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doc16610 20250131_Board_Book.pdf
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Page 1
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"text": "Regular Meeting of the Board of Regents\nFriday, January 31, 2025\n10:00 a.m. EST"
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"text": "Julian M. Carroll Academic Services Building, 2nd Floor\n400 East Main Street\nFrankfort, Kentucky 40601"
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Page 2
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Page 3
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13 · HEADING
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"text": "outdoor track and field and volleyball. The athletics program reports directly to the Office of the President."
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"text": "The Kentucky State athletics program competes in the Southern Intercollegiate Athletic Conference (SIAC), a league that features 15 public and private institutions. The SIAC members include Albany State, Allen University, Benedict College, Central State, Clark Atlanta University, Edward Waters, Lane College, LeMoyne-Owen College, Miles College, Morehouse College, Savannah State, Spring Hill College, and Tuskegee University."
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"text": "The purpose of this Project was to perform an Athletics Review and SWOT Analysis of the Kentucky State University intercollegiate athletics program and identify potential areas of improvement."
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"text": "The PICTOR's Group approach and methodology was to facilitate the Project with a deliberate process which consisted of three distinct phases. Phase I (Preliminary Work and Discovery); Phase II (On-Campus Visit); Phase III (Data Collection and Analysis)."
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"text": "The PICTOR Group representatives with approval from Grant Stepp, Director of Athletics designed the questions included in the three Survey Questionnaires. The consultants also created a Transmittal Cover Memorandum which accompanied each Survey Questionnaire. Each of the Survey Questionnaires were distributed from the Office of the Director of Athletics."
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"text": "On Tuesday, September 10, 2024, the Associate Athletics Director of Athletics/SWA distributed the Survey Questionnaires to members of the Athletics Staff and Student-Athletes. On Monday, September 16, 2024, the Friends of Athletics Survey Questionnaire was distributed by the Associate Athletics Director/SWA. Each Survey Questionnaire was accompanied by a Transmittal Cover Memorandum which explained the purpose, encouraged candid responses as well as prompt completion and return. Directions for completion appeared on each Survey Questionnaire and there was no identification of specific individuals when the responses were collected. Each of the Survey Questionnaires required approximately 20 minutes to complete."
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"text": "Each of the completed Survey Questionnaires was returned directly to Survey Monkey. The deadline for completing and returning the Athletic Staff Survey Questionnaire was September 19, 2024. The deadline for completing and returning the Student-Athlete Survey Questionnaire was September 18, 2024, and the deadline for completing and returning the Friends Athletics Survey Questionnaire was September 30, 2024."
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"text": "The Survey Questionnaires were administered to 27 Athletics Staff, 313 Student-Athletes and 3,500 Friends of Athletics. Out of the 27 Survey Questionnaires administered to Athletics Staff there were 20 completed and returned for a response rate of 74%. Out of the 313 Survey Questionnaires administered to the Student-Athletes there were 167 completed and returned for a response rate of 53%. Out of the 3,500 Survey Questionnaires administered to the Friends of Athletics 156 were completed and returned for a response rate of 0.04%."
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Page 11
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"text": "The IPP data presented in Chapter III are from the most recent NCAA IPP Dashboard and are for the 2022-23 academic year. The data compares Kentucky State University's actual data to three custom peer groups to the median of the SIAC, all NCAA Division II institutions and members in the Great Lakes Valley Conference (GLVC)."
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"text": "A summary of the three Survey Questionnaire results, and interviews are presented first. An assessment of athletics facilities and venues are presented second, and a review of the NCAA Institutional Performance Program (IPP) data are presented third. Competitive results from the NACDA Learfield College Directors' Cup and the SIAC Commissioner's Cup are also summarized followed by the Situation Analysis (SWOT)."
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"text": "According to the results of the three Survey Questionnaires, and interviews, there is consistent and strong perspective that Kentucky State Athletics is underfunded."
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"text": "There is a deficient number of full-time assistant coaches and student-athlete support services staff. There are only four women in leadership positions in the athletics program. There is one certified athletic trainer and there is no certified strength and conditioning coach to support 14 teams and 300+ student-athletes. There is great stress placed on head coaches to fulfill their primary coaching and administrative responsibilities without sufficient support from assistant coaches and other student-athlete support staff. Coaches and athletics staff are not provided any substantive mentoring and professional development."
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"text": "Funding for recruiting prospective student-athletes is very low or non-existent. Coaches expressed concern about their inability to effectively recruit. Sports programs are often not permitted to offer the allotment of athletics scholarships budgeted."
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"text": "Providing better nutritional options, expanding mental health services and offering more individualized academic support are key areas for improvement. Enhancing faculty cooperation by providing more flexibility to accommodate student-athletes' schedules, particularly around official team travel and missed class time is an opportunity to augment the overall student-athlete experience."
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"text": "There is very little structured life-skills programming for student-athletes. Enhancing student-athlete life-skills enrichment programs such as leadership development and career workshops which focus on resume writing, interviewing, and networking is an opportunity to strengthen the overall student-athlete experience and better prepare student-athletes for life after graduation. There is an opportunity for broader collaboration between the athletics program and Offices of Academic Affairs and Student Affairs to support the well-being of student-athletes. Head coaches should be strongly encouraged to advocate to their student-athletes to take advantage of the support services that are provided on campus."
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"text": "There appear to be gender equity issues based on the 2022-23 Equity in Athletics (EADA) Report that need to be addressed including increasing participation opportunities, athletics scholarships, number of assistant coaches, compensation, and operating expenses."
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"text": "There is a disconnect in friend, fan and fundraising efforts. There is not a centralized and coordinated fundraising strategy and a lack of training and professional development for athletics staff and head coaches on relationship building and friend, fan and fundraising."
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"text": "The absence of a dedicated staff member for revenue generation (fundraising, sports marketing) means the athletics program is not fully integrated into the larger advancement strategy of Kentucky State. The lack of a dedicated staff member leads to missed opportunities for revenue acquisition and missed opportunities in and alumni, parent and donor engagement."
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Page 13
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"text": "The facilities at Kentucky State University are a vital component of the athletics program, significantly influencing the perception of prospective students, student-athletes, donors, visiting teams, and the broader community. While the athletics facilities have some strengths, there are notable challenges and safety concerns with certain practice/competition venues for specific sports programs. Many facility spaces are shared, and some are located off-campus, creating logistical challenges such as limited practice time and transportation issues. There are locker rooms or spaces provided for most teams. Locker rooms are outdated and too small to accommodate most teams. Upgrades are needed for baseball, men's and women's basketball and football. Softball does not have a locker room and both cross country programs and track and field programs do not have a locker room for either gender."
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"text": "There appears to be a risk management issues with the main playing surface in Bell Gymnasium. There are visibly damaged, rotten and missing wooden floor pieces to the main playing surface. The baseball complex appears to have a risk management issues which include no fencing around the perimeter of the complex, holes in the batting cages and holes in the protection screens. The dugouts appear also to be unsafe."
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"text": "The NCAA IPP data are from the most recent NCAA IPP Dashboard and are from the 2022-23 academic year. The IPP data compared Kentucky State University to the median of the SIAC, GLVC, and all NCAA Division II member institutions."
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"text": "Based on our extensive review of NCAA IPP data Kentucky State University is behind all NCAA Division II institutions, SIAC and GLCV institutions in most categories reviewed for the years 2018-2023."
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"text": "Academically, Kentucky State’s student-athletes have shown steady improvement in their Grade Point Average (GPA) increasing from 2.82 in 2018 to 2.93 in 2023 often matching or exceeding SIAC medians but consistently lag behind GLVC and all NCAA Division II institutions. Graduation rates remain a concern, as Kentucky State’s federal graduation rates are lower than peer groups, though student-athletes outperform the general study body."
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"text": "Resource limitations further highlight disparities in Kentucky State's athletics program.\nKentucky State sponsors 14 sports programs, fewer than GLVC and all NCAA Division II institutions but more than SIAC schools. Despite fluctuations in athletics-grant-in-aid funding, Kentucky State's support remains modest compared to all Division II and GLVC and is closer to the SIAC median. Administrative staffing aligns with SIAC medians, but lags Division II and GLVC Compensation for head and assistant coaches, though improving remains below peer benchmarks."
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Page 14
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"text": "Kentucky State’s revenues are lower than all peer groups, peaking at $288,146 in 2022 but well below the GLVC median of $732,482 in 2023. Since 2019, Kentucky State’s revenues have been below the median for SIAC and NCAA Division II. Inconsistent student fees and limited contributions also hinder financial stability. Recruiting expenditures and per student-athlete spending remain below all Division II benchmarks, reflecting challenges in recruiting and supporting student-athletes. Travel and medical expenses align more closely with SIAC peers but fall short of broader NCAA standards, further underscoring resource gaps."
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"text": "NACDA LEARFIELD College Director's Cup",
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"text": "The NACDA LEARFIELD Director’s Cup is an annual award recognizing colleges and universities with broad-based athletics programs that demonstrate success across multiple sports for both men and women. Points are awarded in a pre-determined number of sports, and schools compete in standings in their NCAA division. Originally introduced in 1993 for Division I, the award expanded to Division II and Division III, and NAIA schools in 1995. Initially sponsored by Sears (then called the Sears Cup), the award’s sponsorship was taken over by Learfield in 2007-08, evolving with the organization’s rebranding efforts."
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"text": "In the most recent academic year (2023-24), Grand Valley State finished ranked one in NCAA Division II standings with 983 points and the University of Indianapolis finished ranked two with 902.25 points. SIAC member Benedict College finished ranked[p14.4.1] with 103.50 points. Albany State was ranked[p14.4.2] with 100.25 points, Spring Hill was ranked[p14.4.3] with 75 points, Miles College was ranked[p14.4.4] with 30 points, Central State was ranked[p14.4.5] with 25 points, Clark Atlanta ranked[p14.4.6] with 25 points, and Fort Valley finished at[p14.4.7] with 25 points. According to the NCAA Division II standings Kentucky State University in the Learfield Cup final standings Kentucky State University did not place or score points.",
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"text": "The SIAC Commissioner's Cup, a prestigious all-sports award, is presented annually to the league's top-performing institution in conference play. The honor recognizes the athletics program in both men's and women's sports, reflecting the overall success and competitive spirit of the institution."
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"text": "Since the 2013-14 academic year Benedict College has captured five Commissioner Cups in the Men's Division and five Commissioner Cups in the Women's Division. The Commissioner's Cup was not awarded in the academic years 2019-20 and 2020-21 due to COVID 19."
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"text": "Albany State was awarded three Commissioner's Cup in the Men's Division and two in the Women's Division. Over the past 10 years Kentucky State has not been awarded the SIAC Commissioner's Cup in either the Men's Division or Women's Division."
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"text": "A situation (Strengths, Weaknesses, Opportunities and Threats) analysis was conducted to consolidate themes identified from the results from the three Survey Questionnaires, interviews, assessment of athletics facilities and IPP data. The situation analysis reflects consistent feedback on strengths, areas for improvement, potential challenges and opportunities for growth."
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"text": "Student-Athletes: There is strong sense of community, support and camaraderie from student-athletes for each other and the coaches. The student-athletes are resilient and highly motivated to excel in both academics and athletics despite the many obstacles they encounter daily."
