Board of Trustees Ohio University Athens, Ohio

Agenda

November 1, 2013

BOARD ACTIVITIES FOR October 31st & November 1st, 2013 Ohio University Main Campus – Athens, Ohio Activity & Committee Meeting Schedule

Thursday, October 31, 2013 8:20 a.m. Bus pick-up to President’s Residence, Margaret M. Walter Hall Parking Lot

8:30 a.m. Breakfast & Group/Individual Photos, 29 Park Place; Photographer Ben Siegel

9:30 a.m. Tour of the President’s Residence, 29 Park Place

10:45 a.m. Joint Committee Meetings: Academics and Resources, Margaret M. Walter Hall, Governance Room

12:30 p.m. Trustee Luncheon & Joint Committee Meeting, Margaret M. Walter Hall Rotunda,

1:30 p.m. Resources Committee, Margaret M. Walter Hall, Governance Room 104

1:30 p.m. Academics Committee, Margaret M. Walter Hall, Room 125/127

3:30 p.m. Governance Committee, Margaret M. Walter Hall, Room 125

3:30 p.m. Audit Committee, Margaret M. Walter Hall, Room 127

6:30 p.m. Reception – Trustees, President, Board Secretary, Executive Staff and Guests; OU Inn, Lindley Room

7 p.m. Dinner – Trustees, President, Board Secretary, Executive Staff and Guests; OU Inn, Lindley Room

Friday, November 1, 2013 7:30 a.m. Trustee Breakfast - Executive Committee; OU Inn, Lindley Room

10 a.m. Board Meeting; Margaret M. Walter Hall, Governance Room 104

Noon Trustee Luncheon, Margaret M. Walter Hall 125

Noon Media Availability, Margaret M. Walter Hall 127

AGENDA Board of Trustees Meeting Friday, November 1, 2013 – 10:00 a.m. Margaret M. Walter Hall, Governance Room 104-Athens Campus

OPEN SESSION

Roll Call

Approval of Agenda

1. Minutes of Board of Trustees’ Meeting of August 29, 2013.

Comments from the Chair of the Board of Trustees

2. Report from the President

Committee Reports and Information Items and items apart from the Consent Agenda

 Joint Resources & Academic Committee  University Resources Committee  University Academics Committee  Governance Committee  Audit 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 7 - Resolution, Off-Campus Graduate Tuition Tab 11 - Resolution, Construction Project – Housing Phase 1 Construction Tab 12 - Resolution, Construction Project – Lausche Heating Plant Replacement Tab 13 - Resolution, Construction Project – Campus Elevator Upgrades Tab 24 - Resolution, Reviews of Centers and Institutes Tab 25 - Resolution, Energy Engineering Program Tab 26 - Resolution, Technical Operations Management Program Tab 27 - Resolution, Masters of Education Cultural Studies Name Change

Unfinished Business

New Business

Communications, Petitions, and Memorials

Announcement of Next Stated Meeting Date

Adjournment

AGENDA Joint Committee Meeting: Academics and Resources Margaret M. Walter Hall, Governance Room 104 10:45 a.m. – Thursday, October 31, 2013

3. Six Year Capital Improvement Plan (CIP) FY2015 – FY2020 4. Tuition Guarantee Update

AGENDA Joint Committee Meeting: Academics and Resources Margaret M. Walter Hall, Rotunda Noon – Thursday, October 31, 2013

5. Accreditation

AGENDA University Resources Committee Margaret M. Walter Hall, Governance Room 104 1:30 p.m. – Thursday, October 31, 2013

6. FY 2013 Financial Statement Highlights 7. Consent Agenda, Off-Campus Graduate Tuition 8. Housing for Ohio Letter of Credit Update 9. Resolution, Six Year Capital Improvement Plan Approval 10. Resolution, FY 2015-FY 2016 Biennium State Capital Appropriation Request Approval 11. Consent Agenda, Construction Project – Housing Phase 1 Construction 12. Consent Agenda, Construction Project – Lausche Heating Plant Replacement 13. Consent Agenda, Construction Project – Campus Elevator Upgrades 14. Annual Sustainability Report 15. Annual Insurance Report 16. Annual Clery Data Reports – Fire 17. Annual Clery Data Reports – Police 18. Capital Campaign Update

EXECUTIVE SESSION

AGENDA University Academics Committee Margaret M. Walter Hall, Room 125/127 1:30 p.m. – Thursday, October 31, 2013

Academic Quality - Dashboard 19. Heritage College of Osteopathic Medicine Dashboard

Academic Quality – Initiatives 20. AQIP Update 21. Enrollment Update 22. Retention Report 23. US News and World Report Rankings

Standing Reports & Updates 24. Consent Agenda, Reviews of Centers and Institutes

Actions 25. Consent Agenda, Energy Engineering Program 26. Consent Agenda, Technical Operations Management Program 27. Consent Agenda, Masters of Education Cultural Studies Name Change

AGENDA Governance Committee Margaret M. Walter Hall, Room 125 3:30 p.m. – Thursday, October 31, 2013

 Board Self-Assessment  Meeting Nomenclature Discussion  Executive Committee Report on Board Meeting Structure

AGENDA Audit Committee Margaret M. Walter Hall, Room 127 3:30 p.m. – Thursday, October 31, 2013

28. GASB 68 Presentation – Accounting and Financial Reporting for Pensions 29. External Audit Update – Plante Moran 30. Resolution, Approval of June 30, 2013 Financial Statement Audits 31. Chief Audit Update FY 14 Audit Update

AGENDA Executive Committee Lindley Room, Ohio University Inn 7:30 a.m. – Friday, June 21, 2013

 Capital Bill Commission Update  Ridges Committee Update  Conflict of Interest in Board Communication Discussion

EXECUTIVE SESSION

By-Laws of the Ohio University Board of Trustees

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 July 14, 1989

Revised June 23, 1990

Revised September 20, 2002

Revised December 17, 2004

Article I. Corporate Authority and By-Laws

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 By-Laws 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 members.

Section 3. The Board shall be comprised of 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) Chairperson

(b) Vice-Chairperson

(c) Secretary

(d) Treasurer

Section 2. The Chairperson 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 Chairperson of the Executive Committee. Subject to these By-Laws, 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 Chairperson.

Section 3. The Vice-Chairperson, in the absence or incapacity of the Chairperson, shall assume the duties and obligations of the Chairperson.

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 Chairperson 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 Chairperson, Vice-Chairperson, Secretary, and Treasurer shall be elected annually by the Board.

Section 2. The Chairperson and Vice-Chairperson shall each serve for one year and shall be eligible for re-election to their respective offices for a period up to three (3) consecutive years. 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, and shall be entitled at all times to one (1) year severance notice or one (1) year salary if terminated.

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 authority 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 Chairperson 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. The policy designated "Notification Procedures for Meetings," which has been adopted by the Board pursuant to Revised Code Section 121.22, is hereby incorporated by reference into this section, and the Secretary shall carry out his or her responsibilities under that policy in accordance with its provision for all meetings.

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 Chairperson, 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 President for his or her review and then to the Chairperson 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 Chairperson 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:

(a) University Academics. Responsibilities will include the academic plan; enrollment management; student 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.

(b) University Resources. Responsibilities will include financial operations; business organization and practices; human resources; university advancement; relations with local, state, and federal legislative and administrative agencies; recommending of the schedule of tuition and fees; borrowing of funds; 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 assure compliance with Revised Code Section 3345.05.

(c) Audit. 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.

(d) Governance. 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.

(e) Executive. Responsibilities will include consulting with the President on the appointment of executive officers and business not specifically assigned to another Standing or Special Committee.

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 University Resources Committees and have broad powers to act in all matters not deemed by the Chairperson 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 Chairperson of the Board as the Board may deem necessary.

Section 4. The Chairperson 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 By-Laws, 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

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 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.

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. 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.

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.

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c. Trustees should submit requests for information about institutional issues to the Board Secretary who will facilitate a response from the appropriate university official.

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.

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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Board of Trustees O h i o U n i v e r s i t y

Minutes

August 29, 2013

Table of Contents

ROLL CALL ...... 4

APPROVAL OF AGENDA ...... 4

APPROVAL OF THE MINUTES OF JUNE 21, 2013 ...... 4

REPORTS ...... 4

Report from the Chair ...... 4

Report from the President ...... 5

COMMITTEE REPORTS ...... 6

Executive Committee – Executive Session ...... 6

University Resources Committee ...... 7

RESOLUTION 2013 -- 3358 ...... 8

University Academics Committee ...... 9

Executive Committee Luncheon Report...... 10

Governance Committee ...... 10

Audit Committee ...... 10

CONSENT AGENDA ...... 11

RESOLUTION 2013 -- 3359 ...... 11

RESOLUTION 2013 -- 3360 ...... 12

RESOLUTION 2013 -- 3361 ...... 13

RESOLUTION 2013 -- 3362 ...... 13

RESOLUTION 2013 -- 3363 ...... 14

RESOLUTION 2013 -- 3364 ...... 15

RESOLUTION 2013 -- 3365 ...... 16

ANNOUNCEMENT OF NEXT STATED MEETING DATE ... 17 Page | 2

APPENDIX ...... 18

Executive Committee – Executive Session ...... 18

Resources Committee Meeting ...... 19

Academics Committee Meeting ...... 23

Executive Committee Luncheon Meeting ...... 26

Governance Committee Meeting ...... 26

Audit Committee Meeting ...... 28

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Board of Trustees Meeting Columbus State Community College Center for Workforce Development, 435 Ballroom Center Thursday, August 29, 2013 – 3:00 pm

ROLL CALL Chair Sandra Anderson called the meeting to order at 3:03 pm. Secretary Peter Mather called the roll. Present: Chair Sandra Anderson, David Brightbill, David Wolfort, Janetta King, Kevin Lake, N. Victor Goodman, Dave Scholl, Janelle Simmons, Cary Cooper.

Also present were Student Trustees Amanda Roden and Keith Wilbur; National Trustee Peggy Viehweger; Alumni Association Representative William Hilyard; President Roderick McDavis; and Board Secretary Peter C. Mather

APPROVAL OF AGENDA Trustee Brightbill moved to approve the meeting agenda, seconded by Trustee King, all in favor and the motion carried.

APPROVAL OF THE MINUTES OF JUNE 21, 2013 Trustee Wolfort moved to accept the June Board Meeting minutes, seconded by Trustee Goodman, all in favor and the motion carried.

REPORTS

Report from the Chair Chair Anderson introduced new National Trustee Peggy Viehweger. Chair Anderson also discussed the previous day’s orientation for new Trustees and the Faculty/Staff convocation, which was attended by some of the Board members. The Chair congratulated the President and the administration on the academic quality of and strong enrollment numbers for the new freshman class, and she discussed plans for the Board Retreat that was scheduled for the following day.

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Report from the President The President opened with an introduction of new appointments to the administration, and a reminder of the University’s strategic priorities. The full President’s Report can be found in the meeting materials.

Program Spotlight: Economic Impact Report Executive Vice President and Provost Pam Benoit presented the Economic Impact Report and expressed appreciation to the team who developed the report, and particularly Eva Aspegren, Donna Goss, and Mark Krumel. Steve Golding, Vice President for Finance and Administration, discussed the compilation of data for the study of the Economic Impact of Ohio University. The Economic Impact analysis assessed both quantitative and qualitative impacts in order to demonstrate how Ohio University educates students and impacts communities. Ohio University generates significant state and local tax revenue through activities associated with the University, through alumni who live across the state, and through employing thousands of people in part-time and full-time positions.

Dean Rene Middleton presented the impact of Ohio University’s efforts in Talent and Workforce Development and explained how the cultivation of skilled workers benefits communities when graduates open businesses, and provide employment and training. She also commented on the importance of the University’s partnerships with schools, particularly in the Appalachian region.

VP Joseph Shields described how Research Scholarships and Creative Activity contribute to economic benefit through salaries that translate into economic benefit to the region. He also noted significant licensing revenues and related activities that impact the community and state.

Dr. Mark Weinberg conveyed how Innovation and Entrepreneurship within the Ohio University community benefit the region through employment and investment in community resources. He also described the foundation for future social entrepreneurship that is cultivated by the engagement of students in these projects.

Vice Provost Jack Brose highlighted efforts of the Heritage College of Osteopathic Medicine and the College of Health Sciences Professions to affect Health and Wellness in the region. These Colleges work together to provide rural communities in the region with primary care providers and health services that might not otherwise be available.

Dr. Eva Aspegren discussed Ohio University’s efforts in Environment, Infrastructure, and Sustainability. She explained how the University contributes to the region and the state Page | 5 through: (1) environmentally responsible and sustainable growth, (2) environmental restoration projects around the region, and (3) options for students to engage in environmental sustainability programs that lead to jobs in those business sectors.

Donna Goss spoke about the Citizens, Quality of Place, and Community Engagement section of the report. She explained that Ohio University works with community groups to provide service opportunities for students and faculty and cultural enrichment. These efforts improve the quality of life throughout the region. Specifically, Ms. Goss cited the example of the development of an expanded childcare facility that would benefit both students and children in the community.

Dean Bill Willan spoke about the impact of the Regional Campuses on the development of local workforces and the engagement of community members in addressing regional concerns. He also explained that the campuses provide quality of life opportunities through cultural and recreational pursuits.

In closing, Provost Benoit stated that the total economic impact of Ohio University on the state in 2012 was measured at $1.5B.

A brief discussion ensued among the Trustees about how the economic impact of the University could affect investment in the institution now and into the future.

Faculty and Staff Salary Increase President McDavis recommended faculty and staff salary increases due to a boost in enrollment for the 2013-14 academic year. Chair Anderson asked for a motion to approve the additional 1% increase for faculty and staff. Trustee Scholl moved to approve the salary increase, seconded by Trustee Brightbill. Chair Anderson invited questions. In response to a question about cost, Mr. Golding stated the cost of this increase is $2.8M. All approved, and the motion carried.

COMMITTEE REPORTS All complete committee reports are included in the Appendix to the Board meeting minutes.

Executive Committee – Executive Session Chair Anderson reported on the Thursday morning executive session, in which the Trustees discussed the President’s performance priorities for 2013 through 2017. The Board also finalized a set of Board guidelines for determining the President’s bonus. An annual bonus consideration is formalized in the President’s 2012 employment contract. The Chair noted

Page | 6 that both qualitative and quantitative factors will be considered in determining the bonus. The third activity during the executive session was to complete the annual evaluation of the President.

Chair Anderson noted that this was an extremely positive year for Ohio University. She identified five areas of notable success. The first area was academic programs and supporting students. The President and his team were commended for the smooth quarter- to-semester transition and the success of the strategic enrollment plan. The second area of strength was the expansion of the Heritage College of Osteopathic Medicine into Dublin and Cleveland. The third area the Board identified was the University’s improving financial strength and movement toward a sustainable business model. Chair Anderson highlighted the President’s participation in the commission that developed the state share of instruction formula, as well as the groundwork the administration has established for the guaranteed tuition model. Chair Anderson noted the University’s improvement in Senate Bill 6 ratio, moving from the eighth to the first position in the state. The fourth area of outstanding performance was the development of a strong capital improvement plan that addresses very important safety and deferred maintenance concerns. The fifth area was the progress of the Promise Lives Campaign.

In summary, Chair Anderson noted that the Board is very pleased with President McDavis’ performance. Chair Anderson announced that the Board decided to award a base compensation raise of 2.89 percent or $12,000, and a bonus of 15% or $62,250.

University Resources Committee Acting Committee Chair Anderson reported that Vice President for Advancement, Bryan Benchoff, provided an update for the Capital Campaign ($428.5M raised so far) and stated that fundraising efforts for the final two years of the campaign will focus on corporate giving. Following the launch of the formal ‘in-house’ portion of the campaign, a record number of faculty and staff participated during fiscal year 2013. Mr. Benchoff also discussed the Undergraduate Scholarship Investment Program.

Chair Anderson also stated that Vice President Golding introduced Deborah Shaffer, Senior Associate Vice President for Finance and Administration, and Chad Mitchell, Associate Vice President for Budget and Planning. Senior Associate VP Shaffer reported on the preliminary, unaudited results from the consolidated Sources and Uses Report for the fiscal year 2013, which includes an operating surplus of $49.7 million. Mr. Mitchell discussed the evolving budget reporting and the tie between the $49.7M net from operations, reconciling those items to arrive at the all funds net result of $34.2 million.

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Both Mr. Mitchell and Ms. Shaffer expressed the ultimate goal of having one document to tie sources and uses and budget to actual performance for all funds, with the goal being more transparency and a better understanding OHIO’s financial situation.

VP Golding noted that OHIO’s favorable financial results have led to the University’s achievement of the highest SB6 composite score in the state, which enables the University to make priority investments.

Candice Casto, Director of Investments and Endowment Operations, provided an update on the stewardship of the University’s and Foundation’s endowments, quasi-endowments, and a portion of working capital. Director Casto explained the fiduciary responsibilities of the Investment Sub-committee and their investment advisor, Hirtle Callaghan. Director Casto also illustrated the composition of the value of the portfolio, a total of $523M between the Foundation ($403M) and University ($120M).

Trustee Anderson highlighted two consent agenda items that were moved forward by the Committee:

 Establishment of University Quasi-Endowments, and  Appointing Authority

Chair Anderson described the CIP $100M Analysis by VP Golding, who advised the Board consider the full investment in separate smaller tranches over the six-year CIP. Chair Anderson stated that Associate VP Harry Wyatt presented progress on capital projects over the past summer with a note that there were several unplanned infrastructure issues that resulted in a reprioritization and study of utility infrastructure.

Chair Anderson presented a resolution for Pruitt Field and Track Replacement Budget Revision.

APPROVAL OF PROJECT AND AUTHORIZATION TO DEVELOP CONSTRUCTION DOCUMENTS, RECEIVE BIDS AND AWARD CONSTRUCTION CONTRACTS FOR PRUITT FIELD & TRACK REPLACEMENT BUDGET REVISION

RESOLUTION 2013 -- 3358

WHEREAS, the Board of Trustees authorized the Pruitt Field & Track Replacement project with a total budget of $1.75 million at the April, 2013 meeting, and

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WHEREAS, unforeseen conditions in the Pruitt Field replacement warrant a budget revision in order to provide a project with the appropriate playability and longevity, and

WHEREAS, the University has identified a revised total project budget to meet these needs of $2.29 million and has identified the following fund sources:

. $1,750,000 from state appropriations

. $500,000 from University reserves to be reimbursed by future state appropriations

. $40,000 from Athletics foundation and operating funds

NOW THEREFORE, BE IT RESOLVED that the Ohio University Board of Trustees authorizes the receipt of bids and the President or his designee to accept and award construction contracts within the revised total project budgets identified.

Chair Anderson moved to approve the Resolution with the motion seconded by Trustee Lake, all in favor, and the motion carried.

University Academics Committee Chair David Wolfort reported that the committee received a presentation from Executive Vice President and Provost Pam Benoit on the University’s key dashboard indicators, which align with the University’s strategic priorities. The University’s dashboard was followed by a presentation of College of Arts and Sciences dashboard by Dean Robert Frank. Dean Frank reported positive employment data for Arts and Sciences graduates.

Chair Wolfort noted that Vice President for Student Affairs Ryan Lombardi reported on student behavior trends, including a report on significant decreases in high risk drinking over the past five years.

The Academics Committee also received reports on the Division of Student Affairs’ Strategic Priorities, and from the Tobacco-free Task Force, which is working on a phased approach to implementing a tobacco-free campus.

Vice-Provost for Enrollment Management, Craig Cornell, discussed preliminary enrollment data for the 2013 Fall Semester. He stated that targeted marketing and high-touch recruitment methods are set to yield record enrollments in overall freshman class size, out- of-state students, multi-cultural students, and students from Appalachian counties. He also reported on a slight improvement on high school GPA from the previous year’s freshman class. Page | 9

Due to time constraints, AQIP Accreditation and the Undergraduate Scholarship Investment Program reports were moved to the next scheduled Academics Committee Meeting. The Guaranteed Tuition Program update was moved to the Executive Committee luncheon to allow for all Trustees to hear the update.

Executive Committee Luncheon Report Chair Anderson indicated three items were discussed during the luncheon: 1) legislative update by Director of Government Relations, Eric Burchard. Mr. Burchard discussed the status of the student trustee voting rights legislation; 2) the status of the Guaranteed Tuition program implementation; 3) and, the recommendation by President McDavis for a merit raise for faculty and staff based on improved enrollment figures.

Governance Committee Chair Kevin B. Lake reported that the committee charged Secretary Mather to provide a more concise version of the meeting minutes. Chair Lake also reported that the committee conducted agenda planning for the upcoming year.

Secretary Pete Mather reported on the New Trustee Orientation held in Athens on August 28, 2013.

General Counsel John Biancamano advised on planning for 2013-14, reminding the Committee members of their roles regarding policies and procedures, recommendation of candidates for Board membership, and a review of the Bylaws for possible revision at the end of the year.

Audit Committee Chair Goodman described a presentation on Intercollegiate Athletics (ICA) compliance by Jim Schaus, Director of Intercollegiate Athletics, and Lauren Ashman, Associate Athletic Director for Compliance. Mr. Schaus and Ms. Ashman pointed out that OHIO has never had a major NCAA violation. The Committee emphasized that the University should remain vigilant in maintaining the components of a successful compliance program.

The Committee members discussed external reporting requirements related to site visits, the role of Faculty Athletic Representatives, and the responsibility of the Board in monitoring compliance.

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Chair Goodman stated that representatives from the external audit firm, Plante Moran, made a presentation to the Board on the status of the FY13 Audit, which they indicated was on schedule and will meet state reporting requirements.

Chief Audit Executive, Jeffrey Davis provided an update on the Internal Audit Office operations which included: 1) Audit Status Update, 2) ICA Compliance Audit, and 3) the Governmental Accounting Standards Board Statement Number 68, Accounting and Financial Reporting for Pensions Update. During Mr. Davis’ presentation on the GASB- 68, he noted the new Standards, affecting STRS pension system, will be effective FY15 and that a comprehensive report regarding the impact of GASB-68 will be presented to the Committee at the next scheduled meeting in October.

CONSENT AGENDA All resolutions listed within the Consent Agenda were included in the meeting materials for review.

ESTABLISHMENT OF UNIVERSITY QUASI-ENDOWMENTS UNDERGRADUATE SCHOLARSHIP INVESTMENT PROGRAM and QUASI-ENDOWMENT MATCH FOR THE JOHN KOPCHICK, PH.D. OSTEOPATHIC HERITAGE FOUNDATIONS DISTINGUISHED ENDOWED CHAIR

RESOLUTION 2013 -- 3359

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 Sub-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 two quasi-endowments are requested to be established:

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 Undergraduate Scholarship Investment Program: A $25 million matching program that will provide $.50 in quasi-endowed scholarship funds for every dollar committed to eligible scholarship endowments from July 1, 2013 to June 30, 2019.

 Quasi-Endowment Match for the John Kopchick, Ph.D., Osteopathic Heritage Foundations Distinguished Endowed Chair: A $2 million match commitment that relates to the Vision 2020 Funding Agreement and will complement a $3 million endowment established by The Osteopathic Heritage Foundations.

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.

APPOINTING AUTHORITY FOR CLASSIFIED CIVIL SERVICE EMPLOYEES

RESOLUTION 2013 -- 3360

WHEREAS, in Resolution 2009-3095, this Board designated the Associate Vice President for Human Resources as the appointing authority under Ohio civil service law with decision-making and signature authority for all hiring, promotions, transfers, disciplinary actions and removals involving civil service and classified employees; and

WHEREAS, the Board desires to modify its previous designation of appointing authority.

NOW, THEREFORE BE IT RESOLVED that the Vice President for Finance and Administration is hereby designated the University’s appointing authority under Ohio civil service law with decision-making and signature authority for all hiring, promotions, transfers, disciplinary actions and removals involving civil service and classified employees; and

BE IT FURTHER RESOLVED that the Vice President for Finance and Administration is authorized to delegate his or her responsibilities as appointing authority under Ohio civil service law in writing to appropriate senior administrators in the Office of Finance and Administration.

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APPROVAL OF PROJECT AND AUTHORIZATION TO DEVELOP CONSTRUCTION DOCUMENTS, RECEIVE BIDS AND AWARD CONSTRUCTION CONTRACTS FOR ALDEN HVAC IMPROVEMENTS FY2014 HANING HALL NEW ELEVATOR, BUDGET REVISION

RESOLUTION 2013 -- 3361

WHEREAS, two capital projects have been planned, developed and funded as follows:

 Alden HVAC Improvements FY2014 with a total project budget of $1.75 million to be funded by State Appropriations.  Haning Hall New Elevator, Budget Revision with a total revised budget of $575,000 to be funded by State Appropriations.

NOW THEREFORE, BE IT RESOLVED that the Ohio University Board of Trustees authorizes the receipt of bids and the President or his designee to accept and award contracts within the total project budgets identified.

NAMING OF 20 EAST UNION STREET, ATHENS, OHIO

STEVEN L. SCHOONOVER CENTER FOR COMMUNICATION IN HONOR OF STEVEN SCHOONOVER BENEFACTOR, OHIO UNIVERSITY

RESOLUTION 2013 -- 3362

WHEREAS, Steven (Steve) Schoonover, BFA ’67, and members of the Schoonover family have provided steadfast support to the Scripps College of Communication and Ohio University as a whole, and

WHEREAS, Mr. Schoonover has earned accolades in the industry and been inducted into the Ohio Communication Hall of Fame for Lifetime Commitment to the Scripps College of Communication, and

WHEREAS, Mr. Schoonover recognizes the critical need for a state-of-the-art facility to house the entire nationally-esteemed Scripps College of Communication and the necessity of affording cutting-edge classroom experience and lab facilities for students in an Page | 13 increasingly important communication industry using constantly-changing technologies, and

WHEREAS, the generosity and leadership of the Mr. Schoonover has provided a most generous lead gift toward the renovation and new construction of a campus fixture, the former Baker Center into the new integrated communication facility, and

WHEREAS, this generous gift will influence Ohio University by elevating its flagship Scripps College of Communication as a leading center for communication education where generations of students will become future leaders impacting the way humans communicate in the years to come.

NOW THEREFORE BE IT RESOLVED that the building at 20 East Union Street, Athens, Ohio, will henceforth be named the Steven L. Schoonover Center for Communication.

NAMING OF 50 SOUTH GREEN DRIVE, ATHENS, OHIO

WALTER FIELDHOUSE IN HONOR OF ROBERT WALTER BENEFACTOR, OHIO UNIVERSITY

RESOLUTION 2013 -- 3363

WHEREAS, Robert Walter, BSME ’67, and wife Margaret, BFA ’67, have provided ardent support to Ohio University for many years, and

WHEREAS, Mr. Walter is renowned for a lifetime of business success, including serving as the former Chairman and Chief Executive Officer of Cardinal Health as well as serving a variety of roles in support of Ohio University, and

WHEREAS, Mr. Walter recognizes the need for a facility to house a variety of student recreational activities including intercollegiate athletic practice, academic course instruction, intramural sport competition, and other student centered events that enhance the curricular and co-curricular experience at Ohio University, and

WHEREAS, the generosity and leadership of the Walter family and the Walter Family Foundation has provided a lead gift toward this new facility which will impact Ohio University through enhancing its academic and recreational programming to students and community members for years to come. Page | 14

NOW THEREFORE BE IT RESOLVED that the building at 50 South Green Drive, Athens, Ohio, will henceforth be named the Walter Fieldhouse.

NAMING OF CENTRAL OHIO EXTENSION CAMPUS: OHIO UNIVERSITY DUBLIN AND NAMING OF CENTRAL OHIO MEDICAL CAMPUS: OHIO UNIVERSITY HERITAGE COLLEGE OF OSTEOPATHIC MEDICINE DUBLIN

RESOLUTION 2013 -- 3364

WHEREAS, Ohio University through a rigorous process has identified and secured a 104 acre property in the City of Dublin to serve as an extension campus for Ohio University, and

WHEREAS, the Ohio University Heritage College of Osteopathic Medicine secured a grant from the Osteopathic Heritage Foundation to locate a medical campus in central Ohio, and

WHEREAS, 14.8 acres with three buildings within the 104 acre property was purchased for the establishment of the central Ohio medical campus,

NOW THEREFORE BE IT RESOLVED that the central Ohio extension campus of Ohio University, will henceforth be named Ohio University Dublin and that the central Ohio medical campus of 14.8 acres on Post Road within that overall over all extension campus, will henceforth be named Ohio University Heritage College of Osteopathic Medicine Dublin.

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COLLEGE OF FINE ARTS NAME CHANGE FOR THE SCHOOL OF ART

RESOLUTION 2013 -- 3365

WHEREAS, the faculty in the School of Art in the College of Fine Arts feel that the current name fails to cover the scope of the curriculum and research interests of the school; and

WHEREAS, the current school curriculum includes a large array of design courses in Graphic Design and Interior Architecture; and

WHEREAS, the current school designation does not adequately recognize the focus of faculty and their professional activities; and

WHEREAS, the inclusion of the word 'design' in the school name will bring a contemporary character to the school; and

WHEREAS, the proposed name change would also bring the school in line with similar competing programs around the country; and

WHEREAS, this name change will allow us to increase our program visibility for prospective and current students interested in design at Ohio University; and

WHEREAS, the faculty thoroughly discussed the desirability of a change of name for the school, the Dean of the College of Fine Arts supports this recommendation, and it has been approved by the University Curriculum Committee.

NOW, THEREFORE BE IT RESOLVED, that the School of Art be changed to the School of Art + Design.

Chair Anderson invited a motion to approve items on the Consent Agenda. Trustee Brightbill moved to approve the Consent Agenda, seconded by Trustee Goodman, all in favor and the motion carried.

Unfinished Business There was no unfinished business discussed.

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New Business There was no new business discussed.

Communications, Petitions, and Memorials There were no additional communications, petitions or memorials to present.

ANNOUNCEMENT OF NEXT STATED MEETING DATE Chair Anderson announced that the next meeting will be October 31 – November 1, 2013, in Athens.

ADJOURNMENT at 4:54pm.

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APPENDIX

Executive Committee – Executive Session August 29, 2013, 8:30 am Columbus State Community College

Chair Sandra Anderson called the meeting to order at 8:41am.

Present: Chair Sandra Anderson, David Brightbill, David Wolfort, Kevin Lake, N. Victor Goodman, Dave Scholl, Janelle Simmons, Cary Cooper.

Also present were Student Trustees Amanda Roden and Keith Wilbur; National Trustee Peggy Viehweger; Alumni Association Representative William Hilyard; President Roderick McDavis; and Board Secretary Peter C. Mather

Chair Anderson asked Secretary Mather to call the roll for the Trustees to move into Executive Session. Based on a unanimous vote, the Board moved into Executive Session at 8:44am.

Trustees reviewed a draft document of the President’s priorities for 2013 to 2017, and provided feedback on the document. Following this discussion, the Board reviewed a document outlining guidelines for considering and determining the President’s bonus on an annual basis. The annual bonus consideration was adopted in the President’s 2012 employment contract. In reviewing the document, the Chair noted that both qualitative and quantitative factors will be considered in determining the bonus, and she reviewed the list of criteria. There was a discussion on the final criterion, referred to on the document as “Personal Qualities.” After discussion, a decision was made to add a note indicating that a qualifying statement should be included in that document specifying that personal qualities should be included in the evaluation in so far as they relate to carrying out the role of President.

The third activity during the Executive Session was to complete the annual evaluation of the President. Chair Anderson noted that this was an extremely positive year for Ohio University. She identified five areas of notable success. The first area was academic programs and supporting students. The President and his team were commended for the smooth quarter-to-semester transition and the success of the strategic enrollment plan. The second area of strength was the expansion of the Heritage College of Osteopathic Medicine into Dublin and Cleveland. The third area the Board identified was the University’s improving financial strength and movement toward a sustainable business model. Chair Anderson highlighted the President’s participation in the commission that developed the state share of instruction formula, as well as the groundwork the administration has

Page | 18 established for the guaranteed tuition model. Chair Anderson noted the University’s improvement in Senate Bill 6 ratio, moving from the eighth to the first position in the state. The fourth area of outstanding performance was the development of the capital improvement plan, which addresses very important safety and deferred maintenance concerns. The fifth area was the progress of the Promise Lives Campaign.

In summary, Chair Anderson noted that the Board was very pleased with President McDavis’ performance. Chair Anderson announced that based on discussions at the June meeting, the Board decided to award a base compensation raise of 2.89 percent or $12,000, and a bonus of 15% or $62,250.

Secretary Mather called the roll to move the Board out of Executive Session and the meeting was adjourned.

Resources Committee Meeting August 29, 2013, 10:00 a.m. Columbus State Community College

Acting Committee Chair Sandra Anderson called the meeting to order at 10:20 am. Other board members present included Trustee Victor Goodman, Trustee Cary Cooper, Alumni Representative Bill Hilyard, Student Trustee Amanda Roden, Faculty Representative Ben Stuart, and President Roderick J. McDavis.

 Capital Campaign Update

Vice President for Advancement, Bryan Benchoff, provided an update for the Capital Campaign noting campaign contributions totaling $427.1 million toward the $450 million goal as of June 30, 2013, with today’s total at nearly $428.5 million. VP Benchoff highlighted that fundraising efforts will focus in the area of corporate giving over the final two years of the campaign. Following the launch of the formal ‘in-house’ portion of the campaign, a record number of faculty and staff, over 1,500 for one year, participated during fiscal year 2013.

VP Benchoff discussed the Undergraduate Scholarship Investment Program and the criteria for providing a match of $.50 for every $1.00 committed for eligible undergraduate scholarships between July 1, 2013 and June 30, 2019. An investment of $25 million in match is available to secure $75 million in scholarship endowment to enhance access and affordability. The donor gift will be predicated on the university’s match to be invested in a

Page | 19 university quasi-endowment, and the gift agreement will be clear on the linkage between the two sources of funds.

 FY 2013 Preliminary Year-end Sources & Uses & Budget Update

VP Golding introduced Deborah Shaffer, Senior Associate Vice President for Finance and Administration, and Chad Mitchell, Director for Budget and Planning. SAVP Shaffer reported on the preliminary, unaudited results from the consolidated Sources and Uses Report for the fiscal year 2013 operating surplus of $49.7 million.

The projected net from operations of $49.7M is comprised of $40.7M in unrestricted balances from the operations of campuses and auxiliaries and $9M in restricted, nondiscretionary grants, contract and plant funds. The Athens Campus makes up $29.4M of total $40.7M the unrestricted net from operations and is comprised of favorable tuition and fees and investment income offset by increased costs of financial aid and professional services incurred to deliver eLearning courses.

Mr. Mitchell discussed the evolving budget reporting and the tie between the $49.7M sources and uses net from operations and the “walk across”, reconciling items to arrive at the all funds net result of $34.2 million. Both he and Ms. Shaffer expressed the ultimate goal of having one document to tie out sources and uses and budget to actual performance for all funds. Mr. Mitchell discussed the components of the FY 2013 budget-to-actual variance as well as the favorable expectations for the FY 2014 year given the strong enrollment performance this Fall.

VP Golding let the trustees know that our favorable financial results have led to our achieving the highest SB6 composite score in the state, climbing from #8. These financial results are enabling the university to make investments in priorities and will be a major focus of the Board’s retreat discussion.

 Endowment Update

VP Golding introduced Candice Casto, Director of Investments and Endowment Operations, to provide the update on the stewardship of the University’s and Foundation’s endowments, quasi-endowments and a portion of the working capital. The Foundation Investment Sub-committee has been empowered to provide oversight to the University’s investment portfolio assets. Ms. Casto explained the fiduciary and diligence duties of the Investment Sub-committee and their investment advisor, Hirtle, Callaghan & Co.

The total portfolio value, comprised of both Foundation ($403M) and University ($120M) funds, was $523 million at June 30, 2013. The asset allocation is prescribed by the

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Investment Policy. The portfolio performance for the 1, 3, and 5 year periods ended June 30, 2013 reflect favorably to the diversified benchmarks and also versus the average performance of over 800 higher education institutions and their related foundations per the annual NACUBO survey.

The spending policy and spending rate for the endowments are reviewed by the Foundation annually and currently provide an annual 4% spending allocation to university units.

 Consent, Establishment of University Quasi-Endowments

VP Golding explained the board role in establishing quasi-endowments and described the two requests for board approval: 1) Undergraduate Scholarship Investment Program Match 2) Match for the John Kopchick, Ph.D. Osteopathic Heritage Foundations Distinguished Chair

 Consent, Appointing Authority

VP Golding advised that the resolution for board action designates the Vice President for Finance and Administration as the appointing authority for classified civil service employees with authorization to delegate to senior leadership. The University is currently without a Chief Human Resource Officer, the position previously designated as the appointing authority.

 Capital Improvement Plan (CIP): $100 Million Analysis

VP Golding reminded the board of their June request to analyze deploying an additional $100 million in debt. The analysis suggests that spreading the additional $100 million in projects over the entire 6 year CIP cycle is optimal to front-loading the projects. Details of how the funds would be spread across new, renovation and deferred maintenance projects, the scheduling of projects, and the staffing and resources required to oversee effective project delivery are included in the agenda materials. The study considered staffing, cash flow, swing space, and campus congestion and suggests the $100 million be spread between FY14 and FY18.

The same analyses were performed regarding the timing of the debt issuance, estimated costs of borrowing, and the viable usage of the funds. The rating agencies’ recommended borrowing the $100 million in separate, smaller tranches, over the six year CIP, as the most cost effective and mindful approach.

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The resulting CIP addresses the deferred maintenance backlog and does not add to or shrink the campus – new space will be added by taking off old space. Gifts will be the main source of projects which result in new space on campus such as Walter Fieldhouse and the Patton Arts and Education facility. How to address the operations and maintenance issues for ‘new’ space will be part of a larger discussion, starting with the Board retreat.

 Campus Updates – Summer, 2013

VP Golding introduced Harry Wyatt, Associate Vice President for Facilities, to present the progress on capital projects over this past summer. Planned and unplanned city and campus projects were reviewed. Significant unplanned utilities and infrastructure incidents occurred during the summer involving chillers and tunnels – all deferred maintenance issues which have resulted in reprioritization and study of utility infrastructure. Mr. Wyatt concluded his presentation with a discussion of the university campus as an ‘arboretum’, including 16 state champion trees, and the preservation of trees on campus being an important component of all projects.

 Consent Agenda, Construction Projects

Mr. Wyatt discussed the two projects that are included on the resolution for board approval: Alden HVAC Improvements FY2014 and Haning Hall New Elevator, Budget Revision.

 Three Consent Agenda Naming Items o 20 East Union Street: Steven L. Schoonover Center for Communication o 50 South Green Drive: Walter Fieldhouse o Central Ohio Extension Campus: Ohio University Dublin and Central Ohio Medical Campus: Ohio University Heritage College of Osteopathic Medicine Dublin

VP Golding reviewed the three resolutions which provide for the naming of University facilities and campuses.

 Resolution, Pruitt Field and Track Replacement

Mr. Wyatt advised that the board approved a budget of $1.75 million for this project in April, 2013, but once work commenced, the underlying condition of the track turf required unanticipated improvements to the drainage system resulting in an increase to the budget. The resolution to approve the revision to a total project budget of $2.29 million is attached for board approval.

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Meeting adjourned at 12:14 p.m. The meeting was called to order at 10:20 a.m. by Trustee Wolfort, committee chair.

Academics Committee Meeting August 29, 2013, 10:00 a.m. Columbus State Community College

Attendance: David Wolfort, Committee Chair David Brightbill, Vice Chair Kevin B. Lake Dave Scholl Peggy Viehweger Janelle N. Simmons Keith Wilbur, Student Trustee David Thomas, faculty representative

Academic Quality University Dashboard Executive Vice President and Provost (EVPP), Pam Benoit introduced the updated University Dashboard which provides five-year trend data tied to the OHIO’s Four Fundamentals and four underlying strategic priorities. EVPP Benoit provided a brief overview of the purpose of the University Dashboard, which is to give a high-level view of key indicators that demonstrate how major functions and systems are performing in support of the Four Fundamentals. Deans and other leaders also employ dashboards to track specific indicators of progress on the most important strategic priorities of their units. Highlights of the University Dashboard included a review of key indicators including First Year Retention, Six Year Graduation Rate, Degrees Granted, ACT composite, Student- Faculty Ratio, Research and Creative Activity, and Grants and Contracts.

College of Arts and Sciences Dean Robert Frank of the College of Arts and Sciences introduced sixteen key indicators that indicate positive growth cycles in the College and that are being used to track student success and retention. As an example, Dean Frank reviewed trend data which indicates that large numbers of freshman students enter as biology majors but graduate with other Arts and Sciences degrees. The College has responded to this data by introducing academic support interventions to students who fail the first test in an introductory BIOS course – which has been found to be a reliable predictor of course failure. Page | 23

Other positive indicators include a 94% employment or graduate school enrollment rate as reported by recent College alumni. Surveys of alumni degree satisfaction indicate that 2005 graduates agree that their education at Ohio University and the College of Arts and Sciences has “served them well” across most categories. Areas suggested for improvement included academic advising and career planning services. Dean Frank shared the College perspective that a liberal arts education is about more that training for a vocation or employment – it is about engaging and feeding passion for learning. Other responses to key indicators includes efforts to strengthen college support for faculty and student research and creativity, creation of curricular themes such as war and peace, law, sustainability, wealth and poverty, food , and respect for differences in race, gender, ethnicity, and religion. Dean Frank highlighted outstanding work of recent students Marilyn Hayden, a first- generation undergraduate student and Plant Biology major, and Keith Gilland, a doctoral student in Environmental and Plant Biology who is studying the use of American Chestnut seedlings in mine reclamation.

Standing Reports and Updates

Community Standards Update Vice-President for Student Affairs Ryan Lombardi reviewed student behavior trends: 2012 saw little change over the prior year in terms of the numbers of behavior or conduct violations. Looking at longer term trends, however, shows that since 2005-06 Ohio University has experienced significant reductions in risky behavior. Since 2007 Ohio University has seen a 15% decrease in high-risk drinking with 18% decrease in first year high-risk drinking. 2012 realized fewer “A” level offenses charges, and subsequently, fewer numbers of suspensions. 2012 realized increases in academic misconduct and marijuana-related offenses. Discussion around the impact of growing online learning enrollments is underway with Associate Provost Deb Gearhart of eLearning to identify and propose solutions to the issue of academic misconduct in online platforms. Increases in the numbers of conduct violations related to marijuana use may reflect a national shift towards acceptance of marijuana use is a likely factor. Ohio University has increased education, but is still reporting more offenses. Tobacco-Free Task Force Update Last summer the Ohio Board of Regents passed resolution regarding tobacco-free campuses. President McDavis appointed a Task Force which looked at data and recommended transition to a tobacco-free campus in a phased approach. Most significant challenge is enforcement. Ohio peer institutions have adopted varying approaches from educational focus to disciplinary enforcements. Ohio University leadership will continue to

Page | 24 assess methods for implementation and transition. Student Affairs Strategic Priorities Student Affairs has identified three priorities: Support, Engagement, Co-Curricular Learning Departments must align all activities with at least one of the three priorities. By staying focused on these priorities, Student Affairs will support the larger university mission. OHIO Guarantee Tuition Program Update Due to time constraints, the OHIO Guaranteed Tuition Program Update was rescheduled for the lunch program. Undergraduate Scholarship Investment Program Due to time constraints, the Undergraduate Scholarship Investment Update was rescheduled.

Academic Quality - Initiatives Enrollment Update Craig Cornell, Vice-Provost for Enrollment Management reviewed preliminary enrollment data for Fall Semester 2013. Targeted marketing and high-touch recruitment methods are set to yield record enrollments in all categories including overall freshman class size, out-of- state students, multi-cultural students, and students from Appalachian counties. Academic Quality is also at a record high with ACT averages remaining the same as last year and average High School GPA increasing from 3.4 to 3.42. Trustees commended Cornell and his staff for hard work and positive results. AQIP Update Due to time constraints, the AQIP Accreditation Update was rescheduled for the October Board of Trustees meeting. Search Updates The Executive Vice-President and Provost introduced the newest members of the Academic Leadership team:

Dr. Paul Abraham, Dean of the Eastern campus Dr. Howard Dewald, Associate Provost for Faculty and Academic Planning Dr. Lorna Jean Edmonds, Vice-Provost for Global Affairs Dr. Margaret Kennedy-Dygas, Dean of the College of Fine Arts Dr. Barbara Wharton, Associate Provost for Institutional Research and Effectiveness Dr. William Willan, Executive Dean for Regional Higher Education

Consent Agenda, School of Art Name Change The School of Art Name Change was moved forward for inclusion in the Consent Agenda.

The meeting was adjourned at 12:04 pm by Trustee Wolfort.

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Executive Committee Luncheon Meeting August 29, 2013, Noon Columbus State Community College

Present: Chair Sandra Anderson, David Brightbill, David Wolfort, Kevin Lake, N. Victor Goodman, Dave Scholl, Janelle Simmons, Cary Cooper.

Also present were Student Trustees Amanda Roden and Keith Wilbur; National Trustee Peggy Viehweger; Alumni Association Representative William Hilyard; President Roderick McDavis; and Board Secretary Peter C. Mather

Chair Anderson announced three agenda items for the Executive Committee Luncheon Meeting: Legislative Update, the status of the Guaranteed Tuition program implementation, and the recommendation for a 1% merit salary increase for faculty and staff. Director of Government Relations, Eric Burchard provided an update on student trustee voting rights legislation. He noted that House Bill 111 currently is mandatory, but may be changed to permissive form. The IUC will be asked for their recommendation. Secretary Mather shared information and data provided by the Association for Governing Boards on the current status of and approaches to student trustee voting rights nationwide.

Provost Benoit discussed the implementation process for the Guaranteed Tuition program. She highlighted the complexity of the process, and noted that the program will begin in Fall Semester, 2015.

President McDavis shared information on the proposal coming before the Board on a merit raise for faculty and staff. He noted that the Board previously received information on the possibilities of this merit increase proposal for faculty only. However, the recommendation for the raise pool to include staff will also be introduced due to the strong enrollment numbers for the Fall Semester.

Governance Committee Meeting August 29, 2013, 10:00 a.m. Columbus State Community College

In attendance were Chair Kevin B. Lake, Trustees Wolfort, Simmons, Anderson, Scholl, Viehweger, Student Trustee Roden, Secretary Peter Mather and General Counsel John Biancamano Page | 26

1. Review of Meeting Minutes Format

Mr. Biancamano suggested that the Board reconsider its method of preparing minutes of its meetings. Currently, the Secretary to the Board prepares an extensive paraphrase of the discussion during meetings. This approach is time consuming and presents a risk of inaccuracy. Mr. Biancamano recommended that the Board consider one of two options. A transcript of the proceedings would have the benefit of accuracy, but would be expensive. Another option would be to prepare concise statements of topics discussed, resolutions adopted and other significant statements made during the meeting.

Trustees, Viehweger, Wolfort and Scholl expressed support for the concise summary format. Trustee Anderson observed that the purpose of the minutes is to preserve a historical record of the actions of the Board and that an attempt to paraphrase every comment made during a meeting does not serve that purpose.

It was agreed that Chair Lake will recommend that the concise summary minute format be adopted. Mr. Biancamano observed that a formal resolution of the Board is not necessary. If the full Board agrees with the Committee’s recommendation they can direct Secretary Mather to adopt the new format.

2. New Trustee Orientation

Secretary Mather reported on the New Trustee Orientation held in Athens on August 28, 2013.

3. 2013-2014 Planning

Mr. Biancamano advised the charge of the Committee as stated in Board Bylaws is to make recommendations regarding governance policies and procedures and the recommend candidates for Board membership. In the last meeting each year, the Committee is also required to review the Bylaws to determine if revisions are appropriate.

The Committee discussed possible topics for discussion at future Committee meetings, including evaluation of the format and effectiveness of Board meetings and planning for the annual Board retreat. Trustee Anderson stated that the AGB annual conference will be on April 12 -14 and suggested that the Committee receive reports from those who attend conference.

The Committee adjourned at 2:01

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Audit Committee Meeting August 29, 2013, 1:30 PM Columbus State Community College

Trustee N. Victor Goodman, called the meeting to order at 1:43 p.m. Other committee members present were Trustee Cary Cooper, Trustee William Hilyard, and Student Trustee Keith Wilbur. President Roderick McDavis and Trustee Brightbill were also present.

ICA Compliance Presentation Jim Schaus, Director of Intercollegiate Athletics and Lauren Ashman, Associate Athletic Director for Compliance presented on the role of Athletics Compliance which includes monitoring and ensuring adherence to all NCAA rules and regulations for the University’s 16 varsity sports programs. Ms. Ashman indicated that there have not been any major NCAA violations in the institution’s history. As such, components of a successful compliance program includes: effective and broad-based institutional participation and governance; experienced compliance staff members; strong monitoring systems; and initiatives to further strengthen the compliance operation.

Trustees discussed external reporting requirements related to site visits. In addition, Trustee Cooper inquired about the role of Faculty Athletic Representatives and their responsibilities. Trustee Brightbill inquired about NCAA rules violations and if this is addressed in coaches’ contracts. Trustee Hilyard asked about what would constitute a secondary violation and the impending ramifications. Dr. McDavis indicated that he was also informed of violations and has a monitoring role regarding violations. Trustee Goodman noted that the reporting line for Athletics compliance did not include reference to the Board of Trustees, but that the Board did have some responsibilities related to athletics compliance. Trustee Goodman inquired as what the Board of Trustees’ role should be regarding athletics compliance. Jim Schaus indicated that the structure of athletics is compliance based with many external reporting requirements with active engagement by the University President. Dr. McDavis indicated that there are a variety of items that the Audit Committee can be involved with regarding athletic compliance which includes distribution of annual reports and additional presentations to the Committee.

Plante Moran FY13 Audit Update Robert Shenton and Keith Martinez of the external audit firm, Plante Moran, made a presentation to the Board on the status of the FY13 Audit. Plante Moran indicated that the audit is on schedule and will meet the state reporting requirements. In addition, there are no current significant reporting items to note to the Board. The timing of financial statement delivery to the University was also discussed.

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Internal Audit Update Chief Audit Executive, Jeffrey Davis provided an update on the Internal Audit Office operations which included:  Audit Status Update  ICA Compliance Audit  GASB 68 Update

Mr. Davis updated the Audit Committee on the completed audits for FY14 which included draft reports being issued for ICA Compliance as well as two final reports being issued for FY13 carryover audits. In addition, Internal Audit (IA) is currently working on audits of Voinovich Center, OIT-Information Security, and Risk Management and Safety.

Mr. Davis discussed IA’s role in ICA Compliance. Currently, there is a requirement that a review be performed every 4 years by an authority outside of ICA. IA is fulfilling this role and began ICA compliance testing in July 2012. There are 16 areas of compliance testing outlined in the NCAA Division I Manual. As such, IA will be auditing these areas on a rotational basis over a four year period. IA’s ICA Compliance audit encompassed the following areas for FY14: Governance and Organization, Commitment of Personnel to Rules-Compliance Activities, Investigations and Self Reporting of Rules Violations, Rules Education and Recruiting. IA issued a draft report for the ICA Compliance audit on August 26, 2013.

The Governmental Accounting Standards Board Statement Number 68, Accounting and Financial Reporting for Pensions (GASB 68) will be effective for financial statements for the fiscal year ending June 30, 2015. The University will be required to recognize the unfunded pension benefit obligation as a liability, and to comprehensively and comparably measure the annual costs of pension benefits for the first time. In July 2013, Finance prepared proforma financial statements and note disclosures for the Ohio Public Employees Retirement System (OPERS) information as part of a test implementation group. Currently, Finance is in the process of estimating the impact of GASB 68 for the State Teachers Retirement System (STRS) information. A comprehensive report regarding the impact of GASB 68 will be presented by Finance to the Audit Committee at the October 31st meeting. In addition, Plante Moran will be included in the GASB 68 discussion with the Audit Committee. Trustee Goodman stressed that this is a new reporting requirement.

There was no unfinished business.

Meeting adjourned at 2:52 p.m.

Page | 29

PRESIDENT’S REPORT presented to Ohio University Board of Trustees November 1, 2013 • Strategic Priorities

• Higher Education Funding Commission

• Disability Services Update

• The Promise Lives Capital Campaign Update

• Points of Pride

• Program Spotlight Four Fundamentals

1. Inspired teaching and research dedicated to students’ academic success and focused on the connections between student learning and the advancement of 1. Inspired teaching and research knowledge and creative activity 2. Innovative academic programs that 2. Innovative academic programs draw on the best traditions and practices in liberal arts, professional, 3. Exemplary student support services and interdisciplinary education 4. Integrative co-curricular activities 3. Exemplary student support services committed to helping students fulfill their academic promise Short- & Improve Complete 4. Integrative co-curricular activities Effective Total Long-Term Financial Capital that foster a diverse environment of Compensation Enrollment Strength Campaign respect and inclusivity and facilitate Goals students’ development as citizens and leaders Higher Education Funding Commission LegislativeImprove UpdateFinancial Strength

• In September, Ohio Governor John Kasich appointed Ohio University President Roderick J. McDavis to head the newly formed Ohio Higher Education Funding Commission 2.0

 The commission is comprised of seven presidents from the state's 37 public colleges and universities

 It is charged with recommending a list of priority capital projects for consideration in the new capital budget Photograph courtesy of State of Ohio/Mike Elicson Exemplary Disability Services Update LegislativeStudent UpdateSupport Services • Since 2008, Disability Services at Ohio University has undergone a number of important changes:

 2008: Disability Services changed reporting from Institutional Equity to Diversity and Inclusion

 2011: Disability Services changed reporting to University College, moved to Baker University Center, and expanded to include new positions

 2013: Disability Services became Student Accessibility Services and expanded services on regional campuses Photograph courtesy of UCM ExemplaryExemplary Legislative Disability Services Update StudentStudent Update SupportSupport ServicesServices • Student Accessibility Services currently serves 1,100 Athens campus students and more than 350 students on our regional campuses

• Highlights of the new model include:

 A handbook for faculty circulated on all campuses

 Increased access to assistive technology on regional campuses

 Better transition for students between campuses

 Consistent expectations regarding accessibility and accommodations on all campuses

 Clarity in process for student and faculty concerns Photograph courtesy of UCM The Promise Lives Complete Capital Capital Campaign Campaign

Total Attainment: $430.51 M

Alumni: $226.64 Other Individuals: $20.39 Corporations: $13.33 Foundations: $150.14 Other Organizations: $20.02

* In millions

*Current as of October 4, 2013

Complete The Promise Lives Capital Capital Campaign Campaign

Advancement Travel

• Louisville, KY • Albany, OH • St. Paul, MN

Nation’s Best Points of Pride Transformative Learning Community

Ohio University launched a new branding campaign, reflecting the idea that OHIO is the university that fits what you want to do and who you want to be Photograph courtesy of UCM

Nation’s Best Points of Pride Transformative Learning Community

Photograph courtesy of the Voinovich School Ohio University hosted the second Federal Government Alumni Luncheon, honoring Pulitzer-prize winning journalist and Ohio University alumnus Clarence Page

Nation’s Best Points of Pride Transformative Learning Community

Ohio University was named a 2014 Military Friendly School for the third consecutive year by Victory Media

Photograph courtesy of UCM

Nation’s Best Points of Pride Transformative Learning Community

President McDavis was appointed to the National Collegiate Athletic Association (NCAA) Division I Board of Directors

Photograph courtesy of UCM

Nation’s Best Points of Pride Transformative Learning Community

Alumni and friends celebrated Black heritage at Ohio University through the decades at the 2013 Black Alumni Reunion

Photograph courtesy of UCM

Nation’s Best Points of Pride Transformative Learning Community

Hilda Richards received the Ohio University Diversity and Inclusion Award and Col. Frank Underwood was recognized by the OHIO Ebony Bobcat Network with the Trailblazer Award

Photograph courtesy of Kayla Hoffmann

Nation’s Best Points of Pride Transformative Learning Community

James A. Wycoff was posthumously named Ohio University’s 2013 Alumnus of the Year during Ohio University’s annual Homecoming celebration

Photograph courtesy of OUAA

Nation’s Best Points of Pride Transformative Learning Community

Isaac J. Kirstein was named dean of the Heritage College’s new northeast Ohio medical school campus

Photograph courtesy of OU-HCOM Program Spotlight:

Assistant Dean of Students Imants Jaunarajs

Program Spotlight Career & Leadership Development Center

Top Ten Skills Employers Seek (2013):

1. Oral communication 6. Analytical skills 2. Collaboration 7. Technical skills 3. Problem solving 8. Computer skills 4. Organizational skills 9. Written communication 5. Critical thinking 10. Interpersonal skills

*National Association of Colleges and Employers Program Spotlight Career & Leadership Development Center

FY14 Priorities:

• Career coaching • Campus collaborations • Outreach • Assessment/data

Program Spotlight Career & Leadership Development Center

VISION: Bobcats will graduate with:

Career & 4 Major Leadership Involvement Course Experiences

Interdisciplinary Professional Case Study Portfolio Project

PRESIDENT’S REPORT presented to Ohio University Board of Trustees November 1, 2013

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Stephen T. Golding, Vice President for Finance and Administration, CFO and Treasurer Pamela J. Benoit, Executive Vice President and Provost

Re: Six Year Capital Improvement Plan FY2015 – FY 2020

We are pleased to present to you Ohio University's Capital Improvement Plan FY2015–FY2020 (CIP). The CIP is the culmination of a six month effort to capture in one document the capital expenditure priorities of the colleges, schools and administrative departments. Incorporated in this plan for the first time is a complete listing of the Athens and Regional Campuses' Facilities, Infrastructure, Information Technology, and Third Party Development initiatives.

