Board of Trustees Ohio University Chillicothe, Ohio
Agenda
June 21, 22, 2018
BOARD ACTIVITIES Ohio University, Chillicothe, Ohio Activity & Committee Meeting Schedule June 21, 22, 2018
Thursday, June 21, 2018
8:00 am Executive Committee, Bennett Hall Room 110 Executive Session
~10:00 am Academics and Student Success Committee (upon completion of prior meeting – Bennett Hall Room 110
12:30 pm Lunch with Dean of OU-C – Art Gallery
1:45 pm Resources, Finance, and Affordability Committee – Bennett Hall Room 110
~4:45 pm Audit and Risk Management Committee (upon completion of prior meeting) – Bennett Hall Room 110
7:00 pm Dinner – Trustees, President, President’s Council, Board Secretary, Faculty Representatives, Dean invitees
Friday, June 22, 2018
8:15 am Morning tour – Bennett Hall Room 110
9:00 am Executive Committee– Bennett Hall Room 110 Executive Session
10:00 am Governance and Compensation Committee – Bennett Hall Room 110
10:45 am Main Board Meeting
12:45 pm Trustee Luncheon – Bennett Hall Room 105
12:45 pm Media Availability – Bennett Hall Room 102
Committee Agendas
AGENDA Board of Trustees Meeting Chillicothe Campus, Bennett Hall 110 Friday, June 22, 2018, 10:45am
Roll Call
Approval of Agenda
Tab 1 Approval of Minutes: Board of Trustees’ Meetings of March 23, 2018 and May 14, 2018
Comments from the Chair of the Board of Trustees
Tab 2 - Report from the President
Shared Governance Discussion
Committee Information Items and Resolutions
• University Resources, Facilities, and Affordability Committee • University Academics and Student Success Committee • Governance and Compensation Committee • Audit and Risk Management Committee • Executive Committee
Consent Agenda
Any trustee may request, in advance of action on the consent agenda, that any matter set out in this consent agenda be removed and placed on the regular agenda for discussion and action.
All matter listed within the Consent Agenda have been distributed to each member of the Ohio University Board of Trustees for reading and study, are considered to be routine, and will be enacted by one motion of the Board with no separate discussion.
Tab 6 - Consent Resolution – Honorary Degree, Robert Paul Kirshner Tab 7 - Consent Resolution – Honorary Degree, Sir Venkatraman “Venki” Ramakrishnan Tab 10 - Consent Resolution – Faculty Fellowship Awards Tab 11 - Consent Resolution – Emerita / Emeritus Recommendations Tab 12 - Consent Resolution – Regional Coordinating Council Appointment Tab 16 – Consent Resolution - Completion Report Tab 19 - Consent Resolution, New Programs – CHSP, CoB, EDU, FAR Tab 20 - Consent Resolution, Program Name Changes – CHSP, CoB. CoB Tab 21 - Consent Resolution, Program Reviews Tab 26 - Consent Resolution – Capital Project
Unfinished Business
New Business
Communications, Petitions, and Memorials
Announcement of Next Stated Meeting Date
Adjournment
AGENDA Executive Committee Bennett Hall 110, Chillicothe OH Thursday, June 21, 2018 – 8:00 am
EXECUTIVE SESSION
AGENDA Academics and Student Success Committee Bennett Hall 110, Chillicothe OH Thursday, June 21, 2018 – 10:00am
- Academic Quality – Dashboard Tab 4 Instructional Innovation - Standing Reports and Updates Tab 5 Enrollment Update Tab 6 Consent Resolution, Honorary Degree, Kirshner Tab 7 Consent Resolution, Honorary Degree, Ramakrishnan Tab 8 FY18 Certificate Approved Tab 9 Promotion and Tenure Update Tab 10 Consent Resolution, Faculty Fellowship Awards Tab 11 Consent Resolution, Emerita / Emeritus Recommendations Tab 12 Consent Resolution, Regional Coordinating Council Appointments - Academic Quality – Initiatives Tab 13 Student Affairs Strategic Plan Tab 14 Academic Quality Highlight – Digital Inking and Video Engagement Tab 15 Start to Finish Program Update (SSTF) Tab 16 Consent Resolution, Completion Plan Tab 17 Commercialization Pathway Policy Tab 18 Regional Compacts Tab 19 Consent Resolution(s), New Programs Tab 20 Consent Resolution(s), Program Name Change Tab 21 Consent Resolution, Program Reviews AGENDA Resources, Facilities, and Affordability Committee Bennett Hall 110, Chillicothe OH Thursday, June 21, 2018 – 1:45pm
Tab 22 Resolution, FY19 University Budget Tab 23 Resolution, FY19 Fees – MFE fee Tab 24 FY19 Annual Capital Improvement Plan (CIP) Tab 25 Resolution, FY19 Century Bond Allocation Tab 26 Consent Resolution, Capital Projects Tab 27 Consent Resolution, HCOM Matching Quasi-endowment Tab 28 Park Place Strategy Update
Information Items Tab 29 Financial Update Tab 30 Facility Project and Planning Update Tab 31 Treasury Update
AGENDA Audit and Risk Management Committee Bennett Hall 110, Chillicothe OH Thursday, June 21, 2018 – 4:45pm
Tab 32, Chief Audit Executive Report and Update Tab 33, Resolution, Internal Audit Annual Audit Plan GLBA Update Cash Collections Update Audit Committee Charter Plante Moran Update AGENDA Governance and Compensation Committee Meeting Bennett Hall 110, Chillicothe OH Thursday, June 22, 2018, 10:00am
Board Bylaws Review Tab 34, Resolution, Election of the Treasurer Tab 35, Resolution, Election of the Secretary Tab 36, Resolution, Student Senate Bylaws Tab 37, Resolution, Admin Senate Bylaws
AGENDA Executive Committee Bennett Hall 110, Chillicothe OH Friday, June 22, 2018 – 9:00 am
EXECUTIVE SESSION
Bylaws of the Ohio University Board of Trustees
Revised August 22, 2017 Revised March 17, 2017 Revised August 27, 2015 Revised August 28, 2014 Revised April 19, 2013 Revised September 6, 2012 Revised April 24, 2011 Revised February 10, 2010 Revised January 23, 2009 Revised February 8, 2008 Revised December 17, 2004 Revised September 20, 2002 Revised June 23, 1990 Revised July 14, 1989
Article I. Corporate Authority and Bylaws
Section 1. The Board of Trustees of the Ohio University, a body corporate and politic, hereby adopts these Bylaws for the purpose of governing its activities in accordance with Chapter 3337 of the Ohio Revised Code.
Section 2. No Bylaws shall be enacted, amended, or repealed, except by a vote of a majority of the members (5 votes) of the Board authorized to vote, and then only after thirty (30) days notice of a proposed change has been given to all member s.
Section 3. The Board shall comprise nine Trustees and two student Trustees, all appointed by the governor of the State of Ohio in accordance with Section 3337.01 of the Ohio Revised Code. The Board shall also include two national Trustees and the chair of the Ohio University Alumni Association Board of Directors or his or her designee. One national Trustee shall be appointed by the Board for a term of one year beginning on July 1, 2010. One national Trustee shall be appointed by the Board for a term of three years beginning on July 1, 2010. Thereafter, both national Trustees shall serve terms of three years.
Section 4. The nine Trustees appointed by the Governor shall hold voting privileges. The two student trustees, the two national trustees and the chair of the Ohio University Alumni
Association Board of Directors may not vote on Board matters but their opinions and advice will be actively solicited and welcomed in Board deliberations. Article II. Officers of the Board
Section 1. Officers of the Board shall be as follows:
(a) Chair
(b) Vice-Chair
(c) Secretary
(d) Treasurer
Section 2. The Chair shall preside at all meetings of the Board, and unless otherwise directed by the Board, shall have the authority to appoint members of and to fill vacancies on all standing and special committees. He or she shall serve as Chair of the Executive Committee. Subject to these Bylaws, he or she shall fix the date and time of all regular, special, and emergency meetings, and perform such other duties as may be pertinent to the office of the Chair.
Section 3. The Vice-Chair, in the absence or incapacity of the Chair, shall assume the duties and obligations of the Chair.
Section 4. The Secretary shall keep minutes of all Board meetings and shall promptly distribute copies to all Board members. He or she shall be responsible for the orderly preservation of all records pertaining to Board business, and shall perform all other duties customary to the office or assigned by the Chair or by Board action.
Section 5. The Treasurer shall be responsible for the fiscal management of the University, including supporting budget preparation, the preparation of all officially required financial reports, management of investments, coordination of audits with auditors, including federal and state auditors, overseeing relationships with financial reporting agencies, and all other financial responsibilities generally or specifically assigned by the Board or the President.
Article III. Election of Officers
Section 1. The Chair, Vice-Chair, Secr etary, and Treasurer shall be elected annually by the Board.
Section 2. The Chair and Vice-Chair shall each serve for one year and shall be eligible for re-election to their respective offices. The Secretary and the Treasurer shall be eligible for annual election to these offices without a yearly limitation.
Section 3. In the event of a vacancy in an Officer position, the Board shall elect a successor from among its members to serve the remainder of the vacant term.
Article IV. The President and Presidential Duties
Section 1. On the basis of mutual good faith and any contractual relationship pointing to continuous service, the President of the University shall be elected from year to year subject to the terms of his or her employment agreement.
Section 2. The President shall attend all meetings of the Board and shall, in an advisory capacity, have a voice in its deliberations. He or she shall have the autho rity to initiate any subject at Board meetings.
Section 3. The President shall be responsible to the Board for the administration and discipline of the University.
Article V. Meetings
Section 1. Regular Meetings. The Board shall hold no fewer than five (5) regular meetings a year, with the date and time fixed in accordance with the provisions of Article II. Section 2.
Section 2. Special and Emergency Meetings. Special and emergency meetings may be held upon the call of the Chair or upon the written request of three (3) Board members to the Secretary.
Section 3. Notice of Meetings. The Secretary shall notify all Board members and the President at least five days in advance of all regular and special meetings and at least one day in advance of all emergency meetings. Public notice of all meetings shall be given in accordance wi th the requirements of Revised Code Section 121.22. Any person may determine the time and place of all regularly scheduled meetings and the time, place, and purpose of all special meetings by contacting University Communications and Marketing or on the internet at http://www.ohio.edu/trustees/.
Section 4. Attendance. It shall be the policy of the Board to require full attendance at all meetings of the Board and committees in accordance with Revised Code Section 3.17.
Excuses for absence from meetings shall be communicated to the Secretary at least two (2) days before meetings. Persistent unreasonable absences in violation of Ohio law shall be cause, at the pleasure of the Chair, for reporting such delinquency to the appropriate authority of the State of Ohio.
Section 5. Quorum and Voting. Five Trustees appointed by the Governor, (the “Voting Trustees”) shall constitute a quorum for the conduct of the ordinary business of the Board. An affirmative vote of six Voting Trustees shall be necessary to elect or remove a President and an affirmative vote of five Voting Trustees shall be necessary to adopt any other resolution or action of the Board.
Section 6. Agenda. The Secretary shall consult with the chairs of the Standing Committees and then prepare a proposed agenda for each Regular Meeting. The proposed agenda shall be delivered to the P resident for his or her review and then to the Chair of the Board for final approval.
Article VI. Standing and Special Committees
Section 1. Standing Committees of the Board, consisting of no fewer than three (3) members each, shall be appointed annually or for longer terms by the Chair of the Board, and each Standing Committee shall consider and make recommendations for action by the Board on the various policy matters enumerated below as follows: 1) Academics and Student Success a. Responsibilities will include the academic plan; enrollment management; student affairs and life; intercollegiate athletics; diversity; research and technology transfer policies and activities; information technology; communications and marketing; academic appointments; promotion and tenure policies and procedures; academic program reviews; and awarding of degrees. Responsibilities also include providing oversight for educational quality and engagement, student success by reviewing programs, accreditation, and efforts to create a culture of continuous improvement in student outcomes. The Committee will also review metrics for and evidence of quality, success, and affordability to inform Board decisions regarding governance, policy and strategy. 2) Audit and Risk Management a. Responsibilities will include the oversight of the internal audit functions, annual or other periodic audits of financial operations, the recommendation of the appointment of an external audit firm to the Board of Trustees, the receipt of the reports of the internal auditor and the external audit firm, and the university’s accountability and compliance
procedures. Responsibilities also include assessing and reporting to the Board of Trustees respecting enterprise risks relating to the long-term fulfillment of the University’s teaching, research, and service mission, including but not limited to risks regarding safety, preservation of property, University and Board policies, fiscal integrity, strategic plans, and the necessary and proper conduct of the University’s business and affairs. 3) Governance and Compensation a. Responsibilities will include the recommendation of general governance policies and procedures, the nomination of Board officers and recommendation of candidates for future trustees and national trustees. At the last meeting in each fiscal year, the Committee shall review these Bylaws to determine whether any changes are appropriate and shall recommend any such changes to the Board of Trustees. Responsibilities also include assisting and making recommendations to the Board of Trustees respecting human resources and executive compensation programs and strategy for senior leadership positions. The Committee will also report to the Board respecting the effectiveness of executive compensation, benefits, performance management; and the Committee may further report to the Board on these issues as they relate to other University compensation and human resources plans. The Committee is also responsible for the oversight of Affiliated Entities. 4) Resources, Facilities and Affordability a. Responsibilities will include financial operations; business, organization and practices; university advancement; relations with local, state, and federal legislative and administrative agencies; recommending of the schedule of tuition and fees; borrowing of funds (internal and external); naming, location, planning, construction, and maintenance and renovation of University facilities and grounds; the purchase, sale and lease of lands and buildings; reviewing and monitoring of all investments including the endowment; contract oversight on public utilities and other large contracts; and recommending of investment policy, advising the Board on investments and appointment of investment advisors to ensure compliance with Revised Code Section 3345.05. Responsibilities also include monitoring tuition, state appropriations, endowments, and annual giving; and overseeing efforts to maintain the University’s fiscal strength in order to improve student affordability and the quality of education.
Section 2. The Executive Committee shall be made up of the Chair and Vice Chair of the Board of Trustees and the Chairs of University Academics and Student Success, and the
University Resources, Facilities, and Affordability Committees and have broad powers to act in all matters not deemed by the Chair of the Board and the President of the University as of importance to command the immediate attention of the entire Board. All actions of the Executive Committee shall be subject to approval by the Board, except those wherein the Board has delegated to the Executive Committee or the President full power to act for the Board.
Section 3. Special committees may be appointed by the Chair of the Board as the Board may deem necessary.
Section 4. The Chair of the Board and the President shall be ex-officio non-voting members of all Standing Committees and Special Committees.
Article VII. Parliamentary Authority
Section 1. When not in conflict with any of the provisions of these Bylaws, the Robert’s Rules of Order Newly Revised shall govern the proceedings of the Board.
Statement of Expectations for Members of the Board of Trustees of Ohio University
Adopted by the Board of Trustees on April 24, 2009
Amended on June 22, 2012
Amended on January 23, 2015
This Statement of Expectations is intended to provide guidelines and information to assist members of the Board of Trustees in fulfilling their roles and responsibilities in service to Ohio University and the citizens of the State of Ohio.
1. The Role of the Board
a. The Board of Trustees is the governing body of Ohio University. It is a body politic and corporate under Ohio law and has the right to sue and be sued. The General Assembly has conferred upon the Board the authority to: adopt rules for the governance of the institution; hire and supervise the President, faculty and staff; oversee university finances; and control university property and facilities.
b. The Board serves the citizens of the State of Ohio. It is responsible for ensuring that the university offers students an educational experience of the highest quality and produces research that provides economic and cultural benefits to the citizens of Ohio. It is also responsible for making efficient and effective use of state resources by working with the Governor, the Board of Regents and the other state universities through the University System of Ohio.
c. The Board’s primary concerns are strategic governance and accountability. It should adopt a strategic plan designed to ensure the long-term fulfillment of the university’s teaching, research and service mission, monitor progress in achieving the plan’s goals and update the plan as necessary. It should provide oversight to protect the university’s fiscal integrity and make sure that the President, faculty and staff comply with all applicable laws and perform their responsibilities ethically and competently.
d The Board should adopt a procedure governing the creation and monitoring of corporate entities affiliated with the university.
e The Board should govern through the President and should refrain from becoming involved in day-to-day operations.
f. The Board should recognize the important role that the principle of shared governance plays in institutions of higher education. It should seek input from faculty, staff and students and whenever possible incorporate their views into its decisions.
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2. The Role of Individual Trustees
a. Members of the Board of Trustees are stewards of the public trust. They have a fiduciary obligation to act in the best interests of the university and the State of Ohio. They must adhere to the highest ethical standards and perform their university duties without regard to any personal interests they may have. Trustees should understand and comply with state ethics laws and keep themselves informed of developments in these laws. They should avoid situations that may give rise to even the appearance of a conflict of interest and promptly disclose any conflicts of interest that may occur.
b. Trustees should understand that they serve the institution as a whole and are not advocates for any particular unit or constituency of the university.
c. Student Trustees have a unique responsibility to ensure that the views of students are heard in Board deliberations. They should also share with other students the Board’s perspectives on University issues. In performing both of these functions, they should keep in mind the needs of all constituencies within the university.
d. The Chair of the Ohio University Alumni Association Board of Directors is responsible for ensuring that the views of alumni are presented to the Board and for communicating to alumni the Board’s perspectives on university issues.
e. Service on the Board is a time consuming professional commitment. Trustees should attend all meetings of the Board and committees and should give notice to the Chair when they are unable to do so. Trustees should also make an effort to participate in conferences and other programs designed to educate and update Trustees and to attend commencements, convocations and other special events on campus.
f. Trustees should be attentive during meetings and refrain from multitasking. They should treat the opinions of their colleagues on the Board as well as others participating in Board discussions with civility and respect and should be open to alternative points of view. They should respect and protect the confidentiality of matters discussed in executive sessions and should refrain from publicly or privately criticizing other Trustees or impugning their motives.
g. Trustees should strive to make informed decisions based on an analysis of objective data. In their deliberations they should rely on the application of sound management principles and prudent business judgment. To ensure thorough consideration of Board decisions, they should review briefing materials and be prepared to actively participate in discussions.
h. In order to make good decisions, Trustees need to engage in robust and thorough discussions of university issues in public meetings. Disagreements will occur and Trustees should seek productive ways to resolve them. Once a consensus is reached on an issue, all Trustees should respect the final decision of the Board.
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i. Trustees should keep themselves informed about issues, concerns and events at the local, state and national level that may affect the university and higher education in general.
j. Trustees are encouraged to offer financial support to the university in accordance with their means.
k. Trustees should understand and comply with the Ohio Public Records and Open Meetings Laws and should keep themselves informed of developments in these laws.
3. The Board’s Relationship with the President
a. The Board delegates responsibility for all aspects of institutional management to the President. The Board and individual Trustees should refrain from involvement in operational matters except as necessary to fulfill their fiduciary duties. Trustees who have concerns about operational matters, public controversies affecting the university or the performance of university employees should communicate their concerns to the Board Chair. The Board Chair will consult with the President, who will, address the issue and report back to the Trustees and Board.
b. The Board and the President should agree on clearly defined institutional goals and strategies for achieving them.
c. The Board should hold the President accountable for achieving institutional goals. The President, together with the Board Secretary, should keep the Board informed about university matters. Evaluation of the President should be an ongoing process with the Board offering candid and constructive feedback as necessary. In accordance with Board policy, formal evaluations should be conducted on a regular basis.
d. The President reports to the Board as a whole and not to individual Trustees. Trustees who have concerns about the President’s performance should convey them to the Board Chair who will take appropriate action to address the concern. The Chair will report back to the Trustee who raised the concern in a timely manner.
e. Individual Trustees should develop a comfortable working relationship with the President. They are encouraged to interact with the President one-on-one as needed to share information, concerns or advice but they should remember that when they do so they are not speaking for the entire Board.
4. The Board’s Relationship with Internal Constituencies
a. Trustees are encouraged to interact informally with administrators, faculty and students, bearing in mind that they do so as individual members of the Board. They should avoid any statements that would give rise to the perception that they speak for the entire Board.
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b. When interacting with faculty, staff and students, Trustees should not disclose matters deemed confidential by the Board in executive session, advocate for their personal position on university issues or criticize other members of the university community.
c. Trustees should appreciate that direct requests for information from administrators, faculty or staff about institutional issues may be disruptive to efficient management of university operations. The Board Secretary works for the Board and, as such, may request information from faculty or staff on institutional issues that are not related to operational matters, public controversies affecting the University, or performance of employees. The Board Secretary will inform the President and the Board Chair of such requests and will obtain a response from the appropriate university official. The response will be channeled through the Board Secretary. The President may also respond to the inquiring Trustees as needed to ensure that issues raised are addressed in a timely, accurate and efficient manner.
d. Consistent with the principle of shared governance, the faculty, through the Faculty Senate, plays an active advisory role to the administration and the Board of Trustees on all academic matters, including but not limited to academic standards, research, admissions, curriculum and the granting of degrees. The Faculty Senate initiates policies relating to university-wide academic matters, the rights and responsibilities of faculty and faculty grievances. The Board should respect the role of the Senate in these areas and should also consider advice from the Senate on matters of general concern to the university community.
e. The Board should encourage the President and administrators to involve individual faculty and students in the development of institutional goals and priorities. The active participation of faculty and students in these matters will give them a broader understanding of institutional governance and will enrich the Board’s understanding of faculty and student views on university issues.
5. Relationships with External Entities
a. The Board Chair is the only Trustee authorized to make public statements on behalf of the entire Board.
b. When asked to comment on Board actions or deliberations, Trustees may defer to the Chair or the President. If Trustees choose to speak publicly on issues relating to the university or higher education in general they should make it clear that they are stating their personal views and are not expressing the formal position of the Board or the university.
c. When individual Trustees communicate with federal, state or local officials on issues relating to higher education, they should take care not to create the perception that they speak for the Board or the university unless they have been authorized by the Chair or the Board to do so.
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d. When individual Trustees are presented with concerns about university operations, these matters should be communicated to the President and/or the Chair. e. While Trustees should seek information and ask questions of others, they should refrain from publicly criticizing the President or other members of the University Community. Criticisms or concerns that Trustees may have about the President or other members of the University Community should be conveyed to the Chair who will determine the appropriate method for the Board to address the issue.
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Main Board Meeting Minutes
Ohio University Board of Trustees October Meeting of the Board of Trustees Friday, March 23, 2018 Walter Hall, Athens OH
Chair Janetta King called the October Meeting of the Ohio University Board of Trustees to order at 10:35am. Board Secretary David Moore called roll. Present: Chair Janetta King, Vice Chair Dave Scholl; Trustees Steve Casciani, Janelle Coleman, Cary Cooper, Dell Robinson, Diane Smullen, Peggy Viehweger; Student Trustees Brooke Mauro and Faith Voinovich, National Trustees Dave Pidwell, and Laura Brege, Alumni Representative Ron Teplitzky; President Duane Nellis, and Board Secretary David Moore. Chair King asked to approve the agenda for the 2018 March Meeting of the Board of Trustees. Trustee Viehweger moved to approve the agenda; Trustee Coleman seconded; Chair King called for a vote; with all in favor, the agenda was approved. Chair King asked to approve the minutes of the January 2018 meeting of the Board of Trustees; Trustee Robinson moved to approve the minutes; Trustee Coleman seconded; Chair King called for a vote; With all in favor, the minutes were approved. Chair King reviewed a number of activities that the Trustees engaged in. She reviewed the student senate meeting on Wednesday evening that she and Vice Chair Scholl attended. She stated that it was the first time that trustee were able to address that body. She thanked Student Senate President Landon for his leadership. Chair King described the Trustee’s lunch with the College of Engineering, hosted by Dean Irwin, which included a tour or Stocker Hall and the Academic Research Center and provided the opportunity to review student research projects. Chair King also reviewed the Thursday evening dinner which was with the Baker Peace Conference presenters and attendees. Finally, Chair King reported that the Board’s subcommittees met yesterday and will report out later in the meeting. President’s Report Chair King asked President Nellis to present his Presidential Report. President Nellis shared details of his interactions with donors and alumni, and provide updates on the University. Specifically, President Nellis highlighted:
• The hiring of a new Vice President for University Advancement and President & CEO of The Ohio University Foundation • Search committee named for the Vice President of Diversity & Inclusion search • Founder’s Day and notable OHIO women library exhibit • Honors Taskforce Kick-Off • AQIP Pathway Strategy Forum in Chicago • Jefferson Marketplace being approved as a federal Supplemental Nutrition Assistance Program retailer • The Ohio Corps Pilot Project – a college initiative to combat the opioid epidemic • Shabbat Dinner • OHIO Up Close and Admissions efforts • Women of Appalachia Art Gallery exhibit • Interlink Alliance Meeting at Virginia Commonwealth University • Baker Peace Conference Dinner • The Women’s Swimming and Diving team chosen as a Scholar All-American Team • OHIO Hockey, in its 60th anniversary year, advancing to the ACHA national hockey championship • OHIO’s online MBA program being ranked 15th best in the nation • Ohio University’s Army ROTC becomes just one of eight units nationwide to be recognized with the prestigious MacArthur Award • Ohio University being named the eighth most military-friendly school in the country • Two alumni and entrepreneurs awarded the Konneker Medal for Commercialization and Entrepreneurship
The Presidential Spotlight presentation focused on the video project of two students in the new Master of Fine Arts program in Communication Media Arts, Neketa Forde and Josh Crook. The video highlights the work of Ohio University professor and Director of the Tropical Disease Institute Mario Grijalva and his team in Ecuador addressing Chagas disease.
Chair King thanked President Nellis for his report and asked Faculty Senate President, Joe McLaughlin, to come forward with his report.
Dr. McLaughlin acknowledged Dr. Sarah Wyatt who had presented to the Board the prior day in the Academics and Student Success Committee as one of the best and most recognized professors on campus. Dr. McLaughlin’s remarks focused on the situation with Group 1 (tenure track) faculty and made the case that Group 1 numbers had declined and that at some point that erosion will diminish the university in qualitatively significant ways. Additionally, Dr. McLaughlin mentioned the freedom of expression policies that were under discussion and that the policy, currently in draft form, needs to provide clear definitions of when activities are disruptive and shouldn’t assume that protests and disruptions are necessarily equivalent. Additionally, Dr. McLaughlin mentioned that we need to do a better job of having procedures in place to try to de-escalate situations when
they arise. Finally, Dr. McLaughlin supported providing graduate students additional resources for health insurance. Dr. McLaughlin concluded by stating that he didn’t know of another institution where the Board of Trustees had a stronger relationship with the faculty and the Faculty Senate than OHIO and that it was only getting stronger and that he appreciated the spirit of shared governance. Following a brief discussion Chair King thanked Dr. McLaughlin for his report.
Student Success Discussion Chair King asked Interim Executive Vice President and Provost (IEVPP) Elizabeth Sayrs to come forward and lead the Trustee in discussion on the topic of Measuring Student Success. IEVPP Sayrs reviewed the impact of a college degree on a number of factors including career and financial security, intellectual and personal growth, citizenship and community, and health and wellness. Chair King thanked IEVPP for the discussion.
Committee Reports and Information Items
Joint Resources & Academics Committee Chair King asked Vice Chair Scholl to give the Joint Committee Report. Vice Chair Scholl stated that the Joint Committee had a number of updates including ones on the budget, the implementation of the career and experiential learning fee, and the housing development plan. Additionally, the committee had updates on the Park Place Planning Strategy and update and introduction to Beavercreek. Vice Chair Scholl reported that detailed minutes of the committee’s discussions will be made available on the Board of Trustees website. Chair King thanked the committee.
Academics and Student Success Committee Chair King gave the Academics and Student Success Committee Report. The Committee received dashboards from the Graduate College as well as an update on Enrollment, and a strategy forum debrief on AQIP (Academic Quality Improvement Program. The Committee received an overview of the Science Café in the Academic Quality Highlight. Finally, the committee received an update on commercialization pathways components to tenure and promotion.
The following consent agenda items were reviewed by the committee and are recommended for inclusion and full board approval as part of the Consent Agenda:
• Consent Agenda Item: Name Change – Customer Service Program (located on Tab 15 of the agenda) This resolution changes the name of the Customer Service Program to the Customer Service Leadership Program.
• Consent Agenda Item: Program Reviews – (located on Tab 16 of the agenda) This resolution approves the submitted programs reviews, as required by the Higher Learning Commission, for the following programs: College of Arts and Sciences • Linguistics
College of Communication • Information and Telecommunication Systems
College of Education • Human and Consumer Sciences
College of Fine Arts • Art + Design • Film
There were no further resolutions or consent agenda items to bring forward.
Chair King reported that detailed minutes of the committee’s discussions will be made available on the Board of Trustees website.
Audit and Risk Management Committee Chair King asked Trustee Viehweger to give the Audit and Risk Management Committee Report. Trustee Viehweger stated that The Audit and Risk Management Committee received the Chief Audit Executive’s Report from Jeff Davis. The Committee also received from Plante Moran, our external auditors, their plans for the FY18 audit. Additionally, the Committee received an update on construction auditing. The Committee also received a presentation on new regulations including the European Union’s General Data Protection Regulations. Finally, the Committee had a presentation on cash handling, and purchase card procedures. There were no consent agenda items and no resolutions from the Audit and Risk Management Committee. Detailed minutes of the committee’s discussion will be made available on the Board of Trustees website. Chair King thanked the Committee.
Governance and Compensation Committee Chair King asked Trustee Cooper to give the Governance and Compensation Committee Report. Trustee Cooper reported that the Governance Committee discussed the process for Board Official Evaluations and the Style of Minutes the Board uses. The committee received the Annual HR Report and the Affiliated Entities Annual Report and a review on the role of the Board’s Faculty Representatives.
• RESOLUTION: Election of Board Chair The Committee reviewed a resolution that recommends that Trustee Dave Scholl be elected Chair of the Board for the term beginning May 14, 2018 and ending May 13, 2019 as described on Tab 27.
Trustee Cooper reported that the committee recommends the Election of the Board Chair Resolution.
ELECTION OF CHAIR
RESOLUTION No. 2018 – 3683
RESOLVED, that Dave Scholl be elected Chair of the Board of Trustees for the year beginning May 14, 2018, and ending May 13, 2019.
Trustee Cooper motioned to approve the Election of the Board Chair Resolution; Trustee Coleman seconded; Chair King called for a vote; the resolution passed unanimously.
• RESOLUTION: Election of Board Vice Chair The Committee reviewed a resolution that recommends that Trustee Janelle Coleman be elected Vice Chair of the Board for the term beginning May 14, 2018 and ending May 13, 2019 as described on Tab 28.
Trustee Cooper reported that the committee recommends the Election of the Board Vice Chair Resolution.
ELECTION OF VICE CHAIR
RESOLUTION No. 2018 – 3684
RESOLVED, that Janelle Coleman be elected Vice Chair of the Board of Trustees for the year beginning May 14, 2018, and ending May 13, 2019.
Trustee Cooper motioned to approve the Election of the Board Vice Chair Resolution; Trustee Smullen seconded; Chair King called for a vote; the resolution passed unanimously.
Trustee Cooper reported that there were no consent agenda items and no further resolutions from the Governance Committee and that detailed minutes of the committee’s discussion will be made available on the Board of Trustees website. Resources, Facilities and Affordability Committee Chair King asked Trustee Coleman to give the Resources, Finances, and Affordability Committee Report. Trustee Coleman reported that the Committee received updates on Financials, Facility Projects and Planning, and an update from NACUBU (National Association of College and University Business Officers).
Committee Chair Coleman reported that the Bob Wren Infield Artificial Turf Resolution was removed from the Consent Agenda and will be voted on separately to avoid possible conflicts of interests.
• RESOLUTION: Bob Wren Infield Artificial Turf Committee Chair Coleman reported that the Committee recommends Bob Wren Infield Artificial Turf Resolution for approval.
CAPITAL PROJECTS APPROVAL TO PROCEED WITH DESIGN AND CONSTRUCTION RESOLUTION 2018 - 3685 WHEREAS, construction and renovation projects with a total project budget of $500,000 or more require Board approval; and WHEREAS, projects presented and recommended for Board approval have been subject to a multi-step planning process culminating in executive leadership review and approval by the Capital Funding and Priorities Committee (CF&PC); and WHEREAS, the following projects are presented for Board approval: Design & Construction Requests:
Capital Project Budget & Authorized Expenditures Project Current Bob Wren Infield Artificial Turf $600,000
NOW THEREFORE, BE IT RESOLVED that the Ohio University Board of Trustees approves the requests described above, authorizes the receipt of appropriate bids or proposals and authorizes the President or his designee to accept and award contracts within the total project budgets identified.
Committee Chair Coleman motioned to approve the Bob Wren Infield Artificial Turf Resolution; Trustee Robinson seconded; Chair King called for a vote; the resolution passed 6-0, with Trustees Scholl and Cooper abstaining citing potential conflicts of interests as donors to the project.
• RESOLUTION: FY19 Other Tuition and Fees Resolution. Committee Chair Coleman reported that the Committee reviewed a resolution that recommends a proposed undergraduate, non-resident fee for students enrolled in a dual degree program through Ohio University’s agreement with the University of Bayreuth according the schedules on Tab 17.
Committee Chair Coleman stated that the Committee recommends the FY19 Other Tuition and Fees Resolution.
FISCAL YEAR 2018-19 OHIO UNIVERSITY ACADEMIC YEAR 2018-19 TUITION, FEE AND RATE INCREASES RESOLUTION 2018 -- 3686 WHEREAS, the appropriate planning and consultations within the University have been completed, resulting in the recommendations for tuition, fee, and rate increases for purposes of investment in strategic priorities; and WHEREAS, the proposed student fees are consistent with the legislative mandates on the establishment of undergraduate fees set forth in Am. Sub. H.B. 49, passed by the 132nd General Assembly; and WHEREAS, the proposed undergraduate, non-resident fee for students enrolled in a dual degree program through Ohio University’s agreement with the University of Bayreuth will require the review and approval of the Chancellor of the Ohio Department of Higher Education; and NOW THEREFORE, BE IT RESOLVED that the Board of Trustees adopts the fee schedules attached hereto as Exhibits A through E, effective Fall Semester 2018, unless otherwise noted.
Committee Chair Coleman motioned to approve the FY19 Other Tuition and Fees Resolution. Trustee Viehweger seconded; Chair King called for a vote; the resolution passed unanimously.
• RESOLUTION: Tuition and Fees for OHIO Guarantee - RHE Resolution. Committee Chair Coleman reported that the Committee reviewed a resolution that recommends a proposed tuition and general fee increase for the OHIO Guarantee for RHE Principles according the schedules on Tab 18.
Committee Chair Coleman reported that the Committee recommends the Tuition and Fees for OHIO Guarantee - RHE Resolution for approval.
FISCAL YEAR 2018-19 OHIO UNIVERSITY ACADEMIC YEAR 2018-19 TUITION, FEE AND RATE INCREASES RESOLUTION 2018 -- 3687 WHEREAS, the appropriate planning and consultations within the University have been completed, resulting in the recommendation for tuition and general fee rate increases for Ohio University’s initial OHIO Guarantee for RHE student cohort to support quality academic programming and to encourage baccalaureate degree completion at the regional campuses; and WHEREAS, the proposed tuition and general fee increase for the OHIO Guarantee for RHE cohort is consistent with legislative mandates set forth in Ohio Revised Code Section 3345.48; and WHEREAS, the proposed OHIO Guarantee for RHE Principles and associated tuition and general fees will require the review and approval of the Chancellor of the Ohio Department of Higher Education; and NOW THEREFORE, BE IT RESOLVED that the Board of Trustees adopts the fee schedule attached hereto as Exhibit A, effective Fall Semester 2018, subject to approval of the Chancellor of the Ohio Department of Higher Education.
Committee Chair Coleman motioned to approve the Tuition and Fees for OHIO Guarantee - RHE Resolution. Trustee Cooper seconded; Chair King called for a vote; the resolution passed unanimously.
Committee Chair Coleman introduced two resolutions from the Agenda Addendum:
• RESOLUTION: 29 Park Place and Carriage House Resolution. The Committee reviewed a resolution that authorizes the receipt of appropriate bids or proposals and authorizes the President or his designee to accept and award contracts within the total project budget for renovating 29 Park Place and the Carriage House.
Committee Chair Coleman stated that the Committee recommends the 29 Park Place and Carriage House Resolution for approval.
CAPITAL PROJECT APPROVAL TO PROCEED WITH DESIGN AND CONSTRUCTION 29 PARK PLACE AND CARRIAGE HOUSE RENOVATION RESOLUTION 2018 - 3688
WHEREAS, the Board of Trustees approved the Comprehensive Master Plan in March of 2016, which included recommendations for enhancing the vitality of Park Place through highest and best use of space; and WHEREAS, in the fall of 2016, President McDavis established a work group comprised of representatives from both the University and City of Athens, charged with developing the Park Place Planning Strategy and identifying the highest and best uses of houses along the corridor; and WHEREAS, the work group established a collaborative engagement process that included broad stakeholder input from students, faculty, staff, alumni and the local community; and WHEREAS, following a thorough evaluation of priorities and space needs, 29 Park Place and the Carriage House have been reassigned for use as an Academic Engagement Center; and WHEREAS, the Board of Trustees has been engaged throughout this process through updates and work sessions; and WHEREAS, construction and renovation projects with a total project budget of $500,000 or more require Board approval; and WHEREAS, projects presented and recommended for Board approval have been subject to a multi-step planning process culminating in executive leadership review and approval by the Capital Funding and Priorities Committee (CF&PC); and WHEREAS, the following project is presented for Board approval:
Design & Construction Requests:
Capital Project Budget & Authorized Expenditures Project Current 29 Park Place & Carriage House Renovation $2,300,000 Total $2,300,000
NOW THEREFORE, BE IT RESOLVED that the Ohio University Board of Trustees approves the request described above, authorizes the receipt of appropriate bids or proposals and authorizes the President or his designee to accept and award contracts within the total project budget identified. Committee Chair Coleman motion to approve the 29 Park Place and Carriage House Resolution. Trustee Smullen seconded; Chair King called for a vote; the resolution passed unanimously.
• RESOLUTION: Konneker Alumni Center Renovation Resolution. Committee Chair Coleman reported that the Committee reviewed a resolution that authorizes the receipt of appropriate bids or proposals and authorizes the President or his designee to accept and award contracts within the total project budget for renovating the Konneker Alumni Center.
Committee Chair Coleman reported that the committee recommends the Konneker Alumni Center Renovation Resolution for approval.
CAPITAL PROJECT APPROVAL TO PROCEED WITH DESIGN AND CONSTRUCTION KONNEKER ALUMNI CENTER RENOVATION RESOLUTION 2018 - 3689
WHEREAS, Konneker Alumni Center is owned by The Ohio University Foundation; and WHEREAS, the Board of Trustees approved the Comprehensive Master Plan in March of 2016, which highlighted the importance of the small houses around College Green; and WHEREAS, the Vice President of University Advancement authorized a study of deferred maintenance needs for Konneker Alumni Center, which ultimately identified several approaches to rehabilitating the historic structure; and WHEREAS, in the fall of 2016, President McDavis established a Small House work group comprised of representatives from both the University and City of Athens, charged with reviewing priorities and strategies for the small houses around College Green; and WHEREAS, in response to a request by University Advancement leadership, the Konneker study was reviewed within the broader context of the Park Place and Small House Planning Strategies, resulting in a recommendation that Konneker be renovated given its structural integrity, historic context and dedicated purpose; and WHEREAS, the planning team engaged with University Advancement staff and The Foundation and Alumni Executive Boards; and WHEREAS, construction and renovation projects with a total project budget of $500,000 or more require Board approval; and WHEREAS, projects presented and recommended for Board approval have been subject to a multi-step planning process culminating in executive leadership review and approval by the Capital Funding and Priorities Committee (CF&PC); and WHEREAS, the following project is presented for Board approval, subject to further approval by The Ohio University Foundation Board of Trustees:
Design & Construction Requests:
Capital Project Budget & Authorized Expenditures Project Current Konneker Alumni Center Renovation $1,500,000
Total $1,500,000
NOW THEREFORE, BE IT RESOLVED that the Ohio University Board of Trustees approves the request described above, authorizes the receipt of appropriate bids or proposals and authorizes the President or his designee to accept and award contracts within the total project budget identified, subject to further approval by The Ohio University Foundation Board of Trustees. Committee Chair Coleman motioned to approve the Konneker Alumni Center Renovation Resolution; Vice Chair Scholl seconded; Chair King called for a vote; the resolution passed unanimously.
Committee Chair Coleman reported that the Innovation Center Roof Replacement and the OUC – Academic Success Center Stevenson Renovation remain on the consent agenda and are recommended for inclusion and full board approval as part of the Consent Agenda:
Committee Chair Coleman reported that there were no further resolutions or further consent agenda items to bring forward and that detailed minutes of the committee’s discussions will be made available on the Board of Trustees website.
Executive Committee
Chair King stated that Executive Committee went into Executive Session to discuss threatened or pending litigation and to discuss the compensation of an employee. Chair King stated that no additional issues were discussed.
Consent Agenda Chair King stated that the board has an intact consent agenda and asked for a motion to approve of the consent agenda. Trustee Scholl moved to approve the consent agenda; Trustee Coleman seconded; with all in favor, the consent agenda was approved as follows:
PATTON COLLEGE OF EDUCATION DEPARTMENT OF HUMAN AND CONSUMER SCIENCES NAME CHANGE FOR THE CUSTOMER SERVICE MAJOR PROGRAM RESOLUTION 2018 – 3690 WHEREAS, the Department of Human and Consumer Sciences in the Patton College of Education supports a name change for Customer Service to Customer Service Leadership, and WHEREAS, the proposed name change has been approved by the University Curriculum Council, and WHEREAS, the proposed name change will clarify the target market and skills the program enhances and will aid in student recruitment, and WHEREAS, the name change will not impact curricular resources or faculty staffing. NOW THEREFORE, BE IT RESOLVED that the Customer Service major program be renamed Customer Service Leadership.
MAJOR, DEGREE, AND COLLEGE PROGRAM REVIEWS RESOLUTION 2018 – 3691 WHEREAS, the continuous review of academic programs is essential to the maintenance of quality within an educational institution, and WHEREAS, Ohio University has had for many years a rigorous program of internal review, and WHEREAS, the Higher Learning Commission through its Criterion 4A requires, “The institution maintains a practice of regular program reviews.” NOW THEREFORE, BE IT RESOLVED, that the Board of Trustees of Ohio University hereby accepts the program reviews for the following four programs:
College of Arts and Sciences • Linguistics
College of Communication • Information and Telecommunication Systems
College of Education • Human and Consumer Sciences
College of Fine Arts • Art + Design • Film
Unfinished Business There wasn’t any unfinished business. New Business There was no new business.
Communications, Petitions, and memorials. Chair King and President Nellis delivered the following certificates of appreciation:
DAVID DESCUTNER
Interim Provost, July 1, 2017 – December 31, 2017
FOR your distinguished service as Interim Provost of Ohio University;
FOR your consistently demonstrated readiness to serve in essential leadership roles in all areas of the University;
FOR your guidance in ensuring the successful onboarding of a new president;
FOR your advocacy of free and open discourse;
FOR your sophisticated and detailed knowledge of University infrastructure, programming, and culture, which you transmit to others with enthusiasm;
FOR your relentless support of Ohio University’s students, faculty, staff, and alumni;
FOR your tireless commitment to upholding the mission of Ohio University, serving as a driving force in promoting the intellectual and personal development of students;
FOR your unwavering interest in all arenas of our students’ college experiences – whether academic, political, social, or financial – and for your dedication in finding institutional solutions to improve our students’ collective wellbeing;
FOR your work to advocate for the many talented, innovative, and inspiring faculty members and students in our university community;
FOR those personal and professional qualities of loyalty, dedication, fairness, and kindness which have brought you the respect of colleagues, students, and alumni and our deep regard;
WE thank you and affirm our appreciation.
Conferred as a Mark of Esteem by the President and the Board of Trustees of Ohio University.
OHIO UNIVERSITY
March 23, 2018
CERTIFICATE OF APPRECIATION
presented to
Brooke Mauro Student Trustee
In recognition
of your special service
as a
Student Trustee
From May 14, 2016 to May 13, 2018
Conferred as a Mark of Esteem by the President and the Board of Trustees of Ohio University
Vice Chair Scholl and President Nellis delivered a certificates of appreciation to Chair King:
JANETTA KING
Board of Trustees, 2010-2018
FOR your distinguished service as a member and Chair of the Ohio University Board of Trustees; FOR your commitment to making an Ohio University education accessible for students from diverse backgrounds;
FOR your tireless work to improve the lives and futures of all Ohio University students;
FOR your valuable expertise in helping Ohio University shape the future of higher education through strategic planning and priority setting;
FOR your outstanding leadership in the search and successful onboarding for Ohio University’s 21st president;
FOR your continued support of Ohio University’s vision of becoming the nation’s best transformative learning community;
FOR those personal and professional qualities of loyalty, dedication, fairness, and kindness, which have earned our deepest regard and the respect of colleagues, students, and alumni across the University community;
WE thank you and affirm our appreciation.
Conferred as a Mark of Esteem by the President and the Board of Trustees of Ohio University.
Secretary Moore announced that the next meeting of the Ohio University Board of Trustees would be the spring retreat on May 14, 2018 and the next Board Meeting will be on June 21st and 22nd 2018 on the Chillicothe OH campus. The March 2018 Meeting of the Ohio University Board of Trustees adjourned at 12:36pm.
Ohio University Board of Trustees Spring Retreat May 14, 2018, Monday Dublin Campus, Dublin OH
Present: Chair Dave Scholl, Vice Chair Janelle Coleman, Trustees Cary Cooper, Janetta King, Diane Smullen, Victor Goodman, Peggy Viehweger, Dell Robinson, Student Trustees Faith Voinovich and Austin McClain; Faculty Representatives Susan Williams and Sara Helfrich; President Nellis; and Secretary David Richard Moore.
Chair Scholl called the meeting to order at 10:04am.
Chair Scholl welcomed the Trustees and introduced Student Trustee McClain and Faculty Representative Helfrich. Chair Scholl stated that the topic of the retreat was the university’s budget and budget process.
Vice President for Finance and Administration Deb Shaffer and Vice President and Provost Elizabeth Sayrs led the discussion focusing on the budget from historical and current status.
At 2:35pm Chair Scholl asked for a motion to enter executive session. Trustee Robinson motioned; Trustee Coleman seconded; Chair Scholl called for a vote; after a 8-0 vote the Board moved into executive session.
At 4:14pm Chair Scholl asked for a motion to exit executive session. Trustee Robinson motioned; Trustee Viehweger seconded; Chair Scholl called for a vote; after a unanimous vote the Board moved out of executive session.
Chair King adjourned the meeting at 4:16pm.
Date: June 6, 2018
To: The Board of Trustees
From: M. Duane Nellis, President
Re: President’s Report to the Board of Trustees
In my June 22nd report to the Board of Trustees, I will share details regarding recent hires and changes to university leadership. I will also summarize our recent progress in advancing the institution’s strategic pathways and priorities.
I will highlight some of our most notable happenings since the previous Board meeting, including:
• The hiring of a new Executive Vice President and Provost • The hiring of OHIO’s first Vice President for Diversity and Inclusion • Retirement announcements for three deans • Three task forces created (OHIO Opioid Task Force, OHIO Challenging Dialogues for Contemporary Issues Task Force, and Regional Higher Education Study Committee) • Spring Undergraduate, Graduate and Heritage College Commencements • Ohio University being named the only university in Ohio to achieve platinum level recognition in the Ohio EPA’s Encouraging Environmental Excellence (E3) program • New Center for Academic Engagement • Breakfast for Progress focused on diversity and inclusion • Two presidential medals created and additional assistantships for graduate students • Welcoming the delegation from PUCE for International Week • Business roundtable discussions at our regional campuses • State of the Region conference and the National Appalachian Student Leadership conference • Forward Ohio campaign • On the Green weekend • State Government Alumni Luncheon
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Additionally, I will highlight a few Bobcat Beacons of Excellence from our students, faculty, staff and alumni that include:
• Ten OHIO Students receive the 2018-2019 Fulbright Award • OHIO’s student-run newspaper being named “Best All-Around Non-Daily Newspaper” by the Society of Professional Journalists (SPJ) • 2018 MAC Softball Champions win two NCAA tournaments • All 16 Ohio Bobcat Intercollegiate Programs had a NCAA Division I APR over 970, a first in program history • OHIO Alumna Jan Rader is named to TIME Magazine’s 100 Most Influential People • OHIO chapter of National Society of Collegiate Scholars earn prestigious Gold Star Award for second consecutive year • The unveiling of the Charles and Harriet Carlson Memorial Emeriti Kiosk • Ohio University partnership with Top Hat exceeds original savings goal, provides students with $600,000 savings in a single semester • Russ College student chosen as a Goldwater Scholar
Since the Board presentation will occur on the Chillicothe campus, the Presidential Spotlight presentation will be centered around a program or initiative unique to that regional campus community.
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June 22, 2018 Shared Governance
Tab #; pg 2 Definitions “The phrase shared governance is so hackneyed that it is becoming what some linguists call an ‘empty’ or ‘floating’ signifier, a term so devoid of determinate meaning that it takes on whatever significance a particular speaker gives it at the moment.” (Gary Olson, “What exactly is Shared Governance,” The Chronicle of Higher Education, 7/23/2009) 3 Definitions Important Sources • Statement on Government of Colleges and Universities (1966): Foundational statement developed jointly and endorsed by the American Association of University Professors (AAUP), the American Council on Education (ACE), and the Association of Governing Boards of Universities and Colleges (AGB).
[A] college or university in which all the components are aware of their interdependence, of the usefulness of communication among themselves, and of the force of joint action will enjoy increased capacity to solve educational problems….The variety and complexity of the tasks performed by institutions of higher education produce an inescapable interdependence among governing board, administration, faculty, students, and others. The relationship calls for adequate communication among these components, and full opportunity for appropriate joint planning and effort. 4 Definitions • AGB Board of Directors’ Statement on Shared Governance (2017); builds on 1966 statement; commended by AAUP
Simply put, shared governance is a fundamental principle of inclusion in key areas of institutional responsibility and decision making…. In higher education’s volatile environment, shared governance is essential. It adds substantial value to institutional progress and innovation. In fact, responsibility and accountability for addressing colleges’ and universities’ thorniest challenges often rest with multiple parties. Effective shared governance is about more than who is responsible for what. At its best, shared governance is about how key constituents in institutional communities—traditionally faculty, administrators, and board members— engage in achieving a commonly supported mission. https://www.aaup.org/news/aaup-committee-commends-agb-statement-governance https://www.agb.org/sites/default/files/u27335/2017_statement_sharedgovernance.pdf 5 Definitions The AGB Board of Directors’ Statement outlined four principles for “healthy and high functioning shared governance”:
1) Boards should commit to ensuring a broad understanding of shared governance and the value it offers an institution or system. 2) For shared governance to work, it must be based on a culture of meaningful engagement. 3) Shared governance requires a consistent commitment by institutional and board leaders. 4) Institutional policies that define shared governance should be reviewed periodically to ensure their currency and applicability. https://www.agb.org/sites/default/files/u27335/2017_statement_sharedgovernance.pdf https://www.aaup.org/news/aaup-committee-commends-agb-statement-governance 6 Definitions Olson: “Shared governance is a delicate balance between faculty and staff participation in planning and decision-making processes, on the one hand, and administrative accountability on the other.”
Ohio University Board of Trustees Statement of Expectations (1. f.): “The Board should recognize the important role that the principle of shared governance plays in institutions of higher education. It should seek input from faculty, staff and students and whenever possible incorporate their views into its decisions.” 7 Models of Shared Governance* Level of shared decision making
No input Input Shared decisions
Responsibility
Centralized vs. distributed governance
College-level Constituent University governance senates senate
*This will vary by institution, and by topic within institutions 8 New challenges to shared governance • Declining number of tenure-track faculty • Evolution of institution • New pedagogical models • Inclusion of groups beyond faculty • External pressures/higher education landscape 9 AGB Questions for Boards • How are new board members, faculty, and senior staff oriented to shared governance? • How does the board learn about faculty work? How does the faculty learn about the board’s role and responsibilities? • How can the board contribute to an institutional culture of appropriate engagement and inclusion in decision making? • What are the roles of students and staff in shared governance at our institution? Is the board satisfied with their engagement? • What can the board chair do to demonstrate the board’s commitment to shared governance? What does the president do? • When did the institution last assess the state of its shared governance? What was the result? What has changed based on that assessment? • How does the board engage with the faculty on matters of consequence? • Are the priorities of the board, president, and faculty currently aligned on critical mission-related matters? Is there agreement on the strategic priorities of the institution? • Which are important topics or questions for collaboration? • How well would shared governance work at this institution in a crisis? 10 Panel • Administrative Senate: Tim Epley • Classified Senate: Amanda Graham • Faculty Senate: Joe McLaughlin • Graduate Student Senate: Daniel Williams • Student Senate: Maddie Sloat Academics and Student Success Committee Meeting
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Brad Cohen, Senior Vice Provost for Instructional Innovation
Re: Office of Instructional Innovation Dashboard Update
This presentation is an opportunity to share with the Board an update on the Office of Instructional Innovation. Materials include a copy of the presentation and the first ever dashboard for online learning at OHIO. Key points in this presentation include:
• The Office of Instructional Innovation (OII) is a relatively new unit created in 2015 by consolidating three existing groups--Center for Teaching and Learning, Academic Technology Instructional Design, and eLearning—under the leadership of the Senior Vice Provost for Instructional Innovation.
• OII has undergone significant restructuring to create efficient and high impact services and initiatives that align to university priorities. The office aims to serve as a catalyst to spark bold experimentation and sustainable discovery of innovative instructional models that fulfill the University’s promise of a transformative educational experience.
• While much attention has rightly been focused on maturing OHIO’s online learning operation, OII is engaged in supporting innovation in much broader ways with documented financial and quality impacts.
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June 21, 2018 Office of Instructional Innovation Update Tab #; pg 2 A Brief History of OII
The Office of Instructional Innovation (OII) was created in 2015, bringing together Academic Technologies, the Center for Teaching & Learning, and eLearning OHIO. These departments were united under the newly established Senior Vice Provost for Instructional Innovation. 3 History 2015-2016
• Initiated strategic realignment of online and distance learning • Changed budget from a responsibility center to a cost center • Created one-time online program launch fund of $1.5 million and an operating budget of roughly $4 million 4 History 2016-2017
Restructuring and abolishing positions enabled $780,000 to be reinvested in high-priority SVPII areas: • Instructional design Instructional Student Faculty Business Communication Design Services Development Services • Course production • Project management • Faculty development 5 Creating an Identity
Vision: OII serves as a catalyst to spark bold experimentation and sustainable discovery of innovative instructional models that fulfill the University’s promise of a transformative educational experience. 6 OII Staff 7 OII Services
• Design or redesign a course • Advance instructional practice and deepen student learning • Achieve instructional goals through customized programs
• Launch and manage online programs
• Support and engage distance learners
• Increase visibility for innovative teaching practices 8 Design or redesign a course
• Over 400 courses designed • 9,400 production hours • $8 million market value 9 Advance instructional practice and deepen student learning
• Nearly 300 individual faculty consultations
• Over 1,400 contact hours with faculty 10 Achieve instructional goals through customized programs
• At least 20 workshops, programs, events, annually 11
Launch and manage online programs
• Launched 47 programs to date • Renegotiated contracts to recapture over $2.5 million • Expected to launch 31 in revenue for online over the next few operations years 12
Support and engage distance learners
• Advising for over 2,000 students in 11 programs
• Retention and success initiatives 13 Increase visibility for innovative teaching practices
• Spotlight on Learning Conference • Innovation Showcase • University Professor Award and Graduate Associate Outstanding Teaching Award 14 OII Initiatives
• Strategic Realignment of Online and Distance Learning • Academic Innovation Accelerator • Textbook Initiative • Innovation Showcase • Learning Environments • Center for Teaching & Learning 15 Strategic Realignment of Online and Distance Learning
First Semester Launch Program College Enrollment Semester Projection TESOL K – 12 Endorsement CAS Summer 2018 5 Online Master of Accountancy COB Summer 2018 10 Professional Master of Accountancy COB Summer 2018 Master of Music Education COFA Summer 2018 10 Blended Master’s in Early Childhood Education and Special Summer II PCOE 20 Education 2018 Summer II Master of Education in Special Education (MM, MI, and ECIS) PCOE 15 2018 MS in Chemistry CAS Fall 2018 10 Master in Law, Justice, and Culture CAS Fall 2018 5 Data Analysis graduate certificate CAS Fall 2018 9 Gender, Sexualities, and Health graduate certificate CAS Fall 2018 10 Geospatial Information Science: GIS and Cartography graduate CAS Fall 2018 8 certificate Master of Global Health CHSP Fall 2018 Healthcare Leadership graduate certificate CHSP Fall 2018 10 Bachelor’s Completion in Human Services PCOE Fall 2018 25 Associate's in Equine Business Management RHS Fall 2018 10 Master’s in Business Analytics COB Spring 2019 10 Master in Social Work (Advanced Standing) CHSP Spring 2019 10 Veteran’s Health graduate certificate CHSP Spring 2019 10 Education Public Policy Leadership graduate certificate PCOE Spring 2019 15 16 Academic Innovation Accelerator 17 Textbook Initiative
Partnership with Spring Updates • OER Top Hat Partnership has moved 44 Libraries and the Office courses to OER impacting 7,244 of Information students, with $555,719 in savings • Inclusive Access Pilot involved 6 courses, Technology to 708 students (54 opted out), and achieve $2 million generated $88,397 in savings • OhioLINK has negotiated statewide savings for students inclusive access pricing 18 Innovation Showcase
• Over 6,000 page views and 600 video views of innovation stories 19 Learning Environments 20 Center for Teaching & Learning: Bruning Teaching Academy 21
Online Learning Dashboard 22 23
Discussion
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Craig Cornell, Senior Vice Provost for Strategic Enrollment Management
Re: Preliminary Summer Enrollment Update
The June Enrollment Update presentation will provide up-to-date information for the Summer Term including:
• Preliminary enrollment analysis by modality (undergraduate, graduate, etc.) with 5 year trends. • Analysis of the changing summer enrollment patterns toward greater online learning.
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June 21, 2018 Enrollment Update, Summer 2018
Tab #; pg 2 Enrollment Update, Summer 2018 Unduplicated Headcount - Census Date-5 year Trend
1 year 5 year 2014 2015 2016 2017 2018 difference (N) difference (%)
Athens Undergraduate 8,728 8,609 8,854 8,451 8,146 -305 -582 (includes eLearning) Athens Graduate (includes all campuses 3,393 3,567 3,641 3,859 3,912 53 519 and eLearning)
Medical 152 307 182 225 269 44 117
RHE – all campuses 3,088 2,683 2,563 2,380 2,303 -77 -785
TOTAL – all 15,361 15,166 15,240 14,915 14,630 -285 -731 campuses 3 Enrollment Update, Summer 2018 Online vs. On-ground Headcount - Census Date-5 Year Trend
2014 2015 2016 2017 2018 1 Year Change 5 year change
Athens 3,666 3,488 3,466 3,024 2,666 -358 -1,000 Undergraduate Has at least one Regional 2,208 1,756 1,467 1,220 1,120 -100 -1,088 face-to-face class Graduate Athens 1,398 1,512 1,395 1,467 1,288 -179 -110 Medical Athens 152 307 182 225 269 44 117 Subtotal 7,424 7,063 6,510 5,936 5,343 -620 -2,081
Athens 5,062 5,121 5,388 5,427 5,480 53 418 Has all on-line Undergraduate Regional 880 927 1,096 1,160 1,183 23 303 classes Graduate Athens 1,995 2,055 2,246 2,392 2,624 232 629 Subtotal 7,937 8,103 8,730 8,979 9,287 308 1,350 4 Enrollment Update, Summer 2018 Unduplicated Headcount - Census Date
10,000 9,000 +1,350 8,000 2014-2018 7,000 6,000 5,000 -2,081 4,000 2014-2018 3,000 2,000 1,000 0 2014 2015 2016 2017 2018 Face-to-Face* Pure Online * At least one class taught face-to-face HONORARY DEGREE AWARD
RESOLUTION 2018 –
WHEREAS, the University Committee on Honorary Degrees has recommended that Ohio University honor the person listed below through the conferral of an honorary degree,
Robert Paul Kirshner, Honorary Doctor of Science
NOW, THEREFORE, BE IT RESOLVED that the Board of Trustees of Ohio University approves the degree recommended be conferred at an appropriate time in the future.
Robert Paul Kirshner
Dr. Robert Paul Kirshner has made groundbreaking contributions in several areas of astronomy, including the physics of exploding stars seen as supernovae, supernova remnants, the large-scale structure of the cosmos, and the use of supernovae to measure the expansion of the universe. Dr. Kirshner is Clowes Professor of Science Emeritus at Harvard University and Chief Program Officer for Science at the Gordon & Betty Moore Foundation, where he leads a team responsible for distributing more than $100M per year for research and technology to enable fundamental scientific discoveries.
In his doctoral dissertation, Kirshner launched the field of distance determinations for supernovae based on spectroscopic measurements and physical models of exploding sources. He led the study of the nearest supernova in several millennia, Supernova 1987A in our neighbor galaxy, the Large Magellanic Cloud, using NASA's International Ultraviolet Explorer and Hubble Space Telescope. The results from this work have spurred major advances in our understanding of the evolution of massive stars. Kirshner was also part of a team that provided one of the first demonstrations in 1981 of large-scale inhomogeneity in the distribution of matter in the universe, manifesting itself as voids in the distribution of galaxies.
Kirshner was a leader in the effort to use supernovae to map the large-scale geometry of the universe, resulting in the discovery that the expansion of the universe is accelerating over time, driven by a mysterious dark energy that is now recognized as the dominant form of matter/energy in the universe. The discovery of cosmic acceleration was named by Science Magazine as the "Breakthrough of the Year" in 1998, and was recognized with the award of the 2011 Nobel Prize in Physics to three scientists, two of whom were Kirshner's former students. In his academic career, Kirshner held a postdoctoral appointment at Kitt Peak National Observatory and a faculty position at the University of Michigan before moving to Harvard University in 1985. He served as Chair of the Department of Astronomy from 1990-1997 and as Head of the Optical and Infrared Division of the Harvard-Smithsonian Center for Astrophysics from 1997- 2003.
He is an author or co-author on more than 370 publications in the peer-reviewed literature, which have been cited over 49,000 times, with an h-index of 98. His 1998 paper, led by his former student Adam Riess, "Observational Evidence from Supernovae for an Accelerating Universe and a Cosmological Constant," Astronomical Journal 116: 1009–1038, has been cited more than 10,600 times. Kirshner published an account of the discovery of cosmic acceleration for a general audience in his 2002 book, The Extravagant Universe (Princeton University Press, 269 pp).
His research accomplishments have been recognized with Gruber Prize in Cosmology from Yale University, which honors a leading cosmologist, astronomer, astrophysicist or scientific philosopher for theoretical, analytical, conceptual or observational discoveries leading to fundamental advances in our understanding of the universe; the Dannie Heineman Prize from the American Institute of Physics, which recognizes outstanding publications in the field of mathematical physics; the James Craig Watson Medal from the National Academy of Sciences, which is awarded every two years for outstanding contributions to the science of astronomy; and the Wolf Prize in Physics. Between 1978 and 2010, 14 of the 26 Wolf Prizes winners have gone on to win the Nobel Prize, five of those in the following year.
Kirshner has served on numerous advisory panels for NASA and the National Science Foundation that have been influential in shaping national strategy for investments to advance the field of astronomy and astrophysics. From 2004–2006 he served as President of the American Astronomical Society, the national association of professionals working in astronomy and astrophysics, with a membership of more than 6000.
Kirshner is known as an outstanding educator and mentor for students and postdocs. He has supervised 19 doctoral students, two of whom received the Nobel Prize in Physics. He is a frequent public lecturer, with talks including a Frontiers in Science lecture at Ohio University in 2002. He also served as an informal mentor for Ohio University faculty member Ryan Chornock while Chornock was a postdoc at Harvard, and has collaborated with Joseph Shields. Kirshner and Chornock are co-authors on 50 articles in the peer-reviewed literature, while Kirshner and Shields are co-authors on 3 publications. In addition, Kirshner led the development of the 2.4- meter Hiltner Telescope, the primary research instrument at the MDM Observatory at Kitt Peak, Arizona. Ohio University joined the MDM Observatory as a partner in 2005 and our students and faculty use this facility for teaching and research.
Robert Kirshner's career provides a demonstration of the importance of mentoring students at all stages of their development, and of the power of curiosity-driven research to change our view of humanity's relationship to nature. Both ideas are foundational to Ohio University's vision as an institution committed to transformational learning. Kirshner's influence is felt today at Ohio University through his intellectual contributions, his association with our faculty, and his role in establishing the MDM Observatory as a major facility for research and teaching. For his accomplishments, he is exceptionally qualified to receive an honorary degree from Ohio University. HONORARY DEGREE AWARD
RESOLUTION 2018 –
WHEREAS, the University Committee on Honorary Degrees has recommended that Ohio University honor the person listed below through the conferral of an honorary degree,
Sir Venkatraman “Venki” Ramakrishnan, Honorary Doctor of Science
NOW, THEREFORE, BE IT RESOLVED that the Board of Trustees of Ohio University approves the degree recommended be conferred at an appropriate time in the future.
Sir Venkatraman “Venki” Ramakrishnan
In 2009, Sir Ramakrishnan was awarded the Nobel Prize in Chemistry along with Thomas A. Steitz and Ada Yonath for his work on the atomic structure and function of the ribosome. In 2010, Sir Ramakrishnan received India's second highest civilian honor, the Padma Vibhushan, and in 2012, Sir Ramakrishnan was knighted for his services to Molecular Biology.
Sir Ramakrishnan was awarded a Ph.D. in Physics from Ohio University in 1976. Sir Ramakrishnan reflects the global mission of Ohio University and how valuable this orientation is to the furtherance of the leadership of the United States in science and innovation. Sir Ramakrishnan is one of the few American educated Nobel laureates to hail from outside the Ivy League schools. It is no coincidence that Ohio University is one of the few mid-sized state institutions that can claim an alumnus of such impressive achievement and global recognition in their field.
Honoring Sir Ramakrishnan places focus on the importance of the value of a global orientation, which Ohio University embraces. Recognizing Sir Ramakrishnan with an honorary degree allows Ohio University to show the value of a welcoming, open, and global perspective. It also affirms the importance of Ohio University’s continued efforts to attract the best students from across the globe and offer opportunity and space for international students to innovate, with outcomes of immeasurable importance to society.
For his accomplishments, he is exceptionally qualified to receive an honorary degree from Ohio University.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Howard Dewald, Associate Provost for Faculty and Academic Planning
Re: Certificate Programs Approved 2017 – 2018
Eighteen new Certificates were proposed and approved through the Programs Committee of University Curriculum Council in 2017 – 2018.
The new certificates are listed below:
1. Business Analytics – Graduate Department of Management College of Business
2. Business Venturing – Graduate Department of Management College of Business
3. certifiedLean-Six Sigma – Graduate Industrial and Systems Engineering College of Engineering and Technology
4. Conducting – Graduate School of Music College of Fine Arts
5. Data Analysis – Graduate College of Arts and Sciences
6. Engineering Leadership – Graduate Department of Industrial and Systems Engineering College of Engineering and Technology
7. Engineering Management – Graduate Department of Industrial and Systems Engineering College of Engineering and Technology
8. Finance – Graduate Department of Finance College of Business
9. Gender, Sexualities, and Health – Graduate Women’s, Gender, and Sexuality Studies College of Arts and Sciences
10. Global Management– Graduate Department of Management College of Business
11. Human Resources Management – Graduate Department of Management College of Business
12. Human Resources Management – Undergraduate Department of Management College of Business
13. K-12 Education Public Policy – Graduate Department of Educational Studies College of Education
14. Management and Leadership – Graduate Department of Management College of Business
15. Operations Management – Graduate Department of Management College of Business
16. School Nurse – Undergraduate School of Nursing College of Health Sciences and Professions
17. Strategic Selling and Sales Leadership– Graduate Department of Marketing College of Business
18. Workplace Health and Safety – Undergraduate Department of Social and Public Health College of Health Sciences and Professions
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Howard Dewald, Associate Provost for Faculty and Academic Planning
Re: Promotion and Tenure Effective 2018-2019
The results of the promotion and tenure review process for 49 Group I faculty and the promotion review process for 18 Group II faculty are attached for your information.
For Group I faculty, there were 26 promotions to the rank of Associate Professor with Tenure (including one effective 2017–2018), 1 promotion to the rank of Associate Professor, 20 promotions to the rank of Professor, 1 award of Tenure, and 1 promotion to the rank of Professor with Tenure.
For Group II faculty, there were 14 promotions to the rank of Associate Lecturer and 4 promotions to the rank of Senior Lecturer.
There were no clinical faculty reviewed this cycle.
COLLEGE OF ARTS AND SCIENCES Decision First Name Last Name Suff. Department Promotion to the rank of Douglas Clowe Department of Physics and Professor Astronomy Promotion to the rank of Brian Collins Department of Classics and Associate Professor with World Religions Tenure Promotion to the rank of Cory Crawford Department of Classics and Associate Professor with World Religions Tenure Promotion to the rank of José Delgado Department of Modern Professor Languages Promotion to the rank of Christine Griffin Department of Biological Associate Lecturer Sciences Promotion to the rank of George Hartley Jr. Department of English Professor Promotion to the rank of Daniel Hembree Department of Geological Professor Sciences Promotion to the rank of Robert Ingram Department of History Professor Promotion to the rank of Karen Mammone Department of Biological Senior Lecturer Sciences Promotion to the rank of Lauren McMills Department of Chemistry and Associate Professor Biochemistry Promotion to the rank of Joanna Mitchell Department of Modern Associate Lecturer Languages Promotion to the rank of Charlie Morgan Department of Sociology and Associate Professor with Anthropology Tenure Promotion to the rank of Patrick O'Keeffe Department of English Associate Professor with Tenure Promotion to the rank of Beth Quitslund Department of English Professor Promotion to the rank of Julie Roche Department of Physics and Professor Astronomy Promotion to the rank of Assan Sarr Department of History Associate Professor with Tenure Promotion to the rank of Anne Scott Department of Modern Senior Lecturer Languages Promotion to the rank of Takaaki Suzuki Department of Political Science Professor Promotion to the rank of Lara Wallace Department of Linguistics Senior Lecturer Promotion to the rank of Julie White Department of Political Science Professor Promotion to the rank of Brian Wymbs Department of Psychology Associate Professor with Tenure Promotion to the rank of Mirna Zakic Department of History Associate Professor with Tenure COLLEGE OF BUSINESS Decision First Name Last Name Suff. Department Promotion to the rank of Travis Davidson Department of Finance Associate Professor with Tenure Promotion to the rank of Colin Gabler Department of Marketing Associate Professor with Tenure Promotion to the rank of Yong Wang Department of Marketing Professor Promotion to the rank of William Young II Department of Management Associate Professor with Information Systems Tenure COLLEGE OF FINE ARTS Decision First Name Last Name Suff. Department Promotion to the rank of Nathan Andary School of Dance, Film, and Associate Lecturer Theater, Dance Division
Promotion to the rank of Mark Franz School of Art + Design Associate Professor with (effective 2017–2018 academic Tenure year) Promotion to the rank of Carl Russell School of Dance, Film, and Associate Professor with Theater, Theater Division Tenure
COLLEGE OF HEALTH SCIENCES AND PROFESSIONS Decision First Name Last Name Suff. Department Promotion to the rank of Robert Brannan Department of Applied Health Professor Science and Wellness
Promotion to the rank of Caroline Kingori Department of Social and Public Associate Professor with Health Tenure
HERITAGE COLLEGE OF OSTEOPATHIC MEDICINE Decision First Name Last Name Suff. Department Promotion to the rank of Joseph Bianco Department of Social Medicine Associate Professor with Tenure Promotion to the rank of Leslie Consitt Department of Biomedical Associate Professor with Sciences Tenure Promotion to the rank of David Drozek Department of Specialty Associate Professor with Medicine Tenure Promotion to the rank of Todd Fredricks Department of Family Medicine Associate Professor with Tenure Promotion to the rank of Vishwajeet Puri Department of Biomedical Professor with Tenure Sciences REGIONAL HIGHER EDUCATION Decision First Name Last Name Suff. Department Promotion to the Rank of Tanya Hire Division of Applied Sciences Associate Lecturer and Professions
Promotion to the rank of Brenda Miller Division of Arts and Sciences Associate Lecturer Promotion to the rank of Debra Nickles Division of Arts and Sciences Associate Lecturer Promotion to the rank of Joseph Triplett Division of Applied Sciences Associate Lecturer and Professions
Promotion to the rank of Tony Vinci Division of Arts and Sciences Associate Professor with Tenure Promotion to the rank of Michael Schor Division of Arts and Sciences Associate Lecturer Promotion to the rank of Bradie Chapman Division of Arts and Sciences, Associate Lecturer Equine Studies Promotion to the rank of Lisa Haven Division of Arts and Sciences Professor Promotion to the Rank of Tarig Higazi Division of Arts and Sciences Professor
PATTON COLLEGE OF EDUCATION Decision First Name Last Name Suff. Department Promotion to the rank of Antoinette Frisoli Department of Recreation and Associate Lecturer Sport Pedagogy
Promotion to the rank of Dianne Gut Department of Teacher Professor Education Promotion to the rank of Allyson Hallman- Department of Teacher Associate Professor with Thrasher Education Tenure Promotion to the rank of Michael Kopish Department of Teacher Associate Professor with Education Tenure Promotion to the rank of Christopher Martin Department of Recreation and Professor Sport Pedagogy
Promotion to the rank of Susan Nolan Department of Teacher Senior Lecturer Education Promotion to the rank of Jennifer Ottley Department of Teacher Associate Professor with Education Tenure Promotion to the rank of Lisa Williams Department of Human and Associate Lecturer Consumer Science Education
RUSS COLLEGE OF ENGINEERING AND TECHNOLOGY Decision First Name Last Name Suff. Department Promotion to the rank of Timothy Cyders Department of Mechanical Associate Professor with Engineering Tenure Promotion to the rank of Chang Liu School of Electrical Engineering Professor and Computer Science
Promotion to the rank of Dale Masel Department of Industrial and Professor Systems Engineering
Promotion to the rank of Marc Singer Department of Chemical and Associate Professor with Biomolecular Engineering Tenure Promotion to the rank of John Staser Department of Chemical and Associate Professor with Biomolecular Engineering Tenure Promotion to the rank of Jason Trembly Department of Mechanical Professor Engineering Tenure Yuqiu You Department of Engineering Technology and Management
SCRIPPS COLLEGE OF COMMUNICATION Decision First Name Last Name Suff. Department Promotion to the rank of Joshua Birnbaum School of Visual Associate Lecturer Communication Promotion to the rank of Karen Deardorff School of Communication Associate Lecturer Studies Promotion to the rank of Angela Hosek School of Communication Associate Professor with Studies Tenure Promotion to the rank of Parul Jain E.W. Scripps School of Associate Professor with Journalism Tenure Promotion to the rank of William Reader E.W. Scripps School of Professor Journalism Promotion to the rank of Eric Williams School of Media Arts and Professor Studies Promotion to the rank of Nerissa Young E.W. Scripps School of Associate Lecturer Journalism
GROUP I FACULTY HISTORICAL DATA 2018-2019 2017-18 2016-17 2015-16 Promotion to Associate Professor 1 0 0 0 Promotion to Associate Professor with Tenure 25 13 22 24 Promotion to Professor 20 19 23 15 Promotion to Professor with Tenure 1 1 0 0 Tenure 1 3 1 2 TOTAL 48 36 46 41
GROUP II FACULTY HISTORICAL DATA 2018-2019 2017-18 2016-17 2015-16 Promotion to Associate Lecturer 14 18 18 11 Promotion to Senior Lecturer 4 4 6 12 TOTAL 18 22 24 23
FACULTY FELLOWSHIP AWARDS
RESOLUTION 2018
WHEREAS, the proposed 2018-2019 Faculty Fellowship Leaves listed below have been reviewed in accordance with University policy and found to be meritorious.
NOW THEREFORE, BE IT RESOLVED that the listed leaves be approved.
BE IT FURTHER RESOLVED that the Executive Vice President and Provost may approve changes in the conditions of the fellowships, but not the total number of fellowships granted for the academic year.
College of Arts and Sciences Name Department Terms Description Bernstein, Alyssa Department of Fall Work on a book in moral and political philosophy Philosophy that will expand on the Kantian foundations of John Rawls' view of human rights. Clouse, Michele Department of Spring Conduct research for a book project titled Her Proof History to Right to Practice: Women, Medicine, and the Law in Early Modern Spain. Crawford, Cory Department of Spring Finish and submit transcript for book on the first Classics and World Jerusalem temple. Religions Govorov, Alexander Department of Fall and Write and submit several papers and grant Physics and Spring applications. Strengthen research on the optical and Astronomy electronic properties of nanomaterials. Held, Michael Department of Spring Collaborate with local production brewery to Chemistry and develop new microbial techniques to help the Biochemistry department develop additional chemistry of brewing courses
Hoffman, Bruce Department of Fall and Complete data collection and analysis for a NSF Sociology and Spring funded project titled Reshaping and Modeling the Anthropology Criminal Justice System through Science, Technology, and Systems Analysis.
Kelley, Mary Jane Department of Fall Further research and write an article on the satirical Modern Languages poetry of Spanish poet Luis de Gongora y Argote.
Lopez, Dina Department of Fall Complete and publish scientific papers on processes Geological Sciences affecting water and sediment chemistry in an acid mine drainage remediated stream, thermal behavior of an abandoned underground coal mine, and other topics. Maxwell, Jaclyn Department of Fall Work on a new book project that expands on the History existence of religious imposters in the late Antiquity and explores the social, cultural, and political meaning of this practice.
Pach, Chester Jr. Department of Spring Continue work on a book manuscript titled The First History Television War: TV News, the White House, and Vietnam. Partyka, Betsy Department of Spring Continue a book-length project on Paraguayan Modern Languages women's literature titled A Journey through the Narrative Fiction of Renee Ferrer 1986-2018. Petrik, James Department of Spring Produce two articles for publication: Al-Kindi and Philosophy Kant on the Commodification of Religion and God's Inscrutability and Moral Skepticism. Phillips, Daniel Department of Fall and Collaborate on research regarding Halo Nuclei with Physics and Spring faculty at the Technical University of Darmstadt Astronomy Phillips, Talinn Department of Fall and Collaborate with the writing center at the Technical English Spring University of Darmstadt to better understand English language tutoring practices among science writers.
Quitslund, Beth Department of Fall Work on a book project that examines how sixteenth English and seventeenth century English language liturgies informed Protestants and how this influenced their interpretation of the Bible.
Smucker, Thomas Department of Fall and Collect and analyze data in Kenya and Tanzania on Geography Spring the integration of climate change adaptation and drought risk reduction. Suzuki, Takaaki Department of Spring Continue research on the political and social factors Political Science leading to rising economic inequalities and social stratification in Japan. Uhalde, Kevin Department of Spring Begin a new research project examining how History ordinary people in the late Roman Empire interacted with the law. Wangui, Elizabeth Department of Fall and Conduct research on how gender influences Geography Spring participation in a payment for ecosystem services project in Kenya, team teach graduate seminars in Nairobi, and incorporate team-based learning into Geography of Africa course.
College of Business Name Department Terms Description Work on research projects focusing on sustainable Department of Huq, Faizul Spring fuel consumption issues in the supply chain and Management Location Theory. College of Fine Arts Name Department Terms Description Pursue two major co-authored works in piano Fisher, Christopher School of Music Spring pedagogy for Oxford University Press. Conclude a book project, develop work for a large School of Art + Fall and solo exhibition in spring of 2019 at The Weston Hibbitt, Alexandra Design Spring Gallery in Cincinnati, and research and studio work on a new body of work. School of Marchenkov, Fall and Complete a book titled Three Borises: Truth Against Interdisciplinary Vladimir Spring the Will to Power and prepare it for publication. Arts Pursue new research and creative activities relating School of Art + Fall and to acid mine drainage remediation and pigment Sabraw, John Design Spring generation along with new artistic works and writings. Heritage College of Osteopathic Medicine Name Department Terms Description Analyze the role of Wnt5a signaling pathways in the Department of pathogenesis of atherosclerosis and find a novel Malgor, Ramiro Biomedical Fall molecular biomarker to diagnose and treat urinary Sciences cancer. Ohio University, Regional Campuses Name Department Terms Description Division of Arts and Complete and edit full-length poetry manuscript Haugen, Hayley Fall Sciences titled Light & Shadow, Shadow & Light. Patton College of Education Name Department Terms Description Develop an electronic teaching tool and conduct research regarding educational administration. Department of Larson, William Spring Examine the influence of collective efficacy on Educational Studies instruction and learning in schools in Southern Ohio.
Develop and complete two manuscripts for Department of submission to the Journal of Environmental Szolosi, Andrew Recreation and Spring Psychology and Schole. Complete a National Sport Pedagogy Outdoor Leadership School (NOLS) course.
Russ College of Engineering and Technology Name Department Terms Description
Design machine learning algorithms for generating School of Electrical variations of existing music. Develop machine Bunescu, Razvan Engineering and Fall learning framework that models responses due to Computer Science expectation, tension, and surprise required for generating music with emotional content.
Department of Industrial and Fall and Create four to six Industrial and Systems Judd, Robert Systems Spring Engineering Courses. Explore research concepts. Engineering Continue research involving analysis of medical School of Electrical data to reveal insights about patient medical history, Liu, Chang Engineering and Spring medical coding, and billing information. Collaborate Computer Science with team at Nationwide Children's Hospital on project using their data.
Conduct genomic research relevant to understanding School of Electrical the biology of disease, specifically to discover Fall and Welch, Lonnie Engineering and cancer- correlated epigenetic markers through Spring Computer Science analysis of genomic and epigenetic data using algorithms. Scripps College of Communication Name Department Terms Description
Complete an undergraduate textbook on the study of School of Fall and communication theory as liberal education. Babrow, Austin Communication Spring Complete an outline for a scholarly book on risk Studies communication in the age of globalized risks.
Initiate two projects on how storytelling functions in School of Fall and health contexts: a longitudinal study of a narrative Harter, Lynn Communication Spring medicine program and a podcast series in Studies partnership with Health Communication.
Research the best business practices of art galleries School of Visual Nighswander, Marcia Fall and individuals who are successfully marketing and Communication selling work by photographers and designers.
Write a memoir focusing on experience as a blind School of and Black professor in higher education. Revise and Smith, J. W. Communication Fall update three courses. Assist the Center for the Studies National Federation of the Blind to help with Meet the Blind activities.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Howard Dewald, Associate Provost for Faculty and Academic Planning
Re: Faculty Fellowship Leaves
Each year Ohio University provides faculty with the opportunity to request leave from their campus responsibilities to concentrate on their research and scholarly activity. These requests, received and approved by the academic and university leadership, are presented to the Board for approval.
A list detailing the college, department, faculty member, and purpose for the leave is included in the resolution.
FACULTY AND ADMINISTRATIVE EMERITI AWARDS
RESOLUTION 2018
WHEREAS, the following individuals have rendered dedicated and outstanding service to Ohio University; and
WHEREAS, their colleagues and supervisors have recommended action to recognize their service.
NOW THEREFORE, BE IT RESOLVED that the Board of Trustees hereby approves emeriti status for the following individuals upon their retirement from Ohio University.
Name Unit Years Title Svc. Elaine F. Saulinskas College of Arts and Sciences 30 Analytical Research Technician Emerita Michael Drew Sisson College of Arts and Sciences 10 Associate Lecturer Emeritus of Modern Languages Albert J. Rouzie College of Arts and Sciences 22 Associate Professor Emeritus of English Douglas H. Green College of Arts and Sciences 25 Associate Professor Emeritus of Geological Sciences Thomas H. Carpenter College of Arts and Sciences 21 Distinguished Professor Emeritus of Classics Richard Damian Nance College of Arts and Sciences 38 Distinguished Professor Emeritus of Geology Matthew Murray White College of Arts and Sciences 32.5 Professor Emeritus of Biological Sciences Stephen Moran Reilly College of Arts and Sciences 32 Professor Emeritus of Biological Sciences and the Ohio Center for Ecology and Evolutionary Studies William Robert Holmes College of Arts and Sciences 28 Professor Emeritus of Computational Neuroscience Barbara Jane Reichenbach College of Arts and Sciences 25 Senior Lecturer Emerita of Modern Languages David George Sharpe College of Arts and Sciences 24 Senior Lecturer Emeritus of English Rebecca Ann Thacker College of Business 24 Associate Professor Emerita of Human Resource Management Dorothy Elaine Bryant College of Fine Arts 21 Associate Professor Emerita of Music Jennifer Horner College of Health Sciences 10 Associate Dean Emerita of the College of and Professions Health Sciences and Professions Stephen Thomas Trotta College of Health Sciences 31 Clinical Manager Emeritus of the Ohio and Professions University Therapy Associates Margaret Brooke Hallowell College of Health Sciences 22 Professor Emerita of Communication and Professions Sciences and Disorders Regina (Ginger) Weade Patton College of Education 19 Professor Emerita of Teacher Education Nancy Fannin Hamblin Regional Higher Education 19 Associate Lecturer Emerita of Anthropology, Ohio University Zanesville Vicky Kay Parker Regional Higher Education 25 Associate Professor Emerita of Health Sciences and Professions, Ohio University Chillicothe Michael A. Millay Regional Higher Education 27 Associate Professor Emeritus of Biology, Ohio University Southern Charles W. Jarrett Regional Higher Education 35 Associate Professor Emeritus of Sociology, Ohio University Southern (Posthumous) Mary Barbara Trube Regional Higher Education 16 Professor Emerita of Education, Ohio University Chillicothe Beverly P. Bell Regional Higher Education 31 Senior Lecturer Emerita of Middle Childhood Education, Ohio University Zanesville Cindy Lou Matyi Regional Higher Education 26 Senior Lecturer Emerita of Psychology, Ohio University Chillicothe Ronald J. Faliszek Russ College of Engineering 42 Assistant Professor Emeritus of Aviation and Technology Tiao Jen Chang Russ College of Engineering 35 Professor Emeritus of Civil Engineering and Technology Timothy J. Sexton Russ College of Engineering 30 Professor Emeritus of Engineering and Technology Technology and Management Philip Dale Campbell Scripps College of 22 Associate Professor Emeritus of Information Communication and Telecommunication Systems Lawrence Hamel-Lambert Scripps College of 16 Associate Professor Emeritus of Visual Communication Communication William R. Schneider Scripps College of 22 Associate Professor Emeritus of Visual Communication Communication Andrew Paul Snow Scripps College of 16 Professor Emeritus of Information and Communication Telecommunication Systems Alfred B. Weiner Student Affairs 51 Director Emeritus of Counseling and Psychological Services
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Howard Dewald, Associate Provost for Faculty and Academic Planning
Re: Emeriti Nominations
The individuals named have rendered dedicated service to Ohio University and have been recommended by their supervisors for emeriti status upon their retirement.
APPOINTMENT TO REGIONAL COORDINATING COUNCILS
RESOLUTION 2018 -
BE IT RESOLVED by the Ohio University Board of Trustees that the following persons be appointed to membership on the Coordinating Council at each of the regional campuses of Ohio University.
Ohio University - Chillicothe
Curt McAllister For a three-year term beginning July 1, 2018, and ending at the close of business June 30, 2021, vice Carvil Simmons, whose term expired.
Ohio University - Eastern
Ashley Doren For a one-year term beginning July 1, 2018, and ending at the close of business June 30, 2019, vice Debbie Kenny, who resigned.
Heidi L. Porter For a two-year term beginning July 1, 2018, and ending at the close of business June 30, 2020, vice Perry Nardo, who resigned.
