FGCU Board of Trustees - April 9, 2019 · 2019. 4. 9. · 1 AGENDA FLORIDA GULF COAST UNIVERSITY BOARD OF TRUSTEES Tuesday, April 9 , 2019 8:30 a.m. to (estimated) 12:15 p.m. COHEN

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AGENDA

FLORIDA GULF COAST UNIVERSITY BOARD OF TRUSTEES

Tuesday, April 9, 2019 8:30 a.m. to (estimated) 12:15 p.m.

COHEN CENTER BALLROOM, ROOM #203 FLORIDA GULF COAST UNIVERSITY

Indicated times within the agenda are approximate and are subject to change. Agenda items may be taken out of order at the call of the Chair and with the concurrence of the Board. 8:30 a.m. Call to Order, Roll Call, and Welcome to New Trustee

Joshua Ballin – Chair Blake Gable 8:35 a.m. Call for Executive Sessions – Vice President and General

Counsel Vee Leonard 8:40 a.m. Executive Sessions on Matters of Litigation

9:30 a.m. Reconvene Regular Meeting at 9:30 a.m. or immediately

upon Conclusion of Executive Session – Chair Blake Gable

9:35 a.m. Consent Agenda (Includes Public Comment) – Chair

Blake Gable

Minutes of February 19, 2019 Conference Call Meeting (TAB #1)

Resolution of Appreciation for Outgoing Trustee Jalisa White (TAB #2)

9:40 a.m. Presentation of Resolution of Appreciation for Outgoing

Trustee Jalisa White – Chair Blake Gable and President Mike Martin

FGCU Board of Trustees - April 9, 2019

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9:45 a.m. Student Success – Enrollment Management Initiative ("One-Stop Shop" Concept for Improving Student Enrollment and Financial Services) – Vice President for Student Success and Enrollment Management Mitchell Cordova (TAB #3)

10:05 a.m. WGCU Public Media – Interim Vice President for University

Advancement, and Interim Executive Director of FGCU Foundation Bill Rice, and WGCU Public Media General Manager Rick Johnson (TAB #4)

10:25 a.m. Standing Report from United Faculty of Florida

(UFF)/FGCU Chapter – President Win Everham 10:30 a.m. Standing Report from FGCU Foundation Board of

Directors – Interim Vice President for University Advancement, and Interim Executive Director of FGCU Foundation Bill Rice for FGCU Board of Trustees Liaison to FGCU Foundation Leo Montgomery

10:35 a.m. Standing Report from FGCU Financing Corporation

Board of Directors – FGCU Board of Trustees Liaison to FGCU Financing Corporation Richard Eide, Jr.

10:40 a.m. Chair’s Report – Chair Blake Gable 10:50 a.m. President’s Report – President Mike Martin 11 a.m. Academic/Student/Faculty Affairs Committee (Includes

Public Comment) – Committee Chair Christian Spilker

Action:

FGCU 2019 Accountability Plan for Board of Governors – Provost and Vice President for Academic Affairs James Llorens, and Vice President for Student Success and Enrollment Management Mitchell Cordova (TAB #5)

New Degree Program: Bachelor of Science in Analytics and Informatics – Provost and Vice President for Academic Affairs James Llorens (TAB #6)


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New Degree Program: Bachelor of Arts in Digital Media Design – Provost and Vice President for Academic Affairs James Llorens (TAB #7)

11:25 a.m. Finance, Facilities and Administration Committee

(Includes Public Comment) – Committee Chair Ken Smith

Information:

President’s Performance Evaluation for 2018-2019 – Chair Blake Gable (TAB #8)

Finance/Budget Update – Vice President for Administrative Services and Finance, and Executive Director of FGCU Financing Corporation Steve Magiera (TAB #9)

Action:

Regulation FGCU-PR5.006 Employee Criminal and Background Checks – Vice President for Administrative Services and Finance, and Executive Director of FGCU Financing Corporation Steve Magiera (TAB #10)

11:40 a.m. Audit and Compliance Committee (Includes Public

Comment) – Committee Chair Joseph G. Fogg III

Action:

Annual Compliance Report 2018 – Director of Equity, Ethics and Compliance, and Title IX Coordinator Precious Gunter (TAB #11)

Process for Agreed-On Procedures for Performance Based Data Integrity Audit – Director of Internal Audit William Foster (TAB #12)

WGCU Public Media Audit Report for the Years ended June 30, 2018 and June 30, 2017 – Director of Internal Audit William Foster (TAB #13)

FGCU Athletics National Collegiate Athletic Association (NCAA) Report for the Year ended June 30, 2018 – Director of Internal Audit William Foster (TAB #14)

12:05 p.m. Old Business – Chair Blake Gable 12:10 p.m. New Business – Chair Blake Gable


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12:15 p.m. Closing Remarks, and Adjournment –Chair Blake Gable

12:20 p.m. Lunch for Trustees (Optional)

(END)


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AGENDA INDEX

FGCU Board of Trustees

April 9, 2019

Tab # Item Action/Information

1Minutes of February 19, 2019 Conference Call Meeting

Board Action (Consent Agenda)

2 Resolution of Appreciation for Outgoing Trustee Jalisa White Board Action (Consent Agenda)

3Student Success – Enrollment Management Initiative ("One-Stop Shop"

Concept for Improving Student Enrollment and Financial Services) Information Only

4 WGCU Public Media Information Only

5 FGCU 2019 Accountability Plan for Board of Governors Board Action

6 New Degree Program: Bachelor of Science in Analytics and Informatics Board Action

7 New Degree Program: Bachelor of Arts in Digital Media Design Board Action

8

President’s Performance Evaluation for 2018-2019

Information Only

9Finance/Budget Update

Information Only

10 Regulation FGCU-PR5.006 Employee Criminal and Background Checks Board Action

11 Annual Compliance Report 2018 Board Action

12Process for Agreed-On Procedures for Performance Based Data Integrity Audit

Board Action

13WGCU Public Media Audit Report for the Years ended June 30, 2018 and June

30, 2017 Board Action

14FGCU Athletics National Collegiate Athletic Association (NCAA) Report for the

Year ended June 30, 2018 Board Action


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ITEM: __1__

Florida Gulf Coast University Board of Trustees April 9, 2019

SUBJECT: Minutes of February 19, 2019 Conference Call Meeting

PROPOSED BOARD ACTION

Approve minutes

BACKGROUND INFORMATION The Florida Gulf Coast University Board of Trustees met on February 19, 2019. Minutes of the meeting were kept as statutorily required. The Audit and Compliance Committee of the FGCU Board of Trustees will meet on April 2, 2019 and will act to approve the portion of the February 19, 2019 minutes reflecting the Committee meeting.

Supporting Documentation Included: Minutes of February 19, 2019 Prepared by: Transcription Experts and Assistant Director of Board Operations Tiffany Jackson Legal Review: N/A Submitted by: Vice President and Chief of Staff Susan Evans


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FLORIDA GULF COAST UNIVERSITY BOARD OF TRUSTEES 1

AND AUDIT AND COMPLIANCE COMMITTEE 2

CONFERENCE CALL MEETING 3

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Tuesday, February 19, 2019 5

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EDWARDS HALL, ROOM #309 7

Florida Gulf Coast University 8

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_____________________________________________________________________ 10

Meeting Minutes 11

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Members: 14 Present: Trustee Blake Gable (by phone) – Chair; Trustee Robbie Roepstorff (by 15

phone) – Vice Chair; Trustee Ashley Coone (by phone); Trustee Darleen Cors (by 16

phone); Trustee Richard Eide, Jr. (by phone); Trustee Joseph Fogg III (by phone); 17

Trustee Mike McDonald (in person); Trustee Leo Montgomery (by phone); Trustee 18

Kenneth Smith (by phone); Trustee Stephen Smith (by phone); Trustee Christian Spilker 19

(by phone); and Trustee Jalisa White (in person). 20

21 Not Present: Trustee Kevin Price. 22

23

Others: 24 Staff: President Mike Martin; Provost and Vice President for Academic Affairs James 25

Llorens; Vice President for Administrative Services and Finance, and Executive Director 26

of FGCU Financing Corporation Steve Magiera; Vice President for University 27

Advancement, and Executive Director of FGCU Foundation Chris Simoneau; Vice 28

President and Chief of Staff Susan Evans; Vice President and General Counsel Vee 29

Leonard; Vice President for Student Success & Enrollment Management Mitchell 30

Cordova; Director of Internal Audit Bill Foster; Director of Equity, Ethics and 31

Compliance, and Title IX Coordinator Precious Gunter; Director of Operations Tiffany 32

Reynolds; Assistant Director of Board Operations Tiffany Jackson; Project Manager 33

Melissa Pind; and Executive Assistant to the Vice President and Chief of Staff Bruna 34

Ugolotti. 35

36

Item 1: Call to Order, Roll Call, and Opening Remarks 37

Chair Blake Gable called the meeting to order at 10:02 a.m. and stated that the meeting 38

had been duly noticed and was originating from Room 309 in Edwards Hall on the 39

campus of Florida Gulf Coast University. He asked Vice President and Chief of Staff 40

Susan Evans to call the roll. Roll call was taken with 12 of 13 members present, thus 41

meeting quorum requirements. 42

43 44

45


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Item 2: Update on Student Success and Enrollment Management Initiative 46

Chair Gable called on President Mike Martin to give a brief update on the Student 47

Success and Enrollment Management Initiative, and noted that a more extensive report 48

would be presented at the Board’s next in-person meeting. President Martin reported 49

he was working diligently to implement the plan approved by the FGCU Board of 50

Trustees (BOT) and he felt progress was being made, including with the cost of 51

attendance side. He noted scholarships and financial aid had been expanded 52

significantly. He reported there was an In-State Merit Scholarship and he anticipated 53

that 30 percent of the students offered the In-State Merit Scholarship would enroll at 54

FGCU. He stated he expected 20 percent of students offered the Out-of-State Merit 55

Scholarship would enroll at FGCU. He reported the Eagle Collegiate High School 56

Scholarships were released, and he expected approximately 175 of the recipients to 57

enroll next fall. He noted he thought there would be a noticeable increase in the four-58

year graduation rate of approximately 6 percent which was record breaking for FGCU. 59

He explained this was an indication FGCU was well on its way to meeting the goals. He 60

said that as Chair Gable indicated, a more detailed report and data regarding the 61

Student Success and Enrollment Management Initiative would be presented at the April 62

9 BOT meeting. 63

64

Chair Gable stated that this was great and he hoped the numbers would be met. 65

66

Trustee Robbie Roepstorff stated she looked forward to the April 9 FGCU BOT meeting 67

and she requested that hard data be presented to explain the cause of the increase in 68

the four-year graduation rate over the course of one year. She stated she was pleased 69

with President Martin’s report and hoped to see the data which accompanied the 70

results. President Martin stated he believed two causes for the increase were: 1) the 71

direct intervention with students close to graduation who might fall short of the required 72

credit hours and 2) the increase in students taking summer school classes. He stated 73

he believed the data behind the increase would prove to be a stable finding. 74

75

Trustee Richard Eide asked if the Board would be informed about admission numbers 76

for the 2019-2020 year at the April 9 FGCU BOT meeting. Vice President for Student 77

Success & Enrollment Management Mitch Cordova responded that he would be able to 78

provide the Board with an update at the next meeting. President Martin stated he 79

believed FGCU could top 80 points on the Performance Funding Metrics. 80

81

Trustee Roepstorff asked if the merit scholarships included students qualified to meet 82

the parameters of the Benacquisto Scholarship Program. President Martin responded 83

in the affirmative, and that he hoped to target several potential students. He noted he 84

spoke with Senator Lizbeth Benacquisto and indicated FGCU was targeting the 85

students who qualified as a Benacquisto scholar. 86

87

Trustee Leo Montgomery added the culture of the University was student-first and he 88

believed this process would embed teamwork throughout the organization. He noted 89 any organization that embraced teamwork would be highly successful. He commended 90


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those involved in the Student Success and Enrollment Management Initiative. 91

President Martin concurred and thanked Trustee Montgomery for his remarks. 92

93

Item 3: Consent Agenda (See Tab #1) 94

Chair Gable stated that there was one item on the Consent Agenda: the Minutes of the 95

January 8, 2019 meeting of the FGCU Board of Trustees. 96

97

Chair Gable called for a motion to approve the minutes for the January 8, 2019 FGCU 98

Board of Trustees meeting. 99

100

Trustee Jalisa White made a motion to approve the January 8, 2019 FGCU Board of 101

Trustees meeting minutes. Trustee Mike McDonald seconded the motion. There was 102

no public comment, or Board discussion. The vote was 12-0 in favor of the motion. 103

104

105

Item 4: Audit and Compliance Committee (See Tabs #2-3) 106

Chair Gable indicated at this time the meeting would move to the Audit and Compliance 107

Committee Meeting and later would return to the full Board meeting. He asked Audit 108

and Compliance Committee Chair Joseph Fogg III to call to order the meeting of the 109

Audit and Compliance Committee. 110

111

Trustee Fogg called the Audit and Compliance Committee to order and roll call was 112

taken with all four Audit and Compliance Committee members present, thus meeting 113

quorum requirements. 114

115

Minutes of December 3, 2018 Meeting of Audit and Compliance Committee (TAB 116

#2) 117

Trustee Fogg called for a motion to approve the minutes of the December 3, 2018 118

Meeting of Audit and Compliance meeting. 119

120

Trustee Stephen Smith made a motion to approve the minutes of the December 3, 2018 121

meeting of the Audit and Compliance Committee. Trustee Montgomery seconded the 122

motion. There was no public comment, or Committee discussion. The vote was 4-0 in 123

favor of the motion. 124 125 126

Florida Gulf Coast University Performance Based Funding Data Integrity Audit for 127

Board of Governors (TAB #3) 128

Trustee Fogg asked Trustee Montgomery to offer comments regarding the Data 129

Integrity Audit. Trustee Montgomery reported in his review of the audit, he focused on 130 the Agreed-Upon Procedures Report of the firm of Mauldin & Jenkins, particularly as it 131

related to the completeness and the accuracy of data submission. He noted the 132

Mauldin & Jenkins report took no responsibility for the accuracy and completeness of 133

the data being submitted, which was expected as Mauldin & Jenkins had no 134 understanding of the overall controls of the organization; however, the report prepared 135

by the Director of Internal Audit Bill Foster included the opinion that the controls, 136


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processes and procedures were in place to ensure the accuracy of the data submitted 137

was complete. He stated otherwise, he believed the report by Mauldin & Jenkins was 138

complete. He noted he questioned the value of the report by Mauldin & Jenkins and he 139

suggested Mr. Foster reevaluate the necessity of engaging an outside firm like Mauldin 140

& Jenkins in future years. He noted 10 of the 12 universities within the State University 141 System (SUS) did not use an Agreed-Upon Procedures Report from an external auditor 142

and the reports performed by Mauldin & Jenkins currently were performed together with 143

the staff of the FGCU Office of Internal Audit. He stated he was supportive of the report 144

that the Internal Audit staff prepared. 145

146

Mr. Foster reported, as approved in the 2018-2019 Audit Work Plan and to meet the 147

requirements from the Board of Governors (BOG) in the letter dated July 12, 2018, the 148

Internal Audit group performed a Florida Gulf Coast University Performance Based 149

Funding Data Integrity Audit for the Board of Governors. He noted the objectives were 150

to determine whether University processes existed and operated effectively to ensure 151

the completeness, accuracy, and timeliness of data submissions to the Board of 152

Governors which supported performance based funding metrics, and to provide an 153 objective basis of support for the University President and the FGCU Board of Trustees 154

Chair to sign the representations included in the Performance Based Funding Data 155 Integrity Certification. He noted in the Other Procedures Performed, there was one 156

observation related to one late submission. He explained extra time was taken to 157

ensure the data submitted was indeed accurate since this was generated from a manual 158

process and due to the significance of the numbers involved, and again this was the 159

purpose of the audit, to ensure the integrity of the data submitted to the Board of 160

Governors. He indicated it was his opinion this observation did not affect the overall 161

integrity of the data submission; management created and applied the correct 162

procedures to address the observation. 163

164

Trustee Fogg called for a motion to accept the Florida Gulf Coast University 165

Performance Based Funding Data Integrity Audit for the Board of Governors and to 166

recommend it to the FGCU Board of Trustees for acceptance. 167

168

Trustee Darleen Cors made a motion to accept the Florida Gulf Coast University 169

Performance Based Funding Data Integrity Audit for the Board of Governors and to 170

recommend it to the FGCU Board of Trustees (BOT) for acceptance. Trustee 171

Montgomery seconded the motion. There was no public comment, or Committee 172

discussion. The vote was 4-0 in favor of the motion. 173

174

Trustee Fogg asked for an update regarding the Board of Governors Carryforward 175

Expenditure Report that was discussed at the December 7, 2018 FGCU BOT meeting. 176

177

Vice President for Administrative Services and Finance, and Executive Director of 178

FGCU Financing Corporation Steve Magiera responded the Board of Governors 179

requested the Carryforward Expenditure Report that was submitted. He noted he 180

received a request from Florida House Representative Thomas Leek which also was 181 filed. He indicated he understood the Board of Governors would be requesting 182


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additional information and may request the universities to explain all items on a PECO 183

list, which was the Capital Improvement Fund approved by the FGCU BOT in June. He 184

noted this would not prove difficult as it was common to provide this information 185

annually in October. 186

187

President Martin noted FGCU had been completely transparent regarding the various 188

projects which were underway. He indicated he was comfortable FGCU was fully within 189

bounds and the audit reflected this, as well as every response received so far from the 190

Board of Governors’ staff. 191 192

Trustee Eide asked if he was correct in understanding 10 out of 12 universities within 193 the SUS did not use an external auditor to opine upon Agreed-Upon Procedures. 194

Trustee Montgomery responded in the affirmative. Trustee Eide asked if the FGCU 195

BOT needed to decide not to utilize an external auditor in this manner or could the Audit 196

and Compliance Committee (ACC) make that decision. Trustee Fogg indicated a 197

broader discussion needed to be conducted at the next ACC meeting, looking at the 198

precedence and what the expectations were from the Board of Governors. Trustee 199

Fogg stated that he would assume that if the ACC decided that an external auditor was 200

not required for this purpose in the future, the Committee then would make a 201

recommendation to the FGCU BOT in this regard. Trustee Montgomery indicated he 202

recommended that Mr. Foster reevaluate the situation together with President Martin 203 and others, and report back to the ACC. Mr. Foster stated he would do so. 204

205

206

Item 5: Recommendation by Audit and Compliance Committee 207

Trustee Fogg concluded the Audit and Compliance Committee meeting. 208

209

Chair Gable reconvened the FGCU Board of Trustees meeting and called on Trustee 210

Fogg to present the Audit and Compliance Committee’s recommended action to the full 211

Board. 212

213

Florida Gulf Coast University Performance Based Funding Data Integrity Audit for 214

Board of Governors (TAB #3) 215

Trustee Fogg stated the Audit and Compliance Committee had accepted Florida Gulf 216

Coast University Performance Based Funding Data Integrity Audit for the Board of 217

Governors and recommended acceptance by the full FGCU Board of Trustees. Chair 218

Gable called for a motion. 219

220

Trustee Christian Spilker made a motion to accept the Florida Gulf Coast University 221

Performance Based Funding Data Integrity Audit for the Board of Governors. Trustee 222

Montgomery seconded the motion. There was no public comment, or Board discussion. 223

The vote was 12-0 in favor of the motion. 224

225

Chair Gable thanked Trustee Fogg and the members of the Audit and Compliance 226 Committee for the hard work and dedication. 227

228


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Item 6: Old Business 229

Trustee Roepstorff remarked she was saddened to learn of the resignation of Vice 230

President for University Advancement, and Executive Director of FGCU Foundation 231

Chris Simoneau and stated he did a phenomenal job while at FGCU. She asked if there 232

was a plan for his replacement. She noted she felt the FGCU Green & Blue Celebration 233

was excellently executed. 234

235

President Martin indicated he was meeting with an expanded group from the FGCU 236

Foundation Board of Directors to discuss alternative strategies for replacing Mr. 237

Simoneau. He noted he hoped to have a strategy in place to share with the FGCU BOT 238

at its next meeting. He noted Trustee Montgomery would participate on behalf of the 239

FGCU BOT as its Liaison to the Foundation Board. He indicated it would be difficult to 240

replace Mr. Simoneau. 241

242

243

Item 7: New Business 244

President Martin announced an open forum would be held on campus tomorrow at 9:30 245

a.m. in the Cohen Center regarding legislative strategies and a variety of other subjects. 246

He invited the members of the FGCU BOT to attend. 247

248

249

Item 8: Closing Remarks, and Adjournment 250

Chair Gable stated the next Board meeting would be a regular meeting and would be 251

held on Tuesday, April 9, 2019 at 8:30 a.m. 252

253

Chair Gable adjourned the meeting at 10:33 a.m. 254

255

256

257

Minutes prepared by Transcription Experts, and reviewed by Tiffany Jackson 258

Tramontozzi, FGCU Assistant Director of Board Operations. 259

260

261

262

Agenda Items: 263

A. See Tabs #1-3 264

a. https://www2.fgcu.edu/Trustees/AgendaFile/2019/02-19-265

2019/FGCUBOTACCMTG-AGENDAPACKET-2-19-19.PDF 266

267

268

269

270

Attachment: 271

A. Record of FGCU Board of Trustees Votes 272 B. Record of Audit and Compliance Committee Votes 273


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https://www2.fgcu.edu/Trustees/AgendaFile/2019/02-19-2019/FGCUBOTACCMTG-AGENDAPACKET-2-19-19.PDF

https://www2.fgcu.edu/Trustees/AgendaFile/2019/02-19-2019/FGCUBOTACCMTG-AGENDAPACKET-2-19-19.PDF

Consent Agenda

(Tab #1)

1- White

2- McDonald

Florida Gulf Coast University

Performance Based Funding

Data Integrity Audit for

Board of Governors

(Tab #3)

1- Spilker

2- Montgomery

TRUSTEES Yes/No Yes/No

1 Trustee Ashley Coone Yes Yes

2 Trustee Darleen Cors Yes Yes

3 Trustee Richard Eide Yes Yes

4 Trustee Joseph Fogg Yes Yes

5 Trustee Mike McDonald Yes Yes

6 Trustee Leo Montgomery Yes Yes

7 Trustee Kevin Price (absent)

8 Trustee Robbie Roepstorff Yes Yes

9 Trustee Kenneth Smith Yes Yes

10 Trustee Stephen Smith Yes Yes

11 Trustee Christian Spilker Yes Yes

12 Trustee Jalisa White Yes Yes

13 Trustee Blake Gable Yes Yes

Record of Votes


DATE: 2/19/2019

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TRUSTEES Yes/No Yes/No

1 Trustee Darleen Cors Yes Yes

2 Trustee Leo Montgomery Yes Yes

3 Trustee Stephen Smith Yes Yes

4 Trustee Joseph Fogg Yes Yes

Record of Votes


Audit and Compliance Committee Meeting

DATE: February 19, 2019

Minutes of December 3,

2018

Meeting of Audit and

Compliance Committee

(Tab #2)

1- S. Smith

2 - Montgomery

Florida Gulf Coast

University Performance

Based Funding Data

Integrity Audit for

Board of Governors

(Tab #3)

1- Cors

2- Montgomery


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ITEM: __2__


SUBJECT: Resolution of Appreciation for Outgoing Trustee Jalisa White


Approve resolution

BACKGROUND INFORMATION FGCU Student Government President Jalisa White served on the Florida Gulf Coast University Board of Trustees during the 2017-2018 and 2018-2019 years. The proposed resolution is in appreciation for her service.

Supporting Documentation Included: Resolution of Appreciation Prepared by: Vice President and Chief of Staff Susan Evans Legal Review: N/A Submitted by: President Mike Martin


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A Resolution of the

Florida Gulf Coast University Board of Trustees

WHEREAS, in 2001 there was created a new system of K-20 seamless education for the State of Florida, which included installation of the Florida Gulf Coast

University Board of Trustees; and

WHEREAS, the President of each state university’s Student Government is

statutorily appointed as a trustee for his or her respective university; and

WHEREAS, Jalisa White was elected by her peers as President of the Florida Gulf

Coast University Student Government in 2017 and 2018, thereby causing her to be

appointed for two terms to the Florida Gulf Coast University Board of Trustees; and

WHEREAS, Jalisa White served with great distinction on the Florida Gulf Coast

University Board of Trustees during 2017-2019 as a representative of the 15,000

students at Florida Gulf Coast University;

NOW, THEREFORE BE IT RESOLVED that the Florida Gulf Coast University

Board of Trustees wishes to express appreciation for Jalisa White’s outstanding service, and wishes to recognize her commitment to Florida Gulf Coast University’s

students of today and for generations to come.

DULY ADOPTED THIS 9th DAY OF APRIL IN THE YEAR 2019.

SIGNED:

______________________________________________

Blake Gable

Chair, Florida Gulf Coast University Board of Trustees


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ITEM: __3__


SUBJECT: Student Success -- Enrollment Management Initiative ("One-

Stop Shop" Concept for Improving Student Enrollment and Financial Services)


Presentation is for informational purposes only

BACKGROUND INFORMATION A "One-Stop Shop" concept has been proposed to maximize and optimize efficiencies and practices that directly impact the services our students experience within the following areas: Undergraduate Admissions, Financial Aid & Scholarships, Records & Registration, and Office of the Bursar. The presentation will specifically describe the services that will be provided from each of the areas as well as the unique, innovative elements. The presentation will also illustrate the geographic location and approximate renovation cost of the offices within the buildings contained in the Student Plaza that will deliver the front-end and back-end services within each of areas described above. Additionally, the location of other comprehensive student services related to the "One Stop Shop" and Student Success will be presented.

Supporting Documentation Included: N/A Prepared by: Vice President for Student Success and Enrollment Mangement Mitch Cordova Legal Review by: N/A Submitted by: Vice President for Student Success and Enrollment Mangement Mitch Cordova


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ITEM: __4__


SUBJECT: WGCU Public Media


Presentation is for informational purposes only

BACKGROUND INFORMATION WGCU Public Media is a department of Florida Gulf Coast University, and a presentation will be given to provide an overview including on its operations, fundraising and budget.

Supporting Documentation Included: N/A Prepared by: Vice President and Chief of Staff Susan Evans Legal Review: N/A Submitted by: Interim Vice President for University Advancement, and Interim Executive Director of FGCU Foundation Bill Rice


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ITEM: __5__


SUBJECT: FGCU 2019 Accountability Plan for Board of Governors


Approve the Florida Gulf Coast University 2019 Accountability Plan for the Board of Governors.

BACKGROUND INFORMATION The Annual Accountability Report, a regulatory requirement of the Board of Governors (BOG), provides a medium to express institutional tactics and data that align with the goals of FGCU’s strategic plan and the Board of Governors’ 2025 System Strategic Plan goals. The Report includes a narrative section detailing the university mission, vision, strategy for vision achievement, strengths, opportunities, and challenges, key initiatives and investments, and key achievements in the past year complemented by a section on metrics. These metrics are then further broken down into categories including the ten performance funding measures, key performance indicators included in the 2025 System Strategic Plan, and institutional metrics associated with FGCU’s strategic plan. Enrollment projections and new academic program plans round out the report. The three key initiatives (see page 7) build on the momentum of the past year with regard to 1) the recruitment of talented students; 2) meeting the workforce needs of Southwest Florida; and, 3) applied research to address issues critical to Southwest Florida. According to BOG staff, the layout for the 2019 Accountability Plan is largely the same as the 2018 template with a few notable changes: (1) The Graduation Rate Improvement Plan narrative has been moved into the front narrative section rather than being an appendix. (2) The enrollment planning section has been expanded to include three new tables. (see page 17) Some notes on the metrics (pages 10-16): Blue numbers indicate that the metric is new this year; green metrics indicate that the goal was met or exceeded this


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year, necessitating adjusting upward out-year goals; a line of red numbers indicates that we fell short of our goal this year and consequently adjusted downward out-year targets. Red numbers in the last column reflect the addition of an added year and a suggested goal target. Lines of black numbers indicate no adjustment to the out-year targets from last year. An FGCU-Board-of-Trustees-approved University Accountability Plan must be submitted to the BOG no later than May 6. The Board of Governors will consider FGCU’s 2019 Accountability Plan at its June 11-13, 2019 meeting.

Supporting Documentation Included: FGCU 2019 Accountability Plan Prepared by: Senior Associate Provost and Associate Vice President Paul Snyder Legal Review by: N/A Submitted by: President Mike Martin


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2019 Accountability Plan

Florida Gulf Coast UNIVERSITY

DRAFT

STATE UNIVERSITY SYSTEM of FLORIDA Board of Governors


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2019 ACCOUNTABILITY PLAN

FLORIDA GULF COAST UNIVERSITY

INTRODUCTION This is a new report that combines the previous Annual Accountability Report and University Work Plans into a single document more closely aligned with the Board of Governors’ 2025 System Strategic Plan. This revised document will enhance the System’s commitment to accountability and strategic planning by enabling comparisons between past goals and actual data to better assess performance, helping to foster greater coordination between institutional administrators, University Boards of Trustees, and the Board of Governors. Once an Accountability Plan is approved by each institution’s respective Boards of Trustees, the Board of Governors will review and consider the plan for approval, excluding those sections of the Plan that require additional regulatory or procedural approval pursuant to law or Board regulations.


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TABLE OF CONTENTS

1. STRATEGY a. Mission Statement, p. 4 b. Statement of Strategy, p. 5 c. Strengths, Opportunities & Challenges, p. 6 d. Key Initiatives & Investments, p. 7 e. Graduation Rate Improvement Plan, p.8 f. Key Achievements for Last Year, p. 9

2. PERFORMANCE BASED FUNDING METRICS, p. 10-11

3. PREEMINENT RESEARCH UNIVERSITY METRICS, NA

4. KEY PERFORMANCE INDICATORS

a. Teaching & Learning, p. 12-14 b. Scholarship, Research and Innovation, p. 15 c. Institution Specific Goals, p. 16

5. ENROLLMENT PLANNING, p. 17-18

6. ACADEMIC PROGRAM COORDINATION, p. 19


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MISSION STATEMENT

Florida Gulf Coast University, a comprehensive institution of higher education, offers undergraduate and graduate degree programs of strategic importance to Southwest Florida and beyond. FGCU seeks academic excellence in the development of selected programs and centers of distinction in science, technology, engineering and mathematics (STEM) disciplines, health professions, business, and marine and environmental sciences. Outstanding faculty and staff supported by a strong community of advisors prepare students for gainful employment and successful lives as responsible, productive and engaged citizens. FGCU emphasizes innovative, student-centered teaching and learning, promotes and practices environmental sustainability, embraces diversity, nurtures community partnerships, values public service, encourages civic responsibility, and cultivates habits of lifelong learning and the discovery of new knowledge.


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STATEMENT OF STRATEGY Given your mission, strengths and available resources, provide a brief description of your market and your strategy for addressing and leading it.

FGCU’s strategy employs four key drivers: 1. Continue to create and refine our campus culture of “students first” through our comprehensive Student Success Initiative. (see below)

2. Implement change in our administrative/leadership model and institutional organization intended to continually improve effectiveness and efficiency leading to improved student, program, and university outcomes (e.g., creation of the Division of Student Success & Enrollment Management).

3. Seek new and expanded ways to engage and serve the citizens and communities of Southwest Florida, the state of Florida, and beyond. (see Key Initiatives and Investments)

4. Invest in critical infrastructure including: facilities, technology, operational efficiencies, and personnel to position FGCU for its next two decades of improvement, responsiveness, and strategic growth. (see Key Initiatives and Investments)

In order to accomplish this, we have extensively reviewed and implemented change in our institutional structure to better leverage existing strengths and bring together activities, programs, and departments to create improved synergies rather than fiefdoms. These are tangible actions associated with the first two drivers to accomplish the goals set forth in our strategic plan and realize the goals of the SUS strategic plan. Our re-directed focus on student-success-oriented themes now provides the organizational nucleus, and more importantly culture, of the division whose collective actions are intended to enhance positive outcomes through academic engagement, student engagement, and enrollment management. These three over-arching and formalized units now direct the more narrowly focused activities of traditional units such as university academic advising, academic support services, experiential learning, undergraduate admissions, financial aid, and career services - all designed to integrate and best deliver services to our students. Moreover, we are currently putting into place a one stop shop that will greatly enhance direct services to students in the enrollment and financial services areas. Collectively, these major efforts will collocate functions, services, and personnel to facilitate student access. Complementing the restructuring is a significantly enhanced data analytics capability providing easily accessible real-time data to support timely student intervention strategies and inform decision-makers. Another major structural change to increase efficiency and effectiveness is the creation of a new unit comprising existing programs and services to address strategic driver three above. This “new” unit will expand access to existing programs to better accommodate regional workforce needs and will offer programs in more flexible formats both face to face and online to working adults who are trying to advance their careers. Finally, actions around strategic driver four include leveraging world class scholars (WCS) funding to build strength in addressing water quality challenges that threaten the prosperity of the region and the state as a whole. Completion of our Academic Building 9 to house the School for Integrated Watershed and Coastal Studies and crucial cluster hires will leverage a strong regional presence involving applied research in marine and environmental science.