This biennial update of the 2011 Plan highlights the progress made in the two years toward transforming the condition and functioning of our facilities. The current plan reflects the academic priorities of the institution and the smart growth strategies being employed. Also considered and outlined in the plan are the impacts the capital plan commitments and funding decisions will have on the university’s outstanding debt and debt service, improving the age profile of the university’s building portfolio, and the projected project activity and staffing requirements.

The Resources Committee will consider a resolution for full-board approval of the Six Year Capital Improvement Plan FY2015-FY2020 during the upcoming meeting.

I trust you will find the CIP informative and it will provide you with a blueprint as to how the University will meet its capital needs and pay for them over the next six years.

Capital Improvement Plan FY2015-FY2020

Capital Improvement Plan FY2015-FY2020

Prepared by Capital Planning Team:

Stephen T Golding Vice President for Finance & Admin, CFO & Treasurer

Deborah Shaffer Senior Associate Vice President (SAVP ) for Finance & Administration

Joseph Lalley Senior Associate Vice President (SAVP ) for Information Technologies & Administrative Services

John Day Associate Dean of Academic Affairs, Associate Provost for Academic Budget

Chad Mitchell Director of Budget Planning & Analysis

Elizabeth Greene Director of Debt Management

Harry Wyatt Associate Vice President for Facilities

Shawna Bolin Director of University Planning

Dick Planisek Director of Facility Programming

Christine Sheets Assistant Vice President for Student Affairs

Donna Goss Director of Real Estate Management, Community Engagement and Economic Development

2

Capital Improvement Plan FY2015-FY2020

Table of Contents:

Executive Summary 4

Capital Improvement Plan Progress since 2011 5

Smart Growth Planning 6

Projects in Planning 7

Six Year Capital Improvement Plan Spreadsheets 8-12

20 Year Context 13-14

Managing the Capital Improvement Plan 15-22

Deferred Maintenance Backlog 16

Summary 23

Addenda 24-27

3

Executive Summary

In 2011, Ohio University developed a six year capital This plan is a living document that continually improvement plan in a 20 year context that took a evolves as future needs arise. As such, we are different planning approach than in years past. The committed to the projects contained within the six approach utilized state capital appropriations for year plan during the six year context. Actual timing deferred maintenance/capital renewal upgrades during those six years may shift due to funding and used other fund sources including debt to invest considerations, cash flows, human resource and in major renovations and construction of needed project management constraints and unforeseen additions. conflicting priorities Two years into the plan, our progress is now evident. Construction can be seen and is impacting Goals of our Capital Improvement Plan: every corner of our campus. Transform the condition and functioning of Ohio Biennially the six year capital improvement plan is University facilities by: formally updated through a collaborative approach,  Planning broadly to capture the totality of the condi- identifying and analyzing the university’s capital tion and needs of our physical campus capital assets needs and assessing projects in several dimensions: including infrastructure, residential, and academic  Alignment with Mission/Vision/Values facilities. PORTFOLIO NOTES  Financial Impacts  Reducing our backlog of deferred maintenance.  Strategic Objectives  Maintaining our existing facilities to prevent them Athens Campus: 8.1M GSF  Feasibility from adding to the deferred maintenance backlog. Chillicothe: 197K GSF  Service Enhancements  Repairing facilities and infrastructure that directly affect safety on the campus. Eastern: 154K GSF The Capital Plan update is a forward-looking plan  Reaching a campus renovation age balance. Lancaster: 222K GSF that is robust and transformative, improving the  Providing accessible and healthy facilities that are Southern: 250K GSF condition and functionality of existing Ohio efficient and contribute towards our Sustainability, Zanesville: 168K GSF University facilities, as well as creating Accessibility, and Climate action plans. programmatic enhancements that enable academic  Providing adequate space for existing, expanding, programs to grow and enhance their effectiveness. and new academic programs.

4

Progress Since 2011

The past two years have been busy for our campus.  OUHCOM Dublin Building Renovations Our faculty, staff, students, and community have all  Small renovation projects requested and funded observed the signs of progress in the form of by campus units. construction and rehabilitation. Several deferred maintenance projects including:

Below are a few highlights of projects underway or  Roof Replacements and Repairs completed during the past couple of years.  Elevator Improvements Renovations/Upgrades/New  HVAC Upgrades  Schoonover Center Phase One  Facilities Compound Emergency Power Provisions  Chilled Water Expansion  Sidewalk and Exterior Stair Replacements  Galbreath Chapel Rehabilitation  Demolition  Energy Conservation Performance Contract Emergency projects due to physical plant age/  College Green Tree and Lawn Rehabilitation deterioration:

 Nelson Commons Rehabilitation  Lindley Hall Relocations  Central Foods Rehabilitation  Derecho Tree Remediation and Planting HIGHLIGHTS  31 South Court Renovation  RTECH Fire Remediation  Expansion to Columbus Area  Bush Hall Renovation  Bromley Wind Damage Repair  Housing Phase 1: Site Work begun  Housing Development Plan Phase One Site  Ridges Building #20 Relocations  $2M of safety projects completed Preparation  Ellis Hall Elevator Rebuilding

 Bromley Hall Renovations  Ellis Hall Heating System Repairs  Pruitt and Peden Field Replacements  Summer Chiller Repairs  Dublin Campus Purchase and Development  University and Park Place Tunnel Rebuilding Planning  West Green Electrical Feed Replacement

5

Smart Growth Planning

“Today, more than any other time in our history, public universities are called upon to be greater stewards of our physical assets. This requires that we manage institutional growth and are mindful of its economic effects on the university. It necessitates that we forge strong partnerships and understand the impact that our capital funding priorities have on our local communities. Ohio University’s Six-Year Capital Improvement Plan embodies these smart growth principles, while addressing critical institutional needs.” The Capital Improvement Planning process -Roderick J. McDavis, President includes study of several Smart Growth goals and strategies:

 Ensure that new growth and development meets multiple goals

 Invest in infrastructure that allows for construction of a variety of building types, transportation choices, and campus landscape

 Maintain and enhance the physical identity of the institution.

 Use limited resources efficiently

 Maximize investments

 Capitalize on Private Partnerships

 Facilitate relationships across the campus and with local community

 Demonstrate that an institution can be a good steward of the social, natural, & built environment

6

Projects Currently in Planning

Campus planning is an integral component of the overall university planning process, which is driven by the academic Additional planning projects: purposes and priorities of our institution. Success in the projects we wish to complete begins with a solid understand- ing of our needs including the unit’s strategic goals, work/learning/activity processes, and integration into the campus  Classroom Improvement Plan community. Below is a highlight of planning efforts for a few of OHIO’s transformational projects:

 Dublin Campus Development

Ridges Master Plan: The Ridges consists of over 700 acres and over 40 buildings. While the University has renovated  Student Commons/Baker Center and repurposed several buildings on the Ridges, the Ridges Master Plan effort will engage in a plan update to develop practical solutions for the property (both buildings and grounds) with consideration of the historic value, program-  College of Health Sciences & matic uses and development opportunities in a collaborative engagement including both the University and local com- Professions: Grover Center munity.

Interdisciplinary Science Facility: What began as a project to consider renovations to Clippinger Laboratories has Renovations & Space Planning become an effort to define the parameters for a new building which will better meet the needs of the academic  College of Business: Computer Service research and teaching programs. A consultant will work collaboratively with University stakeholders to facilitate a planning/programming study that will provide a framework for design and construction. Center Expansion Seigfred Hall Renovation: Seigfred Hall, home to the School of Art & Design, is an 87,000 GSF structure originally built  College of Arts and Sciences: Ellis Hall in 1962. A total building renovation is needed not only functionally, but to create an environment that supports pro- grammatic needs of the school today and in the future. Integrated planning efforts for this facility will include an ex- Upgrades, Morton Hall Upgrades, Ohio isting building and space review and programming for the future needs of the school. Program of Intensive English Medical Multipurpose Building: Two major program units (Diabetes and Neuromuscular Clinical Research) are collabo- rating with the campus community to bring multiple projects and needs together in one facility to maximize invest-  Administrative Space Strategy: West ments, create dynamic partnerships, and provide opportunity for collaboration across the campus and community. Union Street Office Center Alden Library Master Planning: Building on the success of the Student Learning Center, the University is planning to Renovations, Storage Auxiliary address the needs of our students and staff by creating various types of learning/research/study environments throughout the rest of the facility. Alden Library constructed in 1968, is a 285,745 GSF structure with several systems  Convocation Center Upgrades past their useful life.

Ellis Hall Upgrades: Originally constructed in 1902, Ellis Hall is a 53,548 GSF facility located on the College Green. The  Non-Capital Plan Projects: (Numerous building sees heavy use as the offices and classrooms for the departments of English, Philosophy, and Classics & World projects under $500K.) Religions. Planning efforts will include reviewing major infrastructure, safety, and deferred maintenance elements throughout the facility.

7

Six Year Capital Improvement Plan Update UPDATE NOTES

Six Year Plan Update Spreadsheets: 20 year context:  New layout allows for side by side view of fund sources and The projects detailed in the six year capital plan The accompanying 20 year plan context fiscal year inclusion. sheets are organized by focus area to demonstrate spreadsheets provide a preliminary framework for  Breaks out issued and non- the respective impacts throughout the university: identified facility project needs that extend issued debt. beyond, cannot be funded at this time, or for which  Academic/Research resources cannot support, during the six year plan.  Organized by area  Regional Campus Just as the details in the six-year plan continue to  Includes prior year expenditures  Residential Housing evolve, this 20-year context is fluid and the specific on projects placement and scope of the projects will become  Auxiliary more certain as the six-year window moves

 Academic Support forward. As the biennial six year plan is renewed In the next six years, the University  Infrastructure Renewal projects will transition forward and become better defined (including possible unknown projects). plans to accomplish $970 million  Third Party Development worth of projects which is divided State Capital Assumption: into the following categories: Anticipated funds from the state have been The spreadsheet layout includes two views of the CAPITAL PLAN FACTS allocated to Deferred Maintenance/Capital renew- financial picture: Fund Sources and Expenditures by al. Inflation is added to the base figure assumption Fiscal Year. The Expenditures by Fiscal Year share each fiscal year. Spent $ since 2011 the intended timing for the project. Fund sources Inflation: Other facts? (frame: “Since 2011” details the source of funding currently identified to capital plan……) pay for the projects. Dependent upon timing of Figures in this plan are inflated at an escalated rate gifts/grants and pledges and respective cash flows, beginning at 3% per year and increasing by 1/2% internal working capital may be utilized to bridge per year every 4 years to a maximum of 5% for the project funding in the form of internal loans. In year in which the project appears in the plan. The some instances debt is utilized to forward fund base calculation is in FY2015 dollars. pledge streams.

8

Six Year CIP: FY2015-FY2020

“Our commitment is to provide the best learning and living experience for Six Year Capital Improvement Plan Totals: our students now and in the future. Maintaining the strong sense of the physical community on our campus is critical to preserving the Bobcat spirit that defines us." -Ryan Lombardi, Vice President for Student Affairs

Dollars in Millions

9

Six Year CIP: FY2015-FY2020

Dollars in Millions

* Due to gift/grant cash flows, debt and or internal loans have been utilized to forward fund project 10 expenditures. With receipt of pledge payments, funds will be reinvested into the capital plan.

Six Year CapitalCIP: FY2015 Plan:- FY2015FY2020- FY2020

Dollars in Millions

11

Six Year CIP: FY2015-FY2020

Dollars in Millions

12

Capital Improvement Plan: 20 Year Context

Dollars in Millions

13

Capital Improvement Plan: 20 Year Context

Dollars in Millions

14

Managing the Capital Improvement Plan

Capital Planning is an integral part of our overall management and therefore is a part of all planning and fiscal management strategies as demonstrated by the robust infrastructure developed to solicit and engage all functions and activities at the University.

The formal capital plan update is a year long process that begins with information gathering from all units on campus. The Six year Capital plan represents an assessment of capital priorities based upon best available information and thorough vetting/research/ collaboration and study.

Planning assumptions, priority changes, and emergen- cies can and do alter the best of plans. The availability and the manner in which funds are made available will also have a significant impact on plans and priorities.

As projects evolve from initial estimate in planning to design and bidding, costs for individual projects often change. Overall funding constraints such as debt ca- pacity will necessitate adjustment to the timing and scope of other projects in the plan. Thus, as with any plan, details will change particularly with respect to projects further out in time. This is why the capital planning process is iterative and continually being re- fined as it is revisited every year as the six-year win- dow moves forward.

15

Deferred Maintenance Backlog

In 2011, the Athens Campus General Fund deferred maintenance backlog was $436M. While projects completed in FY2013 and FY2014 “Controlling our deferred maintenance is had a $35M direct impact on deferred maintenance, inflation and not the first step in reducing our annual spending our minimum “Keep-up” allocation of $18M annually, netted an increase of $10M for an expected total deferred maintenance maintenance and operations cost and backlog of $446M beginning FY2015. will increase faculty, staff, student, and The chart below shares the anticipated backlog changes throughout visitor satisfaction with the campus.” the Six Year Capital Improvement Plan for the Athens Campus General Fund buildings. From FY2015 to FY2020, the backlog reduces $29M or Mike Gebeke, Executive Director to $82 per gross square foot.

Facilities Management Regional, Auxiliary, Housing deferred maintenance backlog totals will be evaluated and supplied at a later time.

CAMPUS FACTS

Classrooms: 218 Roads: 6.5 Miles Electric Line Infrastructure: 37.5 miles Parking Lots: 60 acres Building Footprint: 66 acres

16

Managing the Capital Improvement Plan

Monitoring Ohio University’s age profile is an important The 25 years or less category represents new construction tool for revealing inherent risks associated with the and buildings where major renovations reset the age of distribution of building age. Buildings over the age of 25 the building to zero. In key Academic space, GSF in this tend to have key building component like roofs, HVAC, category has gone from 35% to 53%. In Residential electrical, and plumbing due for life cycle replacement. Housing, space of this age reaches 33% and will continue Buildings over 50 years with high levels of deferred to balance with additional planned demolition and maintenance and that may have limited program value to renovation. One major building in the Athletics portfolio: the campus need to be reviewed for renovation feasibility Convocation Center, shifts into the Over 50 Years category or removal from our portfolio. Renovations and during the six years and significantly shifts the distribution investment in capital renewal in the Six Year Capital Plan of that portfolio. Buildings within the Inactive category are Update are making a difference to control this balance as primarily located on the Ridges. Strategy for the Ridges shown in the FY2020 chart below. will be developed as a part of the Ridges Master Plan.

FY2014 Percentage of GSF in FY2020 Percentage of GSF in Renovated Age Ranges by Building Type Renovated Age Ranges by Building Type

CAPITALTARGET PLAN FACTS

Spent $ since 2011 Other facts? (frame:A 50% balance “Since between 2011” buildingscapital thatplan……) 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.

17

Managing the Capital Improvement Plan– FY2013 Age Map

18

Managing the Capital Improvement Plan– FY2020 Age Map

19

Managing the University Capital Improvement Plan

Pro-Forma Outstanding Debt A primary dependence of the Univer- sity Capital Plan is the commitment to strategically issue debt to support its execution. The Board, after ex- tended and careful consideration, has recommended that management include in the planning assumptions the issuance of $585M of debt to fund the Capital Plan through fiscal year 2020. The respective issuance may vary as the plan evolves and the University executes against it. The charts on this page depict the cumu- Pro-Forma Debt Service lative debt positions, timing expecta- tions, and respective impacts on debt serviceCAPITAL costs over PLAN the plan period.FACTS

Spent $ since 2011 Other facts? (frame: “Since 2011” capital plan……)

20

Managing the Capital Improvement Plan-Human Resources

Projected Activity FY2015-FY2020 Most of the projects featured in Ohio University’s FY2015 – FY2020 Capital Improvement Plan have total project budgets in excess of the $500,000. Although there has been a deliberate effort to even out this large project load over the six year plan, never-the-less previous commitments lead to high levels of large projects in the first three years of the plan. The level of large projects decreases in the last three years of the plan.

Half of the projects managed by Ohio University’s Design and Construction Office have budgets less than $100,000 in total project cost and are typically projects that are requested by individual units to address their focused needs. These projects are small and there is no economy of scale associated with the management of the projects. These projects however are important to the func- tioning of the academic and administrative units. The small projects only repre- sent less than 1% of the total budget of all projects managed by the Design and Construction office in any given year. There is currently a backlog of approxi- mately 80 requested projects to be scoped and managed in the Design and Con- struction office. Most of the projects in queue are anticipated to be less than $100,000 in total project cost.

Staffing to meet the management needs of the aggressive six year capital plan is a challenge and calls for an increase in both permanent and temporary staff as well as outsourcing. The primary focus is a quality implementation of the plan, but a secondary goal in the decrease in numbers of small projects awaiting manage- ment attention.

21

Managing the Capital Improvement Plan-Human Resources

The FY2015-FY2020 Six Year Capital plan projects a level of capital project activity in terms of expenditure that is double, Projected Activity With Staffing Needs and even triple in some years moving forward, than in the past six years. Level of expenditure is just one metric of projected needs. As indicated on the previous graph the majority of projects managed at any one time are small projects with budget under $100,000 which have little economy of scale in management. Total number of projects, anticipated size and complexity, and location are all taken into account in developing a staffing plan. The capital improvement plan delivery not only

depends on planning and project management roles, but also on roles in operations to provide the level of input necessary to develop a quality project that meets the need, but also brings that project into operation. Levels Staff

Project dollars in Millions in dollars Project The proposed staffing plan nearly doubles the existing project management staff. Temporary roles are employed at the peak levels of design and construction activity. Anticipated attrition provides for a decline in staffing in the later years of the six year capital plan. Recruitment will focus on individuals that can transition from planning roles, to design and construction roles, and to operational roles as the implementation of the plan evolves.

22

Capital Improvement Plan Summary

Strategic Goals Collaboration Smart Growth Accessibility Safety “Our ability to provide a transformational experience for students requires intentional Investment

investment in our campus facilities. From classrooms and laboratories to residence halls and

green spaces: we are choosing to remain relevant, inviting, and engaging.” Inflation Functionality -Pamela Benoit, Executive Vice President and Provost

Partnerships Classrooms Infrastructure Stewardship Sustainability Multipurpose Renovation Deferred Maintenance

23

Capital Improvement Plan: Addenda

Table of Contents:

OIT Capital Improvement Plan 25

Deferred Maintenance/Capital Renewal List 26-27

24

Addendum: OIT Capital Improvement Plan Detail

The University Capital Plan now includes planned capital expenditures for Information Technology. These are divided into two major categories, Infrastructure and Applications. This section of the plan represents the significant investment Ohio University has and continues to make in a key resource to maintain an IT environment that our students, faculty and staff expect.

Planned replacement of hardware comprises the majority of anticipated Infrastructure expenses. The majority of expenses in the Applications section is for software systems related to the Strategic Alignment Initiative (SAI).

25

Addendum: Deferred Maintenance Athens Project List

Ohio University receives separate biennial state appropri- ations for the Athens, Chillicothe, Eastern, Lancaster, Southern, and Zanesville campuses. Since 2011, the University as part of its Capital Improve- ment Plan strategy has made the decision to utilize its bi- ennial state appropriations for small to medium size pro- jects that will reduce deferred maintenance and improve the day to day functioning of the major physical systems on campus. Major rehabilitation projects in the University’s Capital Improvement Plan are for the most part funded by University debt and gifts. The state appropriated deferred maintenance projects typically focus on buildings that are not scheduled to be rehabilitated in the six year capital improvement plan, or are scheduled to be rehabilitated near the end of the plan. The proposed deferred maintenance projects that followCAPITAL are in rank PLAN order for FACTSeach campus.

Spent $ since 2011 Other facts? (frame: “Since 2011” capital plan……)

26

Addendum: Deferred Maintenance Regional Project List

The Regional campuses typically have less deferred maintenance than the Athens campus. This is partly due to the fact that most of these campuses were developed in the 60’s, so their oldest buildings are less than 50 years old, and are consequently easier to keep maintained and upgraded than many of the older buildings on the Athens campus. The pro- posed Regional Campus projects primarily focus on roofs, lighting and fire alarm upgrades that improve safety, upgrades to utility infrastructure systems that have reached their capacity, minor interior space improvement projects, and parking lot upgrades.

There are needs on the Regional Campuses for major building upgrades, but these cannot be supported by the limited State Appropriation funding amounts, and so other funding sources must be sought to achieve these goals.

27

NOTES:

28

NOTES:

29

Capital Improvement Plan FY2015-FY2020

30 1

CAPITAL IMPROVEMENT PLAN FY2015 - FY2020

Joint Committee Meeting Academics and Resources October 31, 2013

2 Agenda • Executive Summary • Capital Improvement Plan (CIP) Progress Since 2011 • Projects in Planning • Smart Growth Planning • Six Year Capital Improvement Plan • 20 Year Context • Managing the Capital Improvement Plan • Deferred Maintenance backlog & strategy • State Appropriation project lists • Capital Plan age impacts • Resources to support CIP implementation • Summary 3

Executive Summary

“Today, more than any other time in our history, public universities are called upon to be greater stewards of our physical assets. This requires that we manage institutional growth and are mindful of its economic effects on the university. It necessitates that we forge strong partnerships and understand the impact that our capital funding priorities have on our local communities. Ohio University’s Six-Year Capital Improvement Plan embodies these smart growth principles, while addressing critical institutional needs.”

-Roderick J. McDavis, President

4

Executive Summary • Biennially updated in a collaborative approach • Several dimensions • Alignment with Mission/Vision/Values • Financial impacts • Strategic objectives • Feasibility • Forward-looking, robust and transformative plan • Goals • Focus on programmatic needs • Reduce deferred maintenance backlog • Repair and maintain facilities to provide healthy and safe environments 5 Capital Improvement Plan (CIP) Progress Since 2011 • Faculty, staff, students, & community have all observed signs of construction progress • A few of the projects… • Schoonover Center Phase One • Housing Development Plan Phase One Site Prep • Dublin Extension Campus • Deferred maintenance projects including • Roof replacements and repairs • HVAC upgrades • Demolition • Sidewalk and exterior stair replacements • Emergency projects including • Lindley and Ridges 20 relocations • Summer chiller repairs • University and Park Place tunnel rebuilding • West Green electrical feed replacement

6

CIP Projects in Planning

• Planning efforts will help inform the projects needs, strategic goals, work/learning/activity process, and integration into the campus community • A highlight of just a few of OHIO’s transformational planning projects: • Ridges Master Plan • Interdisciplinary Science Facility • Seigfred Hall Renovation • Medical Multipurpose Building • Alden Library Master Planning • Ellis Hall Upgrades 7

CIP Smart Growth Planning 8

Six Year CIP FY2015 - FY2020

• Addresses top priority programmatic needs • Utilizes debt for major rehabilitation of existing buildings and heating plant replacement • Utilizes anticipated state appropriations for deferred maintenance projects • Utilizes swing space so we can vacate buildings • Continues investment in safety projects • Includes Information Technology plan • Includes focused investments in classrooms 9 Six Year CIP FY2015 - FY2020 Summary 10

Six Year CIP FY2015 - FY2020 11

Six Year CIP FY2015 - FY2020 12

Six Year CIP FY2015 - FY2020 13

CIP 20 Year Context 14

CIP 20 Year Context 15

Managing the Capital Improvement Plan

• Year long process that begins with information gathering from all units • Review of several metrics • Deferred Maintenance backlog and strategy • State Appropriations project list • Capital Plan age impacts • Debt impact • Project activity and staffing 16

Deferred Maintenance Backlog

• Rate of growth decreases over life of the plan. 17

Deferred Maintenance Strategy

• Major rehabilitations funded with gifts and University debt • Utilize State Appropriations to fund projects targeted at reducing deferred maintenance • Focus deferred maintenance projects on buildings that are not scheduled to be rehabilitated in the six year plan or are near the end of the six year plan 18 State Capital Appropriations List Athens

• Focus on safety improvements and upgrades to utility infrastructure 19 State Capital Appropriations List Regional Campuses 20

Six Year CIP Age Impact

Percentage of GSF in FY2014 FY2020 Percentage of GSF in Renovated Age Ranges by Building Type Renovated Age Ranges by Building Type 21

Six Year CIP Age Impact - 2013 22

Six Year CIP Age Impact - 2020 23

Debt Issued Under CIP

$800 $714M $688M $700 $665M $644M $620M $600

$510M $500 $429M $400 $353M

$300

$200

$100

$- FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20

Additional debt issued: $121M $91M $101M $156M $0M $117M $0M $0M Total: $585M

Principal Outstanding (pre-CIP) Debt Issuance Under CIP (New Money Only) 24

Pro-Forma Debt Service

$473 mm of Additional Debt Through FY20 70,000,000

60,000,000 7.7% Debt Service to Operations Projection.

50,000,000

40,000,000

30,000,000

20,000,000

10,000,000

0 2013 2018 2023 2028 2033 2038 2043 2048

Existing Debt Service (Excluding Housing) Pro-Forma General Receipts ($393 mm) Existing Housing ($61 mm) Pro-Forma Housing ($71 mm) 25

CIP Project Activity

• Half of the total budget activity is made up of projects GREATER THAN $100,000 in budget • BUT, half of the total number of projects are of budget LESS THAN $100,000 - no economy of scale • Goals: • Quality implementation • Decrease in number of small projects in queue awaiting management attention 26

CIP Project Activity & Staffing • Project activity is double or triple in some years

Staff Levels Staff dollarsin Project Millions 27 CIP Summary Strategic Goals Accessibility Safety Functionality Collaboration Smart Growth Investment

“Our ability to provide a transformational experience for students requires intentional investment in our campus facilities. From classrooms and laboratories to residence halls and green spaces: we are choosing to remain relevant, inviting, and engaging.”

-Pamela Benoit, Executive Vice President and Provost

Inflation Infrastructure Partnerships Stewardship Multipurpose Renovation Classrooms Sustainability Deferred Maintenance

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Pamela J. Benoit, Executive Vice President and Provost Stephen T. Golding, Vice President for Finance and Administration, CFO and Treasurer

Re: Fall 2013 Tuition Guarantee Update

The Tuition Guarantee Implementation Team (TGIT) continues to refine the program through its on-going work. This joint presentation will update the Board of Trustees on where the program currently stands and highlight the issues to be considered in anticipation of a fall 2015 implementation.

This presentation highlights the following:

• Study and refinement of the program has expanded eligibility with the goal of allowing as many students as possible, including in-state, out-of-state and transfer students, to benefit from the guarantee approach.

• The tuition guarantee model will be all-inclusive and encompass not only tuition and fees, but other required fees charged to students, such as new student orientation, course fees, and technology fees. The TGIT is also modelling the most appropriate way to include room and board fees.

• The tuition guarantee model will allow for summer terms, making it a four-year, 12 term model. Students who begin in any given summer will be slotted into the following fall cohort.

• There are many unique situations, varying student populations, and exceptions to be considered. The TGIT continues to evaluate and make recommendations regarding technology needs, policy considerations, exceptions/enhancements, and the communication needs of the program. 1

OHIO TUITION GUARANTEE IMPLEMENTATION UPDATE

Joint Committee Meeting Academics and Resources October 31, 2013

2 Presentation Overview

• Why Provide a Tuition Guarantee Program? • The Basic Concept • Who is eligible? • What is included? • What happens if a student does not graduate before the guarantee expires? • Are there special circumstances that can extend the guarantee? • How does financial aid work in a tuition guarantee program? • How are the cohort rates set? • What implementation issues must be considered? • Discussion

3 Why Provide a Tuition Guarantee Program? • Transparent budget planning for students and parents

• Predictability of tuition revenues

• Financial incentive for timely graduation

• Enhancing student recruitment 4 The Basic Concept • The OHIO Tuition Guarantee model for new students will encompass: • A constant tuition rate, as set by the Ohio University Board of Trustees, for four continuous years (120 semester hour program) beginning with the term of a qualifying student’s initial enrollment on the Athens campus starting fall 2015. • Four continuous years means 12 sequential terms, commencing with the semester of initial enrollment. • Students who begin their initial enrollment in any summer term, will receive the current summer rate, but then will be included with the following fall guarantee rate for four consecutive years. • The period will be extended for undergraduate degree programs approved by the University for completion in more than four years. The extension is limited to the minimum number of additional semester(s) to complete the program as approved by the University. 5 Who is eligible?

• When the program is implemented the following student groups will be on the tuition guarantee: • Entering in-state and out-of-state* full-time undergraduate students admitted to the Athens campus in a degree-seeking program starting fall 2015 • Transfer students – details are being worked out by the Tuition Guarantee Implementation Committee (TGIT) to determine the appropriate placement in a cohort for transfer students • The TGIT is evaluating additional populations that may be eligible to benefit from this program

* out-of-state non-resident fee will be part of the guarantee 6 Who is not eligible? • The following will not be covered by the tuition guarantee:

• Graduate level tuition, independent and distance learning tuition, eLearning tuition, regional campus tuition, and study abroad program fees will not be covered by the guarantee • Continuing in-state undergraduate students as of fall 2015 will pay the tuition and fees and other rates approved by the Board of Trustees

7 What is included in the Tuition Guarantee Program? • Tuition and general fee • Non-resident surcharge • Most course fees * • Required fees - • Orientation fees – effective for the fall 2015 class • SIS and network fee in addition to individual college technology fees – effective for the fall 2015 class • Graduation application fees – effective for the fall 2015 class upon graduation • Room and Board – due to the multiple room and meal plans, and the fact that we have a 2-year only parietal rule, the guaranteed model will assure a schedule of costs that will not change for the student. We are currently modeling different scenarios now to determine the best option for students.

*Unique programs may require additional fees

8 What if the guarantee expires before a student graduates? • If a student does not graduate within the four continuous years (120 semester hours), and is not enrolled in an approved program requiring more time to complete a Bachelor’s degree, the student will be placed in the next cohort. Their new tuition rate will be the price that was in effect the year after the initial enrollment.

• This process (moving ahead one cohort at a time) will continue each subsequent (three term) year

2015 2016 2017 2018 2019 2020 2021 • Cohort A fall Spring Summer fall Spring Summer fall Spring Summer fall Spring Summer Cohort B fall Spring Summer fall Spring Summer fall Spring Summer fall Spring Summer Cohort C fall Spring Summer fall Spring Summer fall Spring Summer fall Spring Summer Cohort D fall Spring Summer fall Spring Summer fall Spring Summer fall Spring Summer 9 Are there special circumstances that can extend the guarantee? • Bachelor degree programs that have been identified via the Academic Programs Report submitted to the HEI system as requiring greater than 120 hours to complete. Some examples are: • Social Work • Accounting • Music Education • Biological Sciences • In addition, programs that may take more than 4 years to graduate as a result of required internships or co-op experiences will be identified and considered for extension

10 Are there special circumstances that can extend the guarantee? • Students called to active military duty, a student who withdraws for approved medical reasons, and students who can demonstrate that disabilities impede their progress toward degree completion may be eligible for an extension of their plan.

• A new committee will be created and charged with developing policy and procedures to consider requests for plan extensions and student appeals.

11 How does financial aid work in the Tuition Guarantee Program? • The tuition guarantee plan is a fixed model before the application of all financial aid awards, gifts, grants, loans

• Financial aid holds value

• Commitment to increased financial aid with our new scholarship model starting fall of 2014 12 How are the cohort rates set?

• One-time base budget adjustment in year one - no higher than the proposed 2% tuition cap compounded (5.88%)

• Going forward cohort increases no greater than CPI plus legislatively mandated tuition cap

• If tuition falls significantly below other state universities the institution may submit a request for a specific percentage for approval from the Chancellor

• Each year by June 30th the Board of Trustees will determine a new guaranteed cohort rate (tuition, fees, room and board). The new rates may be published as tentative before June 30th, at the Bursar’s tuition and fee web-site 13 What implementation issues must be considered? • The Tuition Guarantee Implementation Team has been meeting regularly to identify issues related to: • Technology Implementation – PeopleSoft, Housing systems and other inter-related programming needed to effectively identify and track students • Policy Considerations – University policies that may need to be created or modified and appropriate committee structures necessary to implement fully and effectively • Exceptions and Enhancements – The student populations and unique circumstances that will affect students both in and out of the guarantee • Communications and Recruitment – The effective marketing and student recruitment activities necessary to best share the benefits of this precedent-setting model 14 Tuition Guarantee Implementation Team (TGIT) The following individuals serve on the implementation team considering the policies, procedures, and process necessary to implement the program:

• Deb Benton, Registrar • Sherry Downs, Bursar • Craig Cornell, Enrollment Management • Valerie Miller, Financial Aid • Peter Trentacoste, Residential Life • Gwyn Scott, Residential Dining • Don Pendergast, OIT-SIS • Liz Bennett, Institutional Research • Renea Morris, University Communications • Kris Sano, Controller • Chad Mitchell, Budget • John Day, Provost’s Office • Ann Paulins, Patton College of Education • Shawn Ostermann, Russ College of Engineering • Austin LaForest, Student Senate Representative • Beth Quitslund, Faculty Senate Representative

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Pamela J. Benoit, Executive Vice President and Provost

Re: Accreditation

The University is currently preparing for its institution-wide accreditation review by the Higher Learning Commission. The comprehensive review is scheduled for 2015-16.

This presentation is intended to provide the trustees with a broad overview of the scope of the accreditation review and the rigorous planning, review and leadership involvement required to document the institution’s processes and results. In addition to this summary review, the Academics Committee has been receiving information on the details of each of the five accreditation criteria and the type of evidence required at their meetings over the past year.

I look forward to discussing our preparations during the upcoming meeting.

1

ACCREDITATION

2

Overview of Accreditation

• Institution-wide accreditation is completed through 6 regional accrediting associations • Higher Learning Commission of the North Central Association of Colleges and Schools • HLC offers three different pathways to institutional accreditation • Standard Pathway • Open Pathway • Academic Quality Improvement Program (AQIP) pathway 3

Overview of Accreditation

• Ohio University has been accredited since 1913 and has been in AQIP since 2002 • Next reaffirmation is scheduled for 2015-16 • Regional accreditation is based on voluntary, peer membership 4

Benefits of Accreditation

• Federal financial aid and federal grant funding • Transfer credits to accredited institutions • Matriculate to accredited graduate and professional schools • Academic quality and academic freedom • Continuous quality improvement • Commitment to best practices for teaching and learning, operating, planning • Establishing a body of evidence through the five criteria: Mission, Integrity, Teaching and Learning, Evaluating and Improving Teaching and Learning, Academic Planning • Retaining institutional autonomy 5

Ongoing and Planning Activities

• Appoint an Associate Provost for Institutional Accreditation • Review Prior Reports • Increase Awareness and Understanding about Accreditation and AQIP • Convene Task Force • Assemble Body of Evidence and Prepare Materials • Prepare for Visit 6

Systems Portfolio

• Due November 1 • Details how the institution accomplishes its mission and objectives and answers specific questions about processes, results, and improvements • Limited in length to one hundred pages • Reviewed by Task Force and Academic Affairs senior leadership • Executive Summary reviewed by Chair, Vice Chair, and Chair of Academics Committee of the Board of Trustees • HLC responds with a Systems Appraisal around 12 weeks later 7

Systems Appraisal

• Identifies the institution’s strengths and opportunities for improvement • Respond to the feedback on the Systems Appraisal • Develop an action plan to address opportunities in the Systems Appraisal • Review Systems Appraisal and Response to the Systems Appraisal with the Board of Trustees

8

AQIP Quality Checkup Visit

• 2014-15 • Components • Systems Portfolio Clarification and Verification • Systems Appraisal Follow Up • Organizational Quality Commitment • Accreditation Issues Follow Up • Commission Relationship Review • Federal Compliance Review

9 Reaffirmation of Accreditation Possible Outcomes

• Institution meets the Criteria for Accreditation and the obligations of AQIP without issue and continues in AQIP with its accreditation for another seven years. • Institution meets the Criteria for Accreditation and the obligations of AQIP, but that specific monitoring on a progress or improvement issue take place through the Actions Project cycle or another means. • Institution meets the Criteria for Accreditation without issue, but that it should move to the Open Pathway and be scheduled for a comprehensive evaluation in five or fewer years. The standard for this decision is whether there is perceptible continuous quality improvement documented in the institution’s materials; continuing to meet the Criteria for Accreditation does not alone provide sufficient grounds for continuation in the AQIP pathway. In addition, the Panel may recommend specific monitoring (reports, focused visits) to be applied in the Open Pathway process. • Institution presents such a serious issue of potential noncompliance with the Criteria for Accreditation that the Commission should consider taking immediate action, such as an immediate advisory visit to the institution to evaluate whether to move directly to provisions outlined in its policies for monitoring, sanction, and withdrawal, and/or moving the institution to the Open Pathway. 10

Five Criteria for Accreditation

• Mission - The institution’s mission is clear and articulated publicly; it guides the institution’s operations.

• Integrity: Ethical and Responsible Conduct - The institution acts with integrity; its conduct is ethical and responsible.

• Teaching and Learning: Quality, Resources and Support - The institution provides high quality education, wherever and however its offerings are delivered. 11

Five Criteria for Accreditation

• Teaching and Learning: Evaluation and Improvement - The institution demonstrates responsibility for the quality of its educational programs, learning environments, and support services, and it evaluates their effectiveness for student learning through processes designed to promote continuous improvement.

• Resources, Planning and Institutional Effectiveness - The institution’s resources, structures, and processes are sufficient to fulfill its mission, improve the quality of its educational offerings, and respond to future challenges and opportunities. The institution plans for the future.

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Stephen T. Golding, Vice President for Finance and Administration, CFO and Treasurer

Re: FY2013 Financial Statement Highlights

Please find attached for your review a copy of the University’s Audited Financial Statements for the fiscal year ending June 30, 2013. These documents were reviewed with members of the Board of Trustees Audit Committee on October 7, 2013 and submitted to the Auditor of State by the filing deadline October 15, 2013.

The Statements are prepared in fiscal year format (July 1-June 30) and are required to present comparative data over the prior fiscal year for the University and the Foundation.

The following schedules are required and included in the materials:

• Managements Discussion and Analysis o Senate Bill 6 Ratios • Statements of Net Position • Statement of Revenues, Expenses and changes in Net Position • Statements of Cash Flows • Notes to Financial Statement

Please note that the University adopted the following accounting pronouncements in these materials which were applicable to FY 13 (Financial Statements Note 1): • GASB 63, Financial Reporting of Deferred Outflows of Resources, Deferred Inflows of Resources and Net Position GASB 63 changed the terminology utilized throughout the schedules from “Net Assets” to “Net Position” and sets criteria for deferred outflows which will be utilized by the University in adopting GASB 65, Items Previously Reported as Assets and Liabilities in FY 14 and GASB 68, Accounting and Financial Reporting for Pensions in FY 15.

The University continued to increase net position, adding $51.4 million in FY2013 for a total of $847.8 million as of June 30, 2013. This growth was across all classes of net assets as the university realized positive returns from investments, success in the capital campaign, continued investment in plant, and increased unrestricted reserves due to conservative budgeting and continued revenue generation.

The Senate Bill (SB) 6 composite score, the primary indicator of financial health, remained high at 4.7. Although the viability score remained constant, the viability ratio decreased due to the $139.4 million in additional long-term debt issued by the university during FY2013.

I look forward to reviewing the audited financial statement results at the upcoming board meeting. Should you have any questions prior to the meeting please do not hesitate to contact me. Financial Statement Highlights

June 30, 2013

Tab

1 Ohio University Financial Statement Highlights Fiscal Year Ended June30, 2013 • University assets increased by $201 M, liabilities increased by $149 M for an increase in Net Position of $51.4 M • The University issued $139.4 M of additional long-term debt to support the strategic priority of investment in plant • Net tuition revenues increased 8.3% over prior fiscal year • SSI was $141 M an increase of 3.4% • Investment returns from endowment and working capital portfolio managed by the Foundation were 11.85%, $13.7 M • SB 6 ratios remained strong with a composite score of 4.7 M • University and Foundation both received clean, unqualified opinions from external auditors Plante Moran

2 Statement of Revenues, Expenses, and Changes in Net Position Operating and Nonoperating Revenues Fiscal Year Ended June 30, 2013

$26.9 M increase in tuition and fees ($ in millions) 2013 2012 % ∆ driven by record enrollments, 3.5% tuition/fee increase; one time increase Student tuition and fees - Net $ 306.4 $ 282.9 8.3% due to Q to S State appropriations 141.3 136.6 3.4% Auxiliary enterprises - Net 90.0 87.0 3.4% FY12 recognition of donation of Gifts, grants, and contracts 64.2 68.9 -6.8% property in Dublin Pell grants 43.9 43.5 0.9% Other sources 17.7 13.2 34.1% The pollution remediation liability at Royalties 10.2 9.7 5.2% the Southern campus decreased Sales and services 8.8 8.3 6.0% significantly State capital appropriations 4.9 6.2 -21.0% Decrease is due to the delay and Investment income - Net 13.7 3.7 270.3% decrease of the State Capital budget Total operating and nonoperating revenues $ 701.1 $ 660.0 6.2% 11.85% return on endowment and diversified pool and .59% return on liquidity pool

3 Statement of Revenues, Expenses, and Changes in Net Position Operating and Nonoperating Expenses Fiscal Year Ended June 30, 2013

($in millions) 2013 2012 % ∆ 2.5% salary raise pool resulted in 2.1%; 2.2% professional fees related Instruction and departmental research $ 252.9 $ 231.4 9.3% to eLearning; and 4.8% in position growth driven by record enrollments Separately budgeted research 45.8 42.5 7.8% Public service 27.9 27.1 3.0% Academic support 67.4 63.0 7.0% Increases were for the most part due to consultant costs related to the Student services 31.3 29.1 7.6% Responsibility Centered Institutional support 39.1 34.0 15.0% Management and Ohio Strategic Operation and maintenance of plant 61.5 52.7 16.7% Alignment Initiatives Student aid 11.5 10.6 8.5% Utility costs increased $1.5 M. Depreciation 35.1 34.8 0.9% Bond issuance costs and swap Auxiliary enterprises 70.6 68.5 3.1% termination fees were $2.7 M for FY Interest on debt 6.1 6.1 0.0% 2013. Uncapitalizable maintenance and repairs of plant facilities also Disposal and write-offs of plant facilities 0.5 0.6 -16.7% increased. Total operating and nonoperating expenses $ 649.7 $ 600.6 8.2%

4 Statement of Revenues, Expenses, and Changes in Net Position Fiscal Year Ended June 30, 2013

Revenues derived from providing goods and services to our customers, primarily students and research sponsors ($ in millions) 2013 2012 2011 Operating revenue $ 484 $ 450 $ 460 Operating expenses 643 594 591 Non-operating revenues (primarily SSI, investment returns, and private Net operating loss (159) (144) (130) gifts) net of interest on debt and Net nonoperating revenue 202 185 223 disposal/write-offs of plant facilities Income - before other revenue 43 42 92 Other revenues 9 18 15 Increase in net position $ 51 $ 59 $ 107 State Capital appropriations, capital gifts and grants; additions to Net Position: perm endowment Beginning of year $ 796 $ 737 $ 630 End of year $ 848 $ 796 $ 737

5 Statement of Net Position: Assets Fiscal Year Ended June 30, 2013

Growth is due to the switch in the ($ in millions) 2013 2012 2011 Bursar’s billing schedule from the Q to S conversion and the resultant Current Assets: ability to draw summer Federal funds earlier Cash & cash equivalents $ 116 $ 69 $ 159 Investments 241 229 106 Other 76 93 84 Is comprised mostly of Bond mutual Total Current Assets 433 391 349 funds, US Equity mutual funds & International Equity mutual funds

Noncurrent Assets: Restricted cash 157 41 7 Capital assets 688 646 629 Restricted cash is held at the Other 31 30 31 bonding bank and is only available Total Noncurrent Assets 876 717 667 for bond funded capital projects

Total Assets $ 1,309 $ 1,108 $ 1,016 Includes construction in progress which increased $40 M in FY13 due to spending against CIP

6 Statement of Net Position: Liabilities Fiscal Year Ended June 30, 2013

Includes accrued payroll, estimated ($ in millions) 2013 2012 2011 unpaid self-insurance claims, royalties, and amounts due for Current Liabilities: vendor payables which increased significantly due to the multitude of Accounts payable $ 53 $ 41 $ 45 ongoing construction projects. Long-term debt - current 16 11 13 Other 38 40 39 Includes deferred revenue related to Total Current Liabilities 107 92 97 summer quarter and deferred revenue on grant activity as well as deposits held for student Noncurrent Liabilities: organizations. Compensated Absences 16 15 14 Long-term debt 330 195 157 Includes the 2 Bond issues in FY Other 8 10 11 2013 and the related bond premiums. Total Noncurrent Liabilities 354 220 182

Total Liabilities $ 461 $ 312 $ 279

7

Statement of Net Position: Net Position Classifications Fiscal Year Ended June 30, 2013

($ in millions) 2013 2012 2011 Reflects growth due to investment in the CIP Net Investment in Corpus of endowments held in capital assets $ 499 $ 480 $ 465 perpetuity Restricted: Nonexpendable 20 19 20 Includes the net income and appreciation on endowments and the Expendable 39 38 34 balance of grant and loan funds Unrestricted 290 260 219 Although unrestricted, this balance is Total net position $ 848 $ 796 $ 737 allocated for auxiliaries, quasi endowments, capital projects, reserves, and ongoing academic and research programs.

8 Senate Bill 6 Ratios

Scores 0 1 2 3 4 5 Viability Ratio less than 0 0 to .29 .30 to .59 .6 to .99 1.0 to 2.5 greater than 2.5 Primary Reserve Ratio less than -.1 -.1 to .049 .05 to .099 .10 to .249 .25 to .49 .5 or greater Net Income Ratio less than -.05 -.05 to 0 0 to .009 .01 to .029 .03 to .049 .05 or greater

FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 % Score % Score % Score % Score % Score % Score % Score % Score Viability Ratio 0.58 2 0.69 3 0.80 3 0.60 3 0.90 3 1.5 4 1.5 4 1.0 4 Primary Reserve Ratio 0.226 3 0.239 3 0.250 4 0.206 3 0.28 4 0.42 4 0.50 5 0.51 5 Net Income Ratio 0.046 4 0.042 4 0.029 3 0.036 4 0.10 5 0.15 5 0.09 5 0.07 5

Viability Ratio (30%) 0.6 0.9 0.9 0.9 0.9 1.2 1.2 1.2 Primary Reserve Ratio (50%) 1.5 1.5 2.0 1.5 2.0 2.0 2.5 2.5 Net Income Ratio (20%) 0.8 0.8 0.6 0.8 1.0 1.0 1.0 1.0 Composite Score 2.9 3.2 3.5 3.2 3.9 4.2 4.7 4.7

9 FISCAL YEAR 2013-2014 OFF-CAMPUS GRADUATE PROGRAMS and REGIONAL CAMPUS GRADUATE PROGRAM TUITION SCHEDULES

RESOLUTION 2013 --

WHEREAS, the appropriate planning and consultations within the University were conducted to result in the FY 2014 fee recommendations approved by the Board of Trustees in the Spring 2013, and

WHEREAS, continuing graduate program planning within the University has resulted in the following recommendations:

• Conversion of the rate for the Masters in Educational Administration off-campus graduate program from the quarter rate of $390 per hour to the standard semester rate of $505 per hour effective Spring 2014, and

• Replacement of the regional campus graduate tuition table with a simple hourly rate consistent with the rate used in all off-campus graduate programs, effective after Spring semester 2014.

NOW THEREFORE, BE IT RESOLVED that the Board of Trustees adopts the proposed fee schedules (Attachment A), effective as noted above.

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Stephen T. Golding, Vice President for Finance and Administration, CFO and Treasurer

Re: Off-Campus and Regional Graduate Program Fees

While the Board approves most tuition and fee resolutions in the spring, off-campus graduate programs use cohort cycles with start dates occurring throughout the year and fee adjustments are occasionally needed at other times.

The resolution presented for approval at the October meeting provides for an update to the fee for the Masters in Educational Administration, which was not converted from the quarter rate to the semester rate with the other programs since it had no new semester cohort ready to start. The first semester cohort started this Fall so the proposed change is needed to convert the old rate of $390 per hour to the semester equivalent of $505, the same as all the other off-campus graduate programs in education.

In addition, since all graduate programs outside the Athens campus have now moved to a cohort format with a flat hourly rate, the regional campus graduate tuition table is no longer needed and can be replaced with a simple hourly rate consistent with the rate used in all off-campus graduate programs.

Attachment A

OHIO UNIVERSITY 2013‐14 Tuition Schedule

Off‐Campus Graduate Programs Per Credit Hour Academic Instructional General Program Special Svcs/ Ohio Non‐Resident Out‐of‐State Program Fee Fee Fee Materials Fee Resident Total Fee Resident Total Early Child Generalist Endorsement Certificate 229 3 107 0 339 3 342 Masters in Athletic Administration* 505 3 47 0 555 19 574 Masters in Coaching Education* 505 3 46 0 554 19 573 Masters in Coaching Education ‐ Soccer 505 3 46 0 554 19 573 Masters in Engineering Management 505 3 98 0 606 19 625 Masters in Electrical Engineering 505 3 192 0 700 19 719 Masters in Civil Engineering 505 3 192 0 700 19 719 Masters in Health Administration* 505 3 146 0 654 19 673 Masters of Science in Nursing Online 505 3 89 0 597 19 616 Masters of Financial Economics (January 2012 cohort) 505 3 19 100 627 19 646 Masters of Financial Economics (January 2013 cohort) 505 3 22 114 644 19 663 Professional MBA* 505 3 384 0 892 19 911 MBA Online 505 3 381 114 1,003 19 1,022 Professional Masters of Sport Administration* 505 3 190 83 781 19 800 Masters of Information and Telecommunication Systems 505 3 117 0 625 19 644 Master of Communication Studies 505 3 17 0 525 19 544 Master of Social Science 505 3 63 0 571 19 590 Master of Public Administration 505 3 69 0 577 19 596 Master of Reading Education 505 3 0 0 508 19 527 Reading Endorsement 505 3 0 0 508 19 527 Master of Counselor Education 505 3 0 0 508 19 527 Masters in Special Education 505 3 0 0 508 19 527 Higher Education PhD 505 3 0 0 508 19 527 Masters in Higher Education 505 3 0 0 508 19 527 Instructional Design Certificate 505 3 0 0 508 19 527 Masters in Educational Administration 390 3 0 0 393 19 412

Proposed Semester Conversion Masters in Educational Administration 505 3 0 0 508 19 527 * Effective Spring Semester 2014

Proposed Addition to Replace Regional Campus Graduate Tuition Table Off‐Campus Graduate Program ‐ Standard Rate 505 3 0 0 508 19 527 * Effective after Spring Semester 2014

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Stephen T. Golding, Vice President Finance and Administration, CFO and Treasurer

Re: Housing for Ohio Letter of Credit Update

The Foundation’s $25,970,000 Housing for Ohio variable rate demand bonds had been previously backed by a letter of credit (“LOC”) from Wells Fargo Bank that was set to expire on October 15, 2013. A letter of credit is a form of liquidity facility that is required on all variable rate demand bonds. Variable rate demand bonds are short term obligations that allow the investor to “put” back the bonds to the borrower at any time. In exchange for this flexibility, the investor receives a short term interest rate on the bonds rather than a long term rate. In today’s market, short term variable rates are extremely attractive. For example, the average weekly interest rate on the Housing for Ohio Bonds was 0.14 percent during FY2013 and FY2012, providing considerable savings to the Foundation relative to what it would have locked in via the long term fixed rate bond market. However, in addition to paying the interest on the bonds, the Foundation must also pay for a liquidity facility that provides a guarantee that in the event an investor chooses to “put” back the bonds that the funds are returned to the investor immediately, which is done by drawing on the resources of the liquidity facility.

As you know, last year the University restructured the security provisions of the Housing for Ohio bonds to implement a General Receipts pledge on the bonds, which had previously solely been backed by the revenues of the University Courtyard apartments. Despite this considerably stronger security provision, Wells Fargo did not lower the cost of the facility to the Foundation. In addition, Wells maintained a number of onerous financial and reporting covenants related to the facility, including a debt service coverage requirement that focused solely on the revenues of the Courtyard apartments and not the General Receipts of the University, despite the stronger security pledge. In its most recent report, Moody’s cited this fact as a credit concern to Ohio University, stating “We note that though the pledge to bondholders now requires a university pledge, the debt service coverage ratio covenant still only includes net revenues from the housing project. A breach of this covenant could lead to an event of default.” With the agreement as structured with Wells Fargo, the Foundation/University was still incurring a fair amount of risk related to the provisions of the debt service coverage requirement despite the additional General Receipts pledge.

Given the above concerns and the upcoming expiration date of the facility, the University believed it would be appropriate to issue a request for proposal for either a replacement liquidity facility or an alternative financing structure that would allow the Foundation to maintain a variable rate obligation without the need for a liquidity facility. Generally these alternative structures are private placements that are directly held by a bank, but there are a few other options as well. The results of the RFP were a tremendous success. The University received six bids for a liquidity facility and eight bids related to a private placement/alternative structure. The bidding banks were Wells Fargo, Barclays, PNC Capital Markets, JP Morgan, Bank of America Merrill Lynch, Key Bank, Huntington, Goldman Sachs, and US Bank (many of the banks provided bids for both a liquidity facility as well as a private placement/alternative structure).