Ohio University - Lancaster
Chris M. Briggs For a three-year term beginning July 1, 2018, and ending at the close of business June 30, 2021, vice Marie Ward, whose term expired.
Angela Krile Reappointment of a third three-year term beginning July 1, 2018, and ending at the close of business June 30, 2021.
Mary K. Snider For a three-year term beginning July 1, 2018, and ending at the close of business June 30, 2021, vice Judy Root, whose term expired.
Ohio University - Southern
Evan R. Hall For a three-year term beginning July 1, 2018, and ending at the close of business June 30, 2021, vice D.R. Gossett, whose term expired.
Katrina D. Keith For a three-year term beginning July 1, 2018, and ending at the close of business June 30, 2021, vice Joe Freeman, whose term expired.
Tyler Walters Reappointment of a second three-year term beginning July 1, 2018, and ending at the close of business June 30, 2021.
Ohio University - Zanesville
Bryan Chandler Reappointment of a third three-year term beginning July 1, 2018, and ending at the close of business June 30, 2021.
Diane Jones Reappointment of a second three-year term beginning July 1, 2018, and ending at the close of business June 30, 2021.
Halle Randles Reappointment of a second three-year term beginning July 1, 2018, and ending at the close of business June 30, 2021.
Jennifer K. Spillman For a three-year term beginning July 1, 2018, and ending at the close of business June 30, 2021, vice Judy Rebic, whose term expired.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost William Willan, Executive Dean, Regional Higher Education
Re: Regional Coordinating Council Members
Appointments of members to the Coordinating Council for each regional campus are made annually, at the June Board of Trustees meeting, for the following fiscal year. The Councils serve as a vital link between the regional campuses and their communities regarding academic programming, relationships with governmental and administrative agencies, and campus facilities.
The resolution includes appointment of eight new members for FY 2019 as well as reappointments for the returning members. Enclosed are resumes for new appointees
• Curt McAllister for the Chillicothe campus, • Ashley Doren for the Eastern campus, • Heidi L. Porter for the Eastern campus, • Chris M. Briggs for the Lancaster campus, • Mary K. Snider for the Lancaster campus, • Evan R. Hall for the Southern campus, • Katrina D. Keith for the Southern campus, and • Jennifer K. Spillman for the Zanesville campus.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Jason B. Pina, Vice President for Student Affairs
Re: Strategic Plan for Ohio University’s Division of Student Affairs
In 2017, Ohio University’s Division of Student Affairs embarked on a strategic planning process that is helping to maximize the support services provided to Ohio University students. By identifying a common vision and mission, division leadership sought to unite staff, highlight its collective strength and promote a culture of care—care for students and for one another.
The division’s 15-month strategic planning process culminated in March 2018, with the publication of the 2018 Strategic Plan for Ohio University's Division of Student Affairs. In essence, this plan is a blueprint for the future of Student Affairs at Ohio University. It will guide our decision-making, inform our investments and direct the work that we undertake on a daily basis moving forward.
I look forward to reviewing this information with you at the June board meeting.
1
June 21, 2018 Strategic Plan for Ohio University’s Division of Student Affairs Tab #; pg 2 3 4
MISSION We care. We educate and empower. We foster inclusive communities. We make OHIO strong. 5
VISION Every Bobcat discovers their potential and makes a meaningful impact. 6
VALUES
• Community • Character • Civility • Citizenship • Commitment 7 8 9 10 11
Current Work
• Committee structure • Staffing • Expectations
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Marty Tuck, Dean, Ohio University–Chillicothe Michael Lafreniere, Associate Professor of Environmental Engineering Technology and Mathematics, Ohio University–Chillicothe
Re: Academic Quality Highlight - Digital Inking and Video Engagement in Student Learning
Michael Lafreniere, Associate Professor of Environmental Engineering Technology and Mathematics, Ohio University–Chillicothe, will share the results of his research, which focuses on the benefits of employing digital ink and video engagement in student learning and the successful learning outcomes of students using these pedagogical tools.
Developing a student’s STEM proficiency relies on high student engagement; increased engagement and proficiency results in lower student attrition. As students encounter a STEM task in a lecture or homework assignment, their level of engagement can be assessed through computer-mediated communication with high student cognitive fidelity. This computer- mediated communication includes digital inking and video engagement. From the traditional classroom to the online classroom, research indicates that writing is critical for student learning and engagement. This presentation will share how digital inking and video engages students in generative approaches that help convey their conceptual understanding (and misunderstandings) of STEM tasks.
This presentation will include the following:
• Examples of implementation of these pedagogical tools in mathematics and environmental engineering technology, • A demonstration of the pedagogical tools including digital ink and video engagement, and • Plans for improvement in student learning in both the traditional and the online classroom.
1
June 21, 2018 Academic Quality Highlight - Digital Inking and Video Engagement in Student Learning Tab #; pg 2 Impetus for this research…
• Improve STEM Proficiency (focused on 2 of 5 strands) • Procedural fluency • Conceptual understanding • Computer-mediated Communication • Writing and video viewing as engagement • Assessing engagement (and proficiency) • Need cognitive and mathematical fidelity (e.g., online assessment tools) 3 What is Digital Inking?
Digital inking is the integration of technology to interact with a computer screen using a stylus* or the digitizing of traditional pen strokes on paper.
* Gibson, Friend, & Yeo, 2008 4 What is Video Engagement?
Video engagement is the use of questions interspersed in video content to ensure student engagement and determine student comprehension of topics presented. 5 References
Gibson, B., Friend, J., & Yeo, L. (2008). Digital ink for simple cognitively effective recorded lectures: Making way for student centered engineering classrooms. In J. Luca & E. Weippl (Eds.), Proceedings of EdMedia: World Conference on Educational Media and Technology 2008 (pp. 4102–4107). Association for the Advancement of Computing in Education (AACE). Retrieved from http://www.learntechlib.org/p/28957
Lafreniere, M. (2016). Best Practices of Digital Inking for Student Engagement. In Proceedings of EdMedia: World Conference on Educational Media and Technology 2016 (pp. 304-309). Association for the Advancement of Computing in Education (AACE).
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost
Re: Strong Start to Finish Grant
The Ohio Department of Higher Education (ODHE) has been awarded a $2.1 million grant from Strong Start to Finish (SSTF) to support college completion while also addressing attainment gaps for historically underserved populations. Ohio University joined eleven other Ohio public four-year colleges and eighteen community colleges to help apply for this competitive grant through ODHE, which was one of four funded sites nationwide (out of 47 letters of intent). ODHE’s application was chosen for its exemplary “use of evidence-based practice and commitment to achieve greater equity,” according to SSTF.
The state of Ohio’s overall goal is to increase the percentage of students completing gateway mathematics and English courses in their first year from 33% to 50%, while closing attainment gaps for underserved students by 2021 by:
• Ensuring that clearly structured programs of study exist for all majors; • Aligning redesigned gateway mathematics and English courses to all programs of study; • Implementing co-requisite remediation at scale in mathematics and English; and • Building advising structures that ensure all students register for coursework in sequences to meet the goal.
Ohio University’s goals are to increase the percentage of students completing gateway mathematics and English courses in the first year from 65.8% to 72.7% (Athens campus) and from 37.3% to 49.8% (regional campuses), with proportional gains in underrepresented student populations.
A statewide kickoff meeting for campus teams was held May 2, and Ohio University’s goals for the grant have been incorporated into latest completion plan update. The next statewide event is a networking conference in October 2018.
1
June 21, 2018 Strong Start to Finish
Tab #; pg 2 What is it?
• Nationally competitive grant: state of Ohio is one of only four sites in the country (along with SUNY, CUNY, U Georgia System) • $2.1 million over three years • Most Ohio public 4-year (12) and community colleges (18) are participating • Funded by the Bill & Melinda Gates Foundation, Great Lakes Higher Education Corporation & Affiliates, and The Kresge Foundation 3 Why? • Focus on college completion by removing the remedial/developmental bottleneck 4 Why? • Research indicates that students who earn 30 credits, complete math and English gateway courses, enter a major, and complete nine credits that count toward their major in their first year are significantly more likely to graduate • Supports scaling approaches with proven pilot results 5 State of Ohio Goals
• To increase the percentage of students completing gateway mathematics and English courses in the first year from 33% to 50%, while closing attainment gaps for underserved students by 2021 • Build on work the state is already doing (e.g., performance- based funding, math pathways, campus completion plans, remediation-free standards) 6 State of Ohio Goals • To ensure that clearly structured programs of study exist for all majors; • To align redesigned gateway mathematics and English courses to all programs of study; • To implement co-requisite remediation at scale in mathematics and English; and • To build advising structures which ensure all students register for coursework in sequences to meet the goal. 7 Ohio University Goals
To increase the percentage of students successfully completing both gateway math and English in their first year: 8 Completed and Next Steps • Kickoff meeting for campus teams was May 2 • Ohio University goals incorporated into latest completion plan update • Finalize campus team • Develop approaches to math placement and co- remediation and English co-remediation • Networking conference early October 2018 9 Next Steps • More updates to come as work progresses
Questions?
More information: https://strongstart.org/news/2018/02/grant-announcement RESOLUTION TO ADOPT UPDATED COMPLETION PLAN RESOLUTION 2018 –
WHEREAS, Am. Sub. H. B. No. 59, adopted by the 130th General Assembly, required that “not later than June 30, 2014, the board of trustees of each institution of higher education, shall adopt an institution-specific completion plan designed to increase the number of degrees and certificates awarded to students; and
WHEREAS, the plan shall be consistent with the mission and strategic priorities of the institution, include measureable student completion goals, and align with the state’s workforce development priorities; and
WHEREAS, upon adoption by the board of trustees, each institution of higher education shall provide a copy of its plan to the chancellor of higher education; and
WHEREAS, the board of trustees of each institution of higher education shall update its plan at least once every two years and provide a copy of their updated plan to the chancellor upon adoption.”
NOW THEREFORE, BE IT RESOLVED that the Ohio University Board of Trustees adopts the “Ohio University Completion Plan Update 2018” attached hereto and instructs the Secretary of the Board to provide a copy of the plan to the chancellor of higher education.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Howard Dewald, Associate Provost for Faculty and Academic Planning
Re: Ohio University Completion Plan
At the March 14, 2014 meeting of the Ohio University Board of Trustees Resolution 2014–3399 “Resolution to Adopt Completion Plan” was approved. The University Completion Plan was designed to increase the number of degrees and/or certificates awarded. The adopted Plan was transmitted to the Chancellor of the Ohio Board of Regents.
The enabling legislation requires the board of trustees to update its plan at least once every two years and provide a copy of their updated plan to the chancellor upon adoption. The updated Ohio University Completion Plan 2016 – 2018 was adopted at the June 24, 2016 meeting of the Ohio University Board of Trustees as Resolution 2016–3556 “Resolution to Adopt Updated Completion Plan”.
The first-year retention rate over the period 2010-2011 to 2015-2016 has averaged 80% on the Athens campus and 56% on the regional campuses while the four-year graduation rate has averaged 46% over the same time period. Total number of all degrees awarded has continued to increase.
The Completion Plan Update 2018 starts with the Ohio University mission, vision, and a student body profile. The subsequent sections of the plan present: retention and graduation data; barriers to persistence and completion; an assessment of completion goals accomplished with the 2016 – 2018 plan; enhanced completion strategies; and workforce development priorities. The Update 2018 continues to emphasize first-year retention and graduation rates. In addition, attention to academic advising and academic support are particular completion strategies that are being deployed.
A resolution is presented for the Ohio University Board of Trustees to adopt the “Ohio University Completion Plan Update 2018”.
Completion Plan Update 2018
Mission
Ohio University holds as its central purpose the intellectual and personal development of its students. Distinguished by its rich history, diverse campus, international community, and beautiful Appalachian setting, Ohio University is known as well for its outstanding faculty of accomplished teachers whose research and creative activity advance knowledge across many disciplines.
Vision
Ohio University will be the nation’s best transformative learning community where student realize their promises, faculty advance knowledge, staff achieve excellence, and alumni become global leaders.
Campus Student Body Profile
Ohio University was established in 1804 by the State of Ohio and is the oldest university in the Northwest Territory. Ohio University is designated as a Research University by the Carnegie Foundation for the Advancement of Teaching. The main campus is located in the city of Athens in the Appalachian foothills. It is a classic residential campus that serves as the major educational institution in southeastern Ohio.
In the Fall Semester 2016 Ohio University had 24,210 students enrolled (non e-Learning) at the Athens campus. Since the mid-1940s, the campus has expanded to include regional campuses in Chillicothe, Ironton, Lancaster, St. Clairsville, and Zanesville that collectively enrolled 8,480 (non e-Learning) students. In 1976 the College of Osteopathic Medicine was established; recent expansion includes extension campuses in Dublin and Cleveland. Fall 2016 medical student enrollment was 815. There were 6,042 undergraduate students enrolled exclusively in e- Learning courses. The total unduplicated enrollment for Fall Semester 2016 was 36,867.
For the Ohio University Athens campus, 82% of the undergraduate students are State of Ohio residents. Female students comprise 51.5% of undergraduates. For Fall Semester 2016 student enrollment by ethnicity shows that 78.7% are Caucasian, 5.5% are African American, and 3.1% are Hispanic. There were 3,838 nonresident students and 1,442 international students. The freshmen admissions ACT 25th-75th percentile scores were 22 - 26 and 16% ranked in the top ten percent of their high school class. The average age of an Ohio University undergraduate student is 21 years, while 4% are age 25 years or older.
Retention
Ohio University first-year student retention rates on the Athens campus were 79% for 2011 to 2012, increased to 80% for 2013 to 2014, and reached 82% for 2015 to 2016. On the regional campuses over the same time periods, retention has been 60%, 59%, and 55%, respectively. The retention data do not include e-Learning.
First-Year Student Retention by Campus 2009 to 2010 to 2011 to 2012 to 2013 to 2014 to 2015 to Years 2010 2011 2012 2013 2014 2015 2016 Athens 81% 80% 79% 79% 80% 79% 82% Regional 55% 52% 60% 56% 59% 54% 55%
Graduation
Ohio University awarded 7,645 degrees in 2011-2012, 8,747 degrees in 2013-2014, and 9,093 degrees in 2015-2016.
Degrees Awarded by Campus: 2011-2012 Associate’s Bachelor’s Master’s Doctoral D.O. Total Athens Campus 115 5,465 1,187 133 113 7,013 Chillicothe 211 — — — — 211 Eastern 15 — — — — 15 Lancaster 101 — — — — 101 Southern 190 — — — — 190 Zanesville 115 — — — — 115
Grand Total 747 5,465 1,187 133 113 7,645
Degrees Awarded by Campus: 2013-2014 Associate’s Bachelor’s Master’s Doctoral D.O. Total Athens Campus 217 6,341 1,329 182 116 8,185 Chillicothe 160 — — — — 160 Eastern 28 — — — — 28 Lancaster 128 — — — — 128 Southern 139 — — — — 139 Zanesville 107 — — — — 107
Grand Total 779 6,341 1,329 182 116 8,747
Degrees Awarded by Campus: 2015-2016 Associate’s Bachelor’s Master’s Doctoral D.O. Total Athens Campus 93 6,402 1,769 178 136 8,578 Chillicothe 155 — — — — 155 Eastern 16 — — — — 16 Lancaster 118 — — — — 118 Southern 132 — — — — 132 Zanesville 94 — — — — 194
Grand Total 608 6,402 1,769 178 136 9,093
For the Fall 2006 freshman cohort of 4,009 Athens campus students, 44.0% graduated in four years or less (15.9% took 5 years and 3.6% took six years) while 29.4% transferred out of the university, for a 92.9% graduation-and transfer-out rate.
For the Fall 2008 freshman cohort of 3,908 Athens campus students, 48.9% graduated in four years or less (14.9% took 5 years and 3.3% took six years) while 24.7% transferred out of the university, for a 91.8% graduation-and transfer-out rate.
For the Fall 2009 freshman cohort of 4,052 Athens campus students, 48.4% graduated in four years or less (15.6% took 5 years and 2.8% took six years) while 23.8% transferred out of the university, for a 90.5% graduation-and transfer-out rate.
4-Year Graduation Rates on Athens Campus Year 2005 2006 2007 2008 2009 2010 2011 Student Cohort 4,078 4,009 3,970 3,908 4,052 3,948 3,861 4-Year Rate 44% 44% 48% 49% 48% 46% 44%
The Office Institutional Research prepares an annual Ohio University Fact Book. Compendium data on graduation and retention by gender and ethnicity, as well as, student right-to-know data on graduation rates by Pell Grant are also available. Additional statistical data is available through the National Center for Education Statistics.
Barriers to Persistence and Completion
Ohio University has a local admissions policy for any student from Athens and the contiguous Appalachian counties, with 82% of the Athens campus undergraduate students being Ohio residents. Approximately 25% of first-year students attending Ohio University are first generation. Additionally, 83% of full-time freshmen receive grant or scholarship aid while 26% are Pell Grant eligible.
Entering students without a declared major have been observed to have higher academic probation rates and lower retention rates in comparison to those with a declared major. One- seventh of new students enrolling each year at Ohio University are transfer students, some of whom enter insufficiently prepared to meet Ohio University’s academic expectations. In Fall 2012 nearly 28% of all Ohio University undergraduates took remedial classes, almost exclusively taught at the regional campuses.
Within the Office of the Vice President for Student Affairs an increasing demand for mental health services has been observed. Over a five-year period from 2008-2009 through 2012-2013 individual student appointments in the Counseling and Psychological Services went from just under 4,500 to nearly 6,800. Group therapy appointments have surpassed 3,000 sessions, and psychiatry needs have tripled to 2,700 appointments. One of the leading reasons for withdraw from Ohio University is mental health well-being.
Additionally, within the 30% of Ohio University’s undergraduate student population that are age 25 and over (mostly at the regional campuses and through eCampus), there are many family support and life/personal issues, including transportation, child care, work conflicts, housing, financial issues, substance abuse, and self-confidence.
Completion Goals for 2016 – 2018
Increases in first-year retention and graduation rates continue to serve as completion goals for Ohio University. Attention to academic advising and academic support are particular completion strategies that are being deployed. Also, the promise of the OHIO Guarantee is just now being realized. Fall 2016 continuing students who entered Ohio University in Fall 2015 will have the same tuition, housing, and fees as in 2015-2016. The OHIO Guarantee will extend to its second cohort of entering students in Fall 2016.
Outcomes of Completion Goals for 2016 – 2018
The first-year retention rate over the period 2010-2011 to 2015-2016 has averaged 80% on the Athens campus and 56% on the regional campuses while the four-year graduation rate has averaged 46% over the same time period. Total number of all degrees awarded has continued to increase.
Several new student success initiatives have been implemented, including the “My OHIO Success Network” and “Ohio University Mobile Support”. These will be explained in more detail below. Completion strategies including Appreciative Advising, “The OHIO Guide: Our Academic Experience”, OHIO First Scholars, the Academic Achievement Center and other support centers, First Year Experince, Learning Communities, Allen Student Advising Center, etc. continue to be offered and enhanced.
The OHIO Guarantee of flat tuition, housing, and fees for an entering cohort will begin its fourth year in Fall 2018. [N.B.: The success of the OHIO Guarantee has led several other Ohio four- public institutions to institute their own tuition guarantee programs. Also, beginning in Fall 2018, the OHIO Guarantee will be extended to all students enrolled at the regional campuses.]
Enhanced Completion Strategies
Continued emphasis on first-year retention and graduation rates continue to serve as completion goals for Ohio University. In addition, attention to academic advising and academic support are particular completion strategies that are being deployed:
MyOHIO Success Network In Fall 2016 Ohio University introduced MyOHIO Success Network replacing the MAP- Works program which had been utilized by new undergraduate students since Fall 2010. In Fall 2017 the MyOHIO Success Network was fully implemented for all Ohio University undergraduate students, including the regional campuses and e-Campus.
The MyOHIO Success Network initiative directly supports the University’s Mission and Vision statements by serving as information and communication hub for students, faculty, and student support staff to connect students with the university resources they need to successfully complete their degrees. This system creates a personalized success network for each student improving how they can access needed support and improving how faculty and staff support our students by enhancing communication and coordination of information across the University.
As an information hub, the MyOHIO Success Network allows effective use of information to identify the right student at the right time and refer them to the appropriate service to support their academic success. It provides early identification to determine who is at-risk early, thus early intervention is possible to support students in meeting the challenges of our academic expectations. Further, there is improved communication and coordination by collecting information from a variety of sources and automating communications both to the student and the students’ success network—advisors and student support staff who have a relationship with that student. The MyOHIO Success Network helps build cross-campus communications in support of our students. The network is engaging students by helping keep them informed of their own progress and achievement, supporting effective actions and decisions, and referring those in need to the appropriate campus resources. MyOHIO Success Network helps students take control of their pathway to graduation.
Ohio University Mobile Support Mobile Support is a new text messaging service to help students complete their degrees. The text messages help students stay informed and focused on their college goals. Enrolled students receive Mobile Support message at the beginning of a semester. The messages are designed to be interactive, and become more personalized the more a student responds. Students can stop Mobile Support at any time.
Strong Start to Finish© “Strong Start to Finish” aims to significantly increase the number and proportion of low-income students, students of color and returning adults who succeed in college math and English and enter a program of study in their first year of college.” Strong Start to Finish is presented by the Education Commission of the States and is a network of postsecondary and philanthropic leaders. In early 2018, the Ohio Department of Higher Education proposal was one of four nationwide proposals selected for an award over three years. Ohio University is one of 12 universities and 18 community colleges in Ohio that is part of the collaboration. The Ohio Department of Higher Education proposal goal is to increase from 33% to 50% by 2021 the completion of college-level math and English in the first year.
Ohio University’s part in contributing to this statewide goal will require increasing the overall percent of students completing both English and Math on the Athens campus to 72.7% (a 20% increase) and on the regional campuses to 49.8% (a 12.5% increase).
College Transition Collaborative Ohio University is exploring a partnership with the College Transition Collaborative toward greater achievement and engagement with increased completion. The work with the College Transition Collaborative uses scientifically developed approaches to understand the student experience during the transition to college and in time of difficulty at the institution and uses psychologically-based approaches to show students they can succeed.
Career and Leadership Development In the Fall 2012, Ohio University merged its student leadership development efforts with its career services office, setting a new standard for the holistic preparation of young scholars. The Career and Leadership Development Center (CLDC) is available to all Ohio University students and alumni for active development and implementation of career and leadership skills. It can help students select programs of study by matching their abilities, interests, and aspirations with specific majors and academic opportunities. The CLDC offers interest and skills assessments, leadership development, and career coaching. CLDC and online resources are used to explore major and career opportunities.
The CLDC assists students with their post-graduation planning through its job search guidance, résumé preparation, mock interviews, and employer relations and annual career fairs. From its earliest days, the Center has tailored its efforts around best practices, employer input and feedback, and assessment. Based on employer data, the CLDC identified six transferable skills most commonly sought by employers across a broad spectrum of industries. Those skills include self-awareness, interpersonal communication, teamwork, problem solving, adaptability and innovation. Integrating those skills into its services, the CLDC employs an innovative, structured, but individualized, model based on neuropsychological best practices. Dubbed “Brain Based Career Development” and developed by the CLDC director, the model utilizes an action-oriented, student-led approach rooted in career coaching. The CLDC workshops include the Professional Leadership Certificate and the 21st Century Leadership Certificate. A Foundations for First-Year Students helps students discover their leadership potential. The Pepsi Scholars is a one-of-a-kind program for first-year students and seeks to help students establish, empower, effect and evolve their leadership skills.
The CLDC has begun using “Handshake” as its career platform which allows students to discover jobs at top financial institutions, cutting edge tech firms, leading design and marketing agencies, nonprofits, etc. Students can receive personal recommendations based on their interests, skills, major, location preferences and search history.
A new career service fee beginning in Fall 2018 will support enhanced programing and resources across the institution, both in Athens and on the regional campuses toward providing all students with individual, customized career services support across their progression toward their degrees. Further, expanded access to customized experiential learning activities, many in the local communities, for all undergraduate will be provided.
Workforce Development Priorities
Ohio University is the largest institution of higher education in south/southeastern Ohio. It is also one of the largest regional employers with nearly 5,100 full-time and part time employees, including 1,235 full-time faculty. Ohio University’s total economic impact on the state in 2012 was $1.5 billion and is estimated to support 14,300 jobs in Ohio. In Athens County, 53% of total economic output is derived from the university and university-related spending.
Ohio University offers degrees ranging from associate to doctorate, as well as the only doctor of osteopathic medicine in Ohio. Academic programs distributed across 11 colleges and schools award more than 100 degrees. The university extends to five regional campuses, two medical extension campuses, three regional centers, and partners with several Ohio, Kentucky, and West Virginia community colleges. Nearly three-fifths of Ohio University’s worldwide alumni reside in the state of Ohio. Each regional campus engages in some form of workforce development activity, most frequently by offering community oriented trainings and workshops. Ohio University is developing the talent to meet local, regional, state, and national economic needs by preparing a future workforce with the knowledge and skills necessary to succeed in the global marketplace.
Ohio University significantly contributes to the state and region through: talent and workforce development; research, scholarship, and creative activity, innovation and entrepreneurship; healthcare and wellness; and environment, infrastructure, and sustainability. Some brief examples are cited in the following sections.
Talent and Workforce Development Ohio University’s College of Business was ranked the 38th-best undergraduate business school and 15th amongst public schools in Bloomberg Businessweek’s 2016 review of the “Best Undergraduate Business Schools.” According to SportBusiness International magazine’s 2017 rankings, Ohio University is the world’s top Master of Sports Administration program for the fifth time in six years. The online RN to B.S.N. program ranked 5th in the nation by Best College Reviews in 2015.
According to the 2018 U. S. News and World Report, the graduate ceramics program in the College of Fine Arts now ranks third among all United States programs and the college graduate printmaking program ranks tenth, representing examples of a robust community for artists, musicians, and theater. The Tantrum Theater is a professional theater company located in the Dublin, Ohio community through a partnership between Ohio University, the City of Dublin, and the Dublin Arts Council. The Kennedy Museum of Art is the only major collecting art institution in southeast Ohio.
Experiential learning through internships, practicums, service learning, and volunteerism totaled over 1.4 million hours in 2011-2012 with a value of $25.8 million. Also, working in collaboration with 135 school districts and educational institutions Ohio University is addressing students’ skill gaps through opportunities to further their education and through providing teacher training for Appalachian Ohio.
Ohio University operates TechGROWTH Ohio, a venture development organization that serves 20 counties. TechGROWTH is funded by Ohio’s Third Frontier and since its founding in 2007 has worked with 544 companies and has generated over $350 million in economic measures. Through TechGROWTH, entrepreneurs and technology start-up companies in southeast Ohio can access business assistance and sources of capital. Business services include assistance with: business plans, product development, legal services, marketing, executive recruitment and more. TechGROWTH helps companies prepare to access seed-stage and angel investment capital as well as research grants and loans. TechGROWTH has assisted hundreds of technology companies with a broad range of services, grants and investments. These resources have helped area companies generate millions of dollars in additional economic activity. TechGrowth targets seed-stage technology companies in sectors including, but not limited to: advanced energy, biomedical, information technology, advanced materials and electronics.
Research, Scholarship, and Creative Activity Ohio University’s Institute for Corrosion and Multiphase Technology is the largest of its kind in the world and works in collaboration with a consortium of oil and chemical companies to develop ways to reduce corrosion of pipelines. The Avionics Engineering Center is the only facility of its kind in the United States specializing in research, development, and evaluation of electronic navigation, communication and surveillance systems. Also, The Institute for Nuclear and Particle Physics hosts the largest and highest-energy particle accelerator in the state. Ohio University received over $27 million in external research funding in FY2017.
Innovation and Entrepreneurship The Center for Entrepreneurship is a partnership of the College of Business, the Voinovich School of Leadership and Public Affairs, and all of Ohio University’s colleges and campuses. The Center for Entrepreneurship aims to contribute to Ohio University's entrepreneurial ecosystem by enhancing entrepreneurial education, university-based entrepreneurial activity and regionally focused venture development in southeast Ohio. The Center for Entrepreneurship and its partners host a wide variety of programs and events encouraging entrepreneurial development on campus and beyond. A major in entrepreneurship and Certificate in Entrepreneurship are available.
Since its founding in 1983, Ohio University’s Innovation Center has incubated over 100 companies and created more than 1,200 jobs. The Innovation Center offers flexible office space and scientific laboratory space and equipment for startup businesses. Services also include business mentoring and networking opportunities. The LIGHTS program within the Innovation Center offers start up resources to individuals in the surrounding 28 counties. The sale of Diagnostic Hybrids, a company that graduated from the Innovation Center and created 235 jobs, generated $35 million for Ohio University in 2010. The total estimated economic activity of all businesses incubated by the Innovation Center on Athens County’s economy in 2016 was 227 jobs. This generated an estimated $10.1 million in employee compensation.
According to the Association of University Technology Managers (2011-present), Ohio University ranked first in the state for licensing revenue generated from research discoveries ($10.6 million in FY 2014) and for FY 2014 ranked ninth in the United States for percent return on investment in research expenditures. During Fiscal Year 2016 licenses for faculty inventions generated 47.7 million in royalty income. The Technology Transfer Office has issued 110 patents and processed nearly 300 patent applications
Innovation Strategy In 2014 Ohio University took steps to develop a strategy – now designated the Innovation Strategy – to ensure that the institution continues to engage substantively with the challenges of the 21st century.
The Innovation Strategy identified four broad portfolios of major challenges, each encompassing a suite of niches for possible investment. The niches represent significant problems, linked to areas in which Ohio University has existing assets or expertise, and offering the potential for investment with high-level impact.
The Innovation Strategy encompasses the full spectrum of the university's activities – including teaching and learning, research and scholarship, creative activity, and the operational functions of the university. It also aims to incentivize and leverage interdisciplinary and multi-college collaboration.
Four major awards were made in 2016 for “Diagnosis of Osteoporosis and Prevention of Fractures”, “Immersive Media”, “Preventing a Bust: Innovations for Sustainable and Enhanced Economic Outcomes from Shale”, and “Academic Innovation Accelerator”. Additional planning grants and seed grants have been awarded to allow select teams to develop their initiatives further and to make the teams competitive for future rounds of major Innovation Strategy funding. More than $4 million has been provided to date.
Healthcare and Wellness One of Ohio University’s goals is to educate and train the necessary workforce to ensure accessibility of quality healthcare services and promotion of healthy lifestyles, especially in the Appalachian region. Fifty-nine percent of Ohio University medical student graduates are practicing in Ohio and make up 12% of all physicians in rural communities. Almost 12,000 clinical and screening encounters were provided through outreach programs across 16 counties, either at low cost or no cost to clients in 2016-2017. The College of Health Sciences and Professions is home to the largest nursing school in the state. Also, in conjunction with the University of Toledo and others the College of Health Sciences and Professions have launched the collaborative research effort Ohio Alliance for Innovation in Population health to fight the region’s largest health problems. Further, the college is helping to lead the Ohio River Valley Addiction Research Consortium.
Sustainability and Environment Ohio University’s Office of Sustainability provides services and support to the campus community; advocates for innovation and research; and ensures fulfillment of institutional commitments to environmental, social and economic well-being. Ohio University has repeatedly demonstrated its commitment to sustainability. Ohio University became the first public university in the state to hire a full-time employee to work solely on sustainability initiatives. The university is also home to the largest in-vessel composting system at a college or university in the nation and has been identified as an Ohio Center of Excellence for Energy and the Environment. Through the Climate Action Plan Ohio University committed to decrease its greenhouse gas emissions while increasing environmentally preferable behaviors in institutional policies and procedures, eventually reaching carbon neutrality in the latter half of this century. Climate change mitigation has/is being accomplished through the conservation and efficient use of natural resources as well as through the replacement of carbon-intensive energy sources with more efficient alternatives.
Resources
Academic Achievement Center http://www.ohio.edu/aac
Academic Advising Syllabus https://ohio.app.box.com/s/k7uaopx3pqlpq224u35q8bams168v4ff
Advisor Addendum: Supplement to The OHIO Guide https://ohio.app.box.com/s/9ktbo6mv8z74l0uzcdx81rkcbcgf5k10
Allen Student Advising Center https://www.ohio.edu/uc/advising-center/index.cfm
Appreciative Advising https://www.ohio.edu/uc/advising/appreciative.cfm
Career and Leadership Development Center http://www.ohio.edu/careerandleadership
Center for Entrepreneurship https://www.ohio.edu/entrepreneurship
Climate Action Plan https://www.ohio.edu/sustainability/upload/Ohio-University-CAP_Final_Nov2012.pdf
College Transition Collaborative http://collegetransitioncollaborative.org
Compendium https://www.ohio.edu/instres/compendium/index.html
eCampus (e-Learning) https://www.ohio.edu/ecampus
First Year Experience https://www.ohio.edu/fye
Handshake https://www.ohio.edu/careerandleadership/handshake/index.cfm
Health and Wellness https://www.ohio.edu/chsp/about/points-of-pride.cfm https://view.joomag.com/heritage-college-annual-report-2016-2017/0900271001520439175?short
Innovation Center https://www.ohio.edu/research/innovation
Innovation Strategy https://www.ohio.edu/research/innovation-strategy.cfm
Learning Communities https://www.ohio.edu/uc/learning-communities
Mobile Support https://www.ohio.edu/instres/mobilesupport/index.html
MyOHIO Success Network https://www.ohio.edu/success-network
National Center for Education Statistics http://nces.ed.gov/collegenavigator
OHIO First Scholars https://www.ohio.edu/uc/firstgen/index.cfm
The OHIO Guide: Our Academic Experience – 2017-2018 https://issuu.com/ohiosuniversitycollege/docs/ohio-guide-issuu
OHIO Guarantee https://www.ohio.edu/guarantee
OHIO’s Impact: Centers of Excellence play key role in University’s economic impact. http://www.ohio.edu/compass/stories/13-14/2/ohio-impact-centers-excellence.cfm
Ohio University-Economic Impact Assessment, Educating Students, Impacting Communities http://www.ohio.edu/ucm/upload/Economic-Impact_full_report-2.pdf
Ohio University Fact Book, August 2017. http://www.ohio.edu/instres/factbook.pdf
Persistence Plus http://www.persistenceplusnetwork.com/
SmarterMeasure http://www.smartermeasure.com
Sustainability Plan https://www.ohio.edu/sustainability/upload/Ohio-University-Sustainability-Plan_V3.pdf
Strong Start To Finish© https://strongstart.org
Tantrum Theater http://tantrumtheater.org
TechGROWTH http://www.techgrowthohio.com
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Howard Dewald, Associate Provost for Faculty and Academic Planning
Re: Commercialization Pathway for Tenure
The Ohio Revised Code 3345.45-C1/2 now requires a pathway that includes excellence in commercialization as a criterion that can be considered in tenure decisions. In addition, beginning on July 1, 2018, as a condition for a state university to receive any state funds for research that are allocated to the department of higher education under the appropriation line items referred to as either “research incentive third frontier fund” or “research incentive third frontier-tax,” the chancellor shall require the university to include multiple pathways for faculty tenure, one of which may be a commercialization pathway, in its policy. This memo serves to demonstrate that the Board of Trustees has reviewed the University’s tenure policy and ensured that it has been updated to meet the requirements outlined by Ohio Revised Code 3345.45-C1/2.
Ohio University Policy 18.009: Faculty Responsibility and Evaluation, Section C, begins with the statement, “Teaching research, and service, each broadly defined, constitute the three major areas of faculty responsibility.” Further, Section D states, “In general, it is expected that the mission of the academic unit will determine the relative balance of teaching to research/scholarship/creative activity and public service.” On March 5, 2018, the Faculty Senate approved a resolution to revise the Ohio University Faculty Handbook Section II.C.6.a regarding criteria for tenure to include language on commercialization. The resolution was signed on April 11, 2018. The relevant language follows:
Tenure is awarded to those individuals whose records indicate that they are likely to continue to make significant positive contributions to the academic life of the University throughout their professional careers. Eligibility for tenure shall be determined by the department concerned and is reserved for those who are engaged in academic activities, including research, and/or scholarly activity, and/or creative activity (of which any may include activities leading to commercialization), teaching, and service.
The full text of the resolution is appended.
Resolution on Commercialization as a Possible Criteria for Promotion and Tenure Promotion and Tenure Committee of the Faculty Senate March 5th, 2018 Passed
Whereas the Ohio Revised Code 3345.45-C1/2 now requires a pathway for commercialization as a criteria that can be considered in promotion and tenure;
Whereas, the Legislature has determined that beginning on July 1, 2018, as a condition for a state university to receive any state funds for research that are allocated to the department of higher education under the appropriation lines items referred to as either “research incentive third frontier fund” or “research incentive third frontier-tax,” the chancellor shall require the university to include multiple pathways for faculty tenure, one of which may be a commercialization pathway, in its Board-approved policy.
Be it resolved that section II.C.6.a of the Faculty Handbook be revised:
Original: 6. Faculty Tenure
a. Tenure is awarded to those individuals whose records indicate that they are likely to continue to make significant positive contributions to the academic life of the University throughout their professional careers. Eligibility for tenure shall be determined by the department concerned and is reserved for those who are engaged in academic activities, including teaching, research, and service.
Revision: 6. Faculty Tenure
a. Tenure is awarded to those individuals whose records indicate that they are likely to continue to make significant positive contributions to the academic life of the University throughout their professional careers. Eligibility for tenure shall be determined by the department concerned and is reserved for those who are engaged in academic activities, including research, and/or scholarly activity, and/or creative activity (of which any may include activities leading to commercialization), teaching, and service.
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June 21, 2018 Commercialization Pathway for Tenure Tab #; pg 2 Commercialization Pathway Required by Ohio Revised Code Section 3345.45: • Tenure policy must promote excellence in instruction, research, service, or commercialization, or any combination thereof. • Beginning July 1, 2018, to receive any state research funds, the university must include multiple pathways for faculty tenure, one of which may be a commercialization pathway, in its policy. • Tenure policy at Ohio University is governed by the Faculty Handbook, with specific criteria set at the college and department or equivalent level. 3 Commercialization Pathway A Faculty Senate resolution to update the Faculty Handbook (II.C.6.a) was passed March 5, 2018, and signed April 11, 2018: 6. Faculty Tenure a. Tenure is awarded to those individuals whose records indicate that they are likely to continue to make significant positive contributions to the academic life of the University throughout their professional careers. Eligibility for tenure shall be determined by the department concerned and is reserved for those who are engaged in academic activities, including research, and/or scholarly activity, and/or creative activity (of which any may include activities leading to commercialization), teaching, and service.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost
Re: Regional Compact
Ohio Revised Code Section 3345.59 requires the development of regional compacts by Ohio’s public colleges and universities, with an executed agreement in place by June 30, 2018. Each college and university is also required to report the efficiencies gained as a result of the compact in their annual efficiency report to the chancellor. The Ohio Department of Higher Education (ODHE) has defined the Southeast region as including Ohio University as well as Belmont College, Eastern Gateway Community College, Hocking College, Rio Grande Community College, Washington State Community College, Zane State College, and Shawnee State University; together they have submitted the Southeast Compact as required.
Through the Southeast Compact, these institutions recognize the significant impact of higher education on the economies, opportunities, and quality of life for those living and working in southeast Ohio. These institutions have historically worked collectively and collaboratively, and have committed to continue to expand the opportunities for collaboration in support of ODHE’s goal that 65% of Ohioans, ages 25–64, will have a degree, certificate, or other postsecondary workforce credential of value in the workplace by 2025.
The Southeast Compact will strive to develop strategies to increase access, affordability, and efficiency, including pathways between community colleges and four-year institutions; support the workforce education needs of the region; and share and develop evidence-based practices related to curricular and research innovations. To support these goals, members of the Southeast Compact have committed to an annual regional summit, and to working regularly together to identify gaps and opportunities for new collaborations with each other, and with partners from K-12 education, the community, government entities, corporate entities and industry, educational institutions outside the region, and others as appropriate.
In addition to this memo, a copy of the Southeast Regional Compact is appended.
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June 21, 2018 Regional Compact
Tab #; pg 2 Regional Compacts • Required by Ohio Revised Code Section 3345.59 • Ohio’s public colleges and universities in each region will have a regional agreement in place by June 30, 2018. • They are required to report the efficiencies gained as a result of the compact in their annual efficiency report to the chancellor.
• ODHE defined the southeast region as Ohio University, Belmont College, Eastern Gateway Community College, Hocking College, Rio Grande Community College, Washington State Community College, Zane State College, and Shawnee State University. 3 Southeast Compact • Recognizes the significant impact of higher education on the economies, opportunities, and quality of life for those living and working in southeast Ohio. • Builds on historical collaboration in the region. • Supports of Ohio Department of Higher Education’s goal that 65% of Ohioans, ages 25–64, will have a degree, certificate, or other postsecondary workforce credential of value in the workplace by 2025. 4 Southeast Compact
• Develop strategies to increase access, affordability, and efficiency • Support the workforce education needs of the region • Share and develop evidence-based practices related to curricular and research innovations • Commit to an annual regional summit and to working regularly together to identify gaps and opportunities for new collaborations with each other • Include partners from K-12 education, the community, government entities, corporate entities and industry, educational institutions outside the region, and others as appropriate New Programs COLLEGE OF HEALTH SCIENCES AND PROFESSIONS SCHOOL OF NURSING MASTER OF SCIENCE IN NURSING PSYCHIATRIC MENTAL HEALTH NURSE PRACTIONER
RESOLUTION 2018 -
WHEREAS, the School of Nursing in the College of Health Sciences and Professions proposes to create the Master of Science in Nursing – Psychiatric Mental Health Nurse Practitioner track; and
WHEREAS, the proposed degree program has completed University Curriculum Council approval; and
WHEREAS, the Psychiatric Mental Health Nurse Practitioner track will prepare advanced practice registered nurses who will effectively care for patients with complex psychiatric and physical health needs; and
WHEREAS, the proposed curricular program provides graduates with advanced psychiatric skills needed to offer therapy, prescription psychiatric medications and clinical management to under-served patients with mental illness and chronic medical co-morbidities; and
WHEREAS, students will complete 37 credit hours of coursework, which includes both core and specialty courses offered in blended, online and face-to-face on-campus intensive experiences and which students will complete a faculty-supervised practice immersion of 500 clinical hours in specialty settings; and
WHEREAS, faculty and facilities resources needed to establish the nurse practitioner track have been identified.
NOW THEREFORE, BE IT RESOLVED that the Board of Trustees of Ohio University hereby approves establishing the Master of Science in Nursing – Psychiatric Mental Health Nurse Practitioner degree track in the School of Nursing in the College of Health Sciences and Professions.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Howard Dewald, Associate Provost for Faculty and Academic Planning
Re: New Program - College of Health Sciences and Professions – Master of Science in Nursing – Psychiatric Mental Health Nurse Practitioner Track
A resolution is included seeking board approval for a new Master of Science in Nursing – Psychiatric Mental Health Nurse Practitioner track in the School of Nursing in the College of Health Sciences and Professions.
The program proposal materials are presented. University Curriculum Council has approved the program and provides the proposal for your review.
The Psychiatric Mental Health Nurse Practitioner program is a Master of Science in Nursing degree program track designed to prepare advanced practice registered nurses who will effectively care for patients with complex psychiatric and physical health needs. The program provides graduates with advanced psychiatric skills needed to offer therapy, prescription psychiatric medications and clinical management to under-served patients with mental illness and chronic medical co-morbidities.
The program track consists of a minimum of 37 credits for the post-baccalaureate student (typically 7 semesters). Enrollment will occur once a year with an initial class size of 15 students. The curriculum includes both core and specialty courses offered in blended, online and face-to-face on campus intensive experiences. In addition, students will complete a faculty- supervised practice immersion of 500 clinical hours in specialty settings.
Psychiatric Mental Health Nurse Practitioners offer primary care services to the psychiatric- mental health population. These nurse practitioners assess, diagnose, and treat individuals and families with psychiatric disorders or the potential for such disorders using their full scope of therapeutic skills, including the prescription of medication and administration of psychotherapy. Graduates of the program track will be eligible for national board certification and may practice in variety of settings including mental health clinics, correctional facilities and private practice. In 2016 the Health Resources and Services Administration identified 113 Mental Health Professional Shortage Areas in Ohio. This indicates a positive forecast for employment for graduates of the program.
Classroom and laboratory space is available to the students in Grover Center on the Athens campus, as well as in the Integrated Education Center on the extension campus in Dublin. There are currently seven faculty prepared at the PhD or DNP level, one faculty prepared at the EdD and three faculty prepared with an MSN. The college and school have committed to supporting the track through faculty and other resources as needed. Standards of accreditation have been established by the American Association of Colleges of Nursing and operationalized by the Commission on Collegiate Nursing Education. The School of Nursing is already accredited through American Association of Colleges of Nursing for the baccalaureate and master’s degree programs.
COLLEGE OF BUSINESS DEPARTMENT OF MANAGEMENT MASTER OF SCIENCE IN MANAGEMENT
RESOLUTION 2018 –
WHEREAS, the Department of Management in the College of Business proposes to establish the Master of Science in Management degree; and
WHEREAS, the proposed degree program has completed University Curriculum Council approval; and
WHEREAS, the proposed curricular program addresses opportunities for new job credentials, changing career paths, and acquisition of news skills and competencies; and
WHEREAS, the degree requires 39 credits composed of three stackable certificate programs and a capstone experience, and
WHEREAS, facilities and faculty resources are sufficient to establish the Master of Science in Management.
NOW THEREFORE, BE IT RESOLVED that the Board of Trustees of Ohio University hereby approves establishing the Master of Science in Management degree in the College of Business.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Howard Dewald, Associate Provost for Faculty and Academic Planning
Re: New Program - College of Business – Master of Science in Management
A resolution is included seeking board approval to establish the Master of Science in Management degree in the College of Business.
The program development proposal materials are presented. University Curriculum Council has approved the program.
The Department of Management in the College of Business has proposed the establishment of the Master of Science in Management degree. This degree program is built on a structure using a number of stackable Certificates in Management. Each stackable certificate is also available independent of completion of the degree. The Master of Science is intended to differentiate the program from the Master of Business Administration, which is a generalist business graduate degree and identify this program as a focused master’s degree in the Management disciplines. The use of stackable certificates as the vehicle for delivering the Master of Science in Management allows maximal flexibility for potential students to add credentials incrementally while working toward a completed master’s degree.
The program requires 39 semester hours comprised of one required stackable certificate program of 9 hours, two elective stackable certificates each of 9 semester hours plus a capstone experience of 12 semester credits. The Certificate in Management & Leadership is mandatory to establish the common core of knowledge. Students are then able to select two of a variety of elective certificates to tailor the program to their individual career needs and interests. The capstone courses and project integrate the prior work and serve as the synthesis of the prior coursework. The initial format for delivery will utilize a hybrid model, with significant on-line components and a limited number of short-term residencies.
Potential applicants would include those looking for credentials for a new job, seeking to change a career path, and/or adding skills or competencies toward promotion within a current position. Initially, 10 to 15 admitted students in Athens are planned with growth toward a cohort of 30 to 40 students. An expanded market in Dublin/Columbus could initially attract 15 to 30 students and has potential for greater growth. Facilities and resources within the current space available to the college of Business will be utilized. Also, the facilities at the Dublin extension campus offer opportunities for expansion into that market without significant space constraints. A combination of current faculty groups, some new faculty, and some of whom may be resident in the Dublin/Columbus area will be used to staff courses.
MSXX14 Master of Science in Management
1. Designation of the new degree program, rationale for that designation, definition of the focus of the program and a brief description of its disciplinary purpose and significance.
The Department of Management and the College of Business at Ohio University propose to establish a Master of Science in Management (MSXX14 MS Mgt) degree program built on a structure using a number of stackable Certificates in Management described later in this document. Each stackable certificate would also be available independent of completion of the full MS Mgt. This MS Mgt designation is intended to differentiate the program from the Master of Business Administration (MBA), which is a generalist business graduate degree and identify this program as a focused master’s degree in the Management disciplines. For many mid- career business people or those looking to advance in an organization within the managerial hierarchy, an MBA may not provide the level of focus desired or needed. The MS Mgt provides the graduate with key knowledge, skills and abilities related specifically to the managerial roles and functions. The use of stackable certificates as the vehicle for delivering the MS Mgt allows maximal flexibility for potential students to add credentials incrementally while working toward a completed master’s degree. It is an innovative design that clearly distinguishes it from undergraduate business programs, MBA programs, and other MS Management programs available in the United States. For example, both the Kellogg School at Northwestern and the Mendoza School at Notre Dame offer MS Management programs aimed at newly graduated undergraduates from any discipline and with no work experience as a 1 year add-on that is less challenging version of an MBA generalist program. Our curriculum is far more rigorous and directly addresses both the theory and practice of management in depth. The requested designation as a Master of Science is warranted by the required capstone research course and the proposal and completion of an applied project.
2. Description of the proposed curriculum.
The program is proposed as a master’s degree of 39 semester hours comprised of one required stackable certificate program of 9 hours, two elective stackable certificates each of 9 semester hours plus a capstone experience of 12 semester credits. The first certificate (CTX54G Certificate in Management & Leadership) would be mandatory to establish the common core of knowledge. Students would then be able to select two of a variety of elective certificates to tailor the program to their individual career needs and interests. The capstone courses and project would integrate the prior work and serve as the synthesis of the prior coursework. The rationale behind this structure is to provide the greatest flexibility and to also provide potential added value to our target markets of non-business undergraduate and graduate students in Athens looking to add business credentials to their portfolios, up to and including a master’s degree, and of rising managers within major employers in Athens, Columbus and the surrounding region similarly looking for business credentials in a flexible educational structure. Employees of such companies may often find that they are transferred to other geographic locations or are otherwise unable to complete a full degree program. In this structure, they would still be able to complete component Certificates to add to their professional portfolios. It would also allow students to complete only specific Certificates without necessarily completing the entire master’s program and still gain valuable educational outcomes. One potential format for delivery would be to utilize a hybrid model, with significant on-line components and a limited number of short-term residencies. This would enhance the flexibility of the program and allow pooling of students across geographic areas into viable cohorts. Further, we would look at the use of 7 week courses to further increase flexibility in delivery. With multiple stackable certificates in progress simultaneously, it would potentially be possible for a student to complete the program in one calendar year while taking 2 courses per 7 week period (4 per semester for 3 semesters) or, if the student is able to attend full-time (5 to 6 courses per semester), in one calendar year. Roll out of the various elective certificates would be driven initially by student interests with additional elective certificates being introduced later as critical mass is achieved to support them. Completion of some combinations of certificates within the MS Mgt program may also prepare students for additional Certification opportunities. Examples would include: SHRM Certified Professional or the Senior Professional in Human Resources from the HR Certification Institute; Certified Business Process Associate or Certified Business Process Professional; Certified Management Consultant; Associate Certified Analytics Professional or Certified Analytics Professional, etc. Program Requirements for the M.S. Management with stackable certificates:
The first Certificate below is required for the MS Mgt and the student would also be required to choose two of the remaining three Elective Certificates (additional elective certificates are planned and will be introduced soon. See Appendix A: Future Certificate Programs), and complete the capstone experience.
CTX54G Certificate in Management & Leadership (3 courses = 9 hours) REQUIRED
MGT 5001: Managing Individuals & Teams. (Organizational behavior; individual differences; motivation; management & leadership; team dynamics; high performance teams)
MGT 5002: Researching the Business Environment (understanding & analyzing the business environment; environmental scanning; trend analysis/problem diagnosis/opportunity recognition; strategic prioritization; sources of competitive advantage)
MGT 5003 Managerial Decisions. (Sources of information and their credibility; individual & group decision making; heuristics & sources of bias; appropriate metrics for managing teams and individuals; managing conflict & negotiations both internal & external)
Elective Certificates – all MS Mgt candidates must complete at least two of the following
CTX51G Certificate in Business Venturing (3 courses = 9 hours)
MGT 5070: Managing Innovation & Corporate Entrepreneurship (management’s role in supporting innovation; intrapreneurship; innovation as competitive strategy)
MGT 5071: Ideation, Concept Development & Business Models (opportunity recognition; idea generation & assessment; monetization of ideas & business models)
MGT 5072: New Venture Creation (business planning; market assessment; demand assessment)
CTX52G Certificate in Global Management (3 courses = 9 hours)
MGT 5060: Global Context of Business (strategies & modes of conducting international business; risk assessment & management; political risk; foreign exchange, expatriation & repatriation of funds)
MGT 5061: Cross-Cultural Management & Management of Global Talent (cross-cultural differences in employee relations; intercultural communications; operations under varying labor laws)
MGT 5062: Global Supply Chains (global sourcing; ethical considerations; sustainability; risk assessment & management)
CTX53G Certificate in Human Resources Management (3 courses = 9 hours)
MGT 5030: Employee Relations, Ethics and Legal Aspects of HRM (relevant legislation and regulations impacting on HR practices; legal compliance; ADA, EEO and Affirmative Action; ethical issues; employee relations)
MGT 5031: Talent Acquisition and Strategic Management (recruiting, selecting and training high quality employees, strategic management of the human resource process)
MGT 5032: Performance Management and Compensation (effective evaluation of employee performance and management of the compensation system)
CTX56G Certificate in Operations & Supply Chain Management (3 courses = 9 hours)
MGT 5020: Management of Operations & Project Management (fundamentals of operations management; project management techniques)
Choose 2 from among:
MGT 5021: Lean Six Sigma (application of various approaches to quality management; process evaluation and improvement methods)
MGT 5022: Sustainable Supply Chain Management (management of supply chain; strategic sourcing; sustainable supply chains)
MGT 5023: Supply Chain Risk (sources and types of risk associated with supply chains and ways to manage that risk)
3. Culminating/Integrated Learning Experience Capstone Experience – required for completion of Master of Science in Management (4 courses = 12 hours, Master’s total 3 certificates + Capstone + Applied or Consulting Project or Thesis = 39 semester hours) Requires completion of Certificate in Management & Leadership and completion or concurrent enrollment in 2 elective stackable certificates and admission to Master of Science in Management program.
MGT 5004: Managerial Effectiveness & Research (interrelationships among organizational units & disciplines; organizational fit; organizational culture; organizational structures; organizational strategies)
MGT 5006: Master of Science in Management Capstone: Management, Strategic Leadership & Strategic Communications (role of the strategic leader; differences between strategic leadership & other forms of leadership; strategic communications & crisis management)
MGT 5935: Master of Science in Management Project Proposal (consultation with an advisor to develop an appropriate capstone project proposal)
MGT 5940: Master of Science in Management Capstone Project (application of course material and skills to applied project in employer’s operations, in a consulting project, or in a research project resulting in a written report and presentation)
4. Administrative Arrangements
The program would be offered by the College of Business Administration and the Department of Management with assistance from our Office of Graduate Programs and other departments as needed. While the majority of the courses will be taught by graduate-qualified faculty members from the Management Department, graduate qualified faculty from other departments may also be involved in some of the specialized courses.
The MS Mgt will be administered by the Department of Management. Luke Pittaway, the in-coming Chair of the Department, and Gary Coombs, the most recent former Chair, will work with the Associate Dean of Academic Programs during the approval of the program through the CCGS process and the development of new and updated curriculum. Once established, the Department will appoint an internal faculty member to be the MS Mgt Program Director and the Director will receive administrative support from the College’s Office of Graduate Studies, which supports over 900 students in various graduate platforms.. The Director will be compensated similarly to other faculty graduate program directors within the College, including an appropriate stipend and course release.
5. Evidence of need:
In the Athens market, we believe that there is potential demand among two primary populations. First would be advanced undergraduates and graduate students in non-business related fields (Engineering, Communications, Osteopathic Medicine, etc) who would like to add some form of business credential, including through completion of one or more of the stackable certificates. There is currently a national trend of physicians adding an MBA and we believe that the stackable MS Mgt would offer a strong alternative. Such students may be willing to extend their time in Athens by one or more semesters to earn such certificates or to complete the full MS Mgt program. Second would be employees of Ohio University or other regional for-profit and not-for-profit organizations looking to add managerial skills and credentials in order to advance in their careers. It may be possible to offer a “co-terminal” opportunity for such students where they would simultaneously work on requirements for both their current undergraduate or graduate programs and the requirements of the MS Mgt and graduate with dual degrees in a more time efficient manner, thus reducing their overall cost of education.
Interactions we have had through Executive Education engagements and other interactions with major employers in the Columbus market related to the development of programs for the Dublin campus have made clear that they are interested in enhanced educational opportunities for their rising managers that are not being met through traditional MBA programs in the region. For most of the target market, employment is already in hand but completion of the program would open avenues for promotion.
We have identified several types of candidates who could benefit from the MS Mgt program as shown below. 6. Prospective Enrollment & Target Audiences:
Job Entry (currently unemployed or underemployed, looking for credentials for new job.) The MS Mgt would provide an advanced degree credential to make the graduate more competitive in the job market. Similarly, completion of the embedded Certificates may also provide differentiating factors for candidates on the job market.
Job Transition (currently employed but looking to change career path.) The MS Mgt can assist someone who is currently in a technical career track to shift toward a managerial path or to assist those who have prior education in non-business related disciplines to demonstrate significant management acumen to pursue new opportunities.
Job Development (currently employed but adding skills or competencies for promotion with current employer.) The MS Mgt can prepare an already employed person for the next step in their career path, often including a step into middle or higher management.
Our target is to have the program through the approval process by Ohio University and the Ohio Department of Higher Education by 2018 with an expected first enrollment in the fall semester of 2018- 19. The goal will be to initially attain 10-15 admitted students on the Athens campus and an additional 15 to 30 students in the Dublin/Columbus market and/or farther afield. The use of the hybrid model will allow those two populations to be merged in a single viable cohort. As the program grows, we would be able to split those cohorts into an Athens and a Dublin cohort. We expect that the Athens cohort will stabilize in the 30 to 40 range, while the Dublin cohort has much greater growth potential. Admission Requirements
Admission to the Master of Science in Management will require a completed undergraduate degree and submission of a GMAT or GRE score (taken within 5 years of application). The GMAT/GRE requirement can be waived with sufficient professional experience.
7. Enrollment and retention of underrepresented groups:
Like most institutions, Ohio University and the College of Business define diversity broadly. However, the college is actively trying to increase the ethnic and gender diversity of the student body. The college has offered the Junior Executive Business Program Summer Recruiting Program for over a decade – it is a model being considered by other units on campus and has been successful at increasing the number of ethnically diverse and multicultural students in the college. For the Athens based offering of the MS in Management, we expect to draw students from staff of the University as well as undergraduates from non-business backgrounds to the stackable certificates as well as the full MS Mgt program. This will likely include a number of students who may have been first-generation college students moving on to become first generation post-graduate students. For the Dublin based offering, we will be drawing students from a more diverse catchment area both within the metro-Columbus community and from employers in the region sending employees for continued education, either in the form of Certificates or the full MS Mgt degree program. Additionally, with hybrid delivery options, the potential for greater diversity increases as we are no longer looking only at students in Central and Southeastern Ohio, but potentially on a national scale.
The college recently created a new full-time position – Assistant Director of Diversity and Inclusion. One of the primary objectives of this position is to expand the diversity of our college’s faculty, staff, and students, with an emphasis on female, international, and ethnically diverse students. This role is also expected to develop a comprehensive strategy for mentoring and developing diverse students when they are on campus and lead the efforts to support and improve multi-cultural awareness within the college. The person in this position works closely with the academic chairs and the college’s marketing team on our undergraduate and graduate recruiting and enrollment efforts and will support the Chair of the Management Department and the Director of the MS in Management when the program is launched in ensuring that program materials communicate our desire to recruit diverse students and represent diversity in publication images.
8. Availability and adequacy of faculty and facilities:
In recent years the college has faced severe space limitations as the size of the undergraduate study body increased over 150% to 2,600 students and the graduate student body increased from approximately 200 students to over 900 students in various programs. Copeland Hall, the current home for the college, was designed to support a student body of approximately 1700 students. However, the renovation of the adjacent CSC Building was completed in Summer 2016 and the College now has enough classroom, office, and meeting space to support all of the faculty, staff, and student needs of the College, at least in the short term. The expansion of facilities on the Dublin Campus also offers opportunities for expansion into that market without significant space constraints.
9. Need for additional facilities and staff:
As the program grows, it is likely that additional resources may be needed, but initially we should be able to handle the new course offerings by allowing some of the certificate courses to also serve as new concentration areas within other of our graduate programs. We will use a combination of current faculty, some adjunct, and some new faculty, some of whom may be resident in the Columbus/Dublin area to staff courses. The hybrid mode of offering coursework also provides great flexibility in staffing from potentially geographically dispersed PhD qualified adjuncts. 10. Projected additional costs, evidence of institutional commitment and capacity to meet costs:
Other than the anticipated stipend and course release for the program director, the only other significant expenses that are expected would be course development stipends paid to faculty members to develop new courses. These are expenses the College has anticipated and is including in its budget going forward. Additional costs for marketing, admissions, and other program maintenance costs should be minimized because the college employs a full-time Marketing and Communications Director, two communications specialists, and a full team of staff members to manage graduate programs. Additionally, the college employs a learning technologies specialist to assist faculty with designing and delivering hybrid content. If the program grows to the point that an additional investment in staff support is needed, the College has the financial means to make this investment and expects to generate additional revenues through the program to finance future growth.
Appendix A: Future Certificate Programs It is our intent to add additional elective Certificate programs over time, based on student demand and faculty resources.
CTX55G Certificate in Management Consulting (3 courses = 9 hours)
MGT 5040: Strategic Consulting Skills (problem definition, problem structuring, defining/developing strategic capabilities, issue trees, hypothesis-driven problem-solving, interview guides)
MGT 5041: Consulting for Organizational Change (the role of the change agent in leading or supporting organizational change efforts; change management; organization development activities and programs.)
MGT 5042: Project Management, Analytics & Visualization for Consulting (planning, implementing and evaluating projects, project management & collaboration tools; data gathering & analysis, recommendations development & presentation)
CTX57G Certificate in Social Impact of Business (3 courses = 9 hours)
MGT 5050: Managerial Ethics & Corporate Social Responsibility (competing views of corporate ethics and social responsibility with a particular focus on the role of managers)
MGT 5051: Managing for Sustainability (benefits and costs of sustainable practices; implementation of sustainable practices)
MGT 5052: Social Entrepreneurship (combining entrepreneurship with social good)
COLLEGE OF EDUCATION DEPARTMENT OF COUNSELING AND HIGHER EDUCATION BACHELOR OF APPLIED HUMAN AND CONSUMER SCIENCES IN HUMAN SERVICES
RESOLUTION 2018 -
WHEREAS, the Department of Counseling and Higher Education in the College of Education proposes to create a Bachelor of Applied Human and Consumer Sciences degree in Human Services; and
WHEREAS, the proposed degree program has completed University Curriculum Council approval; and
WHEREAS, the core courses will focus on human services professionals, supervision in human services environments, execution of human services in a variety of workplace settings, and professional development; and
WHEREAS, the program is an online bachelor completion program designed for students who already have completed an associate degree or completed a minimum of sixty semester hours; and
WHEREAS, program graduates will be eligible for positions in residential facilities, social and human service non-profit organizations, for-profit social service agencies, state and local government and/or prepared to enter graduate programs, such as counseling, psychology, and social work; and
WHEREAS, faculty and facility resources needed to establish the Human Services program have been identified.
NOW THEREFORE, BE IT RESOLVED that the Board of Trustees of Ohio University hereby approves establishing the Bachelor of Applied Human and Consumer Sciences degree in Human Services in the Department of Counseling and Higher Education in the College of Education.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Howard Dewald, Associate Provost for Faculty and Academic Planning
Re: New Program - College of Education – Bachelor of Applied Human and Consumer Sciences Degree in Human Services (Online Completion)
A resolution is included seeking board approval for a new online Bachelor of Applied Human and Consumer Sciences completion degree in Human Services in the Department of Counseling and Higher Education in the College of Education.
The program proposal materials are presented. University Curriculum Council has approved the program and provides the proposal for your review.
This online bachelor completion program is designed for students who already have completed an associate degree or who have completed a minimum of 60 semester hours. Twelve core courses focus on human services professionals, supervision in human services environments, execution of human services in a variety of workplace settings, and professional development.
This program will be attractive to people seeking to advance their professional knowledge and skills in the areas of human service positions including non-profits and community agencies. People with a degree in Human Services can work for numerous social and human service non- profit organizations, for-profit social service agencies, and state and local government. Employment of human service workers is expected to grow by about 28 percent over the 2010- 2020 period, faster than the average for all occupations. This occupation is projected to provide over 106,000 new jobs over the next decade. Enrollments are estimated to reach over 100 within the first five years.
This bachelor completion program provides an avenue to a degree for individuals who seek to demonstrate leadership, problem solving skills, and guidance by addressing societal needs through concentrations of social services and public health. Students will explore historical aspects, technology skill attainment, job requirements, models of service delivery, and beginning skills in the helping process. Furthermore, the program will attract individuals to participate in online learning who may otherwise not participate in the higher education field. This program provides an opportunity for non-traditional students to be enrolled in a program that has value in society by serving diverse populations. Further, because of the importance of social welfare development, the program will attract a wide array of students, traditional and non-traditional, who will promote wellness and professional service to communities. Also, graduates will be able to apply for graduate programs in counselling, psychology, or social work, such as Clinical Mental Health Counseling or Clinical Rehabilitation Counseling, offered in the College of Education.
The Department of Counseling and Higher Education will utilize existing faculty groups and doctoral students to teach in the program. The online courses use Quality Matters: Inter- Institutional Quality Assurance in Online Learning as the framework for course development, delivery, and assessment. An advisory board is in place that actively participates in curriculum review and revision which will continue with the Human Services major.
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NEW PROGRAM PROPOSAL
__X__ Undergraduate _____ Masters _____Ph.D. _____ Certificate ** Degree Title: Bachelor of Applied Human and Consumer Sciences Program Title (Major): Human Services Administrative Unit Proposing Program: Department of Counseling and Higher Education The Gladys W. and David H. Patton College of Education Date of Submission: Fall 2017 Anticipated effect date for student enrollment in program: Fall 2018
Proposal for:
Bachelor of Applied Human and Consumer Sciences
Major: Human Services
Ohio University
Department of Counseling and Higher Education
Gladys W. and David H. Patton College of Education
Submitted: Fall 2017 Anticipated date of student enrollment: Fall 2018
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I) Summary Statement 1) Title of Program: Human Services Degree to be conferred: Bachelor of Applied Human and Consumer Sciences Administrative unit proposing program: Department of Counseling and Higher Education, The Gladys W. and David H. Patton College of Education Date of submission: November 20, 2017
1. A brief (< 500 word) statement summarizing the need / purposes of the program (including the estimated demand for the program), distinguishing features of the curriculum, a summary of resource needs (faculty, space, and financial requirements), and the date of proposed implementation.
This proposed program is an online bachelor completion program in Human Services. The degree to be conferred is the Bachelor of Applied Human and Consumer Sciences. This bachelor completion program is designed for students who have already completed an associate degree or for students who have completed a minimum of 60 semester hours. The program will require a total of 120 hours of credit. Commensurate to The Patton College of Education’s bachelor completion program in Customer Service, this program will require a minimum of 30 semester hours at the 3000 level or above. The core courses fulfill that requirement.
The following courses will be required courses with a grade of a C or better:
o EDCE 2010 Career and Life Planning (2) o CONS 2500 Families as Consumers in Global Communities (3) o EDCE 3001: Case Management in Human Services (3) o EDCE 3002: Job Placement for Human Service Professionals (3) (new course; approved by UCC) o EDCE 3003: Stress Management (3) (new course; submitted to CCC) o EDCS 1011: Introduction to Diversity Studies (3) o CONS 3450J: Writing in Human and Consumer Sciences (T1 “J” course) o EDCE 4001: Introduction to Human Service Professions (3) (new course; approved by UCC) o EDCE 4100: Introduction to Human Relations (2) o EDCE 4400: Foundations in Group Dynamics (2) o EDCE 4910: Internship in Human Services (4) (new course; at ICC) o EDCE 4980: Ethical Issues in Human Services (3) (new course; at CCC)
The twelve core courses focus on human services professionals, supervision in human services environments, execution of human services in a variety of workplace settings, and professional development. This program will be attractive to people seeking to advance their professional knowledge and skills in the areas of human service positions including non-profits and community agencies.
The program will begin once it is approved. The program is projected to begin Fall 2018- 2019.
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II) The Need for the Program
1) What is the local, regional, and national demand for graduates of the proposed program? (a) Any statistical documentation would be helpful.
According to the Bureau of Labor Statistics: http://www.bls.gov/ooh/community-and- social-service/social-and-human-servic-assistants.htm#tab-1
People with a degree in Human Services can work for numerous social and human service non-profit organizations, for-profit social service agencies, and state and local government. Employment of human service workers is expected to grow by about 28 percent over the 2010-2020 period, faster than the average for all occupations. This occupation is projected to provide about 106,000 new jobs over the next decade.
This degree will afford people to perform tasks such as keeping records or preparing reports concerning visits with clients and conducting interviews with individuals or family members to complete an assessment that provides information on social, educational, vocational, legal, and drug history. They may also refer individuals to public, private, or community services for assistance; and, advise clients regarding social programs available related to obtaining food, housing, child care, and transportation.
Work is performed in various settings including residential facilities and community agencies. Others meet with individuals in homes, schools, or in the community and provide information regarding agency requirements, services, and procedures.
Training requirements for these types of positions may vary; however, most occupations require training in vocational schools, an associate or bachelor’s degree, and some related on-the-job experience. While the minimum requirement is a high school diploma, most employers prefer to hire workers with additional education and experience. Without additional education, advancement opportunities are limited.
2) What other schools within Ohio offer the same or a similar program?
(a) What has happened to enrollments at those schools in recent years?
The Ohio State University’s Bachelor of Science in Human Development and Family Science currently has strong student enrollment; however, all classes are provided in a traditional face-to-face instructional format.
Similarly, Youngstown State University’s Family and Consumer Studies boast strong enrollment yet is also offered in a traditional face-to-face format.
Wright State University offers a bachelor’s degree in Rehabilitation and Human Services. The program has strong enrollments of over 150 students. Enrollments in all programs are expected to continue to grow.
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3) How does the proposed program align with the current vision for the university?
This program prepares students to serve in communities as practitioners and human service professionals which aligns with the mission to foster an education that increases awareness and knowledge about diverse human and social needs.
Specifically, this bachelor completion program provides an avenue to a bachelor’s degree for individuals who seek to demonstrate leadership, problem solving skills, and guidance by addressing societal needs through concentrations of social services and public health. Students will explore historical aspects, technology skill attainment, job requirements, models of service delivery, and beginning skills in the helping process. Furthermore, the program will attract individuals to participate in online learning who may otherwise not participate in the higher education field. This program provides an opportunity for non-traditional students to be enrolled in a program that has value in society by serving diverse populations. Further, because of the importance of social welfare development, the program will attract a wide array of students, traditional and non-traditional, who will promote wellness and professional service to communities.
4) What Ohio University program comes closest to duplicating the proposed program? (a) More generally, what duplication exists between the proposed program and other Ohio University programs?
This program offers an additional bachelor completion program track. As mentioned previously, this program shares the same degree as the Customer Service program, the Bachelor of Applied Human and Consumer Sciences. The program shares several of the courses in the Customer Service program.
(b) Can students fulfill their educational and/or vocational needs through existing programs? If they cannot, why not?
This online program offers a unique opportunity for those seeking to advanced their professional knowledge and skills in the human services areas to pursue a bachelor’s degree. This program may also serve as a feeder for an eventual graduate degree in Clinical Mental Health Counseling or Clinical Rehabilitation Counseling, both located within the Department of Counseling and Higher Education in The Patton College.
5) List departments or other academic units at Ohio University and elsewhere that were consulted in the development of this proposal.
Customer Service Bachelor Completion Program, The Patton College of Education.
6) From what geographic area do you anticipate that students to the program will be drawn?
Since the program is offered online, students can enroll from nearly everywhere.
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Targeted recruitment will take place with partners at Columbus State Community College, Hocking College, and other two-year institutions.
(a) In the case of off-campus technical programs, what are the levels and trends in high school enrollments in the service area? N/A
7) How many students do you anticipate will enroll in the program in each of its first four years?
Student enrollment is expected to start at approximately 25-30 students. The program will be designed to scale up as enrollment grows and will utilize facilitators to allow for large section teaching of courses.
(a) To what extent will students in the program come from students who would enroll at this University anyhow?
The program will attract a wide variety of students who are not currently enrolled in the current academic setting. It is anticipated that the program participant will be a non-traditional student who is seeking an online program that will blend with the individual’s familial, employment, and/or geographical circumstances.
(b) To what extent is it anticipated that the enrollment will represent "new" (incremental) students?
Trends of enrollment rates for non-traditional students have increased within the last twenty years. It is anticipated that this program will most likely draw non-traditional, working individuals who do not wish to travel to a campus or have other commitments that inhibit the traditional method of higher education.
III) Curriculum
1) Describe the curriculum in a format that defines required courses, electives permitted, "field" requirements, total number of hours required for completion of the program, and the sequencing of courses over the typical student's career. Indicate which of the courses are newly proposed.
This program will require 120 total credit hours to complete. Students must possess an associate degree or have completed 60 semester hours of coursework at an accredited institution to gain entry to the program. Students not meeting general education requirements when they apply may need to take additional courses to complete the degree.
There are twelve required courses for a total of 34 semester hours. These include: • EDCE 2010 Career and Life Planning (2) • CONS 2500 Families as Consumers in Global Communities (3) Tier II GE-SS • EDCE 3001: Case Management in Human Services (3)
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• EDCE 3002: Job Placement for Human Service Professionals (3) (new course; approved by UCC) • EDCE 3003: Stress Management (3) (new course; submitted to CCC) • EDCS 1011: Introduction to Diversity Studies (3) • CONS 3450J: Writing in Human and Consumer Sciences (T1 “J” course) • EDCE 4001: Introduction to Human Service Professions (3) (new course; approved by UCC) • EDCE 4100: Introduction to Human Relations (2) • EDCE 4400: Foundations in Group Dynamics (2) • EDCE 4910: Internship in Human Services (4) (new course; at ICC) • EDCE 4980: Ethical Issues in Human Services (3) (new course; at CCC)
Students will select 6 of the following course from two areas of emphasis (with at least one T3 course). Diversity & Communication (select at least 3) • COMS 2060 Communication in Interpersonal Relationships (3) • COMS 4100 Cross-Cultural Communication (3) • COMS 4200 Gender and Communication (3) • LING 3900: Language and Gender (3) • SW 3213: Child Abuse and Neglect (3) • COMS 4410: Communication in the Family (3) • WGSS 2200: Introduction to LGBTQ Studies
Leadership and Organization (select at least 3) • CONS 3100 Human Resources for Customer Service Professions • CONS 3890 Career Development for Customer Service Professions (3) • MKT 2020 Marketing Principles (3) • MGT 2000 Introduction to Management-Tier II GE-SS • RHT 3620 Convention and Event Planning (3) • T3 4725 Women and Leadership: Roles and Responsibilities (3)
Students will need to complete three additional general elective courses in order to reach the minimum 120 hours required for graduation. Depending upon students’ career choices they may select elective courses focused in a range of potential specialty areas such as rehabilitation, health care administration, human services, communication, business and leadership, and organization.
2) How does this curriculum compare with that offered at other institutions with similar programs?
(a) Specifically, list at least two curricula of other schools offering similar programs, indicating how they compare with Ohio University.
The Ohio State University Bachelor of Science in Human Development and Family Sciences Program focuses on the understanding of human development and behavior
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within the social context, throughout the lifespan. Likewise, students will prepare for careers working in social service agencies. Course requirements for the program are university courses (47-53 hours), electives (2-8 hours), major courses (19), major elective courses (28 hours), and professional specialization (18 hours). The school requires classes such as Families and Stress, Introduction to Families, and Intimate Relationships and Families with Adolescents. However, the course requirements are traditional classroom style. http://artsandsciences.osu.edu/sites/artsandsciences.osu.edu/files/bs-ge-au16.pdf and http://artsandsciences.osu.edu/sites/artsandsciences.osu.edu/files/minor-hdfs-semester-2- 22-13-B.pdf
Youngstown States University’s Family and Consumer Studies offers a bachelor degree in Family and Consumer Studies. The program prepares students to work in child and family serving organizations and provides in-depth study of caring for individuals throughout the lifespan. http://catalog.ysu.edu/undergraduate/colleges-programs/college- health-human-services/department-human-ecology/bsas-family-consumer-studies- instructor-option/#fouryearplantext
Youngstown University curricula incorporates classes such as Human Ecology Professions, Food and Science & Mgmt. Principles, Ind. & Family Development, Family Housing & Technology, Family Resource Management, Communication of Contemporary Issues, and Lifespan courses (adolescent and adult).
3) Does the program intend to seek accreditation? No
If so, what is the name and address of the agency that would accredit the program?
(a) Has it been contacted? (b) Is the curriculum in accord with its standards?
The program will not be seeking accreditation
4) Define the proposed policy on accepting transfer of credit from other institutions or other programs at Ohio University.
The bachelor completion program in Human Services is specifically designed for students who have already completed an associate degree or for students who have completed a minimum of 60 semester hours. The BAHCS degree with a Human Services major maximizes the transfer of previously-earned credits. For many students, the BAHCS degree with a Human Services major will be a “2 + 2” option, enabling students to take two additional years of coursework beyond the two years already spent earning the associate degree. Alternatively, students with the equivalent of two years of coursework may enter the program and complete degree requirements for the major.
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IV) Faculty and Instruction
1) Will current faculty, new faculty, or a combination of both be used? How? (a) How will new faculty for the program be selected? By whom? (b) What are the minimal qualifications expected of instructors in the program? (c) What is the tenure status of any identifiable current Ohio University faculty who are probable program participants?
The Patton College will be utilizing a combination of Group I, II, and III faculty as well as doctoral students to teach in this program. Minimal qualifications are a master’s degree in a human services related field such as Counselor Education and Supervision, Rehabilitation Counseling, Addiction Studies, Social Work, Human Development, Counseling Psychology, etc. Currently the program has five Group I faculty, and two Group II faculty.
2) What is the likely teaching load of faculty members?
The likely teaching load would be 4:4 for Patton College Group II faculty.
3) What is the projected ratio of FTE students to FTE faculty?
The projected ratio in the first year is 25:1; however, this program is intended to utilize to scale. As enrollment increases, the use of facilitators will be included to moderate large class sizes.
4) Once the program is ongoing, what mechanism will assure that the principle of faculty control of the curriculum will be maintained according to procedures outlined in the Faculty Handbook?
This online bachelor completion program will be coordinated by the Department of Counseling and Higher Education in consultation with the Department of Human and Consumer Sciences. Decisions that the faculty make about the program will be the same as for other programs in the department.
V) Admission Requirements
1) What are the criteria for admission into the program? Be specific. Students must fulfill the following requirements: • Associate’s Degree or 60 semester hours of college coursework with a 2.0 or above GPA. • Students not meeting general education requirements when they apply must take additional courses to complete the degree. • Three letters of recommendation
2) Are there any upper limits on program enrollment? There are no limits on enrollments. Enrollments beyond 25 per section will move to a scalable format with the use of facilitators working under the direction of the faculty of record.
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VI) Administration
1) Who chose (or will choose) the administrative officer(s)? Dr. Mona Robinson, Department Chair, Counseling and Higher Education
2) What is the title of the administrator(s) who will administer the program? Professor & Chair, Counseling and Higher Education
3) Will the administrator(s) have academic rank? Yes, Professor.
VII) Timing and Evaluation - 1) Has any external publicity about this program already been generated? No publicity has been started. Publicity will begin once the program is approved.
2) When do you want the program to start? The program will be “phased in” as soon as approval is obtained. The program is projected to begin Fall 2018-2019
3) New programs will be evaluated annually by their colleges. What additional assessment tools are suggested to evaluate the program once ongoing? Assessment of the program will occur at several points. The program is housed within the Department of Counseling and Higher Education. Thus, assessments are reflective of the Counselor Education program standards that are compiled and submitted for review on a bi-annual schedule to the Counselor Education Advisory Board. The online courses use Quality Matters: Inter-Institutional Quality Assurance in Online Learning as the framework for course development, delivery, and assessment. Thus, each individual course has assessment components that reflect the learning objectives identified for the given course. Finally, the program will be part of the Ohio University Program review process in conjunction with the Department of Counseling and Higher Education seven- year review process. The Department has a philosophy of continuous quality improvement based on assessment. An advisory board is in place that actively participates in curriculum review and revision--this will continue with the Human Services major.
VIII) Budget and Financial
1) List an anticipated budget of revenues and expenses for at least the first two years of the program. The budget is expected to have enrollments of 25 students the first year and increase each year using a scalable model of enrollments. Revenues will be based upon the undergraduate fee at the time for each student enrolled. Expenses incurred will be for instruction. Group II and III faculty will be hired as students are enrolled. The Group II faculty will act as the Program Coordinator. Group I Faculty and doctoral students may teach as needed. As sufficient growth is achieved, additional faculty will be hired.
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2) Under costs, add in the incremental costs of instruction taken in areas outside the program (e.g. electives); if these costs are perceived to equal zero, state why the increased student burden in other areas will not add to financial costs and impede educational quality. Students will take electives as specified in the program of studies that details course planning to ensure students are successfully completing the program. The cost of the program will vary based upon entry credentials of students.
3) What is the extent of the fixed costs of the program for the first two years? (a) By fixed costs, we mean those expenses that will be incurred even if enrollment is almost zero. The Patton College invested $20,000 in the course development of this program. We will work with our Budget Manager to budget course instruction throughout the first two years. Additional expenses for marketing will be included.
4) How much would expenses be reduced if enrollment equals only one-half the amount indicated in the budget? Once the program has been approved, costs will only be for instruction. As enrollment increases, faculty will be hired. Operating with one-half of the projected enrollment, utilizing a Group II and Group III will still cover instructional costs.
5) What is your estimate of how conservative or optimistic your budget projections are? The projections are conservative.
Enrollments are estimated to reach 100+ within the first five years.
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COLLEGE OF FINE ARTS SCHOOL OF INTERDISCIPLINARY ARTS BACHELOR OF FINE ARTS IN INTERDISCIPLINARY ARTS
RESOLUTION 2018 -
WHEREAS, the School of Interdisciplinary Arts in the College of Fine Arts proposes to create the Interdisciplinary Arts Bachelor of Fine Arts; and
WHEREAS, the proposed degree program has completed University Curriculum Council approval; and
WHEREAS, the Interdisciplinary Arts program will meet demand to allow artists to create their own professional paths and interdisciplinary work provides artists a broad range of skills and talents to bridge art forms and facilitate cultural interactions; and
WHEREAS, the program aligns with the college and university vision of innovation by fostering entrepreneurship and self-initiative as well as devises strategies for collaboration; and
WHEREAS, faculty and facility resources needed to establish the Interdisciplinary Arts Bachelor of Fine Arts have been identified.
NOW THEREFORE, BE IT RESOLVED that the Board of Trustees of Ohio University hereby approves establishing the Bachelor of Fine Arts in Interdisciplinary Arts degree in the School of Interdisciplinary Arts in the College of Fine Arts.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Howard Dewald, Associate Provost for Faculty and Academic Planning
Re: New Program - College of Fine Arts – Interdisciplinary Arts Bachelor of Fine Arts
A resolution is included seeking board approval for a new Bachelor of Fine Arts degree in Interdisciplinary Arts in the School of Interdisciplinary Arts in the College of Fine Arts.
The program proposal materials are presented. University Curriculum Council has approved the program and provides the proposal for your review.
The Interdisciplinary Arts Bachelor of Fine Arts offers developing artists the opportunity to create their own path in an environment of mentorship and global thinking. The future of the arts is tied to the ever-widening scope of innovation and cross discipline interaction. The college offers undergraduate degrees in Art, Dance, Film, Music and Theater. All of these areas offer courses that will contribute to an interdisciplinary education specific to individual students in the program. Students in the Interdisciplinary Arts enter the program through an application process in which advisors from different areas help to plan an individualized degree path. A program advisor within the School of Interdisciplinary Arts coordinates and approves appropriate curricular plans for each student pursuing the degree.
Student demand for the program has been determined by students in the college looking for opportunities to collaborate with disciplines outside their own: musicians creating music for film, artists incorporating theater techniques in performance, dancers performing with musicians in theatrical productions and in many other forms. Each school/division curricula allows some, but not always enough room for exploring new and innovative possibilities. There are a few students that leave the university or change majors in their first year because their individual approach to making art does not fit specific disciplines. Within three years, 20 to 30 students are anticipated through retention. New students will be recruited to add to this base and eventually outnumber students that change their degree plan.
The resource needs for this program include a new faculty member in Interdisciplinary Arts to administer the program and teach across the college. Until this hire occurs, the School of Interdisciplinary Arts will administer the program. It is important that future resources are allocated based on which schools and divisions are delivering the degree. While the School of Interdisciplinary Arts will administer the degree, units throughout the College of Fine Arts will deliver the vast majority of the curriculum. There is not a similar program in Ohio. The first student cohort will begin in the Fall Semester 2019 with enrollment of 8 to 10 students anticipated.
The program aligns with the Ohio University and college’s vision of innovation and collaboration. It fosters entrepreneurship, self-initiative and individuality. At the same time it focuses on how to best devise strategies to work together and reach common goals.
Artists regularly create their own professional paths, and interdisciplinary work opens doors to new opportunities. Graduates of the program may find careers crossing between disciplines, such as music for film or dance and movement as performance art. Students with theater backgrounds may apply performing arts practices to sculptural objects. As new technologies continue to develop, interdisciplinary artists can utilize a broad range of skills and talents to bridge art forms and facilitate cultural interaction.
Interdisciplinary Arts Bachelor of Fine Arts Program Proposal
A. Summary Statement
Program submitted March 16th, 2018. BFXX02 Interdisciplinary Arts B.F.A.
The program has begun as a joint effort within the schools and divisions of the College of Fine Arts. The administrative unit will be the School of Interdisciplinary Arts. Brian Evans at [email protected] worked with members of all of the schools and divisions in the College of Fine Arts to initiate the degree.
The Interdisciplinary Arts B.F.A. will be distinguished by its collaborative mission and curriculum. Students in the program will work with advisors in 2 or more divisions and/or schools (beyond the School of Interdisciplinary Arts) within the college. Each of these divisions and/or schools will offer a substantial area of concentration which combine to create a unique degree path. A program advisor within the School of Interdisciplinary Arts will coordinate and approve appropriate curricular plans for each student pursuing the degree. Total credit hours will be 120. The intended audience for this degree would be students with diverse artistic backgrounds who have the vision to create their own path with the guidance of the faculty in a collaborative environment.
The resource needs for this program include a new hire in Interdisciplinary Arts to administer the program and teach across the College. Until this hire, the School of Interdisciplinary Arts will administer the program. It is important that future resources are allocated based on which schools and divisions are delivering the degree. While the School of Interdisciplinary Arts will administer the degree, units throughout the College of Fine Arts will deliver the vast majority of the curriculum.
We anticipate the first student cohort to begin in the Fall of 2019 with enrollment of 8-10 students.
B. Need for the Program
Student demand for the program has been determined by students in the college looking for opportunities to collaborate with disciplines outside their own: Musicians creating music for film, artists incorporating theater techniques in performance, dancers performing with musicians in theatrical productions and in many other forms. Each school/division curricula allows some, but not always enough room for exploring new and innovative possibilities. There are a few students that leave the university or change majors in their first year because their individual approach to making art doesn’t fit our specific disciplines. This may be only 2 or 3 students per year for each school/division, but that adds up to 8 to 12 students in the first year. Within three years, we anticipate 20-30 students through retention. New students will be recruited to add to this base and eventually outnumber students that change their degree plan.
