ETSU Board of Trustees June 9, 2017


Let’s do something unusual and start a
meeting on time or a minute early. Welcome today to our second meeting of the board of trustees of East Tennessee State University. I’ll ask Dr. Linville to call the roll, please. Dr. Alsop – present. Ms. Ayers – present. Mr. DeCarlo – present. Mr. Farner – present. Mr. Golden – present. Ms. Grisham- present.
Dr. Latimer – present. Mr. Powell – present. Mr. Ramsay – present. Chairman Niswonger – present. Mr. Chairman and (?) Thank you. Let me start by saying that the work that has been conducted by the Board of Trustee committees since our last meeting to prepare for this meeting has been really engaging. The board’s working,
our board is working well together and the first meeting actually set the stage
now for the activity and the real energy for (?) going forward as as a trustee. The… again, for the first time in the
university’s history these decisions will be made at the campus level. For
this reason alone I would say today is a historic day in the history of ETSU. As
noted by Dr. Noland in his opening comments at the trustee meeting back in March, the advent of the board provides an opportunity for flexibility, responsiveness, and mission emphasis. More importantly, it provides the chance to
enhance shared governance and formalize our efforts to create a culture that is
open, transparent, and inclusive. Before moving into the agenda,
I would like to take… to make a few comments regarding events that have
transpired on campus since our last meeting. 2002 students graduated from
ETSU in May – the largest graduating class in our history. Trustee Janet Ayers gave
a fantastic commencement address that day – fifteen minutes without a (?) –
congratulations! – and very very ill, which didn’t show through to your own (?). So
thank you for duty above and beyond. The Men’s Soccer Department won the
Commissioner’s Cup for the best men’s department and (?). One of our
doctoral students, Anna Oakes of Bristol, earned the American Foundation for
Pharmaceutical Education Research Fellowship – a highly competitive
fellowship that includes $10,000 per year to support her research related to
attention deficit hyperactivity disorder. I’m not going to recommend anybody on
the board to be her first patient, but I do want to (?). ETSU was named
a voter friendly campus and was only one of 83 campuses in 23 states to receive
this designation by campus hold project. Before moving to the next item on our
agenda, I would like to propose a change to order of items as they appear in that
agenda. If you look at your agenda, you will note that listed under item 11- the
executive session – is a reference to internal audits in progress. At the
recommendation of our committee chair, David Golden, I make a motion that we
move that item to the open portion of our meeting and that the item follow the
report of the Academic and Student Affairs Committee. (?) All in favor, please say aye. Aye. Now, we will go ahead with the approval of the
minutes of May 8th. Do I have a motion (?) Thank you, and a second, please? Second.
Second. All in favor please signify by saying aye. Aye. Okay. (?) agenda, as noted in
the materials found behind tab four in your agenda, a broad range of items have
been reviewed by our board committees over the past three months. These items
range from the adoption of the Charter for Audit Committee to various proposals that support the institution’s enrollment (?) agenda. Are there any
items on the consent agenda that members would like to poll for consideration by whole board? If not, I’d ask for a motion to approve
these items as presented in the consent agenda. I (?) adoption of consent agenda. Thank you. Do I have a second? I second. Thank you.
All in favor, please signify by saying aye. Aye. Okay, report from the Finance
Administration Committee. I turn the meeting over to Chairman Steve DeCarlo.
Thank you, Mr.Chairman. Hey everyone, can you hear me? So I’d like to go through three items and we get started; one I’d like to thank
our committee for the efforts they put in the three discussions we’ve had since we
were (?) together as a full forum and specifically I’d like to mention the
help and assistance P.J. King. Without her I’m not sure we would be able to move the
agenda forward. So let’s go through item A. So I made, let me read from this.
2017-18 salary increased proposal and 2017 equity pay plan methodologies,
we need to approve that. The governor’s budget provided for a 3% salary pool for
higher education. Committee is recommending a 2%
across-the-board increase to the $500 minimum and a 1% equity pool with a
$3,000 max. There was a lot of discussion on that in our committee, a lot of
information provided to us, and that is the recommendation of our committed. And if the board wants, we can do this in sections and, is it appropriate for B.J. to
add to it? Or, we could just move forward. So, what is the steps; do we need to approve? Each item is separate on the agenda for a separate vote, so it’s up to the chair, if he
wishes to proceed or hold off those to the end, but each item would have to be voted
on separately. Okay, which we should do? Let’s just vote on each item, as they come up. So that was the first item I think we
should (?) Okay, I have a motion? I’ll make a motion to
approve the 2017-18 salary increase proposal and the 2017
equity pay plan methodology, reviewed and recommended by the finance
administration. Thank you. Do I have a second? Second. Any further discussion? All those in favor please say aye. Aye. The second item for us to review is the tuition and fees for the 2017 and
2018 academic year. This committee is recommending a 3.97% maintenance fee
and mandatory fee increase for undergraduate students. The dollar
increase per term is 170 at 15 credit hours of the enrollment. This increase is within the Tennessee Higher Education Commission’s binding limit for fee increases. Graduate students maintenance and mandatory fees will increase $188 per term at a nine credit hour enrollment. The recommendation increase in College
of Medicine maintenance fees is 2% and the College of Pharmacy the
recommendation is a 3% increase, based on comparable institutions and costs. And, there is a recommendation of our committee to approve the tuition and fee for the academic. Okay. Do I have a second? Second. All in favor, please say aye. Aye. Okay. And the third item is the approval of the overall university budget for 2017, and the
committee is recommending that the following budgets be approved. I think in
our minutes there will be all the revenues and expenses, and I’m more than
happy to read these large numbers, or we can just move forward. But, we
went through this in detail. I know it seems very quick at a meeting like this,
but a lot of detail was provided around the university budget, the College of
Medicine budget, Family and Medicine, and also the College of Pharmacy. So we’re
recommending that the revenues for the University of just over 245 million with
the expenses at a very similar number 245 million, all above the College of Medicine at 58.7 million of revenue and 58.7 million of expenses; Family and Medicines 16.2 million of revenue, 16.2 million of expenses; College of Pharmacy 11.5 million of revenue, 11.4 million of expenses. For total overall budget of revenues just exceeding 332 million dollars and costs or expenses just at 33, I’m sorry 332.1 million be approved by this community, this group.
Do I have a second? Second. Any further discussion? Mr. Chairman, I will say that Chairman (?) is exactly right. You go to meeting like this, I’ve been involved, meeting the
public and watching, there has been video stream, and you say not a lot of work went into that. Well, it’s just the opposite. I mean, inside our committee, we delved very deeply into this. Now, that’s why most things like this work. If
you’ve got something to Senate floor when I was Senate speaker, they
didn’t have a lot discussion. All that went on in committee. That’s kind of
what’s happening here. The fact that behind the scenes not only the administration
and the people who work for ETSU but committee members themselves really
delved into this to get to this point. This is a budget that gets
getting approved in about three minutes; that’s a budget that we’ve had several
meetings on to get to this point. I just want to make that point.
All those in favor of adoption of the 17-18 budget will say aye. Aye. That is all. Thank you, Mr. Chairman. Next, Dr. Linda Latimer to present on behalf of the Academic Student Affairs. (?)
and I too would like to thank the committee for the work they’ve been doing in the
Academic Student Affairs Committee. We had a very exciting and informative morning. A lot of the agenda items we’ve discussed and unanimously approved then our
committee was recommendation to the full board for the promotion and tenure of the faculty members. Unfortunately Dr. (?) was not able to be with us today, as he’s
recovering from an illness, so would Dr. Bill Kirkwood, who is the Vice Provost
for Academic Affairs, please resent this agenda item? I am very pleased to bring you
recommendations for the tenure and or the promotion of a number of ETSU
faculty. You have those lists before you. You’ll note that a few of those faculty
are being recommended in compliance with ETSU policy, having applied early
for either tenure or promotion. Again this is something that happens virtually
every year and one individual is being recommended up for tenure upon appointment, which is also provided for in ETSU policy. We’re very pleased to bring this work to you and it is a certainly an example of a great deal of hard work by
a great many people, including yourselves over many many months to bring us to
this point. Dr. Noland thought that it might be appropriate for you to hear a
little bit about ETSU’s tenure and promotion process because it plays such
an important role in the lives of our faculty and in the life of the
University, and so I’d like to take just a couple of minutes to do that. It
won’t surprise you to know that receiving tenure is perhaps the
milestone achievement in a full-time faculty member’s life at ETSU, or any
other university, because it’s a recognition that we want you to be a
part of the ETSU community for the foreseeable future. We have that much
confidence in you that we would like to that to be our relationship. Tenure is
important not only for faculty, it is one of the foremost ways in which the
university ensures the quality of our faculty because, as you’ll hear in a
minute, the review process for making recommendations to you for individuals
to be tenured is so rigorous and really quite daunting. Faculty, of course, are
also eagerly awaiting promotion through the successive professorial ranks because
those recommendations acknowledge the excellence of their achievements in
teaching, research, or creative activity and service, and
so this is recognition from the entire university community, culminating in your
approval of the excellence of their work, and I might add that it is also a
reflection of the excellence of the university because the achievements that
we recognize in promotions are the same kinds of achievements that ETSU is proud
to let not only our region but indeed the country and the entire world know
about, as indeed they do. So let me say a little bit about that review process. The
bottom line is this: a great many people work very hard over many, many months to
give incredibly close scrutiny to every application for tenure or promotion. The
process began about this time last summer – a little later than this, perhaps –
when faculty who wanted to apply for tenure or promotion began assembling
digital dossiers documenting their achievements in teaching, research, or
creative activity, and in service to the region, to the university, and indeed in
many cases to the nation or to regions beyond the United States. They spent
countless hours preparing those dossiers and with good reason because beginning
in September of this past year a whole succession of reviewing bodies
scrutinized every aspect of those dossiers. So it was time well spent for
the faculty. The first such group to do so were faculty in the department of the
individual applying for tenure or promotion. The faculty who review
applications for tenure promotion themselves must meet certain criteria.