After careful consideration, the University determined that the most cost effective option would be to implement a replacement credit facility rather than undertake a full-fledged restructuring of the existing bonds, which would have needed to be done under a private placement/alternative structure scenario. Under the Wells Fargo agreement, the Foundation had been paying 150 basis points for a one-year agreement. With an outstanding balance of $25,970,000, this would have equated to $389,550 per annum. As a result of the RFP, both Barclays and Wells Fargo bid 37.5 basis points for a three year agreement, which would cost the Foundation $97,387 per annum. This would result in an annual savings of $292,162 to the Foundation, with the additional benefit of allowing the Foundation to lock in a rate for three years. While Barclays and Wells Fargo bid the same fees, Wells Fargo requested that it maintain all the same financial and reporting covenants as in prior agreements while Barclays only requested a few market standard reporting requirements. In other words, an agreement with Barclays would eliminate the debt service coverage requirement and thus assuage Moody’s credit concerns. Furthermore, a market analysis of the two banks resulted in a determination that a liquidity facility from either bank would trade well in the marketplace. As a result, the University and Foundation decided to replace the Wells Fargo agreement with a Barclays Letter of Credit. The new structure went into effect on October 15th.

In addition to the new letter of credit, the Foundation is also replacing George K. Baum with Barclays as remarketing agent. George K Baum had been charging the Foundation an above market rate of 12.5 basis points per annum, or approximately $32,000. Baum is also not currently in the University’s pool of investment banking partners. Barclays, a member of the University’s investment banking pool, proposed a fee of 8 bps, or approximately $20,000 per annum. Given that they will also be the liquidity provider and there are synergies between the provider/remarketing agent, the fact that the University maintains a day to day working relationship with Barclays, and the cost savings involved, the Foundation also decided to switch remarketing agents.

We are pleased to have not only achieved significant cost savings to the Foundation as part of this process but also to have found a way to mitigate credit concerns by Moody’s as well

APPROVAL OF THE OHIO UNIVERSITY FY2015 – FY2020 SIX YEAR CAPITAL IMPROVEMENT PLAN

RESOLUTION 2013 ---

WHEREAS, the University’s Capital Planning Team has undertaken the update of the University’s six year capital improvement plan within a 20 year plan context, and

WHEREAS, the priorities of the Deans and Vice Presidents have been considered, and their endorsement of the plan given, and

WHEREAS, the Facilities Planning Advisory Council made up of faculty, staff, and student representatives has reviewed and provided their endorsement of the plan, and

WHEREAS, the Capital Funding and Priorities Committee has approved and made recommendation to the President, and

WHEREAS, the FY2015 – FY 2020 Six Year Capital Improvement Plan has been approved by the President.

NOW THEREFORE, BE IT RESOLVED that the Ohio University Board of Trustees does hereby approve the attached FY2015 – FY 2020 Six Year Capital Improvement Plan.

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Stephen T. Golding, Vice President for Finance and Administration, CFO and Treasurer Pamela J. Benoit, Executive Vice President and Provost

Re: Six Year Capital Improvement Plan FY2015 – FY 2020

We are pleased to present to you Ohio University's Capital Improvement Plan FY2015–FY2020 (CIP). The CIP is the culmination of a six month effort to capture in one document the capital expenditure priorities of the colleges, schools and administrative departments. Incorporated in this plan for the first time is a complete listing of the Athens and Regional Campuses' Facilities, Infrastructure, Information Technology, and Third Party Development initiatives.

This biennial update of the 2011 Plan highlights the progress made in the two years toward transforming the condition and functioning of our facilities. The current plan reflects the academic priorities of the institution and the smart growth strategies being employed. Also considered and outlined in the plan are the impacts the capital plan commitments and funding decisions will have on the university’s outstanding debt and debt service, improving the age profile of the university’s building portfolio, and the projected project activity and staffing requirements.

The Resources Committee will consider a resolution for full-board approval of the Six Year Capital Improvement Plan FY2015-FY2020 during the upcoming meeting.

I trust you will find the CIP informative and it will provide you with a blueprint as to how the University will meet its capital needs and pay for them over the next six years.

PRIORITY DEFERRED MAINTENANCE PROJECTS PROPOSED FOR FY2015-FY2016 STATE APPROPRIATIONS

RESOLUTION 2013-

WHEREAS, each biennium the Board of Regents in conjunction with a team appointed by the Governor solicit proposals from the Universities for state appropriation for physical improvements, and

WHEREAS, Ohio University as part of its capital planning strategy has designated state appropriations for projects that will aid in reducing the growth in deferred maintenance, and

WHEREAS, University Planning, Facilities, and Risk Management and Safety analyzed feedback from Deans and Vice Presidents and formulated a priority list of projects to reduce the growth of deferred maintenance, and

WHEREAS, that priority list has been reviewed by the Capital Planning Team, the Facilities Planning Advisory Committee, and endorsed by the Capital Funding and Priorities Committee of the University.

NOW THEREFORE, BE IT RESOLVED that the Ohio University Board of Trustees does hereby approve the list of deferred maintenance projects, in priority order, to be proposed to be funded from FY2015-FY2016 State Appropriations.

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Stephen T. Golding, Vice President for Finance and Administration, CFO and Treasurer

Re: FY2015 – FY2016 OHIO UNIVERSITY STATE APPROPRIATION REQUEST

Ohio University receives separate biennial state appropriations for the Athens, Chillicothe, Eastern, Lancaster, Southern, and Zanesville campuses. Since 2011, the University as part of its Capital Improvement Plan strategy has made the decision to utilize its biennial state appropriations for small to medium size projects that will reduce deferred maintenance and improve the functioning of the major physical systems on campus. This strategy is outlined in the FY 2015 – FY 2020 Six Year Capital Improvement Plan which is also being presented at the October 2013 board meeting. Major rehabilitation projects in the University’s Capital Improvement Plan are for the most part funded by University debt and gifts. The state appropriated deferred maintenance projects typically focus on buildings that are not included in or are scheduled to be rehabilitated near the end of the six year capital improvement plan.

The University seeks approval of the attached priority listing of deferred maintenance projects for inclusion in the FY2015-FY2016 State Appropriation request. It is anticipated that the request submission will be required to the Board of Regents in November 2013, and the result of the request will be known in the spring of 2014.

A resolution is included to facilitate the approval.

Please contact me if you have questions. Athens Campus Proposed FY 2015 - FY2016 State Appropriation Projects 1 Utility Tunnel Upgrades $1,000,000 2 Aquatic Center Accessibility Improvements $350,000 3 Campus-wide Elec. Distribution Upgrades $1,000,000 4 Campus Accessibility Improvements $500,000 5 Peden Stadium Concrete Restoration $1,500,000 6 Roofing Upgrades and Replacement $750,000 7 Exterior Painting Campus Wide $750,000 8 Convocation Center Roof $3,500,000 9 Convocation Center Seating Replacement $3,000,000 10 McKinley Ave. Paving Upgrades $3,500,000 11 Kennedy Museum Roof Upgrades $1,000,000 12 Kennedy Museum HVAC Upgrades $1,200,000 13 Kennedy Museum Fire Alarm Upgrade $500,000 14 Chilled Water Improvements $1,000,000 15 General Campus Roadway Improvements $2,500,000 16 Stocker Air Handler Replacement $1,000,000 17 Irvine Hall Air Handlers $500,000 18 Ridges Chilled Water Plant Cooling Towers $400,000 19 Stocker Fire Sprinkler Replacement $1,500,000 20 Alden Library Air Handler Replacements $2,000,000 21 Utility Meter Upgrades $250,000 22 Campus-wide Air Handler Improvements $150,000 23 Life Sciences Supplemental Boiler $250,000 24 Elevator Upgrades $700,000 25 Interior Painting – Campus Wide $500,000 26 Facilities Storage Demolition $100,000 27 Convocation Center Ramp Restoration $1,000,000 28 Porter Hall Fire Alarm $500,000 29 W. Union Electrical Feed $1,450,000 30 Hudson Health Center Fire Alarm $300,000 31 Convocation Center Seating Replacement $2,000,000 32 Putnam Hall Fire Alarm $300,000 33 RTVC Building Fire Alarm $200,000 34 Stocker Air Handler Replacement $1,500,000 35 Copeland Hall Fire Alarm $300,000 36 North Campus Electrical Distribution Upgrades $1,500,000 37 North Campus Utility Tunnel Upgrades $1,500,000 38 North Campus Exterior Painting $500,000 Proposed Athens Campus Projects Total $40,450,000 Regional Campuses Proposed FY 2015 - FY2016 State Appropriation Projects Proposed Chillicothe Campus Projects 1 Bennett Hall Electrical Upgrade, Stage 1 $1,000,000 2 Bennett Hall Electrical Upgrade, Stage 2 $2,000,000 3 Bennett Hall Elevator Upgrade $500,000 4 Campus - Wide Building Envelope Upgrades $500,000 Proposed Chillicothe Campus Projects Total $4,000,000 Proposed Eastern Campus Projects 1 Parking Lot Upgrades $600,000 2 Health & Phys Ed Center Flat Roof Replacement $700,000 3 Shannon Hall Fire Alarm Replacement $500,000 4 Shannon Hall Electrical Upgrade $500,000 5 Health & Phys Ed Center Chiller Replacement $500,000 Proposed Eastern Campus Projects Total $2,800,000 Proposed Lancaster Campus Projects 1 Brasee Hall Roof and Building Envelope Upgrades $600,000 2 Herrold Hall Mechanical Upgrades $400,000 3 Parking Lot/Sidewalk Lighting & Safety Upgrades $400,000 4 Herrold Hall Interior Renovations $200,000 5 Brasee Hall Interior Renovations $200,000 Proposed Lancaster Campus Projects Total $1,800,000 Proposed Southern Campus Projects 1 Campus-Wide Energy Efficiency Improvements $400,000 2 Campus-Wide Fire Alarm System Improvements $400,000 3 Parking Lot Upgrades - Ironton $200,000 4 Campus-Wide Energy Efficiency Improvements $400,000 5 Parking Lot Upgrades - Proctorville $200,000 Proposed Southern Campus Projects Total $1,600,000 Proposed Zanesville Campus Projects 1 Elson Hall 2nd Floor Renovation - Classrooms $1,000,000 2 Campus Exterior Lighting $100,000 3 Elson Hall Parking Lot Improvements $300,000 4 Elson Hall 2nd Floor Renovation - Offices $1,000,000 5 Elson Hall Auditorium & Lecture Hall Improvements $200,000 Proposed Zanesville Campus Projects Total $2,600,000

APPROVAL OF PROJECT AND AUTHORIZATION TO DEVELOP CONSTRUCTION DOCUMENTS, RECEIVE BIDS AND AWARD CONSTRUCTION CONTRACTS FOR HOUSING DEVELOPMENT PLAN PHASE I CONSTRUCTION

RESOLUTION 2013-

WHEREAS, a capital project has been planned, developed and funded as part of Ohio University’s Housing Development Plan:

• Housing Development Plan Phase I Construction with a total project budget of $110 million to be funded with $100 million from University Debt Issuance and $10 million from Residential Housing Reserves.

NOW THEREFORE, BE IT RESOLVED that the Ohio University Board of Trustees authorizes the receipt of bids and the President or his designee to accept and award contracts within the total project budgets identified.

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Stephen T. Golding, Vice President for Finance and Administration, CFO and Treasurer

Re: HOUSING DEVELOPMENT PLAN PHASE I CONSTRUCTION

BACKGROUND: In November 2011, a twenty year University Capital Improvement Plan was shared with the Board of Trustees and the FY2013 – FY 2018 Six Year Capital Improvement Plan was approved. At that time the general scope of a ten year Housing Development Plan, which was developed with board subcommittee involvement, was incorporated into the overall University capital improvement plan. In the FY2013-FY2018 Capital Improvement Plan, the phases and cost projections for the Housing Development Plan (HDP) were presented as follows:

FY 2013 – FY 2018 SIX YEAR CAPITAL IMPROVEMENT PLAN, NOVEMBER, 2011

Housing Total Cost Housing Development Plan Timing Projection Debt $ Reserve $ Plan Phase 1 FY2013-2014 $136M $90M $46M (Site prep, construction, Jefferson, etc.) Plan Phase 2 FY2015-2016 $63M $55M $8M Minor Capital FY2017-2018 $6M $6M Plan Phase 3 FY2019-2020 $181M $93M $88M

Since that time, the University has studied the desired living learning experience in more depth and has included a living/learning commons and a central housing office in the first phase of the plan. A central housing office relocated from main campus to the east green/south green area will provide increased convenience and oversight where the majority of first and second year students live.

The University selected the architectural planning team, URS and Hanbury Evans Wright Vlattas Company, to develop the plan and ultimately design new construction and renovation in phases. The over-all concept of the ten year HDP, as first presented, holds true today. The FY2015 – FY2020 Six Year Capital Plan to be presented at the October 2013 meeting of the Board of Trustees represents two years of study and design. Housing Development Plan Phase 1 Construction is underway with a series of smaller projects which the Board has approved incrementally.

THE HOUSING DEVELOPMENT PLAN: At the February 2013 Board Resources Committee, the overall HDP site master plan prepared by the architectural planning team was shared. This master plan addressed the East Green and South Green sectors of the campus and addresses, along with the housing redevelopment, the need for future academic expansion, green space and recreation planning, utility planning, plans for pedestrian and vehicular circulation, and parking needs.

A strong feature of the plan is to utilize the relatively flat former railroad bed as an organizing green open space, accessible pedestrian route, and transit avenue that will connect Baker University Center with East Green and South Green residences. A secondary feature is an extension of this new green space to the south toward the river and future recreation fields. Some parking has been shifted toward the periphery and existing surface and covered parking has been redistributed to better match the parking constituent need. Ultimately South Green Drive will be extended to Mill Street in order to limit vehicular intrusion into new green spaces. This road extension is being planned as part of an overall new vehicular circulation plan for the northeast area of campus and will be presented to the Board separately at a later date.

The HDP Phase I Construction is a feature of the FY2015-FY2020 Capital Improvement Plan also being presented at the October 2013 Board of Trustees meeting. The overall Housing Development Plan as presented in the Capital Improvement Plan is summarized as follows:

FY 2015 – FY 2020 SIX YEAR CAPITAL IMPROVEMENT PLAN, OCTOBER, 2013

Total Cost Housing Housing Development Plan Timing Projection Debt $ Reserve $ Plan Phase 1 Construction FY2015-2016 $110M $100M $10M Jefferson Rehabilitation FY2015-2018 $36M $32M $4M Phase I Demolition FY2016-2017 $3M $0M $3M Roof Replacements FY2015-2020 $9M $0M $9M Minor Renovations FY2015-2020 $24.7M $0M $24.7M Plan Phase 2 Design FY2020 $8M $0M $8M Plan Phase 2 Construction FY2021 $80M TBD TBD Plan Phase 2 Demolition FY2023 $1.7M TBD TBD Plan Phase 3 Design & Construction FY2022 $99M TBD TBD Plan Phase 3 Demolition FY2025 $1.7M TBD TBD

HDP PHASE I CONSTRUCTION: As outlined in the plan presented, the site chosen for HDP Phase 1 Construction is immediately east of Clippinger Laboratories and north of the Ping Center. This first phase of construction will encompass four separate but connected residence hall buildings as well as a central learning commons and housing office building. Plans and illustrations of the design will be presented at the October 2013 Resources Committee of the Board of Trustees.

The University, in an effort to take advantage of newly legislated construction reform, selected the Construction Manager at Risk delivery method for HDP Phase 1 Construction. The selection of a Construction Manager is a two-step process as prescribed by state regulation. Corna Construction was selected as the Design/Build Contractor in spring 2013.

Recent Board of Trustee actions and updates include the following:

1. In June of 2012 the Board of Trustees approved a project of $1.1 million to demolish Wolf/Ullom apartments to make way for the site. In June 2012 The Board of Trustees approved a project of $800,000 to relocate parking. These projects are complete and are not considered part of this HDP Phase I Construction approval request.

2. In February of 2013, the Board of Trustees approved $7.5 million for HDP Phase I Construction design and site preparation cost. This work has been undertaken to develop the budget now brought forth. These costs are rolled into the overall proposed budget for HDP Phase I Construction.

3. In June 2013, the Board of Trustees approved the FY2014 Annual Capital Improvement Plan that incorporated the general scope of the HDP Phase 1 Construction with an updated projected budget of $106 million with $100 million debt and $6 million reserves.

At this juncture with the design developed, Student Affairs brings the project forward to the Board of Trustees for specific overall approval of HDP Phase 1 Construction. After intensive value engineering sessions, the design team proposes an increased budget of $110 million with the same $100 million in debt, but with $10 million in Residential Housing Reserves. With this approval, the University will enter into a guaranteed maximum price contract. A resolution is included to facilitate approval.

There are other elements of the Housing Development Plan that will come to the Board of Trustees at later dates. There will be the first of three phases of demolition of back South Green residence halls after the first phase of construction is complete. There will also be infrastructure projects like the creation of a regional chilled water plant and the relocation of an electrical substation for which the costs will be shared by others beyond the Residential Housing Auxiliary.

Please contact me if you have questions. Housing Development Plan Phase I Construction Resolution

Tab Housing Development Plan: Phase I Construction

 Ten year, three phase plan of new construction and renovation  Feature of FY2015-FY2020 Six Year Capital Plan  First phase of construction proposed for approval to proceed  Budget: $110 million  Fund Source: $100 million University Debt Issuance $ 10 million Housing Auxiliary Reserves HOUSING DEVELOPMENT PLAN East Green / South Green Sector Plan HOUSING DEVELOPMENT PLAN East Green / South Green Sector Plan

Vision Perspective from South HOUSING DEVELOPMENT PLAN East Green / South Green Sector Plan

Diagram of campus “sweep and fingers”. Greenspace & circulation concept HOUSING DEVELOPMENT PLAN East Green / South Green Sector Plan

College Green

East Green

Baker Center

Morton Hall

South Green

Nelson Commons Clippinger

Peden Ping Center Stadium Hocking River

Ten year three phase plan of new construction and renovation HOUSING DEVELOPMENT PLAN: Phase I Construction

College Green

East Green

Baker Center

Morton Hall

South Green

Nelson Commons Clippinger

Peden Ping Center Stadium

Hocking River NORTH AERIAL OHIO UNIVERSITY HOUSING DEVELOPMENT VIEW OF MULTIPURPOSE ROOM FROM SWEEP OHIO UNIVERSITY HOUSING DEVELOPMENT TYPICAL UNIT PLAN OHIO UNIVERSITY HOUSING DEVELOPMENT HOUSING DEVELOPMENT PLAN Suite Configuration

Quiet Study

Student Lounge

Group Study

Group Study

Flexible Group Seating

Community Model – Typical Floor RESIDENCE HALL FLOOR LIVING ROOM OHIO UNIVERSITY HOUSING DEVELOPMENT MULTIPURPOSE ROOM OHIO UNIVERSITY HOUSING DEVELOPMENT LEARNING COMMONS FROM SECOND FLOOR OHIO UNIVERSITY HOUSING DEVELOPMENT LEARNING COMMONS FROM FIRST FLOOR OHIO UNIVERSITY HOUSING DEVELOPMENT AERIAL VIEW LOOKING NORTHEAST OHIO UNIVERSITY HOUSING DEVELOPMENT

APPROVAL OF PROJECT AND AUTHORIZATION TO AWARD CONTRACTS FOR LAUSCHE HEATING PLANT REPLACEMENT SCHEMATIC DESIGN

RESOLUTION 2013-

WHEREAS, the capital project need has been identified as follows:

• Lausche Heating Plant Replacement, Schematic Design with a total project budget of $3.5 million to be funded from University Reserves which will be reimbursed from a future University Debt issuance.

NOW THEREFORE, BE IT RESOLVED that the Ohio University Board of Trustees authorizes to commit and award contracts to undertake schematic design and the President or his designee to accept and award contracts within the total project budgets identified.

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Stephen T. Golding, Vice President for Finance and Administration, CFO and Treasurer

Re: LAUSCHE HEATING PLANT REPLACEMENT SCHEMATIC DESIGN

Background: In November of 2011, university staff and RMF Engineering presented the findings and recommendations of a university committee charged with planning for the Lausche Heating Plant replacement. The replacement is a main feature of the University’s six year capital plan update to be presented at the Board of Trustees October meeting. In June, 2013 the Board of Trustees authorized expenditure of up to $5 million to provide preliminary utilities in preparation for the heating plant replacement project and a request for proposal will be distributed for that work.

Objectives: The University has committed to phase out the use of coal as part of its Climate Action Plan. Environmental Protection Agency (EPA) regulations are becoming more stringent and make the use of coal much more difficult and costly. At the same time, the University’s boiler system has met it useful life and requires replacement. The campus should have a plant with a flexible design that can be utilized to mitigate changing utility cost structures and minimize the impact on research and operations during utility company outage events. The capacity of the plant should reflect the rehabilitation and growth plans for the campus as a whole. The heating plant replacement project provides a means to partner with other entities such as the City of Athens or our local hospital in providing and generating various utilities whether it be on a routine or back- up basis.

Design: While the cost of utilizing coal is rising, the cost of gas appears to be relatively stable in the near future. The cost of electricity is forecast to rise dramatically. In the next three years, capacity and transportation charges will likely double from the current $42 per megawatt cost. This would have a $5.5 million annual impact to the university. This utility climate leads to a plant design with natural gas as the primary fuel and the ability to generate electricity to supplement the University’s electrical power purchases.

The specific criteria design calls for natural gas as a primary fuel and diesel fuel as back-up. The design will be more than 85% efficient in converting natural gas to useful energy. The plant produces steam year round for both heating and cooling as needed. Annual change overs from a heating mode to a cooling mode and vice versa will no longer be necessary. The plant will also utilize waste heat from the steam generation process to produce electricity to help manage the University’s average peak demand and supplement electrical purchases. The plant design will achieve EPA compliance and reduce greenhouse emissions.

Location: As identified in the original study, the location for the Lausche Heating Plant Replacement is adjacent to the existing Lausche heating plant. The chief reason is to best utilize the existing campus wide steam and chilled water distribution system that leads back to this location. The location is also adjacent to the university’s electrical substation which will be synergistic with the electrical generation components of the project. The existing Lausche building is planned to remain for possible future expansion of the plant and for possible use in clean coal technology research experiments. The former plant will no longer be used to produce steam for the campus using coal.

Delivery Method and Timeline: The project is planned to be implemented through a design/build process. RMF Engineering aided the University in developing a criteria specification. The Design/Build contractor selection process was a two-step process with first a Request for Qualifications followed by a Request for Proposal. Prospective firms responded to the Request for Qualifications in May 2013, and later to the Request for Proposal process in August 2013. We anticipate selecting a Design/Build Contractor will be selected in late October 2013.

We intend to seek a Board of Trustee approval of the full project during the March 2014 meeting with a contract award for the full project to follow shortly thereafter. The long term schedule calls for full design to be completed in fall 2014 and construction to be completed by mid-2016. The project is planned to be financed with University debt with a separate bond issue in the spring of 2014.

Action Requested: The University is requesting authority to commit and award contracts up to $3.5 million to undertake schematic design for the Lausche Heating Plant Replacement Project. A resolution is provided to facilitate that approval.

Please contact me if you have questions. Lausche Heating Plant Replacement

Tab

Lausche Heating Plant Replacement Plan  First presentation to Board November 2011  Feature of Six Year Capital Plan Update  Design/Build process  Separate University Bond Issue planned Spring 2014

2

Lausche Heating Plant Replacement Plan PROJECT OBJECTIVES  Honor commitment to phase out use of coal  Replace an energy plant at the end of its useful life  Meet EPA regulations & reduce greenhouse emissions  Meet projected future needs  Have the flexibility to react to changes in utilities cost components, e.g. carbon emissions fee  Protect research and operations by reducing vulnerability to utility company outages

3

Lausche Heating Plant Replacement Plan UTILITY ECONOMIC ENVIRONMENT  Environmental restrictions and rising cost make coal use less cost effective  Gas supplies appear to be stable into the near future  Electricity cost components expected to increase in the next 3 years  Electricity cost component expected to remain stable  Capacity & transportation charges will rise by $800K in FY2016  On-site generation to level out OU’s demand can offset this increase

4

Lausche Heating Plant Replacement Plan  Program Objectives  Steam  Chilled Water  Electricity  Other

5

Lausche Heating Plant Replacement Plan  Steam Objectives  Handle current and future peak load demand of 220 kpph* with largest unit down (n+1)  Ability to further reduce the carbon emissions from steam production and electricity use as new technology becomes available  Reduce the cost to the University of ceasing to burn coal, provided that cost reduction represents good stewardship  Minimize the complexity of the fuel storage and delivery systems

* kpph – 1,000 pounds of steam flow per hour

6

Lausche Heating Plant Replacement Plan  Chilled Water Objectives  Achieve 7,500 tons of chiller capacity for campus to meet current and future needs with largest unit down (n+1)  Replace an existing 2,500 ton chiller at end of useful life  Install 2,500 tons of additional chiller capacity  Commission a 2,500 ton chiller installed as part of the Residential Housing Phase I project  Provide space in the plant for future chillers  Provide an additional 800 tons of free cooling

7

Lausche Heating Plant Replacement Plan  Electricity Objectives  Provide 80% of peak load of emergency power or 18MW, preferably dual fuel capable  Summer peak ~ 22MW  Winter peak ~ 16 MW  Have the ability to expand capacity to meet future needs  Reduce the impact of AEP grid outages on the University by having the ability to restore power to campus within 60 minutes with a seamless transition back to grid

8

Lausche Heating Plant Replacement Plan  Electricity Objectives (continued)  Reduce the time duration, frequency, and number of customers impacted by campus electrical outages through improvements to the campus electric distribution system through the:  segmentation of the campus grid  renewal of physical infrastructure  installation of grid management tools to assist with Demand Response conditions and trouble shooting  Facilitate a more cost effective means of buying or generating electricity, including base load and load shape changes  Minimize the complexity and maximize the reliability of the AEP electrical interconnection

9

Lausche Heating Plant Replacement Plan  Other Objectives  Improve the architectural views of the plant from the campus  Place critical components of the plant above the newly redefined floodplain  Improve efficiency of plant by using waste heat energy to operate new campus domestic hot water plant  Reduce delivery cost of natural gas as a result of installing a new gas line to campus

10

Lausche Heating Plant Replacement Plan COMPONENTS  Ability to generate electricity and exhaust heat  Use heat recovery steam generators to capture exhaust heat  New boilers  New chillers  State of the art heat exchangers  Diesel storage for secondary fuel

11

Lausche Heating Plant Replacement Plan TIMELINE AND DELIVERY METHOD  Design/Build delivery method.  Request for qualifications for contractors: May 2013  Request for proposals from contractors: August 2013  Board Approval of Schematic Design: October 2013  Board approval of full project: March 2014  Full Contract Award: March 2014  Design Completed: Fall 2014  Construction Complete: Late 2016

12

Lausche Heating Plant Replacement Plan  Previous Board Actions  Authorization for $5 M for preliminary utilities in June 2013

 Approval Requested  Authorization to spend $3.5 M for schematic design

13

APPROVAL OF PROJECT AND AUTHORIZATION TO DEVELOP CONSTRUCTION DOCUMENTS, RECEIVE BIDS AND AWARD CONSTRUCTION CONTRACTS FOR FY 2014 CAMPUS ELEVATOR UPGRADES

RESOLUTION 2013-

WHEREAS, a capital project has been planned, developed and funded as follows:

• FY 2014 Campus Elevator Upgrades with a total project budget of $1,875,000 to be funded by state appropriations.

NOW THEREFORE, BE IT RESOLVED that the Ohio University Board of Trustees authorizes the receipt of bids and the President or his designee to accept and award contracts within the total project budget identified.

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Stephen T. Golding, Vice President for Finance and Administration, CFO and Treasurer

Re: FY 2014 CAMPUS ELEVATOR UPGRADES

As part of the on-going deferred maintenance program, elevator upgrades are planned for seven elevators in the following facilities:

• Alden Library - three elevators • Clippinger Laboratories • Ellis Hall • Seigfred Hall • Kennedy Museum

Both the elevator equipment and cabs will be upgraded. The total project budget is $1,875,000 which will be fully funded from state appropriations.

A resolution is included to facilitate approval.

FY2014 Campus Elevator Upgrades  Seven (7) elevator upgrades, including equipment and cab updates:  Alden Library (3 elevators)  Clippinger  Ellis Hall  Seigfred Hall  Kennedy Museum  Budget: $ 1,875,000  Fund source: State Capital Appropriations

1 Interoffice Communication

Date: October 2, 2013

To: The President and Board of Trustees

From: Stephen T. Golding, Vice President Finance & Administration, CFO and Treasurer

Re: Annual Sustainability Update

Included in your agenda materials is the Ohio University Sustainability and Climate Action Plan Report. This is the second year for the publication of such a report. I intend to continue to present this report to the trustees annually.

The FY 13 Sustainability and Climate Action Plan Report outlines the progress made toward each of the Sustainability Plan’s 35 Benchmarks and the overall goal of carbon neutrality as identified in the Climate Action Plan. In addition to a short progress report for each goal or benchmark, this report contains high- lights, photos, obstacles and action items to continue to advance efforts.

Of notable achievement this year, was the formation of the Sustainable Ohio University Leaders (SOUL) One year ago, in November 2012, the Ohio University Climate Action Plan was formally adopted by Ohio University. This plan offers implementation management strategies toward achieving carbon neu- trality by the year 2075. One year prior to the approval of that plan, the Sustainability Plan was adopted. The Sustainability Plan is a more holistic approach to sustainable development at OHIO and contains a significantly larger number of benchmarks that require reporting. These documents are important roadmaps to assist all OHIO campuses in their efforts toward achieving true sustainability.

As noted last year, the actual reporting process and format are subject to change annually dependent upon campus and community feedback. Feedback can be emailed to [email protected].

This document may also be found online at: http://issuu.com/sustainableou/docs/fy13_report_sept24

Ohio University

FY13 Sustainability &

Climate Action Report

Published: November 2013

Available electronically at www.ohio.edu/sustainability

Hard copies or PDF versions available by request only.

Send requests to [email protected].

On the cover:

Office of Sustainability Graduate Assistant, Markie Miller, teaches volunteers about garden management during a spring work day. Photo credit: Megan Graver

Executive Summary 4-5

Benchmarks 6

Categorical Progress 7-58 Academics & Research 7 Land Management 15 Outreach & Reporting 19

Purchasing 29 Transportation 32 Waste 39 Fundraising & Endowment 47 Buildings & Energy Infrastructure 51 Climate Commitment 57-60 Climate Action Plan Report 59

Acknowledgements 61-62 of Contents Table

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5 Executive Summary Prioritized Sustainability Plan Benchmarks:

The following list of Sustainability Plan Benchmarks is listed in order of institutional priorities. 1 Reduce institutional greenhouse gas emissions Note: Benchmark 1 encompasses the overarching goal of the Climate Action Plan 2 Reduce campus and building energy intensity 3 Increase renewable energy 4 LEED certify new buildings and major renovations on all campuses 5 Reduce solid waste 6 Institute annual sustainability profile tracking and assessment process 7 Increase recycling rates 8 Improve sustainability literacy of students, faculty and staff Benchmarks by Priority 9 Increase enrollment in sustainability-themed courses, majors, and programs 10 Integrate sustainability goals and objectives into capital campaign 11 Provide undergraduate students with a sustainability-focused major, degree program, or equivalent 12 Evaluate LEED EBOM of existing facilities 13 Prohibit the installation of permanent irrigation systems that rely on potable water 14 Increase purchase of local food 15 Improve identification and proper handling of hazardous waste 16 Improve sustainability profile of student, staff, and faculty vehicles 17 Institute storm water management plan 18 Improve sustainability profile of campus fleet 19 Increase use of green cleaning products 20 Increase the percentage of paper products on campus that include post-consumer recycled content 21 Assess endowment investment in sustainable corporations and entities and recommend strategies for increasing investment in these corporations and entities 22 Implement recruitment strategies targeting sustainability-minded students, faculty, and staff 23 Strengthen sustainability research activities 24 Prohibit elective use of Styrofoam materials and containers 25 Sub-meter campus facilities 26 Practice Integrated Pest Management (IPM) 27 Decrease use of Single Occupancy Vehicles (SOV) 28 Increase purchase on non-food local goods and services and environmentally preferable goods 29 Increase purchase of environmentally preferable computer products 30 Provide information to diners regarding sustainability-attributes of food options 31 Develop sustainability guidelines for concessionaires and franchisees 32 Increase food donations to local service organizations 33 Encourage residency in City of Athens for Athens campus employees 34 Implement notification system for local service organizations regarding availability of surplus items 35 Define and track sustainability research activities

6 7 Academics and Research Benchmark 8: Improve sustainability literacy of students, faculty, and staff

Target and Date: December, 2011 – Define ‘sustainability literacy’ June 2012 – establish ‘sustainability literacy’ baseline Annually – increase sustainability literacy among students, faculty and staff by 5%

Highlights: EECC hosted the Energy Efficiency for your Home event (pictured below) to assist Faculty and Staff increase their personal sustainability literacy while reducing their home energy bills.

Sustainable Ohio University Leaders (SOUL) was

Academics and Research founded and implementation meetings were held weekly during Spring 2013 semester.

Student leader and SOUL member, Alex Slaymaker, worked with a variety of campus constituents to replace plastic bags at orientation with post-consumer recycled content paper bags for Orientation 2013. This is the first step in increasing sustainability literacy and improving the sustainable attributes of Bobcat Student Orientation.

Progress Overview:

The SOUL (Sustainable Ohio University Leaders) program, a liaison group aimed at assisting in further implementation of the Sustainability Plan and Climate Action Plan, began in December 2012 and was active throughout Spring Semester 2013. SOUL members (or, as we call them, SOULmates) have addressed many benchmarks in the Sustainability Plan and Climate Action Plan. Various implementation strategies have been addressed and executed.

Baseline data collection on sustainability literacy of the student body is underway. A sustainability survey was administered to all incoming first year students in the fall 2012 semester (70% response rate) and to exiting seniors at the end of the spring 2013 semester (16% response rate) to assess literacy in the subject. This step will allow the University to track sus- tainability of incoming classes and compare it to their level of sustainability literacy upon graduation of the university. The first within-class comparison will be available once the class of 2016 takes the exiting sustainability survey (May 2016). A brief overview of FY13 results are offered on the next page and full results can be viewed by following the link below the graphs offered.

It should be noted that the Sustainability Literacy surveys have only been conducted on the student body. Surveys have yet to be administered to faculty and staff since an appropriate mechanism yielding high response rates has yet to be deter- mined. It is anticipated that the Common Experience Project on Sustainability (CEPS) will host a faculty/staff professional development workshop in FY14. It is the hope of the Office of Sustainability that initial surveying can occur at that event.

Steps have been taken to integrate sustainability literacy into the Bobcat Student Orientation program, which occurs every summer for incoming first year students. During the 2013 orientation, plastic bags that are handed out to students in attendance will be replaced with post-consumer recycled bags. The bags will be imprinted with educational information on sustainability. 8 Benchmark 8, cont’d:

Progress Overview, cont’d:

Human Resources has begun including Sustainability and Recycling in their New Employee Orientation sessions. This allows the Office of Sustainability and the Office of Refuse and Recycling to offer comprehensive introductions to the sustainable behavior expectations of OHIO faculty and staff and allows interested individuals to become further involved by partici- pating in the efforts of SOUL.

Ecology and Energy Conservation Committee (EECC) committed to hosting additional programming relating to sustainability and energy conservation. It is anticipated that, in line with their Spring 2013 Energy Conservation for the Home event, these increased programmatic opportunities will target faculty and staff comprehension of sustainability-related concepts and behaviors both in the workplace and in their personal lives.

The Common Experience Project completed its first year under the sustainability theme. Check out the video above to learn more about the project and other educational sustainability Academics and Research Next Steps:

Over the next four years, data will be collected from incoming first year students and graduating seniors. Once the class of 2016 has taken both the incoming and exiting survey, baseline data can be obtained about the extent of sustainability litera- cy gained while enrolled at Ohio University-Athens.

The baseline data on students has been collected and is provided on the following page. Moving forward, strategies to in- fuse sustainability into the curriculum by the Common Experience Project on Sustainability will aim to increase student liter- acy by 5% annually.

In FY14, it is recommended that Office of Sustainability work collaboratively with the Common Experience Project on Sus- tainability to address and assess faculty and staff sustainability literacy.

SOUL will continue to be marketed and implemented. It is anticipated that SOUL’s growth will have a direct correlation with increased comprehension of sustainability at OHIO.

Reporting Bodies:Ecology and Energy Conservation Committee, Office of Sustainability, Common Experience Project on Sustainability, Sustainable Ohio University Leaders 9 Benchmark 8, cont’d. Sustainability Literacy Survey Data, Students:

Sustainability Literacy surveys were conducted on incoming first year students in Fall 2012 via the CIRP and on graduating seniors via an emailed survey. Side-by-side results are offered here. Sustainability Literacy surveys have not yet been con- ducted on faculty or staff.

70 1. What do you believe is the best defini- tion of Sustainability? 60

A. Living within your means 50

B. Reduce, reuse, recycle 40 First-Years C. Eating a well-balanced diet 30 Graduates

Academics and Research D. Meeting the needs of the present 20 without compromising the needs of 10 the future. 0 A B C D

2. What do you feel are the most important 80 aspects of sustainability? 70 A. Environmental preservation and con- 60 servation. 50 B. Social health and well-being 40 First-Years Graduates C. Economic vitality 30 20 D. All of the above 10 E. None of the above 0 A B C D E

80 3. Have you calculated your own carbon footprint? 70 60 A. Yes 50 B. No 40 First-Years C. What’s a Carbon Footprint? 30 Graduates 20 10 0 A B C

A full-detailed review of both sets of survey results can be viewed on the Office of Sustainability’s Supplemental Data website.

10 Benchmark 9: Increase enrollment in sustainability-themed courses, majors and programs

Target and Date: December, 2011 – Define sustainability-themed courses, majors, and programs. Determine baseline Annual – 5% increase in sustainability – themed course offerings and enrollment

“Sustainability Themed” has been defined to consider both “sustainability-focused” and “sustainability-related” content in an effort to be more inclusive of faculty efforts and to be compliant with national reporting processes. “Sustainability-Focused” courses concentrate on the concept of sustainability, including its social, economic, and environ- mental dimensions, or examine an issue or topic using sustainability as a lens. “Sustainability-Related” courses are courses which incorporate sustainability as a distinct course component or module or concentrate on a single sustainability principle or issue.

Progress Overview:

Courses: Sustainability-Themed courses by academic term (includes undergraduate and graduate enrollment at all campuses): Fall Winter Spring Summer Fall Spring Summer Fall 2013 2011 2012 2012 2012 (Q) 2012 2013 2013 (S) (S) (Q) (Q) (Q) (S) (S) Subject to change % of students 2.2% 2.7% 2.4% 0.5% 3.1% N/A N/A N/A enrolled in sus- tainability courses

% of classes de- 0.24% 0.34% 0.26% 0.18% 0.24% 0.22% 0.15% 0.23% fined as “sustainability- themed”

Q=Quarter, S=Semester

Majors: As of FY13, there were over 250 possible undergraduate majors offered at Ohio University. Of those, 15 were defined as “Sustainability-Themed,” allowing for 6% of institutional majors to qualify as sustainable.

Research and Academics Programs: “Programs” at Ohio University are determined, for the sake of this benchmark, as all entities identified at the following link: http://www.ohio.edu/departments/programs.cfm. Of the 76 entities listed in FY13, one was identified as sustainability- themed (Environmental Studies), allowing for a baseline of 1.3% of institutional programs qualifying as sustainable.

For more details regarding the process involved in establishing baseline data and the ongoing tracking of this information, please review the Supplemental Reporting Data for Benchmark 9.

Next Steps:

Office of Sustainability will assume responsibility for the continued tracking of sustainability courses now that a multi-year baseline is established. Common Experience Project on Sustainability will encourage growth of these course offerings and as- sist in the tracking/reporting of associated increases in the courses that are tracked.

Reporting Bodies:Common Experience Project on Sustainability, Ecology and Energy Conservation Committee, Office of Sustainability, University College, Enrollment 11 Benchmark 11: Provide undergraduate students with a sustainability- focused major, degree program, or equivalent

Target and Date: 2015 – One major, degree program or equivalent

Highlight:

The Honors Tutorial College has formalized the Environmental Studies undergraduate degree! The first enrolled student will begin the program’s coursework in Fall 2013.

Student Spotlight: Academics and Research Hallie Zarbakhsh is the first student to be accepted into the Environmental Studies undergraduate program offered by Honors Tutorial College and will begin classes for the program in Fall 2013. Office of Sustainability had the opportunity to interview Hallie about the program, her interests and her career goals: How did you learn about this program? I had originally been enrolled in the Environmental and Plant Biology program at Ohio University. At my HTC interview, I learned about the upcoming (Environmental Studies) program. It had not been approved yet, so I actually wasn't officially part of the program until late summer. But hey, good things come to those who wait, right? What made you choose to enroll in the program? Ever since I was eight years old( maybe sooner, maybe later, but eight is a good solid number) I knew I wanted to help the en- vironment. In my mind I was going to be the real world Captain Planet, eradicating pollution and setting the world back into balance. My parents are nature lovers, and took me to forests and lakes and shores so I could see how beautiful the world is. Years later, I wasn't sure exactly what I wanted to do, but I knew it had to revolve around the big blue ball that revolves around the Sun. Also, the one-on-one, self-tailored flexibility and possibility within the program was definitely a big push to get me into the Environmental Studies program. What type of coursework can you expect to enroll in? This program is a very comprehensive smorgus board of opportunities. I am expected to take one tutorial each semester and have a solid background in natural sciences, social sciences, and the humanities. I had originally planned to be an environmen- tal scientist, but hard science isn't exactly my forte. Being in this program introduced me to the policy side of environmental- ism, which is in desperate need of a boost...I will have a background in the physical, political, and social aspects of the world. What are your career goals and how will this program help you attain those goals? I’m still a little fuzzy on what I want to do. Hmmm…right now I am thinking about being an environmental lawyer, and working

for a non-profit like Earth Justice. I am interested in human rights just as much as ecological ones, which not-so-surprisingly go hand in hand. I’ve also considered choosing a path along the lines of international relations, and being a sort of “environmental diplomat” between nations. Or maybe I’ll become a druid. It all depends. My program is tailored specifically to me, and I get to take the classes I want to as long as they fit a certain set of specifica- tions. I also have a fantastic support network to teach, support, and direct me along the way. These include my Director of Studies, Geography professor Dr. Geoff Buckley, a fantastic mentor and all around cool guy, Dr. Harold Perkins, a political ge- ographer that got me interested in environmental justice, Dr. Geoff Dabelko of the Voinovich School, who has worked for the Smithsonian Institute and teaches environmental diplomacy, regulation, and communication between divisions, Dr. Debatin, the HTC Journalism DOS who teaches a mean Environmental and Science Journalism class, complete with comprehensive local field trips, and more professors I will meet in the future. This is a preeminent shout out.

Anything else you’d like to share with us? I am enthralled with the scope of sustainable and innovative opportunities at OU. From the clubs to the classes to the Voinovich school, the Eco House and the student gardens, the Campus Involvement Cen- ter environmental justice spring break trip (check it out!), and other programs I can’t wait to integrate myself into this kaleido- scope of awesome. Also, my favorite color is glitter. That is all.

Reporting Body: Provost 12 Benchmark 23: Strengthen sustainability research activities

Target and Date: 2012-2013: 24% increase in full-time faculty engaged in sustainability research and 75% increase in sustainability research in all academic departments and centers by 2020 or a 5% increase per year in each category beginning 2012-2013.

Highlight:

FY13 data yields a 72% overall increase in faculty engaged in sustainability research.

Progress Overview:

In FY12, 55 faculty were identified as currently engaged in sustainability re- search activities. In FY 13, 76 faculty were identified as currently engaged in sustainability research activities. That yields at 72% overall increase in faculty engaged in sustainability research activities.

Though, we are aware that we are not adequately capturing all institutional research in sustainability (see Benchmark 35 for a more thorough overview of the tracking process and plans for future initiatives). We recognize that there is a great need to better educate our researchers about the definition of sustaina- bility, encourage increased and continued investments in sustainability research and incentivize faculty efforts toward sustainable research endeavors.

The Target and Date of this benchmark focus purely on the research of OHIO faculty. It is important, however, to note that a large number of students are focusing their academic research on topics relating to sustainability. Since this Benchmark currently requires tracking of faculty data only, this report is not inclusive of student research and their associated faculty supporters. We ap- plaud the effective research efforts of our students and will continue to support Above: Student researcher, Alexander and encourage increased sustainability research activities of our talented stu- Doksa, featured his work with Acid Mine dent body. Drainage at the Spring 2013 Student Expo. Academics and Research and Academics Obstacles: Next Steps:

Currently, there is no centralized system It is necessary to increase encouragement of faculty engaging in sustainability that reports on all faculty-led research at research activities. We are hopeful that increased faculty professional devel- the university. Therefore, we must rely opment programming led by the Common Experience Project on Sustainability on faculty self-reporting efforts to offer will offer additional education about sustainability, encourage increased re- data on progress made within this search on the topic and provide insights into some of the obstacles that faculty benchmark. We recognize a need to may encounter in trying to accommodate this benchmark. offer incentives for conducting sustaina- Additional conversations regarding financial incentive programs should occur bility research but lack the financial in FY14. Please see the “Progress Overview” in the report for Benchmark 10 means to do so at this time. for more information about this recommended Next Step.

Reporting Bodies:Center for Excellence in Energy and Environment (CE3), Common Experience Project on Sustainability and Office of Research and Sponsored Programs 13 Benchmark 35: Define and track sustainability research activities

Target and Date: July 2011: Define ‘sustainability research activities’ September 2011: Conduct inventory of sustainability research activities by faculty, department, collaboration, awards and award dollars

Highlight:

A current inventory of known sustainability-research activities (including faculty name, department, collaborating parties and overall award dollars) has been collected and is available for viewing online. Academics and Research Progress Overview: Faculty are encouraged In FY12, a definition of sustainability research activities was created: “Sustainability” research activities must be multidisci- to self-report their plinary and must advance knowledge in all three of the tenets sustainability-related of sustainability: preserving the planet, promoting a strong economy and fostering healthy populations. research activities It was determined that research activities that would be in- cluded in the inventory of sustainability research activities through an online form would include controlled terms from each of the three tenets available on the Office of of sustainability. A list of controlled terms for sustainability research activities Sustainability website. was created. Annually, the Office of Sustainability searches institutional databases for the presence of these controlled terms in current institutional research. Additionally, we work Next Steps: with the Consortium for Energy, Economics and the Environ- It is important to encourage faculty to self-report ment to track research being performed by faculty through their research practices to the Office of Sustaina- the CE3 program. bility so we may more adequately capture a com-

prehensive list of current sustainability-related An inventory of 76 faculty members potentially conducting research at Ohio University. It is recommended current research has been created and is publicly available. that SOUL work to assist with marketing the need This inventory was merged with a similar inventory created for self-reporting. by the Center for Excellence in Energy and Environment Office of Sustainability will work with Center for (CE3). To avoid future duplicative work, it was decided that Excellence in Energy and Environment to stream- Office of Sustainability will work with CE3 to collaborate on line their current reporting efforts, yielding more the development of future reporting inventories. efficient and accurate results for both offices an- nually.

Reporting Bodies:Office of Research and Sponsored Programs, Center for Excellence in Energy and Environment, Office of Sustainability

14 15

Land and Resource Management Benchmark 13: Prohibit the installation of permanent irrigation systems that rely on potable water

Target and Date: Total ban by June 2011

Highlights: What is potable water and Current general operating procedures implemented by

Land and Resource Management the Office of Design and Construction at Ohio University why is it such a big deal? restrict permanent irrigation systems that rely on potable Although a foreign term to many Americans, potable water water. (pronounced pote-able) simply refers to water that is safe for human consumption. The Safe Drinking Water Act, passed by OHIO’s Residential Housing department is currently in Congress in 1974, is the law that ensures that safe drinking the design phase of an exciting new residential hall build- water in America is, in fact, safe. The United States Environ- ing. Staff within that department are excited to explore mental Protection Agency (EPA) sets the standards that water options for greywater storage and usage. It is anticipated needs to pass in order to be considered potable water. that the leadership shown by Residential Housing will be Although non-potable water is not safe for human consump- able to serve as a model for future construction practices tion, it does not mean that it has no use. Non-potable water at Ohio University. can come from various sources, including rainwater runoff, air conditioner condensate, and greywater collection. Greywater refers to water that has been used for another purpose, such Progress Overview: as to run an appliance (dishwasher, shower, washing machine) or to wash your hands or do the dishes. It cannot include hu- Design and Construction, Office of Sustainability and the man, organic or toxic waste. Once the water has been used, it Office of Recycling and Refuse are collaborating to devel- is no longer safe to drink but can be re-used in other ways in op amendments to the university’s current Design Stand- place of potable water. Irrigating lawns, trees, and gardens ards. These amendments would include the prohibition and flushing a toilet are all activities that can safely use non- of irrigation systems that utilize potable water. potable water, thus preserving safe drinking water for its’ in- University irrigation practices currently utilize a grey- tended purpose. water system through a retention pond at the university Benchmark 13 indicates that Ohio University is making an golf course. Additional greywater systems will need to effort to avoid using potable water for any permanent irriga- exist to maintain environmentally preferable practices. tion system on campus. Although this is a large-scale effort, individuals can do their part to conserve potable water use in their own homes by substituting for non-potable water when Next Steps: appropriate. Small-scale efforts might include a rainwater collection barrel or air conditioner condensate collection sys- Various entities across campus will continue to work to- tem to use throughout the yard for irrigation purposes. The gether to develop formalized design standards that ex- air conditioner condensate collection system is especially use- plicitly prohibit this action that is currently practiced on ful in warm, humid climates and can salvage multiple gallons our campus. per day! A greywater collection system can also be installed Additionally, plans created by Residential Housing will indoors and direct the water to be used to flush a toilet. Prac- assist in future developments in this areas. tices such as these ensure that water that can be re-used is not being unnecessarily wasted.

Reporting Bodies:Design and Construction, Facilities Management, Office of Sustainability

16 Benchmark 17: Institute storm water management plan

Target and Date: Plan adopted June 2012

Progress Overview: Regional Campus Highlight:

As an institution committed to green building prac- In August 2012, Ohio University’s Southern campus became tices, all new construction and renovations on any the first of OHIO’s campuses to install Pervious Concrete in an Ohio University campus will consider a storm water effort to encourage increased sustainability in its storm water

management plan. As the university began its design management efforts. This Pervious Concrete was installed in phase for the Housing Development Plan in FY13, it was clear that considerable measures must be taken a high traffic parking lot that had, previously, been subject to to manage volume and water quality control, espe- flooding during heavy rains. The “holes” in the concrete al- cially with the project’s proximity to the Hocking Riv- lows for water to be filtered through layers of concrete, grav- er. A feasibility study conducted by the engineering el. sand and soil so as to reduce the load on the city’s storm firm Evans, Mechwart, Hambleton & Tilton, Inc. led sewers and to protect the groundwater from contamination the university to actively seek a partnership with the commonly caused by parking lot runoff. City of Athens and the Hocking Conservancy on storm

water management practices. The resulting efforts suggested that all entities will work together now and into the future by holistically approaching storm wa-

ter management to appropriately share access to release points along the Hocking River. While a for- mal, written agreement does not yet exist between

these entities, such a valuable and proactive partner- ship on best practices suggests that future efforts on campus and in the city will offer significant benefits to the quality of waters and soils in Southeast Ohio.

Many times, a storm water management plan can be Above: The Pervious Con- crete parking lot at OU difficult to see with the naked eye. Though, in FY13, Southern. Left: A close-up Ohio University completed construction of a sophisti- view of the pervious con- cated storm water management plan at the Compost crete contrasted by the non- Facility on the Athens campus. Tours of this facility pervious concrete. can be requested through online Tour Request Form.

Below: OU Southern has instituted other storm water Next Steps: management efforts such as a n underground reten- Land and Resource Management Resource and Land Ohio University’s Office of Design and Construction tion area (pictured below) to mitigate flooding from will continue to work with the City of Athens to fur- run-off during intense storms. ther identify partnership opportunities. Should for- mal agreements be developed, though will be added to the institution’s design standards and included in this report accordingly.

OU Southern celebrated its one year anniversary of installing pervious concrete in August 2013. It is anticipated that they’ll be able to offer best practic- es to Design and Construction as time goes on.

Reporting Body: Design and Construction 17 Benchmark 26: Practice Integrated Pest Management (IPM)

Target and Date: Plan adopted by 2011

Highlights: What is Integrated

Approximately 85% of current university grounds keeping prac- Pest Management? Land and Resource Management tices comply with an Integrated Pest Management Approach. Integrated Pest Management (IPM) is Below: A student reads a sign about OHIO IPM practices. a responsible approach to the eradi- cation of pests in human-managed We need a picture here…. spaces such as campus grounds, home gardens/landscapes, and agri- cultural land. IPM eliminates the need for petrole- um-based insecticides and favors natural solutions to pest manage- ment by considering soil needs, crop rotations, natural predators, pest life -spans and more. Insecticides contain harmful chemi- cals that can destroy soils, kill benefi- cial pests, or even cause harm to the health humans and their pets. Addi- Progress Overview: tionally, the materials used to create Currently, it is estimated that all grounds are maintained with a minimum of insecticides have a large carbon foot- 85% compliance toward an Integrated Pest Management Program. print. Campus Grounds and Environmental Health and Safety work collaboratively Ohio University recognizes the im- to limit chemical spray treatments of non-aggressive pest management. portance of eliminating these toxins Insecticide is used only on an emergency basis across campus; manual labor and carbon-intensive materials from of hand-picking is the preferred practice for pest management on campus our landscapes.

grounds.

Such efforts significantly reduce the water and toxins utilized on our Next Steps: grounds, making the soil, habitats and human population healthier. Office of Sustainability will work collabo- ratively with campus grounds to formal- It should also be noted that signage is offered in all locations where such ize these IPM procedures by incorpo- practices are in place in an attempt to educate our campus of these oper- rating written information of these strat- ating procedures. egies into training manuals and/or gen- eral operating procedures.

Reporting Bodies:Design and Construction, Facilities Management/Campus Grounds

18 19

Outreach and Reporting Benchmark 6: Institute annual sustainable profile tracking and assessment process

Target and Date: Formal mechanism implemented within 3 months of Sustainability Plan adoption

Highlights:

The Sustainability Report contains a minimum of one page per Benchmark for comprehensive and transparent reporting of each item. The Climate Outreach and Reporting Action Plan has been included in this report, pub- lished annually in October/November of each year.

This report is strategically published through an online tool called ISSUU that reduces ease of printing. Should an individual require a format of this document that can be printed, a request for a PDF version can be sent to [email protected].

This year’s format has been changed slightly from the FY12 report in response to excellent feedback from our campus community. Thank you!

