
an
asset
that
the
Commonwealth
can
benefit
from,
but
it
has
to
meet
its
promise
and
that
promise
is
to
leverage
the
success
of
our
students,
our
region
and
the
Commonwealth,
and
that
can
be
done,
but
we
have
to
actually
do
it.
The
right
way.
L
You've
got
a
lot
of
this
yeah.
You
got
a
lot
of
challenges
there
in
terms
of
what
you
just
all
of
you
just
stated,
but
what
would
be
the
single
most
important
challenge?
I
think
I
know
that.
But
what
would
be
the
single
most
important
challenge
for
for
a
Kentucky
state
and
for
you
in
terms
of
moving
us
forward
and
getting
us
where
we
need
to
be.
I
As
you
know,
there
are
many
challenges
and,
and-
and
our
team
is
up
to
to
most
of
them-
sometimes
we
have
the
duck.
But,
to
be
quite
honest,
as
I
said
earlier,
all
organizations
are
people-to-people
organization.
You
don't
get
where
you
need
to
go
unless
the
people
that
are
with
you
all
with
you.
I
One
of
the
challenges
is
that
we
inherited
a
place
that
has
many
many
deficits,
and
one
of
those
deficits
is
that
there
are
people
there
who
have
been
contributing,
who
have
been,
who
are
really
Earnest
and
add
value,
but
they
haven't
seen
a
raise
in
two
or
three
years
and
we've
recently
been
asked
and
we've
actually
gone
through
the
approval
process
to
allow
people
to
borrow
from
the
401K.
I
Well,
you
cannot
actually
have
a
successful
place
if
the
people
are
working
hard.
The
people
that
are
working
hard
are
undercompensated
and
inflation
has
eroded
their
ability
to
actually
meet
their
obligations
to
their
families.
So
if
there's
anything
that
would
be
done,
that
could
be
helpful.
It
would
be
on
that
front
to
be
able
to
have
some
sort
of
way
to
offer
not
everyone,
but
to
the
people
who
are
actually
performing,
because
the
ones
who
are
not
performing
are
not
going
to
be
there.
Hp
250
already
says
that
that
we
can't
afford
to
have
people.
I
L
My
last
question,
if
it
is
Mr
and
I
have
to
my
phone,
is
being
charged.
I
I
think
you
all
can
hear
it
something's
going
on,
but
I
haven't
found
out
to
what
is
going
on.
But
the
last
question
that
I
want
to
ask
is
with
the
engagement
measures
that
you
are
taking
and
which
are
required
from
KSU
in
terms
of
the
shareholders,
as
well
as
the
stakeholders
to
support
the
success
of
achieving
the
stability
needed
to
enable
the
intended
future
of
KSU.
Can
you
address
that?
Please.
I
Yeah,
when
you
know
I
come
from
a
background,
that's
that's
pretty
broad.
I
It
includes
being
in
financial
markets
being
Investments
and
being
a
leader
of
investment,
firm
managed
money
for
institutions
like
Exxon
Mobil,
but
I
also
come
from
a
world
of
international
economics
and
and
stabilization,
and
so
when
I
look
at
the
global
and
global
economy,
I
look
at
the
economy
of
the
United
States
and
the
certainly
of
the
Commonwealth
of
Kentucky.
I
It
is
not
lost
to
me
that
the
principal
drivers
of
value
creation,
the
principal
drivers
of
growth
or
innovation,
entrepreneurship
and
social
impact,
where
social
impact
includes,
of
course,
health
and
so
Kentucky,
State
University,
in
order
for
it
to
reignite
itself
to
be
sustainable,
has
got
to
actually
enter
into
those
spaces
with
Verve
and
to
perform
Partnerships
with
entities
in
the
in
the
Commonwealth
and
entities
that
we
can
invite
to
come
to
the
Commonwealth
in
those
areas
so
that
we
can
actually
then
be
supportive
of
growth
across
the
board.
I
Kentucky
state
university
has
three
areas
of
contribution
to
the
Commonwealth.
One
is
an
HBCU.
Two
is
a
land-grant
institution
and
three
is
a
regional,
comprehensive,
Institution.
The
first
two
HBCU
and
land
grant
makes
Kentucky
State
against
Kentucky
State
the
ability
to
be
in
every
County
in
the
Commonwealth.
I
We
can
actually
do
those
sorts
of
things
so
in
order
to
to
move
this
institution
so
that
it
is
truly
a
partner
in
the
Commonwealth.
What
we
want
to
do
is
to
reignite
it
tie
it
to
what
we
call
inclusive
Innovation,
which
does
not
just
mean
underrepresented.
It
also
means
lower
income.
It
also
means
rural
communities.
We
have
one
of
our
people.
I
Who's
here
is
going
to
Washington
next
week
during
spring
break,
but
he's
going
to
be
there
in
meetings
with
a
host
of
people
in
the
U.S
department
of
Agriculture.
Every
County
in
the
Commonwealth
is
a
USDA,
County
and
separate
from
land
grant
to
talk
about
the
things
that
we
can
actually
do
in
the
context
of
of
the
Commonwealth
of
Kentucky,
because
we
do
have
a
special
relationship
with
the
USDA.
I
L
I
agree
with
you
in
all
those
measures
you
left
out
one,
and
that
is
the
general
assembly,
that
the
general
assembly
and
that
the
university
should
be
coming
closer
together,
because
we
have
the
responsibility
of
providing
for
all
of
our
institutions
and
we
need
to
get
the
message
out,
but
the,
but
our
my
fellow
members
of
the
general
assembly
need
to
also
find
out
about
Kentucky
state
in
terms
of
coming
to
visit,
having
discussions
with
you
and
your
Administration,
but
also
promoting
an
atmosphere
in
which
we
can
work
together
to
come
to
those
same
things
that
the
other
universities
have
been
able
to.
A
You
thank
you.
Thank
you.
Mr
chair,
thank
you
represented.
Thank
you.
Mr
President
and
your
team
for
coming
today
certainly
appreciate
everybody
coming
today.
I
appreciate
your
time
and
and
always
look
look
forward
to
working
with
you
I
believe
we
can
do
better
I
believe
we
will
do
better.
I
also
want
to
thank
our
staff
here.
Wonderful
staff,
they're
great
I'd
like
to
cover
copy
them
taking
me
everywhere,
I
go
they
won't.
Let
me
do
that,
but
they're
they're,
absolutely
great.
So
thank
you.