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"text": "Coaches: Kentucky State Athletes draws strength from its primary assets its student-athletes and coaches. The men and women who coach, teach and lead are dedicated and provide service to the student-athletes daily even though they do not have sufficient resources, satisfactory compensation, adequate facilities and enough support staff.",
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"text": "Athletic Leadership: The visionary leadership from the newly appointed Athletics Director and the work ethic, dedication and commitment to the student-athletes from the two other athletics administrators and one athletic trainer are commendable.",
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"text": "Athletics History and Tradition: Kentucky State has a rich and proud history of successful teams. Men's basketball captured three NAIA National Championships in 1970, 1971 and 1972. Women's basketball captured a NAIA Championship in 1981. Men's cross country captured a NCAA College National Championship in 1964, and the men's track, and field team won the NCAA College National Championship in 1971. The football team captured the 1934 and 1937 Black College National Championship.",
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"text": "Branding & Marketing: A partnership with Kentucky State's Division of Marketing can help ensure the brand, message and reputation for the athletics program are presented in a clear and creative way. A winning athletics program is an effective and efficient way to market the University to prospective students. Many colleges and universities have developed revenue sources by licensing their athletic trademarks for apparel and hard goods and target four discrete market segments: 1) Alumni; 2) Students; 3) Local/University Community and 4) National Affinity Groups.",
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"text": "Facility Upgrades: Investing in upgrading all the athletics facilities is paramount to the success of the program. The baseball complex, Bell Gymnasium and the Dr. William Exum Center needed immediate attention. Athletics facilities should be a top priority to ensure the venues are safe, clean and functional spaces. Topflight athletics and recreational facilities are increasingly important for colleges and universities as they compete for all prospective students.",
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"text": "Declining Enrollment: College enrollment has been declining in recent years and has become an issue for some institutions of higher education. Smaller institutions are closing at a rate of about one per week. Over the next decade colleges are seeing a smaller market for several reasons including fewer international students studying in the United States, the number of young Americans is declining, and young people are not sure if higher education is worth the cost."
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"text": "Gender Equity: Gender equity issues continue to be an issue in college athletics. There are equity issues that must be prioritized and addressed in the athletics program at Kentucky State. Having more women in leadership positions is important to provide female role models."
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"text": "Financial Resources: Kentucky State Athletics is not blind to the fact that some colleagues and faculty on campus would rather see funds allocated for non-athletics purposes and have strongly advocated for the University to not provide institutional subsidy to the athletics program. Continuing an inadequate financial investment by the University leadership for the athletics program only exacerbates a lack of competitive success and will adversely affect admissions, fundraising, school spirit and overall student and alumni satisfaction."
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"text": "While Kentucky State’s athletics program demonstrates resilience and gradual improvement in several areas, the program continues to face disparities in funding, staffing, and resources compared to its NCAA Division II and GLVC peers. In general, the SIAC is below Division II and GLVC in these critical areas. Strategic initiatives to enhance financial sustainability, resource allocation, and academic support will be essential for Kentucky State to remain competitive within the SIAC and among Division II institutions. Athletics facilities will need to be improved."
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"text": "The key focus for Kentucky State Athletics over the next five years revolves around overcoming funding challenges, leveraging alumni and community engagement, prioritizing academic success for student-athletes, and rebuilding and sustaining a competitive athletics program. Kentucky State’s athletics program has an opportunity and potential to reclaim its historical excellence but faces significant challenges in funding, athletics facilities, staffing, and gender equity. Addressing these issues through strategic investment, improved collaboration and enhanced community and alumni engagement will create a sustainable, thriving and winning athletics culture. A unified vision and commitment from Kentucky State University is essential to support these efforts and align the athletics program with the institution’s broader vision and mission."
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"text": "It is important for President Akakpo to convey a clear and unified message to the campus community about the significance and contributions of the athletics program. Demonstrating a strong commitment from the President and Board of Regents to enhance financial support for the athletics program is crucial for its continued growth and competitive success."
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"text": "A successful athletics program can be a tremendous asset for Kentucky State University. A dynamic athletics program can advance Kentucky's State vision and mission. Winning teams can enhance Kentucky State's reputation, extend its outreach, help grow enrollment, increase alumni and donor support and strengthen its stewardship. However, the athletics program must be able to achieve a reasonable degree of competitive success and provide its student-athletes with a positive and meaningful experience."
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"text": "The PICTOR Group\nIntercollegiate Athletics Consulting\nRethink. Refocus. Recalibrate.\nJanuary 15, 2025"
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"text": "The approach to the Feasibility Study was to conduct a comparative analysis of the Kentucky State Athletics program with institutions in the Southern Intercollegiate Athletics Conference (SIAC) and with groups of peer institutions and conferences designated by Kentucky State."
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"text": "For the above elements where data were available, information was gathered primarily from the U.S. Department of Education Equity in Athletics Disclosure Act (EADA) for the 2022-23 academic year. Other sources were the Carnegie Classification for Institutional Profile; Department of Education College Scorecard for Graduation Rates; and Google Maps for Travel Distance and Time. The data from these sources was supplemented by general information available on websites for the National Collegiate Athletics Association (NCAA) and the National Association of Intercollegiate Athletics (NAIA), or on conference and institutional athletics websites. It should be noted that the EADA data utilized for the Feasibility Study may vary from the IPP data utilized for the Athletics Program Review. This may be due to differing definitions"
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"text": "of the category being analyzed or due to different approaches at Kentucky State University for reporting the data."
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"text": "For other key elements where, quantitative data was not available, the current situation within the athletics program as observed during an in-person campus visit was reviewed and benchmarked against industry standards for a NCAA Division II athletics program. For those elements, the knowledge and expertise of The PICTOR Group provided a basis for evaluating the current practices in the Kentucky State athletics program with standards that are necessary or common place to ensure a quality experience for Kentucky State's student-athletes."
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"text": "bowl games belong to the Football Bowl Subdivision (FBS, formerly DI-A) and offer the largest number of scholarships. In 2024, 134 Division I institutions were classified as FBS, with 68 considered “Power Five” institutions—those that support their athletics programs and football at the highest level. In 2024, with the Pacific 12’s loss of member institutions, this group of conferences is now referred to as the “Power Four”. The other FBS institutions that compete in football at this level are referred to the “Group of Five” based on their conference affiliation."
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"text": "The Division I institutions that participate in the NCAA sponsored football championship belong to the Football Championship Subdivision (FCS, formerly DI-AA). In 2024, there were 129 FCS institutions. A third group that does not sponsor football at all is referred to simply as Division I (DI Subdivision, formerly DI-AAA)."
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"text": "Division I member institutions are required to sponsor at least seven sports for men and seven for women (or six for men and eight for women) with two team sports for each gender. Each playing season must be represented by each gender as well. Historically, there were maximum financial aid awards for each sport that a Division I school could not exceed, however that is subject to change in 2025 pending the final outcome of a current lawsuit (House vs. NCAA)."
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"text": "NAIA Membership",
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"text": "The NAIA is an intercollegiate governing body located in Kansas City, Missouri that consists of 250 smaller institutions with strong representation in the midwestern states. In 2024 there were 21 conferences in the NAIA and the NAIA conducted 29 championships. Member institutions sponsor an average of 18 sports programs with 97 institutions sponsoring football."
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"text": "NAIA institutions must be a four-year college or university or a two-year institution that awards a bachelor's degree or its equivalent. Member institutions must sponsor a minimum of six NAIA championship sports, although some conferences within the NAIA often have stricter sponsorship requirements. The NAIA has maximum institutional aid limits for each sport and there is no requirement that an NAIA member institution award any type of financial aid to its student-athletes."
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"text": "NCAA Reclassification",
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"text": "The reclassification process for NCAA Division II membership to Division I is an intensive multiyear endeavor and requires an initial application fee of several million dollars. Institutions wishing to reclassify from Division II to Division I are required to have been accepted for membership by a Division I conference and must go through a multi-year transition process before becoming a fully vested Division I member. There are rigorous standards related to compliance, academics and institutional financial support."
},
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"text": "Reclassifying to NCAA Division III membership involves a three-year provisional/reclassifying process for NCAA member institutions reclassifying from another NCAA division. Within the membership process, the institutional class size is limited to an average of four institutions per year."
},
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"text": "5",
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Page 26
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Page 26 JSON
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{
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{
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{
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{
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{
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},
{
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{
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{
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{
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Page 27
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"text": "In the HCAC, 6 of the 10 institutions are classified as a type of Baccalaureate College.",
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"text": "In the MSC, 1 of the 7 institutions is classified as a type of Baccalaureate College.",
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"text": "As a Baccalaureate College, KSU seems to align best with the SIAC and the HCAC regarding Carnegie Classification."
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"text": "Federal Graduation Rate:",
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"text": "KSU's federal graduation rate of 36% ranks 6th of 15 institutions in the SIAC, placing it in the 64.2nd percentile."
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"text": "KSU would rank 11th of 11 institutions in the HCAC."
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Page 28
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heading (3)
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Page 28 JSON
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"b": 278.4
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},
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"text": "Demographic Summary",
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},
{
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"text": "Conference/Institution",
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},
{
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"text": "Unduplicated Student Athletes",
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},
{
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"text": "Duplicated Student Athletes",
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},
{
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},
{
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"text": "Male %",
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"row": 2,
"col": 1,
"rowspan": 1,
"colspan": 1
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},
{
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"text": "Female",
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},
{
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},
{
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},
{
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},
{
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{
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},
{
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{
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"text": "196",
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},
{
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"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
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"text": "59",
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},
{
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"text": "23.14%",
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"col": 4,
"rowspan": 1,
"colspan": 1
}
},
{
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"b": 351.36
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"text": "229",
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"colspan": 1
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},
{
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"col": 6,
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"colspan": 1
}
},
{
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"b": 351.36
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"text": "111",
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"col": 7,
"rowspan": 1,
"colspan": 1
}
},
{
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"type": "table_cell",
"bbox": {
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"text": "32.65%",
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"col": 8,
"rowspan": 1,
"colspan": 1
}
},
{
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"b": 333.12
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"text": "SIAC Median",
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"col": 0,
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{
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"b": 333.12
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"text": "187",
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"col": 1,
"rowspan": 1,
"colspan": 1
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},
{
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"text": "68.38%",
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"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
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"b": 333.12
},
"text": "90",
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},
{
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"text": "31.62%",
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"col": 4,
"rowspan": 1,
"colspan": 1
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},
{
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"b": 333.12
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"text": "211.5",
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"col": 5,
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"colspan": 1
}
},
{
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"text": "66.95%",
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"col": 6,
"rowspan": 1,
"colspan": 1
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},
{
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"b": 333.12
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"text": "112",
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"col": 7,
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"colspan": 1
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"text": "33.05%",
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"col": 8,
"rowspan": 1,
"colspan": 1
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},
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"r": 125.28,
"b": 314.88
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"text": "HCAC Median",
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"colspan": 1
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{
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"text": "266",
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"text": "62.20%",
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"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
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"b": 314.88
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"text": "163",
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"col": 3,
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"colspan": 1
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},
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"text": "37.80%",
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"col": 4,
"rowspan": 1,
"colspan": 1
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},
{
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"text": "304.5",
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"colspan": 1
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},
{
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"type": "table_cell",
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"text": "62.07%",
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"col": 6,
"rowspan": 1,
"colspan": 1
}
},
{
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"b": 314.88
},
"text": "183",
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"col": 7,
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"colspan": 1
}
},
{
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"text": "37.93%",
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"col": 8,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p28.4.40",
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"type": "table_cell",
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"b": 296.64
},
"text": "MSC Median",
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"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
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"b": 296.64
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"text": "342",
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{
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"text": "60.96%",
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"rowspan": 1,
"colspan": 1
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},
{
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"text": "219",
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},
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"text": "39.04%",
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"rowspan": 1,
"colspan": 1
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},
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"text": "360",
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"colspan": 1
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},
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"text": "61.59%",
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"col": 6,
"rowspan": 1,
"colspan": 1
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},
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"text": "244",
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"text": "38.41%",
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},
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"text": "OVC Median",
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},
{
"id": "p28.4.50",
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"text": "193",
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},
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"colspan": 1
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},
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"b": 278.4
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"text": "129",
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}
},
{
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"text": "39.10%",
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"col": 4,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p28.4.54",
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"type": "table_cell",
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"b": 278.4
},
"text": "251",
"attrs": {
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"col": 5,
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"colspan": 1
}
},
{
"id": "p28.4.55",
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"type": "table_cell",
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"text": "56.92%",
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"col": 6,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p28.4.56",
"order": 107,
"type": "table_cell",
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"r": 483.12,
"b": 278.4
},
"text": "189",
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"col": 7,
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"colspan": 1
}
},
{
"id": "p28.4.57",
"order": 108,
"type": "table_cell",
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"text": "43.08%",
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"col": 8,
"rowspan": 1,
"colspan": 1
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]
},
{
"id": "p28.5",
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"text": "Observations:",
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},
{
"id": "p28.6",
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"text": "Enrollment Size:",
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"text": "",
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"text": "KSU's enrollment of 1,202 is above the median of the HCAC, but below that of the SIAC, MSC, and OVC."