Progress Overview: Next Steps:

The document at hand serves as the annual tracking and assessment process for This report will continue to evolve internal reporting of the Sustainability Plan. through feedback from readers re- garding its ease of comprehension All individuals are invited to offer feedback regarding this document, its layout, and readability. medium and contents by completing an online Feedback Form. All feedback gathered through this form will be compiled, discussed and considered in next As noted to the left: All individuals year’s report. are invited to offer feedback regard- ing this document, its layout, medium Additionally, it should be noted that the Office of Sustainability reports to numer- and contents by completing an online ous external agents such as American College and University Presidents’ Climate Feedback Form. All feedback gath- Commitment and the Princeton Review. Additional reporting pieces are sub- ered through this form will be com- mitted to agencies to which the university does not formally belong at this junc- piled, discussed and considered in ture (such as the Sustainability Tracking and Assessment Reporting Tool through next year’s report. the Association for the Advancement of Sustainability in Higher Education).

Reporting Bodies:Sustainable Ohio University Leaders, Office of Sustainability, 20 Ecology and Energy Conservation Committee Benchmark 22: Implement recruitment strategies targeting sustainability-minded students, faculty and staff

Target and Date: Fall 2012: use the sustainability profile of the school as a tool to recruit students with an expressed interest in sustainability. Faculty and staff will be recruited based on an expressed interest in sustainability and environmental issues.

Highlights:

Human Resources is entering a new employee recruitment campaign featuring videos of current employees. Office of Sustainability will be included in the content of this video project.

Current student recruitment materials do contain information about sustainability efforts at the university.

In FY13, the Office of Sustainability moved office locations to the Bingham House. It is at this location where visi- tors must stop to receive a visitor parking pass. In an effort to provide additional information to visiting prospec- tive students, Office of Sustainability provides informational materials at either entrance of this building.

Progress Overview: Next Steps:

Current student recruitment materials do contain infor- University College has been instrumental in assisting mation about sustainability efforts at the university. with further recruitment tactics relating to sustainability. Though, SOULmates all agree that more information can They have graciously arranged to allow an Office of Sus- be provided to incoming students. tainability graduate student to participate in a Bobcat Human Resources is entering a new employee recruitment Student Orientation session and a campus tour in sum- campaign featuring videos of current employees. Office of mer 2013. Participation in these activities will allow the Sustainability will be included in the content of this video Office of Sustainability to determine what additional project so as to offer more information to prospective em- sustainability-related information can be provided to ployees about sustainability at the university and in the students during the campus tour. and Reporting Outreach region. Additional efforts must be taken, though, to offer in- In FY13, the sustainability profile of the university was creased information to prospective students, faculty and highlighted in Princeton Review’s Guide to 322 Green Col- staff. Current students and employees are invited to leges. Since the Princeton Review is utilized by many offer feedback regarding where they personally young students as a resource for selecting a college or uni- searched for information about Ohio University prior to versity, Ohio University is honored to be selected as one of committing to working and learning here. Such infor- these top schools. mation will help us to better determine where infor- mation is lacking or inappropriately posted. “Sustainability” is offered a relatively prominent location on the Ohio University webpage (under the “About” sec- Feedback can be submitted electronically through the tion). This web-based location offers excellent visibility to Office of Sustainability’s online Feedback Form. prospective campus community members.

Reporting Bodies:Human Resources, Undergraduate Admissions, Office of Sustainability

21 Benchmark 30: Provide information to diners regarding sustainability- attributes of food options

Target and Date: Labeling and marketing program by 2012

Highlights:

Culinary Services provides a variety of sustainable and/or local food options in the Dining Courts/Halls. Guests can utilize the icon sys- tem (provided on the following page) to find the food items that fit their interests and dietary needs. Outreach and Reporting

Atrium Café in Grover Center on the Athens Campus was recognized as a “Certified Green Restaurant” by the National Green Restaurant Association. It should be noted that Atrium Café is an entity separate from Auxiliaries which manages the Dining Courts/ Halls. Right: Atrium Café staff pictured with their designation logo. (the logo is pictured in the bottom right corner)

Progress Overview: Next Steps:

Campus residents and guests who are interested in consuming foods with a low The icon system in the Dining Courts/ carbon footprint, or items that are locally produced/manufactured, are invited to Halls is exceptionally beneficial for the utilize Culinary Services’ Nutritional Icon Guide. These informative, color-coded ease of finding the sustainability- icons are displayed on Culinary Services' website (www.ohio.edu/food) and within attributes one may be looking for. each of their venues. Such icons were designed to help students and guests to not However, this program does not edu- only better understand Culinary Services' meticulous food preparation process, cate those diners who are not already but the numerous special food options available to them as well. Furthermore, personally invested in a low-carbon each icon empowers customers to select foods that better meet their needs as a diet. Therefore, additional education responsible and sustainable member of the Ohio University campus community. and outreach needs to occur in an effort for students to better understand Additionally a variety of sustainability-related educational programs occurred in the OHIO Residential Dining Courts/Halls in FY13. their connection to sustainability through their plate.  A student intern in the Office of Sustainability, Austin Stahl, hosted a “Food Office of Sustainability will work closely Waste Reduction Week” in Nelson Court in April 2013. The week’s events with Culinary Services to ensure that featured an educational table set-up in the dining hall explaining the im- diners understand the importance of portance of reducing diner food waste, a significant source of waste at OHIO. investigating the origin, type and quali- Surveys assisted in discerning the motivations behind diner-generated food ty of their food products. waste in an effort to help curb this activity in the future. Additionally, these entities will work to  Culinary Services, in partnership with the Culinary Services Development better define “sustainability” as it re- Committee (CSDC) has plans to partner with other campus entities and pro- lates to campus food products and die- vide a free reusable bag to all 2013-2014 residential students on a meal plan. tary needs.

Reporting Bodies:Ohio University Auxiliaries, Atrium Café and Kennedy Museum Café

22 23

Outreach and Reporting Outreach and Reporting

Above:

“From Garbage to Garden” artwork. Student sustainability leaders, Alex Slaymaker and Austin Stahl, collaborated with OHIO students, faculty and staff in the creation of an original educational "Garbage to Garden" poster that explains the campus composting process and its importance to the community. Posters were professionally framed and positioned near key composting points within every campus Dining Court/Hall and West 82 Food Court in Baker University Center. 24 20 25

Purchasing Benchmark 14: Increase purchase of local food

Target and Date: 0.5% per year between 2011 and 2016

Highlights:

Culinary Services regularly offers students and employees the opportunity to buy locally produced/packaged food items within many of their venues, including West 82 Food Court in Baker University Center and their Campus Markets.

In March, in an effort to further inform customers of the local products and services available to them on OHIO's cam- pus, Culinary Services hosted a Customer Appreciation Day and invited local vendors to showcase and sell their products at West 82 Food Court, a centrally-located OHIO student/ faculty/staff environment in Baker University Center.

Purchasing Progress Overview:

Baseline data was obtained so that future efforts may progress. In the current reporting year, OHIO purchased $554,835.72 in food items produced by local farmers/manufacturers (out of a total of $11,144,760). Thus, 4.98% of the overall institution- al annual spend on food items is dedicated to local food. A .5% increase will suggest that the university be able to report that $610,732.85 was spent on local food items, an increase of $55,897.13 (numbers are approximate as they assume no change in overall spend).

Obstacles: Next Steps:

Since Ohio University is deeply connected to a community that values Ohio University Auxiliaries has made a deep and the local food movement, it is important to note the many obstacles meaningful commitment to streamline their re- that must be addressed in the advancement of this Benchmark. porting processes in an effort to offer transparent reports to the campus community. In the coming  Previous food tracking processes limited the university’s ability to years, “local” food products will be highlighted in track local food purchases. Therefore, no baseline data exists prior the bid process so as to ensure that an increase in to the current fiscal year. In FY13, Auxiliaries developed advanced local purchases and accurate reporting can occur. tracking mechanisms, though growth rates cannot yet be tracked. Office of Sustainability will assist Ohio University  OHIO’s streamlined food preparation process demands that prod- Auxiliaries by providing guidelines to food provid- ucts be standardized, an offering that many local farmers cannot ers regarding the tracking requests of “local” yet provide. foods.

 Culinary Services must ensure that their HACCP (Hazard Analysis Additionally, increased diner marketing will occur. and Critical Control Points) Plan and state procurement procedures The Customer Appreciation Day event noted are followed. They are currently identifying opportunities to source above was very well received, and Culinary Ser- more locally within that framework. vices looks forward to hosting a similar event in Spring 2014.  Many smaller, local food producers do not have electronic invoice processes, making business transactions more cumbersome. Current data is only requested from Auxiliaries venues. It is suggested that future reporting be Reporting Bodies:Ohio University Auxiliaries, required of Atrium Café & Kennedy Museum Café. Atrium Café, Kennedy Museum Café 26 Benchmark 19: Increase use of green cleaning products

Target and Date: Exclusive use of certified products when available and competitively priced.

Highlights:

47% of custodial materials and supplied purchased by Facilities Management are considered “green” by the standards established by United States Green Building Council’s Leadership in Energy and Environmental Design (LEED).

Right: Green Cleaning at Home: Ohio University’s Office of Sustainability can provide residential students with “Natural Cleaning” workshops for their residence halls, fraternity/sorority houses or apartments. To schedule a hands-on presentation for your floor, club or organization, complete an

online request form a minimum of two weeks in advance of your desired date. See URL below for more information about these workshops.

Progress Overview: Next Steps:

The university follows a Green Cleaning procedure for all buildings. Recent track- Facilities Management will continue to

ing of custodial materials and supplies for buildings (including paper, cleaning pursue “Green Cleaning” measures in Purchasing products, cleaning supplies and equipment such as vacuums and extractors) indi- their general operating proce- cates that 47% of Facilities Management’s purchases are considered “green” by dures. Regular research will be conduct- LEED standards. We’ll include a link to OU’s LEED Green Cleaning standards de- ed to continue to pursue the products veloped for 15 Park Place. with the most sustainable ratings that can offer the end result required to up-

hold Ohio University’s standards for All custodial staff are trained a minimum of once per year on the institution’s sanitation. “green cleaning” and recycling procedures.

Reporting Body: Facilities Management

Are you interested in learning more about Green Cleaning?

Resident Assistants, student organizations, or other campus community members can request a “Natural Cleaning” workshop from the Office of Sustainability by submitting an online request form: http://author.oit.ohio.edu/sustainability/programs/EcoSkills.cfm 27 Benchmark 20: Increase the percentage of paper products on campus that include post-consumer recycled content

Target and Date: 75% of all annual paper products purchased will include at least 40% PCC by June 2012.

Highlights:

The Procurement Office has supplied the Office of Sustainability with two years’ worth of paper purchasing data.

This allowed for baseline data to be interpreted so that future progress is possible.

Total amount Amount Percentage What is “PCC”? spent on paper containing of PCC “PCC” stands for Post Consumer Recy- products 40%+ PCC cled Content. This means that the re- $119,652.12 $62,551.29 52% cycled content materials used in the FY12 products are recovered from previous- ly utilized resources recycled by anoth- $114,789.02 $96,296.17 46% er consumer. Purchasing FY13 Conversely, “Pre Consumer” recycled content means that the materials used Obstacles: in the product were merely recovered The data supplied here is not exhaustive. The paper products reported here during the actual manufacturing pro- are only those products that were purchased through Office Max, the Univer- cess. sity’s current supplier. We understand that this data must be interpreted “Post Consumer” Recycled Content with the understanding that we have an unknown margin of error since insti- products are considered to be more tutional employees may purchase paper supplies for office use with their uni- environmentally conscious purchases.

versity issued Purchasing Card (credit card), which will not track the level of product specifications that are required for this type of reporting. Next Steps:

Office of Sustainability will continue to Progress Overview: work with the Procurement Office to For the sake of this benchmark, the reports supplied to the Office of Sustainabil- obtain data regarding practices sur- ity from the Procurement office contained quantities, prices and recycled con- rounding the purchase of paper prod- tent details of all purchases made through Office Max for the past two fiscal ucts on campus. This will allow us to years. The products included in this report consisted of: assess the purchasing practices utilized on campus and determine future

efforts surrounding education and out- Copier Paper reach to purchasing managers. Manila Folders Hanging Folders SOUL will analyze these processes and Toilet Paper propose action items that will assist in Hand Towels advancing this benchmark. Miscellaneous Paper Products Since the deadline for achievement of this benchmark was not achieved, this Reporting Body: Procurement Services Benchmark will be advanced on SOUL’s priority listing of benchmarks for FY14.

28 Benchmark 24: Encourage use of sustainable and/or recyclable materials and containers in place of polystyrene by developing environmen- tally preferable purchasing guidelines

Target and Date: Develop and distribute Environmentally Preferable Purchasing Guidelines to the campus community by Decem- ber 2013.

Highlights:

Sustainable Ohio University Leaders (SOUL) have identified this as an excellent class project. It has been included in the Common Experience Project for Sustainability (CEPS) sustainable project list for FY14. Faculty interested in assisting with this effort are invited to email [email protected].

A Special Note About This Benchmark: A full listing of the It should be noted that the language of this Benchmark was amended in FY13. The primary change was that of altering Sustainable Class Project List the language from “Styrofoam” to “polystyrene” to be more inclusive of non-biodegradable materials. The overall lan- guage of the Benchmark was altered to encourage positive is available online. purchasing decisions rather than condemn certain purchas- ing behaviors. No other efforts made toward this Benchmark have seen significant advancement yet. All faculty are encouraged to re-

Class Project Ideas to Support Progress: view this list of projects that are Assistance with the advancement of this benchmark is need- in need of support.

ed by several different classes. Purchasing Faculty interested in assisting Research and Public Speaking: with this effort are invited to SOUL would like to enlist the support of a class charged with engaging in a research project. Significant research regarding email [email protected]. comprehensive Environmentally Preferable Purchasing Guide- lines for an institution of this size must be completed. Then, we wish for interpretation of that research to yield recom- mendations of realistic guidelines to be pitched to the Pro- curement department at Ohio University. Next Steps:

Marketing: Common Experience Project on Sustainability and Office of Sustainability will continue to encourage participation in It is important for responsible purchasing guidelines to be class projects that positively impact this, and other, Bench- effectively marketed to those employees on campus who are responsible for making purchases for the university. A com- marks. prehensive and long-term marketing plan needs to be created Office of Sustainability will work to encourage advance- and implemented. This plan should consider the long-term maintenance of the marketing strategies utilized. ment in this area.

Reporting Bodies:Procurement Services, Office of Sustainability, Common Experience Project on Sustainability. 29 Benchmark 28: Increase purchase of non-food local goods and services and environmentally preferable goods.

Target and Date: 0.5% per year between 2011 and 2016.

Highlights: Procurement Services was able to provide Office of Sustainability with comprehensive reports containing data on each pur- chase made by the university for the past two fiscal years. Due to time constraints, though, that data has not yet been inter- preted. Office of Sustainability is in need of student volunteers or interns who can assist with data interpretation. Once that information is available, this report will be updated online.

Obstacles: Office of Sustainability received, from Procurement Services, data regarding the purchase of all goods and services on cam- pus. While receipt of such a large amount of information has offered great insights into the university’s purchasing practic- es, it should be noted that the interpretation of this data includes a large margin of error for the sake of this benchmark.

Non-Food Local Goods and Services: For purchases made through direct means such as Purchase Orders and Direct Pay- ments, the university is able to track location of the purchase and we will, thus, be able to offer quantitative data on such Purchasing purchases in the near future. Unfortunately, many purchases for the university are made on credit cards that do not, nec- essarily, track the location of the purchase and, certainly, not the point of origin for the products purchase. In fact, initial analysis suggests that 62% of the purchases made in the past fiscal year contained no location data. Additional interpreta- tion needs to occur in order to provide reliable baseline data. It will be possible to then determine the current status of purchasing practices surrounding non-food local goods/services and environmentally preferable goods and SOUL will be able to recommend actions necessary for improving those purchasing practices in order to comply with this benchmark.

Environmentally Preferable Goods: The “environmentally preferable” attributes of purchases is currently a more difficult piece to track through the existing features of SciQuest (OHIO’s procurement software). Without improved infrastructure from this software, the university is unable to offer a comprehensive report on purchasing practices.

Progress Overview: Next Steps:

Non-Food Local Goods and Services: Purchasing in- Office of Sustainability has already received the data for next formation has been provided by OHIO Procurement year’s report. Therefore, the office is uniquely poised to dedi- Services. While initial interpretation has occurred, the cate time to proper interpretation and tracking efforts in the complexity of this report has proven that additional coming year. It will also allow SOUL to spend time learning staffing and/or student volunteers and interns are more about OHIO’s current and past practices surrounding the needed to be able to appropriately interpret this data. purchase of non-food local goods and services. Continued sup- port of increased offerings from SciQuest will also occur. Environmentally Preferable Goods: A formal request was submitted by Procurement Services (with support Since it was discovered that the data necessary for this report is from the Office of Sustainability) to SciQuest, in col- so in-depth, it is suggested that Office of Sustainability work to laboration with other institutions throughout the obtain this data by January of each academic year so as to have country, to formally request improvements to this appropriate time to interpret the large quantity of data provid- tracking feature. ed. SOUL will analyze data, once received, and propose action items Reporting Body: Procurement Services that will assist in achieving progress toward this benchmark.

30 Benchmark 29: Increase purchase of environmentally preferable computer products

Target and Date: 75% of all annual computer products purchased rated EPEAT Gold or better by FY2012

Highlights:

SOUL members held a meeting with Technology Depot to learn more about their EPEAT Gold rated program and to establish support mecha- nisms to promote their efforts. It should be noted that Technology Depot is careful to only create relationships with companies that offer quality products that are rated EPEAT Gold or higher. Technology Depot’s com- mitment to sustainable practices should be applauded!

Obstacles:

A comprehensive quantitative report is not yet available. Additional staffing is needed in the Office of Sustainability to appropriately inter-

pret data supplied by Procurement. Initial data suggests that 100% of the 4,228,858.60 in Apple and Dell computer sales in FY12 are rated EPEAT Gold or better. Though, during the coming academic year, Office of Sustainability staff will work to verify that each model pur- chased through university funds does, indeed, qualify for this environ- mental rating.

Progress Overview: Next Steps:

EPEAT, or Electronic Product Environmental Assessment Tool, registers electronic In Fall 2013, SOULmates will provide

products that meet certain environmental criteria. According to the EPEAT web- TechDepot with marketing ideas to en- Purchasing site, these criteria address: courage increased use of TechDepot and, thus, support their efforts toward  Reduction/elimination of environmentally sensitive materials environmentally preferable computer  Material selection products. Additional SOULmates will  Design for end of life offer TechDepot a one-page overview of  Product longevity/life extension EPEAT Gold to provide to their employ-  Energy conservation ees so they may be strong advocates of  End-of-life management these efforts.  Corporate performance  Packaging Although data can be collected through  Consumables (unique to Imaging Equipment standard) TechDepot and Bobcat Buy, it is not cur-  Indoor Air Quality (unique to Imaging Equipment standard) rently feasible to attain computer pur- chasing data from additional outside TechDepot currently offers 57 EPEAT gold-certified products. FY12 marks the resources. This will continue to be a year with the highest reported sales in EPEAT Gold products with 1,255 EPEAT roadblock in completing the target of gold products purchased. A final percentage of overall products purchased will this benchmark. become available as further data from FY12 is appropriately interpreted.

Reporting Bodies:Technology Depot, Procurement Services 31 Benchmark 31: Develop sustainability guidelines for concessionaires and franchisees

Target and Date: Guidelines developed by June 30, 2012.

Please Note: Ohio University is uniquely poised to incorporate sustainability into dining services efforts Auxiliaries currently has no concessionaires or franchisees contracted at its main campus.

Progress Overview:

Since Ohio University Auxiliaries has no concessionaires and franchisees, this report will, instead, focus on the university’s con- tract for Pouring Rights, Juice, Vended Snacks and Iced Tea. This contract, awarded to PepsiCo in 2012, includes the following sustainability requirements:

Support for Recycling – Plastic containers must meet all FDA requirements for such packaging and must be recyclable as per the unique recycling programs at each OHIO campus. Products with packaging that contain a minimum of 30% Post-Consumer Materials (PCM) are preferred.

Waste Reduction – Packaging of materials must work to decrease the overall waste from operations related to this contract Purchasing (packaging, beverage containers, reusable/refillable products, etc.). Note: In accordance with the Ohio University Sustainabil- ity Plan, the use of polystyrene foam (Styrofoam) materials on OHIO Campuses is prohibited. Composting: As Ohio University is a nationwide leader in institutional composting, it is expected that products and packaging sold or used by the supplier will contribute to the overall success of the composting program at the Athens campus. It is expected that significant and unique waste reduction efforts related to this contract will occur at special events such as Move-In, Homecoming and Bobcat Student Orientation and will be hosted and/or supported by the supplier.

Energy Conservation – The University will favor proposals that incorporate the collective use of energy conservation initiatives (such as the installation of vending misers and preference toward appliances that automatically transition to standby mode during off-peak hours). The supplier must offer potential energy savings opportunities through proposed equipment changes

or updates. It is expected that the supplier will work closely with relevant OHIO staff to appropriately collect and report on data related to energy consumption and conservation.

Promotional Support – The University expects support of its sustainability initiatives through the supplier’s marketing on its campuses.

Reporting – The University is invested in finding strategies for measuring reduction and recycling efforts as well as their suc- cess.

Carbon Footprint – Supplier is encouraged to reduce its overall carbon footprint by reducing product travel and vehicle emis- sions.

Social Responsibility – - Suppliers related to this contract are expected to offer all employees fair wages and safe working con- ditions. –Similarly, suppliers are expected to give employment preference to local residents and/or provide community devel- opment programming where appropriate as it relates to this contract. It is the responsibility of the supplier to offer healthy options for its consumers and to appropriately label and market those options.

End-Of-Life Practices – Suppliers must have a recycle/reuse/repurpose program in place for all equipment removed or retired from the OHIO campus as it relates to this contract. OHIO’s Office of Sustainability must be provided with written verification of proper removal/retirement practices within 30 days of the equipment being removed from campus.

Reporting Bodies:Procurement Services, OHIO Auxiliaries, Athletics, Office of Sustainability 32

Transportation

Transportation

33 Benchmark 16: Improve sustainability profile of student, staff and faculty vehicles

Target and Date: 60% of all student, faculty and staff vehicles will be classified as LEFE (Low Emission Fuel Efficient) by2015.

Highlights:

A catalogue of potential class projects ha been established and is publicly available online. It is the hope of SOUL that faculty will be able to utilize this catalogue of potential class projects to assist with their efforts to incorporate sustainability into the classroom. The surveying of travel trends at Ohio University is included in that list of potential projects. .

Obstacles: About LEFE:

Transportation Currently, the tracking software utilized by Transportation and The American Council for an Energy-Efficient Economy Parking Services at Ohio University does not require that parking has identified a long list of vehicles that qualify as Low pass holders provide the year of their vehicle upon registration. Emission Fuel Efficient (LEFE). Unfortunately, without this information, tracking average fuel efficiency of personal vehicles of faculty, staff and students is not Advocates of LEFE typically use the designation to edu- possible. Therefore, no baseline data regarding the fuel econo- cate the general public of the importance of considering my of personal vehicles is currently available. the fuel economy of a vehicle when making a car pur- chase or choosing to drive instead of walk, bike or take public transit. The Ohio State University, for example, Next Steps: hosts a Buckeye LEFE Parking Program which offers premiere parking spots for the drivers of LEFE-qualified SOUL will work with Transportation and Parking Services to de- vehicles. By having clearly marked parking spots for termine if requiring the tracking of the year of the primary vehi- these vehicles, the university can more readily educate

cles associated with parking passes would be possible. If so, it is its campus community members and visitors about the in the best interest of the university to begin establishing base- university’s commitment to promoting a reduction in line data. Since faculty and staff vehicles are not re-issued annu- institutional greenhouse gas emissions. ally, it will take several years to establish accurate baseline data. LEFE isn’t without its critics, though. For example, elec- It is recommended that, while we wait for baseline data to be tric vehicles are considered “LEFE” since they do not gathered, a car-buying marketing program be developed and utilize gasoline for fuel. However, the electricity utilized implemented by an Ohio University Marketing course. It would to charge an electric vehicle is, most commonly, gener- be ideal if this campaign explained fuel efficiency of vehicles, ated from coal. The burning of coal is a significant defined “LEFE” and offered tips for selected the most fuel effi- source of emissions generated in the United States. cient vehicle possible for their needs. New rules created by the Environmental Protection Once an inventory of personal vehicles is created, the Office of Agency and the National Highway Traffic Safety Admin- Sustainability will purchase annual memberships to ACEEE’s istration will require increased efficiencies for new vehi- Green Book© to help further define baseline and ongoing data. cles by the year 2016.

Reporting Body: Transportation and Parking Services

34 Benchmark 18: Improve sustainability profile of campus fleet

Target and Date: Average fuel economy of the campus fleet will increase by 5% per year beginning in the fall of 2011. All cars and light trucks acquired from outside the university beginning in June 2011 will meet or exceed 2011 federal CAFE standards. CAFE: Corporate Average Fuel Economy

Highlight:

Transportation and Parking Services is improving the sustainability profile of the campus fleet by only allowing the purchase of vehicles that meet or exceed 2011 federal CAFE standards.

Obstacles: Next Steps:

Transportation and Parking Services does not yet have a comprehensive invento- Transportation and Parking Services will ry of the Athens campus fleet. Without this necessary data, it is not possible to work to complete the inventory of the determine the baseline fuel economy of institution-owned vehicles. Therefore, campus fleet. Office of Sustainability this report does not contain quantitative reporting of increases or decreases in will offer volunteer support , resources, fuel economy. and inventory maintenance recommen- dations since the development and con- tinued maintenance of such an invento- Progress Overview: ry requires a great deal of research, time While baseline fuel economy of university-owned vehicles is not yet possible, and effort. Transportation and Parking Services has successfully completed one full year of Transportation and Parking Services will implementing Policy 47.001, which requires that all newly purchased vehicles continue to implement Policy 47.001 meet or exceed federal CAFE standards. which will assist in the success of this Benchmark and in the overall reduction When any entity on campus elects to purchase a vehicle for their program or de- partment, that purchase request is filtered through Transportation and Parking of the Greenhouse Gas Emissions re- Transportation Services. In addition to a variety of safety regulations, staff in that office ensure ported by the university transit on an the vehicle meets fuel economy regulations. If the vehicle does not meet or ex- annual basis (transit emissions are cur- ceed these fuel economy requirements, the vehicle request is denied and the rently calculated by a national average department must find another vehicle that meets these standards. of fuel economy compared to gasoline consumption). In FY13, two non-CAFE vehicle purchase requests were denied as a result of this process.

For the sake of this Bench- mark, “campus fleet” encom- passes the public transit vehi- cles (including buses, vans and cars), the vehicles rented for university business and the many vehicles owned by indi- vidual programs/departments campus-wide.

Reporting Body: Transportation and Parking Services 35 Benchmark 27: Decrease use of Single Occupancy Vehicles (SOV)

Target and Date: 85% of all students and 20% of all faculty and staff will use a non-SOV option as their primary method of trans- portation by 2015, including but not limited to non-motorized, shared, and alternative fuel options.

Highlights: A full listing of the This Benchmark was identified by SOULmates as an Sustainable Class Project List ideal potential class project for FY14. is available online.

Obstacles:

Currently, no baseline data exists for students, faculty or All faculty are encouraged to staff in regards to this Benchmark. It was decided that review this list of projects that

Transportation data collection through online or paper surveys would not yield accurate results and, therefore, physical surveying of drivers entering or leaving parking lots of campus need to are in need of support. be created. This would require that at least one dozen Faculty interested in assisting with locations be monitored by volunteers for a minimum of 4 hours per day for 5 consecutive days. The Office of Sus- this effort are invited to email tainability will require significant assistance from the cam- pus community for such an initiative to be successfully [email protected]. implemented.

Progress Overview: Next Steps: Office of Sustainability and the Common Experi- SOULmates have recommended that GIS, statistics or urban planning clas- ses assist in the planning, implementation, recording and interpretation of ence Project on Sustainability will continue to this data. support faculty in their efforts to incorporate sustainability in the classroom. Such support By soliciting the help of Ohio University students, we can acquire accurate may, naturally, lend itself to successful advance- and professional data to assist in the advancement of this Benchmark. ment in this Benchmark.

Current infrastructure does allow for faculty, students and staff to find Once data is collected, it should be submitted to alternatives to driving to campus alone: Transportation and Parking Services for their review and consideration. Recommendations  The RideShare website provides a safe place for campus members to will be made regarding potential action and post availability or need regarding local and regional transportation. marketing that could be taken to educate the campus community about alternatives to Single  Transportation and Parking Services offers public transit bus and es- Occupancy commuting. cort services. Office of Sustainability will provide more educa-  Bike racks and designated bike lanes are readily available throughout tion to the campus community about existing the Athens campus for those who wish to commute on bike. infrastructure that can reduce SOV on campus.

Reporting Bodies:Transportation and Parking Services, Human Resources, University Planner, University-City Transit Partnership 36 Benchmark 33: Encourage residency in City of Athens for Athens campus employees

Target and Date: 8Informational materials will be provided to all incoming faculty and staff prior to relocation by 2012.

Highlights:

SOUL members worked with CEP-S to establish a catalogue of potential class projects, including the development of a mar- keting plan and corresponding marketing materials encouraging residency in the City of Athens for Athens campus employees..

Athens City Planner, Paul Logue, has developed a map (below) containing details of neighborhoods and typical households found in those neighborhoods to better assist relocating employees in their search for appropriate neighborhoods.

Progress Overview: Next Steps: text  SOUL will solicit classes to partici- pate in course projects that assist with the promotion of Athens residency.

 Office of Sustainability has includ- ed relocation information on their public website and will

work with Athens County Con- Transportation vention and Visitors Bureau to determine possible presence of such materials on the ACCVB website.

 Human Resources will regularly provide Office of Sustainability with the names of newly hired employees who will be relocating to the region so the office may send Welcome packets outlining the benefits of living in Athens.

Left: The full-sized relocation map and additional information can be viewed at: http://www.ohio.edu/ sustainability/Relocating.cfm

Reporting Bodies:Human Resources, Office of Sustainability 37 38 39

Waste Reduction Benchmark 5: Reduce Solid Waste

Target and Date: 5% per year between 2011 and 2016

Highlights:

In FY12, there was a 29.5% reduction in waste going to the landfill.

SOUL worked with the Office of Recycling and Refuse to brainstorm a variety of marketing opportunities to assist in the improved marketing of recycling

and waste reduction opportunities available at Ohio University.

A number of academic and administrative programs and offices across cam- pus are initiating waste-reduction efforts in their areas. Marching 110, for example, chose to supply their members with reusable water bottles and water/Gatorade refilling stations in an effort to reduce the waste generated Waste Reduction from disposable cups and bottles (see right photo).

Above: Marching 110 member, Kevin Lin, with the reusable water bottles issued to Obstacles/Status: band members at the beginning of the year in an effort to reduce waste gener- Current tracking processes for recycling offer rough estimates of recycled quanti- ated by band members from disposable ties. As such, the historical data collected has a large margin of error. Tracking beverage containers. waste stream in Athens County is a combination of hard data and best esti- mates. When reviewing the FY11 waste stream data, it has been determined that the category of Coal Ash was overestimated by over 2,200 tons. Because Coal Ash in FY11 was the single biggest category tracked as recycling, this correction Next Steps: means that both the overall waste stream and the amounts recovered through Ohio University’s Office of Facilities recycling need recalculated. After the correction, in FY 11 the total waste stream Management will continue the expan- was 7200 tons with 3214 tons going to the landfill, 3724 tons recycled and 251.5 sion of compost collection to include

tons composted. This equals a 55.4% recycling rate. Baker Center’s post-consumer service ware (currently not collected).

Office of Recycling and Refuse will allow Progress Overview: select academic buildings to transition Tracking waste stream in Athens County is a combination of hard data and best to a mixed stream system (not all com- estimates. When reviewing the FY11 waste stream data, it has been deter- modities will need to be source separat- mined that the category of Coal Ash was overestimated by over 2,200 ed in hopes that convenience will aid in tons. Because Coal Ash in FY11 was the single biggest category tracked as re- cycling, this correction means that both the overall waste stream and the increased recycling practices). There amounts recovered through recycling need recalculated. After the correction, will be an increased focus on waste re- in FY 11 the total waste stream was 7200 tons with 3214 tons going to the covery from athletic events. Recycling landfill, 3724 tons recycled and 251.5 tons composted. This equals a 55.4% and Refuse will also work to simplify the recycling rate. sorting system within the Recycling Shop In FY12 the total waste stream was 5527 tons with 2266 tons being landfilled, to streamline labor, capture under- 2046 tons recycled and 1215 tons composted. This is a 23.2% reduction in represented categories of recycling and total waste stream and, perhaps even more significant, a 29.5% reduction in to increase education and outreach. waste going to the landfill.

Reporting Bodies:Offices of: Recycling and Refuse, Facilities Management, Moving and Surplus, 40 Culinary Services, Environmental Health and Safety Benchmark 7: Increase Recycling Rates

Target and Date: 80% by weight of all recyclable solid waste by 2016.

Highlights:

In FY11, the university achieved a 55.4% recycling rate. In FY12, the university achieved a 59% recycling rate. This yields a 4.6% increase in the institutional recycling rate between the two most recent years.

Office of Recycling and Refuse has expressed a deep interest in and commitment to ad- vancing education and outreach efforts. In FY13, the Recycling Manager worked closely with student volunteers to develop new out- reach programs and opportunities that will be

implemented in the coming academic year.

Right: Ohio University is home to the largest in -vessel composting system at any college or university in the nation. In 2012, the universi- ty tripled the size of its composting facility with the install

Progress Overview: Next Steps:

The University further increased the Ohio University’s Office of Facilities Management will continue the expansion of accuracy of waste stream reporting compost collection to include Baker Center’s post-consumer service ware (currently and data collection. In In FY12, 3,261 not collected). Reduction Waste tons were recycled and composted Office of Recycling and Refuse will allow select academic buildings to transition to a out of a total waste stream of 5,527 mixed stream system. This means that not all commodities will need to be source tons. Therefore the rate of recycling separated in hopes that convenience will aid in increased recycling practices. was 59%, a 4.6% increase from FY11. An increased focus on waste recovery from athletic events will also occur through Construction waste, which is being additional programs and education/outreach. tracked as its own category independ- ent of other recycling on campus, Office of Recycling and Refuse will also work to simplify the sorting system within reported 121.4 tons recov- the Recycling Shop to streamline labor, capture under-represented categories of ered. Please note that this construc- recycling and to increase education and outreach. tion data may be incomplete as not Finally, the Office of Design and Construction and the Office of Recy- every project as not every project appears to have reported all catego- cling and Refuse will further focus collaborative efforts on writing and ries. enacting construction and renovation recovery standards.

Reporting Bodies:Recycling and Refuse, Design and Construction

41 n per the

to - to consumer waste. consumer waste. - quite stream-

consumer food waste (waste generated by consumerwaste food(waste generated -

vessel compostingvessel facility at any or college university in the nation thanks toa 2 rich organic material that is used is that rich material organic - - vessel systems for approximately days.14forvessel systems approximately

- length closer to the exit of the ofthe exitcloser system. length to the a significant portion of the weight collected comes from post of the weight collected a portion significant

-

consumer food waste (kitchen scraps) and post waste scraps) and food(kitchen consumer - vessel systems have 14 stainless steel trays situated trays 14steel have vessel systemsstainless -

Therefore,

After exiting the system, the partially processed is material processed partially the theAftersystem, exiting nutrient productThisa is When organic material reaches the exit of the system, it is is it the of the exitsystem, When material organic reaches The organic food waste is brought to the compost facility and combined with bulking agents (wood agents bulking (wood the and with compost combined facility brought to Thefoodis organic waste The in Food waste is collected from the Central Foods Facility and all Athens campus Dining Courts/Halls six six campusDiningAthens and Courts/Halls Foods all Facility Foodfrom the Central is collected waste Bothpre is preparation process kitchen that University's It Ohio noted be should

  as on the a amendment campus’ grounds. soil  for approxi- where cure they will to then“windrows” moved days. mately 90 diners) is diners)collected. is   athrough con- the pushedout of system tray and swept the off material this what to the veyor The image right shows belt. exiting looks the system. immediately like upon  on the bottom of the machine. Each day, the organic material Each organic day, the the machine. onthe bottom of tray’smoves one chips from landscape waste are commonly used). thenIt is used). commonly are chipswaste from landscape processed the in in days per week. days per week. Facts about composting at Ohio University: Ohio at composting about Facts   lined.

-Vessel Composting at Ohio University

In Ohio homeUniversity is to the largest in WasteReduction Highlight: daysystem composting that installed was in 2009. In 2012, the tripled university the facility its size of by adding a second unit that can accept up to of organic 4 tons materials daily. This increase in composting capacity significantlyis contributing overall progressoverall of Benchmarks 5 and 7 theof Sustainability Plan.

Waste Reduction 42 For more information about the process, and for a video of Ohio University’s composting program, click the image above. above. the image click program, composting University’s Ohio of a video for and process, the about moreFor information sioning of the first in first ofthe sioning commis- and installation the to prior was taken This image material. organic the to) oxygen (add aerate so asto slowly Left: Bottom process. curing the during ofthe windrows aeration the in assists which Turner Left: safety and comfort. safety and in the into material the dumps mechanically, then, which veyorsystem con- elevated the on material organic the image this in place Below: these augers. The ARRA grant included the purchase of a Windrow Windrow a of purchase the included The ARRAgrant The elevator and weighing system located to the right right the to systemlocated weighing and elevator The - vessel unit. This process has increased employee employee increased has This process vessel unit. Inside the in Inside the

- vessel unit and offers a rare view of offersrare a view and vessel unit - vessel system are augers that rotate rotate augers that systemare vessel

43

Waste Reduction Benchmark 15: Improve identification and proper handling of hazardous waste

Target and Date: Implement tracking system of hazardous chemicals by 2013.

Highlights:

A tracking system through Bobcat Buy currently exists and is being implemented.

All individuals at the university who purchase hazardous materials are instructed to do so through this tracking system. Waste Reduction

About the Hazardous Materials Office at Ohio University: Responsibilities include but are not limited to implementation of and consultation for the Resource Conservation and Recovery Act (Hazardous Waste), Atomic Energy Act (Low Level Radioactive Waste), Ohio Department of Health Underground Storage Tank Regulatory Program, Toxic Substance Control Act (PCBs), Clean Water Act (Storm Water Runoff), Hazardous Materials Transportation Act, Dilution Tank Maintenance Program, Emergency Planning Community Right to Know Act, County Health De- partment Center for Disease Control, lab programs including chemical hygiene, lab safety, biosafety, infectious waste disposal, bloodborne pathogens and hazardous materials in general.

Progress Overview: Next Steps:

Ohio University has a Hazardous Materials Coordinator employed within the De- Environmental Health and Safety will partment of Environmental Health and Safety. This individual is responsible for continue to implement and assess the tracking the purchase and disposal of materials as well as training those who han- hazardous materials handling policies dle these materials. Ohio University’s new online procurement process, Bobcat Buy, allows us to more adequately track the purchase of hazardous materials and and adjust procedures as needed to provide the purchaser with the proper training regarding handling and dispos- ensure materials are purchased, man- al. This tracking of purchases through Bobcat Buy is considered a marked im- aged and disposed of in the most sus- provement of the procedures previously implemented at the university. tainable manner possible.

Individuals who have questions Supplemental information is available online: about how to dispose of hazard- Ohio University Hazardous Waste website. This site outlines all potential ous materials on campus are hazardous waste present on a university campus and offers information regarding proper handling: http://www.ohio.edu/riskandsafety/ehs/ invited to call Environmental hazmat/index.htm Health and Safety for support: This formal university policy outlines management processes for hazardous 740-593-1663. waste: http://www.ohio.edu/policy/44-104.html

Reporting Body: Environmental Health and Safety 44 Benchmark 32: Increase food donations to local service organizations

Target and Date: Meet with Athens County Health Department, Culinary Services and local service groups to discuss current ob- stacles and establish baseline goals for improvement by end of Fall 2011.

Highlights:

The Ecohouse Community Garden is home to 12 raised beds. All participants within the Ecohouse Community Gar- den Program must donate a tithe of their harvest.

Office of Sustainability has entered into a partnership with Community Food Initiatives to offer a wider array to com- munity food access and education. Promotion events for future community meals began in summer 2013 and will extend into FY14.

Obstacles:

Within the past few years, the university has transitioned to a streamlined central food production process. This centralized production has significantly reduced the university’s pre-consumer food waste. In fact, if one were to compare the emissions produced from a refrigerated truck (necessary for safe food donation practices) to the emissions generated from wasted food, the donation of food would actually create more emissions than composting that waste. Therefore, at this juncture, the dona- tion of pre-consumer food waste is in direct contradiction with the Climate Action Plan.

Progress Overview:

While donation of pre-consumer food waste is currently not a viable option for the university, the value of food donation is still widely recognized at Ohio University. A variety of programs currently exist to encourage food

donation: Reduction Waste

 Ecohouse Community Garden required that garden- ers provide a tithe of their produce to local food pan- tries, community meals, church programs, children’s programs, etc. The university’s pre-consumer waste is minimal compared to post-consumer food waste. Learn more by clicking the video  A partnership between the university and Community above. Food Initiatives has been created to offer additional information to Southeast Ohioans regarding the im- Next Steps: portance of local food and how to offer or accept The feasibility study for this benchmark was conducted in FY12. food donations within the region. Therefore, there is no current data available regarding possible  Office of Recycling and Refuse and Residential Hous- changes to this information. If additional research regarding ing accept unwanted non-perishable food items dur- the feasibility of this Benchmark is desired, the Office of Sus- ing move-out each semester. These food items are tainability encourages interested students to volunteer re- then donated to local food pantries. search time to further provide emissions data.

Reporting Bodies:Culinary Services, Office of Sustainability

45 Benchmark 34: Implement notification system for local service organizations regarding availability of surplus items

Target and Date: Notification system active within 3 months of Sustainability Plan adoption..

Waste Reduction

Above: A screenshot of the Moving and Surplus website. Note the inventory listing options in the left navigation bar.

Progress Overview:

Moving and surplus has a comprehensive listing of all current inventory offered on their website. The gen- eral public is invited to attend auctions for the purchase of items. Inventory lists are available online at www.ohio.edu/moving.

Reporting Body:Moving and Surplus

46

Fundraising & Endowment

Fundraising and Endowment and Fundraising

47 Benchmark 10: Integrate sustainability goals and objectives into capital campaign

Target and date: Goals will be developed and integrated into the capital campaign by the Fall of 2012

Highlights:

University Advancement has expressed an interest in sustainability through inclusion of the topic in their marketing efforts. Such interest may naturally lend itself to future conversations about sustainability inclusion.

United Appeal of Athens Country will include sustainability in the 2013 employee giving campaign. Fundraising and Endowment Involvement in this program is allowing Office of Sustainability to determine processes and infrastructure that would need to be developed for future programs in partnership with University Advancement

Obstacles: Progress Overview:

Much conversation centered around this Benchmark has It was suggested, through the conversations noted above, occurred in the past fiscal year. The vague language of that Ohio University work to propose sustainability-related this Benchmark allowed the depth and breadth of the goals and objectives for campaigns or giving programs spon- conversations to be quite expansive. Ultimately, several sored by University Advancement that extend beyond 2015. obstacles were identified as impeding sustainability ad- vocates on campus to present any formal proposals for Through work with other benchmarks in this plan, it has been sustainability integration to leaders within University Ad- determined that two separate sources of sustainability- vancement. Those obstacles included: related funding are needed to encourage the continued im- plementation of the Sustainability Plan and Climate Action  The current capital campaign, “The Promise Lives,” is Plan: scheduled to conclude mid-2015. Therefore, inclu- sion in this round would be short-lived; thus, not al-  Facilities Funding: The sustainability category of facilities lowing for significant data to be developed regarding funding would allow for the university to develop a re- the impact sustainability had on the overall campaign. volving loan fund or LEED assistance fund. These funds Without the ability to collect data, a significant con- could help encourage continued reduction of greenhouse cern regarding the efficacy of the benchmark was gas emissions produced by institutional facilities. raised.  Academic Funding: This sustainability-related category  The language of this benchmark suggests that financ- would allow for University College to further encourage

es could be directed toward sustainability-related faculty to incorporate sustainability into the classroom activities. However, infrastructure is not currently in and would allow for a pool of money to be used to facili- place to allow for such funds to be appropriately tate sustainability-related research activities of Ohio Uni- managed. versity faculty and researchers.

Next Steps:

It is recommended that the Office of Sustainability, SOUL, University College and the Ecology and Energy Conservation Com- mittee work to establish sustainability-related goals and objectives for raising sustainability funds (as noted in “Progress Overview”) on an ongoing basis that extends beyond the current Capital Campaign.

Office of Sustainability will continue to partner with United Appeal of Athens County to encourage sustainability-related lan- guage in employee giving programs.

Reporting Bodies:University Advancement 48 Benchmark 21: Assess endowment investment in sustainable corporations and entities and recommend strategies for increasing investment in these corporations and entities

Target and date: Annual assessment beginning in the academic year following sustainability plan adoption.

Highlights:

The OU Foundation has created a student managed sustainability portfolio to pilot the endowment assessment process. This was done to honor one of the Recommended Strategies for this Benchmark in the Sustainability Plan. Such a process allows for a pilot phase of assessment and implementation to occur prior to making larger-scale recommendations for sustainable in- vesting practices with institutional portfolios.

Progress Overview: Next Steps:

The Sustainable Investing Advisory Committee (SIAC) is a new organization in SIAC will function as a formal student FY14 that is supervised by a faculty advisor and supported by a Graduate Assis- organization in FY14. Advised by one tant in the Office of Sustainability. SIAC will report to the Ohio University Founda- graduate student and one faculty advi- tion. High-ability and committed students are invited to apply to participate in sor, this group will perform its duties to this prestigious organizations. In partnership with the Student Equity Manage- the best of its abilities and report to the ment Group (SEMG) and the Fixed Income Management Group (SIMG), SIAC will OU Foundation. After its first full year of work to develop institutional portfolios relating to Socially Responsible Investing. implementation, this group will assess SIAC will engage in several core activities: its efficacy and determine next steps. It is the long-term goal of this group to  Define "sustainable investing" for the university. This definition is to encom- discover best practices regarding sus- pass: sustainability; corporate social responsibility (CSR) ;environment, social tainable investing so that long-term in- and governance (ESG) responsibility; and, socially responsible investing (SRI). stitutional recommendations may be made.  Specify an investment universe consistent with SRI/sustainability for use by SEMG and FIMG. The universe should generally be inclusive, identifying Any student interested in those companies and securities that are leaders in SRI. applying to join the  SIAC will accept other responsibilities or execute projects at the request of Sustainable Investing the OU Vice President for Finance and Administration, OU Foundation, or the SEMG and FIMG. Advisory Committee, Fundraising and Endowment and Fundraising is invited to email  SIAC will conduct regular training and research to make sure that the group provides advice to SEMG, FIMG, and the OU Foundation that represents pro- [email protected] fessional best practices.

 SIAC will be supervised by a faculty sponsor and, for the first year at least, be Participation in this group will require a supported by a graduate assistant selected and advised by the OU Director of substantial level of commitment since Sustainability. the responsibilities trusted to this group are significant. This is an exciting and  In SIAC's first year of implementation, the Office of Sustainability will work to unique opportunity that will greatly ben- provide the supplies and meeting space necessary for group members to efit those students interested in finance, complete their duties. business and sustainability.

Reporting Bodies:OU Foundation, Sustainable Investment Advisory Committee 49 50

Buildings and Energy Infrastructure 51 Benchmark 2: Reduce campus and building energy intensity

Target and date: Reduce building energy intensity 20% below 2004 levels by 2014 and 40% below 2004 levels by 2030. Avoid 24 Megawatt (MW) peak on the Athens campus. Lower peak to 23 MW by 2016.

Highlights: Buildings and Energy Infrastructure

Athens campus reduced its energy intensity by 9.7% from 2004 levels.

Peak energy intensity was 21.6 MW in FY13

Residential Housing is currently in the design and planning phase of a Hous- ing Development Plan. That plan has publicly embraced the need to commit to sustainable design features that will reduce building energy intensity.

Ohio University has entered into an aggressive Energy Performance Contract that is expected to assist with future reductions in campus and building energy intensity.

Progress Overview: Next Steps:

Energy intensity was 165,000 BTU/GSF in FY12, representing a 9.7% decrease Office of Sustainability will continue to work from 2004 levels at 181,000 BTU/GSF. with Facilities Management to provide sup- port in accomplishing these goals through Peak energy intensity was 21.6 MW, indicating that the Athens campus suc- efforts such as energy conservation pro- cessfully avoided a 24 MW peak and reached a peak below 23 MW before gramming and outreach. 2016.

Reporting Bodies:Facilities Management, Office for Design and Construction, Residential Housing

52 Benchmark 3: Increase renewable energy generation and sourcing

Target and date: 20% of all campus energy use by 2020.

Highlights:

473.43 MMBtu of electricity was generated from renewable energy sources in FY13. Buildings and Energy Infrastructure

Progress Overview: Next Steps:

In FY13, with the assistance of the university’s two Office of Sustainability will maintain a positive working relationship new PV systems, 473.43 MMBtu of electricity was with Facilities Management and serve in a support role in their ac- generated through renewable energy sources. This quisition of additional renewable energy options. represents .0003% of total energy utilized by the uni- In FY14, the Office of Energy Management will be investigating op- versity during the past year. Additionally, it should be tions for increased investments in alternative fuel sources in the noted that the existing campus electric energy portfo- university’s energy portfolio. The source for this power would come lio fuel mix has renewables at 3% (1% wind & 2% hy- from Ohio wind farms. dro Office of Sustainability will encourage clients of new construction or Although renewable energy generation is increasing renovation projects that they consider including renewable energy across campus, there is still progress to be made. In sources in their plans. order for the university to meet the target and date outlined in this benchmark, more stakeholders are Design and Construction will be encouraged to reach out to Office of needed to provide additional resources. Based on Sustainability each time a new project is accepted on the Athens current campus energy demands, achieving 20% of all campus. By making OoS aware of new projects, potential for collab- campus energy will require a greater amount of fund- orations on renewable energy and grant acquisitions are more like- ing than is presently available. ly.

Reporting Body: Facilities Management Benchmark 4: LEED certify new buildings and major renovations on all campuses

Target and date: LEED Silver minimum certification for all building and renovation projects budgeted at or above $2 million, effective FY2011. Equivalent LEED-based approach for projects budgeted under $2 million, effective FY 2012.

Highlight: Buildings and Energy Infrastructure

Currently, it is within the university’s standard operating procedures for all projects budgeted for $2 million or above to meet or exceed LEED Silver standards.

Progress Overview: Next Steps:

The current list of university projects are slated for LEED Silver application: Design and Construction will continue to Chillicothe Project 14,000 square feet ensure compliance with LEED Silver stand- Scripps Phase 1 80,800 square feet ards in the design and construction of uni- Nelson total projects 151,058 square feet versity projects, requesting assistance from 15 Park Place 12,710 square feet Office of Sustainability when necessary. Bush Hall 35,000 square feet

Additionally, Residential Housing has been working tirelessly to incorporate Below: The Scripps renovation project is an sustainability into future plans for the Housing Development Plan. In fact, 80,800 square foot project that is striving for they have made commitments to build to LEED Silver building standards and, LEED Silver. in turn, seek LEED certification.

Reporting Bodies:Facilities Management, Office of Design and Construction , Residential Housing 54 Benchmark 12: Evaluate LEED EBOM of existing facilities

Target and date: Checklist evaluation of at least one existing facility over 15,000 gsf by October 1, 2011.

Highlights: Buildings and Energy Infrastructure

A LEED EBOM evaluation was conducted by Office of Sustainability students in FY 12.

A LEED EBOM evaluation was conducted of Chubb Hall by a student for a class project in FY 13. This assessment offered a hypothetical approach to potential future renovations of the building.

Progress Overview:

The full text of the FY13 evaluation of Chubb Hall, conducted by student Richard Wilson, is available online.

Next Steps:

This benchmark has, technically, been completed. It will be removed from implementation priorities in an effort to offer more attention to other Benchmarks that have not progressed as quickly.

Though, Office of Sustainability will remain interested in future LEED EBOM evaluations of university-owned buildings should class projects continue to find interest and value in this exercise. This Benchmark will be added to the project listing docu- ment offered to faculty participating in the Common Experience Project on Sustainability (see Benchmark 8 for more infor- mation about this project listing).

Reporting Body: Facilities Management

55 Benchmark 25: Sub-meter campus facilities

Target and date: 2014: Building level meters for electricity and water for 50% of facilities over 15,000 gsf 2021: Building level meters for electricity and water for 100% of facilities over 15,000 gsf

Progress Overview:

Buildings and Energy Infrastructure While not broken down by building, electricity data for the entire Athens campus is currently available in real-time for the public through an online energy dashboard.

Currently, it is estimated that 75% of buildings are sub-metered for both electricity and water on the Athens campus. Sub- meters for each building on campus is cost prohibitive. As the university transitions to a Responsibility Centered Manage- ment system, new avenues for encouraging building occupants may present themselves.

Additional sub-meter purchases were made in FY13 through the Energy Performance Contract. A report on the installation and performance of these tools will be available in next year’s Sustainability Report

How does sub-metering work and Next Steps:

what does this have to do with sustainability? Work with the Office of Design and Each building on campus utilizes a variety of utilities such as water, steam, gas Construction to ensure that sub- and electricity. In some areas, usage for utilities is aggregated among a number meters are included in the design of buildings. This Benchmark seeks to provide each individual building with me- standards for future buildings on ters that can read utility usage of that specific building. Ohio University’s campus.

This is desired because it allows campus leaders and building inhabitants to Office of Sustainability will work with better gauge their own utility use habits. This would provide the university with SOUL to identify potential opportuni- a more detailed understanding of efficiencies, inefficiencies and lifestyles associ- ties for grant funds that could assist ated with specific areas of campus. Such information allows for more specific with costly sub-metering projects. outreach to occur in an effort to promote positive lifestyle changes and building As the university transitions into a upgrades. Responsibility Centered Manage- Sub-meters can be found on most buildings, typically located one or two feet off ment structure, it is recommended the ground on the exterior of the building. Depending on the age and purpose of that potential opportunities for in- a meter, the utility usage will be represented in a digital or analog format that corporating sub-meter installation allows the utility company or resident to easily track resource usage in real-time. incentives into communications with each administrative and academic unit on campus. Left:

The Director of Energy Management The solar inverters at will alert Office of Sustainability if the Ohio University technologies and infrastructure op- Compost Facility on portunities change in regards to this Dairy Lane. topic, allowing for growth in this ar- These solar PV me- ea. Additionally, a report will be ters clearly explain supplied regarding the efficacy of the energy generated by newly installed meters referenced in the panels. Progress Overview.