Typically, they are tenured, they have to be at the same rank as the individual or
a higher rank than the rank of which someone is applying for. And, despite
the fact that they’re reviewing, or perhaps because they’re reviewing the
application of a colleague, they look very, very closely at that application
because they will be the individuals most immediately affected by the
decision. From there their recommendation goes to the chair of the department who
reaches his or her own independent conclusions about the merits of the
application, so the chair of the department will consider the finding of the faculty
committee, he or she will do an independent reading of all the material
in the dossier and will then form a recommendation which goes to the Dean of the college in which that department is housed. However, the dean doesn’t get to
act on it yet because that recommendation is reviewed by a
committee of faculty from across the college who evaluate that and all
applications within the college on their merits and only then (?) does that
recommendation go to the Dean who, again, like all those before him or her,
forms an independent opinion of the merits of the recommendation. It is not
unheard of for one level to disagree with the previous levels’ recommendation,
so this is by no means a rubber-stamp process all the way through and
including the Board of Trustees. The Dean’s recommendation goes to the Vice
President, who similarly conducts a review of all of those applications. It
requires many, many hours of reading by our Vice Presidents and then, finally,
those move on to the Office of the President where, again, those applications
receive close scrutiny. And so it’s with considerable pride that we brought these
recommendations to the Board of Trustees for the first time now in the history of
the university. We’re proud of the individuals whom we’re recommending for
tenure and promotion. We think that these recommendations speak very highly
of our university and if you do have any questions about any of our other
recommendations coming forward, I’d be happy to try to answer those. I’d like to make a motion on behalf of our committee to approve the tenure recommendation as presented, knowing that all individuals offered for the board’s consideration have undergone a thorough review and have (?) personalities and their actions. As a faculty member, I’d like to
second the motion. Thank you. Any further discussion? All in favor?
Aye. All right, thank you. Excellent. I’m standing here for a moment longer, Mr. Chairman. Okay, okay. Well, are you also going to present a recommendation of periodic notification
of academic action? Yes, and I like simply to call to your attention that ETSU
policy recently approved by you calls for a notification of the Board of
Trustees of a number of academic actions that don’t require Board of Trustees
approval. You’ve received a report, as you will I believe on a roughly quarterly
basis, that indicates actions taken in recent months. You also have – prepared by
others in our office – descriptions of each of those actions, which
represent things like in some cases changing the names of programs, splitting
departments, terminating programs, in some cases changing curricular requirements;
things of these sorts. And, again, I would be happy to answer any questions, but
again, this is a notification item. Mr. Chair, I just would comment on ones that caught my eye was the stem k12 education, graduate certification.
I commend the university for identifying that need and it’s a kind need of how do
we get stem and stream education in k-12 earlier and faster. I’ve looked through
the course materials and it’s something that if I could work into my schedule I’d love to take, so I just commend university, well done. Now move to agenda item 7 – our Audit Committee, I turn that to Chairman David Gold. Thank you, Mr.
Chairman, so we had… I can’t call a routine business because it was our
first Audit Committee of this sort and the new structure, but we (?) off after
approving the minutes from the May 8th meeting to be presented to us the audit plan for 2017-2018 by Rebecca Lewis who is the
university’s Audit Director. The audit plan is how she and her staff will
deploy resources to provide us, as the Board, with assurance that the operation of
the university is going… is consistent with good controls, vision operation, and
part of the audits will be risk base and part are required, which is a pretty
standard format for an audit plan. The committee approved the 2017-18 audit
plan. We next review the recommendation log, which is the summary of previous
audits and management’s commitment to identify… to close gaps that were
identified. I commend Rebecca… has engineered a
nice color-coded score sheet of red, yellow, and green. We saw mostly greens, a
couple of yellows, and we also decided as a committee that if we ever do see a red
we will invite some besides the audit director to come to report to us
about that. And so I… a very good (?) system, and then we’ve received a heat map of recently completed audits. We then broke into an
executive session, where we reviewed an investigation that the Audit Director
has been engaged on since February of this year involving the men’s tennis…
the men’s tennis program, specifically centered around the men’s
tennis coach. We reviewed this in an executive session. It’s been an ongoing
investigation and Audit Committee concluded that the investigatory report
was to the point where we can accept it and finalize it, and as such is now a public
document and is being made available publicly. Just to give the rest of the
board a high level summary since this was just made, I would make a couple
of points: one – you can’t help but review this without concluding that it is a
detailed, extremely well-researched report and
what it concluded was that the men’s tennis coach engaged in fraud, waste, and
abuse to the level of $85,674.61 of fraud and an additional 20,747.63 of abuse of vacation policy. The university
and… the scheme that he engaged in was fairly sophisticated, involving the
falsification, in certain instances of very good counterfeiting of receipts and
invoices, including reimbursement for meal money at home and away meets,
stringing fees, registration fees, and other travel and miscellaneous
expenditures, and going back as early as 2010. I commend the audit group for
doing an excellent job of painstakingly tracking down, interviewing, going to
other universities to obtain additional documentation, interviewing current and
former players, and really doing an exceptional job in a very short amount of
time (?) in February of this year. Those who have
ever seen investigations done, it’s not abnormal for investigations of this sort to
drag on for a lot longer, so the university in my estimation and the
committee’s estimations took this extremely seriously, did the right thing, jumped on it,
got to the end point, and, then, in the investigatory report has proposed
changes to the controls that would help prevent this from occurring again. Now, I
hasten to add that there’s no control that can be put in place that will
guarantee that we’ll never have fraud, waste, or abuse. Someone who’s determined to engage in that will engage at it in a short run and be successful. This is to help prevent that from occurring. I’m happy to take any questions from the…
from the Board, as you would like, but it was the Committee’s opinion that this
was well done, that management’s response was appropriate, that the university in
no eyes impeded the investigation, and that in all regards the right thing was
done. We have Dr. Richard Sander here today, the university’s Athletic Director,
who concurs with the findings and will faithfully ensure that the changes met
in the report are implemented within the department and there will be additional
audits going forward for the Athletic Department on a random basis. Of course,
while the audit has been made public, the Board… beyond the purview of the Board to
comment or speculate on any criminal charges that may or may not have been pursued against the former coach. And I’d hasten to add that the coach resigned in March of this year. That is my report. Thank you, David. Any further questions for David? Okay,
that will move on to item 8 on the agenda The MOU, and I would ask Dr. (?) Bishop to come in. Thank you, Mr. Chairman. I have a little brief slideshow as an introduction that might be helpful to the Board of Trustees. This is
an MOU between ETSU and Mountain States Health
Alliance, and primarily with the focus on the Academic Health Sciences Center.
So, since you’re still in the orientation phase of being a board member, I want to
point out that there five colleges that are particularly affected by this MOU.
these are the five colleges within our Academic Health Sciences Center. To be
in AHSC you have to have at least a college of medicine and at least one other
health profession school. There are about 130 Academic Health Science Centers in
the United States. Some have their own university hospitals, some do not, some
are affiliated – as we are, and we have… Okay, we will stop at this slide.
This will give you a little bit of an idea of who we are.
About 4000 students a year are enrolled in our graduate and undergraduate
programs. We graduate about a thousand students a year from our Academic Health
Sciences. You can see that we have 16 baccalaureate degrees, 12 master’s, 12
doctoral, and joint programs between the Medicine, Public Health Pharmacy, Public
Health, as well as Pharmacy and Business. We also have 260 on medical residents.
