EKU Annual Report 2023-2024

A YEAR IN FOCUS

ANNUAL REPORT 2023 - 2024

PELL RECIPIENTS

40% of this year’s graduating class were Pell recipients or Pell eligible

AT A

KY’S UNIVERSITY

1 year after graduation, 67% of EKU graduates are employed in Kentucky—the highest among KY’s public institutions

FIRST GENERATION

41.7% of EKU students are the first in their family to attain a higher education degree

EARNINGS

6 months after graduation, EKU graduates earn an average of $50,000

Post-Master’s Certificates

• Among America’s Best Colleges by The Wall Street Journal

• No. 30 of America’s Best Employers in Kentucky by Forbes

• A Best Bang for the Buck College by Washington Monthly

• Among the most transfer-friendly colleges in the nation by Phi Theta Kappa

• No. 2 nationally in the Military Friendly® Schools review, and No. 2 as a Military Friendly® Spouse School

•No. 1 in Kentucky and No. 4 in the Appalachian Region by Best for Vets

•Among Best Online Homeland Security Degrees by Forbes

• No. 22 in Best Occupational Therapy Programs by U.S. News & World Report

• Among the Best Online Nursing School Master’s Programs for 2024 by The Princeton Review

WHAT WE STRIVE FOR

AT EASTERN KENTUCKY UNIVERSITY

VISION

Eastern Kentucky University will be excellent in all that we choose to do.

MISSION

Eastern Kentucky University is the School of Opportunity where everyone belongs. World-class faculty and staff create opportunities for personal growth through exceptional experiences, to ensure students realize their fullest potential and achieve excellence. EKU graduates shape the success and vitality of their professions and communities.

STRATEGIC

PRIORITIES

PRIORITY ONE

KNOWLEDGE

Knowledge is at the center of EKU’s commitment to serve as the School of Opportunity. From academic teaching and learning to experiential co- and extracurricular activities, EKU strategically advances academic and student success programs that support EKU’s diverse learners.

PRIORITY TWO

INNOVATION

Innovative thinking and bold action will elevate and differentiate EKU. Innovation will enhance organizational stewardship, intellectual and creative capacity, and economic vitality within EKU and the communities we serve.

PRIORITY THREE

TRANSFORMATION

EKU is dedicated to transforming lives and communities. EKU’s learning environments support intellectual growth, creativity, empowerment, and life-changing experiences.

GUIDING VALUES

INCLUSION (BELONGING)

• Community engagement

• Diversity of people and perspectives

• Professional growth

• Hospitality

• Celebration TRUST

• Consistency

• Effective communication

• Accountability

• Efficiency

• Leadership

A LETTER from PRESIDENT DAVID T. MCFADDIN

Eastern Kentucky University embarked on the 2023-24 academic year with an emphasis on FOCUS. In an institution of this scale, priorities can seem ever-changing. However, our core priorities stand resolute. We have a clear direction, unwavering in our focus. This serves as both a verb and an acronym that captures the essence of our endeavors.

F is for “finish what we started.” In the past few years, EKU has transformed and transitioned; we have innovated and created efficiencies to make the institution better at nearly every turn. Bold initiatives such as EKU BookSmart, E3, Big E Central and new academic programs were launched, and now we must continue efforts to refine and invest to keep these programs and others flourishing.

O is for “outcomes.” Reaching our goals takes everyone working together, and we’re prioritizing outcomes over ownership. As a team, we’re delivering on our promise of excellence.

C is for “communicate.” There’s one constant to high-performing organizations and teams, and that is communication. As one of our guiding values at EKU, we must be grounded in trust and communicate openly. This is what it means to be One Eastern.

U is for “understand our why.” Our ‘why’ centers on our students, recognizing that education is the key that unlocks the door to personal prosperity. This is our purpose, our passion and our role as the School of Opportunity.

S is for “shared success.” As we reflect on our progress over the last year, we have many shared successes to celebrate. We’re pushing the boundaries of how EKU can change lives, and together, we’re winning. When we work as a team, our shared successes are endless.

Last year, we were intentional in setting strategic priorities and audacious goals to pursue excellence in all that we do. Throughout this Annual Report, our FOCUS is evident as we’ve finished what we started, prioritized outcomes over ownership, communicated openly, understood our why and shared in celebrating our successes.

As we plan for next year and set goals for what we want to accomplish, our collective focus propels us to a future where Eastern Kentucky University continues to thrive, transforms lives and shapes futures.