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6



STRENGTHS, OPPORTUNITIES AND CHALLENGES (within 3 years) What are your major capabilities, opportunities and challenges for improvement? Major capabilities of Florida Gulf Coast University include the following:

• Meeting the unique needs of Southwest Florida in terms of an educated and skilled workforce • Preservation of the environment • Providing for the health and social welfare of the region • Catalyzing economic development • Facilitating diversity and social mobility • Promoting entrepreneurship • Conducting applied research that directly impacts Southwest Florida issues (e.g. red tide) • Enhancing the arts • Improving K-12 education through innovation • Fulfilling student aspirations

Major opportunities include:

• Leveraging the creation of the new Division of Student Success & Enrollment Management to

improve student retention, persistence, and the 4-yr graduation rate • Increasing grant-based financial aid to eligible students • Further reduction in the student transfer-out rate • Reducing student-earned excess credit hours • Expanding programs and services to enhance the student experience • Adding additional facilities to support student success • Increasing programs and enrollments of minority and female students in areas of strategic

emphasis • Achieving additional efficiencies • Leading interdisciplinary research to address regional needs • Working with educational partners to extend higher educational opportunities more broadly

Major challenges include:

• Rapid maturation of the newly established Division of Student Success & Enrollment Management

• Translation and implementation of student data analytics from predictive inference to intervention with tangible outcomes

• Collocation of activities, programs, and departments to optimize direct service to students • Timely addition of new and renovated facilities • Necessary financial resources to support student success and academic excellence • Continued growth of state and regional economies


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7



KEY INITIATIVES & INVESTMENTS (within 3 years) Describe your top three key initiatives for the next three years that will drive improvement in Academic Quality, Operational Efficiency, and Return on Investment.

1. Recruitment of Talented Students

The continued development of an undergraduate admissions strategy that has focused on increasing the number of applicants and enrolled students who view FGCU as their preferred choice / #1 choice. We are using institutional data as well as data from a third party to target specific regions of the state to increase the number of applications received. We believe this will help lead to greater freshman to sophomore retention, as well as persistence of enrolled students (i.e., decrease the number of students in good academic standing who transfer-out) that will contribute to an increasing 4-yr graduation rate.

A focus on increasing the number of talented and highly motivated students through expansion of the Honors College, more active recruitment of dual enrolled high school students, and targeted merit-based financial aid that in combination result in higher-achieving students who earn higher grade point averages, graduate in four years, and increase the university’s overall 4-yr graduation rate. The creation of an enhanced transfer articulation program for current and future Florida Southwestern graduates (2+2, Destination FGCU) and the establishment of a new degree completion program (FGCU Complete) for those throughout Southwest Florida who started but never completed a bachelor’s program.

2. Meeting the Workforce Needs of Southwest Florida Launching or expanding programs which meet the workforce needs of our region. These include: entrepreneurship, health professions (nursing), construction management, teacher education, environmental geology, supply chain management, and agribusiness. Increasing internship and co-op educational experiences for students to ensure they are workforce ready and equip them with a competitive advantage in the job market. Increasing access to key programs and services to promote degree completion using online technology and in-demand programming.

3. Applied research to address issues critical to Southwest Florida

Stimulating increased research and scholarship relevant to the unique character, challenges and opportunities in Southwest Florida. A primary initiative will focus on issues related to water quality, allocation, availability, and management with concomitant “downstream” effects on public health and economic development in our region.


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8



Graduation Rate Improvement Plan This narrative subcomponent is in response to the “Florida Excellence in Higher Education Act of 2018” that revised section 1001.706(5), Florida Statutes, to require each university board of trustees to submit a comprehensive proposal to improve undergraduate four-year graduation rates to the Board of Governors for implementation beginning in the fall of 2018 academic semester. 1. Provide a brief update on the academic, financial, financial aid and curricular actions that your institution has implemented to encourage graduation in four years.

Board-Approved Program / Initiative

Expansion of high impact practices that will engage students outside the classroom that enables students to develop their leadership skills and broaden their professional networks for gaining employment

3,002

Expand admittance into the Honors College 169 new students (20% ↑ from Fall ‘17)

SOAR in 4 plan for first-year students to stay on track to a 4-year degree and secure employment 1,123

Expansion of financial aid targeted to students willing to commit to FGCU as their first choice 446 freshman

Implementation of a policy whereby merit scholarship program funding ends after 4 years with recipients required to complete a minimum of 30 credit hours each academic year while maintaining a 3.0 GPA

289 new Presidents and Blue/Gold paid

compared to last fall Expansion of all scholarship and financial aid programs to significantly expand students enrolling in summer courses 1,643

Creation of a gap fund to support tuition costs to help prevent students from dropping out between their sophomore and junior year

100% supported for 993 Pell Students

Creation of a gap fund to support tuition costs to help prevent students from dropping out their senior year right before graduation

100% supported for 1,101 Pell students

Implementation of new institutional policies that will alleviate common bottle neck areas in course and space scheduling 13,633

Establishing a new office that focuses specifically on creating greater flexibility for students to take online courses and complete their degrees faster 6,489

Expand the number of adjunct faculty to deliver more courses during the Summer term 6,732 (7.7%↑ from Sum ‘17)

Implement and improve the technology used by students so that it enhances and facilitates their use which will improve their time to degree progression 13,633

Students who are currently receiving scholarships or financial aid are at risk for losing their funding (and not remaining in school) if they don’t maintain academic requirements and maintain enough credit hours

479

Not meeting academic program milestones (e.g. earning certain grades in critical courses along their progression) will result in a student being removed from their major of choice

13,633

Implementation of the “3/2 Withdrawal Rule” where students are limited to withdraw from 3 lower level courses and 2 upper level courses without financial penalty.

2,450 students (Fall ’17)


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9



Key Achievements for Last Year (2017 –2018) STUDENT ACHIEVEMENTS

1. Biology major Alainah Hacker, ’18, saw that her aunt was benefiting from medical marijuana while undergoing chemotherapy for cancer, but was having trouble calculating how much she needed. Alainah developed a personal dosing system for CBD and other medications.

2. Software engineering major Hannah Andrews earned the Science, Mathematics and Research for Transformation (SMART) Scholarship for Service, awarded by the U.S. Department of Defense to attract some of the nation’s brightest future scientists

3. Through his involvement with FGCU’s Institute for Entrepreneurship’s Runway Program, graduating senior, Jakub Adamowicz, won the Governor’s prize for an app he developed (RoomDig) that matches college students looking to find housing and compatible roommates.

FACULTY ACHIEVEMENTS

1. Lyn Millner’s 2015 book, “The Allure of Immortality” was cited by the Wall Street Journal as one of the top 5 books on cults.

2. Dubbed “Revisiting The Past: B Star Asteroseismology With TESS,” FGCU Whitaker Eminent Scholar, Derek Buzasi’s project is one of only 38 nationally chosen for cycle No. 1 of NASA’s TESS Guest Investigator program.

3. Dr. Robert Kenny received the Association for Educational Communications and Technology’s Presidential Award in the field of educational technology for innovative contributions in the initiation and development of the Journal of Formative Design for Learning.

PROGRAM ACHIEVEMENTS

1. Following Hurricane Irma’s devastation, clinical mental health counseling professors in the Marieb College of Health & Human Services formed a Mental Health First Aid Team, consisting of students, faculty and staff to deliver disaster relief, including supplies and psychological first aid. Teams visited with youngsters in programs in Fort Myers, Naples and an Everglades City school.

2. Similarly, a group of environmental studies students launched a project that looked into the reasons that Estero had such widespread flooding after Hurricane Irma and what could be done to solve the problem.

3. Department of Health Science and Department of Social Work students conducted comprehensive health screenings in Immokalee to assist and educate residents about various health conditions (e.g. asthma, high blood pressure and diabetes ) that need treatment.

INSTITUTIONAL ACHIEVEMENTS

1. FGCU conducted a major university-wide reorganization that led to the establishment of the new Division of Student Success & Enrollment Management which is tasked with leading all aspects of our student success initiative.

2. FGCU significantly increased institutionally based student grant aid to reduce student financial burden and improve student retention, persistence, and the four-year graduation rate.

3. Morgan Murray, a 2018 Honors graduate with a degree in community health, became the first FGCU student to qualify for a full refund of her first-year, out-of-pocket FGCU tuition expenses through the Soar in 4 program, which incentivizes students to graduate in four years and get a well-paying job in Florida.


29

https://dodstem.us/stem-programs/scholarships

https://dodstem.us/stem-programs/scholarships

https://heasarc.gsfc.nasa.gov/docs/tess/data/approved-programs/G011163.txt

10



PERFORMANCE BASED FUNDING METRICS

1. Percent of Bachelor’s Graduates Enrolled or Employed ($25,000+) 8 excellence pts 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21

ACTUAL 65.6 64.3 65.8 68.7 69.2 . . . . APPROVED GOALS . . 66 67 69 70 71 72 . PROPOSED GOALS . . . . . 70 71 72 73

2. Median Wages of Bachelor’s Graduates Employed Full-time 8 excellence pts 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21

ACTUAL 35,300 35,200 36,300 38,000 38,004 . . . . APPROVED GOALS . . 37,000 37,500 39,000 40,000 40,500 41,000 . PROPOSED GOALS . . . . . 40,000 40,500 41,000 41,500

3. Average Cost to the Student [Net Tuition & Fees per 120 Credit Hours for Resident Undergraduates]

10 improvement pts 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22

ACTUAL 18,300 18,690 18,900 17,630* 15,350 . . . . APPROVED GOALS . . . 18,690 18,000 17,700 17,400 17,100 . PROPOSED GOALS . . . . . 15,000 14,750 14,500 14,250

Note*: Historical data revised due to a change in methodology to improve accuracy.

4. FTIC Four-Year Graduation Rate 10 improvement pts 2010-14 2011-15 2012-16 2013-17 2014-18 2015-19 2016-20 2017-21 2018-22


5. Academic Progress Rate [Second Year Retention Rate with At Least a 2.0 GPA] 0 pts

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22

ACTUAL 71.7 73.5 72.9 75.3* 72.4 . . . .

APPROVED GOALS . . 74 75 76 77 78 80 .

PROPOSED GOALS . . . . . 75 77 80 82 Note*: Historical data revised due to a change in methodology to improve accuracy.


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11



PERFORMANCE BASED FUNDING METRICS (CONTINUED)

6. Percentage of Bachelor’s Degrees Awarded within Programs of Strategic Emphasis 10 excellence pts

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 ACTUAL 45.2 44.7 47.9 52.5 53.1 . . . .

APPROVED GOALS . . 47 49 53 53 54 54 . PROPOSED GOALS . . . . . 53 54 54 55

7. University Access Rate [Percent of Undergraduates with a Pell grant] 7 excellence pts

FALL 2013

FALL 2014

FALL 2015

FALL 2016

FALL 2017

FALL 2018

FALL 2019

FALL 2020

FALL 2021


8. Percentage of Graduate Degrees Awarded within Programs of Strategic Emphasis

10 excellence pts 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22


9. BOG Choice: Percent of Baccalaureate Degrees Awarded Without Excess Hours 8 excellence pts

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22


10. BOT Choice: Bachelor’s Degrees Awarded to Hispanic and African-Americans 10 excellence pts

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22

ACTUAL 452 504 549 608 706 . . . . APPROVED GOALS . . 524 569 625 650 700 750 . PROPOSED GOALS . . . . . 740 780 820 860


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12



KEY PERFORMANCE INDICATORS

Teaching & Learning Metrics (from the 2025 System Strategic Plan that are not included in the PBF section)

Public University National Ranking [Number of Top50 Rankings based on BOG’s official list of publications]

2015 2016 2017 2018 2019 2020 2021 2022 2023

ACTUAL 0 0 0 0 0 . . . . APPROVED GOALS . . . . 0 0 0 0 . PROPOSED GOALS . . . . . 0 0 0 0

Freshmen in Top 10% of High School Class

Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020 Fall 2021 Fall 2022


Professional Licensure & Certification Exam First-time Pass Rates

CALENDAR YEAR 2014 2015 2016 2017 2018 2019

GOAL 2020

GOAL 2021

GOAL 2022

GOAL Nursing 96 96 99 99 100 100 100 100 100 US Average 85 87 88 90 92 . . . .

MULTI-YEAR 2012-14 2013-15 2014-16 2015-17 2016-18 2017-19 GOAL

2018-20 GOAL

2019-21 GOAL

2020-22 GOAL

Physical Therapy 96 90 93 91 94 94 95 95 96 US Average 90 91 92 92 92 . . . .

Exam Scores Relative to Benchmarks Above or Tied 2 1 2 1 2 2 2 2 2 Total 2 2 2 2 2 2 2 2 2


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13



KEY PERFORMANCE INDICATORS (CONTINUED)

Teaching & Learning Metrics Time to Degree for FTICs in 120hr programs

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22

ACTUAL 4.5 4.5 4.5 4.5 4.5 . . . . APPROVED GOALS . . 4.2 4.4 4.4 4.3 4.2 4.0 . PROPOSED GOALS . . . . . 4.3 4.2 4.0 4.0

Six-Year FTIC Graduation Rates [full-& part-time students]

2008-14 2009-15 2010-16 2011-17 2012-18 2013-19 2014-20 2015-21 2016-22


Bachelor’s Degrees Awarded [First Majors Only]

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22

ACTUAL 1,864 2,062 2,331 2,339 2,675 . . . . APPROVED GOALS . . 2,132 2,400 2,450 2,500 2,550 2,600 . PROPOSED GOALS . . . . . 2725 2775 2825 2875

Graduate Degrees Awarded [First Majors Only]

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22


Percentage of Bachelor’s Degrees Awarded to African-American & Hispanic Students

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22

ACTUAL 25 25 24 26 27 . . . . APPROVED GOALS . . . 25 26 27 28 29 . PROPOSED GOALS . . . . . 27 28 29 30


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14




Teaching & Learning Metrics Percentage of Adult (Aged 25+) Undergraduates Enrolled

Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020 Fall 2021 Fall 2022 ACTUAL 13 12 12 11 11 . . . .


Percent of Undergraduate FTE in Online Courses

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 ACTUAL 16 18 21 19 22 . . . .


22 Percent of Bachelor’s Degrees in STEM & Health

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22


Percent of Graduate Degrees in STEM & Health

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22


Scholarship, Research and Innovation Metrics National Academy Memberships

2015 2016 2017 2018 2019 2020 2021 2022 2023 ACTUAL 0 0 0 0 0 . . . .


Faculty Awards

Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020 ACTUAL 0 1 0 1 2 . . . .



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15




Scholarship, Research and Innovation Metrics Total Research Expenditures ($M)

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22


Percentage of Research Expenditures Funded from External Sources

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22


Utility Patents Awarded [from the USPTO]

2014 2015 2016 2017 2018 2019 2020 2021 2022


Number of Licenses/Options Executed Annually

2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21


Number of Start-up Companies Created

2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21



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16



Institution Specific Goals To further distinguish the university’s distinctive mission, the university may choose to provide additional metric goals that are based on the university’s own strategic plan.

Undergraduate Student Publications

2014 2015 2016 2017 2018 2019 2020 2021 2022

ACTUAL . . 11 31 60 . . . . APPROVED GOALS . . . 15 35 40 45 50 . PROPOSED GOALS . . . . . 65 70 75 80

Number of Students in Honors Program/College

2014 2015 2016 2017 2018 2019 2020 2021 2022

ACTUAL . . 674 944 1007 . . . . APPROVED GOALS . . . 770 1,000 1,100 1,200 1,200 . PROPOSED GOALS . . . . . 1,100 1,200 1,200 1,200

Number of Student Entrepreneurs Starting a Business

2014 2015 2016 2017 2018 2019 2020 2021 2022

ACTUAL . . 5 22 44 . . . . APPROVED GOALS . . . . 26 30 34 38 . PROPOSED GOALS . . . . . 48 52 56 60


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17



ENROLLMENT PLANNING

Fall Headcount Enrollment by Student Level (for all degree-seeking students at all campuses) 2014 2015 2016 2017 2018 2019 2020 2021 2022

UNDERGRADUATE

ACTUAL 13,226 13,604 13,544 13,582 13,624 . . . . APPROVED GOALS . . . 13,680 13,711 13,840 13,971 14,104 . PROPOSED GOALS . . . . . 13,846 13,971 14,104 14,227

GRADUATE

ACTUAL 997 980 986 1,014 1,060 . . . . APPROVED GOALS . . . 1,070 1,024 1,034 1,044 1,054 . PROPOSED GOALS . . . . . 1,075 1,095 1,115 1,135

Fall Headcount Enrollment by Student Type (for all degree-seeking students at all campuses)

2014

ACTUAL 2015

ACTUAL 2016

ACTUAL 2017

ACTUAL 2018

ACTUAL 2019 PLAN

2020 PLAN

2021 PLAN

2022 PLAN

UNDERGRADUATE FTIC 9,351 9,652 9,540 9,567 9,611 9,746 9,836

9,927 10,025

FCS AA Transfers 1,656 1,640 1,606 1,717 1,703 1,749 1,767 1,785 1,790 Other AA Transfers 208 210 206 220 224 226 228 230 232 Post-Baccalaureates 170 178 157 182 151 185 187 189 190 Other Undergraduates 1,841 1,924 2,035 1,896 1,935 1,940 1953 1,973 1,990 Subtotal 13,226 13,604 13,544 13,582 13,624 13,846 13,971

14,104 14,227

GRADUATE

Master’s 838 834 798 822 852 860 870 880 890 Research Doctoral 64 52 72 67 71 75 80 85 90 Professional Doctoral 95 94 116 125 137 140 145 150 155 Subtotal 997 980 986 1,014 1,060 1,075 1,095 1,115 1,135

TOTAL 14,223 14,584 14,530 14,596 14,684 14,921 15,066 15,219 15,362 Notes: This table reports the number of students enrolled at the university by student type categories. The student type for undergraduates is based on the Type of Student at Time of Most Recent Admission. The student type for graduates is based on the degree that is sought and the student CIP code. Does not include ‘Unclassified’ students who are not formally admitted into a degree program but are enrolled (e.g., dual enrolled high school students).

Percent of Baccalaureate-Seeking Resident Undergraduates Who Earned 15+ Credit Hours (Fall terms only)

2014 2015 2016 2017 2018 2019 2020 2021 2022 ACTUAL 16 18 20 23 23 . . . .

APPROVED GOALS . . . . . . . . . PROPOSED GOALS . . . . . 24 25 26 27


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18



ENROLLMENT PLANNING continued

Actual & Planned FTE Enrollment by Residency & Student Level

2013-14 ACTUAL

2014-15 ACTUAL

2015-16 ACTUAL

2016-17 ACTUAL

2017-18 ACTUAL

2018-19 PLAN

2019-20 PLAN

2020-21 PLAN

2021-22 PLAN

2022-23 PLAN

RESIDENT LOWER 5,741 5,855 5,587 5,459 5,369 5,445 5,500 5,550 5,600 5,650 UPPER 4,667 4,961 5,349 5,502 5,783 5,927 6,000 6,050 6,100 6,150 GRAD I 667 650 631 598 637 662 670 680 690 700 GRAD II 153 145 146 174 185 209 210 212 215 220 TOTAL 11,228 11,610 11,713 11,733 11,974 12,243 12,380 12,492 12,605 12,720

NON-RESIDENT LOWER 342 407 559 632 622 661 670 675 680 685 UPPER 194 208 233 277 345 423 425 430 435 440 GRAD I 29 28 30 35 40 40 45 50 50 55 GRAD II 11 15 15 19 15 8 10 12 15 20 TOTAL 575 657 837 963 1,022 1,132 1,150 1,167 1,180 1,200

TOTAL LOWER 6,083 6,262 6,147 6,091 5,991 6,106 6,170 6,225 6,280 6,335 UPPER 4,860 5,168 5,582 5,779 6,128 6,350 6,425 6,480 6,535 6,590 GRAD I 696 677 661 633 677 702 715 730 740 755 GRAD II 163 160 161 193 200 217 220 224 230 240 TOTAL 11,802 12,267 12,551 12,696 12,996 13,375 13,530 13,659 13,785 13,920

Note: Full-time Equivalent (FTE) student is a measure of all instructional activity (regardless of fundability) that is based on the number of credit hours that degree-seeking students enroll. FTE is based on the standard national definition, which divides undergraduate credit hours by 30 and graduate credit hours by 24. Pursuant to section 1013.31, Florida Statutes, Board facilities staff use this data as a key factor in the calculation of facility space needs for university educational plant surveys.

Percent of FTE Enrollment by Method of Instruction 2013-14 ACTUAL

2014-15 ACTUAL

2015-16 ACTUAL

2016-17 ACTUAL

2017-18 ACTUAL

2018-19 PLAN

2019-20 PLAN

2020-21 PLAN

2021-22 PLAN

2022-23 PLAN

UNDERGRADUATE Distance (80-100%) 16% 18% 21% 19% 22% 23% 24% 25% 26% 27% Hybrid (50-79%) 1% 1% 1% 0% 0% 1% 1% 2% 2% 3% Classroom (0-50%) 83% 81% 78% 80% 78% 76% 75% 73% 72% 70%

GRADUATE Distance (80-100%) 25% 27% 35% 30% 31% 32% 33% 33% 34% 34% Hybrid (50-79%) 7% 2% 1% 1% 1% 2% 2% 3% 3% 4% Classroom (0-50%) 68% 71% 64% 69% 68% 66% 65% 64% 63% 62%

Note: Full-time Equivalent (FTE) student is a measure of instructional activity (regardless of fundability) that is based on the number of credit hours that degree-seeking students enroll. FTE is based on the standard national definition, which divides undergraduate credit hours by 30 and graduate credit hours by 24. Distance Learning is a course in which at least 80 percent of the direct instruction of the course is delivered using some form of technology when the student and instructor are separated by time or space, or both (per 1009.24(17), F.S.). Classroom/Traditional, is a course in which less than 50% of the direct instruction of the course is delivered using some form of technology when the student and instructor are separated by time, space or both. This designation can include activities that do not occur in a classroom (ie, labs, internships, practica, clinicals, labs, etc) – see SUDS data element #2052. *Percentages may not total 100 due to rounding.


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19



ACADEMIC PROGRAM COORDINATION New Programs for Consideration by University in AY 2019-20 The S.U.S. Council of Academic Vice Presidents (CAVP) Academic Program Coordination Work Group will review these programs as part of their on-going coordination efforts. The programs listed below are based on the 2018 Accountability Plan list for programs under consideration for 2019-21.

PROGRAM TITLES CIP CODE

6-digit

AREA OF STRATEGIC EMPHASIS

OTHER UNIVERSITIES WITH SAME PROGRAM

OFFERED VIA DISTANCE LEARNING IN SYSTEM

PROJECTED ENROLLMENT

in 5th year

PROPOSED DATE OF

SUBMISSION TO UBOT

BACHELOR'S PROGRAMS

Physics 40.0801 STEM

FAMU, FAU, FIU, FSU, UCF, UF, UNF, USFT,

UWF

No 25 4/2020

Real Estate 52.1501 None FAU,FIU,FSU, UCF No 75 4/2020

MASTER'S, SPECIALIST AND OTHER ADVANCED MASTER’S PROGRAMS

Biology 26.0101 STEM

FAMU,FAU,FIU, FSU,

UCF,UNF,USFT, UWF

No 45 4/2020

DOCTORAL PROGRAMS New Programs for Consideration by University in 2020-22 These programs will be used in the 2020 Accountability Plan list for programs under consideration for 2020-21.

PROGRAM TITLES CIP CODE

6-digit

AREA OF STRATEGIC EMPHASIS

OTHER UNIVERSITIES WITH SAME PROGRAM

OFFERED VIA DISTANCE LEARNING IN SYSTEM

PROJECTED ENROLLMENT

in 5th year

PROPOSED DATE OF

SUBMISSION TO UBOT

BACHELOR'S PROGRAMS Professional Sales 52.1804 None None No 75 4/2021 MASTER'S, SPECIALIST AND OTHER ADVANCED MASTER’S PROGRAMS

Educational Technology 13.0501 STEM FAU,FSU,UCF, USFT, UWF Yes 50 4/2022

Health Administration 51.0701 HEALTH FAMU,FAU,FIU, UF,UNF,USFT,

UWF Yes 75 4/2022

DOCTORAL PROGRAMS Occupational Therapy 51.2306 HEALTH UF No 30 4/2021


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ITEM: __6__


SUBJECT: New Degree Program: Bachelor of Science in Analytics and

Informatics


Approve the Bachelor of Science (B.S.) in Analytics and Informatics new degree program.

BACKGROUND INFORMATION FGCU is requesting permission to offer the B.S. in Analytics and Informatics as described in the Executive Summary.

Supporting Documentation Included: (1) Executive Summary, and (2) Board of Governors Regulation 8.011 Prepared by: Associate Vice President for Academic and Curriculum Support Cathy Duff Legal Review: Vice President and General Counsel Vee Leonard (March 25, 2019) Submitted by: Provost and Vice President for Academic Affairs James Llorens


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1


Executive Summary Bachelor of Science in Analytics and Informatics

March 18, 2019

Major: Analytics and Informatics Degree: Bachelor of Science (B.S.) Concentrations:

• Data Analytics Concentration • Health Informatics Concentration

College: Lutgert College of Business Department: Information Systems and Operations Management Anticipated Implementation Date: Fall 2019 Suggested Classification of Instructional Programs (CIP) Code: 11.0104 (Informatics) Introduction The proposed degree program is a Bachelor of Science in Analytics and Informatics. The purpose of the proposed program is to provide students with the knowledge and skills needed to process and understand the types and volume of data available to organizations. Modern organizations use data to streamline operations, improve marketing and sales, and increase profitability. Research points to a strong relationship between a company’s performance and its use of analytics. Graduates will be able to pursue careers in organizations locally and nationally in jobs with titles such as data analyst, healthcare data analyst, business intelligence analyst, compensation analyst, and sales operations analyst. Graduates will also be prepared to pursue advanced graduate study in big data analytics or related fields. The National Center for Education Statistics describes CIP 11.0104 Informatics as “a program that focuses on computer systems from a user-centered perspective and studies the structure, behavior, and interactions of natural and artificial systems that store, process, and communicate information. Informatics includes instruction in information sciences, human computer interaction, information system analysis and design, telecommunications structure and information architecture and management.” Data analytics builds on the knowledge and techniques from several academic disciplines, including statistics, computer science, information systems, information technology, economics, marketing, and many fields in the social sciences. Although the academy seems to be converging on the term data analytics, the field has also been called by other names, including big data, data mining, knowledge discovery, business intelligence, data science, business analytics, and informatics. A career in data analytics generally includes work in some or all of the following areas:

• Acquisition: discovery and evaluation of potential sources, extraction from corporate databases, and transfer to data warehouses

• Preparation: data transformation and wrangling, typing and consistency, value completeness, and outlier identification.

• Warehousing: integration of data from various sources into a single, accessible location; schema modeling and denormalization; security and sanitation; data integrity; and resource availability

• Analytics techniques: application of techniques related to descriptive (what happened),


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diagnostic (why it happened), predictive (what will happen), and prescriptive (what should happen)

• Visualization: charts and diagrams, tables, comprehension, and presentation of a narrative in accessible and ethical ways

• Interpretation and strategy: knowledge creation, business understanding, sense-making, and organizational strategy based in empirical data

The pre-proposal was reviewed by the Council of Academic Vice Presidents Academic Program Coordination Review Group on September 25, 2015. No concerns were noted. The curriculum and program requirements were approved by the Lutgert College of Business Undergraduate Program Committee on February 27, 2019, and the university-wide Undergraduate Curriculum Team on March 14, 2019. The proposed program is consistent with BOG Regulation 8.011 Authorization of New Academic Degree Programs and Other Curricular Offerings. The program will consist of 120 semester credit hours. It is not limited access. To ensure the desired outcome for student diversity, recruiting efforts will continue within the initial target population area (FGCU’s five-county area: Lee, Collier, Charlotte, Hendry, and Glades) and extend to other geographic regions having larger under-represented populations of prospective students. FGCU’s strong commitment to ensure diversity among faculty and staff will further enhance success in the recruitment, retention and graduation of all students. FGCU employs a minority recruiter as part of its admissions team. Consistency with Strategic Plan and Priorities The proposed B.S. in Analytics and Informatics (CIP 11.0104) will be a program of strategic emphasis in the category of Economic Development – STEM (science, technology, engineering, and math). The establishment of this program directly relates to increased production of degrees in STEM areas and increased access to STEM programs within the FGCU region. The 2025 State University System of Florida Strategic Plan (amended March 2016) identifies three critical points of emphasis: Excellence, Productivity, and Strategic Priorities for a Knowledge Economy. These points of emphasis are supported by individual goals in the areas of Teaching and Learning; Scholarship, Research and Innovation; and Community and Business Engagement. The proposed program directly supports these strategic priorities and goals in numerous ways including the expansion of quality undergraduate education at FGCU; providing greater research opportunities at the undergraduate level; integrating scholarship into the classroom; increasing offerings and degrees awarded in areas of strategic emphasis; responding to expressed needs of regional businesses and the community; and supporting diversified regional economic growth and improving organizational productivity. The following are examples of how the proposed program supports FGCU’s 2017-2022 FOCUS Strategic Plan: (a) providing students with a program that leads to high-wage, high-demand jobs; (b) expanding internship opportunities; (c) developing student leaders with knowledge of sustainability and ethical behaviors, (d) fostering faculty research and scholarship while also expanding opportunities for undergraduate student research; (e) strengthening outreach, engagement, and ties to the Southwest Florida region; and (f) building partnerships and relationships with area business and organizations. The program is innovative and was developed with feedback from an advisory board that included Southwest Florida businesses and organizations who are likely to employ graduates of the proposed program.


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Need and Demand Currently, no State University System (SUS) institution offers a program at the baccalaureate level in CIP 11.0104. Four SUS institutions offer programs with analytics in the title or analytics as a component of the curriculum:

• Florida International University: CIP 52.1301 (Management Science); program began in fall 2018

• Florida Polytechnic University: CIP 11.0802 (Data Modeling/Warehousing and Database Administration); enrollment headcounts of 48 in fall 2017 and 51 in fall 2017

• University of South Florida: CIP 52.1201 (Management Information System); enrollment headcounts of 458 in fall 2016 and 523 in fall 2017

Each program has a unique curricular focus. Enrollment at these institutions demonstrates continued student interest (demand) for degree programs focusing on data analysis. The proposed program will distinguish itself locally, nationally, and internationally, with the inclusion of core knowledge regarding ethical decision-making and sustainability in the field of analytics and informatics. The program is designed to promote excellence by providing an innovative “best-in-class” education with depth and breadth of knowledge in data analytics and informatics. Analytics and algorithms have been used for decades in many fields such as operations research, statistics, economics, marketing, and computer science. Data analytics as a field of study is driven by the exponential growth of available data and computing power. Skilled professionals are needed in a wide variety of industries, including real estate, insurance planning, health care, business consulting, banking and investing, retail, and transportation. A December 2017 report stated that “a majority (51 percent) of vendors say big data is ‘critical’, up from 47 percent in 2016.” https://globenewswire.com/news-release/2017/12/20/1267022/0/en/Dresner-Advisory-Services-Publishes-2017-Big-Data-Analytics-Market-Study.html According to the Bureau of Labor Statistics (BLS), data analysts in Operations Research have a nationwide job growth outlook for 2016 ~ 2026 decade of 27%, which is considered much faster than average. https://www.bls.gov/ooh/math/operations-research-analysts.htm According to Indeed.com, the average salary for "business analytics" ranges from approximately $35,213 per year for marketing intern to $127,896 per year for data scientist. The salary information comes from 86,509 data points collected directly from employees, users, and past and present job advertisements on Indeed in the past 36 months. According to Glassdoor, the average salary of a data analyst or big data specialist ranges from $60,476 to $62,066 per year. Similarly, PayScale reports an average salary range of $40,760 to $91,021 per year for a health informatics specialist. Finally, according to Jobing.com, there are more than 1100 business analyst jobs available in Southwest Florida as of the second week of March 2019. Salaries range from 40s (thousands) to 80s (thousands). The need for individuals trained in this field is also strong in Southwest Florida. According to USA Today, Southwest Florida (Cape Coral-Fort Myers region) is the 7th biggest growth area in the USA. https://www.usatoday.com/story/money/economy/2018/05/26/fastest-growing-and-shrinking-us-cities/34813515/ Growth in this field has been driven by new companies and corporate relocations, such as Hertz in 2013. The main driver of demand for trained professionals is simply the huge volume of data


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available to firms of all sizes and the need for professionals who can help extract, clean, store, visualize, and analyze the data to help firms make better decisions. The need is illustrated by the sheer volume of jobs posted that require the talent that the Analytics and Informatics major will provide. Enrollment, Resource, and Budget Projections Enrollment projections are based on responses to student interest surveys, other student inquiries, and growth in similar programs. A survey of approximately 500 students currently enrolled in 11 sections of core courses in the department was done to assess interest in the major. Of the 500 students, 76 students indicated that they would have taken the major, or strongly considered the major if it were available. Enrollment projections of new majors (student headcount [HC]) include 20 in Year 1; 30 in Year 2; 35 in Year 3; 40 in Year 4; and 40 in Year 5. The corresponding annual student FTE (full-time equivalency) generated by the proposed B.S. in Analytics and Informatics is associated with required and restricted elective courses in the major (traditionally, taken the last two years). Projected FTE is 20 in Year 1; 44 in Year 2; 56 in Year 3; 64.5 in Year 4; and 68 in Year 5. Calculated program costs are $168,702 for Year 1 and $318,411 for Year 5 of program operation. The source of funds for Year 1 is Reallocated (redirected) Base Education & General. The source of funds for Year 5 is Continuing Base Education & General. Costs for faculty salaries and benefits were calculated based on the credits associated with courses in the major (traditionally, last two years).