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"text": "KSU's undergraduate composition of male vs. female aligns well with the other conferences."
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"text": "A smaller enrollment may indicate limited financial and athletic resources, which may make it difficult to be competitive in conferences like the MSC and OVC.",
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]
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"text": "Student-Athlete Composition:",
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"text": "KSU has a higher male representation in unduplicated student-athletes of about 77% compared to the medians of the SIAC at 68%, the HCAC at 62%, and the MSC and OVC both at 61%."
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Page 29
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caption (1)
heading (3)
list (2)
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table (2)
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Page 29 JSON
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"t": 295.92,
"r": 389.7943,
"b": 277.8
},
"text": "Men",
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"col": 3,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.9",
"order": 59,
"type": "table_cell",
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"t": 295.92,
"r": 446.2971,
"b": 277.8
},
"text": "Women",
"attrs": {
"row": 2,
"col": 4,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.10",
"order": 60,
"type": "table_cell",
"bbox": {
"l": 446.2971,
"t": 295.92,
"r": 502.8,
"b": 277.8
},
"text": "Total",
"attrs": {
"row": 2,
"col": 5,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.11",
"order": 61,
"type": "table_cell",
"bbox": {
"l": 107.28,
"t": 277.8,
"r": 163.7829,
"b": 259.68
},
"text": "KSU",
"attrs": {
"row": 3,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.12",
"order": 62,
"type": "table_cell",
"bbox": {
"l": 163.7829,
"t": 277.8,
"r": 220.2857,
"b": 259.68
},
"text": "$589,792",
"attrs": {
"row": 3,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.13",
"order": 63,
"type": "table_cell",
"bbox": {
"l": 220.2857,
"t": 277.8,
"r": 276.7886,
"b": 259.68
},
"text": "$389,394",
"attrs": {
"row": 3,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.14",
"order": 64,
"type": "table_cell",
"bbox": {
"l": 276.7886,
"t": 277.8,
"r": 333.2914,
"b": 259.68
},
"text": "$979,186",
"attrs": {
"row": 3,
"col": 3,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.15",
"order": 65,
"type": "table_cell",
"bbox": {
"l": 333.2914,
"t": 277.8,
"r": 389.7943,
"b": 259.68
},
"text": "$342,846",
"attrs": {
"row": 3,
"col": 4,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.16",
"order": 66,
"type": "table_cell",
"bbox": {
"l": 389.7943,
"t": 277.8,
"r": 446.2971,
"b": 259.68
},
"text": "$177,840",
"attrs": {
"row": 3,
"col": 5,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.17",
"order": 67,
"type": "table_cell",
"bbox": {
"l": 446.2971,
"t": 277.8,
"r": 502.8,
"b": 259.68
},
"text": "$520,686",
"attrs": {
"row": 3,
"col": 6,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.18",
"order": 68,
"type": "table_cell",
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"t": 259.68,
"r": 163.7829,
"b": 241.56
},
"text": "SIAC Median",
"attrs": {
"row": 4,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.19",
"order": 69,
"type": "table_cell",
"bbox": {
"l": 163.7829,
"t": 259.68,
"r": 220.2857,
"b": 241.56
},
"text": "$275,000",
"attrs": {
"row": 4,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.20",
"order": 70,
"type": "table_cell",
"bbox": {
"l": 220.2857,
"t": 259.68,
"r": 276.7886,
"b": 241.56
},
"text": "$218,024",
"attrs": {
"row": 4,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.21",
"order": 71,
"type": "table_cell",
"bbox": {
"l": 276.7886,
"t": 259.68,
"r": 333.2914,
"b": 241.56
},
"text": "$452,071",
"attrs": {
"row": 4,
"col": 3,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.22",
"order": 72,
"type": "table_cell",
"bbox": {
"l": 333.2914,
"t": 259.68,
"r": 389.7943,
"b": 241.56
},
"text": "$318,660",
"attrs": {
"row": 4,
"col": 4,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.23",
"order": 73,
"type": "table_cell",
"bbox": {
"l": 389.7943,
"t": 259.68,
"r": 446.2971,
"b": 241.56
},
"text": "$68,904",
"attrs": {
"row": 4,
"col": 5,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.24",
"order": 74,
"type": "table_cell",
"bbox": {
"l": 446.2971,
"t": 259.68,
"r": 502.8,
"b": 241.56
},
"text": "$341,820",
"attrs": {
"row": 4,
"col": 6,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.25",
"order": 75,
"type": "table_cell",
"bbox": {
"l": 107.28,
"t": 241.56,
"r": 163.7829,
"b": 223.44
},
"text": "HCAC Median",
"attrs": {
"row": 5,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.26",
"order": 76,
"type": "table_cell",
"bbox": {
"l": 163.7829,
"t": 241.56,
"r": 220.2857,
"b": 223.44
},
"text": "$361,301",
"attrs": {
"row": 5,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.27",
"order": 77,
"type": "table_cell",
"bbox": {
"l": 220.2857,
"t": 241.56,
"r": 276.7886,
"b": 223.44
},
"text": "$325,319",
"attrs": {
"row": 5,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.28",
"order": 78,
"type": "table_cell",
"bbox": {
"l": 276.7886,
"t": 241.56,
"r": 333.2914,
"b": 223.44
},
"text": "$782,456",
"attrs": {
"row": 5,
"col": 3,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.29",
"order": 79,
"type": "table_cell",
"bbox": {
"l": 333.2914,
"t": 241.56,
"r": 389.7943,
"b": 223.44
},
"text": "$252,778",
"attrs": {
"row": 5,
"col": 4,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.30",
"order": 80,
"type": "table_cell",
"bbox": {
"l": 389.7943,
"t": 241.56,
"r": 446.2971,
"b": 223.44
},
"text": "$121,682",
"attrs": {
"row": 5,
"col": 5,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.31",
"order": 81,
"type": "table_cell",
"bbox": {
"l": 446.2971,
"t": 241.56,
"r": 502.8,
"b": 223.44
},
"text": "$354,192",
"attrs": {
"row": 5,
"col": 6,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.32",
"order": 82,
"type": "table_cell",
"bbox": {
"l": 107.28,
"t": 223.44,
"r": 163.7829,
"b": 205.32
},
"text": "MSC Median",
"attrs": {
"row": 6,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.33",
"order": 83,
"type": "table_cell",
"bbox": {
"l": 163.7829,
"t": 223.44,
"r": 220.2857,
"b": 205.32
},
"text": "$426,096",
"attrs": {
"row": 6,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.34",
"order": 84,
"type": "table_cell",
"bbox": {
"l": 220.2857,
"t": 223.44,
"r": 276.7886,
"b": 205.32
},
"text": "$292,320",
"attrs": {
"row": 6,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.35",
"order": 85,
"type": "table_cell",
"bbox": {
"l": 276.7886,
"t": 223.44,
"r": 333.2914,
"b": 205.32
},
"text": "$695,826",
"attrs": {
"row": 6,
"col": 3,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.36",
"order": 86,
"type": "table_cell",
"bbox": {
"l": 333.2914,
"t": 223.44,
"r": 389.7943,
"b": 205.32
},
"text": "$423,906",
"attrs": {
"row": 6,
"col": 4,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.37",
"order": 87,
"type": "table_cell",
"bbox": {
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"t": 223.44,
"r": 446.2971,
"b": 205.32
},
"text": "$146,400",
"attrs": {
"row": 6,
"col": 5,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.38",
"order": 88,
"type": "table_cell",
"bbox": {
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"t": 223.44,
"r": 502.8,
"b": 205.32
},
"text": "$553,842",
"attrs": {
"row": 6,
"col": 6,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.39",
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"type": "table_cell",
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"r": 163.7829,
"b": 187.2
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"text": "OVC Median",
"attrs": {
"row": 7,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.40",
"order": 90,
"type": "table_cell",
"bbox": {
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"t": 205.32,
"r": 220.2857,
"b": 187.2
},
"text": "$600,660",
"attrs": {
"row": 7,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.41",
"order": 91,
"type": "table_cell",
"bbox": {
"l": 220.2857,
"t": 205.32,
"r": 276.7886,
"b": 187.2
},
"text": "$496,951",
"attrs": {
"row": 7,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.42",
"order": 92,
"type": "table_cell",
"bbox": {
"l": 276.7886,
"t": 205.32,
"r": 333.2914,
"b": 187.2
},
"text": "$1,075,338",
"attrs": {
"row": 7,
"col": 3,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.43",
"order": 93,
"type": "table_cell",
"bbox": {
"l": 333.2914,
"t": 205.32,
"r": 389.7943,
"b": 187.2
},
"text": "$798,575",
"attrs": {
"row": 7,
"col": 4,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.44",
"order": 94,
"type": "table_cell",
"bbox": {
"l": 389.7943,
"t": 205.32,
"r": 446.2971,
"b": 187.2
},
"text": "$424,116",
"attrs": {
"row": 7,
"col": 5,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p29.6.45",
"order": 95,
"type": "table_cell",
"bbox": {
"l": 446.2971,
"t": 205.32,
"r": 502.8,
"b": 187.2
},
"text": "$1,239,540",
"attrs": {
"row": 7,
"col": 6,
"rowspan": 1,
"colspan": 1
}
}
]
},
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"id": "p29.7",
"order": 96,
"type": "heading",
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"r": 136.56,
"b": 160.56
},
"text": "Observations:",
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},
{
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"order": 97,
"type": "heading",
"bbox": {
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"t": 150.24,
"r": 234.72,
"b": 137.28
},
"text": "Athletically Related Student Aid:",
"level": 3
},
{
"id": "p29.9",
"order": 98,
"type": "list_item",
"bbox": {
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"t": 128.5349,
"r": 528.24,
"b": 99.6
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"text": "KSU's Athletically Related Student Aid of $911,800 is slightly above the median of the SIAC ($869,604)."