Reporting Bodies:Facilities Management, Office of Design and Construction

56

Climate Commitment

Climate Commitment

57

of the of the

the cur- the

in

2004 wasret- 2004

opinion accurate for us to forto us accurate

original benchmarks However, it is rec- it However, the

2005 was the first year first wasthe 2005

1990 levels, as indicated as inlevels, the 1990 a more accurate baseline a baseline more accurate reporting occurred

Because of Because that it is moreis it that

Accept ongoing reports from Facilities Management regarding the progress inmade the transition coaloff as a primary source. fuel Next Steps: Next Steps: Continue toimplement the Sustainability Plan and Action Climate Plan goals across campus. is, realistically, is, Since data from 1990 through Since data from 1990

This is the case because case the is This emissionsdata from 2005

A note about this data: this A about note emissions reporting of regardingthe and commitments re- to of Sustainability will Office continue the data, port target and date of this benchmark. and of this date target report recognize reader of this the ommended that that year. that GHGdata emissionsthat rent year. rent likelihood of a greater inac- in collected 2005, roactively is it possible.is Therefore, curacies preparersreport of this 2005. since use in changes energy evaluate publicly month wide bywide 2% in FY12 - -

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Culinary Services, Office of Parking and Transportation Services, and Parking Services, of Transportation Services, Culinary Office

in FY13.

site power from coal to natural gas. -

The design The phase for this transitional project is Ohio University in November 2012

Facilities Management, Procurement, Provost, Residential Housing, Office of OfficeSustainability Housing, Procurement, Provost, Residential Facilities Management,

Though, at technologies time, this and campusenergy de-

The ClimateThe Action Plan was formally adopted by 2% reduction2% in GHG emissions compared to FY11. considered the most energy efficient option andmostthe flexible

switching onswitching Facilitiesengaged in a natural gas pilot program to project potential cost and emissions savings by echnologies. Reporting Bodies: Reporting

Highlights: Progress Overview: On November 28, the2012, Climate Action Plan formally was adopted Ohioby University. For more information on carbon emissions data, thesee please Climate Action Plan Report, which begins on the next page. FeasibilityThe Study conducted in FY12 Reported greenhouse gas emissions were reduced campus compared to FY11 data. Net produced emissions by the university have been on the decline since FY10. of coaluse at the Lausche power plant was followed by a 5 suggest the university would lower emissionsand increase energy efficiency by transitioning from coal to naturalgas. natural pilot gas phase is inavailable the current market. significantly once the institution off coal. transitions mand the restrict institution from converting entirely to renewable sources. universityThe will continue to explore renewableenergy op- tions. scheduled to begin in FY14. is suggestedis that the used boilers for the burning of natural can gas easilymore convert to other sourcesenergy in the case of new t

Target andTarget date: By 25%2030: below 1990 levels. By 2050: 80% below 1990 By levels. 2075: carbon neutrality Reduce institutional greenhouse gas emissions Benchmark 1:

Climate Commitment 58

Land and ResourceManagement: Energy and Operations: Leaders continue to address thelonger seeable future. Despite that, Facilities Management and Sustainable University Ohio For thesake of brevity, listed here are thegoals thatonly must beachieved the in fore- mediately next to thegoal. rentheses. the In case thatreport other no exists, anoverview status of issupplied im- thecaseIn that areport already has been addressed by aBM, that BMisnoted pa- in the preceding pages. refer readers of this document to associated Benchmark (BM) Reports contained on year ofreporting ofClimate the Actionthe Plan, Office of Sustainability has chosen to bility Plan. Therefore, these reports willhave some overlap. For thesake first of this Many items within theClimate Plan haveAction direct relationships the with Sustaina- property. 2013 (through 2075): Record 0 from net emissions fossil fuel extraction onOU 2014: Reduce energy building intensity by 20% below 2012* levels (BM2)

goal within the ClimateAction Plan. of anydiscussions developments in this area continueandwill to this honor The Office of Sustainabilityremains to beincluded on institutional fuel extraction. Therefore, can theuniversity currently report0 net fromfossil emissions Report: currently OHIO has no extraction onits operations campuses.

Climate Climate Report Plan Action

- term goals noted in the Climate ActionPlan.

Behavior Change Implementation and Management: ConstructionDesign: and Education andOutreach: (BM 8) Transportation: WasteReduction and Recycling: 2013: Develop Complete SOUL. Ultimate ofgoal 0 net from emissions Construction Design and practices. curriculumeffortsand aimed at increasing greenhouse gas emissions awareness implement2015 and ongoing: and Expand new university to berepeated annually knowledge of carbon neutrality for issues incoming students. assessment This is 2015: Establish and implement assessment ofawarenessbaseline and of carbon neutrality for issues theuniversity community as a whole 2015: Establish and implement assessment ofawarenessbaseline and staffand vehicles registered with aparking pass will be classified asLEFE.(BM 16) 2016: Encourage use vehiclesof “LEFE” campus:on 60% student, all of faculty, 2016: Increase recycling rates 80% weightby of recyclableall waste solid (BM 7) 2016: person,5%less per Consume per year (BM5)

tracking mechanism be associated with a university such an effort. suggested It is that the development of a convenient construction No knownprojects. currently mechanisms tracking exist for Report: currently OHIO doesnot track the emissionsassociated with

Climate Climate Report Plan Action

- See Executive Summary.

- - sponsored class project. sponsored class wide programming

knowledge

Acknowledgements

The success of the Ohio University Annual Sustainability Report is greatly dependent on the leadership and vision of all faculty, staff and students on all Ohio University campuses. A great deal of our efforts are aug- mented and complemented by various leaders and invested parties from surrounding communities.

A special thanks is extended to those entities mentioned as a “Reporting Body” for one or more Benchmarks in this plan.

In particular, the following assisted in the acquisition of departmental and partnership data: Bridget Allman, Transportation and Parking Steve Mack, Facilities Management Karen Augenstein, Institutional Research Serena McCollum, Institutional Research Roger Bail, City of Athens Ian McPherson, Procurement Services Patti Barnes, Auxiliaries Laura Nowicki, Procurement Services Scott Blower, Facilities Management Marty Paulins, Transportation and Parking Shawna Bolin, Space Management Dan Pittman, Auxiliaries Bryan Branham, Aviation Erin Robb, Auxiliaries John Brant, Grounds Maintenance Steve Schel, Evans, Mechwart, Hambleton & Tilton, Dean Bruckner, Engineering Inc. Richard Shultz, Design and Construction Chad Burkett, Procurement Services Vicki Smith, Airport Operations Mike Gebeke, Facilities Management Andy Stone, City of Athens Stephen Golding, VP Finance and Administration Tim Strissel, Energy Management Andrew Ladd, Recycling and Refuse Henry Woods, Recycling and Refuse Paul Logue, City of Athens Harry Wyatt, AVP Facilities Diane Lucas, Budget Planning and Analysis

Ecology and Energy Conservation Committee The Ecology and Energy Conservation Committee serves as the monitoring agent to the Sustainability Plan. Stephen Scanlan, Sociology and Anthropology (EECC Chair) Annie Laurie Cadmus, Office of Sustainability Teri Combs, Human Resources Ana Rosado Feger, Business Cliff Hamilton, Environmental Health and Safety Paul Logue, Community Member Scott Miller, Energy Management Jill Rosser, English Hogan Sherrow, Sociology and Anthropology Alex Slaymaker, Student Henry Woods, Facilities

Acknowledgements, cont’d

The Office of Sustainability Office of Sustainability staff collect, interpret and report annually on the Sustainability Plan. John Benson, SOUL Administration Intern Annie Laurie Cadmus, Director of Sustainability Liz Emley, Tours and Presentation Coordinator Megan Graver, Graduate Assistant for Reporting and Outreach Nick Kroncke, Alternative Transportation Intern Katie Lasco, SOUL Implementation and Professional Development Coordinator Markie Miller, Ecohouse Garden Manager Pronoy Rai, Graduate Assistant for Education and Research Jaymie Tighe, Ecohouse and Special Programs Coordinator Austin Stahl, Waste Reduction Intern

Sustainable Ohio University Leaders Sustainable Ohio University Leaders (SOUL) are the implementation arm of the Sustainability Plan. Karen Augenstein, Staff Member John Benson, Undergraduate Student Member Annie Laurie Cadmus, Staff Member Megan Foss, Undergraduate Student Member Elaine Goetz, Graduate Student Member Megan Graver, Graduate Student Member Marianne Jacobs, Undergraduate Student Member Matt Kovarik, Undergraduate Student Member Andrew Ladd, Staff Member Katie Lasco, SOUL Coordinator and Undergraduate Student Member Rebecca Mathews, Undergraduate Student Member Alex Slaymaker, Undergraduate Student Member Austin Stahl, Undergraduate Student Member Catherine Weisbarth, Undergraduate Student Member 63

For additional information about the Sustainability Plan, the planning process, and for a PDF of the original June 2011 version, please visit: www.ohio.edu/pacsp

Interoffice Communication

Date: October 31, 2013

To: The President and Board of Trustees

From: Stephen T. Golding, Vice President for Finance and Administration, CFO and Treasurer

Re: Annual Insurance Update

Included in your agenda materials is the annual Ohio University Insurance Program Report prepared by the office of Risk Management and Safety.

This report to the board provides a summary of the insurance market overall, the current state of risk and insurance programs at Ohio University, and a brief look at the university’s history of claims.

The 2013 report highlights: • The changing insurance market • OHIO self-insured retention program • Worker’s Compensation move to self-insured • Property loss…Clippinger lab fire • Benefits of OHIO involvement with the IUC-Insurance Consortium (IC)

If you have any questions or suggestions, please feel free to contact me.

OHIO UNIVERSITY RISK & INSURANCE PROGRAM REPORT

Submitted to the Board of Trustees

November 2013

Preface

Risk Management’s proactive work continues toward attainment of Enterprise Risk Management and support of a sustained Responsibility Centered Management environment, whereby departments consider how risks and various exposures inherent to their areas must be addressed, in order that the strategic objectives of the University are accomplished. Risk Management plays an ever important role in coordinating all of the activities of Ohio University to prevent losses from occurring, and in transferring risk through insurance coverage, so as to minimize the adverse effects of losses on the University community. All losses are not foreseeable, however most are preventable and in those instances when losses do occur we can expect that, as a result of such processes as the University Risk Management Initiative, their impact is subject to immediate response, control, and mitigation, as a result of planning and preparation.

Insurance Market Overview

In a recent US insurance market report published by broker Marsh it is noted that the effects of 2012’s Superstorm Sandy and climate change were balanced by equally, if not in some cases even more, significant concerns leading into 2013. The broker cited the ongoing evolution and understanding of cyber risk, including the potential for hackers to unleash a “digital superstorm;” political risk, not only in emerging economies, but in developed ones; continuing global economic conditions, which, while improving, still generate a certain unease among many; regulatory environments, which in the US will include looming decisions over the future of the Terrorism Risk Insurance Program Reauthorization Act (TRIPRA); and the implementation of health care reform, for example, as each having unique and collective influence on the markets for insurance. Variable to stable market conditions resulting from these events and concerns impact, ultimately the premium rates of all insurers and their insured. Although the global market, the experience of other consortium members, and the pool’s resolutions to adjust retention levels in response to this activity resulted in impact to the Inter-University Council-Insurance Consortium, (IUC-IC) OHIO’s loss experience over the last term, was well within its deductible layer of retention; OHIO’s purchased coverage expenses were close to flat upon renewal, and total invoices rose, while the University exercised its option to fund pool losses; therefore, total property and casualty insurance costs were up from $1,009,221 for the prior, 2012-13, term to $1,126,257 for the current term, 2013-14. This represents an increase of

1 slightly below 12%. To summarize, agreed value increases and investment/protection options account for the bulk of the increase in transfer expenses.

Self-Insurance Program

Self-Insurance, as a cost-effective alternative was pursued in 1999, because first-dollar insurance for the property, liability, vehicle, and professional liability risks inherent to, such a major teaching and research institution, as OHIO was and continues to be a significantly more costly option. The University realizes savings in insurance costs by retaining large deductibles for both property and liability insurance. The lower costs of the primary insurance layers allows Ohio University to increase its overall limits of liability for better protection from larger, catastrophic events, which could greatly impact the University’s mission and budget.

Twelve universities joined with Ohio University a decade ago in order to share risk, forming the Inter-University Council Insurance Consortium or IUC-IC. Ohio University purchases insurance and pools risk through the IUC-IC, for exposures that remain, after all reasonable risk control measures have been pursued; and when the magnitude of the threat and the potential for loss warrants the purchase. Purchases through the IUC-IC pool pertain to unforeseen losses and those losses, which due to their size, would severely impact the financial stability of the University.

Property Insurance

Property insurance protects University buildings and contents against losses from major perils, including boiler and machinery, fire, earthquake, flood, lightning, windstorm, hail, smoke, riot, damage caused by vehicles or aircraft, sprinkler leakage, vandalism and terrorism, all subject to the terms of the policy and a $100,000 deductible. Coverage for flood damage is up to $25 million. After our self-insured retention of $100,000, the University's policies provide for replacement cost coverage up to limits of $100 million dedicated to the University and with an additional $900 million shared with the other IUC-IC universities. Total insurable property values are nearer to $2.5 billion, including approximately $400 million for business interruption. The policy is priced based upon a rate per $100 of value and provided by our insurance carrier, Lexington Insurance Company. Our current rate is 2 cents per $100 of value and reflects a 4.3% increase in values from the prior fiscal year. At the 2013 renewal, Property insurance premium costs rose from $551,959 in 2012 to $652,072 in 2013 due to the aforementioned market conditions, as well as an upward adjustment based on inflation of less than 3% for property values. Crime coverage intended to protect the University from the theft of money is in place, with limits of $5 million and a deductible of $100,000. The renewal for this protection was flat ($12,058 in 2012 and $12,074 in 2013).

2 Liability Insurance

The University’s liability coverage protects it against negligence and alleged negligent acts and omissions of employees or other University agents that result in bodily injury (including loss of life) or property damage to the property of others, subject to the terms of the policy. Our coverage includes liability arising from automobiles, premises and police professional. In general, the policy does not provide coverage for students except for those who are employed by the University or involved in internships. Limits of liability are $50 million and the deductible is $100,000.

Foreign liability coverage protects employees and students while traveling abroad, and total costs for Foreign Liability, International SOS, and Special Accident coverage for employees declined from $15,774 in 2012 to $14,832 at the 2013 renewal. This amounts to a 6% decrease in overall program costs.

Medical malpractice insurance is purchased by the University and offers coverage for the risk associated with the operation of Campus Care, including counseling and psychiatric services. Coverage is provided up to limits of $1 million, with a $25,000 deductible. Presently, the Ohio University Heritage College of Osteopathic Medicine and University Medical Associates maintain a separate medical malpractice insurance program. The Doctor’s Company provides a claims made insurance policy offering $1,000,000 per claim/$3,000,000 aggregate limits, to protect against claims made against all professional staff. Risk Management continues to explore cost savings options for this form of coverage.

Aviation insurance protects the University with respect to the operation of corporate aircraft, the airport and the flight training program. The total premium, including administration fees rose 11% to $155,596 for the 2013 renewal. Costs for the same coverage totaled $140,308 in the previous year.

Educator’s Legal Liability Insurance

Ohio University purchases Educator's Legal Liability coverage from commercial insurers in order to provide protection to its trustees, officers, and employees against claims of wrongful acts, defined as any breach of duty, neglect, error, misstatement or omission. Policy limits for this coverage are $30 million and there is a $100,000 deductible. Liability coverage is written through General Reinsurance Corporation, United Educators and National Surety Corporation. Total casualty transfer premium, which includes the aforementioned, along with commensurate excess, and Shared Excess for the 2013 renewal was nearly 6% lower, at $262,923; compared to $279,127 for the previous year term.

3

Specialized Insurance

A few University departments continue to purchase insurance in order to bolster the effectiveness of their various missions. Education Abroad, for example has arranged for the provision of North American quality insurance and healthcare to our students and faculty when outside of the United States. Costs are assessed against those participating in education abroad programs and were, again approximately $52,254 in the last year. This department has also procured political evacuation coverage which provides for the prompt departure of students and faculty from dangerous situations. International SOS provided services last term for a total of $8,893. Intercollegiate Athletics maintains medical insurance for injured athletes which supplements the program offered by the NCAA. This department spent over $85,000 at the last renewal of this coverage. The Kennedy Museum and the Multicultural Arts Center have both purchased property insurance for traveling and loaned exhibits provided by outside organizations. Coverage for these policies costs $956 annually. The Ohio University Inn purchases property and casualty insurance to protect its facility. At the last renewal the cost was $43,010. Risk Management continues to review all coverage options for the Inn, including, for example property excess, which will result in overall premium cost savings.

Worker’s Compensation Coverage

Risk Management and Safety applied for and was granted self-insured status, effective January 1, 2013, by the Ohio Bureau of Worker’s Compensation. The results of this cost-saving measure will be reported under separate cover at a later time.

Claims Experience

Once more the University did not sustain a major property or liability claim (a loss in excess of $500,000) during fiscal year 2012-13; however, of note is the record June 29, 2012 windstorm, which resulted in a claim with an expected value of approximately $68,000 to be submitted to the IUC-IC. With the exception of two previously reported matters, one involving a property loss in 2006 and another involving a liability claim large loss activity has been low.

Property Claims

Claim frequency remained low and the only major recent loss was the previously noted Grover Center incident. Fire damaged a room at Clippinger Laboratories in April of last 2011, but the value of the cost of repairs stood at slightly above $100,000. The following chart, Figure 1, is a record of the University’s property losses over the last decade.

4 Ohio University Property Claims 2000 - 2012

$1,200,000 $1,186,536

$1,000,000

$800,000

$600,000

$400,000 $275,000 $200,000 $5,390 $68,000 $0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Year

Liability Claims

During four of the last thirteen years, the total of liability claims has been in excess of $100,000 and in one of those years the total exceeded $500,000. Our legal counsel’s aggressive defense of lawsuits brought against the University continues to have a significant, favorable impact on our overall experience. Totals for each year include amounts for both claim payments and case reserves. A recent history of the University’s liability losses is displayed below in figure 2.

Ohio University Liability Claims 2003 - 2012

$1,000,000

$800,000 $714,062

$600,000

$400,000 $269,551 $275,997

$200,000 $23,535 $0 2004 2005 2006 2007 2008 2009 2010 2011 2012 Year

5 Conclusion

Risk Management and Safety continuously seeks to conserve funds while improving coverage and creating long term partnerships, in order to hold down costs. Our association with the IUC- IC pool has proven to be a cost effective relationship; this affords us the opportunity to group purchase insurance at a reduced cost and to share risk in a mutually beneficial manner. Our emphasis on loss prevention continues to demonstrate realization of considerable savings over time. The University also continues to improve its risk profile whenever possible, seeking opportunities to reduce coverage duplication, expand coverage, and more. As the emerging trend toward growth remains solid on OHIO’s horizon and loss expectancy trends low, such cost-saving considerations as greater or, even full self-insured retention may be a funding mechanism which merits further analysis and consideration.

6

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Stephen T. Golding, Vice President for Finance and Administration, CFO and Treasurer

Re: Annual Campus Fire Safety (Clery) Report

Included in your agenda materials is the annual Ohio University 2012 Campus Fire Safety (Clery) Report prepared by the office of Risk Management and Safety.

This report to the board provides a summary of Campus Fire Safety overall, the specific OHIO residence hall fire safety programs and also a brief look at the university’s history of fire losses.

The 2012 report highlights: • Fire safety education, training and fire drills • Fire emergency procedures • Fire statistics for 2012, 2011, & 2010 • Residence hall fire safety equipment • 2012…7 residence hall fires o 5 intentional o 2 unintentional

If you have any questions or suggestions, please feel free to contact me.

2013 Annual Fire Safety Report Athens, Ohio Campus

http://www.ohio.edu/riskandsafety/ehs/fire/clery_fire_report.htm

Environmental Health and Safety University Service Center 49 Factory Street Athens, Ohio 45701

(740) 593-1666 http://www.ohio.edu/riskandsafety/ehs/index.htm Contents

From Risk Management & Safety 3

Overview 4

Scope 4

Definitions 5

On-Campus Housing Fire Safety Equipment 6

Fire Safety Education, Training, & Fire Drills 6

Specific Fire Prevention Related Policies & Programs 7

Ohio University Student Housing Handbook 8

Specific EHS Programs & Procedures 9

Fire Statistics 12

Fire Reporting 12

Reporting Fires & Emergencies 12

Emergency Procedures 13

Evacuation Procedures 13

Reporting Malfunctioning Local Smoke Alarms 14

Ohio University Fire Safety Plan 14

In Case of Fire Emergency 15

Appendix A 16

Appendix B 19

Appendix C 21

Appendix D 23

Ohio University Annual Fire Safety Report 2013 2

FROM RISK MANAGEMENT AND SAFETY

Thank you for taking the time to read this year’s annual fire safety report. This report, prepared annually by the Department of Risk Management and Safety, is provided to meet the requirements of the Jeanne Clery Disclosure of Campus Security Policy and Campus Crime Statistics Act of 1998.

You may obtain a copy of this report by contacting Risk Management and Safety at (740) 593-1666 or by accessing the following web site:

http://www.ohio.edu/riskandsafety/ehs/fire/clery_fire_report.htm

The Department of Risk Management and Safety is charged with promoting a safe learning, working, and living environment for the University. Our health and safety programs provide services and guidance to campus students, faculty, staff, and visitors.

Our department provides a wide array of safety related services including programs in:

• Fire Protection • Risk Management • Research and Laboratory Safety • Emergency Management • Industrial Hygiene • Radiation Safety • Environmental Compliance • Worker’s Compensation • Occupational Safety and Health • Sanitation and Pest Control

Annual Clery Act Security Report You may obtain a copy of this report by contacting the Ohio University Police Department at (740) 593-1911 or by accessing the following web site: http://www.ohio.edu/police/rtk/upload/Clery-Report.pdf

Ohio University Annual Fire Safety Report 2013 3

OVERVIEW

The “Higher Education Opportunity Act” (Public Law 110-315) became law in August, 2008, requiring all United States academic institutions to produce an annual fire safety report outlining fire safety practices, standards, and all fire- related on-campus statistics related to student housing. The following public disclosure report details all information required by this law as it relates to Ohio University as outlined in the initial regulation; subsequent yearly reports will comply with the act as amended.

SCOPE

The annual Fire Safety Report is for the Ohio University campus located in Athens, OH.

Ohio University Annual Fire Safety Report 2013 4

DEFINITIONS

• On-campus student housing facilities – student housing facilities that are owned or controlled by Ohio University, or are located on property that is owned or controlled by Ohio University, and is within the reasonably contiguous geographic area that makes up the Ohio University campus in Athens, OH.

• Fire – any instance of open flame or other burning in a place not intended to contain the burning or in an uncontrolled manner.

• F/A -Fire Alarm System – a central, building-wide alarm system that provides fire detection through the use of smoke and heat detectors, monitors fire suppression systems, sounds building-wide evacuation alarms, and is monitored by the Ohio University Police Department.

• S- Fire Sprinkler System – water based automatic fire suppression system.

• S/A - Local Smoke Alarm – a device that contains a smoke detector and an integrated audible alarm. When activated the local smoke alarm sounds an audible alarm but does not activate the facility fire alarm system and or send an alarm signal the Ohio University Police Department.

Ohio University Annual Fire Safety Report 2013 5

ON-CAMPUS HOUSING FIRE SAFETY EQUIPMENT

At Ohio University, all forty-three of our residence halls are protected by fire detection and alarm systems which are centrally monitored 24 hours a day, seven days a week. The buildings are also equipped with either emergency generators or lighting fixtures that incorporate backup batteries which automatically activate to assure adequate egress lighting in hallways and emergency exit stairwells. Eight of our residence halls have full sprinkler systems. All fire safety systems and equipment are strictly maintained and tested in accordance with applicable national standards. A summary of the fire protection systems present in each residence hall is provided in Appendix A.

FIRE SAFETY EDUCATION, TRAINING AND FIRE DRILLS

Upon request, all on-campus residents, including those with special needs, receive intensive and comprehensive fire safety training at the beginning of each semester. Each resident is required to review and comply with the requirements outlined in Ohio University Student Housing Handbook, which includes information on fire safety and what appropriate action to take during a fire alarm or fire emergency. There is an emergency evacuation map posted on each floor to direct occupants to primary and secondary exits.

Fire drills are conducted each semester in all of the occupied residence halls in coordination with Ohio University’s office of Environmental, Health and Safety. Fraternity and sorority houses that are located in Athens must follow the same procedures that apply to residence halls.

Ohio University Annual Fire Safety Report 2013 6

SPECIFIC FIRE PREVENTION RELATED POLICIES AND PROGRAMS

For more detailed information on the following please visit: http://www.ohio.edu/riskandsafety/ehs/general/resources.htm#fire.

• Policy 44.105: Fire Emergencies, affirms procedures that students must evacuate the building upon fire alarm activation and outlines the role of staff members in overseeing evacuation procedures and reentry into the building when authorized. This policy is intended to prevent injury, loss of life, and property damage from fire emergencies. http://www.ohio.edu/policy/44-105.html

• Policy 44.109: Safety Management, ensures systematic integration of safety and environmental considerations into all university activities. This policy applies to all members of the university community and also to contractors whose work is directed on a day-to-day basis by university employees. http://www.ohio.edu/policy/44-109.html

• Policy 44.113: Smoking, prohibits smoking in all Ohio University buildings; on appurtenant rooftops and terraces; in public buildings directly and indirectly under the control of Ohio University; and within 10 feet of Ohio University buildings, including windows and ventilation intake openings. This policy provides an Ohio University smoking policy in compliance with Ohio Smoking Law, Chapter 3794 of the Ohio Revised Code, effective date December 7, 2006, and with the Ohio Fire Code provisions on Smoking, Section 310. . http://www.ohio.edu/policy/44-113.html

• Policy 42.501: Decorations in University Buildings, states that all room furnishings and/or decorations and the decorating of public spaces is strictly controlled, additional limitations on the use of flammable and combustible materials for decorations in both residence rooms and common areas. This policy establishes the conditions for safe use of decorations in university buildings, including classroom, administrative, and residence buildings. . http://www.ohio.edu/policy/42-501.html

Ohio University Annual Fire Safety Report 2013 7

• The Ohio University Student Housing Handbook which is part of the housing contract, limits the types of electrical appliances allowed in residence halls, establishes expectations for compliance with drills and training, provides for periodic health and safety inspections of residence rooms, affirms limitations on materials that may be stored in resident rooms, prohibits open flames without a permit, limits the use of combustible decorations/furnishings, and defines the consequences if students violate university policies and programs. Specifically:

o Electrical appliances such as electric stoves, George Foreman- type grills, toaster ovens, toasters, crock pots, sandwich makers, space heaters, hot plates, and other open coiled appliances are not permitted in residence hall rooms. No extension cords of any type are permitted, and halogen bulb lamps and high intensity lamps are prohibited.

o Items that require an open flame, operate on fuel, or produce heat (such as Bunsen burners, lit candles, incense, and alcohol burners) are prohibited.

o Student rooms, common areas, storage, and mechanical areas are subject to regular inspection by the Ohio Fire Marshal’s Office, Environmental Health and Safety personnel, and Student Programs staff. In addition, resident room inspections are conducted once per semester by hall staff in order to identify any health or safety concerns. Violations of fire and life safety policies are subject to university judicial action and appropriate sanctions.

o Anyone found causing a false fire alarm, tampering with fire- safety equipment, or not properly evacuating during a fire alarm will face arrest and/or judicial referral.

o Ohio University’s Fire Safety program establishes requirements for periodic fire safety inspections of all university buildings, including residence halls; provides for periodic training for employees and students on basic fire safety; affirms conditions that must be maintained in all university properties to comply with the Ohio Fire Prevention Code; and, establishes requirements for the permitting, approval and inspection of hot work, use of open flames/burning, pyrotechnics and special effects, and temporary facilities, tents and stages.

Ohio University Annual Fire Safety Report 2013 8

SPECIFIC EHS PROGRAMS AND PROCEDURES

• Resident Life Fire Safety - Fire Safety is taken very seriously at Ohio University. It is customary that your hall will conduct a fire drill. Please comply fully with the building evacuation and re-entry procedures during these drills. Any time you hear a fire alarm, pick up your keys, lock your door, and leave the building immediately. Never use the elevator. Take the time to learn where the fire alarms and exit routes are from any room in your building (you won't always be in your own room when the alarm sounds or when you spot smoke or flames). If you encounter smoke or flames in the building, pull the nearest fire alarm, leave the building immediately, and call 911.

• Resident Life Electrical Safety - Very few of our residence hall rooms have a sufficient number of electrical wall outlets to accommodate all of the appliances which you'll have with you or be in locations which will be most convenient to your chosen room layout. Therefore, when you are trying to be creative, please follow the electrical safety "do's" and "don'ts".

• Space Heaters - The Ohio University recognizes that individuals have different levels of comfort associated with temperature and heat. The use of electric space heaters as a temporary measure is permitted, if guidelines are followed.

• Recreational Fires - EHS requires a permit for recreational or ceremonial fires. For permits call 593-1666. Please allow ten (10) days to process. Compliance must be met for the Athens City Fire Department Burn Law (effective 8/29/06).

• Multi-outlet assemblies (power strips) - Power strips should be properly secured to a permanent surface, equipped with fuse or circuit breaker, energized from a permanent outlet, grounded 3-wire type, and UL approved.

• Extinguisher Training – Training is offered any time, please contact the Department of Environmental Health & Safety at 593-1666 if you would like to practice using a fire extinguisher or to set up a training class.

Ohio University Annual Fire Safety Report 2013 9

• Nuisance Fire Alarms - Fortunately, the cause of most fire alarms is not fire, but something else. Causes can be accidental (somebody bumping into a fire alarm device, a worker spray painting, sawing/sanding wood, or welding too close to a detector), unintentional (dust or insects the detector sees as smoke, or a smoke detector too close to a kitchen area, or water that leaks into a detector), mechanical (a malfunctioning system--usually when a new system is being installed, an electrical storm, or a faulty wire), or malicious (intentionally setting off the alarm). Learn more about How To Live With Your Fire Alarm System.

• Fire Drills - Fire drills will be conducted three times a year, occurring during the academic session. Drills are conducted for each of the 43 residence halls by Ohio University staff. EHS keeps records of these drills as well as those reported by off campus Greek Chapter Houses.

• Prevention and Inspection Programs - Environmental Health and Safety conducts a fire drill during the first two weeks of the academic session at each residence hall. Random fire safety inspections are made weekly throughout the Ohio University campus by Residence Life staff. Fraternities and sororities are inspected by EHS.

• Building Construction and Alarm Systems - Some residence halls are equipped with fire department standpipes, hoses, and some have sprinkler systems. Each residence hall is equipped with a fire alarm system that includes manual pull stations, horns and strobe lights. All rooms contain smoke detectors, either single or multi-station (interconnected to the fire alarm panel). The fire alarm and sprinkler systems are inspected and tested according to code requirements and fire extinguishers are scheduled to be inspected monthly per code.

• Fraternity & Sorority Inspection - Ohio University has a special relationship with fraternity and sorority chapters. As part of that special relationship, the university allows sophomore students to be exempted from the on-campus housing policy. In order to maintain this exemption, chapters must comply with certain rules and expectations.

Ohio University Annual Fire Safety Report 2013 10

• Tents, Canopies, Football, & Outdoor Events - The state of Ohio requires a permit for all tents and membrane structures (air inflated or frame covered structure) over 200 square feet, and canopies (open sides at least 75%) over 400 square feet. Please visit the following sites for specific requirements. • Tent/Canopy Permit Policy • State of Ohio Tent/Canopy Permit • Tent/Canopy Application Explanation and Guidelines • Assembly Events Inspection Requirements

o Tent & Canopy Use Permit Forms - A $75 permit is required for tents, canopies, and membrane structures available from the Ohio Department of Commerce Forms. These permits are not processed by Ohio University, but by the Ohio Department of Commerce, Code Enforcement. Please allow at least 1 week for processing. Send permits to: The Ohio Department of Commerce Division of State Fire Marshal 8895 East Main Street Reynoldsburg, OH 43068 (614) 752-8200 Fax: (614) 728-5168

Ohio University Annual Fire Safety Report 2013 11

FIRE STATISTICS

The number and cause of each fire in each residence hall is summarized in Appendix B. There were no reported fire-related injuries or fatalities in residence halls during calendar years 2010 through 2012.

FIRE REPORTING

The Ohio University Police Department monitors the status of all fire detection and fire suppression systems in residence halls. If a fire has occurred it must be reported to the Ohio University Police Department by calling (740) 593-1911 (non-emergency) or 911 (emergency). The Ohio University campus fire log is available for viewing upon request in the lobby of the EHS Department M-F, 8:00am to 5:00pm.

PLANS FOR FUTURE IMPROVEMENT

Ohio University maintains a prioritized list of projects to upgrade older fire systems, enhance the capabilities of existing systems, or install new fire safety systems in existing buildings.

FIRES AND EMERGENCIES

Report on-campus fires to 911 and activate the building fire alarm using a manual fire alarm pull-station.

** All fires, including those that have been extinguished, must be reported to Ohio University Police. Report all other emergencies to the Ohio University Police Department by one of these methods: • Call 3-1911 from any campus phone • Call (740) 593-1911 from a cellular or off-campus phone • Use a Code Blue Telephone or other emergency telephone

Ohio University Annual Fire Safety Report 2013 12

EMERGENCY PROCEDURES

Ohio University has published an Emergency Response Guide to help members of the Ohio University community properly respond to emergencies on campus. The current version of the guide can be found at the Ohio University Emergency Programs web page:

http://www.ohio.edu/riskandsafety/emergencyprograms/responses.htm

EVACUATION PROCEDURES

All persons are required to evacuate from and exit the building any time: the fire or evacuation alarm sounds; an evacuation announcement is made; or a University official orders you to evacuate.

When evacuating, remember to: • Close any open windows in your room • Take jackets or clothing needed for protection from the weather • Feel the top of your door for heat before opening it • Stay low and open the door slowly checking for signs of smoke or fire in the corridor • Lock your room door behind you as you leave • Proceed quickly to the nearest exit • Move away from the building and to your floor’s meeting location • If you have information about the emergency then report it to emergency responders • If you are unable to exit the building due to a disability or fire conditions, take refuge to a safe location and call 911. If possible, signal out a window to emergency responders.

Ohio University Annual Fire Safety Report 2013 13

SMOKE DETECTORS

All on-campus student housing rooms are equipped with local smoke alarms that when activated will sound an in-room audible alarm. Many smoke alarms are connected to the building fire alarm system for power and monitoring purposes. Some in-room smoke alarms do not sound a building-wide alarm and do not send an alarm signal to the Ohio University Police Department. In-room smoke alarms are designed to alert room occupants.

REPORTING MALFUNCTIONING LOCAL SMOKE ALARMS

Report malfunctioning smoke alarms to the Ohio University Police Department by calling (740) 593-1911 at any time, day or night.

Never cover, remove, or tamper with smoke alarms or other fire protection equipment.

OHIO UNIVERSITY FIRE SAFETY PLAN

The current Ohio University Fire Safety Plan is shown on the next page. This fire safety plan is applicable to all campus facilities, including on-campus student housing facilities.

Ohio University Annual Fire Safety Report 2013 14

IN CASE OF FIRE EMERGENCY Ohio University Policy 44.105: Fire Emergencies When the Fire Alarm Sounds 1. Evacuate the building immediately via the nearest available exit. Go to a location out of the path of emergency response vehicles, away from fire hydrants, approximately 50 feet away from the building, and account for the people in your group. If you know someone is unable to evacuate the building, you should relay that information to 911. 2. If you cannot evacuate the building due to mobility impairment, the intensity of the fire, or smoke, then "Shelter in Place" by: a. closing the doors to the room you are in; b. calling 911 to give your location and information; c. stopping up cracks (e.g., with wet towels) to block smoke; d. open windows to the outside for fresh air; and staying next to the floor to avoid breathing hot gases and smoke. e. Wait until help arrives. 3. In order to slow the spread of the fire, doors, and if possible, windows, should be closed as the last person leaves a room or area during the evacuation of the building. 4. Do not use elevators, use the building's stairwells. 5. Do not return to your room until the all clear signal is given by the Ohio University Police Department ("OUPD"), or the Athens Fire Department, or — in the case of a fire drill — Environmental Health and Safety ("EHS"). If You Discover a Fire

1. Call 911. 2. Assist any person in immediate danger to safety, if that can be accomplished without risk to you or other persons. 3. Do not try to fight the fire yourself; call 911 and be prepared to give your name, location, and fire information. If the fire is small enough and you have been trained, you may use a nearby fire extinguisher to control and extinguish the fire after calling 911. 4. Immediately activate the building fire alarm system by pulling a manual fire alarm pull station on your way out of the building if the building alarm is not already sounding. In all residence halls and many other buildings this will automatically notify OUPD and the fire department and get help on the way. The Stopper II device which covers the pull station will sound a local alarm when opened. Do not mistake this for the actual fire alarm. After opening this cover, the actual pull station must be pulled to sound the fire alarm. 5. If you cannot evacuate the building, then shelter in place, as described in item 2 of subsection I, above. 6. Never reenter a building after a fire without permission from the Athens Fire Department or OUPD.

Ohio University Annual Fire Safety Report 2013 15

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 Off-Line academic year academic conducted each # of evacuation drills drills evacuation of # System Standpipe No No No Fire YesYes Yes Yes YesYesYes Yes Yes YesYesYes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Extinguishers System No No No No No No No No No No No No Fire Sprinkler System Fire Alarm YesYes Yes YesYesYesYes Yes YesYes YesYes YesYes YesOff-Line Yes Yes Yes Off-LineYes Yes Yes Off-LineYes Yes Yes Off-Line Yes Yes Residence Hall Fire Safety Equipment Safety Fire Hall Residence Address All Residence equipped Halls are smoke with detectors room 131 Green South Drive Drive Weld 18 Drive Weld 10 51 East Green Drive Trail Oxbow 47 35 Congress South Street Drive Nelson 8 22 Avenue McKInley North 34 University Terrace 50 East Green Drive Drive Nelson 16 95 Richland Avenue 12 McKinley Avenue North 181 Green South Drive 167 Green South Drive Drive Nelson 24 Drive Nelson 14 * Stand alone smoke detectors ** Smoke detectors report to fire panel panel fire to report detectors Smoke ** detectors smoke alone Stand * Residence Hall Residence Appendix A Adams ** Armbruster * * Atkinson Biddle ** Boyd * Bromley ** * Brough Brown ** Bryan ** Bush Cady * ** Convo Crawford * Dougan * Ewing * * Fenzel Foster *

Ohio University Annual Fire Safety Report 2013 16

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 Off-Line academic year conducted each # of evacuation drills drills evacuation of # System Standpipe No No No Fire YesYes Yes Yes YesYesYes Yes YesYesYesYes YesYes YesYes YesYes YesYes Yes Yes Yes Extinguishers System No No No No No No No No No No No No Fire Sprinkler System Fire Alarm YesYes Yes YesYesYesYes Yes YesYes YesYes YesYes YesOff-Line YesYes Off-Line YesYes YesYes Off-LineYes YesYes Off-Line Yes Yes Residence Hall Fire Safety Equipment Safety Fire Hall Residence Address All Residence equipped Halls are smoke with detectors room 131 Green South Drive Drive Weld 18 Drive Weld 10 51 East Green Drive Trail Oxbow 47 35 Congress South Street Drive Nelson 8 22 Avenue McKInley North 34 University Terrace 50 East Green Drive Drive Nelson 16 95 Richland Avenue 12 McKinley Avenue North 181 Green South Drive 167 Green South Drive Drive Nelson 24 Drive Nelson 14 * Stand alone smoke detectors ** Smoke detectors report to fire panel panel fire to report detectors Smoke ** detectors smoke alone Stand * Residence Hall Residence Appendix A Adams ** Armbruster * * Atkinson Biddle ** Boyd * Bromley ** * Brough Brown * Bryan ** Bush Cady * ** Convo Crawford * Dougan * Ewing * * Fenzel Foster *

Ohio University Annual Fire Safety Report 2013 17

0 3 3 3 3 3 3 3 3 academic year conducted each # of evacuation drills drills evacuation of # System Standpipe No No No No No No Fire Yes Yes YesYes Yes Yes YesYes Yes Yes Yes Extinguishers System No No No No No No No No Fire Sprinkler System Fire Alarm Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Residence Hall Fire Safety Equipment Safety Fire Hall Residence Address All Residence equipped Halls are smoke with detectors room 60 East Green Drive Trail Oxbow 41 193 Green South Drive 34 South College St 48 East Green Drive Drive Weld 22 Drive Green West 20 175 Green South Drive 31 Street Court South * Stand alone smoke detectors ** Smoke detectors report to fire panel panel fire to report detectors Smoke ** detectors smoke alone Stand * Residence Hall Residence Appendix A Tiffin ** Treudley ** True * Voigt ** Washington * Weld * ** Wilson Wray * ** Court S 31

Ohio University Annual Fire Safety Report 2013 18

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 academic year academic conducted each # of evacuation drills drills evacuation of # System Standpipe No No No No No No No No No No Fire Yes YesYes Yes YesYesYes YesYes YesYes Yes Yes YesYes Yes Yes Extinguishers System No No No No No No No No No No No Fire Sprinkler System Fire Alarm Yes Yes Yes YesYesYes YesYes YesYes YesYes YesYes YesYes YesYesYes Yes YesYesYesYes Yes Yes Yes Yes Yes Yes Residence Hall Fire Safety Equipment Safety Fire Hall Residence Address All Residence equipped Halls are smoke with detectors room 58 East Green Drive 155 Green South Drive Drive Green West 8 Street Union East 101 44 East Green Drive 45 East Green Drive Drive Weld 17 Drive Nelson 20 57 East Green Drive 28 McKinley Avenue North 46 East Green Drive Trail Oxbow 51 Trail Oxbow 43 88 University Terrace 59 East Green Drive 199 Green South Drive * Stand alone smoke detectors ** Smoke detectors report to fire panel panel fire to report detectors Smoke ** detectors smoke alone Stand * Residence Hall Residence Appendix A Gamertsfelder ** Gamertsfelder Hoover * James ** Jefferson * Johnson ** Lincoln ** MacKinnon **Martzolff * * O'Bleness 18 Avenue McKInley North Perkins ** * Pickering Read ** Ryors * Sargent ** ** Scott Quad ** Shively Smith *

Ohio University Annual Fire Safety Report 2013 19

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Damage Property 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Deaths 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Injuries N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A of Fires Intentional Intentional Intentional Intentional Classification Classification Unintentional N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Unknown Intentional Date & Time of Fire of & Time Date 3/12/2012 @ 3:58am @ 3/12/2012 11/8/2012 @12:00am 11/8/2012 12/14/2012 @ 2:30am @ 12/14/2012 1:32pm @ 12/11/2012 9:13pm @ 10/28/2012 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Date Fire Fire Date Reported 3/13/2012 11/8/2012 10/20/2012 12/14/2012 12/11/2012 10/28/2012 0 0 0 0 1 0 0 0 0 0 0 1 0 0 1 0 0 1 0 1 1 0 in Each Total Fires Fires Total Address 131 Green South Drive Drive Weld 18 Drive Weld 10 51 East Green Drive Trail Oxbow 47 35 Congress South Street Drive Nelson 8 22 Avenue McKInley North 34 University Terrace 50 East Green Drive Drive Nelson 16 95 Richland Avenue 12 McKinley Avenue North 181 Green South Drive 167 Green South Drive Drive Nelson 24 Drive Nelson 14 58 East Green Drive 155 Green South Drive Drive Green West 8 Street Union East 101 44 East Green Drive 2012 Ohio2012 University Related Residence Hall Information for Safety Fire and Statistics Residence Hall Residence Appendix B Adams Armbruster Atkinson Biddle Boyd Bromley Brough Brown Bryan Bush Cady Convo Crawford Dougan Ewing Fenzel Foster Gamertsfelder Hoover James Jefferson Johnson

Ohio University Annual Fire Safety Report 2013 20

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $0.00 $0.00 Damage Property 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Deaths 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Injuries N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A of Fires Classification Classification Unintentional N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Date & Time of Fire of & Time Date 5/19/2012 @ 12:52am @ 5/19/2012 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Date Fire Fire Date Reported 5/19/2012 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N/A N/A in Each Total Fires Fires Total Address 45 East Green Drive 18 Avenue McKInley North Drive Weld 17 Drive Nelson 20 57 East Green Drive 28 McKinley Avenue North 46 East Green Drive Trail Oxbow 51 Trail Oxbow 43 88 University Terrace 59 East Green Drive 199 Green South Drive 60 East Green Drive Trail Oxbow 41 193 Green South Drive 34 South College St 48 East Green Drive Drive Weld 22 Drive Green West 20 Street Wolfe 35 175 Green South Drive 31 Street Court South 2012 Ohio2012 University Related Residence Hall Information for Safety Fire and Statistics Residence Hall Residence Appendix B Lincoln MacKinnon Martzolff O'Bleness Perkins Pickering Read Ryors Sargent Scott Quad Shively Smith Tiffin Treudley True Voigt Washington Weld Wilson Apts St Wolfe Wray Court S 31

Ohio University Annual Fire Safety Report 2013 21

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $0.00 $0.00 Damage Damage Property $44,505.66 $44,505.66 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Deaths 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Injuries N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Fires Intentional Unintentional Classification of of Classification N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 6/3/11 @ 2:00 am 2:00 @ 6/3/11 Date & Time of Fire of & Time Date 11/14/11 @ 5:33 am 5:33 @ 11/14/11 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 6/3/11 Date Fire Fire Date 11/14/11 Reported 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 1 0 0 0 0 2011 in Each Building Total Fires Fires Total Address 131 Green South Drive Drive Weld 18 Drive Weld 10 51 East Green Drive Trail Oxbow 47 35 Congress South Street Drive Nelson 8 22 Avenue McKInley North 34 University Terrace 50 East Green Drive Drive Nelson 16 95 Richland Avenue 12 McKinley Avenue North 181 Green South Drive 167 Green South Drive Drive Nelson 24 Drive Nelson 14 58 East Green Drive 155 Green South Drive Drive Green West 8 44 East Green Drive 2011 Ohio2011 University Related Residence Hall Information for Safety Fire and Statistics Residence Hall Residence Appendix C Adams Armbruster Atkinson Biddle Boyd Bromley Brough Brown Bryan Bush Cady Convo Crawford Dougan Ewing Fenzel Foster Gamertsfelder Hoover James Johnson

Ohio University Annual Fire Safety Report 2013 22

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $0.00 $0.00 $0.00 $0.00 $200.00 $200.00 Damage Property $72,094.59 $72,094.59 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Deaths 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Injuries N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Fires Intentional Intentional Intentional Undetermined Classification of of Classification N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 4/8/11 @ 5:00 am 5:00 @ 4/8/11 Date & Time of Fire of & Time Date 9/2011 @ unknown @ 9/2011 10/18/11 @ 5:58 am 5:58 @ 10/18/11 10/19/11 @ 3:48 am 3:48 @ 10/19/11 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 4/8/11 Date Fire Fire Date 10/18/11 10/19/11 11/16/11 Reported 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 3 2011 in Each Building Total Fires Fires Total Address 45 East Green Drive 18 Avenue McKInley North Drive Weld 17 Drive Nelson 20 57 East Green Drive 28 McKinley Avenue North 46 East Green Drive Trail Oxbow 51 Trail Oxbow 43 88 University Terrace 59 East Green Drive 199 Green South Drive 60 East Green Drive Trail Oxbow 41 34 South College St 48 East Green Drive Drive Weld 22 Drive Green West 20 Street Wolfe 35 175 Green South Drive 193 Green South Drive 2011 Ohio2011 University Related Residence Hall Information for Safety Fire and Statistics Residence Hall Residence Appendix C Lincoln MacKinnon Martzolff O'Bleness Perkins Pickering Read Ryors Sargent Scott Quad Shively Smith Tiffin Treudley True Voigt Washington Weld Wilson Apts St Wolfe Wray

Ohio University Annual Fire Safety Report 2013 23

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Damage Damage Property 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Deaths 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Injuries N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Fires Classification of of Classification N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Date & Time of Fire of & Time Date N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Date Fire Fire Date Reported 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2010 in Each Building Total Fires Fires Total Address 131 Green South Drive Drive Weld 18 Drive Weld 10 51 East Green Drive Trail Oxbow 47 35 Congress South Street Drive Nelson 8 22 Avenue McKInley North 34 University Terrace 50 East Green Drive Drive Nelson 16 95 Richland Avenue 12 McKinley Avenue North 181 Green South Drive 167 Green South Drive Drive Nelson 24 Drive Nelson 14 58 East Green Drive 155 Green South Drive Drive Green West 8 2010 Ohio2010 University Related Residence Hall Information for Safety Fire and Statistics Residence Hall Residence Appendix D Adams Armbruster Atkinson Biddle Boyd Bromley Brough Brown Bryan Bush Cady Convo Crawford Dougan Ewing Fenzel Foster Gamertsfelder Hoover James

Ohio University Annual Fire Safety Report 2013 24

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $25.00 $25.00 $480.00 $480.00 $100.00 $100.00 Damage Damage Property 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Deaths 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Injuries N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Fires Cooking Intentional Intentional Classification of of Classification N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 3/7/10 @1:30 am @1:30 3/7/10 4/18/10 @ 1:39 am 1:39 @ 4/18/10 8/5/10 @ 10:41 am 10:41 @ 8/5/10 Date & Time of Fire of & Time Date N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 8/5/10 3/7/10 4/18/10 Date Fire Fire Date Reported 0 0 1 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 1 2010 in Each Building Total Fires Fires Total Address 17 Weld Drive Weld 17 57 East Green Drive Trail Oxbow 51 88 University Terrace 193 Green South Drive 175 Green South Drive 44 East Green Drive 45 East Green Drive 18 Avenue McKInley North Drive Nelson 20 28 McKinley Avenue North 46 East Green Drive Trail Oxbow 43 59 East Green Drive 199 Green South Drive 60 East Green Drive Trail Oxbow 41 34 South College St 48 East Green Drive Drive Weld 22 Drive Green West 20 2010 Ohio2010 University Related Residence Hall Information for Safety Fire and Statistics Residence Hall Residence Appendix D Martzolff Perkins Ryors Scott Quad True Wray Johnson Lincoln MacKinnon O'Bleness Pickering Read Sargent Shively Smith Tiffin Treudley Voigt Washington Weld Wilson

Ohio University Annual Fire Safety Report 2013 25

NOTES:

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Ohio University Annual Fire Safety Report 2013 26

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Stephen T. Golding, Vice President for Finance and Administration, CFO and Treasurer

Re: Annual Clery Act Compliance Report

Included in your agenda materials is the annual Ohio University 2013 Clery Act Compliance Report prepared by the University Police Department.

This report to the board provides a summary of Campus Crime statistics for the 2012 calendar year, as well as recapping the statistics from the previous two Clery Compliance Reports (2010 and 2011). In addition to containing crime statistics, the Clery Report also provides information about University services, emergency procedures, and victim resources.

The 2013 report highlights:

• Robberies and Aggravated Assaults increased slightly from 2011 to 2012 • Burglary and Forcible Sex Offenses showed slight increases in 2012 • Arsons decreased slightly in 2012 • Liquor and drug arrests remained fairly consistent, although there was a slight rise in both • Overall, across the three year span, 2011 saw a slight dip in statistics, with the increases in 2012 returning to the same levels as 2010 • Some increases, such as burglary and rape, were mostly a result of offenses occurring in non-campus property such as fraternity houses

If you have any questions or suggestions, please feel free to contact me.

2013 Clery Act Compliance Report

Ohio University Police Department Dear Members of the Ohio University Community:

The information that follows is designed to introduce you to issues of safety and security on the Ohio University Athens campus. O.U. regional campus information may be obtained at the respective campus or via the Ohio University Police Depart- ment website at www.ohiou.edu/police/. We have included a vast amount of informa- tion because it is our belief it will assist the members of our community in protecting themselves – the more we all know about our environment and society, the safer we will be.

The Ohio University Police Department provides professional law enforcement services to support the University’s mission. We value dedication, integrity, and professionalism in delivering our services, and employing a team approach to problem solving whenever possible. Through innovation and creativity, we achieve a high standard of service to our community. We treat each and every person with respect and compassion, working in tandem with members of our community to make O.U. a safe and secure place for all of us to work, learn, and live.

We encourage you to read this information and consider the advice it provides. Please feel free to contact the University Police Department if you have any ques- tions, comments, or concerns about this material or about the safety and security in general at Ohio University.

Andrew D. Powers Chief of Police Ohio University Police Department Ohio University’s 2013 Clery Act Compliance Report Ohio University is a state-assisted institution of higher education located in Athens, Ohio, with regional campuses in Belmont County (Eastern), Ironton (Southern), Chillicothe, Lancaster, Pickerington, Proctorville and Zanesville.

Ohio University is committed to assisting all members of the Ohio University community in providing for their own safety and security. The annual security compliance document is available on the OUPD website at www.ohiou.edu/police.

Our website and booklet contain information regarding campus security and personal safety including topics such as: crime prevention, University police law enforcement authority, crime reporting policies, disciplinary procedures and other matters of importance related to security on the Athens campus only.

In addition we have included crime statistics for the Athens and regional campuses for the three previous calendar years summarizing crimes that occurred on campus, and on public property within, or immediately adjacent to and accessible from, campus.

Annual Fire Safety Report Ohio University’s Annual Fire Safety Report is created and distributed by the Office of Environmental Health and Safety (EHS). The report can be accessed at http:// www.ohio.edu/riskandsafety/ehs/fire/clery_fire_report.htm or picked up at the EHS office at 142 University Service Center, 49 Factory Street.

Campus Law Enforcement Authority The Ohio University Police Department is a full service law enforcement agency, operating 24 hours a day, 365 days a year, located at 135 Scott Quadrangle. The department is staffed with 25 sworn police officers commissioned by the state of Ohio to serve and protect the University community. The department also employs 7 full time civilian personnel. Investigations of criminal conduct and violations of university policy are conducted in a timely and professional manner with prosecution and referrals to the criminal justice system or other appropriate entities when applicable. The department is also responsible for issuing timely warnings of crimes that pose a threat to the campus community. The department also works closely with other federal, state, municipal and university departments to enhance the level of law enforcement service available to the university community and to provide those who may be the victim of criminal actions or emergency situations information regarding university options available to them. The Ohio University Police Department also holds mutual aid agreements with the City of Athens Police Department and the Athens County Sheriff’s Office.

Ohio University believes that eliminating or minimizing criminal opportunities helps prevent crime. Partnerships have been established with students and employees to identify potential areas of victimization and options for appropriate response. Police officers engage in visible patrol and also present programs along with Residential Housing staff and other groups on campus to help community members reduce their chances of becoming a victim of crime.

3 Reporting of Criminal Activity and Other Emergencies Procedures and Facilities to Report Criminal Actions or Other Emergencies Students, employees, visitors and community members are strongly encouraged to report incidents of criminal conduct, suspicious behavior or emergencies to the Ohio University Police Department by telephone (740) 593-1911 or in person at 135 Scott Quadrangle as soon as possible. Emergency telephones are located at the main entrance of all residence halls and select locations throughout campus. The phones are recognizable by the blue lights located above each phone. Emergency phones provide direct access to the Ohio University Police Department and can be used to access other emergency services.

Confidential Reporting Ohio University encourages anyone who is the victim of/or witness to, any crime to promptly report the incident to the Ohio University Police Department or another campus authority. With such information, the University can take steps to help ensure the future safety of the campus by keeping an accurate record of the number of incidents involving students. Determining where there is a pattern of crime with regard to a particular location, method, or assailant, and alerting the campus community to potential danger are also benefits of such information. Please note that, because police reports are public record under state law, the Ohio University Police Department cannot hold reports of crime in confidence. Crime reports made to Ohio University health care and mental health professionals can generally be kept confidential, although reports will be included in the annual disclosure of crime statistics.