• Year 1 (fall 2019 and spring 2020) costs include $168,702 for faculty salaries and benefits associated with instruction by existing faculty on regular lines.

• Year 5 (fall 2023 and spring 2024) costs include $312,121 for faculty salaries and

benefits associated with instruction by existing faculty on regular lines and a portion of effort for a new hire in information systems who will begin teaching in the Analytics and Informatics major in fall 2020. Year 5 costs also include $6,290 for adjuncts to teach two 3-credit courses in the Health Informatics Concentration.

The proposed program will operate using regular tuition rates established by FGCU. Existing classroom, laboratory, and administrative space are sufficient to implement and sustain the program through Year 5. No additional specialized services or equipment are needed. No additional library resources are needed.

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8.011 Authorization of New Academic Degree Programs and Other Curricular Offerings.

(1) New Academic Degree Program Authorization - To ensure that new academic programs implemented by a state university are of the highest quality and are aligned with the Board of Governors and university strategic plans, the following criteria and administrative processes for new academic program authorization are established.

(2) Definitions - Within the context of this regulation, academic degree programs are defined as follows:

(a) Degree Program – An organized curriculum leading to a degree in an area of study recognized as an academic discipline by the higher education community, as demonstrated by assignment of a Classification of Instructional Programs (CIP) code by the National Center for Educational Statistics or as demonstrated by the existence of similar degree programs at other colleges and universities. An argument may also be made for a truly unique degree program, based upon emerging research trends or occupational demand. Each degree program shall have designated faculty effort and instructional resources and shall be assigned a CIP code and included in the State University System Academic Degree Program Inventory. Each degree program shall include at least one program major as defined in paragraph (2) (b), but may have multiple majors.

(b) Program Major – An organized curriculum offered as part or all of an existing or proposed degree program. A program major shall be reasonably associated with the degree program under which it is offered and shall share common core courses with any other majors within the same degree program. Although in some cases the major and the degree program names are synonymous, only the degree program shall be assigned a CIP Code and shall be included in the State University System Academic Degree Program Inventory as a stand-alone program. The number of credit hours for a program major for each degree level shall be established by the university within the parameters of paragraph (3)(a) 6c.

(3) Criteria for New Degree Program Approval – A proposal for a new degree program shall be approved by a university board of trustees and the Board of Governors only if it meets the following criteria:

(a) Institutional and State-Level Accountability

1. The Program is Consistent with the State University System Strategic Plan, and the University Mission, University Strategic Plan, and University Work Plan. – The proposal shall demonstrate that the goals of the program are consistent with current State University System strategic planning goals by identifying which of the goals the program will directly advance. Additionally, the proposal shall demonstrate that the program goals are aligned with the university’s


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mission and strategic planning goals and relate to specific institutional strengths, and that the program is consistent with the program list provided in the university work plan required by Board of Governors Regulation 2.002.

2. There is a Demonstrated Need for Program Graduates, Research, and/or Service. – The proposal shall demonstrate a need for more individuals to be educated in the program at the level proposed, provide an estimate of the headcount and full-time equivalent (FTE) for students who will major in the program, and indicate steps to be taken to achieve a diverse student body. If an argument is made for the program based upon research or service need, then specific supporting information shall be provided. In analyzing the need for the proposed program, the university shall consider whether similar programs are offered at other postsecondary institutions in Florida and what impact, if any, such programs may have on the proposed program, and shall include this analysis in the proposal to substantiate the need for the program.

3. The Program Does Not Unnecessarily Duplicate Existing State University System Degree Programs. - If the program duplicates another degree program at a state university in Florida which has a substantially similar curriculum, evidence shall be provided that the university has investigated the potential impact on that program, has discussed opportunities for collaboration with the affected university, and can substantiate a need for duplication. If the proposed program curriculum substantially duplicates an existing program at a historically black university in the State University System, an analysis shall be conducted to determine whether the proposed program may adversely affect that university’s ability to achieve or maintain student diversity in its existing program.

4. Financial Planning and Resources are Sufficient for Implementation. - The proposal shall include a complete budget for the program which is comparable in cost to similar existing programs, reflects the purpose of the proposal, and provides evidence that, in the event resources within the institution are redirected to support the new program, such a redirection will not have an unjustified negative impact on other programs.

5. There is a Sufficient Projected Benefit of the Program to the University, Local Community, and State. - The proposal shall describe the projected benefit to the university, local community, and the State if the program is implemented. The proposal should demonstrate efficient use of resources and justification for the investment. The projected benefit may be both quantitative (data driven) and qualitative in nature.

6. Access and Articulation are Maintained for All Programs. a. In a proposal for a baccalaureate program, all prerequisite courses shall


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be consistent with common prerequisites for similar degree programs within the State University System and the Florida College System, or an exception shall be sought through the Articulation Coordinating Committee in accordance with Board Regulation 8.010.

b. In a proposal for a baccalaureate program, if limited access status is

sought in accordance with Board Regulation 8.013, adequate

justification shall exist for such a designation, and evidence shall be

provided that diversity, articulation, and workforce issues are

appropriately addressed.

c. In a proposal for a baccalaureate program, the total number of credit

hours shall not exceed 120, or an exception shall be sought from the

Board of Governors in accordance with Board Regulation 8.014.

d. A proposal for any degree level shall include a plan to achieve a diverse student body in the program.

(b) Institutional Readiness 1. The Institution Demonstrates an Ability to Implement a High-Quality Program. -

The proposal shall provide evidence that the institution has the resources in place, or will make the necessary investments, to ensure that the proposed program will be of high quality. If appropriate, the proposal shall provide evidence that the proposed program will specifically relate to existing institutional strengths such as other academic programs that have achieved national recognition, or related institutes and centers. If program reviews or accreditation activities in the discipline pertinent to the proposed program or in related disciplines have included recommendations affecting the proposed program, the proposal shall provide evidence that progress has been made in implementing those recommendations.

2. The Curriculum is Appropriate for the Discipline and Program Level. - The proposal shall describe a sequenced course of study with expected student learning outcomes, including any appropriate industry-driven competencies for advanced technology and related disciplines, as well as a strategy for assessing student learning. Admissions and graduation criteria shall be clearly specified and appropriate. The course of study and credit hours required should include a timeframe consistent with similar programs. In cases in which specialized accreditation is available, evidence shall be provided that the program will seek accreditation, or a rationale shall be provided as to why the program will not seek specialized accreditation as required by Regulation 3.006 .

3. Sufficient Qualified Faculty is Available. – The proposal shall demonstrate that sufficient qualified faculty is available to initiate the program based on estimated enrollments, and that, if appropriate, there is a commitment to hire additional faculty in later years. The proposal shall demonstrate that the


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academic unit or units associated with this new degree have been productive in teaching, research, and service. For a research or professional doctoral program, evidence shall be provided that the faculty in the aggregate has the necessary instructional experience, as well as research and grant activity, to sustain a doctoral program.

4. Sufficient Institutional Resources are Available. – The proposal shall demonstrate that the necessary library volumes and serials; classroom, teaching laboratory, research laboratory, office, and any other type of physical space; equipment; and appropriate clinical and internship sites shall be available to implement the program. For a graduate-level program, the proposal shall indicate whether appropriate fellowships, scholarships, and graduate assistantships are in place, or if the university has made sufficient plans for their existence when student support is the norm in similar programs in the discipline.

(4) New Degree Program Approval Authority and Process –

(a) All Degree Programs - Each university shall submit a new academic degree program pre-proposal for review by the academic program coordination work group established by the Council of Academic Vice Presidents pursuant to Regulation 8.004 (1) in order to facilitate collaboration, articulation, and coordination of new academic degree programs across the State University System. This action should be taken prior to a new degree program under consideration being moved into the one-year category on the university annual work plan.

(b) Professional and Research Doctoral Degree Programs – Each university board of trustees shall approve new research and professional doctoral degree programs for submission to the Board of Governors for authorization, in accordance with the criteria outlined in section (3) of this regulation. In approving a new doctoral degree program, the Board of Governors shall consider the sufficiency of the university proposal evaluation process, the distinctive mission of the university, alignment with the State University System and university strategic plans, and the extent to which the program will contribute to the economic development of the local community and the state as demonstrated by its alignment with the Areas of Programmatic Strategic Emphasis adopted as part of the State University System Strategic Plan. 1. A proposal that is complete and has been determined by Board staff to meet

all criteria for new program authorization shall be considered by the Board of Governors for approval and, subsequent to a program’s approval, an institution may offer the new program at a date no sooner than that specified in the proposal.

2. If a university contemplates implementing a master’s or specialist program and a doctoral program in the same discipline simultaneously, a single proposal for both degree levels should be developed, differentiating elements


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within the proposal as necessary. Both degree levels shall be approved by the university board of trustees prior to submitting the doctoral program proposal to the Board of Governors for consideration.

3. New doctoral programs shall be considered by the Board of Governors only at the June and November meetings, unless extenuating circumstances justify the need for Board consideration during a different timeframe. The Chancellor shall establish deadlines for university submission of new degree proposals for consideration.

(c) Bachelor’s, Master’s, Advanced Master’s, Specialist and other Non-Doctoral Degree Programs – Each university board of trustees shall approve for implementation new degree programs at the bachelor’s, master’s, advanced master’s, and specialist levels in accordance with sections (3) and (5) of this regulation.

(d) University Policies for New Degree Program Authorization - Each university board of trustees shall ensure that university policies for new degree program planning and approval are consistent with this regulation and provide a copy of the policies to the Board of Governors Office. The university policies shall include at a minimum: 1. A formal process for determining degree programs that the university will

explore for implementation over the period covered by the university strategic plan and the university work plan;

2. A formal process for review and approval of proposed programs by the appropriate curriculum, financial, and administrative entities of the university

3. A formal written review of doctoral program proposals by a qualified external consultant prior to consideration of the proposal by the board of trustees. Alternatively, institutions may utilize a cross-section of visiting experts who contribute to the proposal development process. Their contribution to the process must be documented and described in the proposal;

4. A process for final consideration by the board of trustees that includes review of the proposed program by the full board or a designated committee with regard to Board of Governors approval criteria and implementation costs; and

5. Adoption of a common State University System new degree proposal format developed by Board staff in collaboration with university academic affairs officers.

(e) State University System Academic Degree Program Inventory – 1. The Board Office shall maintain a State University System Academic

Degree Program Inventory that will identify the approved degree programs for each university and that will be used by the universities for reporting enrollments, degree completions, and other information related to instructional delivery. Within four weeks of approval of a bachelor’s, master’s, specialist, or advanced master’s degree by the university board of


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trustees, a university shall notify the Board of Governors Office in writing and provide an electronic copy of the proposal for each program, along with related board of trustees approval documents. For baccalaureate programs, the notification shall include any request for approval of limited access status, exceptions to the 120 credit hours to degree, and exceptions to the established statewide common prerequisite courses. A CIP code for each program shall be assigned by the Board of Governors Office in consultation with the university.

2. Upon resolution of any outstanding issues regarding the program, it shall be added to the State University System Academic Degree Program Inventory and a letter of notification shall be provided to the university.

3. The Board of Governors recognizes that academic disciplines and degree program curriculum evolve over time to align with emerging knowledge in the field or changing workforce requirements. Existing programs’ curricula may also evolve over time in response to faculty research interests and student demand. On occasion a new CIP code is created by the National Center for Educational Statistics which is a better fit for an existing program than the one assigned when it was approved. Accordingly, the Chancellor, or designee, is authorized to approve CIP code changes requested by a university for an existing degree program in the State University System Academic Degree Program Inventory and to establish a process for university and state-level review to ensure the program is properly coded. A CIP code change cannot have the net effect of adding a new degree program to the academic program inventory by changing the code for a major offered under a currently approved program. The new CIP code will be used for state-level accountability calculations starting with the effective term.

(5) Independent Degree Programs at Branch Campuses and Off-Campus Sites - Complete degree programs, or substantially complete degree programs, having designated faculty lines with independent curricular decision-making authority, designated facilities and instructional resources, and a designated student body, shall not be implemented at a branch campus or other off-campus instructional location unless approved by the university board of trustees, even if the university already has authority to offer the degree program at another location. Each such program shall meet the Board of Governors’ new degree program approval criteria and follow the same approval process as other new program offerings at the university. This requirement does not apply to programs currently approved for one location that share faculty and students between or among instructional locations.

(6) Each university shall establish policies for academic degree program offerings away from the main campus which are in compliance with Board of Governors Regulations


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8.002 Continuing Education, 8.004 Academic Program Coordination, and 8.009 Educational Sites.

(7) Authorization of Other Academic Curricular Offerings - Each university board of trustees shall ensure that the university has policies consistent with this regulation and applicable accreditation standards for the approval, implementation, and review of other types of academic curricular offerings as defined in sections (7) (a)-(c) of this regulation. Copies of each university’s policies for approving other academic curricular offerings shall be provided to the Board of Governors Office.

(a) Program Minor, Concentration, Area of Emphasis, Track, or a similar curricular offering. - Any organized curriculum that is offered as part of a degree program and enhances or complements the degree to be awarded in a manner which leads to specific educational or occupational goals. Such a curricular offering shall be as defined by the university with the credit-hour length set in accordance with university policy, except that the number of credit hours shall not equal or exceed the number of credit hours established for a program major at the same degree level.

(b) College Credit Certificate Program - An organized curriculum of college credit courses offered as a distinct area of study that leads to specific educational or occupational goals, and for which the university awards a certificate, diploma, or similar form of recognition upon completion. College credit certificate programs may consist of courses that are part of a degree program or distinct courses that are created outside of any degree program. The number of credit hours for a college credit certificate program shall be set by the university within guidelines established by this regulation.

(c) Non-College-Credit Certificate – An organized curriculum of study of any length that is offered for non-college credit (as measured through clock hours, continuing education units, competency exams, etc.), that leads to specific educational or occupational goals, and for which the university awards a certificate or diploma upon completion. The length of a non-college-credit certificate program shall be set by the university.

Authority: Section 7(d), Art. IX, Fla. Const.; History: New 3-27-07, Amended 3-24-11, Amended 9-22-16.


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ITEM: __7__


SUBJECT: New Degree Program: Bachelor of Arts in Digital Media Design


Approve the Bachelor of Arts (B.A.) in Digital Media Design new degree program.

BACKGROUND INFORMATION FGCU is requesting permission to offer the B.A. in Digital Media Design as described in the Executive Summary.

Supporting Documentation Included: (1) Executive Summary, and (2) Board of Governors Regulation 8.011 Prepared by: Associate Vice President for Academic and Curriculum Support Cathy Duff Legal Review: Vice President and General Counsel Vee Leonard (March 25, 2019) Submitted by: Provost and Vice President for Academic Affairs James Llorens


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Executive Summary Bachelor of Arts in Digital Media Design

March 18, 2019

Major: Digital Media Design Degree: Bachelor of Arts (B.A.) Concentrations: None College: Arts and Sciences Department: Bower School of Music & the Arts Anticipated Implementation Date: Fall 2019 Suggested Classification of Instructional Programs (CIP) Code: 50.0102 (Digital Arts) Introduction The proposed degree program is a Bachelor of Arts in Digital Media Design. The purpose of the program is to provide students with professional preparation for technology-based careers in the rapidly evolving world of digital design. Students will work with new design paradigms to create products for multiple media platforms. This currently includes careers in web design, interactive design, experience design, interface design, video game design, and graphic design. The program will also prepare students for entry into graduate studies at the master’s and doctoral levels, such as the terminal degrees of Master of Fine Arts (M.F.A.) in studio/design disciplines and Doctor of Design (D.Des.) as well as Master of Arts and Master of Science degrees in Design. The proposed Classification of Instructional Programs (CIP) Code is 50.0102 Digital Arts. The National Center for Education Statistics describes CIP 50.0102 as “a general, undifferentiated program that focuses on the use of computerized digital images as the primary medium of expression in the visual and performing arts, and that may prepare individuals for a wide variety of careers using new media, including graphic design, digital animation, motion graphics, 3D visualization, game and interactive media design, music and sound design, video production, web design, photography, and other fields.” Design today goes far beyond making products that are aesthetically pleasing. The Design Management Institute (DMI), an international membership organization that connects design to business, developed a system of tools and frameworks that were used to track a portfolio of publicly traded stocks from 16 of companies that were considered to be ‘design-centric’ (following best practices in design management). The Design Value Index Study utilized these tools and frameworks to demonstrate that companies in the portfolio had “10 year returns yielding 2.11 times (211%) that of the S&P [Standard & Poor’s] 500.” (https://www.dmi.org/page/2015DVIandOTW) Research also suggests that “companies that embrace design understand their customers better than those that don’t. As a result, they grow faster with higher margins and recover faster during economic downturns.” (http://fortune.com/2017/08/31/the-design-value-index-shows-what-design-thinking-is-worth/). The pre-proposal was reviewed by the Council of Academic Vice Presidents Academic Program Coordination Review Group on November 10, 2016. No concerns were noted. The curriculum and program requirements were approved by the College of Arts and Sciences Undergraduate


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http://fortune.com/2017/08/31/the-design-value-index-shows-what-design-thinking-is-worth/

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Curriculum Team on February 27, 2019, and the university-wide Undergraduate Curriculum Team on March 14, 2019. The proposed program is consistent with BOG Regulation 8.011 Authorization of New Academic Degree Programs and Other Curricular Offerings. The program will consist of 120 semester credit hours. It is not limited access. To ensure the desired outcome for student diversity, recruiting efforts will continue within the initial target population area (FGCU’s five-county area: Lee, Collier, Charlotte, Hendry, and Glades), and extend to other geographic regions having larger under-represented populations of prospective students. In addition, a substantial number of former students who graduated from the FGCU Art Program are now teaching in area high schools, and their input in identifying and supporting our recruitment efforts has been invaluable. FGCU’s strong commitment to ensure diversity among faculty and staff will further enhance success in the recruitment, retention and graduation of all students. FGCU employs a minority recruiter as part of its admissions team. Consistency with Strategic Plan and Priorities The proposed B.A. in Digital Media Design (CIP 50.0102) will be a program of strategic emphasis in the category of Economic Development — STEM (science, technology, engineering and math). The establishment of this program directly relates to the increased production of degrees in STEM areas and increased access to STEM programs within the FGCU region. The 2025 State University System of Florida Strategic Plan (amended March 2016) identifies three critical points of emphasis: Excellence, Productivity, and Strategic Priorities for a Knowledge Economy. These points of emphasis are supported by individual goals in the areas of Teaching and Learning; Scholarship, Research and Innovation; and Community and Business Engagement. The proposed program directly supports these goals in the following ways:

Teaching and Learning Excellence: The proposed degree program in Digital Media Design will strengthen the reputation and quality of the SUS universities by offering a much needed, highly regarded STEM field of study in the rapidly evolving discipline of digital media design. Productivity: The degree is efficient in that many of the core courses, electives and general education courses have already been established and successfully taught within the FGCU curriculum. Strategic Priorities for the Knowledge Economy: This proposed program will increase the number of degrees awarded in STEM fields as well as additional programs of strategic emphasis, increasing the number of STEM graduates entering a variety of technology-focused careers.

Scholarship, Research and Innovation Excellence: The proposed program will increase and strengthen quality, reputation, and areas of innovation through collaboration with existing degree programs such as Entrepreneurship, Marketing, Journalism, and Art. The digital media design discipline encompasses many emerging technology fields such as augmented reality, virtual reality and other screen-based and physical interactions, all of which are productive avenues for research and innovation. Research is an integral part of the design field and is used to explore new technologies and their place in society. Digital media design has proven to be transformative in the business sector, supplying local, national and international


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employers with creative talent.

Community and Business Engagement The Digital Media Design Concentration, offered through the FGCU Art Program since 2016, has already built strong connections between students, communities and businesses, and these relationships will be greatly enhanced through the increased productivity of the new program. We currently have multiple class projects and internship opportunities for design students in area businesses, as well as in local non-profit and government agencies.

The proposed program aligns with the FGCU institutional mission statement and FGCU Strategic Plan in the following ways:

• More than half of the FGCU student population is based in the five-county service area and the Digital Media Design program will be able to significantly expand academic opportunities in design education for Southwest Florida residents.

• The program will increase FGCU’s national prominence in STEM undergraduate studies.

• Graduates of the program will fulfill statewide professional and workforce needs in the fields of emerging technologies and design as well as in entrepreneurship and business applications.

• The program will emphasize the role of design in environmentally sustainable practices.

• The program aligns well with Pillar 1 (Student Success), Pillar 2 (Academic Excellence), Pillar 4 (Entrepreneurship), and Pillar 5 (Community Engagement and Outreach) of the FGCU 2017-2022 FOCUS Strategic Plan. A strong Design program will offer students proven employment and entrepreneurial opportunities, and graduates of the FGCU Art Program have made a positive and lasting impact on regional communities.

Need and Demand The University of Central Florida (UCF) and the University of Florida (UF) are the only State University System institutions that offer programs in CIP 50.0102 at the baccalaureate level. During the November 10, 2016, discussion of the pre-proposal, representatives from UCF and UF noted that the focus of the proposed FGCU program is different from the UCF and UF programs. The uniqueness of each institution’s program was also highlighted at discussions involving common prerequisites for CIP 50.0102. The UF Bachelor of Science in Digital Arts and Sciences is described on the UF website as an interdisciplinary engineering program that crosses boundaries between engineering and the arts. The UCF B.A. Digital Media is described on the UCF website as integrating multiple domains of art, storytelling, and technology. Increasing student enrollments at UCF (fall 2016 HC=905; fall 2017 HC=948) and UF (fall 2016 HC=175; fall 2017 HC= 182) demonstrate continued student interest (demand) in this field. High-paying and in-demand career paths are available to digital media design graduates. Digital media design covers emerging disciplines such as user interface and user experience design as well as more established disciplines such as web development and graphic design. According to the Bureau of Labor Statistics (BLS), the 2017 annual median salary for a web developer was $67,990. According to the BLS, available jobs in the field are expected to increase 15% from 2016 to 2026. According to Glassdoor.com (accessed August 2018) the average base salary of an experience designer is $107,880 per year; the average base salary of an interaction designer is $106,000 per year; and the average base salary of a user interface designer is $87,000 per year. In Florida (as of August 26th 2018) Indeed.com listed 192 full-time experience design jobs


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with pay-scales ranging from $55,000 for entry level to $100,000 for senior level. Web development vacancies were listed as 525 with a salary range from $40,000 to $95,000 and interface designers had 340 vacancies with a salary range from $50,000 to $100,000. More generalized graphic design positions had 914 jobs listed with a pay range of $30,000 to $75,000 dependent upon experience. Enrollment, Resource, and Budget Projections Enrollment projections are based on student interest surveys; other student inquiries; enrollment in related FGCU programs including the Digital Media Design Minor and the B.A. Art, Digital Media Design Concentration; and growth in similar programs at other institutions. In fall 2018, 54 of 100 students enrolled in either the DMD concentration or the DMD minor responded to a survey. Of the 54 respondents, 92.6% expressed a strong interest in the new degree program and clearly stated that they would prefer a B.A. degree in DMD rather than the concentration. Enrollment projections of new majors (student headcount [HC]) are 30 in Year 1; 40 in Year 2; 50 in Year 3; 50 in Year 4; and 50 in Year 5. The corresponding annual FTE generated from courses in the major (traditionally, the last two years; terms 5-8 in the sample sequenced course of study) are as follows: 21 in Year 1; 46 in Year 2; 59 in Year 3; 65 in Year 4; and 65 in Year 5. The calculated program costs are $68,668 for Year 1 and $240,103 for Year 5 of program operation. The source of funds for Year 1 is Reallocated (redirected) Base Educational & General and New Recurring Education & General funds. The source of funds for Year 5 is Continuing Base Education & General. Costs for faculty salaries and benefits were calculated based on the credits associated with required and restricted elective courses in the major (traditionally, last two years).

• Year 1 (Fall 2019 and Spring 2020) costs include $50,793 for faculty salaries and benefits associated with instruction by existing faculty on regular lines and $17,875 for a portion of effort for a new assistant professor who will begin teaching in the major in fall 2019.

• Year 5 (Fall 2023 and Spring 2024) costs include $240,103 for faculty salaries and benefits associated with instruction by existing and new faculty from Year 1 and instruction by two new assistant professors who will begin teaching in the major in fall 2020.

Existing classroom, laboratory, and administrative space are sufficient to implement and sustain the program through Year 5. As of fall 2018, the digital medial design curriculum has a dedicated 25-seat studio space in Reed Hall Room 250. This space operates as a classroom for teaching and a studio space for the students. It contains 25 high-specification Apple computers and industry standard software such as the Adobe CC Suite (Photoshop, Illustrator, Premier Pro, etc.). There is also an 18-seat Mac lab next door which is open during the week and has the same software for students to use when classes are in session in Reed Hall Room 250. An additional 10-seat Mac lab is currently being set up in the FGCU Library. No additional specialized services or equipment are needed. No additional library resources are needed.

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8.011 Authorization of New Academic Degree Programs and Other Curricular Offerings.

(1) New Academic Degree Program Authorization - To ensure that new academic programs implemented by a state university are of the highest quality and are aligned with the Board of Governors and university strategic plans, the following criteria and administrative processes for new academic program authorization are established.

(2) Definitions - Within the context of this regulation, academic degree programs are defined as follows:

(a) Degree Program – An organized curriculum leading to a degree in an area of study recognized as an academic discipline by the higher education community, as demonstrated by assignment of a Classification of Instructional Programs (CIP) code by the National Center for Educational Statistics or as demonstrated by the existence of similar degree programs at other colleges and universities. An argument may also be made for a truly unique degree program, based upon emerging research trends or occupational demand. Each degree program shall have designated faculty effort and instructional resources and shall be assigned a CIP code and included in the State University System Academic Degree Program Inventory. Each degree program shall include at least one program major as defined in paragraph (2) (b), but may have multiple majors.

(b) Program Major – An organized curriculum offered as part or all of an existing or proposed degree program. A program major shall be reasonably associated with the degree program under which it is offered and shall share common core courses with any other majors within the same degree program. Although in some cases the major and the degree program names are synonymous, only the degree program shall be assigned a CIP Code and shall be included in the State University System Academic Degree Program Inventory as a stand-alone program. The number of credit hours for a program major for each degree level shall be established by the university within the parameters of paragraph (3)(a) 6c.

(3) Criteria for New Degree Program Approval – A proposal for a new degree program shall be approved by a university board of trustees and the Board of Governors only if it meets the following criteria:

(a) Institutional and State-Level Accountability

1. The Program is Consistent with the State University System Strategic Plan, and the University Mission, University Strategic Plan, and University Work Plan. – The proposal shall demonstrate that the goals of the program are consistent with current State University System strategic planning goals by identifying which of the goals the program will directly advance. Additionally, the proposal shall demonstrate that the program goals are aligned with the university’s


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mission and strategic planning goals and relate to specific institutional strengths, and that the program is consistent with the program list provided in the university work plan required by Board of Governors Regulation 2.002.

2. There is a Demonstrated Need for Program Graduates, Research, and/or Service. – The proposal shall demonstrate a need for more individuals to be educated in the program at the level proposed, provide an estimate of the headcount and full-time equivalent (FTE) for students who will major in the program, and indicate steps to be taken to achieve a diverse student body. If an argument is made for the program based upon research or service need, then specific supporting information shall be provided. In analyzing the need for the proposed program, the university shall consider whether similar programs are offered at other postsecondary institutions in Florida and what impact, if any, such programs may have on the proposed program, and shall include this analysis in the proposal to substantiate the need for the program.

3. The Program Does Not Unnecessarily Duplicate Existing State University System Degree Programs. - If the program duplicates another degree program at a state university in Florida which has a substantially similar curriculum, evidence shall be provided that the university has investigated the potential impact on that program, has discussed opportunities for collaboration with the affected university, and can substantiate a need for duplication. If the proposed program curriculum substantially duplicates an existing program at a historically black university in the State University System, an analysis shall be conducted to determine whether the proposed program may adversely affect that university’s ability to achieve or maintain student diversity in its existing program.

4. Financial Planning and Resources are Sufficient for Implementation. - The proposal shall include a complete budget for the program which is comparable in cost to similar existing programs, reflects the purpose of the proposal, and provides evidence that, in the event resources within the institution are redirected to support the new program, such a redirection will not have an unjustified negative impact on other programs.

5. There is a Sufficient Projected Benefit of the Program to the University, Local Community, and State. - The proposal shall describe the projected benefit to the university, local community, and the State if the program is implemented. The proposal should demonstrate efficient use of resources and justification for the investment. The projected benefit may be both quantitative (data driven) and qualitative in nature.

6. Access and Articulation are Maintained for All Programs. a. In a proposal for a baccalaureate program, all prerequisite courses shall


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be consistent with common prerequisites for similar degree programs within the State University System and the Florida College System, or an exception shall be sought through the Articulation Coordinating Committee in accordance with Board Regulation 8.010.

b. In a proposal for a baccalaureate program, if limited access status is

sought in accordance with Board Regulation 8.013, adequate

justification shall exist for such a designation, and evidence shall be

provided that diversity, articulation, and workforce issues are

appropriately addressed.

c. In a proposal for a baccalaureate program, the total number of credit

hours shall not exceed 120, or an exception shall be sought from the

Board of Governors in accordance with Board Regulation 8.014.

d. A proposal for any degree level shall include a plan to achieve a diverse student body in the program.

(b) Institutional Readiness 1. The Institution Demonstrates an Ability to Implement a High-Quality Program. -

The proposal shall provide evidence that the institution has the resources in place, or will make the necessary investments, to ensure that the proposed program will be of high quality. If appropriate, the proposal shall provide evidence that the proposed program will specifically relate to existing institutional strengths such as other academic programs that have achieved national recognition, or related institutes and centers. If program reviews or accreditation activities in the discipline pertinent to the proposed program or in related disciplines have included recommendations affecting the proposed program, the proposal shall provide evidence that progress has been made in implementing those recommendations.

2. The Curriculum is Appropriate for the Discipline and Program Level. - The proposal shall describe a sequenced course of study with expected student learning outcomes, including any appropriate industry-driven competencies for advanced technology and related disciplines, as well as a strategy for assessing student learning. Admissions and graduation criteria shall be clearly specified and appropriate. The course of study and credit hours required should include a timeframe consistent with similar programs. In cases in which specialized accreditation is available, evidence shall be provided that the program will seek accreditation, or a rationale shall be provided as to why the program will not seek specialized accreditation as required by Regulation 3.006 .

3. Sufficient Qualified Faculty is Available. – The proposal shall demonstrate that sufficient qualified faculty is available to initiate the program based on estimated enrollments, and that, if appropriate, there is a commitment to hire additional faculty in later years. The proposal shall demonstrate that the


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academic unit or units associated with this new degree have been productive in teaching, research, and service. For a research or professional doctoral program, evidence shall be provided that the faculty in the aggregate has the necessary instructional experience, as well as research and grant activity, to sustain a doctoral program.