},
{
"id": "p29.10",
"order": 99,
"type": "text",
"bbox": {
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"t": 62.88,
"r": 540.72,
"b": 52.08
},
"text": "9",
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}
],
"excluded_furniture": {
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Page 30
18 item(s)
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heading (2)
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1 · LIST
2
3
4
5 · HEADING
6 · LIST
7
8
9
10
11 · HEADING
12 · LIST
13
14
15
16
17
18 · TEXT
Page 30 JSON
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"text": "KSU is well below the athletically related aid offered at the MSC and OVC, at $3,082,840 and $2,230,021, respectively."
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"text": "While KSU is at the median of its current conference, KSU would need to increase athletically related aid if it were to consider transitioning to the OVC or MSC."
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"type": "heading",
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"text": "Total Athletics Expenditures:",
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"text": "KSU's expenditures of $4,787,268 are slightly higher and aligns with the SIAC median at $4,342,693."
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"text": "KSU's expenditure is higher than the median for the HCAC at $3,283,240."
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"bbox": {
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"text": "KSU is well below the median expenditure of the MSC and OVC, at $10,987,075 and $13,853,180."
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{
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"bbox": {
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"text": "KSU's expenditure suggests a good alignment with their current conference but would require a significant increase in expenditure to be competitive in the MSC or OVC."
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"text": "Coaching Salaries:",
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"b": 231.6
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"r": 534.96,
"b": 422.88
},
"text": "KSU's salary for head coaches of men's teams of $589,792 is competitive across all four conferences, slightly trailing the highest median salary of $600,660 in the Division I OVC but surpassing the medians of the SIAC ($275,000), HCAC ($361,301), and the MSC ($426,096)."
},
{
"id": "p30.5.2",
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"type": "list_item",
"bbox": {
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},
"text": "KSU's salary for head coaches of women's teams of $389,394 is also competitive in their current conference of the SIAC ($218,024) as well as with the HCAC ($325,319) and MSC ($292,320). However, it is less than that of the OVC median, which is $496,951."
},
{
"id": "p30.5.3",
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"type": "list_item",
"bbox": {
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"r": 530.64,
"b": 335.28
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"text": "KSU's salary for assistant coaches of men's teams of $342,846 is higher than the median of the SIAC ($318,660) and HCAC ($252,778), but lower than that of the MSC ($423,906) and the OVC ($798,575)."
},
{
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"type": "list_item",
"bbox": {
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"r": 535.68,
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},
"text": "KSU's salary figure for assistant coaches for women's teams of $177,840 is competitive with the medians of the SIAC ($68,904), the HCAC ($121,682) and the MSC ($146,400). However, KSU's figure is well below the median of the OVC ($424,116)."
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"order": 17,
"type": "list_item",
"bbox": {
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"t": 288.48,
"r": 541.44,
"b": 231.6
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"text": "KSU's coaching salaries are competitive within their current conference and surpass the\nmedians of the HCAC and the MSC (with the exception of assistant coaches to men's\nteams). However, KSU's salaries are below that of the OVC, indicating a need for significant\nincreases if KSU were to consider transitioning to the OVC."
}
]
},
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Page 31
23 item(s)
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1 · CAPTION
2 · TABLE
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19 · CAPTION
20 · FIGURE
21 · CAPTION
22 · FIGURE
23 · TEXT
Page 31 JSON
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Page 32
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"text": "Mid-South Conference (MSC)--NAIA",
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"text": "Ohio Valley Conference (OVC)—Division I",
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"text": "KSU's current average travel time with the SIAC is the highest at 7h 23m."
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"text": "In the HCAC, KSU's average trip distance would be just under 150 miles, with the average travel time being 2h 25m.",
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"text": "In the MSC, KSU's average trip distance would be just over 165 miles, with the average travel time being 2h 43m.",
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"text": "In the OVC, KSU's average trip distance would be about 289 miles, with the average travel time being 4h 31m."
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"text": "Transitioning to the HCAC or MSC would significantly reduce KSU's travel time and expense. While the OVC would also lower the travel demands, it would not to the same extent as the HCAC or MSC."
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Page 33
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"text": "2. Gender Equity Compliance",
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"text": "Policies, Procedures and Operations",
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"text": "Under the Office of the Kentucky State University President, the Interim Coordinator of Title IX is responsible for assuring campus compliance in matters related to Title IX and for coordinating the University's efforts to fulfill its responsibilities which prohibits sex discrimination in education programs receiving federal financial assistance. The Interim Title IX Coordinator at Kentucky State University is Michael DeCourcy and he reports to the President. The Associate Athletics Director/Senior Woman Administrator (SWA) is the liaison from the athletics program to Kentucky State's Title IX Office."
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"text": "Policies and procedures are essential for the efficient operation of any athletics program. Clearly articulating and communicating policies and procedures for athletics staff and student-athletes is especially important to creating a positive working environment and helping ensure fair and equitable treatment. Kentucky State University has extensive policies which appear on the University's website specific to Title IX Sexual Harassment and Sexual Misconduct. However, there does not appear to be any reference or policies specific to Title IX as it relates to equity in athletics."
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"text": "Having gender neutral policies will help ensure decisions impacting the quality of the student-athlete experience for both genders will be equitable. Currently there is no consolidated manual to address standard operating procedures and policies. There are some protocols and operational procedures which athletics administrators and head coaches use to manage, direct and supervise sports programs and manage programmatic elements of the athletics program. A Policies and Procedures Manual can serve as a source of information that provides an overview of the athletics program that includes its vision, mission, goals, policies and procedures, including policies specific to gender equity."
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"text": "For example, there is not an Athletics Gender Equity Plan or a Gender Equity Committee who reviews, monitors and makes recommendations to the Director of Athletics on gender equity matters in the athletics program. There is not a written policy on how the athletics program determines participation opportunities, including adding new sports, elevating a club sport or eliminating sports programs."
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"text": "Based on the comprehensive review of the athletics program it appears there has been little attention paid to, and progress made on addressing gender equity in recent years at Kentucky State University. It is unclear when the last review of gender equity took place."
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"text": "Most of the university's emphasis on equity, diversity and inclusion is centered on Title IX regulations related to sexual assault and sexual harassment. There also appears to be no formal training or professional development for the athletics staff or student-athletes related to gender equity in athletics on a consistent basis."
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Page 34
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"text": "Assessment of Gender Equity Compliance",
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"text": "Below is an overview of Kentucky State's athletics program with a focus on gender equity. The PICTOR Group's assessment is based on a review of informational materials provided by the athletics program, information contained in the 2022-23 EADA Report, results from the three distinct Survey Questionnaires, interviews with Athletics Staff and Student-Athletes, and an assessment of athletics facilities and venues. The three primary components to be considered when assessing gender equity are addressed below."
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"text": "Participation Opportunities:",
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"text": "The 2022-23 EADA Report filed by Kentucky State University revealed a 28% variance between the female undergraduate enrollment (61%) and the female athletics participation rate (33%). The athletics participation rate for student-athletes was not proportionate to the full-time undergraduate student population. Kentucky State would need to add approximately 208 participation opportunities for women to meet substantial proportionality if the participation rate of male student-athletes did not change. This could be done by increasing roster sizes for existing women's sport programs and/or adding new sports for women and/or reducing roster sizes of existing men's sports programs."
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"text": "Sports programs have not been added to the women's programs since 1995-96 when volleyball was added. As a result of a grant awarded to the SIAC from First Point Volleyball Foundation volleyball was added as a men's sports program in 2021 and formal competition began in spring 2022. Adding men's volleyball has added more participation opportunities for male student-athletes thus creating a greater gap in participation opportunities for female student-athletes. Since 1995-96 there has been no other women's teams added which means that there has been no demonstrated history and continuing practice of expanding participation opportunities in response to developing interests and abilities of the underrepresented gender (females)."
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"text": "Athletics-related Aid:",
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"text": "As noted in the analysis of the 2022-23 EADA Report, Kentucky State student-athletes were supported by a total of $1,353,036 of athletics related aid. Sixty-eight percent ($911,800) of the athletics scholarships were awarded to student-athletes who participated on men's teams and 33% ($441,236) was awarded to student-athletes who participated on women's teams. This puts Kentucky State out of compliance with respect to awarding athletics related aid to student-athletes. To be gender equitable, Kentucky State would first need to increase the number of participation opportunities to female student-athletes and then proportionately increase the athletics scholarship allocation to female student-athletes and/or reduce the amount of athletics related aid awarded to male student-athletes."
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"text": "Programmatic Elements:",
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"text": "There are 13 programmatic elements of an athletics gender equity review. At Kentucky State, in 11 of the 13 areas there does not appear to be a significant disparity in the treatment or services provided to women and men in the athletics program. However, due to inadequate funding and staffing across the athletics program, the treatment and services provided to both"
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"text": "women and men's programs in these areas are below the norm or expectations for a competitive NCAA Division II athletics program and have a negative impact on student-athlete well-being. These 11 areas are:"
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"text": "• Academic Tutoring:",
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"text": "In the other two programmatic areas, it appears that treatment or services provided to women student-athletes may not be equitable with those provided to the men. These areas are outlined below:"
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"text": "Kentucky State does not currently have a written Recruiting Policy that addresses recruiting activities such as geographical limitations, off-campus visits and official on-campus visits. In the 2022-23 EADA Report filed by Kentucky State University there were no expenditures allocated to recruiting for both the men's and women's sports programs. It appears that head coaches request funds to utilize in their recruiting activities with final approval for funding at the discretion of the Director of Athletics."
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"text": "While there are concerns specific to the lack of funds allocated for recruiting activities from the institutional subsidy for both the men's and women's sports programs it appears that funds from a sports program's gift accounts are often used in recruiting. This practice and the lack of written policies on gift account spending can create inequities in recruiting for the underrepresented gender."
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"text": "Opportunity to Receive Coaching and the Assignment and Compensation of Coaches: In looking at the total of head coach positions there were 14 head coaching positions for men's and women's teams. Out of the 14 head coaching positions there were 12 male head coaches (86%) compared to two (14%) female head coaches."
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"text": "Given the low number of women in head coaching positions it appears there is a gender imbalance in head coaching positions. Student-athletes may be left with the viewpoint that female coaches are not as qualified as males to coach male or female athletes or be"
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Page 36
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"text": "head coaches. The women's sports programs have a total of five assistant coaches. Out of the five assistant coaches for the women's teams four (80%) were female and one (20%) assistant coach was male."
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"text": "Three out of four categories reported by Kentucky State in the 2022-23 EADA Report of head and assistant coach salaries the men's sports programs receive higher compensation than head and assistant coaches of women's sports programs. It appears reasonable to ask the University's Office of Human Resources to undertake a functional review of all coaching positions and analyze the qualifications of the current coaching staff to determine whether compensation differences are based on experience, education, longevity, success or other non-gender factors."
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"text": "Given that only one head coach (football) has a multi-year contract there should be a review of all head coach contracts and/or letters of appointment including a review of incentives and perquisites to ensure equity in head coaching positions."
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"text": "The visibility of the athletics facilities plays a crucial role in how the athletics program is perceived by prospective recruits, current students, and external stakeholders, including community members, donors, and visiting teams. These facilities serve as a representation of the university's commitment to a successful athletics program."
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"text": "The athletics facilities at Kentucky State are below the standard for a competitive Division II program and limit the athletics program's ability to provide a safe and quality experience for the university's 300+ student-athletes. As noted in the Athletics Program Review, there are notable challenges with the quality of facilities utilized for practice and competition, and also with the size and quality of facilities used for athletic training and strength and conditioning for the student-athletes. In some cases, there are safety and risk management concerns due to the condition of the facilities. Many facility spaces are shared, and some facilities are located off-campus, creating challenges with available practice times and transportation issues."