There are two suggested model schools for this program:
The University of Wisconsin, Milwaukee offers an Inter-Arts BFA degree: https://www4.uwm.edu/academics/undergraduatecatalog.cfm?u=SC/D_FA_IA.html The University of Michigan, Stamps School of Art and Design offers the Interarts Performance BFA: https://stamps.umich.edu/undergraduate-programs/interarts
There is not a similar program in Ohio. This type of interdisciplinary study suits some students better than our existing programs in the College of Fine Arts. There has been student demand for this degree at OHIO for years as evidenced by student-initiated multi- disciplinary projects, performances and presentations. Also, student feedback in advising sessions has been reported by advisors from each school and division that expresses a need for this program.
The program aligns with the University and College’s vision of innovation and collaboration. It fosters entrepreneurship, self-initiative and individuality. At the same time it focuses on how we can devise strategies to work together and reach common goals.
There is some overlap with the University College’s B.S.S. degree. We have spoken with Elizabeth Sayrs and since this degree will be entirely within the College of Fine Arts, she sees no conflict of interest.
Because of the unique nature of this program in Ohio, new student interest is anticipated. The students in the program would in part come from current Fine Arts students whose interests in art are broader than any one curriculum. These students sometimes leave for another university or have a difficult time as a student at OHIO. While it is crucial to retain students in the College of Fine Arts, program development will also focus on recruiting students specifically for this program.
Consultation and collaboration was conducted through a committee including Steve Ross from Film, Jenny Klein from Art, Garrett Field from Music and IArts and Nathan Andary from Dance. Additionally, Brian Evans has met with curriculum chairs Karla Hackenmiller from Art, Tresa Randall from Dance, and Matt James from Music.
C. Curriculum
Program Outcomes Students earning an Interdisciplinary B.F.A. will be able to:
• Demonstrate entry-level fine arts skills in professional presentation, collaboration and communication. These skills will be in two or more disciplines within the College of Fine Arts. • Demonstrate fundamental knowledge of research practices, theory and history.
• Apply skills and demonstrate a comprehension of theories and methodologies as they relate to professional practice in two or more specific disciplines.
Curriculum
• University General Education Requirements Credit Hours: 33 • IART 1170 - Introduction to the Arts: Arts in Contexts Credit Hours: 3 • IART 1180 - Introduction to the Arts: Object and Events Credit Hours: 3 • IART 3600J – Writing in the Arts Credit Hours: 3 o This course will satisfy the Junior Composition requirement for the University. • Primary Area of Concentration Credit Hours: 42 o To be determined with the student in consultation with their area and IArts advisors. • Secondary Area of Concentration Credit Hours: 33 o To be determined with the student in consultation with their area and IArts advisors. • IART 4710 - Interdisciplinary Arts BFA Capstone Credit Hours: 3 o This course has been proposed. It would satisfy the Tier III requirement for the University.
Total credit hours required for completion of the major will be 87. Total credit hours required for the completion of the degree will be 120. There will not be a typical student for this degree, so outlining the sequencing of courses is not possible. However, hypothetical degree plans are included in the appendix. The culminating experience of the program will be the project-based capstone course, IART 4710 mentioned above.
Similar to the programs at Michigan and Wisconsin (mentioned above), specialized degree plans with a foundation in theory, history and the application of professional practice are the underlying structure of this program.
Accepting transfer of credit may be allowed following a meeting and application process for each student. Following university guidelines, the majority of the degree credits must be earned in residence.
D. Modality and Location Most of the curriculum will be practice-based, in-person instruction. This instruction will take place at the Athens campus.
E. Accreditation The program does not intend to seek accreditation.
F. Faculty and Instruction Most of the faculty for this program will be within the divisions and schools in the College of Fine Arts. An initial hire of one faculty member in the School of Interdisciplinary Arts
will be necessary to lead and administer the program. As the program grows, new faculty will be hired in the divisions and schools that are delivering the curriculum. These new positions will further promote the growth of both the IArts BFA program and the division or school in which they teach. These new hires will be artists that reflect the values of interdisciplinary work that are central to this degree. Search committees with members from each school and division in the college will lead the selection process. New faculty for this program must have a terminal degree (M.F.A. or PhD.) and a record of creative activity and/or scholarship. The School of Interdisciplinary Arts will oversee the curriculum.
G. Admission Requirements
Currently registered, degree-seeking students in the College of Fine Arts may apply to the Interdisciplinary Arts B.F.A. as early as the term in which they anticipate reaching sophomore rank (at least 30 semester hours earned) and will have attained a 2.0 or higher cumulative GPA. In other words, students may apply at the end of their freshman year to begin the program in the beginning of their sophomore year.
To enter the program, a student must complete an extensive application in collaboration with an Interdisciplinary Arts B.F.A. Academic Advisor, who will assist in designing the Areas of Concentration. Applicants must also work with two or more College of Fine Arts faculty advisors (one from each area of concentration) in preparing the application. Applications will be accepted until February of spring semester for admission into the program the following fall semester.
Approved students will begin their Interdisciplinary Arts B.F.A. the semester after which the complete and authorized application proposal was submitted, so long as it was submitted by the stated application deadline.
The program will accept no more than 16 students per year.
H. Graduation Requirements (in addition to University requirements)
Students in the Interdisciplinary Arts program may complete one or more academic minors, as long as the courses taken to meet the minor requirements are not included in the Areas of Concentration. A student should indicate their intention to complete a minor at the time they submit an Interdisciplinary Arts B.F.A. application. Courses required to earn a certificate may be included in the Areas of Concentration.
To submit an application to the Interdisciplinary Arts program for consideration, a student must: 1. Be currently registered as a degree-seeking student; 2. Anticipate reaching sophomore rank (at least 30 semester hours earned) in the term of application; and 3. Have earned a cumulative GPA of 2.0 or above.
To graduate with an Interdisciplinary Arts B.F.A. degree, a student must:
1. Earn at least 120 hours, of which at least 39 must be courses with catalog numbers at the 3000-level or above, as shown in this catalog. This does not include graduate level courses. 2. Begin their Interdisciplinary Arts B.F.A. residency the semester after which a completed and authorized application was submitted, so long as it was submitted by the stated application deadline. 3. Complete 25 classes (ranging from 75 - 87 hours) in the Areas of Concentration approved by the Area Advisors and Interdisciplinary Arts Academic Advisor. At least 50 percent of the coursework taken for the Areas of Concentration must be completed at Ohio University. 4. Complete the University General Education requirements. 5. Complete the minimum of 30 hours of Ohio University coursework to satisfy the University residency requirement. 6. Earn at least a 2.0 GPA in the Areas of Concentration and overall.
I. Administration
IArts will be the academic unit that will administer the program and the schools and divisions within the College of Fine Arts will provide a home for the students. Next year (2018-2019) the School of Interdisciplinary Arts will administer the program as the IArts academic advisor and the following year the new hire will administer the program.
J. Timing
We would like to start the program in the Fall of 2019.
K. Budget and Financial
Resources for this program include a new IArts faculty member that will administer the beginning of the program and teach across the college. Faculty from the schools and divisions in the college will teach the majority of the curriculum. Use of current space, equipment and technologies will suffice for the beginning of the program, but as soon as there are 20 or more students enrolled in the degree, new faculty and facilities will need to be secured.
L. Assessment and Program Review
Yearly assessments will take place through meetings with the IArts curriculum committee. Rubrics that measure individual outcomes will provide data to analyze the effectiveness of the program as defined by its learning outcomes.
These assessments will be documented with suggestions for improvements to the program. Each year, the goals for improvements will be re-assessed to determine if changes have had the desired results. Data will be collected from students in the program (especially during the first five years) to help guide the growth of the degree.
This data and record of curricular and programmatic assessment will provide information for Program Review.
Appendix A: Course Descriptions
• ART 1170 - Introduction to the Arts: Arts in Contexts This course focuses on art as a social process; the contexts in which the arts are made, circulated and engaged; and what art can tell us about the world.
• IART 1180 - Introduction to the Arts: Object and Events The goals of this course are to provide students with critical and aesthetic tools to better understand and appreciate historical periods and styles, to introduce students to a variety of visual and performing arts, and to provide students with strategies for exploring meanings in the arts.
• IART 3600J – Writing in the Arts Critical analyses of form, media, and content in arts stressing instruction in critical writing.
• IART 4710 - Interdisciplinary Arts BFA Capstone (Proposed Course) This course will develop the culminating presentation of the students work in the Interdisciplinary Arts BFA program. Each presentation will have a written research component. Performances and/or showings will be open to the public.
Appendix B: Proposed Sample Curriculum #1 for IArts BFA Primary Area: Music Secondary Area: Theater Number of Credits Courses Gen. Ed. Requirements Tier I Math 1 3 Tier I English 1 3 Tier II 7 21 Tier I Junior Comp: IART 3600J – Writing in the Arts 1 3 Tier III: IART 4710 – IArts BFA Capstone 1 3
Program Requirements IART 1170 - Introduction to the Arts: Arts in Contexts 1 3 IART 1180 - Introduction to the Arts: Object and Events 1 3
Primary Area Requirements (at least 42 credits) Music Foundation Courses 8 18 MUS 1011/1021 (Non-major theory)*, MUS 1200 (Styles) OR MUS 1210 (World Mus), MUS 1250 (Intro Mus Hist). MUS 1410/20 (piano), MUS 2XXX (2 sem. of Ensembles), MUS 3XXX (2 sem. of Applied inst./voice). *MUS 1010/1020 (Music major theory) could replace 1011/1021.
Music Concentration Courses 9 24 MUS 3210/3220 (Mus hist), MUS 3625 (Jazz hist), MUS 4250 (Mus of Africa), MUS 4700 (Hist of Film Music), MUS 1240/2240 (Hist Rock), MUS 2XXX (2 additional semesters of Ensemble), MUS 3XXX (2 additional semesters of Applied) OR other electives as approved
Secondary Area Requirements (at least 33 credits) Theater Foundation Courses THAR 1130, THAR 1390, THAR 1391, THAR 1730 4 12
Theater Concentration Courses THAR 2130, THAR 2710, THAR 3130, THAR 3210, THAR 4130, THAR 4710, THAR 4720 7 21
Total 41 114 Total for Degree: 120
Appendix B: Proposed Sample Curriculum #2 for IArts BFA Primary Area: Dance Secondary Area: Theater Number of Credits Courses Gen. Ed. Requirements Tier I Math 1 3 Tier I English 1 3 Tier II 7 21 Tier I Junior Comp: IART 3600J – Writing in the Arts 1 3 Tier III: IART 4710 – IArts BFA Capstone 1 3
Program Requirements IART 1170 - Introduction to the Arts: Arts in Contexts 1 3 IART 1180 - Introduction to the Arts: Object and Events 1 3
Primary Area Requirements (at least 42 credits) Dance Foundation Courses 8 15 DANC 1210, 1211, 1220, 1221, 1230, 1231, 2700, 1801
Dance Concentration Courses 12 27 DANC 1240, 1250, 2210, 2211, 2230, 2231, 3300, 3150, 2710 or 3550, 4710, electives
Secondary Area Requirements (at least 33 credits) Theater Foundation Courses THAR 1130, THAR 1390, THAR 1391, THAR 1730 4 12
Theater Concentration Courses THAR 2130, THAR 2710, THAR 3130, THAR 3210, THAR 4130, THAR 4710, THAR 4720 7 21
Total 44 114 Total for Degree: 120
Change in Program Names COLLEGE OF HEALTH SCIENCES AND PROFESSIONS SCHOOL OF NURSING NAME CHANGE FOR THE NURSE ADMINISTRATOR PROGRAM
RESOLUTION 2018 –
WHEREAS, the School of Nursing in the College of Health Sciences and Professions supports a name change for Nurse Administrator to Nurse Leader; and
WHEREAS, the proposed name change has been approved by the University Curriculum Council; and
WHEREAS, the proposed name change will reflect the program course to prepare students to provide leadership in nursing and healthcare organizations; and
WHEREAS, the name change will not impact curricular resources or faculty staffing.
NOW THEREFORE, BE IT RESOLVED that the Nurse Administrator program be renamed Nurse Leader.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Howard Dewald, Associate Provost for Faculty and Academic Planning
Re: Name Change – CHSP Nurse Administrator Program
A resolution is attached seeking board approval for changing the name of the Nurse Administrator program to the Nurse Leader program. The University Curriculum Council has approved the request.
The Master of Science in Nursing (MSN) program is a graduate program that prepares post- baccalaureate students to assume Advance Practice Registered Nurse (APRN), nurse leadership and nurse educator roles. Currently, the MSN program offers four track options: the Family Nurse Practitioner, the Nurse Educator, the Nurse Administrator, and the Acute Care Nurse Practitioner.
The School of Nursing has offered a Nurse Administrator track for the past several years in order to meet the needs for nurse administration in this area. National trends in leadership have emerged over the past two years, requiring curriculum revision and a program name change, so admissions to the track had been inactive while those revisions were occurring.
The revised track focus is on the specialty of nurse leader. This focus is consistent with the national standards established by American Association of Critical Care Nurses (AACN) in the Essentials of Master’s Education in Advanced Nursing Practice (AACN, 2006) and the Nurse Leader Competencies (American Organization of Nurse Executives, 2015).
The School of Nursing requests a new name of Nurse Leader for the program which will prepare students to provide leadership in nursing and healthcare organizations.
COLLEGE OF BUSINESS NAME CHANGE FOR THE DEGREE MASTER OF SCIENCE IN BUSINESS ANALYTICS
RESOLUTION 2018 -
WHEREAS, the College of Business proposed to establish the Master of Science in Business Analytics degree; and
WHEREAS, the proposed degree program was approved by the Ohio University Board of Trustees on January 19, 2018, through Resolution 2018 – 3676; and
WHEREAS, the proposed curricular program review by the Ohio Department of Higher Education Chancellor’s Council on Graduate Studies noted that the culminating experience and outcomes more closely align with a professional degree and should be approved as a degree that meets the plan of business; and
WHEREAS, on May 22, 2018, the Chancellor of the Ohio Department of Higher Education approved the degree proposal as a Master of Business Analytics.
NOW THEREFORE, BE IT RESOLVED that the Master of Science in Business Analytics degree be renamed Master of Business Analytics.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Howard Dewald, Associate Provost for Faculty and Academic Planning
Re: Name Change for Master of Science in Business Analytics
A resolution is attached seeking board approval for changing the name of the recently proposed Master of Science in Business Analytics to the Master of Business Analytics.
The proposal for the Master of Science in Business Analytics was approved by the Ohio University Board of Trustees on January 19, 2018, in Resolution 2018 – 3676.
In the review of the proposal for a Master of Sciences in Business Analytics by the Ohio Department of Higher Education Chancellor’s Council on Graduate Studies it was noted that the culminating experience and outcomes more closely align with a professional degree and should be approved as a degree that meets the plan of business. On May 22, 2018, the Chancellor of the Ohio Department of Higher Education approved the degree proposal as a Master of Business Analytics.
COLLEGE OF BUSINESS DEPARTMENT OF MANAGEMENT INFORMATION SYSTEMS DEPARTMENT NAME CHANGE
RESOLUTION 2018 –
WHEREAS, the Department of Management Information Systems is requesting a name change to the Department of Analytics and Information Systems; and
WHEREAS, the proposed name change is supported by the College of Business; and
WHEREAS, the proposed name change will reflect that half of the faculty and courses are now focused on the area of business analytics; and
WHEREAS, the name change will not impact curricular offerings or faculty staffing.
NOW THEREFORE, BE IT RESOLVED that the Department of Management Information Systems be renamed the Department of Analytics and Information Systems.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Howard Dewald, Associate Provost for Faculty and Academic Planning
Re: Name Change for Department of Management Information Systems
A resolution is attached seeking board approval for changing the name of the Department of Management Information Systems to the Department of Analytics and Information Systems. The College of Business supports the request.
The name change better reflects the broad role the department now plays in the college after the College of Business moved the responsibility for the analytics major, minor, and courses from the Department of Management to the Department of Management Information Systems in 2017. Approximately half of the faculty members and courses are now focused on the area of business analytics. The new name was approved unanimously by the departmental faculty and endorsed by its advisory board. Further, the Dean in the College of Business fully supports the name change.
The names of the degree programs in the department will not change. Also, the prefixes used for the departmental courses will not change.
MAJOR, DEGREE, AND COLLEGE PROGRAM REVIEWS
RESOLUTION 2018 –
WHEREAS, the continuous review of academic programs is essential to the maintenance of quality within an educational institution; and
WHEREAS, Ohio University has had for many years a rigorous program of internal review; and
WHEREAS, the Higher Learning Commission through its Criterion 4A requires, “The institution maintains a practice of regular program reviews.”
NOW THEREFORE, BE IT RESOLVED, that the Board of Trustees of Ohio University hereby accepts the program reviews for the following six programs:
College of Arts and Sciences • Economics • Geological Sciences • Sociology and Anthropology • Women’s, Gender, and Sexuality Studies
University College • Criminal Justice • Aerospace Studies (Air Force ROTC)
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Howard Dewald, Associate Provost for Faculty and Academic Planning
Re: Academic Program Reviews
The University has a process of internal review for academic programs which strives to ensure programs are continuously adapting and improving. Programs are reviewed by the Academic Program Review Committee of the University Curriculum Council on a regular cycle, typically seven years. A review will occur over an academic year and culminate in a comprehensive report on the viability of the program. Executive summaries of the reviews are submitted to the Academics Committee of the Board of Trustees.
The table below lists the programs reviewed and includes whether the program is recommended as viable. A resolution for board acceptance of the reviews is provided.
College Program Pages Viable A&S Economics 3-5 Yes A&S Geological Sciences 6-8 Yes A&S Sociology and Anthropology 9-13 Yes A&S Women’s, Gender, and Sexuality Studies 14-17 Yes UNC Criminal Justice 18-21 Yes UNC Aerospace Studies (Air Force ROTC) 22-25 Yes
Economics (Athens) Program-Review Executive Summary
Reviewed AY 2016-17 Previous Review: AY 2008-09
Finding and Overall Assessment: Viable.
Degrees: B.A. in Economics; B.S. in Economics; B.S. in Economics (Honors Tutorial College): Minor in Economics; M.A. in Economics; Master of Financial Economics (M.F.E.); and M.A. in Applied Economics.
Self-Study Synopsis: A core contributor to OHIO’s liberal-arts education, the Department of Economics serves students in the College of Arts and Sciences and from across the university, with roughly half of its enrollments coming from the College of Business and University College. As of Fall 2016, the department had 109 undergraduate majors, about 30 percent of whom were in the B.S program (introduced in 2012) and 70 percent on the B.A.-degree track. This compares with 84 majors in Fall 2011, at which time there was no B.S. track. The total headcount for Economics classes increased from 3,691 in AY 2012-13 to 4,322 in AY 2016-17. Its population of graduate students increased from 87 to 133 during the same period. ECON 1000, 1030, and 1040 are part of the university's Tier II requirements for social sciences and meet requirements in the College of Business. During the period under review, 18,819 students completed these courses. Eighteen tenure-track faculty, an early retiree, and two lecturers (all with terminal degrees) deliver the curriculum, with tenure-track faculty engaging in scholarship/creative activity and service to the department, campus, and community. Lecturers are not expected to engage in research/creative activity but do provide service. In addition to the department’s work on the Athens campus, economics courses are taught on the regional campuses, mostly by adjunct faculty. ECON has established clear learning objectives that are assessed regularly. These include: the ability of students to describe how markets organize core economic activities, such as production, distribution, and consumption, and the growth of productive resources; the capacity for analytical and economic reasoning skills; and the development of critical-thinking skills. Moreover, the department’s promotion and tenure committee conducts annual teaching evaluations of tenure-track faculty based on class observations, student teaching evaluations, and course content.
Site-Visit Overview: The external reviewer was Glenn Blomquist, Pollard Endowed Professor Emeritus and Professor of Economics and Public Policy Emeritus at the University of Kentucky. The internal reviewers were Scott Sparks (Education), C. Scott Smith (Music), and Trevor Roycroft (Information and Telecommunication Systems). The review was conducted October 19-20, 2017. The committee found that the program is achieving excellence in fulfilling its mission of teaching, research/creative activity, and service. Economics is attracting majors who are able to succeed and is providing a
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3 diverse curriculum. According to faculty interviews, undergraduates are very successful in either finding employment in the job market and/or with acceptance into graduate programs. At the graduate level, the department is recruiting students who are likely to succeed, and its two specialized Master’s tracks seem able to prepare their students for specialized jobs. Diversity is a challenge in economics graduate education in terms of gender, but a large number of international students provides for a racially and ethnically diverse student body. Overall, the committee’s commendations included the quality of ECON’s faculty and the department’s ongoing efforts to improve its evaluation of teaching effectiveness and learning outcomes. Areas of concern included a lack of identity in regard to the general M.A. in Economics program; the need to generate greater awareness among students vis-à-vis career opportunities; and little connection and communication between the department and alumni.
Site-Visit Recommendations: The committee recommended the department considering offering graduate specializations in the high-demand fields of health economics and environmental economics. The demand for graduate degrees in health and environmental economics might be great enough to attract good students even without increases in funding for graduate assistantships. Moreover, the committee recommended working with University Communications and Marketing to enhance the department’s social- media profile and to use online methods to better connect with program alumni.
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4 Office of the Dean Wilson Hall, College Green 1 Ohio University Athens OH 45701-2979 College of Arts and Sciences T: 740.597-1833 F: 740-593-
Date: November 2, 2017
TO: David Ingram, Program Review Committee
FROM: Robert Frank, Dean, College of Arts and Sciences
RE: Seven‐year review of Economics
I am responding to the 2017 reviewer’s report for the Department of Economics seven‐year program review.
I concur with conclusions of the very positive report on the current state of the department and its programs. I join the reviewers in acknowledging the accomplishments of the faculty in the domains of scholarship and teaching, and applaud the department’s leadership for its good work regarding the management of the undergraduate and graduate programs. There is ample evidence of commitment to quality and innovation in the department. I have no concerns.
5 Geological Sciences (Athens) Program-Review Executive Summary
Reviewed AY 2016-17 Previous Review: AY 2008-09
Finding and Overall Assessment: Viable.
Degrees: B.A. in Geological Science; B.S. in Geological Science; B.S. in Environmental Geology; B.S. in Geological Science (Honors Tutorial College); Minor in Geological Science; and M.S. in Geological Science.
Self-Study Synopsis: The mission of the Department of Geological Sciences (GEOL) is to advance our understanding of the processes that formed and now modify the Earth. It provides students of all disciplines with an introduction to problem solving, critical thinking, and basic concepts. It prepares its undergraduate majors with a solid foundation in the discipline for use in their subsequent life, work, or advanced studies, and it imparts to its graduate students a high level of knowledge, skills, and professionalism that enable them to advance their careers in pure and applied geological sciences. The number of undergraduate majors rose from 68 in Fall 2009 to 77 in Fall 2016, reached a high of 90 students at one point during the period under review. The Honors Tutorial degree was first offered in AY 2015-16 and had three students enrolled as of AY 2016-17. The Master’s program has consistently enrolled about 20 students during the review period, with up to 10 students graduating yearly. Undergraduate students are encouraged to pursue senior theses, to work in a faculty member’s lab, or work in the field as paid or unpaid assistants. Moreover, all Master’s students pursue original research in collaboration with a faculty advisor, although a non-thesis M.S. program began in AY 2017-18. Direct participation beyond being an assistant to faculty-led research entitles undergraduate and graduate students to co-authorship of any resulting publications. Learning outcomes at the undergraduate and graduate levels are identified and assessed, and the program’s academic advising is also subject to regular assessment. The department is comprised of nine (9) tenure-track faculty, each with terminal degrees, and a full-time non-tenure-track faculty member, also with a terminal degree. The number of faculty has decreased by two (2) since the last review. Faculty members are active in research/creative activity and provide service to the department, the university, and the profession. Challenges facing the program include: the impact of recent retirements on curricular offerings; a gender imbalance among faculty due to the recent departures of female colleagues; and financial pressures due to budget reductions.
Site-Visit Overview: The external reviewer was Scott E. Ishman, Professor of Geology at Southern Illinois University. The internal reviewers were Catherine Axinn (Marketing) and Timothy G. Anderson (Geography). The review was conducted November 8-9, 2017. The committee found the program to be strong and viable. It commended GEOL for maintaining enough course offerings to allow students to make
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6 normal progress; this has been accomplished through proactive and innovative curriculum adjustment. It also noted the department’s research profile, bolstered by more than 200 publications since 2009 and $1.3 million in outside funding since the last review. In addition, the committee found that the department has maintained its service commitments despite a shrinking faculty, resulting in more service work per faculty member. Also noted was the department’s very high success rate (about 90%) with regard to the percentage of students attaining jobs in the discipline or being accepted into a graduate program. The M.S. program is rather strong and has a very good reputation nationally, with most of its graduates finding employment either in the petroleum industry or in environmental fields. Areas of concern included the aforementioned fall in faculty numbers, resulting in curricular issues and heavy service loads; the need for greater gender diversity among department faculty and students; the need for additional extramural research funding; and the department’s overall budgetary environment.
Site-Visit Recommendations: The committee’s recommendations included addressing staffing needs, perhaps by adding or augmenting areas of specialization that are drawing substantial research funding, and for the program to begin new outreach efforts to address its demographical imbalances.
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7 Office of the Dean Wilson Hall, College Green 1 Ohio University Athens OH 45701-2979 College of Arts and Sciences T: 740.597-1833 F: 740-593-
Date: January 9, 2018
TO: David Ingram, Program Review Committee
FROM: Robert Frank, Dean, College of Arts and Sciences
RE: Seven‐year review of Geological Sciences
I am responding to the 2017 program reviewers’ report for the Department of Geological Sciences.
The report correctly identifies the many ways that the department is meeting its mission in undergraduate education, graduate education, research and service. The faculty have responded to opportunities for innovation and collaboration within their curricula with creativity and a willingness to acknowledge the changing landscape of higher education. Departmental leadership has been proactive to meeting the challenges of the present and thinking about the future. Outreach to alumni has been outstanding! A series of retirements and resignations provides the department with the opportunity to re‐shape and revitalize its future directions, and I look forward to working with them to implement a new vision that supports a revised curriculum and fulfills and research mission of the department.
8 Sociology and Anthropology (Athens) Program-Review Executive Summary
Reviewed AY 2016-17 Previous Review: AY 2008-09
Finding and Overall Assessment: Viable.
Degrees: B.A. in Sociology; B.A. in Sociology (Pre-Law); B.A. in Sociology (Criminology); B.A. in Sociology (Honors Tutorial College); B.A. in Anthropology; B.A. in Anthropology (Honors Tutorial College); Minor in Sociology; Minor in Anthropology; and M.A. in Sociology.
Self-Study Synopsis: The Department of Sociology and Anthropology (SOC-ANTH) is a diverse unit with a central administrative/committee structure that oversees both disciplines and field-specific programs under them. With deep histories at the university, sociology and anthropology both involve the study of human behavior, social interaction, and social organization. Both are concerned with how societies are organized and why people act as they do, but approach these issues from different perspectives and traditions. The department’s responsibilities include advancing the scholarly work of its disciplines; providing general-education and liberal-arts curricula to undergraduate students; educating and advising undergraduate majors in specialized areas; providing professional and academic training to graduate students; tutoring Honors and HTC students; and providing service and leadership to the department, the university, the community, and professional organizations. The department, as of 2016, had 22 tenure- track faculty members, with a total of 33 faculty overall on the Athens campus. It also oversees instruction in the disciplines on OHIO’s regional campuses. During the period under review, the department registered a headcount of more than 41,000 students on the Athens campus alone. SOC boasted more than 420 majors (Athens and RHE combined) as of Spring 2016, with significantly fewer in ANTH. The M.A. program in Sociology prepares students for professional careers in both academic and applied settings, with coursework in theory, methods, and substantive topics. When measured by either quantity or quality, the Ohio University Sociology MA program, with 23 students as of Spring 2017, is in the top tier of terminal MA sociology programs in the United States. In terms of areas for improvement, the department identified such matters as improving its capacity to assess its students’ learning outcomes and to find ways to anticipate and respond to shrinking budgetary resources.
Site-Visit Overview: The external reviewers were Jeffrey Chin, Professor of Sociology at Le Moyne College, and Diane Mines, Professor of Anthropology at Appalachian State University. The internal reviewers were Mary Jane Kelley (Modern Languages), Robin Muhammad (African American Studies) and John Cotton (Mechanical Engineering). The review was conducted October 25-27, 2017. The committee applauded SOC- ANTH’s highly productive research, scholarship, and creative activity, especially in light
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9 of heavy teaching loads and its production of student credit hours. Indeed, one external reviewer noted the department is strong and has the potential to become one of the premier departments at the university. However, current levels of budgetary support will hold the department in “stasis”; moving forward will require additional resources. Other areas of concern included communication problems with regard to intradepartmental relations; uneven practices in terms of mentoring pre-tenured faculty; and a lack of clarity vis-à-vis the identity of the department and the identities of its individual programs. Mission and vision statements might be useful in stating and communicating what makes SOC and ANTH unique and valuable at OHIO.
Site-Visit Recommendations: The reviewers provided a number of recommendations specific to the department’s disciplines and programs, including the need for faculty to consider revising learning outcomes for Sociology; for faculty to consider writing mission statements for the sociology, criminology, and graduate-sociology programs; and for the department to consider revisiting the decision to remove the internship as a core requirement for the sociology and criminology curricula.
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DATE: January 2, 2018
TO: David Ingram, Program Review Committee
FROM: Christine Mattley, Chair of the Department of Sociology and Anthropology
RE: Seven-year review of Sociology and Anthropology
The Department of Sociology and Anthropology has reviewed the report submitted by the internal and external reviewers as part of our 2009-2016 Program Review. We value their careful work in examining our programs and are in basic agreement with their assessment and recommendations.
We appreciate the reviewers’ recognition of the high quality of our faculty and our contributions to the education of students at all levels at Ohio University; undergraduate and graduate, lower division and upper division, majors, general education, to interdisciplinary programs and our substantial and significant contributions the College of Arts and Sciences Themes. Moreover, we value the recognition of the ways the department serves the university in both quantity and quality of its programs and instructional excellence across all majors: anthropology, sociology, sociology• criminology, sociology-prelaw. Additionally, we are appreciative of the commendations regarding the highly productive research, scholarship, and creative activity of our faculty, especially in light of heavy teaching loads and our weighted student credit hour production. Additionally, we are pleased that Dr. Chin says of us, “The department is strong and has the potential to become one of the premier departments at the university. Importantly, the faculty are eager to work towards this goal.”
11 However, we would like to offer some corrections to the report. Our programs include an Anthropology minor which is not listed in the executive summary of the report. In the Anthropology section 2.b., the report states: " With 6.5 full time faculty (Dr. Patton being assigned half time to Food Studies)...” Actually we have 8 full time Group 1 faculty members in Anthropology, not 6.5. Patton is not assigned to Food Studies half time; his entire position is located in the Department of Sociology and Anthropology and he is an Assistant Professor of Anthropology, not Anthropology and Food Studies.
We find the specific recommendations from reviewers in line with department goals and efforts and are making progress in implementing many of them. For instance, Sociology and Sociology-Criminology have already taken advantage of the American Sociological Association’s Curriculum Mapping Tool which enables a department to assess their curriculum in light of disciplinary learning objectives and to make changes based on the report generated by the exercise. Anthropology has already had a series of discussions and has been working on the Anthropology curriculum especially in terms of capstone experiences for our seniors and assessment. We are reviewing our mentoring practices, revisiting mission statements for both the department and for our programs, and striving to find ways to further support our graduate program.
Of greatest concern for the reviewers was communication. The communication issues are well known to us and the College and we look forward to continue to work with the College to finalize a plan to remedy these issues.
Finally, we appreciate the support expressed for providing adequate resources to a department as large, diverse, and productive as ours. As the reviewers suggest, our current levels of support will barely hold us in stasis and in order to move forward we will require more resources. With the support of the university, we look forward to fulfilling Dr. Chin’s prediction of becoming one of the premier departments at Ohio University.
12 Office of the Dean Wilson Hall, College Green 1 Ohio University Athens OH 45701-2979 College of Arts and Sciences T: 740.597-1833 F: 740-593-
Date: December 5, 2017
TO: David Ingram, Program Review Committee
FROM: Robert Frank, Dean, College of Arts and Sciences
RE: Seven‐year review of Sociology and Anthropology
I am responding to the 2017 program reviewers’ report for the Department of Sociology and Anthropology.
I concur with the report’s positive comments regarding the achievements of the faculty as teachers and scholars. Many faculty in the department have well‐deserved reputations for excellence in these two areas. I agree that we have made excellent hires recently, and also applaud the interdisciplinary efforts of the faculty. I agree that communication among the faculty (both Group I and II in both Sociology and Anthropology) should be improved, and recognize that the general atmosphere of collegiality in the department is not what it should be. I look forward to receiving a plan regarding the ways in which improvements will be pursued. I also endorse a fresh look at the curriculum as suggested in the report. It seems advisable for this examination to occur within the context of a comprehensive strategic planning effort by the department.
13 Women’s, Gender, and Sexuality Studies (Athens) Program-Review Executive Summary
Reviewed AY 2016-17 Previous Review: AY 2008-09
Finding and Overall Assessment: Viable.
Degree: B.A. in Women’s, Gender, and Sexuality Studies; B.A. in Women’s, Gender, and Sexuality Studies (Honors Tutorial College); Certificate in Women’s, Gender, and Sexuality Studies; Certificate in LGBTQ Studies; and Graduate Certificate in Women’s, Gender, and Sexuality Studies.
Self-Study Synopsis: In 1979, the university founded an interdisciplinary Women’s Studies certificate program. It first offered a B.A. degree in 2005, became the Women’s and Gender Studies program in 2008, and, in 2014, changed its name once more, becoming the Women’s, Gender, and Sexuality Studies program (WGSS). The program focuses on gender and sexuality and their intersection with race, ethnicity, nationality, class, disability, and other elements of diversity. The WGSS curriculum introduces students to a wide range of theoretical and practical perspectives on the influence and meaning of gender in the human experience across time and cultures. WGSS’s interdisciplinary programming includes a variety of individual courses, many of which focus on global feminisms, sexuality studies, and cultural analysis. WGSS delivers its introductory course (WGSS 1000) to an average of 1100 students per year and serves 21 undergraduate majors and more than 60 students its certificate programs. In addition to core WGSS offerings, students choose from more than 70 elective courses taught by over 100 affiliated faculty members, including tenure-track faculty and lecturers, from 28 departments across the university. Courses include offerings at Zanesville, Southern, Pickerington, and Chillicothe. The program has five tenure-track faculty members with joint appointments in university departments in which promotion and tenure are handled in line with disciplinary norms. In addition to their teaching, WGSS faculty members engage in research/creative activity and service/community engagement. The program’s learning outcomes are subject to ongoing assessment, focusing on three areas: the ability of students to describe the role of gender and sexuality in social meanings and practices; skills involving in comparing and contrasting gendered meanings and practices across different cultural, historical, and structural contexts; and the capacity of students to evaluate the respective roles of sex, gender, and sexuality in existing social orders and articulate normative concerns and alternatives. WGSS’s goals include establishing an advisory council, develop a Master’s program based on “stackable” certificates; and create a Center for Research on Women, Gender and Sexuality.
Site-Visit Overview: The external reviewer was Kristen Myers, Professor and Director of the Center for the Study of Women, Gender, and Sexuality at Northern Illinois University. The internal reviewers were Gary Holcomb (African American Studies),
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14 Mary Rogus (Journalism), and Fuh-Cherng Jeng (Communication Science). The site visit was conducted November 13-14, 2017. The committee found WGSS to be an excellent interdisciplinary program. It commended WGSS for its leadership, rigorous curriculum, the impressive credentials of its faculty (tenure-track and otherwise); its thoughtful integration of adjunct faculty; and its strong leadership on campus and in the community for the awareness of sensitive and vital social issues, such as sexual assault, LGBTQ+ rights, and gender equity, and the establishment of policies that protect historically oppressed groups. Areas of concern included WGSS’s status as a program, rather than a department, which has some disadvantages, including those related to creating faculty lines, and budgeting; the need for established program policies and procedures (a draft had taken shape by the time of the review); and the need for WGSS to have more consistent input on tenure-track faculty peer review, promotion, and tenure in “home” departments.
Site-Visit Recommendations: The site-visit committee’s recommendations focused on the need for WGSS to finalize its policies-and-procedures document and the need for signage to properly identify the program’s location (Court Street).
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Date: January 8, 2018
To: David Ingram, Program Review Committee, UCC
From: Cindy Anderson, Director of Women’s, Gender, and Sexuality Studies
Re: 7‐year review of WGSS
Members of the Women’s, Gender, and Sexuality Studies program at Ohio University have reviewed the program evaluation submitted by Myers, Rogus, Jeng and Holcomb. We agree with the reviewers that our program falls into the “viable” category. The faculty are pleased to be recognized as “impressively credentialed, intellectually engaged, and pedagogically creative.” As noted in the review, WGSS is a growing program. This is evidenced by increasing numbers of students receiving degrees across all levels (bachelors, undergraduate certificates, and graduate certificates), the development of new tracks (undergraduate LGBT certificate, graduate online GSH certificate), and the solid contribution made to general education curriculum.
The primary area of concern, the need to finalize our Policy and Procedures document, is currently being addressed; a plan is in place to have an approved document by the end of Spring 2018. This document will address procedures for annual reviews of faculty, including consistent input to Group 1 tenuring departments, as well as explicit criteria for Group 2 promotions.
Members of WGSS, including core and affiliate faculty, agree with the reviewers’ conclusion that WGSS would be advantaged if awarded status of department rather than program. We question their comments that, “current budget situations preclude a change.” To this end, we have formed a subcommittee to look into the costs and benefits of gaining department status; we will submit a report to the Dean within the next six months.
16 Office of the Dean Wilson Hall, College Green 1 Ohio University Athens OH 45701-2979 College of Arts and Sciences T: 740.597-1833 F: 740-593-
Date: December 5, 2017
TO: David Ingram, Program Review Committee
FROM: Robert Frank, Dean, College of Arts and Sciences
RE: Seven‐year review of Women’s, Gender and Sexuality Studies
I am responding to the 2017 reviewer’s report for the Women’s, Gender and Sexuality Studies program seven‐year review.
The report is very positive generally and recognizes the important work being done by the program faculty. In addition to the formal course of instruction provided by the program, program faculty and students are making a critical contribution to and taking a leadership role in the discussion of gender related‐topics at the university. The response of the program to the need for innovative educational programming in the health professions is also noteworthy. I join the reviewers in acknowledging the accomplishments of the faculty in the domains of scholarship and teaching. The reviewers have identified several issues related to program policies and procedures that require attention, and I feel confident that the leadership of the program will attend to these matters. I have no serious concerns about the program.
17 Criminal Justice (RHE and Athens) Program-Review Executive Summary
Reviewed AY 2016-17 Previous Review: AY 2008-09
Finding and Overall Assessment: Viable.
Degree: Bachelor of Criminal Justice.
Self-Study Synopsis: Founded in 1976 and housed in University College, the Bachelor’s in Criminal Justice (BCJ) program is open to students on all OHIO campuses but is primarily concentrated on the Chillicothe, Lancaster, and Southern campuses. In AY 2016-17, the program had more than 350 students enrolled and granted 56 BCJ degrees. It is designed primarily for students seeking a Bachelor’s degree who already have applied-associates degrees in hand in fields related to criminal justice (including OHIO’s program in Law Enforcement technology), focusing on the delivery of a multidisciplinary, liberal-arts education to complement the field’s technical instruction and expertise. Since the last review, BCJ has established more than a dozen articulation agreements with law-enforcement-related programs at community colleges across Ohio, providing a clear path for students seeking a four-year degree. Pre-BCJ and BCJ enrollment has increased 228% since AY 2008-09, with greatest gains realized on the regional campuses and with some students matriculated simultaneously in their community-college programs and the BCJ program (on a RHE campus or through eCampus). The program has also seen a significant increase in the diversity of its students, and students enrolled part-time now constitute the majority of the BCJ population. In terms of faculty, the program does not have faculty with specific appointments in criminal justice. Rather, the program relies on faculty from numerous departments and programs across the university for the delivery of its courses and content. BCJ boasts a Faculty Fellow—with the appointee coming from the regular faculty of a BCJ-related program—for the teaching of the introduction and senior- capstone courses. The faculty’s research/creative activity and service are conducted and evaluated in their respective departments.
Site-Visit Overview: The external reviewer was James Wells, Professor of Justice Studies at Eastern Kentucky University. The internal reviewers were Orianna Carter (Biological Sciences) and Miriam Shadis (History). The site visit was conducted October 25-26, 2017. The review team noted the program is thriving and is an important OHIO asset, commending BCJ’s instructional quality, its students’ motivation, and its articulation agreements with community colleges and 2+2 delivery. The site-visit committee found that the BCJ program’s combination of associate-degree instruction and junior- and senior-year coursework seemingly meets accreditation standards in the field, providing a balanced presentation of key issues in criminal justice and educating its students to be critical thinkers. Among areas of some concern were limited or uneven
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18 course offerings; the need to better communicate program policies and procedures to students; deficits in communication among the diverse faculty and the OHIO campuses involved; limited program data available for the review; and the lack of a dedicated BCJ budget.
Site-Visit Recommendations: The site-visit committee’s recommendations included improving intra-program communication in light of the BCJ dispersed nature; the appointment of a BCJ advisor and the creation of a program-orientation manual; the creation of a dedicated budget for BCJ to fund speakers and other activities to bolster a sense of “cohort” among its students and strengthen intercampus connectivity; and for the university to consider establishing a School for Criminal Justice Studies (with a full-time director) to enable the program’s further expansion and improvement.
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University College
January 10, 2018
Dear Dr. Ingram,
Thank you for the opportunity to respond to the program review report for the Bachelor of Criminal Justice. I appreciate the careful attention provided by the committee in their review of the documents submitted, and in their visit with the program. I strongly concur with their assessment that the Bachelor of Criminal Justice (BCJ) is a viable program with “strong enrollments and positive impact among graduates, indicating a thriving program that is an important asset to Ohio University.” Below is some additional context for the recommendations that are included in the report.
As a degree completion program, the BCJ is structured differently from traditional four-year programs: the bulk of the professional disciplinary content is acquired through the Associate degree, which is then “completed” by the BCJ with general education courses as well as selected upper-level courses and a capstone related to the major. As such, we use the Academy of Criminal Justice Sciences (ACJS) standards to guide our curriculum (as the program review notes, our curriculum meets the ACJS standards), but we do not plan to seek accreditation through ACJS, because they typically only accredit traditional four-year programs. In addition, while the program has grown and diversified in recent years, the number of students cited in the report— 361—is the unduplicated number of students. Because of the nature of the student body, students take courses at multiple campuses as well as on online. If we remove the double counting of students who take courses at more than one campus, the number of unique students in the program is 210. Many of the recommendations are based on the larger, duplicated enrollment number.
The program director has already started creating a two-year rotation for upper-level BCJ courses, and will consult and coordinate with the regional campuses to make sure staffing and offerings are appropriate. We anticipate this will be finalized by the end of summer for fall 2018. In fall of 2017, the program director reached out to all instructors teaching courses that count toward the degree (these courses are from many disciplines), and has reconstituted the faculty advisory committee for the program, which will also help with communication. In addition, the director is exploring programming, online discussion options, and the promotion of the Criminal Justice National Honor Society to create a deeper sense of identity for the program (a challenge when majors are spread out between multiple campuses and online). While the enrollment at the Athens campus does not warrant a full-time director, we would like to continue a position similar to this year’s BCJ Faculty Fellow, and/or a graduate student position to help support these initiatives.
The report raises the concern that the BCJ program does not have its own budget. This is not accurate; there has been funding available to support the program, including
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professional development for the director. However, those funds have been held as part of a larger overall budget in University College that includes advising and student services as well as degree programs, which has made the availability of resources less transparent than ideal. Under the new chart of accounts, BCJ funds are clearly earmarked and can be tracked more easily by the director.
We agree with the reviewers that the BCJ program has a lot of potential, both in terms of enrollment growth and in filling a distinct niche among BCJ programs by collaborating with other areas on campus to include courses related to diversity, culture, justice, and similar areas. We have recently added rigorous introductory and capstone courses to the program. The online program has been growing modestly, even though we have not invested in advertising because want to make sure we are able to meet the needs of the students we have. We are proud of our graduates—in the last year, several students have gone on to graduate school, including two that have gone on to law school. As a degree that supports both full-time students and students who are already working in the field, we believe we can provide a high quality and high impact degree to even more people.
Thank you for the constructive feedback, and I thank you, your committee, and the reviewers for the time and expertise that you all have brought to the review process.
Sincerely,
Elizabeth Sayrs Dean, University College
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21 Aerospace Studies/AFROTC (Athens) Program-Review Executive Summary
Reviewed AY 2017-18 Previous Review: AY 2005-06
Finding and Overall Assessment: Viable.
Degree: N/A. The program does not offer a major. Upon program completion and the granting of their individual degrees in areas across the university, cadets receive a commission at the rank of Second Lieutenant in the U.S. Air Force. The department does offer a Minor in Aerospace Studies open to any OHIO undergraduate.
Self-Study Synopsis: Under the wing of University College, the Department of Aerospace Studies/Air Force ROTC (DAS) offers education and physical training for OHIO undergraduates who wish to pursue careers in the U.S. military. With 25 students enrolled as of 2016, the program’s cadets all have declared majors outside of DAS and boast an average GPA of 3.42. The cadets are taught be a cadre of three active-duty officers appointed by the U.S. Air Force (USAF) and approved by Ohio University, including a commanding officer appointed as Professor of Aerospace Science. The DAS curriculum, which includes coursework in leadership, management, and national-security studies, is planned by the U.S. Department of Defense and the Holm Center (AFROTC headquarters). The faculty members are reviewed by their superiors and receive feedback on their performances, with the commander undergoing biannual reviews, and instructors are encouraged to take advantage of programs at the university and online resources to strengthen their teaching skills. Semi-annual inspections by headquarters or yearly staff visits by Regional Commands are conducted to insure compliance to AFROTC objectives. The program reported productive and ongoing relationships with the Russ College of Engineering and its aviation faculty, the meteorology faculty, and the Scripps School of Journalism. DAS measures learning outcomes in line with expectations set by the USAF. It continually assesses the quality of its students by way of specific educational, mental, physical, and fitness requirements that must be met in order for a cadet to become a commissioned officer. The program’s success rate is 100 percent.
Site-Visit Overview: The internal reviewers were Ahmed Faik (Environmental and Plant Biology), Kimberly Rios (Psychology), and Eric Stinaff (Physics and Astronomy). The site visit was conducted January 29, 2018. In lieu of an external review, the UCC Program Committee accepted a Spring 2017 review conducted by the USAF. The USAF review found the program to be in excellent shape and praised the cadre’s teaching. The internal reviewers commended DAS for its curriculum and its delivery, its strong history of community engagement, the efficient use of its resources, and its efforts to recruit a more diverse student population. Areas of concern included the potential loss of “institutional memory” due to the USAF’s policies regarding lengths of its assignments and the need for a flight simulator to enhance the instructional experiences of the 1
22 program’s cadets, who currently must travel to The Ohio State University in Columbus for such training.
Site-Visit Recommendations: The committee’s recommendations include the appointment of a formal OU liaison to work with the program in maintaining some institutional memory amid the cyclical turnover of DAS faculty and for the program to pursue internal funding for a flight simulator.
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25 Resources, Facilities, and Affordability Committee Meeting FISCAL YEAR 2018-2019 UNIVERSITY BUDGET
RESOLUTION 2018 --
WHEREAS, the appropriate planning and consultation has been completed within the University, resulting in recommendations for budget priorities, and
WHEREAS, the University has developed a funded budget consistent with the provisions of the state budget.
NOW THEREFORE, BE IT RESOLVED that the Fiscal Year 2018-2019 budgets of the expected revenues and expenses as presented are hereby approved subject to the following condition:
1. The Vice President of Finance and Administration, in conjunction with the Executive Vice President and Provost and with approval of the President, is authorized to make adjustments during the fiscal year to ensure that total expenditures do not exceed available resources
Proposed FY19 University Budget
Consolidated University Budget (All Funds)
FY15 FY16 FY17 FY18 FY18 FY19 (in millions) Actuals Actuals Actuals Budget Forecast Budget REVENUES 1 State Appropriations $ 161.1 $ 163.6 $ 165.1 $ 166.8 $ 168.0 $ 167.7 2 State Appropriations - Capital 11.8 11.7 10.5 32.5 20.5 23.4 3 Gross Undergraduate Tuition & Fees 298.1 304.5 305.3 303.6 297.7 298.8 4 Undergraduate Financial Aid (51.3) (57.8) (60.1) (62.5) (58.9) (63.0) 5 Net Undergraduate Tuition & Fees 246.7 246.7 245.2 241.1 238.8 235.8 6 Gross Graduate Tuition & Fees 94.0 100.1 108.2 115.3 114.1 124.9 7 Graduate Financial Aid (29.9) (28.5) (29.0) (28.2) (27.8) (28.7) 8 Net Graduate Tuition & Fees 64.2 71.6 79.2 87.1 86.3 96.3 9 Room & Board 90.0 95.9 95.4 92.9 92.3 91.4 10 Grants & Contracts 47.8 47.4 43.3 49.6 39.6 42.6 11 Facilities & Admin Cost Recovery 6.7 6.8 7.1 6.0 6.0 6.1 12 Endowment Distributions ------13 Gift Contributions 31.2 31.0 16.0 20.0 19.9 20.0 14 Investment Income (3.4) (18.8) 97.6 54.3 78.4 57.2 15 Internal & External Sales 89.7 106.9 116.0 67.5 80.7 70.5 16 Total Revenues 745.8 762.7 875.1 817.8 830.5 811.0 19 Total Revenues & Revenue Allocations $ 745.8 $ 762.7 $ 875.1 $ 817.8 $ 830.5 $ 811.0 20 Funding Transfers $ - $ - $ - $ - $ - $ - EXPENSES 21 Total Salaries, Wages, & Other Payroll 333.0 346.5 361.7 370.0 361.8 372.3 22 Total Benefits 99.1 117.4 154.0 122.7 116.2 121.9 23 Supplies & Services 91.5 81.9 79.6 75.2 96.3 94.4 24 Professional Services 52.5 54.1 48.9 39.6 38.0 41.7 25 Occupancy & Maintenance 39.3 44.5 44.3 44.2 28.6 33.5 26 Capital Costs (14.1) (3.1) (1.9) - 2.0 - 27 Cost Of Goods Sold 21.2 21.5 21.0 21.5 20.7 20.3 28 External Debt Service - Principal - 0.1 0.1 - - - 29 External Debt Service - Interest 18.6 24.3 26.8 28.4 28.5 28.0 30 Internal Principal & Interest - 0.4 2.5 - - - 31 Depreciation 37.9 44.8 50.1 50.1 51.3 52.1 32 Other Operating Expense 18.1 14.7 18.7 12.8 8.8 5.8 33 Total Direct Expenses 697.2 747.1 805.7 764.5 752.2 770.1 37 Total Expenses & Expense Allocations $ 697.2 $ 747.1 $ 805.7 $ 764.5 $ 752.2 $ 770.1 38 Results of Operations $ 48.6 $ 15.6 $ 69.4 $ 53.3 $ 78.3 $ 40.9 INVESTMENT TRANSFERS 39 Transfer To (From) Operating Reserve ------45 Total Investment Transfers $ - $ - $ - $ - $ - $ - 46 Net Results $ 48.6 $ 15.6 $ 69.4 $ 53.3 $ 78.3 $ 40.9 47 Transfer Net Results to Fund Balance ------48 Adjusted Net Results $ 48.6 $ 15.6 $ 69.4 $ 53.3 $ 78.3 $ 40.9 39 + 47 Total Transfer To (From) Reserve ------
Budget Columns (All Funds)
Athens Central & Operating Non- Financial Regional Reserves & Statement Adj & GAAP Adj Colleges and Auxiliaries Admin Activity Operating Campuses Subvention Component Totals Schools Operations Subtotal Activity Units (in millions) REVENUES 1 State Appropriations $ 142.2 $ 22.4 $ - $ 0.2 $ 2.9 $ 167.7 $ - $ - $ 167.7 2 State Appropriations - Capital ------23.4 - 23.4 3 Gross Undergraduate Tuition & Fees 255.4 35.2 - 5.4 2.8 298.8 - - 298.8 4 Undergraduate Financial Aid (48.6) (5.2) (13.9) 6.4 (1.7) (63.0) - - (63.0) 5 Net Undergraduate Tuition & Fees 206.8 30.0 (13.9) 11.8 1.1 235.8 - - 235.8 6 Gross Graduate Tuition & Fees 124.1 0.1 - 0.6 - 124.9 - - 124.9 7 Graduate Financial Aid (28.1) - - (0.5) - (28.7) - - (28.7) 8 Net Graduate Tuition & Fees 96.0 0.1 - 0.1 - 96.3 - - 96.3 9 Room & Board - - 91.4 - - 91.4 - - 91.4 10 Grants & Contracts 33.2 1.4 - 4.8 - 39.5 3.2 - 42.7 11 Facilities & Admin Cost Recovery 4.9 - - 1.2 - 6.1 - - 6.1 12 Endowment Distributions 14.4 0.5 0.2 14.7 - 29.8 (29.8) - - 13 Gift Contributions 3.7 0.2 2.8 3.3 - 10.0 10.0 - 20.0 14 Investment Income - - - 1.6 7.5 9.1 47.8 0.3 57.2 15 Internal & External Sales 9.3 0.6 24.3 29.2 - 63.5 0.3 6.8 70.6 16 Total Revenues 510.6 55.4 104.8 66.8 11.5 749.1 54.8 7.1 811.0 17 Administrative Cost Distribution - - 23.8 (24.6) 0.8 - - - - 18 Subvention Distribution 47.4 14.5 - 0.4 (62.3) - - - - 19 Total Revenues & Revenue Allocations $ 558.0 $ 69.9 $ 128.6 $ 42.7 $ (50.1) $ 749.1 $ 54.8 $ 7.1 $ 811.0 20 Funding Transfers $ (6.4) $ (0.5) $ 3.3 $ (14.8) $ 18.4 $ - $ - $ - $ - EXPENSES 21 Total Salaries, Wages, & Other Payroll 208.1 31.2 30.5 102.5 - 372.3 - - 372.3 22 Total Benefits 61.1 10.4 10.9 39.6 - 121.9 - - 121.9 23 Supplies & Services 32.1 3.1 9.7 41.5 - 86.3 2.5 5.6 94.4 24 Professional Services 29.4 0.8 0.8 10.8 - 41.7 - - 41.7 25 Occupancy & Maintenance 4.7 2.1 8.1 17.8 - 32.6 - 0.9 33.5 26 Capital Costs 1.8 0.2 1.6 1.9 - 5.5 101.7 (107.2) - 27 Cost Of Goods Sold 0.2 - 13.8 6.3 - 20.3 - - 20.3 28 External Debt Service - Principal ------16.1 (16.1) - 29 External Debt Service - Interest ------29.5 (1.5) 28.0 30 Internal Principal & Interest 6.2 0.3 14.0 33.6 - 54.1 (54.1) - - 31 Depreciation ------52.1 52.1 32 Other Operating Expense 3.0 0.2 2.1 2.4 - 7.7 0.2 (2.1) 5.8 33 Total Direct Expenses 346.6 48.1 91.4 256.3 - 742.4 95.9 (68.3) 770.0 34 Administrative Cost Allocations 154.0 15.4 22.2 (191.7) - - - - - 35 Capital Cost Allocation 12.2 - 1.4 (13.6) - - - - - 36 Subvention Allocation 55.3 6.7 - - (62.0) - - - - 37 Total Expenses & Expense Allocations $ 568.1 $ 70.3 $ 115.0 $ 51.0 $ (62.0) $ 742.4 $ 95.9 $ (68.3) $ 770.0 38 Results of Operations $ (3.8) $ 0.1 $ 10.2 $ 6.5 $ (6.4) $ 6.6 $ (41.1) $ 75.4 $ 40.9 INVESTMENT TRANSFERS 39 Transfer To (From) Operating Reserve (10.8) - (0.1) 5.7 (7.4) (12.7) 12.7 - - 40 Transfer To (From) Plant Fund 0.8 - 16.7 5.1 - 22.6 (22.6) - - 41 Transfer To (From) Quasi Endowments - - - - 1.0 1.0 (1.0) - - 45 Total Investment Transfers $ (10.0) $ - $ 16.6 $ 10.7 $ (6.4) $ 10.9 $ (10.9) $ - $ - 46 Net Results $ 6.2 $ 0.1 $ (6.4) $ (4.2) $ - $ (4.3) $ (30.2) $ 75.4 $ 40.9 47 Transfer Net Results to Fund Balance 6.2 0.1 (6.4) (4.2) - (4.3) 4.3 - - 48 Adjusted Net Results $ - $ - $ - $ - $ - $ - $ (34.5) $ 75.4 $ 40.9 39 + 47 Total Transfer To (From) Reserve (4.6) 0.1 (6.5) 1.5 (7.4) (17.0) 17.0 - -
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Deborah J. Shaffer, Vice President Finance & Administration, CFO and Treasurer Elizabeth Sayrs, Interim Executive Vice President and Provost
Re: FY19 University Budget
At our June meeting, we will be presenting for Board approval the FY19 Ohio University Operating Budget. The resolution facilitating approval of the FY19 University budget will be presented at the June Resources Committee meeting.
Our FY19 Operating Budget includes: • Operating Revenues of $749.1M, and GAAP adjusted Revenues of $811.0M (GAAP adjustments incorporate non-operating activity (Capital, Endowment, Internal Bank, Century Bond Bank), financial statement adjustments, and component unit activity) • Operating Expenses of $742.4M, and GAAP adjusted Expenses of $770.0M • Transfers to Capital Projects of $22.6M, and Overall Capital Budget of $101.7M • Planned Use of Reserves of $17.0M (represented as a transfer from the working capital of the Internal Bank), inclusive of: o $4.8M from accumulated fund balances to support capital or strategic uses of reserves o $7.1M from our Athens Colleges and Schools to bridge multi-year cost reduction plans o $5.1M from our Strategic Opportunity Reserve to address our structural imbalance of revenues and expenses
Investing in a period of constrained resources
In his October 2017 investiture address Charting a New Direction in Redefining 21st Century Public Higher Education, President Nellis laid out a plan for advancing Ohio University and pursuing the vision of being the nation’s best transformative learning community. “We will bolster our tremendous legacy of serving our region, our state, the nation, and the world in new and dynamic ways. Clearly, now more than ever, we must commit to articulating our value proposition as Ohio’s first and finest university,” said Dr. Nellis. President Nellis shared the strategic pathways to redefine and advance Ohio University, including:
• Become a National Leader for Diversity and Inclusion • Enhance the Overall Academic Quality of the University • Build a University Engagement Ecosystem • Become a Place where Dialogue and Rigorous, Civil Debate are Institutional Hallmarks
In addition to the strategic pathways and Constrained Resources priorities, Ohio University has established • Declining State Support long-term investment goals for employee • Tuition Constraints • Shifting Enrollment Demographics compensation and addressing deferred • Deferred Maintenance maintenance on our campuses. As we make • Healthcare escalation multi-year plans to invest in both compensation and our physical infrastructure, it is with the understanding that we must Strategic Direction • Competitive continue to grow our available resources to Compensation support our expense growth. • Innovative Research • Enhanced Pedagogy • Engaged creative activity As Ohio University continues to move forward with its mission, our budget planning and actions taken must be understood in the financial context of constrained resources. FY19 will be the 4th year of a 0% tuition cap for state universities of Ohio, and the 2nd year of 0% state-wide appropriation growth to universities. As detailed later in the executive summary, our undergraduate enrollments are facing growing pressures from state of Ohio demographic changes, in-state competitions for students and the respective growth of student financial aid budgets to attract students. Our regional campuses have experienced their 8th straight year of declining enrollments and credit hour production. Each of these pressures on our resources forces difficult trade-offs in how we invest and how we reallocate funding.
Institutional approach to planning unit budgets
As we were developing and analyzing impacts associated with the above pressures and our initial FY19 budget planning assumptions in the fall of 2017, the imbalance between revenues and expenses in our operating budget became clearer. The following principals were established to govern our actions toward balancing:
• Every area of the University will focus on identifying ways in which they can contribute to being a part of the solution. Solutions will not be across the board, but tailored to the academic or support unit’s ability to contribute to revenue generation, increased efficiency, and/or reduction of operating expenses; • Administrative & Central Support Units will continue their goal of reducing funding 7% over the 3-year period FY18-FY20 (see Step 2 of Exhibit 1.1 below); • Auxiliary operations will continue to increase their support for undergraduate financial aid to maximize the net tuition allocated to the Athens colleges; and • Academic unit strategies will focus on promoting and preserving student success; program and revenue preservation, innovation, and growth; expense management; and efficiency. As academic units developed planning scenarios in the fall, Faculty Senate passed a resolution requesting University leadership to establish proportionality when establishing operating impact targets (revenue growth/ expense reduction) for academic units (as compared to administrative and support units). This recommendation became the basis for establishing the targeted reductions to be achieved by the Athens colleges.
Exhibit 1.1
Role of Shared Governance
President Nellis established the Breakfast for Progress program in Fall 2017 to bring together over 100 leaders across the University to listen, discuss, and challenge one another on important topics facing the University. Two Breakfast for Progress programs, in November and January, were dedicated to educating and discussing with university leaders Ohio University's financial model, current industry and institutional challenges, and the important role of all university leaders in planning for a sustainable financial future. These discussions brought robust dialogue and provided a deeper understanding of our financial picture for leaders across campus, and the presentations from these programs were shared with the entire University community. The discussion continued with the University community, the Student Senate, and Graduate Senate in a series of open budget forums in later February and early March. The presentations provided an overview of the sources of institutional revenues and expenses, the underlying factors that are creating flat or declining resources to support institutional activities, and the resulting pressure on institutional budgets.
Budget Planning Council (BPC) played a key role throughout the planning process in establishing our planning assumptions, evaluating our enrollment plan, providing feedback on campus-wide communications, and playing a leadership role in carrying the message back to their student, faculty and staff constituents. Key leaders on BPC and Senate leadership also dedicated additional time and meetings with University leadership to gather information and provide their input.
Enrollment
Population forecasts in the State of Ohio indicate that the number of high school graduates will continue a downward trend. In 2017, there were approximately 123,000 high school students graduating in Ohio, a 9.5% decline from 2012. Over this same period of time, the number of graduating Ohio high school students attending a university had declined from 37,688 to 34,583, an 8.2% decline. Population projections for the next 10 years indicate the number of graduating high school students will decline an additional 12%.
The demographic declines in the State of Ohio have created intense pressure amongst colleges and universities to compete for a shrinking pool of students. At Ohio University, record new freshmen enrollments were achieved for the fall classes of 2013-2016. However, in Fall 2017, our new freshmen class was 4,045, a decline of 264 students (6.1%) from the previous year.
To achieve a higher level of enrollment and support overall growth in institutional net revenue, an additional scholarship leveraging strategy was proposed in Fall of 2017. This plan would both increase and redirect scholarship funds for our Fall 2018 freshmen class to target specific populations of students. This plan was thoroughly vetted by the Deans and adopted into the BPC planning assumptions. These planning assumptions included:
• $2M increase to financial aid (renewable commitment) • Respective increase in yield of 99 new freshmen (from 4,045 to 4,144) With the May 1 student deadline for confirming enrollment behind us, our enrollments indicate we will not achieve the planned 4,144 new freshmen. Preliminary analysis indicates that we will be down approximately 100 in-state students relative to Fall 2017 and up 30 out-of-state students, for a net result of 3,971 students. Accordingly, our FY19 Budget Book will include two enrollment figures for FY19: our FY19 Planning Assumption (4,144 headcount), and our FY19 Budget (3,971 headcount). The net tuition impact, after consideration for increased out-of-state tuitions and an estimated $500K savings in our financial aid budget, is estimated as a $1.3M decline from our FY19 Planning Assumption. We have budgeted to draw from the Strategic Opportunity Reserve to fund this FY19 net tuition loss.
Exhibit 1.2
Athens - Undergraduate Incoming Cohort (Fall) FY19 Planning FY15 Actual FY16 Actual FY17 Actual FY18 Actual FY19 Budget Assumption Resident 3,788 3,756 3,774 3,530 3,629 3,425 Non-resident 589 667 535 515 515 546 Total New Freshmen 4,377 4,423 4,309 4,045 4,144 3,971
Resident 468 476 479 394 394 394 Non-resident 77 87 66 67 67 67 Total Transfers 545 563 545 461 461 461 Total Incoming Cohort 4,922 4,986 4,854 4,506 4,605 4,432 Managing expenses while investing in programs, faculty and staff, and facilities
We recognize that investments in our programs, faculty/staff, and facilities are important components of sustainable financial health. In an environment with flat, or declining, revenues from undergraduate enrollments and state support for instruction, this becomes particularly challenging but also underscores why investments in new programs are so critical. All of our academic units have strategies for investments in and growth of programs. Strategies are unique to each unit and are based upon the opportunities and programs of the specific disciplines. Colleges and departments have developed plans that are reviewed and approved by the Provost’s Office so that they can measure and track progress and outcomes. Additionally, there are centrally-driven investment strategies, like the online learning infrastructure investments (detailed in Section 4.4.2), that are funded with the Strategic Opportunity Reserve (detailed in Section 10) and intended to position the university to remain relevant and competitive.
The Ohio University BOT and Leadership have consistently identified competitive compensation as a priority. After three consecutive years of supplemental investment in our faculty (FY15- FY17) as part of a Board approved Faculty Compensation initiative, and additional investment in our staff following our Comp 2014 (FY15-FY17) initiative, our faculty/staff did not receive salary increases in the current fiscal year (FY18) as a cost containment measure. Although we still have not balanced our operating budget without the use of reserves, we believe we risk the ability to attract and retain talent and lose market position if we do not offer salary increases in FY19. Consequently, we have incorporated a modest salary pool increase of 1.5% (market moved 2.9%) into our FY19 operating budget and moved our staff pay structure respectively. The Faculty Compensation Committee, under the direction of the Provost, has been studying progress made from the past Faculty Compensation Initiative and will make recommendations regarding future goals in FY19. Human Resources will also be initiating Comp 2019, which is the five-year review of our staff compensation structure as approved by the Department of Education following Comp 2014.
Incremental debt service continues to put pressures on our operating budget as we execute against the BOT approved Capital Improvement Plan (CIP). With facility deferred maintenance and utility infrastructure in excess of $495M and $100M respectively at June 30, 2018, the university must continue to invest. The approximately $26M of State Capital support per biennium helps but is not adequate to support the required investments to keep our facilities operational, safe, and compliant with accreditation standards. With growing pressures on use of reserves to support our operating budget, and emerging facility issues competing against prioritized investments, we continue to re-evaluate the timing and order of our investments and the respective impacts to our cashflows, debt capacity, and reserve balances.
FY19 Financial Summary and Reserve Outlook
The FY19 Budget summarized in this document includes the use of an estimated ($17.0) million in reserves. A significant portion of these reserves were identified as Capital/OTO/Strategic Contributions to (Use of) Reserves, totaling a net use of ($4.8M), inclusive of: $2.5M contribution by Athens Colleges & Schools (including a $4.6M contribution by the College of Medicine in preparation for its upcoming capital projects); $0.1M of Regional contribution of restricted funds; ($6.5M) use for Auxiliary capital projects; $1.5M contribution by Central & Admin units, primarily resulting from the Foundation's goal for expendable gift revenue that has not been budgeted for use by the planning units; and ($2.3M) use for Strategic Opportunity Reserve (SOR) Investments. A net ($7.1M) use of reserves is providing a bridge to the Athens Colleges and Schools as they execute on strategies to increase revenues or reduce expenses. An additional ($5.1M) is being funded from the SOR to address our structural imbalance, inclusive of: ($1.2M) at our Regional Campuses and ($3.9M) to absorb the projected reduction in Fall 2018 enrollments compared to planning assumptions used to build the budget, as well as the remaining structural imbalance on the Athens Campus after the Administrative, Auxiliary, and Academic reduction efforts.
The Administrative reduction strategies and the Academic multi-year revenue/expense targets were established with the goal of an approximate $20M positive impact to our bottom line. Although these actions will make considerable progress toward moving us to a sustainable balanced budget, unless our revenues begin to grow faster than our expenses, we will have to take additional actions in future years.
During FY19, Enrollment Management, Instructional Innovation, and the Athens Colleges and Schools will analyze future enrollment plans and projections for future Athens freshman cohorts, transfers, e-learning, and new programs. Targets will also be updated and forecasted for the mix of in-state, out-of-state domestic, and international enrollments. The Regional Study Committee created by President Nellis is expected to have a report and recommendations regarding a future strategy and business plan for our Regional Campuses in Fall 2018, which will also help inform our future multi-year forecasting.
With the data from these efforts, we will analyze the respective impacts on our future year budgets, have discussions with the leadership across the university, and establish targets or strategies for future years.
The Future Year Outlook section of this book summarizes our future position, prior to incorporating any of the targets or strategies discussed above. FY20 will also be the first year of the next State of Ohio Operating Budget biennial legislation. Our planning assumptions currently include a 2% increase for tuition caps and state appropriation growth. Legislative restrictions beyond these levels will further pressure our operating model and our use of reserves.
University Budget Model
Recognizing that the implementation of RCM at Ohio University has had a series of unintended consequences and has not generated the intended transparency across our community, President Nellis created the Budget Model Committee in Fall 2017 and charged its members with developing recommendations for a new University budget model. The recommendations from the Budget Model Committee have been submitted to President Nellis and will form the basis of the development and management of the institution’s multi-year budget planning strategy. RCM did bring significantly more financial intelligence to our operating units, and the goal of the committee is to build on that foundation while creating a resource allocation model that is focused on each unit’s unique disciplines, revenue and cost drivers, and structures; considers non-financial drivers of success and productivity metrics; and rewards and incentivizes activities that support our Strategic Pathways and Priorities.