4. Sufficient Institutional Resources are Available. – The proposal shall demonstrate that the necessary library volumes and serials; classroom, teaching laboratory, research laboratory, office, and any other type of physical space; equipment; and appropriate clinical and internship sites shall be available to implement the program. For a graduate-level program, the proposal shall indicate whether appropriate fellowships, scholarships, and graduate assistantships are in place, or if the university has made sufficient plans for their existence when student support is the norm in similar programs in the discipline.

(4) New Degree Program Approval Authority and Process –

(a) All Degree Programs - Each university shall submit a new academic degree program pre-proposal for review by the academic program coordination work group established by the Council of Academic Vice Presidents pursuant to Regulation 8.004 (1) in order to facilitate collaboration, articulation, and coordination of new academic degree programs across the State University System. This action should be taken prior to a new degree program under consideration being moved into the one-year category on the university annual work plan.

(b) Professional and Research Doctoral Degree Programs – Each university board of trustees shall approve new research and professional doctoral degree programs for submission to the Board of Governors for authorization, in accordance with the criteria outlined in section (3) of this regulation. In approving a new doctoral degree program, the Board of Governors shall consider the sufficiency of the university proposal evaluation process, the distinctive mission of the university, alignment with the State University System and university strategic plans, and the extent to which the program will contribute to the economic development of the local community and the state as demonstrated by its alignment with the Areas of Programmatic Strategic Emphasis adopted as part of the State University System Strategic Plan. 1. A proposal that is complete and has been determined by Board staff to meet

all criteria for new program authorization shall be considered by the Board of Governors for approval and, subsequent to a program’s approval, an institution may offer the new program at a date no sooner than that specified in the proposal.

2. If a university contemplates implementing a master’s or specialist program and a doctoral program in the same discipline simultaneously, a single proposal for both degree levels should be developed, differentiating elements


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within the proposal as necessary. Both degree levels shall be approved by the university board of trustees prior to submitting the doctoral program proposal to the Board of Governors for consideration.

3. New doctoral programs shall be considered by the Board of Governors only at the June and November meetings, unless extenuating circumstances justify the need for Board consideration during a different timeframe. The Chancellor shall establish deadlines for university submission of new degree proposals for consideration.

(c) Bachelor’s, Master’s, Advanced Master’s, Specialist and other Non-Doctoral Degree Programs – Each university board of trustees shall approve for implementation new degree programs at the bachelor’s, master’s, advanced master’s, and specialist levels in accordance with sections (3) and (5) of this regulation.

(d) University Policies for New Degree Program Authorization - Each university board of trustees shall ensure that university policies for new degree program planning and approval are consistent with this regulation and provide a copy of the policies to the Board of Governors Office. The university policies shall include at a minimum: 1. A formal process for determining degree programs that the university will

explore for implementation over the period covered by the university strategic plan and the university work plan;

2. A formal process for review and approval of proposed programs by the appropriate curriculum, financial, and administrative entities of the university

3. A formal written review of doctoral program proposals by a qualified external consultant prior to consideration of the proposal by the board of trustees. Alternatively, institutions may utilize a cross-section of visiting experts who contribute to the proposal development process. Their contribution to the process must be documented and described in the proposal;

4. A process for final consideration by the board of trustees that includes review of the proposed program by the full board or a designated committee with regard to Board of Governors approval criteria and implementation costs; and

5. Adoption of a common State University System new degree proposal format developed by Board staff in collaboration with university academic affairs officers.

(e) State University System Academic Degree Program Inventory – 1. The Board Office shall maintain a State University System Academic

Degree Program Inventory that will identify the approved degree programs for each university and that will be used by the universities for reporting enrollments, degree completions, and other information related to instructional delivery. Within four weeks of approval of a bachelor’s, master’s, specialist, or advanced master’s degree by the university board of


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trustees, a university shall notify the Board of Governors Office in writing and provide an electronic copy of the proposal for each program, along with related board of trustees approval documents. For baccalaureate programs, the notification shall include any request for approval of limited access status, exceptions to the 120 credit hours to degree, and exceptions to the established statewide common prerequisite courses. A CIP code for each program shall be assigned by the Board of Governors Office in consultation with the university.

2. Upon resolution of any outstanding issues regarding the program, it shall be added to the State University System Academic Degree Program Inventory and a letter of notification shall be provided to the university.

3. The Board of Governors recognizes that academic disciplines and degree program curriculum evolve over time to align with emerging knowledge in the field or changing workforce requirements. Existing programs’ curricula may also evolve over time in response to faculty research interests and student demand. On occasion a new CIP code is created by the National Center for Educational Statistics which is a better fit for an existing program than the one assigned when it was approved. Accordingly, the Chancellor, or designee, is authorized to approve CIP code changes requested by a university for an existing degree program in the State University System Academic Degree Program Inventory and to establish a process for university and state-level review to ensure the program is properly coded. A CIP code change cannot have the net effect of adding a new degree program to the academic program inventory by changing the code for a major offered under a currently approved program. The new CIP code will be used for state-level accountability calculations starting with the effective term.

(5) Independent Degree Programs at Branch Campuses and Off-Campus Sites - Complete degree programs, or substantially complete degree programs, having designated faculty lines with independent curricular decision-making authority, designated facilities and instructional resources, and a designated student body, shall not be implemented at a branch campus or other off-campus instructional location unless approved by the university board of trustees, even if the university already has authority to offer the degree program at another location. Each such program shall meet the Board of Governors’ new degree program approval criteria and follow the same approval process as other new program offerings at the university. This requirement does not apply to programs currently approved for one location that share faculty and students between or among instructional locations.

(6) Each university shall establish policies for academic degree program offerings away from the main campus which are in compliance with Board of Governors Regulations


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8.002 Continuing Education, 8.004 Academic Program Coordination, and 8.009 Educational Sites.

(7) Authorization of Other Academic Curricular Offerings - Each university board of trustees shall ensure that the university has policies consistent with this regulation and applicable accreditation standards for the approval, implementation, and review of other types of academic curricular offerings as defined in sections (7) (a)-(c) of this regulation. Copies of each university’s policies for approving other academic curricular offerings shall be provided to the Board of Governors Office.

(a) Program Minor, Concentration, Area of Emphasis, Track, or a similar curricular offering. - Any organized curriculum that is offered as part of a degree program and enhances or complements the degree to be awarded in a manner which leads to specific educational or occupational goals. Such a curricular offering shall be as defined by the university with the credit-hour length set in accordance with university policy, except that the number of credit hours shall not equal or exceed the number of credit hours established for a program major at the same degree level.

(b) College Credit Certificate Program - An organized curriculum of college credit courses offered as a distinct area of study that leads to specific educational or occupational goals, and for which the university awards a certificate, diploma, or similar form of recognition upon completion. College credit certificate programs may consist of courses that are part of a degree program or distinct courses that are created outside of any degree program. The number of credit hours for a college credit certificate program shall be set by the university within guidelines established by this regulation.

(c) Non-College-Credit Certificate – An organized curriculum of study of any length that is offered for non-college credit (as measured through clock hours, continuing education units, competency exams, etc.), that leads to specific educational or occupational goals, and for which the university awards a certificate or diploma upon completion. The length of a non-college-credit certificate program shall be set by the university.

Authority: Section 7(d), Art. IX, Fla. Const.; History: New 3-27-07, Amended 3-24-11, Amended 9-22-16.


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ITEM: __8___


SUBJECT: President’s Performance Evaluation for 2018-2019


Information only

BACKGROUND INFORMATION

The Florida Gulf Coast University (FGCU) Board of Trustees is responsible for annually evaluating the performance of the President of Florida Gulf Coast University. Specifically, the FGCU President Employment Agreement executed on April 7, 2017 by the FGCU Board of Trustees and President Michael Martin contains the following President Performance Evaluation Criterion. (1) Qualitative Leadership and Management Skills; (2) Florida Gulf Coast University FOCUS 2017-2022 Strategic Plan and FGCU's Performance-Based Funding Metrics; and (3) Resource Development (i.e., private fundraising; state appropriations; and the securing of contracts and grant dollars, etc.). At the April 9 meeting, FGCU Board of Trustees Chair Blake Gable will discuss with the Board the process for evaluating FGCU President Michael Martin for the 2018-2019 year, including the attached rating form to be completed by each Trustee and submitted no later than April 26, 2019 to Vice President and Chief of Staff Susan Evans, who will provide the completed rating forms to Chair Gable. The performance evaluation for President Martin will be conducted at the June 11, 2019 meeting of the FGCU Board of Trustees. The rating form must be signed by the Trustee completing the form. Evaluation materials are public records as defined under Florida Public Records law, and as such are subject to disclosure.

Supporting Documentation Included: (1) Trustee Rating Form for FGCU President Michael Martin’s Annual Performance Evaluation for 2018-2019; and (2) FGCU FOCUS 2017-2022 Strategic Plan


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2

Prepared by: Vice President and Chief of Staff Susan Evans Legal Review by: N/A Submitted by: FGCU Board of Trustees Chair Blake Gable


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Florida Gulf Coast University Board of Trustees

Trustee Rating Form for FGCU President Michael Martin’s Annual Performance Evaluation for 2018-2019

Indicate your rating for each of the below President Performance Evaluation Criterion as contained in the FGCU President Employment Agreement executed on April 7, 2017 by the FGCU Board of Trustees and President Michael Martin. Optional comments regarding President Martin’s performance may be provided. The evaluation form MUST be signed by the Trustee completing the form. Evaluation materials are public records as defined under Florida Public Records law, and as such are subject to disclosure. With 1 being the lowest performance rating, and 5 being the highest performance rating, circle one number for each of the three items: Qualitative Leadership and Management Skills: 1 2 3 4 5 FGCU FOCUS 2017-2022 Strategic Plan: 1 2 3 4 5 Resource Development (i.e., private fundraising; state appropriations; and the securing of contracts and grants dollars): 1 2 3 4 5 Comments: (Optional. Use additional page if needed.) __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ TRUSTEE PRINTED NAME: _____________________________________________ TRUSTEE SIGNATURE: ________________________________________________ RATING FORM COMPLETION DATE: _____________________________________


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1

FLORIDAGULF COAST

UNIVERSITY2017-2022


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TABLE OF CONTENTSLETTER FROM PRESIDENT MARTIN 3

MISSION & VISION 4

GUIDING PRINCIPLES 5

ESSENTIAL ACTIVITIES 6

THE FIVE PILLARS 7 STUDENT SUCCESS

ACADEMIC EXCELLENCE

ENTREPRENEURSHIP

HEALTH SCIENCES

COMMUNITY ENGAGEMENT & OUTREACH


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LETTER FROM PRESIDENT MARTINAfter twenty years of remarkable growth and development Florida Gulf Coast University (FGCU) is now entering a new era in its journey to excellence and in serving Southwest Florida.

As a consequence, it’s extremely important that we have completed this Strategic Plan, Focus 2017 – 2022, as our collaboratively developed road map. All involved with FGCU owe a hearty “thank you” to Ad Hoc Committee Chair Dr. Chris Westley and the members who have modified our earlier Strategic Plan.

The Ad Hoc Committee has ensured that this plan a) is broadly inclusive, b) fully supports our mission and the pillars of the 2016 plan, c) is consistent with the Strategic Plan of the Florida Board of Governors, d) provides guidance for our Annual Plans of Work and our Legislative Budget Requests, e) includes objectives that are achievable in five years, and f) is flexible enough to accommodate unforeseen events and changing realities.

Despite noteworthy challenges ahead, the future for FGCU is both bright and exciting. This Strategic Plan will be central to meeting those challenges and shaping our shared future.

Go Eagles!

Mike


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MISSIONFlorida Gulf Coast University, a comprehensive institution of higher education, offers undergraduate and graduate degree programs of strategic importance to Southwest Florida and beyond. FGCU seeks academic excellence in the development of selected programs and centers of distinction in science, technology, engineering and mathematics (STEM) disciplines, health professions, business, and marine and environmental sciences. Outstanding faculty and staff supported by a strong community of advisors prepare students for gainful employment and successful lives as responsible, productive and engaged citizens. FGCU emphasizes innovative, student-centered teaching and learning, promotes and practices environmental sustainability, embraces diversity, nurtures community partnerships, values public service, encourages civic responsibility, and cultivates habits of lifelong learning and the discovery of new knowledge.

Approved by the FGCU Board of Trustees May 10, 2016.

VISIONFlorida Gulf Coast University will achieve national prominence in offering exceptional value in high-quality educational programs that address regional and statewide needs. Our programs, firmly grounded in the liberal arts and sciences, will employ emerging instructional technologies. Possessing an entrepreneurial spirit, graduates will be well prepared for productive lives as civically engaged and environmentally conscious citizens with successful careers, ready to pursue further education.

Approved by the FGCU Board of Trustees September 8, 2015.

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The founding of Florida Gulf Coast University at the advent of a new century is a signal event. It comes at a moment in history when the conditions that formed and sustained American higher education are fundamentally changing, and at a time when rapid shifts wrought by technology and social complexities are altering the very nature of work, knowledge, and human relationships. As a public institution, Florida Gulf Coast University eagerly accepts the leadership opportunity and obligation to adapt to these changes and to meet the educational needs of Southwest Florida. To do so, it will collaborate with its various constituencies, listen to the calls for change, build on the intellectual heritage of the past, plan its evolution systematically for the twenty-first century, and be guided by the following principles:

STUDENT SUCCESS IS AT THE CENTER OF ALL UNIVERSITY ENDEAVORS. The University is dedicated to the highest quality education that develops the whole person for success in life and work. Learner needs, rather than institutional preferences, determine priorities for academic planning, policies, and programs. Acceleration methods and assessment of prior and current learning are used to reduce time to degree. Quality teaching is demanded, recognized, and rewarded.

ACADEMIC FREEDOM IS THE FOUNDATION FOR THE TRANSMISSION AND ADVANCEMENT OF KNOWLEDGE. The University vigorously protects freedom of inquiry and expression and categorically expects civility and mutual respect to be practiced in all deliberations.

DIVERSITY IS A SOURCE OF RENEWAL AND VITALITY. The University is committed to developing capacities for living together in a democracy whose hallmark is individual, social, cultural, and intellectual diversity. It fosters a climate and models a condition of openness in which students, faculty, and staff engage multiplicity and difference with tolerance and equity.

INFORMED AND ENGAGED CITIZENS ARE ESSENTIAL TO THE CREATION OF A CIVIL AND SUSTAINABLE SOCIETY. The University values the development of the responsible self grounded in honesty, courage, and compassion, and committed to advancing democratic ideals. Through service-learning requirements, the University engages students in community involvement

with time for formal reflection on their experiences. Integral to the University’s philosophy is instilling in students an environmental consciousness that balances their economic and social aspirations with the imperative for ecological sustainability.

SERVICE TO SOUTHWEST FLORIDA, INCLUDING ACCESS TO THE UNIVERSITY, IS A PUBLIC TRUST. The University is committed to forging partnerships and being responsive to its region. It strives to make available its knowledge resources, services, and educational offerings at times, places, in forms and by methods that will meet the needs of all its constituents. Access means not only admittance to buildings and programs, but also entrance into the spirit of intellectual and cultural community that the University creates and nourishes.

TECHNOLOGY IS A FUNDAMENTAL TOOL IN ACHIEVING EDUCATIONAL QUALITY, EFFICIENCY, AND DISTRIBUTION. The University employs information technology in creative, experimental, and practical ways for delivery of instruction, for administrative and information management, and for student access and support. It promotes and provides distance and time free learning. It requires and cultivates technological literacy in its students and employees.

CONNECTED KNOWING AND COLLABORATIVE LEARNING ARE BASIC TO BEING WELL EDUCATED. The University structures interdisciplinary learning experiences throughout the curriculum to endow students with the ability to think in whole systems and to understand the interrelatedness of knowledge across disciplines. Emphasis is placed on the development of teamwork skills through collaborative opportunities. Overall, the University practices the art of collective learning and collaboration in governance, operations, and planning.

ASSESSMENT OF ALL FUNCTIONS IS NECESSARY FOR IMPROVEMENT AND CONTINUAL RENEWAL. The University is committed to accounting for its effectiveness through the use of comprehensive and systematic assessment. Tradition is challenged; the status-quo is questioned; change is implemented.

Approved by the Deans Council June 18, 1996.

GUIDING PRINCIPLES


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6

FOCUS 2017-2022 builds on Florida Gulf Coast University’s existing areas of strength such as the focus on teaching and learning, expansion of community and civic engagement, and emphasis on critical thinking skills grounded in the liberal arts and humanities. However, this plan specifically focuses our energies and resources and provides for special emphasis on the most immediate issues that FGCU is positioned to address. FOCUS 2017-2022 encourages a multidimensional approach, connecting disciplines and colleges in ways that did not

previously exist in achieving goals outlined in five critical areas, or “pillars,” guiding the institution to address the critical needs of our region, state, nation and world.

The five pillars will work synergistically to position the university as a destination institution for students, faculty and staff preparing its students for common goals of ensuring success in four years and achieving high-paying jobs or placement into advanced degree programs.

ESSENTIAL ACTIVITIES

THE FIVE PILLARS

STUD

ENT S

UCCE

SS

ACAD

EMIC

EXC

ELLE

NCE

ENTR

EPRE

NEUR

SHIP

HEAL

TH S

CIEN

CES

COM

MUN

ITY

ENGA

GEM

ENT

1 2 3 4 5 5FGCU Board of Trustees - April 9, 2019

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51. STUDENT SUCCESS Student success is a holistic process that focuses on student retention, timely degree completion, academic achievement, degree attainment and a successful career and meaningful life, while recognizing that students develop intellectually, emotionally, socially, ethically, physically and spiritually as they progress through and complete their college experience.

FGCU will cultivate a diverse learning environment in which students are encouraged to explore both their personal and intellectual development. Students will gain an understanding of their individual learning style and the confidence to pursue intellectual challenges.

OBJECTIVE 1: FOCUS on improving our retention and 4-year graduation rates.

OBJECTIVE 2: FOCUS on implementing a comprehensive and coordinated enrollment management initiative that exposes students to world-class researchers, outstanding faculty and talented staff, while providing a seamless experience for students from recruitment through graduation that leads to employment and further educational opportunities. OBJECTIVE 3: FOCUS on delivering an affordable, high-quality education and eliminate or minimize the need for student debt.

OBJECTIVE 4: FOCUS on providing intentional opportunities for student engagement with faculty and staff to build a sense of community and an atmosphere designed to achieve success.

THE FIVE PILLARS


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2. ACADEMIC EXCELLENCE We aspire to create and sustain a learning culture that supports and values excellence in teaching, scholarship and service across the university. We find evidence of excellence in the success of our graduates as defined by several metrics including time to graduation, career placement and success on licensure exams. Furthermore, excellence is achieved when we are held accountable for ensuring high standards for success.

OBJECTIVE 1: FOCUS on the further development of the Honors College.

OBJECTIVE 2: FOCUS on expanding internship opportunities and doubling the number of co-op educational and practicum experiences.

OBJECTIVE 3: FOCUS on creating new and/or refining existing programs that lead to high-wage, high-demand jobs.

OBJECTIVE 4: FOCUS on increased collective accountability on the Board of Governors performance metrics.

OBJECTIVE 5: FOCUS on increasing externally sponsored research by 100% in next 5 years.

OBJECTIVE 6: FOCUS on resources and structures to foster faculty research and scholarship while also expanding opportunities for undergraduate and graduate student research.

3. ENTREPRENEURSHIP Entrepreneurship is a process of fundamental transformation from innovative idea to enterprise and from enterprise to value. It further allows individuals to bring new ideas into being for the benefit of themselves and others. We aspire to make FGCU a destination for faculty, staff, students, alumni and community members seeking a culture of innovation and entrepreneurship with opportunities to learn, imagine, collaborate and undertake new endeavors.

OBJECTIVE 1: FOCUS on growing the Institute for Entrepreneurship so that it serves as the nucleus of all campus-wide entrepreneurial initiatives, which could be expanded further into an interdisciplinary college.

OBJECTIVE 2: FOCUS on creating an entrepreneurial mindset throughout the University community.

OBJECTIVE 3: FOCUS on FGCU becoming the catalyst of entrepreneurship within Southwest Florida and the state.


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4. HEALTH SCIENCES Florida Gulf Coast University aspires to become a center for the promotion of health and wellness within and beyond our campus. We will leverage the widely recognized strengths and community engagement efforts of the Marieb College of Health & Human Services to become a leader in Florida and nationally recognized for preparing practitioners and innovators in health and human services professions. We are committed to refining current programs while implementing new evidence-based programs that provide effective solutions to healthcare problems in the region, state and beyond. Through outreach events and activities, students, faculty and staff will initiate, engage and lead efforts to improve upon the health and wellness of our FGCU community and the region we serve.

OBJECTIVE 1: FOCUS on all clinically oriented disciplines within healthcare and further establish the Marieb College in the region, state and beyond as the state of Florida’s university for preparing students for all careers within healthcare, with the exception of allopathic and osteopathic medicine.

OBJECTIVE 2: FOCUS on establishing on-campus and off-campus, faculty-led practice clinics in primary care, rehabilitation, fitness and behavioral health that serve as clinical laboratories which can generate alternative revenue to support student and faculty success.

OBJECTIVE 3: FOCUS on developing advanced interprofessional graduate programs that are research-based with the goals of improving patient care, treatment interventions, and clinical outcomes.

OBJECTIVE 4: FOCUS on developing other degree programs external to Marieb College that will expand our commitment to improving health and wellness and broaden interprofessional education and research collaborations across the colleges.

OBJECTIVE 5: FOCUS on promoting personal development, physical and mental health, wellness and safety as foundations for student success and academic excellence.


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5. COMMUNITY ENGAGEMENT & OUTREACH FGCU aspires to become a center of community life and engagement for students, faculty, staff, alumni and the public through communications, educational opportunities, research, the arts, cultural activities and athletic events designed to share our expertise and bring the community together. At the same time, we must continue to engage the community in supporting the university financially, to ensure continued funding of critically needed scholarships, programs and capital initiatives. With this, we will continue our significant contribution to the economic growth and quality of life in Southwest Florida.

OBJECTIVE 1: FOCUS on increasing awareness of our people, programs and impact.

OBJECTIVE 2: FOCUS on strengthening our outreach, engagement and ties to our region.

OBJECTIVE 3: FOCUS on building partnerships and relationships with our five school districts, area businesses and organizations to optimize opportunities to put FGCU expertise to work to support the region’s economy, model innovative and sustainable practices and advance the community.

OBJECTIVE 4: FOCUS on engaging and building loyalty among our alumni and strengthening fundraising efforts.

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11

fgcu.edu


77

ITEM: __9__


SUBJECT: Finance/Budget Update


Information Only

BACKGROUND INFORMATION This report details the fiscal activities of the institution through the close of March 31, 2019.

Supporting Documentation Included: (1) Summary Memo, and (2) Finance/Budget Update Prepared by: Chief Budget Officer David Vazquez Legal Review by: N/A Submitted by: Vice President for Administrative Services and Finance, and Executive Director of FGCU Financing Corporation Steve Magiera


78

TO: FGCU Board of Trustees

FROM: Steve Magiera, Vice President for Administrative Services

SUBJECT: Finance Budget Update

DATE: April 9, 2019

We are presenting to you the budget update projected through the end of March

2019. We are now seventy-five percent complete for the fiscal year.

Revenues:

Total revenues have a positive variance of .45%, which equates to approximately

$945,000.

There is only one line item with a variance greater than five percent:

Concessions (6.46% or less than $13,000). Very small numbers, less than the $2

million threshold.

Expenditures:

Total expenditures have a positive variance of 3.70%, which equates to

approximately $7.4 million.

The lines in excess of 5% are as follows:

General Expense – positive variance of 9.61% or $3.2 million. This positive

variance is partially due to the release of the last $2 million of unallocated budget

being released in January.

Capital Expenditures – positive variance of 20.94% or $246,000. Very small

numbers and below the $2 million threshold.

Financial Aid – negative variance of 7.34% or $2.1 million. As we have discussed

previously, Financial Aid expenditures are difficult to budget because in May

when budgets are prepared we do not fully know the financial need of the

students entering in the fall.

Final Note: All of the previously unallocated dollars and now allocated.


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Operating Budget Update

Fiscal Year 2018-2019

Grand Summary

Summary of Revenues

FY 18-19

Original

Budgeted

Revenues

FY 18-19

Amended

Budgeted

Revenue

Budgeted

Revenue

Through

March

Projected

Revenue

Through

March

Projected

Variance

General Revenue 87,427,428 87,427,428 65,133,434 64,895,975 -0.36%

Tuition & Fees 58,120,724 58,120,724 52,878,235 52,091,786 -1.49%

Lottery 7,633,918 7,633,918 1,908,480 1,908,480 -

Student Activity Revenue 4,360,490 4,360,490 3,880,836 3,889,285 0.22%

Athletic Revenue 12,113,799 12,113,799 7,631,693 7,667,580 0.47%

Concessions 335,000 335,000 201,000 213,994 6.46%

Financial Aid Revenue 30,030,000 30,030,000 27,027,000 27,319,071 1.08%

Grant Associated Revenue 12,714,989 12,714,989 8,360,105 8,464,096 1.24%

Auxiliary Revenue 50,161,157 50,161,157 45,145,041 46,659,945 3.36%

Summary of Revenues 262,897,505 262,897,505 212,165,824 213,110,212 0.45%

Summary of Expenditures

FY 18-19

Original

Budgeted

Expenditures

FY 18-19

Amended

Budgeted

Expenditures

Budgeted

Expenditures

Through

March

Projected

Expenditures

Through

March

Projected

Variance

Salaries and Benefits 132,473,580 139,333,915 109,253,774 103,830,921 -4.96%

Other Personal Services 12,477,729 13,223,823 10,172,172 9,911,004 -2.57%

General Expense 47,905,051 51,174,703 33,175,158 29,988,389 -9.61%

Capital Expenditures 1,064,167 1,860,122 1,174,481 928,502 -20.94%

Financial Aid/Scholarship 31,466,771 32,579,285 29,003,636 31,131,443 7.34%

Library Resources 1,740,377 1,737,392 1,198,800 1,217,412 1.55%

Unallocated General Revenue 12,781,565 - - - -

Transfer to DSO 18,395,928 18,395,928 14,707,292 14,318,011 -2.65%

Summary of Expenditures 258,305,168 258,305,168 198,685,313 191,325,682 -3.70%

Page 1 of 4


80




General Revenue

Education and General (E&G) Revenue

FY 18-19

Original

Budgeted

Revenues

FY 18-19

Amended

Budgeted

Revenue

Budgeted

Revenue

Through

March

Projected

Revenue

Through

March

General Revenue 87,427,428 87,427,428 65,133,434 64,895,975

Tuition & Fees 58,120,724 58,120,724 52,878,235 52,091,786

Lottery 7,633,918 7,633,918 1,908,480 1,908,480

Total E&G Revenue 153,182,070 153,182,070 119,920,148 118,896,241

E&G Expense

FY 18-19

Original

Budgeted

Expenditures

FY 18-19

Amended

Budgeted

Expenditures

Budgeted

Expenditures

Through

March

Projected

Expenditures

Through

March

Salaries and Benefits 106,183,809 113,044,144 89,030,873 84,222,614

Other Personal Services 6,892,640 7,638,734 5,875,949 5,871,916

General Expense 25,020,762 28,290,414 16,125,536 12,580,529

Capital Expenditures 451,146 1,247,101 872,971 163,638

Financial Aid/Scholarship 111,771 1,224,285 997,547 607,231

Library Resources 1,740,377 1,737,392 1,198,800 1,217,412

Unallocated 12,781,565 - - -

Total E&G Expenditures 153,182,070 153,182,070 114,101,677 104,663,341

Page 2 of 4


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Student Related Activities

Local Fund Revenues

FY 18-19

Original

Budgeted

Revenues

FY 18-19

Amended

Budgeted

Revenue

Budgeted

Revenue

Through

March

Projected

Revenue

Through

March

Student Activity Revenue 4,360,490 4,360,490 3,880,836 3,889,285

Athletic Revenue 12,113,799 12,113,799 7,631,693 7,667,580

Concessions 335,000 335,000 201,000 213,994

Financial Aid Revenue 30,030,000 30,030,000 27,027,000 27,319,071

Total Local Fund Revenues 46,839,289 46,839,289 38,740,529 39,089,930

Student Activities

FY 18-19

Original

Budgeted

Expenditures

FY 18-19

Amended

Budgeted

Expenditures

Budgeted

Expenditures

Through

March

Projected

Expenditures

Through

March

Salaries and Benefits 1,237,437 1,237,437 951,875 941,321

Other Personal Services 751,580 751,580 578,138 528,016

General Expense 2,061,865 2,061,865 1,443,306 1,596,428

Capital Expenditures - - - 103,813

Total Student Activities Expenditures 4,050,882 4,050,882 2,973,319 3,169,578

Intercollegiate Athletics


Other Personal Services 1,102,942 1,102,942 848,417 727,820

General Expense 3,608,407 3,608,407 2,814,557 2,922,745

Capital Expenditures 100,000 100,000 45,000 48,202

Financial Aid/Scholarship 1,575,000 1,575,000 1,503,810 1,341,931

Total Intercollegiate Athletics Expenditures 12,113,799 12,113,799 9,617,515 9,378,846

Concessions

FY 18-19

Original

Budgeted

Expenditures

FY 18-19

Amended

Budgeted

Expenditures

Budgeted

Expenditures

Through

March

Projected

Expenditures

Through

March

General Expense 209,200 209,200 125,520 161,700

Total Concession Expenditures 209,200 209,200 125,520 161,700

Financial Aid

Other Personal Services 330,000 330,000 253,846 281,967


Total Financial Aid Expenditures 30,030,000 30,030,000 26,686,846 29,295,001

Student Related Expenditures

FY 18-19

Original

Budgeted

Expenditures

FY 18-19

Amended

Budgeted

Expenditures

Budgeted

Expenditures

Through

March

Projected

Expenditures

Through

March



General Expense 5,879,472 5,879,472 4,383,383 4,680,872



Total Student Related Expenditures 46,403,881 46,403,881 39,403,200 42,005,125

Page 3 of 4


82




Grant and Auxiliary Activities

Grant and Auxiliary Revenue

FY 18-19

Original

Budgeted

Revenues

FY 18-19

Amended

Budgeted

Revenue

Budgeted

Revenue

Through

March

Projected

Revenue

Through

March

Grant Associated Revenue 12,714,989 12,714,989 8,360,105 8,464,096

Auxiliary Revenue 50,161,157 50,161,157 45,145,041 46,659,945

Total Grant and Auxiliary Revenues 62,876,146 62,876,146 53,505,147 55,124,041

Grant Activities

FY 18-19

Original

Budgeted

Expenditures

FY 18-19

Amended

Budgeted

Expenditures

Budgeted

Expenditures

Through

March

Projected

Expenditures

Through

March


Other Personal Services 1,141,071 1,141,071 877,747 727,981

General Expense 4,072,200 4,072,200 3,257,760 3,565,992


Scholarships 75,000 75,000 64,500 167,773

Total Grant Activities Expenditures 12,714,989 12,714,989 9,858,859 9,348,155

Auxiliary Activities



General Expense 12,932,617 12,932,617 9,408,479 9,160,996


Scholarships 5,000 5,000 4,779 1,473

Transfer to DSO 18,395,928 18,395,928 14,707,292 14,318,011

Total Auxiliary Activities Expenditures 46,004,228 46,004,228 35,321,577 35,309,061

Grant & Auxiliary Activities

FY 18-19

Original

Budgeted

Expenditures

FY 18-19

Amended

Budgeted

Expenditures

Budgeted

Expenditures

Through

March

Projected

Expenditures

Through

March



General Expense 17,004,817 17,004,817 12,666,239 12,726,988


Financial Aid/Scholarship 80,000 80,000 69,279 169,246

Transfer to DSO 18,395,928 18,395,928 14,707,292 14,318,011

Total Grant & Auxiliary Expenditures 58,719,217 58,719,217 45,180,436 44,657,216

Page 4 of 4


83

ITEM: __10__


SUBJECT: Regulation FGCU-PR5.006 Employee Criminal and Background

Checks


Approve amendments to Regulation FGGU-PR5.006 Employee Criminal and Background Checks

BACKGROUND INFORMATION This amendment to the Regulation includes a modification to the title and provides additional clarification and revises existing procedures.