This is too small for you to see, but it’s in your packet and it’s a breakdown
of all the programs we offer, their enrollment, their graduation, and the
number of faculty that we have. We do affiliate with 4 health systems:
Frontier Health, the Mountain Home VA Health Care System, Mountain State Health
Alliance, and Wellmont Health System. We have had varying affiliation agreements,
special services contracts, and other ways of doing business with each of
these systems over the last sixty years, that we’ve had health programs at East
Tennessee State University. But as talk of the merger came about
in the last year, as we look at how we’ve grown, how our relationships has grown
with each of these health systems, it became important that we look at
developing an MOU that was more of an umbrella in review that would describe
both their operations and relationship in a more formal way than we have in the
past. So you might want to know what we do in relationship with our business
with Mountain States. We have about 15 million dollars a year and contract
exchange with them from residence salaries, contracts for professional
services, contracts for services we provide to them or for particular
employees that we have, who provide services on their behalf. We run a
significant number of students through their hospitals throughout the region
and their health centers. You can see that our clinical Rehabilitative Health
Sciences has 214 students that are placed in ten sites within Mountain States
every year. College of Nursing, which is one of the
largest schools of Nursing in the state, has 762 students a year who practice in Mountain States Health facilities. Our Gatton College of Pharmacy places a 113 students for residency experiences, and
other student placements in Quillen College of Medicine at some point had
all of their medical students rotate through Mountain State Health Alliance
hospitals. And we have a 103.5 – you don’t ask me about the half resident – it’s really hard to get a half, but we have a 103 residents in
the Mountain States system. We have 71, I believe, in Wellmont system, and 85 at the VA. So you can see that we have a large number of medical residents who function in Mountain States Health Alliance. So as we talked about
formalizing and structure within the MOU to bring our activities together, large
part of it is truly to get formal ways that we can interact as a university
with the Health System. It’s ways that we can maximize our health professional
educational programs for this region in the same way the Mountain States is
looking to maximize its health care delivery programs for the region. So,
with a formal MOU, with the formal Coordinating Council that will give us
an opportunity to do strategic planning together, will allow us an opportunity to
do needs assessment of the region, will allow us to focus on those things that
each system does best in order to together enhance and maximize the
delivery of both education and health care to the region. We’ve entered into
this agreement that will provide joint councils that will focus on education,
focus on research, and will focus on clinical care delivery, as well as our
overall Coordinating Council. One thing that is very important to you
as a member of our Board of Trustees is that our Coordinating Council would
place a member of our Board of Trustees on Coordinating Council and there would
be a member the Mountain States’ Board of Trustees on the Coordinating Council.
And we’re excited about that because that provides a community involvement
and making these strategic decisions going forward to serve our region.
I’ll be happy to answer your questions. Thank you, Dr. Bishop. Questions? Mr, Chair, if I can just offer a comment. I want to thank Dr. Bishop, Dr. (?) and all of the
individuals who’ve been involved in the development of the MOU. This is something that collectively at a high level both among your staff as well as on the
Mountain States side… we spent considerable time formalizing… when have
been general agreements that have guided the operations of their system and our
university for the better part of decades, this MOU
formalizes those agreements and provides a path moving forward as we continue
that partnership with Mountain States. But I just wanted to take a moment to
thank Dr. Bishop and Dr. Linville in particular for their work. They are the
true authors of this document that’s before you for your approval. Sure, one thing… in than the past, we’ve been just operating on a handshake, for a better term, as opposed to.. the Memorandum of Understanding is more or less… formalizes it and puts it into
a document? We have a number of contracts and we have affiliation agreements, we have a number of personal special service agreements, but they have
all been negotiated kind of one-on-one and unit to unit. And we wanted to bring it
together under one umbrella of MOU and have an opportunity for – if there were disputes – they could go… they would have a pathway to go forward. It would
also (?) redundancy and it would allow us to (?) them together. So we’ve
always had some type of formal relationship, but nothing under the… the
umbrella perspective, or in the – I think – the scope of this. So, a formal way of
working together. A lot of it has been based on informal relationships, but this
formalizes a long (?) Have you started to put in process a
research team that you’re going to collaborate with to make things better for
Mountain States and ETSU? Over the last two years, as the merger talks have been
proceeding, Mountain States and Wellmont put in place a number of strategic task
forces that looked at various aspect of care delivery and I happened to chair the
one on academics and research. So for about a year we had people from all
across the region talking about how we might increase the research enterprise,
should this merger come about, and we have the resources of ETSU along with
Mountain States, Wellmont, and the other health and educational institutions in
the region. So we have a model that we have begun to talk about: how we can
bring together… because ETSU is the major research university in the region. We can bring resources that we already have in place in operation into a system that’s
already heavily focused on clinical trials and other levels of research.
Obviously, we have a focus on research related to rural healthcare and
healthcare delivery, and translating the work that we do into the rural regions.
So we are excited about this in this joint research council. We’re going to be
populating after the MOU’s (?). We will be populating on these research
councils with people from both sides. Thank you. Thank you, Dr. Bishop. I think I speak for everyone in
this room on how probably our or health-related colleges thank you. This
time I’d like to make a motion that would authorize the president of the
university to execute the MOU with Mountain States Health Alliance, as
outlined in your materials. (?) second. Second. Any further discussion? Now, all
those in favor please say “aye.” Aye. I (?) it. Item nine, this time I’d like to
invite our Chief Legal Counsel, Edd Kelly, to provide us an overview on the records
(?) Good afternoon. I attended a reunion recently and people
asked me, they said, “when you get retired? We retired.” I said, “Why did you retire?” They said, “Well, it’s boring.” They said, “Is you job boring?” I said, “No.” I said, ” I have 13,000 teenagers every week planning something that is going to surprise me on Monday morning. In my 40 years in this business, I
haven’t had a boring week, yet. So it isn’t just an interesting time. We have… my
office has provided a handbook of legal matters that you may want to take a look
at and we really don’t need to go through that. But I would like to
introduce you to our Office of Legal Affairs and the kind of things we do.
Well, one thing we do is litigation. We have litigation represented by the
Attorney General’s Office. We work closely with the Attorney General’s
Office. On occasion, I’ve been designated a special assistant to Attorney General to
litigation and appeals myself, and we have employment litigation, we have
constitutional litigation, we have contracts litigation, we have almost any
kind of litigation you can imagine, like a corporation counsel of a city might
have. We have this kind of litigation. Being a public university
often we have issues of constitutional magnitude, free speech issues, due process issues that come into play. Employment issues take up a tremendous
amount of our workload because we have such a different workforce then most
people do. We have, I think somebody mentioned this morning, we have 2,600
employees. Well, the fact is we have these quasi employees, we have these graduate
students, we have residents where we argue in different courts, sometimes they are employees, sometimes they’re not employees for different
purposes. We have adjunct a very large adjunct
contingent that does a lot of our teaching, we have faculty, we have tenured
faculty, we have term faculty, we have lecturers, we have clinical faculty, all
of which have different implications. So employment law takes a great deal of our
time, working on various issues involving employees as well. And, of
course, with students we often have due process issues, we have free speech
issues, we have issues of title 9, more recently, they come into play. And, and
then another… consistent with really what (?) was just talking about, is…
we we have a lot of things going on, and the Health Sciences give us a lot of
work because they’re so active. They’re so active in research, so active in grants, they are
so active in partnerships, these Memorandum of Understandings and other
documents they’re negotiated. We have… we have transactions and contracts… is a big
part of our workload. We have… we have auxiliary corporations, which include the
the ETSU foundation, our… and also our (?)… our Research Foundation. So we’ve
patent issues, we have intellectual property issues, we have all of those
issues that come to play in our ETSU foundation. We may have legal issues
involving donors or involving plans that we have, as well. So we have these
auxiliary corporations which we work very closely with. Immigration is a big
area, International Programs is another that brings us a great deal of work as
well. So, as you can see, it’s been a corporation council, but also with the
corporation council, with the College of Medicine, with the division on
athletics with all kinds of activities that cause and create legal
issues that we… that we resolve… and we resolve them pretty regularly with the
help of a terrific staff. Trey Perdue, our Deputy Counsel, has come from a large law
firm doing transactions and counsels, and he’s worked very closely with pretty
much everybody in this room on various transactions that we’re dealing with,
whether it be medical, whether it be outreach, any kind of
transaction. Lisa Williams, the Associate Counsel, works on contracts and she does
immigration. We have a very large immigration practice, both in the student….