The Committee will work over the next fiscal year to operationalize the recommendations into our Budgeting Process with the goal of utilizing a new model with our FY20 Budget Process. 1
June 21, 2018 FY19 University Budget Update Tab ;pg 2 FY19 Budget Process 3
Budget FY19 Revenue Driver – State Appropriations Book Section 3 SSI Allocations
FY15 FY16 FY17 FY18 FY18 FY19 (in millions) Actuals Actuals Actuals Budget Forecast Budget SSI College Allocations $ 149.2 $ 151.8 $ 159.7 $ 156.8 $ 156.8 $ 159.8 SSI Drivers Strategic Opportunity Reserve 13.0%
2% Holdback 2.9 2.9 2.9 2.8 2.8 2.8 12.5% Additional Surplus/Deficit 2.0 1.1 (5.2) - 1.3 - 12.0% Subtotal 4.9 4.0 (2.3) 2.8 4.1 2.8 11.5% Total State Share of Instruction $ 154.1 $ 155.8 $ 157.4 $ 159.6 $ 160.9 $ 162.6 11.0% % of State Appropriations 11.0% 10.6% 10.3% 10.5% 10.6% 10.6% 10.5%
SSI Drivers 10.0% Enrollments 31,984 32,095 32,050 31,098 31,098 30,505 9.5% 2015 2016 2017 2018 2019 3-Year Average Share of Enrollments 11.3% 11.5% 11.5% 11.5% 11.5% 11.4% Shares of SSI Course Completions 10.7% 10.7% 10.9% 11.1% 11.1% 11.1% 3-Year Average Share of Enrollments Shares of SSI Course Completions Shares of SSI Degree Completions 12.4% 11.6% 10.7% 10.7% 10.7% 10.7% Shares of SSI Degree Completions 4
Enrollment - Athens Budget FY19 Athens - Undergraduate Incoming Cohort (Fall) Book FY19 Planning FY15 Actual FY16 Actual FY17 Actual FY18 Actual FY19 Budget Section 4 Revenue Assumption Resident 3,788 3,756 3,774 3,530 3,629 3,425 Non-resident 589 667 535 515 515 546 Driver – Total New Freshmen 4,377 4,423 4,309 4,045 4,144 3,971
Resident 468 476 479 394 394 394 Enrollments Non-resident 77 87 66 67 67 67 Total Transfers 545 563 545 461 461 461
Total Incoming Cohort 4,922 4,986 4,854 4,506 4,605 4,432
Athens - Cohort Duplicated Headcount (Fall; excluding eCampus) FY19 Planning FY16 Actual FY17 Actual FY18 Actual FY19 Budget Assumption Continuing Students 12,987 9,009 5,344 2,764 2,764 OHIO Guarantee 2015-16 4,978 4,304 3,986 3,195 3,195 OHIO Guarantee 2016-17 -- 4,896 4,118 3,512 3,512 OHIO Guarantee 2017-18 -- -- 4,478 3,597 3,597 OHIO Guarantee 2018-19 ------4,605 4,432 Total 17,965 18,209 17,926 17,673 17,500
Athens - Undergraduate Resident/Non-Resident Headcount (Fall; excluding eCampus) FY19 Planning FY15 Actual FY16 Actual FY17 Actual FY18 Actual FY19 Budget Assumption Resident 14,921 15,157 15,627 15,527 15,329 15,125 Non-resident 2,739 2,808 2,582 2,398 2,344 2,375 Total 17,660 17,965 18,209 17,925 17,673 17,500 % Non-resident 15.5% 15.6% 14.2% 13.4% 13.3% 13.6% 5
Budget FY19 Revenue Driver – Enrollments Book Section 4 Enrollment – UG eLearning eCampus - Resident/Non-Resident Duplicated FTE (Fall; Athens and Regionals Undergraduate)
FY15 Actual FY16 Actual FY17 Actual FY18 Actual FY19 Budget Resident 2,224 2,167 2,197 1,986 2,005 Non-resident 707 812 862 940 949 Total 2,931 2,979 3,060 2,926 2,954 % Non-resident 24.1% 27.3% 28.2% 32.1% 32.1%
Enrollment – Graduate Graduate Programs Duplicate Headcount
FY15 Actual FY16 Actual FY17 Actual FY18 Actual FY19 Budget
Traditional Graduate Programs 2,738 2,641 2,628 2,586 2,586 Professional Masters (Outreach) 2,298 2,383 2,558 2,719 2,950 Total 5,036 5,024 5,186 5,305 5,536
Enrollment – Doctor of Osteopathy (HCOM) HCOM Headcount
FY15 Actual FY16 Actual FY17 Actual FY18 Actual FY19 Budget
Athens Campus 560 561 553 556 560 Dublin Campus 50 100 152 198 208 Cleveland Campus 0 50 105 151 200 Total 610 711 810 905 968 6 Enrollment and Tuition Outlook Athens UG Gross & Net Tuition $275.0 Gross Tuition $250.0 $225.0 $51.7 $54.6 $58.9 $60.0 $200.0 $45.9 $53.8 $58.4 $57.9 $57.9 $175.0 $150.0
Millions $125.0 $100.0 $181.7 $184.0 $183.4 $180.9 $179.2 $177.9 $179.8 $182.2 $187.5 Net Tuition (Gross $75.0 Tuition less $50.0 Financial Aid) $25.0 $- FY19 Planning FY15 FY16 FY17 FY18 Proj FY19 Budget FY20 Proj FY21 Proj FY22 Proj Assumption Guarantee Tuition Rate Growth* 5.1% 1.7% 1.3% 1.3% 1.3% 3.3% 3.3% 3.3% Non-Guarantee Tuition Rate Growth* 1.5% 0.0% 0.0% 0.0% 0.0% 0.0% 2.0% 2.0% 2.0% Discount Rate 20.2% 21.9% 23.0% 22.9% 24.6% 24.6% 24.4% 24.4% 24.2% Total Headcount (Fall) 17,660 17,965 18,197 17,936 17,673 17,500 17,310 17,167 17,158 New Freshmen (Fall) 4,377 4,423 4,309 4,045 4,144 3,971 4,144 4,1444,144 4,144 Gross Tuition $227.6 $235.8 $238.0 $234.7 $237.6 $235.8 $237.7 $241.1 $247.5 Financial Aid $45.9 $51.7 $54.6 $53.8 $58.4 $57.9 $57.9 $58.9 $60.0 Net Tuition $181.7 $184.0 $183.4 $180.9 $179.2 $177.9 $179.8 $182.2 $187.5
This chart uses FY20-22 New Freshmen assumption of 4,144, as this is what was assumed in college projections 7 Athens Tuition Impact FY19 FY20 FY21 FY22 FY19 FY20 FY21 FY22 New Freshmen & Transfers - FY19 Planning Assumption Tuition Caps - FY19 Planning Assumption 0% 2.0% 2.0% 2.0% New Freshmen Resident 3,629 3,629 3,629 3,629 Growth from Tuition Caps $ - $ 8.3 $ 11.2 $ 15.2 New Freshmen Non-Resident 515 515 515 515 Gross Tuition - FY19 Planning Assumption $ 237.6 $ 239.3 $ 242.5 $ 248.9 Subtotal - New Freshmen 4,144 4,144 4,144 4,144 Gross Tuition - FY19 Budget $ 235.8 $ 236.0 $ 237.8 $ 242.7 Transfers 461 461 461 461 Variance - Gross Tuition $ (1.8) $ (3.3) $ (4.8) $ (6.2) Grand Total - New Freshmen & Transfers 4,605 4,605 4,605 4,605 New Freshmen & Transfers - FY19 Budget SFA - FY19 Planning Assumption $ (58.4) $ (60.9) $ (61.6) $ (63.0) New Freshmen Resident 3,425 3,425 3,425 3,425 SFA - FY19 Budget $ (57.9) $ (60.4) $ (61.1) $ (62.5) New Freshmen Non-Resident 546 546 546 546 Variance - SFA $ 0.5 $ 0.5 $ 0.5 $ 0.5 Subtotal - New Freshmen 3,971 3,971 3,971 3,971 Transfers 461 461 461 461 Net Tuition - FY19 Planning Assumption $ 179.2 $ 178.4 $ 180.9 $ 185.9 Grand Total - New Freshmen & Transfers 4,432 4,432 4,432 4,432 Net Tuition - FY19 Budget $ 177.9 $ 175.6 $ 176.7 $ 180.2 Variance - Resident Students -204 -204 -204 -204 Variance - Net Tuition $ (1.3) $ (2.8) $ (4.3) $ (5.7) Variance - Non-Resident Students 31 31 31 31 Variance - New Freshmen & Transfers -173 -173 -173 -173 Discount Rate - FY19 Planning Assumption 24.6% 25.5% 25.4% 25.3% FY19 FY20 FY21 FY22 Discount Rate - FY19 Budget 24.6% 25.6% 25.7% 25.7% Total Students - FY19 Planning Assumption Total Students Resident 15,329 15,199 15,092 15,083 FY19 Planning Assumption Total Stuents Non-Resident 2,344 2,245 2,196 2,187 FY19 Budget Subtotal - Total Students 17,673 17,444 17,288 17,270 Total Students - FY19 Budget Variance Total Students Resident 15,125 14,831 14,573 14,425 Previous versions of this chart presented the subset of our Student Total Students Non-Resident 2,375 2,301 2,276 2,287 Subtotal - Total Students 17,500 17,132 16,849 16,712 Financial Aid (SFA) controlled by our central financial office; this version Variance - Resident Students -204 -368 -519 -658 presents all UG Financial Aid (e.g. Student-athletes, foundation awards Variance - Non-Resident Students 31 56 80 100 by colleges) and mirrors the Discount Rate calculation in the Budget Variance - Total Students -173 -312 -439 -558 Book. 8
Budget FY18 Revenue Driver: Tuition & Financial Aid Book Net UG and Grad Tuition Section 4 FY15 FY16 FY17 FY18 FY18 FY19 (in millions) Actuals Actuals Actuals Budget Forecast Budget Gross Undergraduate Tuition & Fees $ 297.9 $ 304.3 $ 305.2 $ 303.6 $ 297.7 $ 298.8 Undergraduate Financial Aid (51.3) (57.8) (60.1) (62.5) (58.9) (63.0) Net Undergraduate Tuition & Fees $ 246.6 $ 246.6 $ 245.1 $ 241.1 $ 238.8 $ 235.8 % of University Revenues 33.9% 33.0% 31.2% 32.3% 31.9% 31.5%
Gross Graduate Tuition & Fees 94.0 100.1 108.2 115.3 114.1 124.9 Graduate Financial Aid (29.9) (28.5) (29.0) (28.2) (27.8) (28.7) Net Graduate Tuition & Fees $ 64.2 $ 71.6 $ 79.2 $ 87.1 $ 86.3 $ 96.3 % of University Revenues 8.8% 9.6% 10.1% 11.7% 11.5% 12.8%
Net UG Tuition by Campus FY15 FY16 FY17 FY18 FY18 FY19 (in millions) Actuals Actuals Actuals Budget Forecast Budget Athens Campus $ 181.7 $ 184.0 $ 183.4 $ 181.0 $ 180.4 $ 177.9 Regional Campuses 33.7 31.2 30.8 30.0 29.9 29.7 eCampus 27.6 28.1 27.9 27.2 25.6 25.0 Other Student Fees 3.6 3.3 3.0 2.9 3.0 3.2 Total - Net Undergraduate Tuition & Fees $ 246.6 $ 246.6 $ 245.1 $ 241.1 $ 238.8 $ 235.8 9 FY19 Revenue Driver: Endowment Distributions Budget Book Endowment Value Endowment Distributions Section 6
Endowment Market Value by Fiscal Year (in millions) Endowment Distributions by Fiscal Year (in millions)
$600 $30
$500 $25 $400 $20 $300
$200 $15
$100 $10 $0 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18* $5 Portfolio Return -19.6% 17.2% 19.0% -0.2% 11.9% 16.7% -1.1% -3.2% 12.7% 5.9% Total Market Value 253.3 277.2 336.0 409.0 446.7 515.9 507.0 481.8 536.2 565.8 $- Accumulated Gains 27.7 48.2 88.4 124.1 156.3 212.6 185.0 143.0 175.9 183.3 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18* FY19* Historic Gift Value 225.6 229.0 247.6 284.9 290.4 303.3 322.0 338.8 360.3 382.5 Administrative Fee 1.2 1.0 2.1 4.8 6.4 7.3 8.5 8.7 9.2 9.5 Spending Allocation 6.5 5.4 10.0 11.1 13.7 15.3 17.6 18.1 18.8 19.5 *estimated and unaudited Total 7.7 6.4 12.1 15.9 20.1 22.6 26.1 26.8 28.0 29.0 % of Operating Revenues 1.4% 1.0% 1.9% 2.3% 2.8% 3.1% 3.5% 3.4% 3.7% 3.9%
Spending Allocation: 4.0% Spending Allocation: 4.0% Administrative Fee: 1.0% Administrative Fee: 2.0% 10 FY19 Expense Driver: Compensation – Salary Budget Book Raise Trend Section 8 AFSCME Classified/Administrative Staff Faculty Fiscal Year Raise Pool Raise Pool Equity Pool Subtotal Raise Pool Equity Pool Subtotal 2013 2.5% 2.5% 0.0% 2.5% 2.5% 0.0% 2.5% 2014 3.0% 3.0% 0.0% 3.0% 3.0% 0.0% 3.0% 2015 2.0% 2.0% 0.0% 2.0% 2.0% 2.2% 4.2% 2016 2.0% 2.0% 1.0% 3.0% 2.0% 1.4% 3.4% 2017 2.0% 2.0% 1.0% 3.0% 2.0% 1.4% 3.4% 2018 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2019 1.5% 1.5% 0.0% 1.5% 1.5% 0.0% 1.5%
Salary/Wage Trend Raise 2011 2012 2013 2014 2015 2016 2017 2018 2018 2019 Represented in $ Millions Pool % Change Actuals Actuals Actuals Actuals Actuals Actuals Actuals Budget Forecast Budget Impact Faculty Salaries $113.1 $114.6 $124.6 $124.7 $133.6 $136.4 $143.7 $144.6 $142.8 $2.1 $147.3 3.0% Administrative Salaries 87.8 87.5 94 102.2 107.8 111.8 117.5 128.5 120.5 1.8 129.7 7.1% Classified NBU Wages 27.8 28.4 27.7 29.4 32.5 35.1 34.5 29.6 25.3 0.4 25.4 0.5% Union Wages 16.2 16.9 16.2 16.4 16.7 19.4 20.4 25.0 26.3 0.4 26.4 0.4% Graduate Student Wages 19.4 19.1 21 20 21.1 21.5 22.6 21.3 23.1 0.0 22.2 -3.7% Student Wages 14.6 15.3 16 16.1 17.7 18.4 19.1 17.9 18.4 0.0 18.3 -0.8% Other Compensation* 2.6 3.2 5.3 3.3 3.6 3.8 3.9 3.1 5.4 0.0 2.9 -82.0% Grand Total $281.5 $285.1 $304.7 $311.9 $333.0 $346.5 $361.7 $370.0 $361.8 $4.7 $372.3 2.8% *Other Compensation includes: Employee cash awards, allowances, including auto, broadband, uniform, and housing; increase in FY18 forecast driven by Early Retirement Incentive Program (ERIP) offered on Regional Campuses. Note: All prior years recasted under CoA mapping; variation from previous version due primarily to Other Compensation (Employer Provided Lodging and Relocation Expenses) that used to map to non-salaries rollups; based on limitatiions with the pre-2018 account structure, FY2011 Acutals through FY2018 Budget reflects Classified NBU and Union Overtime and Other Compensation as part of the Classified NBU Wages category. 11 FY19 Expense Driver: Compensation - Benefits Budget Book Section 8 Plan Design and Premium Changes: Implemented (FY16-FY18) and Recommended (FY19-FY21)
Cost Avoidance Impact of Plan Design and Premium Changes 12
Budget Book FY19 Expense Driver: CIP Sections 7, 9 Capital Plan Debt Issuances
OHIO UNIVERSITY CAPITAL IMPROVEMENT PLAN: DEBT ISSUANCE FY 2015 - FY 2024 ($, in millions)
Fiscal Year 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Total CIP
Debt Issuance $ 250 - $ 125 - $ - $ 125 $ - $ 75 - - $ 575
Internal Loans & External Debt Service FY15 FY16 FY17 FY18 FY18 FY19 (in millions) Actuals Actuals Actuals Budget Forecast Budget • $1.3M growth for Operating Results Century Bond Deferred Internal Loan - Principal & Interest $ 27.4 $ 38.0 $ 58.2 $ 51.1 $ 49.0 $ 54.1 Maintenance – FY19 Consolidated Results External Debt Service - Interest $ 18.6 $ 24.3 $ 26.8 $ 28.4 $ 28.5 $ 28.0 • $2.4M growth in Internal Loans that were delayed
• $1.3M growth in FY19 CIP Internal Loans 13
SOR Key Takeaways: • Bridge funding from SOR is an Actual Forecast Projection Projection Projection FY16 FY17 FY18 FY19 FY20 FY21 essential strategy for realigning Beginning Balance $36.7 $36.2 $32.3 $24.6 $17.5 $9.5 OU’s Operating Budget • Planning for one-time infusion of Funding Investment Income 4.5 4.5 4.5 4.5 4.5 4.5 $3M from Investment earnings in OTO Investment Income 3.0 FY19 SSI 2.9 (2.3) 4.3 2.9 3.0 3.0 • 2% holdback of SSI and Tuition Tuition 1.7 4.3 2.7 4.6 4.6 4.7 FY19 Enrollment Adjustment (1.3) (1.3) (1.3) will continue to help address Fund Balance 1.6 0.3 0.8 0.3 0.3 0.3 unanticipated budget volatility Total - Funding $10.7 $6.9 $12.3 $14.0 $11.2 $11.2 • Supporting Strategic Pathways • Grad Student Support Total - Reserve Allocations $8.4 $10.7 $20.1 $21.1 $19.1 $14.2 • Diversity and Inclusion • Honors Program Ending Balance $39.0 $32.3 $24.6 $17.5 $9.5 $6.5 • Challenging Dialogues • etc. 14 SOR – Reserve Allocations Actual Actual Forecast Projection Projection Projection Investment Reserve Allocations FY16 FY17 FY18 FY19 FY20 FY21 Infrastructure Financial Systems Enhancements 2.6 2.7 1.2 1.0 2.1 2.1 Parental Leave Replacement Funding 0.2 0.1 0.1 IT Small Projects 0.5 0.3 0.3 Bicentennial Park 0.1 Bridge for Admin Reductions 0.5 Infrastructure Subtotal $3.2 $3.2 $1.7 $1.8 $2.1 $2.1 Community and Ec. Development TechGrowth Ohio - Approved 2.1 1.6 2.0 1.8 1.3 1.1 TechGrowth Ohio - Proposed 0.5 1.0 OHIO for Ohio 0.1 0.5 0.5 0.4 0.3 0.3 Foundation for Appalachia Ohio 0.1 0.1 0.1 MRC Support 0.5 3.0 Community & Ec. Develop Subtotal $2.3 $2.1 $2.5 $2.7 $5.1 $2.4 Student Success Programs Endowed Scholarships 0.9 0.7 0.8 1.0 1.0 1.0 Signature Program Bridge 0.9 2.0 2.3 2.2 Bobcat Student Orientation 0.2 0.2 Unallocated 0.6 0.6 Student Success Subtotal $1.8 $2.7 $3.9 $4.0 $1.0 $1.0 15 SOR – Reserve Allocations (cont.) Actual Actual Forecast Projection Projection Projection Investment Reserve Allocations FY16 FY17 FY18 FY19 FY20 FY21 Academic and Research Programs Innovation System Strategy 0.5 Innovation Strategy 0.3 1.5 2.2 0.9 0.1 OBOR Research Portal 0.1 0.1 Dublin Campus Development 0.1 eLearning Investment 0.4 1.6 0.6 Education Advisory Board 0.1 Tantrum Theater * 0.6 0.6 0.6 0.6 0.6 RHE Investment 0.6 1.2 1.4 RHE Investment - ERIP 1.4 Engineering Start-up 1.0 0.5 OU Press 0.1 0.1 0.1 MAC Faculty Conference 0.008 0.008 0.008 Funding for Budget Volatility 3.8 Athens Campus Structural Imbalance 2.6 2.6 2.6 International Student Recruitment 0.5 0.5 0.5 Academic & Research Subtotal $1.1 $2.7 $11.8 $7.0 $5.4 $3.2 Presidential Priorities & Strategic Pathways $0.2 $5.5 $5.5 $5.5
Total - Reserve Allocations $8.4 $10.7 $20.1 $21.1 $19.1 $14.2
*An additional $0.6M of institutional support is budgeted in College of Fine Arts as an additional use of reserves. 16
Fall Planning Spring Planning Models Corresponding Initiative Description FY19 Budget Assumption Assumption Impact of Tuition/SSI OHIO Guarantee New Cohort: % (CPI) 1.3% 1.3% 1.3% Tuition/SSI OHIO Guarantee New Cohort: % (Cap) 0.0% 0.0% 0.0% Tuition/SSI Continuing Students: % (Cap) 0.0% 0.0% 0.0% Planning Tuition/SSI Athens UG Enrollment -125 Freshman +99 Freshman -74 Freshman Transfers SOR Funding for Enrollment Volatility $ (3,800,000) $ (3,800,000) $ (3,800,000) Assumptions Tuition/SSI SSI FY18 Appropriation Growth $ - $ 1,400,000 $ 1,400,000 Tuition/SSI SSI FY19 Appropriation Growth $ - $ - $ - Tuition/SSI Signature Program Auxiliary Contribution to SFA $ 500,000 $ 1,500,000 $ 1,500,000 Tuition/SSI Signature Program Foundation Support for SFA $ (300,000) $ (300,000) $ (300,000) Tuition/SSI Signature Program Financial Aid forecast $ (760,000) $ (625,000) $ (625,000) Tuition/SSI ICA Scholarships $ (200,400) $ 15,000 $ 15,000 Tuition/SSI SOR Contribution to SFA $ (730,000) $ (730,000) $ (730,000) Tuition/SSI Scholarship Leveraging Model $ - $ (2,100,000) $ (1,600,000) Direct Expenses Healthcare Benefit Cost $ (2,500,000) $ (1,250,000) $ (1,250,000) Direct Expenses Raise Pool $ (6,800,000) $ (5,100,000) $ (5,100,000) ACM Online Learning Online Learning Investment $ (1,000,000) $ (1,000,000) $ (1,000,000) ACM Allocated Costs (Compliance Investments) $ (750,000) $ (500,000) $ (500,000) ACM Raise Pool $ (2,500,000) $ (1,875,000) $ (1,875,000) ACM Capital Model $ (70,000) $ (70,000) $ (70,000) ACM Utilities $ (600,000) $ (200,000) $ (200,000) ACM POM $ (200,000) $ (200,000) $ (200,000) ACM Employee Fee Waivers $ (350,000) $ (85,000) $ (85,000) Capital Costs CIP Capital Cost Allocation Model $ (500,000) $ (500,000) $ (500,000)
ACM Admin Cost Savings Base Reductions to Administrative Planning Units $ 2,300,000 $ 2,300,000 $ 2,300,000
Assumed FY19 Annual Impact* (20,380,400) (13,610,000) (14,893,673)
*Does not include college's direct revenue and expense projections for FY19. This represents net impact of FY19 BPC planning assumptions, ONLY. 17 Admin & Academic Targets Realigning OHIO’s Revenues and Expenses, through Strategic Financial Planning Step 1: Proportionality in Establishing Savings Targets
Planning Units FY17 Base Savings Target ($) Savings Target (%) Administrative & Central Support Units $ 162,805,723 $ 8,483,387 5.2% Academic Units - Athens Colleges $ 244,083,185 $ 12,637,347 5.2% Subtotal $ 406,888,908 $ 21,120,734 5.2% Step 2: Developing Multi-Year Approach, With Strategic Use of Reserves for Bridge Funding Cumulative Planning Unit - Operating Budget Budget Category FY18 FY19 FY20 FY21 FY22 Savings Administrative & Central Support Units Expense Reduction $ 4.8 $ 1.5 $ 2.2 $ - $ - $ 8.5
Academic Units - Athens Colleges Net Revenue $ - $ 0.3 $ 2.0 $ 0.1 $ - $ 2.5 Academic Units - Athens Colleges Expense Reduction $ 1.5 $ 3.3 $ 2.0 $ 1.6 $ 1.3 $ 9.7 Academic Units - Athens Colleges Other Funding Source $ - $ 0.6 $ - $ - $ - $ 0.6 $ 21.2
Cumulative Impact on Reserves Source FY18 FY19 FY20 FY21 FY22 Reserves (UNR Net Assets) Academic Units - Athens Colleges College/Central Reserves $ 1.5 $ 7.1 $ 3.0 $ 1.3 $ - $ 12.9 Institutional Reserves* SOR $ 5.8 $ 5.1 $ 5.3 $ 3.9 $ 3.9 $ 24.0 *Institutional Reserves allocations represent bridge funding for RHE through FY20, $1.3M for the Athens enrollment volatility, $ 36.9 and $2.6M for the Athens structural deficit. This does not represent all projected reserve use 18 Net Transfer/(Draw) on Reserves FY19 FY20 FY21 FY22 Total Athens Colleges & Schools (4.6) (15.3) (18.7) (21.8) RHE 0.1 0.2 (4.0) (5.2) Aux (6.5) (8.0) (43.7) 2.0 FY19-FY22 Central & Admin 1.5 - - - SOR (7.4) (8.3) (3.3) (3.1) Outlook Total (17.0) (31.4) (69.7) (28.1) (146.2) Breakout: Capital/One-time/Strategic Contributions to (Use of) Reserves Notes: Athens Colleges & Schools 2.5 (3.2) (2.4) (2.7) RHE 0.1 0.2 - - • Based on FY19 Budgeted Aux (6.5) (8.0) (43.7) 2.0 Enrollments Central & Admin 1.5 - - - SOR (2.3) (3.0) 0.6 0.8 • Use of Capital Reserves may Subtotal (4.8) (14.0) (45.5) 0.1 (64.2) change with CIP update and Bridge Funding Use of Reserves cash flow forecasting Athens Colleges & Schools (7.1) (3.0) (1.3) • Please see Sections 4.1.4 & Subtotal (7.1) (3.0) (1.3) - (11.4) 4.4.3 of Budget Book for Structural Challenge assumed program growth in Athens Colleges & Schools 0.0 (9.1) (15.0) (19.1) RHE (1.2) (1.4) (4.0) (5.2) Certificate, Bachelor SOR (3.9) (3.9) (3.9) (3.9) Completion, and Graduate Subtotal (5.1) (14.4) (22.9) (28.2) (70.6) programs Total (17.0) (31.4) (69.7) (28.1) (146.2) Funded by committed/identified reserves Funding may not be identified Represents impact on reserves with no additional action; represents growing structural imbalance between revenue and expense assumptions Commitment from SOR supporting RHE glide-path to balanced budget Remaining FY19 funding imbalance - to be solved in future years 19 Athens Tuition Impact FY19 FY20 FY21 FY22 FY19 FY20 FY21 FY22 New Freshmen & Transfers - FY19 Planning Assumption Tuition Caps - FY19 Planning Assumption 0% 2.0% 2.0% 2.0% New Freshmen Resident 3,629 3,629 3,629 3,629 Growth from Tuition Caps $ - $ 8.3 $ 11.2 $ 15.2 New Freshmen Non-Resident 515 515 515 515 Gross Tuition - FY19 Planning Assumption $ 237.6 $ 239.3 $ 242.5 $ 248.9 Subtotal - New Freshmen 4,144 4,144 4,144 4,144 Gross Tuition - FY19 Budget $ 235.8 $ 236.0 $ 237.8 $ 242.7 Transfers 461 461 461 461 Variance - Gross Tuition $ (1.8) $ (3.3) $ (4.8) $ (6.2) Grand Total - New Freshmen & Transfers 4,605 4,605 4,605 4,605 New Freshmen & Transfers - FY19 Budget SFA - FY19 Planning Assumption $ (58.4) $ (60.9) $ (61.6) $ (63.0) New Freshmen Resident 3,425 3,425 3,425 3,425 SFA - FY19 Budget $ (57.9) $ (60.4) $ (61.1) $ (62.5) New Freshmen Non-Resident 546 546 546 546 Variance - SFA $ 0.5 $ 0.5 $ 0.5 $ 0.5 Subtotal - New Freshmen 3,971 3,971 3,971 3,971 Transfers 461 461 461 461 Net Tuition - FY19 Planning Assumption $ 179.2 $ 178.4 $ 180.9 $ 185.9 Grand Total - New Freshmen & Transfers 4,432 4,432 4,432 4,432 Net Tuition - FY19 Budget $ 177.9 $ 175.6 $ 176.7 $ 180.2 Variance - Resident Students -204 -204 -204 -204 Variance - Net Tuition $ (1.3) $ (2.8) $ (4.3) $ (5.7) Variance - Non-Resident Students 31 31 31 31 Variance - New Freshmen & Transfers -173 -173 -173 -173 Discount Rate - FY19 Planning Assumption 24.6% 25.5% 25.4% 25.3% FY19 FY20 FY21 FY22 Discount Rate - FY19 Budget 24.6% 25.6% 25.7% 25.7% Total Students - FY19 Planning Assumption Total Students Resident 15,329 15,199 15,092 15,083 FY19 Planning Assumption Total Stuents Non-Resident 2,344 2,245 2,196 2,187 FY19 Budget Subtotal - Total Students 17,673 17,444 17,288 17,270 Total Students - FY19 Budget Variance Total Students Resident 15,125 14,831 14,573 14,425 Previous versions of this chart presented the subset of our Student Total Students Non-Resident 2,375 2,301 2,276 2,287 Subtotal - Total Students 17,500 17,132 16,849 16,712 Financial Aid (SFA) controlled by our central financial office; this version Variance - Resident Students -204 -368 -519 -658 presents all UG Financial Aid (e.g. Student-athletes, foundation awards Variance - Non-Resident Students 31 56 80 100 by colleges) and mirrors the Discount Rate calculation in the Budget Variance - Total Students -173 -312 -439 -558 Book. Athens Central & Operating Non- Financial Regional Reserves & Statement Adj & GAAP Adj Colleges and Auxiliaries Admin Activity Operating Campuses Subvention Component Totals 20 Schools Operations Subtotal Activity Units (in millions) REVENUES 1 State Appropriations $ 142.2 $ 22.4 $ - $ 0.2 $ 2.9 $ 167.7 $ - $ - $ 167.7 Budget Book 2 State Appropriations - Capital ------23.4 - 23.4 FY19 Board 3 Gross Undergraduate Tuition & Fees 255.4 35.2 - 5.4 2.8 298.8 - - 298.8 Section 2 4 Undergraduate Financial Aid (48.6) (5.2) (13.9) 6.4 (1.7) (63.0) - - (63.0) 5 Net Undergraduate Tuition & Fees 206.8 30.0 (13.9) 11.8 1.1 235.8 - - 235.8 6 Gross Graduate Tuition & Fees 124.1 0.1 - 0.6 - 124.9 - - 124.9 Approval – 7 Graduate Financial Aid (28.1) - - (0.5) - (28.7) - - (28.7) 8 Net Graduate Tuition & Fees 96.0 0.1 - 0.1 - 96.3 - - 96.3 9 Room & Board - - 91.4 - - 91.4 - - 91.4 10 Grants & Contracts 33.2 1.4 - 4.8 - 39.5 3.2 - 42.7 Consolidated 11 Facilities & Admin Cost Recovery 4.9 - - 1.2 - 6.1 - - 6.1 12 Endowment Distributions 14.4 0.5 0.2 14.7 - 29.8 (29.8) - - University Budget 13 Gift Contributions 3.7 0.2 2.8 3.3 - 10.0 10.0 - 20.0 14 Investment Income - - - 1.6 7.5 9.1 47.8 0.3 57.2 15 Internal & External Sales 9.3 0.6 24.3 29.2 - 63.5 0.3 6.8 70.6 (All Funds) 16 Total Revenues 510.6 55.4 104.8 66.8 11.5 749.1 54.8 7.1 811.0 17 Administrative Cost Distribution - - 23.8 (24.6) 0.8 - - - - 18 Subvention Distribution 47.4 14.5 - 0.4 (62.3) - - - - 19 Total Revenues & Revenue Allocations $ 558.0 $ 69.9 $ 128.6 $ 42.7 $ (50.1) $ 749.1 $ 54.8 $ 7.1 $ 811.0 20 Funding Transfers $ (6.4) $ (0.5) $ 3.3 $ (14.8) $ 18.4 $ - $ - $ - $ - EXPENSES 21 Total Salaries, Wages, & Other Payroll 208.1 31.2 30.5 102.5 - 372.3 - - 372.3 22 Total Benefits 61.1 10.4 10.9 39.6 - 121.9 - - 121.9 23 Supplies & Services 32.1 3.1 9.7 41.5 - 86.3 2.5 5.6 94.4 24 Professional Services 29.4 0.8 0.8 10.8 - 41.7 - - 41.7 25 Occupancy & Maintenance 4.7 2.1 8.1 17.8 - 32.6 - 0.9 33.5 26 Capital Costs 1.8 0.2 1.6 1.9 - 5.5 101.7 (107.2) - 27 Cost Of Goods Sold 0.2 - 13.8 6.3 - 20.3 - - 20.3 28 External Debt Service - Principal ------16.1 (16.1) - 29 External Debt Service - Interest ------29.5 (1.5) 28.0 30 Internal Principal & Interest 6.2 0.3 14.0 33.6 - 54.1 (54.1) - - 31 Depreciation ------52.1 52.1 32 Other Operating Expense 3.0 0.2 2.1 2.4 - 7.7 0.2 (2.1) 5.8 33 Total Direct Expenses 346.6 48.1 91.4 256.3 - 742.4 95.9 (68.3) 770.0 34 Administrative Cost Allocations 154.0 15.4 22.2 (191.7) - - - - - 35 Capital Cost Allocation 12.2 - 1.4 (13.6) - - - - - 36 Subvention Allocation 55.3 6.7 - - (62.0) - - - - 37 Total Expenses & Expense Allocations $ 568.1 $ 70.3 $ 115.0 $ 51.0 $ (62.0) $ 742.4 $ 95.9 $ (68.3) $ 770.0 38 Results of Operations $ (3.8) $ 0.1 $ 10.2 $ 6.5 $ (6.4) $ 6.6 $ (41.1) $ 75.4 $ 40.9 INVESTMENT TRANSFERS 39 Transfer To (From) Operating Reserve (10.8) - (0.1) 5.7 (7.4) (12.7) 12.7 - - 40 Transfer To (From) Plant Fund 0.8 - 16.7 5.1 - 22.6 (22.6) - - 41 Transfer To (From) Quasi Endowments - - - - 1.0 1.0 (1.0) - - 45 Total Investment Transfers $ (10.0) $ - $ 16.6 $ 10.7 $ (6.4) $ 10.9 $ (10.9) $ - $ - 46 Net Results $ 6.2 $ 0.1 $ (6.4) $ (4.2) $ - $ (4.3) $ (30.2) $ 75.4 $ 40.9 47 Transfer Net Results to Fund Balance 6.2 0.1 (6.4) (4.2) - (4.3) 4.3 - - 48 Adjusted Net Results $ - $ - $ - $ - $ - $ - $ (34.5) $ 75.4 $ 40.9 39 + 47 Total Transfer To (From) Reserve (4.6) 0.1 (6.5) 1.5 (7.4) (17.0) 17.0 - - FY15 FY16 FY17 FY18 FY18 FY19 (in millions) Actuals Actuals Actuals Budget Forecast Budget 21 REVENUES 1 State Appropriations $ 161.1 $ 163.6 $ 165.1 $ 166.8 $ 168.0 $ 167.7 2 State Appropriations - Capital 11.8 11.7 10.5 32.5 20.5 23.4 Budget Book 3 Gross Undergraduate Tuition & Fees 298.1 304.5 305.3 303.6 297.7 298.8 FY19 Board 4 Undergraduate Financial Aid (51.3) (57.8) (60.1) (62.5) (58.9) (63.0) Section 2 5 Net Undergraduate Tuition & Fees 246.7 246.7 245.2 241.1 238.8 235.8 6 Gross Graduate Tuition & Fees 94.0 100.1 108.2 115.3 114.1 124.9 Approval – 7 Graduate Financial Aid (29.9) (28.5) (29.0) (28.2) (27.8) (28.7) 8 Net Graduate Tuition & Fees 64.2 71.6 79.2 87.1 86.3 96.3 9 Room & Board 90.0 95.9 95.4 92.9 92.3 91.4 Consolidated 10 Grants & Contracts 47.8 47.4 43.3 49.6 39.6 42.6 11 Facilities & Admin Cost Recovery 6.7 6.8 7.1 6.0 6.0 6.1 12 Endowment Distributions ------University Budget 13 Gift Contributions 31.2 31.0 16.0 20.0 19.9 20.0 14 Investment Income (3.4) (18.8) 97.6 54.3 78.4 57.2 (All Funds) 15 Internal & External Sales 89.7 106.9 116.0 67.5 80.7 70.5 16 Total Revenues 745.8 762.7 875.1 817.8 830.5 811.0 19 Total Revenues & Revenue Allocations $ 745.8 $ 762.7 $ 875.1 $ 817.8 $ 830.5 $ 811.0 20 Funding Transfers $ - $ - $ - $ - $ - $ - EXPENSES 21 Total Salaries, Wages, & Other Payroll 333.0 346.5 361.7 370.0 361.8 372.3 22 Total Benefits 99.1 117.4 154.0 122.7 116.2 121.9 23 Supplies & Services 91.5 81.9 79.6 75.2 96.3 94.4 24 Professional Services 52.5 54.1 48.9 39.6 38.0 41.7 25 Occupancy & Maintenance 39.3 44.5 44.3 44.2 28.6 33.5 26 Capital Costs (14.1) (3.1) (1.9) - 2.0 - 27 Cost Of Goods Sold 21.2 21.5 21.0 21.5 20.7 20.3 28 External Debt Service - Principal - 0.1 0.1 - - - 29 External Debt Service - Interest 18.6 24.3 26.8 28.4 28.5 28.0 30 Internal Principal & Interest - 0.4 2.5 - - - 31 Depreciation 37.9 44.8 50.1 50.1 51.3 52.1 32 Other Operating Expense 18.1 14.7 18.7 12.8 8.8 5.8 33 Total Direct Expenses 697.2 747.1 805.7 764.5 752.2 770.1 37 Total Expenses & Expense Allocations $ 697.2 $ 747.1 $ 805.7 $ 764.5 $ 752.2 $ 770.1 38 Results of Operations $ 48.6 $ 15.6 $ 69.4 $ 53.3 $ 78.3 $ 40.9 INVESTMENT TRANSFERS 39 Transfer To (From) Operating Reserve ------45 Total Investment Transfers $ - $ - $ - $ - $ - $ - 46 Net Results $ 48.6 $ 15.6 $ 69.4 $ 53.3 $ 78.3 $ 40.9 47 Transfer Net Results to Fund Balance ------48 Adjusted Net Results $ 48.6 $ 15.6 $ 69.4 $ 53.3 $ 78.3 $ 40.9
39 + 47 Total Transfer To (From) Reserve ------22 RHE Guarantee
Ohio University Analysis of FY12-14 Student Cohorts, Degree Attainment & Persistence (Outcomes measured through Fall 2017, 4+ Years)
Associate Program as a Primary or Secondary Major At Any Point Graduated within 4 or more years • ODHE Guarantee Approval Entered 2011-12 thru 2013-14 and Earned Degree by Fall 2017 • Submission of Assoc. % of Students % of Associate Program Name % of Associate Measure of % Students Earning a Degree Students Program Audit to ODHE Degree Students Persistence - % Student Count Earning an Bachelor's who complete a Achieving a Enrolled After Associates Degree, no Bachelors or • Pending agreement on Bachelor's Degree Associate's Degree Associate Enrolled Assoc. programs Child Development (AAS) 220 38.2% 34.5% 17.7% 8.3% 42.9% Associate of Art 448 59.8% 66.0% 3.6% 4.1% 70.1% included in Guarantee Associate of Art 105 44.8% 66.0% 6.7% 4.3% 70.2% Associate of Science 458 55.0% 61.1% 6.1% 4.0% 65.1% Associate of Individualized Study 22 18.2% 50.0% 0.0% 0.0% 50.0% • March RHE Tuition Resolution Accounting Technology (AAB) 158 59.5% 40.4% 1.9% 10.6% 51.1% Business Management Technology (AAB) 724 30.0% 45.2% 4.4% 11.5% 56.7% • Beyond 20 hour rate did Computer Science Technology (AAB) 347 35.7% 31.5% 4.3% 14.5% 46.0% not reflect intention and Electronic Media (AAS) 228 43.9% 43.0% 5.3% 10.0% 53.0% Engineering Technology (AAS) 8 12.5% 0.0% 0.0% 0.0% 0.0% legislative requirements Environmental Engineering Technology (AAS) 37 48.6% 27.8% 0.0% 16.7% 44.4% Equine Studies (AAS) 62 46.8% 13.8% 1.6% 37.9% 51.7% • Assessed rate will Health Technology (AAS) 55 29.1% 12.5% 5.5% 0.0% 12.5% Human Services Technology (AAS) 573 45.5% 45.2% 2.1% 6.5% 51.7% corrected to reflect Law Enforcement Technology (AAS) 532 36.1% 42.2% 0.8% 7.3% 49.5% intention and legislative Medical Assisting Technology 118 38.1% 22.2% 5.9% 6.7% 28.9% Nursing (AAS) 1,643 82.5% 51.2% 3.4% 7.5% 58.7% requirements Office Administration Technology (AAB) 107 50.5% 24.1% 4.7% 0.0% 24.1% Total 5,845 54.1% 56.2% 4.1% 7.7% 63.9% 23 Fee Approval
Existing Proposed Fee Notes Amount Amount Masters of Reducing program cost in response to Financial $176/CH $100/CH market demand and to grow program Economics enrollments Program Fee 24 Fee Resolution 25 Budget Resolution FISCAL YEAR 2018-19 OHIO UNIVERSITY ACADEMIC YEAR 2018-19 TUITION, FEE AND RATE INCREASES
RESOLUTION 2018 -
WHEREAS, the appropriate planning and consultations within the University have been completed, resulting in the recommendations for tuition, fee, and rate increases for purposes of investment in strategic priorities; and
WHEREAS, the proposed student fees are consistent with the legislative mandates on the establishment of undergraduate fees set forth in Am. Sub. H.B. 49, passed by the 132nd General Assembly.
NOW THEREFORE, BE IT RESOLVED that the Board of Trustees adopts the fee schedules attached hereto as Exhibit A, effective Fall Semester 2018, for the Athens Masters of Financial Economics.
Exhibit A
Special Ohio Non- Instructiona General Program Out-of State EXISTING Services / Resident Resident l Fee Fee Fee Total Materials Fee Total Fee Masters of Financial Economics - Athens* 505 78 176 - 759 496 1,255
Special Ohio Non- PROPOSED Instructiona General Program Services / Resident Resident Out-of State l Fee Fee Fee Materials Fee Total Fee Total Masters of Financial Economics - Athens* 505 78 100 - 683 496 1,179
*Athens Graduate comprehensive rate appiles for 9-18 credit hours
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Elizabeth Sayrs, Interim Executive Vice President and Provost Deborah J. Shaffer, Vice President for Finance and Administration, CFO and Treasurer
Re: FY19 Annual Capital Improvement Plan Update
The University’s Capital Improvement Plan is a multi-year planning tool used to illustrate the University’s project priorities. Each year Ohio University updates the capital improvement plan, engaging in a collaborative process to review and prioritize the capital needs across the institution. Additionally, every other year, the University updates our six year capital improvement plan. The Board approved the FY19-FY24 Six year CIP in June of 2017. Embedded within this plan included a projection of FY19 capital needs. The University has been in the process of validating FY19 priorities.
With additional focused project studies providing new or updated information, we are analyzing scope increase needs as well as new project priority needs against those previously prioritized and considering these in the context of the resources available to support both our operating and capital plans. Additional context is provided in Ohio University’s Budget Book. We look forward to discussing key factors that influence project priority and strategy considerations with you at the upcoming Board of Trustees meeting. 1
June 21, 2018 Capital Improvement Plan Update
Tab #; pg 2 Capital Improvement Plan Update
• FY19 CIP Process
• Where are we today
• Capacity, Affordability, & Cash Flows
FY18, and FY19-FY24 CIP Approved by BoT June 2017 3 CIP: Foundational Drivers & Principles 2010 2011 2012 2013 2014/2015 2016 2017
Years of lack of Housing MP; Sightlines Academic Units Transformational Project Feasibility Projects moving investment in Request Univ Study needed projects: and approach forward: Roofs, studies HVAC, masonry, facilities were to approve Completed significant Clippinger, Initiative transformational evident debt space ROC, HCOM
$ $ Investigation $ First $ Bldg failure $ CIP $ FY2017- $ FY2019- Gifts and State of debt Comprehensive (Lindley) FY2015-FY2020 FY2022, FY2024, review Appropriations capacity Six Year CIP Transparency Century Bond planned affordability; Funding Drivers FY2013-FY2018 in cost of space reductions budget issues
State request: Study of all Board set goal Admin Strategy Comprehensive Utility MP, Admin strategy Study Facilities campus needs: of $40-$50/ to consolidate Master Plan Campus Building shifts to Reviews dispersed but needs and academic GSF DM & reduce space
Study repurpose & priorities operations Backlog reduce
Consider Balance Increase Reduce Balance • Project highest & best Reduce Investments resources to Administrative investments in Approval use; Build a Deferred across the manage OHIO Footprint & deferred • Leverage sustainable Maintenance University portfolio Reserve Swing maintenance & Limited funding plan
Principle portfolio (Debt) Space programmatic Resources (CB) 4 CIP Annual Update Schedule
• Annually, the University updates the CIP • Embedded within the current FY19-FY24 Six Year is the FY19-FY20 State Capital Submission and the FY19 Annual • A year since the FY19- FY24 Six Year CIP was approved by the BoT • Project priorities and project feasibility reviewed for Annual Update 5 CIP Annual Update Process
• Comprehensive
• Collaborative
• Prioritized
• Measured 6 FY19 CIP Review Process Project Totals FY19 - FY24 6 Year Capital Projects Projects Projects Deferred Improvement Plan Funding Sources Capital Expenditure Forecast Beginning in Beginning Beginning in Maintenance As of: June 2nd 2017 a Prior FY in FY18 FY19-FY24 Shown in Shown in Shown in Back-log Internal Century Grants/ State Working Past FY18 FY19 FY20 FY21 FY22 FY23 FY24 Classification & Project Millions Millions Millions Addressed Bank Bond Bank Gifts Appropriations Capital Expenditures Academic/Programmatic Renewal $218.49 $126.08 $120.93 $170.60 $272.85 $35.53 $42.84 $59.55 $54.73 $138.18 $60.68 $112.14 $67.42 $28.05 $14.85 $23.17 $21.01 • Projects were tagged for In Progress $218.49 $49.82 $116.60 $25.35 $18.46 $35.30 $22.79 $138.18 $35.75 $41.79 $2.78 Capital Projects Nearing 133.89 22.47 90.03 3.01 10.11 8.73 22.01 131.06 2.82 Completion FY19 start within FY19- Alden Library Renovations - Phase I 2.36 1.45 0.85 0.20 1.25 0.06 1.28 1.08 Central Classroom C-Suite 1.00 0.40 0.60 0.40 0.15 0.85 FY24 Six Year CIP Renovation Clippinger Renovation Strategy 42.60 18.00 14.60 10.00 0.60 7.50 34.50 Phase I • Team uses this as a Ellis Hall Infrastructure Renewal 13.00 12.70 5.04 1.31 6.65 0.80 10.45 1.75 Seigfred Hall Renovations Phase I 3.80 3.80 1.53 2.27 2.10 1.70 Seigfred Hall Renovations Phase II 10.60 9.00 4.80 5.80 0.48 1.80 5.54 2.78 foundation to review project The Perry and Sandy Sook 6.49 2.69 0.10 3.38 0.32 0.66 5.83 Academic Center WOUB/WOUC Spectrum Tower 4.76 4.76 1.04 3.72 status and priority changes Future Projects $126.08 $120.93 $120.77 $156.25 $10.19 $24.38 $24.25 $31.95 $24.94 $70.35 $64.64 $28.05 $14.85 $23.17 $21.01 Alden Library Future Phase Study 0.03 0.03 0.03 HCOM Research Phase II Study 3.00 3.00 3.00 Academic & Student Support 4.91 4.07 5.15 5.06 3.92 3.53 2.88 2.57 Relocations Administrative Relocations 14.42 5.44 17.57 14.86 5.00 8.94 5.49 5.44 Clippinger Renovation Strategy 26.69 22.50 16.69 10.00 2.80 16.00 7.89 Phase II Clippinger Renovation Strategy 28.87 22.50 18.87 10.00 2.80 16.00 10.07 Phase III Classroom Sandbox 0.25 0.25 0.25 College of Fine Arts Space Renewal 7.00 5.00 3.00 4.00 1.48 5.52 • Examples: Clippinger Renovation Strategy 6.78 6.78 6.78 Phase IV College of Business Expansion 16.50 16.50 3.30 13.20 HCOM Phase 1: Academic and HCOM Ph I will appear as an IN PROGRESS 65.00 60.00 5.00 4.55 31.27 24.49 4.70 Clinical Research project in the FY19 Update HCOM Phase I Utilities 4.37 2.19 2.19 1.01 0.65 1.52 1.19 Lin Hall Museum Expansion 4.80 4.80 1.20 1.20 1.20 1.20 Facility Site Improvements - HCOM 3.00 3.00 1.50 1.50 Phase I Facility Site Improvement will appear as an College of Business Programmatic 0.05 0.05 0.05 Study FY19 project in the Update Small Capital Improvement 3.05 17.79 0.06 0.08 20.76 3.05 2.97 2.97 2.97 2.97 2.97 2.97 Projects Russ Research Opportunity Center 31.00 48.00 31.00 2.03 20.82 6.15 2.00 7
State Capital Re-Appropriations Academic Success Center Phase I 2,480,941 ADA Transition Plan 367,485 State Capital Appropriations Alden Air Handler 411,000 Art Gallery Improvements 78,571 Athens Campus Road Restoration - Mill & Overlay 562,000 Bennett Hall Electrical Upgrade - Phase I 647,040 Brasee Hall Exterior Repairs 407,883 Summary Brasee Hall Roof Replacement and Repairs 453,774 Campus Fire Alarm Reporting Upgrades 300,000 Campus Interior Lighting 56,286 Child Development Center HVAC Controls 2,729 State Capital Appropriations (19-20) Chilled Water Plant #3 272,200 State Capital Appropriations (17-18) Bennett Hall Elevator Replacement 327,000 Chilled Water Utility Distribution 445,500 Brasee Hall Roof Replacement and Repairs 73,341 Bennett Hall Exterior Repairs / Improvements 619,143 Chubb Hall and Sing Tao Roof Replacement 500,000 Campus Site Improvements 50,000 Campus Energy Efficiency Improvements Phase I 846,943 Classroom Sandbox 250,000 Campus Infrastructure Improvements - Eastern 37,500 Copeland Hall Roof Replacement 696,200 Clippinger Renovation Strategy Phase I 12,800,000 Child Development Center HVAC Controls 397,271 C-Suite Renovation 37,530 C-Suite Renovation 42,530 Clippinger Renovation Strategy Phase II 10,000,000 Cutler Hall Electrical Systems Upgrade 231,628 EIP - Lausche Switchyard Storm Sewer 396,000 EIP - Campus Steam System Repairs 2020 1,500,000 Ellis Hall Infrastructure Renewal 74,296 Ellis Hall Infrastructure Renewal 9,578,655 Energy Efficiency Improvements Phase III 300,000 Energy Efficiency Improvements Phase II 681,206 Fire Alarm Systems Replacement 197,743 Herrold Hall 2nd Floor Nursing Lab Renovation 296,052 Exterior Masonry Repairs FY19-FY24 1,376,098 Glidden Hall HVAC 2,000,000 Glidden Room 400Recital HVAC 246,684 Hanging Rock CDC Sanitary Sewer 410,095 Lindley Hall Roof 507,265 Health Education Center Chiller Replacement 350,000 Herrold Hall 2nd Floor Nursing Lab Renovation 1,703,947 Porter Hall Masonry Stabilization and Repairs 215,035 Health Education Center Roof Replacement 397,543 Herrold HVAC Improvements 345,000 RTEC Roof Replacement 415,000 Herrold Hall Infrastructure and Interior Improvements 1,045,543 Kantner Masonry Repairs 294,081 Seigfred Hall Renovations Phase II 980,000 Morton Hall HVAC 200,000 Littick Hall HVAC Improvements 150,000 Shannon Hall Electrical System Repairs 109,245 Parking Lot and Site Improvements 378,243 Ridges Priority Road Repair 506,850 Security & Accessibility Improvements 188,500 Roadway & Parking Improvements Phase I 200,000 Shannon Hall Site Infrastructure Repairs 52,926 Seigfred Hall Renovations Phase II 1,000,000 Roadway & Parking Improvements Phase II 117,329 Total 25,516,050 Stocker Hall HVAC Phase 1 2,700,000 Seigfred Hall Renovations Phase II 2,020,000 Ellis Hall Infrastructure Renewal 3,000,000 Shannon Hall Lab 20 and 30 HVAC 50,000 Total 26,663,784 Shannon Hall Site Infrastructure Repairs 12,074 South Entrance Steps Replacements 125,000 Southeastern Library Warehouse Envelope Improvements 1,100,001 Stocker Building Envelope 1,000,000 Student Resource Commons Phase I 76,000 Walking Path / Hiking Trails (Community Pass-Through) 152,291 Walter Hall Air Handler Replace Heat Coils 305,000 Zanesville Campus Littick Hall Gym Floor Repair 2018 65,000 Total 18,033,362 8 FY19 CIP: In Progress Projects Academic/Programmatic Auxiliaries Building Systems & Infrastructure Regional Higher Education 29 Park Place & Carriage House Renovation Adams Hall Waterproofing Aquatic Center Roof Repair Chillicothe Campus Academic Success Center Phase I Academic Relocations - Konneker Alumni Center Bob Wren Stadium Artificial Turf Botanical Research Greenhouse Upgrades Chillicothe Campus Bennett Hall Cooling Tower Structural Repair Academic Relocations - Lindley Bryan Hall Bathroom Upgrades Campus Fire Alarm Reporting Upgrades Chillicothe Campus Bennett Hall Electrical Upgrade - Phase I Administrative Relocations - Lasher Convocation Center Scoreboard Capital Project Studies Eastern Campus Campus Site Improvements Business Annex 2nd Floor Renovation East Green Building Based Domestic Hot Water Systems Chubb Hall East Entry Stair Replacement Eastern Campus Shannon Hall Electrical System Repairs C-Suite Renovation Gam Bathroom Upgrades Clippinger 301 Electric Outlet Eastern Campus Shannon Hall Parking Lot Repairs Chemistry Building (Clippinger Renovation Phase I) James Hall Masonry Repairs Computer Service Center Roof Repair Eastern Campus Shannon Hall Site Infrastructure Repairs Ellis Hall Infrastructure Renewal Jefferson Hall Dining & Residence Renovations Copeland Hall Roof Replacement Lancaster Campus Brasee Hall Carpet 2 & 4 Facility Site Improvements - HCOM Phase I Mill Street Round Park Reclaim Cutler Hall Electrical Systems Upgrade Lancaster Campus Brasee Hall Exterior Repairs Grover Center E303 Conference Room Renovation Obstruction Removal Exterior Masonry Repairs FY19-FY24 Lancaster Campus Brasee Hall HVAC Improvements Grover Center W115 Renovation Parking Master Plan Improvements Fire Panel Replacement Phase I Lancaster Campus Brasee Hall Interior Renovations Grover Center W313 Cabinet Update Pickering Bathroom Upgrades Glidden Hall Compressor Replacement Lancaster Campus Brasee Hall Roof Replacement and Repairs Grover Center W320 Faculty Office Conversion RD Apartment Renovation - Crawford Glidden Hall Concrete Work Lancaster Campus Brasee Hall Structural Engineering Evaluation HCOM Phase 1: Academic and Clinical Research Rehabilitate Taxiway A Glidden Room 400Recital HVAC Lancaster Campus Herrold HVAC Improvements HCOM Phase I Utilities Residence Hall Fire Panel Replacements Innovation Center Roof Southern Campus Energy Efficiency Improvements Phase II Innovation Center Rooms 211 & 215 South Pole Repurpose Kantner Masonry Repairs Southern Campus Hanging Rock CDC Sanitary Sewer Ridges Building 13/14/18 Renovation Tiffin Hall Bathroom Upgrades Lausche Plant Compressed Air Replacement 2018 Southern Campus Horse Park Outdoor Arena Ridges Parking Lot, Site Improvements and Building Tiffin/Perkins Roof Rehabilitation Lot 20 Retaining Wall Southern Campus Ironton Memorial Walk 20 Demolition Washington Water / Bathroom Upgrades Old Heating Plant Parapet Wall Repairs Southern Campus Proctorville Center Flag Pole and Plaza Russ Research Opportunity Center Ping Center Settlement Remediation Southern Campus Site Lighting Upgrades Utility System Upgrades Stocker Room 264 Improvements Porter Hall Masonry Stabilization and Repairs Southern Campus Walking Path / Hiking Trails Chilled Water Plant #3 The Perry and Sandy Sook Academic Center Richland Sidewalks Zanesville Campus Herrold Hall 2nd Floor Nursing Lab Renovation Chilled Water Utility Distribution Walter Hall Classroom Improvements Ridges Building 20 Underground Storage Tank Removal Zanesville Campus Littick Hall Gym Floor Repair 2018 EIP - Campus Electric Load Balance WOUB Capital Project 2018 Zanesville Campus Roadway & Parking Improvements Phase II EIP - Campus Steam System Repairs 2018 WOUC Capital Project Ridges Building 32 Roof Replacement Zanesville Campus South Entrance Steps Replacements EIP - Lausche Switchyard Storm Sewer Ridges Building 33 New Circuit University Initiatives EIP - Temporary Campus Boilers Ridges Building 7 Exterior Wall Stabilization ADA Prioritized Restroom Improvements EIP - West Green Chilled Water Plant Chiller 3 Conversion RTEC Roof Replacement ADA Transition Plan EIP - West Green Chilled Water Pump System Repairs RTV Drinking Fountain Replacements Treudley Secondary Egress Steam - Permanent Boiler Project Southeastern Library Warehouse Envelope Improvements Tree Trimming US33 Student Affairs Walter Hall Air Handler Replace Heat Coils Shively Dining Hall Improvements
OIT Fiber Cable Installation Total Project Budgets: $337.2M 9 FY19 Projects Planned from Approved FY19-24 CIP
FY19 Still FY19 Delayed FY18 Start Auxiliaries University Initiatives Academic/Programmatic Athens Campus Parking Lot 127 and 128 Maintenance 2018 Athens Wayfinding Design & Programming Alden Library Future Phase Study Bromley Infrastructure Improvements Auxiliary Offices Relocation/Renovation Utility System Upgrades Parking Lot Maintenance - 2019 Classroom Sandbox Chilled Water - Seigfred Chilled Water College of Business Programmatic Study Building Systems & Infrastructure Connection Morton Hall Chiller EIP - Campus Steam System Repairs 2019 Auxiliaries Ridges Building 33 Roof, Walls and Windows Maintenance Hangar Improvements Stocker Hall HVAC Phase 1 South Green, Convocation Center and Baker Garages Lighting Updates Utility Tunnel Rehabilitation Zero Hangar Improvements
OIT Building Systems & Infrastructure Business Application Services Stocker Building Envelope Customer Services Regional Higher Education Information Infrastructure Lancaster Campus Fire Alarm Systems Replacement Information Security Southern Campus Accessibility Improvements Instructional and Research Technologies Zanesville Campus Roadway & Parking Improvements Phase I
Regional Higher Education Utility System Upgrades Chillicothe Campus Bennett Hall Exterior Repairs / Improvements Electric - Fault Locators and Distribution Re-Fusing Eastern Campus Health Education Center Roof Replacement Steam - Balance of Plant and Controls - Lausche (Phase 1) Lancaster Campus Energy Efficiency Improvements Phase I Steam - Miscellaneous Energy Conservation Projects Southern Campus Energy Efficiency Improvements Phase III Southern Campus Security & Accessibility Improvements Zanesville Campus Herrold Hall Infrastructure and Interior Improvements Total Project Budgets: $7.2M
Student Affairs Central Food Facilities Improvements Maintenance/Large Equipment Purchases 2019
Total Project Budgets: $72.9M 10 Key Things To Remember
Athens Campus Board Approved Funding Sources: DM Backlog: FY19-FY24 Six Project Unspent Contingencies 200+ buildings Savings Lower than Expected Bids $497M DM Backlog Year CIP: : FY19 Projection Avg bldg. age: 49 Years Century Bond 100 Year Taxable Bond Funding Utility: $101M* Included Use Governed by the BOT Bank ($10M / Year used for Deferred Maintenance only) *Excludes water, sewage, & Dollars from State of Ohio storm water State Appropriations Approximately $27M / Biennium: University Leveraging Working Capital & Tax Internal Bank Exempt Bond Proceeds Through Internal Loan Annual CIP’s: Structure Six Year CIP’s: More focused External Resources Committed Gifts / Grants Projection of snapshot of what we Towards Supporting Capital Projects prioritized projects anticipate moving Working Capital / Planning Unit or University Reserves forward next FY. Reserves Generated from Unrestricted Sources 11 Factors that Influence Priorities & Strategies
Operating Cooperative Budget opportunities with Forecasts City/County
Presidential Pathways and In depth studies (e.g. CoFA Study) Priorities
Drivers that impact recalibration of CIP
Complex Project Construction Relationships Climate (HCOM/ROC/Admin)
Deferred Projects in Preventative Maintenance/ Progress: Maintenance Failures: Facilities Unforeseen Strategy Assessments Discoveries 12 CoFA Strategy & Prioritization Study Drivers that impact recalibration of plan • Space in over 20 facilities on Athens campus • Study focused on 5 core facilities fully occupied by CoFA • Holistic assessment with the goal to develop implementable projects • Balance priorities and resources to meet college’s critical needs, within university context Focus of study Additional CoFA facilities in North Green 13 Macro Study Findings: Challenged Facilities Coupled with Strong Programs
Includes: SeigfredIncludes:Hall KantnerSeigfredHallHall PutnamKantner HallHall GliddenPutnam Hall Hall Glidden Hall 14 Significant Age of Core Facilities Strategy for Investment; Focus on ‘Must-Do’ Projects
Glidden Hall Seigfred Hall Kantner Hall Putnam Hall Jennings House • Built 1969 • Built 1962 • Built 1951 (Renovated 1991) • Built 1926 • Built 1854 • 101,320 GSF • 87,202 GSF • 41,157 GSF • 39,362 GSF • 4,580 GSF • School Of Music • School of Art + Design • School of Theatre • School of Dance • Dean’s Office • NASM Accredited 2016 • NAST Accreditation Deferred • NASD Accredited 2013
HVAC & Sound Control Major Renovation Critical Needs Only Deferred Maintenance Portion of Deferred • New finishes where • Requires vacating bldg • Does not invest good only Maintenance HVAC project requires • Addresses compliance, money in a bad • Water intrusion & • Exterior painting, • Includes rehearsal hall safety, all systems, building fixing interior damage foundation outside of Glidden some program & CoFA • Minor ADA (doorways
Near Term Near footprint shop needs and desk height) $25M $36M $3M + future investment $3.75M $ 200,000 Recommended Exploration of additional Planning for new facility to Once condition issues are More comprehensive renovation will serve and more appropriate replace Kantner should addressed, building will renovation to address needs for A+D with the space for School of Music begin in near term serve the needs of Dance additional deferred exception of graduate maintenance Long Term studio space 15 Project Costs and CIP Funding Strategy
High-Level Estimates for Recommendations (Provided for Context) Gut Near-term Prioritized Replacement In millions Renovation KANTNER (Theater) TOTAL PROJECT COSTS $2.5 $18.5 $33.0-45.0 $23.0 SEIGFRED (Art + Design) TOTAL PROJECT COSTS $28.5 $30.5 $55.0 $36.5 PUTNAM (Dance) TOTAL PROJECT COSTS $3.0 $7.0 $25.0 $15.0 GLIDDEN (Music) TOTAL PROJECT COSTS $21.0 $31.5 $74.0 $53.0 JENNINGS (Deans) TOTAL PROJECT COSTS $0.20 $0.75 $4.5 $1.5
TOTAL PROJECT COSTS $55.2 $88.25 $191.5-203.5 $129.0
NOTE: 1.4 multiplier for Project Costs & Escalation (Assumes 2020 construction start) 16 CoFA Projects Included in Prior Six Year CIP (FY19-24) Academic / Programmatic
Project Totals Projects FY19 - FY24 6 Year Capital Improvement Plan Projects Projects Deferred CoFA Specific Projects and Funding Needs Beginning Funding Sources As of: May 24th 2017 Beginning Beginning in Maintenance in a Prior in FY18 FY19-FY24 FY Seigfred Hall - Project Put On Hold For CoFA Study Shown in Shown in Shown in Back-log Internal Century Grants/ State Working Classification & Project Millions Millions Millions Addressed Bank Bond Bank Gifts Appropriations Capital in millions Academic/Programmatic Renewal $218.49 $126.08 $120.93 $170.60 $272.85 $ 35.53 $42.84 $ 59.55 $ 54.73 Revised Timing FY19 In Progress $218.49 $49.82 $116.60 $ 25.35 $18.46 $ 35.30 $ 22.79 Capital Projects Nearing Completion 133.89 22.47 90.03 3.01 10.11 8.73 22.01 Near-Term Need $ 36.0 Alden Library Renovations - Phase I 2.36 1.45 0.85 0.20 1.25 0.06 * Central Classroom C-Suite Renovation 1.00 0.40 0.60 0.40 Prioritized Funding $ 27.6 Clippinger Renovation Strategy Phase I 42.60 18.00 14.60 10.00 Unfunded $ 8.4 Ellis Hall Infrastructure Renewal 13.00 12.70 5.04 1.31 6.65 Seigfred Hall Renovations Phase I 3.80 3.80 1.53 2.27 * $10.6M in FY19-FY24 CIP; $7M From CoFA Space Renewal Seigfred Hall Renovations Phase II 10.60 9.00 4.80 5.80 The Perry and Sandy Sook Academic Center 6.49 2.69 0.10 3.38 0.32 $10M From Morton HVAC WOUB/WOUC Spectrum Tower 4.76 4.76 Future Projects $126.08 $120.93 $120.77 $156.25 $ 10.19 $24.38 $ 24.25 $ 31.95 Alden Library Future Phase Study 0.03 0.03 Jennings House HCOM Research Phase II Study 3.00 3.00 Academic & Student Support Relocations - Auxiliary Offices Relocation/Renovation 1.50 0.97 1.50 in millions Academic & Student Support Relocations - Alden 0.09 0.04 0.09 Timing FY19 Academic & Student Support Relocations - Grosvenor - Academic 2.09 0.64 1.45 Academic & Student Support Relocations - Hudson 0.42 0.31 0.42 Near-Term Need $ 0.2 Academic & Student Support Relocations - Lindley 1.00 0.35 1.00 Prioritized Funding $ - Academic & Student Support Relocations - 29 Park Place Carriage 0.35 0.32 0.35 Academic & Student Support Relocations - 29 Park Place 1.79 1.55 1.79 Unfunded $ 0.2 Academic & Student Support Relocations - Konneker 0.77 0.74 0.77 Academic & Student Support Relocations - Jennings 0.97 0.88 0.97 Future project needed to address DM; Painting project Summer of 2018 Administrative Relocations - Ridges Building 13/14/18 12.49 9.40 12.49 Administrative Relocations - Grosvenor - Admin 5.44 7.09 2.14 3.30 Prioritized Funding Administrative Relocations - Lasher 1.82 1.08 0.12 1.70 Administrative Relocations - 31 South Court Street 0.12 0.12 CoFA Space Renewal Funding for Seigfred Hall Clippinger Renovation Strategy Phase II 26.69 22.50 16.69 10.00 Clippinger Renovation Strategy Phase III 28.87 22.50 18.87 10.00 Classroom Sandbox 0.25 0.25 College of Fine Arts Space Renewal 7.00 5.00 3.00 4.00 Clippinger Renovation Strategy Phase IV 6.78 6.78 Kantner – Unfunded College of Business Expansion 16.50 16.50 in millions HCOM Phase 1: Academic and Clinical Research 65.00 60.00 5.00 Recommended Timing FY19 HCOM Phase I Utilities 4.37 2.19 2.19 Lin Hall Museum Expansion 4.80 4.80 Near-Term Need $ 3.0 Facility Site Improvements - HCOM Phase I 3.00 3.00 College of Business Programmatic Study 0.05 0.05 Prioritized Funding $ - Small Capital Improvement Projects 3.05 17.79 0.06 0.08 20.76 Unfunded $ 3.0 Russ Research Opportunity Center 31.00 48.00 31.00 17 CoFA Projects Included in Prior Six Year CIP (FY19-24) Building Systems & Infrastructure
Project Totals Projects FY19 - FY24 6 Year Capital Improvement Plan Projects Projects Deferred Beginning Funding Sources As of: May 24th 2017 Beginning Beginning in Maintenance in a Prior in FY18 FY19-FY24 CoFA Specific Projects and Funding Need FY Shown in Shown in Shown in Back-log Internal Century Grants/ State Working Classification & Project Millions Millions Millions Addressed Bank Bond Bank Gifts Appropriations Capital Building Systems & Infrastructure $73.86 $6.68 $89.07 $113.50 $28.32 $77.09 $0.58 $54.75 $8.86 Glidden Hall In Progress $73.86 $27.41 $28.32 $17.17 $0.58 $18.92 $8.86 Project Put On Hold For CoFA Study Infrastructure Renewal 3.22 1.34 1.88 Capital Projects Nearing Completion 62.33 20.28 28.32 12.43 0.37 13.66 7.56 in millions Small Deferred Maintenance Projects 4.09 2.99 1.52 0.21 1.06 1.31 Revised Timing FY21 Site Infrastructure Improvements 1.40 1.44 1.40 Building Envelope Improvements 2.81 2.70 0.49 2.32 Anticipated Need $ 25.0 Future Projects $6.68 $89.07 $86.10 $59.92 $35.83 * Annual Emergency Funds 3.03 15.00 19.00 18.03 Prioritized Funding $ 2.0 Campus Landscape/Lighting Improvements 0.90 0.90 Unfunded $ 23.0 Infrastructure Renewal 5.08 5.08 Small Deferred Maintenance Projects 1.65 3.78 4.93 3.14 2.29 * $2M in FY19-FY24 CIP Avionics Lab/Fuller Training Center HVAC & Controls 1.00 1.00 1.00 Chubb Hall HVAC 1.30 1.30 0.30 1.00 Glidden Hall HVAC 2.00 2.00 2.00 Gordy Hall HVAC, Controls & Chiller 3.00 3.00 1.88 1.12 Konneker Research Center Boilers, HVAC & Controls 3.50 3.50 3.50 Morton Hall Chiller 0.71 0.71 0.71 Morton Hall HVAC 4.99 4.99 1.79 3.20 Reprioritized Funding Morton Hall HVAC (Phase II) 5.00 5.00 5.00 Morton Hall HVAC Funding for Seigfred Hall Parks Hall Fire Panels, HVAC Controls, Plumbing 3.50 3.50 0.50 3.00 Porter Hall HVAC, VFDs & Controls 3.00 3.00 0.50 2.50 Stocker Hall HVAC Phase 1 5.70 5.70 3.00 2.70 Wilson Hall HVAC & Controls 3.50 3.50 0.50 3.00 Research & Technology Center HVAC Improvements 3.00 1.38 3.00 Putnam Hall Convocation Center Roofs 5.50 5.50 5.50 in millions Exterior Masonry Repairs FY19-FY24 7.69 7.69 7.69 Exterior Painting: Konneker Alumni, Stocker, Hudson Health, McGuffy Roof, Ridges 1.00 1.00 1.00 Timing FY23 Irvine Hall Roof 2.00 2.00 0.30 1.70 Konneker Research Center Roof and Windows 1.50 1.50 1.50 Near-Term Need $ 3.75 Peden Tower Roof 1.00 1.00 1.00 Prioritized Funding $ 1.40 * Pruitt Field House Roof, Exterior & Pump 1.30 1.30 1.30 Putnam Window Replacement & Tuck Pointing 1.40 1.40 0.20 1.20 Unfunded $ 2.35 Ridges Building 33 Roof, Walls and Windows 0.70 0.70 0.70 Stocker Building Envelope 1.50 1.50 0.57 0.93 $1.4M in FY19-FY24 CIP Campus Roadways 0.50 2.01 0.91 1.60 18 Century Bond Summary FY19 Cash Flow
Century Bond Academic / Building Systems & Utility System University Initiatives Grand Total Allotment Programmatic Infrastructure Upgrades
CB15 $59,905 $1,570,171 $1,630,076
CB16 $1,647,028 $1,647,028
CB17 $1,290,947 $773,566 $31,302 $2,095,816
CB18 $4,291,442 $2,588,997 $6,880,439
CB19 $700,000 $1,265,485 $54,773 $2,020,258
CBCL $5,548,151 $5,548,151
EIP1 $1,495,316 $13,235 $934,217 $2,442,768
EIP2 $2,057,273 $2,057,273
EIP3 $2,282,333 $2,282,333
Grand Total $13,385,761 $7,858,482 $86,075 $5,273,823 $26,604,142
For a detailed list of projects please refer to the Budget Book Capital Plan Section (Appendix A) For a detailed list of past and planned expenditures refer to the Budget Book Capital Plan Section (Appendix B) 19 Century Bond Strategy Request Hudson Health Center: Jennings House: Deferred/Preventative Maintenance Painting example Painting example
Concept: Use Century Bond to fund deferred and preventative maintenance projects staffed by internal resources
• In-house personnel have (on average) 30% lower labor rates • Will be hiring two painters and two masons • $75k per FTE including benefits • All materials & supplies • New hires will work with existing in-house personnel • Support maintenance operations during inclement weather • Project information will be tracked in Grants Module • Contract execution is still required for large scale projects • Evaluation to occur annually • No impact to operational budget • Metrics on impact
Scripps Hall Painting Wray House: Masonry 20 FY19 Project Changes From Approved FY19-24 CIP
Cancelled Postponed On Hold Academic / Programmatic Auxiliaries Academic / Programmatic Academic Relocations - Hudson Rehabilitate Aprons A, B and F College of Business Expansion (Programming) Auxiliaries Sargent Hall Renovations Regional Higher Education Cafe Bibliotech & Alden Cafe Improvements Building Systems & Infrastructure Dublin Project Planning Study Dining Hall Facility Maintenance Glidden Hall HVAC Auxiliaries Enforcement Equipment Upgrades Housing Development Phase II Minor Renovation Projects Scott Quad Window Replacement Parking Meter Upgrades Residence Hall Carpet Replacement 2019 Sargent & James Roof Rehabilitation
Total Project Budgets: $2.7M Total Project Budgets: $7.6M Total Project Budgets: $137.7M
Project Budget Increases Accelerate Auxiliaries Academic / Programmatic Convocation Center Restroom Renovations Athena Theatre Backstage Renovation Perkins Hall Renovations Building Systems & Infrastructure Building Systems & Infrastructure Konneker Research Windows & HVAC Chubb Hall and Sing Tao Roof Replacement Child Development Center HVAC Controls Lindley Hall Roof Regional Higher Education Chillicothe Campus Bennett Hall Elevator Replacement Total Project Budgets: $1.9M Eastern Campus Health Education Center Chiller Replacement (Includes Increase amounts that equate to $1.1M) Southern Campus Parking Lot and Site Improvements Southern Campus Student Resource Commons Phase I Total Project Budgets: $10.9M 21 FY19 Additions funded from project residuals
Academic / Programmatic Seigfred Hall Renovations Phase II (Portion) • Prioritized savings from other Ridges Building 37 Improvements Jennings House Envelope Repair and Exterior Paint projects to apply towards Building Systems & Infrastructure Alden Air Handler emerging priorities Athens Campus Street Repair 2018 Bicentennial Park Crosswalk Convocation Center Concrete • Projects are a mix of re- Copeland Windows In House Masonry prioritized or additional funding Richland Pull Off for Buses Ridges Priority Road Repair Scripps Window Painting Hudson Exterior Painting Campus Electronic Door Accesses Athens Campus Road Restoration - Mill & Overlay OHIO 2018 Paving Project Regional Higher Education Eastern Campus Shannon Hall Lab 20 and 30 HVAC Lancaster Campus Art Gallery Improvements Lancaster Campus Infrastructure Improvements - Site Paving/Sidewalks Lancaster Campus Pickerington Center Roof Replacement and Repairs Southern Campus Interior Lighting Zanesville Campus Littick Hall HVAC Improvements Total Project Budgets: $22.9M 22 Current State of the FY19 CIP
FY19 Annual Capital Project Totals Prior FY FY19 Deferred Improvement Plan Maintenance Funding Sources Capital Expenditure Forecast th Spending Spending As Of June 4 2018 Start Start Century Shown in Shown in Back-log Internal Grants/ Private/ State To Be * Working Past Bond FY19 FY20 FY21 FY22 FY23 FY24 Classification & Project Millions Millions Addressed Bank Gifts External Appropriations Determined Capital Expenditures Bank Academic/Programmatic 222.65 9.18 64.57 141.85 25.12 5.72 0.02 27.30 18.95 12.87 19.02 47.82 128.05 35.92 1.03 Building Systems & Infrastructure 12.93 31.78 44.84 0.15 25.60 0.05 18.08 0.84 5.19 14.34 11.49 3.58 1.60 3.44 5.06 University Initiatives 1.11 4.38 1.14 0.08 0.37 0.72 4.32 0.60 4.89 Utility System Upgrades 52.90 4.43 7.13 56.21 1.11 24.56 8.90 23.46 0.41 Regional Higher Education 10.74 6.36 7.45 0.54 14.56 1.99 3.93 6.83 5.22 0.11 1.01 Auxiliaries 74.90 0.44 60.10 27.23 3.49 44.62 48.20 19.20 7.63 0.30 0.01 OIT 0.45 43.06 43.51 0.03 5.71 7.34 9.67 8.72 7.79 4.26 Student Affairs 1.83 3.90 2.44 5.73 1.62 2.11 2.00 Project Total $377.51 $103.54 $187.67 $225.44 $50.80 $9.79 $0.02 $61.43 $19.67 $113.90 $103.15 $109.81 $185.18 $49.99 $11.36 $12.24 $9.32
*To Be Determined includes prioritized projects where funding source is still being reviewed Examples include Seigfred
23 Metrics: Deferred Maintenance Reduction Athens Campus Building Deferred Maintenance Backlog • Backlog reduction achieved $/GSF Deferred Maintenance With No Investments $/GSF With CIP Investments through renewal of existing Impact of CIP Investments on Deferred Maintenance by Biennium $140 facilities $123 • Deferred Maintenance calculated $117 $120 $111 $108 based upon cash flow investment $105 $99 $100 $93 as the project is being completed $87 • Change in planned execution can $80 $87 $85 impact the short term deferred $74 $60 maintenance backlog $62 $59 $53 • The FY19-FY24 CIP projected $40 $45 $41 $55 per GSF for FY19 and Target Range for Backlog: $40-$50 per GSF $20 updated calculations show $59 per GSF for FY19 $0 FY 2012 FY 2014 FY 2016 FY 2018 FY 2019 FY 2020 FY 2022 FY 2024 • Still tracking to meet our six year target Six Year FY19-FY24 CIP • Charts depict DM backlog Fiscal 2012 2014 2016 2018 2019 2020 2022 2024 Year for Main Campus buildings DM $697M $682M $613M $497M $474M $430M $384M $344M only; excluding unoccupied DM/SF 87 85 74 62 59 53 45 41 Ridges facilities 24 Metrics: Deferred Maintenance Utilities and Infrastructure Steam, Electric, Domestic Hot Water and Chilled Water on Athens Campus
• Currently $101M in Deferred Maintenance: with • Utilities assessed and reported: $150M projection through FY2024 • Athens Campus: Steam, Chilled Water, Domestic Hot Water and Electrical Utility Six Year FY19-FY24 CIP • Utilities to be assessed and estimated: FISCAL FY FY FY FY FY • Water, waste water, storm sewer, communications on YEAR 2018 2019 2020 2022 2024 Athens Campus DM $101M $102M $111M $126M $150M • All utilities on Regional Campuses • Infrastructure assessed, estimates needed: • Roadways and parking lots on the Athens Campus • Infrastructure to be assessed and estimated: • Roadways and parking lots on the Regional Campuses • Pedestrian walkways on all campuses • Landscaping and hardscaping on all campuses 25 Metrics: Deferred Maintenance Reduction University Backlog remains after six years of investments,Recently Examples Renovated: Facilities $344M24% of DM on Athens Campus Bldgs: Utility• InfrastructureEllis Hall • Schoonover$101M+ Center 38% $ • Bentley Hall $5.6M + would• addLindley costs Hallassociated with water,• Jefferson storm sewer, Hall & 2011 722M ….not currently assessed • Central Classroom $3.5M • Tupper Hall $ • Copeland38% Hall 0 to 25 Years $8.6M87 / GSF • McCracken Hall Infrastructure TBD • Glidden Hall 25 to 50 Years $19.4M • Landscape • Gordy Hall Over 50 Years $9.7M • RecentHardscape Demolitions (sidewalks, roadway)Other Projects • Grover Center $18.9M • Technology• PSAC • Roofs, Windows • Irvine24% Hall $40.5M $ • Fixtures• Cady Foster(lighting, signage,• bench,HVAC other) 43% • Life Sciences 2018 $9.3M497M Brough • Kantner Hall $5.0M • Martzolf, 33% $ 62 / GSF Regional Campuses TBD • Konnecker Center $9.4M O’Bleness, Fenzel • Chillicothe • Morton Hall $27.5M • Dublin • Porter Hall $15.2M • Eastern • RTECH $11.7M Planned Academic Building Renovations • Lancaster • RTV $11.4M Clippinger Laboratories Seigfred Hall 37% 44% $ • Southern • Stocker Center 2025 $24.1M390M HCOM Building (new) WUSOC • ZanesvilleChemistry Building (new) GrosvenorSeigfred Hall Hall • Wilson Hall $19.4M$ 20% 47 / GSF Business Building (new) • Many more…. Morton Ha Stocker Center 26 Metrics: Age Balance Renovation Age Balance: A 50% balance ( ) between buildings that are 25 years and younger and buildings 26 years and older, including investment to maintain this average, assists with managing the balance between life cycle needs and annual investment in newer facilities. Examples of decision points that may influence: • CoFA • HDP2 • Shifts to Utilities & Infrastructure Issues
Six Year CIP Metrics
*Assumes existing FY19-24 CIP execution which included additional debt support 27 Metrics: Deferred Maintenance Reduction Six Year Context: Century Bond Program & Access to Debt is helping to reach our backlog goals $125
$100
$75
$50 DOLLARS / GSF DEFERRED MAINTENANCE BACKLOG MAINTENANCEDEFERRED GSF / DOLLARS
$25
* * * *Assumes existing FY19-24 CIP execution which included additional debt support 28 Debt and Liabilities: Current Debt Portfolio
The University and Ohio University Foundation have $610 million in debt outstanding as of June 30, 2018. From FY 2019 to FY 2023 OHIO will pay $64 million in principal which represents 11% of its debt portfolio.
OHIO UNIVERSITY DEBT PORTFOLIO AS OF JUNE 30, 2018 Series Tax Status Coupon Type Outstanding Par Next Call Date Final Maturity Use of Proceeds OHIO UNIVERSITY - GENERAL RECEIPTS DEBT Series 2009 Tax-Exempt Fixed Rate 6,280,000 Non-Callable 12/1/2019 Capital Projects Series 2012 Tax-Exempt Fixed Rate 52,785,000 6/1/2022 12/1/2042 Capital Projects; Refunding (2003/2004) QAQDA - Series 2012A Tax-Exempt Fixed Rate 10,982,859 Non-Callable 12/1/2022 Capital Projects QAQDA - Series 2012B Taxable Fixed Rate 8,500,000 Non-Callable 12/1/2027 Capital Projects Series 2013 Tax-Exempt Fixed Rate 126,255,000 12/1/2022 12/1/2043 Capital Projects; Refunding (2001/2004) Series 2014 Taxable Fixed Rate 250,000,000 Make Whole Call 12/1/2114 Capital Projects Series 2017A Tax-Exempt Fixed Rate 153,665,000 6/1/2027 12/1/2047 Capital Projects; Refunding (2006AB/2008A) OHIO UNIVERSITY NOTES Ohio University Inn (Term Loan) Tax-Exempt Fixed Rate 1,120,400 N/A 6/15/2021 Capital Projects OHIO UNIVERSITY CAPITAL LEASE OBLIGATIONS Capital Leases Tax-Exempt Fixed Rate 322,924 N/A FY 2021 Capital Projects TOTAL 609,911,183
60
50 $250 40 Million Bullet 30 $, in Millions
20
10
0 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2115
Principal Interest 29 Debt and Liabilities: Current Debt Portfolio
Original Par FY New Series Use of Proceeds ($, in Millions) Issued Money New Money ($9.9 million of Proceeds): To acquire, renovate and furnish the HDL Center. 2008 A/B 15.4 2009 64% Refunding ($5.6 million of Proceeds): Proceeds were used to refund Series 2008 Bond Anticipation Notes. 2009 26.6 2009 100% New Money ($27.9 million of Proceeds: To purchase and implement a new SIS and to upgrade existing information technology network infrastructure. New Money ($50.6 million of Proceeds): To develop an extension campus in Columbus, OH, including the expansion of the Heritage College of Osetopathic Medicine, for renovations to multiple academic facilities, for infrastructure improvements including chilled water expansion, and for additional upgrades to existing IT network. Refunding ($32.3 million of Proceeds): Proceeds were used to refund portions of the 2003 and 2004 Bonds. The 2003 Bonds were orginally issued to refund 2003 Bond 2012 76.5 2012 61% Anticipation Notes (BANs) and 1993 Bonds. The 2003 BANs were used to construct the University Center, Avonics Engineering Center, a lecture hall and the Pickerington Center. The 1993 Bonds were used to construct the Charles J. Ping Student Recreation Center and refund the 1972, 1977 and 1978 Bonds. The 2004 Bonds were issued to construct the University Center, purchase an aircraft, update two energy systems and construct the Lausche Heating Plant. 2012 A/B 28.6 2013 100% New Money ($28.6 million of Proceeds): To finance the costs of air quality facilities in order to promote purposes of ORC, Chapter 3706. New Money ($123.3 million of Proceeds): To develop an extension campus in Columbus, OH, including the expansion of the Heritage College of Osetopathic Medicine, for renovations to multiple academic buidings, for construction of a new Indoor Multi-Purpose Facility, and to complete the Housing Development Phase I. Refunding ($37.9 million of Proceeds): Proceeds were used to refund the 2001 Bonds and remaining 2004 Bonds. The 2001 Bonds were used to construct an Innovation Center, 2013 145.2 2013 76% construct an HR and training center on West Union Street, acquire the Athena Theater, renovate Peden Stadium, purchase an aircraft, construct a new airport terminal, upgrade infrastructure and renovate or construct multiple academic and housing facilities. The 2004 Bonds were issued to construct the University Center, purchase an aircraft, update two energy systems and construct the Lausche Heating Plant. New Money ($250 million of Proceeds): To pay a portion of the costs of new construction and upgrades of University's capital facilities, including capital expenditures for 2014 250.0 2015 100% deferred maintenance and energy infrastructure projects. New Money ($125.8 million of Proceeds): To pay a portion of the costs of new construction and upgrades to academic buildings, student housing and student dining facilities, including, but not limited to, the McCracken Hall renovation and addition, Grover Center expansion, Alden Library renovation, Clippinger Renovation Phase I, Engineering Research/Consolidation and expansion, Facilities/RMS/Administrative relocation, HCOM Athens, Ellis Hall upgrades, Tanaka Hall, Luchs Hall, Sowle Hall, Carr Hall and Jefferson Hall, Jefferson Dining Hall, Shively Dining Hall, and Nelson Dining Hall. Refunding ($41.2 million of Proceeds): Proceeds were used to current refund remaining 2006A and 2006B Bonds and advance refund a portion of 2008A Bonds. The 2006A 2017A 156.2 2017 75% Bonds were used to advance refund Series 1999 Bonds. The 1999 Bonds were used to modernize the air conditioning system on the Athens Campus, make improvements to recreational facilities, expand a child care center, renovate and expand the Grover Center, support construction on regional campuses, contruct the West State Street Laboratory Facility and renovate The Ridges Conference Center. The 2006B Bonds were used to construct a new residence hall, develop a Student Information System (SIS), provide audio visual equipment for the University Center, update energy control systems and finance the design costs for a new College of Communications Building and Integrated Learning and Research Center. The 2008A Bonds were used to acquire, renovate and furnish the HDL Center and refund Series 2008 Bond Anticipation Notes.
700 Long-Term Debt Outstanding FY17: $156.2 MM 600 FY15: $250.0 MM FY13 TOTAL: $173.8 MM 500 July 2012: $28.6 MM 400 May 2013: $145.2 MM
300 Existing Debt FY09: $26.6 MM FY12: $76.5 MM
$, $, in MIllions 200
100
0 Through 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 (1) All proceeds include cost of issuance and underwriter's discount. 30 Assumptions for Working Capital Cashflow Forecast The University examines its working capital cashflow forecast to gain an understanding of how past year results and future year projections will impact working capital balances.
. This analysis allows OHIO to project the impact of the University’s CIP and use of reserves on cash and investment balances as well as when the optimum time to issue additional debt to fund CIP expenditures will be.
. The cashflow forecast is based on a statistical method that determines seasonality in cash balances and projects forward based on this determination.
. The base assumption is the seasonal operating cash accounts INVESTMENT GROWTH (ANNUAL) FY 2018 to FY 2022 projected through this statistical method. Seasonal Cash Balances Based on Projection Non-Seasonal Cash Balances: 0.00% . The investments included in working capital and other pools are Tier 2: 2.00% projected based on return assumptions provided in the table on Tier 3: 2.61% the right. Tier 4: 5.90% . The Treasury Team layers in certain assumptions as displayed in Debt Contingency (1): 4.53% the table below to project future working capital balances.
WORKING CAPITAL IMPACTS ($ Millions) FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Capital Improvement Plan(2): $11.8 $21.6 $56.9 $98.3 $62.8 Series 2017A Bond Proceeds: $3.1 $7.4 $53.4 - - Draw on Operating Unit Reserves(3): - $10.9 $15.3 $23.9 $27.3 Net Tuition Variance: - $1.3 $1.3 $1.3 $1.3
(1) Debt contingency is for internal management analysis only and is not actually set aside in a separate account. (2) Excludes CIP cash flow impacts related to Series 2017A, Century Bond and State funded projects as well as expenditures paid from Auxiliary current year income. (3) Excludes Auxiliary and Strategic Operating Reserve (SOR) draws. Auxiliary draws accounted for in CIP and SOR draws accounted for in their balances used for cashflow forecast. 31 FY19 to FY24 CIP Impact on Working Capital Balances Internal Bank funds and Series 2017A bond proceeds are sufficient to cover projected CIP spend through Spring 2020. The University would then need to liquidate portions of investment pools or issue debt to fund CIP needs.
. Over the past year CIP and 2017A bond proceed spend has slowed, causing working capital balance projections to increase in comparison to the analysis from June 2017.
. As a result, the Treasury Team recommends that the University delay the next tranche of debt issued for CIP funding from Spring 2019 to Spring 2020. Balance ($ in Millions) 6/30/20 6/30/22 Internal Bank $25.1 - Projected Quarterly Working Capital Balances Total Working Capital $212.3 $(4.6) (Prior to New Debt Issuance) 500
450 63 62
400 59 55 64 61 62
350 40 57
300 53 13 217 210 194 27 171 146 153 143
250 137 126 101 105 67 52 $, $, in Millions
200 25 8 9 22 10 12 13 15 17 20 22 24 27 25 29 31 37 - 37 37 6 36 7 36 35
150 35 35 34 34 33 34 33 32 100 57 139 137 135 133 131 129 127 126 124 122 120 119 118 117 114 50 110 79 - 57 29 26 9 9 9 9 9 9 9 9 8 8 8 8 8 8 8 8 8 7 7 7 - 7
(50) (14) Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 Sep-21 Dec-21 Mar-22 Jun-22
Series 2017A Bond Proceeds Working Capital Strategic Investment Pool Debt Contingency Pool Operating Reserve Student Investment Pool Total Working Capital (No Draw on Operating Unit Reserves)
(1) Debt contingency is for internal management analysis only and is not actually set aside in a separate account. (2) Excludes CIP cash flow impacts related to Series 2017A, Century Bond and State funded projects as well as expenditures paid from Auxiliary current year income. 32 Impact of Series 2020 and Series 2022 on Working Capital Balances The chart below displays a pro forma analysis of the impact of a $125 million issuance in FY 2020 and $75 million in FY 2022 on working capital balances. . Even with the issuance of debt in FY 2020 and FY 2022 to fund a portion of CIP, working capital investments need to be liquidated to pay for CIP and draws on operating unit reserves. . Incremental debt with continued depletion of net assets will likely result in a rating downgrade. . Draw of operating unit reserves is the primary driver of the need to liquidate working capital investments. If no draw on operating unit reserves (red line), no working capital investments outside of Tier 2 require liquidation. . While liquidated herein, debt contingency and strategic investment pools will require replenishment.
Projected Quarterly Working Capital Balances Balance ($ in Millions) 6/30/20 6/30/22 (Including FY 2020 and 2022 Issuance) 500 Internal Bank $150.1 $55.6
450 Total Working Capital $337.3 $204.3 63 63 62 62
400 59 55 55 64 64 61 61 62 62
350 40 57 57 69 69 300 53 13 13 88 88 31 31 217 217 210 210 194 194 27 27 171 171 50 50 9 9 146 146 153 153 250 143 137 137 126 126 109 109 76 76 101 101 105 105 12 12 67 67 62 62 48 48 $, $, in Millions 36 36 7 7
200 3 8 8 8 8 8 8 8 8 9 9 6 6 3 3 10 10 12 12 13 13 56 56 15 15 17 17 20 20 22 22 - 24 24 27 27 39 39 25 25 29 29 38 38 31 31 38 38 37 37 39 39 11 11 37 37 14 14 37 37 36 36 36 36 35 35
150 35 35 35 34 34 34 34 33 33 34 34 33 33 32 32 100 139 139 147 145 143 141 139 137 135 133 131 129 127 126 124 122 120 119 118 117 114 50 110 9 9 9 9 9 9 9 9 8 8 8 8 8 8 8 8 8 7 7 7 - 7
(50) Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 Sep-21 Dec-21 Mar-22 Jun-22 Series 2022 Bond Proceeds Series 2020 Bond Proceeds Series 2017A Bond Proceeds Working Capital Strategic Investment Pool Debt Contingency Pool Operating Reserve Student Investment Pool Total Working Capital (No Draw on Operating Unit Reserves) (1) Debt contingency is for internal management analysis only and is not actually set aside in a separate account. (2) Excludes CIP cash flow impacts related to Series 2017A, Century Bond and State funded projects as well as expenditures paid from Auxiliary current year income. (3) Analysis assumes Series 2020 reimburses prior CIP expenditures of 37.3 million and Series 2022 reimburses prior CIP expenditures of $19.4 million. Both series assumed to be issued in June of their respective years. 33 Capital Improvement Plan Financial Analysis
The University created an Internal and Century Bond Bank to maximize and leverage the University's financial assets (working capital) with external debt while actively managing liquidity and operating budget capacity and affordability. The model to the right illustrates flows into the internal and century bond bank and how it flows out to support capital projects and associated project debt service.
The chart to the left displays how the CIP debt issuances will impact the size of the University’s debt portfolio, Senate Bill 6 Viability Score and Senate Bill 6 Composite Score.
This analysis includes updated growth assumptions for net assets, revenues and expenses based on the FY19-FY22 Budget and Forecasts. 34 Current Conversations Interrelated Strategies: Competing Interests • Program Prioritization • Accreditation, program expansion, modernization • Deferred Maintenance Prioritization • Worst first building aspect • Cash Flows • Operational Budget Forecasts • Strategic Investments • Utility & Infrastructure • Short term risk versus long term strategy 35
Previous Current Future
Adoption Adoption Adoption • Six Year CIP FY19- • - • Six Year CIP FY21- FY24 FY26
BoT Approvals BoT Approvals BoT Approvals • HCOM Ph 1 & RUSS • Chemistry Building • Projects > $500K • Admin Relocation (Clippinger Ph1) • Annual Capital • FY19-FY20 State Construction Budgets Capital Submission • Execution against • Future Debt Tranches • FY19 Century Bonds current FY19-FY24 • Project Approvals CIP APPROVAL FOR FY19 USES OF CENTURY BOND FUNDING AND THE USE OF ANNUAL CENTURY BOND ALLOCATIONS TO FUND OPERATING INVESTMENT IN DEFERRED AND PREVENTIVE MAINTENANCE
RESOLUTION 2018 -
WHEREAS, the University issued $250 million in 100-year maturity taxable bonds (“Century Bonds”) in order to establish a central bank funding model for deferred maintenance and other projects; and
WHEREAS, the Century Bond Guiding Principles set aside $160 million of the $250 million to address deferred maintenance in 16 annual $10 million deferred maintenance tranches; and
WHEREAS, University management has presented the expected FY19 uses of Century Bond funding, inclusive of the FY19 $10 million tranche; and
WHEREAS, a portion of the FY19 and future annual tranches will be used to fund deferred and preventive maintenance projects staffed by internal resources (operating); and
WHEREAS, the funding strategy has been reviewed and approved by the Treasury and Debt Advisory Committee.
NOW THEREFORE, BE IT RESOLVED that the Ohio University Board of Trustees approves the FY19 uses of Century Bond funding as presented in Exhibit A, attached.
BE IT FURTHER RESOLVED that the Ohio University Board of Trustees approves the use of annual Century Bond allocations to fund its operating investment in deferred and preventive maintenance projects.
CAPITAL PROJECTS APPROVAL TO PROCEED WITH DESIGN AND CONSTRUCTION
RESOLUTION 2018 -
WHEREAS, construction and renovation projects with a total project budget of $500,000 or more require Board approval; and
WHEREAS, projects presented and recommended for Board approval have been subject to a multi-step planning process culminating in executive leadership review and approval by the Capital Funding and Priorities Committee (CF&PC); and
WHEREAS, the following projects are presented for Board approval:
Design & Construction Requests:
Capital Project Budget & Authorized Expenditures Project Current Convocation Center 3rd Floor Residential Restrooms Renovation 2018 $3,500,000 Facility Site Improvements-HCOM Phase I $2,200,000 Athens Campus Roadway Mill and Overlay 2018 $584,000 Total $6,284,000
Modification of Design & Construction Requests:
Capital Project Budget & Authorized Expenditures Project Previous Current Total Chemistry Building (Clippinger Phase I) $6,166,000 $36,434,000 $42,600,000 HCOM Utilities Phase I-EIP/HCOM $4,370,000 $900,000 $5,270,000 James Hall Masonry Repairs $1,000,000 $725,000 $1,725,000 Total $9,945,000 $39,650,000 $49,595,000
NOW THEREFORE, BE IT RESOLVED that the Ohio University Board of Trustees approves the requests described above, authorizes the receipt of appropriate bids or proposals and authorizes the President or his designee to accept and award contracts within the total project budgets identified.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Deborah J. Shaffer, Vice President Finance & Administration, CFO and Treasurer Greg Robertson, Associate Vice President Architecture, Design and Construction
Re: Capital Projects Update and Request for Approval to Undertake Design through Construction
Projects in excess of $500,000 will be presented for Board approval to undertake design through construction. A presentation containing background information, funding sources and the proposed schedule for each project is included with these materials as well as a resolution for board action.
Authorized Expenditures Project Budget Total PROJECT Previously Current Authorized Previously Current Total Project Approved Action Expenditures Approved Action Budget Budget Amendment & Approval to Undertake Construction Chemistry Building (Clippinger Phase I) $ 6,166,000 $ 36,434,000 $ 42,600,000 $ 42,600,000 $ 42,600,000 HCOM Utilities Phase I - EIP/HCOM $ 4,370,000 $ 900,000 $ 5,270,000 $ 4,370,000 $ 900,000 $ 5,270,000 * James Hall Masonry Repairs $ 1,000,000 $ 725,000 $ 1,725,000 $ 1,000,000 $ 725,000 $ 1,725,000 Approval to Undertake Design through Construction Convocation Center 3rd Floor Residential Restrooms Renovation 2018 $ 3,500,000 $ 3,500,000 $ 3,500,000 $ 3,500,000 Facility Site Improvements - HCOM Phase I $ 2,200,000 $ 2,200,000 $ 2,200,000 $ 2,200,000 Athens Campus Roadway Mill and Overlay 2018 $ 584,000 $ 584,000 $ 584,000 $ 584,000 * Project current action for $900,000 included as part of ROC total project budget approval - not additional $ overall
Current Project Approval Request Information
• Chemistry Building (Clippinger Phase I) – The first phase of this renovation project is constructing a new laboratory building to create swing space for subsequent renovation projects and ultimately to vacate space on the ground floor of the existing Clippinger building. • HCOM Utilities Phase I – The purpose of this project is to provide utility infrastructure in support of HCOM Phase I and Russ Research Opportunity Center (ROC) construction. This project includes relocation of existing privately owned overhead utilities and existing university owned utilities, establishment of new utility connections to HCOM Phase I, extending chilled water lines and electric duct bank, and establishing electric service connections for HCOM Phase I and the ROC from the OU substation. A budget amendment is requested for the new utility runs to support the ROC project. • James Hall Masonry Repairs- This project is to stabilize exterior structural masonry, repair deteriorated mortar joints, repair exterior masonry expansion joints and relay the brick and block. The first phase of the project included all the southern facing portions of the building as the most urgent zones in need of repair. The next phase will include the remainder of the building. A budget amendment is requested to award the second phase of construction, scheduled for summer 2019. • Convocation Center 3rd Floor Residential Restrooms Renovation 2018 – This project will replace failing plumbing systems serving these restrooms, provide a more efficient layout, and upgrade the aesthetics of the bathrooms for residents. • Facility Site Improvements-HCOM Phase I – The new HCOM building will displace the FM shop #3, several portable generators, and possibly exterior electrical switch gear. Displaced operations and equipment will be relocated within the existing Facilities compound and at the Ridges. • Athens Campus Roadway Mill and Overlay 2018 – Prioritized roadways will have the asphalt surface course milled 1.5-inches in depth and then replaced with a new 1.5-inch asphalt layer. This work will be done under a contract held by the City of Athens to achieve economies of scale.
1
June 21, 2018 Capital Projects Update Consent Tab #; pg 2 Facility Projects Summary 3 Approvals Requested
Authorized Expenditures Project Budget Total PROJECT Previously Current Authorized Previously Current Total Project Approved Action Expenditures Approved Action Budget Budget Amendment & Approval to Undertake Construction Chemistry Building (Clippinger Phase I) $ 6,166,000 $ 36,434,000 $ 42,600,000 $ 42,600,000 $ 42,600,000 HCOM Utilities Phase I - EIP/HCOM $ 4,370,000 $ 900,000 $ 5,270,000 $ 4,370,000 $ 900,000 $ 5,270,000 * James Hall Masonry Repairs $ 1,000,000 $ 725,000 $ 1,725,000 $ 1,000,000 $ 725,000 $ 1,725,000 Approval to Undertake Design through Construction Convocation Center 3rd Floor Residential Restrooms Renovation 2018 $ 3,500,000 $ 3,500,000 $ 3,500,000 $ 3,500,000 Facility Site Improvements - HCOM Phase I $ 2,200,000 $ 2,200,000 $ 2,200,000 $ 2,200,000 Athens Campus Roadway Mill and Overlay 2018 $ 584,000 $ 584,000 $ 584,000 $ 584,000 * Project current action for $900,000 included as part of ROC total project budget approval - not additional $ overall 4 Chemistry Building (Clippinger Phase I) Previous Board of Trustees Activity vation Phase I • Board of Trustees June 2016 - Funding Strategy Approved (2015-3486)
• Board of Trustees August 2016 - Design through Contract Administration Approved (2016-3586)
• Board of Trustees March 2017 - Approval for Pre-Construction Services (2017-3623) 5 Chemistry Building (Clippinger Phase I) Approval for Construction
Authorized Approved Design Construction Expenditures Budget Previous Board Budget Approvals $ 925,000 $ 5,241,000 $ 6,166,000 $ 42,600,000 Current Board Request: $ 5,465,000 $ 30,969,000 $ 36,434,000
Sub-Totals $ 6,390,000 $ 36,210,000 $ 42,600,000 $ 42,600,000 Board Actions: 2015-3486, 2015-3586, 2017-3623 Fund Sources State Capital $ 1,972,000 $ 11,172,000 $ 13,144,000 Internal Bank Financing $ 4,418,000 $ 25,038,000 $ 29,456,000 Sub-Totals $ 6,390,000 $ 36,210,000 $ 42,600,000
Fiscal FY16 FY17 FY18 FY19 FY20 FY21 FY22 Year Schedule Activity Design Construction 6 HCOM Utilities Phase I-EIP/HCOM
ROC:
• January 2018 BoT Approval (2018-3681)
HCOM Utilities:
• March 2017 BoT Approval Design thru Contract (2017-3623)
• January 2018 BoT Approval (2018-3681) 7 HCOM Utilities Phase I-EIP/HCOM Approval for Construction Authorized Approved Design Construction Expenditures Budget Previous Board Budget Approvals $ 656,000 $ 3,714,000 $ 4,370,000 $ 4,370,000 Current Board Request: $ 135,000 $ 765,000 $ 900,000 $ 900,000 *
Sub-Totals $ 791,000 $ 4,479,000 $ 5,270,000 $ 5,270,000 Board Actions: 2017-3623, 2018-3681 Fund Sources Internal Bank Financing (EIP) $ 422,000 $ 1,763,000 $ 2,185,000 Internal Bank Financing (HCOM Funding**) $ 422,000 $ 1,763,000 $ 2,185,000 Internal Bank Financing (ROC Funding**) $ 135,000 $ 765,000 $ 900,000 Sub-Totals $ 979,000 $ 4,291,000 $ 5,270,000 * Funding for additional scope would be transferred from the WUSOC Renovation Project ** Included in Project design estimates for ROC (part of $31M) and HCOM Utilities Phase I ($4.37M) previously presented and approved by Board in Jan, 2018
Fiscal FY16 FY17 FY18 FY19 FY20 FY21 FY22 Year Schedule Activity Design Construction 8 James Hall Masonry Repairs Board of Trustees - October 2017 2017-3666 9 James Hall Masonry Repairs Approval for Design through Construction
Authorized Approved Design Construction Expenditures Budget Previous Board Budget Approvals $ 150,000 $ 850,000 $ 1,000,000 $ 1,000,000 Current Board Request: $ 109,000 $ 616,000 $ 725,000 $ 725,000 *
Sub-Totals $ 259,000 $ 1,466,000 $ 1,725,000 $ 1,725,000 Board Actions: 2017-3666 Fund Sources Departmental Funding (Housing) $ 259,000 $ 1,466,000 $ 1,725,000 Sub-Totals $ 259,000 $ 1,466,000 $ 1,725,000 * A Budget Amendment is requested to award the second phase of construction, scheduled for summer 2019.