Supporting Documentation Included: (1) Summary Memo, and (2) Notice and Text for Regulation FGCU-PR5.006 Employee Criminal and Background Checks Prepared by: Vice President for Administrative Services and Finance, and Executive Director of FGCU Financing Corporation Steve Magiera Legal Review by: Vice President and General Counsel Vee Leonard (March 7, 2019) Submitted by: Vice President for Administrative Services and Finance, and Executive Director of FGCU Financing Corporation Steve Magiera


84


FROM: Steve Magiera, Vice President for Administrative Services and Finance

SUBJECT: Regulation FGCU-PR5.006 Employee Criminal and Background Checks

DATE: April 9, 2019

This regulation has three changes. The title is modified. In the first paragraph, the

changes are simply housekeeping. The last paragraph clarifies that the University

will pay the expense for all University employee background checks but that camps

and other special departmental programs must pay for their background checks

out of their budget.


85

GC389725


NOTICE OF REGULATORY ACTION

REGULATION TITLE:

Employee Criminal and Background Checks

REGULATION NO:

FGCU-PR5.006

SUMMARY:

In addition to other minor housekeeping matters, this regulation is amended to provide for the

cost of background checks for camps and other specialized programs to be borne by the

responsible department(s).

FULL TEXT:

The full text of the regulation being proposed is attached and can also be found at

http://www.fgcu.edu/generalcounsel/promulgation.asp

AUTHORITY:

Section 110.1127, Florida Statutes

UNIVERSITY OFFICIAL INITIATING THE PROPOSED/REVISED REGULATION:

Steve Magiera, Vice President for Administrative Services and Finance

UNIVERSITY OFFICIAL APPROVING THE PROPOSED/REVISED REGULATION:

Steve Magiera, Vice President for Administrative Services and Finance

CONTACT INFORMATION REGARDING THE PROPOSED/REVISED REGULATION:

M. Todd Caraway

Office of the General Counsel

10501 FGCU Blvd. S., Fort Myers, FL 33965-6565

(P): 239.590.1101 | (F): 239.590.7470 | Email: [email protected]

Any person may submit written comments concerning a proposed regulation, amendment,

or repeal to the contact person identified above within 14 days after the date this notice was

posted. The comment(s) must identify the regulation to which you are commenting.

THIS NOTICE WAS POSTED ON THE FGCU WEBSITE ON MARCH 8, 2019.


86

http://www.fgcu.edu/generalcounsel/promulgation.asp

REGULATION: FGCU-PR5.006

Employee Criminal and Background

Checks

Effective Date

of Regulation:

09/18/12

Florida Gulf Coast University Page 1 of 1

FGCU-PR5.006 Employee Criminal and Background Checks

GC377650_4

Current employees and applicants candidates for positions of employment will be subject to a

criminal background check, which will include, as a condition of employment and continued

employment, fingerprinting. As appropriate, the Assistant Vice President and Director of

Human Resources Vice President for Administrative Services and Finance or designee will

designate the additional positions or appointments which require security and background

checks based on the special trust, responsibility, or location of the positions, and designate

such within each applicable position description.

For the purposes of this Regulation, a criminal background check shall encompass a criminal

records check through law enforcement agencies, and fingerprinting for all purposes required

by Florida Statutes.

This Regulation excludes employment reference checks or any other type of background

check which may be a requirement of the position.

Background checks for employment, exclusive of background checks for camps and other

specialized departmental programs requiring background checks, will be conducted at the

expense of the University.

Action by Florida Gulf Coast University Board of Trustees

Approved 09/18/12 _________

Specific Authority

Section 110.1127, Florida Statutes

History of Regulation

New 06/17/08, Amended 09/18/12, ________

Effective Date of Regulation

09/18/12__________


87

ITEM: __11__


SUBJECT: Annual Compliance Report 2018


If recommended by the Audit and Compliance Committee, accept the Annual Compliance Report 2018

BACKGROUND INFORMATION Board of Governors Regulation 4.003 (State University Compliance and Ethics Programs) and FGCU's Compliance Office Charter requires at least an annual report on the University's Compliance Program. The Annual Compliance Report is a summary of FGCU's comprehensive compliance, ethics, and risk program accomplishments, to include compliance partner reports from January 1, 2018, to December 31, 2018. The FGCU Board of Trustees' Audit and Compliance Committee will meet on April 2 to consider this item for recommendation to the full Board on April 9. Upon acceptance of this Report by the FGCU Board of Trustees, a copy of the Report will be provided to the Board of Governors as required.

Supporting Documentation Included: Annual Compliance Report 2018 Prepared by: Director of Equity, Ethics and Compliance, and Title IX Coordinator Precious Gunter Legal Review by: Vice President and General Counsel Vee Leonard (March 18, 2019) Submitted by: Director of Equity, Ethics and Compliance, and Title IX Coordinator Precious Gunter


88

ANNUAL COMPLIANCE

REPORT

2018


89

FOREWORD

A comprehensive Compliance and Ethics Program is essential to the success of any organization or university. At FGCU, we strive

to embody all facets of integrity, morals, and values as we believe that they are woven into the fabric of why we exist. We believe it is important to set standards and examples of ethical

behavior and character, not just for students, but for the the University community and regional community as well. As such, the 2018 Annual Compliance Report highlights all of the steps that we’ve taken thus far towards building a robust University-

wide Compliance and Ethics Program.

Through the process of setting priorities, we will continue to engage faculty, staff and student representatives as we continue to take major strides towards implementation of the Program. We are thankful for everyone that has participated/contributed thus

far as we continue to grow in this area.

Go Eagles!

Mike Martin, President


90

CONTENTS

About the Office

Comprehensive Annual Report

1. Compliance & Ethics Program Development

2. Education & Training

3. Policy Review and Development

4. Government Reporting and Regulatory

Activities

5. Clery, VAWA, & Title IX Compliance

6. Conflict of Interest and Commitment

7. FGCU EthicsPoint & Investigations

8. Research Compliance

9. Athletics Compliance

Success Stories

3

4

5

11

18

21

25

28

30

32

34

36


91

ABOUT THE OFFICEIn alignment with FGCU's guiding principles, we promote a culture that celebrates the

diversity of all members. Our focuses are eliminating discrimination and harassment, promoting ethical decisions on all levels, and ensuring compliance with

applicable regulations and guidelines.

FGCU does not discriminate on the basis of race, color, national origin, ethnicity, religion, age, disability, sex, gender identity/expression, marital status, sexual

orientation, veteran status, or genetic predisposition. We promote ethical decisions and responsible stewardship of resources to foster trust and promote the best

interests our community broadly, and provide oversight and guidance for FGCU's compliance with applicable state and federal laws, regulations, professional standards,

and University regulations and policies.

The OIEC is committed to ensuring equity and fairness for all faculty, staff, students, visitors, and vendors. Our office provides the following functions for the University:

Training and Awareness, Committee Management, Investigations & Informal Resolutions, Equal Opportunity Certification for Grants, Policy Analysis &

Development, and Waivers of Advertisement.

Contact Us:Office of Institutional Equity & Compliance

Edwards 11410501 FGCU Boulevard South

Fort Myers, Florida [email protected]

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92

COMPREHENSIVE

COMPLIANCE,

ETHICS, & RISK

REPORT

The following is a summary of FGCU's comprehensive

compliance, ethics, and risk program accomplishments,

including compliance partner reports from

January 1, 2018, to December 31, 2018.

Compliance Partners:

4

Academic AffairsAdaptive Services

AthleticsEnvironmental Health & Safety

Finance & AccountingFinancial Aid & Scholarships

Graduate StudiesHuman Resources

Information Technology ServicesInternational Services

Multicultural & Leadership DevelopmentOffice of Internal Audit

Office of Records & RegistrationOffice of Research & Sponsored Programs

Office of Student ConductOffice of Student Involvement

Procurement ServicesRecords Management

University Police Department


93

1 . COMPLIANCE & ETHICS PROGRAM DEVELOPMENTOffice of Institutional Equity & Compliance

In the Summer of 2018, the Office of Institutional Equity & Compliance (OIEC) absorbed the University Compliance Office. The goal of the Compliance Office is to promote an organizational culture that encourages ethical conduct and a commitment to compliance. The responsibilities of the Office are to:

Develop and direct the University’s compliance and ethics function.Provide leadership, oversight, and expert advice to ensure appropriate development, interpretation, and implementation of the University’s policies and regulations pertaining to compliance in accordance with state and federal laws.Prepare, implement, and manage the University’s Compliance and Ethics Program Plan as approved by the President, Chair of the Audit and Compliance Committee, and the FGCU Board of Trustees; revise the Plan as necessary.Develop or implement compliance training or awareness programs.Develop and provide compliance and ethics training to the FGCU Board of Trustees, the President and Cabinet, and employees to assist University community members with performing their jobs, understanding compliance issues, and infusing an ethical framework into the fabric of the University.Engage in investigations, monitoring activities, or risk assessments for the University and its affiliated organizations to prevent and detect misconduct or violations of institutional policies or applicable laws and regulations.Develop a Program consistent with Florida’s Code of Ethics for Public Officers and Employees, and Chapter 8 of the Federal Sentencing Guidelines Manual.Administer and promote the FGCU hotline, an anonymous mechanism available for individuals to report potential or actual misconduct and violations of University policy, regulation, or law, and ensure that no individual faces retaliation for reporting a potential or actual violation when such report is made in good faith.Ensure that managers responsible for compliance functions within the University, such as equal opportunity, athletics, public safety, sponsored programs, financial aid, environmental health and safety, finance, and procurement, for example, coordinate and communicate program matters of substantial import with the Chief Compliance Officer.Oversee the processing of internal complaints, refer concerns to an appropriate University office for review and disposition (such as General Counsel, Internal Audit, or Human Resources).Bring all compliance and ethics-related matters of substantial import and all credible evidence of alleged misconduct, including criminal conduct, to the attention of the President and the Chair of the Audit and Compliance Committee of the FGCU Board of Trustees, as well as the Board of Governors’ Inspector General, as applicable.

5


94

Ensure that an initial external review of the compliance and ethics program to determine its effectiveness is conducted no later than November 2021 and that a subsequent external review is conducted at least once in each successive five-year period.Perform other activities consistent with this Charter, as deemed necessary by the President and/or the Chair of the Audit and Compliance Committee of the FGCU Board of Trustees.

Human Resources

In March 2018, the Office of Human Resources was tasked with the responsibility for the administration of the Florida Commission on Ethics financial disclosure process. Since that time, the office ensured that the appropriate persons are identified as those who must comply. They review and update the list periodically in order to ensure continued compliance.Human Resources is charged with the responsibility to provide notice to affected new employees within 30 days of their appointment, as well as those who leave the University within 60 days of their departure.The Associate Vice President, Human Resources serves as a member of the Compliance Liaison Committee.

Office of Records & Registration

The Office of Records and Registration disseminates annual Family Educational Rights and Privacy Act of 1974 (FERPA) notifications to students via Gulfline landing page, academic catalog, and Office of Records & Registration website. Publishes the FGCU VA Handbook annually on Office of Records & Registration webpage so Student Veterans are able to view and comply with VA federal requirements to update the institution of changes in student status so in turn, the VA is updated in a timely manner. Adheres to state residency reclassification regulations by sharing guidance for in-state residency for tuition purposes with students and parents.

Environmental Health & Safety

The Director holds weekly meetings with direct reports, which include discussions of the progress toward the annual due dates of compliance reports to regulatory bodies.Members serve on many different committees, including: ADA Compliance Committee; Campus Space Coordination Committee; Workplace Safety Committee and the Interagency Committee for compliance with the Department of Financial Services; the Institutional Safety Committee and Radiation Sub-Committee; the Local Emergency Planning Commission of the Southwest Florida Regional Planning Council; and Staff Advisory Council.Members sometimes attend professional conferences and training symposia in order to ensure compliance, including those for: University Risk Management and Insurance Association; Campus Safety, Health, and Environmental Management Association; American Society of Safety Professionals; Alliance of Hazardous Materials Professionals; American Biological Safety Association; Centers for Disease Control; National and Florida Chapter of the Health Physics Society; Federal Emergency Management Agency; and the Governor’s Hurricane Conference.

6


95

Members serve as featured speakers in the University’s 5-Star Academy, the 180-day onboarding program for new employees. This presentation discusses the importance of a myriad of safety issues regarding fires, accident prevention, lab safety, chemical handling, hazardous waste, stormwater runoff, and wildlife on campus.

Academic Affairs

The office of Academic Affairs encourages its’ members to complete any and all required and voluntary training offered through the OIEC. Participation is monitored on an annual basis and if adjustments are needed, Academic Affairs works closely with OIEC to devise a plan of action.There is a weekly meeting in academic affairs whereas time is devoted to discuss any regulatory type of reports that might be coming due.Academic Affairs provides service to the following bodies that are compliance related: University Compliance Committee, Institutional Review Board for Research, Southern Association of Colleges and Schools (University Accreditation), Athletics Gender Equity Committee.

Procurement Services

Procurement Services is dedicated to providing professional and efficient acquisition and payment processes in support of the activities of Florida Gulf Coast University which include: education, research, and community service. Through the process of acquiring commodities and services, Procurement Services maintains procedures that foster fair and open competition, inspiring public confidence that all contracts are awarded equitably and economically. Accounts payable is dedicated to providing timely and accurate disbursements that are in accordance with University guidelines as well as state and federal financial regulations.To ensure accuracy, Procurement Services completes annual P-Card audits to ensure compliance with established policies and procedures.Procurement Services serves on the Compliance Liaison Committee.

Records Management

The Records Management department provides consultation to departments and employees on a daily basis regarding records management at the request of departments and employees.Disposition forms are submitted monthly from departments requesting to dispose of records (paper, electronic, etc.). The Campus Reservations & Records Management department reviews and approves all disposition forms before permitting departments and employees to dispose of records.The Records Management department provides two shred consoles for departments to deposit records that have met their retention for shredding free of charge (provided disposition forms have been approved or records are duplicate materials).The Records Management department shredded 502.704 cubic feet of paper, 207 hard drives, and approved the deletion of 20.635 MB of electronic data in fiscal year 2017-2018.

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96

Financial Aid & Scholarships

The Higher Education Opportunity Act requires colleges and universities that participate in federal student aid programs to disclose certain information to current and prospective students and to University employees. The Office of Financial Aid & Scholarships at Florida Gulf Coast University complies with this requirement via its Consumer Information website.As a member of the National Association of Financial Aid Administrators (NASFAA), the Office of Financial Aid & Scholarships agrees to adopt NASFAA’s ethical guidelines. These include NASFAA’s Statement of Ethical Principles, Code of Conduct, and Core Advocacy Principles.Members of the Office of Financial Aid & Scholarships serve on a number of compliance related University committees. These include the Satisfactory Academic Progress Committee, Fee Appeal Committee, Housing Appeal Committee, and Withdrawal for Extenuating Circumstances Appeal Committee.

Finance & Accounting

Finance & Accounting ensures the requirements of the University’s debt covenants are timely and accurately met and ensures debt management practices were in accordance with the State of Florida Division of Bond Finance and University regulations.The integrity and accuracy of the University’s general ledger is enhanced through monthly reviews of transactions and daily review of journal voucher input for compliance with University policies and procedures.Finance & Accounting conducts annual certification of auxiliary enterprises for appropriate activities, adherence to cash handling procedures, and proper taxability of sales items.Finance & Accounting hosts annual meeting to establish deadlines for calendar year-end activities required to meet Internal Revenue Service (IRS) tax reporting requirements.Annual meetings are held to establish deadlines for fiscal year-end activities to close general ledger, and assign tasks to assure completion of financial statements in accordance with Board of Governors’ submission deadlines.Annual audit of departmental payroll certifications are conducted to assure proper review and approval of employees’ pay and hours.

International Services

Compliance responsibilities in International Services are based on federal, state, and University regulations and requirements. Reporting processes and cycles dictated by these regulations are followed and aligned with appropriate times in the academic and calendar year. Compliance functions are embedded in routine services to clients (students, faculty, and staff) and addressed specifically via required reporting. Program policies and guidelines reference compliance requirements. The Director of International Services was recently appointed to the Compliance Liaison Committee.

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Office of Student Conduct - Campus Life

Administers the Student Code of Conduct and Student Review Process.Participated as a member of the professional organization International Center Academic Integrity (ICAI).Created the Know the Code – Academic Integrity Edition quiz for faculty to administer to their students in order to provide awareness and education to students of the University’s expectations regarding academic integrity. Almost 1,000 students took the quiz through the fall 2018 semester.Put on the second annual #AIMHigh Academic Integrity Week, working with campus partners to further a healthy culture of academic integrity at FGCU.Administered the admission clearance process, reviewing applicants seeking admission to FGCU, both undergraduate and graduate programs, with a prior criminal background or educational disciplinary history. Florida Board of Governors Regulation 6.001 authorizes universities to refuse admission to applicants due to past misconduct. In addition, the Office of Student Conduct administering the discipline clearance process for students seeking admission into studying abroad, holding a leadership position in a registered student organization, applying to the bar, having a background check completed for employment with the federal government, transferring to another institution, etc.Student Conduct undertook investigations of all alleged acts of hazing.

Office of Student Involvement - Campus Life

The Office of Student involvement ensures each of the following organizations have Anti-Discrimination policies within their Constitutions: all Registered Student Organization Constitutions, all Fraternity/Sorority Constitutions (based on Title IX, fraternities and sororities can function as single-gender organizations), the Student Government Constitution, and the Programming Board Constitution.Non-Hazing Compliance Form (Hazing Policy) must be signed by all fraternity and sorority members and potential new members.

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The University Police Department (UPD) develops the required reports including: Clery Act, Uniform Crime Reporting (UCR), Hate Crime & Cargo Crime, Annual Assessment of Physical Plant Safety, and Annual Florida Police Accreditation. Department representatives serve on the following committees: ADA compliance committee and Workplace Safety Committee.


Multicultural & Leadership Development - Campus Life

Representatives serve on the Diversity and Inclusion Committee and provide guidance associated with ethics initiatives and respond to any concerns or issues.Multicultural Leadership Development maintains adequate records inventory.


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Athletics

The Athletics Compliance Office meets twice a week.Athletics participates in webinars hosted by the National Collegiate Athletic Association (NCAA) and also has monthly phone calls scheduled with the Atlantic Sun Conference (ASUN).A compliance calendar is reviewed frequently to maintain completion of cyclical tasks. The Director educates the executive staff every other week and reports to the Athletic Director and Faculty Athletics Representative on hot topics on-campus and around the country. Maintains a culture of compliance by providing excellent customer service (accessible and available).Professional conferences attended on an annual basis include, National Association of Athletics Compliance (NAAC) & NCAA Regional Rules.

Office of Adaptive Services

Office of Internal Audit

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The Office of Graduate Studies is committed to complying with the requirements of Southern Association of Colleges and Schools (SACSCO), federal, and state law.

Graduate Studies

Office of Research & Sponsored Programs

The Office of Research and Sponsored Programs relies on the Faculty Senate Grants and Research Team (GRT), at the direction of the Senate leadership, to review and recommend policies, concerning matters relating to research and sponsored programs at FGCU.

Internal Audit is an independent assurance and consulting function designed to add value and improve the University's operations. It assists Florida Gulf Coast University to accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes.Director reports regularly to Audit and Compliance committee for FGCU Board of Trustees.Created and distributed an annual Internal Audit Newsletter, which discussed current trends, challenge questions, and listed members of the office.

The Office of Adaptive Services currently has 1,327 students enrolled. 294 are new students (first time in college and transfer).Adaptive Services proctored 4,711 exams.312 tutoring sessions, 574 notes, and 4,849 lab visits were provided.Created a software checklist in order to determine the accessibility of the software being purchased. Adaptive Services provided 2,541 one - on- one student meetings.


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2. EDUCATION

& TRAININGOffice of Institutional Equity & Compliance

Human Resources

Members of the Office of Institutional Equity & Compliance (OIEC) are extensively trained in the various compliance associated tasks. The Director and Assistant Director are Certified Compliance and Ethics Professionals, and all investigating members have participated in the National Association of College and University Attorneys' Title IX training. The OIEC team members attend all required University-wide trainings.The OIEC oversees mandatory employee trainings in Sexual Harassment Prevention, Compliance and Ethics (including Code of Conduct training), and Americans with Disabilities Act (ADA) trainings. In 2018, the OIEC brought Scott Moore, Esq. to present a live ADA training, mandatory for all managers and supervisors.The OIEC hosts a Diversity and Inclusion Certificate program available to all University community members.The OIEC gives Title IX training to every new student during their orientation.The OIEC gives sessions as part of the Human Resources 5-Star Academy, a 180 day on-boarding, continuous program.The OIEC trains all faculty search committees on equity, ethics, and compliance in their search processes.Beyond the trainings listed above, the OIEC conducted over 50 additional equity, ethics, and compliance related trainings to the FGCU community.

The Office of Human Resources maintained effective administration of employment laws. The Associate Vice President, Human Resources is the chief negotiator and contract administrator of the Gulf Coast Police Benevolent Association and served on the bargaining team for the United Faculty of Florida (UFF). The Office of Human Resources provided assistance to the Office of Institutional Equity and Compliance in its investigations.New Employee Orientation (NEO) is presented twice each month for new hires. During the presentation, employees learn about the Florida State Sunshine Laws, the Non-Discrimination, Anti-Harassment, and Sexual Misconduct Regulation, and the Code of Conduct. Ethics Training continues to be mandatory training for employees as part of the annual performance review process.Human Resources offered two Family and Medical Leave Act (FMLA) training sessions with each having a specific target audience, one for staff and faculty and the other is focused on training the supervisor.

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Family Educational Rights and Privacy Act of 1974 (FERPA) training workshops were held for faculty and staff with the General Counsel's office. In conjunction with Information Technology Services, FERPA training requirements were implemented for staff prior to granting Banner access to student module.


The Classification and Compensation function has been given the responsibility to create a structured classification system for staff and administrative employees. The objective of a structured classification system is to provide consistency, equity and transparency across divisions and departments. In addition, it will serve to support career progression and promotional opportunities.5-Star Academy is part of NEO and onboarding with a focus on employee success. The academy was created to assist with the acclimation to campus culture and climate, increase employee retention, decrease turnover rates, develop job knowledge, and allow for opportunities for growth within the organization. The expectations of the program allows supervisors to work alongside new employees for the first few weeks, discuss job expectations and satisfaction level, explain why their job contributes to the organization’s strategic goals, sets SMART performance goals and provide performance feedback. The 5-Star curriculum takes new employees through their first 90 days and introduces new employees to different areas around campus to include: University Police Department; Office of Institutional Equity & Compliance; Information Technology Services; Library Resources and Tour; Environmental, Health & Sustainability; Campus Athletics; and Student Services.

The Florida Department of Financial Services (DFS), through the State Loss Prevention Standard 15, requires initial basic safety training to be incorporated in New Employee Orientation and additional training for high risk exposures in accordance with safety industry best management practices.Safety Training is also required by several state and federal regulations for the handling of certain materials, including Bloodborne Pathogens and Biohazardous Waste (Code of Federal Regulations – 29 CFR § 1910.1030 and 64E-16, F.A.C.); Radioactive materials, radiation producing instruments, and Class 3 or 4 Lasers (64E-5, F.A.C.); Recombinant Biologicals (NIH Guidelines, 29 CFR § 1910); Hazardous waste (40 CFR § 260-273); Shipping and Handling of Hazardous Materials (49 CFR § 171-177); numerous codes and standards of the National Fire Protection Association, and many others from 29 CFR § 1910.Makes basic and specific hazard safety training easily accessible for all students, faculty, and staff through the Canvas Learning Management System and through in-person, live training, and smaller group meetings, as needed.Provides annual refresher training and training specific to various areas of campus (e.g., laboratories, physical plant personnel, campus naturalists, Athletics Trainers, etc.).

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Academic Affairs

The members in Academic Affairs are regularly trained by the Council of Deans, College Retreats, Collective Bargaining, and committees set up through the Office of Institutional Equity & Compliance.Members of the office receive a variety of trainings throughout the year and several members attend conferences on accreditation.


Year-end training is conducted on an annual basis to ensure compliance with established policies and procedures. P-Card training is given on an as needed basis to ensure compliance with established policies and procedures. Prior to a physical issue of a P-Card, Procurement Services requires the card holder to submit a policy authorization form. Each holder must also attend an individualized training/orientation. Each card holder is also given a P-Card handbook for reference. Additionally, each P-Card designated reconciler receives initial training and periodic training when policies or procedures change.Procurement training is conducted on an as needed basis to ensure compliance with established policies and procedures. These are held for new employees who have procurement responsibilities, and also refresher training for staff members who do not work with procurement services often.Semi-annual contract training in conjunction with General Counsel is conducted to ensure compliance with established policies and procedures regarding contracts. This is for all faculty and staff to assist them in understanding their responsibilities when contracting for goods and/or services.Monthly travel training is given to ensure compliance with established policies and procedures. These are held for new employees who assist with travel requests and expenditure reports. Refresher training is also offered for staff members who do not travel often.

Records Management

At the beginning of each fiscal year, an email is sent to Department Records Custodians to ensure the list of custodians is current. Department Records Custodians are periodically sent information regarding changes to records retention schedules, trainings, etc.The Records Management department conducted over 20 training sessions with individuals or individual departments to ensure their understanding and compliance with records management policies, procedures and practices.The Records Management department presented at the “Operating in the Sunshine” training hosted by the Office of General Counsel on March 19, 2018. The training focused on the appropriate procedures relating to records management, retention, and destruction.

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Compliance information is provided on the Financial Aid & Scholarships webpage under consumer information. The Director of Financial Aid presents financial aid regulatory briefings to important campus partners.Members of the office attend regular conferences on financial aid compliance. These include the Federal Student Aid Annual Conference, National Association of Financial Aid Administrators Annual Conference, and Elucian Live Annual Conference.All members of the Financial Aid & Scholarship Office receive compliance training via online webinars and in-person training on a regular basis.


Completion of annual PowerPoint training and certification on Payment Card Industry Data Security Standard compliance is required for employees handling credit cards.An online tutorial was offered to new employees and an annual mandatory training was hosted for property custodians on responsibilities for handling and safeguarding University property.New employee training was offered on payroll guidelines. Payroll liaisons must undergo training on time and attendance certifications.


International Services office staff participated in periodic trainings and workshops related to compliance matters required by the University or related to designated position responsibilities.International students and scholars are informed of immigration requirements through pre- and post-arrival information, mandatory arrival orientation, document processing, periodic information sessions for on and off-campus employment, tax reporting requirements, and maintenance of status. Athletic staff, academic advisors, campus hiring officials, faculty sponsors, general counsel and human resources are consulted on international student and scholar employment policy, academic enrollment requirements, practical training opportunities and maintenance of immigration status. Relevant documents, forms, policies and procedures are available on the department website to inform and guide our clients with immigration requirements and other resources supporting University international education initiatives.Periodic training was conducted for University departments and personnel on immigration compliance matters. The University’s authorized immigration officials complete government training and periodic professional training on immigration regulations and reporting compliance.Study abroad faculty leader training includes applicability of FERPA, Clery Act, and Title IX during their programs. Department staff attended professional conferences or webinars related to compliance in their specific duties (immigration, education abroad and other government regulations) as budget and time permit.

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The Annual Safety Report was issued by October 1st, 2018 and a link to the report was emailed to all faculty & staff.University Police Department assisted in creating Active Shooter required training for faculty/staff and new students.Sworn personnel take online biased based profiling & de-escalation training annually.

Information Technology Services

Information Technology Services held an in person "GetSecure" class, which covers restricted data and some FERPA rules. 1,103 users were enrolled in the get secure online class, of which 331 accepted the invitation. Out of the 331, about 106 completed the whole training.


Annual training was provided to the 60 members of the Academic Integrity/Student Conduct Committee on compliance with the University student conduct review processes and procedures. Additionally, ongoing "Lunch and Learn" trainings were held throughout the spring and fall semesters, as well as mock hearings.Student Conduct facilitated discussions on upholding the University’s commitment to academic integrity with faculty in all colleges.Student Conduct also advised the Student Government Supreme Court on compliance with University policies and procedures.


Each organization must send a minimum of two officers to Registered Student Organization (RSO) Orientation each year to learn important information about office expectations and policies/procedures.Each organization must send their treasurer to Treasurer Training each year to learn important information about the University purchasing process and Student Government Finance Code.The Office provides voluntary trainings for RSO Advisors to learn important information about office expectations and policies/procedures as well as skills to better support their student organization.Student Government hold workshops for members on documents such as Rules and Procedures and the Finance Code, as well as skills that will assist them in being better leaders.Programming Board Executive Board members participate in a six-week boot camp each spring to learn about the Programming Board and important office and University policies and procedures that are relevant to their roles as Programming Board officers.


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Fraternity and Sorority Life (FSL) provides voluntary trainings for new FSL faculty/staff and alumni advisors each semester to educate advisors on important information about office expectations and policies/procedures.Each FSL organization must send all new executive board members to a training each semester to learn important information about office expectations and policies/procedures.FSL hosts a "Greeking Responsibly" Workshop, a proactive and preventative educational workshop for students that educates them on how to handle and deal with incidents involving alcohol, hazing, and drug use. This workshop is required for any student that is interested in joining a fraternity or sorority.FSL hosts National Hazing Prevention Week, a week of events that raises awareness about the problem of hazing, educates students and staff about hazing, and promotes the prevention of hazing on campus. Some of the events are required for FSL organizations to attend.

Multicultural & Leadership Development - Campus Life

Multicultural Leadership Development created and delivered training for resident assistant staff on implicit bias, protected-class harassment, and inclusion.Multicultural Leadership Development also implemented ethical leadership opening training sessions for the Annual Leadership Summit.

Athletics

Graduate Studies

Athletics attended the National Collegiate Athletic Association (NCAA) Regional Rules where NCAA administrators present education on news and trends with application to the rules. Athletics participated in the National Association Athletics Compliance (NAAC) which meet once-a-year and is where compliance administrators from each NCAA member institution share best practices and work collaboratively to advance the professional industry.Local apartment complexes, car dealerships and other commercial organizations were emailed to remind them about extra benefit and preferential treatment legislation.Presented rules education to donors of FGCU and the athletics department.

Graduate Studies office staff are required to attend and complete all mandatory trainings required by the University.

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Office of Adaptive Services


The Office of Internal Audit is required to receive Internal Control training. Consulting services are offered if requested by different departments.Various staff members hold several certifications relating to internal audit.

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Office of Research & Sponsored Programs offered trainings and workshops to faculty and staff throughout the year that discuss Uniform Guidance updates and compliance issues.Staff members attended and completed all FGCU required ethics and compliance trainings.Staff members attended at least one national or regional conference per year to expand and increase their knowledge with regard to research compliance and federal rules.


Adaptive Services provided training on disability awareness and sensitivity to 13 campus partner offices, 7 faculty departments, and 10 community partners.


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3. POLICY REVIEW &

DEVELOPMENT

Office of Institutional Equity & Compliance

In 2018, the Office of Institutional Equity & Compliance (OIEC) revised the now approved Compliance Office Charter, as well as worked with Internal Audit to revise the Board of Trustees Audit and Compliance Committee, as regulated by the Board of Governors.

Human Resources

The Office of Human Resources collaborated with the Office of General Counsel concerning policy development and implementation on issues affecting ethics and compliance. The Office of Human Resources worked closely with the International Services Office and the Office of General Counsel with all visa types, specifically student F-1 visa status to ensure federal compliance.Human Resources coordinated with the travel office of the International Services Department to establish guidelines for staff and faculty traveling abroad. All travelers will now be required to carry International travel insurance provided by the University. The 403B Plan Document was revised to include Roth contributions and allow in-service withdrawals for active participants over the age of 59 ½. Human Resources developed a policy on Flexible Work Schedules, Policy 3.049. The policy allows Administrative & Professional, Support Personnel and Out-of-Unit Faculty to vary their work arrangements within the guidelines of University business hours.The Special Leaves Policy was updated to include information on the Military Service Leave following Uniformed Services Employment and Reemployment Act and the Florida statute regarding military pay supplements.


Third party access is reviewed with students when they wish to submit “Request to Prevent Disclosure of Directory Information” form and the “Authorization to Release Information to a Third Party" form.


Environmental Health & Safety frequently works with General Counsel, Procurement Services, and others to develop policies and procedures to protect the University from unnecessary liability.A document control system was implemented to address ADA compliance for our new website design, to assist with timely review of all documents, and to ensure only the latest revision of documents are in circulation.

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Academic Affairs

Ensures policies and procedures reflect FGCU’s commitment to ethical conduct and compliance through the vetting process that ultimately is closely examined by the Office of Institutional Equity and Compliance and the Office of the General Counsel.


Records Management

Procurement policies and procedures are reviewed annually. They are updated as needed when the Board of Governors or State of Florida Legislature develop new mandates.