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"text": "It is beyond the scope of this Athletics Feasibility Study to perform a comprehensive review and comparison of Kentucky State's athletics facilities with other Division II and peer institutions. However, it is apparent that many of the athletics facilities are in disrepair and have not been well-maintained. There is an urgent need to invest in upgrades and renovations to the existing facilities to ensure their continued usability and to mitigate safety and risk factors."
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"text": "It is strongly recommended that an Athletics Facilities Master Plan be developed to include deferred maintenance, renovations or expansion of existing athletics facilities and potentially building new on-campus facilities. Ideally, the athletics plan should be created in concert with the University's Master Facilities Plan and as part of a capital fund-raising campaign."
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Page 37
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"text": "Due to the practicality of assessing other institutions' travel policies, expenditures and operations the Athletics Feasibility Study does not include a comparison of athletics team travel. Other than the NCAA IPP data for travel that was included in the Athletics Program Review and SWOT, it is difficult to accurately compare the Kentucky State athletics program's travel policies and operations with other institutions."
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"text": "Currently the athletics program does not have a written Travel and Per Diem Policy that addresses transportation, hotel/lodging accommodations and meals/per diem. Currently there are no guidelines that address the mode of transportation based on the mileage from campus or driving time to the site of competition or the number of student-athletes traveling."
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"text": "Student-athletes expressed concerns regarding subpar transportation for team travel provided by the athletics program. Concerns include a lack of air conditioning, cleanliness, and general maintenance of specific buses and school vans often used for team travel. There were also concerns expressed regarding late departures from campus due to the late arrival of drivers."
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"text": "The NCAA IPP data indicated that in 2018 Kentucky State spent $474,818 on team travel, $651,277 in 2019, $547,706 in 2020, $540,030 in 2022 and $618,760 in 2023. According to the IPP data there were no expenditures on team travel reported by Kentucky State in 2021 which could be due to COVID-19. Team travel expenditures in 2021 were reported by all NCAA Division II schools at $228,298, SIAC schools at $32,693 and $316,968 by GLVC institutions."
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"text": "Based on the IPP data, Kentucky State's travel expenses have fluctuated over the years, remaining above the SIAC, but consistently below the GLVC and all Division II especially in recent years."
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"text": "One basic assumption in developing a strong revenue acquisition program is understanding that all revenues generated by the athletics program belong to the institution and not the athletics program, the sports program that raises those funds, or the person who raises the money or coaches the team. Institutional ownership of all revenues is important to communicate to all members of the athletics staff. This practice does not prevent the institution from creating a policy or practice that allows units that raise or generate funds to retain those funds in whole or in part. Most institutions, including athletics programs, have those policies and practices in place. It is important to understand the use of generated funds lies with the institution, not the program or individual generating the revenues."
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"text": "This management of revenues is also significant regarding compliance for gender equity. It is important to remember that no matter the source of funds, after the institution accepts revenues for use in providing for educational activities and programs, it must ensure that no discrimination occurs based on gender, race, ethnicity, disability and other factors. After these"
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Page 38
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"text": "basic legal obligations are met, the institution’s trustees/regents with the institution’s chief executive officer ultimately determines how generated revenues or donated funds are going to be used to accomplish institutional goals. Similarly, in the athletics program, the Athletics Director, with the approval of senior administration, may determine sports program priorities."
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"text": "Vision, Mission, Core Values",
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"text": "Whatever the role of athletics within the institutional mission or the rank of sports programs within the athletics program's priorities, a foundation to successful revenue acquisition is communicating a clear, concise and compelling Vision. Expressing a meaningful Mission as well as identifying basic beliefs as Core Values should tell the compelling story of why alumni. donors, friends and fans should support the athletics program."
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"text": "The Athletics Director should establish priorities in the development of diversified revenue sources. In most well-organized college athletics programs across all competitive levels there are generally two major cornerstones to revenue acquisition: Fundraising and Sports Marketing. In the two cornerstones of Fundraising and Sports Marketing there are generally five areas of revenue sources: (1) individual giving; (2) athletic ticket sales; (3) fundraising campaigns; (4) corporate partnerships and sponsorships; (5) multimedia rights and advertising, if applicable."
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"text": "This priority list may not be applicable to all athletics programs. Each of the two major cornerstones and each of the five areas of revenue sources has the potential for the development of multiple revenue streams, but an athletics program of quality and effective execution should exist in each area before expansion is considered."
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"text": "While the majority of the corporate partnership programs are directed to highly visible and winning programs with good spectator attendance, there may be sponsorship opportunities available to less visible programs. Some of these sponsorships have been developed through small businesses where alumni or student-athlete parents are employed. Some of these sponsorships are local businesses or vendors who simply want to be involved with the athletics program. Whether it is a major corporate partnership or a modest sponsorship with a local vendor the key is providing a quality experience. If the cornerstone program is successful, the positive experience of the client will be a good stepping-stone for moving the client into other revenue opportunities."
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"text": "Having sufficient dedicated staff is essential to generate revenues. The Athletics Director and the Head Coaches must be the principal relationship builders. The transactional communication with donors, fans, alumni, corporate sponsors, ticket holders and fans should be the responsibility of others dedicated to the work in Sports Marketing and Fundraising. People give"
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Page 39
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"text": "The athletics program belongs within the larger educational institution and has the potential for competing with institutional fundraising priorities. The Athletics Director must work in partnership with institutional advancement and strive to integrate athletics with the overall institutional development and advancement efforts. For integration to be successful regular communication, consultation and joint initiatives with major donors is critical. A partnership with the institutional advancement particularly for smaller and under-sourced athletics programs can be highly effective."
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"text": "The larger and more visible the athletics program is or its greater importance to the institution or community, the more responsive the athletics program must be to providing timely and rich content to satisfy various stakeholders. The creation and production of interesting content is challenging. Immediate results and statistics are expected. Added to this demand is the expectations that the media relations/communications staff (who are generally under-staffed) also support the athletics program's fundraising programs, corporate sponsored event promotions and the recruiting efforts of coaches. Social media has also added to the time demands required of media relations/sports communications personnel. Another factor that may compound the challenge for the media relations/communications staff, especially in smaller athletics programs, is the resources and expertise needed to tell the story and build and promote the brand."
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"text": "Defining and communicating a clear and compelling brand identity that enhances recognition and credibility with stakeholders is important. The brand identity must be consistent, compatible, clear and concise. The branding strategy must be easily communicated to stakeholders. Telling the story, building and promoting the brand is more important than ever before. Before new donors or experienced donors or new corporate sponsors or returning corporate partners can understand and engage in what the athletics program does, they need to hear and connect to the story. The Athletics Director must partner with the experts in institutional marketing and communications to bring the athletics program's vision, mission and core values to life. Integrating the athletics program with the institution's marketing and communications staff is also a great way to maximize the communications dollar and share the inspiring story."
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"text": "This overview of A Model Revenue Acquisition Program has outlined the basic components for generating revenues. As demonstrated in the Athletics Program Review in the NCAA IPP section under Other Revenue Sources (pages 67-68), Kentucky State is well behind its peer institutions and has a tremendous opportunity to increase revenues for its athletic program."
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"text": "It is recommended that after a comprehensive review and discussion of priorities for the Kentucky State athletics program a Revenue Acquisition Plan be put in place from which a strong foundation can be built and grown over time as resources and staffing allow. Implementing the initiatives that are the best fit Kentucky State Athletics and ensuring quality and effective execution are critical to success short and long-term."
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"text": "Based on The PICTOR Group’s thorough Feasibility Study and data analysis, it is apparent that Kentucky State’s athletics program has fallen behind in institutional commitment, staffing, facilities and competitiveness compared to most peer institutions identified in this Study."
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"text": "Providing a holistic student-athlete experience must be a top priority. It is essential that Kentucky State take this opportunity to reinvigorate its athletics program to be a viable asset for the university and point of pride for students, faculty, staff and alumni. A unified vision and commitment from Kentucky State University leadership is essential to support these efforts and align the athletics program with the institution's broader vision and mission."
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"text": "When evaluating their divisional status and conference affiliation, Kentucky State should clearly articulate their expectations of the athletics program and affirm how it contributes to the vision, mission and goals of the university. Membership requirements for the three divisions within the NCAA and for the NAIA are well defined in the organization's constitution and bylaws and available to the public. When evaluating potential divisional and conference membership, consideration should be given to geographic proximity, classification of members institutions, size of student-body, the number of sports sponsored, including football and athletic expenses."
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"text": "Data analysis for recent years indicates that Kentucky State's athletics program is at the lower end of expenses and institutional financial support for their current membership in NCAA Division II. However, within the SIAC, their current conference, they are at the median in most categories expense categories but significantly below the median for revenue generation. When compared to the GLVC, the Division II conference where Kentucky State was previously a member, the University is significantly below the medians for both expenses and revenue. The data indicates that should Kentucky State remain in NCAA Division II, the SIAC appears to be the best option for the athletics program."
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"text": "When compared to NCAA Division III expenses, Kentucky State's budget is approximately $1.5 million more than the median of the HCAC, the conference whose geographic footprint most closely aligns with Kentucky State. The additional expenditure is most likely due to the approximately $1.35 million in athletically-related student aid that Kentucky State offers, and that HCAC institutions are not permitted to offer athletically-related aid as members of Division III. HCAC institutions as a whole sponsor a much larger number of sports including football (median of 21 compared to 12 for KSU) and therefore have significantly more student-athletes."
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"text": "Financially, the data analysis indicates that reclassification to Division III could be an option for Kentucky State, however the institution may be required to increase the number of sports sponsored to align more closely with other Division III athletics programs and increase funding for the additional sports programs. With respect to the HCAC, all ten of their members are private institutions and may not be open to adding Kentucky State as a public institution or Kentucky State may not find the HCAC to be a good fit institutionally."
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"text": "The data analysis included the Mid-South Conference (MSC) a NAIA conference given their geographic proximity to Kentucky State. However, as with the HCAC, all seven member institutions are private institutions, and Kentucky State or the HCAC may feel it is not a good fit. Also, the median number of sports sponsored in the MSC is 24, twice the number offered by Kentucky State. Financially, there is a significant gap between Kentucky State's total athletics expense of $4.79 million and the median of $10.99 million for the MCS."
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"text": "When compared to NCAA Division I, Kentucky State's athletics expenditure is approximately one-third of the median for the Ohio Valley Conference (OVC), a conference in close proximity to Kentucky State and one that sponsors football in the Football Championship Subdivision(FCS). The median number of sports sponsored is 16. Ten of the 11 OVC institutions are public and much larger institutions on the whole than Kentucky State. The requirements for institutions wishing to reclassify to Division I are quite rigorous with respect to academic performance, institutional commitment to compliance and financial support, sports sponsorship, student-athlete services and competitiveness."
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"text": "In conclusion, at this time Kentucky State University's NCAA Division II affiliation and membership in the SIAC appears to be the appropriate place for the athletics program. It is essential that the university take intentional and strategic steps to reinvest in the athletics program to be at the top of the SIAC. Strong and innovative leadership that is committed to a shared vision for the athletics program will make Kentucky State University attractive and viable for future opportunities."