Fiscal FY16 FY17 FY18 FY19 FY20 FY21 FY22 Year Schedule Activity Design Construction 10 Convocation Center 3rd Floor Residential Restrooms Renovation 2018 11 Convocation Center 3rd Floor Residential Restrooms Renovation 2018 Approval for Design through Construction
Fiscal FY16 FY17 FY18 FY19 FY20 FY21 FY22 Year Schedule Activity Design Construction 12 Facility Site Improvements – HCOM Phase I Existing Site Plan, USC, 9 Factory St Planned sequence of moves
Impacted area 13 Facility Site Improvements – HCOM Phase I Approval to undertake Design through Construction 14 Athens Campus Roadway Mill and Overlay 2018 15 Athens Campus Roadway Mill and Overlay 2018 Approval for Design through Construction Authorized Approved Design Construction Expenditures Budget Previous Board Budget Approvals $ - Current Board Request: $ - $ 584,000 $ 584,000 $ 584,000
Sub-Totals $ - $ 584,000 $ 584,000 $ 584,000 Board Actions: Fund Sources State Capital * $ - $ 562,000 $ 562,000 Internal Bank Financing $ - $ 22,000 $ 22,000 Sub-Totals $ - $ 584,000 $ 584,000 * Reappropriated State funding (C30128) Fiscal FY16 FY17 FY18 FY19 FY20 FY21 FY22 Year Schedule Activity Design Construction 16 Overview of Summer Construction 17 West Campus • 18.1 – Permanent Campus Boilers • 9/1/16 – 6/6/18 • 18.2 – HCOM Phase 1 Utilities • 6/1/18 – 11/18/19 • 18.3 – Lot 20 Retaining Wall Repair • 5/14/18 – 7/23/18 • 18.4 – RTEC Roof Replacement • 5/7/18 – 7/23/18 • 18.5 – James Hall Masonry Repairs • 5/7/18 – 8/3/18
• 19.1 – HCOM Phase 1 • 5/2/19 – 11/20/20 • 19.2 – Bromley Hall Infrastructure & Mechanical Replacement • 1/4/19 – 3/27/20 18 South Central Campus • 18.6 – Sook Academic Center • 6/19/17 – 8/27/18 • 18.7 – New Chemistry Building (Clippinger Phase I) • 8/29/18 – 5/27/20 19 North Central Campus • 18.8 – Ellis Hall Renovation • 10/10/17 – 10/22/18 • 18.9 – Cutler High Voltage Upgrade • 5/21/18 – 7/31/18 • 18.10 – Chubb Hall East Entry Stair Replacement • 5/21/18 – 7/25/18 • 18.11 – Voigt Hall Column Repair • 5/7/18 – 7/24/18 • 18.12 – Seigfred CW Connection • 11/1/18 – 8/29/19
• 19.3 – Main Green-Park Place to Alden/Ellis Service Dr. Repair • 5/6/19 – 8/16/19 20 Southeast Campus • 18.13 – Adams Hall Parking Garage Waterproofing
18.14 • 5/7/18 – 8/6/18 • 18.14 – Tiffin/Perkins Roof Rehab • 5/10/18 – 10/31/18 • 18.15 – Shively Dining Hall Refresh • 3/30/18 – 8/3/18
18.15
18.13 21 Northeast Campus • 19.4 – Chilled Water Plant 3 • 1/15/19 – 7/2/20 • 19.5 – E. Union St Chilled Water Piping • 5/6/19 – 1/21/20 19.5
19.4 22 Campus Wide
18.16 • 18.16 – Chilled Water Plant 3 Electric Route • 11/1/18 – 8/15/19 • 18.17 - 2018 Steam Repairs (Various Locations) 18.16 • 5/7/18 – 8/22/18 • 18.18 – Summer Roadway Construction
18.18 • 7/11/18 – 9/27/18 • 19.4 - 2019 Steam Repairs (Various Locations) 18.18 • 5/6/19 – 8/15/19 ESTABLISHMENT OF UNIVERSITY QUASI-ENDOWMENTS HERITAGE COLLEGE SCHOLARSHIP MATCH PROGRAM RESOLUTION 2018 –
WHEREAS, the Board of Trustees of Ohio University is responsible for oversight of the financial condition of the institution, and
WHEREAS, the Board of Trustees has the ability to establish quasi-endowments, or funds functioning as endowments, to be utilized at the discretion of the University, and
WHEREAS, The Ohio University Foundation Board of Trustees and, specifically, the Investment Committee is entrusted by the Board of Trustees of Ohio University with the oversight to invest funds established as University quasi-endowments, and
WHEREAS, University quasi-endowments are invested alongside endowments of the University and The Ohio University Foundation and managed in accordance with The Ohio University Foundation’s investment policy and spending policy, and
WHEREAS, the following quasi-endowments are requested to be established:
Heritage College Scholarship Match Program: An additional $1.5 million toward the matching program that will provide quasi-endowed scholarship funds for every dollar given to eligible scholarship endowments in the Heritage College of Osteopathic Medicine.
NOW THEREFORE, BE IT RESOLVED that the Board of Trustees of Ohio University hereby approves the establishment of the above listed funds.
BE IT FURTHER RESOLVED, that the Treasurer of Ohio University, be and hereby is, directed and authorized to administer policies and procedures to manage these quasi- endowments.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Deborah J. Shaffer, Vice President Finance & Administration, CFO and Treasurer Candice J. Casto, Chief Finance & Investment Officer, Foundation Operations
Re: Establishment of University Quasi-Endowments
Included on the Resources Committee Agenda for the June 2018 Board of Trustees meeting is a request to establish University quasi-endowments. Quasi-endowments are financial instruments established by a governing board using unrestricted operating reserves that are intended to function like an endowment, including pooled investment of the funds within a typical endowment asset allocation. The University accomplishes this by entrusting oversight of quasi- endowment funds, like endowment funds, to The Ohio University Foundation’s Board of Trustees and, more specifically, its Investment Committee. The goal of the University’s quasi- endowments is to further the institution’s strategic priorities.
At this time, the University is recommending the continuation and expansion of the Heritage College of Osteopathic Medicine Scholarship Match Program. This match program seeks to honor the match commitments included within the Vision 2020 Funding Agreement, which was executed by the University during June 2011. The Osteopathic Heritage Foundation Vision 2020 award provides an average of $1.0M in annual scholarship awards spread over thirteen years. As part of that agreement, the University and the College committed to striving to sustain these scholarships.
At the January 2017 meeting, the College requested, and the board approved, the establishment of a $1.0M matching gift program designed to fund competitive student scholarships and defray rising student debt. The program has been extremely successful, with donor commitments exceeding the original $1.0M allocation. The College has identified an additional $1.5M to support this match program and requests flexibility to continue the program as long as funding is available and donors are interested in participating.
Under this program, gifts of $50,000 or more qualify for matching funds. The College will generally provide $1.00 in quasi-endowed scholarship funds for each gift of $50,000 to $99,999 and $2.00 in quasi-endowed scholarship funds for each gift of $100,000 or more, subject to the availability of match funding. Match funds will be transferred as the external scholarship dollars are received. The program will continue until the College has utilized a maximum of $2.5M in match funding, which includes the $1.0M approved in January 2017 and the $1.5M proposed in June 2018.
Annual appropriations from these quasi-endowments will be limited to an amount calculated in accordance with The Ohio University Foundation’s spending policy for endowments. Corpus amounts contributed to the quasi-endowment will be restricted from removal for a period of 36 months, and withdrawals must be approved by the University’s Board of Trustees. The use of the quasi-endowment will be monitored by the Vice President Finance & Administration, CFO and Treasurer.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Jason B. Pina, Vice President for Student Affairs Shawna Bolin, Associate Vice President University Planning
Re: Park Place Corridor Strategy
At the March meeting the Board reviewed the draft Park Place concept plan and approved the first two supporting projects: 29 Park Place and Konneker Alumni House. Approval of the project and funding for the Foundation-owned Konneker Alumni House is expected at The Ohio University Foundation Board meeting on June 9, 2018.
The final Park Place Corridor Plan will be shared at the June meeting – the culmination of our work and the draft recommendations for the physical and programmatic environment along the Park Place corridor. Collaboration with the City of Athens will continue and phased projects will be brought to the Board for approval as funding is secured.
1
June 21, 2018 Park Place Corridor Strategy Final Plan
Tab #; pg 2 Park Place Corridor Strategy
• In March, Board reviewed process, schedule, strategy, and public feedback and engagement that informed strategy direction. 3 Feedback informed Planning Principles Improve the basics. “…A place of interaction and engagement, Preserve the legacy of the space, accessibility, pedestrian oriented, bike given its central location on campus. To me, access, intersections, lighting, signage, service areas, reduce conflict zones. it feels like a place where connections can be made, where students from different disciplines can engage. I see a mixture of experiences and places….” Allow for convergence and connections. Campus amenities, resources and social spaces shape community. With the types of uses around it and the pedestrian traffic through it Park Place has the foundation to become a vibrant campus hub. “…Just would like to see it open to more pedestrian and community Create places and spaces shared by everyone. activities, which the boulevard Ohio University is a Campus of Greens. Each Green is a neighborhood that shapes community and identity. Park Place’s central location flanked by doesn't support…” communal buildings (e.g the library and Baker Center) differentiates it from other campus areas and has the opportunity to be a place shared by the entire community. “…used as recreational space, a central location for the Farmer's Market, outdoor Foster engagement and service. programming, or in light of recent events Park Place’s unique setting has the opportunity to facilitate campus and a designated place for protest that community engagement – reinforcing Ohio University’s aim to be a model causes less obstruction of public for being a positive catalyst of economic and quality of life change for Appalachian. spaces…” 4
Park Place Corridor: Existing Conditions
Mc Kee
Perkins S Court St S Court Ellis Ping Sing Hall Tao Cottage Konneker Alumni
Crewson TerraceUniversity Alden Scripps Library Hall
Shively P A R K P L A C E
Baker University Center Gordy 35 Hall Oasis Walter Int. Park Lot Ctr Place 29 Park Botanical Place Researach Morton Hall Scott 29 Quadrangle Carriage House
N 5
Park Place Corridor Plan S Court St S Court University TerraceUniversity
N 6
Park Place Corridor: Crossing and Promenade 7
Academic Engagement Center overlooking Terrace Garden 8 Park Place Corridor: Hub of Activity
Mc Kee
Sing Ellis Tao Hall S Court St S Court Konneker Perkins Alumni Hub: Library Ping Crewson • Study Cottage • Innovation TerraceUniversity
•Alden Collaboration Scripps Grid Lab Library Hall • Student • Support C Suite Shively
Oasis Hub: Lot
Baker University Baker Center • Transit Gordy Hub:35 Hall • Student Walter Int. Park Ctr Place 29 Academic • Meeting Park • Food Place Engagement Morton Hall • Academic Scott 29 Quadrangle Botanical Carriage Researach •HousePartnerships • Community 9 Park Place Corridor Plan: Phase I Example Projects Conceptual Costs
4 1. Widened sidewalk and 5 $170-$250K traffic calming 2. Activate Baker Plaza $85-$150K student activities 2 1 3. Renovate 29 PP for $2.3M (Approved by Academic Engagement 3 Board in March 2018) Center $1.5M (Approved by 4. Renovate Konneker Board in March 2018) 5. Screened and Improved $220-$305K library Service 3 1
BOLD projects are funded 10 Park Place Corridor Plan: Phase II Example Projects Conceptual Costs
1. Sidewalk/Plaza $1.3-$1.8M
2. Bench alcoves along $40-$56K walk 1 7 5 5 6 3. Welcoming paths to 29 2 2 Part of 29 PP Reno 3 PP 4 4. Engagement Garden $80-$155K
5. 2-way access with narrow ROW, drop offs $1.2M and transit
6. Raise Intersection $225-$500K 6 2
7. Pavement branding and $250-$460K crosswalk improvements 11 Park Place Corridor Plan: Phase III Example Projects Conceptual Costs
1. South facing library $1.1-$1.4M porch 1 2. Stepped seating and 3 3 Included in item #1 2 fountain 3. ADA ramps and Included in item #1 integrated circulation 4 4. Overlook pavilion Included in item #5 5
5. Community garden with terraces and $1.1M-$1.9M walkways 2 5 12 Next Steps
Park Place Corridor Strategy 1. Visioning complete 2. On hold until funding can be raised 3. Collaborate in partnership with City of Athens
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Deborah J. Shaffer, Vice President Finance & Administration, CFO and Treasurer Julie Allison, Assistant Vice President, Finance
Re: Financial Update
Please find attached for your review the following information regarding our financial results:
Forecasted FY18 information: o Exhibit A – FY18 Financial Forecast – Narrative Analysis o Exhibit B – FY18 Income Statement Forecast o Exhibit C – FY18 Balance Sheet Forecast o Exhibit D – FY18 Investment Return Forecast o Exhibit E – FY18 Strategic Opportunity Reserve Forecast o Exhibit F – FY18 Senate Bill 6 Forecast (includes FY17 results)
Our Financial Update materials will be information-only to the Resources Committee; however, relevant aspects of our FY18 financial forecast will be incorporated into the Resources Committee Operating Forecast and FY19 Budget Planning presentation.
Exhibit A – FY18 Financial Forecast – Narrative Analysis Summary of Operating Results
Athens Colleges Central & Operating Operating & Regional Admin. Unit Unit Schools Campuses Auxiliaries Operations Subtotals Subtotals FY18 FY18 Forecast Budget Revenues 501.5 58.1 100.6 66.4 726.6 720.2 Expenses, Allocations & Transfers 495.9 58.8 85.1 57.7 697.5 719.5 Excess Revenues and Expenses 5.6 ‐0.7 15.5 8.7 29.1 0.7
Plus: Transfers from Reserves 1.1 0.7 3.8 17.7 23.3 42.2
Less: Transfers to Quasi Endowments 0 0 0 15.4 15.4 14.9 Transfers to Capital Projects 6.7 0 19.3 11 37 27.8 Net Results 0.0 0.0 0.0 0.0 0.0 0.0
Operating Reserves and Net Position
Operating Units: FY18 Forecast $23.3M transfer/draw FROM reserves (as compared with budgeted $42.2M draw FROM reserves): o Athens Colleges ($1.1M draw FROM reserves after funding capital projects) . $1.1M draw FROM reserves (versus $5M budgeted draw) . $6.7M transfer to fund capital projects (versus $5.1 budgeted transfer) o Regional ($0.7M draw FROM reserves): . $0.7M draw FROM operations. o Auxiliaries ($3.8M draw FROM reserves): . $3.8M draw FROM Auxiliary reserves to support planned facility projects o Central and Administrative Operations ($17.7M net draw FROM reserves): . $18.4M draw for WOUC spectrum auction which was recognized as revenue in FY17 and for which cash was received in FY18 $14.1M is being transferred to Quasi endowment per BOT approval in June 2017 (budgeted) $0.8M is being utilized for equipment and the pay-off of an existing internal loan (budgeted) $3.5M transferred to a capital project for the required transition to the new spectrum space (budgeted) . $12.7M draw from the Strategic Opportunity Reserve (vs Budgeted draw of $15.9M) to fund approved uses including $4.8M of Athens Colleges one-time operating support Approximately $1.4M transfer to RHE for ERIP buyout costs. . $4.4M transfer TO reserves for recognition of royalty receivable (non-cash; unbudgeted)
. $5M transfer TO healthcare reserves resulting from over-recovery due to positive health experience of our members (unbudgeted)
Non-operating Units: An increase in Endowment Value of $46.1M after consideration for new gifts to the endowment of $10M, increases for transfers into Quasi-endowments of $15.4M, Investment income of $48.7M, and Endowment Distributions of $28M Projected Capital Spend of $95.1M (versus budgeted expenditures of $162.5M) resulting from delayed timeframes on major capital projects relative to the timeframes developed during the CIP process last spring A $3M increase in the Century Bond Portfolio (versus budgeted $1.7M decrease), after consideration of $11.5M of Internal Loan payments from the Operating Budget (budgeted), a gain on investments of $15.5M (vs $10.8M budgeted), payment of external bond interest of $14M, and transfer of $10M principal to fund deferred maintenance projects per the plan. A decrease in Internal Bank assets of $26.8M (versus budgeted $50.7M decrease) primarily associated with planned expenditures against the Capital Plan of $32M, $9.3M transferred into operations (explained above) offset by $7.2M investment earnings.
GAAP Adjusted Total: An overall forecasted GAAP adjusted $78.3M increase in net position, a favorable $25M variance to budget.
Significant Items – As Compared To Budget
Budget Item Notes Section (additional Impact Details) State Appropriations (SSI) - Budget $159.5 Operating Unit-State Unrestricted Forecast $160.9 Appropriations Net Undergraduate Tuition & Budget $241.1M Operating Unit-Net Fees Forecast $238.8M Undergraduate Tuition & Educational Fees Net Graduate Tuition & Fees Budget $87.1M Operating Unit-Net Forecast $86.3M Graduate Tuition & Fees Investment Income – Budget $11.6M Operating Unit, Working Capital Pool Forecast $13.8M Non-Operating Unit & Exhibit D Investment Income – Budget $31.6M Non-Operating Unit & Endowment Pool Forecast $48.7M Exhibit D Investment Income – Budget $10.8M Non-Operating Unit & Century Bond Pool Forecast $15.5M Exhibit D Strategic Opportunity Reserve Budget- Contributions $12.3M Exhibit E Forecast- Contributions $12.3M Budget- Use of funds $27.9M Forecast- Use of funds $20.1M
Income Statement Presentation (Statement of Activities)
Following are the forecasted consolidated financial results for the University and Foundation with the following structure:
Row Structure: Primary revenue, expenditure, and transfer categories.
Column structure: GAAP adjusted totals are inclusive of all funds (for example: gifts, investment income, endowment distributions) and are broken down into the following columns:
Operating unit subtotals: o Athens campus colleges and schools (HCOM has been consolidated) o Regional campuses o Auxiliaries o Central and Administrative Operations Non-Operating unit subtotals: o Endowment o Capital o Century Bond o Internal Bank Component Units Financial Statement Adjustments
Further descriptions of each column can be found in each narrative section.
The supporting narrative explains forecasted variances from the operating budget approved by the Board in June 2017. Forecast for fiscal year 2018 as compared to fiscal year 2018 budget and fiscal year 2017 actual results
OPERATING UNITS – this is the results of operations of our operating units of the university detailed by our Athens Colleges and Schools, Regional Campuses, Auxiliaries, and Central and Administrative Operations activities as compared with the FY18 BOT approved Budget.
Revenues
State Appropriations ($166M): 0.7%, $1.2 million more than FY18 budget The Ohio Department of Higher Education has updated the FY18 SSI funding model to incorporate final credit hour and degree completions for the 2016-17 Academic Year. The finalized state distribution model resulted in an increase of $1.4 million in state appropriations as compared to budget, which is presented in the Academic Support column. The increase in funding is related to Ohio University’s increasing share of the statewide undergraduate and graduate credit hour and degree production. The final FY2018-2019 State of Ohio Operating Budget allocated $.2M less in restricted appropriations when compared to the FY18 Budget. Planning units have adjusted programs to account for the reduced funding.
Net Undergraduate Tuition & Educational Fees ($238.8M): -1%, $2.3 million less than FY18 budget Athens fall freshman enrollments of 4,045 were 64 lower than the budget of 4,109 and 264 lower than the previous Fall. Athens fall transfer students of 461 were 84 lower than the budget (and previous Fall enrollment) of 545 students. The lower Athens fall enrollments were partially offset by better-than-expected spring retention. However, Athens summer FTE were down 209, or 9.3%. In addition, the summer term began one week later than in previous years, resulting in FY18 summer term revenue recognition of 6-7% less than previous years. The net impact of fall, spring, and summer enrollments has created a variance of roughly -$2.2M of gross tuition revenue, while the net impact of the summer term start change resulted in a variance of -$1.3M. Athens UG Financial Aid is forecasted as a positive $3.3M variance to budget. This positive variance exists because of the lower freshmen class, less summer aid recognized in FY18 as a result of the summer term start shift, and over-projections of the average aid awarded to students.
Regionals net tuition is forecasted to be $0.3M less than budget, driven by the continued decline in enrollments and FTE production. Undergraduate online learning revenue is expected to be $1.6M lower than budget due to lower- than-budgeted FTEs in Fall 2017.
Net Graduate Tuition & Educational Fees ($86.3M): -1%, $0.8 million less than FY18 budget Net Graduate Tuition & Educational Fees was budgeted to grow by $8M in FY18, a 10% increase from the prior year. The key drivers of the increased budget include the addition of a new cohort to the Heritage College of Osteopathic Medicine’s Cleveland and Dublin campuses ($5M), as well as expanded programmatic offerings through the Athens Colleges and Regional Campuses ($3M). The FY18 forecast for these revenues is $0.9 million under budget. Higher-than-anticipated enrollments in online Graduate programs accounted for an increase of $0.3M of Gross Graduate Tuition, relative to budget. This includes both new programs offered in FY18, as well as existing online programs. The summer term beginning one week later resulted in an FY18 impact of -$1.4M of Gross Graduate Tuition, partially offset by a $0.3M impact to Graduate Financial Aid.
Room & Board ($92.3M): -1%, $0.6 million less than FY18 budget Total Room (Housing and Residence Life) and Board (Culinary Services) revenues are forecast to be $52.6M and $39.7M, trailing budget by 0.9% and 0.3%, respectively, driven by the smaller freshman class and first year cohort. The FY18 budget for Room revenue assumed a decrease of 250 residents from FY17 or a 3.2% resident decrease. The decrease is now forecasted to be 429 residents or 5.5%. The FY18 budget for Board revenue also assumed a decrease in meal plan purchases for first year students of 250 from FY17. It now appears that it will be closer to a decrease of 305 meal plans.
Grants and Contracts ($39.2M): -14%, $6.2 million less than FY18 budget The FY18 forecast was based on FY18 year to date actuals plus remaining funds spread evenly over the remaining months on the grant and additional funding to be received based on prior year revenue and planning units forecast. The forecast had fluctuations in federal, state and private as follows: Federal funds: . The College of Education Upward Bound program was not renewed for $0.4M. . Federal Work Study is forecasted at $0.5M more than budget. This line item is traditionally budgeted low. . The Voinovich School received $0.4M in Substance Abuse and Mental Health Services funding through the State of Ohio which was not budgeted for this line item. . The Federal Aviation Administration (FAA) was budgeted at $2.1M for Airport improvements; however, new FAA funding of $2M will not be received until FY19 and is now forecasted at $0.1M in the Capital column. There is an additional $0.3M forecasted in the Capital column for the Federal Communication Commission WOUB Spectrum Conversion for the purchase of a transmitter. State funds: . The Ohio Development Services Agency in the Third Frontier Preseed program was budgeted higher than the forecast at $0.5M. . The Ohio Development Services Agency funding for the Ohio Coal Research Office programs and Ohio Federal Research Network funding for the Wright State University projects for the College of Engineering are forecasted at $1M and were not budgeted for these line items. . The College Credit Plus (CC+) forecast was based on budget projections. Actual expenditures through Spring term are $0.26M lower than budget. This is due to not receiving full reimbursement from the State. The average FY17 tuition
reimbursement from the state was 59% with the balance of tuition waivers being subsidized by the university. . The College of Health Sciences Professions had a decrease of $0.3M in funding for nursing scholarships that were not renewed. . The Ohio Development Services Agency funding for the Ohio Coal Research Office program was not budgeted for this line item. This is forecasted for $1.5M. . The Ohio Department of Transportation was budgeted for $0.7M for the Airport Obstruction Removal project which is not expected to start until FY19. . The College of Osteopathic Medicine budgets had a decrease of $0.3M due to funds previously classified as restricted services are now unrestricted. . The Athens Campus College Credit Plus (CC+) forecast is based on budget projections which is in line with prior year revenue. Other funds have a fluctuation between budget and forecast due to the following: . The College of Engineering funding from the Ministry of Public Works, Afghanistan that was not budgeted but forecasted at $0.5M. Private funds have a fluctuation between budget and forecast due to the following: . Decreases of approximately $1.4M in the College of Health Science Professions, $1M in the College of Engineering, $1.8M in the College of Osteopathic Medicine and $0.7M in the College of Arts and Sciences due to the external reporting reclassification of the revenue in these programs from restricted services and memberships to unrestricted. These revenues are now recorded in the Other External Sales row of our Income Statement instead of Grants and Contracts . Private funds had a fluctuation between budget and forecast due to the ICA funds of $0.1M from the NCAA were reclassified from restricted to unrestricted. . Budgets were low for additional private funds forecasted at $0.35M more than budget.
Non‐Grants FY17 Actuals FY18 Budget FY18 Forecast Other Grants to Services $0.65M $0.45M $0M State Grants to Services $0.01M $0.30M $0M Private Grants to Services/Memberships $5.9M $6.0M $0M Total $ 6.56M $6.75M $0M
Facilities and Administrative (F&A) Cost Recovery ($6M): Equal to FY18 budget This is the indirect expense recovery on Grants and Contracts. F&A revenue will fluctuate as the portfolio of Grants and Contracts changes. Federal award proposals submitted in FY17 & after are now funded with the new negotiated rate of recovery (51% for research). However, some federal entities and many non-federal entities would not be funded using this full rate. The College Credit Plus program in State grants does not generate any overhead recovery. There is an 18% allocation that is used by the Vice President for Research office to support start-up and research investments. While this does not change the overall impact of this revenue source it does change the presentation of this activity by moving it to the Central and Administrative Operations column and out of the Athens Colleges and Schools column.
Gifts ($9.9M): Equal to FY18 budget FY18 expendable gift revenue is forecasted to be down $4.6M, or 32% from FY17 actuals. The decline in gift revenue is attributable to two factors. First, there has been a general decline in the donor pipeline following the end of the Promise Lives capital campaign, which ended on June 30, 2015. Second, due to employee attrition, Advancement staffing levels are significantly below budgeted amounts, resulting in reduced manpower devoted to soliciting donor funds. Following the end of the capital campaign, the Foundation has undertaken an initiative to significantly
expand the institution's fundraising potential. The strategy includes a staffing plan which is currently being implemented and will fill the vacant positions described above. The donor pipeline is expected to be replenished, and future gifts are expected to increase as this strategy is implemented.
Endowment Distributions ($28M): Equal to FY18 budget Endowment Distributions represent the income brought into operations derived from our endowment spending policy, or distribution. Our current spending policy is 6%, inclusive of the 2% administrative fee. Endowment distributions are calculated on the 36-month trailing average ending the December prior to the budget year, and new gifts are not eligible for distribution unless they are received by this date. Consequently, actuals should consistently equal budget unless there is Board approval for additional spending. There is a 4%, or $1.2M increase, as compared with prior year reflecting the positive impact of new gifts added to the endowment in recent years. This category is eliminated in the Endowment column as we record actual earnings on investments versus distributions taken.
Investment Income to Operations (investment income is also in the Endowment, Century Bond, and Internal Bank columns) ($6.6M): 8%, $0.5 million more than FY18 budget. A portion of the investment income on working capital is brought into operations to support the strategic priorities identified in the Strategic Opportunity Reserve (See Exhibit E). This amount is budgeted at $4.5M. Any residual investment income from working capital is recorded in the Internal Bank column. Also included in this line are $1.6M of budgeted earnings on Foundation working capital which are included as a part of the all-funds view and are available for the support of Advancement operations. These funds are invested in the LT Pool and were budgeted to return 6.2% during FY2018 but are now forecasted to return 9% through June 30, 2018, or $2.1M. As of February 28, 2018, the return expectation was revised from 6.2% to 5.9%. The forecasted return is calculated by assuming the expected return of the LT Pool (5.8%) for the remaining months in the fiscal year applied against the value of the LT Pool in April 2018 which included an estimated 8% return for the first 10 months of the fiscal year. Please see Exhibit D for a summary of our forecast investment returns. Exhibit D summarizes our investment pools and how they are represented in our income statement column structure.
Other External Sales ($53.5M): 38%, $14.6 million more than FY18 budget The primary increases to forecast over budget include: o $7.4M from external reporting reclassification from restricted services and memberships to unrestricted revenues. These revenues are now recorded in the Other External Sales row of our Income Statement instead of Grants and Contracts. o The forecasted recognition of a $4.4M royalty revenue receivable, this was not budgeted due to uncertainty of the receipt of funds but for which the University has a patent and license agreement. o Other increases are from prescription drug plan rebates and an estimated increase for ICA revenue based on prior year actuals. Revenue increases in Other External Sales are typically offset by incremental expenses, primarily in “operating expenses”; consequently units have not historically placed focus on budgeting the specific revenue/expenses as they offset. This will continue to be a focus of future budget efforts.
Expenses & Transfers
Salaries, Wages, & Other Payroll ($361.5M): -2 %, $8.5 million less than FY18 budget The variance between FY18 forecast and FY18 budget is a result of a historical practice of budgeting for full staffing levels and not projecting the impact of position vacancies. This gap has improved in recent years but will continue to be a challenge for our units until we are able to
implement a position control technology. Our Central and Administrative Operations units are projecting salary savings of $5.3M; our FY18 budget includes the recapture of $1.3M of Central and Administrative Operations savings, with the remainder supporting projected draws from our operating reserves. The 2018 forecast also includes $1.4 million in ERIP buyout costs. FY18 expenditures are forecast to be slightly lower than FY17 actuals. There was no raise pool, no compensation initiatives, and lower benefits-eligible FTEs.
Benefits ($116.1M): -5%, $6.6 million less than FY18 budget FY18 expenditures are forecast to be less than budget by $6.6M dollars. While employee fee waivers are forecast slightly higher than budget, Healthcare, Retirement, Medicare, Worker’s Compensation and Other Benefits forecasts are lower than budget. Our FY18 medical claims budget was an 8% increase over the prior year’s budget, driven by significant cost growth during the first 9 months of FY17. Our claims experience over the last 6 months has normalized back to historic trends, and our FY18 benefits costs are now forecasted at $4.5M below budget. A portion of these reserves will be used to fund the FY19 budget.
The table below provides Benefits as a percent of Salaries, Wages & Other Payroll for the Operating Units:
FY16 FY17 FY18 FY18 Actual Actual Budget Forecast
32.8% 31.4% 33.2% 32.1%
Operating Expenses ($184.3M): -3%, $4.8 million less than FY18 budget This includes variances across a broad spectrum of expenses, inclusive of professional services, supplies, travel and entertainment, maintenance, operations and utilities, cost of goods sold, bad debt, insurance and communications. This also includes subcontract and supply expenditures on Grants. Decreases in Internal Sales also drive lower operating expenses.
Capitalized Costs ($7.1M): -17%, $1.5 million less than FY18 budget There is no trended timing of capital purchases making this a difficult line item to budget. This line includes capital purchased with operating funds as well as on grant funded projects and capitalization of certain Oracle Enterprise Business systems upgrades.
Internal Loan – Principal & Interest ($49M): -4%, $2.1 million less than FY18 budget This category includes payments made by the operating units for debt service and was budgeted to reflect loans identified for capital projects under the Capital Improvement Plan. The $2.1M variance to budget is due primarily to admin relocation internal loan principal and interest delayed until FY19, $.9M; a FY17 CSC project duplicate additional principal payment corrected in FY18, $.8M; and Sook additional principal payments less than budget by $.3M.
Internal Sales ($20.5M): -7%, $1.6 million less than FY18 budget Represents intercompany revenues from the sale of goods or services to other University departments. Examples include transportation, catering, workshops, mail, printing, and services provided by Facilities Management not covered in general maintenance. Internal sales are recorded as “contra” expense, or an amount offsetting other expenses in the units that are selling the goods/services. The units buying the goods/services have the offsetting expense included in Operating expenses; consequently, decreases to internal sales are offset by decreases to Operating expense and is primarily budget neutral.
Internal Allocations & Transfers:
Represents internal funding allocations between units. The budget represents ear-marked funds that will be transferred to the appropriate unit within the fiscal year. The forecasted transfers net to zero, with the unit receiving the funds forecasting the offsetting transfer, and also the forecasted associated expenditures.
Indirect Cost Allocations: Represents methodologies to recover administrative and capital costs (e.g., Facilities, Finance, OIT). Allocations are made through the budget model using various allocators (e.g., headcount, square footage, etc.). The subtotal for the operating units should always net to zero.
Subvention Allocation: This is the fee assessed to academic units in the budget model based on operating revenues which is then utilized to balance operating results across academic units and provide resources for strategic initiatives. The subtotal for the operating units should always net to zero. Changes of actuals relative to the budget represent investment allocations provided to academic units.
Transfers to/(from) Reserves: This represents the amount that units are drawing from fund balance/reserves to cover current year operations (negative) or the amount that units are adding into fund balance/reserves (positive). The forecasted net deficit $23.3M will be funded by a $9.3M transfer from working capital in the Internal Bank column (for those items that impact Working Capital) and $14M related to the accounting treatment of the WOUB quasi endowment transfer (for those items that do not impact cash/Working Capital).
Transfers to/(from) Capital Projects: This represents the forecasted transfers of funding from operating units to the respective Capital project funding. $5.4M of the forecasted increase in the Central & Admin. Operations column is due to increases for unbudgeted OIT network replacement costs.
ENDOWMENT– The column totals reflect the change in the net asset balances for our endowment funds. The activity is inclusive of: Eliminating the endowment distributions that are recorded as revenue in the Operating Units; Actual endowment investment results for the year; New gifts to the endowment; Transfers from operations to quasi endowments.
Gifts ($10M): Equal to FY18 budget FY18 endowed gift revenue is forecasted to be down $3.1M, or 24% from FY17 actuals. Endowed gift revenue consists of outright gifts and pledge payments that are received in cash and added to the endowment during the fiscal year. The decrease in endowed gifts forecast in the current year, as compared to the prior year, reflects a decline in the gift pipeline following the end of the Promise Lives Campaign and reduced staffing levels in Advancement as described above.
Investment Income ($48.7M): 54%, $17.1M more than FY18 budget Investment income/loss is comprised of interest, dividends, realized gains (losses), and unrealized gains (losses). In the Endowment column the investment income/loss stems from the University and Foundation endowment assets invested in a long-term, broadly-diversified portfolio (LT Pool). This represents the appreciation (depreciation) of our asset pool. The actual return of our diversified pool through June 30, 2017 was 12.7% and the forecasted FY18 return is 9.0% net of fees. The LT endowment pool was initially budgeted to return 6.2% during FY2018, and this expectation is based on our investment advisor’s assessment of market circumstances. As of February 28, 2018, the return expectation was revised from 6.2% to 5.9%. The forecasted return is calculated by assuming the expected return of the LT Pool (5.9% annualized return) for the
remaining months in the fiscal year applied against the value of the LT Pool in April 2018 (which included an estimated 8.0% return for the first 10 months of the fiscal year). The current forecasted investment income from the endowment in the LT Pool is $48.7M net of fees for the year as compared with the budgeted amount of $31.6M which was based on the portfolio's target return of 6.2%. Please see Exhibit D for a summary of our forecast investment returns. The Exhibit summarizes our investment pools and how they are represented in our income statement column structure.
Transfers to/(from) Quasi Endowments ($15.4M): 3%, $0.5M more than FY18 budget Represents the transfer from operations for quasi endowments. The transfer of $15.4M is made up of $0.6M for the projected University match resulting from the Undergraduate Scholarship Matching Program as well as $0.5M in HCOM match resulting from the Heritage College Scholarship Match Program, $14.1M in funds from the WOUB spectrum auction and $0.2M from an estate gift that supports Chemistry and Physics, all of which were approved by the Board during FY17. Transfers to Quasi Endowments are included in the financial forecast only for Quasi Endowments established by the Board of Trustees. Proposed Quasi Endowments will be incorporated into the financial forecast after Board of Trustees resolution approval.
CAPITAL – This column is reporting the majority of our plant activity for the fiscal year. It records the capitalized facility projects, as well as the respective operating costs for the fiscal year. Funds brought in from reserves, project period set-asides, State Capital Appropriations or external grant funds are included as revenues/transfers to reflect a bottom line change in net asset use/draw on bond funding for the year.
State Appropriations-Capital ($20.5M): -37%, $12 million less than FY18 budget The State of Ohio's biennial Capital Budget provides appropriations for the repair, reconstruction and construction of capital assets. Revenue is recognized as funds are spent (versus when appropriated). The forecast for FY18 is lower than budget due to delays in several of the larger projects including the Clippinger Phase I Addition, Ellis Hall Renovation, and Seigfred Hall Phase II Renovations. FY18 forecast still exceeds FY17 actuals by $10M.
Grants and Contracts ($0.4M): -90%, $3.7 million less than FY18 budget Capital Finance budgeted $2.7M from FAA and Ohio Department of Transportation (ODOT) for Airport improvements. One of the ODOT Grants was denied, reducing the scope of work to be performed in that particular project. These funds are now forecasted at $0.1M and the remainder for FY19 as previously noted in the Operating section under Central and Administrative Operations. The Federal Communication Commission was budgeted at $1.3M and is now forecasted at $0.3M due to WOUB channel reassignment delays. This reduced spending forecast is directly related to the delay in passage of the federal budget, which impacted the award of grants / timelines.
Capitalized Costs ($95.1M): -41%, $67.4 million less than FY18 budget Based on our current project schedules, our capital expenditure forecast for FY18 ($95.1M) will be significantly lower than the budgeted amount projected at the time of CIP development ($162.5M). Projects with planned FY18 expenditures greater than $5M that have experienced delays relative to our CIP include: Clippinger Phase I, Ellis Hall Rehabilitation, Administration Relocations, Chilled Water Upgrades, HCOM Phase I, Sook Academic Center, Jefferson Hall Dining & Residence Renovations, and Steam Upgrades. While a majority of the projects in the CIP will move forward as planned, delays in project timing will mean the capital expenditures will be recognized in future years. As this year progresses, we will incorporate changes in project timing and adjust our capital cost forecast accordingly. Capitalized costs will be offset in the Financial Statement Adjustment column as they are put on the balance sheet so there is no effect to bottom line.
Transfers to/(from) Capital Projects: This represents the funding transfers from all other columns and will always cause the total to equal zero across all columns.
CENTURY BOND – This column reflects activity associated with the Century Bond/Deferred Maintenance Program. This presentation includes:
Investment Income: Represents earnings on the unspent portion of the $250M century bond proceeds. Funds were received in late November, 2014 and are invested in accordance with the Investment Policy approved by the University and Foundation Boards. $150M of the proceeds were designated to be invested in a long-term diversified strategy. $97M of proceeds were set aside for the initial 3-4 year program needs and invested in highly liquid securities. The century bond long-term pool returned 12.5% and -3.7% in fiscal years 2017 and 2016, respectively. This pool’s forecasted FY18 return is 9.1% net of fees. The century bond long-term pool was initially budgeted to return 6.2% during FY2018, and this expectation is based on our investment advisor’s assessment of market circumstances. As of February 28, 2018, the return expectation was revised from 6.2% to 5.9%. The forecasted return is calculated by assuming the expected return of the LT Pool (5.9%) for the remaining months in the fiscal year applied against the value of the LT Pool in April 2018 which included an estimated 8.1% return for the first 10 months of the fiscal year. In May 2016, the unspent short-term proceeds of approximately $77.2M were invested in Baird Ultra-Short-term and Short-term Bonds. As a result of $17M in distributions during FY17 for capital spend, $21.1M in distributions during FY18 for capital spend, and investment income of $1.4M, this pool has a balance of approximately $40.5M as of April 2018. Please see Exhibit D for a summary of our forecast investment returns. The Exhibit summarizes our investment pools and how they are represented in our income statement column structure.
Internal Loan Principal & Interest: Reflects the principal and interest payments into the Century Bond program for outstanding loans. For FY18 this includes payments on the four (FY15-FY18) $10M of deferred maintenance loans, the $11M Clippinger Phase I loan, and the first and second $30M and third $19M loans for the Energy Infrastructure Program (EIP).
Debt Service – Interest: Interest payments due on the $250M century bond external debt. The annual debt service (interest only) is $14M. As of June 30, 2017, the investment earnings combined with the debt service on internal loans issued has not been sufficient to cover the external interest payments, so the University has advanced funds to cover the cumulative difference of ($15.2M) until the Century Bond Program has sufficient liquidity to repay. The $15.2M includes a $10.8M shortfall in the Century Bond model and $4.4M of additional investment earnings payable to the University. Repayment of the model shortfall was discussed with the Century Bond Advisory Committee on May 17, 2016 with options regarding timing of repayment. The Committee approved strategy is to repay the funds in the first year that allows the model to remain in equilibrium. We discussed the timing of repayment for the additional $4.4M of investment earnings at the October 2017 Committee meeting. Since there are new members on the Committee, a separate meeting was held in November 2017 to review the Century Bond model and assumptions. Further discussion about the timing for repayment of investment earnings (including the shortfall) will occur at the May 25, 2018 Committee meeting. Based on the FY18 forecast, there should be enough internal debt service and investment earnings to cover the current year debt service and to repay the advanced funds.
Transfers to/(from) Capital Projects:
Reflects the transfer of $10M of funding from the Century Bond Bank to fund the Deferred Maintenance program. This is the 4th $10M allocation since the establishment of the Century Bond Bank.
INTERNAL BANK – With the implementation of the Internal Bank model, we are separately accounting and reporting for that portion of our net assets which represent university working capital (excludes endowment funding and bond funding). These funds include accumulated fund balances in the operating units as well as central reserves from operations and any investment appreciation on those funds.
Investment Income: Estimated investment income/loss on working capital funds. The University’s investment income/loss is comprised of interest, dividends, realized gains (losses), and unrealized gains (losses). A portion of working capital funds (approx. $118.5M) are invested alongside the endowment in LT Pool. As of April 30, 2018 the remainder (approx. $257.4M) is invested in several working capital and cash pools. The LT Pool achieved a return of 12.7% for the fiscal year 2017. The FY18 forecasted investment return for the LT Pool is 9.0%. The university also utilizes several new working capital pools, pursuant to the tiered investments structure outlined in a revised working capital investment policy that was approved by the board in October 2015. These pools’ returns ranged from 0.8% to 11.0% during FY17. The FY18 forecasted investment return for the tiered working capital pools range from 0.4% to 11.1%. Includes an $11.7M forecasted return on working capital which is offset by transfer to Operations of $4.5M to fund the Strategic Opportunity Reserve (which was a budgeted use) netting a $7.2M forecasted return on working capital investments remaining in the Internal Bank. Please see Exhibit D for a summary of our forecast investment returns. The Exhibit summarizes our investment pools and how they are represented in our income statement column structure.
Operating Expenses: Includes investment and financial advisory services and debt issuance costs on the new bond issue.
Internal Loan – Principal & Interest: Internal loan payments from our operating units will be collected by the Internal Bank and used to make the external debt service payments. This includes both dollars lent to specific departments/projects from debt funded projects as well as loans of working capital dollars.
Debt Service – Principal / Debt Service – Interest: Actual (and accrued) debt service payments, principal and interest, against university outstanding debt, exclusive of that reported in the Century Bond column.
Transfers to/(from) Reserves: This represents the draw on working capital resulting from the forecasted deficit of $11.9M in the operating units.
Transfers to/(from) Capital Projects: Reflects the projected transfers of funding from the Internal Bank to the respective Capital project funding. The actual forecasted transfers are less than budget due primarily to a reduction in funding for Admin Relocations, Ellis Hall and reversal of temporary funding for WOUB Spectrum.
COMPONENT UNITS - TechGrowth Ohio Fund & OUF Subsidiaries - Entries recorded as a part of the required consolidation. This section of the report will discretely present the impact of our consolidated component units. Historically these were recorded at year-end and did not have separate visibility. We now present these on a quarterly basis and present the respective impacts in this section.
Other External Sales: $8.3M in revenue for FY18 as compared to $11.1M for FY17. This includes revenue decreases for UMA and Housing for Ohio which had partial years represented in FY17, but were sold and are no longer represented in these forecasts.
Operating Expenses: There is $7.1M in expense for FY18 as compared to $13M for FY17. This includes expenditure decreases for UMA and Housing for Ohio as explained above.
FINANCIAL STATEMENT ADJUSTMENTS - Adjustments required for conformance with generally accepted accounting principles (GAAP) which will allow for crosswalk to the external statements presented to the Board of Trustees each year (Financial Statement Adjustments Column). Items included in these adjustments are: Elimination of Other External Sales and Operating Expenses related to the consolidated component units; Annual adjustment to Pension expense (Benefits line item) for GASB 68 Unfunded pension liability; Elimination of capital expenditures and addition of depreciation; Elimination of principal payments on bonds; Debt premium, discount, and refunding amortizations.
Other External Sales: Reflects the eliminations for the component units.
Benefits: FY2015 was the first year of the required implementation of the new Government Accounting Standards Board (GASB) 68 – Accounting and Financial Reporting for Pensions. GASB 68 requires governments providing defined benefit pensions to recognize their unfunded pension benefit obligation as a liability for the first time, and to more comprehensively and comparably measure the annual costs of pension benefits. As a result, starting in FY15, Ohio University reports net pension liability and deferred inflows and outflows related to pension in its financial statements. The impact of net adjustments to these accounts are reported under pension expense. There are various factors affecting the unfunded pension liability and such will cause an increase or decrease in the net pension liability each year. These factors include: o Changes in plan assumptions about economic and demographic factors; o Differences between actual and expected experience; and o Differences between actual and expected investment earnings. The impact to pension expense for these factors in FY17 was a charge of $40.3M. Due to the uncertainty of these factors, we forecasted FY18 results at a net $0 change.
Operating Expenses: FY18 includes a credit for $1.8M in component unit eliminations.
Capitalized Costs: Reflects the capitalization of facilities placed in service and construction in progress to assets on the balance sheet that are then brought into expense as they are depreciated over their useful life.
Depreciation: Recorded depreciation for all capital assets. Depreciation is forecasted to be slightly higher than budget.
Debt Service - Principal:
Principal payments against external debt are eliminated as it is recorded as a decrease to long-term debt on the Balance Sheet.
Debt Service - Interest: Amortization of bond premium and discounts.
Transfers to/(from) Reserves: Activity represents draws from, or contributions to, University fund balances without a corresponding impact to Cash/Working Capital (draws from Working Capital are represented in the Internal Bank Column). The FY18 forecast net draw of $14M from non-cash fund balances include: o $18.4M draw from Fund Balance after the receipt of the WOUB Spectrum proceeds and the corresponding capital investments and transfers to Quasi-endowments o $4.4M contribution to Fund Balance associated with the royalty receivable recognition discussed in the Operating Units-Other External Sales section
Balance Sheet-Ohio University (Statement of Net Position)
We have transitioned from an annual closing process to a quarterly closing process. This includes preparation of All Funds Financial Statements on a quarterly basis. Attached you will find a forecasted Balance Sheet, for Ohio University only, for the period ended June 30, 2018 with comparative actual data for June 30, 2017 & 2016.
Following is an explanation of changes for the forecast at June 30, 2018 as compared with the last fiscal year end June 30, 2017: Cash and Cash Equivalents ($55.7M): $2.3 million decrease FY18 forecast over FY17 actual The decrease is due primarily to capital spend.
Restricted Cash & Cash Equivalents ($53.6M): $21.5 million decrease FY18 forecast over FY17 actual Residual spending from the bond issuances that were used for the capital plan (see capital assets below) Construction escrow deposits and grant restricted funds remain the same at $1M.
Investments ($622.1M): $27.7M increase FY18 forecast over FY17 actual The Century Bond long term pool is forecast to increase by $14.9M related to investment returns, and the Century Bond short term pool is forecast to decrease by $20.1M because the short-term pool is being used for the capital plan (see capital assets below). The Century Bond debt reserve is forecast to increase by $0.3M related to investment returns. The Long term endowment pool is forecast to increase by $19.5M, and this is related to investment returns, the spending allocation, administrative fees, and transfers to quasi-endowments. University working capital investments are forecast to increase by $11.7M. Tiers II and III are forecast to increase by $1M, the diversified pool (Tier IV) is forecast to increase $9.9M, and the Student Investment Pool (Tier IV) is forecast to increase by $0.8M. Included in the investments is $179.2M of forecasted unspent Century Bond proceeds as of June 30, 2018 (see Net Investments in Capital section below). Also included is an increase in investments for TechGrowth Ohio of $1.4M
Capital Assets-net of depreciation ($1,068M): $48.9 million increase FY18 forecast over FY17 actual Spending for capitalizable buildings, infrastructure & CIP total $95.1M and include some of the following major projects: a forecasted $7.8M for Ellis Hall, a forecasted $4.3M for Jefferson Hall Market Place Renovations, a forecasted $4.1M for Clippinger Renovation Strategy Phase I, a
forecasted $4.7M for the Sook Academic Center, a forecasted $4.1M for the HCOM Phase I project, & a forecasted $9.6M for Permanent Campus Boilers. There are also forecasted purchases of $7.1M for machinery, equipment, library books and capitalizable Oracle Enterprise System projects. These are offset by depreciation expense of $51.3M.
Accounts Receivable, Prepaids & Other Assets ($87.5M): $14M decrease FY18 forecast over FY17 actual Accounts Receivable had a one-time increase of $18.4M for the FCC auction for the WOUC spectrum in FY17. Offsetting that decrease is the Royalty receivable forecasted to increase by $4.4M Prepaids and Inventory are also in this category and are not expected to change.
Deferred Outflows of Resources-Deferred charge on bond refunding & Pension ($139.4M): $0.5 million decrease FY18 forecast over FY17 actual The change is the continuing amortization of the refunding of prior bonds.
Accounts Payable & Accrued Liabilities & Other ($108.4M): No change FY18 forecast over FY17 actual Vendor accounts payable is expected to increase due to increased capital spend and increased royalties payable but will be offset by decreases to the Worker’s Compensation liability. Accrued payroll, benefits & withholdings is expected to be similar Deposits for student health insurance as well as agency scholarship deposits are expected to be similar.
Unearned Revenue ($33.6M): No change FY18 forecast over FY17 actual This is Summer tuition revenue that is not earned as of 6/30 and is deferred. This amount may fluctuate with the timing of the start of the summer sessions and with the total amount of Summer tuition.
Net Pension Liability ($545.8M): No change FY18 forecast over FY17 actual Information is not yet available to forecast any changes.
Bonds & Notes Payable-net of premium & capital leases ($635.7M): $18.1 million decrease FY18 forecast over FY17 actual The change includes $16.1M principal payments made Dec 1, 2016, and amortization of $1.9M bond premium. $0.1M decrease for payments on Capital leases and a forecast of no new capital leases.
Deferred Inflows of Resources–Deferred gain on bond refunding & Pension ($4.6M): No change FY18 forecast over FY17 actual GASB 68 requires that unfunded pension liability is reflected on the University balance sheet as shown. The changes for the University’s portion of the unfunded state retirement systems are amortized over a prescribed number of years. FY18 forecast is equal to FY17 actuals at this point as updated information from the retirement systems is not available. As soon as these are released they will be included in future forecasts.
Net Investment in Capital Assets ($675.1M): $31 million increase FY18 forecast over FY17 actual GASB 34/35 requires that Investment in Capital Assets be reflected net of any outstanding debt and depreciation. If there are significant unspent debt proceeds at year end, the portion of the debt attributable to the unspent proceeds should not be included. For FY18, Net Investment in Capital Assets is calculated as follows: Capital Assets – net of depreciation $1,068.0M Less Bonds & Notes Payable – net of discount & premium ($635.7M)
Plus the Unspent Century Bond Proceeds $179.2M Plus the Unspent proceeds from prior Bonds $ 49.7M Total $675.1M
Restricted – Nonexpendable ($22.5M): No change FY18 forecast over FY17 actual The restricted-nonexpendable net asset balance represents the value of the University Endowment corpus. There are relatively few new donations to the University endowment.
Restricted – Expendable ($31.3M): No change FY18 forecast over FY17 actual The restricted-expendable net asset balance includes fund balances associated with restricted funds such as externally funded grants and loans, restricted capital funds and the expendable portion of University endowments.
Unrestricted (-$30.7M): $25.4M increase FY18 forecast over FY17 actual The forecasted unrestricted net position includes the -$412.1M impact of the GASB 68 requirement for booking the unfunded pension liability net with $381.4M of unrestricted net position, the majority of which has been internally designated for planning units, reserves or commitments. Capital asset addition forecast changes for non-bond funded projects causes the Unrestricted and Net Investment in Capital Assets Net Position balances to fluctuate but does not effect total Net Position. Exhibit B - FY18 Income Statement Forecast
Athens Colleges & Schools Regional Campuses Auxiliaries Central & Admin. Operations Operating Unit Subtotals Variance Variance FY18 Forecast FY18 Forecast FY17 FY18 FY18 FY17 FY18 FY18 FY17 FY18 FY18 FY17 FY18 FY18 FY17 FY18 FY18 over % over % (in millions) Actual Budget Forecast Actual Budget Forecast Actual Budget Forecast Actual Budget Forecast Actual Budget Forecast FY18 Budget Change FY17 Actual Change State Appropriations 137.5 137.5 137.3 27.7 24.3 24.3 ‐ ‐ ‐ (2.1) 3.0 4.4 163.1 164.8 166.0 1.2 0.7% 2.9 2% State Appropriations‐Capital ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undergraduate Tuition & Educational Fees 258.6 258.3 257.2 36.7 35.4 35.1 ‐ ‐ ‐ 9.9 9.9 5.4 305.2 303.6 297.7 (5.9) ‐2% (7.5) ‐2% Undergraduate Financial Aid (49.2) (46.2) (46.1) (5.5) (5.4) (5.0) (10.3) (12.5) (12.3) 4.9 1.5 4.5 (60.1) (62.5) (58.9) 3.6 ‐6% 1.2 ‐2.0% Net Undergraduate Tuition & Fees 209.4 212.1 211.1 31.2 30.0 30.1 (10.3) (12.5) (12.3) 14.8 11.4 9.9 245.1 241.1 238.8 (2.3) ‐1% (6.3) ‐3%
Graduate Tuition & Educational Fees 107.6 114.3 113.5 0.3 0.3 0.1 ‐ ‐ ‐ 0.3 0.7 0.5 108.2 115.3 114.1 (1.2) ‐1% 5.9 5% Graduate Financial Aid (28.5) (28.0) (27.7) (0.1) (0.1) ‐ ‐ ‐ ‐ (0.4) (0.1) (0.1) (29.0) (28.2) (27.8) 0.4 ‐1% 1.2 ‐4% Net Graduate Tuition & Fees 79.1 86.3 85.8 0.2 0.2 0.1 ‐ ‐ ‐ (0.1) 0.6 0.4 79.2 87.1 86.3 (0.8) ‐1% 7.1 9% Room & Board ‐ ‐ ‐ ‐ ‐ ‐ 95.4 92.9 92.3 ‐ ‐ ‐ 95.4 92.9 92.3 (0.6) ‐1% (3.1) ‐3% Grants and Contracts 33.9 36.4 31.8 2.0 2.1 1.8 ‐ 0.1 ‐ 7.2 6.8 5.6 43.1 45.4 39.2 (6.2) ‐14% (3.9) ‐9% Facilities & Admin Costs Recovery 5.9 4.9 4.8 ‐ ‐ ‐ ‐ ‐ 1.2 1.1 1.2 7.1 6.0 6.0 ‐ ‐ (1.1) ‐15% Gifts 9.9 4.9 4.9 0.4 0.3 0.3 2.1 2.4 2.4 2.1 2.3 2.3 14.5 9.9 9.9 ‐ ‐ (4.6) ‐32% Endowment Distributions 12.4 13.1 13.1 0.5 0.7 0.7 0.2 0.2 0.2 13.7 14.0 14.0 26.8 28.0 28.0 ‐ ‐ 1.2 4% Investment Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7.1 6.1 6.6 7.1 6.1 6.6 0.5 8% (0.5) ‐7% Other External Sales 13.3 5.2 12.7 1.2 0.8 0.8 20.4 17.1 18.0 43.7 15.8 22.0 78.6 38.9 53.5 14.6 38% (25.1) ‐32% Total Revenues $ 501.4 $ 500.4 $ 501.5 $ 63.2 $ 58.5 $ 58.1 $ 107.8 $ 100.2 $ 100.6 $ 87.6 $ 61.1 $ 66.4 $ 760.0 $ 720.2 $ 726.6 $ 6.4 0.9% $ (33.4) ‐4% Salaries, Wages & Other Payroll 203.8 206.3 202.3 33.3 32.9 34.4 30.3 31.1 30.4 94.3 99.7 94.4 361.7 370.0 361.5 (8.5) ‐2% (0.2) 0% Benefits 57.5 61.5 59.7 10.7 11.0 10.8 9.1 11.0 9.8 36.4 39.2 35.8 113.8 122.7 116.1 (6.6) ‐5% 2.3 2% Operating Expenses 66.4 65.8 66.1 8.2 6.8 6.7 34.9 35.2 34.3 74.9 81.4 77.2 184.4 189.1 184.3 (4.8) ‐3% (0.1) 0% Capitalized Costs 3.1 2.3 2.6 0.4 ‐ 0.3 1.4 1.6 1.8 4.0 4.7 2.4 8.9 8.6 7.1 (1.5) ‐17% (1.8) ‐20% Depreciation ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal Loan ‐ Principal & Interest 5.0 5.4 5.4 0.3 0.3 0.3 12.6 13.8 13.6 29.9 31.7 29.7 47.8 51.1 49.0 (2.1) ‐4% 1.2 3% Debt Service ‐ Principal ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Debt Service ‐ Interest ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal Sales (2.4) (2.0) (0.8) ‐ ‐ ‐ (7.1) (7.0) (6.7) (13.7) (13.1) (13.0) (23.2) (22.1) (20.5) 1.6 ‐7% 2.7 ‐12% Total Direct Expenses $ 333.4 $ 339.3 $ 335.3 $ 52.9 $ 51.0 $ 52.5 $ 81.2 $ 85.7 $ 83.2 $ 225.8 $ 243.6 $ 226.5 $ 693.3 $ 719.5 $ 697.5 $ (22.0) ‐3.1% $ 4.2 1% Internal Allocations & Transfers (6.7) (7.7) (8.1) 0.5 (0.7) (1.4) 1.0 2.4 2.4 5.5 6.0 7.1 0.3 ‐ ‐ ‐ ‐ (0.3) ‐100% Indirect Costs Allocations 148.9 149.2 149.2 16.5 15.4 15.4 (1.7) (2.1) (2.1) (163.7) (162.5) (162.5) ‐ ‐ ‐ ‐ ‐ ‐ ‐ Depreciation Allocation 10.6 11.5 11.5 ‐ ‐ ‐ 0.8 1.6 1.6 (11.4) (13.1) (13.1) ‐ ‐ ‐ ‐ ‐ ‐ ‐ Subvention Allocation 6.1 8.0 8.0 (7.7) (7.7) (7.7) ‐ ‐ ‐ 1.6 (0.3) (0.3) ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Allocations & Transfers $ 158.9 $ 161.0 $ 160.6 $ 9.3 $ 7.0 $ 6.3 $ 0.1 $ 1.9 $ 1.9 $ (168.0) $ (169.9) $ (168.8) $ 0.3 $ ‐ $ ‐ $ ‐ ‐ $ (0.3) ‐100% Total Expenses & Transfers $ 492.3 $ 500.3 $ 495.9 $ 62.2 $ 58.0 $ 58.8 $ 81.3 $ 87.7 $ 85.1 $ 57.8 $ 73.7 $ 57.7 $ 693.6 $ 719.5 $ 697.5 $ (22.0) ‐3% $ 3.9 1% Subtotal Prior to Transfers $ 9.1 $ 0.1 $ 5.6 $ 1.0 $ 0.5 $ (0.7) $ 26.5 $ 12.5 $ 15.5 $ 29.8 $ (12.6) $ 8.7 $ 66.4 $ 0.6 $ 29.1 $ 28.5 4721% $ (37.3) ‐56% Transfers to/(from) Reserves (5.4) (5.0) (1.1) 3.1 0.5 (0.7) 14.8 (7.6) (3.8) 11.4 (30.1) (17.7) 23.9 (42.2) (23.3) 18.9 ‐45% (47.2) ‐197% Transfers to/(from) Quasi Endowments 8.3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0.7 14.9 15.4 9.0 14.9 15.4 0.5 3% 6.4 71% Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Transfers to/(from) Capital Projects 6.2 5.1 6.7 (2.1) ‐ 11.7 20.1 19.3 (0.7) 2.6 11.0 15.1 27.8 37.0 9.2 33% 21.9 145% Net Results $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 18.4 $ ‐ $ ‐ $ 18.4 $ ‐ $ ‐ $ ‐ ‐ $ (18.4) ‐100% Exhibit B - FY18 Income Statement Forecast
Endowment Capital Century Bond Internal Bank Non‐Operating Unit Subtotals Variance Variance FY18 Forecast FY18 Forecast FY17 FY18 FY18 FY17 FY18 FY18 FY17 FY18 FY18 FY17 FY18 FY18 FY17 FY18 FY18 over % over % (in millions) Actual Budget Forecast Actual Budget Forecast Actual Budget Forecast Actual Budget Forecast Actual Budget Forecast FY18 Budget Change FY17 Actual Change State Appropriations ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.0 2.0 2.0 2.0 2.0 2.0 ‐ ‐ ‐ ‐ State Appropriations‐Capital ‐ ‐ ‐ 10.5 32.5 20.5 ‐ ‐ ‐ ‐ ‐ 10.5 32.5 20.5 (12.0) ‐37% 10.0 95% Undergraduate Tuition & Educational Fees ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undergraduate Financial Aid ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Undergraduate Tuition & Fees ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Graduate Tuition & Educational Fees ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Graduate Financial Aid ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Graduate Tuition & Fees ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Room & Board ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants and Contracts ‐ ‐ ‐ ‐ 4.1 0.4 ‐ ‐ ‐ ‐ 0.2 ‐ ‐ 4.2 0.4 (3.8) ‐90% 0.4 ‐ Facilities & Admin Costs Recovery ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Gifts 12.3 10.0 10.0 0.8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 13.1 10.0 10.0 ‐ ‐ (3.1) ‐24% Endowment Distributions (26.8) (28.0) (28.0) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (26.8) (28.0) (28.0) ‐ ‐ (1.2) 4% Investment Income 59.9 31.6 48.7 ‐ ‐ ‐ 19.1 10.8 15.5 10.5 5.5 7.2 89.5 47.9 71.4 23.5 49% (18.1) ‐20% Other External Sales 0.1 ‐ ‐ ‐ ‐ ‐ ‐ 0.2 0.2 0.3 ‐ 0.2 0.2 ‐ (0.1) ‐33% Total Revenues $ 45.5 $ 13.6 $ 30.7 $ 11.3 $ 36.6 $ 20.9 $ 19.1 $ 10.8 $ 15.5 $ 12.7 $ 7.7 $ 9.4 $ 88.6 $ 68.6 $ 76.5 $ 7.9 12% $ (12.1) ‐14% Salaries, Wages & Other Payroll ‐ ‐ ‐ 0.2 ‐ 0.3 ‐ ‐ ‐ ‐ ‐ ‐ 0.2 ‐ 0.3 0.3 ‐ 0.1 50% Benefits ‐ ‐ ‐ 0.1 ‐ 0.1 ‐ ‐ ‐ ‐ ‐ ‐ 0.1 ‐ 0.1 0.1 ‐ ‐ ‐ Operating Expenses ‐ ‐ ‐ 7.3 ‐ 2.5 ‐ ‐ ‐ 1.2 0.2 0.3 8.5 0.2 2.8 2.6 1300% (5.7) ‐67% Capitalized Costs ‐ ‐ ‐ 95.8 162.5 95.1 ‐ ‐ ‐ ‐ ‐ ‐ 95.8 162.5 95.1 (67.4) ‐41% (0.7) ‐1% Depreciation ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal Loan ‐ Principal & Interest ‐ ‐ ‐ 10.4 ‐ ‐ (10.2) (11.5) (11.5) (48.0) (39.6) (37.5) (47.8) (51.1) (49.0) 2.1 ‐4% (1.2) 3% Debt Service ‐ Principal ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 17.7 16.1 16.1 17.7 16.1 16.1 ‐ ‐ (1.6) ‐9% Debt Service ‐ Interest ‐ ‐ ‐ (2.0) ‐ ‐ 14.0 14.0 14.0 13.0 16.0 16.0 25.0 30.0 30.0 ‐ ‐ 5.0 20% Internal Sales ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Direct Expenses $ ‐ $ ‐ $ ‐ $ 111.8 $ 162.5 $ 98.0 $ 3.8 $ 2.5 $ 2.5 $ (16.1) $ (7.3) $ (5.1) $ 99.5 $ 157.6 $ 95.4 $ (62.3) ‐40% $ (4.1) ‐4% Internal Allocations & Transfers (0.2) ‐ ‐ (0.1) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (0.3) ‐ ‐ ‐ ‐ 0.3 ‐100% Indirect Costs Allocations ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Depreciation Allocation ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Subvention Allocation ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Allocations & Transfers $ (0.2) $ ‐ $ ‐ $ (0.1) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ (0.3) $ ‐ $ ‐ $ ‐ ‐ $ 0.3 ‐100% Total Expenses & Transfers $ (0.2) $ ‐ $ ‐ $ 111.7 $ 162.5 $ 98.0 $ 3.8 $ 2.5 $ 2.5 $ (16.1) $ (7.3) $ (5.1) $ 99.2 $ 157.6 $ 95.4 $ (62.3) ‐40% $ (3.8) ‐4% Subtotal Prior to Transfers $ 45.7 $ 13.6 $ 30.7 $ (100.4) $ (125.9) $ (77.1) $ 15.3 $ 8.3 $ 13.0 $ 28.8 $ 15.0 $ 14.5 $ (10.6) $ (88.9) $ (18.9) $ 70.2 ‐79% $ (8.3) 79% Transfers to/(from) Reserves ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (23.9) 23.7 9.3 (23.9) 23.7 9.3 (14.4) ‐61% 33.2 ‐ Transfers to/(from) Quasi Endowments (9.0) (14.9) (15.4) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (9.0) (14.9) (15.4) (0.5) 3% (6.4) 71% Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (125.0) ‐ ‐ (125.0) ‐ ‐ ‐ ‐ 125.0 ‐ Transfers to/(from) Capital Projects ‐ ‐ ‐ (60.3) (79.8) (79.0) 27.7 10.0 10.0 17.5 42.0 32.0 (15.1) (27.8) (37.0) (9.2) 33% (21.9) 145% Net Results $ 54.7 $ 28.5 $ 46.1 $ (40.1) $ (46.1) $ 1.9 $ (12.4) $ (1.7) $ 3.0 $ 160.2 $ (50.7) $ (26.8) $ 162.4 $ (69.9) $ 24.2 $ 94.3 ‐135% $ (138.2) ‐85% Exhibit B - FY18 Income Statement Forecast
Component Units Financial Statement Techgrowth Ohio, GAAP Adjusted Totals Adjustments Variance Variance UMA (FY17), & OUF Subs FY18 Forecast FY18 Forecast FY17 FY18 FY18 FY17 FY18 FY18 FY17 FY18 FY18 over % over % (in millions) Actual Budget Forecast Actual Budget Forecast Actual Budget Forecast FY18 Budget Change FY17 Actual Change State Appropriations ‐ ‐ ‐ ‐ ‐ ‐ 165.1 166.8 168.0 1.2 0.7% 2.9 2% State Appropriations‐Capital ‐ ‐ ‐ ‐ ‐ ‐ 10.5 32.5 20.5 (12.0) ‐37% 10.0 95% Undergraduate Tuition & Educational Fees ‐ ‐ ‐ 0.1 ‐ ‐ 305.3 303.6 297.7 (5.9) ‐2% (7.6) ‐2% Undergraduate Financial Aid ‐ ‐ ‐ ‐ ‐ ‐ (60.1) (62.5) (58.9) 3.6 ‐6% 1.2 ‐2.0% Net Undergraduate Tuition & Fees ‐ ‐ ‐ ‐ ‐ ‐ 245.1 241.1 238.8 (2.3) ‐1% (6.3) ‐3%
Graduate Tuition & Educational Fees ‐ ‐ ‐ ‐ ‐ ‐ 108.2 115.3 114.1 (1.2) ‐1% 5.9 5% Graduate Financial Aid ‐ ‐ ‐ ‐ ‐ ‐ (29.0) (28.2) (27.8) 0.4 ‐1% 1.2 ‐4% Net Graduate Tuition & Fees ‐ ‐ ‐ ‐ ‐ ‐ 79.2 87.1 86.3 (0.8) ‐1% 7.1 9% Room & Board ‐ ‐ ‐ ‐ ‐ ‐ 95.4 92.9 92.3 (0.6) ‐1% (3.1) ‐3% Grants and Contracts ‐ ‐ ‐ ‐ ‐ ‐ 43.1 49.6 39.6 (10.0) ‐20% (3.5) ‐8% Facilities & Admin Costs Recovery ‐ ‐ ‐ ‐ ‐ ‐ 7.1 6.0 6.0 ‐ ‐ (1.1) ‐15% Gifts ‐ ‐ ‐ (11.7) ‐ ‐ 15.9 19.9 19.9 ‐ ‐ 4.0 25% Endowment Distributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Investment Income 0.6 0.3 0.4 ‐ ‐ ‐ 97.2 54.3 78.4 24.1 44% (18.8) ‐19% Other External Sales 11.1 9.7 8.3 0.3 (3.2) (1.8) 90.3 45.4 60.2 14.8 33% (30.1) ‐33% Total Revenues $ 11.7 $ 10.0 $ 8.7 $ (11.3) $ (3.2) $ (1.8) $ 849.0 $ 795.6 $ 810.0 $ 14.4 2% $ (39.0) ‐5% Salaries, Wages & Other Payroll ‐ ‐ ‐ ‐ ‐ ‐ 361.9 370.0 361.8 (8.2) ‐2% (0.1) 0% Benefits ‐ ‐ ‐ 40.3 ‐ ‐ 154.1 122.7 116.2 (6.5) ‐5% (37.9) ‐25% Operating Expenses 13.0 7.1 7.1 1.2 (3.2) (1.8) 207.1 193.2 192.4 (0.8) 0% (14.7) ‐7% Capitalized Costs ‐ ‐ ‐ (101.5) (171.1) (100.2) 3.2 ‐ 2.0 2.0 ‐ (1.2) ‐38% Depreciation 1.1 ‐ 0.3 48.9 50.1 51.0 50.0 50.1 51.3 1.2 2% 1.3 3% Internal Loan ‐ Principal & Interest ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Debt Service ‐ Principal ‐ ‐ ‐ (17.7) (16.1) (16.1) ‐ ‐ ‐ ‐ ‐ ‐ ‐ Debt Service ‐ Interest 0.5 ‐ ‐ 1.4 (1.5) (1.5) 26.9 28.4 28.5 0.1 0% 1.6 6% Internal Sales ‐ ‐ ‐ ‐ ‐ ‐ (23.2) (22.1) (20.5) 1.6 ‐7% 2.7 ‐12% Total Direct Expenses $ 14.6 $ 7.1 $ 7.4 $ (27.4) $ (141.8) $ (68.6) $ 780.0 $ 742.3 $ 731.7 $ (10.6) ‐1.4% $ (48.3) ‐6% Internal Allocations & Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Indirect Costs Allocations ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Depreciation Allocation ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Subvention Allocation ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Allocations & Transfers $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ ‐ Total Expenses & Transfers $ 14.6 $ 7.1 $ 7.4 $ (27.4) $ (141.8) $ (68.6) $ 780.0 $ 742.3 $ 731.7 $ (10.6) ‐1.4% $ (48.3) ‐6% Subtotal Prior to Transfers $ (2.9) $ 2.9 $ 1.3 $ 16.1 $ 138.6 $ 66.8 $ 69.0 $ 53.3 $ 78.3 $ 25.0 47% $ 9.3 13% Transfers to/(from) Reserves ‐ ‐ ‐ ‐ 18.4 14.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Transfers to/(from) Quasi Endowments ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ 125.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Transfers to/(from) Capital Projects ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Results $ (2.9) $ 2.9 $ 1.3 $ (108.9) $ 120.2 $ 52.8 $ 69.0 $ 53.3 $ 78.3 $ 25.0 47% $ 9.3 13% Exhibit C - FY18 Balance Sheet Forecast
Statement of Net Position (Balance Sheet)
Ohio University Variance Actual Forecast June 30, 2018 Forecast over (in millions $) June 30, 2016 June 30, 2017 June 30, 2018 June 30, 2017 Actual Cash & Cash Equivalents 36.6 58.0 55.7 (2.3) Restricted Cash & Cash Equivalents 7.1 75.1 53.6 (21.5) Investments 567.8 594.4 622.1 27.7 Capital Assets‐net of depreciation & Assets Held for Sale 968.0 1,019.1 1,068.0 48.9 Accounts Receivable, Prepaids & Other Assets 84.3 101.5 87.5 (14.0) Total Assets $ 1,663.8 $ 1,848.1 $ 1,886.9 $ 38.8 Deferred Outflows of Resources‐Deferred charge on bond refunding & Pension 87.9 139.9 139.4 (0.5) TOTAL ASSETS AND DEFERRED OUTFLOWS OF RESOURCES $ 1,751.7 $ 1,988.0 $ 2,026.3 $ 38.3
Accounts Payable & Accrued Liabilities & Other 104.8 108.4 108.4 ‐ Unearned Revenue 34.1 33.6 33.6 ‐ Net Pension Liability 432.9 545.8 545.8 ‐ Bonds & Notes Payable‐net of premium & capital leases 544.8 653.8 635.7 (18.1) Total Liabilities $ 1,116.6 $ 1,341.6 $ 1,323.5 $ (18.1) Deferred Inflows of Resources‐Deferred gain on bond refunding & Pension 24.5 4.6 4.6 ‐ Total Deferred Inflows Of Resources $ 24.5 $ 4.6 $ 4.6 $ ‐ Net Investment in Capital Assets 651.0 644.1 675.1 31.0 Restricted ‐ Nonexpendable 22.2 22.5 22.5 ‐ Restricted ‐ Expendable 32.1 31.3 31.3 ‐ Unrestricted (94.7) (56.1) (30.7) 25.4 Total Net Position $ 610.6 $ 641.8 $ 698.2 $ 56.4 TOTAL LIABILITIES, DEFERRED INFLOWS OF RESOURCES, AND NET POSITION $ 1,751.7 $ 1,988.0 $ 2,026.3 $ 38.3
GASB 68 balances: Deferred Outflows of Resources‐Pension 85.6 137.7 137.7 ‐ Net Pension Liability (432.9) (545.8) (545.8) ‐ Deferred Inflows of Resources‐Pension (24.5) (4.0) (4.0) ‐ Net effect of GASB 68 on Unrestricted Net Position $ (371.8) $ (412.1) $ (412.1) $ ‐ Unrestricted Net Position WO GASB 68 277.1 356.0 381.4 25.4 Total Net Position WO GASB 68 982.4 1,053.9 1,110.3 56.4 Expendable Net Assets for SB6 WO GASB 68 (Unrestricted & 309.2 387.3 412.7 25.4 Restricted Expendable) Exhibit D - FY18 Investment Return Forecast
Summary by Investment Pool (in millions $) Forecasted FY Expected Return Academic Century Internal Component Forecasted Annual FYTD through 1 2 3 Investment Pool Support Endowment Bond Bank Units Total Return Return FYE
OU Tier II Working Capital 0.9 0.9 2.0% 0.4% 0.7% OU Tier III Working Capital 0.2 0.2 2.6% 0.0% 0.4% OU Tier IV Working Capital - Student 0.8 0.8 5.9% 10.0% 11.1% OU Tier IV Working Capital - Div Pool 4.5 5.4 9.9 5.9% 8.0% 9.0% OUF Diversified Pool 2.1 2.1 5.9% 8.0% 9.0% Subtotal - Working Capital 6.6 - - 7.2 - 13.8 OU Endowment 8.6 8.6 5.9% 8.0% 9.0% OUF Endowment 40.0 40.0 5.9% 8.0% 9.0% Subtotal - Endowment - 48.7 - - - 48.7 Century Bond Diversified Pool 0.3 0.3 5.9% 8.0% 9.0% Century Bond Conservative Pool (0.0) (0.0) 2.5% -0.9% -0.5% Century Bond Long-Term Pool 14.9 14.9 5.9% 8.1% 9.1% Century Bond Short-Term Pool 0.4 0.4 1.5% 0.4% 0.7% Subtotal - Century Bond - - 15.5 - - 15.5 Component Units 0.4 0.4 Total 6.6 48.7 15.5 7.2 0.4 78.5
1 The Expected Annual Return is based on our investment advisors' assessment of market circumstances. These expectations are revised periodically and used to forecast investment income. 2 The FYTD Return represents the actual return on our investment portfolios for the fiscal year to date through April 2018. 3 The Forecasted Return through FYE represents the actual return on our investment portfolios through April 2018 plus the expected return for the remaining months of the fiscal year. Exhibit E - FY18 Strategic Opportunity Reserve Forecast As of May 25, 2018 (in millions)
Strategic Reserve Balance FY17 FY18 FY18 Actual Budget Forecast Beginning Balance$ 36.2 $ 32.3 $ 32.3 Funding Investment Income$ 4.5 $ 4.5 $ 4.5 SSI$ (2.3) $ 2.9 $ 4.3 Tuition$ 4.3 $ 4.6 $ 2.7 Fund Balance$ 0.3 $ 0.3 $ 0.8 Subtotal$ 6.9 $ 12.3 $ 12.3
Investments Infrastructure$ 3.2 $ 4.7 $ 1.7 Community and Economic Development$ 2.1 $ 2.6 $ 2.5 Student Success and Programs$ 2.7 $ 6.4 $ 3.9 Academic and Research Programs$ 2.7 $ 12.8 $ 11.8 Presidential Priorities & Strategic Pathways$ 1.5 $ 0.2 Subtotal$ 10.7 $ 27.9 $ 20.1
Ending Balance$ 32.3 $ 16.7 $ 24.6
Investment Summary FY17 FY18 FY18 Actual Budget Forecast Infrastructure OSAI$ 2.7 $ 2.3 $ 1.2 Parental Leave$ 0.1 $ - $ 0.1 Advancement Strategy$ - $ 2.4 $ - Bicentennial Park$ - $ - $ 0.1 IT Small Projects$ 0.5 $ - $ 0.3 Subtotal$ 3.2 $ 4.7 $ 1.7
Community and Econ. Development TechGrowth$ 1.6 $ 2.0 $ 2.0 OHIO for Ohio$ 0.5 $ 0.5 $ 0.5 FAO Support$ - $ 0.1 $ 0.1 Subtotal$ 2.1 $ 2.6 $ 2.5
Student Success and Programs Endowed Scholarships$ 0.7 $ 0.8 $ 0.8 Signature Program$ 2.0 $ 4.8 $ 2.3 BSO$ - $ - $ 0.2 Unallocated$ - $ 0.8 $ 0.6 Subtotal$ 2.7 $ 6.4 $ 3.9
Academic and Research Programs Innovation Strategy$ 1.5 $ 3.7 $ 2.2 OBOR Research Portal$ 0.1 $ - $ - Online Learning Investment$ 0.4 $ 1.6 $ 1.6 Endowed Professorships$ - $ - $ - Tantrum Theater$ 0.6 $ 0.6 $ 0.6 RHE Investment$ - $ 1.5 $ 2.0 Engineering Start-up$ - $ 1.0 $ 1.0 OU Press$ - $ 0.1 $ 0.1 MAC Conference$ - $ 0.0 $ 0.0 Funding for Budget Volatility$ - $ 3.8 $ 3.8 International Student Recruitment $ - $ 0.5 $ 0.5 Subtotal$ 2.7 $ 12.8 $ 11.8
Presidential Priorities & Strategic Pathways Subtotal $ - $ 1.5 $ 0.2 Total Investment Summary$ 10.7 $ 27.9 $ 20.1 Exhibit F - FY18 Senate Bill 6 Forecast
Quarterly Report to the Ohio Department of Higher Education Ohio University as of June 30, 2018, Forecasted Schedule QF-1: Statement of Revenues, Expenditures, and Other Changes Projection of Year-end SB 6 Ratios and Composite Scores (in millions $ ) Forecast Actual Actual FY2018 FY2017 FY2016 Expendable net assets (A) 412.7 387.3 309.2 Plant debt (B) 608.9 625.2 526.7 Revenues, operating + nonoperating (C) 805.5 827.8 754.4 Operating expenses (including interest expense) (D) 746.6 748.9 727.3 Increase (decrease) in total net assets (E) 56.4 71.5 22.8 Ratios: Viability Ratio (A/B) 0.678 0.620 0.587 Primary Reserve Ratio (A/D) 0.553 0.517 0.425 Net Income Ratio (E/C) 0.070 0.086 0.030
Scores (out of 5): Viability Ratio 3.0 3.0 2.0 Primary Reserve Ratio 5.0 5.0 4.0 Net Income Ratio 5.0 5.0 4.0
Composite Score: Viability Ratio (30%) 0.9 0.9 0.6 Primary Reserve Ratio (50%) 2.5 2.5 2.0 Net Income Ratio (20%) 1.0 1.0 0.8 SB 6 Composite Score (Excluding GASB 68) 4.4 4.4 3.4
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Deborah J. Shaffer, Vice President Finance & Administration, CFO and Treasurer Greg Robertson, Associate Vice President Architecture, Design and Construction Shawna Bolin, Associate Vice President University Planning
Re: Facility & Planning Projects Updates
Enclosed for your reference are the Facility and Planning Projects Reports.
The Facility Projects Report provides an update on all active projects approved for expenditure as well as proposed projects with details under development – indicated as the PreDesign phase.
The report has been sorted by the current phase and then completion date with those finishing earliest listed first. This project report reflects a significant increase in budgetary figures compared to our last report due to further implementation of the e-Builder software to now include the total project budget vice just the authorized amounts.
A summary of active projects by phase is shown in the table below:
Highlights since the March Board of Trustees meeting include; • Our two new permanent boilers successfully completed factory acceptance testing culminating in receipt of EPA permits to operate. This project remains on schedule for commissioning in June. • We also completed the annual steam shutdown to perform maintenance and repairs throughout the steam distribution system. The annual campus steam system repairs project includes repairs to two steam tunnels on College Green that will continue through the summer. • Also on College Green, we have a new electrical service and transformer being installed to serve Cutler and McGuffey Halls, and we have a contractor restoring the east entrance to Chubb Hall by replacing the stairs and failed structural components underneath. • We have several projects underway for Housing and Residence Life including roof reconditioning for Tiffin and Perkins Halls, Renovations of Washington Hall, new restrooms for Pickering and Bryan Halls, replacement of damaged masonry on James Hall, and repair of the column foundations on Voigt Hall.