Emergency Preparedness Ohio University recognizes the need to prepare itself for numerous emergencies that may happen at any time. Ohio University has created an Emergency Operation Plan (EOP). The EOP provides general guidance, organizational structure and specific direction on preparedness, response and communication disciplines. It is critical that we prepare for the “unexpected” events to protect the Ohio University community and the local community of Athens, OH. The EOP outlines University procedures for managing major emergencies that may threaten the health and safety of the campus community. Ohio university policy #44.100, Critical Incidents, provides the Ohio University policy authority for this plan. The EOP can be easily accessed by visiting www.ohio.edu/riskandsafety/emergencyprograms/. In addition, to the EOP the University has created a Critical Incident Response Team (CIRT). CIRT is made up of numerous University stakeholders whose mission is to provide leadership to the campus community before, during and after an emergency or critical incident. CIRT members meet quarterly.

Immediate Emergency Notification The Ohio University Police Department (OUPD) and Risk Management and Safety (RMS) work closely to monitor emergency situation on and around the University. If it is determined that there is an emergency or dangerous situations that poses an

4 immediate threat to the health and safety of some or all members of the University community, OUPD will immediately collaborate with RMS and CIRT to determine the immediate course of action. OUPD and/or RMS have the responsibility to respond to, summon the necessary resources, to mitigate, investigate and document any situation that may cause an emergency or dangerous situation in the University community. OUPD, RMS and CIRT will also work with the City of Athens and Athens County Emergency Management Agency to determine if there is an emergency or critical incident within the City or County of Athens that may pose an immediate threat to the University community and respond immediately to those situations as well. In the event of critical incident or emergency situation, the University community will be notified by the appropriate emergency notification system that have been established at Ohio University and described in detail in this booklet. This notification may be issued by OUPD or CIRT. The emergency notification may be to a selected group or location within the university Community or it may be a notification for the entire University community, using the most appropriate notification system to disseminate the information. Alert notification will be issued immediately unless a notification, in the judgment of OUPD and other first responders, compromise efforts to assist victims, or to contain, respond to, or otherwise mitigate the emergency. Student, faculty and staff are also encouraged to notify OUPD of any and all possible dangerous situations that may be occurring within the University community.

Emergency Evacuation Procedures Information on critical incidents and how to respond to these different events can be found at www.ohio.edu/emergency. Students living in the residence halls at Ohio University, participant in quarterly evacuation procedures and drills, which are held at the beginning of each academic semester. These evacuation and emergency/fire drills are designed to inform students of emergency exits and emergency planning for the residence halls. Environmental Health and Safety along with Residential Housing are responsible for the coordination of these drills. Residents of the halls will be notified of the drills by Residential Housing staff. The University Critical Incident Response Team (CIRT) also participates in a table top exercise at each of the quarterly meeting. These exercises are based on a wide range of emergency situations and critical incidents that may affect some or all of the University community. CIRT members use these exercises to determine the best course of actions and responses for the various incidents. The university will also continue to be active in the Athens County Emergency Management Agency drills and exercises that are held every year and may affect the University community.

Shelter-in-Place Procedures – What’s it Mean to “Shelter-in-Place” If an incident occurs and the building or areas around you become unstable, or it if the air outdoors becomes dangerous due to toxic or irritating substances, it is usually safer to stay indoors, because leaving the area may expose you to that danger. Thus, to “shelter-in-place” means to make a shelter of the building that you are in, and with a few adjustments this location can be made even safer and more comfortable until it is safe to go outside.

5 Basic “Shelter-in-Place” Guidance If an incident occurs and the building you are in is not damaged, stay inside in an interior room until you are told it is safe to come out. If your building is damaged, take your personal belongings (purse, wallet, OU ID, etc) and follow the evacuation procedures for your building (close your door, proceed to the nearest exit, and use the stairs instead of the elevators). Once you have evacuated, seek shelter at the nearest University building quickly. If police , fire department or other first responders are on scene, follow their directions.

How You Will Know to “Shelter-in-Place” A shelter-in-place notification will come from the Ohio University Police Department, Risk management and Safety, Residential Housing Staff or other authorities. Alerts either by text messaging or outdoor notification messages will be the primary means of disseminating the notification however, other means may of communication may also be employed.

How to “Shelter-in-Place” No matter where you are, the basic steps of shelter-in-place will generally remain the same. Should the need arise; follow these steps, unless instructed otherwise by emergency personnel: 1. If you are inside, stay where you are. Collect any emergency shelter-in-place supplies and a telephone to be used in case of an emergency. If you are outdoors, proceed into the closest University building quickly or follow instructions from emergency personnel on the scene. 2. Locate a room to shelter inside. It should be: a. An interior room b. Above ground level c. Without windows or with the least number of windows. If there is a large group of people inside a building, several rooms may be necessary. 3. Shut and lock all windows (tighter seal) and close exterior doors. 4. Turn off air conditioners, heaters and fans. 5. Close vents to ventilation systems as you are able. (University employees will turn off ventilation system as quickly as possible). 6. Make a list of people and ask someone to call the Ohio University Police Department (740-593-1911) so they will know where you are sheltering. 7. Turn on a radio or TV and listen for further instructions. 8. Make yourself comfortable.

Community Emergency Notifications The following methods of communication are available and may be utilized in the event of a campus emergency. The usage of these tools will be dependent upon the particular set of circumstances present during the situation or incident. Not every communication tool will be utilized in every situation. The Ohio University Police Department in conjunction with the Critical Incident Response Team (CIRT) may initiate the communications tools listed.

Outdoor Emergency Notification System (Siren/PA system): An outdoor emergency notification system (audible siren/pa) has been installed 6 on the Athens Campus and may be used for notifying the campus community of weather-related situations or other emergency situations as deemed necessary by the University. There are six locations where the outdoor emergency notification system will sound from (or each site may be activated independently). An outdoor emergency notification will start with the sounding of a pre-programmed tone and continue with a verbal announcement either pre-recorded or live. An audible educational test of the outdoor emergency notification system occurs the 2nd Friday following the start of each academic semester.

OHIO Alert (Voice/Text Messaging/Email/Social Media): Ohio University’s OHIO Alert allows authorized users to send automated emergency notifications via voice message, e-mail, text messaging, Twitter, and Facebook in situations as deemed necessary and appropriate. There will be times where this system will be used in conjunction with the campus outdoor emergency notification system and other times where it will be used with other communication methods or as the sole method of communications. The University tests the emergency event notification system each semester.

Email The University’s email system may be used as a mode of communication. The email system allows a more thorough explanation of the situation be delivered to everyone’s email address at Ohio University. Instructions or protective steps may also be given through email.

Websites The University has several opportunities to utilize the web to disseminate information in an emergency. The University’s homepage www.ohio.edu has an emergency information link and may also be a standalone site used as the sole release point for emergency information. The emergency information page http://www.ohio.edu/emergency is a site where information may be posted as the emergency situation evolves. This site is a link from the University homepage and is regularly used to update the campus community. This site links to other University sites such as OUPD, Counseling and Psychological Services and the Campus Emergency Response Guide which provides procedures to follow in an emergency i.e. evacuation, tornado, etc.

CATVision CATVision is a year-round, 24 hour-a-day service delivered to every student bedroom, apartment and residence hall lounge on the Athens campus. The service is also provided to various academic and administrative locations on campus. Programming to all television monitors connected to CATVision can be interrupted to display an emergency message.

Campus Emergency Call-in Number A University call-in number has been established to play a short pre-recorded announcement. The number is 740.597.1800 (on Athens campus, 7-1800).

7

Campus and Local Media During an emergency related to campus, campus and local media outlets will be notified by University Communications and Marketing and will be updated as the situation evolves. Policies for Making Timely Warning Reports to the Campus Community When Ohio University considers a crime to pose an ongoing threat to the safety of the community, “Crime Alerts/Timely Warnings” are distributed by the Ohio University Police Department throughout campus. Alerts will be issued for the following crimes: arson, aggravated assault, burglary, criminal homicide, motor vehicle theft, robbery, and sex offenses. Crime alerts may also be posted for other crimes as deemed necessary.

Monitoring and Reporting Criminal Activity at Off-Campus Locations Officially Recognized by the Institution The Ohio University Police Department maintains a close, cooperative relationship with all local, state and federal law enforcement agencies. In addition to joint education and enforcement efforts, the department works through the local police department to monitor and record criminal activity at off-campus locations of student organizations officially recognized by the university, including student organizations with off-campus housing facilities. Safety of and Access to Campus Facilities Including

Campus Residences The main campus of Ohio University is located on 1,800 acres in southeastern Ohio with 210 buildings. The access to facilities is limited to those who have authorization through their status as students, faculty, staff or visitors in connection with special events or invitation.

Academic and administrative facilities are secured by building or facility occupants or maintenance personnel at the close of the day’s activities and opened in the mornings in the same manner. Residence halls are for the use and enjoyment of the residents of the building. Exterior doors remain locked with the exception of a main door that is unlocked between the hours of 9 a.m. and 8 p.m. Interior hallway doors are to be locked at all times. Access to the individual rooms is limited to the residents and authorized university employees who must follow procedures established to protect the safety of the residents.

Programs Designed to Inform Students and Employees About Campus Security The Ohio University Police Department sponsors or participates in various programs designed to inform students, staff and visitors about safety and security issues throughout the year. While attempting to be comprehensive in providing a safe and secure community, it is important that community members be aware of their own safety and that of others in the community. In an effort to provide information to that end, the Ohio University Police Department also provides the following programs to the university community: 8 RAD – Rape Aggression Defense is a 15-hour self-defense program for women that focuses on mental and physical preparation with a strong emphasis on physical defensive techniques.

CLO – A Community Liaison Officer is assigned to every residence hall to provide formal as well as informal contacts throughout the academic year. Officers provide informational programming on issues for the hall and strive to create avenues of communication for hall residents with a police officer.

Policies Regarding Illegal Drugs and Alcoholic Beverages on Campus The Ohio University Police Department investigates and enforces drug and alcohol violations occurring on the main campus in cooperation with local, state and federal law enforcement agencies. Violations of drug and alcohol laws will result in criminal prosecution and referral to The Office of Community Standards and Student Responsibility. Sanctions under the Student Code of Conduct range from short- term probation to expulsion. Ohio University strictly enforces drug and alcohol laws. Health Promotion located at Baker Center is responsible for substance abuse education and prevention for students. Ohio University also has an alcohol and drug abuse awareness program for employees, which includes an Employee Assistance Program coordinated by the Human Resources Department. The Ohio University Police Department works cooperatively with local law enforcement agencies and organizations such as Mothers Against Drunk Drivers (MADD) to prevent drug and alcohol violations around the university community.

Statement of Policy Regarding Campus Sexual Assault Program to Prevent Sex Offenses, and Procedures to Follow When a Sex Offense Occurs

Statement on Sexual Assault

Sexual assault is defined as any attempted or actual unwanted sexual behavior. Sexual assault occurs along a continuum of intrusion and violation ranging from unwanted sexual comments to forced sexual intercourse. Sexual intrusions and violations of any degree are serious offenses and compromise the integrity of the University community. All forms of sexual assault are criminal offenses as well as violations of the A-4 (Mental or Bodily Harm to Others) provision of the Ohio University Student Code of Conduct. The University hearing board or administrative hearing officer will address three questions in cases of alleged sexual assault. First, “Did an act constituting sexual assault occur?” If the answer to this is yes but no physical contact occurred, the minimum sanction is one quarter suspension. The second question is “Was physical contact involved?” In these cases the minimum sanction is a one-year suspension. The third question is “Did penetration occur during the assault?” In any case where the answer to this question is yes, the accused student will be expelled. The guidelines also state that a presidential interim suspension will always be considered in cases where expulsion is being considered. Students found in violation of this provision are subject to a range of disciplinary sanctions including disciplinary expulsion from Ohio University. In cases of sexual assault,

9 both the accused student and the complainant have rights which are observed through the University judicial process. These rights are contained in their entirety in the Ohio University Student Code of Conduct. Ohio University is committed to creating an environment free from the threat of sexual assault, while actively responding to the needs of those affected by sexual assault. Consistent with this commitment, Ohio University has created a sexual assault education and prevention program which serves as the primary source for information, advocacy, and referral. Through this program and other departments on campus, Ohio University provides educational workshops and materials, prevention programs, and advocacy. Students affected by sexual assault may also seek assistance through this program in negotiating housing and academic accommodations Members of the Ohio University community who have been sexually assaulted are strongly encouraged to obtain medical assistance, talk with a counselor, and report the assault to the Ohio University Police Department. Counseling services are available for students through the Sexual Assault Education and Prevention Program and Counseling and Psychological Services. All services are free. Survivors are advised to report the assault to the Ohio University Police Department as soon as possible after the incident. Thus, evidence which might otherwise be lost after time has elapsed can be collected. Reporting sexual assault to OUPD in no way compels an individual to pursue a specific course of action. However, reporting does enable an individual to be apprised of the medical, emotional, legal, and university judicial options for dealing with the assault. Medical attention is important for two reasons: • Testing and/or medical treatment of sexually transmitted diseases, pregnancy, or physical injuries. • Evidence collection.

Student Sexual Assault Reporting Protocol It is the position of Ohio University that if a student alleges a sexual assault, the university has a responsibility to care for the survivor and promptly investigate the incident in the interest of the safety and security of the university community. The following protocol is to be utilized by any staff member who receives information that an alleged student sexual assault has occurred: Determine the health and safety needs of the survivor. When the sexual assault is being reported by a student, the staff member should say to the student, “Based upon what you say, I may be required to have the incident investigated by the University.”* The University is concerned for the survivor’s safety as well as the safety of the larger community. Whether or not the survivor wants to continue with a description of the incident, the resource packet (provided by Health Promotion) is given to the survivor and resources are discussed. The staff member is to contact the following: • OUPD (immediately), and • University Judiciaries (within one working day) 10 to provide whatever information is available about the incident, including name of survivor and perpetrator. Health Promotion (within one working day) to provide the necessary information required by the Campus Security (Clery) Act. OUPD and University Judiciaries will communicate to determine how the case will be investigated. If the survivor is willing to meet, either or both offices will review the case and options for action with the survivor. Whether or not a survivor wants criminal charges pursued, an institutional investigation will still proceed. As the case is investigated, OUPD and University Judiciaries will determine if there is enough evidence to proceed with the case either through the criminal or university judicial system and take the appropriate course of action (with or without the participation of the survivor). Any deviations from this protocol must be reasonable and documented.

Revised August, 2005

* Health care and mental health professionals are exempt from reporting the specifics of the incident as mandated by HIPPA (Counseling and Psychological Services and Student Health Services). They will, however, need to contact Health Promotion to provide the necessary information required by the Clery Act.

Registered Sex Offenders Information on registered sex offenders can be obtained by contacting the Athens County Sheriff’s Office at 13 West Washington Street Athens, Ohio 45701 or by telephone at (740) 593-6633, or visit their website at www.athenssheriff.com/ or http://theoffenderlist.com/Ohio_Sex_Offender_List__Ohi.php.

Missing Student Policy Designation of Missing Person Contact(s) by Students In accordance with Federal Higher Education Opportunity Act of 2008, Section 485(j), 20 U.S.C. 1092(j), 34 C.F.R. 668.46, regarding missing students, each student residing in university on-campus housing has the option to designate an individual or individuals to be contacted by the university not later than 24 hours after the time that the Ohio University Police Department determines that student to be missing. If the student determined to be missing is under the age of 18 and not emancipated, the university will notify both the missing person’s contact(s) designated by the student’s custodial parent or guardian.

The missing student’s contact(s) may be the same individual(s) as the student’s general purpose emergency contact, but does not have to be.

Students are responsible for updating their missing person contact(s) through the Office of Residential Housing, as described in more detail below.

The missing person contacts will be maintained confidentially; only authorized campus individuals and law enforcement officers in furtherance of a missing person investigation may have access to the information.

11 Notification to Students and Collection and Maintenance of Information At the beginning of each term, the Office of Residential Housing will, via email, notify students residing in university on-campus housing that they have the option to register a missing student contact or contacts. In that email, students will be directed to visit their MyHousing page to register their missing student contact(s). To register the contact(s) students (1) select “personal preferences” then the “current semester” (i.e., spring 2010-11), (2) complete the “confidential emergency contact” web field, then (3) save the information by selecting the “submit my personal preferences” button. The Office of Residential Housing will maintain each student’s missing person contact(s) until the student changes the contact(s).

Procedures for Reporting and Notification Regarding Missing Students Individuals who have reason to believe that a student is missing should immediately report their concern to the Ohio University Police Department (OUPD). OUPD will take appropriate investigative action, in accordance with department policy to determine wether the student has been missing more than 24 hours.

As soon as reasonably possible, and not longer than 24 hours after OUPD determines that the student has been missing for 24 hours, OUPD will notify the Dean of Students, or his or her designee.

Upon notification from OUPD that a student has been missing for more than 24 hours, the Dean of Students (or designee) will:

• Make contact with one or more of the missing person contact(s) identified by the student. If a missing person contact has not been formally declared, the university will notify the general purpose emergency contact.

• If the missing student is an unemanicipated student under the age of 18, the Dean of Students (or designee) will also notify that the student’s custodial parent or guardian.

In addition, OUPD will notify any local law enforcement with jurisdiction (if other than or in addition to OUPD) that the student has been missing for more than 24 hours.

Regional Campus Information Specific information regarding policies and procedures at individual regional campuses may be obtained by contacting the following:

Chillicothe Campus: 517 West 5th Street Chillicothe, Ohio 45601 Telephone (740) 774-7200

Eastern Campus: 45425 National Road, West St. Clairsville, Ohio 43950 Telephone (740) 695-1720 12 Lancaster Campus: 1570 Granville Pike Lancaster, Ohio 43130 Telephone (740) 654-6711

Proctorville Center: Ohio University Southern Campus - Proctorville Center P.O. Box 882 305 State Street Proctorville, Ohio 45667 Telephone (740) 886-7655

Pickerington Center: 12933 Stonecreek Drive Pickerington, Ohio 43147 Telephone (614) 367-9371

Southern Campus: 1804 Liberty Avenue Ironton, Ohio 45638 Telephone (740) 533-4600

Zanesville Campus: 1425 Newark Road Zanesville, Ohio 43701 Telephone (740) 588-1434

APPENDIX For the purposes of this document, the following definitions were used:

I. Sex Offenses As per the National Incident-Based Reporting System Edition of the Uniform Crime Reporting Program

A. Sex Offenses – Forcible Any sexual act directed against another person, forcible and/or against the person’s will; or not forcible or against the person’s will where the victim is incapable of giving consent.

1. Forcible Rape The carnal knowledge of a person, forcible and/or against the person’s will; or not forcible or against the person’s will where the victim is incapable of giving consent because of his/her temporary or permanent mental or physical incapacity (or because of his/her youth).

2. Forcible Sodomy Oral or anal sexual intercourse with another person, forcible and/or against that person’s will; or not forcible against the person’s will where the victim is incapable of giving consent because of his/her youth or because of his/her temporary or permanent mental or physical incapacity.

3. Sexual Assault with an Object The use of an object or instrument to unlawfully penetrate, however slightly, the genital or anal opening of the body of another person, forcibly and/

13 or against that person’s will; or, not forcible or against the person’s will where the victim is incapable of giving consent because of his/her youth or because of his/her temporary or permanent mental or physical incapacity.

4. Forcible Fondling The touching of the private body parts of another person for the purpose of sexual gratification, forcible and/or against that person’s will; or, not forcible or against the person’s will where the victim is incapable of giving consent because of his/her youth or because of his/her temporary or permanent mental or physical incapacity.

B. Sex Offenses – Non-Forcible Unlawful, non-forcible sexual intercourse 1. Incest Non-forcible sexual intercourse between persons who are related to each other within the degrees wherein marriage is prohibited by law.

2. Statutory Rape Non-forcible sexual intercourse with a person who is under the statutory age of consent.

II. Crime Definitions As per the Uniform Crime Reporting Handbook

A. Arson Any willful or malicious burning or attempt to burn, with or without intent to defraud, a dwelling house, public building, motor vehicle, or aircraft, personal property of another, etc.

B. Aggravated Assault An unlawful attack by one person upon another for the purpose of inflicting severe or aggravated bodily injury. This type of assault usually is accompanied by the use of a weapon or by means likely to produce death or great bodily harm. It is not necessary that injury result from an aggravated assault when a gun, knife, or other weapon is used which could and probably would result in a serious personal injury if the crime were successfully completed.

C. Burglary The unlawful entry of a structure to commit a felony or theft. For reporting purposes this definition includes: unlawful entry with the intent to commit a larceny or felony; breaking and entering with the intent to commit a larceny; housebreaking; safecracking; and all attempts to commit any of the aforementioned.

D. Manslaughter By Negligence The killing of another person through gross negligence.

E. Murder and Non-negligent Manslaughter The willful (non-negligent) killing of one human being by another.

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F. Motor Vehicle Theft The theft or attempted theft of a motor vehicle. (Classify as motor vehicle theft all cases where automobiles are taken by persons not having lawful access even though the vehicles are later abandoned, including joyriding.)

G. Robbery The taking or attempting to take anything of value from the care, custody, or control of a person or persons by force or threat of force or violence and/or by putting the victim in fear.

H. Drug Abuse Violations Violations of State and local laws relating to the unlawful possession, sale, use, growing, manufacturing, and making of narcotic drugs. The relevant substances include: opium or cocaine and their derivatives (morphine, heroin, codeine); marijuana; synthetic narcotics (demerol, methadones); and dangerous non-narcotic drugs (barbiturates, benzedrine).

I. Liquor Law Violations The violations of laws or ordinances prohibiting: the manufacture, sale, transporting, furnishing, possession of intoxicating liquor, maintaining unlawful drinking places; bootlegging; operating a still; furnishing liquor to a minor or intemperate person; using a vehicle for illegal transportation of liquor, drinking on a train or public conveyance; and all attempts to commit any of the aforementioned. (Drunkenness and driving while under the influence are not included in this definition.)

J. Weapon Law Violations The violation of laws or ordinances dealing with weapon offenses, regulatory in nature such as: manufacture, sale, or possession of deadly weapons; carrying deadly weapons, concealed or openly; furnishing deadly weapons to minors; aliens possessing deadly weapons; and all attempts to commit any of the aforementioned.

III. Geographic Locations A. On-Campus Defined as (1) Any building or property owned or controlled by an institution within the same reasonably contiguous geographic area and used by the institution in direct support of, or in a manner related to, the institution’s educational purposes, including residence halls; and (2) Any building or property that is within or reasonably contiguous to the area identified in paragraph (1) of this definition, that is owned by the institution but controlled by another person, is frequently used by students and supports institutional purposes (such as a food or retail vendor).

B. Non-Campus Building or Property Defined as (1) Any building or property owned or controlled by a student organization that is officially recognized by the institution; or (2) Any building or property owned or controlled by an institution that is used in direct support of, or in relation to, the institution’s educational purposes, is frequently used by students, and is not within the same reasonably contiguous geographic area of the institution.

15 C. Public Property Defined as all public property, including thoroughfares, streets, sidewalks, and parking facilities, that is within the campus or immediately adjacent to and accessible from the campus. Local Law Enforcement, Counseling Services, and Support Agencies Police Ohio University Police Department: ...... (740) 593-1911 or 911 if an emergency Athens City Police Department:...... (740) 593-6606 or 911 if an emergency Athens County Sheriff’s Department:...... (740) 593-6633 or 911 if an emergency

Ohio University Programs Counseling and Psychological Services: ...... 593-1616 CARELINE: ...... 593-3344 S.A.N.E. (Sexual Assault Nurse Examiner) O’Bleness Memorial Hospital: ...... 593-5551 Health Promotion: ...... 593-4742 V.P. for Student Affairs: ...... 593-2580 The Office of Judiciaries: ...... 593-2629 The Office of the Dean of Students: ...... 593-1800 The Office of Multicultural Programs: ...... 593-4027 The Office of International Student and Faculty Services: ...... 593-4330 The Office of Lesbian, Gay, Bisexual, & Transgender Center: ...... 593-0239 Student Health Services: ...... 593-4730/593-4731

Athens Community My Sister’s Place: ...... 593-3402 O’Bleness Memorial Hospital: ...... 593-5551 Planned Parenthood of Southeast Ohio: ...... 593-6979 Athens County Victim Assistance Program: ...... 592-3212 or 592-3208 Crisis Services: ...... 1-888-475-8484 Tri-County Mental Health & Counseling Services: ...... 592-3091

Drug & Alcohol Programs Appalachian Behavioral Healthcare: ...... 594-5000 Health Recovery Services: ...... 592-6720 TASC: ...... 592-3398 Tri-County Mental Health & Counseling: ...... 592-3091 Employee Assistance Program (OU employees) ...... 1-800-227-6007

16 The Ohio University Police Department Crime Statistics

Clery 2010 On Campus Property Non-Campus Property Public Property Grand Total On-Campus Residential Local Non- Sub- Local Non- Sub- Local Non- Sub- Local Non- Sub- Athens OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non- Negligent 0000000000000 0 0 0 0 Negligent Manslaughter 0000000000000 0 0 0 0 Robbery 1001000000001 0 0 0 0 Aggravated Assault 2002000001013 2 0 0 2 Motor Vehicle Theft 2002000000002 0 0 0 0 Arson 4004000000004 3 0 0 3 Burglary Total 34 0 0 34 0 0 0 0 0 0 0 0 34 26 0 0 26 Non-ForcibleForcible Burglary 4004000000004 2 0 0 2 Burglary 30 0 0 30 0 0 0 0 0 0 0 0 30 24 0 0 24 Attempted Burglary 0000000000000 0 0 0 0 Sex Offenses, Forcible Total 12 0 0 12 1 0 0 1 0 2 0 2 15 10 0 0 10 Forcible Rape 6006100102029 5 0 0 5 Forcible Sodomy 0000000000000 0 0 0 0 Sexual Assault w/Object 0000000000000 0 0 0 0 Forcible Fondling 6006000000006 5 0 0 5 Sex Offenses, Non- Forcible Total 0000000000000 0 0 0 0 Incest 0000000000000 0 0 0 0 Statutory Rape 0000000000000 0 0 0 0 Liquor Law Arrests 186 0 0 186 0 5 0 5 40 7 0 47 238 101 0 0 101 Violations Referred for Disciplinary Action 0 0 521 521 0 0 1 1 0 0 5 5 527 0 0 517 517 Drug Law Arrests 131 0 0 131 0 0 0 0 16 6 0 22 153 70 0 0 70 Drug Law Violations Referred for Disciplinary Action 0 0 126 126 0 0 0 0 0 0 0 0 126 0 0 117 117 Illegal Weapons Possession Arrests 0000000000000 0 0 0 0 Illegal Weapons Possession Violations Referred for Disciplinary 0044000000004 0 0 4 4

On-Campus Residential numbers are a sub-section of On Campus Property. The Ohio University Police Department Crime Statistics

Clery 2011 On Campus Property Non-Campus Property Public Property Grand Total On-Campus Residential Local Non- Sub- Local Non- Sub- Local Non- Sub- Local Non- Sub- Athens OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non- Negligent 000000000000 0 0 0 0 0 Negligent Manslaughter 000000000000 0 0 0 0 0 Robbery 100100000000 1 1 0 0 1 Aggravated Assault 100100000000 1 1 0 0 1 Motor Vehicle Theft 200200000101 3 0 0 0 0 Arson 600600000000 6 4 0 0 4 Burglary Total 21 0 0 21 0 8 0 8 0 0 0 0 29 14 0 0 14 Non-ForcibleForcible Burglary 200201010000 3 0 0 0 0 Burglary 19 0 0 19 0 6 0 6 0 0 0 0 25 14 0 0 14 Attempted Burglary 000001010000 1 0 0 0 0 Sex Offenses, Forcible Total 800801011102 11 3 0 0 3 Forcible Rape 400400000000 4 2 0 0 2 Forcible Sodomy 000000000000 0 0 0 0 0 Sexual Assault w/Object 200200000000 2 1 0 0 1 Forcible Fondling 200201011102 5 0 0 0 0 Sex Offenses, Non- Forcible Total 0000000000000 0 0 0 0 Incest 000000000000 0 0 0 0 0 Statutory Rape 000000000000 0 0 0 0 0 Liquor Law Arrests 182 0 0 182 1 15 0 16 28 6 0 34 232 84 0 0 84 Liquor Law Violations Referred for Disciplinary Action 0 0 *643 643 0 0 4 4 0 0 0 0 647 0 0 *643 643 Drug Law Arrests 121 0 0 121 0 11 0 11 9 4 0 13 145 55 0 0 55

Drug Law Violations Referred for Disciplinary Action 0 0 *189 189 0 0 0 0 0 0 0 0 189 0 0 *189 189 Illegal Weapons Possession Arrests 000000000000 0 0 0 0 0 Illegal Weapons Possession Violations Referred for Disciplinary 003300000000 3 0 0 3 3 Action * Increase in number is due to changes in the guidelines from the Department of On-Campus Residential numbers are a sub-section of On Campus Property. Education for counting incidents involving campus judicial referrals. The Ohio University Police Department Crime Statistics

Clery 2012 On Campus Property Non-Campus Property Public Property Grand Total On-Campus Residential Local Non- Sub- Local Non- Sub- Local Non- Sub- Local Non- Sub- Athens OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non- Negligent 0000 0000 0000 0 0 0 0 0 Negligent Manslaughter 0000 0000 0000 0 0 0 0 0 Robbery 2002 0000 0000 2 0 0 0 0 Aggravated Assault 2002 0000 1001 3 0 0 0 0 Motor Vehicle Theft 0000 0000 0000 0 0 0 0 0 Arson 5005 0000 0000 5 5 0 0 5 Burglary Total 28 0 0 28 1 13 0 14 0 0 0 0 42 16 0 0 16 Non-ForcibleForcible Burglary 1001 0000 0000 1 0 0 0 0 Burglary 27 0 0 27 1 12 0 13 0 0 0 0 40 16 0 0 16 Attempted Burglary 0000 0101 0000 1 0 0 0 0 Sex Offenses, Forcible Total 9 0 0 9 0 4 0 4 1 0 0 1 14 7 0 0 7 Forcible Rape 7007 0404 0000 11 7 0 0 7 Forcible Sodomy 0000 0000 0000 0 0 0 0 0 Sexual Assault w/Object 0000 0000 0000 0 0 0 0 0 Forcible Fondling 2002 0000 1001 3 0 0 0 0 Sex Offenses, Non- Forcible Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Incest 0000 0000 0000 0 0 0 0 0 Statutory Rape 0000 0000 0000 0 0 0 0 0 Liquor Law Arrests 213 2 0 215 0 13 0 13 24 6 0 30 258 107 0 0 107 Liquor Law Violations Referred for Disciplinary Action 0 0 587 587 0 0 6 6 0 0 0 0 593 0 0 587 587 Drug Law Arrests 131 0 0 131 1 8 0 9 16 1 0 17 157 47 0 0 47

Drug Law Violations Referred for Disciplinary Action 0 0 164 164 0 0 0 0 0 0 0 0 164 0 0 164 164 Illegal Weapons Possession Arrests 2002 0000 0000 2 0 0 0 0 Illegal Weapons Possession Violations Referred for Disciplinary 0099 0000 0000 9 0 0 9 9 Action On-Campus Residential numbers are a sub-section of On Campus Property. The Ohio University Police Department Crime Statistics

Clery 2010 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Chillicothe Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0 Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0 Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2011 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Chillicothe Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0 Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0 Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2012 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Chillicothe Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0

Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0

Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2010 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Eastern Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0 Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0 Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2011 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Eastern Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0 Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0 Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2012 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Eastern Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0

Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0

Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2010 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Lancaster Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 010100000000 1 Forcible Burglary 000000000000 0 Non-Forcible Burglary 010100000000 1 Attempted Burglary 000000000000 0 Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0 Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 001100000000 1 The Ohio University Police Department Crime Statistics

Clery 2011 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Lancaster Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0 Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0 Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2012 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Lancaster Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0

Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0

Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2010 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Pickerington Center OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0 Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0 Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2011 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Pickerington Center OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0 Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0 Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2012 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Pickerington Center OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0

Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0

Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2010 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Proctorville Center OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0 Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0 Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2011 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Proctorville Center OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0 Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0 Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2012 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Proctorville Center OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0

Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0

Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2010 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Southern Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000001010000 1 Forcible Burglary 000001010000 1 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0 Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0 Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2011 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Southern Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000002020000 2 Forcible Burglary 000002020000 2 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0 Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0 Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2012 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Southern Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0

Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0

Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2010 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Zanesville Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0 Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0 Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2011 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Zanesville Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000000000000 0 Arson 000000000000 0 Burglary Total 000000000000 0 Forcible Burglary 000000000000 0 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0 Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0 Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 000000000000 0

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000000000000 0

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 The Ohio University Police Department Crime Statistics

Clery 2012 On Campus Property Non-Campus Property Public Property Grand Total Local Non- Sub- Local Non- Sub- Local Non- Sub- OU Zanesville Branch OUPD PD Police Total OUPD PD Police Total OUPD PD Police Total Murder/Non-Negligent Manslaughter 000000000000 0 Negligent Manslaughter 000000000000 0 Robbery 000000000000 0 Aggravated Assault 000000000000 0 Motor Vehicle Theft 000001010000 1 Arson 000000000000 0 Burglary Total 000004040000 4 Forcible Burglary 000004040000 4 Non-Forcible Burglary 000000000000 0 Attempted Burglary 000000000000 0

Sex Offenses, Forcible Total 000000000000 0 Forcible Rape 000000000000 0 Forcible Sodomy 000000000000 0 Sexual Assault w/Object 000000000000 0 Forcible Fondling 000000000000 0 Sex Offenses, Non-Forcible Total 000000000000 0 Incest 000000000000 0 Statutory Rape 000000000000 0 Liquor Law Arrests 000000000000 0

Liquor Law Violations Referred for Disciplinary Action 000000000000 0 Drug Law Arrests 010100000000 1

Drug Law Violations Referred for Disciplinary Action 000000000000 0 Illegal Weapons Possession Arrests 000001010000 1

Illegal Weapons Possession Violations Referred for Disciplinary Action 000000000000 0 Hate Crimes Ohio University is required to report all Hate Crimes that occur on the Athens campus, regional campuses and property. Hate Crimes are reported based on the listed crimes below and are committed intentionally because of Race, Gender, Religion, Sexual Orientation, Ethnicity or Disability. The following crimes are to be reported: Murder/Non-Negligent Manslaughter, Negligent Manslaughter, Robbery, Aggravated Assault, Simple Assault, Motor vehicle Theft, Arson, Burglary, Sexual Offenses-Forcible, Sexual Offenses-Non-Forcible, Larceny-Theft, Intimidation, or Destruction/Damage/ Vandalism of Property. There were no reportable Hate Crimes that occurred on the Campuses of Athens Chillicothe, Eastern, Lancaster, Pickering Center, Proctorville Center and Southern for the following years:

2010 2011 2012

Zanesville had one (1) Hate Crime reported On Campus Property in 2011 for Intimidation by Race and none for the following years:

2010 2012

41 42 TO LANCASTER RD. AND ON TO W. CARPENTER COLUM BUS RD. E. CARPENTER RESEARCH & RESEARCHTO & LIBRARY ENTERPRISE ENTERPRISE ANNEX PARK PARK TO RT. COLUMBUS33 & RD.

COLUMBUS RD.

FROM LANCASTER RD.

Alphabetical Index...... Bldg. Grid Life Science Research Facility...... 149 F-3 Lin Hall, Kennedy Museum ...... 201 C-7 Lincoln Hall ...... 45 I-4 Lindley Hall ...... 17 G-4 Lower Grounds Maintenance Building ...... 88H-6 Mackinnon Hall...... 70 J-5 Alphabetical Index Bldg. Grid Martzolff House...... 127 K-6 9 Factory Street...... 178 D-1 McCracken Hall ...... 42 J-3 35 Park Place ...... 83 H-5 McGuffey Hall ...... 2H-4 Adams Hall...... 157 J-7 McKee House ...... 59 I-4 Admissions, Office of...... 9G-3 Morton Hall...... 78 I-5 Admissions, Visitor Parking...... 56 H-4 Nelson Commons ...... 72 J-6 AFSCME 1699...... 177 D-2 Oasis ...... 155 H-5 Airport, Directions to ...... 114 J-9 O’Bleness House...... 123 K-6 PARKING GARAGE Alden Library ...... 5G-4 OHIO Eco House...... 228 B-5 Alumni Center, Konneker...... 60 H-5 Ohio University Inn...... 107 D-9 Alumni Gateway ...... 176 H-3 Osteopathic Medicine, Aquatic Center...... 92 G-5 College Office ...... 96 D-4 Armbruster House ...... 129 K-6 OUPD, Scott Quad ...... 76 I-5 Arts and Sciences, College Office...3H-4 Parking Garage, Athens City...... 28 H-2 Athena Cinema ...... 147 H-2 Parking Garage, Baker Center .....87 G-4 Athens City Building...... 29 H-2 Parks Hall, University Medical Athens County Courthouse...... 27 H-2 Associates ...... 105 E-4 Atkinson House...... 130 L-6 Peden Stadium...... 94 F-6 Baker University Center...... 87 G-4 Perkins Hall ...... 52 I-4 Bentley Annex...... 139 G-3 Pickering Hall ...... 68 K-5 Bentley Hall...... 16 G-4 Pilcher House ...... 15 H-3 Bicentennial Park...... 183 F-5 Ping Recreation Center ...... 140 H-7 Biddle Hall...... 51 I-4 Porter Hall ...... 86 F-4 INFORMATION Bingham House...... 118 E-6 President’s Residence...... 85 H-5 Biochemistry Research Fac...... 152 B-1 President Street Academic Bird Arena ...... 90 G-5 Center...... 14 G-3 Botanical Research...... 75 I-5 Pruitt Field - Multipurpose Boyd Hall ...... 100 F-3 Athletic Facility ...... 106 C-3 Bromley Hall...... 148 G-3 Putnam Hall ...... 41 I-3 OUPD Brough House ...... 126 K-5 Radio-Television Bldg...... 31 H-3 Brown Hall ...... 69 J-5 Read Hall ...... 48 J-4 Brown House...... 43 I-3 Recreation Areas...... 115 L-6 Bryan Hall...... 57 I-4 Research and Technology Center.19G-3 Bush Hall ...... 50 J-4 Ridges Building #1, Lin Hall, Business, College Office...... 12 G-3 Kennedy Museum...... 201 C-7 Cady House ...... 124 K-6 Ridges Building #2 ...... 202 C-7 Carin Center ...... 145 F-7 Ridges Building #3 ...... 203 C-7 Central Classroom Bldg...... 24 F-3 Ridges Building #4 ...... 204 C-6 Central Foods Facility, Food Serv.111 C-2 Ridges Building #5 ...... 205 B-7 Child Development Center...... 227 B-7 Ridges Building #6 ...... 206 C-7 Chessa Field - Soccer Facility ...... 138 B-3 Ridges Building #7 ...... 207 C-7 Chubb Hall ...... 9H-3 Ridges Building #8 ...... 208 C-7 Claire Oates Ping Cottage ...... 64 I-4 Ridges Building #9 ...... 209 C-7 Class Gateway ...... 11 H-3 Ridges Building #10 ...... 210 C-7 Clippinger Laboratories...... 81 H-6 Ridges Building #12 ...... 212 D-7 Communication, College Office...31 H-3 Ridges Building #13 ...... 213 D-7 Computer Service Center ...... 13 G-3 Ridges Building #14 ...... 214 D-7 Convocation Center...... 95 E-5 Ridges Building #15 ...... 215 C-7 Copeland Hall ...... 12 G-3 Ridges Building #16 ...... 216 C-7 Corrosion and Multi-Phase Ridges Building #17 ...... 217 D-7 Technology Center...... 153 C-1 Ridges Building #18 ...... 218 D-7 Crawford Hall...... 71 J-5 Ridges Building #19 ...... 219 D-7 Credit Union, Ohio University....117 D-1 Ridges Building #20...... 220 D-7 Crewson House ...... 18 G-4 Ridges Building #21, Voinovich Cutler Hall ...... 1H-4 School...... 221 D-7 District Water Cooling...... 80 D-3 Ridges Building #22 ...... 222 C-6 Dougan House ...... 133 K-7 Ridges Building #24 ...... 224 B-6 Education, College Office...... 42 I-3 Ridges Building #26 ...... 226 B-5 Edgehill Maintenance Bldg...... 63 I-3 Ridges Building #29 ...... 229 C-7 Edwards Accelerator Lab...... 82 H-5 Ridges Building #30 ...... 230 B-7 Electric & Life Safety Shops ...... 113 D-2 Ridges Building #31 ...... 231 C-7 Ellis Hall ...... 6H-4 Ridges Building #32 ...... 232 C-7 Emeriti Park...... 146 G-6 Ridges Building #33 ...... 233 C-7 Engineering and Technology, Ridges Building #34 ...... 234 C-7 College Office ...... 103 D-3 Ridges Building #35 ...... 235 C-7 Ewing House ...... 135 J-7 Ridges Building #36 ...... 236 C-8 Facilities and Auxiliaries Ridges Building #37 ...... 237 C-8 Admin. Bldg...... 180 D-2 Ridges Building #38 ...... 238 C-8 Facilities Management Shops.....110 D-2 Ridges Building #39 ...... 239 D-8 Facilities Management Shops.....112 D-2 Ridges Auditorium...... 223 C-6 Fenzel House...... 122 J-6 Ridges Building #45 ...... 245 C-7 Fine Arts, College Office...... 37 H-3 Ridges District Water Cooling....241 C-7 Food Service, Central Food ...... 111 D-2 Ryors Annex ...... 182 E-3 Football Practice Field ...... 151 G-7 Ryors Hall...... 101 F-3 Numerical Index to Buildings 48 Read Hall Former Baker Center...... 32 H-3 Sargent Hall ...... 98 F-4 1 Cutler Hall 49 Washington Hall Foster House ...... 125 K-5 Scott Quadrangle, OUPD...... 76 H-5 2McGuffey Hall 50 Bush Hall Galbreath Chapel...... 7H-4 Scripps Hall...... 10 G-4 3Wilson (administrative) 51 Biddle Hall Gamertsfelder Hall ...... 53 J-4 Sculpture Studio ...... 38 J-3 5Alden Library 52 Perkins Hall Glidden Hall, Robert...... 40 I-3 Seigfred Hall ...... 39 I-3 6Ellis Hall 53 Gamertsfelder Hall Golf and Tennis Center...... 144 I-7 Shively Hall...... 54 I-5 54 Shively Hall 7 Galbreath Chapel Golf Course ...... 73 H,I,J,K-7 Sing Tao Center...... 141 G-4 8Templeton-Blackburn Alumni 55 Tiffin Hall 97 James Hall Gordy Hall ...... 84 H-5 Smith House ...... 131 L-6 Memorial Auditorium 56 Guest/Visitor Parking 98 Sargent Hall Graduate Services Office ...... 59 H-4 Softball Complex ...... 137 D-4 9 Chubb Hall 57 Bryan Hall 99 Treudley Hall Grosvenor Hall ...... 96 E-4 South Green Field House...... 158 L-5 10 Scripps Hall 58 Tupper Hall 100 Boyd Hall 134 Wray House Grosvenor Hall, West ...... 119 E-4 Stocker Center ...... 103 E-3 11 Class Gateway 59 McKee House 101 Ryors Hall 135 Ewing House Grover Center ...... 89 F-5 Surface Science Lab ...... 175 G-5 12 Copeland Hall 60 Konneker Alumni Center 102 Irvine Hall 136 Hoover House Guest/Visitor Parking...... 56 I-4 Templeton-Blackburn Alumni 13 Computer Service Center 61 Upper Grounds 103 Stocker Center 137 Softball Complex Haning Hall ...... 20 G-3 Memorial Auditorium ...... 8 H-4 Maintenance Building 14 President Street Academic Center 104 Wilson Hall (residence hall) 138 Chessa Field - Soccer Facility HDL Center...... 142 E-1 Tennis Courts...... 91 H-7 15 Pilcher House 63 Edgehill Maintenance Building 105 University Medical Associates, 139 Bentley Annex Health and Human Services, Tiffin Hall...... 55 J-5 16 Bentley Hall 64 Claire Oates Ping Cottage Parks Hall 140 Ping Recreation Center College Office ...... 96 D-4 Treudley Hall ...... 99 F-4 17 Lindley Hall 68 Pickering Hall 106 Pruitt Field - Multipurpose 141 Sing Tao Center Heating Substation...... 23 F-3 Trisolini Gallery, Baker University 18 Crewson House 69 Brown Hall Athletic Facility 142 HDL Center Honors Tutorial, College Office ...83 G-5 Center...... 87 G-4 19 Research and Technology Center 70 Mackinnon Hall 107 Ohio University Inn 143 Howard Park 181 Irvine Annex Hoover House ...... 136 J-7 Trisolini House...... 36 I-3 20 Haning Hall 71 Crawford Hall 108 Lausche Heating Plant 144 Golf and Tennis Facility 182 Ryors Annex Howard Park ...... 143 H-3 True House ...... 132 K-6 21 Lasher Hall 72 Nelson Commons 109 University Garage 145 Carin Center 183 Bicentennial Park Hudson Health Center...... 35 I-3 Tunnel and Sheetmetal Shops....179 D-1 23 Heating Substation 73 Golf Course 110 Facilities Management Shops 146 Emeriti Park 184 Integrated Learning and Research Human Resources Tupper Hall...... 58 I-4 24 Central Classroom Building 74 Zoology Building 111 Food Services,Central Foods Facilities 147 Athena Cinema Facility (Future) and Training Center...... 150 E-1 University College Office...... 9 G-3 27 Athens County Courthouse 75 Botanical Research 112 Facilities Management Shops 148 Bromley Hall 201 Ridges Building #1, Lin Hall, Information, Baker University University Garage...... 109 D-3 28 Parking Garage, Athens City 76 Scott Quadrangle 113 Electric & Life Safety Shops 149 Life Science Research Facility Kennedy Museum Center...... 87 G-4 University Medical Associates, 29 Athens City Building 78 Morton Hall 114 Airport, Directions to 150 Human Resources and Training Center Ridges Building #1 Innovation Center...... 154 C-1 Parks Hall...... 105 E-4 30 Kantner Hall 79 Wolfe Street Apartments 115 Recreation Areas 151 Football Practice Field 202 Ridges Building #2 Intregrated Learning and Reasearch Upper Grounds Maint. Bldg...... 61 I-4 31 Radio-Television Building 81 Clippinger Laboratories 116 Intramural Field 152 Biochemistry Research Facility 203 Ridges Building #3 225 Konneker Research Center Facility (Future)...... 184 E-3 Visitor Parking...... 56 I-4 32 Former Baker Center 82 Edwards Accelerator Lab 117 Credit Union 153 Corrosion and Multi-Phase Technology 204 Ridges Building #4 226 Ridges Building #26 Intramural Field ...... 116 L-3 Voigt Hall ...... 34 H-3 33 Yamada International House 83 35 Park Place 118 Bingham House Center 205 Ridges Building #5 227 Child Development Center Irvine Annex...... 181 E-3 Voinovich School, Ridges Building 34 Voigt Hall 84 Gordy Hall 119 Grosvenor, West 154 Innovation Center 206 Ridges Building #6 229 Ridges Building #29 Irvine Hall ...... 102 E-4 #21 ...... 221 D-7 35 Hudson Health Center 85 President’s Residence 122 Fenzel House 155 Oasis 207 Ridges Building #7 230 Ridges Building #30 James Hall ...... 97 E-4 Walter Hall ...... 156 F-5 36 Trisolini House 86 Porter Hall 123 O’Bleness House 156 Walter Hall (Margaret M. Walter Hall) 208 Ridges Building #8 231 Ridges Building #31 Jefferson Hall ...... 46 J-4 Washington Hall ...... 49 J-4 37 Jennings House 87 Baker University Center 124 Cady House 157 Adams Hall 209 Ridges Building #9 232 Ridges Building #32 Jennings House ...... 37 I-3 Weld House ...... 128 K-6 e 38 Sculpture Studio 88 Grounds Maintenanc 125 Foster House 158 South Green Field House 210 Ridges Building #10 233 Ridges Building #33 Johnson Hall...... 47 J-4 West Green Practice Facility ...... 157 D-4 89 Grover Center 39 Seigfred Hall 126 Brough House 159 Library Annex 212 Ridges Building #12 234 Ridges Building #34 Kantner Hall...... 30 H-2 Wilson Hall (administrative)...... 3H-4 90 Bird Arena 40 Glidden Hall 127 Martzolff House 175 Surface Science Lab 213 Ridges Building #13 235 Ridges Building #35 Kennedy Museum, Lin Hall ...... 201 C-7 Wilson Hall (residence hall)...... 104 E-4 91 Tennis Courts 41 Putnam Hall 128 Weld House 176 Alumni Gate 214 Ridges Building #14 220 Ridges Building #20 236 Ridges Building #36 Konneker Alumni Center ...... 60 I-4 Wolfe Street Apartments ...... 79 I-6 92 Aquatic Center 42 McCracken Hall 129 Armbruster House 177 AFSCME 1699 215 Ridges Building #15 221 Ridges Building #21 237 Ridges Building #37 Konneker Research Center...... 225 B-5 WOUB-TV Studios ...... 31 H-3 93 Wren Stadium 43 Brown House 130 Atkinson House 178 9 Factory Street 216 Ridges Building #16 Voinovich School 238 Ridges Building #38 Lasher Hall...... 21 G-3 Wray House...... 134 K-7 94 Peden Stadium 45 Lincoln Hall 131 Smith House 179 Tunnel and Sheetmetal Shops 217 Ridges Building #17 222 Ridges Building #22 239 Ridges Building #39 Library Annex...... 159 F-1 Wren Stadium ...... 93 D-4 95 Convocation Center 46 Jefferson Hall 132 True House 180 Facilities and Auxiliaries 218 Ridges Building #18 223 Ridges Auditorium 241 Ridges District Water Cooling Lausche Heating Plant...... 108 D-3 Yamada International House ...... 33 I-3 96 Grosvenor Hall 47 Johnson Hall 133 Dougan House Administration Building 219 Ridges Building #19 224 Ridges Building #24 245 Ridges Building #45 Library, Alden...... 5H-4 Zoology Bldg...... 74 H-5 “Ohio’s First and Finest”

©2010 Ohio University Printing Services • 85662-9/13 44 Ohio University Board of Trustees October 31, 2013 J. Bryan Benchoff Campaign Progress Campaign Progress as of October 4, 2013 (*in THOUSANDS)

Fiscal 2013 Campaign

Total Attainment* $3,317 $430,518 Planned Giving* $370 $191,270 Active Proposals* $23,489 N/A Planned Proposals* $34,632 $62,548 Visits 561 10,877 New Prospects 26 414 Campaign Progress by source as of October 4, 2013 (*in THOUSANDS)

Alumni: $226,636 Other Individuals: $20,391 Corporations: $13,328 Foundations: $150,144 Other Organizations: $20,016 Campaign Progress by designation as of October 4, 2013 (*in THOUSANDS)

Academic Divisions: $153,637 Athletics: $8,509 Faculty and Staff: $68,693 Library: $2,810 Other Restricted: $7,175 Physical Plant: $5,402 Property: $110,160 Public Service: $5,352 Research: $7,197 Student Aid: $55,815 Unrestricted: $5,769 Scholarship Incentive Program

Scholarship Incentive Program Update

 Undergraduate program up and running  Three new scholarships already established  11 more being negotiated

 Targeted program coming online  Urban Scholars Program  Appalachian Scholars Program

 Marketing materials Scholarship Incentive Program Marketing Materials Scholarship Incentive Program Marketing Materials Concluding remarks

The Promise Lives Campaign for Ohio University

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Kenneth Johnson, DO, Executive Dean, Heritage College of Osteopathic Medicine

Re: Academic Quality Dashboard Presentation for the Heritage College of Osteopathic Medicine (HCOM)

Thank you for this opportunity to provide an update of the dashboard for the Heritage College of Osteopathic Medicine (HCOM). HCOM has entered a period of unprecedented growth empowered by the Osteopathic Heritage Foundations’ $105 million grant—the largest grant ever given in Ohio to higher education—and partnerships with world-renowned health care entities like the Cleveland Clinic and OhioHealth. The college enjoys national recognition – ranked 11th in the country for students entering primary care residencies and a reputational rank of 17th for Family Medicine training.

The college confers the Doctor of Osteopathic Medicine degree and administers a state-wide network of graduate medical education (residency) programs through the Centers for Osteopathic Research and Education (CORE). CORE is a nationally recognized consortium comprised of 26 hospitals and four other colleges of osteopathic medicine.

The research and scholarship profile of the College is strong. For FY13, research grant revenue was $4M and program grant revenue was $2.6M, for a total of $6.6M. We received an additional $6.8M in subsidies and agreements, for a grand total of $16M in grant and contract revenue in FY13. Several institutes that are affiliated with the College have been very productive this past year, including:

• Ohio Musculoskeletal and Neurological Institute

• Diabetes Institute

• Appalachian Rural Health Institute

• Tropical Diseases Institute

The curriculum of HCOM has done an outstanding job of preparing students for entry into residency programs. Students are required to take a nationally administered board exam, COMLEX USA. This is administered in three parts. Our students consistently perform very well on these exams. As an example: first-time taker pass rates are above national averages for four out of five of the last years on part one and average scores significantly above average for all years. This pattern continues for all parts.

Our students rate their experiences very highly. The percentage of students who would choose OU-HCOM again is 20% above the national average compared to all other osteopathic medical schools.

Probably of greatest note is the impact that the college has had on the state. Sixty percent of our graduates stay in Ohio—20% more than any other Ohio medical school. Maybe even more important is that OU-HCOM students are two to five times more likely to practice in the areas of greatest need. If OU-HCOM had not been founded, then the primary care physician shortage would have been significantly worse. The impact of the school on the areas of most need demonstrates that Ohio would go from 64% of the state being underserved for primary care to 72%.

The future is incredibly exciting for HCOM. The strategic planning process is focused on “Transforming Primary Care Medical Education.” The transformational key goals for the future include:

1. Opening the OU-HCOM Dublin campus in collaboration with OhioHealth, where 50 medical students per year will train for their entire four years in central Ohio. 2. Opening the OU-HCOM northeast Ohio campus in affiliation with Cleveland Clinic, where up to 50 medical students per year will train for their entire four years in northeast Ohio. 3. Leveraging the OHF grant focused on building significant research infrastructure, scholarships for primary care, re-engineering primary care education and outreach to the community. 4. Working to evolve our clinical practice to provide high quality, low cost and accessible care to the citizens of Southeast Ohio. 5. Evolution of the CORE, with a focus on increasing the depth and breadth of residency training and innovative programs for primary care residency training.