David T. McFaddin President

1. EMBRACE STUDENT SUCCESS AS OUR PURPOSE

Student success is what drives us.

We’ve long been known for student success at EKU—it’s what we do, and we do it well. The proof is in our growing and record enrollment rates. From engaging events to mental health support, we’ve got all student needs covered. Our campus is bustling, and our students are thriving.

STRATEGIC ENROLLMENT GROWTH

WE’RE GROWING!

• 4.5% increase in total enrollment: 15,026 students

• 3.2% increase in freshmen: 2,889 — just shy of our 3,000 goal

• 8% increase in total minority student enrollment

• 9.1% increase in e-campus enrollment

• 23.3% increase in dual credit enrollment

• 3.7% increase in in-state freshmen

• 5.2% increase in transfer students

• 79.7% retention rate

STRATEGIC INVESTMENTS

• Developed a strategic investment master plan with ROI measures

• Completed an impact analysis on EKU BookSmart

• Proposed a new merit scholarship structure

COUNSELING CENTERS

• Changed staffing structure and increased partnership with the Psychology Clinic

• Reduced wait times to below two weeks, from previous wait times as high as five weeks

• Completed over 4,500 counseling sessions

OUT-OF-STATE RECRUITMENT

• Created an out-of-state recruitment position

• Assessed out-of-state enrollment by academic program

• Collaborated with EKU Online to target key outof-state markets

• Provided a discounted out-of-state rate through the continuation of the SMART scholarship program

2. ENCOURAGE FOCUSED ACADEMIC INVESTMENT

Aligning academic investment with Kentucky’s workforce needs.

We’re breaking barriers, fearlessly innovating and changing the game for Kentucky’s workforce. When we work together across academic fields, alongside industry partners, and in tandem with state leaders, the possibilities are endless. As needs arise in the workforce, EKU stands ready to respond. We’re relentlessly pursuing bold new academic programs, improving our current programs and delivering on our promise as the School of Opportunity.

SUPPORT PROGRAM FOR STEM DISCIPLINES

• Developed Instructional Specialist, STEM-H position to support faculty in STEM

• Hosted Pedagogical Partners Faculty Workshop in Center for STEM Excellence

• Provided pedagogical support for faculty teaching SCO 100 and paired student partners

• Provided STEM Mentor to support GE teaching and learning

FACULTY CENTER FOR TEACHING AND LEARNING

• 19% more events hosted than last year

• 98% increase in faculty and staff attendance

ADDRESSING KENTUCKY’S NEEDS THROUGH BOLD ACADEMIC PROGRAMMING

• Proposed an EKU College of Osteopathic Medicine

• Addressed teacher shortages through the Option 9 competency-based pathway to teacher education for full-time education support staff, adding 47 new online elementary education majors

• Initiated interdisciplinary collaboration to develop a curriculum related to unmanned aircraft systems/drones, aiming to enhance existing degree programs

• Grew enrollment in the Associate of Nursing program to 60 students per year and designed curriculum to accommodate working students

• Built a relationship with Kentucky Manufacturing Extension Partnership, which could result in equipment donations

• Built partnership with Kentucky Association of Manufacturers (KAM), with President McFaddin speaking at their events and EKU Manufacturing Engineering students participating in KAM events and meetings

• Developed Departmental Credit by Examination (CBE) assessments for 24 courses, following a change in policy by SACSCOC

• Over 1,800 appointments were completed in the EKU Psychology Clinic, providing therapy services to children, adults and families across the state of Kentucky

REDUCE BARRIERS TO DEGREE COMPLETION

• Completed the academic program review to assess the quality and effectiveness of teaching and learning, research, and service while also reviewing the adequacy of resources supporting the programs

• The program review focused on identifying barriers to degree completion and areas where improved flexibility needed to be offered to support student success

• Reinstated competency-based education programming

3. EMPHASIZE BEING AN EMPLOYER OF CHOICE

Every Colonel is important. Faculty and staff are no exception.

EKU is not only a destination for high-quality education—it is also a premier location in the Commonwealth for employees. We’re a School of Opportunity and an Employer of Choice. In fact, EKU was ranked among America’s Best Employers in Kentucky by Forbes. We know that our employees make EKU the place for students to thrive. And we want to be sure our hard-working faculty and staff are rewarded for their exceptional dedication and enjoy an optimal work-life balance.