The Planning Projects Report provides an update on University Planning’s studies and projects in process, as well as those on the horizon. Projects added since the March report are:
• Moving & Surplus/Mail Services Relocation Planning: As part of the Administrative Relocation Strategy, this project is to relocate and consolidate functions in order to vacate space from Ridges 13 to enable Ridges 13, 14, 18 Renovation • HCOM Space Planning-Existing Facilities & Phase II Planning: Space relocation and consolidation to existing facilities, and planning for Phase II • OUS Student Resources Commons Prioritization Study: Prioritize the program from a previous study to address the greatest needs within available funding • Grounds Maintenance Space Study: Evaluate space needs to vacate Lower Grounds and the Nelson Garage locations and relocate to a consolidated single space • Wayfinding and Signage Programming: Develop messaging, materials, specifications and detailed location plans for all sign types to bid level documentation for phased implementation • Roadway Planning: Continuation of long-term planning for roadway infrastructure
Ohio University Capital Projects Status Update
Funding Sources Budget Schedule
g n g i n c i n k d a y n n n t t a g u i i s s F Project Name Current Phase F B n Expenditures r e i l k e u d d l a v n t n i q n a e u t n a n o i F e B R B U p l l l g y a m a a t a n r C i n r n r u r r t d t e a e t e n n n p t t a e e x t e n u I C F C E S D Original Current Start Date Finish Date ARC 2nd & 3rd Floor Kitchenettes 1 ‐ PreDesign X $ 12,000 $ 12,000 $ ‐ 05.07.2018 06.29.2018 Innovation Center Dock Lift Station Replacement 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ 04.25.2018 08.07.2018 Lancaster Campus Brasee Hall Structural Engineering Evaluation 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ 04.06.2018 09.12.2018 Athens Campus Mill and Overlay 1 ‐ PreDesign X $ 583,500 $ 583,500 $ ‐ 05.17.2018 09.27.2018 OUS Horse Park Outdoor Arena 1 ‐ PreDesign X $ 50,000 $ 50,000 $ 1,200 07.09.2018 10.03.2018 Back South Exterior Masonry Study 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ 04.19.2018 10.14.2018 Campus Beautification Tree Trimming 1 ‐ PreDesign X $ 40,000 $ 40,000 $ ‐ 08.10.2017 10.19.2018 Elson Roadway & Parking Improvements Phase I 1 ‐ PreDesign $ 200,000 $ 200,000 $ ‐ 03.07.2018 10.31.2018 Bicentennial Park Improvements 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ 02.27.2018 12.04.2018 Ridges Building 20 Underground Storage Tank Removal 2018 1 ‐ PreDesign X $ 85,000 $ 85,000 $ ‐ 04.05.2018 12.25.2018 RTVC Drinking Fountain Replacements 1 ‐ PreDesign X $ 99,900 $ 99,900 $ ‐ 01.24.2018 01.07.2019 West Green Chilled Water Plant Chillers 3 Conversion 1 ‐ PreDesign X $ 400,000 $ 400,000 $ ‐ 01.02.2017 04.17.2019 Shannon Hall Loading Dock & Exterior Stairs Replacement 1 ‐ PreDesign $ 65,000 $ 65,000 $ ‐ 01.24.2018 05.22.2019 Chubb/Sing Tao Roofs 1 ‐ PreDesign X $ 500,000 $ 500,000 $ 13,650 12.04.2017 08.16.2019 Child Development Center HVAC Controls Upgrade 2018 1 ‐ PreDesign $ 400,000 $ 400,000 $ ‐ 04.02.2018 08.23.2019 Seigfred Chilled Water Connection 1 ‐ PreDesign X $ 850,000 $ 850,000 $ ‐ 07.03.2017 08.29.2019 Lindley Hall Roof Replacement 1 ‐ PreDesign X $ 50,000 $ 50,000 $ 17,815 01.04.2017 09.15.2019 Southern Campus Interior Signage Update and Accessibility Improvements 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ 04.04.2018 09.17.2019 Facility Site Improvements – HCOM Phase I 1 ‐ PreDesign X $ 2,200,000 $ 2,200,000 $ ‐ 06.20.2018 09.30.2019 South Green, Convocation Center and Baker Garages Lighting Updates 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ 04.25.2018 10.08.2019 Ridges Building 32 Roof Replacement 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ 04.26.2018 10.09.2019 Zanesville Campus Littick Hall HVAC Improvements 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ 04.26.2018 10.09.2019 Lancaster Campus Brasee Hall Roof Replacement 2018 1 ‐ PreDesign $ ‐ $ 575,000 $ ‐ 04.05.2018 10.11.2019 Ridges Parking Lot, Site Improvements and Building 20 Demolition 1 ‐ PreDesign $ 2,764,330 $ 2,764,330 $ ‐ 04.06.2018 12.19.2019 Zanesville Campus Littick Hall Gym Floor Repair 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ 04.06.2018 12.19.2019 Lin Hall ADA Entrance Roof Installation 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ 04.10.2018 12.23.2019 Ridges 13, 14 and 18 Renovation 1 ‐ PreDesign $ 12,893,282 $ 12,893,282 $ ‐ 02.28.2018 03.02.2020 Convocation Center 3rd Floor Residential Restrooms Renovation 2018 1 ‐ PreDesign X$ 3,500,000 $ 3,500,000 $ ‐ 03.01.2018 08.07.2020 Konneker Research Ridges 25 HVAC and Boiler System Upgrade 2018 1 ‐ PreDesign $ 5,000,000 $ 5,000,000 $ ‐ 02.12.2018 11.18.2020 Fault Locators & Distribution Re‐Fusing 1 ‐ PreDesign X $ 750,000 $ 750,000 $ 383 01.24.2018 06.30.2021 Russ Research Opportunity Center 1 ‐ PreDesign $ 31,000,000 $ 31,000,000 $ ‐ 04.16.2018 05.04.2022 Airport Security Improvements 1 ‐ PreDesign X $ 12,000 $ 12,000 $ ‐ Alden Center Stairwell Strip Installation 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ Alden Library Emergency Exit Signage 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ Aquatic Center Roof Replacement 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ Campus Steam System Repairs 2019 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ Convo W119 Restroom Improvements‐Estimate 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ Copeland, Porter and Life Science Energy Savings Improvements 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ Dublin Integrated Education Center 107/106J Remodel 1 ‐ PreDesign $ 14,910 $ 14,910 $ ‐ Grover Wellworks E129 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ Hudson Health Center Paint Exterior 1 ‐ PreDesign X $ 60,000 $ 60,000 $ ‐ Irvine 159 Update 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ Lancaster Campus Brasee and Herrold Hall HVAC Study 2018 1 ‐ PreDesign $ 15,000 $ 15,000 $ ‐ Memorial Auditorium Balcony Lighting Replacement 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ OUHCOM Dublin Campus Development 1 ‐ PreDesign X X X $ ‐ $ ‐ $ ‐ OUPD/USC Fire Alarm Communication Network Relocation 1 ‐ PreDesign X $ 35,000 $ 35,000 $ ‐ Putnam, Morton, Clippinger Annex and Botany Building Based Domestic Hot Water Conve1 ‐ PreDesign $ ‐ $ ‐ $ ‐
June 21, 2018 Page 1 of 5 Ohio University Capital Projects Status Update
Funding Sources Budget Schedule
g n g i n c i n k d a y n n n t t a g u i i s s F Project Name Current Phase F B n Expenditures r e i l k e u d d l a v n t n i q n a e u t n a n o i F e B R B U p l l l g y a m a a t a n r C i n r n r u r r t d t e a e t e n n n p t t a e e x t e n u I C F C E S D Original Current Start Date Finish Date Scott Quad Window Replacement 1 ‐ PreDesign X X $ ‐ $ ‐ $ ‐ Scripps 230C Furniture Replacement 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ Shively Hall 114B Laundry Area Installation 2018 1 ‐ PreDesign X $ 35,662 $ 35,662 $ ‐ Southern Campus Interior Lighting Upgrades 2018 1 ‐ PreDesign $ ‐ $ ‐ $ ‐ Nelson Garage Zone Maintenance Restroom Addition 2018 2 ‐ Design $ ‐ $ ‐ $ ‐ 05.14.2018 05.14.2018 Kantner Hall Structural Masonry Work Study 2 ‐ Design X $ 23,430 $ 23,430 $ ‐ 01.11.2018 06.01.2018 Irvine 163 Lighting Installation 2018 2 ‐ Design X $ 6,588 $ 6,588 $ ‐ 03.16.2018 06.26.2018 Grosvenor West042A and 012 Remodel 2018 2 ‐ Design X $ 42,000 $ 42,000 $ ‐ 05.01.2018 06.29.2018 Lausche Plant Compressed Air Replacement 2018 2 ‐ Design X $ 150,000 $ 150,000 $ ‐ 01.22.2018 07.09.2018 Ridges #33 Install New Circuit 2 ‐ Design X $ 2,207 $ 2,207 $ ‐ 01.24.2018 07.13.2018 Seigfred 112, 203 and 201 Outlet Installs 2 ‐ Design X X X $ 10,145 $ 10,145 $ ‐ 01.24.2018 07.16.2018 Athens Campus Parking Lot 127 and 128 Maintenance 2018 2 ‐ Design $ 150,000 $ 150,000 $ ‐ 02.07.2018 07.17.2018 Grover Center Water Fountains 2 ‐ Design X $ 20,000 $ 20,000 $ ‐ 02.12.2018 07.25.2018 Muck Business Annex 2nd Floor Renovation 2018 2 ‐ Design X $ 490,000 $ 490,000 $ 3,824 01.30.2018 07.30.2018 Grover Center E303 Conference Room Renovation 2 ‐ Design $ 180,785 $ 180,785 $ ‐ 01.24.2018 08.01.2018 Ping Center Cardio/Weight Room Flooring Upgrade 2 ‐ Design X $ 112,650 $ 112,650 $ 2,465 07.26.2017 08.01.2018 Athens Campus Street Repair 2018 2 ‐ Design $ 100,000 $ 100,000 $ ‐ 04.05.2018 08.10.2018 Porter 503 and 505 Vinyl Floor Replacement 2 ‐ Design X $ 10,330 $ 10,330 $ ‐ 01.24.2018 08.22.2018 Lancaster Pickerington Center Buildings 1 and 2 Roof Replacement 2018 2 ‐ Design $ ‐ $ ‐ $ ‐ 01.24.2018 08.24.2018 Bennett Hall Cooling Tower Structural Repair 2 ‐ Design X $ 99,000 $ 99,000 $ 10,275 04.03.2017 08.31.2018 Walter Hall Coil Conversion 2 ‐ Design X $ 300,985 $ 300,985 $ 25,303 08.17.2017 08.31.2018 Residential Housing Fire Panel Replacement 2 ‐ Design X $ 400,000 $ 400,000 $ 8,000 02.02.2018 09.03.2018 ADA Interior Signage Upgrades‐Various Buildings 2 ‐ Design X $ 2,473 $ 2,473 $ ‐ 01.24.2018 09.06.2018 Child Development Center Shed Door Repair and Termite Removal 2 ‐ Design X $ 18,620 $ 18,620 $ ‐ 05.04.2018 09.12.2018 Brasee Hall HVAC Improvements 2 ‐ Design $ 10,000 $ 10,000 $ ‐ 01.24.2018 09.21.2018 Glidden Concrete Work 2 ‐ Design X $ 105,000 $ 105,000 $ ‐ 11.13.2017 09.21.2018 Clippinger 301 Electrical Outlets 2 ‐ Design X $ 10,347 $ 10,347 $ ‐ 01.24.2018 10.01.2018 Treudley 040 West Green Grounds Garage Secondary Egress Pathway Installation 2018 2 ‐ Design X $ 23,954 $ 23,954 $ ‐ 03.30.2018 11.13.2018 Innovation Center Roof 2 ‐ Design $ 900,000 $ 900,000 $ ‐ 01.24.2018 11.19.2018 Bob Wren Infield Artificial Turf 2 ‐ Design X X $ 600,000 $ 600,000 $ 2,637 01.17.2018 11.20.2018 Hwa Wei Lee Roof/Exterior Upgrade 2 ‐ Design X $ 1,100,000 $ 1,100,000 $ 3,465 01.24.2018 11.26.2018 Grover Center W320 Faculty Office Conversion 2 ‐ Design X $ 115,010 $ 115,010 $ ‐ 03.30.2018 12.03.2018 Grover Center W115 Renovation 2 ‐ Design X $ 73,283 $ 88,283 $ ‐ 07.07.2017 12.11.2018 Ridges Building 7 Exterior Wall Stabilization 2018 2 ‐ Design X $ 20,000 $ 20,000 $ 5,650 01.24.2018 12.17.2018 Brasee Hall Exterior Repairs 2 ‐ Design X $ 610,000 $ 610,000 $ ‐ 07.26.2017 01.08.2019 Athens Campus IT Closets Fiber Cable Installation 2018 2 ‐ Design $ 450,000 $ 450,000 $ ‐ 01.24.2018 01.15.2019 EIP ‐ Campus Electric Load Balancing Circuit 2 ‐ Design X $ 300,000 $ 300,000 $ 1,500 03.19.2018 01.16.2019 Washington Water/Bathroom Upgrades 2 ‐ Design X$ 5,700,000 $ 5,700,000 $ 191,379 03.06.2017 02.12.2019 Lausche Switchyard Storm Sewer Remediation 2 ‐ Design X X $ 996,000 $ 996,000 $ 108,106 09.01.2017 02.14.2019 Alden Library 7th Floor Student Study Space 2 ‐ Design X $ 86,375 $ 86,375 $ ‐ 07.07.2017 03.21.2019 Bush Airport Taxiway Rehabilitation 2 ‐ Design X $ 204,000 $ 204,000 $ 121,259 01.24.2018 04.30.2019 OUS Hanging Rock CDC Sanitary Sewer 2 ‐ Design XX $ 98,000 $ 465,000 $ 51,700 08.10.2016 06.25.2019 Gamertsfelder Bathroom Upgrades 2 ‐ Design X$ 2,000,000 $ 2,000,000 $ 81,188 07.11.2017 08.09.2019 Richland Avenue Pedestrian Crossing Sidewalk Realignment 2 ‐ Design X $ 311,000 $ 311,000 $ ‐ 04.25.2018 08.11.2019 Perkins Hall Lobby Renovation 2018 2 ‐ Design $ 800,000 $ 800,000 $ ‐ 02.12.2018 08.16.2019 HCOM Utilities Phase I ‐ EIP/HCOM 2 ‐ Design X X $ 935,000 $ 4,370,000 $ 215,097 07.18.2017 11.18.2019 OUC Academic Success Center Stevenson Renovation 2 ‐ Design X$ 2,935,095 $ 2,935,095 $ 45,042 01.12.2018 12.02.2019
June 21, 2018 Page 2 of 5 Ohio University Capital Projects Status Update
Funding Sources Budget Schedule
g n g i n c i n k d a y n n n t t a g u i i s s F Project Name Current Phase F B n Expenditures r e i l k e u d d l a v n t n i q n a e u t n a n o i F e B R B U p l l l g y a m a a t a n r C i n r n r u r r t d t e a e t e n n n p t t a e e x t e n u I C F C E S D Original Current Start Date Finish Date Chilled Water Plant 3 ‐ Utility Distribution 2 ‐ Design X X $ 14,100,000 $ 14,100,000 $ 514,891 08.07.2017 01.21.2020 Bromley Infrastructure Improvements 2 ‐ Design X$ 7,500,000 $ 7,500,000 $ 23,684 02.08.2017 03.27.2020 New Chemistry Building 2 ‐ Design X X $ 42,600,000 $ 42,600,000 $ 2,332,600 07.05.2016 05.27.2020 Chilled Water Plant 3 ‐ Plant 2 ‐ Design X X $ 12,100,000 $ 12,100,000 $ 513,119 08.14.2017 07.02.2020 HCOM Phase I Academic Replacement Space 2 ‐ Design X X$ 65,000,000 $ 65,000,000 $ 179,556 02.09.2017 11.20.2020 Bird Arena Netting Replacement 3 ‐ Construction X $ 12,500 $ 12,500 $ ‐ 01.29.2018 05.08.2018 McCracken Surveillance Camera Installation 2018 3 ‐ Construction X $ 7,685 $ 7,685 $ ‐ 01.24.2018 05.10.2018 ADA Building Entrance Upgrades‐Various Buildings 3 ‐ Construction X $ 100,000 $ 100,000 $ 15,430 03.13.2017 05.21.2018 Chubb 115B Renovation 3 ‐ Construction X $ 8,813 $ 8,813 $ ‐ 11.06.2017 05.25.2018 Elson Hall Cooling Tower Replacement 3 ‐ Construction $ 30,000 $ 30,000 $ ‐ 03.21.2018 05.31.2018 Emeriti Park Kiosk 3 ‐ Construction X $ 59,000 $ 59,000 $ 18,666 01.11.2018 06.01.2018 EIP ‐ Permanent Campus Boilers 3 ‐ Construction X X $ 17,500,000 $ 17,500,000 $ 11,588,988 07.04.2016 06.06.2018 Peden Carin Center Renovation 3 ‐ Construction X $ 250,000 $ 250,000 $ 16,520 07.26.2017 06.15.2018 Schoonover Center Lobby Podcast Studio Addition 2018 3 ‐ Construction X $ 27,225 $ 27,225 $ ‐ 02.26.2018 06.19.2018 Stocker 264 Renovation 3 ‐ Construction X X $ 97,861 $ 97,861 $ ‐ 01.24.2018 06.21.2018 West Green CW Pump System Repairs 3 ‐ Construction X $ 1,000,000 $ 1,000,000 $ 87,927 11.21.2016 06.26.2018 Lausche Chilled Water Pumping Dianostic Maintenance & Repair 3 ‐ Construction X X $ 175,000 $ 175,000 $ 151,600 01.24.2018 06.28.2018 Glidden 400 Recital Hall HVAC 3 ‐ Construction XX X $ 481,684 $ 481,684 $ 338,689 02.01.2016 06.29.2018 OUZ Herrold Rehab Nursing 3 ‐ Construction X $ 2,000,000 $ 2,000,000 $ 516,804 12.05.2016 07.12.2018 Bush Airport Obstruction Removal 3 ‐ Construction $ 365,379 $ 365,379 $ 27,449 03.15.2017 07.13.2018 Lancaster Campus Brasee 2nd and 4th Floor Corridor Carpet Replacement 2018 3 ‐ Construction X $ 52,000 $ 52,000 $ ‐ 01.24.2018 07.17.2018 Alden Main Equipment Room UPS Units 3 ‐ Construction X $ 32,367 $ 32,367 $ ‐ 01.24.2018 07.18.2018 Eastern Campus Shannon Hall Electrical Upgrade 2018 3 ‐ Construction X $ 117,000 $ 117,000 $ 1,403 04.05.2018 07.23.2018 Lot 20 Retaining Wall Repair 3 ‐ Construction X X $ 191,000 $ 191,000 $ 42,801 08.17.2017 07.23.2018 RTEC Roof Replacement 3 ‐ Construction X X $ 465,000 $ 465,000 $ 44,681 01.24.2018 07.23.2018 Voigt Hall Column Repair 3 ‐ Construction X $ 250,500 $ 250,500 $ 25,536 08.17.2017 07.24.2018 Chubb Hall East Entry Stairs Replacement 3 ‐ Construction X $ 205,000 $ 205,000 $ 19,285 08.10.2017 07.25.2018 Convocation Center Videoboard Installation 3 ‐ Construction X X X$ 1,979,705 $ 1,979,705 $ 146,512 07.06.2017 07.25.2018 OUL Brasee Gallery/Faculty Offices 3 ‐ Construction X X $ 111,299 $ 111,299 $ 15,354 01.24.2018 07.25.2018 ADA Plumbing Fixture/RR Upgrades‐Various Buildings 3 ‐ Construction X $ 100,000 $ 100,000 $ 20,651 01.31.2017 07.26.2018 Cutler High Voltage Upgrade 3 ‐ Construction X $ 33,140 $ 350,000 $ 24,330 06.30.2017 07.31.2018 Aquatic Center Sun Deck Roof Replacement 3 ‐ Construction XX $ 195,000 $ 195,000 $ 162,122 08.11.2016 08.01.2018 Bryan Hall Restroom Upgrades 2018 3 ‐ Construction X$ 2,452,500 $ 2,452,500 $ 186,483 04.13.2017 08.03.2018 East Green Building Based Domestic Hot Water 3 ‐ Construction X$ 1,700,000 $ 1,700,000 $ 151,596 02.08.2018 08.03.2018 James Hall Masonry Repairs 3 ‐ Construction X$ 1,000,000 $ 1,000,000 $ 58,661 08.17.2017 08.03.2018 Pickering Bathroom Upgrades 3 ‐ Construction X$ 1,100,000 $ 1,100,000 $ 67,536 07.12.2017 08.03.2018 Shively Dining Hall Refresh 3 ‐ Construction X$ 1,835,000 $ 1,835,000 $ 47,776 06.19.2017 08.03.2018 Adams Hall Waterproofing 3 ‐ Construction X $ 500,000 $ 500,000 $ 38,416 04.28.2017 08.06.2018 HRL RD Apartment Renovations (Crawford) 3 ‐ Construction X $ 90,000 $ 90,000 $ 1,812 01.11.2018 08.06.2018 WOUC Spectrum Conversion 3 ‐ Construction X X$ 2,959,400 $ 300,000 $ 7,560 10.02.2017 08.10.2018 Copeland Hall Elevator Upgrade 3 ‐ Construction X $ 44,969 $ 44,969 $ ‐ 01.24.2018 08.19.2018 Campus Steam System Repairs 2018 3 ‐ Construction X $ 1,500,000 $ 1,500,000 $ 166,184 05.01.2017 08.22.2018 Special Studies 3 ‐ Construction X $ 134,910 $ 130,190 $ 15,280 11.12.2017 08.22.2018 Southern Campus Ironton Parking and Site Lighting Upgrades 2018 3 ‐ Construction $ 57,100 $ 57,100 $ ‐ 04.05.2018 08.24.2018 C‐Suite (Student Innovation Hub) 3 ‐ Construction X XX $ 776,445 $ 776,445 $ 25,462 07.06.2017 08.27.2018 Sook Academic Center 3 ‐ Construction X XX X$ 7,097,650 $ 7,097,650 $ 2,561,473 06.07.2016 08.27.2018 Copeland Hall Lobby Public Space Upgrade 3 ‐ Construction X $ 21,268 $ 21,268 $ ‐ 09.25.2017 08.28.2018
June 21, 2018 Page 3 of 5 Ohio University Capital Projects Status Update
Funding Sources Budget Schedule
g n g i n c i n k d a y n n n t t a g u i i s s F Project Name Current Phase F B n Expenditures r e i l k e u d d l a v n t n i q n a e u t n a n o i F e B R B U p l l l g y a m a a t a n r C i n r n r u r r t d t e a e t e n n n p t t a e e x t e n u I C F C E S D Original Current Start Date Finish Date Innovation Center Clean Rooms 211 & 215 3 ‐ Construction X $ 19,168 $ 19,168 $ 11,551 01.01.2016 08.30.2018 Glidden Hall Compressor Replacement 2018 3 ‐ Construction X $ 175,000 $ 175,000 $ 2,030 02.01.2018 09.20.2018 Athena Theater Backstage Renovation 3 ‐ Construction XX X $ 192,838 $ 205,838 $ 14,014 10.03.2017 09.25.2018 Ellis Hall Renovation 3 ‐ Construction X X X $ 13,000,000 $ 13,000,000 $ 3,598,700 09.12.2016 10.22.2018 Botanical Research Greenhouse Upgrade 3 ‐ Construction X $ 401,940 $ 401,940 $ 39,130 11.21.2017 10.26.2018 Tiffin and Perkins Hall Roof Rehabilitation 3 ‐ Construction X$ 2,800,000 $ 2,800,000 $ 182,179 07.17.2017 10.31.2018 Fire Panel Replacements Phase I 3 ‐ Construction X $ 400,000 $ 400,000 $ 78,814 01.01.2016 01.01.2019 Johnson Hall Scrape and Paint Ceiling 3 ‐ Construction X $ 61,373 $ 61,373 $ ‐ 05.07.2018 01.17.2019 OUS Energy Efficiency Phase II 3 ‐ Construction XX $ 237,483 $ 918,689 $ 186,914 05.12.2017 02.21.2019 WOUB Spectrum Conversion 3 ‐ Construction $ 1,801,275 $ ‐ $ ‐ 01.24.2018 09.19.2019 EIP ‐ Fuel Farm Replacement 4 ‐ Closeout X $ 1,300,000 $ 1,300,000 $ 1,253,959 06.12.2015 09.23.2016 Sanitary/Storm Water Pump Replacement 4 ‐ Closeout X $ 225,000 $ 225,000 $ 206,091 05.10.2016 12.09.2016 McCracken Hall Renovation & Expansion 4 ‐ Closeout X X$ 32,798,000 $ 32,798,000 $ 31,815,935 11.11.2014 12.15.2016 EIP ‐ Utility Master Plan 4 ‐ Closeout X X $ 1,100,000 $ 1,100,000 $ 1,089,153 11.03.2014 02.01.2017 Shively Hall Dining HVAC Upgrades 4 ‐ Closeout X $ 200,000 $ 200,000 $ 182,676 12.12.2016 06.09.2017 Richland Bridge Steam System Access 4 ‐ Closeout X $ 120,000 $ 120,000 $ 104,342 03.02.2016 06.13.2017 OUSP Site Upgrade Walking Path 4 ‐ Closeout XXX $ 446,088 $ 446,088 $ 408,112 07.15.2014 06.20.2017 Peden Speaker Replacement 4 ‐ Closeout X X $ 315,500 $ 315,500 $ 288,859 04.03.2017 06.26.2017 Scott Quad/Botanical Research Standby Generator Replacement 4 ‐ Closeout X $ 400,000 $ 400,000 $ 381,981 10.01.2015 06.29.2017 Jefferson Hall Renovations 4 ‐ Closeout X X$ 38,440,318 $ 38,440,318 $ 36,545,010 02.24.2015 08.07.2017 Ryors Hall Rec Room Conversion 4 ‐ Closeout X $ 90,000 $ 90,000 $ 48,454 01.05.2017 08.11.2017 Tiffin Hall Bathroom Upgrades 4 ‐ Closeout X$ 2,192,000 $ 2,192,000 $ 1,773,816 08.21.2016 08.11.2017 Ping Center Settlement 4 ‐ Closeout X $ 1,399,935 $ 1,399,935 $ 222,749 03.07.2016 08.18.2017 Ping Center Chilled Water Connection 4 ‐ Closeout X $ 1,400,000 $ 1,400,000 $ 922,021 07.06.2015 09.06.2017 Residential Housing Evacuation Signage 4 ‐ Closeout X $ 58,700 $ 58,700 $ 38,282 01.24.2017 09.08.2017 Mill Street Round Park Reclaim 4 ‐ Closeout X $ 71,168 $ 71,168 $ 58,177 06.01.2017 09.11.2017 4 University Terrace Upgrades 4 ‐ Closeout X $ 430,000 $ 430,000 $ 265,315 01.25.2017 09.12.2017 Seigfred Hall Roof/Window Replacement 4 ‐ Closeout X X $ 3,800,000 $ 3,800,000 $ 3,328,029 01.04.2016 09.15.2017 Lausche Perimeter Fence 4 ‐ Closeout X $ 98,500 $ 98,500 $ 28,033 04.05.2017 09.19.2017 Shannon Hall HVAC Improvements 4 ‐ Closeout X $ 394,110 $ 394,110 $ 329,239 04.10.2017 09.21.2017 Peden Stadium Scoreboard Replacement 4 ‐ Closeout X X X $ 575,000 $ 575,000 $ 75,887 11.23.2016 10.01.2017 Glidden 1st Floor Hallway Ramp Carpet 4 ‐ Closeout X $ 3,193 $ 3,193 $ 223 08.29.2017 10.24.2017 OUL Herrold Hall Roof 4 ‐ Closeout X $ 305,800 $ 305,800 $ 232,602 06.12.2017 10.30.2017 Porter Hall Masonry Stabilization 4 ‐ Closeout X X $ 350,035 $ 350,035 $ 250,156 12.05.2016 11.15.2017 Front Four Transformer Replacement 4 ‐ Closeout X$ 1,600,000 $ 1,600,000 $ 937,957 10.03.2016 01.11.2018 Copeland Hall Roof Replacement 4 ‐ Closeout X X $ 1,087,200 $ 1,087,200 $ 74,046 01.02.2017 01.16.2018 Morton Hall 423 & 415 Carpet Replacement 4 ‐ Closeout X $ 34,666 $ 34,666 $ 3,767 07.07.2017 02.09.2018 EIP ‐ Temporary Campus Boilers 4 ‐ Closeout X X $ 3,900,000 $ 3,900,000 $ 3,826,430 01.24.2018 02.15.2018 Bromley Hall Emergency Doors 4 ‐ Closeout X $ 18,900 $ 18,900 $ 1,373 05.11.2017 02.21.2018 HPEC Parking Improvements 4 ‐ Closeout XX $ 354,900 $ 354,900 $ 339,374 08.02.2017 02.26.2018 OUS Safety Security System Improvements 4 ‐ Closeout X $ 194,000 $ 194,000 $ 181,980 07.21.2017 02.28.2018 Ping Control Desk Gate Removal 4 ‐ Closeout $ 3,032 $ 3,032 $ 2,676 02.01.2018 03.19.2018 Baker Atrium Restroom Signage 2018 4 ‐ Closeout $ 692 $ 692 $ 642 01.24.2018 03.29.2018 Alden Library 1st Floor OU Press 4 ‐ Closeout X $ 86,520 $ 86,520 $ 14,294 02.21.2018 04.01.2018 Campus Heat Exchanger Replacement 4 ‐ Closeout X $ 193,875 $ 193,875 $ 114,432 12.21.2017 04.02.2018 Ping Center Cardio/Weight Room Electrical Upgrades 4 ‐ Closeout X $ 48,700 $ 48,700 $ 39,500 07.26.2017 04.05.2018 Nelson Kitchen Drain Repairs 4 ‐ Closeout X $ ‐ $ ‐ $ ‐ 01.24.2018 04.15.2018
June 21, 2018 Page 4 of 5 Ohio University Capital Projects Status Update
Funding Sources Budget Schedule
g n g i n c i n k d a y n n n t t a g u i i s s F Project Name Current Phase F B n Expenditures r e i l k e u d d l a v n t n i q n a e u t n a n o i F e B R B U p l l l g y a m a a t a n r C i n r n r u r r t d t e a e t e n n n p t t a e e x t e n u I C F C E S D Original Current Start Date Finish Date Grover W313 Update 4 ‐ Closeout X $ 12,160 $ 13,651 $ 11,606 01.24.2018 04.16.2018 Athens Campus Utility Metering 4 ‐ Closeout X X $ 1,800,000 $ 1,800,000 $ 1,175,791 10.19.2015 04.17.2018 Aquatic Center Roof Repair 2018 4 ‐ Closeout X $ 48,000 $ 48,000 $ 36,980 02.02.2018 04.22.2018 CSC Roof Repair 4 ‐ Closeout X $ 60,000 $ 60,000 $ 21,227 10.11.2017 04.26.2018 EIP ‐ Boiler Permit Consultant 4 ‐ Closeout X X $ 400,000 $ 400,000 $ 233,372 01.24.2018 04.27.2018 Aquatic Center Starting Blocks 4 ‐ Closeout X X $ 42,000 $ 42,000 $ 3,200 06.01.2017 04.30.2018 Ridges #37 Printing Services Voltage Upgrade 4 ‐ Closeout X $ 1,874 $ 2,184 $ 2,184 01.24.2018 04.30.2018 Bryan Hall/Ping Center Exterior Lighting Installation 4 ‐ Closeout X $ 87,390 $ 87,390 $ 3,810 10.02.2017 05.07.2018 Morton Hall 320 Conference Room 4 ‐ Closeout X $ 12,030 $ 12,030 $ ‐ 01.24.2018 05.14.2018 OUL Brasee Hall Gym Roof Renovation 4 ‐ Closeout X $ 422,498 $ 422,498 $ 316,228 07.25.2017 05.17.2018 Life Sciences Lighting Control 4 ‐ Closeout X $ 10,100 $ 10,100 $ 4,815 01.27.2016 05.30.2018 MacKinnon AHU Upgrade 4 ‐ Closeout X $ 305,000 $ 305,000 $ 237,962 11.01.2016 05.30.2018 Old Heating Plant Parapet Wall 4 ‐ Closeout X $ 58,800 $ 58,800 $ 6,612 10.25.2017 05.30.2018 OUC Bennett Hall Electrical 4 ‐ Closeout X $ 827,808 $ 827,808 $ 550,918 01.01.2016 05.30.2018 Glidden Hall Mural Prep 4 ‐ Closeout X $ 14,679 $ 14,679 $ 437 02.21.2018 06.01.2018 RTV Theater Counterweight Replacement 4 ‐ Closeout X $ 170,000 $ 170,000 $ 7,969 01.08.2018 06.15.2018 Alden Library Renovation Phase I 5 ‐ Occupancy X X X X$ 2,590,000 $ 2,590,000 $ 2,439,915 07.06.2017 08.16.2017 Porter Hall Classroom Renovation 5 ‐ Occupancy X $ 500,000 $ 500,000 $ 435,971 11.20.2017 08.21.2017 Walter Hall Classroom Improvements 5 ‐ Occupancy X $ 600,000 $ 600,000 $ 279,276 12.01.2016 09.12.2017 HCOM Dublin ‐ MEB2 Room 100 Renovation Build‐Out 5 ‐ Occupancy X X $ 650,000 $ 650,000 $ 526,783 05.18.2016 04.26.2018
June 21, 2018 Page 5 of 5 Ohio University Planning Study Status Report
Project Name Current Status Projected Completion Date Resources
Park Place Corridor Strategy Completed May 2018 Consultant Internal with consultant for Small House Planning Strategy Active Summer 2018 booklet compilation Parking Master Plan Active December 2018 Consultant Administrative Relocation Strategy (incl Moving/Mail relocation) Active 2018 Internal ADA Transition Plan Phase I Active Summer 2019 Consultant College of Fine Arts Prioritization Study Active Summer 2018 Consultant Facilities Management Space Relocations Active Complete Pending June Board Approval Internal HCOM Space Planning‐Existing Facilities & Phase II Planning Active Summer 2018 Internal Athletics and Recreation Deferred and Long‐Term Plan Active Summer 2018 Internal Ridges Planning Studies Emerging Ongoing Internal OUS Student Resources Commons Prioritization Study Emerging TBD Consultant Grounds Maintenance Space Study Emerging Fall 2018 Internal ADA Transition Plan Phase II On Hold TBD Consultant Alden Library Space Study On Hold TBD Consultant Learning Spaces Master Plan On Hold TBD Consultant Housing Development Plan (advisory to Housing team) On Hold Spring 2018 Consultant College of Business Space Study Future 2018 Consultant Campus Lighting Study Future TBD Internal Baker University Center Space Study Future TBD Internal University Libraries‐Preservation Office Relocation Study Future TBD Internal Wayfinding and Signage Programming Future Fall 2018 Consultant Roadway Planning Future Summer 2019 Internal
June 4, 2018 University Planning
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Deborah J. Shaffer, Vice President Finance & Administration, CFO and Treasurer Robin R. Schaffer, Director, Treasury Management
Re: Treasury & Debt Update
Debt Capacity and Affordability:
Attached you will find an updated Debt Capacity and Affordability presentation prepared by our Treasury team (OU Treasury Management and Prager & Co., LLC).
The highlights from this presentation are as follows: • The University’s ratings were affirmed in April 2018 by S&P (A+/stable) and in January 2017 by Moody’s (Aa3/stable). • The University has debt capacity of $50-100 million over the next five years at the Aa3 rating level based on the quantitative analysis, peer comparison and review of the rating agencies’ evaluation of the University’s credit. • At the A1 rating level, the University’s debt capacity may be up to $150-200 million with an estimated 10-15 basis point increase in interest rates for new debt at the A1 level. • A 10-15 basis point increase in interest rates amounts to $100,000 to $150,000 in additional interest cost annually per $100 million of new debt issuance. There is no impact on the University’s existing debt. • The FY19-FY24 Six Year CIP presented at the June 2017 meeting and the FY19 CIP Update presented at the June 2018 meeting includes planned debt issuances of $200M through fiscal year 2024. • An additional category of reserves has been added entitled “debt contingency” to ensure that the university is reserving appropriate amounts to fund bullet maturity debt. • Modeling cashflows to support the FY19-24 CIP, along with current operating performance forecasts which include utilization of reserves, the university will not maintain adequate reserves (even with additional debt issuance); consequently, management is prioritizing projects, evaluating project time periods, and considering additional strategies to reduce future use of reserves for operations/bridging. • We have begun to factor in the use of operating unit reserves which negatively impacts the capitalization of the Internal Bank and future debt capacity/bond ratings. • SB6 Ratings remain at healthy levels throughout the analysis period based on current financial performance assumptions.
Treasury and Debt Advisory Committee: The Treasury and Debt Advisory Committee (“TDAC”) met on May 25, 2018. The meeting presentation is attached. The Committee recommends approval of the following resolution that will be presented at the June 2018 meeting: APPROVAL FOR FY19 USES OF ANNUAL CENTURY BOND FUNDING AND THE USE OF ANNUAL CENTURY BOND ALLOCATIONS TO FUND OPERATING INVESTMENT IN DEFERRED AND PREVENTIVE MAINTENANCE. OHIO UNIVERSITY
Debt Capacity and Affordability Analysis
June 22, 2018
PAGE 0 OHIO UNIVERSITY Executive Summary Ohio University (“OHIO” or the “University”) performs an annual review of its debt capacity to evaluate the University’s financial profile and how it may be impacted by implementation of its Capital Improvement Plan (CIP).
. Debt capacity is a limited resource, and the University will need to balance the needs of its individual schools with the strategic mission of the institution.
. As the capital planning process continues, it is important to consider how debt capacity and affordability affects the ability for the University to make important, strategic investments as well as maintain existing facilities.
. From a strategic perspective, it is also important to recognize that there is a cost to not investing in facilities to support institutional priorities.
. Debt capacity and affordability can be measured quantitatively by comparing key metrics to rating agency statistics for a given rating category and determining the resulting amount of debt that can be incurred.
. While this approach provides a quantitative assessment of the University’s debt capacity and affordability, the debt portfolio is one of a number of factors that drive the University’s credit rating.
PAGE 1 OHIO UNIVERSITY Executive Summary (continued) Since the last debt capacity and affordability update in June 2017, there are a number of changes in assumptions related to the CIP that will inform the analysis herein.
. Update to Capital Improvement Plan Spend: The University continues to update its capital improvement plan based on project priorities and feasibility.
— The FY19 to FY24 six year CIP was approved in June 2017. The FY19 annual CIP update will be presented to the Board for approval in June 2018.
— In comparison to the FY19 to FY24 CIP, the FY19 CIP capital expenditure spend forecasts for FY18 and FY19 are much lower as certain projects were delayed, postponed or put on hold, slowing the pace of capital spending.
. Future Operating Projections: The University expects to see a decline in operating performance over the next five years as we invest in revenue growth, adjust our expenses, and bridge operating results with reserves . This will impact working capital balances and may result in a need to examine project priorities within the CIP.
. Debt Issuance Timing: As the University slows down CIP spending, the timing of additional debt issuance will change. We now project the next tranche of debt will occur in Spring 2020.
— The University established a $50 million line of credit dedicated exclusively to the financing of capital facilities in December 2017. This will act as bridge financing as OHIO manages cash constraints related to funding the CIP.
PAGE 2 OHIO UNIVERSITY Executive Summary (continued) Debt capacity may change over time depending on OHIO’s financial performance, state funding dynamics, repayment of outstanding debt and general trends in the financial performance of similarly rated institutions.
. A key aspect of debt capacity and affordability is the growth assumptions of the University in future years. Any change in these assumptions will have a major impact on OHIO’s debt capacity and affordability.
. From a balance sheet perspective the University has debt capacity due to expectation of increasing financial resources and paydown of debt; however, affordability may be challenged over the next five years if reserves are consumed for operations.
. Based on the quantitative analysis, peer comparison and review of the rating agencies’ evaluation of OHIO’s credit, OHIO has debt capacity of $50-100 million over the next five years at the Aa3 rating level.
. At the A1 rating level, the University’s debt capacity may be up to $150-200 million. We estimate a 10-15 basis point increase in interest rates for new debt at the A1 level.
. A 10-15 basis point increase in interest rates amounts to $100,000 to $150,000 in additional interest cost annually per $100 million of new debt issuance. There is no impact on OHIO’s existing debt.
. It is important to note that the timing of debt issuance (phased in over time versus all at once) will factor into the overall rating analysis.
PAGE 3 OHIO UNIVERSITY Debt Capacity and Affordability: The Overall Context The analysis on the following pages will start with a review of OHIO’s historical credit metrics and then project future debt capacity and affordability based on certain assumptions with respect to internal/external factors.
. Debt capacity is a balance sheet concept that refers to the amount of “cushion” provided by the balance sheet relative to debt. This cushion enables an institution to absorb variability of cash flows.
. Debt affordability refers to an institution’s ability to absorb the all in cost of debt into its operating budget. This includes the ongoing operating and maintenance cost of financed facilities.
. Debt affordability and debt capacity can increase or decrease over time, depending on both internal and external factors.
Management and Debt and Other Market Position Operations Financial Reserves External Factors Governance Liabilities
. Depth, expertise, . Ability to compete . Projections for key . Existing level of . Existing debt levels . Federal and state and stability of for students, revenue and financial reserves regulatory . Other liabilities administrative research awards, expense drivers environment . Liquidity of which affect ability team/staff faculty and staff, . Ability to generate reserves to absorb new . State funding and philanthropic . Structure of Board: a balanced budget, debt environment funds . Capacity to grow oversight and including funds for reserves through . Structure of debt . General economic philanthropy strategic investment and other conditions reinvestment . Strategic planning returns, liabilities, including and prioritization operations, covenants philanthropy . Role of the State . Policies and procedures
PAGE 4 OHIO UNIVERSITY Market Position Trends in student market demand will help gauge the ability for OHIO to grow its enrollment base while continuing to maintain selectivity for admissions.
. While the University maintained FTE enrollment for all campuses and degree programs at close to 30,000 over the past five years, it declined by approximately 500 in 2017. Net tuition per student consistently increased over that time frame.
. The University’s selectivity rate has been stable over the past five years and is in line with rating medians. Matriculation declined in 2017 by 7.1 percentage points.
FTE Enrollment vs. Net Tuition Per Student Student Demand
35,000 80.0% 73.0% 74.3% 74.4% 74.9% 73.9% 30,853 29,959 30,340 30,683 30,340 30,000 70.0%
60.0% 25,000 50.0% 20,000 40.0% 15,000 11,634 11,496 11,694 11,894 12,095 30.0% 28.0% 28.2% 28.3% 27.9% 10,000 20.8% 20.0% 5,000 10.0%
- 0.0% 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 FTE Enrollment Net Tuition Per Student Acceptance Rate Matriculation Rate Aa3 Median - FTE Enrollment Aa3 Median - Net Tuition Per Student Aa3 Median - Acceptance Rate Aa3 Median - Matriculation Rate Public University Median Source: Moody’s Investors Service
PAGE 5 OHIO UNIVERSITY Operations Sound budgeting resulting in healthy annual operating performance is critical to OHIO’s ability to invest in programs and to fund capital projects, either through cash flow or additional debt service.
. Operating cash flow margin, which excludes non-cash Operating Cash Flow Margin depreciation and interest expenses to determine the 16.0% 14.3% 13.1% University’s ability to cover expenses and debt service, 14.0% 12.3% 12.8% has been solid at over 12% four of the past five years. 12.0% 11.0% This metric is Moody’s primary operating performance 10.0% measure. 8.0% . OHIO relies on student charges and state appropriations 6.0% for 61% and 21% of operating revenues, respectively. 4.0% Reliance on student charges is higher than medians 2.0% while reliance on state appropriations are in line with 0.0% medians. 2013 2014 2015 2016 2017 Operating Cash Flow Margin Aa3 Median A1 Median Reliance on Student Charges Reliance on State Appropriations 100.0% 100.0%
80.0% 80.0% 63.7% 62.3% 61.7% 62.6% 61.4% 60.0% 60.0%
40.0% 40.0% 20.8% 21.6% 21.2% 21.4% 20.8% 20.0% 20.0%
0.0% 0.0% 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 Reliance on Student Charges Aa3 Median A1 Median Reliance on State Appropriations Aa3 Median A1 Median
Public University Median Source: Moody’s Investors Service
PAGE 6 OHIO UNIVERSITY Financial Reserves The University’s financial reserves display its ability to strategically reinvest funds while maintaining the ability to cover expenses in the event of a loss on the income statement.
. Adjusted for size of operations, the University’s spendable cash and investments are higher than rating medians.
. OHIO’s spendable cash and investments to debt ratio was lower in FY 2015 to FY 2017 due to the impact of Series 2014 and Series 2017A debt issuance.
Spendable Cash and Investments to Operations Spendable Cash and Investments to Debt
1.00 0.93 0.94 0.92 2.00 1.84 0.90 0.84 1.80
0.80 0.72 1.60 0.70 1.40 1.29 1.15 0.60 1.20 1.16 1.10 0.50 1.00 0.40 0.80 0.30 0.60 0.20 0.40 0.10 0.20 - - 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017
Spendable Cash and Investments to Operations Aa3 Median A1 Median Spendable Cash and Investments to Debt Aa3 Median A1 Median Public University Median Source: Moody’s Investors Service Note: Moody’s began excluding Century Bond proceeds from investments in FY 2017. Prior year ratios have been restated for consistency.
PAGE 7 OHIO UNIVERSITY Debt and Liabilities: Current Debt Portfolio The University and Ohio University Foundation have $610 million in debt outstanding as of June 30, 2018. From FY 2019 to FY 2023 OHIO will pay $64 million in principal which represents 11% of its debt portfolio.
OHIO UNIVERSITY DEBT PORTFOLIO AS OF JUNE 30, 2018 Series Tax Status Coupon Type Outstanding Par Next Call Date Final Maturity Use of Proceeds OHIO UNIVERSITY - GENERAL RECEIPTS DEBT Series 2009 Tax-Exempt Fixed Rate 6,280,000 Non-Callable 12/1/2019 Capital Projects Series 2012 Tax-Exempt Fixed Rate 52,785,000 6/1/2022 12/1/2042 Capital Projects; Refunding (2003/2004) QAQDA - Series 2012A Tax-Exempt Fixed Rate 10,982,859 Non-Callable 12/1/2022 Capital Projects QAQDA - Series 2012B Taxable Fixed Rate 8,500,000 Non-Callable 12/1/2027 Capital Projects Series 2013 Tax-Exempt Fixed Rate 126,255,000 12/1/2022 12/1/2043 Capital Projects; Refunding (2001/2004) Series 2014 Taxable Fixed Rate 250,000,000 Make Whole Call 12/1/2114 Capital Projects Series 2017A Tax-Exempt Fixed Rate 153,665,000 6/1/2027 12/1/2047 Capital Projects; Refunding (2006AB/2008A) OHIO UNIVERSITY NOTES Ohio University Inn (Term Loan) Tax-Exempt Fixed Rate 1,120,400 N/A 6/15/2021 Capital Projects OHIO UNIVERSITY CAPITAL LEASE OBLIGATIONS Capital Leases Tax-Exempt Fixed Rate 322,924 N/A FY 2021 Capital Projects TOTAL 609,911,183
60
50 $250 40 Million Bullet 30 $, in Millions
20
10
0 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2115
Principal Interest
PAGE 8 OHIO UNIVERSITY Debt and Liabilities: Growth in Long-Term Debt Original Par FY New Series Use of Proceeds ($, in Millions) Issued Money New Money ($9.9 million of Proceeds): To acquire, renovate and furnish the HDL Center. 2008 A/B 15.4 2009 64% Refunding ($5.6 million of Proceeds): Proceeds were used to refund Series 2008 Bond Anticipation Notes. 2009 26.6 2009 100% New Money ($27.9 million of Proceeds: To purchase and implement a new SIS and to upgrade existing information technology network infrastructure. New Money ($50.6 million of Proceeds): To develop an extension campus in Columbus, OH, including the expansion of the Heritage College of Osetopathic Medicine, for renovations to multiple academic facilities, for infrastructure improvements including chilled water expansion, and for additional upgrades to existing IT network. Refunding ($32.3 million of Proceeds): Proceeds were used to refund portions of the 2003 and 2004 Bonds. The 2003 Bonds were orginally issued to refund 2003 Bond 2012 76.5 2012 61% Anticipation Notes (BANs) and 1993 Bonds. The 2003 BANs were used to construct the University Center, Avonics Engineering Center, a lecture hall and the Pickerington Center. The 1993 Bonds were used to construct the Charles J. Ping Student Recreation Center and refund the 1972, 1977 and 1978 Bonds. The 2004 Bonds were issued to construct the University Center, purchase an aircraft, update two energy systems and construct the Lausche Heating Plant. 2012 A/B 28.6 2013 100% New Money ($28.6 million of Proceeds): To finance the costs of air quality facilities in order to promote purposes of ORC, Chapter 3706. New Money ($123.3 million of Proceeds): To develop an extension campus in Columbus, OH, including the expansion of the Heritage College of Osetopathic Medicine, for renovations to multiple academic buidings, for construction of a new Indoor Multi-Purpose Facility, and to complete the Housing Development Phase I. Refunding ($37.9 million of Proceeds): Proceeds were used to refund the 2001 Bonds and remaining 2004 Bonds. The 2001 Bonds were used to construct an Innovation Center, 2013 145.2 2013 76% construct an HR and training center on West Union Street, acquire the Athena Theater, renovate Peden Stadium, purchase an aircraft, construct a new airport terminal, upgrade infrastructure and renovate or construct multiple academic and housing facilities. The 2004 Bonds were issued to construct the University Center, purchase an aircraft, update two energy systems and construct the Lausche Heating Plant. New Money ($250 million of Proceeds): To pay a portion of the costs of new construction and upgrades of University's capital facilities, including capital expenditures for 2014 250.0 2015 100% deferred maintenance and energy infrastructure projects. New Money ($125.8 million of Proceeds): To pay a portion of the costs of new construction and upgrades to academic buildings, student housing and student dining facilities, including, but not limited to, the McCracken Hall renovation and addition, Grover Center expansion, Alden Library renovation, Clippinger Renovation Phase I, Engineering Research/Consolidation and expansion, Facilities/RMS/Administrative relocation, HCOM Athens, Ellis Hall upgrades, Tanaka Hall, Luchs Hall, Sowle Hall, Carr Hall and Jefferson Hall, Jefferson Dining Hall, Shively Dining Hall, and Nelson Dining Hall. Refunding ($41.2 million of Proceeds): Proceeds were used to current refund remaining 2006A and 2006B Bonds and advance refund a portion of 2008A Bonds. The 2006A 2017A 156.2 2017 75% Bonds were used to advance refund Series 1999 Bonds. The 1999 Bonds were used to modernize the air conditioning system on the Athens Campus, make improvements to recreational facilities, expand a child care center, renovate and expand the Grover Center, support construction on regional campuses, contruct the West State Street Laboratory Facility and renovate The Ridges Conference Center. The 2006B Bonds were used to construct a new residence hall, develop a Student Information System (SIS), provide audio visual equipment for the University Center, update energy control systems and finance the design costs for a new College of Communications Building and Integrated Learning and Research Center. The 2008A Bonds were used to acquire, renovate and furnish the HDL Center and refund Series 2008 Bond Anticipation Notes.
700 Long-Term Debt Outstanding FY17: $156.2 MM 600 FY15: $250.0 MM FY13 TOTAL: $173.8 MM 500 July 2012: $28.6 MM 400 May 2013: $145.2 MM
300 Existing Debt FY09: $26.6 MM FY12: $76.5 MM
$, $, in MIllions 200
100
0 Through 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 (1) All proceeds include cost of issuance and underwriter's discount.
PAGE 9 OHIO UNIVERSITY Debt and Liabilities: Leverage Income statement leverage illustrates the University’s ability to cover debt obligations through operations. Debt Service Coverage . Debt service coverage indicates that the University 6.00 4.95 generates sufficient cash flow to cover debt service 5.00 through operations. 4.00 3.10 . 3.00 2.75 After the Series 2014 and 2017A issuance, OHIO is more 2.31 2.51 leveraged than credit peers 2.00
. As a result, debt to revenue and debt service to 1.00 operations are less favorable than rating medians. - 2013 2014 2015 2016 2017 Debt Service Coverage Aa3 Median A1 Median Debt Service to Operations Debt to Revenues 6.00% 0.90 5.70% 5.69% 0.81 5.08% 0.80 0.76 0.74 5.00% 0.70 3.70% 4.00% 0.60 0.52 0.50 0.48 3.00% 2.66% 0.40 2.00% 0.30 0.20 1.00% 0.10 0.00% 0.00 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 Debt Service to Operations Aa3 Median A1 Median Debt to Revenues Aa3 Median A1 Median
Public University Median Source: Moody’s Investors Service
PAGE 10 OHIO UNIVERSITY External Factors: Rating Agency Views OHIO’s ratings were affirmed in January 2017 by Moody’s (Aa3/stable) and April 2018 by S&P (A+/stable). Moody’s and S&P cited the following strengths and challenges that drive the credit of the University.
Key Strengths . The University has strong total wealth and solid cushion of spendable cash and investments. In addition, the University displays solid operating cash flow margins despite rising pressures to grow revenues and contain expenses. . Sound management that is displayed through a well-developed model for managing the complexity of capital and programmatic growth plans. . What Could Change the Rating Up: The University may see an upgrade if market profile improves through increased geographic and programmatic diversity and the University sees a substantial increase in liquid unrestricted reserves. Key Challenges . The University relies on student charges and state appropriations for 83% of operating revenue, which is considered high especially in light of its heavy reliance on students from Ohio. . There are significant cost pressures at the University including labor costs and debt service. . OHIO has significant deferred maintenance with expected additional debt issuance of $200 million by 2022. . What Could Change the Rating Down: The University may see a downgrade if there is an inability to grow revenue, cash flow, and balance sheet reserves commensurate with planned additional increases in debt. In addition, deterioration of state support, including increased constraints on the University’s ability to grow tuition revenue could lead to a negative rating action. State Impact . The State of Ohio is highly rated at Aa1. Given that the State’s rating is higher than the University’s, the State’s impact on the University’s credit rating will be driven primarily by the level of state support. . The University’s credit rating may be negatively impacted if there is a reduction in state funding or if the State is downgraded below the University’s credit rating.
Source: Moody’s Investors Service and Standard & Poor’s
PAGE 11 OHIO UNIVERSITY Evaluating Future Debt Capacity and Affordability Debt capacity and affordability can be measured quantitatively by comparing key metrics to rating agency statistics for a given rating category and determining the resulting amount of debt that can be incurred.
. In assessing future debt capacity and affordability, we focus on four key debt ratios. Two ratios speak to capacity of the balance sheet and income statement and two reflect debt affordability.
RATIO DEFINITION CALCULATION
Spendable Cash and Reflects ability of an institution to repay its debt from Cash and investments plus funds held in trust plus Investments to Debt unrestricted financial reserves. pledges receivable (restricted), less permanently restricted funds, divided by total debt. Higher is Better
Debt to Revenue Measures debt relative to operating revenue Direct debt divided by operating revenue
CAPACITY METRICS CAPACITY Lower is Better
Debt Service to Operations Measures burden of actual debt service payments Actual annual debt service divided by total operating relative to overall operating budget expenses Lower is Better
Debt Service Coverage Measures actual margin of protection for annual debt Annual operating surplus (deficit) plus interest and service payments from annual operations depreciation expenses plus additional, unusually large Higher is Better non-cash expenses, divided by actual principal and AFFORDABILITY METRICS interest payments
PAGE 12 OHIO UNIVERSITY Assumptions for Debt Capacity and Affordability Analysis We assume that non-debt related credit factors would remain stable in order to isolate the potential impact of leverage on OHIO’s credit profile.
. Our analysis looks at key metrics from FY 2018-2024 based on the assumptions below. The assumptions below are based on budget estimates prepared by the University.
Debt Capacity Assumptions 2018 2019 2020 2021 2022 2023 2024
Cash and Investments – University 8.5% 3.3% 3.3% 3.3% 3.3% 3.3% 3.3%
Cash and Investments – Foundation 6.5% 3.1% 3.1% 3.1% 3.1% 3.1% 3.1%
Operating Revenues -3.5% -2.1% 2.0% 2.0% 1.8% 1.8% 1.8% (Excluding Investment Income and Endowment Distribution(1)) Operating Expenses 0.3% 1.5% 1.3% 2.2% 2.1% 2.1% 2.1% (Excluding Interest(2) and Depreciation)
Depreciation Expense 2.6% 3.0% 6.5% 4.0% 3.0% 3.0% 3.0%
. In reality, improvements or deteriorations in any of the other factors would strengthen or weaken OHIO’s credit profile, resulting in incrementally more or less debt capacity than described in the base case.
. For purposes of this analysis, we have excluded the remaining $200 million of debt in the CIP that has yet to be issued to illustrate the University’s current debt capacity and ability to absorb additional debt.
(1) Investment income and endowment distribution calculated as 5% of previous three years of University cash and investments per Moody’s methodology. (2) Interest Expense based on current debt service schedule.
PAGE 13 OHIO UNIVERSITY Debt Capacity and Affordability: Quantitative Metrics The table below illustrates OHIO’s actual ratios in FY 2016 and 2017 as well as projected ratios in FY 2020, 2022 and 2024 in comparison to the Aa3 median and A1 median for each metric.
. The remaining $200 million of future debt in support of the CIP is not included in the FY 2018, 2020, 2022 or 2024 ratios.
. Debt capacity is assessed based on each individual metric; however actual debt capacity will be a function of all of these metrics in total along with other qualitative factors.
DEBT CAPACITY QUANTITATIVE METRICS
2016 2017 2018 2020 2022 2024 Indicator Actual Projection Balance Sheet Leverage - Spendable Cash and Investments to Debt (Higher is Better) Ohio University 1.10 1.15 1.28 1.43 1.57 1.73 Moderate Capacity Aa3 Median 1.19 1.19 1.19 1.19 1.19 1.19 (Projected Above A1 Median 0.89 0.89 0.89 0.89 0.89 0.89 Median) Income Statement Leverage - Debt to Revenue (Lower is Better) Ohio University 0.74 0.81 0.81 0.77 0.71 0.66 Limited Capacity Aa3 Median 0.53 0.53 0.53 0.53 0.53 0.53 (Projected Above A1 Median 0.59 0.59 0.59 0.59 0.59 0.59 Median) Affordability - Debt Service to Operations (Lower is Better) Ohio University 5.70% 5.69% 5.88% 5.30% 4.59% 4.32% Limited Capacity Aa3 Median 4.16% 4.16% 4.16% 4.16% 4.16% 4.16% (Projected Above A1 Median 4.85% 4.85% 4.85% 4.85% 4.85% 4.85% Median) Coverage - Debt Service Coverage (Higher is Better) Ohio University 2.31 2.51 1.83 1.58 1.69 1.63 No Capacity Aa3 Median 2.86 2.86 2.86 2.86 2.86 2.86 (Projected Below A1 Median 2.32 2.32 2.32 2.32 2.32 2.32 Median)
Public University Median Source: Moody’s Investors Service (1) Assumptions for the projection years included on page 13.
PAGE 14 OHIO UNIVERSITY Ohio University Versus Select Public Universities (Aa3/A1 Ratings) The tables below rank select Moody’s Aa3 and A1-rated public universities based on similar financial and demographic characteristics to OHIO.
. The University’s balance sheet leverage (spendable cash and investments to debt) and income statement leverage (debt to revenue) are less favorable than the peer median due to recent debt issuance.
. The University’s debt service coverage is better than the peer median and debt service to operations is the peer median.
— This displays the relative strength of the University’s operating profile versus peers.
Capacity Metric (Higher is Better) Capacity Metric (Lower is Better) Affordability Metric (Lower is Better) Affordability Metric (Higher is Better)
Spendable Cash and Investments to Debt (x) Debt to Operating Revenues (x) Debt Service to Operations (%) Debt Service Coverage (x)
West Virginia University (Aa3) 1.7 University of Rhode Island (Aa3) 0.4 University of Toledo (A1) 3.1 Wayne State University (Aa3) 4.1
Miami University (Aa3) 1.5 University of Toledo (A1) 0.4 University of Rhode Island (Aa3) 3.5 University of Vermont (Aa3) 3.5
Kent State University (Aa3) 1.3 Wayne State University (Aa3) 0.5 Wayne State University (Aa3) 4.0 Miami University (Aa3) 3.2
University of Vermont (Aa3) 1.3 Kent State University (Aa3) 0.7 University of Vermont (Aa3) 4.1 Ohio University (Aa3) 2.5
University of Toledo (A1) 1.2 West Virginia University (Aa3) 0.7 Ohio University (Aa3) 5.7 University of Rhode Island (Aa3) 2.0
Wayne State University (Aa3) 1.2 Ohio University (Aa3) 0.8 West Virginia University (Aa3) 5.7 University of Akron (A1) 1.9
Ohio University (Aa3) 1.1 University of Vermont (Aa3) 0.8 Kent State University (Aa3) 5.9 University of Cincinnati (Aa3) 1.8
University of Rhode Island (Aa3) 1.0 Miami University (Aa3) 1.0 University of Cincinnati (Aa3) 7.2 Kent State University (Aa3) 1.7
University of Akron (A1) 0.7 University of Akron (A1) 1.0 University of Akron (A1) 8.4 West Virginia University (Aa3) 1.3
University of Cincinnati (Aa3) 0.7 University of Cincinnati (Aa3) 1.0 Miami University (Aa3) 8.8 University of Toledo (A1) 1.1
Aa3 Public University Median: 1.2x Aa3 Public University Median: 0.5x Aa3 Public University Median: 4.2% Aa3 Public University Median: 2.9x
Public University Median Source: Moody’s Investors Service
PAGE 15 OHIO UNIVERSITY Assumptions for Working Capital Cashflow Forecast The University examines its working capital cashflow forecast to gain an understanding of how past year results and future year projections will impact working capital balances.
. This analysis allows OHIO to project the impact of the University’s CIP and use of reserves on cash and investment balances as well as when the optimum time to issue additional debt to fund CIP expenditures will be.
. The cashflow forecast is based on a statistical method that determines seasonality in cash balances and projects forward based on this determination.
. The base assumption is the seasonal operating cash accounts INVESTMENT GROWTH (ANNUAL) FY 2018 to FY 2022 projected through this statistical method. Seasonal Cash Balances Based on Projection . The investments included in working capital and other pools are Non-Seasonal Cash Balances: 0.00% projected based on return assumptions provided in the table on Tier 2: 2.00% the right. Tier 3: 2.61% Tier 4: 5.90% . The Treasury Team layers in certain assumptions as displayed in Debt Contingency (1): 4.53% the table below to project future working capital balances.
WORKING CAPITAL IMPACTS ($ Millions) FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Capital Improvement Plan(2): $11.8 $21.6 $56.9 $98.3 $62.8 Series 2017A Bond Proceeds: $3.1 $7.4 $53.4 - - Draw on Operating Unit Reserves(3): - $10.9 $15.3 $23.9 $27.3 Net Tuition Variance: - $1.3 $1.3 $1.3 $1.3
(1) Debt contingency is for internal management analysis only and is not actually set aside in a separate account. (2) Excludes CIP cash flow impacts related to Series 2017A, Century Bond and State funded projects as well as expenditures paid from Auxiliary current year income. (3) Excludes Auxiliary and Strategic Operating Reserve (SOR) draws. Auxiliary draws accounted for in CIP and SOR draws accounted for in their balances used for cashflow forecast.
PAGE 16 OHIO UNIVERSITY FY19 to FY24 CIP Impact on Working Capital Balances Internal Bank funds and Series 2017A bond proceeds are sufficient to cover projected CIP spend through Spring 2020. The University would then need to liquidate portions of investment pools or issue debt to fund CIP needs.
. Over the past year CIP and 2017A bond proceed spend has slowed, causing working capital balance projections to increase in comparison to the analysis from June 2017.
. As a result, the Treasury Team recommends that the University delay the next tranche of debt issued for CIP funding from Spring 2019 to Spring 2020.
Projected Quarterly Working Capital Balances (Prior to New Debt Issuance) Balance ($ in Millions) 6/30/20 6/30/22 500 Internal Bank $25.1 - 450 63 62 Total Working Capital $212.3 $(4.6) 400 59 55 64 61 62
350 40 57
300 53 13 217 210 194 27 171 146 153 143
250 137 126 101 105 67 52 $, $, in Millions
200 25 8 9 22 10 12 13 15 17 20 22 24 27 25 29 31 37 - 37 37 6 36 7 36 35
150 35 35 34 34 33 34 33 32 100 57 139 137 135 133 131 129 127 126 124 122 120 119 118 117 114 50 110 79 - 57 29 26 9 9 9 9 9 9 9 9 8 8 8 8 8 8 8 8 8 7 7 7 - 7
(50) (14) Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 Sep-21 Dec-21 Mar-22 Jun-22
Series 2017A Bond Proceeds Working Capital Strategic Investment Pool Debt Contingency Pool Operating Reserve Student Investment Pool Total Working Capital (No Draw on Operating Unit Reserves)
(1) Debt contingency is for internal management analysis only and is not actually set aside in a separate account. (2) Excludes CIP cash flow impacts related to Series 2017A, Century Bond and State funded projects as well as expenditures paid from Auxiliary current year income.
PAGE 17 OHIO UNIVERSITY Impact of Series 2020 and Series 2022 on Working Capital Balances The chart below displays a pro forma analysis of the impact of a $125 million issuance in FY 2020 and $75 million in FY 2022 on working capital balances. . Even with the issuance of debt in FY 2020 and FY 2022 to fund a portion of CIP, working capital investments need to be liquidated to pay for CIP and draws on operating unit reserves. . Incremental debt with continued depletion of net assets will likely result in a rating downgrade. . Draw of operating unit reserves is the primary driver of the need to liquidate working capital investments. If no draw on operating unit reserves (red line), no working capital investments outside of Tier 2 require liquidation. . While liquidated herein, debt contingency and strategic investment pools will require replenishment. Projected Quarterly Working Capital Balances (Including FY 2020 and 2022 Issuance) Balance ($ in Millions) 6/30/20 6/30/22 500 Internal Bank $150.1 $55.6 450 63 63
62 62 Total Working Capital $337.3 $204.3
400 59 55 55 64 64 61 61 62 62
350 40 57 57 69 69 300 53 13 13 88 88 31 31 217 217 210 210 194 194 27 27 171 171 50 50 9 9 146 146 153 153 250 143 137 137 126 126 109 109 76 76 101 101 105 105 12 12 67 67 62 62 48 48 $, $, in Millions 36 36 7 7
200 3 8 8 8 8 8 8 8 8 9 9 6 6 3 3 10 10 12 12 13 13 56 56 15 15 17 17 20 20 22 22 - 24 24 27 27 39 39 25 25 29 29 38 38 31 31 38 38 37 37 39 39 11 11 37 37 14 14 37 37 36 36 36 36 35 35
150 35 35 35 34 34 34 34 33 33 34 34 33 33 32 32 100 139 139 147 145 143 141 139 137 135 133 131 129 127 126 124 122 120 119 118 117 114 50 110 9 9 9 9 9 9 9 9 8 8 8 8 8 8 8 8 8 7 7 7 - 7
(50) Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 Sep-21 Dec-21 Mar-22 Jun-22 Series 2022 Bond Proceeds Series 2020 Bond Proceeds Series 2017A Bond Proceeds Working Capital Strategic Investment Pool Debt Contingency Pool Operating Reserve Student Investment Pool Total Working Capital (No Draw on Operating Unit Reserves) (1) Debt contingency is for internal management analysis only and is not actually set aside in a separate account. (2) Excludes CIP cash flow impacts related to Series 2017A, Century Bond and State funded projects as well as expenditures paid from Auxiliary current year income. (3) Analysis assumes Series 2020 reimburses prior CIP expenditures of 37.3 million and Series 2022 reimburses prior CIP expenditures of $19.4 million. Both series assumed to be issued in June of their respective years.
PAGE 18 OHIO UNIVERSITY Projected Fund Balances If the University does not need to liquidate certain pools to pay for CIP and draws on operating unit reserves, the pools below should have the following balances(1).
POOL BALANCE ($ Millions) 6/30/18 6/30/19 6/30/20 6/30/21 6/30/22
Working Capital (2): TBD TBD TBD TBD TBD
Auxiliary Reserves: TBD TBD TBD TBD TBD
Operating Reserve: $118.6 $125.6 $133.0 $140.8 $149.1
Debt Contingency (3): $33.9 $35.5 $37.1 $38.8 $40.5
(1) Based on assumptions on page 16. (2) For the University’s operations. (3) Debt contingency is for internal management analysis only and is not actually set aside in a separate account.
PAGE 19 OHIO UNIVERSITY Capital Improvement Plan Overview The major strategic initiative that will impact the University’s debt capacity and affordability in future years is the Capital Improvement Plan and use of the University’s operating unit reserves. . The CIP plan anticipated $575 million in additional debt to be issued beginning in FY15 as displayed below.
OHIO UNIVERSITY CAPITAL IMPROVEMENT PLAN: DEBT ISSUANCE FY 2015 - FY 2024 Fiscal Year 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Total CIP
Debt Issuance $ 250,000,000 - $ 125,000,000 - - $ 125,000,000 - $ 75,000,000 - - $ 575,000,000
. The first tranche of debt issued under the CIP was the $250 million Series 2014 financing in November 2014.
. The second tranche of debt issued under the CIP was $125 million from the Series 2017A financing in March 2017.
. At this time, the Treasury Team plans to issue the next tranche of debt in Spring 2020 and will use the line of credit dedicated for capital purposes to bridge finance any needs until that time.
. The following scenario will illustrate the impact of the proposed CIP borrowing plan on the University’s financial ratios through FY24.
. This scenario assumes the University issues debt that amortizes on a 30-year level debt service basis with a coupon of 5%.
. As with the base case, pro forma ratios are based on the assumptions on page 13.
PAGE 20 OHIO UNIVERSITY Annual Pro forma Debt While the University’s expected peak in debt outstanding ($750.1 million in FY 2022) would be higher than rating medians, the amount of debt should be considered in the context of the size of operations and financial reserves.
800 750.1 735.3 720.7 702.5 689.3 700 626.6 626.6 610.1 610.1 593.6 593.6 600 569.7 569.7 579.3 568.1 551.8 557.2 551.8 545.7 534.6
500
400 $, in Millions
300
200
100
- 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Scenario 1: No New Debt Scenario 2: Pro forma CIP Aa3 Median A1 Median
Public University Median Source: Moody’s Investors Service
PAGE 21 OHIO UNIVERSITY Debt Capacity and Affordability Metrics
Capacity – Spendable Cash and Inv. to Debt (Higher is Better) Capacity - Debt to Revenue (Lower is Better)
2.00 1.20
1.80 1.7 1.7 1.6 1.00 1.0 1.60 0.9 0.9 1.5 0.9 0.9 1.4 1.40 1.4 1.4 0.8 0.8 0.8 0.8 1.3 1.3 0.8 0.8 0.8 0.8 0.8 1.2 1.2 1.2 1.3 0.80 0.7 0.7 0.7 0.7 1.1 1.1 1.2 1.20 1.2 1.2 0.7 1.1 1.1 0.7 1.00 0.60
0.80 0.40 0.60
0.40 0.20 0.20
0.00 0.00 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Scenario 1: No New Debt Scenario 2: Pro forma CIP Aa3 Median A1 Median Scenario 1: No New Debt Scenario 2: Pro forma CIP Aa3 Median A1 Median
Affordability - Debt Service to Operations (Lower is Better) Affordability - Debt Service Coverage (Higher is Better) 7.00% 3.50 6.3% 5.9% 5.9% 6.1% 5.9% 6.00% 3.00 5.7% 5.7% 5.7% 5.7% 5.7% 5.7% 5.7% 5.7% 2.8 2.8 5.1% 5.1% 5.3% 4.8% 2.5 2.5 5.00% 2.50 2.3 2.3 4.6% 4.5% 4.3% 4.00% 2.00 1.8 1.8 1.7 1.7 1.6 1.6 1.6 1.50 1.4 3.00% 1.3 1.3 1.3 1.3 1.2 1.2
2.00% 1.00
1.00% 0.50
0.00% - 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Scenario 1: No New Debt Scenario 2: Pro forma CIP Aa3 Median A1 Median Scenario 1: No New Debt Scenario 2: Pro forma CIP Aa3 Median A1 Median Public University Median Source: Moody’s Investors Service
PAGE 22 OHIO UNIVERSITY Assumptions for Senate Bill 6 Analysis We used the following assumptions to determine how projected operating performance, balance sheet growth and debt issuance would impact the University’s Senate Bill 6 score.
. Our analysis looks at Senate Bill 6 metrics from FY 2018-2024 based on the assumptions below. The assumptions below are based on budget estimates prepared by the University.
Senate Bill 6 Assumptions 2018 2019 2020 2021 2022 2023 2024
Cash and Investments – University 8.5% 3.3% 3.3% 3.3% 3.3% 3.3% 3.3%
Unrestricted and Restricted Expendable Net Assets 6.6% 0.8% -4.3% 6.0% 4.6% 4.6% 4.6%
Operating Revenues -2.7% -1.0% 1.3% 1.6% 1.1% 1.1% 1.1% (Including Investment Income and Endowment Distribution) Operating Expenses -1.5% 1.6% 1.6% 2.4% 2.2% 2.2% 2.2% (Excluding Interest(1))
(1) Interest Expense based on current debt service schedule.
PAGE 23 OHIO UNIVERSITY Impact of Capital Improvement Plan on Senate Bill 6 Ratios The chart below displays how the 6-Year CIP debt issuance and other assumptions on the prior page will impact the size of the University’s debt portfolio, Senate Bill 6 Viability Score and Senate Bill 6 Composite Score.
Fiscal Outstanding Debt New Principal Outstanding Debt Viability Viability Senate Bill 6 Year Beginning of FY Issuance Payments End of FY Ratio Score Composite Score
2013 229,244 173,810 (49,350) 353,704 101.2% 4.00 4.70
2014 353,704 - (16,019) 337,685 113.9% 4.00 4.70
2015 337,685 250,000 (18,001) 569,684 63.0% 3.00 3.90
2016 569,684 - (17,876) 551,809 58.7% 2.00 3.40
2017 551,809 156,150 (81,353) 626,606 62.0% 3.00 4.40
2018 626,606 - (16,508) 610,098 67.8% 3.00 4.40
2019 610,098 - (16,528) 593,570 70.2% 3.00 4.20
2020 593,570 125,000 (16,105) 702,464 56.7% 2.00 3.90
2021 702,464 - (13,174) 689,290 61.3% 3.00 4.20
2022 689,290 75,000 (14,204) 750,086 58.9% 2.00 3.90
2023 750,086 - (14,804) 735,282 62.8% 3.00 4.00
2024 735,282 - (14,613) 720,669 67.1% 3.00 4.00
(1) Senate Bill 6 Ratios and Composite Score exclude impacts of GASB 68. (2) FY 2013 New Issuance includes Series 2012 OAQDA bonds and Series 2013 bonds (3) Principal Payments: FY 2013 includes refunding of Series 2001 and 2004 Bonds; FY 2017 includes refunding of Series 2006A, 2006B and 2008A Bonds as well as defeasance of Housing For Ohio debt with the sale of Courtyard (4) Viability Ratio = Expendable Net Position DIVIDED BY Plant Debt. The calculation excludes Foundation debt. (5) Viability Score accounts for 30% of Senate Bill 6 Composite Score
PAGE 24 OHIO UNIVERSITY Debt Capacity Considerations and Conclusions . Credit Profile: The University’s Aa3 credit rating is based on its solid levels of financial resources, strong management and consistently positive operating performance. Challenges facing the University include its high reliance on student charges and state appropriations as well as levels of deferred maintenance that will require additional debt funding.
. Peer Comparison: As a result of debt issuance related to strategic investments in the CIP, the University’s debt ratios are less favorable than the rating and peer median for spendable cash and investments to debt and debt to revenue. As the University issues additional debt over the next five years this trend will continue for all debt metrics. To offset this impact the University must continue its solid operating performance over that time frame.
. Quantitative Sensitivity Analysis: The size of the University’s financial resources base along with scheduled repayment of existing debt is a major driver of its debt capacity. From an affordability perspective, the University will need to maintain current operating performance. If operating performance declines, it will negatively impact debt affordability and reduce overall debt capacity.
. Capital Improvement Plan: The CIP as currently constructed with $200 million in additional debt by FY 2022 is likely to pressure the University’s current Aa3 rating. As the University implements the CIP the timing of each tranche of debt will be a major factor in maintaining its current rating level.
. Operating Unit Reserves: As the University utilizes/liquidates Operating Unit reserves, the capitalization of the Internal Bank is impacted. In addition, as operating units use reserves to pay for deficits, debt capacity is negatively impacted.
. Based on these factors at this point in time the Treasury Team estimates that OHIO has the following debt capacity over the next five years assuming there is no offsetting revenue growth as part of the debt issuance.
. Aa3 -Rating Level: $50-100 million of total debt capacity
. A1 -Rating Level: $150-200 million of total debt capacity
PAGE 25 OHIO UNIVERSITY Legal Disclaimers
1. This presentation is not contractual, not a research report nor an offer to buy or sell or a solicitation of an offer to buy or sell any security or interest. Contractual obligations will be created only by formal written agreement. Information regarding pricing, interest rates, and transaction costs is preliminary and indicative only. 2. Except as compelled by applicable law we make no warranty, express or implied of any nature as to any information or technique herein and do not guarantee satisfactory results. In no event may we be liable for any special or consequential damages that may be incurred in using the data provided. Before entering into any transaction, you must independently determine the economic risks, and your institution’s ability to assume the risks. Senior management should be involved in or informed as to this process. 3. We are not lawyers, accountants or tax specialists; you should seek and rely on independent advice as to such matters from properly qualified firms or individuals. 4. This presentation contains “forward-looking statements” (within the meaning of the Securities Act of 1933 and the Securities Exchange Act of 1934, which statements can be identified by the use of terminology such as “may”, “will”, “should”, “expect”, “project”, “estimate”). The assumptions underlying forward looking statements may involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in such statements. For example, inputs concerning pricing, interest rates, and transaction costs are necessarily preliminary and indicative. Long term projections are not predictions of what is going to happen. Their purpose is to develop an analytical construct that will demonstrate to decision makers the potential long term impacts of today’s financial decisions. Inherent risks and uncertainties include, but are not limited to general economic, market or business conditions; the opportunities (or lack thereof) that may be presented to or pursued by you; changes in laws or regulations; and other factors, many of which will be beyond your control.
PAGE 26
V I C E P R ES I D EN T F O R F I N A NC E A ND A D M IN IS T R A T IO N Cutler Hall 205 Athens, Ohio 45701-2979 Phone: 740-593-255644 M E M O R A N D U M
Date: May 23, 2018
To: Treasury and Debt Advisory Committee
From: Deborah J Shaffer, VP, Finance & Administration
Re: May 25, 2018 meeting materials
Enclosed please find the following materials for discussion at the Treasury and Debt Advisory Committee (TDAC) meeting: • Meeting presentation • S&P Report April 30, 2018 • Century Bond dashboard • Excel Internal Bank and Century Bond Bank models
The focus of this meeting is the following: • Action item: Recommend approval for June BOT Resolution - use of annual Century Bond allocation to fund operating investment in painting/masonry deferred and preventive maintenance; • Review Century Bond dashboards; • Review Century Bond Bank and Internal Bank Models; o Discuss timing of payment of investment earnings to OU operating account for debt service; Considerations: . Expected returns for CBLTP versus LTP . Liquidity needs on University o Discuss contingency balance requirement. The materials include 3 different scenarios to review.
We look forward to reviewing this information with you.
Committee: Donny Harrison, Ohio University Foundation Trustee Janelle Coleman, Ohio University Trustee Peggy Viehweger, Ohio University Trustee Deb Shaffer, Vice President Finance and Administration David Stowe, Assistant Professor, Finance
Staff Participation: Candice Casto, Chief Finance & Investment Officer, Foundation Jeffrey Davis, Chief Audit Executive Gregory Robertson, Associate Vice President of Architecture, Design & Construction Robin Schaffer, Director of Treasury Management Stephen Wood, Associate Vice President for Facilities Management & Safety
1 1
Treasury and Debt Advisory Committee
May 25, 2018 2 Updates
Line of Credit: • On November 15, 2017, the $50M line of credit agreement with PNC Bank, NA was executed.
Bond Ratings: • S&P reaffirmed the University’s bond rating (A+/stable) in April 2018. • Moody’s reaffirmed the University’s bond rating (Aa3/stable) in January 2017. • S&P reassesses its rating annually. • Moody’s reassesses its rating prior to each issuance (at a minimum). 3 Century Bond allocation to fund operating investment in painting/masonry deferred and preventive maintenance
Action item: Recommend approval for June BOT Resolution
Estimated Annual Costs: Painters Masonry Total Salary fully loaded for 2 staff * $ 150,000 $ 150,000 $ 300,000 Material and equipment rental* 80,000 115,000 195,000 Total $ 230,000 $ 265,000 $ 495,000
*Estimate only - actual charges will be specific to labor and materials needed for projects.
Principals: • Use a portion of the $10M annual deferred maintenance tranche to hire and pay for 2 painters and 2 masons for deferred and preventive maintenance projects. • Capital projects will be set up in the University’s Grants Management module (Oracle) to track all costs for these projects, inclusive of labor and materials. • Will report to the Committee on the projects prioritized and the respective impact on deferred/preventive maintenance metrics. 4 Century Bond Investment Pool As of March 31, 2018 Asset Allocation Performance Century Bond Investment Pool Century Bond Long-Term Investment Pool1 Fixed Income Actual Return 15% Benchmark Return 14% Planned Return U.S. Equity 9.5% 10% 9.2% 22% 6.6% 6.7% 7.3% 7.3% International Equity 5.5% 5.1% 5.6% 17% 5% Hedge Funds 2% 0% 5% Real Assets Fiscal YTD One-Year Inception-To-Date
1 The expected annual return on the Century Bond Long-Term Portfolio is 5.9%. Private Equity 15% 25% • $97 million of proceeds from the Century Bond were set aside for the Fixed Income for initial 3-4 year program needs and were invested in highly liquid Short-Term Use securities that mirror allowable investments of the University’s tax- exempt debt proceeds. In early May 2016, the unspent short-term proceeds of $77M were invested in Baird Ultra-Short-term and Short- Market Values term Bonds. The unspent proceeds as of 3/31/18 are $40.4M. Century Bond Investment Pool • $150 million of proceeds from the Century Bond (the portion of the $250 Def. proceeds that were designated to be invested in a long-term diversified $225 Maint. strategy under the management of the OUF) are being invested in $200 (Plan) accordance with the approved schedule and asset allocation model. As $175 Unused of March 31, 2015 these proceeds were fully invested. The FY17, FY16 & $150 Proceeds FY15 actual returns were 12.5%, -3.7% and 1.6% respectively. $125 (Plan) $100 Def. • The Internal Loan Pool will been used to fund $31.9M of the $49.6M $75 Maint. external debt service through 6/30/18. The difference of $17.7M has $50 (Actual) been funded by the University’s working capital and includes an earnings $25 Unused $0 short-fall of $10.8M. Prior to FY17, investment earnings were Proceeds inadequate to fund the additional debt service and keep the model 2015 2016 2017 2018 2019 (Actual) balanced. The model is balanced in FY17. The timing to reimburse the University’s working capital with investment earnings will be determined by the Committee. 5 March 31, 2018 Asset Allocation with Investment Policy Targets and Ranges Market Value Long-Term Range Asset Class (in millions) Current Target Min Max Cash $ 8.4 4.8% 0.0% 0.0% - 20.0% Core Fixed Income 12.4 7.1% 9.0% 3.0% - 12.0% Opportunistic Fixed Income 5.0 2.9% 3.0% 0.0% - 8.0% TIPS 4.9 2.8% 5.0% 2.0% - 8.0% Subtotal - Fixed Income $ 30.7 17.6% 17.0% 12.0% - 36.0%
U.S. Large Cap Index 35.6 20.4% 17.0% 8.0% - 30.0% U.S. Small Cap 2.4 1.4% 3.0% 0.0% - 10.0% International Equity - Developed 40.7 23.4% 16.0% 8.0% - 26.0% International Equity - Emerging Markets 17.2 9.9% 4.0% 0.0% - 10.0% Subtotal - Global Equity $ 95.9 55.1% 40.0% 28.0% - 60.0%
Equity Hedge Funds 32.7 18.8% 12.0% 0.0% - 20.0% Fixed Income Hedge Funds - 0.0% 3.0% 0.0% - 8.0% Commodities 8.7 5.0% 4.0% 0.0% - 10.0% Real Estate 1.6 0.9% 4.0% 0.0% - 10.0% Private Equity 4.5 2.6% 20.0% 0.0% - 30.0% Special Opportunities - 0.0% 0.0% 0.0% - 5.0% Subtotal - Alternatives $ 47.5 27.3% 43.0% 22.0% - 65.0%
Subtotal - Long-Term Assets $ 174.1 100.0% 100.0%
Fixed Income for Short-Term Use $ 48.7 (includes $8.3M payable (spend) due to OU operating account)
Total Assets $ 222.8 6 Century Bond $7M Debt Reserve Pool As of March 31, 2018 Asset Allocation Performance Debt Reserve Investment Pool Century Bond Reserve Diversified Portfolio1 Actual Return Fixed Income 15% Benchmark Return 12% 9.6% 9.7% Planned Return U.S. Equity 10% 6.7% 6.7% 6.9% 6.9% 11% 5.2% 4.9% 4.8% International Equity 5% 45% Hedge Funds 0% 18% Real Assets Fiscal YTD One-Year Inception-To-Date Century Bond Reserve Conservative Portfolio1 Private Equity Actual Return 3%4% 7% 6% Conservative Portfolio Benchmark Return 4% Planned Return 2.5% 2% Market Values 0% -0.2%-0.2% 4.3% 4.3% 3.4% 3.4% Debt Reserve Investment Pool -0.9% -2% -1.4% $10 Cons. Fiscal YTD One-Year Inception-To-Date Required minimum balance (Plan) $8 1 The expected annual return on the Diversified Portfolio is 5.9% and the LT Conservative Portfolio is 2.5%. $6 (Plan) Cons. Year 0 Year 1 Year 2 Year 3 Year 4 $4 (Actual) FY15 FY16 FY17 FY18 FY19 Actual 7,042,000 7,074,000 7,202,000 * 7,531,000 $2 LT (Actual) Expected 7,000,000 7,359,000 7,740,000 8,142,000 8,600,000 $0 Required 7,000,000 6,400,000 6,700,000 7,000,000 7,400,000 2015 2016 2017 2018 2019 *Forecasted 6/30/18 7 Century Bond Internal Loans and Spend As of March 31, 2018
Spending By Fiscal Year Cumulative $150 $50 Clippinger Spend Clippinger Spend EIP Spend $40 EIP Spend $100 Def. Maint. Spend $30 Def. Maint. Spend Clippinger Loans Clippinger Loans $20 $50 EIP Loans EIP Loans $10 Def. Maint. Loans Def. Maint. Loans $0 $0 2015 2016 2017 2018 2019 2015 2016 2017 2018 2019
Spend by Fund Fund FY15 FY16 FY17 FY18 (Forecast) Total CB15 2,659,799 2,755,319 2,024,478 1,084,000 8,523,595 CB16 2,085,458 3,308,931 2,828,000 8,222,389 CB17 2,396,232 2,636,000 5,032,232 CB18 872,000 872,000 CBCL 128,189 262,000 390,189 EIP1 7,300,409 9,394,613 5,398,777 5,020,000 27,113,798 EIP2 2,142,963 6,212,958 11,354,000 19,709,921 Total 9,960,208 16,378,352 19,469,565 24,056,000 69,864,124 8 Century Bond Model Assumptions-Pre and Post Implementation 9 Century Bond Model-Post-implementation Delayed Payback Scenario (reviewed and approved by CBAC on 5/17/16) 10 Internal Bank Overview The University maintains a financial model that projects the cashflows of internal loans, external debt service and working capital related to the debt components of the Internal Bank.
• Internal Loans: The University may seek to reimburse or fund facility projects funded through Internal Bank assets.
• Regardless of whether the underlying external debt is fully amortized or a bullet maturity, all respective qualifying facility projects will be issued as fully amortized internal loans.
• These internal loan payments will fund the external debt payments, including any future bullet maturity payments and working capital balances will be invested and managed on a portfolio basis within the Internal Bank.
• External Debt: All external debt payments, principal and interest, will be funded and paid from the Internal Bank assets which includes the internal loan payments made by the operating units.
• In the event that the University issues bullet maturity external debt, the working capital of the Internal Bank will be managed such that appropriate funds are available to fund bullet maturities over time.
• Working Capital: Working capital funds within the Internal Bank are invested in accordance with the Board approved investment policies and in a manner to optimize return opportunities while ensuring appropriate liquidity for operations. To the extent department reserves are used to fund capital projects, this impacts capitalization of the Internal Bank. 11 Internal Bank Model Assumptions The chart below displays the key assumptions related to the Internal Bank model based on the Guiding Principles. • The goal of the model is to isolate the cashflow impact of the items described below in order to manage Internal Bank funds and ensure funds are adequate to meet principal payments due over time. It is not a projection of working capital balances. 12 Internal Bank Model Cashflows (Contingency Scenario 1: $47.8M on 3/1/17 at 30 Year UST 3.15%) The model below isolates the cashflow impact of internal loans, external debt, and investment of working capital balances. The model is not a projection of working capital balances. • The model does not include Internal Loans for $60.6 million of unspent proceeds related to the Series 2017A bonds. Internal Loans will be issued once these proceeds are allocated to projects, which will increase the inflow of internal debt service.