HCOM Dashboard

Six-Year Graduation Rates # of Graduates COMLEX 1 COMLEX 2 97% 111 93% 90% Percentage of matriculants graduating within six Number of OU-HCOM graduates by year Pass rates for first medical board exam Pass rates for second medical board exam years

Past Performance Past Performance Past Performance Past Performance 2003 2004 2005 2006 2007 2008/09 2009/10 2010/11 2011/12 2012/13 2008/09 2009/10 2010/11 2011/12 2012/13 2008/09 2009/10 2010/11 2011/12 2012/13 93% 95% 95% 97% 97% 103 110 108 113 111 90% 95% 95% 89% 93% 92% 87% 88% 94% 90% Average for all Colleges of Osteopathic Medicine Average for all Colleges of Osteopathic Medicine Average for all Colleges of Osteopathic Medicine 156 158 160 159 NA 90% 90% 88% 91% 91% 92% 83% 87% 87% 89%

COMLEX 3 Grad Satisfaction Grants and Contracts Submitted & Active Research Grants 99% 76% $16.0 million 68 / 47 Pass rates for third medical board exam Percentage of graduates who would choose their Amount of sponsored funding received in the The number of research grants that were school again form of grants and contracts from public and submitted and are currently active private sources Past Performance Past Performance Past Performance (in $ millions) 2008/09 2009/10 2010/11 2011/12 2012/13 2009/10 2010/11 2011/12 2012/13 2009/10 2010/11 2011/12 2012/13 96% 93% 96% 96% 99% 74% 73% 72% 76% $10.4 $9.9 $11.7 $16.0 Average for all Colleges of Osteopathic Medicine Average for all Colleges of Osteopathic Medicine Average for Public Colleges of Osteopathic Medicine 91% 92% 92% 95% 95% 56% 58% 56% 56% $10.4 $12.6 $11.1 $11.7

First-Year Tuition and Fees 2013-14 Applicants (UME) Total Underrepresented Minorities First Generation (UME) $29,878 4,025 15% 23% School Total Total number of applicants % of total student body who were Hispanic, Percentage of matriculants who are first African American, or Native American generation college students Northeast Ohio $34,455 Wright State $32,730 Past Performance Past Performance Past Performance Toledo $32,049 2008/09 2009/10 2010/11 2011/12 2012/13 2008/09 2009/10 2010/11 2011/12 2012/13 2010/11 2011/12 2012/13 2013/14 Ohio State $29,897 3,170 3,385 3,364 3,801 4,025 17% 16% 17% 16% 15% 29% 38% 28% 23% OU-HCOM $29,878 Average for Public Colleges of Osteopathic Medicine Average for all Colleges of Osteopathic Medicine Average for all Colleges of Osteopathic Medicine Cincinnati $29,051 3,026 3,379 3,484 3,684 3,944 8% 7% 7% 7% 7% 24% 24% 23% NA Data Source: AACOM Data Source: AACOM

Graduate Medical Education Capital Campaign Average Faculty Compensation Dashboard Key: 672 $132,920,000 $78,000 to $146,000 Connections to 4x4 Number of residents in Ohio Centers for Basic Sciences Mean Group I faculty salary FY Research and Education (CORE) hospitals 2011/2012 Strategic Plan Goal: $123,000,000

Past Performance (in thousands) ProfessorAssociate Assistant Four Fundamentals 2008/09 2009/10 2010/11 2011/12 2012/13 Goal Met and Exceeded by 8% OU-HCOM Average 146 102 78 Enrollment 604 642 665 633 672 COCA Average 143 108 76 Total Compensation LCME Avera ge 171 115 88 Capital Campaign 1 COCA=All DO colleges; LCME=All MD colleges Hospital Training Partners across the State

2 Physicians in Training 2013-2014 Academic Year - 1364 Total • OU-HCOM Students 542 • Affiliated COM Students 101 • Residency/Internship 721

3 2013 Match in Ohio

OU- NEOU- OSU WSU UC UTCOM CWRU School HCOM MED

Number of 110 205 101 188 107 164 210 Students Primary Care 51% 40% 50% 31% 36% 30% 32% Match

Ohio Match 72% 45% 37% 43% 53% 35% NA

4 Impact on Ohio 2012 Primary Care Physician Need Analysis WITH Ohio University Heritage College of Osteopathic Medicine Graduates

With OU-HCOM graduates

63.5% counties with physician shortages

5 Impact on Ohio 2012 Primary Care Physician Need Analysis WITHOUT Ohio University Heritage College of Osteopathic Medicine Graduates

Without OU-HCOM graduates

71.5% counties with physician shortages

6 Ohio Medical College Graduates On Three Key Markers of Service OU-HCOM Graduates Lead the State #/% #/% graduates #/% graduates graduates practicing in Medical School practicing practicing in Underserved Primary Care Rural Areas* Areas of Ohio of Ohio OU-HCOM 805/60% 363/27% 331/25% Case Western Reserve 602/41% 73/5% 80/5% University of Cincinnati 851/38% 147/7% 167/8% Medical College of Ohio 622/43% 200/14% 204/14% Northeast Ohio 475/42% 94/8% 103/9% Ohio State University 1,352/37% 494/13% 447/12% Wright State University 429/39% 138/13% 143/13%

Totals/Average for 5,136/42% 1,509/12% 1,475/12% Ohio graduates 7 Impact on Ohio

• OU-HCOM graduates are 4% of the physicians practicing in Ohio • However, they represent: • 10% of the primary care providers • 12% of rural providers • 10% of the physicians practicing in medically underserved areas

8 Distribution of Funding in $105M Vision 2020 Award Community health programs and regional research Research consortium infrastructure/ 5% grad programs 13% Central Ohio Musculoskeletal Extension Campus and neurological 27% research 7%

Diabetes clinical Medical education care and research and scholarships 30% 17%

9 Accreditation Undergraduate Graduate Medical Education Medical Education Accredited by the Accredited by the American Commission on Osteopathic Osteopathic Association College Accreditation • 5-Year Cycle; Next Full • 7-Year Cycle; Next Full Accreditation 2016 Accreditation 2014 • Awarded score of 98%--63 out • All 72 Standards Fully Met; of 64 points possible Commendations for Student • Commendations in the areas of Diversity, and Financial Literacy Organization, Governance, Programs Finance, Research Education • USNWR Rankings: and Support, Faculty • 17th in Family Medicine Development and Resident Support • 11th in Primary Care Match Rate • Cited as one of the 10 Most Popular Medical Schools for First 10 Year Students

Current Strategic Initiatives • Ensure success of Osteopathic Heritage Foundations Grant • Execution of OHF agreement • Integration of OHF and OU-HCOM operations • Commitments to match and sustainability

• Launch Central Ohio Branch Campus – Dublin • Operational by July 2014; enroll first 50 students

• Launch Northeast Ohio Branch Campus – Cleveland • Operational by July 2015; inaugural class begins

• Partner with OhioHealth to significantly improve healthcare in Southeastern Ohio

• Enhance Faculty and Employee Compensation Plans

• Evolution of CORE Training System (Network Based Academic Medical Center) 11 Six‐Year Graduation Rates # of Graduates COMLEX 1 COMLEX 2 97% 111 93% 90% Percentage of matriculants graduating within six years Number of OU‐HCOM graduates by year Pass rates for first medical board exam Pass rates for second medical board exam

Past Performance Past Performance Past Performance Past Performance 2003 2004 2005 2006 2007 2008/09 2009/10 2010/11 2011/12 2012/13 2008/09 2009/10 2010/11 2011/12 2012/13 2008/09 2009/10 2010/11 2011/12 2012/13 93% 95% 95% 97% 97% 103 110 108 113 111 90% 95% 95% 89% 93% 92% 87% 88% 94% 90% Average for all Colleges of Osteopathic Medicine Average for all Colleges of Osteopathic Medicine Average for all Colleges of Osteopathic Medicine 156 158 160 159 NA 90% 90% 88% 91% 91% 92% 83% 87% 87% 89%

COMLEX 3Grad Satisfaction Grants and Contracts Submitted & Active Research Grants 99% 76% $16.0 million 68 / 47 Pass rates for third medical board exam Percentage of graduates who would choose their school Amount of sponsored funding received in the form of The number of research grants that were submitted and again grants and contracts from public and private sources are currently active

Past Performance Past Performance Past Performance (in $ millions) 2008/09 2009/10 2010/11 2011/12 2012/13 2009/10 2010/11 2011/12 2012/13 2009/10 2010/11 2011/12 2012/13 96% 93% 96% 96% 99% 74% 73% 72% 76% $10.4 $9.9 $11.7 $16.0 Average for all Colleges of Osteopathic Medicine Average for all Colleges of Osteopathic Medicine Average for Public Colleges of Osteopathic Medicine 91% 92% 92% 95% 95% 56% 58% 56% 56% $10.4 $12.6 $11.1 $11.7

First‐Year Tuition and Fees 2013‐14 Applicants (UME) Total Underrepresented Minorities First Generation (UME) $29,878 4,025 15% 23% School Total Total number of applicants % of total student body who were Hispanic, African Percentage of matriculants who are first generation American, or Native American college students Northeast Ohio $34,455 Wright State $32,730 Past Performance Past Performance Past Performance Toledo $32,049 2008/09 2009/10 2010/11 2011/12 2012/13 2008/09 2009/10 2010/11 2011/12 2012/13 2010/11 2011/12 2012/13 2013/14 Ohio State $29,897 3,170 3,385 3,364 3,801 4,025 17% 16% 17% 16% 15% 29% 38% 28% 23% OU‐HCOM $29,878 Average for Public Colleges of Osteopathic Medicine Average for all Colleges of Osteopathic Medicine Average for all Colleges of Osteopathic Medicine Cincinnati $29,051 3,026 3,379 3,484 3,684 3,944 8% 7% 7% 7% 7% 24% 24% 23% NA Data Source: AACOM Data Source: AACOM

Graduate Medical Education Capital Campaign Average Faculty Compensation Dashboard Key: 672 $132,920,000 $78,000 to $146,000 Connections to 4x4 Number of residents in Ohio Centers for Research and Basic Sciences Mean Group I faculty salary FY Education (CORE) hospitals 2011/2012 Strategic Plan Goal: $123,000,000

Past Performance (in thousands) Professor Associate Assistant Four Fundamentals 2008/09 2009/10 2010/11 2011/12 2012/13 Goal Met and Exceeded by 8% OU‐HCOM Average 146 102 78 Enrollment 604 642 665 633 672 COCA Average 143 108 76 Total Compensation LCME Average 171 115 88 Capital Campaign COCA=All DO colleges; LCME=All MD colleges

Heritage College of Medicine (HCOM) Dashboard ‐ October, 2013 Update

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Pamela J. Benoit, Executive Vice President and Provost

Re: AQIP Update

In our continued efforts to keep the Board informed of Ohio University's accreditation work, you are receiving regular updates. We are preparing for Ohio University's reaffirmation of accreditation with the Higher Learning Commission (HCL) of the North Central Association of Colleges and Schools, which is scheduled to take place in 2015-16, and we are planning ahead in anticipation of this action.

The attached brief presentation continues these updates with a focus on HLC Criterion 3: Teaching and Learning: Quality, Resources, and Support and HLC Criterion 4: Teaching & Learning: Evaluation & Improvement.

AQIP Update

1 AQIP Update

Review from previous Board meetings: • Higher Learning Commission (HLC) accreditation • Ohio University has been continuously accredited since 1913 • Academic and academic support units • Since 2002, Ohio University has been a member of the Academic Quality Improvement Program (AQIP), an accreditation pathway through the HLC • Ohio University’s accreditation last reaffirmed in 2008-09 • 2013-14 Submit AQIP Systems Portfolio • 2014-15 AQIP Quality Checkup Visit • 2015-16 Reaffirmation of Accreditation 2 AQIP Update

Effective January 1, 2013 5 Criteria for Accreditation 1. Mission—The institution’s mission is clear and articulated publicly; it guides the institution’s operations.

2. Integrity: Ethical and Responsible Conduct—The institution acts with integrity; its conduct is ethical and responsible.

3. Teaching and Learning: Quality, Resources, and Support—The institution provides high quality education, wherever and however its offerings are delivered.

3 AQIP Update

Effective January 1, 2013 5 Criteria for Accreditation (continued) 4. Teaching and Learning: Evaluation and Improvement—The institution demonstrates responsibility for the quality of its educational programs, learning environments, and support services, and it evaluates their effectiveness for student learning through processes designed to promote continuous improvement.

5. Resources, Planning, and Institutional Effectiveness—The institution’s resources, structures, and processes are sufficient to fulfill its mission, improve the quality of its educational offerings, and respond to future challenges and opportunities. The institution plans for the future. 4

Guiding Values of HLC Criteria

1. Focus on student learning 2. Education as a public purpose 3. Education for a diverse, technological, globally connected world 4. A culture of continuous improvement 5. Evidence-based institutional learning and self-presentation 6. Integrity, transparency, and ethical behavior or practice 7. Governance for the well-being of the institution 8. Planning and management of resources to ensure institutional sustainability 9. Mission-centered evaluation 10. Accreditation through peer review 5 Criterion 3: Teaching & Learning Quality, Resources and Support • The institution’s degree programs are appropriate to higher education. • The institution demonstrates that the exercise of intellectual inquiry and the acquisition, application, and integration of broad learning and skills are integral to its educational programs. • The institution has the faculty and staff needed for effective, high-quality programs and student services. • The institution provides support for student learning and effective teaching. • The institution fulfills the claims it makes for an enriched educational environment. 6

Criterion 3: Examples of Evidence

• Courses/programs are current & appropriate to degree level & mode of delivery. • General Education learning objectives are articulated. • Faculty appropriately credentialed and evaluated regularly. • Infrastructure includes libraries, laboratories, tutoring, SI, etc. • Co-curricular programs are appropriate to mission & contribute to student experience.

7 Criterion 4: Teaching & Learning Evaluation & Improvement

• The institution demonstrates responsibility for the quality of its educational programs. • The institution demonstrates a commitment to educational achievement and improvement through ongoing assessment of student learning. • The institution demonstrates a commitment to educational improvement through ongoing attention to retention, persistence, and completion rates in its degree and certificate programs.

8 Criterion 4: Examples of Evidence

• Regular program reviews (7-year review) • Specialized accreditation—35 agencies • Quality of transfer credit policy • Success of graduates—Career & Further Education Study • Learning objectives in academic programs • General education assessment • Retention & graduation studies & goals

9 AQIP Update—Future Updates

• Remaining criteria for accreditation • 9 AQIP Categories • Potential changes to HLC Pathways • Feedback from HLC AQIP Reviewers • Ohio University’s preparation activities

10

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Pamela J. Benoit, Executive Vice President and Provost

Re: Enrollment Update

Student-based revenue from tuition and subsidy drives the budget of the institution. Student recruitment continues to become more competitive every year and Ohio University’s Strategic Enrollment Management Plan has positioned us well and has led to OHIO demonstrating a counter-cyclical enrollment pattern again in 2013.

The attached materials provide a comparative analysis of our overall and First Time, Full Time enrollments with the other Ohio 4-year public institutions.

The charts highlight the following:

• Ohio public institution’s overall enrollments rose 0.17% with individual schools ranging from a 6.76% drop in enrollment to Ohio University at the top with a 4.25% increase.

• Overall Ohio public institution’s First Time, Full Time enrollments were essentially flat. However, Ohio University had the largest growth in first time, full time students at 355. Other institutions ranged from being down 376 students to OHIO’s high of 355.

• Ohio University had the second largest percentage growth in First Time, Full Time enrollments at 9.1%. Other Ohio institutions ranged from being down 19.2% to Cleveland State’s high of 13.4%.

Enrollment Update

Tab

1 Overall Enrollment Changes State of Ohio Public Institutions

6.00% 4.25% 4.00% 3.09% 1.91% 2.00% 1.61% All Ohio Publics +0.17% 1.13% 1.22%

0.00%

-2.00% -0.66% -1.93%

-4.00% -3.34% -3.13% -3.90%

-6.00% -6.09% -6.76% -8.00% Shawnee Akron Central State Toledo Youngstown Bowling Wright State Kent State Cleveland Miami Ohio State Cincinnati OHIO State Green State

* Based on OBOR “15th Day Headcount Fall Term 2013” - 10/2013. Numbers represent preliminary headcount enrollments; NEOUCOM omitted 2 First Time, Full Time Enrolled Difference Fall 2012 to Fall 2013 by Number State of Ohio Public Institutions

400 355 326 300 209 222 200

85 100

0 -32 -100 -71 -106 -103 -99 -200 -152

-300 -276

-400 -376

-500 Akron Bowling Wright State Miami Ohio State Central State Youngstown Toledo Shawnee Cleveland Kent State Cincinnati OHIO Green State State

• Based on OBOR “15th Day Headcount Fall Term 2012” - 10/2012 and OBOR “15th Day Headcount Fall Term 2013” - 10/2013 https://www.ohiohighered.org/data-reports/enrollment • Numbers represent preliminary headcount enrollments ; NEOUCOM omitted 3 First Time, Full Time Enrolled Difference Fall 2012 to Fall 2013 by Percent State of Ohio Public Institutions

15.0% 13.4%

9.1% 10.0% 7.8% 8.5% 5.4% 5.0%

0.0%

-1.4% -0.1% -5.0% -3.4% -2.9%

-7.6% -6.1% -10.0% -9.0%

-15.0%

-20.0% -19.2%

-25.0% Central State Akron Bowling Wright State Youngstown Miami Ohio State Toledo Kent State Cincinnati Shawnee OHIO Cleveland Green State State

• Based on OBOR “15th Day Headcount Fall Term 2012” - 10/2012 and OBOR “15th Day Headcount Fall Term 2013” - 10/2013 https://www.ohiohighered.org/data-reports/enrollment • Numbers represent preliminary headcount enrollments ; NEOUCOM omitted 4

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Pamela J. Benoit, Executive Vice President and Provost

Re: Undergraduate First-Year Student Retention

During the August 29-30, 2013 meeting of the Board of Trustees, the Academics Committee was presented with an updated University Dashboard. During discussion of the dashboard, Trustees acknowledged an interest in further information regarding the University’s performance on the retention of first-year students. The following information is a follow up to that discussion.

This document contains a brief overview of retention including a definition of how retention is measured, a report of Ohio University’s current performance, examples of efforts to strengthen retention, and a description of how retention is monitored for assessment.

Key points of the document include:

 Ohio University’s current first-year retention rate of 78.7% (fall 2012 to fall 2013).

 Ohio University currently has programs in place that represent best practices in student retention and these efforts are being increased.

 The University routinely tracks patterns of student retention based on student demographics and student program participation in order to assess our performance.

First-Year Retention at Ohio University

Overview of Retention First-year retention rate is the percent of students starting fall term as a new first-time, full-time freshmen that enroll the following fall term. First-year retention rate is a common measure of institutional quality and, as such, is required to be reported to the federal government and is used as part of the U.S. News and World Report ranking formula.

Retention at Ohio University Ohio University’s first-year retention rate for the fall 2012 incoming cohort was 78.7%. In the last 10 years, retention rates have ranged from a high of 83.3% (2002) to a low of 78.4% (2006). To judge performance on this measure, it is important to recognize the relationship between retention and admission selectivity. When ACT scores are used to control for the academic preparedness of the incoming class, Ohio University is shown to be performing as would be predicted. The chart below demonstrates this by plotting the average ACT score and the first-year retention rates of Ohio public institutions (blue) and of Ohio University’s selected peer group (red). The regression line demonstrates predicted retention relative to this group of schools and ACT score.

Average Incoming ACT Score and First-Year Retention 100

95 Ohio State 90 Miami Iowa Utah S Carolina 85 Cincinnati Missouri Rhode Island Colorado Oregon 80 OHIO Oklahoma W Virginia

75 Kent State

Akron BGSU 70

Cleveland 65

60 18 19 20 21 22 23 24 25 26

Influences on Retention Rates: Retention rates are influenced by a complex set of both student and institutional characteristics. From a practical standpoint, these variables can be placed into two categories. First, qualities of a student that cannot easily be influenced (i.e. ACT score, family income, race, gender). And, second, those variables over which the institution has some influence through services and programing (i.e. academic preparedness, social experience, engagement, and satisfaction). While admissions goals include bringing in classes with a strong academic profile, it is the intent of the University to increase retention through services and programing and not by increasing selectivity.

Programmatic Efforts to Improve Retention The University has well established programs consistent with best practices for retention. Included below is an abbreviated list of existing programs. There are other university-wide programs not included in the list as well as efforts by individual colleges, departments, and faculty members. Program examples include:  Social and Academic Integration: Learning Communities allow students, through housing and programming, to immediately integrate with a small group of students sharing similar interests.  Social Integration: Orientation for all first-year students is designed to form a cohort of students that feel a common bond as new Ohio University students.  Academic Support: o The college of Arts & Sciences recognized a first-year biology course as a frequent drop or fail point. As a result, a pilot is being conducted to intervene after the first midterm exam and offer academic support or an alternate course that can be picked up at that point in the semester. o Learning Strategies Courses, Reading Skills Courses, Tutoring services, Supplemental Instruction, and Academic Success Workshops are offered through the Allen Student Help Center and the Academic Advancement Center.  Financial Support: Need based scholarship programs exist to help financially at-risk students.  Support for high-risk students: Special programs exist to support at-risk student groups through programs focused on First-generation, The Office for Multicultural Student Access and Retention (OMSAR), The College Adjustment Program (CAP), and athletes.

Specialized Efforts to Improve Retention The University recently invested in MAP-WORKS software that helps support retention efforts at the individual student level. The program is research based and identifies at-risk students with specific needs based on academic records and student survey results. MAP-WORKS also provides a rich data source to examine systemic influences on retention and assess programs and interventions.

Monitoring and Assessment of Retention Efforts Campus-wide retention is monitored based on student characteristics to assure programming efforts are based on student needs. In addition, information is collected to measure the effectiveness of programs intended to improve student success.

Retention Based on Student Characteristics The Office of Institutional Research produces an annual retention report that tracks the performance of multiple subpopulations. These trend reports allow the monitoring of retention rates based on demographic variables including race, gender, first-generation, major, ACT Scores, and High School grades as well as the performance of students receiving scholarships. These reports are used to look for changing retention patterns or to indentify underserved or high-risk populations and assure appropriate programming is available for all groups. Examples of differences in retention rates between students based on demographic variables are shown in the table below.

First Year Retention by Student Demographic Variables Gender Family Education High School GPA Ethnicity Hispanic 80% Men 79% First-Generation 73% 3.0 or above 80% White 79% Asian 68% Women 79% Non-First Gen. 81% Below 3.0 73% Black 76% Unknown 74%

Program Assessment Individual programs intended to improve student success are assessed to determine their impact. Sample findings include:

 Past research done at Ohio University (Williford & Schaller, 2005) demonstrated that: o Students participating in residential learning communities retained higher (91%) than non- participants (82%) and that this effect was strongest for the least prepared students. o Supplemental instruction participants were shown to retain higher (87%) than non- participants (81%).

 The MAP-Works program has allowed the tracking of interactions with at-risk students. Initial results show that students with an in-person meeting documented in the system are retained at a higher rate than those who did not receive intervention.

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Pamela J. Benoit, Executive Vice President and Provost

Re: U.S. News and World Report College Rankings

U.S. News and World Report is one of the most widely publicized college ranking programs. Members of the Board are likely to have seen the most recent rankings, released September 10, 2013 and want to better understand how Ohio University interprets its ranking.

The attached summary describes the U.S. News and World Report ranking system and how the rankings are computed. Information is also provided on how Ohio University scores on the measures included in the rankings.

• Key points of the document include:

 An explanation of the formula used by U.S. News and World Report Rankings

 Trend information on the specific measures and category rankings received by Ohio University

U.S. News and World Report

How the Ranking Works: Institutions can elect to participate by completing an extensive survey. Institutions are alerted to which of the survey items are included in the ranking and the general methodology of the survey is shared. The survey includes information on student activities, housing, admissions, financial aid and many other topics that serve as advertising to the University on the popular U.S. News college ranking website.

Survey items used in the rankings include: high school counselor score, retention rate, classes with 20 or fewer students, classes with more than 50 students, student-faculty ration, acceptance rate, graduation rate compared to predicted graduation rate, peer assessment, faculty resources, percent full-time faculty, student selectivity, standardized test scores, freshmen in top 10% and top 25% of high school class, financial resources rank, and alumni giving rate. Ohio University’s performance trend on each is listed on the following page.

There was more movement than usual in the rankings this year because the ranking formula was changed. Changes to the formula included: 1) a slightly heavier weight on admissions test scores (ACT/SAT) coupled with a reduced weighting of high school class rank, 2) an overall decrease in the emphasis put on selectivity, 3) an overall increase in the emphasis put on graduation and retention rates.

Overall, the U.S. News College Rankings provide a valuable perspective but, despite adjustments to the formula this year, is heavily reliant on an institution’s selectivity. Institutions aiming to provide access to a broad variety of students typically will not be at the top levels of the U.S. News rankings.

Ohio University’s Rank: Ohio moved from 131st to 135th among the 270 national research universities included in the 2014 U.S. News and World Report College Rankings. Among only public national research institutions, the rank decreased from 65th to 68th.

Highlights: Ohio University performs particularly well in the category of Graduation Rate Performance Rank, ranking 12th. This rank is based on how much higher the graduation rate is than what would be predicted based on the selectivity of admissions.

Trend: The ranking changed somewhat relative to other schools and because of formula changes but individual measures that are used in the ranking formula were mostly slight and included:

(+) an increase in selectivity, the acceptance rate decreased from 86% to 78%.

(+) a larger proportion of students in the top 10% of their high school class (15% to 16%).

(-) a slight decrease in the average six-year graduate rate (65% to 64%).

(-) an increase in classes with 50 or more students (14% to 15%) and a smaller proportion of classes of under 20 students (41% to 37%).

(-) a decrease in the peer assessment score (3.0 to 2.9).

(-) a decrease in the high school counselor assessment score (3.8 to 3.7).

(-) a decrease in alumni giving rate (8% to 7%). US News America's Best Colleges Ranking Categories and Ohio University Data

U.S. News America's Best Colleges US News Ohio University Data Ohio University Performance Ranking Items Category 2002 2003 2004 2005 2006 2007 2008 2009- 2010- 2011- 2012- 2013- weight -2003 -2004 -2005 -2006 -2007 -2008 -2009 2010 2011 2012 2013 2014

* Undergraduate Academic Reputation Index 22.5% 63 64 65 63 Spring 2013 Peer Assessment Survey of presidents, provosts, admissions directors (5-point scale 1.0=marginal to 5.0=distinguished) (two highest & two lowest scores are eliminated) (response rate 44%) 15% 3.2 3.1 3.1 3.0 3.1 3.0 2.9 3.0 3.0 3.0 3.0 2.9 Spring 2012 & 2013 survey (scores averaged for last two years) of high school counselors (5-point scale 1.0=marginal to 5.0=distinguished) (response rate 11%) 7.5% ------3.5 3.6 3.8 3.7

Graduation & retention rates 22.5%

Freshman retention (four-year average of freshman cohorts 2008-2011) 5% 85% 85% 84% 84% 83% 82% 80% 80% 80% 80% 81% 81% 6-year graduation rates (four-year average of freshman cohorts 2003- 2006) 18% 70% 70% 70% 70% 71% 71% 71% 70% 69% 69% 65% 64%

Faculty resources (2012-2013 academic year unless otherwise no 20% Percent of classes with fewer than 20 6% 43% 42% 41% 45% 45% 44% 44% 44% 45% 42% 41% 37% Percent of classes with 50 or more 2% 11% 11% 11% 10% 10% 11% 10% 10% 10% 11% 14% 15% Faculty compensation (two-year average 2011-12 & 2012-13) 7% $78,609 $80,949 $83,440 $87,181 $90,693 $92,206 $95,395 $99,753 $101,755 $103,156 $105,254 $107,117 Percent of professors with terminal degree 3% 88% 88% 88% 88% 89% 89% 89% 87% 86% 85% 86% 81% Student/faculty ratio 1% 21/1 20/1 18/1 19/1 19/1 19/1 19/1 19/1 19/1 19/1 20/1 19/1 Percent full-time faculty of total 1% 89% 89% 90% 90% 89% 90% 89% 90% 90% 91% 90% 87%

Student selectivity (fall 2012 entering class) 12.5% SAT/ACT (middle 50 percent) 8% 21 - 26 21 - 26 22 - 26 21-26 21-25 21-26 21-26 21-26 21-26 21-26 21-26 21-26 Percent 2012 freshmen in top 10 percent of HS class 3% 18% 18% 19% 17% 16% 15% 15% 15% 16% 14% 15% 16% Freshman acceptance rate 1% 78% 75% 79% 86% 89% 85% 82% 78% 82% 85% 86% 78%

Financial resources 10% Average instruction, research, student services, etc. expenditure per student, two-year average (2010 & 2011 fiscal years) $14,842 $15,076 $15,175 $15,713 $15,963 $16,845 $17,363 $17,743 $18,087 $18,739 $19,279 $19,791

Graduation rate performance 7.5%

Difference between predicted and actual 6-year graduation rate 2006 cohort (predictors are SAT/ACT scores and expenditures per student) 15% 12% 12% 14% 14% 18% 18% 16% 11% 11% 12% 11%

Alumni giving 5% Percent of alumni who made a donation, two-year average (2010-11 & 2011-12) 12% 11% 9% 10% 11% 12% 12% 10% 9% 8% 8% 7%

Office of Institutional Research Ohio University Rank by Category 2002 2003 2004 2005 2006- 2007- 2008- 2009- 2010- 2011- 2012- 2013- US News Category Rankings -2003 -2004 -2005 -2006 2007 2008 2009 2010 2011 2012 2013 2014 Financial Resources Rank 175 162 152 155 174 185 186 195 192 188 196 201 Peer Assessment Rank 78 84 84 92 85 92 96 88 91 97 94 101

Graduation/Retention Rank 70 73 79 83 85 90 91 97 100 110 124 132 Student Selectivity Rank 144 134 125 153 153 163 159 163 165 169 171 153 Faculty Resources Rank 156 151 159 138 136 147 149 153 158 169 174 201 Alumni Giving Rank 157 165 170 160 141 140 144 139 163 167 168 173 Graduation Rate Performance Rank 7 15 14 995361416812 High School Counselor Rank N/A N/A N/A N/A N/A N/A 89 89 146 100 83 104

Overall rank 92 107 98 109 110 112 116 115 124 124 131 135 Public University rank N/A 52 46 53 52 54 57 57 60 59 65 68 REVIEW OF CENTERS AND INSTITUTES

RESOLUTION 2013 –

WHEREAS, the continued 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 reviews are conducted in accordance with the provisions of University Policy 01.015 Establishment and Review of Centers and Institutes.

NOW, THEREFORE, BE IT RESOLVED that the Board of Trustees of Ohio University accepts the 2012-2013 Reviews of Centers and Institutes, which recommends the following six (6) centers and institutes be continued:

• Center for Intelligent Chemical Instrumentation - Continued • Center for Scientific Computing and Immersive Technology - Continued • Appalachian Rural Health Institute- Continued • WOUB Center for Public Media - Continued • George Hill Center for Counseling and Research – Continued • Scripps Survey Research Center – One-year extension Research & Technology Ctr 120 Athens, OH 45701

T: 740.593.0370 F: 740.593.0380 [email protected] Research Division and Graduate College

DATE: October 10, 2013

TO: Board of Trustees Roderick McDavis, President Pam Benoit, Executive Vice President and Provost

FROM: Joseph Shields, Vice President for Research & Creative Activity and Dean of the Graduate College

SUBJECT: Executive Summary: Center and Institute Recommendations - 2013

Six Centers and Institutes were slated for their five-year review during the 2012-2013 academic year. Of these, five institutes/centers completed their reviews, and one received a one-year extension.

The attached report includes a brief summary for each of the Centers and Institutes that completed the review process. I concur with the recommendations associated with each of the reviewed Centers and Institutes and recommend that the following action items be presented to the Board of Trustees at its October 31-November 1, 2013 meeting.

Recommend for Continuation: • Center for Intelligent Chemical Instrumentation • Center for Scientific Computing and Immersive Technology • Appalachian Rural Health Institute • WOUB Center for Public Media • George Hill Center for Counseling and Research

Recommend for Extension: • Scripps Survey Research Center.

Dean Titsworth requested a one-year extension for the Center’s review, as it is in transition in terms of physical space, technology capabilities and associated activities, and affiliated faculty. In light of this request, I am recommending a one-year extension for the Scripps Survey Research Center.

REVIEW OF CENTERS AND INSTITUTES 2012-2013

COLLEGE OF ARTS AND SCIENCES

Center for Intelligent Chemical Instrumentation Founded in 1992, the Center for Intelligent Chemical Instrumentation (CICI) is dedicated to fostering research collaborations on the development of smart sensors and intelligent instruments, and enhancing the educational goals of the Chemistry and Biochemistry department. CICI’s research efforts center on forensic science and enabling technologies for law enforcement and homeland security applications, and activities include both the design and construction of novel, portable mass spectrometers for on-site chemical testing; as well as the advancement of methods, data enhancement, and novel applications. With its international reputation, CICI helps attract students and faculty, supports the department’s academic offerings and lab experiences, and provides a foundation to support larger research projects.

During the review period, CICI secured $1.2 million in external funding, and the two faculty who joined the Center during this time were awarded NSF CAREER grants and secured additional NSF research funding. With three active faculty members, the Center tallied 67 peer-reviewed publications, as well as five patents granted for devices and methods, with four more pending. With an average of eight undergraduate and fourteen graduate students per year involved in CICI research projects, CICI also offers student travel support for conferences and laboratory visits. CICI-affiliated faculty also mentor 2-4 postdoctoral researchers per year.

The review committee unanimously recommends the Center should be continued and affirms that CICI is currently viable, with productive and well-funded faculty, and indirect cost recovery adequate to support members and department activities. The committee notes that CICI members have developed ties with industry, as recommended in the previous review. Looking forward, the Center will benefit from an additional faculty hire to both contribute to the Center and to support the Forensic Chemistry master’s degree. Also, by engaging additional faculty (both from Chemistry and Biochemistry and other departments), CICI will be better positioned to continue projects and research progress when a faculty departure occurs.

The committee makes three recommendations, which include: • Hiring an additional faculty member to contribute to Center activities; • Encouraging additional faculty to submit grants via the Center to both expand Center activities and enhance funding; and • Promoting CICI and inviting participation from faculty around campus.

I agree with the College and the review committee that the Center should be continued, and I concur with the committee’s and Dean’s recommendation that the Center pursue additional outreach efforts to foster collaborations. The College notes that it intends to resume the new faculty search in 2013-14.

1

RUSS COLLEGE OF ENGINEERING AND TECHNOLOGY

Center for Scientific Computing and Immersive Technology In 2003, the Bioinformatics Laboratory and the Virtual Immersive Technologies and Arts for Learning Laboratory (VITAL) united to form the Center for Scientific Computing and Immersive Technology (CSCIT). With a mission to conduct basic and applied research and provide outstanding educational programs in selected areas of information technology, CSCIT’s contributions include novel genomic analysis software tools and impacts on numerous scientific and medical areas.

During the review period, the Center received $1.6 million in external funds, and $360,000 in internal funds. With six CSCIT-affiliated faculty, the Center’s research project sponsors include the US Department of Defense, National Science Foundation, Ohio Board of Regents, Office of Naval Research, Smithsonian, Air Force Research Laboratory, and National Institutes of Health (NIH). Academically, CSCIT initiated a bioinformatics undergraduate and graduate certificate program, and in 2008 the Center was selected to administer a $9 million dollar grant from the Ohio Board of Regents to provide 150 scholarships per year to bioinformatics students at 12 Ohio universities. CSCIT also sponsored the Bioinformatics Distinguished Lecture Series, with 12 talks by researchers from universities, NIH, and medical centers.

Recognizing the Center’s many scientific, scholarly, and educational accomplishments and potential for future success, the review committee unanimously recommends that CSCIT continue as a research center. Current viability is evidenced by the Center’s progress in establishing an education program, lecture series, networks of scientists around the region, active grants, and publication record. Looking forward, the committee applauds the Director’s efforts to position CSCIT to make valuable contributions to the advancement of bioinformatics.

The committee makes seven recommendations, which include: • Focusing on industrial partnerships, to both generate funds and enhance recognition; • Engaging with the Technology Transfer Office to investigate additional commercialization opportunities; • Increasing institutional support, to the extent that funds are available, especially related to the acquisition of a supercomputer; • Increasing integration of the participating labs and holding an annual retreat; • Consider changing the Center’s name (and acronym) to one that is more informative; • Reviewing the Center’s mission, vision, and goals to be more descriptive and set associated performance measures; and • Providing release time for the Director and other faculty to support activities and initiatives.

I agree with the College and the review committee that the Center should be continued, based on its external funding record, publication history, students benefits, and its role in the Choose Ohio First program. The Dean indicates that CSCIT aligns with the College’s strategic foci and recognizes the Center’s prestige based on both its lecture series and the statewide Bioinformatics Consortium. The Dean encourages Center leadership to initiate conversations related to equipment and facility needs at both the College level and with other areas, and I support this recommendation as well. Given available university resources, enhancements in computing power in the near term are likely best served by upgrades to cluster computing rather than acquisition of a supercomputer. 2

HERITAGE COLLEGE OF OSTEOPATHIC MEDICINE AND COLLEGE OF HEALTH SCIENCES AND PROFESSIONS

Appalachian Rural Health Institute The Appalachian Rural Health Institute’s (ARHI) mission is to improve the health status and quality of life for rural Appalachian populations by fostering interprofessional research, community outreach, education, and scholarly activities through collaborative partnerships that empower university and community stakeholders. Established in 2003 as an evolution of the Center for Appalachian and Rural Health Research (CARHR), ARHI suspended activities from 2007-2009 due to organizational and fiscal factors, including the emerging Health Sciences Center (HSC). In 2010, ARHI activities restarted, including the appointment of a new director and associate director. With an administrative structure intended to encourage inter-college collaboration, ARHI leadership focused on engaging faculty from the College of Health Sciences and Professions (CHSP) and the College of Osteopathic Medicine (HCOM). In planning discussions, it has been proposed that ARHI serve as one of HSC’s five research- oriented Centers and Institutes.

Over the past six years, ARHI counted 31 faculty and staff from four Colleges as principal investigators and key personnel on proposals submitted through ARHI. During that time period, ARHI secured $4,275,063 in external funds, and an additional $3.6 million was awarded by the Osteopathic Heritage Foundation to develop a regional consortium. During this time, funded project areas have diversified, and nearly all projects involve partnerships with community agencies, including 38 community agencies and institutional entities that participated in grant-funded projects. Over the last two years, ARHI hosted two student interns and one graduate assistant. ARHI also focused efforts on engaging faculty, including the appointment of its first Fellow in Engaged Scholarship and by sponsoring the ARHI Scholars Program.

The review committee was impressed with ARHI’s track record and characterizes the Institute’s future plans as adequately specific to be accomplished in the next five years. Also, the committee applauds ARHI’s efforts to meet the suggestions proposed in the 2007 review, with eight of the eleven suggestions met or exceeded, and additional attention being paid to the remaining ones. While agreeing with ARHI leadership that an over-reliance on external funding is not sustainable, the committee urges ARHI to proceed cautiously in its efforts related to developing new revenue streams via fundraising efforts and online course delivery.

The committee makes three recommendations, which include: • Increasing the Director’s effort from .10 to .50 FTE, pending approval from her Chair and Dean; • Expanding staffing to include Graduate Assistants who can contribute to ARHI’s mission and have valuable educational experiences; and • Securing a permanent home to accommodate personnel, support current activities, and accelerate ARHI’s vision as the home of Appalachian rural health research at Ohio University.

I agree with the Colleges and the review committee that the Institute should be continued, based on both its track record and its potential to make significant contributions to the region’s health and to knowledge and innovations related to rural health. Both the CHSP and HCOM Deans support ARHI’s plans to develop a fundraising strategy and explore an online Tier II course in order to improve sustainability.

3

SCRIPPS COLLEGE OF COMMUNICATION

WOUB Center for Public Media As part of the Scripps College of Communication, the WOUB Center for Public Media (WOUB) provides public broadcast service to 55 counties in Ohio, West Virginia, and eastern Kentucky, student professional development opportunities, and non-broadcast educational services in support of the University’s mission. WOUB received its first Community Service Grant in 1969, began television broadcasting in 1963, and its AM station is celebrating its 75th anniversary.

WOUB works with 10 faculty from 4 of the 5 schools within Scripps College, and the Center has 42 staff members and approximately 200 student volunteers per year. WOUB provides news coverage, produces shows on regional community and health issues, and reaches out to families and educators with resources and materials. These efforts have been recognized with awards for excellence from sponsors such as the Broadcast Education Association, Bronze Telly, Ohio Valley Chapter of the National Academy of Televisions Arts and Sciences, Associated Press Best Website competition, and the Society for Professional Journalists. WOUB’s budget was controlled by the President’s Office, but in 2011 it was transferred to the Scripps College Dean. WOUB’s financial stability, as indicated by its current surplus and carry forward, follows a period of deficits and staff salary cuts. This turnaround can be attributed to cost cutting and efficiencies, along with increasing revenue via memberships, advertising, underwriting, and leasing of assets.

The review committee recommends that WOUB continues as a Center and asserts that WOUB is in a unique position to spark University collaborations and to share resources with the community. The committee cites WOUB’s success in increasing direct involvement with academic departments in the Scripps College, as well as initiating partnerships with other colleges. WOUB’s high quality local programs and role in getting resources to K-12 teachers and students throughout the region are also valuable contributions WOUB makes to the region.

The committee makes seven recommendations, which include: • Promoting the breadth of WOUB’s mission and operations to help the community understand its role; • Playing a leading role in cross-discipline projects and experiences for students and faculty; • Providing technical expertise and resources to academic units across campus; • Providing access to its facilities for faculty and students in various media-related fields; • Furthering the University’s and College’s service mission via continued service to K-12 education; • Broadening the reach of campus events and prominent visitors via interviews and features; and • Continuing to include WOUB in the RCM model as an academic support unit.

I agree with the review committee that WOUB should be continued, and that it should remain on its current growth path of increased collaborations and creating strategic initiatives to help facilitate interdisciplinary collaboration. The Dean gives his strongest possible endorsement to the Center, and I share the Dean’s sentiment that WOUB is an important resource for the College and University.

4

PATTON COLLEGE OF EDUCATION

George Hill Center for Counseling and Research The George Hill Center for Counseling and Research (Hill Center) was created in 1989 to carry out a four-fold mission: 1. Provide training and supervision to enhance clinical skills, competency development, and academic excellence of master's and doctoral level counselor education students; 2. Provide quality consulting and outreach to University and regional entities; 3. Engage in research and sponsored projects to promote integration of theory into practice; and 4. Provide professional counseling and diagnostic services in cooperation with other providers in the region.

During the review period, the Hill Center’s total funding was approximately $760,000, with $133,000 from external sources, and $618,000 from internal sources (including $215,000 annually for graduate stipends and tuition waivers). There are eight Center-affiliated faculty (including three early retirees), and the Center logs approximately 3,000 hours per year of support for counseling course laboratory and clinical field experiences. The Center also provides conference travel funding for students, and the Center’s space is a hub for activities such as workshops, seminars, and job and volunteer postings. The Hill Center engages with the local mental health community through projects such as drug addiction counseling, services for those with type II diabetes, suicide prevention trainings for school staff, and a sexual offender treatment certification program that is unique in Ohio and nationally.

While the review committee recognizes the Hill Center as a viable educational and experiential training resource and believes it should be continued, the committee concluded that the Center is underutilized and is not completely achieving its described four-pronged mission. The committee found that the Center is fulfilling its first mission component; however, the Center has not been completely successful in fulfilling its other three mission areas. In order to address this, the committee identified a number of infrastructure needs and operational issues, as well as funding and personnel investments to consider. If these investments are not made, the committee feels the Center should re-evaluate and re-focus its mission to fit its currently available resources and structure.

The committee makes five recommendations, which include: • Reevaluating the four-pronged Hill Center mission; • If the Center retains its current mission, hiring a full-time administrative director; • Increasing faculty participation in Center operations; • Delineating an organizational chart and developing an MOU with the College; and • Establishing a clear budget and accounting procedures for the Center.

I agree with the review committee that the Hill Center should be continued, based on its impact on student education, training, and experiential learning; and I agree with the Dean that if the Center wishes to continue consulting and outreach activities, these must be supported by grants and contracts. I also encourage the Center’s director and College leadership to continue working together to address the recommendations brought forth by the committee and commented on by the Dean, especially related to mission assessment and possible reconfiguration, faculty participation in the Center, and operational and financial structure and systems.

5

RUSS COLLEGE OF ENGINEERING AND TECHNOLOGY DEPARTMENT OF MECHANICAL ENGINEERING BACHELOR OF SCIENCE IN ENERGY ENGINEERING

RESOLUTION 2013 –

WHEREAS, the Russ College of Engineering and Technology and the Department of Mechanical Engineering have proposed offering the Bachelor of Science degree in Energy Engineering, and

WHEREAS, the proposed new degree has the support of the Faculty and the Dean of the Russ College of Engineering and Technology, the University Curriculum Council, and the Executive Vice President and Provost, and

WHEREAS, The National Academies has identified energy issues as among the most significant facing humankind in this century. Increased worldwide demand, decreasing supplies of fossil fuels, and challenges with renewable energy sources have created geopolitical and economic concerns over energy that will not be easily solved. Such problems create the demand for engineers to provide technical solutions. As a result, faculty in the Russ College propose providing energy engineering education as an option for our students.

THEREFORE, BE IT RESOLVED, that the Board of Trustees of Ohio University hereby approves offering the Bachelor of Science degree in Energy Engineering by the Department of Mechanical Engineering.

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Pamela J. Benoit, Executive Vice President and Provost

Re: Russ College of Engineering and Technology – New Bachelor of Science Degrees

Two resolutions are included in the October Academics Committee materials seeking board approval for new Russ College of Engineering and Technology programs offering Bachelors of Science degrees for:

1. Energy Engineering, and 2. Technical Operations Management

The letter from Dean Dennis Irwin explains that these programs are responsive to and will benefit students and have been approved by the University Curriculum Council.

11/8/2012 NEW SEMESTER PROGRAM* PROPOSAL – Energy Engineering

I) Summary Statement 1) Title of Program: Energy Engineering. Degree to be conferred: Bachelor of Science in Energy Engineering, BSEnE. Administrative unit proposing program: Mechanical Engineering Department. Date of submission: November, 2012. 2) 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. The National Academies have identified energy issues as among the most significant facing humankind in this century. Increased worldwide demand, decreasing supplies of fossil fuels, and challenges with renewable energy sources have created geopolitical and economic concerns over energy that will not be easily solved. Such problems create the demand for engineers to provide technical solutions. As a result, faculty in the Russ College propose providing energy engineering education as an option for our students. Energy engineering (EnE) is a profession (with its own association) that has seen significant growth due to energy economics, environmental impact of energy extraction and production, and the age of the current work force in the field. Statistics from the Association of Energy Engineers shows a job growth rate of 6% annually over the next five years (>10,000 hires), far exceeding the anticipated overall growth expected in national employment. As one example, corporations such as Johnson Controls will be adding 440 new energy engineering positions over the next five years in the Great Lakes region alone. An undergraduate degree in energy engineering is innovative and novel. At this point, only Penn State University offers a four-year energy engineering degree, with Cal-Berkeley (a top-three USNWR undergraduate engineering school) starting in Fall 2012. There are no four-year energy engineering programs in the State of Ohio, giving the Russ College a notable distinction over our primary academic competitors. Based on student interests and job prospects, we anticipate a strong demand for the program, but plan to limit it to about 25 students per year (or about 100 students overall in the program). The Energy Engineering Curriculum draws on basic science and math courses, fundamental engineering and economics courses, and applied courses in electrical, chemical and mechanical engineering, which combined with a few new Energy Engineering courses provides a distinct educational experience to prepare students to be Energy Engineering professionals. Because of the heavy reliance on already existing courses, the resource needs for the new program are manageable. Only about 10 semester credits of new course material are required, so there is no immediate requirement for any new faculty in order to establish the program. If enrollment meets projections, under the RCM model we will request an appropriate increase in faculty to deliver the program. The administration of the program will initially be handled within the structure of the mechanical engineering department. There is one laboratory class that will be developed for the Energy Engineering program, but it will draw primarily on existing experiments in Chemical and Mechanical Engineering Labs, and the new experiments that will be developed are of interest to both departments. Therefore, there is no need for a separate Energy Engineering lab space. The goal is to accept the first students into the energy engineering program in Fall semester 2013.

11/8/2012

II) The Need for the Program

1) What is the local, regional, and national demand for graduates of the proposed program?

Energy engineering (EnE) is a profession (with its own association) that has seen significant growth due to energy economics, environmental impact of energy extraction and production, and the age of the current work force in the field. Statistics from the Association of Energy Engineers shows a job growth rate of 6% annually over the next five years (>10,000 hires), far exceeding the anticipated overall growth expected in national employment. Corporations such as Johnson Controls will be adding 440 new energy engineering positions over the next five years in the Great Lakes region alone. Although statistics beyond this time frame are currently unavailable, one may discern that continued job growth opportunities for energy engineers will endure as energy prices continue to outpace inflation and awareness of our environmental impact increases. Anecdotal evidence from an advisory board assembled to explore the possibility of an energy engineering program in the Russ College supports the conclusion that the need for energy engineers is and will remain strong for the foreseeable future.

2) What other schools within Ohio offer the same or a similar program?

An undergraduate degree in energy engineering is innovative and novel. At this point, only Penn State University offers a four-year energy engineering degree, with Cal-Berkeley (a top-three USNWR undergraduate engineering school) starting in Fall 2012. There are no four-year energy engineering programs in the State of Ohio, giving the Russ College a notable distinction over our primary academic competitors.

3) How does the proposed program align with the current vision for the university? Energy and the Environment is an area of excellence for the Russ College of Engineering and Technology, and Ohio University was named a Center of Excellence in the State of Ohio for Energy and the Environment. Appalachian Ohio is an area that has been and will continue to be an important area for energy, with a past in coal and a future in oil and natural gas. Ohio University’s mission to serve the region is enhanced by this Energy Engineering Program.

Development of an EnE Program within the Russ College makes strategic sense as this program has student and industrial demand, addresses a significant societal demand, complements existing degrees (chemical, electrical, and mechanical), and could enhance the national reputation of the Russ College. Adding energy engineering to the degree mix should be a significant net positive for Russ College student enrollment.

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? (b) Can students fulfill their educational and/or vocational needs through existing programs? If they cannot, why not?

The program has some overlap with other engineering programs, but primarily in the fundamental courses and no more so than is common between engineering programs. The maximum overlap is with the ME 11/8/2012 program, and it is less than 40% of the program. Students who graduate with a chemical or mechanical or electrical engineering degree can be hired into the energy industry, but they will be better prepared and more distinctly qualified with the new energy engineering program.

5) List departments or other academic units at Ohio University and elsewhere that were consulted in the development of this proposal. Approval is required from departments whose high-demand courses your program will require. The framework for an undergraduate energy engineering program has been collaboratively developed by representatives from ChBE, EE, and ME departments with participation from the Civil Engineering and Industrial Systems Engineering Departments and guidance of a volunteer industrial and stakeholder advisory board. Using program educational objectives and graduate characteristics provided by the advisory board, an iterative process was implemented to develop a four year undergraduate EnE curriculum that addresses the stakeholder needs and maximizes student potential for making significant technical and strategic contributions to the energy field. The undergraduate EnE curriculum provides students core fundamentals in transport phenomena, fuels/electrical conversion, energy efficiency, techno-economics, and life-cycle assessments necessary for the dynamic requirements of the energy industry. In addition, a host of technical electives in energy conversion methodologies including atmospheric pollution control, coal conversion, fuel cell design, electrochemical engineering, nuclear power engineering, and solar cells/photovoltaics are provided allowing students to develop a focus in chemical, electrical, or mechanical engineering.

6) From what geographic area do you anticipate that students to the program will be drawn? We anticipate a mix of in-state and out-of-state students to be drawn to the program. Since it is one of the only programs in the state and the region, it has the potential to draw students to Ohio University who may have elected to go elsewhere if not for this unique program opportunity.

7) How many students do you anticipate will enroll in the program in each of its first four years? (a) To what extent will students in the program come from students who would enroll at this University anyhow? (b) To what extent is it anticipated that the enrollment will represent "new" (incremental) students? We anticipate about 25 students per year for each of the first 4 years. The first year or two about ½ of those will likely be internal transfers, although we will not solicit or actively encourage internal transfers. In the future we expect that about ½ of the students may have come to Ohio University anyway, assuming that no other state colleges are offering an energy engineering program at that time. However, we expect that over ½ of the students (at least 15 per year) will be incremental students who were strongly influenced in their decision to attend Ohio University due to the availability of this program.

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. (a) Provide the catalog descriptions for all new courses, and include new course approval forms in the appendix. 11/8/2012 All of this information is included in the OCEAN system. A sample 4-year curriculum is included in the appendix, along with a summary of the course descriptions for the convenience of the reviewers.

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.

Only Penn State University and Cal-Berkeley offer four-year energy engineering degrees. We reviewed their programs and consulted with them in the course of developing our program. There are similarities, but we took a new approach based on the strengths of Ohio University and existing courses to develop our program.

3) Does the program intend to seek accreditation? 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?

Yes, we intend to seek accreditation from the Engineering Accreditation Commission of the Accreditation Board for Engineering and Technology (ABET), 111 Market Place, Suite 1050, Baltimore, MD 21202- 4012 -telephone: (410) 347-7700. ABET is the recognized accreditor for college and university programs in applied science, computing, engineering, and technology. All programs in the college of engineering are accredited, and this program has been developed from the beginning with accreditation in mind. See the response to II.5 for more info.

4) Define the proposed policy on accepting transfer of credit from other institutions or other programs at Ohio University. This information is included in OCEAN.

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 Energy Engineering program will exclusively usecurrent faculty during the first year(s), and plans to include new faculty when the program enrollment supports the hiring of additional faculty. The new faculty will be selected by a hiring committee approved by the Dean, with representatives from the ME, ChBE and EE departments. It is expected that all EnE instructors will have a Ph.D. in an engineering discipline with research or industry expertise in the energy field. The faculty who are probable program participants are all tenured, with the exception of one ME assistant professor who has played an important supporting role in program development.

2) What is the likely teaching load of faculty members? It will be consistent with the teaching load of other faculty in the Mechanical Engineering Department and the Russ College of Engineering and Technology. 11/8/2012

3) What is the projected ratio of FTE students to FTE faculty? Long term, the projected ratio is 25 – 1.

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?

A program-level curriculum committee of faculty from five engineering programs already exists, and will continue to be the body that reviews and recommends changes to the curriculum, in concert with the industrial advisory board.

V) Admission Requirements

1) What are the criteria for admission into the program? Be specific. In addition to University admission requirements, students must have a Mathematics placement greater than or equal to PL2.

2) Are there any upper limits on program enrollment? (a) If yes, will you limit admission on a first come/first serve basis, by raising admission standards, or by some other method (specify)? Initial plans are to limit enrollment to about 12 new students per year, which along with internal transfers should lead to about 25 students entering the program per year. The admission will be limited by a combination of admission / transfer standards and a total cap (first come, first served), but the long term goal is to serve all students who want to enroll in the program by growing faculty and student enrollment is parallel.

VI) Administration

1) Who chose (or will choose) the administrative officer(s)? The Dean of the Russ College of Engineering and Technology.

2) What is the title of the administrator(s) who will administer the program? The Chair of the Mechanical Engineering Department will initially administer the program. A program director may be named in the future, once the size of the program warrants it.

3) Will the administrator(s) have academic rank? (a) If a new administrator will be hired, what are the minimal academic credentials acceptable? Yes, the current administrator and any named in the future will be tenured faculty with academic rank.

VII) Timing and Evaluation - 1) Has any external publicity about this program already been generated? (a) If so, by whom and why? (b) Have applications for admission already been entertained? No. The program development has been discussed internally (within the Russ College of Engineering and Technology), but an attempt has been made to limit publicity until the program is through the approval process. No applications will be solicited or accepted until the program is fully approved.