in the student level, people coming in with F1s and the employment level people
coming here with H1Bs, and we’re… we are very sensitive to the
needs to be able to control into… enhance and expedite, where appropriate,
our immigration issues. And…international, I think I mentioned,
International Programs, and the College of Medicine, we have some of those
employees, they’re doctors that are also part of a physician’s practice plan, so
we have employees who are not exactly the same all the way through, and we have
to deal with the issues that might arise out of that as well. In the College of
Medicine, we have medical malpractice cases that come about through… through
that. We have slip and falls that happen… people coming out of the
stadium and falling. We have pretty much all the traditional legal issues that
might come to a Legal Affairs Office. Any questions on that part of the role
before I move to the open meetings? If not, we can move to the next, and the
one behind, is we’re going to deal with open meetings open records. And I
understand at the last meeting that was presentation by the (?), so I will
try to keep this brief and not duplicate what was… what was going on in the other
meeting. When we talked about openness and transparency, we were the 46th state
in the Union to pass a open meetings law, and learned a lot from what others did,
but learned it, really, to make everything more open. We have, probably,
the most open… open records act in the country, and open the meetings law is very
strict as well. So is an entity of the Tennessee State Government, the
University and its Board of Trustees are charged with operating the letter and
spirit of the specific laws and principles; the spirit being towards open
meetings… and, we have that public policy, and the public policy exemplifies itself
in the open meetings law and in the open records law. Can we go to the next one? Things to remember: meetings, such as this one, are to be open to the public. The meeting is defined – and I’m sure that
this was covered with (?) – any convening of two or more trustees, either to make a
decision, or to deliberate towards a decision… either being for this
particular purpose to make a decision or to deliberate towards a decision. It
includes email and telephone discussions, and adequate notice must be given to the
public. Ironically, the statute doesn’t tell us exactly what the adequate notice is
because it says… depending on the meeting, depending on the board, depending on
what the… what the obligations are. Five days might be good for one group, seven
days might be group for another, and what’s the question of reasonable is
something the courts determine over time. And it includes emails, includes texts, and other areas in a meeting process. If any member participates electronically, the
vote has to be via roll call. And we’re new to this, we have the other… other five
attorneys at the other universities that are the subject of the focus Act. We get
together every two weeks, we call ourselves the gang of six, and we take a
look at how we interpret these and try to create some unanimity in how we’re
interpreting things like the open meetings law and the open records act.
I think we can go onto the next one. Now, one of the exceptions to the Open
Records Act… one exception is in the statute is on-site inspections of a
project or a program is not a meeting and from that we can also say a day-long
tour of facilities, perhaps, with presentations by college officers would
not be an open meeting, or if President Nolan has a workshop for strategic
planning for faculty and staff and the Board chooses to come to that, it’s not
necessarily an open meeting. So we… we do have exceptions and carve-outs from that
and it does not keep people from going to dinners together, it does not keep
people from doing things together, it just requires them not to deliberate
and it requires them to maintain… maintain some isolation from the real
duties of the Board — the kind of things would be doing in an open meetings, but
not prohibit interaction between Board members. Rob, we go one more. Executive session: some questions arose about executive session and, ironically, the executive
session kind of transfers itself from the internal audit function. Internal
audit the statute calls for executive sessions in the cases of litigation,
audits, or investigations, such as what we just discussed, information protected by
federal law, such as the family education right to privacy — I (?) talk about in a
minute — or matters involving information on… where the informant is requested
anonymity and we have that… and that applies to the internal audit, that
applies to the Internal Audit Committee. However, there is a subsection F — we go to
the next one — and subsection F says: as long as it’s one of the five exceptions that
we talked about for the internal audit, it… the statute is not intended to
prevent the full State Governing Board Commission Counsel or equivalent body
from going into confidential non-public executive session for the purpose of
further discussion of those matters, of those five matters. So for instance, in an
executive session if we call the executive session today and we had
issues such as the internal audit, they had it … had been in the investigatory
phase, we might bring that up to the executive session to discuss. If this is
litigation matter, we might be discussing that. It falls within those five categories
we can agree to it. There’s another exception, perhaps — could we go to the
next one? Yeah, the other side… the other one is if we… if we go to executive
session and if we look at records, there’s an attorney-client privilege.
It’s not in the statute, but the courts have ruled attorney-client privileges
applies to what we do in an executive session. We have to be careful about that.
We’ll get into that a little bit more detail. With public records almost
record created, maintained, or received by the university, where university employee
is covered by the Public Records Act; that means, it’s in until it’s out. The answer to almost every request for a public record is yes until we look at
whether it falls within a particular exception or whether it falls within…
within a an exception carved out by the courts. Public records are defined
broadly. They include papers, letters, basically anything you can think, of text messages,
regardless of physical form, emails and texts. Often we’ve had questions about a
private server. Well, it’s not whether it’s a private server or a public server;
it’s what’s the thing about. Is it about a transaction involving business, then
that’s what comes about. Another issue that comes about is… well, is this
discoverable… people always ask me what’s this discoverable? Well, there’s a
difference between it being an open record and it being discoverable. Open
record does have some limitations, discovery usually comes in the course of
a lawsuit or subpoena, and very little is not done over to… in discovery. So, we
should distinguish between discovery and whether somebody gets… gets information
under an Open Records Act; discovery comes along with litigation. Rob. Curve outs: there is a statutory curve out which includes gifts. East Tennessee State
University, for instance, is a particular statute that says records regarding
gifts to the university are confidential and are not subject to the Open Records
Act. Trade secrets, patentable material that we might give to the Research
Foundation or others, that would be protected. There is usual carve out for
the attorney-client privilege and attorney work product. When we
get a request, and all of us get a request for public records, one important
thing is we bring it to one office of the university – (?) Office of University
Advancement. They’re right next door to me, probably for a reason that once these
things get to them, they come to us to… to look and see if we’re in
compliance and whether something is releasable or not. So the office of
University Relations is responsible for all public records requests. A trustee should immediately — or any employee — should immediately forward or any request for records to the office of University Relations. And the Office of University Counsel would work with them to make the
determinations to whether information is subject to the law and something we
often do — because student records are private under federal law — is we redact
student records from the documentation or we would redact other things that
have to be redacted before we give the document. Or sometimes we refuse to give
the document because it falls under some statutory exception. So there’s a review.
It’s not just a matter of finding the documents, copying them and
sending them somebody. Somebody has to review all of these documents to be sure
that we’re in compliance with the law. Rob. Attorney-client privilege — we have to
be careful about that because it’s easily waived by discussing with a third
party. For instance, when we go into executive session, we’re talking about
litigation, we have to make sure that we’re only talking to the clients, the
Board of Trustees, the secretary, the president and everyone else has to leave
the room. It has to maintain — one of the reasons is — to maintain an
attorney-client privilege. It’s often waived by discussing with third party
communication. It must be from or with the Attorney, or the Attorney General, if
it’s a matter of litigation when the Attorney General’s with us. Written
communication should be marked privileged and confidential. Documents to
be reviewed by counsel may or may not be privileged — must be forwarded
for the purpose of seeking legal advice. So I can’t create protection by sending
it to the lawyers. That that doesn’t necessarily mean it’s going to be
privileged. However, if (?) in conduct a legal advice or in the conduct of
giving legal advice that’s very important, As I said earlier, distinguish
open records and it’s exceptions versus discovery in the course of litigation,
discovery is much broader, is much broader element. Student records — this is
a big area for privacy, as the Family Educational Rights and Privacy Act — or
FERPA you’ll often hear it called — places significant restrictions on a disclosure
and handling of student records. Second part of that is, it gives the
student the right to get a hold of their own records under the Federal… under the
Family Educational Rights and Privacy Act. The Open Records Act specifically
acknowledged that these records must be kept confidential, so often we’ll conduct
a review when records are going out to make sure there’s no identifying
information that’s given to it. We have… we have a health’s… a lot of health
facilities, a lot of health programs, a lot of programs that deal with patients,
we have issues of patient privacy as well.
Lindsay Daniel, who’s our Assistant Counsel really doing an awful lot with
health related matters is also the compliance officer for HIPAA — the Health
Insurance Privacy Act to make sure that that’s covered as well. And that covers
my presentation. I hope I didn’t overlap much with what was done by (?),
but if you have any further questions (?) and please feel free to give us a call.
Any questions? Thank you, Ed. Thank you. Item 10 today presentation student
recruiting. I’d like to invite (?), Director of Admissions. Thank you very
much. Good afternoon, everyone. As it’s been mentioned my name is Brian Hindley
and I’m the Admissions Director here at ETSU. I’ve been with ETSU for about four
years. Prior to that I worked at another… well, school in Oregon out west, school
and Arizona, school in Tennessee. So I sort of come full circle over the last
twenty two years in doing this admissions work. One of the first things
I want to say is: while the Office of Admissions… we have a staff of about 25
people or so. We’re responsible for primarily doing student outreach and
recruitment, and coordinating that work for the university, but we also know that
university recruitment is a university-wide effort too. And we
couldn’t do this work without our campus colleagues and Student Affairs, including
Financial Aid, our colleagues in Equity and Diversity, our colleagues in Housing…
So, thank you to everybody who does that
work and I want you to know we don’t take full responsibility for the work
that… we do take full responsibility for the work that we do, but we’re not
exclusively responsible for their student recruitment work, how’s that? As
you start talking about this a little bit I think it’s important for us to be
reminded very quickly about the university strategic plan. All of you
know that the university has set a goal or has a strategic plan in place to go
out to the year 2026. And within that strategic plan there’s some very
specific enrollment related targets. The overarching target there is to have an
overall enrollment of 18,000 students, and that includes students on campus,
students at remote locations and online students.