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Page 47
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142 · TEXT
143 · FOOTER
Page 49 JSON
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Table integrity:
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r5c2 (0%): “9/4/2024 11:45 YTD”
r15c2 (0%): “10/8/2024 9:15 YTD”
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Table integrity:
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r1c2 (50%): “8/31/2024 23:59YTD”
r2c2 (50%): “10/31/2024 23:59YTD”
r3c2 (0%): “10/31/2024 23:59YTD”
r4c2 (0%): “8/31/2024 23:59YTD”
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"text": "Following a comprehensive internal review process, I am pleased to announce the launch of our new strategic plan, designed to guide Kentucky State University (KSU) towards a future of growth in innovation and inspiring the next leaders of the Commonwealth. This comprehensive plan, crafted through extensive consultation and collaboration, focuses on four key pillars: Affordable Access, Transformative Engagements, Equitable Student Success, and Sustainable Educational Resources. These pillars are the foundation upon which we will build Kentucky State University's growth and success in the years ahead."
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"text": "Our university will play an active role in advancing conditions across the Commonwealth through strategic partnerships and impactful services. We will collaborate with local governments, non-profit organizations, businesses, and community groups to address critical workforce, economic, and environmental challenges. Through these transformative engagements, we will contribute to the well-being and development of our communities, making a meaningful contribution to the Commonwealth."
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"text": "Our operations and educational mission require sustainable practices. Sustainability is integral to our operations and educational mission. We will develop and maintain our facilities, faculty, staff, and programs that prioritize environmental stewardship, energy efficiency and resource conservation. By investing in sustainable practices and innovative programs, we will ensure the long-term viability and impact of KSU. Our commitment to sustainability will enhance the quality of education we provide and demonstrate our dedication to economic responsibility."
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"text": "As we embark on this strategic journey, I invite each member of our community to actively participate in the implementation of these goals. Your engagement and collaboration are crucial to our success. Together, we will create a vibrant, affordable, and sustainable future for Kentucky State University that above all else commits to ensure our students are placed first."
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"text": "Regent Tammi Dukes, Chair\nRegent Michael Adams, Jr., Vice Chair\nRegent Edward Fields\nRegent Edward Hatchett, Esq.\nRegent Jason Moseley\nRegent Charles Moyer, PhD\nRegent Jonathan Rabinowitz, Esq.\nRegent Robert Ramsey, Sr.\nRegent Herman Walston, EdD\nRegent Aury Rios-Alcantara"
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"text": "Chair Dukes requested that all speakers limit their presentations to 3–5 minutes, with an additional three minutes allotted for questions as necessary."
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"text": "Regent Aury Rios-Alcantara, SGA President, presented this agenda item. An SGA Town Hall Meeting was held December 4, 2024, and Regent Rios-Alcantara summarized student concerns expressed during that meeting. She further reported a lack of clarity regarding the SGA budget. Finally, Regent Rios-Alcantara provided an update regarding upcoming projects and recent SGA activities to facilitate student engagement and communication, and to enhance campus safety and security."
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"text": "Ms. Dunaway began her presentation, titled “Budget Update,” with a report detailing E&G Revenue and Expenses, including comparative prior year data."
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Page 119
15 item(s)
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Page 119 JSON
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"text": "Regent Walston inquired into the success of the work-study program and whether participating students were attracting other students who wish to work in order to pay their tuition bills."
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"text": "Regent Moyer asked as to the tuition and collection fees side and why this year’s collections are lower than those of this time last year."
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"text": "Next, Ms. Dunaway presented an E&G operating expense summary and stated that forecasting for the remainder of FY25 will be presented in January."
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"text": "Chair Dukes inquired into accountability measures in place for employees who repeatedly violate the University’s purchasing and accounting policies and procedures and whether onboard training is being utilized to minimize this type of activity."
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{
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"order": 5,
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"text": "Regent Walston and Chair Dukes posed questions regarding the Sodexo contract and dining service expenditures."
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"order": 6,
"type": "text",
"bbox": {
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"text": "Moving forward, Ms. Dunaway presented Auxiliary Operations Revenues and Expenses/Transfers by Natural Classification, including comparative prior year data and contracted services expenses."
},
{
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"text": "Chair Dukes requested further information regarding the fringe benefit rate relative to the E&G budget and sought clarification regarding specific operating expenses."
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"text": "Ms. Dunaway also reported the current available cash balance and invited President Akakpo to discuss the CPE reserve balances. President Akakpo requested that moving forward, the terms “restricted balance” be used instead of “reserve balance” as the fund is already obligated and “reserve balance” could be misleading."
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"type": "text",
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"text": "Regent Moyer queried how the current available cash balance compared with that of the same time last year and sought clarification regarding grant drawdowns."
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"type": "text",
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"text": "Regent Fields also inquired into drawing down grants and how they are classified in the cash balance report."
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"text": "Regent Walston queried whether the University’s financial reports, such as the Federal report, were being timely submitted."
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{
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"order": 13,
"type": "text",
"bbox": {
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"text": "Next, Ms. Dunaway presented the student accounts receivable report with comparative prior year data."
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{
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"order": 14,
"type": "text",
"bbox": {
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"text": "Regent Fields inquired whether the student accounts receivable report was for this semester only."
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{
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"order": 15,
"type": "text",
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"text": "Chair Dukes asked whether the Registrar's Office or Financial Aid were aware whether a student was able to pay for the semester prior to allowing them to enroll in classes."
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Page 120
14 item(s)
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"text": "Regent Adams queried whether the SGA was involved in efforts to help address the issue of student accounts receivable and consequences for not paying one’s bills to the University."
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"text": "Chair Dukes inquired into the status of financial literacy classes for incoming students."
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{
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"text": "Ms. Dunaway then presented the President's Unit Expenses for July–October 2024 and stated that they would be presented monthly moving forward. Ms. Dunaway then opened the floor for questions."
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{
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"text": "Regent Walston posed a question regarding funding from indirect costs that come into the institution."
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"text": "Ms. Dunaway concluded her presentation with an audit update, noting that CLA hopes to have the audit finished within the first few weeks of January; after that time, they will immediately begin the FY 24 audit."
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"text": "Regent Moyer inquired into the timeliness of the FY 24 audit. President Akakpo responded that the FY 24 audit will not be completed by May 15."
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"text": "Regent Hatchett queried as to the University's standing with SACS and its continued failure to meet their obligations."
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"text": "Chair Dukes asked why the FY 23 audit is taking longer than FY 21 and FY 22, and why it has been so difficult to timely complete this audit. She further inquired into steps being taken to alleviate delays with the FY 24 audit."
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{
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"text": "Regent Moyer sought assurance that the FY 24 audit would be completed in a timelier manner and queried as to the extent that the FY 24 audit depends on the completion of the FY 23 audit."
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{
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"text": "Regent Hatchett asked Ms. Dunaway how many people are on her team and whether she continues to have vacancies. He also inquired as to the extent of YPTC's involvement."
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{
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"text": "Chair Dukes inquired whether the audit was being managed like a project, including timelines, targets, and task assignments. Ms. Dunaway responded affirmatively."
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{
"id": "p120.12",
"order": 12,
"type": "text",
"bbox": {
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"text": "Regent Walston queried whether the individuals on Ms. Dunaway's team people were stabilized."
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{
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"order": 13,
"type": "text",
"bbox": {
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"text": "Regent Fields requested that the Audit Update be included in the Board Book moving forward."
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"order": 14,
"type": "text",
"bbox": {
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"text": "Regent Hatchett echoed Regent Field’s request and asked to receive reports (including financial reports and Board meeting minutes) well in advance of Board meetings. Regent Walston concurred and requested that Board Books be received well in advance of meetings too."
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Page 121
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"text": "C. Strategic Plan",
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"text": "President Koffi Akakpo and Dr. Wendy Dixie, VP for Information Technology and Special Assistant to the President, presented this agenda item."
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{
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"text": "Dr. Dixie began the presentation “Strategic Plan—Vision 2028,” and explained strategic priorities including affordable access, transformative engagements, equitable student success, and sustainable education resources, noting objectives and key performance indicators for each."
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{
"id": "p121.4",
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"type": "text",
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"text": "Regent Hatchett requested that a definition of terms be included in the strategic plan."
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{
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"order": 5,
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"text": "Chair Dukes thanked Dr. Dixie and President Akakpo for the presentation."
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"text": "D. Update on Paul G. Blazer Library Renovation",
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"text": "VP Dixie and Dr. Michael Dailey, Provost, presented the library update."
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"text": "Regent Rios-Alcantara asked when the library would be completed. Ms. Jennifer Linton, Director of Capital Planning & Facilities Management, responded."
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{
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"order": 9,
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"text": "VI. Action Item",
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"text": "A. Approval to Use USDA Facility Grant Funds to Renovate Betty White Building",
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{
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"order": 11,
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"text": "This agenda item was presented by Ms. Jennifer Linton, Director of Capital Planning & Facilities Management."
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"text": "Regent Walston asked whether non-land grant classes would be permitted to be taught in the Betty White Building if land grant funds were used for renovation."
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{
"id": "p121.13",
"order": 13,
"type": "text",
"bbox": {
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"text": "Regent Rios-Alcantara inquired into the temporary relocation of classes normally held in the building until the renovation is completed."
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{
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"order": 14,
"type": "heading",
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"text": "MOTION by Regent Moyer:",
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{
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"bbox": {
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"t": 257.812,
"r": 540.036,
"b": 218.687
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"text": "",
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"text": "Move the Board to approve the use of USDA facility grant funds to renovate the Betty White Building."
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"text": "Seconded by Regent Walston and passed without dissent."
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"text": "B. Approval to Purchase Furniture for the School of Business",
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"order": 19,
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"text": "This agenda item was presented by Ms. Fran Pinkston, Purchasing Director."
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"text": "Move the Board to approve the purchase of furniture for the School of Business."
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"text": "Seconded by Regent Rios-Alcantara and passed without dissent."
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"text": "These agenda items were presented by Chair Dukes."
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Page 122
18 item(s)
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"text": "Before beginning the Board items, Regent Moseley requested to provide an update regarding the Athletics committee, which was granted. Regent Moseley stated that the new gym floor is complete, and the University is currently in the process of getting new basketball goals. Discussions are underway with the Frankfort Country Club regarding a partnership that would benefit the University in several aspects."
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"text": "A. Approval to Combine Finance & Audit Committee and Investment & Advancement Committee",
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"text": "Chair Dukes explained the rationale behind, and the benefits of, combining these two committees, and then discussed the new committee's name (Finance & Advancement Committee) and charge."
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"text": "Regent Ramsey queried whether the Chairs of the former committees would now co-chair the new committee. Chair Dukes responded affirmatively."
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"text": "Regent Walston inquired into the current makeup of the Finance & Audit Committee and Investment & Advancement committees."
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"text": "MOTION by Regent Fields",
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"text": "Move the Board to approve the combining of the Finance & Audit Committee and Investment & Advancement Committee."
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"text": "Seconded by Regent Rios-Alcantara and passed without dissent."