11/8/2012

2) When do you want the program to start? How will the program be “Phased-in”? (a) Allow at least 120 days for University Curriculum Council and Presidential and Trustee approval. The desired program start date is Fall 2013, but depending on the actual date of program approval the 2013- 2014 academic year will likely be the time when the program is advertised, with the first full class of students enrolling for Fall 2014. We will not be soliciting or encouraging internal transfers, but since the curriculum consists largely of classes that already exist, internal transfers could begin following the program as soon as it is approved.

3) New programs will be evaluated annually by their colleges. What additional assessment tools are suggested to evaluate the program once ongoing? The primary evaluation will be in the context of the assessment and continuous improvement plan that is followed for ABET accreditation. Additionally, the program will be evaluated in the context of the ME department’s and the College of Engineering’s performance metrics.

VIII) Budget and Financial

1) List an anticipated budget of revenues and expenses for at least the first two years of the program. The expenses for the program in the first two years include 5-10% of a staff member’s time (~$5,000), the equivalent of about 5 credit hours of instruction (~$5,000), advertising and recruiting costs (~$500), and some administrative and committee time (~$1000) for a total of $11,500. Revenues for the college and university include tuition and fees for about 25 new students (and 25 transfer students whose retention at the university may have been influenced by the availability of the new program.

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. There will be incremental costs for the students, of the same magnitude as the ‘outside the program’ costs for any engineering students. I believe the new budget model and the 85% of subsidy that is awarded to the college of instruction addresses these costs.

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. No new faculty lines and no new lab equipment or space will be needed in the first two years of the program, so the fixed costs will be the advertising costs and part of the staff time and committee time, for a total of about $2,500.

4) How much would expenses be reduced if enrollment equals only one-half the amount indicated in the budget? Not much. The enrollments will be limited so that there will only be one section of the EnE classes offered per year, so reduced enrollments will not significantly impact initial costs.

5) What is your estimate of how conservative or optimistic your budget projections are? We believe they are conservative, but they are estimates and are therefore uncertain.

RUSS COLLEGE OF ENGINEERING AND TECHNOLOGY DEPARTMENT OF ENGINEERING TECHNOLOGY AND MANAGEMENT BACHELOR OF SCIENCE IN TECHNICAL OPERATIONS MANAGEMENT

RESOLUTION 2013 –

WHEREAS, the Russ College of Engineering and Technology and the Department of Engineering Technology and Management have proposed offering the Bachelor of Science degree in Technical Operations Management, and

WHEREAS, the proposed new degree has the support of the Faculty and the Dean of the Russ College of Engineering and Technology, the University Curriculum Council, and the Executive Vice President and Provost, and

WHEREAS, there is a high demand for a bachelor degree completion program for students currently employed and holding a technical associates degree. Their career advancement is limited by their lack of a bachelor’s degree and there are currently no other known programs in Ohio that duplicate this curriculum and mixed method delivery plan.

THEREFORE, BE IT RESOLVED, that the Board of Trustees of Ohio University hereby approves offering the Bachelor of Science degree in Technical Operations Management by the Department of Engineering Technology and Management. 3/10/2013 NEW SEMESTER PROGRAM Bachelors of Science Technical Operations Management Russ College - Department of Engineering Technology and Management

I) Summary Statement 1) Then New Program is a Bachelors of Science in Technical Operations Management, BSTOM, in the Russ College Department of Engineering Technology and Management.

2) 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.

Need/Purpose This is a new two year completion undergraduate online degree program in the department of Engineering Technology and Management. The “two plus two” mixed delivery program leads to a Bachelors of Science in Technical Operations Management (BSTOM)from the Russ College and a minor in Business from the College of Business at Ohio University. The first class starting date of this program will be fall semester of 2014-2015.

Technical operations management is an area of management focused on designing and controlling the technical process and transformation methods of an organization while continuously improving the organizations operations to be the most efficient and effective in meeting customer requirements.

The proposed program is intended to be a bachelor’s degree completer program.

This program will accept only students who have completed an appropriate technical associate degree with a requisite GPA and /or work experience. This program will be targeted to professionals and graduates who are seeking to complete their bachelor’s degree while continuing to work. This completion degree will complement almost any technical associate degree and provide opportunities for graduates of this program to advance in their chosen fields.

With applicability to a broad range of previously earned degrees and current employment trends, the potential market for the BSTOM is large. In Ohio alone, per the Board of Regents website, Ohio has over 475 applicable associate degrees programs in 1 of 12 Rev:3-10-13-1

3/10/2013 technology and over 176,300 students enrolled in two year colleges as of fall 2012. The expected growth rate is 18% over the next 10 years(Source: www.ohiocommunitycolleges.org). Ohio University has developed direct partnerships with 12 of the 23 community colleges in the state, providing a well-established pipeline that brings these students to Ohio University, especially to Ohio’s online and mixed delivery programs.

After the first three years of operation the BSTOM program will apply for accreditation by the Association of Technology, Management, and Applied Engineering. The curriculum has been designed to support accreditation requirements, but accreditation cannot be sought until there are graduates in the employed workforce. The plan to accept student who have completed select technical associate degrees helps to assure students have completed the technical lab course work, which is necessary to meet accreditation requirements, this then provides that the remaining required course work can be delivered in a mix of online and classroom courses. In spring of 2017 the program will expand focus to include proactive national marketing and recruitment.

eLearning OHIO has stated that they currently receive requests from potential students looking for the type of completion degrees the BSTOM would satisfy. The appendix to this proposal contains 1) a draft budget which indicates that the program will be self-sustaining by the end of the second year; and 2) An eLearning OHIO provided report of enrollment growth over 9 years at the 12 community college with which OHIO partners and growth during the corresponding years in the OHIO completion programs articulated with those partner schools, indicating that enrollment projections utilized in the budget are conservative.

This program supports the university’s vision in five measurable areas: First Year Retention, Degrees Granted, Six Year Graduation Rates, Student-Faculty Ratio, and Undergraduate Head Count.

Curriculum The Technical Operations Management curriculum will consist of ten new courses (28 semester hours). The remaining 32 semester hours will consist of courses which fulfill general education requirements, mathematics, physical sciences, and courses for the business minor. Imbedded into this curriculum are the 2 of 12 Rev:3-10-13-1

3/10/2013 courses and content to satisfy requirements for the university, business minor, and accreditation. The ten new courses for this program offered by the Engineering Technology and Management Department are: Title HR. Status Introduction to Technical Operations Mgt. (1) New Course Advanced Enterprise Computer Methods (3) New Course Technical Project Management (3) New Course Technical Operations Management (3) New Course Purchasing and supply chain Mgt. (3) New Course Quality Assurance and Tech. Documentation (3) New Course Supervision & Leadership in a Tech. Org. (3) New Course Lean Systems (3) New Course Tech. Op. Mgt. Senior Seminar (1) New Course Applied Technical Operations Management (5) New Course

Resource Needs The program will be delivered through a combination of all online courses and mixed delivery courses (some class room and online). The mixed delivery courses (in class room time) will be scheduled late afternoon or evening and or weekends to accommodate working students’ schedules. This type of delivery will best utilize underutilized university assets during these off peak times. All ETM courses, except for the capstone course, will be scheduled as mini-semester courses (7 week duration) allowing for two courses to be delivered per semester. The capstone course will require a full- semester course to allow for a summative project. The current plan for the first two academic years is that ETM faculty will teach overload contracts for the required ETM courses. Year two enrollment should provide justification for one additional faculty line (which would alleviate the need for overload contracts) to support this program and a possibility of an adjunct instructor.

Date of Proposed Implementation The program will first be offered in fall of 2014.

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.

Bureau of Labor Statistics and Ohio Job Outlook data project that demand for operations managers will continue to increase at a moderate pace (see appendix). As the focus of technical operations management is on process improvement and added 3 of 12 Rev:3-10-13-1

3/10/2013 efficiency, the degree is applicable to a wide range of employment situations, including manufacturing and service- related businesses, and may relate to greater growth potential considering this expansion of applicable occupations.

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?

An online search yielded NO Technical Operations Management courses and the Ohio Board of Regents lists no degree titled Technical Operations Management. An internet search did find 14 online Operations Management programs in the U.S.A., of which only 3 were 2+2 completer programs.

One of those programs, Minnesota State University Moorhead, targets the same population of students who have completed a technical associate degree. An Ohio University ETM department faculty reviewed that program during a program accreditation visit in 2012. This program had 80 students and has been growing each year over the last 5 years.

3) How does the proposed program align with the current vision for the university?

This program supports the university’s vision in five measurable areas: First Year Retention, Degrees Granted, Six year Graduation Rates, Student-Faculty Ratio, and Undergraduate Head Count.

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?

Of 10 ETM courses, 4 BSTOM courses are shared with the Engineering Technology and Management program. Graduates of the ETM program would have little overlap with graduates from the BSTOM program.

O.U.’s Technical and Applied Studies Major (B.T.A.S.) 2+2 degree does not focus on operations or management.

O.U.’s Bachelor of Science in Applied Management (BSAM) degree is a two-year degree program which focuses on general management

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3/10/2013 skills.

The BSTOM program should not compete for the same pool of students.

(b) Can students fulfill their educational and/or vocational needs through existing programs? If they cannot, why not?

No. See items II-2 and II-4 above.

5) List departments or other academic units at Ohio University and elsewhere that were consulted in the development of this proposal. Approval is required from departments whose high-demand courses your program will require.

 The College of Business was consulted and in the appendix is a copy of a letter of support for the program and commitment to provide the required business minor courses online based on the needs of the program.

 The Vice Provost for eLearning OHIO and Strategic Partnerships, along with administrators in the College of Arts and Sciences are in continuing discussions regarding a schedule for online courses, with oral agreement that the need will be met for online general education courses to be offered to meet the demand produced by this and other online completion programs.

6) From what geographic area do you anticipate that students to the program will be drawn? (a) In the case of off-campus technical programs, what are the levels and trends in high school enrollments in the service area?

Anticipated enrollment of 80 - 150 students within 4 years, most of whom will be geographically located in Ohio during the first two years and nationwide thereafter.

These students are anticipated to be employed and completing their bachelor’s degree; the market is drawn from the non- traditional adult population rather than recent high school graduates. The mixed delivery program format, especially the asynchronous nature of the online courses, provides flexibility to students so they can continue to work, have a family, not worry about commute time, and take several courses during the

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3/10/2013 hours that best fit their schedule. The ETM courses offered will be on a 7 week mini-semester schedule, allowing the student to focus on one ETM course at a time and completing two per semester. The probability is small that any of this specific student population enrolling at O.U. without this program.

7) How many students do you anticipate will enroll in the program in each of its first four years? (a) To what extent will students in the program come from students who would enroll at this University anyhow?

See item II-6.

(b) To what extent is it anticipated that the enrollment will represent "new" (incremental) students? These students are anticipated to be employed and finishing their bachelor’s degree after having completed an associate degree. For this reason almost all students will be new.

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. (a) Provide the catalog descriptions for all new courses, and include new course approval forms in the appendix.

The Technical Operations Management curriculum will consist of ten new courses (28 semester hours). The remaining 32 semester hours will consist of courses which fulfill general education requirements, mathematics, physical sciences, and courses for the management minor. Imbedded in to this curriculum are the courses and content to satisfy requirements for the university, business minor, and accreditation. The ten courses for this program offered by the Engineering Technology and Management Department are: Title HR. Status Introduction to Technical Operations Mgt. (1) New Course Advanced Enterprise Computer Methods (3) New Course Technical Project Management (3) New Course Technical Operations Management (3) New Course Purchasing and supply chain Mgt. (3) New Course Quality Assurance and Tech. Documentation (3) New Course Supervision & Leadership in a Tech. Org. (3) New Course

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3/10/2013 Lean Systems (3) New Course Tech. Op. Mgt. Senior Seminar (1) New Course Applied Technical Operations Management (5) New Course

The appendix includes an example of a 2 year course completion schedule and a list of required courses for this program, new course descriptions, and new course approval forms.

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.

This program is similar to that of Minnesota State University Moorhead (UM) Operations Management online 2+2 program, Oregon Tech Operations Management program, and Southern New Hampshire’s Operation and Project Management program.

SEE IN APPENDIX for listing of these programs curriculum.

3) Does the program intend to seek accreditation? If so, what is the name and address of the agency that would accredit the program? (a) Has it been contacted?

The plan is to accredit the program with the Association of Technology, Management, and Applied Engineering (ATMAE). ATMAE is the accrediting agency for the Engineering Technology and Management program in the Russ College. The BSTOM program must have graduates, who are employed before the program can apply for accreditation through ATMAE. The plan is to apply for accreditation in the third year of operation and prepare the self-study for an accreditation visit in year four of the program.

(b) Is the curriculum in accord with its standards?

The program has been designed in accordance with the standards of ATMAE. ATMAE standards can be found at http://atmae.org/index.php/accreditation-10

4) Define the proposed policy on accepting transfer of credit from other institutions or other programs at Ohio University.

The program will follow Ohio University Transfer credit policy: 7 of 12 Rev:3-10-13-1

3/10/2013 http://www.ohio.edu/admissions/transcredits/

In addition the students should have earned a 2.5 GPA or better in the pre-major courses listed for this program. Students must have succeeded in all required courses taken in three or fewer attempts. For some designated courses success means a grade of at least a C or C-.

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 BSTOM program will use current ETM program faculty to staff the program. In the first two years overload contracts will be provided to the current faculty and/or adjunct faculty. Due to already full course loads overload and adjunct contracts will be required. Once the program supports, new faculty will be hired (anticipated year two approval process with year three hire). It is anticipated one full time tenure track will be needed by year three along with support from adjunct instructors. The new faculty will be selected by a hiring committee approved by the Dean, with representative from the ETM department and one individual on the team from outside the department. The program director for the first two years will be the faculty member in the ETM department leading the BSTOM program development and approval process (currently the ETM Assistant Chair). This person will have one additional course release from the ETM department to support the BSTOM project.

2) What is the likely teaching load of faculty members?

The teaching will be consistent with the teaching loads of other faculty in the ETM program.

3) What is the projected ratio of FTE students to FTE faculty? Long term, the projected ratio is 40-1.

4) Once the program is ongoing, what mechanism will assure that the principle of faculty control 8 of 12 Rev:3-10-13-1

3/10/2013 of the curriculum will be maintained according to procedures outlined in the Faculty Handbook?

A program level curriculum committee exists currently with in the ETM department. This committee will review and recommend changes to the BSTOM curriculum as well. When a new tenure track faculty is added to the BSTOM program they will also serve on this committee.

V) Admission Requirements

1) What are the criteria for admission into the program? Be specific.

Students should have earned a 2.5 GPA or better in the pre- major courses listed for this program.

Pre-major 5 courses: ETM 3001 Intro To Tech. Op. Mgt. ETM 2030 Advanced Enterprise Computer Methods ETM 3015 Technical Operations Management Math 1300 or 1350 or higher Pre-Calculus or higher Eng 1510 or equivalent or Coms 1030 or equivalent

Students must have succeeded in all required courses taken previously in three or fewer attempts. For some courses success means a grade of at least a C or C-.

2) Are there any upper limits on program enrollment? (a) If yes, will you limit admission on a first come/first serve basis, by raising admission standards, or by some other method (specify)?

In order to assure adequate resources for student success, admission for each start will be limited to caps per the enrollment projections shown in the appendix. This will be accomplished by accepting students on a first come/first served basis for all applicants who meet the admissions criteria. The program with work with Undergraduate Admissions to implement this strategy.

VI) Administration

1) Who chose (or will choose) the administrative officer(s)? The Dean of the Russ College of Engineering and Technology with advice from the Chair of the ETM department.

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3/10/2013

2) What is the title of the administrator(s) who will administer the program? The Assistant Chair of the ETM department will administer the BSTOM program with guidance from the ETM department Chair. It is forecasted a program director will be needed by year 3 of the program. The BSTOM Program Director will report to the Chair of the ETM Department.

3) Will the administrator(s) have academic rank? (a) If a new administrator will be hired, what are the minimal academic credentials acceptable?

The current administrator and any named in the future will be tenured or tenure track faculty with academic rank.

VII) Timing and Evaluation - 1) Has any external publicity about this program already been generated? (a) If so, by whom and why? (b) Have applications for admission already been entertained?

No publicity about the program has been generated. Initial contacts with administration of some two year colleges were made in order to assess possible interest in alignment with this program. All feedback has been extremely positive.

No admissions have been entertained.

2) When do you want the program to start? How will the program be “Phased-in”? (a) Allow at least 120 days for University Curriculum Council and Presidential and Trustee approval.

Fall Semester 2014 is the date targeted to start the program.

Phase in of the program:

Academic Year (AY) 2012-2013:  Program approval by Ohio University.  Submission to Ohio Board of Regence for approval.  Develop marketing plan.  Develop key two year Ohio college interest in the program.

Academic year (AY) 2013-2014: 10 of 12 Rev:3-10-13-1

3/10/2013  New course approval.  New course creation, course design for online delivery for the first 4 ETM courses of the junior year.  Instructor identification and hire for the next academic year program launch.  New online instructor training.  Establishing policy and procedures for the program.  Updating department and college websites.  Travel to partner colleges and conferences for 2 year colleges in Ohio.  Expansion of advisory board for the program.  Enrolling and advising students for next academic year.  Identifying graduate student office support for next year.

Year one 30–40 students Year two 60-80 students Year three 80-120 students

3) New programs will be evaluated annually by their colleges. What additional assessment tools are suggested to evaluate the program once ongoing?

The evaluation of the BSTOM program will be aligned with the assessment guidelines and the accrediting guidelines of ATMAE. In addition the program will be evaluated by the ETM departmental matrix and the Russ College performance metrics.

VIII) Budget and Financial

1) List an anticipated budget of revenues and expenses for at least the first two years of the program. See appendix

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.

Electives and general education requirements will be primarily full online courses. These courses are already offered online and have received support from the colleges which offer them courses per statement of support included in this submission. These courses should increase net revenue and help each related college in the new budget model.

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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. If the enrollment is zero the first year fixed cost are $15,000 as all other cost can be avoided if no enrollment occurs. If this were to occur the second year, we would close enrollment.

4) How much would expenses be reduced if enrollment equals only one-half the amount indicated in the budget?

Net revenue each year for the first three years if enrollment equals half forecasted amount, after all expenses: for year one would be $100, for year two $25,000 and for year three $49,000.

5) What is your estimate of how conservative or optimistic your budget projections are?

This budget and enrollment forecast is conservative. (See supporting information in section I-2, Need/Purpose, regarding enrollment report provided by eLearning OHIO, which is included in appendix.)

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PROGRAM OF STUDY - BS - Technical Operations Management

BSTOM ADVISING RECORD REV # 3-10-13-1 120.0 Student Required ETM Courses 51 Prerequisites

ETM 3001 PM Intro to Tech. Op. Mgt. 1

ETM 2030 PM Advanced Enterprise Computer Methods 3

ETM 3015 PM Aspects of Technical Operations Management 3 MGT 2000

Advisor TECH Transfer from 2year degree 23.0 Initial Setup & Program Acceptance Pre-Major ( PM ) completion Required for ETM courses below this line (Advanced Standing)

based on DARS dated ETM 3820 Technical Project Management 3 Mgt 2000 & ETM 2030 & ISE 3040 or MATH 2500 & AS

ETM 3625 Supervision & Leadership in Tech Org. 3 MGT 2000 & PSY 1010 & BUSL 2000 &

ENG 1510 & AS

OU GPA Date ETM 3635 Quality Assurance and Tech. Doc. 3 (ISE 3040 or MATH 2500 or QBA 2010) &

PRCM 325J or SAM 3250J or ENG 3090J or ENG 308J & AS

ETM 4005 TECH OP MGT Senior Seminar 1 SR & ETM 3625 & ETM 3635 & AS

Advisor Meetings (Professor & Date) ETM 4420 Purchasing & Supply Chain Mgt. 3 ETM 3635 & 3015 & Busl 2000 & MGT 2000 & Fin 2020 & AS

ETM 4325 Lean Systems 3 ETM 3625 and ETM 2030 and ETM 3820 & AS

ETM 4600 Applied Tech. Op. Mgt. (T3) 5 ETM 3635 & ETM 3625 & ETM 4325 & ETM 3820

& Fin 2020 & AS

Required General Courses 16.0 Prerequisites

ENG 1510 Freshman Composition (T1E) 3

ENG 3090J PM orJunior English (T1J) 3 JR & Eng 1510 ETM 3700J or ET3800J or PRCM 3250J or SAM 3250J

COMS 1030 Fundamentals of Public Speaking (T2HL) 3

NOTES PSY 1010 General Psychology (T2SS) 3

T2-CP 2 1. Minimum 120 hours, 28 hours of OU ETM credit T2-FA 2 after transferring into ETM, with at least 16 hours Required Math 6 hour 6.0

at or above the 3000 level. MATH1300 PM orPre-Calculus (T2AS) or 3 MATH1350 or 2301Calculus Higher Calculus that counts for T2AS

2. Must fulfill all university graduation requirements; ISE 3040 or Fundamentals of Statistics 3 MATH 1300 or 1350 or 2301 GPA, general education, etc. MATH 2500 Introduction to Statistics or ISE 3040 or QBA 2010 ADVANCED STANDING AV Physical Science MIN 6 hour (suggested courses listed) Other reviewed6.0 (See alternate List)

3. All ETM courses 3015 level & above require CHEM1210 or Principles of Chemistry I (T2NS) 4 MATH 1200 or higher placement

Pre-Major completion with GPA of 2.5 or above PHYS2001 or Introduction to Physics (T2NS) 4 MATH 1200 or higher placement PRE-Major courses: PM PHYS2051 Technical - ETM 2060 Eng 3xxxJ Required Business Courses 18 Prerequisites

Math 1300 or Acct 1010 ACCT 1010 PM Foundations of Accounting 3

ETM 3xxx Tech Op Mgt BUSL 2000 Corp Resp in Legal Env 3 Soph or higher

FIN 2020 Foundations of Financial Management 3 Acct 1010

4 Transfer Classes for B. Minor must MGT 2000 Introduction to Management 3 Soph or higher

be approved by C.O.B. MIS 2021 Business Information Systems Non-Majors 3 MKT 2020 Marketing Principles 3 5 All Tier transfers must be determined by O. U. Free Electives 23.0

6 University Residence Hours: Must earn Cr Class Hr Cr Class Hr Cr Class Hr 30 hours through O.U.

7 Physical Science hours required but not offered on-line.

2014 BSTOM Program of Study Semesters 3-15-2013-1-DRAFT.xlsx 3/15/2013 PATTON COLLEGE OF EDUCATION NAME CHANGE FOR THE CULTURAL STUDIES MASTERS PROGRAM

RESOLUTION 2013 -

WHEREAS, the faculty in the Cultural Studies Program of the Patton College of Education believe that the current name fails to cover the scope of the curriculum and research interests of the program; and

WHEREAS, the current program designation does not adequately recognize the focus of faculty and their professional activities; and

WHEREAS, the proposed name change would bring the program in line with similar competing programs around the country; and

WHEREAS, the faculty have thoroughly discussed the desirability of a change of name for the program, the dean of the Patton College of Education supports this recommendation, and it has been approved by the University Curriculum Committee.

NOW, THEREFORE BE IT RESOLVED, that the Master of Education in Cultural Studies in Education be renamed the Master of Education in Critical Studies in Educational Foundations.

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Pamela J. Benoit, Executive Vice President and Provost

Re: Name Change for the Masters of Education Cultural Studies Program

A resolution and a letter from the Vice President for Research & Creative Activity and Dean of the Graduate College, Joseph Shields, are attached seeking board approval for changing the name of the Masters in Education in Cultural Studies in Education to the Masters of Education in Critical Studies in Education.

The letter provides information on the rationale for the name change which has been endorsed by both the Ohio University Curriculum Council and the Ohio University Graduate Council.

Interoffice Communication

Date: October 10, 2013

To: Pamela J. Benoit, Executive Vice President and Provost

From: Joseph Shields, Vice President for Research & Creative Activity and Dean of the Graduate College

Re: Renaming the degree Cultural Studies in Education (ME) to Critical Studies in Educational Foundations (ME)

The Master of Education in Cultural Studies in Education has been awarded at Ohio University since 1997. The degree prepares students for careers in fields such as diversity education, post- secondary teaching, media literacy, education components of non-governmental and social service organizations, community-based education, and social justice initiatives. This is accomplished through courses that critically examine the intersection of education and society, and the ways that discourses of knowledge and power shape education, teaching and learning, that in turn, shape our democracy. Over time, the interpretation of the term Cultural Studies has changed. Potential students as well as students from around the university who seek to take Cultural Studies courses generally believe that the program is focused on studying various cultures and their education systems, almost through an anthropological approach. This is not the focus of the academic program and leads to confusion as well as a decline in admission requests from potential students who would be seeking the original and continuing intent of our program. This interpretation may also cause confusion among potential employers of Cultural Studies graduates.

Changing the name of the degree program to Critical Studies in Educational Foundations will 1) more accurately reflect the focus, intent and content of the program, 2) align our program more closely with the names and content of like-minded programs in Colleges of Education throughout the United States, 3) provide graduating students a degree program that carries an academic name that is easily recognizable in the larger field of "Educational Foundations", and 4) aid in the recruitment and admission of students who are seeking an "Educational Foundations" program.

This change has been endorsed by the Ohio University Curriculum Committee (January 2013) and the Ohio University Graduate Council (September 2013).

Date: October 10, 2013

To: The President and Board of Trustees

From: Jeff Davis, Chief Audit Executive, CPA

Re: Audit Committee Meeting

Internal Audit will present an update on the status of the FY14 audit plan at the October 31, 2013 Audit Committee Meeting. Audit plan completion and the Ohio Ethics Hotline will be addressed.

Finance will provide a presentation on GASB 67/68. Also, representatives of Plante Moran will discuss the completed FY13 audit.

I will be pleased to answer any questions you might have prior to or during the meeting.

Interoffice Communication

Date: October 10, 2013

To: The President and Board of Trustees

From: Stephen T. Golding, Vice President for Finance and Administration, CFO and Treasurer

Re: GASB 67/GASB 68 PENSION PLAN ACCOUNTING

BACKGROUND AND OVERVIEW

On June 25, 2012, the Governmental Accounting Standards Board (GASB) approved two new accounting standards -- GASB Statement No. 67, Financial Reporting for Pension Plans, and GASB Statement No. 68, Accounting and Financial Reporting for Pensions -- that will result in significant accounting and reporting changes for governmental employers that participate in cost-sharing, multi-employer defined benefit pension plans, such as the Ohio Public Employees Retirement System (OPERS) and the State Teachers Retirement System of Ohio (STRS). This memo provides an overview of the accounting and reporting changes and their estimated impact on OHIO.

When these new standards were proposed in 2011, external auditors, colleagues across higher education institutions, and the National Association of College and University Business Officers (NACUBO) consulted and analyzed the proposed accounting changes. Based on these discussions, we took the position that the proposed allocation of unfunded OPERS ($16 billion at 12/31/12) and STRS ($47 billion at 6/30/12) liabilities had no support under Ohio law, was misleading and arbitrary and would raise significant audit and regulatory concerns. In collaboration with the Inter-University Council (IUC), a comment letter was submitted to the GASB, which was unanimously endorsed by the 14 public institutions in the State of Ohio. NACUBO, OPERS and STRS have also submitted comment letters expressing similar concerns. In a February conference call with NACUBO and GASB project staff, these concerns were reiterated and information was provided specific to the State of Ohio’s cost-sharing, multi- employer plans. Unfortunately, GASB has proceeded to approve the new standards with few or no changes to its original proposals.

OHIO has voluntarily participated in a test implementation (of GASB 67/68) of the OPERS plans. This positioned OHIO to receive preliminary information a year earlier than required by GASB 67, understand the financial information and allocation methods being developed by OPERS, as well as calculate preliminary estimated impacts on university financial statements. Although the STRS has not followed the same preparatory process as OPERS, we have utilized information publicly available from their Comprehensive Annual Financial Report (https://issuu.com/strsoh/docs/2012_cafr?e=7775993/1955368) to calculate the potential impact of the STRS plan, following the methodology developed by OPERS, on university financial statements.

1

Implementation of GASB 68 will have a dramatic impact on the calculation of Senate Bill 6 ratios (SB 6) and composite score. Under current administrative rules set forth by the Ohio Board of Regents, an institution may be placed on “fiscal watch” if its SB 6 composite score falls below 1.75 for two or more years. Based on current information, OHIO’s SB 6 score (and the scores of most other state-supported institutions) would fall below the fiscal watch threshold, from a 4.7 (out of 5) composite score achieved in fiscal year 2013, to a 1.3 composite score after applying the GASB 68 reporting requirements. The Ohio Board of Regents is in the process of evaluating changes to the formulas to consider this impact.

Following is a high level overview of the GASB Statements and the estimated impact of their implementation using the data available from OPERS and STRS (as described above) as though the standards were applicable to the current fiscal year. The actual recorded impact on OHIO will vary based upon the financial statements provided by the respective plans for the first applicable reporting period as well as any changes in actuarial assumptions and allocation methodologies.

2

Ohio University Pro Forma Statement of Net Position - GASB 68 Impact June 30, 2013 Pre GASB 68 GASB 68 Post GASB 68 Assets Current Assets Total current assets 433,133,673 - 433,133,673

Noncurrent Assets Total noncurrent assets 875,997,175 - 875,997,175

Total assets 1,309,130,848 - 1,309,130,848 2 Deferred Outflows of Resources - 19,226,231 19,226,231

TOTAL ASSETS AND DEFERRED OUTFLOWS $ 1,309,130,848 $ 19,226,231 $ 1,328,357,079

Liabilities and Net Position Current Liabilities Total current liabilities 107,012,062 - 107,012,062

Noncurrent Liabilities Net pension liability 1 - 500,421,000 500,421,000 Other Noncurrent liabilities 354,359,712 354,359,712

Total noncurrent liabilities 354,359,712 500,421,000 854,780,712 Total liabilities 461,371,774 500,421,000 961,792,774

2 Deferred Inflows of Resources - 65,182,537 65,182,537 Net Position Net investment in capital assets 498,855,400 - 498,855,400 Restricted: Nonexpendable 20,035,671 - 20,035,671 Expendable 39,217,527 - 39,217,527 3 Unrestricted 289,650,476 (546,377,306) (256,726,830)

Total net position 847,759,074 (546,377,306) 301,381,768

TOTAL LIABILITIES, DEFERRED INFLOWS AND NET POSITION $ 1,309,130,848 $ 19,226,231 $ 1,328,357,079 1 Net pension liability: The University's proportionate share of the actuarially determined amount needed in investments at June 30, 2013 to meet all future pension obligations, minus the amount of investments actually held by the pension plans at that date. 2 Deferred Inflows of Resources; Deferred Outflows of Resources: Certain components of the change in Net Pension Liability (whether favorable or unfavorable) are considered to be too volatile to expense directly, and must be deferred on the Statement of Net Position and amortized over time. Favorable amounts are carried as Deferred Inflows of Resources; unfavorable components are recorded as Deferred Outflows of Resources. Examples: Amounts resulting from: are amortized over: Changes in plan assumptions average remaining service lives of the participants Differences between actual and expected experience average remaining service lives of the participants Differences between actual and expected investment earnings five years

Also, any payments by the University into defined benefit plans during the fiscal year that occur after the actuarial appraisal dates of those plans must be carried as Deferred outflows of resources at year end, thereby not affecting pension expense. 3 Unrestricted net position: Formerly termed Net assets, this is the amount of reserves that are free and clear of any restriction imposed by any creditor, grantor, donor or by Board resolution. The full impact of GASB 68 is shown most clearly on this line. 3

Ohio University Pro Forma Statement of Activities - GASB 68 Impact For the year ended June 30, 2013

Pre GASB 68 G ASB 68 Post GASB 68 OPERATING REVENUE: Total operating revenue 484,049,432 - 484,049,432 OPERATING EXPENSES: Total operating expenses 643,231,932 - 643,231,932 OPERATING LOSS $ (159,182,500) $ - $ (159,182,500) NONOPERATING REVENUE: Net nonoperating revenue 201,737,807 - 201,737,807 INCOME BEFORE OTHER REVENUE, EXPENSES, GAINS, OR LOSSES 42,555,307 - 42,555,307 OTHER REVENUE, EXPENSES, GAINS, OR LOSSES: Unfunded pension expense* - (546,377,306) (546,377,306) State capital appropriations 4,935,547 - 4,935,547 Capital grants and gifts 3,869,353 - 3,869,353 Additions to permanent endowments 4,694 - 4,694 Total other revenue 8,809,594 (546,377,306) (537,567,712) INCREASE IN NET POSITION 51,364,901 (546,377,306) (495,012,405) NET POSITION: Beginning of year 796,394,173 - 796,394,173 End of year $ 847,759,074 $ (546,377,306) $ 301,381,768

*The one time impact of recording the unfunded net pension liability at June 30, 2013. In future years, unfunded pension expense will only show the current year layer, i.e. the amount that the unfunded pension liability worsened or improved over the current year, as adjusted by various timing differences dictated by GASB 68.

The University is awaiting further GASB guidance on treatment of prior year impact: 1) Prior period adjustment directly to net position; 2) Extraordinary item in other expenses; 3) Operating expenses - spread by function

4

GASB 67 / 68

Tab

1 Overview GASB 67 / 68

 June 25, 2012 GASB issued two new accounts pronouncements (GASB Statement No. 67, Financial Reporting for Pension Plans, and GASB Statement No. 68, Accounting and Financial Reporting for Pensions) that materially impacts governmental employers that participate in cost-sharing, multi-employer defined benefit pension  GASB 67 applies to the Pension Plans (STRS, OPERS) and is applicable for FY14  GASB 68 applies to the governmental employer (the University) and is applicable for FY15  Records unfunded pension obligation of the pension plans on the financial statements of the participating employers  GASB 68 will have a material impact on the University financial statements and ratios

2

GASB 67

 Supersedes GASB Statement No. 25, Financial Reporting for Defined Benefit Pension Plans and Notes Disclosures for Defined Contribution Plans, and GASB Statement No. 50, Pension Disclosures.  This standard applies to the Pension Plan. The objective of this Statement is to improve financial reporting by state and local governmental pension plans.  This Statement is effective for financial statements for plan fiscal years beginning after June 15, 2013.  Requires pension systems to undergo actuarial evaluations at least every two years, and encourages more frequent evaluation. The new rules give specific guidance as to how the actuarial evaluation is to be performed to ensure consistency among pension systems.  Require the pension system use a reasonable allocation method to prorate the aggregate net pension liability into proportionate shares by employer.  Requires pension systems report the change in net pension liability by defined categories (some of which changes are amortized over subsequent years).

3

GASB 67 Allocation Method Pension system OPERS STRS Measurement date 12/31/2012 6/30/2012 Status of pension systems: (billions) (billions) Amount needed currently to meet future obligations per actuarial appraisal $ 84 100% $ 106 100% Amount currently funded 68 81% 59 56% System level shortage (net pension liability) $ 16 19% $ 47 44%

Basis used to determine University's proportionate share of the shortage: (millions) (millions) Total Ohio University required employer contributions for plan year $ 10 $ 11 Total system level required employer contributions for plan year $ 1,205 $ 1,350 University's proportion of the net pension liability 0.797% 0.793% Therefore, OU must "own" approximately eight tenths of one percent of the statewide shortages. Projected Impact FY13 Impact of GASB 68 on FY13 financial statements (millions) (millions) (millions) University's proportionate share of the net pension liability (liab) $ 128 $ 372 $ 500 Deferred inflows of resources at 6/30/13 (liab) 34 28 62 Deferred outflows of resources at 6/30/13 (asset) (5) (11) (16) Impact on 6/30/13 net position $ 157 $ 389 $ 546

Narrative: GASB 67 requires that muti-employer cost-sharing pension sytems use a reasonable method to allocate the net pension liability to its employer organizations. OPERS has chosen to allocate its pension shortage to participating employees on the basis of required employer contributions on an accrual basis. STRS has not indicated its allocation basis yet. This analysis uses the same basis for STRS allocation as OPERS, which is most likely.

4 GASB 68

 Establishes accounting and financial reporting requirements related to pensions for governments whose employees are provided with pensions through pension plans that are covered by the scope of the Statement, as well as for non-employer governments that have a legal obligation to contribute to those plans.  Applicable for plan years beginning after 6/15/2014.  Introduces the construct of a proportionate share of a collective liability that has an impact on expense, deferral, and liability recognition for each employer in the plan's cost-sharing pool. Multiple cost-sharing employers were previously not considered to have a liability. Cost-sharing employers will be required to report a net pension liability, based on their proportionate shares of the collective net pension liability of all employers in the plan.

5

GASB 68 Pro Forma Statement of Net Position GASB 68 Impact Pre GASB 68 GASB 68 Post GASB 68 Assets Current Assets Total current assets 433,133,673 - 433,133,673

Noncurrent Assets

Total noncurrent assets 875,997,175 - 875,997,175

Total assets 1,309,130,848 - 1,309,130,848

2 Deferred Outflows of Resources - 19,226,231 19,226,231

TOTAL ASSETS AND DEFERRED OUTFLOWS $ 1,309,130,848 $ 19,226,231 $ 1,328,357,079

Liabilities and Net Position Current Liabilities Total current liabilities 107,012,062 - 107,012,062

Noncurrent Liabilities Net pension liability 1 - 500,421,000 500,421,000 Other Noncurrent liabilities 354,359,712 354,359,712

Total noncurrent liabilities 354,359,712 500,421,000 854,780,712

Total liabilities 461,371,774 500,421,000 961,792,774

2 Deferred Inflows of Resources - 65,182,537 65,182,537

6 GASB 68 Pro Forma Statement of Net Position GASB 68 Impact (Continued) Net Position Net investment in capital assets 498,855,400 - 498,855,400 Restricted: Nonexpendable 20,035,671 - 20,035,671 Expendable 39,217,527 - 39,217,527 3 Unrestricted 289,650,476 (546,377,306) (256,726,830) Total net position 847,759,074 (546,377,306) 301,381,768 TOTAL LIABILITIES, DEFERRED INFLOWS AND NET POSITION $ 1,309,130,848 $ 19,226,231 $ 1,328,357,079 1 Net pension liability: The University's proportionate share of the actuarially determined amount needed in investments at June 30, 2013 to meet all future pension obligations, minus the amount of investments actually held by the pension plans at that date. 2 Deferred Inflows of Resources; Deferred Outflows of Resources: Certain components of the change in Net Pension Liability (whether favorable or unfavorable) are considered to be too volatile to expense directly, and must be deferred on the Statement of Net Position and amortized over time. Favorable amounts are carried as Deferred Inflows of Resources; unfavorable components are recorded as Deferred Outflows of Resources. Examples: Amounts resulting from: are amortized over: Changes in plan assumptions average remaining service lives of the participants Differences between actual and expected experience average remaining service lives of the participants Differences between actual and expected investment earnings five years Also, any payments by the University into defined benefit plans during the fiscal year that occur after the actuarial appraisal dates of those plans must be carried as Deferred outflows of resources at year end, thereby not affecting pension expense. 3 Unrestricted net position: Formerly termed Net assets, this is the amount of reserves that are free and clear of any restriction imposed by any creditor, grantor, donor or by Board resolution. The full impact of GASB 68 is shown most clearly on this line.

7 GASB 68 Pro Forma Statement of Activities GASB 68 Impact

NONOPERATING REVENUE: Net nonoperating revenue 201,737,807 - 201,737,807 INCOME BEFORE OTHER REVENUE, EXPENSES, GAINS, OR LOSSES 42,555,307 - 42,555,307 OTHER REVENUE, EXPENSES, GAINS, OR LOSSES: Unfunded pension expense* - (546,377,306) (546,377,306) State capital appropriations 4,935,547 - 4,935,547 Capital grants and gifts 3,869,353 - 3,869,353 Additions to permanent endowments 4,694 - 4,694 Total other revenue 8,809,594 (546,377,306) (537,567,712) INCREASE IN NET POSITION 51,364,901 (546,377,306) (495,012,405) NET POSITION: Beginning of year 796,394,173 - 796,394,173 End of year $ 847,759,074 $ (546,377,306) $ 301,381,768

*The one time impact of recording the unfunded net pension liability at June 30, 2013. In future years, unfunded pension expense will only show the current year layer, i.e. the amount that the unfunded pension liability worsened or improved over the current year, as adjusted by various timing differences dictated by GASB 68. The University is awaiting further GASB guidance on treatment of prior year impact: 1) Prior period adjustment directly to net position; 2) Extraordinary item in other expenses; 3) Operating expenses - spread by function

8 Senate Bill 6 Ratios

Scores 0 1 2 3 4 5 Viability Ratio less than 0 0 to .29 .30 to .59 .6 to .99 1.0 to 2.5 greater than 2.5 Primary Reserve Ratio less than -.1 -.1 to .049 .05 to .099 .10 to .249 .25 to .49 .5 or greater Net Income Ratio less than -.05 -.05 to 0 0 to .009 .01 to .029 .03 to .049 .05 or greater

Pro Forma FY13- FY1 0 FY1 1 FY1 2 FY1 3 after GASB 68 % Score % Score % Score % Score % Score Viability Ratio 0.90 3 1.5 4 1.5 4 1.0 4 0.17 1 Primary Reserve Ratio 0.28 4 0.42 4 0.50 5 0.51 5 0.09 2 Net Income Ratio 0.10 5 0.15 5 0.09 5 0.07 5 (0.59) -

Viability Ratio (30%) 0.9 1.2 1.2 1.2 0.3 Primary Reserve Ratio (50%) 2.0 2.0 2.5 2.5 1.0 Net Income Ratio (20%) 1.0 1.0 1.0 1.0 - Composite Score 3.9 4.2 4.7 4.7 1.3

The Ohio Board of Regents is currently working on revising the SB 6 formulas to address the material, inappropriate, impact related to GASB 68.

9 {Ohio University}

Audit Committee October 31, 2013 Agenda

2

• Ohio University Audit Team Leaders

• Required Communications

• Summary of Audit Differences

• New Pronouncements

• AICPA Clarity Standards

• Appendix – Definitions

PLANTE MORAN Audit Team

3

Robert Shenton Partner 614.222.9064 (Columbus) [email protected]

Keith Martinez Partner 614.222.9086 (Columbus) [email protected]

Danny Sklenicka Manager 614.222.9133 (Columbus) [email protected]

PLANTE MORAN Required Communications

4

• Plante Moran Reports • Opinion on FY 2013 financial statements. • Foundation presented as a component unit. • Issued an “unqualified opinion” on the financial statements. • Our second report addresses internal control over financial reporting and compliance and other matters as required by Generally Accepted Governmental Auditing Standards (GAGAS).

• Plante Moran Responsibilities under GAAS and GAGAS • To gain a basic understanding of the internal controls, policies and procedures in order to design an effective and efficient audit approach, not for the purpose of providing assurance on the internal control structure. • To test compliance with certain provisions of laws, regulations, contracts, and grants that have a direct and material effect. • To gain an understanding of internal control over financial reporting. • To express an opinion on the University’s financial statements. • To provide reasonable, not absolute, assurance of detecting material misstatement.

PLANTE MORAN Required Communications (continued)

5

• Significant Accounting Policies • The significant accounting policies used by Ohio University are described in the notes, specifically footnote 1, to the financial statements. The adoption of GASB Statement No. 63 is considered a change in accounting policy and is described in footnote 1. • GASB 63, Financial Reporting of Deferred Outflows or Resources, Deferred Inflows of Resources, and Net Position.

PLANTE MORAN Required Communications (continued)

6

• Management Judgments and Accounting Estimates • We are required to report to you amounts in the financial statements that are subject to management’s judgment in what is recorded as well as items, that by their nature, are significant accounting estimates. • Significant estimates made by management include: • The fair value of alternative investments (hedge funds, limited partnerships, etc.), footnote 2. • The allowance for doubtful accounts receivables, footnote 3. • The allowance for doubtful student loan notes receivable, footnote 4. • Accrued self-insurance liabilities including healthcare and dental, footnote 13. • Liability for pollution remediation, footnote 16. • Significant Auditing Adjustments • Management has taken responsibility for passed adjustments as immaterial to the overall financial statements both individually and in the aggregate. We have concurred. Details of passed adjustments are presented on page 10.

PLANTE MORAN Required Communications (continued)

7

• Quality of Accounting Policies • Ohio University’s accounting policies are consistent in their application and the information presented in the financial statements and related disclosures is complete and presented clearly. • Disagreements with Management • There were no disagreements with Management on financial accounting and reporting matters. • Consultation with Other Accountants • To the best of our knowledge, Management has had no consultations with other independent accountants regarding accounting or auditing matters or alternative presentations. • Discussion Prior to Retention • All discussions with Management occurred in the normal course of our professional relationship and the responses were not a condition of our retention. This is our sixth year as Ohio University’s auditors. • Management Cooperation • Management cooperated with us and provided us with complete access to the books and records of Ohio University.

PLANTE MORAN Required Communications (continued)

8

• Communications with Management • There were no communications with Management other than our engagement letter, Management’s representation letter to us and a management letter. In the course of our audit, the University’s Internal Counsel provided us a schedule of current litigation and similar matters of a significant nature for our review. • Significant Additions to Management’s Representations • There were no significant additions to management’s representations. • Independence • The Plante Moran audit team was independent of Ohio University throughout the year in the performance of the audits. • Internal Audit • We have received and have reviewed the reports issued throughout fiscal year 2013. • As part of the external audit, Internal Audit staff completed a portion of the NCAA agreed-upon procedures.

PLANTE MORAN Required Communications (continued)

9

• Other Services • Plante Moran completed audits for: • The Ohio University Foundation • Housing for Ohio, Inc. • Inn-Ohio of Athens, Inc. • Russ Research Center LLC • WOUB • NCAA Agreed-upon Procedures • Review of income tax entries, preparation of income tax returns and maintenance of tax and AMT depreciation schedules for Inn-Ohio of Athens, Inc. • Related Party Transactions • Related organizations include The Ohio University Foundation and its subsidiaries.

PLANTE MORAN Summary of Audit Differences

10

PLANTE MORAN New Pronouncements

11

Current Year’s Impact – Reporting Changes • GASB 60 – 62 were implemented with minimal impact to the University. • GASB 63 – Financial Reporting of Deferred Outflows of Resources, Deferred Inflows of Resources, and Net Position. • Changed the Statement of Net Assets (balance sheet) to Statement of Net Position. • Certain items previously reported as assets or liabilities are now redefined as deferred outflows or deferred inflows. Future Years’ Impact – Reporting Changes • GASB 65 – Items Previously Reported as Assets and Liabilities • Establishes accounting and financial reporting standards that reclassify, as deferred outflows and inflows of resources, certain items that were previously reported as assets and liabilities. • Provides other financial reporting guidance related to the impact of the financial statement elements deferred outflows of resources and deferred inflows of resources. • Effective for financial statements for the fiscal year ended June 30, 2014.

PLANTE MORAN New Pronouncements (continued)

12

Future Years’ Impact – Reporting Changes (continued) • GASB 68 – Accounting and Financial Reporting for Pensions • Requires entities 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. The Statement also enhances accountability and transparency through revised note disclosures and required supplementary information (RSI). • Effective for financial statements for the fiscal year ended June 30, 2015.

PLANTE MORAN AICPA Clarity Standards

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 Clarity Standards – Change in Auditing Standards • Effective with the fiscal year ending June 30, 2013. • The Auditing Standards Board of the American Institute of Certified Public Accountants undertook its Clarity Project to make existing U.S. auditing standards easier to understand and apply, and to converge, to the extent possible, U.S. generally accepted auditing standards with International Standards on Auditing issued by the International Auditing and Assurance Standards Board. • The appearance of the independent auditor’s report (opinion) has changed to include headings that divide the report into sections – management’s responsibility for the financial statements, auditor’s responsibility, opinion, and emphasis of matter, if applicable.

PLANTE MORAN Appendix- Definitions

14

• Control Deficiency • A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent or detect and correct misstatements on a timely basis. Control deficiencies may involve one or more of the five interrelated components of internal control.

• Significant Deficiency • A significant deficiency is a deficiency, or combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance.

• Material Weakness • A material weakness is a deficiency, or a combination of deficiencies, in internal control such that there is a reasonable possibility that a material misstatement of the entity’s financial statements will not be prevented or detected and corrected on a timely basis. • FASB • Financial Accounting Standards Board is the governing accounting body that issues reporting pronouncements for private sector organizations. The Foundation prepares its financial statements in accordance with these pronouncements and guidance.

• Fraud • The term “fraud” includes “misstatements” arising from fraudulent financial reporting and misstatements arising from misappropriation of assets. • “Misstatements” arising from “fraudulent financial reporting” are intentional misstatements, or omissions of amounts or disclosures in financial statements intended to deceive financial statement users. • “Misstatements” arising from “misappropriation of assets” involve the theft of assets where the effect of the theft causes the financial statements not to be presented in conformity with GAAP. • The University is responsible for the design and implementation of programs and controls to prevent and detect fraud.

PLANTE MORAN Appendix- Definitions

15 • GAAP • Generally Accepted Accounting Principles. Used by almost all entities in the USA to prepare periodic financial statements.

• GAAS • Generally Accepted Auditing Standards. The standards that govern the conduct of independent audits of non-public companies, as determined by the Auditing Standards Board (ASB) of the AICPA.

• GAGAS • Generally Accepted Governmental Auditing Standards. Informally known as “Yellow Book”, these standards guide all audits of governmental units.

• Unqualified Opinion • A signed representation by an auditor as to the reliability and fairness of a set of financial statements. The opinion could be qualified, unqualified, except for or adverse. For the University, the opinion is unqualified which is the best opinion to have from an auditor.

• Auditor Opinion Date • The date the audit is completed and the auditor can provide their opinion. This is defined as the date the audit fieldwork and reviews are completed and the date management has reviewed the financial statements and provided a signed representation letter to the auditors.

• Material Misstatement • To present accidental or intentional untrue financial statement information that influences a company’s value and such.

• Significant Adjustments • A material error in financial reporting discovered by the auditor during performance of their audit fieldwork which was large enough that it was required to be booked to the financial statements and disclosed to the audit committee or board.

• Passed Adjustments • A summary of proposed account adjustments not recorded by management and reviewed by auditors and determined, individually or in the aggregate, not to have a significant effect on the financial reporting process and therefore they are not recorded in the financial statements. PLANTE MORAN

Appendix- Definitions

16

• Factual Adjustments • These are specific misstatements identified during the audit arising from omission of disclosures and the incorrect selection or misapplication of accounting principles or misstatements of facts identified. • Judgmental Adjustments • These are estimate adjustments based on miscellaneous differences between detail information and the general ledger, differences related to accounting estimates, and/or selection or application of accounting policies that we consider inappropriate. • Component Unit (GASB) • Component units are legally separate organizations for which the elected officials of the University are financially accountable. In addition, component units can be other organizations for which the nature and significance of their relationship with the University are such that exclusion would cause the University’s financial statements to be misleading or incomplete. • Group audit • The audit of Group financial statements, where the group represents all the components whose financial information is included in the Group financial statements. • Component (AICPA) • An entity or business activity for which Group or component management prepares financial information that is required by the applicable financial reporting framework to be included in the Group financial statements.

PLANTE MORAN Appendix- Definitions

17

• Allowance • An estimate determined by management, for instance, of the amount of receivables at June 30 not expected to be received.

• 990T • Corporate income tax form for exempt organization unrelated income. This primarily relates to income earned on limited partnerships that is considered taxable by the IRS (real estate and natural resources), and non-educational use of institutional property.

• Uniform Prudent Management of Institutional Funds Act (UPMIFA) • UPMIFA provides guidance and authority to charitable organizations concerning the management and investment of funds held by those organizations and imposes additional duties on those who manage and invest charitable funds. The objective is these duties will provide additional protections for charities and also protect the interests of donors who want to see their contributions used wisely.

• Statement on Auditing Standards AU 265 – Communicating Internal Control-Related Matters Identified in an Audit (Formerly SAS 115) • Establishes requirements and provides guidance on communicating matters related to the Foundation’s internal control over financial reporting identified during the audit of the financial statements. Depending on the severity of the issue, the internal control matter can be classified as a control deficiency, a significant deficiency or a material weakness. The definitions of these items per AU 265 are included on page 14.

• Statement on Auditing Standards AU 260 – The Auditor’s Communication with Those Charged with Governance (Formerly SAS 114) • Requires two-way communications with those charged with governance (The Ohio University Audit Committee) before and after the audit. • Defines primary subjects required to be communicated.

PLANTE MORAN {Thank you}

We appreciate the opportunity to serve Ohio University. INTERNAL AUDIT

APPROVAL OF JUNE 30, 2013 FINANCIAL STATEMENT AUDITS

RESOLUTION 2013 --

WHEREAS the audit committee has reviewed the annual audit of the University conducted by Plante Moran and has recommended that it be accepted;

BE IT RESOLVED that the Ohio University Board of Trustees hereby accepts the Plante Moran audit of Ohio University for the year ending on June 30, 2013, including their opinions and reports.

Trustee Victor Goodman Audit Committee Chair October 31, 2013

Tab 27

1

Jeff Davis, CPA

2  Audit Status Update  Ohio Ethics Hotline

3 4 Audit Auditor Status Report Date ICA Compliance Ries/Ennis Completed 9/9/13 OIT – Information Security Tong Completed Risk Management and Safety Ennis In Progress External Audit Testing All In Progress Voinovich School of Leadership Ries In Progress and Public Affairs Education Abroad Ennis Planned Bursar Ries Planned OIT – Student Information System Tong Planned FY13 Carryover Audits: Graduate College Ennis Completed 7/16/13 eLearning Ohio Ries/Tong Completed 8/23/13

5 Report Follow-Up Audit Auditor Status Date University College Ennis Planned eLearning Ohio Ries/Tong Planned Graduate College Ennis Planned University Library Ries Planned OIT – On Base Tong Planned OIT – Lifecycle Management Tong Planned Payroll and Tax Compliance Ries Planned

6

7 8  Ethics Hotline implemented in February 2006  University has a contract with EthicsPoint • Ohio higher education clients include: Ohio State, Miami, Toledo and Cincinnati  Allows for anonymous reporting of concerns  Annual notification letter included in Compass

9

 Deterrent to fraud  Hotline also a way to clear up misconceptions, clarify policy, improve processes and procedures  Tips are three times more successful than other methods of detecting fraud (43% of study results - 2012 Global Fraud Study)

10

11 The following types of concerns must be reported directly to the appropriate office:

 Human Resources: All reports of employee misconduct, harassment, discrimination or other human resource issues  Institutional Equity: Reports of discrimination, harassment, or concerns about disability accessibility  Academic Affairs: Inquiries should be directed to the relevant Director or College Dean  Student Affairs: Student concerns are reported to specific offices or directly to the Dean of Students

12

Summary of Reports:

 One report received in FY13  46 reports received from February 2006 through October 31, 2013 • 2 reports resulted in prosecution • 21 unsubstantiated reports • Remaining reports resulted in training or other management action

13

Ohio Ethics Hotline 25

20

15

10

5

0 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13

Number of Reports

14 Process for Handling Reports:

 Evaluate report within IA  Contact Audit Committee to determine course of action  Discuss with Legal Affairs  Inform President’s Office  Contact College/Department

15 Process for Handling Reports:

 Inform others who may have a need to know (VP Finance, Dean, CIO, UHR)  Discuss preliminary conclusions with Audit Committee and management  Determine if IT equipment needs to be obtained by OIT security

16 Process for Handling Reports:

 Contact OUPD, if evidence of criminal activity  Propose recommendations to address control weaknesses (if any)

17  Questions?

18  Questions?

18