18,000 students would represent an increase of about 3700 students from
where we are now to the next ten years. So that’s an increase of approximately
26% in student enrollment over that time. We also want to have — within that 18
thousand — we want to… we want to have 3,500 students who are out of state and
international. That would increase… or that would represent an increase of
about 675 students from where we are now, or an increase of about 24%. We’ve also
got some some retention and graduation goals there, but additionally we have a
goal of receiving 12,000 applications for admission in the next ten years with
an average ACT score of 22. That would represent about a 5,000… between
five and six thousand student application increase over where we are,
or an increase of about 75%. So in the Admissions Office, it’s
important for us to take those larger goals and begin to break them down into
some smaller goals, so we can tell whether we’re making progress annually.
So this year we know that we need to increase the number of applications
roughly 8% to keep us on track toward that 12,000 goal
in ten years. One of the big targets that we have is to enroll class at 2100
students. This presentation is focusing primarily on freshmen student
recruitment, so 2,100 students is our goal. We always
want to increase the level of academic preparation of the entering class — I’ll
talk about that in just a little bit — increase the number and percentage of
students from traditionally underrepresented racial and ethnic
groups. I will show you in just a minute why… why that is certainly the right
thing for us to do. Also, I think it’s imperative for us to do that if we’re
going to meet these enrollment goals over the next ten years. And then, while
this is not a scholarship presentation, certainly scholarships play a role in
our student recruitment and back to that 3500 international and out-of-state
students, we within the Admissions Office want to strategically use some of the
out-of-state scholarships that we have. Just for your information at…
for students who’ve lived within a 250 mile radius of ETSU and meet certain
academic requirements, they are eligible for $15,000 per year scholarship called
the George L. Carter Scholarship, and I’ll reference that a couple of times
throughout the next the next few minutes. So we got the goals. Now I think it’s
important, if we’re going to know where we’re going, and we need to know sort of
where we’ve been. So this is historic freshman enrollment back to the year
2000. So you all can see from the slides… you know… 2002 what about 2004, so we’re tripping along 1500 students or, so little below 1500 each
year. And then all of a sudden 2004 we see this big bump. There have been two
events that have significantly changed the landscape in the state of Tennessee
in this past… in this time frame. One, the class of 2004 was the first
class that was eligible for the Tennessee lottery scholarship. So, I think,
that played a role I think, we started to see more students coming into the
college pipeline. I think we started to see possibly more students who would
have gone out of state staying in-state. So as you look at this enrollment growth
this is ETSU, but you see a similar pattern across most four-year
universities in the state during that time. Significant event number two: the
class of 2015 was the first class that was eligible for
Tennessee promise which made Community College free for any students who
graduated from high school in the state. So you see we’re tripping along about..
you know… 1500 students or so. All of a sudden we get this big bump.
We’re up around 2100 or so for a couple of years, didn’t quite get
there — I think 2087 was the high number, fell back down, back up
over 2,000 and then we’ve had a decrease over the last couple of years.
This year’s freshman class was 1886 students. So to get to that 2100 goal we need to add about 214 students to the class, which represents an increase of about 11%. I talked a little
bit about raising the level of academic preparation for students and… and know
that I don’t see that as a goal in itself — we are a regional university,
we’re here to serve the students of this region, and I in my core believe that we
should be about giving students an opportunity for higher education who
might not see themselves in higher education, but we are in the business of
recruiting students, but we’re also about retaining them and getting them through
to graduation. And these leading indicators of grade point average and
ACT score are the best predictors that we have for who’s going to be successful. So
you can see over the course of about the last four years or so we have had a
steady increase in our average GPA. Now the numbers are relatively small. We were
talking about a 3.32 GPA in 2012 up to about a 3.47 GPA for this year’s entering class, this recent years entering class. ACT score has risen from a 22.1 or so. This year it went up to a
23.2, just about. Now, I know you’re thinking one point increase on
the ACT doesn’t sound like that much, but when you think about a test that’s
scored on a scale from 0 to 36 that one point increase is
relatively significant. And we’re already starting to see some of the early
indications that we’re getting results in retention down the road. Ah… I’m just going to give it back for
you… alright, so we’ve kind of got the goals and we’ve sort of seen where we’ve been. I think it’s important for us to look at what the likelihood of… attaining
those goals is. There’s an organization called the Western Interstate Commission
on Higher Education that shows historic… they research
historic high school enrollment graduation and graduation rates, and then
they project out what high school graduation rates in particular states
are going to be over the next… I think it goes out to 2034. So this
is… this is WIC’s projection on Tennessee and you can see you… know
things are tripping along about 2010 or so, we hit a peak, it fell back down, we’re
sort of in a trough here and high school graduates in the state of Tennessee and
then it’s going to increase back up to 2025. But, if you look over here on the right
you’ll see that the total number of high school graduates it’s projected
to increase by about 0.8 percent in state of Tennessee out to… out to 2026.
So we’re in a time of growth, but we’re not enough time a significant
growth. High school graduation numbers are going to be relatively steady for
the next several years. Now, as I was talking about recruiting students from
traditionally underrepresented backgrounds, I think it’s this is a very
telling slide as well. Again, I believe in my core that the best education and
preparation for work in an effort and an ever diversifying workforce is education
in an adverse setting, but if you look at this — remember the growth relatively small — but look where the growth is the top line of students who identify as white ethnically, the second line of students
who identify as Latino ethically, ethnically, African-American students,
Asian, Pacific Islander students, and the Native American students. The growth in Tennessee in the high school graduates is going to be over the next several
years from students who identify as Latino or Hispanic, and this trend is
national, I mean this is not just Tennessee. In fact, the growth in many
other states is greater than this in Latino and
Latina… in the Latino graduation. So let’s look in our surrounding states
a little bit: Virginia is projected to grow, not a lot, about 6.3%. North Carolina is projected to add about 10% in high school
graduates over the next couple of… over the next ten years or so, and then while
the numbers are not as large in South Carolina they are also projected to
increase the number of high school graduates by a little over 13%, almost 14% by 2025. So this leads me to two pretty
significant conclusions: one is we’re going to… if we’re going to maintain our
enrollment and grow then we’re going to have to do… we’re going to have to
capture a larger market share in Tennessee. We’re going to have to do a
great a better job of attracting students from Latino background and I
think we’re going to have to reach out into some of those bordering states and
track students across state lines. The Latino initiative is the reason that we
in our office about two years ago made a commitment to hiring an Admission
Counselor who’s bilingual English – Spanish. Now we have two folks in our
Admissions Office who are bilingual English and Spanish. All right, so sort of
historical information: what the frontier looks like. Now we can start talking
about some of the activities that we in the Admissions Office engage in to
recruit students. And you know ultimately in my mind student recruitment is about
relationship building. It’s about building relationships with the
communities that we serve. It’s about building relationships with school
counselors. It’s about building relationships with high school teachers,
and it’s about building relationships with our colleagues on campus, and,
ultimately, about building those relationships with students and their
parents too. Those of you who are familiar with sales or… you know…. very
familiar with a similar model, but we think of enrollment in terms of the
funnel. The top… the top of the funnel — I think of this building brand — basically
that is lead-generation. Then, once we’ve got all those prospects in
there we try to convert those prospects to applicants. Then we do the processing
to make the admission decisions. Once we got the students admitted, we
start working on what we refer to as yield, which is that transition from an
admitted student into a committed student or student who says he or she plans to enroll. And then, finally, we get them registered and we start… we start trying
to keep them registered, which is summer melt. It’s something that’s referred to
frequently in the admissions world about folks who have committed, but who
ultimately don’t end up in your enrollment (?). So, as we start talking
about building brand, one of the things that we do, and I think it’s really
important, is we’re at… we’ve got about 7 Admission Counselors and we divide the
state, and the area, and the country up into geographic territories. And each
Admission Counselor is assigned a geographic territory, and then that
counselor works with the students in that high… high schools in that area,
builds a relationships with the schools and school counselors, etc. So, we’re out
visiting high schools. President Noland has gotten involved in this for us and
with us considerably over the last several years. We also, in the last couple
of years, have committed to attending every college fair on the statewide
coordinated calendar. So we’re literally visiting schools participating in
college fairs from Memphis to Mountain City or Mountain city to Memphis throughout the course of the year. Last year, in an attempt to build relationships with our
local area high schools, we came up with a concept of a guest lecture series. We
have faculty members who are willing to go out into high schools. So we recruited
11 faculty members who go out, give presentations in their high school. So
we’ve got a biology faculty member who went to Science Hill High School and
gave an address to the Science Hill AP biology class, for example. I think
building those kinds of relationships and, again, getting faculty members
involved in that recruitment is an important thing, and I didn’t mention — you
all have a packet. It’s a folder that looks like this. And I’ve given you
several of our brochures in there as well as if you haven’t found those too, but
the brochure about the guest lecture series is in there. Our website is our
single most important recruitment tool that we have. And about four years ago, we
redesigned our website. We are now in the process of working to redesign that
website again. It’s sort of a challenge because it’s got to be informational, but
it’s also got to be very student focused and very student… student oriented, and
marketing oriented. So we’re in the process of redesigning that now. The
Admissions Office operates three social media accounts: a Twitter account, a
Facebook account, and then an Instagram account. Our goal there is to send
student-centric messages out, so we send deadline reminders, we send apply for
admission notifications, and things like that, trying to make sure that we’re
working hand in glove with the universities… the university social media
accounts, but also making sure that we’re addressing our audience the best that we
can. Last year, we began a high school counselor busing program. When we went to Knoxville we picked up 15 counselors and we brought them to campus. President Noland was kind enough to host them for dinner at (?). Throughout he put them up in the Carnegie. Throughout the course of the
next couple of days, they had an opportunity to meet with folks in
scholarships and financial aid, and housing, and talk to different academic
departments. So our goal there is to expand that brand a little bit farther.