EXTERNAL DEBT INTERNAL DEBT INTERNAL BANK EQUILIBRIUM Century Bond Diversified CIP Spend Tier II/III Strategic Century Bond Investment 2017A Fiscal Total External Total Internal Beginning (Tier IV) Internal Bank Ending Ending (from Tiers Principal Interest Principal Interest Investment Investment State Funding Shortfall Earnings Contingency Year Debt Cashflows Debt Cashflows Balance Investment Net Cashflows Balance Balance II/III & IV Earnings (1) Pool Payback Payback for Balance (2) Earnings (1) Investments) Debt Service A B A+B=C D E D+E=F G H I J K L M C+F=N G+H+I+J+K+L+M+N=O P O-P=Q R outflow outflow net inflow inflow net balance inflow inflow outflow inflow inflow inflow net balance balance balance memo 2017 (17,677,346) (12,551,856) (30,229,202) 30,030,667 17,142,335 47,173,002 - 1,814,325 12,877,039 (4,500,000) 1,999,688 - - 16,943,800 29,134,852 48,327,219 (19,192,367) - 2018 (16,108,624) (15,757,374) (31,865,998) 21,141,362 16,998,969 38,140,331 29,134,852 1,079,474 10,634,131 (4,500,000) 1,999,688 10,774,995 - 6,274,333 55,397,473 49,871,698 5,525,775 - 2019 (16,105,461) (15,235,477) (31,340,938) 21,076,993 16,335,827 37,412,820 55,397,473 3,426,482 7,505,128 (4,500,000) - - - 6,071,882 67,900,966 51,465,537 16,435,428 - 2020 (13,777,868) (14,668,055) (28,445,923) 19,602,308 15,258,001 34,860,309 67,900,966 3,501,050 7,947,931 (4,500,000) - - 8,104,054 6,414,386 89,368,386 53,110,313 36,258,073 - 2021 (10,625,856) (14,218,428) (24,844,284) 16,555,590 14,478,286 31,033,875 89,368,386 3,577,266 8,416,859 (4,500,000) - - - 6,189,591 103,052,102 54,807,654 48,244,448 - 2022 (10,994,433) (13,821,450) (24,815,883) 16,082,404 13,771,981 29,854,385 103,052,102 3,655,169 8,913,453 (4,500,000) - - - 5,038,502 116,159,226 56,559,240 59,599,986 - 2023 (11,438,612) (13,394,772) (24,833,384) 16,079,836 13,089,230 29,169,066 116,159,226 3,734,795 9,439,347 (4,500,000) - - - 4,335,682 129,169,050 58,366,805 70,802,246 - 2024 (11,083,403) (12,934,310) (24,017,713) 15,702,972 12,422,227 28,125,199 129,169,050 3,816,185 9,996,269 (4,500,000) - - - 4,107,486 142,588,990 60,232,137 82,356,853 - 2025 (11,369,661) (12,450,123) (23,819,784) 16,281,759 11,700,188 27,981,947 142,588,990 3,899,377 13,285,774 (4,500,000) - - - 4,162,164 159,436,304 62,157,083 97,279,221 - 2026 (9,593,527) (12,012,958) (21,606,485) 14,045,641 11,007,884 25,053,525 159,436,304 3,984,412 14,272,114 (4,500,000) - - - 3,447,040 176,639,869 64,143,547 112,496,322 - 2027 (9,937,490) (11,641,091) (21,578,581) 14,616,606 9,868,655 24,485,261 176,639,869 4,071,331 15,331,834 (4,500,000) - - - 2,906,679 194,449,714 66,193,497 128,256,216 - 2028 (9,871,548) (11,300,959) (21,172,507) 12,673,713 9,261,170 21,934,883 194,449,714 4,160,178 16,470,402 (4,500,000) - - - 762,376 211,342,670 68,308,961 143,033,709 - 2029 (8,135,000) (10,961,688) (19,096,688) 11,000,163 8,719,720 19,719,883 211,342,670 4,250,995 17,693,696 (4,500,000) - - - 623,196 229,410,556 70,492,032 158,918,524 - 2030 (8,495,000) (10,604,338) (19,099,338) 11,514,006 8,193,350 19,707,356 229,410,556 4,343,827 19,008,029 (4,500,000) - - - 608,018 248,870,431 72,744,872 176,125,559 - 2031 (8,860,000) (10,231,238) (19,091,238) 12,049,909 7,641,633 19,691,542 248,870,431 4,438,720 20,420,188 (4,500,000) - - - 600,305 269,829,644 75,069,709 194,759,934 - 2032 (9,275,000) (9,818,806) (19,093,806) 12,612,572 7,077,069 19,689,641 269,829,644 4,535,720 21,937,466 (4,500,000) - - - 595,834 292,398,664 77,468,846 214,929,818 - 2033 (6,795,000) (9,437,900) (16,232,900) 10,101,175 6,543,407 16,644,582 292,398,664 4,634,875 23,567,699 (4,500,000) - - - 411,682 316,512,920 79,944,656 236,568,264 - 2034 (7,115,000) (9,108,850) (16,223,850) 10,567,539 6,062,315 16,629,854 316,512,920 4,736,233 25,319,311 (4,500,000) - - - 406,004 342,474,469 82,499,590 259,974,878 - 2035 (6,860,000) (8,775,475) (15,635,475) 10,422,324 5,573,825 15,996,149 342,474,469 4,839,844 27,201,352 (4,500,000) - - - 360,674 370,376,339 85,136,177 285,240,162 - 2036 (7,195,000) (8,440,750) (15,635,750) 10,896,631 5,091,155 15,987,786 370,376,339 4,945,760 29,223,548 (4,500,000) - - - 352,036 400,397,683 87,857,026 312,540,658 - 2037 (7,530,000) (8,089,900) (15,619,900) 11,402,551 4,571,356 15,973,907 400,397,683 5,054,032 31,396,353 (4,500,000) - - - 354,007 432,702,074 90,664,829 342,037,245 - 2038 (6,790,000) (7,743,075) (14,533,075) 10,587,436 4,056,743 14,644,179 432,702,074 5,164,713 33,730,999 (4,500,000) - - - 111,104 467,208,889 93,562,367 373,646,522 - 2039 (7,150,000) (7,399,600) (14,549,600) 11,101,647 3,541,445 14,643,091 467,208,889 5,277,859 36,239,559 (4,500,000) - - - 93,491 504,319,798 96,552,507 407,767,291 - 2040 (7,495,000) (7,039,025) (14,534,025) 11,619,866 3,004,885 14,624,751 504,319,798 5,393,524 38,935,006 (4,500,000) - - - 90,726 544,239,054 99,638,207 444,600,847 - 2041 (7,870,000) (6,660,975) (14,530,975) 12,118,699 2,436,287 14,554,986 544,239,054 5,511,767 41,831,283 (4,500,000) - - - 24,011 587,106,115 102,822,523 484,283,591 - 2042 (8,255,000) (6,264,425) (14,519,425) 12,528,493 1,847,587 14,376,080 587,106,115 5,632,645 44,943,374 (4,500,000) - - - (143,345) 633,038,789 106,108,606 526,930,183 - 2043 (8,680,000) (5,848,150) (14,528,150) 13,153,926 1,237,947 14,391,873 633,038,789 5,756,219 48,287,381 (4,500,000) - - - (136,277) 682,446,112 109,499,708 572,946,404 - 2044 (6,700,000) (5,467,350) (12,167,350) 11,377,542 655,017 12,032,558 682,446,112 5,882,549 51,880,611 (4,500,000) - - - (134,792) 735,574,480 112,999,186 622,575,295 - 2045 (28,105,000) (4,597,225) (32,702,225) 3,480,963 261,778 3,742,741 735,574,480 6,011,699 55,741,662 (4,500,000) - - - (28,959,484) 763,868,358 88,059,933 675,808,424 - 2046 (29,500,000) (3,204,600) (32,704,600) 2,326,588 116,794 2,443,381 763,868,358 6,143,731 59,890,523 (4,500,000) - - - (30,261,219) 795,141,393 60,906,537 734,234,856 - 2047 (30,805,000) (1,898,500) (32,703,500) 792,140 33,343 825,483 795,141,393 6,278,712 64,348,674 (4,500,000) - - - (31,878,017) 829,390,761 31,559,662 797,831,099 - 2048 (32,060,000) (641,200) (32,701,200) 203,949 2,422 206,371 829,390,761 6,416,708 69,139,201 (4,500,000) - - - (32,494,829) 867,951,842 - 867,951,842 -
TOTAL (392,253,829) (302,219,922) (694,473,751) 403,747,968 238,002,829 641,750,797 145,970,176 895,826,195 (144,000,000) 3,999,376 10,774,995 8,104,054 (52,722,954) - 13 Internal Bank Model Cashflows (Contingency Scenario 2: $21.4M on 3/1/17 at 30 Year UST 5.90%) The model below isolates the cashflow impact of internal loans, external debt, and investment of working capital balances. The model is not a projection of working capital balances. • The model does not include Internal Loans for $60.6 million of unspent proceeds related to the Series 2017A bonds. Internal Loans will be issued once these proceeds are allocated to projects, which will increase the inflow of internal debt service.
EXTERNAL DEBT INTERNAL DEBT INTERNAL BANK EQUILIBRIUM Century Bond Diversified CIP Spend Tier II/III Strategic Century Bond Investment 2017A Fiscal Total External Total Internal Beginning (Tier IV) Internal Bank Ending Ending (from Tiers Principal Interest Principal Interest Investment Investment State Funding Shortfall Earnings Contingency Year Debt Cashflows Debt Cashflows Balance Investment Net Cashflows Balance Balance II/III & IV Earnings (1) Pool Payback Payback for Balance (2) Earnings (1) Investments) Debt Service A B A+B=C D E D+E=F G H I J K L M C+F=N G+H+I+J+K+L+M+N=O P O-P=Q R outflow outflow net inflow inflow net balance inflow inflow outflow inflow inflow inflow net balance balance balance memo 2017 (17,677,346) (12,551,856) (30,229,202) 30,030,667 17,142,335 47,173,002 - 1,814,325 12,877,039 (4,500,000) 1,999,688 - - 16,943,800 29,134,852 21,835,477 7,299,376 - 2018 (16,108,624) (15,757,374) (31,865,998) 21,141,362 16,998,969 38,140,331 29,134,852 1,079,474 10,634,131 (4,500,000) 1,999,688 10,774,995 - 6,274,333 55,397,473 23,159,185 32,238,288 - 2019 (16,105,461) (15,235,477) (31,340,938) 21,076,993 16,335,827 37,412,820 55,397,473 3,426,482 7,505,128 (4,500,000) - - - 6,071,882 67,900,966 24,563,138 43,337,827 - 2020 (13,777,868) (14,668,055) (28,445,923) 19,602,308 15,258,001 34,860,309 67,900,966 3,501,050 7,947,931 (4,500,000) - - 8,104,054 6,414,386 89,368,386 26,052,202 63,316,184 - 2021 (10,625,856) (14,218,428) (24,844,284) 16,555,590 14,478,286 31,033,875 89,368,386 3,577,266 8,416,859 (4,500,000) - - - 6,189,591 103,052,102 27,631,536 75,420,565 - 2022 (10,994,433) (13,821,450) (24,815,883) 16,082,404 13,771,981 29,854,385 103,052,102 3,655,169 8,913,453 (4,500,000) - - - 5,038,502 116,159,226 29,306,612 86,852,613 - 2023 (11,438,612) (13,394,772) (24,833,384) 16,079,836 13,089,230 29,169,066 116,159,226 3,734,795 9,439,347 (4,500,000) - - - 4,335,682 129,169,050 31,083,235 98,085,815 - 2024 (11,083,403) (12,934,310) (24,017,713) 15,702,972 12,422,227 28,125,199 129,169,050 3,816,185 9,996,269 (4,500,000) - - - 4,107,486 142,588,990 32,967,560 109,621,430 - 2025 (11,369,661) (12,450,123) (23,819,784) 16,281,759 11,700,188 27,981,947 142,588,990 3,899,377 13,285,774 (4,500,000) - - - 4,162,164 159,436,304 34,966,116 124,470,188 - 2026 (9,593,527) (12,012,958) (21,606,485) 14,045,641 11,007,884 25,053,525 159,436,304 3,984,412 14,272,114 (4,500,000) - - - 3,447,040 176,639,869 37,085,828 139,554,041 - 2027 (9,937,490) (11,641,091) (21,578,581) 14,616,606 9,868,655 24,485,261 176,639,869 4,071,331 15,331,834 (4,500,000) - - - 2,906,679 194,449,714 39,334,041 155,115,672 - 2028 (9,871,548) (11,300,959) (21,172,507) 12,673,713 9,261,170 21,934,883 194,449,714 4,160,178 16,470,402 (4,500,000) - - - 762,376 211,342,670 41,718,545 169,624,125 - 2029 (8,135,000) (10,961,688) (19,096,688) 11,000,163 8,719,720 19,719,883 211,342,670 4,250,995 17,693,696 (4,500,000) - - - 623,196 229,410,556 44,247,603 185,162,954 - 2030 (8,495,000) (10,604,338) (19,099,338) 11,514,006 8,193,350 19,707,356 229,410,556 4,343,827 19,008,029 (4,500,000) - - - 608,018 248,870,431 46,929,976 201,940,454 - 2031 (8,860,000) (10,231,238) (19,091,238) 12,049,909 7,641,633 19,691,542 248,870,431 4,438,720 20,420,188 (4,500,000) - - - 600,305 269,829,644 49,774,961 220,054,683 - 2032 (9,275,000) (9,818,806) (19,093,806) 12,612,572 7,077,069 19,689,641 269,829,644 4,535,720 21,937,466 (4,500,000) - - - 595,834 292,398,664 52,792,413 239,606,251 - 2033 (6,795,000) (9,437,900) (16,232,900) 10,101,175 6,543,407 16,644,582 292,398,664 4,634,875 23,567,699 (4,500,000) - - - 411,682 316,512,920 55,992,790 260,520,131 - 2034 (7,115,000) (9,108,850) (16,223,850) 10,567,539 6,062,315 16,629,854 316,512,920 4,736,233 25,319,311 (4,500,000) - - - 406,004 342,474,469 59,387,179 283,087,290 - 2035 (6,860,000) (8,775,475) (15,635,475) 10,422,324 5,573,825 15,996,149 342,474,469 4,839,844 27,201,352 (4,500,000) - - - 360,674 370,376,339 62,987,342 307,388,997 - 2036 (7,195,000) (8,440,750) (15,635,750) 10,896,631 5,091,155 15,987,786 370,376,339 4,945,760 29,223,548 (4,500,000) - - - 352,036 400,397,683 66,805,754 333,591,929 - 2037 (7,530,000) (8,089,900) (15,619,900) 11,402,551 4,571,356 15,973,907 400,397,683 5,054,032 31,396,353 (4,500,000) - - - 354,007 432,702,074 70,855,646 361,846,428 - 2038 (6,790,000) (7,743,075) (14,533,075) 10,587,436 4,056,743 14,644,179 432,702,074 5,164,713 33,730,999 (4,500,000) - - - 111,104 467,208,889 75,151,050 392,057,840 - 2039 (7,150,000) (7,399,600) (14,549,600) 11,101,647 3,541,445 14,643,091 467,208,889 5,277,859 36,239,559 (4,500,000) - - - 93,491 504,319,798 79,706,849 424,612,949 - 2040 (7,495,000) (7,039,025) (14,534,025) 11,619,866 3,004,885 14,624,751 504,319,798 5,393,524 38,935,006 (4,500,000) - - - 90,726 544,239,054 84,538,829 459,700,224 - 2041 (7,870,000) (6,660,975) (14,530,975) 12,118,699 2,436,287 14,554,986 544,239,054 5,511,767 41,831,283 (4,500,000) - - - 24,011 587,106,115 89,663,734 497,442,381 - 2042 (8,255,000) (6,264,425) (14,519,425) 12,528,493 1,847,587 14,376,080 587,106,115 5,632,645 44,943,374 (4,500,000) - - - (143,345) 633,038,789 95,099,319 537,939,469 - 2043 (8,680,000) (5,848,150) (14,528,150) 13,153,926 1,237,947 14,391,873 633,038,789 5,756,219 48,287,381 (4,500,000) - - - (136,277) 682,446,112 100,864,421 581,581,691 - 2044 (6,700,000) (5,467,350) (12,167,350) 11,377,542 655,017 12,032,558 682,446,112 5,882,549 51,880,611 (4,500,000) - - - (134,792) 735,574,480 106,979,013 628,595,467 - 2045 (28,105,000) (4,597,225) (32,702,225) 3,480,963 261,778 3,742,741 735,574,480 6,011,699 55,741,662 (4,500,000) - - - (28,959,484) 763,868,358 84,519,928 679,348,429 - 2046 (29,500,000) (3,204,600) (32,704,600) 2,326,588 116,794 2,443,381 763,868,358 6,143,731 59,890,523 (4,500,000) - - - (30,261,219) 795,141,393 59,262,670 735,878,723 - 2047 (30,805,000) (1,898,500) (32,703,500) 792,140 33,343 825,483 795,141,393 6,278,712 64,348,674 (4,500,000) - - - (31,878,017) 829,390,761 31,130,294 798,260,467 - 2048 (32,060,000) (641,200) (32,701,200) 203,949 2,422 206,371 829,390,761 6,416,708 69,139,201 (4,500,000) - - - (32,494,829) 867,951,842 - 867,951,842 -
TOTAL (392,253,829) (302,219,922) (694,473,751) 403,747,968 238,002,829 641,750,797 145,970,176 895,826,195 (144,000,000) 3,999,376 10,774,995 8,104,054 (52,722,954) - 14 Internal Bank Model Cashflows (Contingency Scenario 3: $32.0M on 3/1/17 at Diversified 4.53%) The model below isolates the cashflow impact of internal loans, external debt, and investment of working capital balances. The model is not a projection of working capital balances. • The model does not include Internal Loans for $60.6 million of unspent proceeds related to the Series 2017A bonds. Internal Loans will be issued once these proceeds are allocated to projects, which will increase the inflow of internal debt service.
EXTERNAL DEBT INTERNAL DEBT INTERNAL BANK EQUILIBRIUM Century Bond Diversified CIP Spend Tier II/III Strategic Century Bond Investment 2017A Fiscal Total External Total Internal Beginning (Tier IV) Internal Bank Ending Ending (from Tiers Principal Interest Principal Interest Investment Investment State Funding Shortfall Earnings Contingency Year Debt Cashflows Debt Cashflows Balance Investment Net Cashflows Balance Balance II/III & IV Earnings (1) Pool Payback Payback for Balance (2) Earnings (1) Investments) Debt Service A B A+B=C D E D+E=F G H I J K L M C+F=N G+H+I+J+K+L+M+N=O P O-P=Q R outflow outflow net inflow inflow net balance inflow inflow outflow inflow inflow inflow net balance balance balance memo 2017 (17,677,346) (12,551,856) (30,229,202) 30,030,667 17,142,335 47,173,002 - 1,814,325 12,877,039 (4,500,000) 1,999,688 - - 16,943,800 29,134,852 32,473,413 (3,338,560) - 2018 (16,108,624) (15,757,374) (31,865,998) 21,141,362 16,998,969 38,140,331 29,134,852 1,079,474 10,634,131 (4,500,000) 1,999,688 10,774,995 - 6,274,333 55,397,473 33,973,696 21,423,777 - 2019 (16,105,461) (15,235,477) (31,340,938) 21,076,993 16,335,827 37,412,820 55,397,473 3,426,482 7,505,128 (4,500,000) - - - 6,071,882 67,900,966 35,543,293 32,357,672 - 2020 (13,777,868) (14,668,055) (28,445,923) 19,602,308 15,258,001 34,860,309 67,900,966 3,501,050 7,947,931 (4,500,000) - - 8,104,054 6,414,386 89,368,386 37,185,406 52,182,980 - 2021 (10,625,856) (14,218,428) (24,844,284) 16,555,590 14,478,286 31,033,875 89,368,386 3,577,266 8,416,859 (4,500,000) - - - 6,189,591 103,052,102 38,903,385 64,148,716 - 2022 (10,994,433) (13,821,450) (24,815,883) 16,082,404 13,771,981 29,854,385 103,052,102 3,655,169 8,913,453 (4,500,000) - - - 5,038,502 116,159,226 40,700,736 75,458,490 - 2023 (11,438,612) (13,394,772) (24,833,384) 16,079,836 13,089,230 29,169,066 116,159,226 3,734,795 9,439,347 (4,500,000) - - - 4,335,682 129,169,050 42,581,125 86,587,926 - 2024 (11,083,403) (12,934,310) (24,017,713) 15,702,972 12,422,227 28,125,199 129,169,050 3,816,185 9,996,269 (4,500,000) - - - 4,107,486 142,588,990 44,548,388 98,040,602 - 2025 (11,369,661) (12,450,123) (23,819,784) 16,281,759 11,700,188 27,981,947 142,588,990 3,899,377 13,285,774 (4,500,000) - - - 4,162,164 159,436,304 46,606,540 112,829,764 - 2026 (9,593,527) (12,012,958) (21,606,485) 14,045,641 11,007,884 25,053,525 159,436,304 3,984,412 14,272,114 (4,500,000) - - - 3,447,040 176,639,869 48,759,779 127,880,090 - 2027 (9,937,490) (11,641,091) (21,578,581) 14,616,606 9,868,655 24,485,261 176,639,869 4,071,331 15,331,834 (4,500,000) - - - 2,906,679 194,449,714 51,012,498 143,437,215 - 2028 (9,871,548) (11,300,959) (21,172,507) 12,673,713 9,261,170 21,934,883 194,449,714 4,160,178 16,470,402 (4,500,000) - - - 762,376 211,342,670 53,369,294 157,973,376 - 2029 (8,135,000) (10,961,688) (19,096,688) 11,000,163 8,719,720 19,719,883 211,342,670 4,250,995 17,693,696 (4,500,000) - - - 623,196 229,410,556 55,834,975 173,575,582 - 2030 (8,495,000) (10,604,338) (19,099,338) 11,514,006 8,193,350 19,707,356 229,410,556 4,343,827 19,008,029 (4,500,000) - - - 608,018 248,870,431 58,414,571 190,455,860 - 2031 (8,860,000) (10,231,238) (19,091,238) 12,049,909 7,641,633 19,691,542 248,870,431 4,438,720 20,420,188 (4,500,000) - - - 600,305 269,829,644 61,113,345 208,716,298 - 2032 (9,275,000) (9,818,806) (19,093,806) 12,612,572 7,077,069 19,689,641 269,829,644 4,535,720 21,937,466 (4,500,000) - - - 595,834 292,398,664 63,936,804 228,461,860 - 2033 (6,795,000) (9,437,900) (16,232,900) 10,101,175 6,543,407 16,644,582 292,398,664 4,634,875 23,567,699 (4,500,000) - - - 411,682 316,512,920 66,890,708 249,622,213 - 2034 (7,115,000) (9,108,850) (16,223,850) 10,567,539 6,062,315 16,629,854 316,512,920 4,736,233 25,319,311 (4,500,000) - - - 406,004 342,474,469 69,981,083 272,493,386 - 2035 (6,860,000) (8,775,475) (15,635,475) 10,422,324 5,573,825 15,996,149 342,474,469 4,839,844 27,201,352 (4,500,000) - - - 360,674 370,376,339 73,214,234 297,162,105 - 2036 (7,195,000) (8,440,750) (15,635,750) 10,896,631 5,091,155 15,987,786 370,376,339 4,945,760 29,223,548 (4,500,000) - - - 352,036 400,397,683 76,596,758 323,800,925 - 2037 (7,530,000) (8,089,900) (15,619,900) 11,402,551 4,571,356 15,973,907 400,397,683 5,054,032 31,396,353 (4,500,000) - - - 354,007 432,702,074 80,135,556 352,566,518 - 2038 (6,790,000) (7,743,075) (14,533,075) 10,587,436 4,056,743 14,644,179 432,702,074 5,164,713 33,730,999 (4,500,000) - - - 111,104 467,208,889 83,837,848 383,371,041 - 2039 (7,150,000) (7,399,600) (14,549,600) 11,101,647 3,541,445 14,643,091 467,208,889 5,277,859 36,239,559 (4,500,000) - - - 93,491 504,319,798 87,711,187 416,608,611 - 2040 (7,495,000) (7,039,025) (14,534,025) 11,619,866 3,004,885 14,624,751 504,319,798 5,393,524 38,935,006 (4,500,000) - - - 90,726 544,239,054 91,763,476 452,475,578 - 2041 (7,870,000) (6,660,975) (14,530,975) 12,118,699 2,436,287 14,554,986 544,239,054 5,511,767 41,831,283 (4,500,000) - - - 24,011 587,106,115 96,002,982 491,103,133 - 2042 (8,255,000) (6,264,425) (14,519,425) 12,528,493 1,847,587 14,376,080 587,106,115 5,632,645 44,943,374 (4,500,000) - - - (143,345) 633,038,789 100,438,354 532,600,435 - 2043 (8,680,000) (5,848,150) (14,528,150) 13,153,926 1,237,947 14,391,873 633,038,789 5,756,219 48,287,381 (4,500,000) - - - (136,277) 682,446,112 105,078,642 577,367,469 - 2044 (6,700,000) (5,467,350) (12,167,350) 11,377,542 655,017 12,032,558 682,446,112 5,882,549 51,880,611 (4,500,000) - - - (134,792) 735,574,480 109,933,314 625,641,167 - 2045 (28,105,000) (4,597,225) (32,702,225) 3,480,963 261,778 3,742,741 735,574,480 6,011,699 55,741,662 (4,500,000) - - - (28,959,484) 763,868,358 86,265,373 677,602,985 - 2046 (29,500,000) (3,204,600) (32,704,600) 2,326,588 116,794 2,443,381 763,868,358 6,143,731 59,890,523 (4,500,000) - - - (30,261,219) 795,141,393 60,077,103 735,064,290 - 2047 (30,805,000) (1,898,500) (32,703,500) 792,140 33,343 825,483 795,141,393 6,278,712 64,348,674 (4,500,000) - - - (31,878,017) 829,390,761 31,344,120 798,046,641 - 2048 (32,060,000) (641,200) (32,701,200) 203,949 2,422 206,371 829,390,761 6,416,708 69,139,201 (4,500,000) - - - (32,494,829) 867,951,842 - 867,951,842 -
TOTAL (392,253,829) (302,219,922) (694,473,751) 403,747,968 238,002,829 641,750,797 145,970,176 895,826,195 (144,000,000) 3,999,376 10,774,995 8,104,054 (52,722,954) - 15 FY18 & 19 Century Bond Tranches
Allotment 10,000,000 Allotment 10,000,000 Assigned / Executed 9,813,165 Assigned / Executed 9,830,000 Unassigned 186,835 Unassigned 170,000 Row Labels Sum of Budget Row Labels Sum of Budget Annual Emergency Projects Fund - 2018 - ADA - 2019 78,014 Clippinger Renovation Strategy Phase I 3,600,000 ADA Transition Plan 54,501 Copeland Windows 100,000 Annual Emergency Projects Fund - 2019 2,500,000 GLIDDEN HALL COMPRESSPR RPL 175,000 College of Fine Arts Space Renewal - In House Painting 250,000 McGuffey Hall Foundation and Walls - Innovation Center Roof - Morton Hall Chiller 610,000 KANTNER HALL STRUCTURAL MASONRY 23,430 Seigfred Hall Renovations Phase II 3,000,000 Lot 20 Retaining Wall 125,000 Space Relocations - Grosvenor - Admin 3,300,000 McGuffey Hall Foundation and Walls - Utility Tunnel Rehabilitation 287,485 Moving & Surplus Building Issues and Relocations 1,000,000 Total 9,830,000 OLD HEATING PLANT PARAPET WALL 58,800 Ping Center Settlement Remediation 1,361,935 Ridges Building 33 Roof, Walls and Windows 700,000 Ridges Building 7 Exterior Wall Stabilization 150,000 Ridges Priority Road Repair 195,150 Space Relocations - Grosvenor - Academic 1,449,000 Space Relocations - Lasher 50,000 Stocker Building Envelope 574,850 Total 9,813,165
16
Impact of FY19 – FY24 Investments (will be updated with FY19 CIP)
Athens campus Building Deferred Maintenance Backlog • The Deferred Maintenance $/GSF Deferred Maintenance With No Investments $/GSF With CIP Investments Backlog goal as defined in 2010 by Sightlines, of a Impact of CIP Investments on Deferred Maintenance by Fiscal Year $40-$50/GSF is achieved $140 through this plan by 2024 $123 • Achieved through renewal $117 $120 $111 of existing facilities & $105 infrastructure $99 $100 $93 • University still evaluating $87 the metric we want to $80 $85 sustain $74 • Does not include $60 $62 infrastructure or regional Target Range for Backlog: $40-$50 per GSF $53 $51 campus backlog totals $40 $47
$20
$0 FY 2012 FY 2014 FY 2016 FY 2018 FY 2020 FY 2022 FY 2024
For more information, See Booklet Pages 26-27, 32 & 40
17 University Investments & Deferred Maintenance Backlog Reduction (will be updated with FY19 CIP) * Excludes UMP Infrastructure Investments 200.00
150.00
DOLLARS SPENT IN MILLIONS 100.00 $87.29
$85.33
$74.07
$61.80
$52.73
$50.57 50.00 $46.67
- Fiscal Year-- 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 For more information, See Booklet Pages 26-27, 32 & 40 18
Impact of FY19 – FY24 Investments (will be updated with FY19 CIP)
Operational Budgets Capital Investments
Building/Infrastructure Preventative Keep-Up Deferred/Reactive Windows Wash/Caulk Paint Replace/Repair Examples Roofs Clean Downspouts Sealant Replace/Patch Carpet Vacuum Steam Clean Replace Steam/Chilled Water Water Treatment Mechanical Cleaning Replace Too low with approx. 20% time Impact Getting to DM Faster Failures/ Costs More Current preventative, 80% Investments reactive Budget Per Year ? 0 $25M* Amount Invested per GSF ? 0 $2.98 Extend Life with Maintain target Impact Extends Life 80/20 investment backlog Target Investments Budget Per Year ? ? ? Amount Invested per GSF ? ? ?
More Here Current Less Here
More Here Target Less Here
*Includes State Appropriations & Century Bond Investments for Deferred Maintenance Ohio University; Public Coll/Univ - Unlimited Student Fees
Primary Credit Analyst: Ken W Rodgers, New York (1) 212-438-2087; [email protected]
Secondary Contact: Sean M Wiley, Chicago (1) 312-233-7050; [email protected]
Table Of Contents
Rationale
Outlook
Enterprise Profile
Financial Profile
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Credit Profile
Ohio Univ sub gen rcpts ser 2003, 2006B, 2008A, 2008B (FSA)
Unenhanced Rating A+(SPUR)/Stable Affirmed
Rationale
S&P Global Ratings affirmed its 'A+' long-term rating on Ohio University's (OU) various series of outstanding general receipts and subordinated general receipts bonds. As of its fiscal year ended June 30, 2017, OU's general receipts bonds, subordinated general receipts bonds and capital leases totaled $625.2 million. All debt, even those series bonds issued as subordinate, effectively hold a senior-parity lien on pledged general receipts. The outlook on all ratings is stable.
S&P Global Ratings also affirmed its 'a' stand-alone credit profile (SACP) rating on OU. The stand-alone credit profile rating reflects the underlying credit quality of OU without the benefit of extraordinary state support.
We assess OU's enterprise as very strong and financial profile as strong. OU's enterprise profile is characterized by a stable enrollment trend with other demand metrics also relatively stable or showing slight improvement, healthy management and governance with only the usual occasional turnover of key positions and, as a government related entity (GRE), the expectation of a moderate likelihood of extraordinary government support because of its strong link with the state. OU's financial profile includes profitable operations on a full accrual basis, although in fiscal 2017 it sustained an operating loss, excellent available resources, a somewhat high debt burden (incorporating smoothing a $250 million bullet maturity due in 2115 on its series 2014 bonds), and higher recent deferred maintenance that caused average age of plant to reach a recent peak of 17.0 years in fiscal 2015, and which has since declined in fiscal 2017 to the median 14.0 years for the rating category. Combined, we believe these credit factors lead to an initial indicative standalone credit profile of 'a+'; however, as our criteria indicate, the stand-alone credit profile can be within one notch of the initial indicative credit profile. In our view, Ohio University's 'a' stand-alone credit profile better reflects its higher average age of plant, debt burden and additional debt needs for the rating in comparison to medians and peers while the final 'A+' issue rating factors in a one-notch uplift in accord with our GRE criteria and related extraordinary state support.
The long-term rating reflects our view of the university's:
• Total full time enrollment that has averaged 30,586 students over the last five fall enrollment periods and was 30,340 students in fall 2017;
• Comprehensive and diverse academic offerings that include: education, business, engineering, nursing, communication, and osteopathic medicine among other fields;
• Positive and strong operating performance on a full-accrual basis for four out of the past five fiscal years and the
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expectation of positive performance in fiscal 2018;
• Healthy management and governance with a focus on reaching higher levels of academic and research excellence;
• Broad general receipts pledge and its inherent strength as well as the possibility of extraordinary state support under limited circumstances; and
• Excellent available resources with adjusted unrestricted assets equal to 56.9% of operating expenses for fiscal 2017 and 78.6% of outstanding debt.
Credit factors that we believe diminish the preceding strengths include the university's:
• Continuing capital and deferred maintenance spending pressures reflected in capital spending of $108.0 million in fiscal 2017 in comparison with the cash flow realized from annual depreciation of $48.9 million and forecasted capital expenditures of $167.3 million in fiscal 2018;
• Somewhat high maximum annual debt service (MADS) burden of 8.8% in fiscal 2017 (with smoothing incorporated for the amortization due to a $250 million series 2014 issues maturing in 2115) that could rise slightly in a few short years as additional debt of $200 million is contemplated in the fiscal 2019-2024 capital improvement plan;
• Ongoing vulnerability to reductions in reimbursement from the federal government related to research funding and very modest increases in Ohio's operating appropriation, the latter constituting about 19% of fiscal 2017 adjusted operating revenues; and
• High concentration of students from Ohio constituting 85% of total undergraduate students and the expectation that enrollment pressure will remain firm the state has a declining number of high school graduates.
Debt secured by the university's general receipts pledge was approximately $624.6 million at fiscal year-end 2017, up 18.7% from fiscal 2016's $526.2 million. We understand all of OU's outstanding debt is secured by its general receipts pledge and are fixed-rate obligations. OU has adopted several policies to manage its exposure during the extended time horizon of its long-dated series 2014 bonds, as more fully described in the debt section of this analysis, which we believe to be further evidence of its healthy management and governance including its financial risk management practices.
OU is one of the state's 14 public universities, and its main Athens campus and five satellite campuses serve southeastern Ohio. Established in 1804, OU is the oldest of the various state-assisted higher education institutions in Ohio. About 86% of students are undergraduates. OU has several specialized professional programs, including business, engineering, nursing, an osteopathic medical school, aviation, and aviation engineering.
Outlook
The stable outlook reflects our view that OU's enrollment trend will remain stable and its financial operations on a full accrual basis will be positive in fiscal 2018 and remain so for fiscal 2019. In addition, we anticipate OU's available resources will increase modestly and additional debt will be modest given its current somewhat high debt burden debt.
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Downside scenario An unexpected decrease in enrollment, recurring financial deficits on a full accrual basis, a significant increase in debt issuance without a commensurate increase in available resources are likely to lead to a negative rating action. A change in the rating on Ohio or in the role or link between state and school could also affect the rating.
Upside scenario We don't believe a positive rating action over the outlook horizon is likely given the university's somewhat high debt burden and available resources that, while excellent, could prove insufficient to support the current capital improvement plan including additional debt issuance at the present rating level. A change in the rating on Ohio or in the role or link between state and school could also affect the rating.
Enterprise Profile
Industry risk Industry risk addresses the higher education sector's overall cyclicality and competitive risk and growth by applying various stress scenarios and evaluating barriers to entry, levels and trends of profitability, substitution risk, and growth trends observed in the industry. We believe the higher education sector represents a low credit risk when compared with other industries and sectors.
Economic fundamentals In our view, the university has limited geographic diversity. About 80% of students are from Ohio. As such, our assessment of Ohio University's economic fundamentals is anchored by the state GDP per capita.
Market position and demand Headcount has trended downward slightly recently and declined 1.8% in fall 2017 to 36,215 students compared with the 36,867 total headcount in fall 2016. However, total full-time equivalent (FTE) enrollment has been relatively stable, slightly exceeding 30,000 students since fall 2013. In fall 2017 total FTE enrollment declined slightly by 1.7% to 30,340 from the 30,853 students enrolled in 2016. About 11% of the total FTE enrollment or 3,212 represents graduate student enrollment.
Slightly more than half of the students attended the main Athens campus. We understand enrollment growth at OU's five satellite campuses has been somewhat lackluster as these campuses compete more with local community colleges for students. The satellite campuses in total now account for slightly more than 6,000 students. The university's e-learning program accounted for 3,659 FTE students or about 12% of its total FTE enrollment in fall 2017.
The retention rate from the freshman to sophomore year typically has been approximately 80% and was 80.0% for fall 2017. Student quality is above the national average, with an incoming freshman average ACT score of 24.1 at the Athens campus. Significant expansion of its medical education programs are occurring at new campuses in Dublin (a suburb of Columbus), and in Cleveland, in each case with a major health provider in those markets providing limited support for the programs. Also, OU has 60 acres near Dayton in an area known as Beaver Creek where its engineering college is forging a relationship with the Wright Air Force Base.
The cost to a resident undergraduate for the 2017-2018 academic year was $11,896, which remains competitive with
WWW.STANDARDANDPOORS.COM/RATINGSDIRECT APRIL 30, 2018 4 Ohio University; Public Coll/Univ - Unlimited Student Fees other public universities. Tuition charges at OU's smaller branch campuses are generally less than those at the main Athens campus. We understand OU's board adopted in January 2015 the Ohio Guarantee program that included a 5.1% tuition increase, fixed for four years, for incoming freshman. We also understand that in the last biennium budget for fiscal 2017-2018 there were no increases for tuition for continuing students and for fiscal 2018 a 1.3% tuition increase was put into effect for incoming freshman and transfer students. The university continues to actively monitor expenses and maintains flexibility to manage expenses through a variety of means.
Government-related entities In accordance with our criteria for government-related entities (GREs), we based our view of a moderate likelihood of extraordinary government support on our assessment of OU's strong link with Ohio, given the state's history of regular operating support, periodic capital support for academic facilities, its ability to appoint the university's governing board, and its relatively active role in overseeing the financial health of its public universities. In addition, we based our assessment on OU's limited importance role in the state's economy compared with that of other GREs, given its position as a regional provider of higher education, the large number of regional public universities in Ohio, some regional competition, and OU's indirect contribution to economic development in the state. The university is a state educational institution created pursuant to the state constitution and statutes.
Management and governance Ohio University has healthy management and governance in our view. The university's 14-member board of trustees includes nine voting members who are appointed by the governor with the advice and consent of the state senate. Voting members are appointed to nine-year non-renewable terms.
The university welcomed its 21st president, Mr. M. Duane Nellis, on Feb. 22, 2017, replacing Mr. Roderick J. McDavis, who had held the position since 2004. Mr. Nellis previously was the president at Texas Tech University from 2013 to 2016 and held the presidency of the University of Idaho from 2009 to 2013. Also, early in 2018 the university welcomed Mr. Nico Karagasian as its new vice president for university advancement and CEO of the Ohio University Foundation. In addition, Ms. Elizabeth Sayrs early in 2018 was appointed interim executive vice president and provost, and a national search is underway for the university's next permanent provost. We consider these transitions as normal turnover for a major university.
We also understand that in October 2015 the board approved a final plan for the redevelopment of the 730 acre Ridges campus, which to date has mostly been undeveloped and used for a variety of purposes. The university is beginning to renovate certain buildings for administrative use. It is the intent of the university to minimize additional capital expenditures to develop this campus and private developers, other state and federal funding sources and partnerships with local governmental entities are being explored as alternate means of financing for development of this campus. The university is also moving forward with further development of its Dublin campus and its Dayton campus known as Beaver Creek.
Financial Profile
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Financial management policies OU has formal policies for endowment, investments, and debt. It operates according to a five-year strategic plan, and also has a formal reserve liquidity policy. Both cash and debt are centrally managed. The university meets standard annual disclosure requirements. The financial policies assessment reflects our opinion that, while there may be some areas of risk, the organization's overall financial policies are not likely to negatively affect its future ability to pay debt service. Our analysis of financial policies includes a review of the organization's financial reporting and disclosure, investment allocation and liquidity, debt profile, contingent liabilities, and legal structure and a comparison of these policies with comparable providers.
Financial performance Financial operating performance remains sound in our view with OU realizing positive, full-accrual based, operating surpluses in four out of the past five fiscal years with a deficit recorded in fiscal 2017 on an adjusted basis of negative $22.6 million or negative 2.6%. The deficit in fiscal 2017 is attributable to the slight enrollment dip experienced, the continuing impact of limited tuition flexibility, and increased costs for personnel and debt service. On a cash basis, operations are profitable in each of the past five fiscal years. Management is anticipating return to positive operations in fiscal 2018 due, in part, to instituting a salary freeze, a re-design of health benefits and an estimated 3.7% reduction in administrative costs. Similarly, although the fiscal 2019 budget is not yet complete, management indicated a surplus is likely if it includes expected investment returns that it normally does not budget for.
The largest sources of fiscal 2017 operating revenues were tuition (49%), state operating appropriations (19%), auxiliary revenues (12%), and various research grants (6%).
Unlike public universities in many other states, OU has realized slight increases in state operating appropriation for each of the past five fiscal years. State operating appropriation increased to $163.1 million in fiscal 2017 from $161.5 million in 2016. Management expects the fiscal 2018 appropriation to approximate the appropriation received in 2017. The Ohio funding system for universities is gradually transitioning to a performance- or outcome-based methodology pursuant to how the state distributes its state share of instruction (SSI) after having been largely enrollment-based. Management reports the university has generally done well during the transition while noting that its regional campuses have not done as well since there is no longer a separate allocation for them.
Available resources OU's available resources are healthy in our view having gradually improved over the past two years and exceed medians for its rating category. Adjusted unrestricted net assets (UNA) to operations improved to 56.9% in fiscal 2017 from 41.6% in 2016 and 37.6% in 2015. The median adjusted UNA to operations for the rating category is 26.8%. Similarly, adjusted UNA to debt totaled 78.6% in fiscal 2017 up from 63.9% in 2016 and 53.8% in 2015. The median adjusted UNA to debt ratio for the rating category is 52.0%.
Cash and investments are stronger at 84.3% of fiscal 2017 operating expenses and 116.4% of outstanding debt.
Balance sheet support is provided by the university's foundation, which when combined with university held endowments held net endowment assets of $536.2 million on June 30, 2017, an increase of 11.4% over the prior year's balance. However, virtually all of the foundations assets are restricted. The long term investment pool as of fiscal year end 2017 is invested in cash and fixed income (18%), domestic equities (22%), international equities (34%), hedge
WWW.STANDARDANDPOORS.COM/RATINGSDIRECT APRIL 30, 2018 6 Ohio University; Public Coll/Univ - Unlimited Student Fees funds (14%), private equity (6%), and real assets (6%). OU also has a diverse donor base with alumni, individuals, and foundations responsible for the majority of gift giving; management reports that the university began the silent and public phases of its $450 million capital campaign in 2010 and 2011, respectively. The campaign known as The Promise Lives Campaign was completed in fiscal 2015, raising $500 million or 111% of its goal.
Debt and contingent liabilities Total debt at fiscal year-end 2017 was about $625.2 million inclusive of approximately $580,000 of capital leases. The university's general receipts, which totaled $642 million in 2017, secure the bonds. A broad mix of tuition, fees, auxiliary revenues, and unrestricted gifts and income comprise the university's general receipts. State operating appropriations are specifically excluded from the security pledge. There is no mandatory debt service reserve fund.
The university's debt burden had been below 4% of 2014 adjusted operating expenses, a level we consider low, but rose to a moderately high 5.3% of 2016 operating expense as a result of additional debt issuance in fiscal 2015 and with further debt issuance in 2017 associated with the series 2017 bonds rose to 8.8%. It is our understanding that the earliest additional debt might be forthcoming is in fiscal 2020. The six-year capital plan that begins in fiscal 2019 and runs through 2024 includes projects totaling $872.8 million of which $200 million may be debt financed with the next issuance anticipated in 2019 or 2020.
The university's debt structure is fairly front-loaded with pro forma MADS of $75.97 million in 2018 incorporating smoothing the amortization over 30 years since there is a large $250 million bullet associated with the series 2014 century bonds due in fiscal year 2115. The university has committed to an extensive set of policies and practices regarding the long-dated series 2014 bonds such that more than adequate funds should be on hand at final maturity to retire the large bullet associated with this issue. These policies and practices include setting aside a nominal amount at the outset of the issue from a source other than bond proceeds that will be invested utilizing relatively conservative interest rate assumptions to assure that as that amount grows over time it will be more than sufficient to retire the principal amount associated with the debt issuance.
The majority of the capital investments to date have been for academic buildings and student housing projects. The capital improvement program is focused on reducing deferred maintenance on all campuses but mostly at the main campus and upgrading and improving student housing facilities.
In some years Ohio provides capital funding for its public institutions. OU received about $98.6 million in capital approvals during the most recent four biennium's ($31.7 million in the fiscal 2007-2008 biennium, $29.6 million in 2009-2010, none in 2011-2012 as the state did not pass a capital budget bill for this period, $22.5 million in 2013-2014, and $26.8 million in 2015-2016). In the current biennium the university is budgeting the same level of support it received in the last biennium.
OU employees participate in contributory retirement plans (that include defined-benefit plans) administered by the state teachers and public employee retirement systems, similar to other Ohio public universities. We understand these plans were created by and operate pursuant to Ohio law and the Ohio General Assembly has the power to amend the plans, revise rates and methods of contributions and determine eligibility criteria. Certain eligible employees as an alternative may elect to participate in the university's alternative retirement plan. Before the implementation of GASB 68 the related pension liabilities associated with the plans referenced in the introductory sentence of this paragraph
WWW.STANDARDANDPOORS.COM/RATINGSDIRECT APRIL 30, 2018 7 Ohio University; Public Coll/Univ - Unlimited Student Fees have been recorded at the state level, not on the university's balance sheet. Similarly, OPEB liabilities for university employees are recorded at the state level.
Ohio University Enterprise And Financial Statistics Medians for 'A' rated public --Fiscal year ended June 30-- colleges and universities
2018 2017 2016 2015 2014 2016
Enrollment and demand Headcount 36,215 36,867 36,872 39,201 38,857 MNR Full-time equivalent 30,340 30,853 30,681 30,878 30,430 11,962 Freshman acceptance rate (%) 73.9 74.9 74.4 74.3 73.0 74.4 Freshman matriculation rate (%) 20.8 27.9 28.3 28.2 28.0 MNR Undergraduates as a % of total 82.7 83.7 84.4 85.6 84.0 84.5 enrollment (%) Freshman retention (%) 80.0 81.0 79.0 80.0 78.8 77.0 Graduation rates (six years) (%) 64.0 67.0 67.0 67.0 67.0 MNR
Income statement Adjusted operating revenue ($000s) N.A. 840,213 814,533 810,257 764,151 MNR Adjusted operating expense ($000s) N.A. 862,844 808,840 777,626 747,833 MNR Net adjusted operating income ($000s) N.A. (22,631) 5,693 32,631 16,318 MNR Net adjusted operating margin (%) N.A. (2.62) 0.70 4.20 2.18 (0.72) Estimated operating gain/loss before N.A. 26,310 48,714 70,550 52,747 MNR depreciation ($000s) Change in unrestricted net assets N.A. 38,568 (37,443) (370,807) 23,948 MNR (UNA; $000s) State operating appropriations ($000s) N.A. 163,057 161,462 159,028 151,217 MNR State appropriations to revenue (%) N.A. 19.4 19.8 19.6 19.8 22.6 Student dependence (%) N.A. 61.5 62.3 61.3 61.6 53.2 Health care operations dependence N.A. N.A. N.A. N.A. N.A. MNR (%) Research dependence (%) N.A. 5.5 5.4 6.1 6.0 MNR Endowment and investment income N.A. 5.2 (0.5) 0.3 3.7 0.4 dependence (%)
Debt Outstanding debt ($000s) N.A. 625,156 526,674 543,348 310,210 164,127 Total pro forma debt ($000s) N.A. 625,156 N.A. N.A. N.A. MNR Current debt service burden (%) N.A. N.A. 5.36 4.80 3.31 MNR Current MADS burden (%) N.A. 8.80 5.32 5.57 3.94 4.40
Financial resource ratios Endowment market value ($000s) N.A. 448,293 402,487 422,260 434,142 81,992 Related foundation market value N.A. 537,626 499,671 512,988 517,005 111,376 ($000s) Cash and investments ($000s) N.A. 727,529 611,478 663,258 532,461 MNR UNA ($000s) N.A. (56,084) (94,652) (57,209) 313,598 MNR Adjusted UNA ($000s) N.A. 491,345 336,295 292,481 316,139 MNR
WWW.STANDARDANDPOORS.COM/RATINGSDIRECT APRIL 30, 2018 8 Ohio University; Public Coll/Univ - Unlimited Student Fees
Ohio University Enterprise And Financial Statistics (cont.) Medians for 'A' rated public --Fiscal year ended June 30-- colleges and universities
2018 2017 2016 2015 2014 2016 Cash and investments to operations N.A. 84.3 75.6 85.3 71.2 45.2 (%) Cash and investments to debt (%) N.A. 116.4 116.1 122.1 171.6 96.3 Cash and investments to pro forma N.A. 116.4 N.A. N.A. N.A. MNR debt (%) Adjusted UNA to operations (%) N.A. 56.9 41.6 37.6 42.3 26.8 Adjusted UNA plus debt service N.A. 78.6 63.9 53.8 101.9 52.0 reserve to debt (%) Adjusted UNA plus debt service N.A. 78.6 N.A. N.A. N.A. MNR reserve to pro forma debt (%) Average age of plant (years) N.A. 14.0 15.6 17.0 16.8 14.0
N.A.--Not available. MNR--Median not reported. MADS--Maximum annual debt service. Total adjusted operating revenue = unrestricted revenue less realized and unrealized gains/losses and financial aid. Total adjusted operating expense = unrestricted expense plus financial aid expense. Net operating margin = 100*(net adjusted operating income/adjusted operating expense). Student dependence = 100*(gross tuition revenue + auxiliary revenue) / adjusted operating revenue. Current debt service burden = 100*(current debt service expense/adjusted operating expenses). Current MADS burden = 100*(maximum annual debt service expense/adjusted operating expenses). Cash and investments = cash + short-term and long-term investments. Adjusted UNA = Unrestricted net assets + unrestricted net assets of the foundation. Average age of plant = accumulated depreciation/depreciation and amortization expense.
Ratings Detail (As Of April 30, 2018)
Ohio Univ gen rcpt bnds series 2009
Long Term Rating A+/Stable Affirmed
Ohio Univ sub gen rcpts ser 2004, 2006
Unenhanced Rating A+(SPUR)/Stable Affirmed Many issues are enhanced by bond insurance.
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WWW.STANDARDANDPOORS.COM/RATINGSDIRECT APRIL 30, 2018 10 Century Bond and Deferred Maintenance Program Dashboard as of March 31, 2018 Asset Allocation Performance Century Bond Investment Pool Century Bond Long-Term Investment Pool1 Fixed Income Actual Return 15% Benchmark Return 14% Planned Return U.S. Equity 9.5% 10% 9.2% 22% 6.6% 6.7% 7.3% 7.3% International Equity 5.5% 5.1% 5.6% 17% 5% Hedge Funds 2% 0% 5% Real Assets Fiscal YTD One-Year Inception-To-Date 1 Private Equity Century Bond Reserve Diversified Portfolio 15% 25% Actual Return Fixed Income for Short- 15% Benchmark Return Term Use 9.6% 9.7% Planned Return 10% 6.7% 6.7% 6.9% 6.9% 5.2% 4.9% 4.8% Debt Reserve Investment Pool 5%
Fixed Income 0% 12% Fiscal YTD One-Year Inception-To-Date U.S. Equity Century Bond Reserve Conservative Portfolio1 11% International Equity 6% Actual Return 45% Benchmark Return Hedge Funds 4% Planned Return 2.5% 18% Real Assets 2%
Private Equity 0% -0.2%-0.2% 4.3% 4.3% 3.4% 3.4% 3%4% 7% -2% -0.9% Conservative Portfolio -1.4% Fiscal YTD One-Year Inception-To-Date Market Values Market Values Century Bond Investment Pool Debt Reserve Investment Pool $250 Def. $10 Cons. $225 Maint. Required minimum balance (Plan) $200 (Plan) $8 $175 Unused LT $150 Proceeds $6 (Plan) $125 (Plan) Cons. $100 Def. $4 (Actual) $75 Maint. $50 (Actual) $2 LT $25 Unused (Actual) $0 Proceeds $0 2015 2016 2017 2018 2019 (Actual) 2015 2016 2017 2018 2019 Spending By Fiscal Year Cumulative $150 Clippinger Spend $50 Clippinger Spend EIP Spend $40 EIP Spend $100 Def. Maint. Spend $30 Def. Maint. Spend Clippinger Loans Clippinger Loans $20 $50 EIP Loans EIP Loans $10 Def. Maint. Loans Def. Maint. Loans $0 $0 2015 2016 2017 2018 2019 2015 2016 2017 2018 2019
1The expected annual return on the Century Bond Long-Term and Diversified Portfolios is 5.9%. The expected return on the conservative portfolio is 2.5%. OHIO Century Bond and Deferred Maintenance Program Investment Pool Asset Allocation
The Century Bond and Deferred Maintenance Program investment portfolio is professionally managed, with the long-term objective of maximizing the real return, or the nominal return less inflation, of the assets over a complete market cycle with emphasis on preserving capital and reducing volatility through prudent diversification. The portfolio is broadly diversified into equities, fixed income and alternative investments, including commodities, private equity and hedge funds, with a long- term target allocation of 80% to equity-oriented investments and 20% to fixed income-oriented investments. This allocation provides the opportunity for high risk-adjusted returns. The portfolio's total assets include unspent century bond proceeds, as well as payments on internal loans made from OHIO's central bank.
March 31, 2018 Asset Allocation with Investment Policy Targets and Ranges
Market Value Long-Term Range Asset Class (in millions) Current Target Min Max Cash $ 8.4 4.8% 0.0% 0.0%- 20.0% Core Fixed Income 12.4 7.1% 9.0% 3.0%- 12.0% Opportunistic Fixed Income 5.0 2.9% 3.0% 0.0%- 8.0% TIPS 4.9 2.8% 5.0% 2.0%- 8.0% Subtotal - Fixed Income $ 30.7 17.6% 17.0% 12.0%- 36.0%
U.S. Large Cap Index 35.6 20.4% 17.0% 8.0% - 30.0% U.S. Small Cap 2.4 1.4% 3.0% 0.0%- 10.0% International Equity - Developed 40.7 23.4% 16.0% 8.0%- 26.0% International Equity - Emerging Markets 17.2 9.9% 4.0% 0.0% - 10.0% Subtotal - Global Equity $ 95.9 55.1% 40.0% 28.0%- 60.0%
Equity Hedge Funds 32.7 18.8% 12.0% 0.0%- 20.0% Fixed Income Hedge Funds - 0.0% 3.0% 0.0%- 8.0% Commodities 8.7 5.0% 4.0% 0.0%- 10.0% Real Estate 1.6 0.9% 4.0% 0.0%- 10.0% Private Equity 4.5 2.6% 20.0% 0.0%- 30.0% Special Opportunities - 0.0% 0.0% 0.0%- 5.0% Subtotal - Alternatives $ 47.5 27.3% 43.0% 22.0%- 65.0%
Subtotal - Long-Term Assets $ 174.1 100.0% 100.0%
Fixed Income for Short-Term Use $ 48.7
Total Assets$ 222.8
Asset Allocation as of March 31, 2018
14% 22% Fixed Income
U.S. Equity
International Equity
17% 2% Hedge Funds
5% Real Assets
Private Equity
15% Fixed Income for Short- Term Use 25% OHIO Century Bond and Deferred Maintenance Program Debt Reserve Asset Allocation
In accordance with the Century Bond Guiding Principles, OHIO has set aside $7 million from a source other than bond proceeds to be invested in a manner to provide sufficient funds that will ultimately be used to repay the total outstanding principal in 2114. Initially, half of these funds have been invested in a diversified portfolio in accordance with The Ohio University Foundation General Endowment Fund Investment Policy, with the objective of maximizing potential yield. The other half has been invested in a safer, more conservative portfolio of investments, which is designed to preserve and protect principal under volatile market conditions. No draws may be made from this portfolio until its market value reaches at least 100% of the debt principal maturity balance of $250 million. This portfolio will be rebalanced over time to preserve principal closer to the bond's final maturity.
March 31, 2018 Asset Allocation with Investment Policy Targets and Ranges
Market Value Long-Term Range Asset Class (in millions) Current Target Min Max Cash $ 0.3 7.3% 0.0% 0.0% - 20.0% Core Fixed Income 0.4 9.8% 10.0% 5.0%- 16.0% Opportunistic Fixed Income 0.1 2.4% 4.0% 2.0%- 8.0% TIPS 0.1 2.4% 6.0% 3.0%- 10.0% Subtotal - Fixed Income $ 0.9 22.0% 20.0% 17.0%- 42.0%
U.S. Large Cap Index 0.7 17.1% 20.5% 15.0%- 30.0% U.S. Small Cap 0.1 2.4% 4.0% 2.0%- 10.0% International Equity - Developed 1.0 24.4% 20.0% 14.0%- 29.0% International Equity - Emerging Markets 0.4 9.8% 4.5% 2.0% - 12.0% Subtotal - Global Equity $ 2.2 53.7% 49.0% 46.0%- 68.0%
Equity Hedge Funds 0.4 9.8% 8.0% 0.0%- 15.0% Fixed Income Hedge Funds 0.1 2.4% 2.5% 0.0%- 8.0% Commodities 0.2 4.9% 4.5% 0.0%- 10.0% Real Estate 0.1 2.4% 4.5% 0.0%- 10.0% Private Equity (excluding Real Estate) 0.2 4.9% 9.0% 0.0%- 15.0% Special Opportunities - 0.0% 2.5% 0.0%- 5.0% Subtotal - Alternatives $ 1.0 24.4% 31.0% 15.0%- 38.0%
Subtotal - Diversified Portfolio $ 4.1 100.0% 100.0%
Conservative Portfolio (U.S. Treasury Bond) $ 3.3
Total Assets $ 7.4
Asset Allocation as of March 31, 2018
12% Fixed Income U.S. Equity 11% International Equity 45% Hedge Funds Real Assets 18% Private Equity
3% 4% 7% Conservative Portfolio OHIO Century Bond and Deferred Maintenance Program Investment Performance for Periods Ended March 31, 2018
1 Century Bond Long-Term Portfolio
10% 9.2% 9.5% 9% 8% 7.3% 7.3% 6.7% 7% 6.6% 5.5% 5.6% 6% 5.1% 5% 4% 3% 2% 1% 0% Fiscal YTD One-Year Inception-To-Date
Actual Return Benchmark Return Planned Return
1Using the current asset allocation and a 5- to 7-year outlook, this portfolio's expected annual return is 5.9%.
2 Century Bond Reserve Diversified Portfolio
12% 9.6% 9.7% 10%
8% 6.7% 6.7% 6.9% 6.9%
6% 5.2% 4.9% 4.8% 4%
2%
0% Fiscal YTD One-Year Inception-To-Date Actual Return Benchmark Return Planned Return
2Using the current asset allocation and a 5- to 7-year outlook, this portfolio's expected annual return is 5.9%.
3 Century Bond Reserve Conservative Portfolio
6% 4.3% 4.3% 4% 3.4% 3.4% 2.5% 2%
0% -0.2% -0.2% -0.9% -2% -1.4% Fiscal YTD One-Year Inception-To-Date Actual Return Benchmark Return Planned Return
3Using the current asset allocation and a 5- to 7-year outlook, this portfolio's expected annual return is 2.5%. Century Bond and Deferred Maintenance Program Century Bond Investment Pool Summary
Investment Pool Activity through March 31, 2018* (in millions)
FY 2015 FY 2016 FY 2017 FY 2018* Beginning investment pool market value $ - $ 248.4 $ 222.7 $ 224.7 Cash transferred to (from) investment pool 247.8 (20.6) (17.0) (12.8) Interest and dividends net of management fees 1.7 2.4 3.6 2.5 Realized gains (losses) 2.3 1.8 - 0.4 Unrealized gains (losses) (3.4) (9.3) 15.4 9.2 Ending investment pool market value $ 248.4 $ 222.7 $ 224.7 $ 223.8
Century Bond Investments by Pool Century Bond Investments By Source
6.4%
16.3% Cash for Short- Bond Proceeds Term Use
Long-Term Internal Loan Proceeds 83.9% Investments
93.8%
Century Bond Investment Pool Composition as of March 31, 2018* (in millions)
Historic Value Market Value Short-term bond proceeds - unspent balance $ 53.0 23.4% $ 46.1 20.7% Long-term bond proceeds - unspent balance 150.0 66.3% 172.7 77.5% Internal loan pool 23.2 10.3% 14.2 6.4% Cash due (to) from pool - 0.0% (10.1) -4.4% Total investment pool $ 226.2 100.0%$ 222.9 100.2%
Century Bond Investment Pool Market Value by Fiscal Year (in millions)
$250 Def. $225 Maint. $200 (Plan) $175 Unused $150 Proceeds (Plan) $125 $100 Def. Maint. $75 (Actual) $50 Unused $25 Proceeds $0 (Actual) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
* unaudited Century Bond and Deferred Maintenance Program Debt Reserve Investment Pool Summary
Investment Pool Activity through March 31, 2018* (in millions)
FY 2015 FY 2016 FY 2017 FY 2018* Beginning investment pool market value $ - $ 7.0 $ 7.1 $ 7.3 Cash transferred to (from) investment pool 7.0 - - - Interest and dividends net of management fees 0.1 0.2 0.2 0.1 Realized gains (losses) 0.3 - - - Unrealized gains (losses) (0.4) (0.1) - - Ending investment pool market value $ 7.0 $ 7.1 $ 7.3 $ 7.4
Debt Reserve By Investment Pool Required Minimum Balance to Total Value
100% Required Conservative 80% Minimum Pool 60% 94.6% Balance 44.6% Diversified Pool 40% Excess Investment 20% Earnings 55.4% 5.4% 0% -20%
Debt Reserve Investment Pool Composition as of March 31, 2018* (in millions)
Historic Value Market Value Century bond reserve conservative pool $ 3.5 50.0% $ 3.3 44.6% Century bond reserve diversified pool 3.5 50.0% 4.1 55.4% Total debt reserve investment pool $ 7.0 100.0%$ 7.4 100.0%
Required minimum balance $ 7.0
Investment Pool Market Value by Fiscal Year (in millions)
$12 Cons. Required minimum balance (Plan) $10
$8 LT (Plan)
$6 Cons. $4 (Actual)
$2 LT (Actual) $0 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
* unaudited Spending by Fiscal Year (in millions)
$45 $40 EIP SpendDef. Maint. Spend $35 ClippingerEIP Loans Spend Clippinger Loans $30 Def. Maint. Spend Def. Maint. Loans $25 EIP Loans $20 Clippinger Loans $15 Def. Maint. Loans $10 $5 $0 2015 2016 2017 2018 2019 Spending by Fiscal Year (in millions)
$140 EIP Spend $120 Clippinger Spend $100 Def. Maint. Spend $80 EIP Loans $60 Clippinger Loans Def. Maint. Loans $40
$20
$0 2015 2016 2017 2018 2019 Ohio University Central Bank Model vFY18 Annual Cashflow Summary
EXTERNAL DEBT INTERNAL DEBT INTERNAL BANK EQUILIBRIUM Century Bond Diversified Tier II/III Strategic Century Bond Investment 2017A Fiscal Total External Total Internal Beginning (Tier IV) Internal Bank Ending Ending Principal Interest Principal Interest Investment Investment State Funding Shortfall Earnings Contingency Year Debt Cashflows Debt Cashflows Balance Investment Net Cashflows Balance Balance Earnings (1) Pool Payback Payback for Balance (2) Earnings (1) Debt Service A B A+B=C D E D+E=F G H I J K L M C+F=N G+H+I+J+K+L+M+N=O P O‐P=Q outflow outflow net inflow inflow net balance inflow inflow outflow inflow inflow inflow net balance balance balance 2017 (17,677,346) (12,551,856) (30,229,202) 30,030,667 17,142,335 47,173,002 ‐ 1,814,325 12,877,039 (4,500,000) 1,999,688 ‐ ‐ 16,943,800 29,134,852 48,327,219 (19,192,367) 2018 (16,108,624) (15,757,374) (31,865,998) 21,141,362 16,998,969 38,140,331 29,134,852 1,079,474 10,634,131 (4,500,000) 1,999,688 10,774,995 ‐ 6,274,333 55,397,473 49,871,698 5,525,775 2019 (16,105,461) (15,235,477) (31,340,938) 21,076,993 16,335,827 37,412,820 55,397,473 3,426,482 7,505,128 (4,500,000) ‐ ‐ ‐ 6,071,882 67,900,966 51,465,537 16,435,428 2020 (13,777,868) (14,668,055) (28,445,923) 19,602,308 15,258,001 34,860,309 67,900,966 3,501,050 7,947,931 (4,500,000) ‐ ‐ 8,104,054 6,414,386 89,368,386 53,110,313 36,258,073 2021 (10,625,856) (14,218,428) (24,844,284) 16,555,590 14,478,286 31,033,875 89,368,386 3,577,266 8,416,859 (4,500,000) ‐ ‐ ‐ 6,189,591 103,052,102 54,807,654 48,244,448 2022 (10,994,433) (13,821,450) (24,815,883) 16,082,404 13,771,981 29,854,385 103,052,102 3,655,169 8,913,453 (4,500,000) ‐ ‐ ‐ 5,038,502 116,159,226 56,559,240 59,599,986 2023 (11,438,612) (13,394,772) (24,833,384) 16,079,836 13,089,230 29,169,066 116,159,226 3,734,795 9,439,347 (4,500,000) ‐ ‐ ‐ 4,335,682 129,169,050 58,366,805 70,802,246 2024 (11,083,403) (12,934,310) (24,017,713) 15,702,972 12,422,227 28,125,199 129,169,050 3,816,185 9,996,269 (4,500,000) ‐ ‐ ‐ 4,107,486 142,588,990 60,232,137 82,356,853 2025 (11,369,661) (12,450,123) (23,819,784) 16,281,759 11,700,188 27,981,947 142,588,990 3,899,377 13,285,774 (4,500,000) ‐ ‐ ‐ 4,162,164 159,436,304 62,157,083 97,279,221 2026 (9,593,527) (12,012,958) (21,606,485) 14,045,641 11,007,884 25,053,525 159,436,304 3,984,412 14,272,114 (4,500,000) ‐ ‐ ‐ 3,447,040 176,639,869 64,143,547 112,496,322 2027 (9,937,490) (11,641,091) (21,578,581) 14,616,606 9,868,655 24,485,261 176,639,869 4,071,331 15,331,834 (4,500,000) ‐ ‐ ‐ 2,906,679 194,449,714 66,193,497 128,256,216 2028 (9,871,548) (11,300,959) (21,172,507) 12,673,713 9,261,170 21,934,883 194,449,714 4,160,178 16,470,402 (4,500,000) ‐ ‐ ‐ 762,376 211,342,670 68,308,961 143,033,709 2029 (8,135,000) (10,961,688) (19,096,688) 11,000,163 8,719,720 19,719,883 211,342,670 4,250,995 17,693,696 (4,500,000) ‐ ‐ ‐ 623,196 229,410,556 70,492,032 158,918,524 2030 (8,495,000) (10,604,338) (19,099,338) 11,514,006 8,193,350 19,707,356 229,410,556 4,343,827 19,008,029 (4,500,000) ‐ ‐ ‐ 608,018 248,870,431 72,744,872 176,125,559 2031 (8,860,000) (10,231,238) (19,091,238) 12,049,909 7,641,633 19,691,542 248,870,431 4,438,720 20,420,188 (4,500,000) ‐ ‐ ‐ 600,305 269,829,644 75,069,709 194,759,934 2032 (9,275,000) (9,818,806) (19,093,806) 12,612,572 7,077,069 19,689,641 269,829,644 4,535,720 21,937,466 (4,500,000) ‐ ‐ ‐ 595,834 292,398,664 77,468,846 214,929,818 2033 (6,795,000) (9,437,900) (16,232,900) 10,101,175 6,543,407 16,644,582 292,398,664 4,634,875 23,567,699 (4,500,000) ‐ ‐ ‐ 411,682 316,512,920 79,944,656 236,568,264 2034 (7,115,000) (9,108,850) (16,223,850) 10,567,539 6,062,315 16,629,854 316,512,920 4,736,233 25,319,311 (4,500,000) ‐ ‐ ‐ 406,004 342,474,469 82,499,590 259,974,878 2035 (6,860,000) (8,775,475) (15,635,475) 10,422,324 5,573,825 15,996,149 342,474,469 4,839,844 27,201,352 (4,500,000) ‐ ‐ ‐ 360,674 370,376,339 85,136,177 285,240,162 2036 (7,195,000) (8,440,750) (15,635,750) 10,896,631 5,091,155 15,987,786 370,376,339 4,945,760 29,223,548 (4,500,000) ‐ ‐ ‐ 352,036 400,397,683 87,857,026 312,540,658 2037 (7,530,000) (8,089,900) (15,619,900) 11,402,551 4,571,356 15,973,907 400,397,683 5,054,032 31,396,353 (4,500,000) ‐ ‐ ‐ 354,007 432,702,074 90,664,829 342,037,245 2038 (6,790,000) (7,743,075) (14,533,075) 10,587,436 4,056,743 14,644,179 432,702,074 5,164,713 33,730,999 (4,500,000) ‐ ‐ ‐ 111,104 467,208,889 93,562,367 373,646,522 2039 (7,150,000) (7,399,600) (14,549,600) 11,101,647 3,541,445 14,643,091 467,208,889 5,277,859 36,239,559 (4,500,000) ‐ ‐ ‐ 93,491 504,319,798 96,552,507 407,767,291 2040 (7,495,000) (7,039,025) (14,534,025) 11,619,866 3,004,885 14,624,751 504,319,798 5,393,524 38,935,006 (4,500,000) ‐ ‐ ‐ 90,726 544,239,054 99,638,207 444,600,847 2041 (7,870,000) (6,660,975) (14,530,975) 12,118,699 2,436,287 14,554,986 544,239,054 5,511,767 41,831,283 (4,500,000) ‐ ‐ ‐ 24,011 587,106,115 102,822,523 484,283,591 2042 (8,255,000) (6,264,425) (14,519,425) 12,528,493 1,847,587 14,376,080 587,106,115 5,632,645 44,943,374 (4,500,000) ‐‐‐(143,345) 633,038,789 106,108,606 526,930,183 2043 (8,680,000) (5,848,150) (14,528,150) 13,153,926 1,237,947 14,391,873 633,038,789 5,756,219 48,287,381 (4,500,000) ‐‐‐(136,277) 682,446,112 109,499,708 572,946,404 2044 (6,700,000) (5,467,350) (12,167,350) 11,377,542 655,017 12,032,558 682,446,112 5,882,549 51,880,611 (4,500,000) ‐‐‐(134,792) 735,574,480 112,999,186 622,575,295 2045 (28,105,000) (4,597,225) (32,702,225) 3,480,963 261,778 3,742,741 735,574,480 6,011,699 55,741,662 (4,500,000) ‐‐‐(28,959,484) 763,868,358 88,059,933 675,808,424 2046 (29,500,000) (3,204,600) (32,704,600) 2,326,588 116,794 2,443,381 763,868,358 6,143,731 59,890,523 (4,500,000) ‐‐‐(30,261,219) 795,141,393 60,906,537 734,234,856 2047 (30,805,000) (1,898,500) (32,703,500) 792,140 33,343 825,483 795,141,393 6,278,712 64,348,674 (4,500,000) ‐‐‐(31,878,017) 829,390,761 31,559,662 797,831,099 2048 (32,060,000) (641,200) (32,701,200) 203,949 2,422 206,371 829,390,761 6,416,708 69,139,201 (4,500,000) ‐‐‐(32,494,829) 867,951,842 ‐ 867,951,842
TOTAL (392,253,829) (302,219,922) (694,473,751) 403,747,968 238,002,829 641,750,797 145,970,176 895,826,195 (144,000,000) 3,999,376 10,774,995 8,104,054 (52,722,954) Ohio University Central Bank Model vFY18 Annual Cashflow Summary
EXTERNAL DEBT INTERNAL DEBT INTERNAL BANK EQUILIBRIUM Century Bond Diversified Tier II/III Strategic Century Bond Investment 2017A Fiscal Total External Total Internal Beginning (Tier IV) Internal Bank Ending Ending Principal Interest Principal Interest Investment Investment State Funding Shortfall Earnings Contingency Year Debt Cashflows Debt Cashflows Balance Investment Net Cashflows Balance Balance Earnings (1) Pool Payback Payback for Balance (2) Earnings (1) Debt Service A B A+B=C D E D+E=F G H I J K L M C+F=N G+H+I+J+K+L+M+N=O P O‐P=Q outflow outflow net inflow inflow net balance inflow inflow outflow inflow inflow inflow net balance balance balance 2017 (17,677,346) (12,551,856) (30,229,202) 30,030,667 17,142,335 47,173,002 ‐ 1,814,325 12,877,039 (4,500,000) 1,999,688 ‐ ‐ 16,943,800 29,134,852 21,835,477 7,299,376 2018 (16,108,624) (15,757,374) (31,865,998) 21,141,362 16,998,969 38,140,331 29,134,852 1,079,474 10,634,131 (4,500,000) 1,999,688 10,774,995 ‐ 6,274,333 55,397,473 23,159,185 32,238,288 2019 (16,105,461) (15,235,477) (31,340,938) 21,076,993 16,335,827 37,412,820 55,397,473 3,426,482 7,505,128 (4,500,000) ‐ ‐ ‐ 6,071,882 67,900,966 24,563,138 43,337,827 2020 (13,777,868) (14,668,055) (28,445,923) 19,602,308 15,258,001 34,860,309 67,900,966 3,501,050 7,947,931 (4,500,000) ‐ ‐ 8,104,054 6,414,386 89,368,386 26,052,202 63,316,184 2021 (10,625,856) (14,218,428) (24,844,284) 16,555,590 14,478,286 31,033,875 89,368,386 3,577,266 8,416,859 (4,500,000) ‐ ‐ ‐ 6,189,591 103,052,102 27,631,536 75,420,565 2022 (10,994,433) (13,821,450) (24,815,883) 16,082,404 13,771,981 29,854,385 103,052,102 3,655,169 8,913,453 (4,500,000) ‐ ‐ ‐ 5,038,502 116,159,226 29,306,612 86,852,613 2023 (11,438,612) (13,394,772) (24,833,384) 16,079,836 13,089,230 29,169,066 116,159,226 3,734,795 9,439,347 (4,500,000) ‐ ‐ ‐ 4,335,682 129,169,050 31,083,235 98,085,815 2024 (11,083,403) (12,934,310) (24,017,713) 15,702,972 12,422,227 28,125,199 129,169,050 3,816,185 9,996,269 (4,500,000) ‐ ‐ ‐ 4,107,486 142,588,990 32,967,560 109,621,430 2025 (11,369,661) (12,450,123) (23,819,784) 16,281,759 11,700,188 27,981,947 142,588,990 3,899,377 13,285,774 (4,500,000) ‐ ‐ ‐ 4,162,164 159,436,304 34,966,116 124,470,188 2026 (9,593,527) (12,012,958) (21,606,485) 14,045,641 11,007,884 25,053,525 159,436,304 3,984,412 14,272,114 (4,500,000) ‐ ‐ ‐ 3,447,040 176,639,869 37,085,828 139,554,041 2027 (9,937,490) (11,641,091) (21,578,581) 14,616,606 9,868,655 24,485,261 176,639,869 4,071,331 15,331,834 (4,500,000) ‐ ‐ ‐ 2,906,679 194,449,714 39,334,041 155,115,672 2028 (9,871,548) (11,300,959) (21,172,507) 12,673,713 9,261,170 21,934,883 194,449,714 4,160,178 16,470,402 (4,500,000) ‐ ‐ ‐ 762,376 211,342,670 41,718,545 169,624,125 2029 (8,135,000) (10,961,688) (19,096,688) 11,000,163 8,719,720 19,719,883 211,342,670 4,250,995 17,693,696 (4,500,000) ‐ ‐ ‐ 623,196 229,410,556 44,247,603 185,162,954 2030 (8,495,000) (10,604,338) (19,099,338) 11,514,006 8,193,350 19,707,356 229,410,556 4,343,827 19,008,029 (4,500,000) ‐ ‐ ‐ 608,018 248,870,431 46,929,976 201,940,454 2031 (8,860,000) (10,231,238) (19,091,238) 12,049,909 7,641,633 19,691,542 248,870,431 4,438,720 20,420,188 (4,500,000) ‐ ‐ ‐ 600,305 269,829,644 49,774,961 220,054,683 2032 (9,275,000) (9,818,806) (19,093,806) 12,612,572 7,077,069 19,689,641 269,829,644 4,535,720 21,937,466 (4,500,000) ‐ ‐ ‐ 595,834 292,398,664 52,792,413 239,606,251 2033 (6,795,000) (9,437,900) (16,232,900) 10,101,175 6,543,407 16,644,582 292,398,664 4,634,875 23,567,699 (4,500,000) ‐ ‐ ‐ 411,682 316,512,920 55,992,790 260,520,131 2034 (7,115,000) (9,108,850) (16,223,850) 10,567,539 6,062,315 16,629,854 316,512,920 4,736,233 25,319,311 (4,500,000) ‐ ‐ ‐ 406,004 342,474,469 59,387,179 283,087,290 2035 (6,860,000) (8,775,475) (15,635,475) 10,422,324 5,573,825 15,996,149 342,474,469 4,839,844 27,201,352 (4,500,000) ‐ ‐ ‐ 360,674 370,376,339 62,987,342 307,388,997 2036 (7,195,000) (8,440,750) (15,635,750) 10,896,631 5,091,155 15,987,786 370,376,339 4,945,760 29,223,548 (4,500,000) ‐ ‐ ‐ 352,036 400,397,683 66,805,754 333,591,929 2037 (7,530,000) (8,089,900) (15,619,900) 11,402,551 4,571,356 15,973,907 400,397,683 5,054,032 31,396,353 (4,500,000) ‐ ‐ ‐ 354,007 432,702,074 70,855,646 361,846,428 2038 (6,790,000) (7,743,075) (14,533,075) 10,587,436 4,056,743 14,644,179 432,702,074 5,164,713 33,730,999 (4,500,000) ‐ ‐ ‐ 111,104 467,208,889 75,151,050 392,057,840 2039 (7,150,000) (7,399,600) (14,549,600) 11,101,647 3,541,445 14,643,091 467,208,889 5,277,859 36,239,559 (4,500,000) ‐ ‐ ‐ 93,491 504,319,798 79,706,849 424,612,949 2040 (7,495,000) (7,039,025) (14,534,025) 11,619,866 3,004,885 14,624,751 504,319,798 5,393,524 38,935,006 (4,500,000) ‐ ‐ ‐ 90,726 544,239,054 84,538,829 459,700,224 2041 (7,870,000) (6,660,975) (14,530,975) 12,118,699 2,436,287 14,554,986 544,239,054 5,511,767 41,831,283 (4,500,000) ‐ ‐ ‐ 24,011 587,106,115 89,663,734 497,442,381 2042 (8,255,000) (6,264,425) (14,519,425) 12,528,493 1,847,587 14,376,080 587,106,115 5,632,645 44,943,374 (4,500,000) ‐‐‐(143,345) 633,038,789 95,099,319 537,939,469 2043 (8,680,000) (5,848,150) (14,528,150) 13,153,926 1,237,947 14,391,873 633,038,789 5,756,219 48,287,381 (4,500,000) ‐‐‐(136,277) 682,446,112 100,864,421 581,581,691 2044 (6,700,000) (5,467,350) (12,167,350) 11,377,542 655,017 12,032,558 682,446,112 5,882,549 51,880,611 (4,500,000) ‐‐‐(134,792) 735,574,480 106,979,013 628,595,467 2045 (28,105,000) (4,597,225) (32,702,225) 3,480,963 261,778 3,742,741 735,574,480 6,011,699 55,741,662 (4,500,000) ‐‐‐(28,959,484) 763,868,358 84,519,928 679,348,429 2046 (29,500,000) (3,204,600) (32,704,600) 2,326,588 116,794 2,443,381 763,868,358 6,143,731 59,890,523 (4,500,000) ‐‐‐(30,261,219) 795,141,393 59,262,670 735,878,723 2047 (30,805,000) (1,898,500) (32,703,500) 792,140 33,343 825,483 795,141,393 6,278,712 64,348,674 (4,500,000) ‐‐‐(31,878,017) 829,390,761 31,130,294 798,260,467 2048 (32,060,000) (641,200) (32,701,200) 203,949 2,422 206,371 829,390,761 6,416,708 69,139,201 (4,500,000) ‐‐‐(32,494,829) 867,951,842 ‐ 867,951,842
TOTAL (392,253,829) (302,219,922) (694,473,751) 403,747,968 238,002,829 641,750,797 145,970,176 895,826,195 (144,000,000) 3,999,376 10,774,995 8,104,054 (52,722,954) Ohio University Central Bank Model vFY18 Annual Cashflow Summary
EXTERNAL DEBT INTERNAL DEBT INTERNAL BANK EQUILIBRIUM Century Bond Diversified Tier II/III Strategic Century Bond Investment 2017A Fiscal Total External Total Internal Beginning (Tier IV) Internal Bank Ending Ending Principal Interest Principal Interest Investment Investment State Funding Shortfall Earnings Contingency Year Debt Cashflows Debt Cashflows Balance Investment Net Cashflows Balance Balance Earnings (1) Pool Payback Payback for Balance (2) Earnings (1) Debt Service A B A+B=C D E D+E=F G H I J K L M C+F=N G+H+I+J+K+L+M+N=O P O‐P=Q outflow outflow net inflow inflow net balance inflow inflow outflow inflow inflow inflow net balance balance balance 2017 (17,677,346) (12,551,856) (30,229,202) 30,030,667 17,142,335 47,173,002 ‐ 1,814,325 12,877,039 (4,500,000) 1,999,688 ‐ ‐ 16,943,800 29,134,852 32,473,413 (3,338,560) 2018 (16,108,624) (15,757,374) (31,865,998) 21,141,362 16,998,969 38,140,331 29,134,852 1,079,474 10,634,131 (4,500,000) 1,999,688 10,774,995 ‐ 6,274,333 55,397,473 33,973,696 21,423,777 2019 (16,105,461) (15,235,477) (31,340,938) 21,076,993 16,335,827 37,412,820 55,397,473 3,426,482 7,505,128 (4,500,000) ‐ ‐ ‐ 6,071,882 67,900,966 35,543,293 32,357,672 2020 (13,777,868) (14,668,055) (28,445,923) 19,602,308 15,258,001 34,860,309 67,900,966 3,501,050 7,947,931 (4,500,000) ‐ ‐ 8,104,054 6,414,386 89,368,386 37,185,406 52,182,980 2021 (10,625,856) (14,218,428) (24,844,284) 16,555,590 14,478,286 31,033,875 89,368,386 3,577,266 8,416,859 (4,500,000) ‐ ‐ ‐ 6,189,591 103,052,102 38,903,385 64,148,716 2022 (10,994,433) (13,821,450) (24,815,883) 16,082,404 13,771,981 29,854,385 103,052,102 3,655,169 8,913,453 (4,500,000) ‐ ‐ ‐ 5,038,502 116,159,226 40,700,736 75,458,490 2023 (11,438,612) (13,394,772) (24,833,384) 16,079,836 13,089,230 29,169,066 116,159,226 3,734,795 9,439,347 (4,500,000) ‐ ‐ ‐ 4,335,682 129,169,050 42,581,125 86,587,926 2024 (11,083,403) (12,934,310) (24,017,713) 15,702,972 12,422,227 28,125,199 129,169,050 3,816,185 9,996,269 (4,500,000) ‐ ‐ ‐ 4,107,486 142,588,990 44,548,388 98,040,602 2025 (11,369,661) (12,450,123) (23,819,784) 16,281,759 11,700,188 27,981,947 142,588,990 3,899,377 13,285,774 (4,500,000) ‐ ‐ ‐ 4,162,164 159,436,304 46,606,540 112,829,764 2026 (9,593,527) (12,012,958) (21,606,485) 14,045,641 11,007,884 25,053,525 159,436,304 3,984,412 14,272,114 (4,500,000) ‐ ‐ ‐ 3,447,040 176,639,869 48,759,779 127,880,090 2027 (9,937,490) (11,641,091) (21,578,581) 14,616,606 9,868,655 24,485,261 176,639,869 4,071,331 15,331,834 (4,500,000) ‐ ‐ ‐ 2,906,679 194,449,714 51,012,498 143,437,215 2028 (9,871,548) (11,300,959) (21,172,507) 12,673,713 9,261,170 21,934,883 194,449,714 4,160,178 16,470,402 (4,500,000) ‐ ‐ ‐ 762,376 211,342,670 53,369,294 157,973,376 2029 (8,135,000) (10,961,688) (19,096,688) 11,000,163 8,719,720 19,719,883 211,342,670 4,250,995 17,693,696 (4,500,000) ‐ ‐ ‐ 623,196 229,410,556 55,834,975 173,575,582 2030 (8,495,000) (10,604,338) (19,099,338) 11,514,006 8,193,350 19,707,356 229,410,556 4,343,827 19,008,029 (4,500,000) ‐ ‐ ‐ 608,018 248,870,431 58,414,571 190,455,860 2031 (8,860,000) (10,231,238) (19,091,238) 12,049,909 7,641,633 19,691,542 248,870,431 4,438,720 20,420,188 (4,500,000) ‐ ‐ ‐ 600,305 269,829,644 61,113,345 208,716,298 2032 (9,275,000) (9,818,806) (19,093,806) 12,612,572 7,077,069 19,689,641 269,829,644 4,535,720 21,937,466 (4,500,000) ‐ ‐ ‐ 595,834 292,398,664 63,936,804 228,461,860 2033 (6,795,000) (9,437,900) (16,232,900) 10,101,175 6,543,407 16,644,582 292,398,664 4,634,875 23,567,699 (4,500,000) ‐ ‐ ‐ 411,682 316,512,920 66,890,708 249,622,213 2034 (7,115,000) (9,108,850) (16,223,850) 10,567,539 6,062,315 16,629,854 316,512,920 4,736,233 25,319,311 (4,500,000) ‐ ‐ ‐ 406,004 342,474,469 69,981,083 272,493,386 2035 (6,860,000) (8,775,475) (15,635,475) 10,422,324 5,573,825 15,996,149 342,474,469 4,839,844 27,201,352 (4,500,000) ‐ ‐ ‐ 360,674 370,376,339 73,214,234 297,162,105 2036 (7,195,000) (8,440,750) (15,635,750) 10,896,631 5,091,155 15,987,786 370,376,339 4,945,760 29,223,548 (4,500,000) ‐ ‐ ‐ 352,036 400,397,683 76,596,758 323,800,925 2037 (7,530,000) (8,089,900) (15,619,900) 11,402,551 4,571,356 15,973,907 400,397,683 5,054,032 31,396,353 (4,500,000) ‐ ‐ ‐ 354,007 432,702,074 80,135,556 352,566,518 2038 (6,790,000) (7,743,075) (14,533,075) 10,587,436 4,056,743 14,644,179 432,702,074 5,164,713 33,730,999 (4,500,000) ‐ ‐ ‐ 111,104 467,208,889 83,837,848 383,371,041 2039 (7,150,000) (7,399,600) (14,549,600) 11,101,647 3,541,445 14,643,091 467,208,889 5,277,859 36,239,559 (4,500,000) ‐ ‐ ‐ 93,491 504,319,798 87,711,187 416,608,611 2040 (7,495,000) (7,039,025) (14,534,025) 11,619,866 3,004,885 14,624,751 504,319,798 5,393,524 38,935,006 (4,500,000) ‐ ‐ ‐ 90,726 544,239,054 91,763,476 452,475,578 2041 (7,870,000) (6,660,975) (14,530,975) 12,118,699 2,436,287 14,554,986 544,239,054 5,511,767 41,831,283 (4,500,000) ‐ ‐ ‐ 24,011 587,106,115 96,002,982 491,103,133 2042 (8,255,000) (6,264,425) (14,519,425) 12,528,493 1,847,587 14,376,080 587,106,115 5,632,645 44,943,374 (4,500,000) ‐‐‐(143,345) 633,038,789 100,438,354 532,600,435 2043 (8,680,000) (5,848,150) (14,528,150) 13,153,926 1,237,947 14,391,873 633,038,789 5,756,219 48,287,381 (4,500,000) ‐‐‐(136,277) 682,446,112 105,078,642 577,367,469 2044 (6,700,000) (5,467,350) (12,167,350) 11,377,542 655,017 12,032,558 682,446,112 5,882,549 51,880,611 (4,500,000) ‐‐‐(134,792) 735,574,480 109,933,314 625,641,167 2045 (28,105,000) (4,597,225) (32,702,225) 3,480,963 261,778 3,742,741 735,574,480 6,011,699 55,741,662 (4,500,000) ‐‐‐(28,959,484) 763,868,358 86,265,373 677,602,985 2046 (29,500,000) (3,204,600) (32,704,600) 2,326,588 116,794 2,443,381 763,868,358 6,143,731 59,890,523 (4,500,000) ‐‐‐(30,261,219) 795,141,393 60,077,103 735,064,290 2047 (30,805,000) (1,898,500) (32,703,500) 792,140 33,343 825,483 795,141,393 6,278,712 64,348,674 (4,500,000) ‐‐‐(31,878,017) 829,390,761 31,344,120 798,046,641 2048 (32,060,000) (641,200) (32,701,200) 203,949 2,422 206,371 829,390,761 6,416,708 69,139,201 (4,500,000) ‐‐‐(32,494,829) 867,951,842 ‐ 867,951,842
TOTAL (392,253,829) (302,219,922) (694,473,751) 403,747,968 238,002,829 641,750,797 145,970,176 895,826,195 (144,000,000) 3,999,376 10,774,995 8,104,054 (52,722,954) hio University Century Bond Model nnual Cashflow Summary
CENTURY BOND INTERNAL LOANS (EIP & Deferred Maintenance) CENTURY BOND CENTRAL BANK EQUILIBRIUM CENTURY BOND PAYABLES DEFERRED MAINTENANCE FUND
Endowment Investment Due (to) from Deferred Deferred Working Capital Funded Earnings Fiscal Total External Debt EIP EIP Clippinger Clippinger Total Internal Debt Investment Draw on Ending Operations Debt Service Endowment Total Maintenance Maintenance Funding of Debt Deferred Due to Operations Bond Funded Budget Funded Year Cashflows Debt Service Spend(7) Debt Service Spend(7) Cashflows Earnings Reserve Fund Balance (External DS less Shortfall Funded Available Debt Service Spend(7) Service Shortfall Maintenance for Debt Service Internal DS) Spend (Payable Accruing)
outflow inflow outflow inflow outflow inflow outflow net inflow net outflow inflow balance net net net A B C D E F G H (B+C+D+E+F+G) I J (‐P) (2) K (‐G‐F) (3) L M (M(4)+A+H+I+J+K+L) N (A+B+D+F) O (‐MIN (I, ‐N)(5)) P (I+N) (1) Q (‐G) R [K+MAX(F)] (6) S (‐K) T (Q+R+S) 2015 (7,647,431) 2,073,660 (7,300,409) ‐ ‐ 1,318,964 (2,659,799) (6,567,583) 669,564 3,585,243 ‐ ‐ 237,813,507 (4,254,806) (669,564) (3,585,243) 2,659,799 ‐ ‐ 2,659,799 2016 (13,975,000) 4,147,319 (11,537,576) ‐ ‐ 2,637,929 (4,840,776) (9,593,104) (5,191,504) 7,189,752 ‐ ‐ 216,243,651 (7,189,752) ‐ (7,189,752) 4,840,776 ‐ ‐ 4,840,776 2017 (13,975,000) 5,460,637 (11,611,735) 760,342 (128,189) 3,956,893 (7,729,641) (9,291,692) 18,907,290 ‐ ‐ ‐ 211,884,249 (3,797,128) (3,797,128) ‐ 7,729,641 ‐ ‐ 7,729,641 2018 (13,975,000) 5,460,637 (16,400,000) 760,342 (300,000) 5,275,858 (7,400,000) (12,603,163) 15,092,175 (10,774,995) ‐‐ 189,623,266 (2,478,163) (2,478,163) ‐ 7,400,000 ‐ ‐ 7,400,000 2019 (13,975,000) 5,460,637 (15,000,000) 760,342 (5,285,906) 6,594,822 (7,100,000) (14,570,104) 10,393,338 ‐ ‐ ‐ 171,471,500 (1,159,199) (1,159,199) ‐ 7,100,000 ‐ ‐ 7,100,000 2020 (13,975,000) 5,460,637 (15,000,000) 760,342 (5,285,906) 7,913,787 (14,000,000) (20,151,140) 9,369,625 ‐ ‐ ‐ 146,714,985 159,766 ‐ ‐ 14,000,000 ‐ ‐ 14,000,000 2021 (13,975,000) 5,460,637 (230,280) 760,342 ‐ 9,232,751 (15,423,262) (199,812) 8,335,484 ‐ ‐ ‐ 140,875,657 1,478,730 ‐ ‐ 15,423,262 ‐ ‐ 15,423,262 2022 (13,975,000) 5,460,637 ‐ 760,342 ‐ 10,551,715 (15,423,262) 1,349,433 8,015,174 ‐ ‐ ‐ 136,265,264 2,797,694 ‐ ‐ 15,423,262 ‐ ‐ 15,423,262 2023 (13,975,000) 5,460,637 ‐ 760,342 ‐ 11,870,680 (15,423,262) 2,668,397 7,762,337 ‐ ‐ ‐ 132,720,997 4,116,659 ‐ ‐ 15,423,262 ‐ ‐ 15,423,262 2024 (13,975,000) 5,460,637 ‐ 760,342 ‐ 13,189,644 (10,000,000) 9,410,623 7,621,229 ‐ (3,189,644) ‐ 132,588,206 5,435,623 ‐ ‐ 10,000,000 ‐ 3,189,644 13,189,644 2025 (13,975,000) 5,460,637 ‐ 760,342 ‐ 13,189,644 (10,000,000) 9,410,623 9,678,821 ‐ (3,189,644) ‐ 134,513,006 5,435,623 ‐ ‐ 10,000,000 ‐ 3,189,644 13,189,644 2026 (13,975,000) 5,460,637 ‐ 760,342 ‐ 13,189,644 (10,000,000) 9,410,623 9,823,181 ‐ (3,189,644) ‐ 136,582,165 5,435,623 ‐ ‐ 10,000,000 ‐ 3,189,644 13,189,644 2027 (13,975,000) 5,460,637 ‐ 760,342 ‐ 13,189,644 (10,000,000) 9,410,623 9,978,368 ‐ (3,189,644) ‐ 138,806,512 5,435,623 ‐ ‐ 10,000,000 ‐ 3,189,644 13,189,644 2028 (13,975,000) 5,460,637 ‐ 760,342 ‐ 13,189,644 (10,000,000) 9,410,623 10,145,194 ‐ (3,189,644) ‐ 141,197,685 5,435,623 ‐ ‐ 10,000,000 ‐ 3,189,644 13,189,644 2029 (13,975,000) 5,460,637 ‐ 760,342 ‐ 13,189,644 (10,000,000) 9,410,623 10,324,532 ‐ (3,189,644) ‐ 143,768,195 5,435,623 ‐ ‐ 10,000,000 ‐ 3,189,644 13,189,644 2030 (13,975,000) 5,460,637 ‐ 760,342 ‐ 13,189,644 (8,920,000) 10,490,623 10,517,320 ‐ (4,269,644) ‐ 146,531,494 5,435,623 ‐ ‐ 8,920,000 ‐ 4,269,644 13,189,644 2031 (13,975,000) 5,460,637 ‐ 760,342 ‐ 11,870,680 ‐ 18,091,659 10,736,821 ‐ (11,870,680) ‐ 149,514,294 4,116,659 ‐ ‐ ‐ 1,318,964 11,870,680 13,189,644 2032 (13,975,000) 5,460,637 ‐ 760,342 ‐ 10,551,715 ‐ 16,772,694 10,972,784 ‐ (10,551,715) ‐ 152,733,058 2,797,694 ‐ ‐ ‐ 2,637,929 10,551,715 13,189,644 2033 (13,975,000) 5,460,637 ‐ 760,342 ‐ 9,232,751 ‐ 15,453,730 11,226,445 ‐ (9,232,751) ‐ 156,205,482 1,478,730 ‐ ‐ ‐ 3,956,893 9,232,751 13,189,644 2034 (13,975,000) 5,460,637 ‐ 760,342 ‐ 7,913,787 ‐ 14,134,766 11,499,131 ‐ (7,913,787) ‐ 159,950,591 159,766 ‐ ‐ ‐ 5,275,858 7,913,787 13,189,644 2035 (13,975,000) 5,460,637 ‐ 760,342 ‐ 6,594,822 ‐ 12,815,801 11,792,267 ‐ (6,594,822) ‐ 163,988,837 (1,159,199) (1,159,199) ‐ ‐ 6,594,822 6,594,822 13,189,644 2036 (13,975,000) 5,460,637 ‐ 760,342 ‐ 5,275,858 ‐ 11,496,837 12,107,389 ‐ (5,275,858) ‐ 168,342,205 (2,478,163) (2,478,163) ‐ ‐ 7,913,787 5,275,858 13,189,644 2037 (13,975,000) 5,460,637 ‐ 760,342 ‐ 3,956,893 ‐ 10,177,872 12,446,145 ‐ (3,956,893) ‐ 173,034,330 (3,797,128) (3,797,128) ‐ ‐ 9,232,751 3,956,893 13,189,644 2038 (13,975,000) 5,460,637 ‐ 760,342 ‐ 2,637,929 ‐ 8,858,908 12,810,308 ‐ (2,637,929) ‐ 178,090,617 (5,116,092) (5,116,092) ‐ ‐ 10,551,715 2,637,929 13,189,644 2039 (13,975,000) 5,460,637 ‐ 760,342 ‐ 1,318,964 ‐ 7,539,943 13,201,783 ‐ (1,318,964) ‐ 183,538,379 (6,435,057) (6,435,057) ‐ ‐ 11,870,680 1,318,964 13,189,644 2040 (13,975,000) 5,460,637 ‐ 760,342 ‐ ‐ ‐ 6,220,979 13,622,619 ‐ ‐ ‐ 189,406,977 (7,754,021) (7,754,021) ‐ ‐ 13,189,644 ‐ 13,189,644 2041 (13,975,000) 5,460,637 ‐ 760,342 ‐ ‐ ‐ 6,220,979 14,062,764 ‐ ‐ ‐ 195,715,720 (7,754,021) (7,754,021) ‐ ‐ 13,189,644 ‐ 13,189,644 2042 (13,975,000) 5,460,637 ‐ 760,342 ‐ ‐ ‐ 6,220,979 14,535,919 ‐ ‐ ‐ 202,497,618 (7,754,021) (7,754,021) ‐ ‐ 13,189,644 ‐ 13,189,644 2043 (13,975,000) 5,460,637 ‐ 760,342 ‐ ‐ ‐ 6,220,979 15,044,562 ‐ ‐ ‐ 209,788,159 (7,754,021) (7,754,021) ‐ ‐ 13,189,644 ‐ 13,189,644 2044 (13,975,000) 5,460,637 ‐ 760,342 ‐ ‐ ‐ 6,220,979 15,591,352 ‐ ‐ ‐ 217,625,490 (7,754,021) (7,754,021) ‐ ‐ 13,189,644 ‐ 13,189,644 2095 (13,975,000) ‐‐‐‐ ‐ ‐ ‐ 107,743,395 ‐ ‐ ‐ 1,533,777,578 (13,975,000) (13,975,000) ‐ ‐ 13,189,644 ‐ 13,189,644 2115 (256,987,500) ‐‐‐‐ ‐ ‐ ‐ 202,544,188 ‐ ‐ 250,000,000 5,696,176,318 (256,987,500) (202,544,188) ‐ ‐ 6,594,822 ‐ 6,594,822 TOTAL (1,648,159,931) 163,819,112 (77,080,000) 22,810,256 (11,000,000) 211,034,309 (158,920,000) 150,663,677 6,778,659,765 ‐ (82,760,910) 250,000,000 (1,250,496,253) (1,240,433,007) (10,774,995) 158,920,000 1,055,171,545 82,760,910 1,296,852,455
CONFIDENTIAL, PRELIMINARY AND SUBJECT TO CHANGE (1) If I+N is negative the shortfall is equal to N plus any interest earnings above 0 in column I. If I+N is positive the shortfall is 0. (2) If P is negative the shortfall is funded through an advance of working capital equal to that amount. If there is a balance outstanding of working capital, the advance is repaid the first month where the Century Bond balance never goes negative. (3) Endowment funded deferred maintenance spend occurs when the receipt of internal debt service from deferred maintenance loans is greater than the amount of bond funds spent on deferred maintenance in a given year. (4) Prior Year ending balance (5) Century bond payable only accrues when external debt service exceeds internal debt service (column N). The payable accrues up to the amount in column N or the amount of positive investment earnings in that year (column I), whichever has a smaller absolute value. If investment earnings are negative, there is no accrual. (6) Budget funded deferred maintenance begins after the bond funds are fully spent. (7) EIP, Clippinger and Deferred Maintenance Spend totals $247 million, which is $250 million minus Series 2014 cost of issuance Audit and Risk Management Committee Meeting
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Jeffrey Davis, Chief Audit Executive
Re: Audit and Risk Management Committee Meeting
Internal Audit will present an update on office activities at the June 21, 2018 Audit and Risk Management Committee meeting. The status of the FY18 audit plan, the proposed FY19 audit plan, the Audit and Risk Management Committee Charter, University cash handling procedures, Gramm-Leach Bliley Act (GLBA) and a summary of the audit process will be discussed. An update will also be provided on the FY18 external audit.