COMPRESSION POOL ADJUSTMENTS

• Distributed compression pool of $250,000 to faculty based on rank and years in rank, including clinical faculty and lecturers

• Set plans to review CUPA data prior to the next cycle and prioritize areas experiencing inversion, reserving a portion of the pool to meet this need

COST-OF-LIVING SUPPORT

• Proposed 2% across-the-board salary increase for FY25 for the fourth year of consistent salary increases

• Proposing additional budget funding in FY25 for faculty and staff salary compression adjustments and faculty rank change

MODERNIZE EMPLOYEE SALARY SCHEDULE

• Began implementation of a new and updated salary schedule

• Began employee transition to a new schedule with compression pool adjustments

BENEFIT COMPARISON STUDY

• Completed comparison study by Assured Partners to inform EKU Benefits Plan for CY 2024

• Issued RFP for an insurance broker to ensure the best comprehensive service

• Lowered plan deductibles and copays for 2024, and increased physical therapy visits to 50/year for all plans

• The university covers 78% of the total cost of medical expenses for employees, whereas employees are responsible for only 22%

STANDARDIZE EMPLOYEE SATISFACTION SURVEY

• Recommended contracting with an external entity (Academic Impressions) to conduct a satisfaction survey

• Engaged in follow-up meetings and discussed pricing with key parties and vendors

PROFESSIONAL DEVELOPMENT

• Hosted our inaugural Professional Development Day dedicated to providing dynamic and engaging training on a variety of subjects for more than 200 employees

• Recruited internationally renowned best-selling author, Stephen M. R. Covey, as the Pedagogicon keynote speaker for faculty development

4. ENSURE FINANCIAL STRENGTH

EKU makes affordable education possible for Kentuckians.

Our financial position is strong. We’re diversifying our funding streams, seeking out new sources, and making adjustments as needed. Our top priority is putting resources where they matter most: delivering a transformative education for our students. We offer ample scholarship opportunities to ensure EKU remains accessible without compromising excellence. We’re also committed to supporting our faculty and staff through regular compensation increases.

FUNDRAISING CAMPAIGN FEASIBILITY STUDY

• Collaboration between Athletics and the Office of Development on targeted athletics campaign in the interim period

OPTIMIZING NET TUITION REVENUE FROM ENROLLMENT GROWTH

• Conducted net tuition revenue study

• Implementing scholarship cap and firm scholarship application deadline

EFFICIENCY AND EFFECTIVE PLANNING AND DEVELOPMENT

• Restructuring duties to focus on efficiency

• Adding cultivation and solicitation responsibilities to all outward-facing staff

REDUCED THE UNIVERSITY SUBSIDY FOR ATHLETIC PROGRAMMING

• Realized an increase in athletics budget for FY24 as a result of growing self-generated revenues, including but not limited to:

• NCAA and Conference Distribution Formula

• Ticket sales growth

• Corporate sponsorship growth

• Colonel Club growth

5. ENHANCE THE CAMPUS BEAUTIFUL

Our location is a legacy.

For 150 years, Richmond has been home to higher education for students in the Commonwealth and beyond. Through investments in building renovations, system updates and more, we are continuing the legacy of the Campus Beautiful and maintaining our commitment to providing the best campus environment for our students.

COMPREHENSIVE CAMPUS MASTER PLAN

• Scheduled Phase I for Fall 2024 with dual emphasis on Health Sciences site and hotel/ stadium/conference feasibility and site

• Completed Request for Information

ENHANCED TICKET WORK ORDER SYSTEM

• Purchased project management software to streamline tickets for IT, Facilities, Communications and Brand Management, and other divisions

• Adopted Asana as the official project management tool to:

• Centralize project management

• Streamline ticket systems

• Enhance collaboration

• Increase efficiency

• Optimize workflows

• Maximize resource utilization

• Improve transparency across units

SPACE UTILIZATION

STUDY

• Launched space audit plan

• Finalized space utilization policy

• Implemented system integration across four platforms

• Optimized academic and event space utilization campus-wide

MODEL LABORATORY SCHOOL CONSTRUCTION

• Break ground in the Spring of 2025, with anticipated opening in the Fall of 2027

• Secured General Assembly Phase II funding:

• $59.1 million for new Model Laboratory School

ALUMNI COLISEUM RENOVATION

• Started project in March 2024

• Temporary occupancy expected January 2025

• Final completion expected by Fall 2025

ASSET PRESERVATION

• Completed more than 25 projects to enhance the infrastructure of campus

• Currently finalizing more than 20 additional campus projects

6. ELEVATE THE UNIVERSITY BRAND

Colonels make a name for themselves in the Commonwealth and beyond.