Counselors in Knoxville know us, but they leave here knowing a lot more about us
and are much more prepared to have conversations with their students about
ETSU when they leave. One of the big things that we do is we have a
partnership with a higher ed marketing company called Royal & Company. And
Royal & Company assists us in the purchase of student names and then
reaching out to those students. The whole goal there is to get students interested
in ETSU enough to respond to us. So we buy the names of sophomores. It’s about
75,000 names. We buy the names of sophomores and
juniors and we break it up into four different
markets. You see, primary there is Tennessee. We buy the names just about
every available student in Tennessee who looks like they made our admission
requirements. Same thing in those border county areas — those light green border
county areas are areas where students get in-state tuition, if they come to
ETSU. That darker blue section there is a 150 mile radius outside of
Tennessee. We try to buy the names of students who appear eligible for the
Carter Scholarship that I mentioned earlier. And then that lighter blue
section is a 250 mile radius, and in that area we buy the names of students who
have expressed an interest in health… in health sciences. We think, if we’re
going to get a student who’s coming from that far, we think that our health
science reputation likely precedes us. If we can get them to apply
then we think we’ve got a relatively high likelihood of getting them to enroll. So now, and again, all that communication that we do with those students is intended to get
them to respond to us and say “Hey, send me your next piece of information.” And as
soon as they respond, we get them in our communication cycle. So now you know we hope we’ve done a good job of getting our name out, building the brand,
generating those leads, and now we’re on to generating the applications. Again,
talking about the funnel. So, we’re still doing high school visits and college
fairs. We, in the Admissions Office, host campus tours Monday through Friday
during the school year and then on selected Saturdays, when students can
come, have an information session, go on a campus tour, meet with folks in various
departments if they’re interested in that. We’re still sending targeted
mailings. Our big one that we send in August is the view book — that’s the 8.5×11 piece that you have along with a letter encouraging students
to apply for admission. Every fall and spring, we have and… we have two big open house programs on campus on Saturdays. At one of those, in conjunction with our
colleagues in Equity and Diversity, we have a program called discover ETSU where we specifically invite students from low-income or underrepresented…
underrepresented populations to campus. This past year, we tried something a
little bit different in providing bus transportation for students to discover
ETSU from Chattanooga and Knoxville. And then again, one of the big things that we
do is our application marketing campaign that we do in conjunction with Royal
& Company. Every year, we buy the names of about
35,000 additional high school seniors who weren’t available in the searches
that we did before. Believe it or not, there are some students that don’t raise
their hand until they’re… until the’re seniors. So we go and we buy the names of those 35,000 seniors. Royal & Company on our behalf reaches out to them. Tennessee
Border County College, the Carter Scholarship Areas and then the broader
out of state… out of state for health sciences. They’ve developed a very… a very
mobile friendly, dynamic application for us and then we promise them — the students — that we’re going to… we’re going to give them a two-week admission decision. So
we’re going to respond to them quickly. They’re going to get automatic
consideration for scholarships based on their location and each communication
depends on where the student lives. We include two paper mailings and about 15
emails and then, through this effort, we generated about 34,000 applications… or 3,400 applications this year. I want to go back up and mention the fact that we waived the out-of-state application fee for
students this year, so students who responded directly to our application
marketing, who lived out of state, we made the decision: you can apply with no $25
application fee. We think if we can get them to apply, get them the scholarship, get
them interested, that we might have a likelihood of getting them here, but
sometimes that $25 application fee is just a commitment that they are not really… really willing to make at the application state. We got the applications, now we’re selecting the class. ETSU… we do not require application essays, we don’t ask for
letters of recommendation, so we think efficiency is our to our advantage.
So we work really hard to promise students that we’ll get back to them
within two weeks from the time their application is complete. And this year even
in our busiest processing time we were able to meet that goal. To me the most
important part of the funnel is that yield portion. The days when you could
assume that a completed application was a relatively high indication that a
student was going to enroll in your university are gone. I mean, we can assume now that students are going to apply to four or five different colleges, or
universities. Many of them are applying to ten or more. I was meeting with a
director of school… an international… at an international school just this week
and he said they make all their students apply to 15 schools. So that yield is
really, really important. Once we’ve got the application that’s when the
recruitment just is really getting started. So in the last four years or so,
we’ve added admitted student receptions in Chattanooga and… and in Knoxville. So
we and Ms. (?) has been there with us before. We go and we meet with admitted
students. Again, targeted mailings you’ve got in your brochure, or multicultural
brochure that we sent out this year, the graduation begins today brochure is one
that we send out to all admitted students, encouraging them to take a hard
look at a four-year school. We also do top scholar receptions: four of those at
(?), and then we do one in Knoxville at Club LeConte, where we invite all the tops… the top students in our applicant pool as well as students that
we know are good students who haven’t applied yet to those. We share the
information on admitted students with our colleges and departments on campus
and then they are beginning to reach out to those students. I mentioned the
relationship is important, but sometimes it’s just one relationship that makes a
difference. It might be a relationship with a faculty member, it might be a
relationship with the Admission Counselor. Because we’re reaching out to
students, we want to make sure that we’re getting several people opportunities to
build those relationships. Our Office of Academic Advising is going out into area
high schools and doing pre-advising sessions before students come for orientation. We’ve divided up all over… or we did not divide up… we’ve identified our top 100 feeder schools and our mission counselors are
working specifically in the schools in their area. Every student gets… every
admitting that the handwritten note, many of them are getting phone calls, and then
our counselors are going to those schools to meet specifically with those
admitted students to try to encourage them to come to ETSU. We participate in
academic signing days at area high schools. Dr. Noland has been going to high
schools in the area to prevent… to present admission certificates
specifically to admitted students. We go to high school award day and nights
programs and present the scholarship certificates on behalf of the university.
And then again, with Royal & Company, we have a communication plan that
encourages students to sign up for orientation. Everything that we’re doing
at this enrollment and yield stage is encouraging students to take that next
step after admission, which is sign up for summer orientation. All right, registration is not much here.
We’ve got them all signed up for orientation. The one thing I would say is:
we know that there are some students who come to orientation, register for classes,
and then for some reason or another they’re not in our (?) enrollment,
so we lose some students over the course of the summer. So they come, they register
for classes at orientation in the summer, but then our colleagues in new student
and family programs will do three summer send offs. This year one is in Sevierville, one in Chattanooga and then one in Nashville. We’re just kind of trying to tighten the
(?) a little bit, make sure that we hold on to them through to the ultimate
enrollment. And then we have two programs leading into the the fall term: one is
QUEST which is specifically for students from low-income backgrounds or students
from traditionally underrepresented backgrounds; and then we also have
Preview ETSU. So encourage students to come to those programs four or three
days prior to enrollment, so they can go ahead and get acclimated to campus. If we
get them signed up for that there’s pretty good chance that they’re going to be here. So thank you all very much for taking the time. My goal today was to give you an
overview, not a complete list of everything that we do. I look forward to
working with you in the… in the near future and now I’ll be glad to take
any questions or have any discussions that y’all want to have. Thank you, Brian.
Thank you, have a good day. Item 11 today is our president’s report.