Proper Records Management procedures are provided to all new employees as part of their new employee orientation.Records Management Policy 3.032 provides information to all employees regarding conduct and compliance with applicable Records Management laws and regulations.Restricted Data Policy 3.042 provides information to all employees regarding the standards for use, storage, access, printing, and transmission of restricted data (records).


Conducted annual review of controller’s procedures to update for changes for processes and regulations.


Guidelines for faculty led study abroad programs are generally reviewed annually.Protocols related to immigration regulations are reviewed as needed, particularly to remain compliant with any new government regulatory or practice changes. New policies are developed in response to identified needs, such as through audits, program reviews or best practice recommendations.


The University Police Department performs department accreditation maintenance and review of General Orders and Policies (annually proofs with 3-year on-site).

Information Technology Services

Information Technology Services is currently updating the restricted data and technology acceptable use policy, as well as drafting the ransomware policy.

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Student Conduct chaired a committee to develop a Student Medical Amnesty policy.


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A committee of staff and students conducted an in-depth review of multiple Student Government documents, including the Student Government Constitution, Student Government Election Code, Executive Rules and Procedures, Judicial Rules and Procedures, Senate Rules and Procedures, and the Student Government Finance CodeEach Fraternity and Sorority Life (FSL) council executive board member and council advisors conducts an annual review of the respective councils Constitution and Bylaws and Financial ProceduresOffice of Student Involvement staff members, select chapter advisors, and select FSL student leaders conducts a review the FSL manual to gauge whether the manual is clear, readable, and comprehensive.

Athletics

Athletics regularly involved other cross-campus partners (Admissions, Campus Recreation, Office of Records & Registration, Financial Aid & Scholarships, Housing, and Campus Dining) when rule changes happened and the athletics department needed help in changing operational procedures or amending policies.Policies are reviewed on an annual basis when the athletics department policy manual is updated prior to the start of a new academic year.Policies may be reviewed and updated based on new rules or a pattern of certain activities surrounding a rule.There is a legislative cycle facilitated by the NCAA where rules are proposed and voted on and this can dictate changes to policies and procedures.

Graduate Studies

Graduate Studies has policies and guidelines and procedures for graduate students pertaining to graduate admissions, exceptions, students with disabilities, enrollment, student status, transfer credits, appeals, combined bachelor’s-master’s programs, Florida residency classification, international student, graduate assistantships and scholarship and Intellectual property.Guidelines are provided on Graduate Faculty appointment functions.The review process of policies and guidelines is conducted in collaboration with the graduate programs, Faculty Senate’s Graduate Affairs Team and Graduate Curriculum Team as required, and any changes or modifications must be approved by the Graduate Studies Dean and University Provost accordingly.

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Office of Research and Sponsored Programs

All policies with regard to research and sponsored programs are reviewed and approved by General Counsel before official implementation.


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4. GOVERNMENT

REPORTING &

REGULATORY ACTIVITIES


The Office of Institutional Equity & Compliance (OIEC) compiles the Ethics and Compliance report, the Affirmative Action Plan, and the Equity report for the University. These reports are approved by the Board of Trustees and sent to the Board of Governors.Members are required reporters for Clery.

Human Resources

Human Resources assists the Office of Institutional Equity & Compliance with its compliance with the Office of Federal Contract Compliance Program (OFCCP) and the Florida Gulf Coast University Affirmative Action Plan.Human Resources assists the Office of Environmental Health & Safety with its compliance on employee safety training which is introduced to all new employees at New Employee Orientation. The training ensures compliance with state and federal regulations, as audited by agency authorities.


Resource Conservation and Recovery Act – required by the US Environmental Protection Agency in Title 40 of the Code of Federal Regulations parts 260-273, and Florida Administrative Code Chapter 62-730 - are the public laws that create the framework for the proper management of hazardous and non-hazardous solid waste. Environmental Health & Safety oversees the control and documentation of the processes required for compliance with these complicated regulations. By understanding these requirements, and minimizing our wastes wherever possible, and despite the constant growth of the University, we have maintained the official designation as a Very Small Quantity Generator of hazardous wastes since inception. Waste manifests are completed for all shipments.Tier II Report – Mandated by Section 312 of the Emergency Planning and Community Right-To-Know Act of Title 40 of the Code of Federal Regulations – the Tier II form captures information about the types, quantities and locations of hazardous chemicals at a given facility. Environmental Health & Safety submits the annual report, due by March 1st of each year, to the State of Florida Department of Environmental Protection. This report primarily captures chemicals stored at a facility in large quantities. For FGCU, these include the gasoline and diesel fuel stored on campus, and the chemicals stored and used for water treatment for the Chiller Plants.

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Spill Prevention, Control and Countermeasure and the Facility Response Plan rules – required by the US Environmental Protection Agency in Title 40 of the Code of Federal Regulations Part 112 - are federal regulations to help facilities to prevent a discharge of oil to navigable waters or adjoining shorelines. This plan for FGCU pertains to petroleum products, including the oil, gasoline, and diesel fuel present on campus, in above-ground storage tanks, generators, elevators, fire pumps, and transformers. Environmental Health & Safety oversees the measures implemented to prevent the discharge of potential contaminants onto FGCU property, which is the center of a watershed leading to the Estero Bay and the Gulf of Mexico.Municipal Separate Storm Sewer System Compliance Report is regulated under the National Pollutant Discharge Elimination System in Title 40 of the Code of Federal Regulations in Part 122. The General Permit was granted to FGCU October 10, 2016 to protect the water quality of our watershed and receiving waters. Environmental Health & Safety submits the annual report, due by April 9 each year, to the State of Florida Department of Environmental Protection. The report exhibits how FGCU implements Best Management Practices, including educating/training our students, faculty, and staff; involving campus interest groups in campus clean-up events; and developing and maintaining a map and GIS Coordinates to facilitate the campus storm sewer system inspections. A webpage was created to expand public outreach, and to encourage assistance to prevent illicit discharges to the system. Many students were involved in creating public announcements and educating the campus community on the importance of keeping the stormwater drain systems clean and free of debris.Workers Compensation – Per Fla. Stat. § 284.50, the Assistant Director serves as the Safety Coordinator, who investigates and documents all work-related accidents, reviews and reports claim data, identifies trends, and works with personnel to provide regular employee safety training and consultations. Workplace Hazards – Per Fla. Stat. § 284.50, each agency must have a process in place for reporting hazards. When workplace hazards or hazards on state grounds or premises with public access are identified, the unit safety representative documents the hazard, implements appropriate corrective actions, and reports to the Safety Coordinator.Inspections – Per Fla. Stat. § 284.50, each agency conducts facility, equipment, and process inspections with area personnel to promote safety awareness, maintain safe environments, and ensure compliance with regulatory requirements.Chemical Facility Anti-Terrorism Standards Act – from Title 6 of the Code of Federal Regulations also requires reporting of certain chemicals to the Department of Homeland Security, if they are stored in large quantities, per the Chemicals of Interest list. To date, FGCU remains below the regulatory levels.


Procurement Services reports spend and savings to the Board of Governors on a quarterly basis.Staff members within Procurement Services, who have purchasing authority, complete a Financial Disclosure on an annual basis and send it to the State Board on Ethics.

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Records Management


An annual Records Management Compliance Statement is submitted to the Department of State. The Compliance Statement requires acknowledgement and compliance with Florida Statutes, a record for the volume of paper shredded, and a statement of participation in electronic disposal of records.

Financial Aid & Scholarships complies with all reporting requirements from the Federal Department of Education and the Florida Department of Education. The office works with the Office of Planning & Institutional Performance to provide these reports, and any requested data, to these agencies.



Submission of Form 941 to the Internal Revenue Service (IRS) for quarterly payroll reporting.Submission of Form W-2s to the Social Security Administration for annual wage reporting.Submission of Form 990T to the IRS for annual unrelated business income reporting.Submission of Form 1099-MISC to the IRS for vendor payments.Submission of Form 1042 to the IRS for non-resident alien payments.Submission of Form 1098-T to the IRS for student qualified tuition and scholarship payments.Submission of monthly sales tax report to the Florida Department of Revenue.

All immigration processes are performed under authorization from Department of Homeland Security and U.S. Department of State. Both entities require on-going reporting, monitoring, and tracking of international students and scholars as well as annual reports, program re-certification, program re-designation, designated school official verification, field representative visits and reviews, submitting and processing immigration benefit petitions for students and scholars, and response to government requests for information. Annual reports are submitted to the Exchange Visitor Program. All incoming J-1 scholars and J-1 interns are screened for export control. Faculty Led Study Abroad faculty leaders complete an Export Control form with the travel authorization request.All international students and scholars comply with health insurance coverage as mandated by the U.S. Department of State and the State of Florida.


The University Police Department ensures submission of the following reports:Submission (annually) of Continuity of Operations to State Emergency Management.Submission of Clery report to U.S. Department of Education.Submission of Uniform Crime Report to Florida Department of Law Enforcement and FBI.

The Office of Finance and Accounting ensures the following submissions:


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Student Body President serves as member of the Board of Trustees and provides a standing report at each meeting on behalf of the student bodyThe 2018 Student Body President serves as the Chair of the Florida Student Association and Student Representative on the Florida State University System Board of Governors. A standing report is provided at each meeting on behalf of the Florida Student Association and the student bodies of each institution within the Florida State University System.

Athletics

Graduate Studies


Athletics frequently submits reports and documents to the National Collegiate Athletic Association (NCAA). Multiple reports are submitted on an annual basis: Academic Progress Rate (APR) October, Graduation Success Rate (GSR) June, and Sport Sponsorship & Demographic Report (SSDR) August. Squad list reports are submitted to the Atlantic Sun Conference (ASUN) on an annual basis (August and May) and upon request.

Graduate Studies conducts quarterly quality control review reports of the employees use of the Driver and Vehicle Information System (DAVID) following guidelines by the Office of Internal Audit.Graduate Studies prepares and submits the Survey of Graduate Students and Post doctorates data to the National Science Foundation (NSF) and the National Institutes of health with the assistance of the Office of Institutional Research.

The Office of Research & Sponsored Programs completes the National Science Foundation Higher Education Research & Development Survey due each year in January on behalf of FGCU.


Internal Audit submits an annual report that goes to the Board of Trustees and the Board of Governors.


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5. CLERY, VAWA, &

TITLE IX COMPLIANCE

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The Office of Institutional Equity & Compliance (OIEC) oversees the Title IX Compliance for the University and houses the Title IX Coordinators. The OIEC also oversees the presidentially appointed Title IX CommitteeThe OIEC investigates complaints of sexual and harassment under Title IX and our University regulation and policy.The OIEC offers the following mandatory Title IX Programs.Each new employee (including part-time and student employees) must attend an in-person sexual harassment prevention training within their first 90 days of employment. Within the sexual harassment prevention training are specific instructions about what constitutes a Title IX violation (sex discrimination, sex harassment, stalking, intimate partner violence, assault), as well as the reporting requirements for all employees, and an overview of Regulation FGCUPR-1.003* and its corresponding Policy 1.006* (Policies that speak directly to prohibition of sex discrimination). After the in-person training, every employee is required to complete an annual refresher course (online or in person) on issues of discrimination and harassment.The OIEC attends the faculty retreats every two years to refresh faculty on responsible reporter training and Title IX.The OIEC presents on Title IX specifically at every new student orientation (First Time in College and Transfer). The OIEC covers intimate partner violence, stalking, assault, consent issues, sexual exploitation, and the sexual misconduct policy.The OIEC tables once a month during the fall and spring semesters. There, students and employees are quizzed on their knowledge of Title IX related topics. This is sometimes combined with events (PRIDE Week or the Its On Us campaign).Annually the OIEC has a Domestic Violence Awareness speaker in October, and a Sexual Assault Awareness speaker in April. This is open to the entire campus community.The OIEC has been asked by the following groups to present on Title IX/ Sexual Harassment and reporting requirements: Counseling and Psychological Services, Resident Directors and Program Assistants, Trio Student Support Services Mentors and Tutors, Fraternity and Sorority Life, Student Government Association, Resident Assistants, PEERS Care, All athletic teams, Athletics staff, WGCU, Conduct Board Members, University Living Learning Communities.Partnered with Prevention and Wellness to share facts about Policy 1.006 for their Celebrity Cash Cab program.


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Offered an annual bystander intervention training given as part of the diversity and inclusion session. This is an activity that highlights several topics, including warning signs of domestic violence relationships.The OIEC reports to the University Police Department as directed under Clery and Violence Against Women Act (VAWA).

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Human Resources

In compliance with State of Florida Chapter 295, Florida Gulf Coast University is committed to providing preference to U.S. veterans, and spouses as applicable, in hiring, promotion, and retention for all qualified positions (all Support Staff / Non-Exempt level positions), as prescribed by the chapter. The Office of Human Resources recommends preference in the hiring of U.S. veterans for Administrative and Professional positions.


Environmental Health & Safety members are available to assist with any campus investigations upon request.

Academic Affairs

Academic Affairs is responsible for making sure that any and all violations of such laws are properly and promptly reported to the Office of Institutional Equity & Compliance.


International Services informs the study abroad program faculty leaders that their programs are subject to Title IX and Clery Act compliance and incidents related to these in our study abroad programs must be reported. Title IX information is presented during international student orientation.


The University Police Department (UPD) completes online data submission to US Department of Education for Clery & VAWA compliance. Data is collected and assembled from around campus. UPD completes Annual Safety Report and conducts Campus Safety Authority training.UPD stays current through webinars and updates at State University System Chiefs meetings twice each year.

Athletics

Athletics tracks Title IX compliance through athletic scholarships and roster sizes.There are NCAA maximum scholarship limitations that are monitored to keep sport teams within the rules and internal budgets that also cap financial resources expended per team. Athletics monitors the roster numbers of each team and report on the gender equity percentages compared to the enrollment percentages with the overall University.


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Graduate Studies

Graduate Studies office staff are responsible for reporting or referring to the University’s Title IX Coordinator any concerns about sex discrimination, or sexual misconduct and domestic partner violence.


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6. CONFLICT OF

INTEREST AND

COMMITMENT

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Human Resources

The Office of Human Resources ensured that our hiring practices adhered to University policy concerning nepotism and other forms of conflicts of interest in employment.



Environmental Health & Safety members conduct Fire/Life Safety Inspections and Laboratory/Studio/ Shop/Special Hazard area inspections according to standard checklists used in all areas. Identical standards are required for all areas and personnel working in those areas.Members serve as consultants and available resources in a large variety of issues for many/most departments on campus.

Procurement Services staff cannot accept money, loans, credits, entertainment, favors, services or gifts from current or prospective suppliers. Procurement Services staff must report any outside interests that may lead to bias or impropriety. FGCU Regulation FGCU-PR6.016, Purchase of Commodities or Contractual Services states: The individuals taking part in the development or selection of criteria for evaluation, the evaluation process and the contract award in any purchase shall be independent of, and have no conflict of interest in, the entities evaluated and selected.


The Office of Institutional Equity & Compliance (OIEC) is charged with ensuring compliance with the University’s Consensual Relationship Policy 1.007.The OIEC must sign off on every waiver of advertising for a position vacancy as per University Policy 1.009.In collaboration with the Office of Internal Audit and Human Resources, the OIEC reviews documentation about potential conflicts of interest under the FGCU Code of Conduct and Outside Employment Activity Approvals.


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Athletics


Coaches and staff are required to sign an annual certification of compliance form indicating that they have reported all knowledge of any potential violations for the previous year. They are also required to report any outside income related to athletics on an annual basis. Every student-athlete and athletics department staff member is prohibited from gambling on any sport the NCAA sponsors (education is provided year-round). Each new staff member goes through a compliance orientation and signs an unethical conduct affidavit. Every year, each student-athlete attend a compliance education and sign institutional, NCAA, and conference forms.

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A Conflict of Financial Interest Policy was written for sponsored research and is awaiting approval by the President.


The Office of Internal Audit is in charge of evaluating potential contractor conflict of interest.

University Police Department Chief completes the annual Florida Commission on Ethics Financial Disclosure Information form.


Finance & Accounting holds conversations with new employees on requirements for reporting outside employment activities.If a questionable situation is detected during reviews of payroll and general ledger activities, the situation is researched for supporting documentation, then taken forward to Internal Audit and/or the Office of Institutional Equity and Compliance.



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7. FGCU ETHICSPOINT

HOTLINE &

INVESTIGATIONS


The FGCU EthicsPoint Hotline is a reporting mechanism that facilitates reporting of alleged illegal, unethical, or improper conduct when the normal channels of communication have proven ineffective, or are impractical under the circumstances. The EthicsPoint Hotline is available to employees and students, as well as contractors, vendors, and members of the southwest Florida community. While the University encourages reporters to contact FGCU’s Chief Compliance and Ethics Officer for assistance, if a reporter is uncomfortable reporting through normal channels of communication, or wish to raise an issue anonymously, they can access the Hotline. The Hotline is available 24 hours a day, 365 days a year, and is run by an independent, third party provider called EthicsPoint. It is an anonymous Internet and telephone-based reporting tool that allows University stakeholders to work together to address misconduct at the University and help cultivate a positive work environment.The EthicsPoint Hotline is accessible at the bottom of every University webpage, and is mentioned at harassment and discrimination prevention trainings. The Office of Institutional Equity & Compliance (OIEC) is tasked with assigning all complaints that come through the Ethics Point Hotline. The OIEC maintains responsibility for any complaints that are potentially related to harassment or discrimination and other, non-specific complaints and concerns.When the OIEC is tasked with investigating a complaint, the Investigator serves as a neutral finder of fact who determines under the preponderance of the evidence standard whether a policy violation exists. The process for investigations is laid out in Policy 1.006.

Academic Affairs

Academic Affairs works closely with the OIEC and assists that office as needed when dealing with a complaint.


Financial Aid & Scholarships responds to detected problems and resulting corrective actions are managed in accordance with FGCU’s Code of Conduct.


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If a questionable situation is detected during reviews of payroll and general ledger activities, the situation is researched for supporting documentation, then taken forward to Internal Audit and/or the OIEC.

Athletics

Athletics has a compliance email ([email protected]) where anyone can submit questions or report potential violations. When a staff member or student-athlete alerts us to a potential violation, we investigate, and if needed, report to the ASUN Conference and NCAA and implement corrective actions that always involve rules education. Generally, these corrective actions involve a two-for-one penalty.The main two ways potential violations are identified are through monitoring the collection of forms and receiving self-reports from coaches. Athletics fields phone calls on a daily basis from outside of the University. Athletics has a Compliance website with contact information, downloadable forms and newsletters.


Adaptive Services

Adaptive Services created an online reporting form for access issues on campus, including the website

The Office of Research & Sponsored Programs elicits the assistance of the Grants and Research Team (GRT) along with faculty sponsored Internal Review Board (IRB), Institutional Animal Care and Use Committee (IACUC), and the Institutional Safety Committee (ISC) to promote and facilitate the rights, safety, and welfare of all research and research subjects.


Internal Audit is charged with evaluating complaints relating to financial concerns including: accounting and auditing; conflict of interest; falsification of contracts; reports or records; fraud; improper giving or receiving of gifts; improper supplier or contractor activity; theft/embezzlement; abuse or misuse of institutional resources; or other financial matters.


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8. RESEARCH

COMPLIANCE


The Office of Institutional Equity & Compliance (OIEC) serves to assist in investigations brought to the attention of various academic affairs offices.The OIEC is often tasked with responding to grant requests that include data about equity and compliance.


Trains individuals in mandatory research safety topics such as: lab safety, biosafety, radiation safety, laser safety, blood borne pathogens, and PI training, as well as safety training to individual laboratory groups.Conducts lab inspections to ensure personnel working in research labs comply with training and regulatory requirements.Members assist the Office of Research and Sponsored Programs by serving on the Institutional Safety Committee, which provides regulatory oversight for any activities involving recombinant or controlled biologicals or chemicals, radioactive materials or instruments, lasers, or acutely hazardous wastes.Members assist the Office of Research and Sponsored Programs and Shipping and Receiving to develop an online process for Export Control for shipping packages to international and domestic destinations. Environmental Health & Safety members will remain as an integral step in the approval process to assist with the compliance of packaging and shipping requirements for hazardous materials (dangerous goods) of federal regulations and international standards.

Academic Affairs

Academic Affairs works closely with the Office of Research and Sponsored Programs and monitors the Institutional Review Board for research.


Procurement coordinates bi-annual training with the Office of Research and Sponsored Programs to train Principal Investigators on procurement processes.


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The Office of Research & Sponsored Programs began implementation of the Export Control Program/Procedures in November 2018 with a focus on international travel and shipping. This issue has the most impact on FGCU.The Research Misconduct Policy was updated in 2018 to reflect current federal regulations.


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Finance & Accounting established grant accounts to record financial activities and reviewed journal vouchers prior to entry into general ledger for compliance with University policies and procedures.

Faculty Led Study Abroad Guidelines and proposal inform faculty leaders of their responsibility to ensure they meet all applicable research requirements set by the University or the host country in which they conduct research, including obtaining permits. Faculty leaders of study abroad programs are advised to complete the Export Control review process.


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9. ATHLETICS

COMPLIANCE

All new employees and students are trained regarding issues of Title IX Compliance.The Office of Institutional Equity & Compliance (OIEC) receives the Athletics Title IX report to review and submit to the National Collegiate Athletics Association (NCAA).



Conducts safety inspections of Athletics Trainers’ clinics and treatment areas to ensure compliance with regulatory requirements.Provides required annual training for Athletic Trainers and support personnel in general and lab safety, biosafety, blood borne pathogens, and biohazardous waste.


The Office of Financial Aid & Scholarships meet monthly with the Athletics Compliance Office.Dedicated Athletics Scholarship Coordinator in the Financial Aid Office who works daily with Athletics Compliance Office regarding matters related to Athletic scholarships and financial aid.Assists Athletics, as needed, in completing required Equity in Athletics Disclosure Act Report and assists with data on completion and graduation rates for student athletes.


Prepared applicable reports in support of athletics annual Equity in Athletics Disclosure Act and NCAA reporting and Agreed Upon Procedures.


The University Police Department (UPD) provides Athletics annual memo detailing costs of in-kind services UPD provides, mainly security at basketball games.

Athletics

Manages a compliance software, ARMS, that processes many of our workflows, houses the rosters, displays team calendars, and serves as a mass communication tool. This software is a central hub that helps all athletics department staff members accomplish compliance related tasks. Conducts monthly rules education sessions with coaches and with academic advisors twice-a-year.


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Educate coaches at our athletics department staff meetings every month, and tutors and mentors each semester. Certifies student-athlete eligibility each academic term and monitor financial aid awards to make certain maximum scholarship limitations are adhered to. The Director regularly provides compliance updates to the Athletic Director and Executive Staff. These include recent violations, waivers, new legislative proposals and any other trends or popular issues involving the coaches and student-athletes. Files self-reported violations and waivers with the ASUN Conference and NCAA as Athletics learns about them.Reports gender equity numbers which includes all male and female student-athletes on each team. This helps Athletics stay within Title IX compliance and manage the rosters. The Director provides regular reports on usage of financial aid, especially with respect to out-of-state waivers provided by the athletics department to student-athletes.The Director also provides ethnicity information as part of our effort to promote diversity of rosters.

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SUCCESS STORIES

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After the merger of the two departments in the Summer of 2018, the Office of Institutional Equity & Compliance (OIEC) has successfully reinstated the Compliance Liaison Committee.The OIEC facilitated 135 ethics, equity, and/or compliance based trainings or events (41 Sexual Harassment Prevention, 94 included 5 Star, Diversity and Inclusion in classes, and hosted/co-hosted 60 events as part of the Diversity and Inclusion Certificate Program.The BOT Audit and Compliance committee’s proposal was accepted by the Board of Trustees.The Compliance Office Charter was approved by the Board of Trustees.

Human Resources

The Office of Human Resources supported the efforts of the Diversity and Inclusion Committee by including the Diversity and Inclusion Certificate Program as part of the performance review process.Sexual Harassment, Ethics, & ADA trainings are now mandatory under the employee review process.


Immigration authorizations have consistently been maintained and re-authorized since inception due to accuracy in our reporting compliance and program operation.

Athletics

Implemented Adobe Sign to several workflows that involve external constituents to improve efficiency, transparency, security and customer service.The entire compliance staff is new: Assistant Athletic Director and Compliance Coordinator.Established a compliance orientation for all new staff members with rules education and software training.Enhanced social media presence by creating humorous GIFS that recognize the accomplishments of our coaches.


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Each employee in the department is required to take at least 40 hours of Continuing Professional Education per year. A few members of the department worked on presentations to audit groups.The Director of Internal Audit participated in the evaluation process of the Office of Internal Audit at University of North Florida.


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Dr. Michael Parsons, Professor of Marine Science and Director of Coastal Watershed Institute and Vester Field Station received funding through a joint National Institutes of Health-National Institute of Environmental Health Sciences and the National Science Foundation to study toxic algae found in seafood. This joint award will average $1.2M per year for five years. For the period July 1, 2018 to January 31, 2019 FGCU has received $9.7M in sponsored research funding through various sources (federal, state, local and private organizations). This is an increase of roughly 8% from last year for this same time period.



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This report was drafted by:


Precious G. Gunter, Director of Equity, Ethics, and Compliance and Title IX

Coordinator

Jessica Homer, Assistant Director and Deputy Title IX Coordinator

Keira White, Compliance and Ethics Coordinator

Emily Nanna, Investigator Equal Opportunity Programs

Our special thanks to the President, Executive Leadership, and all of the

Departments that provided information included in this Report.


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ITEM: __12__


SUBJECT: Process for Agreed-On Procedures for Performance Based

Data Integrity Audit


If recommended by the Audit and Compliance Committee, approve the recommendation to fully perform the Performance Based Data Integrity Audit for the Board of Governors (BOG) by Office of Internal Audit staff without outside consultants.

BACKGROUND INFORMATION The planned addition of an IT auditor to the Office of Internal Audit will increase the skill set and available resources of Internal Audit. This will facilitate bringing in-house the portion of data testing previously contracted to a CPA firm as part of the Performance Based Data Integrity Audit for the Board of Governors. The FGCU Board of Trustees' Audit and Compliance Committee will meet on April 2 to consider this item for recommendation to the full Board on April 9.

Supporting Documentation Included: N/A Prepared by: Director of Internal Audit William Foster Legal Review by: N/A Submitted by: Audit and Compliance Committee Chair Joseph Fogg III


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ITEM: __13__


SUBJECT: WGCU Public Media Audit Report for the Years ended June 30,

2018 and June 30, 2017


If recommended by the Audit and Compliance Committee, accept the WGCU Public Media Audit Report dated January 11, 2019.

BACKGROUND INFORMATION This Report presents the results of the audit required by the Corporation for Public Broadcasting for the comparative years ended June 30, 2018 and June 30, 2017. The purpose of the audit, which is required for all public media radio and television stations, is to document and review the financial activity of the University's Public Media function. The FGCU Board of Trustees' Audit and Compliance Committee will meet on April 2 to consider this item for recommendation to the full Board on April 9.

Supporting Documentation Included: (1) Memo from Director of Internal Audit William Foster; (2) WGCU Public Media Audit issued January 11, 2019; and (3) WGCU General Information Memo Prepared by: Director of Internal Audit William Foster Legal Review by: N/A Submitted by: Audit and Compliance Committee Chair Joseph Fogg III


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TO: FGCU Board of Trustees FROM: William Foster, Director of Internal Audit SUBJECT: WGCU Public Media Audit DATE: March 14, 2019 Below is a summary of the key points in the Financial Audit of WGCU Public Media, TV and FM, (the Station). Page 2 – Opinion – The auditors have determined the financial statements fairly present the financial position of the Station. This is known as a clean opinion. Pages 3 through 6 - Management’s Discussion and Analysis – This is the section where Management describes in reader friendly terms what occurred in the last fiscal year. This section points out major transactions, and presents comparative figures from the prior year. Page 7 – Statement of Net Position – Years ago, this statement was known as the Balance Sheet. At year end June 30, 2018, the Station had $5.1 million of total assets, $1.1 million total liabilities, and net position (residual equity) $4.0 million. At year end June 30, 2017, the Station had $5.3 million of total assets, $1.5 million total liabilities, and net position (residual equity) $3.8 million. Page 8 – Statement of Revenues, Expenses and Changes in Net Position – This statement was formerly known as an Income Statement. For the year ended June 30, 2018, the Station had $9.2 million in operating revenue, $9.1 million operating expenses, and $0.1 million non-operating revenue (investment income), arriving at a net increase in position of $0.2 million. For the year ended June 30, 2017, the Station had $9.1 million in operating revenue, $9.5 million operating expenses, and $0.2 million non-operating revenue (investment income), arriving at a net decrease in position of $0.2 million. Page 9 – Statement of Cash Flows – This statement shows the effects to cash from the financial transactions. The net effect for the year ended June 30, 2018 was a $2,992 decrease in cash and cash equivalents for the year, and for 2017 a $43,073 decrease. Pages 10 through 24 - Notes to the Financial Statements – There is a significant amount of information to explain the various line items in the financial statements. Compared to Management’s Discussion and Analysis, these notes are not necessarily as reader friendly. Pages 25 through 27 – Supplemental Information – This section breaks out the Statement of Revenues, Expenses and Changes in Net Position for the TV and radio station segments, and in total by functional category.


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WGCU PUBLIC MEDIA A PUBLIC TELECOMMUNICATIONS ENTITY

OPERATED BY FLORIDA GULF COAST UNIVERSITY

FINANCIAL STATEMENTS

JUNE 30, 2018 AND 2017


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WGCU PUBLIC MEDIA A PUBLIC TELECOMMUNICATIONS ENTITY OPERATED BY

FLORIDA GULF COAST UNIVERSITY TABLE OF CONTENTS JUNE 30, 2018 AND 2017

Page(s)

Independent Auditors’ Report 1 2

Management’s Discussion and Analysis 3 6

Financial Statements Statements of Net Position 7 Statements of Revenues, Expenses, and Changes in Net Position 8 Statements of Cash Flows 9 Notes to Financial Statements 10 24

Supplemental Information WGCU-TV Statements of Revenues, Expenses, and Changes in

Net Position (Exhibit I) 25 WGCU-FM Statements of Revenues, Expenses, and Changes in

Net Position (Exhibit II) 26 Statement of Functional Expenses (Exhibit III) 27


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Management’s Responsibility for the Financial Statements

Auditors’ Responsibility


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Opinion

In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of WGCU Public Media as of June 30, 2018 and 2017, and the changes in its financial position and its cash flows for the years then ended in accordance with accounting principles generally accepted in the United States of America.

Other Matters

Required Supplementary Information

Accounting principles generally accepted in the United States of America require that the management’s discussion and analysis be presented to supplement the basic financial statements. Such information, although not a part of the basic financial statements, is required by the Governmental Accounting Standards Board who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic, or historical context. We have applied certain limited procedures to the required supplementary information in accordance with auditing standards generally accepted in the United States of America, which consisted of inquiries of management about the methods of preparing the information and comparing the information for consistency with management’s responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We do not express an opinion or provide any assurance on the information because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance.

Other Information

Our audit was conducted for the purpose of forming an opinion on the financial statements that collectively comprise WGCU Public Media’s basic financial statements. The WGCU-TV Statements of Revenues, Expenses, and Changes in Net Position (Exhibit I), WGCU-FM Statements of Revenues, Expenses, and Changes in Net Position (Exhibit II), and the Statement of Functional Expenses (Exhibit III) are presented for purposes of additional analysis and are not a required part of the basic financial statements.

These exhibits are the responsibility of management and were derived from and relate directly to the underlying accounting and other records used to prepare the basic financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the basic financial statements or to the basic financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, these exhibits are fairly stated, in all material respects, in relation to the basic financial statements as a whole.

Gainesville, Florida January 11, 2019


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FLORIDA GULF COAST UNIVERSITY MANAGEMENT’S DISCUSSION AND ANALYSIS

JUNE 30, 2018 AND 2017

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INTRODUCTION

The following discussion and analysis is an overview of the financial position of activities of WGCU Public Media (the Station) for the years ended June 30, 2018 and June 30, 2017. Management of WGCU Public Media has prepared the following discussion and it should be read with the financial statements and related footnotes, which follow this section.

WGCU Public Media operates and manages WGCU-TV, WGCU-FM, and WMKO-FM for Florida Gulf Coast University (FGCU) in Fort Myers, Florida. WGCU-TV serves a population of over 1.3 million in six counties of southwest Florida and reaches over 300,000 households in an average month. WGCU-TV is consistently one of the most-watched public television stations in the country. Our radio stations are consistently among the top rated radio stations in the market. Combined, WGCU-FM and WMKO-FM consistently receive a weekly cumulative audience of 100,000 listeners and reaches across some or all of eight southwest Florida counties.