EKU’s story is built on opportunity. Our goal has always been to be a game changer through accessibility and affordability in higher education. We amplify that message through marketing campaigns, updated web design, emphasis on athletic and academic success, and more.

CAMPUS-WIDE MARKETING CAMPAIGN

• Game Changer campaign:

• Gained more than 71 million paid media impressions (16% increase from 2022)

• Produced more than 100 enrollment and retentionfocused content and publications

• Proposed College of Osteopathic Medicine:

• Established critical brand recall through repetition of paid and organic content for targeted stakeholder segments, earning over 265,000 impressions

• Implemented a targeted campaign featuring four short-form videos delivered six times per day to drive over 1,500 unique web visitors

WEB MIGRATION AND DESIGN

• Started with 501 sites

• 395 (79%) have been migrated, integrated or sunset

• 106 sites(21%) are outstanding/slated for action

• Athletics partnered with Sidearm for an updated website in March 2024

• Collaborating with EKU Online for:

• Technical optimizations

• Content creation

• Publishing process and distribution

• Visual theme updates

• User interface and user experience testing and optimization

MAXIMIZE THE BRAND

• Increased earned media

• 117% increase, from 13,000 impressions to 28,000 impressions

• 44% increase in positive sentiment

• Increased Facebook metrics

• 33% increase in reach at 2.2 million

• 102% increase in page visits at 297,000

• Increased Instagram metrics

• 40% increase in reach at 875,000

• 33% increase in page visits at 104,000

7. ENERGIZE COLLABORATION ACROSS THE SERVICE REGION

Creating opportunities for the Colonel State.

EKU promotes education in and for Kentucky, and we serve the region from which we bear our name. We graduate professionals who stay in the state and contribute to their communities more than any other school in the Commonwealth. Our graduates use their education to promote growth and excellence in Kentucky.

COMMUNITY IMPACT IN

THE SERVICE REGION

• Secured $570,000 in the 2022-24 and 2024-26 General Assembly bienniums to jumpstart the EKU Manchester Campus Endowed Scholarship Fund

• Launched a $1.5 million fundraising initiative for the EKU Manchester Campus Endowed Scholarship Fund

• Began partnership discussions for a Scholar House at the EKU Corbin Campus and secured $5 million General Assembly funding for a Scholar House Child Care Center in Corbin

ADDRESSING REGIONAL NEEDS IN EASTERN KENTUCKY

• Partnered with the Appalachian Youth Challenge Academy to provide cadets handson experiences with public outreach, resource management and academic programming at Lilley Cornett Woods in Letcher County

• Worked with local government agencies and non-profit organizations to enhance hiking trails and bike/pedestrian paths in Madison County

• Partners include Baptist Health Hospital, Hospice Care Plus, City of Richmond, Madison County, EKU Division of Natural Areas, and EKU Parks, Recreation, Exercise, and Science

WORKFORCE PLAN TO ADDRESS REGIONAL SECTOR NEEDS

• Established an articulation and transfer plan with Somerset Community College for the Bachelor of Social Work degree

8. ENRICH STRATEGIC PARTNERSHIPS

Collaboration brings opportunity.

We strive to be an impactful contributor in everything we do. With a wide range of partnerships and connections, EKU can serve a role in finding solutions to unique, modern challenges through our teaching, training, research and resources. Colonels are ready and willing to be partners of progress in Kentucky and beyond.

STATE-FUNDED INVESTMENTS IN THE 2024-26 BUDGET

• Secured $25 million General Assembly funding for a new aviation classroom building at the Central Kentucky Regional Airport

• Secured $51.82 million General Assembly asset preservation funding, with no matching funds required

• Secured General Fund 2024-26 appropriation of $121,684,600, in addition to $23,566,000 for inflationary cost adjustments, fire/tornado insurance, and subsidy for pension costs

• Secured $2 million for post-baccalaureate program study for proposed Doctor of Osteopathic Medicine program at EKU

• Secured $4,571,900 annually for Model Laboratory School support

MODEL LAB DRIVES STATE INNOVATION

• Advanced ongoing collaborative research with the Kentucky Department of Education (KDE) on teaching for transfer through project-based learning