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"text": "Prior to setting the schedule, Chair Dukes announced the committee member compositions for the calendar year 2025 as:"
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"text": "Academic Affairs Committee: Regent Walston (Chair), Regent Moyer (Co-Chair), Regent Hatchett, Regent Fields, Regent Rios-Alcantara"
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"text": "Athletics Committee: Regent Moseley (Chair), Regent Ramsey (Co-Chair), Regent Walston, Regent Fields, Regent Rios-Alcantara, Regent Rabinowitz"
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{
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"text": "Finance & Advancement Committee: Regent Hatchett (Chair), Regent Moyer (Co-Chair), Regent Adams, Regent Rabinowitz, Regent Ramsey, Regent Dukes"
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"text": "Student Affairs Committee: Regent Fields (Chair), Regent Moseley (Co-Chair), Regent Ramsey, Regent Walston, Regent Rios-Alcantara, Regent Dukes"
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"text": "Executive Committee: Regent Dukes (Chair), Regent Adams (Co-Chair), Regent Walston, Regent Fields, Regent Moseley, Regent Hatchett, Regent Moyer"
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"text": "Next, the Board discussed Committee and Board meeting dates and set the following schedule:"
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"text": "2025 Board meeting dates: January 31, June 27, August 8, October 10, December 5"
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"text": "2025 Committee meeting dates: January 30, June 26, August 7, October 9, December 4"
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Page 123
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"text": "Chair Dukes stated that no reports have been received since the last update in August, so there is nothing new to report."
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"text": "Chair Dukes suggested that Regent Hatchett and Board Secretary and General Counsel Zachary Atwell be granted access to monitoring the hotline. Further, she suggested that summaries of the ethics hotline reports be provided at each Finance & Advancement Committee meeting."
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"text": "Move the Board to approve the changes to the hotline system. Seconded by Regent Walston and passed without dissent."
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"text": "D. Ratification of President Akakpo's One-Time Payment",
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"text": "Move the Board to ratify the one-time payment to President Akakpo."
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"text": "Next, the Board moved to closed session to discuss pending and possible litigation, pursuant to KRS 61.810 (1)(c)."
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"text": "As she closed the meeting, Chair Dukes formally welcomed Regent Rabinowitz. Next, she read a resolution of appreciation for former Regent Dr. Ernie Fletcher, then called for a motion to for the Board to approve the Resolution:"
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Page 124
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"text": "The Board of Regents’ Bylaws, referred to as The Gold Book, have been amended several times since December 2023. While each change has been approved by the Board through a majority vote, the Board has not approved the updated Bylaws as a whole. Therefore, to enable more accurate recordkeeping, the University requests that the Board approve the updated Bylaws."
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"text": "The University is also requesting the Board to increase the President’s expenditure authority. Currently, the President is authorized to expend up to $250,000 without the Board’s prior approval. To streamline operations and to reduce the need for special Board meetings, the University is respectfully requesting that the President’s expenditure authority be raised to $1,000,000 per transaction or engagement. This authority is in line with that of other university presidents. Moreover, the President will still have a duty to report expenditures greater than $100,000 on a quarterly basis."
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"text": "Section 3.1: The Chair of the Board speaks on behalf of the Board. No other Board member has this prerogative and responsibility unless designated by the Chair."
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"text": "Section 3.2: The Chair presents the Board’s positions, interest, policies, plans, and decisions to the public, the media, and public officials."
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"text": "Section 3.3: The Board’s authority and influence stem from its official standing as a full Board with all of its assigned duties and responsibilities. No individual member, other than the Chair, has the authority to speak for the Board, notwithstanding the provisions set forth in Section 3.1. No individual member has the authority to take actions or make commitments on behalf of the Board. Only the collective Board has such authority."
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"text": "Section 3.4: All substantive issues, proposals, resolutions, plans, information, data, and inquiries come to, and from,"
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"text": "the Board through the President of the University."
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"text": "Section 3.5: Board members confronted with a University problem or concern shall report the matter to the President and the Chair. In the event the problem or concern relates to the Chair, the matter shall be reported to the Vice Chair of the Board. The Chair or Vice Chair will direct whatever action is deemed necessary in consultation with the President, if necessary, or the University’s internal or external legal counsel. The Chair of the appropriate Board Committee will also be involved in the process. Under no circumstances shall a Board member individually address any such situation."
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"text": "Section 3.6: Board members shall not attempt to persuade, direct, coerce, threaten, or influence a University employee's position or practice."
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"text": "Section 3.7: Whenever feasible, and as scheduling permits, Board members should make every effort to attend special events and activities that promote the University."
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"text": "Section 3.8: At its annual retreat, the Board shall develop goals and objectives for the upcoming year and evaluate its performance from the previous year. Subject to full Board approval, the Executive Committee of the Board shall be responsible for determining the procedure by which such evaluations are to be conducted."
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"text": "ARTICLE IV",
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"text": "Membership and Appointment",
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"text": "Section 4.1: As provided by state law, the Board of Regents of Kentucky State University shall consist of eleven"
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"text": "members:",
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"text": "Eight (8) members appointed by the Governor of Kentucky;",
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"text": "One (1) faculty member elected by members of the faculty with academic ranks of instructor or above;",
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"text": "One (1) nonteaching personnel (staff) member elected by members of the staff; and",
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"text": "Section 4.2: The gubernatorial appointments may include one (1) graduate of the University who resides outside the Commonwealth. Not more than two (2) appointed members shall be residents of one (1) Kentucky county. The appointments shall reflect the proportional representation of the two (2) leading political parties of the Commonwealth based on the state’s voter registration and the political affiliation of each appointee as of December 31 of the year preceding the date of his or her appointment. Membership on the Board shall not be incompatible with any state office. A change in residency after the date of appointment shall not affect a member’s ability to serve, nor shall it prevent a member’s eligibility for reappointment."
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"text": "Section 4.3: Appointments to fill vacancies shall be made in the same manner and within the same timeframe as for regular appointments. The appointed member shall hold the position for only the unexpired portion of the term."
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"text": "Section 4.4: The faculty member shall be a teaching or research member of the rank of assistant professor or above, but departmental chairs, deans, directors, vice provosts, and the provost are ineligible to serve as the faculty member. The faculty member shall be elected by secret ballot by all faculty members of the rank of instructor or above."
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"text": "Section 4.5: The nonteaching personnel member, or staff member, may be any full-time member of the University's staff, excluding the President, vice presidents, academic deans, and the chairs of academic departments. The nonteaching personnel member shall represent all nonteaching University employees and shall be elected by secret ballot by all nonteaching employees."
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"text": "Section 4.6: The student member shall be a full-time student and the president of the University’s student body during the applicable academic year. The student member may be an out-of-state resident, if applicable."
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"text": "Section 4.7: As a condition of their service, all persons serving on the Board shall be required to attend and complete an orientation program as prescribed by the Council on Postsecondary Education under KRS 164.020."
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"text": "ARTICLE V",
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"text": "Term of Office of Board of Regents Members"
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"text": "Section 5.1: Each member of the Board shall serve for the term for which he or she is appointed and elected and until his or her successor is selected and qualified."
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"text": "Section 5.2: The terms of the Governor-appointed members of the"
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"text": "Board shall be six (6) years and until their successors are appointed and qualified."
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"text": "Section 5.3: The faculty member shall serve for a term of three (3) years and until his or her successor is elected and qualified. The faculty member shall be eligible for re-election, but he or she shall not be eligible to continue to serve as a member of the Board if he or she ceases being a member of the University’s faculty. Elections to fill vacancies shall be for the unexpired term in the same manner as provided for the original election."
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"text": "Section 5.4: The nonteaching personnel member, or staff member, shall serve for a term of three (3) years and until his or her successor is elected and qualified. The nonteaching personnel member shall be eligible for re-election, but he or she shall not be eligible to continue to serve as a member of the Board if he or she ceases being an employee of the University. Elections to fill vacancies shall be for the unexpired term in the same manner as provided for the original election."
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"text": "Section 5.5: The student member shall serve for a term of one (1) year beginning on the first meeting of the applicable fiscal year. If the student member does not maintain his or her position as student body president or his or her status as a full-time student at any time during that academic year, a special election shall be held to select a full-time student member."
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"text": "Section 5.6: Removal of Board Members",
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"text": "(a) Any Governor-appointed Board member may be removed by the Governor for cause, as"
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"text": "prescribed in KRS 63.080(2), or to meet the proportional representation requirement, as prescribed in KRS 63.080(3)."
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"text": "All appointed members of the Board may be removed for cause, as prescribed in KRS 63.080(4), if the Board is no longer functioning according to its statutory mandates as specified in the enabling statutes applicable to the Board, or if the Board’s conduct as a whole constitutes malfeasance, misfeasance, incompetence, or gross neglect of duty, such that the conduct cannot be attributed to any single member or members.",
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"text": "The inability of the Board to hold quarterly meetings; to elect a Chair annually; to establish a quorum; to adopt an annual budget; to set tuition rates; to conduct an annual evaluation of the President of the University; to carry out its primary function to periodically evaluate the University's progress in implementing its mission, goals, and objectives to conform to the strategic agenda; or to otherwise perform its duties under KRS 164.350 shall be cause for the Governor to remove all appointed members of the Board and replace the entire appointed membership pursuant to KRS 63.080(4).",
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"text": "Meetings of the Board of Regents",
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"text": "Section 6.1: The Board of Regents shall hold a meeting within thirty (30) days after the appointment of each new member."
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"text": "Section 6.2: The Board of Regents shall meet at least quarterly in regular session at the University, or at such other times and places as agreed upon according to a calendar adopted annually by the Board. The annual meeting calendar shall include the dates for the Board’s annual retreat once those dates have been approved."
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"text": "Section 6.3: The Chair of the Board shall call special meetings of the Board at the request of the President of the University or two (2) members of the Board. At such special meetings, the Board may transact any and all business that it may transact at a regular meeting except that the business to be transacted at a special meeting shall be specified in the notice of the meeting in accordance with Kentucky's Open Meetings Act."
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"text": "Section 6.4: The Chair of the Board may call an emergency meeting pursuant to this provision of the Bylaws. For the purposes herein, “emergency” is defined as a situation which creates or has the potential to create a threat to the health, wellbeing, or safety of the University or the University community. Under emergency circumstances, the Chair shall make a reasonable effort to notify all members of the Board, media organizations that have filed a written request for notification, and the public of the emergency meeting as soon as practicable. At the beginning of an emergency meeting, the Chair shall briefly describe for the record the emergency circumstances preventing the Board’s compliance with the notice provisions of the Open Meetings Act. These comments shall appear in the official minutes of the meeting. Discussions and actions at the emergency meeting shall be limited to the emergency for which"
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"text": "the meeting was called."
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"text": "Section 6.5: Board members are expected to attend all Board meetings and commencement ceremonies, and to participate in Board development activities. If a Board member is unable to physically attend a Board meeting, he or she may participate via any appropriate technology that allows the Board member to substantively participate in a manner consistent with the Open Meetings Act or other applicable laws."
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"text": "Section 6.6: Members of the University community and members of the public are welcome to attend open meetings of the Board, but they may not address the Board or otherwise participate in meetings except if pursuant to a previously approved request for appearance to be heard in accordance with this provision. Persons desiring to be heard by the Board shall first submit a written request to the President of the University, detailing the subject matter and reason for requesting an audience with the Board. The President shall then inform the Board’s Chair of the request. The Chair may then determine whether or not to permit the person to speak before the Board, but the Board shall be notified of all requests that are denied. The Board may also grant requests through a majority vote."
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"text": "Section 6.7: The President of the University shall attend all meetings of the Board."
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"text": "Section 6.8: A majority of the members of the Board shall constitute a quorum for the transaction of Board business."
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"text": "Section 6.9: Meeting agendas of the Board shall be determined"
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Page 139
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"text": "jointly by the President and the Board’s Chair, with essential materials provided to Board members at least seven (7) days in advance for regular meetings, and as soon as practicable for special meetings."