We offer a variety of local and national programming on five separate TV programming streams – WGCU HD, WGCU World, WGCU Create/Encore, The Florida Channel and WGCU Kids. On WGCU HD, we air the PBS national programming service during primetime, children’s programming during mornings and late afternoons, and “how-to” programming from 12:00 pm to 2:00 pm weekdays. We carry BBC World News, the Nightly Business Report, and The PBS NewsHour each weekday evening. WGCU World provides a 24-hour non-fiction programming service while WGCU Create/Encore provides how-to and lifestyle programming during the day and main channel repeats and local programs during the evening hours. The Florida Channel covers the workings of Florida State government. WGCU Kids, a 24/7 children’s educational channel, was launched in January 2017. The service provides around-the-clock access to PBS Kids programming for households throughout our coverage area.

WGCU-FM programming, which is simulcast on WMKO-FM, is predominantly a News and Information service which provides national and international programming from NPR, American Public Media, Public Radio International and the BBC. The station produced more than 200 hours of local newscasts annually in addition to over 200 hours of live, local, interactive radio programming represented by the station’s production of Gulf Coast Live!

WGCU Public Media’s online presence provides a content-rich environment for viewers, listeners, parents, kids and educators. Many WGCU programs are available free on the website as are many PBS and NPR national programs. WGCU Public Media provides a portal to the Florida PBS Learning Media site available free of charge to classroom teachers and homeschoolers throughout our coverage area. The site consists of a library of over 125,000 digital learning objects ranging from audio and video clips to Florida Standards-based lesson plans.

As a joint licensee, we continue to promote a single “membership” in WGCU Public Media, as opposed to the historical trend of promoting two separate memberships, i.e., one for TV and one for FM. This approach continues to save costs on mailings while increasing our total membership level. The trend continues to be that approximately 2/3 of the new members and dollars come through TV on-air pledge and 1/3 through FM. Therefore, individual member revenues are split 70/30.

WGCU published Expressions magazine as a member benefit through June of 2018. The monthly magazine included TV and FM program information and articles on local artists, the environment and essays on topics of interest to Southwest Floridians and WGCU-TV/FM audiences and members.


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JUNE 30, 2018 AND 2017 (Continued)

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OVERVIEW OF THE FINANCIAL STATEMENTS

The financial statements of WGCU Public Media consist of the Statements of Net Position, the Statements of Revenues, Expenses, and Changes in Net Position and the Statements of Cash Flows. These statements are prepared in conformity with Governmental Accounting Standards Board Statement No. 34, Basic Financial Statements – and Management’s Discussion and Analysis – for State and Local Governments.

The Statements of Net Position includes Assets, Liabilities and Net Position of WGCU Public Media as of June 30, 2018 and June 30, 2017. This statement is classified into Current and Non-Current Assets and Liabilities, with Net Position classified as Net Investment in Capital Assets; Restricted; and Unrestricted. The Statements of Revenues, Expenses and Changes in Net Position depicts the operating revenues and expenses resulting in Net Operating Income (Loss), which is then combined with Non-Operating Revenues (Expenses) to provide the total Change in Net Position. The Statements of Cash Flows shows the sources and uses of cash from operations, cash flows from non-capital financing activities, cash flows from capital and related financing activities and cash flows from investing activities. The financial statements also include notes that explain some of the information in the financial statements and provide more detailed data.

FINANCIAL HIGHLIGHTS

WGCU Public Media presents these combined statements of the TV and FM operations to more accurately represent our operations and for financial transparency to the community and the audiences we serve. WGCU Public Media completed FY 2018 with a net operating income of $72,745 (after depreciation) in FY 2018 and an increase in net position of $210,252 including investment income. This is after a net loss of ($397,818) in FY 2017 (after depreciation). Net assets increased to $4,009,582 for the year ended June 30, 2018, from $3,799,330 for the year ended June 30, 2017. Our operating revenues increased to $9,159,614 in FY 2018, from $9,120,235 in FY 2017, due to increases in CPB grants and Other Income. WGCU Public Media’s operating expenses decreased from $9,518,053 in FY 2017 down to $9,086,869 in FY 2018 due to decreases in Program Information & Promotion expenses and Management & General expenses.

THE REPORTING ENTITY

The Station is a department of Florida Gulf Coast University and these financial statements include assets, liabilities and activity related to its public broadcasting function. This includes account activity within the University as well as the Florida Gulf Coast University Foundation, Inc., which are under the control of Station Management.


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FINANCIAL ANALYSIS OF THE STATEMENTS

WGCU Public Media condensed financial statements are presented below for FY 2018, FY 2017 and FY 2016.

CONDENSED STATEMENTS OF NET POSITION

June 30, 2018 June 30, 2017 June 30, 2016

Current assets $ 2,429,916 $ 2,351,009 $ 2,114,238 Noncurrent assets 2,678,675 2,966,791 3,411,082

Total assets 5,108,591 5,317,800 5,525,320

Current liabilities 646,130 1,004,919 834,580 Non-current liabilities 452,879 513,551 659,449

Total liabilities 1,099,009 1,518,470 1,494,029

Net assets Unrestricted 67,138 (696,395) (825,894) Restricted, Expendable 1,238,055 1,514,704 1,459,760 Restricted, Nonexpendable 35,008 35,008 35,008 Net investment in capital assets 2,669,381 2,946,013 3,362,417

Total net position 4,009,582 3,799,330 4,031,291

Total liabilities and net position $ 5,108,591 $ 5,317,800 $ 5,525,320

CONDENSED STATEMENT OF REVENUES, EXPENSES AND CHANGES IN NET POSITION

June 30, 2018 June 30, 2017 June 30, 2016

State appropriations - operations $ 801,292 $ 883,701 $ 842,609 Other operating revenues 8,358,322 8,236,534 9,112,612 Operating expenses (9,086,869) (9,518,053) (9,126,704)

Operating income (loss) 72,745 (397,818) 828,517

Other non-operating revenues 137,507 165,857 116,632 Net non-operating revenues $ 137,507 $ 165,857 $ 116,632

Increase/(Decrease) in net position $ 210,252 $ (231,961) $ 945,149 Net position, beginning of year 3,799,330 4,031,291 3,086,142 Net position, end of year $ 4,009,582 $ 3,799,330 $ 4,031,291


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CONDENSED STATEMENT OF CASH FLOWS

June 30, 2018 June 30, 2017 June 30, 2016

Net cash flows from operating activities $ 81,699 $ 78,070 $ 1,455,414 Net cash flows from capital & related financing

activities (17,251) (73,216) (14,500)Net cash flows from non-capital & related

financing activities (145,501) 88,764 (130,059)Net cash flows from investing activities 78,061 (136,691) (1,229,312)Net increase (decrease) in cash (2,992) (43,073) 81,543 Cash and cash equivalents, beginning of year 531,106 574,179 492,636

Cash and cash equivalents, end of year $ 528,114 $ 531,106 $ 574,179

Current Assets consist primarily of cash and cash equivalents, accounts and grants receivable, investments, and prepaid program costs. Non-Current Assets consist primarily of capital assets (property and equipment). Property and equipment are presented net of accumulated depreciation of $6,758,845 at June 30, 2016, $7,092,104 at June 30, 2017 and $7,306,479 at June 30, 2018, respectively. Current Liabilities consist of accounts payable and accrued expenses, and compensated absences.

Operating revenues consist primarily of State Appropriations, membership contributions, community service grants, contributed support, and non-cash donated facilities and administrative support from the University. Operating expenses consist primarily of broadcasting, programming and production, management and general, depreciation, non-cash University donated facilities and administrative support, and grants expense. Non-operating revenues and expenses consist primarily of interest and investment income and losses. WGCU Public Media had non-operating revenues of $137,507 in FY 2018, a slight decrease from $165,857 in FY 2017.

CONTACTING MANAGEMENT

This financial report provides donors, members, investment managers, foundations and taxpayers with a general overview of WGCU Public Media’s finances and the funding it receives.

Additional details can be requested by mail at the following address:

WGCU Public Media 10501 FGCU Boulevard South

Ft. Myers, FL 33965


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2018 2017

Current assetsCash and cash equivalents 363,659$ 93,619$ Restricted cash 28,740 146,649 Funds held by Florida Gulf Coast University Foundation, Inc.

on behalf of the Station 135,715 290,838Funds held and invested by Florida Gulf Coast University

Foundation, Inc. on behalf of the Station:Unrestricted 477,428 287,982Restricted 1,273,063 1,403,063

Accounts and grants receivables 130,201 114,823Current portion of prepaid program costs 21,110 14,035

Total current assets 2,429,916 2,351,009

Noncurrent assetsCapital assets, net 2,669,381 2,946,013Prepaid program costs, less current portion 9,294 20,778

Total noncurrent assets 2,678,675 2,966,791

Total Assets 5,108,591 5,317,800

Current liabilitiesAccounts payable and accrued expenses 155,359 160,607Due to Florida Gulf Coast University 144,498 289,999Current portion of compensated absences 184,900 281,800 Current portion of unearned revenue 161,373 272,513

Total current liabilities 646,130 1,004,919

Noncurrent liabilitiesCompensated absences, less current portion 134,265 71,604 Unearned revenue, less current portion 318,614 441,947

Total noncurrent liabilities 452,879 513,551

Total Liabilities 1,099,009 1,518,470

Net positionNet investment in capital assets 2,669,381 2,946,013 Restricted:

Nonexpendable 35,008 35,008 Expendable 1,238,055 1,514,704

Unrestricted 67,138 (696,395)

Total Net Position 4,009,582$ 3,799,330$

NET POSITION

LIABILITIES

ASSETS

JUNE 30, 2018 AND 2017

WGCU PUBLIC MEDIAA PUBLIC TELECOMMUNICATIONS ENTITY OPERATED BY

FLORIDA GULF COAST UNIVERSITYSTATEMENTS OF NET POSITION

The accompanying notes to financial statementsare an integral part of these statements.

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2018 2017

Operating revenuesCommunity service grants donated by the Corporation for

Public Broadcasting 1,272,681$ 1,140,607$ Other Corporation for Public Broadcasting grants 69,834 35,932 Other grants 200 6,282 Community service grants donated by the Department of

Education, State of Florida 407,447 407,447 Appropriations from Florida Gulf Coast University 801,292 883,701 Underwriting support 867,951 867,828 Membership income 2,900,058 2,938,424 Donated facilities and administrative support from Florida Gulf

Coast University 1,935,125 2,074,175 In-kind contributions 247,065 318,681 Other income 640,711 440,408 Miscellaneous support 17,250 6,750

Total operating revenues 9,159,614 9,120,235

Operating expensesProgramming and production 3,706,091 3,750,968 Broadcasting 1,170,980 1,190,341 Program information and promotion 750,438 942,996 Management and general 1,379,248 1,610,890 Fundraising and membership development 1,480,764 1,444,974 Underwriting and grant solicitation 599,348 577,884

Total operating expenses 9,086,869 9,518,053

Operating income (loss) 72,745 (397,818)

Non-operating revenues Investment income 137,507 165,857

Increase (decrease) in net position 210,252 (231,961)

Net position, beginning of year 3,799,330 4,031,291

Net position, end of year 4,009,582$ 3,799,330$


FLORIDA GULF COAST UNIVERSITYSTATEMENTS OF REVENUES, EXPENSES,

AND CHANGES IN NET POSITIONFOR THE YEARS ENDED JUNE 30, 2018 AND 2017

The accompanying notes to financial statements are an integral part of these statements.

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2018 2017

Cash flows from operating activitiesCash received from grants, donors and fundraising activities 5,926,281$ 5,752,054$ Cash paid for payroll and related benefits (2,538,899) (2,461,793) Cash paid to suppliers and employees (3,305,683) (3,212,191)

Net cash provided by operating activities 81,699 78,070

Cash flows from non-capital financing activitiesIncrease (decrease) in due to Florida Gulf Coast University (145,501) 88,764

Cash flows from capital and related financing activitiesPurchase of capital assets (17,251) (73,216)

Cash flows from investing activitiesIncrease in funds held and invested by Florida Gulf Coast

University Foundation, Inc. on behalf of the Station (59,446) (302,548) Investment income 137,507 165,857

Net cash provided by (used in) investing activities 78,061 (136,691)

Net decrease in cash and cash equivalents (2,992) (43,073)

Cash and cash equivalents, beginning of year 531,106 574,179

Cash and cash equivalents, end of year 528,114$ 531,106$

Reconciliation of operating income (loss) to net cash provided by operating activities

Operating income (loss) 72,745$ (397,818)$

Adjustments to reconcile operating income (loss) to net cash provided by operating activities

Depreciation 293,883 489,565Loss on disposal - 55 Decrease (increase) in certain assets:

Accounts and grants receivable (15,378) 12,474 Prepaid program costs 4,409 38,117

Increase (decrease) in certain liabilities:Accounts payable and accrued expenses (5,248) (11,305) Compensated absences (34,239) 51,135 Unearned revenue (234,473) (104,153)

Total adjustments 8,954 475,888

Net cash provided by operating activities 81,699$ 78,070$

Cash and cash equivalents are presented on the Statements of Net Position as:

Cash and cash equivalents 363,659$ 93,619$ Restricted cash 28,740 146,649 Funds held by Florida Gulf Coast University Foundation, Inc.

on behalf of the Station 135,715 290,838 528,114$ 531,106$


FLORIDA GULF COAST UNIVERSITYSTATEMENTS OF CASH FLOWS

FOR THE YEARS ENDED JUNE 30, 2018 AND 2017


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141


FLORIDA GULF COAST UNIVERSITY NOTES TO FINANCIAL STATEMENTS

JUNE 30, 2018 AND 2017

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(1) Summary of Significant Accounting Policies:

The following is a summary of the more significant accounting policies of WGCU Public Media, which includes WGCU-TV and WGCU-FM (collectively, the “Station”), a public telecommunications entity operated by Florida Gulf Coast University, which affect significant elements of the accompanying financial statements:

(a) Reporting entity—The Station is a department of Florida Gulf Coast University (the “University”) located in Fort Myers, Florida and conducts various public broadcasting functions. The University, as part of the State University System of Florida, is governed, regulated and coordinated by the State of Florida Department of Education and the University’s Board of Trustees, and is subject to the general supervision of the Florida Department of Education. The President of Florida Gulf Coast University is responsible for the management of the University. The Station operates as a department of the University under the control of the Station manager. The Station’s financial statements include the state accounts and the Station-related accounts of Florida Gulf Coast University Foundation, Inc. (the “Foundation”). These statements do not purport to present the financial position or results of operations of the University as a whole.

(b) Basis of accounting—For financial reporting purposes, the Station is considered a special-purpose government engaged only in business-type activities. Accordingly, the Station prepares its financial statements on the accrual basis of accounting in accordance with accounting principles generally accepted in the United States of America for proprietary funds, which is similar to those for private business enterprises. Accordingly, revenues are recorded when earned and expenses are recorded when incurred.

(c) Net position—In the statements of net position, net position includes the following:

(i) Net investment in capital assetsThis is the component of net position that reports the difference between capital assets less both the accumulated depreciation and the outstanding balance of debt, excluding unexpended proceeds, that is directly attributable to the acquisition, construction or improvement of those assets. At June 30, 2018 and 2017, there is no related debt.

(ii) Restricted—The component of net position that reports the constraints placed on the use of net position by either external parties and/or enabling legislation, reduced by any liabilities to be paid from these assets.

Nonexpendable restricted net position—consists of endowment and similar type funds in which donors or other outside sources have stipulated that the principal is to be maintained inviolate and in perpetuity, and invested for the purpose of producing present and future income, which may either be expended or added to principal.

Expendable restricted net position—includes resources in which the Station is legally or contractually obligated to spend resources in accordance with restrictions imposed by external third parties.


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(1) Summary of Significant Accounting Policies: (Continued)

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(iii) Unrestricted—The difference between the assets and liabilities that is not reported in Net investment in capital assets and Restricted position.

It is the Station’s policy to expend restricted resources first and to use unrestricted resources when the restricted resources have been depleted.

(d) Cash and cash equivalents—For purposes of reporting cash flows, cash and cash equivalents include cash on hand and cash in demand accounts that have original maturities of three months or less. University cash deposits are held in banks qualified as public depositories under Florida law. All such deposits are insured by federal depository insurance up to specified limits, or collateralized with securities held in Florida’s multiple financial institution collateral pool in accordance with Florida statutes.

(e) Restricted cash—Restricted cash represents cash held with the University that is restricted as to withdrawal or use under the terms of certain contractual agreements.

(f) Investments—Section 1011.42(5), Florida Statutes, authorizes universities to invest funds awaiting clearing with the State Treasury and State Board of Administration, and requests that universities comply with the statutory requirements governing investment of public funds by local governments. Accordingly, universities are subject to the requirements of Chapter 218, Part IV, Florida Statutes. As such, pursuant to Section 218.415(17) and 1011.42(5), Florida Statutes, the University is authorized to invest in the Local Government Surplus Funds Trust Fund investment pool administered by the State Board of Administration; interest-bearing time deposits and savings accounts in qualified public depositories, as defined in Section 280.02, Florida Statutes; direct obligations of the United States Treasury; obligations of Federal agencies and instrumentalities; securities of, or interest in, certain open-end or closed-end management type investment companies; Securities and Exchange Commission registered money market funds with the highest credit quality rating from a nationally recognized rating agency; and other investments approved by the University’s Board of Trustees as authorized by law. The University’s Board of Trustees has not adopted a written investment policy. Investments set aside to make debt service payments, maintain sinking or reserve funds, or to purchase or construct capital assets are classified as restricted.

(g) Accounts and grants receivable—Accounts and grants receivable are stated at the amount management expects to collect from outstanding balances. Receivables are carried at their estimated collectible amounts. Credit is generally extended on a short-term basis; thus accounts receivable do not bear interest. Based on the Station’s historical information, credit losses, when realized, have not been significant.

(h) Costs incurred for programs not yet broadcast—Costs incurred for programs not yet broadcast (prepaid program costs) are recorded as a deferred asset. Such costs relate to programs purchased or produced by the Station that will be broadcast subsequent to year end. Programs to be completed and broadcast within one year are classified as current assets whereas programs to be


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completed and broadcast in more than one year are classified as noncurrent. At June 30, 2018 and 2017, total costs incurred for programs not yet broadcast were $30,404 and $34,813, respectively. As the programs are broadcast, the costs incurred will be included in operating expenses. Program status is evaluated annually. Costs associated with programs not considered to have future benefit are adjusted to net realizable value.

(i) Capital assets—Capital assets purchased or acquired with an original cost of $5,000 or more are reported at historical cost or estimated historical cost. Contributed assets are reported at fair market value as of the date received. Additions, improvements and other capital outlays that significantly extend the useful life of an asset are capitalized. Other costs incurred for repairs and maintenance are expensed as incurred. Depreciation on all assets is provided on the straight-line basis over the estimated useful lives of the assets ranging from 5 – 40 years.

(j) Unearned revenue—Unearned revenue relates primarily to grant funds received but not yet spent and the Station’s lease of channel space to a private entity. The lease expires January 2022 and can be renewed for one additional 15 year term. Annual income received from the lease is $123,333 through June 30, 2021 and $71,944 for fiscal year ended June 30, 2022.

(k) Revenue recognition—State appropriations are recorded as revenue in the statements of revenues, expenses and changes in net position when an expenditure is recorded.

Membership contributions are recognized as operating revenues in the period they are received.

Program production grants are reported as unearned revenues for programs not yet broadcast until the specific program is broadcast. At such time, amounts are included as revenues and the expenditures are recorded.

Revenue related to program underwriting for subsequent fiscal years is reflected as unearned revenues in the accompanying statements of net position. Revenue is recognized when the related program is aired.

Contributed support represents expenses paid on behalf of the Station by others outside the reporting entity, and includes contributed professional services, donated materials or facilities, and indirect administrative support. These amounts are recorded in revenue in the period in which the support is provided.

(l) In-kind contributions—Contributed materials, supplies, facilities, and property are recorded at their estimated fair value at the date of donation. The Station reports gifts of equipment, materials, professional services and other nonmonetary contributions as operating revenue in the accompanying statements of revenues, expenses, and changes in net position.


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JUNE 30, 2018 AND 2017


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If the fair value of contributed materials, supplies, facilities, and property cannot be reasonably determined they are not recorded. Donated personal services of nonprofessional volunteers, as well as national and local programming services, are not recorded as revenue and expense as there is no objective basis available to measure the value of such services.

Contributed advertising and promotion are recorded at the fair value of the contribution portion of the total value received.

(m) Pledges and contributions—The Station engages in periodic fundraising campaigns manifested by offering some special programs and on-air and mail fundraising appeals. These appeals encourage supporters, both individuals and organizations, to provide financial contributions to the Station for enhancement of program offerings and other operating expenses. Financial contributions are frequently evidenced by pledges received from responding viewers and listeners. Contributions, including unconditional promises to give and membership receipts, are recognized as revenue in the period received or given. However, uncollected pledges are not enforceable against contributors and are not shown as assets on the statements of net position. Contributions and collected pledges are components of the unrestricted operating fund inasmuch as their usage is not limited to specific activities of the Station. This usage is consistent with appeals for contributions and pledges.

(n) Corporation for Public Broadcasting Community Service Grants—The Corporation for Public Broadcasting (CPB) is a private, nonprofit grant-making organization responsible for funding more than 1,000 television and radio stations. CPB distributes annual Community Service Grants (CSGs) to qualifying public broadcasting entities. CSGs are used to augment the financial resources of public broadcasting entities and thereby to enhance the quality of programming and expand the scope of public broadcasting services. Each CSG may be expended over one or two Federal fiscal years as described in the Communications Act, 47 United States Code Annotated, Section 396(k)(7). In any event, each grant must be expended within two years of the initial grant authorization.

According to the Communications Act, funds may be used at the discretion of recipients for purposes relating primarily to production and acquisition of programming. Also, the grants may be used to sustain activities begun with CSGs awarded in prior years. Certain General Provisions must be satisfied in connection with application for and use of the grants to maintain eligibility and meet compliance requirements. These General Provisions pertain to the use of grant funds, record keeping, audits, financial reporting, mailing lists, and licensee status with the Federal Communications Commission.

Any remaining CSG funds at fiscal year-end are reported as restricted cash and restricted-expendable net position on the statements of net position.


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(o) Indirect support provided by Florida Gulf Coast University—Indirect support from the University consists of allocated institutional support and physical plant costs incurred by the University for which the Station receives benefits. The fair value of this support is recognized in the statements of revenues, expenses, and changes in net position as donated facilities and administrative support and is allocated as an expense to each of the functional expense categories.

(p) Production revenue—The Station uses the percentage-of-completion method of accounting for production revenue, whereby the cumulative production revenue earned equals the ratio of costs incurred to the estimated total costs at completion applied to the total committed revenues from outside sponsors. Production costs include charges by subcontractors plus all direct labor and other direct costs. Indirect and general and administrative expenses are charged to expense as incurred. Cost estimates on programs are reviewed periodically as the work progresses and adjustments, if needed, are reflected in the period in which the estimates are revised.

(q) Operating activities—The Station’s policy for defining operating activities as reported on the statements of revenues, expenses, and changes in net position are those that generally result from the provision of public broadcasting and instructional technology services, and from the production of program material for distribution in those services. Revenues associated with, or restricted by donors to use for, capital improvements, and revenues and expenses that result from financing and investing activities are recorded as non-operating revenues.

(r) Program and production underwriting—Revenue for program underwriting is recorded on a pro-rata basis for the period covered and for production underwriting on an estimated percentage-of-completion basis.

(s) Income taxes—The Station is owned and operated by Florida Gulf Coast University, which is a part of the State of Florida’s educational system. Accordingly, the Station is exempt from Federal income taxes. Any taxable income is aggregated at the University level and taxes paid, if any, are paid by the University.

(t) Functional allocation of expenses—The costs of providing the various programs and other activities have been summarized on a functional basis in the statements of revenues, expenses, and changes in net position. Accordingly, certain costs have been allocated among program and supporting services benefited based on total personnel costs or other systematic bases.

(u) Use of estimates—The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Accordingly, results could differ from those estimates.


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JUNE 30, 2018 AND 2017


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(v) Compensated absences—The liability for compensated absences represents employees’ accrued annual and sick leave based on length of service subject to certain limitations as defined by state statute and University policies.

(w) Advertising costs—Advertising costs are expensed in the period in which they are incurred. Advertising expense for the years ended June 30, 2018 and 2017, was $216,210 and $274,432, respectively.

(x) Recent accounting pronouncements—In June 2017, the GASB issued Statement No. 87, Leases, to better meet the information needs of financial statement users by improving accounting and financial reporting for leases by governments. This statement increases the usefulness of governments’ financial statements by requiring recognition of certain lease assets and liabilities for leases that previously were classified as operating leases and recognized as inflows of resources or outflows of resources based on the payment provisions of the contract. The requirements of this statement are effective for reporting periods beginning after December 15, 2019. Earlier application is encouraged. The Station is currently evaluating the effect that implementation of the new statement will have on its financial statements.

In June 2018, GASB issued Statement No. 89, Interest Cost in Construction. GASB 89 was made to enhance the comparability of information about capital assets and the cost of borrowing for a reported period, and aims to simplify accounting for the interest cost incurred before the end of a construction period. The provisions in GASB 89 are effective for periods beginning after December 15, 2019. The Station is currently evaluating the impact this statement will have on its financial statements.

(2) Funds Held and Invested by Florida Gulf Coast University Foundation, Inc. on Behalf of the Station:

The Station has an agreement with Florida Gulf Coast University Foundation, Inc. (the “Foundation”), whereby Station funds are held and invested by the Foundation on behalf of the Station. These amounts are included in the accompanying financial statements of the Station as “Funds held and invested by Florida Gulf Coast University Foundation, Inc. on behalf of the Station.” Total cash held by the Foundation is $135,715 and $290,838 as of June 30, 2018 and 2017, respectively. Total investments held by the Foundation are $1,750,491 and $1,691,045 as of June 30, 2018 and 2017, respectively. These investment totals include $1,273,063 and $1,403,063 of restricted funds as of June 30, 2018 and 2017, respectively. These restricted funds relate to contributions and endowments that have donor constraints placed on the use of the funds. See note 14 for additional information on restrictions on net position.


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JUNE 30, 2018 AND 2017

(2) Funds Held and Invested by Florida Gulf Coast University Foundation, Inc. on Behalf of the Station: (Continued)

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All funds held and invested by the Foundation on behalf of the Station are invested in uninsured and unregistered investments, which are held in the name of the Foundation. All funds held and invested by the Foundation on behalf of the Station are reflected at fair value. The Foundation categorizes the fair value measurement of these investments within the fair value hierarchy established by generally accepted accounting principles. The hierarchy is based on the valuation inputs used to measure the fair value of the asset. Level 1 inputs are quoted prices in active markets for identical assets; Level 2 inputs are significant other observable inputs; Level 3 inputs are significant unobservable inputs.

The Station has the following recurring fair value measurements as of June 30, 2018 and 2017:

Funds held and invested by the Foundation – recorded at the Station’s ownership of a share of an investment pool, not the underlying securities. These funds are valued at NAV of units held, as reported by the Foundation. The Station reviews and evaluates the values and assesses the valuation methods and assumptions used in determining the fair value of these investments. Because the investment pool is not readily marketable, NAV is used as a practical expedient, and the estimated value is subject to uncertainty and, therefore, may differ from the value that would have been used had a readily available market for such investment existed, and differences could be material. The Station relies on policies developed and administered by the University and the Foundation for managing interest rate risk or credit risk for these investment pools.

In accordance with GASB 72, certain investments that were measured at NAV per share (or its equivalent) have not been classified in the fair value hierarchy. The following table discloses the nature and risk of investments for which fair value has been estimated using the net asset value per share (NAV) of the investments as a practical expedient as of June 30, 2018 and 2017, respectively.

Investments Measured at Net Asset Value as of June 30, 2018

Total Fair

Value Unfunded

Commitments Redemption Frequency

Redemption Notice Period

Funds held and invested by the Foundation $ 1,750,491 $ - Daily N/A

Investments Measured at Net Asset Value as of June 30, 2017

Total Fair

Value Unfunded

Commitments Redemption Frequency

Redemption Notice Period

Funds held and invested by the Foundation $ 1,691,045 $ - Daily N/A


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JUNE 30, 2018 AND 2017

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(3) Capital Assets:

Capital asset activity for the years ended June 30, 2018 and 2017, was as follows:

Balance

July 1, 2017 Increases Decreases Transfers Balance

June 30, 2018

Capital assets, not being depreciated:

Land and land improvements $ 293,732 $ - $ - $ - $ 293,732 Construction in progress-

tower - 17,251 - - 17,251 Total capital assets, not

being depreciated 293,732 17,251 - - 310,983 Capital assets, being depreciated:

Buildings 4,389,671 - - - 4,389,671 Furniture, fixtures and

equipment 4,998,017 - 65,295 (14,213) 4,918,509 Website 110,425 - - - 110,425 Transmitter 246,272 - - - 246,272

Total capital assets, being depreciated 9,744,385 - 65,295 (14,213) 9,664,877

Less: Accumulated depreciation 7,092,104 293,883 65,295 (14,213) 7,306,479 Total capital assets, being

depreciated, net 2,652,281 (293,883) - - 2,358,398 Total capital assets $ 2,946,013 $ (276,632) $ - $ - $ 2,669,381

Balance

July 1, 2016 Increases Decreases Transfers Balance

June 30, 2017

Capital assets, not being depreciated:

Land and land improvements $ 293,732 $ - $ - $ - $ 293,732 Capital assets, being depreciated:

Buildings 4,389,671 - - - 4,389,671 Furniture, fixtures and

equipment 5,081,162 73,161 156,306 - 4,998,017 Website 110,425 - - - 110,425 Transmitter 246,272 - - - 246,272

Total capital assets, being depreciated 9,827,530 73,161 156,306 - 9,744,385

Less: Accumulated depreciation 6,758,845 489,565 156,306 - 7,092,104 Total capital assets, being

depreciated, net 3,068,685 (416,404) - - 2,652,281

Total capital assets $ 3,362,417 $ (416,404) $ - $ - $ 2,946,013

Depreciation expense was $293,883 and $489,565 for the fiscal years ended June 30, 2018, and 2017, respectively.


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JUNE 30, 2018 AND 2017

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(4) State Retirement Plans:

As the Station is a department of the University, any pension liability is reported by the University.

(a) Florida retirement systemEssentially all regular employees of the Station are eligible to enroll as members of the State-administered Florida Retirement System (FRS). The FRS Pension Plan (Plan) is a cost sharing multiple employer defined benefit pension plan, with a DROP for eligible employees. Provisions relating to the FRS are established by Chapters 121 and 122, Florida Statutes; Chapter 112, Part IV, Florida Statutes; Chapter 238, Florida Statutes; and FRS, Chapter 60S, Florida Administrative Code, wherein eligibility, contributions, and benefits are defined and described in detail.

The FRS is a single retirement system administered by the Florida Department of Management Services, Division of Retirement, and consists of two cost-sharing multiple-employer defined benefit plans and other nonintegrated programs. These include a defined-benefit pension plan (Plan), with a Deferred Retirement Option Program (DROP), and a defined-contribution plan, referred to as the FRS Investment Plan (Investment Plan).

Employees enrolled in the Plan prior to July 1, 2011, vest at 6 years of creditable service and employees enrolled in the Plan on or after July 1, 2011, vest at 8 years of creditable service. All vested members, enrolled prior to July 1, 2011, are eligible for normal retirement benefits at age 62 or at any age after 30 years of service, except for members classified as special risk who are eligible for normal retirement benefits at age 55 or at any age after 25 years of service. All members enrolled in the Plan on or after July 1, 2011, once vested, are eligible for normal retirement benefits at age 65 or any time after 33 years of creditable service, except for members classified as special risk who are eligible for normal retirement benefits at age 60 or at any age after 30 years of service. Employees enrolled in the Plan may include up to 4 years of credit for military service toward creditable service. The Plan also includes an early retirement provision; however, there is a benefit reduction for each year a member retires before his or her normal retirement date. The Plan provides retirement, disability, death benefits, and annual cost of living adjustments to eligible participants.

DROP, subject to provisions of Section 121.091, Florida Statutes, permits employees eligible for normal retirement under the Plan to defer receipt of monthly benefit payments while continuing employment with an FRS-participating employer. An employee may participate in DROP for a period not to exceed 60 months after electing to participate. During the period of DROP participation, deferred monthly benefits are held in the FRS Trust Fund and accrue interest.