Members of the Board, thank you and good afternoon. I want to take a moment here
at the onset of my comments to frame many of the agenda items that you have
voted on, heard, or been part of a conversation with today and in the
committee meetings over the course of the past couple of months, to frame the
activity, so if you look through your agenda, within our agenda today, we’ve
adopted policies for our Audit Committee, we’ve adopted an Audit Charter for that
group, we’ve provided scholarship enhancements within specific targeted
areas of the institution, we’ve approved tenure promotion for faculty, tuition,
fees, budgets, we’ve heard a presentation about the significant work that’s
underway across campus to grow the enrollment of the institution, you’ve
learned about open meetings and open records, and then you formalized an MoU
with Mountain States that provides the rules of engagement for your university
moving forward with a major healthcare partner. That’s a heavy lift in an hour
and 20 minutes. That is the most significant and difficult conversation
that boards have: tuition fees, tenure promotion, budget. You’ve done that work
today which you’ve done that work in committee and on behalf of the
university I just want to say thank you. Folks watching on livestream, as
Lieutenant Governor mentioned, have not had the opportunity to see the hours
that you have spent asking questions about tuition fees, asking for additional
information about budget. They’ve not had the opportunity to see the hours that you’ve
invested in the audit report that Chairman Goldman provided in an overview. So on behalf of the university I just wanted to thank you for the time that
you’ve invested and thank you for all the times that you’ve asked why. Every
time you ask why, we’re better in this university. So when you ask why did my
neighbor receive a letter informing them about the ETSU or why is
the financial aid process this way, or why does a business process run that way,
we’re better as an institution. So as we move forward in the months and years to
come, please continue to ask why and we’re going to put you in positions
where you have the opportunity to learn more about the university. The open
records presentation was by design, as you heard Ed reference, we will have
the opportunity for information sessions where you can get out about and across
campus, meet with faculty, staff toward the physical plant. Those learning
sessions are going these sessions in which you can physically get your hands
dirty and learn about this university, continue to push us and ask the question
of why. Since we were last together, there’s been a number of things that
have occurred on your campus. I just want to provide a few updates and share some
good news. First, I want to share the results of our SACS visit. I want to
thank the Board members who took time to meet with our SACS visiting team. That
visit went extremely well. The results that we received from our
visiting team indicate that the recommendation will be presented to the
SACS Board in December for reaffirmation… in reaffirmation with no findings, which
for us is a positive, which means we don’t have any additional follow-up work
to do. I particularly want to thank Dr. Sherry Clavier, Dr. Mike (?), Dr. Bert
Bach for their work in making that reaffirmation work go as smoothly as it
did. The Chair mentioned a second point of accomplishment and that was a number 2002 — largest graduating class in the history of the university walked across the
stage in two separate ceremonies in May and received their degrees. We are
positioned, you saw, the upward leading indicators from an academic perspective
in the freshman class of 13, 14, 15, and 16. I think you’ll see our graduation rates
move and I anticipate that this fall will have the single best
fall to fall retention rate since 1986. If we were to take a snapshot now 75% of last year’s freshman class will return for their second year of
college. That’s if we were to take the snapshot now, we anticipate that number
will move a little bit more in a positive, but a 75% fall to fall
retention rate is the highest retention rate we’ve had since 1986, which is
moving us towards the strategic planning goal of an 85% retention rate.
There’s a milestone event — for the first time in the history of our university
tenure and promotion was acted upon locally. Today was also the first time in
the history of our university in which tuition and fees were acted upon locally.
One of the most difficult decisions that we have as staff is to recommend to you
a fee increase and the most difficult… among the most difficult decisions you
make as a Board is to accept recommendation. I know that was not an
easy recommendation. Fees will increase on a base level right around one $111, and if you include all mandatory fees, by at $172. That’s the second lowest fee increase in about
20 years at the university. The lowest increase was last year. So while
any fee increase is something we want to work to avoid, we are in a position in
which that fee increases is below 4%, which is the cap that was
established by (?). I want to take a moment to mention something within
athletics. You heard an audit report today that provides a glimpse of the
Athletic Department that’s not reflective of the Athletic Department as
a whole. We have an Athletic Department in which we saw eight conference
championships or (?) tournament appearances, softball made the (?)
tournament for the first time in the history of the program, our Men’s
Athletic Program was named the Outstanding Athletic Program in the
SoCon for the second year in a row, but for me that’s not the real story of
our Athletic Department. The real story is of our Athletic Department are the 29 student athletes who had perfect 4.0 GPA in the fall. The real story of
the Athletic Department our student athletes like Brooke Baxter in softball
who graduated with a perfect 4.0 GPA and will be a first year student at
the Quillen College of Medicine this fall. So as you look at the things that
you’re going to read about in the papers over the course the next couple of days,
that’s not the story of our Athletic Department. The story of the Athletic
Department is eight conference tournaments and the success of our
student athletes personified by folks such as Brooke Baxter with our perfect
4.0 GPA. There have been some things that have happened within the institution
from a point of recognition and one of those points of recognition is in the
relationship that we’re building with alums and business, and industry across
the region. This number is not altogether final, but we are on target to have the
best level in terms of the fundraising year in recordable history. As of now, we’re
tracking to raise right at 18.9 almost 19 million dollars. So as you look at
leading indicators, I’m not standing here today to say everything at your
university is perfect. As you saw within the audit presentation, we have room for
improvement and there will be some other personal matters in time that will
generate a lot of attention, but as you look at the institution, we’re making
significant headway towards achieving our strategic planning goals, we’re
working to realize the enrollment objective. Brian Henley walked you
through a significant amount of work. Our goal is 2100 freshman fall, we may or may
not be at 2100 freshman, but if we’re not there, it’s not because we didn’t put a
good significant amount of effort into the plan. I want to — before transitioning
into what is a little bit of a Power Point — talk some about some effort
that we have made as a campus over the course of the past couple of years to
really focus on the campus environment and the campus climate. As you look at
things that will emerge across the course of the summer related to the
campus and conversations about the university, one of the things that may
get lost in that conversation is that every single student on campus will go
through Hayden training related to sexual assault, sexual prevention, as well as campus climate for diversity. Last year we had more than
2556 employees who went through training on sexual harassment and as you
look at the training and professional development, the investment that we’re
making in our campus, we’re making an investment to ensure that not only is
this a great place for students to learn, but this is a great place for our
employees to live, work, and play, and to call home. So, Mr. Chair, I just wanted to
take a little bit of time to set some context around things that are occurring
at campus, but also to share some good news.
Our largest graduating class in the history of the institution positioned to really
see some growth in terms of student retention and then one thing that I’d
like to close on is the focus on research. You will see some major
announcements related to research here in the next couple of months, but one
piece that I am pleased to share is that our College of Nursing in the Center for
Community Health and Applied Outreach was the recent recipient of the 3.3
million dollar grant to assist with women’s health issues for low-income
females across the region. So to share a little bit of information that’s
positive sharing with you some of the good work that your staff is doing. I
would be happy to take any questions before transitioning into the two items
that do appear on the agenda, which is an update on the legislative session
and an update on some capital projects. Right then, let me jump into the slides
and we’ll see if I can work the clicker. Some of this information was shared with
your Finance Committee this morning. I will not go into the level detail that
we went into with the Finance Committee, but I did want to update the full
Board on the following projects: Martinson football stadium, the
renovations to this building, renovations to building 60 in our Professional
Education Center, the Data Center, and then pending renovations on Land Hall. If
you look at the Martin Center for the Arts this is a long time dream of East
Tennessee State University and the region as a whole. This building first came on
to the planning process in 1986. Just as a frame of reference, in 1986 I was a
senior in high school, so that’s how long it has taken for this project to make
its way to this point in time. It’s a 52 million dollar building and it will be
completed in the spring of 2019. It will be located there on the
yellow plot, that is plot known as (?) one adjacent to the Millennium Center. It’s a
building that from an aerial perspective is tightly pressed next to the
Millennium Centre of small courtyard and between that building and the Millennium
Center, but the goal of individuals being able to move back and forth between the
two. As you look inside that building, this will be a home for the arts at our
university, a home for the performing arts, home for the fine arts, and home in
three main rooms that will house a recital hall, it seats about 1,200
patrons, a main hall for about 1,200, and then an experimental theater — Black Box
Theater, which is the pink box to the left of that map. And then in the back
practice-based rehearsal space, faculty office space, etc. And then here’s the
second story of the building, which is the level that will primarily house some
back office machine, etc., and then the second level of seating. That is the side
view of the facility, so if you were standing at the Bank of Tennessee ATM
terminal looking towards the Millennium Centre that in rough frame is what the
building would look like in terms of scale. This will be a massive facility. It
will encompass most of lot one. There’s the building from the street level, so
you can see, but it is a building with significant scale, but architecturally
it’s designed to fit thematically within the design frame of the Millennium
Center. That is the view from the main theater. There’s the view within the
recital hall and here’s your… your time frame in terms of completion. We will
break ground on this building right around the start of the academic
semester, so somewhere in August and September. As we move through the fall,
will be then doing site work all that preparation. By this time next year lot
one should look like an erector set, as that project is then starting to move
through some real tangible and visible aspects of completions. You move then
through the full construction phase and we’re hopeful that within the 1920
academic year that we’re opening the doors to that facility. It is a facility
that will be developed in partnership with the
city of Johnson City. We will have a facility that, in addition to providing a
state-of-the-art learning experience for our students and teaching experience for
our faculty and staff, will be a home for the arts across this portion of the
Tri-Cities. Next is football stadium. If you’ve not had a chance to drive by, it
is moving towards completion. We’re right around ninety days away from the first
football game. There’s still a lot of work left to be done but, as you can see
through the six pictures here on the slides, we’ve accomplished a great deal
over the course of the past year. There’s the time frame for the facility. We
remain on schedule and under budget, which are probably the two most
important things you need to know: on schedule and under budget. But there’s
still a lot of work left to be done. Seating will go in… final seating will be
raised by about… framed by about August the 6th. We’ve got to put up the video
boards, all the sound technology, landscaping work, interior work for the
boxes, etc., but everything is moving towards completion. And then there’ll be
some site enhancement, so that the athletic facilities, including tennis,
will really move together in a concerted manner. Next is this building: it’s a
41 million dollar project, but with the addition of food service
advancements, it will be about a $46 million project slated to be
completed somewhere in 2019. I joked in the finance meeting that we have two
different architects and I think you can tell that by the design for the Barton
Center and the design here. I really enjoyed the architects for the Culp
Center because they’ve got a great 3d designer and you can see things in a
computer graphical design perspective, and look a little bit different than the Martin
Center. but that is a sketch of the building in its current form: the
curve ties in well with the amphitheater to the left, but the ramps on the
exterior of this building will come down. We’ll put an addition on the facility
that will provide for an expansion of food service options for our students.