I will be pleased to answer any questions.
Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Jeffrey Davis, Chief Audit Executive
Re: FY19 Audit Plan
Below is the Office of Internal Audit’s FY 19 proposed audit plan. It is presented to the Ohio University Board of Trustees for authorization.
FY 19 Audit Plan External Audit Support – NCAA Agreed Upon Procedures Patton College of Education Scripps College of Communication IT General Controls VP for Research Financial Aid
I look forward to answering any questions you have.
1
June 21, 2018 Audit and Risk Management Committee
Chief Audit Executive Report Tab ; 2
FY18 Audit Plan Status Update 3 Audit and Risk Management Committee FY18 Audit Plan Status: Audit Auditor Status Report Date External Audit Support – NCAA Bevan, Boyle Completed 12/8/17 Agreed Upon Procedures College of Arts and Sciences Ennis, Bevan, Completed Draft 5/2/18 Tong College of Health Sciences and Ennis, Bevan, Completed Draft 5/2/18 Professions Tong University Advancement Ennis, Tong, In Progress Bevan Campus Involvement Center Tong, Bevan In Progress Research Tong, Bevan In Progress Continuous Auditing/Monitoring All In Progress 4
Proposed FY19 Audit Plan (Resolution) 5 Audit and Risk Management Committee
FY19 Audit Plan
Audit NCAA Agreed Upon Procedures Patton College of Education Scripps College of Communication Financial Aid VP Research IT General Controls 6 Audit and Risk Management Committee Other Audit Time: • Continuous Auditing Program • PCARD/Travel • Bobcat Buy • Affordability/Efficiency • Cash Collection Points • Other as identified by IA or requested by Finance • Construction Auditing Support • Other Special Projects and Investigations 7 Audit and Risk Management Committee Audit Plan: • Resolution for committee approval 8
Cash Collections Update
Finance/Internal Audit 9 Audit and Risk Management Committee Cash Collections Update: • IA reported in March that a cash committee has been established by the VP for Finance & Administration • Goal of reducing and/or eliminating cash collection points where possible • The committee has met several times since January 2018 • The committee has reviewed each cash collection point and discussed options to document business needs and discuss options for elimination of some cash collection points 10 Audit and Risk Management Committee Cash Collections Update: Current Status: • FY18 data (as of 4/30/18) has been generated and is being analyzed (FY17 data was the initial data set) • Alternatives for specific cash collection points are being reviewed – specifically those areas without a point of sale system – Centralize with the Bursar – Convert to eMarket 11 Audit and Risk Management Committee Cash Collections Update: Current Status: • A draft of a Departmental Cash Collection Application has been developed – The application will require prior approval before establishing a new cash collection point and will give Finance the opportunity to determine if other cash collection methods are available • Finance and the cash committee will continue reviewing this issue and will provide further updates 12
Compliance Regulation Update
GLBA Safeguards Rule 13 Audit and Risk Management Committee Gramm-Leach Bliley Act (GLBA): The Gramm-Leach-Bliley Act requires financial institutions – companies that offer consumers financial products or services like loans, financial or investment advice, or insurance – to explain their information-sharing practices to their customers and to safeguard sensitive information. • Higher Education Institutions are expected to comply with the Safeguards Rule of GLBA • The Safeguards Rule isn’t currently tested as part of the federal compliance audit performed by our external auditor (Plante Moran) • It is expected to be included beginning in FY19 14 Audit and Risk Management Committee Gramm-Leach Bliley Act (GLBA): GLBA is a security regulation related to certain student information, such as: • Free Application for Federal Student Aid (FAFSA) • Student Application Information • Student Information that is shared with service providers, for example, loan servicing purposes 15 Audit and Risk Management Committee Gramm-Leach Bliley Act (GLBA): To be in Compliance the University must: • Designate an Information Security Officer • Assess risks related to confidential information and controls that are in place to protect information • Implement an Information Security Program • Oversee vendor relationships to ensure confidential data is secured • Perform an ongoing evaluation of the security program 16 Audit and Risk Management Committee Gramm-Leach Bliley Act (GLBA): What the University is doing related to the regulation: • Implementation Committee Formed – Enrollment Services, OIT, Legal – More units to be invited – Craig Cornell, Senior Vice Provost for Strategic Enrollment Management, is leading the committee • Information Security Officer designated (GLBA Requirement) • Risk Assessment being developed • Vendor relationships are being documented 17
Charters
Audit and Risk Management Committee/Internal Audit 18 Audit and Risk Management Committee Audit and Risk Management Committee Charter:
• Annual review of the charters of the Audit and Risk Management Committee and Internal Audit is considered a best practice and is recommended by the Institute of Internal Auditors. • Evidence of annual review was also recommended in our most recent quality assurance review. 19 Audit and Risk Management Committee Audit and Risk Management Committee Charter:
• Summary of Oversight Responsibilities (Approved October 2016): – External auditor recommendation process – External audits of financial operations – Internal audit function – Effectiveness of the University’s internal control and risk management system and its compliance monitoring process – Whistleblower reporting mechanism 20 Audit and Risk Management Committee Internal Audit Charter:
• Summary (Approved February 2011) : – Defines Role of the Office – Expected Professionalism and Authority – Responsibility and Independence of the Office – Scope of the Internal Audit Function – Reporting requirements/procedures and Audit Planning – Accountability – Cooperation with External Auditors – Periodic Assessment 21
Summary of the Audit Process 22 Audit and Risk Management Committee Audit Process – Types of Services:
• Board approved audits of Audits academic/business units and processes
• Planned and requested consulting Consulting activities to assist management
• Investigate allegations of financial Investigations impropriety 23 Audit and Risk Management Committee Audit Process – Internal Audit Objectives:
• Address significant financial, operational and compliance risks • Assist others to identify, evaluate and mitigate risks • Promote stronger internal controls 24 Audit and Risk Management Committee Audit Process – Key Audit Areas
Financial IT Compliance
• Cash Handling • Sensitive Data • University Policy • Segregation of Duties • Backups • Tax Issues • Payroll/Compensation • Inventory Control • NCAA Guidelines • Account Reconciliations • Access • Privacy – HIPAA/PCI • Contracts • Change Management • Grants/Contracts • Billings • Segregation of Duties • Effort Reporting • Travel and • Business Continuity • Conflict of Interest Entertainment • Disaster Recovery • Leave/FMLA • PCards • Acquisition/Disposal • Human Resources • Procurement • Security • State Compliance • Capital Assets and Inventory 25
Internal Audit Outstanding (Unresolved) Recommendations 26 Audit and Risk Management Committee Recommendations:
• A report of all recommendations and their status is submitted prior to each committee meeting • The intent of the report is to keep the Audit Committee informed of the status of recommendations and improve communications/coordination between IA and management regarding the status of outstanding recommendations 27 Audit and Risk Management Committee Recommendations: • The audit, the issue, audit report date, management’s expected completion date, responsible individual and a brief description of the current status are included • Recommendations will be reported as: • Corrective Action Completed • Progress Has Been Made; Further Follow-Up Necessary • Evaluation Pending • No Action Taken by Management 28 Audit and Risk Management Committee
Recommendations by Category (140 Total Recommendations)
RECOMMENDATIONS FY14 - FY18 IT: Other Cash Handling 14% 10% IT: Information Security Pcard Training 9% 6% Capital Equipment IT: Sensitive Data 6% 6%
IT: Access Control Other 9% 13%
Safety IT: Workstation 5% Athletics Management Inventory 4% 14% 4% 29 Audit and Risk Management Committee
Conclusion • Questions? INTERNAL AUDIT ANNUAL AUDIT PLAN
RESOLUTION 2018
WHEREAS, the Board of Trustees of Ohio University has established an independent, objective assurance and appraisal activity to evaluate and improve effectiveness of risk management and internal management controls, and
WHEREAS, the Board of Trustees has approved an Ohio University Internal Office Charter requiring Board of Trustees authorization of an annual audit plan initiated to evaluate internal management controls, and
WHEREAS, the Chief Audit Executive charged with initiating audits pursuant to the plan proposes an annual audit plan for authorization by the University Trustees, and
WHEREAS, the proposed plan will be conducted during the period of July 2018 through June 2019, and
WHEREAS, time for unplanned special projects is separately allotted in the audit plan. Further revisions to the plan will be administratively reviewed and approved by the President and the Chair of the Audit and Risk Management Committee, and
NOW, THEREFORE, BE IT RESOLVED that the Ohio University Board of Trustees does authorize the proposed audit plan. Governance and Compensation Committee Meeting
ELECTION OF TREASURER RESOLUTION No. 2018 -
RESOLVED, that Deborah Shaffer be elected Treasurer of the Board of Trustees for the year beginning July 1, 2018, and ending June 30, 2019.
ELECTION OF SECRETARY TO THE BOARD RESOLUTION 2018 –
RESOLVED, that Dr. David R. Moore be elected Secretary to the Board of Trustees for a term beginning July 1, 2018 and ending June 30, 2019. OHIO UNIVERSITY ADMINISTRATIVE SENATE
AMENDMENTS TO CONSTITUTION AND BYLAWS
RESOLUTION 2018-____
WHEREAS, Article II of the Constitution of the Ohio University Administrative Senate states that it may be amended by a majority vote of the representatives to the Administrative Senate and must be approved by the President of Ohio University and the Trustees of Ohio University; and
WHEREAS, the amendments to the Constitution and Bylaws attached hereto as Exhibit A have been approved by a majority vote of the representatives to the Senate and by the President of the University;
NOW, THEREFORE, BE IT RESOLVED, that the Board of Trustees hereby approves the amended Constitution and Bylaws as set forth in Exhibit A.
Exhibit A Deleted: ¶ ¶ ¶ Constitution ¶ ¶ ¶ Preamble ¶ We, the members of the administrative staff of Ohio University, concerned with the growth and development ¶ of the University; the broad scope of educational issues confronting the administration; the professional 1 development of this administrative staff; and with the responsibilities delegated to the administrative staff by the Board of Trustees and the President of Ohio University, do hereby establish the Administrative Senate of Ohio University.
The purpose of the Administrative Senate is to promote and enhance the profession of university administration and specifically, the profession at Ohio University. The Administrative Senate will be committed to providing a collective and independent voice to those having administrative responsibilities in the conduct of the educational mission of the University. The Administrative Senate will provide the administrative staff of the University with a legitimate and necessary role in governance of the University through a public forum where the individual and representative voices of the staff will be heard, and will be one of equal participation with other representative groups in University decision-making.
The Administrative Senate holds the conviction that it can assist in the further growth and development of Ohio University through its own growth, development, and operation.
University executive officer(s) shall be appointed by the President of Ohio University to meet with the Administrative Senate regularly. The President shall have a standing invitation to meet with the Administrative Senate.
Articles I and II Article I: Membership and Composition
Section 1. Membership 1. For the purpose of electing senators, the University will be divided into planning units as described in the By-laws. 2. Pursuant to Ohio University policy 41.115, an "administrator" is defined as an employee of Ohio University who serves in an exempt-unclassified or non-exempt-unclassified position as determined by Ohio University Human Resources, has been appointed to an administrative position through Ohio University Human Resources and spends more than 50% of his or her time in administrative duties. This shall exclude employees defined as executive officers by Ohio University policy 40.105 and those Deleted: the President, President’s Spouse, Vice faculty whose responsibilities are defined as more than 50% administrative, but who have retained Presidents, Associate Vice Presidents, Provost, Associate Provosts, the Secretary and Treasurer of the Board of faculty rank but not faculty status (see Ohio University Faculty Handbook, Revised February 2017, Trustees, Executive Deans, Deans Section II.C.4.g).
Section 2. Composition The Administrative Senate will be composed of elected representatives. Senators will be elected from each campus with senators elected from planning units. Senators may be appointed to at-large positions in circumstances outlined in Administrative Senate Bylaws. Deleted:
Article II: Amendments The Constitution of the Administrative Senate may be amended by a majority vote of the representatives to the Administrative Senate and must be approved by the President of Ohio University and the Trustees of Ohio University.
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Bylaws
1. Purpose The purpose of the Administrative Senate is to promote and enhance the profession of university administration and specifically, the profession at Ohio University. The Administrative Senate will be committed to providing a collective and independent voice to those having administrative responsibilities in the conduct of the educational mission of the University. The Senate will provide the administrative staff of the University with a legitimate and necessary role in governance of the University through a public forum where the individual and representative voices of the staff will be heard, and will be one of equal participation with other representative groups in University decision- making.
2. Definition of Administrator Pursuant to Ohio University policy 41.115, an "administrator" is defined as an employee of Ohio University who serves in an exempt-unclassified or non-exempt-unclassified position as determined by Ohio University Human Resources, has been appointed to an administrative position through Ohio University Human Resources and spends more than 50% of his or her time in administrative duties. This shall exclude employees defined as executive officers by Ohio University policy 40.105 and those Deleted: the President, President’s Spouse, Vice faculty whose responsibilities are defined as more than 50% administrative, but who have retained Presidents, Associate Vice Presidents, Provost, Associate Provosts, the Secretary and Treasurer of the Board of faculty rank but not faculty status (see Ohio University Faculty Handbook, Revised February 2017, Trustees, Executive Deans, Deans Section II.C.4.g).
3. Constituency The Administrative Senate shall represent administrative employees within the University, as defined in Section 2.
4. Senators A Senator shall be defined as an administrative employee who is elected by the planning unit in which he or she is employed or at-large. Any administrator, as defined in Section 2, who has had a minimum of six months of continuous employment at Ohio University at the start of the term is eligible to serve in the capacity of a senator.
5. Planning Unit Determination of planning units is defined by University Human Resources. The Administrative Senate may combine or further divide planning units for representation purposes with a two-thirds vote of the Administrative Senate.
6. Representation The number of senators representing planning units shall be proportionate to the number of administrative employees in each designated unit.
Constituency Per Planning Unit Number of Representatives 1-74 1 75-149 2
3
150+ 3
Senators may request a special appointment by the Executive Committee to serve on the Deleted: Individuals Administrative Senate as an at-large member for circumstances outlined in Section 12, Article 1. All Deleted: senator requests must be submitted in writing to the Chair of the Administrative Senate. Appointments must be approved by a two-thirds vote of senators present. At-large senators will also serve as an alternate pool in the event that a vacancy exists within a planning unit.
7. Executive Officers The Executive Officers of the Administrative Senate shall be a Chair, Vice-Chair, Secretary, Treasurer and Immediate Past Chair or Designee.
8. Meetings Article 1: Parliamentary Authority Robert’s Rules of Order (most recent edition) shall govern procedure at all meetings of the Administrative Senate in cases not otherwise provided for in the Constitution or Bylaws.
Article 2: Regular Meetings Regular meetings will be held monthly except in July and December. The time and location of such meetings will be determined by the Executive Committee. The Administrative Senate meetings are open unless specifically designated as an executive session.
Article 3: Special and Emergency Meetings Special meetings may be called by the Executive Committee or when requested in writing by five senators. The agenda for the special meeting shall be sent out with the notice of the meeting at least three business days in advance of the meeting.
9. Quorum and Order of Business A simple majority of the currently serving senators shall constitute a quorum for the transaction of business. The usual order of business shall be as follows:
A. Call to Order B. Consideration of the Minutes C. University Updates/Guests D. Executive Officers’ Reports E. Committee Reports F. Old Business G. New Business H. Adjournment
10. Voting Article 1: Voting by Senators Each senator, including the Chair, has one vote. Voting shall typically be accomplished by voice vote. A request for a roll call vote or a written ballot may be made by any senator on any motion on the floor. The results of all votes shall be kept by the Secretary and included in the minutes.
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Article 2: Voting on Motions All substantive motions, as determined by the Executive Committee, shall receive a reading at two consecutive meetings prior to voting. A vote of two-thirds of the senators present shall be necessary to suspend this rule.
11. Elections The Elections Committee shall recommend the method of election for approval by the Administrative Senate. Once a method of voting has been approved, the Elections Committee need only inform the Administrative Senate of the type of voting method to be used for a given election. The election results will be retained by the Elections Committee and kept in effect for the full term of the election period.
Article 1: Executive Officers The Administrative Senate shall conduct biennial elections for its Chair, Vice-Chair, Secretary and Treasurer. Executive Officer elections shall take place at the June meeting.
A. Senators who have completed one full year of service on the Administrative Senate are eligible to serve as Executive Officers. B. No individual may be elected to the same office for more than two consecutive terms. C. New Executive Officers will officially take office on July 1.
Article 2: Senators Each February, the Chair of the Elections Committee will ascertain the total number of constituents in each unit due for an election and determine if the number of constituents in unit has changed sufficiently to affect the total number of senators.
A. Elections for senators should be held in March, but no later than May 1. Elections shall be held for approximately 50% of the senate seats in alternate years. Senators will serve two- year terms and will assume office on July 1. B. The Elections Committee shall, before July 1, present to the Secretary of the Administrative Senate a list of current senators. The list will also include a list of all individuals who were not elected as senators.
12. Special Appointments Article 1: Senator If a vacancy exists, the Chair of the Elections Committee shall solicit recommendations from senators in the planning unit with the vacancy. The nomination shall be presented in writing to the Executive Committee. The Executive Committee shall present the recommendation to the Administrative Senate. A two-thirds vote of the senators present is required for appointment to the vacancy.
If a senator changes position to another planning unit, he or she may tender their resignation or request a special appointment by the Executive Committee to continue to serve on the Administrative Senate for the completion of his or her term as an at-large senator. All requests must be submitted in writing to the Chair of the Administrative Senate no later than one month after the senator begins their new position.
Article 2: Chair 5
If the Chair is no longer able to serve, the Vice-Chair shall automatically move to the Chair position for the remainder of the current term. In the event that the Vice-Chair declines, the Elections Committee shall recommend the name of an individual chosen from the elected senators. The name of the recommended candidate must be sent to the Administrative Senate at least two weeks before a vote is taken for approval.
Article 3: Vice-Chair If the Vice-Chair is no longer able to serve in that position, the Chair shall recommend to the Administrative Senate the name of an individual chosen from the elected senators who they believe can best fill the vacancy to serve for the remainder of the current term. The name of the recommended candidate must be sent to the Administrative Senate at least two weeks before a vote is taken for approval.
Article 4: Secretary or Treasurer If the Secretary or Treasurer is no longer able to serve in that position, a new Secretary or Treasurer shall be chosen by the Executive Committee from the elected senators and shall be appointed to serve for the remainder of the current term.
Article 5: Immediate Past Chair or Designee The Immediate Past Chair or Designee shall be chosen by the Executive Committee.
13. Provision for Removal of an Executive Officer An Executive Officer’s term of office may be terminated at any time by a two-thirds vote of the Administrative Senate. A vote to terminate a current Executive Officer must be initiated by a written petition signed by at least fifty (50%) of the senators.
14. Functions of the Executive Officers Article 1: Chair The Chair of Administrative Senate shall preside at all meetings of the Administrative Senate and shall perform the duties pertaining to said office. The Chair shall adhere to the Administrative Senate Bylaws and ensure that all Executive Officers and senators are doing the same.
A. The Chair of the Administrative Senate shall also serve as the Chair of the Executive Committee. B. The Chair shall represent the Administrative Senate in his or her capacity as Chair by conveying the expressed interests and concerns of the Administrative Senate on various University committees. C. The Chair shall be responsible for the preparation and distribution of the agenda for the Administrative Senate meetings. D. The Chair shall appoint ad-hoc committees and committee chairs as necessary. E. If at any time a new planning unit is formed and added to the University, the Chair shall direct the Chair of the Elections Committee to conduct an election to ensure representation of that planning unit. F. The Chair shall present to the Administrative Senate for a vote additional paid positions, as needed. G. The Chair shall be responsible for performing or delegating other duties as needed.
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Article 2: Vice-Chair A. The Vice-Chair of the Administrative Senate shall, in the absence of the Chair, preside at all meetings of the Administrative Senate. B. If the Chair is no longer able to serve, the Vice-Chair shall serve as Chair for the remainder of the term. Election of a new Vice-Chair shall follow the procedure specified in the Special Appointments section of these Bylaws. C. The Vice-Chair shall represent the Administrative Senate in his or her capacity as Vice-Chair by conveying the expressed interests and concerns of the Administrative Senate on various University committees. D. The Vice-Chair shall coordinate all ad-hoc committees and standing committees of the Administrative Senate. E. The Vice-Chair shall assist the Chair, as requested, in performing the duties pertaining to the Chair’s position and in performing other duties as assigned.
Article 3: Secretary A. The Secretary of the Administrative Senate shall attend at all meetings of the Administrative Senate. He or she shall be responsible for minutes of the Administrative Senate. B. The Secretary shall keep a record of attendance and of votes, be responsible for correspondence, maintain the Senate archives, and carry out such additional duties as may be assigned by the Chair. The Chair and the Secretary may jointly hire a part-time employee to assist in these responsibilities. C. The Secretary shall monitor the meeting attendance of Senators and facilitate the execution of the bylaws as related to the removal of delinquent Senators as needed. D. The Secretary shall be responsible for maintaining and distributing to the Administrative Senate a current list of senators throughout the year; and for maintaining a current list of the constituency throughout the year. E. The Secretary shall coordinate all updates to the Administrative Senate website and other communications. F. The Secretary shall assist the Chair, as requested, in performing other duties as assigned.
Article 4: Treasurer A. The Treasurer of the Administrative Senate, in consultation with the Executive Committee, shall create and supervise the operating budget. B. The Treasurer shall submit a report to the Administrative Senate at each regularly scheduled meeting. C. The Treasurer shall review expenditures and shall be responsible for approving all expenditures of the Administrative Senate funds. D. The Treasurer shall assist the Chair, as requested, in performing other duties as assigned.
Article 5: Immediate Past Chair or Designee A. The Immediate Past Chair or Designee shall serve as an advisor to the Executive Committee. B. The Immediate Past Chair or Designee must have previous experience on the Executive Committee or possess extensive experience with the Administrative Senate. C. The Immediate Past Chair or Designee shall assist the Chair, as requested, in performing other duties as assigned.
15. Functions of Senators 7
Article 1: Attendance at Meetings A. Senators are responsible for representing his or her unit at the monthly Administrative Senate meetings. Remote participation is permitted. B. If a senator must be absent, he or she must notify the Secretary of his or her expected absence prior to the meeting. C. An alternate may be designated by any senator who finds that attendance at an Administrative Senate meeting is not possible. Alternates must be chosen from the constituency represented by the senator and must be identified to the Chair prior to the beginning of the meeting. An alternate so chosen and so identified may participate in discussion, initiate motions, and vote on all issues, save those involving amendment to the Constitution or the Bylaws. D. Senators who are absent from three Administrative Senate meetings without offering reasons acceptable to the Executive Committee, shall be designated by the Executive Committee as delinquent. After the delinquent senator has been notified by the Secretary of his or her designation as delinquent, his or her name shall be placed before all senators at any regular meeting. At that time, a vote of two-thirds of the senators present shall be sufficient to remove the delinquent senator from office.
Article 2: Feedback from Constituents Each senator shall inform his or her constituents of the issues covered at each Administrative Senate meeting.
16. Committees Article 1: Executive Committee A. The Executive Committee shall be composed of the Chair, Vice Chair, Secretary, and Treasurer of the Administrative Senate. The immediate past Chair and/or an individual designated by the Executive Committee may serve the Executive Committee in an advisory capacity. B. The Executive Committee shall have the power and authorization to act for the Administrative Senate between Administrative Senate meetings and shall discharge those responsibilities and duties vested in the committee by the Bylaws and by action of the Administrative Senate. C. The Executive Committee shall act as or designate a liaison between the Administrative Senate and other entities. D. In cooperation with Administrative Senate, the Executive Committee shall develop a statement of goals and priorities annually.
Article 2: Standing Committees Committees are supervised by the Vice Chair of the Administrative Senate and the Chair of each committee. Each committee Chair is required to report to the Administrative Senate on the activities on a regular basis, and is expected to make recommendations to the Administrative Senate for approval.
The Standing Committees of the Administrative Senate shall be as follows:
A. Bylaws Committee The Bylaws Committee shall review the Bylaws on an annual basis to address the changing needs of the Administrative Senate, to eliminate ambiguities, and shall suggest updates as appropriate. The Secretary of the Administrative Senate shall chair the Bylaws Committee. He or she, with the 8
assistance of the committee as necessary, shall be responsible for assisting the Administrative Senate in interpreting the Bylaws and in suggesting resolutions to problems directed to it by the Administrative Senate.
B. Elections Committee The Elections Committee shall be composed of three continuing senators appointed by the Executive Committee. The Elections Committee shall manage and oversee the annual elections process for senators and for the Administrative Senate officers.
C. Policy and Procedure Committee The Personnel/Policies Committee shall address the relationship between administrators and the University as an employer. In particular, the committee shall review, study, and recommend Administrative Senate action in regard to such matters as performance, evaluation, and policies and procedures which affect the ability of administrators to function in their positions.
D. Professional Development The Professional Development Committee shall address efforts to provide and encourage professional growth and development of administrators.
E. OUstanding Administrator Committee The OUtstanding Administrator Committee shall manage and oversee the annual OUtstanding Administrator Award process. Committee members shall be responsible for soliciting nominations for the award, reviewing applications and interviewing references, and for recommending up to three award recipients to the University President. The committee Chair or his or her designee shall work with representatives of the Service Awards Committee on the annual OUtstanding Administrator/Service Awards Ceremony. Membership of this committee consists of a representative from each of the University Senates (Faculty, Classified, Graduate and Undergraduate); and five (5) administrators.
F. Service Awards Committee The Service Awards shall manage and oversee the annual recognition of administrators’ service milestones, beginning at 10 years and every five years thereafter, and of retirees. Committee members shall be responsible for reviewing and verifying administrators’ service records and securing appropriate mementoes to recognize their achievements. The committee Chair or his or her designee shall work with representatives of the OUtstanding Administrator Committee on the annual OUtstanding Administrator/Service Awards Ceremony.
Article 3: Ad Hoc Committees Ad Hoc Committees may be established at any time by a majority vote at any Administrative Senate meeting. Any Ad Hoc Committee will be disbanded once its charge has been accomplished satisfactorily or its reason for functioning ceases to exist. Once an Ad Hoc Committee has existed for at least two full consecutive years, the Chair of the Administrative Senate may request that such committee be converted to a Standing Committee. The request must be approved by two-thirds of the Administrative Senate. At that time, the function of the new Standing Committee shall be described in the “Committees” section of the Bylaws.
Article 4: University Committees
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With the advice and consent of the Administrative Senate, the Chair shall submit nominations of representatives to serve on the University committees that require a representative from the administrative staff. Representatives shall be drawn from those constituents of the Administrative Senate (including, but not exclusive to the senators) who indicate a desire to serve on a committee.
17. Rules of Procedure: Bylaws Article 1: Suspension of the Bylaws The Bylaws may be suspended by a two-thirds vote of the Administrative Senate who are present and voting at any meeting of the Administrative Senate, provided there is a quorum as defined in Section 9 of these bylaws.
Article 2: Amendment of the Bylaws The Bylaws may be amended by a two-thirds vote of the Administrative Senate who are present and voting at any meeting of the Administrative Senate, provided there is a quorum as defined in Section 9 of these bylaws. Written notice of the proposed amendment must be presented to the Administrative Senate at least one meeting prior to the next scheduled meeting, at which time the motion can be considered.
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Interoffice Communication
Date: June 4, 2018
To: The President and Board of Trustees
From: Jason B. Pina, Vice President for Student Affairs Landen C. Lama, President Emeritus of Student Senate
Re: Approval of Student Senate Constitutional Amendments
Student Senate would like to request changes to its Senate Constitution. The resolution makes the following changes: 1. Reorganizes the structure and flow of the document; 2. Establishes a preamble; 3. Establishes a Bill of Rights for both Ohio University students and Student Senate members; 4. Establishes three Mission Statements - university, community, and global; 5. Establishes a legislative process; 6. Establishes a conduct and ethics section for Student Senate Members; 7. Establishes an official appointments and inauguration section; 8. Recognizes Student Senate as the depository of its organizational logo and seal; 9. Recognizes Students Defending Students as an official subsidiary of Student Senate; 10. Recognizes the Student Senate Alumni Society as reviewable organization on Senate Constitutional Amendments. Changes to the Student Senate Constitution require a multi-stage approval: a two-thirds vote of the Senate, a referendum submitted to the student body as a whole, and Board approval (see Student Senate Constitution Article VII). Resolutions to approve changes passed in the Senate Deleted: 1718-119, 1718-120, and 1718-121, 1718-122, unanimously or by an overwhelming viva voce majority and/or roll call and were included in the 1718-123, 1718-124, 1718-127, 1718-128, 1718-129, 1718- 130, and 1718-131 electronic ballot on March 8th, 2018. According to the Senate Constitution, upon concurrence of a (simple) majority of students voting on the Amendment in a campus election, the proposed amendment(s) shall be presented to the Board of Trustees. The current Student Senate Constitution follows this memo. Additionally, Exhibit A is the proposed Constitution for the Board’s approval with the amendments highlighted in yellow. I ask that the Board give final approval to the new Constitutional language so that these changes may be implemented as our newly-elected senators take their respect leadership roles for the 2018-19 academic year CURRENT VERSION TO BE AMENDED The Constitution of the Ohio University Student Senate
Preamble
We the students of Ohio University, Athens campus, of the belief that students have the right and obligation to University Student Senate in order that such rights are protected and obligations met. participate in the formulation and application of both university and community policy, hereby establish the Ohio
Article I
Senate shall establish working relationships with the University and Athens communities; maintain relationships with other governing bodies of the University; propose policies and procedures within the Senate; bring before the student body issues affecting their rights, privileges, and life as students and members of the Athens Community; maintain balanced budgets for Senate; establish Rules and Procedures for the Senate; regulate and conduct Senate elections; recommend students to sit on the Board of Trustees; provide funding to recognized student organizations; appoint students to University committees to ensure student input on all matters concerning the University, and do that which is necessary and proper to serve and protect the rights, interests, and needs of Ohio University students and to execute the powers and responsibilities of this Senate.
Article II (Operations)
Section 1. All students of Ohio University, Athens campus, shall be eligible to vote in a Senate election. No student shall vote more than one time during any Senate election. Section 2. All students of Ohio University, Athens campus, in good academic standing and enrolled full time, may serve as an Executive Officer, or a Senator, or a Justice. Section 3. There shall be at least one meeting held each calendar month, excepting June, July, August, and December. Students of Ohio University, Athens campus wishing to have an item placed on the agenda shall make such request to the President before the meeting is called to order. \
Article III (Composition )
Section 1. The Senate shall be composed of Executive Officers, each having one vote, Senators, each having one vote., and the Justices of the Judicial Panel, who shall not have a vote. Senators shall either represent a particular constituency or serve as Commissioner. Executive Officers and Senators shall hold office for one year during good behavior. The terms of Office of Senators and Executive Officers shall commence and end at the last meeting of Senate in the academic year. The terms of office of the Chief Justice and Executive Justice shall commence on their dates of appointment and end respective at the last meeting of senate in the academic year. The Terms of Office of the Associate Justices shall commence on their respective dates.
Section 2. The Executive Officers of Senate shall be the President, Vice President, and Treasurer and each shall be elected by plurality of students voting in a Senate election. When chairing a general meeting of Senate, the President or President Pro Tempore shall vote only in case of a tie.
Section 3. There shall be one Senator who serves as Commissioner for each Commission. Senators serving under authority of this section shall be appointed by the Executive Officers and shall be subject to removal by a majority of the Judicial Panel. The dismissal of a Senator who serves as commissioner may be appealed by a Senator. With the concurrence of two thirds of Senators and Executive Officers, the decision of the Judicial Panel shall be overturned. A commission shall represent a significant portion of the student body, act on vital student issues, and serve a significant long term need. Commissions may be established and eliminated with the concurrence of two thirds of Senators and Executive Officers.
Section 4. There shall be Senators elected by a plurality of student voting in a Senate election to represent students enrolled in each college, students living off-campus, students living in each residential green, and the entire student body. There shall be at least one Senator who represents the Greek community.
Section 5. Senate shall adopt Rules and Procedures with the concurrence of two thirds of Senators and Executive Officers. Amendments to the Rules and Procedures of Senate regarding elections adopted in a semester in which an election is held shall not become effective until the following semester.
Section 6. Executive Officers, Senators, Justices, staff, officers, and subdivisions of Senate shall not engage in discriminatory behavior.
Section 7. Senate shall create or dissolve, with the concurrence of two thirds of seated Senators and Executive Officers, several Committees, each having jurisdiction over certain internal operations of Senate and composed Senators. There shall be a Committee on the Budget.
Section 8. Senate shall create or dissolve standing committees with the concurrence of two thirds of Senators and Executive Officers. Standing Committees should be created to provide advice to Senate which is not internal in nature and shall be governed under the Rules and Procedures of Senate.
Article IV (SAC)
Section 1. There shall be a commission to distribute funds to registered student organizations. There shall be a General Assembly composed of members of the university community, including students elected by a plurality is a Senate election. The General Assembly shall have the power to distribute funds for the purpose of funding registered student organizations.
Section 2. Upon recommendation brought before Senate to change the membership of the General Assembly by the Senator responsible for distributing funds to registered student organizations and with the concurrence of a majority of Senators and Executive Officers, Senate shall present the change to the Advisor of Senate. With the approval of the Advisor to Senate, the change shall be enacted. The decision of the Advisor to Senate shall be overturned by Senate with the concurrence of two thirds of Senators and Executive Officers.
Article V (Judicial Panel)
Section 1. Senate shall establish rules of conduct and standards for Executive Officers, Senators, Justices, staff, and others associated with Senate. The Judicial Panel shall have the power to try all impeachments. An article of impeachment shall be adopted with the concurrence of a majority of Justices.
Section 2. Judgment in cases of impeachment regarding gross or willful neglect of duty to Senate shall result in expulsion from Senate. Judgment shall be issued with the concurrence of a majority of Justices.
Section 3. The Judicial Panel shall remove from office an Executive Officer, including all privileges, responsibilities, and compensations associated with that office.
Section 4. A member of Senate who has been removed from office by the Judicial Panel may Appeal the removal in a general body meeting of Senate. Upon approval of two-thirds of seated Senators, the decision of the Judicial Branch shall be overturned.
Section 5. A student has the right to bring accusation of improper activity or conduct in written form to The Judicial Panel. Section 6. The Judicial Panel shall evaluate the performance of the Executive Officers during the fourth week of each semester.
Article VI (Succession)
Section 1. If there is a vacancy in the office of President, the Vice President shall become President. If there is no Vice President, the Treasurer shall become President. If there is neither a Vice President nor a Treasurer, a Senator shall be elected by a plurality of ballots cast by Senators to become President. If there is a vacancy in the office of Vice President a Senator shall be elected by a plurality of ballots cast by Senators and Executive Officers to become Vice President. If there is a vacancy in the office of Treasurer, a Senator shall be elected by a plurality of ballots cast by Senators and Executive Officers to become Treasurer. If there is a vacancy in the office of Chief Justice, the Executive Justice shall become the Chief Justice. If there is no Executive Justice, a new Chief Justice will be appointed by the Executive Officers. The new Chief Justice will then appoint a new Executive Justice.
Section 2. If a Senator who serves as a Commissioner resigns or is removed from office, the Vice Commissioner shall assume the office of the Senator until the Executive Officers appoint a Senator.
Section 3. If a Senator holding an elected position, excluding the Executive Officers, resigns or is removed from office, the order of succession shall be those persons who ran for that position in order of votes received. If there are no remaining candidates who wish to assume office, the Vice President shall solicit applications for the position. A nominee, fulfilling all requirements for the position, shall be placed before Senate for confirmation. Upon confirmation, the Senator shall complete the term.
Section 4. An Executive Officer, Senator, or Justice who is graduating at the end of the term and does not need to enroll for full time status in order to graduate may continue to hold office
Article VII (Ratification)
With the concurrence of two thirds of seated Senators and Executive Officers, or upon presentation to Senate during a scheduled meeting of a petition signed by at least ten percent of students currently registered at Ohio University, Athens Campus, a proposed Amendment to this Constitution shall be voted upon by eligible students in an election by the end of the following semester, excluding summer sessions. Upon concurrence of a majority of students voting on the Amendment in a campus election, the proposed amendment shall be presented to the Board of Trustees for approval. Upon approval by the Board of Trustees, this Constitution shall be amended.
Article VIII (Referendum)
With approval from 2/3 of the Senate, a question may be posed to the Student Body. This question shall be called a referendum. Referenda shall then be voted on by the Senate. The votes of the Student Body on the referendum shall be translated into a number of tangible votes within the Senate, in the same proportions. This number of votes shall be proportional to the number of students who vote in the referendum, in accordance with the Senate Rules and Procedures.
STUDENT SENATE CONSTITUTION RESOLUTION 2018-
WHEREAS, Article VII of the Student Senate Constitution requires that amendments to the Constitution be approved by the Board of Trustees; and
WHEREAS, the Student Senate has adopted the changes attached hereto as Exhibit A, proposing amendments to its Constitution; and
WHEREAS, these amendments have been approved by a majority of students voting in a special Constitutional Amendments election on March 8, 2018; and
WHEREAS, the Student Senate has requested Board approval of these amendments.
NOW THEREFORE, BE IT RESOLVED that the Board approves the amendments to the Student Senate Constitution set forth in the attached Exhibit B.
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June 21, 2018 Student Senate Constitutional Amendments Tab #; pg 2 Overview • Special Committee on Senate Reform • Chair: President Landen Lama • Member: Vice President Nicole Schneider • Member: Treasurer G. Zachary Woods • Member: Commissioner Haley Klier • Member: Senator Zachary Zeizes • Work conducted between late December and early March • Over 14 constitutional amendments were presented and 12 passed the senate body and was approved by the student body with a majority of those voting. • Historical Context: The Constitution of Student Senate has been amendment twice in the past 20+ years. 3 Main takeaways
• Reorganizes the structure and flow of the document; • Establishes a Bill of Right for both Ohio University students and Student Senate members; • Establishes three Mission Statements, for the university, community, and global; • Establishes a conduct and ethics section for Student Senate Members; • Recognizes Students Defending Students as an official subsidiary of Student Senate. • Recognizes the Student Senate Alumni Society as reviewable organization on Senate Constitutional Amendments 4 Constitutional structure and flow
• This was the a complete overhaul of the constitution where we added in article titles, section breaks, and established a procedural order. 5 Student and Senate Bill of Rights • This is a brand new section, found after the Preamble. • Is modeled after Iowa State, Oklahoma State, and Utah • These rights are the guiding principles for the Ohio University Student Senate and the basis of sovereignty to represent and advocate for all students. • Additionally, these rights shall enable students to call on the University administration and Student Senate members to ensure they have access to a higher education system that benefits all. • Specifically we highlight students rights towards representation, debate, objecting, and organizing. 6 Mission Statements • This is a brand new section, found after the Bill of Rights. • These statements are for both students and members of Senate. • We have three mission statements for our views on the university, the community, and one that is global. • The point of this section is to highlight what we as a Senate should be going to make the university, community and world a better place for us as students top operate in. 7 Conduct and Ethics for Members of Senate
• This is an updated section found in Article VI. • This section was created to strengthen and create a clear outline of how members of Senate can conduct themselves while acting as a member of the Senate. • Our current Constitution only lists that gross or willful neglect of duty is reason behind impeachment, but does not specify what counts as neglect. • Now we say that members shall embodied the five core values of Ohio University and follow rules around discrimination, sexual harassment, alcohol responsibility, professionalism, and misuse of power. 8 Recognition of Students Defending Students
• This is a brand new section, found in Article IV. • Student Defending Students in a subsidiary organization of Student Senate and has been since 1976. • Their mission is to represent their fellow students through the University Student Conduct process. SDS strives to provide students with protection from the violation of their rights in the University, the Student Conduct process, and the community. 9 Additional reviewers of Constitutional Amendments
• This is an updated section, found in Article X. • This amendment added an additional level of consultation when Senate works to change its constitution. • Specially we added that the Student Senate Alumni Society shall be consulted and their decision(s) shall be non-binding. 10
QUESTIONS?
The Constitution of the Ohio University Student Senate
Preamble
University ConstitutionWe, the students of Ohio University, desiring to provide a means for Deleted: ¶ responsible and effective student participation in the organization and in the operation of student We the students of Ohio University, Athens campus, of the belief that students have the right and obligation to affairs; to provide a forum for the expression of student views and interests; to maintain University Student Senate in order that such rights are academic freedom, academic responsibility, and students rights; to improve student culture, protected and obligations met. participate in the formulation social, and physical welfare; to develop better student educational standards, facilities, and and application of both university and community policy, hereby establish the Ohio teaching methods; to help promote global understanding and fellowship at the student level; to organize and mobilize student involvement in seeking solutions to the serious problems facing Deleted: ¶ the community, the nation, and humankind; to promote the recognition of student’s rights and responsibilities to the university, the community, and humanity; do hereby establish this Constitution of the Ohio University Student Senate. Commented [ll1]: This is NEW CONTENT
Bill of Rights
Section 1: We, the students of Ohio University, in order to form a more representative university, do ordain and establish this Student Bill of Rights. These rights are the guiding principles for the Ohio University Student Senate and the basis of sovereignty to represent and advocate for all students. The rights set forth shall enable students to call on the University administration and Student Senate members to ensure they have access to a higher education system that benefits all. A representative university will establish justice, ensure coexistence in the university community, promote general understanding, and secure all of the following rights entitled to all Ohio University students:
1.1: The right to be represented by a democratic student government.
1.2: The right for all students of Ohio University to be eligible to vote in a Student Senate election. No student shall vote more than one time during any Senate election
1.3: The right to request clear University policies that outline basic rights, obligations, and responsibilities concerning both academic and non-academic student conduct from University administrators. 1.4: The right to be evaluated in the classroom solely on the basis of academic achievement and fulfillment of educational requirements with protected and respected freedom of expression. 1.5: The right to have University personnel - faculty, staff and leadership - that reflect the world that we live in and those that are intentionally global in fostering diversity, inclusion, and cooperation.
1.6: The right to organize and join organizations/associations in order to promote common interests. 1.7: The right of protection from the release of non-directory information to persons outside the University community of academic, organizational, and disciplinary records without the express consent of the student or a court order consistent with federal and state laws. 1.8: The right to petition for changes in either academic or nonacademic regulations, procedures, or practices. 1.9: The right to have clearly defined means to participate in the formulation and application of institutional policy affecting both academic and non-academic student affairs. Participation shall include the right to gain access to information, to express views, and to have these views considered. 1.10: The right of protection from the placement of wrongful University financial obligations on the student’s University account without the express consent of the student. 1.11: The right to due process in any action brought or taken by the University against the student which can reasonably be expected to affect the student’s status with the University. 1.12: The right to discuss campus issues with the University administration without the fear or threat of retaliation. 1.13: The right to not be discriminated in employment or educational opportunities because of race, color, religion, age, citizenship status, national origin, ethnicity, national ancestry, sex, pregnancy, gender, gender identity or expression, sexual orientation, military service or veteran status, mental or physical ability, or genetic information. Commented [ll2]: This is NEW CONTENT Article II. Organization Deleted: I
Section 1: Name Commented [ll3]: This is a NEW SECTION Deleted: Senate shall establish working relationships with The governing organization of the Ohio University student body shall be known as the Ohio the University and Athens communities; maintain University Student Senate. relationships with other governing bodies of the University; propose policies and procedures within the Senate; bring before the student body issues affecting their rights, privileges, and life as students and members of the Athens Section 2: Purpose Community; maintain balanced budgets for Senate; establish Rules and Procedures for the Senate; regulate and conduct Senate elections; recommend students to sit on the Board of Section 2: Purpose Trustees; provide funding to recognized student organizations; appoint students to University committees to 2.1: The Senate shall establish working relationships with the University and Athens ensure student input on all matters concerning the University, and do that which is necessary and proper to communities. serve and protect the rights, interests, and needs of Ohio University students and to execute the powers and responsibilities of this Senate. ¶ 2.2: The Senate shall maintain relationships with other governing bodies of the University.
2.3: The Senate shall bring before the student body issues affecting their rights, privileges, and lives as students and members of the Athens Community.
2.4: The Senate shall maintain balanced budgets for the Senate.
2.5: The Senate shall establish Rules and Procedures for the Senate.
2.6: The Student Senate Judicial Panel shall regulate and conduct Student Senate elections. Commented [ll5]: This is a NEW SECTION
2.7: The Senate shall recommend students to sit on the Board of Trustees.
2.8: The Senate shall provide funding to recognized student organizations.
2.9: The Senate shall appoint students to University committees to ensure student input on all matters concerning the University, and do what is necessary and proper to serve and protect the rights, interests, and needs of Ohio University students and to execute the powers and responsibilities of this Senate.
2.10: The Senate shall do everything in its power to resemble the entire Student Body of Ohio University.
2.11: The Senate shall be the official spokesgroup for all Ohio University Students Commented [ll6]: These are two NEW SECTIONS
Section 3: Logo and Seal
3.1: The Ohio University Student Senate reserves the right to design and distribute their own symbol that identifies the organization.
3.2: The logo and seal shall follow the style standards of Ohio University. Commented [ll7]: This is a NEW SECTION
Deleted: Article II (Operations)¶ ¶ Section 1. All students of Ohio University, Athens campus, shall be eligible to vote in a Senate election. No student shall vote more than one time during any Senate election. ¶ Section 2. All students of Ohio University, Athens campus, in good academic standing and enrolled full time, may serve as an Executive Officer, or a Senator, or a Justice. ¶ Section 3. There shall be at least one meeting held each calendar month, excepting June, July, August, and December. Students of Ohio University, Athens campus wishing to have an item placed on the agenda shall make Article III .Composition such request to the President before the meeting is called to order. \
Deleted: ¶ Section 1. The Senate shall be composed of Executive Officers, each having one vote, Senators, each having one vote., and the Justices of the Judicial Panel, who shall not have a vote. Senators Deleted: ( shall either represent a particular constituency or serve as Commissioner. Executive Officers and Deleted: ) Senators shall hold office for one year during good behavior. The terms of Office of Senators and Executive Officers shall commence and end at the last meeting of Senate in the academic year. The terms of office of the Chief Justice and Executive Justice shall commence on their dates of appointment and end respective at the last meeting of senate in the academic year. The Terms of Office of the Associate Justices shall commence on their respective dates.
Section 2. The Executive Officers of Senate shall be the President, Vice President, and Treasurer and each shall be elected by plurality of students voting in a Senate election. When chairing a general meeting of Senate, the President or President Pro Tempore shall vote only in case of a tie.
Section 3. There shall be one Senator who serves as Commissioner for each Commission. Senators serving under authority of this section shall be appointed by the Executive Officers and shall be subject to removal by a majority of the Judicial Panel. The dismissal of a Senator who serves as commissioner may be appealed by a Senator. With the concurrence of two thirds of Senators and Executive Officers, the decision of the Judicial Panel shall be overturned. A commission shall represent a significant portion of the student body, act on vital student issues, and serve a significant long term need. Commissions may be established and eliminated with the concurrence of two thirds of Senators and Executive Officers.
Section 4. There shall be Senators elected by a plurality of student voting in a Senate election to represent students enrolled in each college, students living off-campus, students living in each residential green, and the entire student body. There shall be at least one Senator who represents the Greek community.
Section 5. Senate shall adopt Rules and Procedures with the concurrence of two thirds of Senators and Executive Officers. Amendments to the Rules and Procedures of Senate regarding elections adopted in a semester in which an election is held shall not become effective until the following semester.
Section 6. Executive Officers, Senators, Justices, staff, officers, and subdivisions of Senate shall not engage in discriminatory behavior.
Section 7. Senate shall create or dissolve, with the concurrence of two thirds of seated Senators and Executive Officers, several Committees, each having jurisdiction over certain internal operations of Senate and composed Senators. There shall be a Committee on the Budget.
Section 8. Senate shall create or dissolve standing committees with the concurrence of two thirds of Senators and Executive Officers. Standing Committees should be created to provide advice to Senate which is not internal in nature and shall be governed under the Rules and Procedures of Senate.
Article IV Senate Appropriations Commission Deleted: (SAC)
Section 1. There shall be a commission to distribute funds to registered student organizations. There shall be a General Assembly composed of members of the university community, including students elected by a plurality is a Senate election. The General Assembly shall have the power to distribute funds for the purpose of funding registered student organizations.
Section 2. Upon recommendation brought before Senate to change the membership of the General Assembly by the Senator responsible for distributing funds to registered student organizations and with the concurrence of a majority of Senators and Executive Officers, Senate shall present the change to the Advisor of Senate. With the approval of the Advisor to Senate, the change shall be enacted. The decision of the Advisor to Senate shall be overturned by Senate with the concurrence of two thirds of Senators and Executive Officers.
Article V Judicial Panel Deleted: ( Deleted: ) Section 1. Senate shall establish rules of conduct and standards for Executive Officers, Senators, Justices, staff, and others associated with Senate. The Judicial Panel shall have the power to try all impeachments. An article of impeachment shall be adopted with the concurrence of a majority of Justices.
Section 2. Judgment in cases of impeachment regarding gross or willful neglect of duty to Senate shall result in expulsion from Senate. Judgment shall be issued with the concurrence of a majority of Justices.
Section 3. The Judicial Panel shall remove from office an Executive Officer, including all privileges, responsibilities, and compensations associated with that office.
Section 4. A member of Senate who has been removed from office by the Judicial Panel may Appeal the removal in a general body meeting of Senate. Upon approval of two-thirds of seated Senators, the decision of the Judicial Branch shall be overturned.
Section 5. A student has the right to bring accusation of improper activity or conduct in written form to The Judicial Panel. Section 6. The Judicial Panel shall evaluate the performance of the Executive Officers during the fourth week of each semester.
Article IV. Ohio University Student Conduct Advisors
Section 1: The Ohio University Student Senate shall have a subsidiary organization known as Students Defending Students (SDS).
Section 2: SDS is an organization dedicated to serving the student community by representing and counseling students through the University Student Conduct process. SDS strives to provide students with protection from the violation of their rights in the University, the Student Conduct process, and the community. Section 3: SDS shall be led by an Executive Board, as defined by the SDS Constitution, with the approval of the Student Senate Executive Officers.
Section 4: Within the SDS Executive Board, there shall be a Director and an Associate Director that are selected by the members of SDS, nominated by the Student Senate Executive Officers, and approved by two-thirds of present Senators and Executive Officers.
Section 5: Non-Executive Board members of SDS shall be known as Student Advisors and they may act in the following capacities:
5.1: Accompany accused students to Community Standards Conferences
5.2: Accompany accused students to Hearings (Administrative and University Hearing Boards)
5.3: Advocate for student-related issues at the University and in the community
5.4: Educate their peers on their rights as students and as community members
5.5: Suggest other resources for issues that cannot be resolved through SDS
5.6: Speak in hearings in accordance with Ohio University Administrative Policy Manual.
Commented [ll9]: This is a NEW ARTICLE
Article V. Legislative Process
Section 1: The Student Senate shall enact pieces of legislation that affect the internal operations of the Student Senate and that affect the University, local, state, federal, and/or international affairs.
Section 2: Legislation that affects the internal operations of the Senate shall be known as Senate Resolutions
Section 3: Legislation that affects the University, local, state, federal, and/or international affairs shall be known as Senate Bills.
Section 4: All Senate Bills shall be first presented to the Senate Executive Officers for referral to either a Senate Commission(s) or the Cabinet of the Senate. With the consent of two-thirds of the Executive Officers, a Senate Bill can be delivered to the Senate General Body without referral. Commented [ll10]: This is a NEW ARTICLE
Article VI. Conduct & Ethics
Section 1: Conduct: All members of the Ohio University Student Senate shall uphold the five core values of Ohio University: character, community, citizenship, civility, and commitment and follow the Ohio University Code of Conduct as outlined in the following, non-exhaustive capacities: 1.1: Discrimination: Language and actions discriminatory toward any group will not be tolerated.
1.2: Sexual Harassment: Sexual Harassment in any form; physical, verbal or non-verbal, will not be tolerated in the Student Senate.
1.3: Alcohol Responsibility: Alcohol use and distribution in the Student Senate Office and during meetings where official Senate business is conducted, such as General Body Meetings and Commission Meetings, is strictly prohibited.
1.4: Professionalism: Individual integrity and respect for others is necessary for the effectiveness of the body. Members are expected to communicate, and respect confidentiality.
1.5: Misuse of Power: Members shall not knowingly misrepresent the truth while acting in their position. No member shall bestow favors or use their position as a means to influence.
Section 2: Violation: Members of the Senate allegedly in violation of the above standards or the Ohio University Code of Conduct will be subject to Executive or Judicial involvement.
2.1: If a member suspects another member of violating any of these standards, they may report the violation to the Executive Officers or the Judicial Panel.
2.2: If the member suspected of violation is an Executive Officer, the reporting member may contact the Chief Justice or the Clerk of Court. Commented [ll11]: This is a NEW ARTICLE
Article VII. Succession Deleted: IV (Succession)
Section 1. If there is a vacancy in the office of President, the Vice President shall become President. If there is no Vice President, the Treasurer shall become President. If there is neither a Vice President nor a Treasurer, a Senator shall be elected by a plurality of ballots cast by Senators to become President. If there is a vacancy in the office of Vice President a Senator shall be elected by a plurality of ballots cast by Senators and Executive Officers to become Vice President. If there is a vacancy in the office of Treasurer, a Senator shall be elected by a plurality of ballots cast by Senators and Executive Officers to become Treasurer. If there is a vacancy in the office of Chief Justice, the Executive Justice shall become the Chief Justice. If there is no Executive Justice, a new Chief Justice will be appointed by the Executive Officers. The new Chief Justice will then appoint a new Executive Justice.
Section 2. If a Senator who serves as a Commissioner resigns or is removed from office, the Vice Commissioner shall assume the office of the Senator until the Executive Officers appoint a Senator.
Section 3. If a Senator holding an elected position, excluding the Executive Officers, resigns or is removed from office, the order of succession shall be those persons who ran for that position in order of votes received. If there are no remaining candidates who wish to assume office, the Vice President shall solicit applications for the position. A nominee, fulfilling all requirements for the position, shall be placed before Senate for confirmation. Upon confirmation, the Senator shall complete the term.
Section 4. An Executive Officer, Senator, or Justice who is graduating at the end of the term and does not need to enroll for full time status in order to graduate may continue to hold office
Article VIII. Elections
Section 1: All students of Ohio University, Athens campus, shall be eligible to vote in a Senate election. No student shall vote more than one time during any Senate election.
Section 2: The Executive Officers of the Senate shall each be elected by plurality of students voting in a Senate election.
Section 3: There shall be Senators elected by a plurality of students voting in a Senate election to represent students enrolled in each academic college, students living off-campus, students living on each residential Green, and the entire student body.
Section 4: Amendments to the Rules and Procedures of the Senate regarding elections adopted in a semester in which an election is held shall not become effective until the following semester. Commented [ll12]: Was the old Article II Operations. No new content
Article IX. Appointments and Inauguration
Section 1: Appointment Process after the Spring Election
1.1: Commissioners, the Chief of Staff, the Director of Communications, and the Chief Justice shall be nominated by two-thirds of the Executive Officers-elect. Upon nomination, the Executive Officers-elect shall send the nominees for each position to the senate general body via resolutions and to be voted upon by a two-thirds vote at the last general body meeting of the spring academic year and after the new members of senate are sworn in.
Section 2: Date
2.1: All Student Senate Members elected in the spring elections shall be sworn in Office at the last Student Senate General Body Meeting of the spring semester.
Section 3: Oath of Office
3.1: All Student Senate Members elected in the spring elections shall be sworn in office by the Ohio University Vice President of Student Affairs or their designee. 3.2: All Student Senate Members appointed via Senate Resolution shall be sworn into office by the Ohio University Student Senate Chief Justice, or their designee.
3.3: All Student Senate Members appointed by means other than Senate Resolution shall be sworn into office by the Ohio University Student Senate President or their designee.
3.4: The text for the Oath of Office shall be outlined in the Student Senate Rules and Procedures. Commented [ll13]: This is a NEW ARTICLE
Article X. Ratifications and Amendments Deleted: VII (Ratification)
Deleted: With the concurrence of two thirds of seated Senators and Executive Officers, or upon presentation to Senate during a scheduled meeting of a petition signed by at least ten percent of students currently registered at Ohio Section 1: With the concurrence of two-thirds of seated Senators and Executive Officers, or upon University, Athens Campus, a proposed Amendment to this presentation to the Senate, during a scheduled meeting, of a petition signed by at least ten percent Constitution shall be voted upon by eligible students in an election by the end of the following semester, excluding of students currently registered at Ohio University, a proposed Amendment to this Constitution summer sessions. Upon concurrence of a majority of shall be voted upon by eligible students in a referendum by the end of the following semester, students voting on the Amendment in a campus election, the excluding summer sessions. proposed amendment shall be presented to the Board of Trustees for approval. Upon approval by the Board of Trustees, this Constitution shall be amended. ¶ Section 2: The Student Senate Alumni Society shall be consulted on all constitutional changes, prior to the student body vote; their decision(s) shall be non-binding. Commented [ll15]: This is a NEW SECTION Section 3: Upon concurrence of a majority of students responding positively to a University referendum which contains an Amendment, the proposed amendment shall be presented to the Board of Trustees for approval.
Section 4: Upon approval by the Board of Trustees, this Constitution shall be amended.
Article XI. Referendum Deleted: VIII (Referendum)
Deleted: With approval from 2/3 of the Senate, a question may be posed to the Student Body. This question shall be called a referendum. Referenda shall then be voted on by the Senate. The votes of the Student Body on the referendum Section 1: With a two-thirds approval seated Senators and Executive Officers, a question may be shall be translated into a number of tangible votes within the posed to the Ohio University Student Body. This question shall be called a referendum. Senate, in the same proportions. This number of votes shall be proportional to the number of students who vote in the referendum, in accordance with the Senate Rules and Section 2: Referenda shall then be voted on by the Senate. The votes of the Student Body on the Procedures. ¶ referendum shall be translated into a number of tangible votes within the Senate, in the same proportions. This number of votes shall be proportional to the number of students who vote in the referendum, in accordance with the Senate Rules and Procedures.
Section 3: Student input on Constitutional changes may be collected via the referendum process. Commented [ll17]: This is a NEW SECTION
The Constitution of the Ohio University Student Senate
Preamble
We, the students of Ohio University, desiring to provide a means for responsible and effective student participation in the organization and in the operation of student affairs; to provide a forum for the expression of student views and interests; to maintain academic freedom, academic responsibility, and students rights; to improve student culture, social, and physical welfare; to develop better student educational standards, facilities, and teaching methods; to help promote global understanding and fellowship at the student level; to organize and mobilize student involvement in seeking solutions to the serious problems facing the community, the nation, and humankind; to promote the recognition of student’s rights and responsibilities to the university, the community, and humanity; do hereby establish this Constitution of the Ohio University Student Senate.
Bill of Rights
Section 1: We, the students of Ohio University, in order to form a more representative university, do ordain and establish this Student Bill of Rights. These rights are the guiding principles for the Ohio University Student Senate and the basis of sovereignty to represent and advocate for all students. The rights set forth shall enable students to call on the University administration and Student Senate members to ensure they have access to a higher education system that benefits all. A representative university will establish justice, ensure coexistence in the university community, promote general understanding, and secure all of the following rights entitled to all Ohio University students:
1.1: The right to be represented by a democratic student government.
1.2: The right for all students of Ohio University to be eligible to vote in a Student Senate election. No student shall vote more than one time during any Senate election 1.3: The right to request clear University policies that outline basic rights, obligations, and responsibilities concerning both academic and non-academic student conduct from University administrators.
1.4: The right to be evaluated in the classroom solely on the basis of academic achievement and fulfillment of educational requirements with protected and respected freedom of expression. 1.5: The right to have University personnel - faculty, staff and leadership - that reflect the world that we live in and those that are intentionally global in fostering diversity, inclusion, and cooperation.
1.6: The right to organize and join organizations/associations in order to promote common interests. 1.7: The right of protection from the release of non-directory information to persons outside the University community of academic, organizational, and disciplinary records without the express consent of the student or a court order consistent with federal and state laws.
1.8: The right to petition for changes in either academic or nonacademic regulations, procedures, or practices. 1.9: The right to have clearly defined means to participate in the formulation and application of institutional policy affecting both academic and non-academic student affairs. Participation shall include the right to gain access to information, to express views, and to have these views considered. 1.10: The right of protection from the placement of wrongful University financial obligations on the student’s University account without the express consent of the student. 1.11: The right to due process in any action brought or taken by the University against the student which can reasonably be expected to affect the student’s status with the University.
1.12: The right to discuss campus issues with the University administration without the fear or threat of retaliation. 1.13: The right to not be discriminated in employment or educational opportunities because of race, color, religion, age, citizenship status, national origin, ethnicity, national ancestry, sex, pregnancy, gender, gender identity or expression, sexual orientation, military service or veteran status, mental or physical ability, or genetic information.
Article I: Mission Statements
Section 1: University
As one arm of OHIO shared governance, Student Senate’s mission is to ensure Ohio University as a transformative and just learning institution. As the student branch of the OHIO governing bodies, the Senate also is tasked with maintaining an open forum for dialogue among constituents and standing as an advocacy and support resource for students. Through debate and discussion on Ohio University policies and procedures, the Senate shall serve as a check and review process on administrative decision making. The Senate’s primary aim through such review shall be to advocate for the interest of all students, with a focus on diversity, accessibility, and inclusion, while supporting all persons in their quest for high quality education.
Section 2: Community
Recognizing that Ohio University is part of the bedrock of Southeast Ohio, Student Senate will strive to be responsible, passionate, and sustainable citizens within Athens and the surrounding villages, towns, and neighborhoods. The Senate shall be mindful of how presented legislation will affect the surrounding community. Particular observance shall be made in ensuring the economic, social, and environmental wellbeing of Southeast Ohio. In addition, Student Senate members are required to volunteer two hours per semester and provide appropriate documentation to the Director of Community Service and Social Activity to give back to the community that supports Ohio University.
Section 3: Global
Student Senate is committed to promoting Ohio University as a uniquely transformative learning institution where all students gain a Global Perspective. A Global Perspective may be gained through study away travel; intercultural interactions inside and outside of the classroom; and rigorous engagement in globalized creativity, research, and curricular activities. These three pillars: Global Experience, Global Interaction, and Global Education are at the root of OHIO’s Global Value. Through engagement with the student body and University leadership, the Student Senate of Ohio University will advocate for enhanced global experiences for students and faculty, multi-level engagement with global partners, and an enriched global campus experience. By upholding these principles, Student Senate aims to ensure the future of Ohio University as a global institution.
Article II. Organization
Section 1: Name
The governing organization of the Ohio University student body shall be known as the Ohio University Student Senate
Section 2: Purpose
2.1: The Senate shall establish working relationships with the University and Athens communities.
2.2: The Senate shall maintain relationships with other governing bodies of the University.
2.3: The Senate shall bring before the student body issues affecting their rights, privileges, and lives as students and members of the Athens Community.
2.4: The Senate shall maintain balanced budgets for the Senate. 2.5: The Senate shall establish Rules and Procedures for the Senate.
2.6: The Student Senate Judicial Panel shall regulate and conduct Student Senate elections.
2.7: The Senate shall recommend students to sit on the Board of Trustees.
2.8: The Senate shall provide funding to recognized student organizations.
2.9: The Senate shall appoint students to University committees to ensure student input on all matters concerning the University, and do what is necessary and proper to serve and protect the rights, interests, and needs of Ohio University students and to execute the powers and responsibilities of this Senate.
2.10: The Senate shall do everything in its power to resemble the entire Student Body of Ohio University.
2.11: The Senate shall be the official spokesgroup for all Ohio University Students
Section 3: Logo and Seal
3.1: The Ohio University Student Senate reserves the right to design and distribute their own symbol that identifies the organization.
3.2: The logo and seal shall follow the style standards of Ohio University.
Article III. Composition
Section 1. The Senate shall be composed of Executive Officers, each having one vote, Senators, each having one vote, and the Justices of the Judicial Panel, who shall not have a vote. Senators shall either represent a particular constituency or serve as Commissioner. Executive Officers and Senators shall hold office for one year during good behavior. The terms of Office of Senators and Executive Officers shall commence and end at the last meeting of Senate in the academic year. The terms of office of the Chief Justice and Executive Justice shall commence on their dates of appointment and end respective at the last meeting of senate in the academic year. The Terms of Office of the Associate Justices shall commence on their respective dates.
Section 2. The Executive Officers of Senate shall be the President, Vice President, and Treasurer and each shall be elected by plurality of students voting in a Senate election. When chairing a general meeting of Senate, the President or President Pro Tempore shall vote only in case of a tie.
Section 3. There shall be one Senator who serves as Commissioner for each Commission. Senators serving under authority of this section shall be appointed by the Executive Officers and shall be subject to removal by a majority of the Judicial Panel. The dismissal of a Senator who serves as commissioner may be appealed by a Senator. With the concurrence of two thirds of Senators and Executive Officers, the decision of the Judicial Panel shall be overturned. A commission shall represent a significant portion of the student body, act on vital student issues, and serve a significant long term need. Commissions may be established and eliminated with the concurrence of two thirds of Senators and Executive Officers.
Section 4. There shall be Senators elected by a plurality of student voting in a Senate election to represent students enrolled in each college, students living off-campus, students living in each residential green, and the entire student body. There shall be at least one Senator who represents the Greek community.
Section 5. Senate shall adopt Rules and Procedures with the concurrence of two thirds of Senators and Executive Officers. Amendments to the Rules and Procedures of Senate regarding elections adopted in a semester in which an election is held shall not become effective until the following semester.
Section 6. Executive Officers, Senators, Justices, staff, officers, and subdivisions of Senate shall not engage in discriminatory behavior.
Section 7. Senate shall create or dissolve, with the concurrence of two thirds of seated Senators and Executive Officers, several Committees, each having jurisdiction over certain internal operations of Senate and composed Senators. There shall be a Committee on the Budget.
Section 8. Senate shall create or dissolve standing committees with the concurrence of two thirds of Senators and Executive Officers. Standing Committees should be created to provide advice to Senate which is not internal in nature and shall be governed under the Rules and Procedures of Senate.
Article IV. Senate Appropriations Commission
Section 1. There shall be a commission to distribute funds to registered student organizations. There shall be a General Assembly composed of members of the university community, including students elected by a plurality is a Senate election. The General Assembly shall have the power to distribute funds for the purpose of funding registered student organizations.
Section 2. Upon recommendation brought before Senate to change the membership of the General Assembly by the Senator responsible for distributing funds to registered student organizations and with the concurrence of a majority of Senators and Executive Officers, Senate shall present the change to the Advisor of Senate. With the approval of the Advisor to Senate, the change shall be enacted. The decision of the Advisor to Senate shall be overturned by Senate with the concurrence of two thirds of Senators and Executive Officers.
Article V: Judicial Panel
Section 1. Senate shall establish rules of conduct and standards for Executive Officers, Senators, Justices, staff, and others associated with Senate. The Judicial Panel shall have the power to try all impeachments. An article of impeachment shall be adopted with the concurrence of a majority of Justices. Section 2. Judgment in cases of impeachment regarding gross or willful neglect of duty to Senate shall result in expulsion from Senate. Judgment shall be issued with the concurrence of a majority of Justices.
Section 3. The Judicial Panel shall remove from office an Executive Officer, including all privileges, responsibilities, and compensations associated with that office.
Section 4. A member of Senate who has been removed from office by the Judicial Panel may Appeal the removal in a general body meeting of Senate. Upon approval of two-thirds of seated Senators, the decision of the Judicial Branch shall be overturned.
Section 5. A student has the right to bring accusation of improper activity or conduct in written form to The Judicial Panel.
Section 6. The Judicial Panel shall evaluate the performance of the Executive Officers during the fourth week of each semester.
Article IV. Ohio University Student Conduct Advisors
Section 1: The Ohio University Student Senate shall have a subsidiary organization known as Students Defending Students (SDS).
Section 2: SDS is an organization dedicated to serving the student community by representing and counseling students through the University Student Conduct process. SDS strives to provide students with protection from the violation of their rights in the University, the Student Conduct process, and the community.
Section 3: SDS shall be led by an Executive Board, as defined by the SDS Constitution, with the approval of the Student Senate Executive Officers.
Section 4: Within the SDS Executive Board, there shall be a Director and an Associate Director that are selected by the members of SDS, nominated by the Student Senate Executive Officers, and approved by two-thirds of present Senators and Executive Officers.
Section 5: Non-Executive Board members of SDS shall be known as Student Advisors and they may act in the following capacities:
5.1: Accompany accused students to Community Standards Conferences
5.2: Accompany accused students to Hearings (Administrative and University Hearing Boards)
5.3: Advocate for student-related issues at the University and in the community
5.4: Educate their peers on their rights as students and as community members
5.5: Suggest other resources for issues that cannot be resolved through SDS 5.6: Speak in hearings in accordance with Ohio University Administrative Policy Manual.
Article V. Legislative Process
Section 1: The Student Senate shall enact pieces of legislation that affect the internal operations of the Student Senate and that affect the University, local, state, federal, and/or international affairs.
Section 2: Legislation that affects the internal operations of the Senate shall be known as Senate Resolutions
Section 3: Legislation that affects the University, local, state, federal, and/or international affairs shall be known as Senate Bills.
Section 4: All Senate Bills shall be first presented to the Senate Executive Officers for referral to either a Senate Commission(s) or the Cabinet of the Senate. With the consent of two-thirds of the Executive Officers, a Senate Bill can be delivered to the Senate General Body without referral.
Article VI. Conduct & Ethics
Section 1: Conduct: All members of the Ohio University Student Senate shall uphold the five core values of Ohio University: character, community, citizenship, civility, and commitment and follow the Ohio University Code of Conduct as outlined in the following, non-exhaustive capacities:
1.1: Discrimination: Language and actions discriminatory toward any group will not be tolerated.
1.2: Sexual Harassment: Sexual Harassment in any form; physical, verbal or non-verbal, will not be tolerated in the Student Senate.
1.3: Alcohol Responsibility: Alcohol use and distribution in the Student Senate Office and during meetings where official Senate business is conducted, such as General Body Meetings and Commission Meetings, is strictly prohibited.
1.4: Professionalism: Individual integrity and respect for others is necessary for the effectiveness of the body. Members are expected to communicate, and respect confidentiality.
1.5: Misuse of Power: Members shall not knowingly misrepresent the truth while acting in their position. No member shall bestow favors or use their position as a means to influence.
Section 2: Violation: Members of the Senate allegedly in violation of the above standards or the Ohio University Code of Conduct will be subject to Executive or Judicial involvement. 2.1: If a member suspects another member of violating any of these standards, they may report the violation to the Executive Officers or the Judicial Panel.
2.2: If the member suspected of violation is an Executive Officer, the reporting member may contact the Chief Justice or the Clerk of Court.
Article VII. Succession
Section 1. If there is a vacancy in the Office of the President, the Vice President shall become President. If there is no Vice President, the Treasurer shall become President. If there is neither a Vice President nor a Treasurer, a Senator shall be elected by a plurality of ballots cast by Senators to become President. If there is a vacancy in the Office of the Vice President, a Senator shall be elected by a plurality of ballots cast by Senators and Executive Officers to become Vice President. If there is a vacancy in the Office of the Treasurer, a Senator shall be elected by a plurality of ballots cast by Senators and Executive Officers to become Treasurer. If there is a vacancy in the Office of the Chief Justice, the Executive Justice shall become the Chief Justice. If there is no Executive Justice, a new Chief Justice will be appointed, from the membership of the Judicial Panel, by the Executive Officers. If there is a vacancy in the Office of the Executive Justice, the Judicial Panel shall elect an Executive Justice from amongst themselves. If there is a vacancy in the Office of the Clerk of Court, the Chief Justice shall appoint a new Clerk of Court.
Section 2. If a Commissioner resigns or is removed from Office, the Executive Officers must appoint another Commissioner within two weeks.
Section 3. If a Senator holding an elected position, excluding the Executive Officers, resigns or is removed from Office, the Vice President shall solicit applications for the vacant position. A nominee, fulfilling all requirements for the position, shall be placed before the Senate for confirmation. Upon confirmation, the Senator shall complete the term.
Section 4. An Executive Officer, Senator, or Justice who is graduating at the end of the term and does not need to enroll for full time status in order to graduate may continue to hold Office.
Article VIII. Elections
Section 1: All students of Ohio University, Athens campus, shall be eligible to vote in a Senate election. No student shall vote more than one time during any Senate election.
Section 2: The Executive Officers of the Senate shall each be elected by plurality of students voting in a Senate election.
Section 3: There shall be Senators elected by a plurality of students voting in a Senate election to represent students enrolled in each academic college, students living off-campus, students living on each residential Green, and the entire student body.
Section 4: Amendments to the Rules and Procedures of the Senate regarding elections adopted in a semester in which an election is held shall not become effective until the following semester. Article IX. Appointments and Inauguration
Section 1: Appointment Process after the Spring Election
1.1: Commissioners, the Chief of Staff, the Director of Communications, and the Chief Justice shall be nominated by two-thirds of the Executive Officers-elect. Upon nomination, the Executive Officers-elect shall send the nominees for each position to the senate general body via resolutions and to be voted upon by a two-thirds vote at the last general body meeting of the spring academic year and after the new members of senate are sworn in.
Section 2: Date
2.1: All Student Senate Members elected in the spring elections shall be sworn in Office at the last Student Senate General Body Meeting of the spring semester.
Section 3: Oath of Office
3.1: All Student Senate Members elected in the spring elections shall be sworn in office by the Ohio University Vice President of Student Affairs or their designee.
3.2: All Student Senate Members appointed via Senate Resolution shall be sworn into office by the Ohio University Student Senate Chief Justice, or their designee.
3.3: All Student Senate Members appointed by means other than Senate Resolution shall be sworn into office by the Ohio University Student Senate President or their designee.
3.4: The text for the Oath of Office shall be outlined in the Student Senate Rules and Procedures.
Article X. Ratifications and Amendments
Section 1: With the concurrence of two-thirds of seated Senators and Executive Officers, or upon presentation to the Senate, during a scheduled meeting, of a petition signed by at least ten percent of students currently registered at Ohio University, a proposed Amendment to this Constitution shall be voted upon by eligible students in a referendum by the end of the following semester, excluding summer sessions.
Section 2: The Student Senate Alumni Society shall be consulted on all constitutional changes, prior to the student body vote; their decision(s) shall be non-binding.
Section 3: Upon concurrence of a majority of students responding positively to a University referendum which contains an Amendment, the proposed amendment shall be presented to the Board of Trustees for approval.
Section 4: Upon approval by the Board of Trustees, this Constitution shall be amended.
Article XI. Referendum
Section 1: With a two-thirds approval seated Senators and Executive Officers, a question may be posed to the Ohio University Student Body. This question shall be called a referendum.
Section 2: Referenda shall then be voted on by the Senate. The votes of the Student Body on the referendum shall be translated into a number of tangible votes within the Senate, in the same proportions. This number of votes shall be proportional to the number of students who vote in the referendum, in accordance with the Senate Rules and Procedures.
Section 3: Student input on Constitutional changes may be collected via the referendum process.