• Recognized in the Best Practices in Education Spotlight for project-based learning at KDE’s Continuous Improvement Summit

• Hosted over 260 secondary school teachers from across the globe at the fourth annual Advanced Placement Summer Institute (APSI) intensive professional development

• Hosted over 3,000 Kentucky students on campus with AdvanceKentucky in preparing Commonwealth’s next generation of STEM scholars for success in rigorous coursework

REGULARLY COLLABORATE WITH LOCAL GOVERNMENTS

• Secured a $3.5 million federal appropriation to support the construction of a new general aviation terminal at the Central Kentucky Regional Airport

• Expanded the Colonels at the Capitol Legislative Internship Program, matching 12 EKU students with legislators during the 2024 General Assembly

• Hosted K-12 students and the general public throughout the service region for several local programs and events, such as the 2024 Science Fair, 2024 Comic Con, KIRSHA, KAHO, and e-sports collaboration with Madison County Library

WHERE WE’RE GOING

Eastern Kentucky University remains focused on changing the game.

We have our sights set on excellence, and we embrace opportunity in everything we do. We’re firmly focused on transforming lives and positively impacting our region and the Commonwealth through education. We won’t stop here. We are looking forward to building the future of EKU, which is bright. We are committed to our goals, and we will be working every day to achieve what’s best for our students and the place we call home.

STRATEGIC DOING

IN 2024-2025

EMBRACE STUDENT SUCCESS AS OUR PURPOSE

• Reach total enrollment of 15,400, a 2.6% increase

• Maintain high retention level based on institutional peerset benchmarks

• Utilize student participation and satisfaction data to broaden E3 events

• Integrate academic/student support centers to ensure seamless support for students

ENCOURAGE FOCUSED ACADEMIC INVESTMENT

• Conduct a feasibility study and prepare for the final passage of an EKU College of Osteopathic Medicine

• Create programmatic synergy between College of Education and Applied Human Sciences and Model Laboratory Schools

• Target curriculum revisions to be at the forefront of the needs of the Commonwealth through innovations in competency-based education, general education and credit for prior learning

• Build scholarship funding for Education Abroad to reduce financial barriers to participation

• Craft a plan to leverage assets like Foster Music Camp, EKU’s Band and Center for the Arts, positioning EKU as a leader in the performing arts

EMPHASIZE BEING AN EMPLOYER OF CHOICE

• Continue compensation and benefit investments along with position analysis to ensure market competitiveness

• Promote and leverage training opportunities that connect employees with industry experts

• Implement new and comprehensive onboarding processes for a seamless new employee experience

• Continue growth of employee utilization of performance evaluation process

ENSURE FINANCIAL STRENGTH

• Increase of dollars raised to $12 million for FY25

• Advocate for changes to the state performance funding model

• Continue to use foundation funds as strategic investments for the core mission of the institution

• Implement a zero-based budget model and maximize net tuition revenue to ensure fund availability for strategic and innovative investments

• Evaluate campus-wide software systems and resources to ensure a streamlined, cost-effective and secure IT infrastructure

ENHANCE THE CAMPUS BEAUTIFUL

• Complete the campus master planning process

• Complete critical infrastructure improvements while preserving the natural environment

• Strategically utilize asset preservation and general fund support for enhancement projects

• Create targeted experiential wayfinding

• Enhance and revitalize student residential housing portfolio

ELEVATE THE UNIVERSITY BRAND

• Refresh key brand assets

• Promote the pedagogical and sponsored research of our EKU community as well as department rankings at the state and national level

• Implement an integrated marketing strategy using organic visual assets

• Begin planning phase for the largest fundraising campaign in university history

• Finish first in the ASUN all-sports standing

ENERGIZE COLLABORATION ACROSS THE SERVICE REGION

• Bring affordable housing for students and childcare opportunities to the Corbin Campus

• Re-establish alumni chapter events and identify representatives for foundation and alumni board memberships

• Establish community networks to connect faculty and graduates with organizations in the region

• Create a response and resource team made up of EKU faculty and staff to address regional needs in Eastern Kentucky

ENRICH STRATEGIC PARTNERSHIPS

• Foster strategic partnerships that align with signature academic programs

• Collaborate with the City of Richmond and other local government and agencies on a hotel and convention center

• Leverage state and federal partnerships to support EKU core missions and statewide needs

• Build on the success of speed mentoring by connecting specific industries with appropriate faculty and college