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"text": "Section 6.10: Upon the concurrence of the Board’s Chair and the President, agenda items may be designated as consent agenda items in the agenda of a regular Board meeting. Consent agenda items shall be recommended for approval by a single vote by the Board without discussion of any individual items. Individual Board members shall have the right to remove any item from the consent agenda and place it on the agenda for separate consideration by the Board."
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"text": "Section 6.11: All meetings shall be conducted in accordance with the principles of procedure prescribed in Robert's Rules of Order, as most recently amended."
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"text": "Officers of the Board of Regents",
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"text": "Section 7.1: The Board of Regents shall annually elect its Chair and Vice Chair during the first meeting of each fiscal year."
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"text": "Section 7.2: The Board shall elect a Secretary, and the term of the Secretary shall be at the pleasure of the Board."
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"text": "Section 7.3: The Board shall appoint a Treasurer, and the term of the Treasurer shall be at the pleasure of the Board. The Treasurer shall not be a member of the Board."
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"text": "Section 7.4: The Board shall appoint any other officers as it deems necessary."
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Page 140
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"text": "Duties of the Officers of the Board of Regents"
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"text": "Section 8.1: The Chair shall preside at the meetings of the Board and shall be responsible for the management and orderly conduct of the business of the Board. The Chair shall issue calls to convene the Board in regular and special meetings. He or she shall determine the date, time, and place of Board meetings."
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"text": "Section 8.2: During the absence of the Chair, the Vice Chair shall perform the duties of the Chair."
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"text": "Section 8.3: The Secretary shall keep and prepare all records, books, and papers belonging to the Board. In advance of a meeting, the Secretary shall prepare and submit to Board members an agenda of the business for discussion and decision by the Board. The Secretary shall record and keep on file accurate minutes and other documents of all Board deliberations and decisions. The Secretary shall submit the minutes of each Board meeting to members of the Board not more than thirty (30) days following approval of the minutes, and he or she shall ensure that the Board Chairperson signs all Board-approved minutes. The Secretary shall transmit all officially signed minutes to the University Archives. He or she shall also prepare, under the direction of the Board, all reports and estimates and execute all matters belonging to his or her office. The Secretary’s compensation shall be fixed by the Board, if appropriate."
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"text": "Section 8.4: The Treasurer shall be responsible for the management of the financial affairs of the Board and"
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Page 141
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"text": "the University in accordance with accepted budgetary procedures and state law. He or she shall receive and disburse money under the control of the Board and perform all acts that pertain to his or her office under the direction of the Board. He or she shall also present at each regular meeting a statement of the financial statement of the University."
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"text": "Committees of the Board of Regents",
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"text": "Section 9.1: The standing committees of the Board of Regents shall be the Executive Committee, the Academic Affairs Committee, the Finance & Advancement Committee, the Athletics Committee, and the Student Affairs Committee. Members and Chairs of the standing committees shall be selected and appointed by the Chair of the Board. Other standing committees of the Board shall be determined by the Board, with members to be appointed by the Chair of the Board. Ad hoc committees may be created by the Chair of the Board, who shall also determine their memberships."
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"text": "Section 9.2: Committees shall possess no delegated authority of the Board of Regents unless approved by a majority vote of the Board or as allowed under these Bylaws. Unless taken with delegated authority, all actions of each committee shall be considered recommendations to the Board and shall be subject to approval by the full Board."
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"text": "Section 9.3: All Committee members shall serve for a term of one (1) year or until their successors have been duly selected and appointed by the Board’s Chair. In the event of a vacancy on a committee, the successor"
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Page 142
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"text": "member shall be selected by the Board’s Chair and shall hold office for the remainder of the term of the member vacating the office."
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"text": "Section 9.4: The Executive Committee shall be composed of the Chair and Vice Chair of the Board of Regents, the Chairs of the standing committees, and the previous Board Chair. The Chair of the Board of Regents shall serve as the Chair of the Executive Committee. The Executive Committee shall provide guidance to the President on matters that arise in the interim between regular meetings. The Executive Committee shall have the same powers as the Board of Regents during the interim between meetings of the Board, except that it may not elect or dismiss the President of the University, create a new position at the University, abolish an existing position, or approve and adopt the University’s annual budget."
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"text": "Serve as the President’s Evaluation and Compensation Committee and shall present recommendations concerning the President’s compensation to the Board for a full vote;",
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"text": "Involve the entire Board in the President’s evaluation process and shall use approved procedures for the evaluation of the President;",
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"text": "Review, evaluate, and provide guidance on all matters related to the University’s policies and procedures to enhance the quality, efficiency,",
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Page 143
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"text": "and effectiveness of the Board of Regents and the University."
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"text": "Prior to each Board meeting, the Executive Committee shall submit to the Board for ratification a complete record of all actions taken by the Executive Committee."
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"text": "The President shall attend all meetings of the Executive Committee and shall serve as its administrative agent. The Secretary of the Board of Regents shall attend all meetings of the Executive Committee and shall serve as its Secretary."
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"text": "Section 9.5: The Academic Affairs Committee shall be responsible for evaluating all recommendations affecting the academic and intellectual affairs of the University."
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"text": "Section 9.6: The Finance & Advancement Committee shall review, evaluate, and provide guidance on financial and administrative issues, including the biennial budget requests submitted to governmental agencies, the annual operating budget of the University for each fiscal year, and all other financial, administrative, and budgetary matters. The Committee shall also monitor the effectiveness of management’s system of internal controls to prevent and detect fraud; ensure open communications among management, internal auditors, external auditors, and the Board; recommend to the Board the"
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"text": "University’s external auditor; discuss the annual audit report and other external audit issues with auditors and appropriate staff members; present the annual financial audit to the full Board; and review the annual internal audit plan. Moreover, the Committee is charged with overseeing the University’s Enterprise Risk Management System."
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"text": "In addition to the above duties, the Finance & Advancement Committee shall also review, evaluate, and provide guidance on all matters related to investing, fundraising, development, which shall include leading the Board’s fundraising efforts on behalf of the University."
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"text": "Section 9.7: The Athletics Committee shall review all matters concerning the athletic department's annual budget and major expenditures, athletics fundraising, and construction or projects affecting the athletics department. The Committee shall also evaluate athletic facilities and make recommendations to the Board concerning their improvements. The Committee is also charged with oversight of the Athletics Advisory Council."
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"text": "The President shall appoint a member of the University’s administration to serve as the administrative agent to the Committee."
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"text": "Section 9.8: The Student Affairs Committee shall review, evaluate, and provide guidance on matters related to student engagement and campus life."
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"text": "To be the chief administrative and educational officer of the University and to perform such other powers as may be prescribed by the Board of Regents;",
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"text": "To make and provide interpretation and implementation of Board policy, through the promulgation of administration regulations, for all aspects of the academic and other functions of the University, coordinating with whichever individuals, groups, or organizations that may be required;",
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"text": "To recommend major policies and other major actions to the Board of Regents for its final action and to be the official medium of communication between the Board of Regents and the various segments of the University and their official bodies;",
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"text": "To make final decisions concerning areas and duties for which he or she has received",
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"text": "delegated responsibility from the Board of Regents; such actions are ordinarily taken after consultation with various concerned individuals, groups, or organizations;"
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"text": "To enforce the policies, administrative regulations, and guidelines of the University;",
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"text": "To recommend to the Board the employment of administrative faculty and vice-presidential level staff members;",
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"text": "To employee all other non-administrative faculty and staff employees of the University, whose compensation shall fall within the approved University Classification and Compensation System;",
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"text": "To recommend to the Board changes in the administrative structure and organization of the University, which shall enhance and align with the University’s mission;",
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"text": "To recommend to the Board faculty tenure and administrative promotion decisions;",
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"text": "To prepare annual budgets after consultation with, and input from, the Board and others as appropriate, and to recommend to the Board all other budgets and any modifications of these budgets as needed;",
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"text": "To provide leadership in the development of academic instruction, research, and service programs by making initiatives to the Faculty Senate and to the faculties and planning committees of academic units concerning changes in curriculum or academic policies which are the responsibility of the faculty;",
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"text": "To serve as an ex-officio member of all faculties and all faculty committees, to call and preside over the meeting of University faculty and such advisory groups as he or she chooses to appoint, and to call, at his or her direction, meetings of the faculties of the several colleges and schools of the University;",
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"text": "To be responsible for all University functions relating to student affairs and the life of students at the University, as well as intramural and extramural or intercollegiate athletics;",
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"text": "To be responsible for all aspects of the relations of the University with the community and for providing information about the activities of the University;",
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"text": "To maintain continuing relations with governmental agencies at the city, county, state, and federal levels as required by the mission of the University;",
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"text": "To be responsible for raising funds from the federal government, state and local public sources, corporations, private individuals, foundations, and other sources;",
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"text": "To supervise programs for constant maintenance and improvement of their quality, for their effective service to students, for their adequacy of research, and for their accountability to the people of the Commonwealth, to students, and to grantors or donors;",
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"text": "To be responsible for the University’s role in construction and renovation, the maintenance of buildings and grounds, the acquisition of essential new facilities, equipment, and library materials, and the allocations and utilization of space;",
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"text": "To prepare and submit to the Board a quarterly report of all expenditures, disbursements, and contracts exceeding $100,000 and an annual report that details all money received, how said money was spent, and the general condition of the University; and",
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"text": "To delegate as appropriate the responsibility for carrying out any of the above functions.",
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"text": "Indemnification, Legal Defense of Board Members, Conflicts of Interest, and Confidential Information"
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"text": "Section 11.1: It is the purpose of this article to provide that any member of the Board of Regents be afforded a legal"
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"text": "defense and indemnification for any acts or actions taken in good faith and within the scope of his or her official duties while conducting official business of the University."
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"text": "Section 11.2: A conflict of interest occurs when any Board member has existing or potential interests that compete or could compete with the interest of the University or any directly affiliated organization, or which impair or might reasonably impair a Board member's independent, unbiased judgment in the discharge of his or her Board-related responsibilities. Board members shall avoid entering into or maintaining any business or financial interests, transactions, acquisitions, or sales of property which are or may be in conflict with the interests of the University. Board members shall avoid any personal interest, direct or indirect, in any contract for the purchase of land, buildings, supplies, or services for the University. Board members shall not accept gifts or benefits from any person holding contracts for supplies or services to the University."
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"text": "Section 11.3: Board members shall refrain from using, discussing, or disseminating confidential information obtained in his or her capacity as a Board member, or through Board discussions during closed sessions of meetings, in any manner and for any reason, including but not limited to, using such information with the intent to obtain financial gain for themselves or any other person or business for which they are associated."
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"text": "Section 11.4: Whenever any conflict of interest appears to exist after taking the oath of office, a Board member shall immediately fully disclose that conflict to the"
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"text": "Executive Committee and to the President of the University. In no event shall such disclosure be delayed longer than seventy-two (72) hours prior to consideration of the matter by the Board."
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"text": "Amendments",
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"text": "Section 12.1: These Bylaws may be amended by the affirmative vote of a majority of the Board of Regents, provided that notice in writing of any proposed amendment is given to members at least seven (7) days prior to the meeting at which the amendment is to be discussed. The seven-day notice provision may be waived upon a majority vote by the Board."
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"text": "HISTORY: Adopted March 3, 1983; Revised May 9, 1992; Revised November 16, 1992; Revised January 26, 1996; Revised January 24, 1997; Revised October 30, 1998; Revised February 5, 1999; Major Revision on October 24, 2003; Revised November 5, 2004; Major Revision on January 23, 2015; Revised December 5, 2019; Revised November 28, 2023; Revised January 31, 2025."
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