Essentially, this building will become the living room for East Tennessee State
University. This is a complicated project and it’s a project that involves a
compressed timeframe. It’s a project that will involve the displacement of about 250
offices. The amphitheater will not be accessible for the entirety of the
renovation. Lot 35, which is the parking lot between here and Reece, will come
offline. We’re hopeful that we’ll be able to access the auditorium during the
period of renovation because you heard Brian talk about open houses, about those
orientation sessions, all of that work occurs in the Martha Street Culp
auditorium and without that auditorium and we’ve got to look at an alternative
space for that activity. We will lose portions of the food service, so there’s
a lot of complexity here. If anything gets off the rails, it really makes our renovation timeframes even tighter. The reason that
is important is because every single one of these offices call this building home,
so from our advising services to the source which work with our student
groups, to the student newspaper, all the way down to the Credit Union, every
single one of these offices will be displaced by the renovation of this
building. That’s where, from my perspective, I think
it’s important that we as a Board begin looking forward not only where we’re
going to temporarily place these facilities, but also at the possibility
for us to begin formal negotiations with the city around a lease or potential
permanent acquisition of the Millennium Center. So over the course of the next
year, we’ll work with your Finance Committee and the Board as a whole, as
those conversations begin to unfold. I don’t know if that will be a lease or a
potential lease acquisition. That will work its way through a time and, as the
Lieutenant Governor knows, this will involve a lot of conversations with folks in
Nashville, but I wanted to give you advance notice that because of this, I
think it’s incumbent we as staff begin those conversations sooner rather than
later. Next is the Center for the Professional
Health or as a lay person for me that’s the (?) Center. It’s located on the
VA campus, building 60. This is a project that by this time next year will be
nearing completion. This will be the center for interprofessional health education and training on campus. All of our medical
simulation for pharmacy, physical therapy, and medicine — not all of a significant
portion will be housed there — but a chance for students to learn in
interprofessional teams, as they transition into the workforce. That’s the
building with the construction fence around it. If you were to drive by
building 60 now you wonder from the front what the world’s going on. What’s
going on is in interior renovation. For those of you who had the opportunity to
go in the Gatton College of Pharmacy, we’re doing something similar to this
building that we have gotten taking a wonderful hundred-year-old building
with magnificent bones and bringing it up to 2017 standards. And I want to thank
Dr. Larry Calhoun, who is coordinating this effort on behalf of the university.
And there’s the time schedule for that facility. Next is campus Data Center. We
will soon open this facility, but as a new home for all the back office IT
infrastructure across campus and, as I mentioned, this is a project that is
getting ready to come to completion. And here’s the next big project on the
doorstep, so every one of those projects that I just walked through, funding has
been received we’re either completed with design or
we’re in the mid phases of design. Lamb Hall is beginning today. Lamb Hall we
received funding in Governor Haslam’s budget for this facility. We’ve yet to
select a project designer. It’s yet to go before the State Building Commission. In
fact as we move through Capitol Severance, this may be the first project that we do
on our own, but the significance of Lamb Hall is that, as we look at the next
phase, the next phase is beginning the fundraising campaign for the Capitol
match. Over the course of the next three years will then go through designer
selection. It will bring similar time frames for Lamb Hall, as we just did for
the other projects. But this is, I think, a very exciting project for the
institution because it is classroom space on the main campus and we’ve not added classroom space on the physical main campus since we opened the library.
So let me pause for any questions on the facilities portion of this update before
moving into the legislative session. Okay, legislative review. This, from my
perspective, was an extremely successful legislative session, a session in which
we received support for the outcomes formula as well as salary enhancements.
We received support for Lamb Hall. Unfortunately, we were not able to adjust
the matching requirement for Lamb Hall. So it remains at 25%. We receive support
for deferred maintenance projects. I’ll walk you through some of the changes
that were made to the Focus Act. Some of the changes which took their genesis
from conversations that occurred here with (?) back in March. Some things
around Campus Safety. There was a lot of work that your staff is engaged in over
the course of the session related to out-of-state students and DACA students —
work that did not yield the fruit that we had hoped, but will gear up again for
next year and then some major policy changes that impact access, veterans, and
free speech. So with respect to those policy changes, the first is access.
Everyone’s heard of Tennessee Promise. Last dollar scholarship for high school
students who attend community college at no charge. Tennessee Reconnect does same thing for adults. So if you’re an adult student
with some college but no degree, Tennessee Reconnect makes it possible
for you to attend a community college on the last dollar scholarship at no cost.
So for the state to reach its drive to 55 objectives, it’s important for more
adults with some college but no degree to go back to post-secondary training
and that’s what Reconnect does. It makes it possible for any Tennessean who meets
the residency requirements to go back to college at no cost on the last dollar
scholarship, mind you that college being a community college. Why is it important for us? Because if you’re 32 year old displaced worker
who’s going back to Northeast State to get an associate’s degree that worker is
then positioned to transfer to the university to continue those skills in
computer science nursing or teacher education. The next is the Strong Act,
which is focused on members of the National Guard, ensuring that members of the National Guard, who have some college but no
degree, have the opportunity to go to college on a last dollar scholarship, but
that impacts us. So you heard Brian Henley talk about our
recruitment efforts for freshmen. At a later meeting he’ll talk to you about
what we’re doing with transfer students and you’ll hear us is talk about what
we’re doing to recruit veteran students to campus but the strong act is another
piece of a different funnel that we’ll be able to tap in time to help allow us
meet our 18,000 student enrollment goals there were some changes to the focus Act
one change extends policy provisions related to campus police Public Safety
etc with no provisions as it relates to audit the other change allows members of
our board and the other boards across the campus to serve on boards of private
colleges or universities so as some of you have had to step off of boards of
other institutions be they Martin Methodist or other institutions this
allows you the opportunity to serve on another board that is post secondary as
long as that forward is a private institution so that’s a change that
occurred this legislative session and then the final piece of legislation we
are the first state in the nation to recognize the importance of academic
freedom in code this legislation becomes effective January 1 2018 so over the
course of the next couple of months we will make adjustments to our internal
operating policy that will then bring to you but it will involve change to
practice on campus right now on campus we have free speech zones that are
designated this base in front of courtship Plaza is one of those free
speech zones as a result of this the entire campus is a free speech zone so
you’ll see us bring to you the process through which we as a staff will begin
informating implementing the provisions outlined two-week intensive annotated
there are other pieces of legislation that would ask this session but these
from my perspective were the four most significant pieces of legislation that
impact the university you’ll see nothing here related to guns there was
not an expansion of his insurance increases in partial funding for 3%
salary pool there was also support for capital
outlay you see the seventeen point three million dollars for land haul the
differential between that and the total dollar amount of the amount that we’ll
need to raise and Pam redder caca bishop and staff will start to frame the
committee that will guide the fundraising efforts for land Hall there
is eight point seven million dollars for other projects at the University for
safety instructional upgrades for some things in the College of Medicine
upgrades to Valley Brook as well as HVAC systems across campus on in all it was
an outstanding legislative session it’s rare for us to receive a new facility
it’s rare for us to receive for deferred maintenance projects it’s also rare for
us to be in a position in which we’re receiving operating dollars and salary
enhancements for those of you can pay attention to post-secondary education
across the country or for those of you who have family members in Illinois you
know that we’re in a very different position in many other states state of
West Virginia is looking at across-the-board budget reductions in
excess of 15 percent Illinois still doesn’t have a budget to this date and
if you’re part of a campus and your board of trustees for campus this fee
increases less than five percent and you’re building new buildings there are
some good things happening at campus the members of the Board of Trustees there’s
some good things happening at East Tennessee State University mr. chair
that concludes my formal presentation we’ll be happy to address questions on
any other topics questions rule oh my a plethora Brian I’d just like to thank
you for your tireless effort ETSU it’s just amazing exciting time thank you well this time me too item 12 which is
our executive session if there are no further questions to come for the board
I will turn the meeting this portion volume

Leave a Reply

Your email address will not be published. Required fields are marked *