Financial Statements and other supplementary information of the FRS are included in the State’s Comprehensive Annual Financial Report, which is available from the Florida Department of Financial Services. A comprehensive annual report of the FRS, which includes its financial statements, required supplementary information, actuarial report, and other relevant information, is available from the Florida Department of Management Services website (www.dms.myflorida.com).


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(4) State Retirement Plans: (Continued)

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The State of Florida establishes contribution rates for participating employers. Contribution rates during the fiscal years ended June 30, 2018, 2017, and 2016, were as follows:

Year ended June 30, 2018 2017 2016

Regular 7.92% 7.52% 7.26% Senior Management Service Class 22.71% 21.77% 21.43% DROP 13.26% 12.99% 12.88%

The Station’s liability for participation is limited to the payment of the required contribution at the rates and frequencies established by law on future payrolls of the Station. For the fiscal years ended June 30, 2018, 2017, and 2016, total contributions were approximately $104,000, $92,000 and $84,000, respectively.

(b) Optional retirement programSection 121.35, Florida Statutes, provides for an Optional Retirement Program (Program) for eligible university instructors and administrators. The Program is designed to aid State universities in recruiting employees by offering more portability to employees not expected to remain in FRS for 8 or more years. The Program is a defined contribution plan, which provides full and immediate vesting of all contributions submitted to the participating companies on behalf of the participant. Employees in eligible positions can make an irrevocable election to participate in the Program, rather than the FRS, and purchase retirement and death benefits through contracts provided by certain insurance carriers. The employing university contributes 5.14 percent of the participant’s salary to the participant’s account, 3.30 percent to cover the unfunded actuarial liability of the FRS Pension Plan, 0.01 percent to cover administrative costs, for a total of 8.45 percent, and employees contribute 3.0 percent of the employee’s salary. Additionally, the employee may contribute, by payroll deduction, an amount not to exceed the percentage contributed by the University to the participant’s annuity account. The contributions are invested in the company or companies selected by the participant to create a fund for the purchase of annuities at retirement.

Required contributions to the Program during the fiscal years ended June 30, 2018, 2017, and 2016, were approximately $47,000, $47,000 and $41,000, respectively.

During the fiscal years ended June 30, 2018 and 2017, and as of June 30, 2018 and 2017, the Program held no securities issued by the University.

The University contributed 100% of the required contribution to FRS in fiscal years ended June 30, 2018, 2017, and 2016.


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(4) State Retirement Plans: (Continued)

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(c) Florida Retirement System Investment Plan (Investment Plan)As provided in Section 121.4501, Florida Statutes, eligible FRS members elect to participate in the Investment Plan in lieu of the FRS defined benefit plan. University employees already participating in the State University System Optional Retirement Program or DROP are not eligible to participate in the Investment Plan. Employer and employee contributions are defined by law, but the ultimate benefit depends in part on the performance of investment funds. Service retirement benefits are based upon the value of the member’s account upon retirement. Benefit terms, including contribution requirements, are established and may be amended by the Florida Legislature. The Investment Plan is funded with the same employer and employee contributions, that are based on salary and membership class (Regular Class, Senior Management Service Class, etc.), as the FRS defined benefit plan. Contributions are directed to individual member accounts, and the individual members allocate contributions and account balances among various approved investment choices. Costs of administering the Investment Plan, including the FRS Financial Guidance Program, are funded through an employer contribution of 0.06 percent of payroll and by forfeited benefits of Investment Plan members.

Required contributions to the Investment Plan during the years ended June 30, 2018, 2017, and 2016, were approximately $26,000, $24,000 and $22,000, respectively.

(5) Post-Employment Benefits:

Employees who retire from the University are eligible to participate in a post-retirement healthcare program that is administered by the State Group Health Insurance Program. As the Station is a department of the University, any other post-employment benefit liability is reported by the University. A general description of the plan is as follows:

(a) Plan descriptionThe Division of State Group Insurance’s Other Postemployement Benefits Plan (OPEB) is a multiple-employer defined benefit plan administered by the State of Florida. Pursuant to the provisions of Section 112.0801, Florida Statutes, all employees who retire from the University are eligible to participate in the State Group Health Insurance Program. Retirees and their eligible dependents shall be offered the same health and hospitalization insurance coverage as is offered to active employees at a premium cost of no more than the premium cost applicable to active employees. A retiree means any officer or employee who retires under a Statement retirement system or Station optional annuity or retirement program or is placed on disability retirement and who begins receiving retirement benefits immediately after retirement from employment. In addition, any officer or employee who retires under the Florida Retirement System Investment Plan is considered a “retiree” if he or she meets the age and service requirements to qualify for normal retirement or has attained the age of 59.5 years and has the years of service required for vesting. The University subsidizes the premium rates paid by retirees by allowing them to participate in the OPEB Plan at reduced or blended group (implicitly subsidized) premium rates for both active and retired employees. These rates provide an implicit subsidy for retirees because retiree healthcare costs are generally greater than active employee healthcare costs. Retirees are required to enroll in the Federal Medicare (Medicare) program for their primary coverage as soon as they are eligible.


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(6) Risk Management Programs:

The University is exposed to various risks of loss related to torts; theft of, damage to, and destruction of assets; errors and omissions; injuries to employees; and natural disasters. Pursuant to Section 1001.72(2), Florida Statutes, the University participates in State self-insurance programs providing insurance for property and casualty, workers’ compensation, general liability, fleet automotive liability, Federal Civil Rights, and employment discrimination liability. During the 2017-18 fiscal year, for property losses, the State retained the first $2 million per occurrence for all perils except named windstorm and flood. The State retained the first $2 million per occurrence with an annual aggregate retention of $40 million for named windstorm and flood losses. After the annual aggregate retention, losses in excess of $2 million per occurrence were commercially insured up to $92.5 million for named windstorm and flood losses through February 14, 2018, and decreased to $78 million starting February 15, 2018. For perils other than named windstorm and flood, losses in excess of $2 million per occurrence were commercially insured up to $225 million; and losses exceeding those amounts were retained by the State. No excess insurance coverage is provided for workers’ compensation, general and automotive liability, Federal Civil Rights and employment action coverage; all losses in these categories are completely self-insured by the State through the State Risk Management Trust Fund established pursuant to Chapter 284, Florida Statutes. Payments on tort claims are limited to $200,000 per person, and $300,000 per occurrence as set by Section 768.28(5), Florida Statutes. Calculation of premiums considers the cash needs of the program and the amount of risk exposure for each participant. Settlements have not exceeded insurance coverage during the past 3 fiscal years.

Pursuant to Section 110.123, Florida Statutes, University employees may obtain healthcare services through participation in the State group health insurance plan or through membership in a health maintenance organization plan under contract with the State. The State’s risk financing activities associated with State group health insurance, such as risk of loss related to medical and prescription drug claims, are administered through the State Employees Group Health Insurance Trust Fund. It is the practice of the State not to purchase commercial coverage for the risk of loss covered by this Fund. Additional information on the State’s group health insurance plan, including the actuarial report, is available from the Florida Department of Management Services, Division of State Group Insurance.

(7) Lien on Property and Equipment:

The Federal government has a ten-year priority lien on any facilities and equipment purchased with funds from the National Telecommunications and Information Administration. The lien is to ensure that telecommunications facilities funded with Federal monies will continue to be used to provide public telecommunications services to the public during the period of Federal interest. The original cost of the property acquired with NTIA funds was approximately $868,000 and the liens expire in years through 2020.


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(8) Significant Concentrations:

Information related to significant concentrations of revenues and credit risk for financial instruments owned by the Station, except as otherwise disclosed, is as follows:

(a) Cash and cash equivalents—The Station has demand deposits held at financial institutions for the University and the Foundation, which are secured up to FDIC limits. Amounts over FDIC limits are secured by collateral held by the financial institution which is pledged to the State of Florida Public Deposits Trust Fund. These deposits amounted to $528,114 and $531,106 as of June 30, 2018 and 2017, respectively.

(b) Accounts and grants receivable—The Station has grants and accounts receivables of $130,201 and $114,823 at June 30, 2018 and 2017, respectively. The Station has no policy requiring collateral or other security to support these amounts.

(c) Revenues—The Station received significant revenue from two sources. The CPB provided approximately 14% and the University provided approximately 29% in cash and donated facilities during the year ended June 30, 2018. For the year ended June 30, 2017, the CPB provided approximately 13% and the University provided approximately 32% in cash and donated facilities.

(9) Compensated Absences:

Compensated absences liability activity for the years ended June 30, 2018 and 2017, were as follows:

Balance July 1, 2017 Additions Deletions

Balance June 30, 2018

Amount Due Within 1 Year

$ 353,404 $ 222,707 $ 256,946 $ 319,165 $ 184,900

Balance July 1, 2016 Additions Deletions

Balance June 30, 2017

Amount Due Within 1 Year

$ 302,269 $ 454,740 $ 403,605 $ 353,404 $ 281,800

(10) Community Service Grants:

The Station receives Community Service Grants (“CSGs”) from the Corporation for Public Broadcasting annually. The CSGs received and expended during the most recent fiscal years were as follows:

Year of Grant

Grants Received

Expended Uncommitted Balance at

June 30, 2018 2015 – 2016 2016 – 2017 2017 – 2018

2015-17 $ 1,171,198 $ 969,067 $ 202,131 $ - $ -

2016-18 $ 1,140,607 $ - $ 992,658 $ 147,949 $ -

2017-19 $ 1,272,681 $ - $ - $ 1,272,681 $ -


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(11) Risks and Uncertainties:

The Station invests in uninsured and unregistered investments, held and managed by Florida Gulf Coast University Foundation, Inc. Investment securities are exposed to various risks such as interest rate, market, and credit risks. Due to the level of risk associated with certain investment securities, it is at least reasonably possible that changes in the values of investment securities will occur in the near term and those changes could materially affect the carrying values reported in the statements of net position.

(12) Nonfederal Financial Support (NFFS):

The Corporation for Public Broadcasting (CPB) allocates a portion of its funds annually to public broadcasting entities, primarily based on NFFS. NFFS is defined as the total value of cash and the fair market value of property and services received as either a contribution or a payment and meeting all of the respective criteria for each.

A “contribution” is cash, property or services given to a public broadcasting entity for general operational purposes. Support received as a contribution by a public broadcasting entity must meet the following criteria to be includable as NFFS: (1) the source may be an entity except the Federal government or any other public broadcasting entity; (2) the contribution may take the form of a gift, grant, bequest, donation or appropriation; (3) the purpose must be for the construction or operation of a noncommercial, educational public broadcast station or for the production, acquisition, distribution or dissemination of educational television or radio program and related activities; and (4) the recipient must be a public broadcasting entity on behalf of a public broadcast station. However, to eliminate distortions in the TV CSG grant program precipitated by extraordinary infusions of new capital investments in DTV, all capital contributions received for purposes of acquiring new equipment or upgrading existing or building new facilities regardless of source or form of the contribution are not included in calculating the NFFS. This change excludes all revenues received for any capital purchases.

A “payment” is cash, property or services received by a public broadcasting entity from specific sources in exchange for specific services or materials. Support received as a payment by a public broadcasting entity must meet the following criteria to be includable as NFFS: (1) the source must be a state or local government or agency thereof, or an educational institution; (2) the form of the payment must be an appropriation or contract payment in exchange for specific materials or services related to public broadcasting; (3) the purpose must be for services or materials with respect to the provision of educational or instructional television or radio programs; and (4) the recipient must be a public broadcasting entity on behalf of a public broadcast station.

Reported NFFS for the Station was $6,664,726 and $6,851,945 for the years ended June 30, 2018 and 2017, respectively.

(13) Due to Florida Gulf Coast University:

The Station was advanced funds from the University totaling $522,714 over a two-year period ended June 30, 2012. These funds were used to acquire certain items of equipment and the amounts advanced do not bear interest. A portion of the funds, $216,964, was borrowed under a written agreement with scheduled repayments of $43,393 per year starting in 2014. All other funds advanced have no set repayment terms. The amount due at June 30, 2018 and 2017, was $114,449 and $157,842, respectively. In addition, at June 30, 2017, the Station owed $132,157 to the University related mainly to salary expenses. At June 30, 2018, the Station owed $30,049 to the University related mainly to grant reimbursements.


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JUNE 30, 2018 AND 2017

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(14) Restrictions on Net Position:

Investment income, including unrealized appreciation and depreciation, is allocated to the unrestricted account if there are no donor restrictions. If there are specific donor restrictions or criteria, investment income, including unrealized appreciation and depreciation, are allocated to the restricted expendable account on a pro rata basis based on the nonexpendable balance. In accordance with state law, and absent any donor restrictions, these funds are then available for expenditure when the specific donor criteria are met. Included in restricted expendable net position at June 30, 2017, are certain grant funds totaling $146,649 and contributions totaling $1,368,055. Included in restricted expendable net position at June 30, 2018, are contributions totaling $1,238,055. The restricted nonexpendable net position at June 30, 2018 and 2017, contains the endowment balance of $35,008.


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SUPPLEMENTAL INFORMATION


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2018 2017


Public Broadcasting 1,104,952$ 972,912$ Other Corporation for Public Broadcasting grants 68,574 35,932 Other grants 200 6,282 Community service grants donated by the Department of

Education, State of Florida 307,447 307,447 Appropriations from Florida Gulf Coast University 620,614 697,332Underwriting support 296,253 361,864Membership income 1,634,335 1,937,114Donated facilities and administrative support from Florida Gulf

Coast University 1,330,492 1,438,544In-kind contributions 91,271 141,398Other income 611,107 409,960Miscellaneous support 17,250 6,750


Operating expensesProgramming and production 2,446,260 2,624,844Broadcasting 813,522 836,722Program information and promotion 467,324 600,316Management and general 917,364 1,031,613Fundraising and membership development 1,163,266 1,143,290Underwriting and grant solicitation 361,006 371,673


Operating loss (86,247) (292,923)

Non-operating revenues Investment income 134,869 161,977


Net position, beginning of year 3,304,625 3,435,571

Net position, end of year 3,353,247$ 3,304,625$

EXHIBIT IWGCU-TV

A PUBLIC TELECOMMUNICATIONS ENTITY OPERATED BYFLORIDA GULF COAST UNIVERSITY

STATEMENTS OF REVENUES, EXPENSES,AND CHANGES IN NET POSITION



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2018 2017


Public Broadcasting 167,729$ 167,695$ Other Corporation for Public Broadcasting grants 1,260 - Community service grants donated by the Department of

Education, State of Florida 100,000 100,000 Appropriations from Florida Gulf Coast University 180,678 186,369 Underwriting support 571,698 505,964 Membership income 1,265,723 1,001,310 Donated facilities and administrative support from Florida Gulf

Coast University 604,633 635,631 In-kind contributions 155,794 177,283Other income 29,604 30,448


Operating expensesProgramming and production 1,259,831 1,126,124Broadcasting 357,458 353,619Program information and promotion 283,114 342,680Management and general 461,884 579,277Fundraising and membership development 317,498 301,684Underwriting and grant solicitation 238,342 206,211


Operating income (loss) 158,992 (104,895)

Non-operating revenuesInvestment income 2,638 3,880


Net position, beginning of year 494,705 595,720

Net position, end of year 656,335$ 494,705$

EXHIBIT IIWGCU-FM

A PUBLIC TELECOMMUNICATIONS ENTITY OPERATED BYFLORIDA GULF COAST UNIVERSITY

STATEMENTS OF REVENUES, EXPENSES,AND CHANGES IN NET POSITION



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Program Fundraising Underwriting 2018 2017Programming Information Management and Membership and Grant Total Total

and Production Broadcasting and Promotion Total and General Development Solicitation Total Expenses Expenses

Salaries, payroll taxes and employee benefits 1,112,342$ 514,462$ 261,356$ 1,888,160$ 560,707$ 484,502$ 229,784$ 1,274,993$ 3,163,153$ 3,188,537$ Commissions to advertising agencies - - 140 140 - - 164,178 164,178 164,318 155,415 Professional services 62,010 51,907 - 113,917 68,559 81,465 8,108 158,132 272,049 310,035 Office supplies 55 215 6,237 6,507 5,323 1,836 - 7,159 13,666 7,781 Operating and other supplies - 323 - 323 122 36,669 - 36,791 37,114 48,546 Telephone 3,085 54,726 - 57,811 33,086 - - 33,086 90,897 86,466 Postage 74 - 73 147 502 118,087 299 118,888 119,035 117,629 Advertising 350 200 207,677 208,227 1,940 5,997 46 7,983 216,210 274,432 Rental and maintenance of equipment - 42,150 - 42,150 484 - - 484 42,634 76,190 Program acquisitions 1,616,647 - - 1,616,647 - - - - 1,616,647 1,533,587

4,345 - - 4,345 - - - - 4,345 4,759 Printing and publications 1,702 - 54,966 56,668 - 469 - 469 57,137 80,322 Travel and training 3,487 4,277 2,219 9,983 15,362 5,026 14,359 34,747 44,730 51,690 Freight 92 566 1,109 1,767 235 47 - 282 2,049 1,273 Premiums - - 25 25 - 199,431 - 199,431 199,456 215,994 Direct mail - - - - - 51,727 - 51,727 51,727 63,473 Computer fees and supplies 4,437 4,833 - 9,270 596 19,278 - 19,874 29,144 35,899 Subscriptions and dues 31,647 4,651 - 36,298 50,476 706 1,291 52,473 88,771 71,150 Ratings and research 78,982 - - 78,982 - - 4,654 4,654 83,636 49,652 Meetings and events 6,083 - 26,326 32,409 5,010 103,522 3,901 112,433 144,842 176,489 Utilities - 81,028 - 81,028 58,643 - - 58,643 139,671 143,000 Station maintenance 1,242 6,982 60 8,284 1,413 357 43 1,813 10,097 14,638 Overhead charges 6,433 - 5,320 11,753 180,744 26,158 - 206,902 218,655 209,033 Depreciation 98,847 49,765 24,594 173,206 52,078 46,582 22,017 120,677 293,883 489,565 Recruitment - 299 - 299 966 15 - 981 1,280 2,260 Facility rental 130 37,054 - 37,184 - 153 - 153 37,337 30,029 Donated facilities and administrative

support from Florida Gulf Coast University 674,076 317,542 160,336 1,151,954 343,002 298,641 141,528 783,171 1,935,125 2,074,175 Other expenses 25 - - 25 - - - - 25 66 Loss on disposal - - - - - - - - - 55 Bad debt expense - - - - - 96 9,140 9,236 9,236 5,913

3,706,091$ 1,170,980$ 750,438$ 5,627,509$ 1,379,248$ 1,480,764$ 599,348$ 3,459,360$ 9,086,869$ 9,518,053$

A PUBLIC COMMUNICATIONS ENTITY OPERATED BY

(With Summarized Comparative Totals for the Year Ended June 30, 2017)

EXHIBIT IIIWGCU PUBLIC MEDIA

Program production costs

Supporting ServicesProgram Services

FLORIDA GULF COAST UNIVERSITYSTATEMENT OF FUNCTIONAL EXPENSES

FOR THE YEAR ENDED JUNE 30, 2018

The accompanying notes to financial statements are an integral part of this statement.

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FROM: Rick Johnson, General Manager, WGCU Public Media Chris Simoneau, Vice President, University Advancement

SUBJECT: WGCU Public Media Summary Briefing

DATE: January 22, 2019

WGCU Public Media

“To inspire, inform, educate, engage and entertain through the power of public media.” WGCU Public Media and its predecessor, WSFP-TV/FM, have served Southwest Florida with the finest in public television and radio programming for 36 years. Originally a satellite operation licensed to the University of South Florida, WGCU Public Media became an independent entity in 1996 when the broadcast licenses were transferred to Florida Gulf Coast University.

The stations’ call letters were changed to WGCU-TV/FM, and a new state-of-the-art broadcast facility was built as part of FGCU’s campus. The building is named the Myra Janco Daniels Public Media Center, in honor of Ms. Daniels’ major gift to local arts programming. WGCU Public Media is Southwest Florida’s source for PBS and NPR and is a trusted storyteller, teacher, theater, library and traveling companion, providing quality programming 24 hours a day. As a member-supported service of Florida Gulf Coast University, WGCU’s mission is to provide educational programming that inspires, informs and engages our community. Serving seven Southwest Florida counties with five distinct digital TV channels, two FM radio channels, two HD radio channels, and one Radio Reading Service subcarrier, WGCU delivers national and international programming and develops, produces and delivers relevant, informative and educational local programs to the Southwest Florida community. WGCU functions as a department of Florida Gulf Coast University. The general manager reports to the Vice President for University Advancement on administrative matters and to the FGCU President on editorial and content issues. All WGCU employees are University employees and follow all university policies and procedures. In FY 2018 the stations had a total operating revenue of $9.2 million, which included $800,000 in salary support and $1.9 million of in-kind support from Florida Gulf Coast University. As


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expressed in the audit, in-kind support from the university was reduced in FY18 as the station continues to become increasing self-reliant on external funds. The remaining $6.4 million in operating revenue came from a combination of Community Service Grant support through the Corporation for Public Broadcasting ($1.3 million) and the State of Florida Department of Education ($407,447). The remaining $4.7 million was raised in the form of contributions from viewers, listeners, local businesses and foundations. The stations are required to undergo an annual independent audit as a condition of receiving support from the Corporation for Public Broadcasting. These financials are detailed in the attached audit. Please note that this audit was prepared solely for the purposes of documenting the assets, liabilities, and cash flows for the Corporation for Public Broadcasting. However, rest assured, WGCU financial activity flows through both the university (E&G, in-kind, and auxiliary funds), and the FGCU Foundation (gifts and contributions), which are audited by their respective external auditors. Of the 162 Public Television Licensees operating 352 stations in the country, one-third, like WGCU, are owned and operated by universities. Of the 900 Public Radio transmitters operating in the United States, 600 of them are university owned and operated. Public television and radio stations are licensed by the Federal Communications Commission as non-commercial educational broadcasters. Prior to the founding of PBS and NPR in the late 1960s, many stations were operated by educational institutions to broadcast instructional programming for primary and secondary classroom use. As public radio and television became a mainstay of popular culture, licensees recognized their value as community engagement and outreach tools. WGCU provides internship opportunities for FGCU students, supports the production and distribution infrastructure that enables the ESPN 3 cablecasts of FGCU men’s and women’s athletics and is currently in discussion with the journalism program on how the stations can better serve their faculty and students by creating more opportunities for hands-on, practical experience and applications. In addition, the WGCU Public Media Advisory Board was established to involve committed local volunteers in the activities of the station. The Advisory Board, chaired by Judy Bricker and comprised of ten community leaders, assists the station in development, program offerings, strategic planning, and community engagement. Historically, WGCU-TV has been one of the most-watched public television stations in the nation and was recently ranked as the #1 station with the greatest cumulative audience percentage in the country. WGCU-FM has a weekly cumulative audience of 134,000 listeners. Combined, WGCU Public Media reaches over 900,000 residents of Southwest Florida monthly. WGCU-FM was named 2017 Radio Station of the Year by the Florida Associated Press Broadcasters and was the recipient of a National Edward R. Murrow Award for Journalistic Excellence in late 2018. WGCU-TV recently received 2 EMMY awards for its Curious Kids TV program and is one of three stations in the country involved in the production of the national PBS series, Family Pictures USA.


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ITEM: __14__


SUBJECT: FGCU Athletics National Collegiate Athletic Association

(NCAA) Report for the Year ended June 30, 2018


If recommended by the Audit and Compliance Committee, accept the FGCU Athletics National Collegiate Athletic Association (NCAA) Report dated December 7, 2018.

BACKGROUND INFORMATION This Report presents the Agreed-On Procedures Report for the year ended June 30, 2018 as required by the National Collegiate Athletics Association (NCAA) Bylaws for colleges and universities in Division I athletics. The FGCU Board of Trustees' Audit and Compliance Committee will meet on April 2 to consider this item for recommendation to the full Board on April 9.

Supporting Documentation Included: (1) Memo from Director of Internal Audit William Foster; and (2) NCAA Agreed-On Procedures Report Prepared by: Director of Internal Audit William Foster Legal Review by: N/A Submitted by: Audit and Compliance Committee Chair Joseph Fogg III


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TO: FGCU Board of Trustees FROM: William Foster, Director of Internal Audit SUBJECT: FGCU Athletics National Collegiate Athletic Association Report DATE: March 14, 2019 Below is a summary of the key points in the National Collegiate Athletic Association (NCAA) Report. The procedures performed are prescribed by NCAA Bylaws to present the financial activities of the Athletics Department and to ensure the accuracy of data submitted to the NCAA for sports sponsorship, Pell grants, and grants-in-aid. The NCAA also prescribes that these procedures are performed by an independent accountant, from outside the University. Pages 1 through 9 – Independent Accountant’s Report – The auditors describe the procedures performed and noted for each procedure, there were no exceptions, or the variances were within the tolerable limits as prescribed. Pages 10 and 11– Supplement A Revenue Variances – This is the section describing the increase in season ticket holder donations due to a change in Federal tax laws. Pages 12 through 90 – Supplement B – This section contains the data required by NCAA for Division I, in the format prescribed by NCAA. We have 6 men’s teams and 9 women’s teams. For the year ended June 30, 2018, Athletics had Operating Revenues of $16.3 million, and Operating Expenses of $15.8 million, with a net increase $0.5 million.


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AGREED UPON PROCEDURES REPORT

FOR THE YEAR ENDED

JUNE 30, 2018


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TABLE OF CONTENTS

Page

Independent Accountant's Report ………………………………………………………………………….1-9

Current Year vs. Prior Year Fluctuation Analysis (Item #6)……………………………………………….Supplement A

NCAA Statement of Revenues and Expenses (UNAUDITED)……………………………………………………….Supplement B


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Affiliations

Florida Institute of Certified Public Accountants

American Institute of Certified Public Accountants

Private Companies Practice Section

Tax Division

INTEGRITY .. . . . . . . . SERVICE .. . . . . . . . EXPERIENCE

12621 World Plaza Lane, Building 55 • Fort Myers, FL 33907 • Phone: (239) 333-2090 • Fax: (239) 333-2097 1

INDEPENDENT ACCOUNTANT’S REPORT ON THE APPLICATION OF AGREED-UPON PROCEDURES

Dr. Michael V. Martin, President Florida Gulf Coast University 10501 FGCU Boulevard South Fort Myers, FL 33965-6565

We have performed the procedures enumerated below, which were agreed to by Dr. Michael V. Martin, Florida Gulf Coast University (University) President, solely to assist you in evaluating whether the accompanying statement of revenues and expenses of Florida Gulf Coast University intercollegiate athletic program (the “program”) is in compliance with the National Collegiate Athletic Association (“NCAA”) Bylaw 3.2.4.15 for the year ended June 30, 2018. Florida Gulf Coast University’s management is solely responsible for the statement of revenues and expenses (“statement”) and the statement’s compliance with those requirements. This agreed-upon procedures engagement was conducted in accordance with attestation standards established by the American Institute of Certified Public Accountants. The sufficiency of these procedures is solely the responsibility of the University president and the University. Consequently, we make no representation regarding the sufficiency of the procedures described below either for the purpose for which this report has been requested or for any other purpose.

The procedures that we performed and our findings are as follows:

1. We obtained an understanding of the internal control and internal control overcompliance for the program as specifically required by Bylaw 3.2.4.15.

2. We tested specific elements of the control environment and accounting systemsfor the program as specifically required by Bylaw 3.2.4.15.

The results of this procedure are specifically incorporated below.

3. We obtained a statement of revenues and expenses, as noted above, for theprogram, for the year ended June 30, 2018 from the University.

4. We agreed the amounts on the statement of revenues and expenses, as notedabove, for the program, to the University’s general ledger and Florida Gulf CoastUniversity Foundation, Inc.’s (Foundation’s) general ledger, as applicable.

We noted no exceptions as a result of this procedure.


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5. We compared each operating revenue category reported in the statement for theprogram during the reporting period to supporting schedules provided by theUniversity.


6. We compared each major revenue account over 10% of the total revenues andexpenses to prior period amounts and budget estimates. We obtained anddocumented an understanding of any variations greater than 10%.

See analysis and explanation of variations at Supplement A for current year andprior year analysis.

7. We compared tickets sold during the reporting period, complimentary ticketsprovided during the reporting period and unsold tickets to the related revenuereported in the statement for the program and the related attendance figures.

We obtained detail information for all tickets sold through the box office.Specifically, we obtained ticket sales information for the men’s basketball,women’s basketball, volleyball, men’s soccer, women’s soccer, softball andbaseball. The annual ticket sales by season reconciliation reports reconciledticket sales revenue to the amounts recorded in the general ledger withdifferences ranging from $2,708 to ($2,879) for each of the seven (7) sports asoutlined below:

Sport Ticket Sales Revenue

General Ledger Revenue

Difference

Basketball – Men’s $683,653 $686,532 ($2,879)

Basketball – Women’s $361,586 $363,023 ($1,437)

Volleyball $11,223 $9,808 $1,415

Soccer – Men’s $3,897 $3,801 $96

Soccer – Women’s $4,589 $4,617 ($28)

Softball $15,999 $13,291 $2,708

Baseball $27,705 $27,694 $11

Total $1,108,652 $1,108,766 ($ 114)


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8. We obtained and documented an understanding of the University’s methodology for allocating student fees to the intercollegiate athletics program.

We compared student athletics fees reported in the statement for the program to student enrollment during the reporting period.

We noted no exceptions as a result of this procedure. However, this procedure relies upon student credit hour totals generated by the University’s SCT Banner Student system. Testing of the University’s SCT Banner Student system was not within the scope of these procedures.

9. We compared direct institutional support recorded by the institution during the reporting period with the institutional supporting budget transfers documentation and other corroborative supporting documentation and recalculated totals.


10. We compared indirect institutional support recorded by the institution during the reporting period with expense payments, cost allocation detail and other corroborative supporting documentation and recalculated totals. (Also see item #34) We noted no exceptions as a result of this procedure.

11. We obtained a schedule of guarantees and the related general ledger detail. We determined this respective total was less than the 4% of total program revenue threshold. Therefore, no additional test work was performed. We noted no exceptions as a result of this procedure.

12. We obtained a schedule of contributions and the related general ledger detail. We determined there were no individual contributions that exceeded 10% of total contributions.


13. We obtained a schedule of in-kind contributions and the related general ledger detail. We determined this respective total was less than the 4% of total program revenue threshold. Therefore, no additional test work was performed.

No exceptions were noted as a result of this procedure.

14. We obtained a schedule of distributions the University received from the NCAA for the fiscal year ended June 30, 2018. We determined this respective total was less than the 4% of total program revenue threshold. Therefore, no additional test work was performed.



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15. We obtained a schedule of conference distributions and the related general ledger detail. We determined this respective total was less than the 4% of total program revenue threshold. Therefore, no additional test work was performed.


16. We obtained a schedule of program sales, concessions, novelty sales and parking and the related general ledger detail. We determined this respective total was less than the 4% of total program revenue threshold. Therefore, no additional test work was performed.


17. We obtained a schedule of royalties, licensing, advertisements and sponsorships and the related general ledger detail. We determined this respective total was less than the 4% of total program revenue threshold. Therefore, no additional test work was performed. . We noted no exceptions as a result of this procedure.

18. We obtained a listing of sport camp revenues recorded by the institution during the reporting period and recalculated the total. We determined that the total revenue for sports camps was below the 4% of total program revenue threshold. Therefore, no further test work was performed.


19. We obtained a listing of athletic restricted endowment and investment income recorded by the institution during the reporting period and recalculated the total. We determined that the total revenue for athletic restricted endowment and investment income was below the 4% of total program revenue threshold. Therefore, no further test work was performed.


20. We obtained a listing of other income recorded by the institution during the reporting period and recalculated the total. We determined that the total revenue for other income was below the 4% of total program revenue threshold. Therefore, no further test work was performed.


21. We compared and agreed each major expense account over 10% of the total expense to prior period amounts and budget estimates. We also obtained and documented an understanding of any variations over 10%.

No expense account variances were noted within the scope prescribed.


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22. We selected twenty-eight (28) students (10% of total student athletes) from the listing of institutional aid recipients during the reporting period. We obtained individual account detail for each student selected and compared the total aid in the institution’s student system to the student’s detail in NCAA’s CA software. We performed a check of each student selected to ensure their information was reported accurately in the NCAA’s CA software utilizing the following criteria:

• The equivalency value for each student-athlete in all sports, including head-count sports, needs to be converted to a full-time equivalency value. The full-time equivalency value is calculated using the athletic grant amount reported on the squad list as the numerator and the full grant amount which is the total cost for tuition, fee, books, and room and board for an academic year as the denominator.

• A student-athlete can only be included in one sport.

• All equivalency calculations should be rounded to two decimal places.

• The full grant amount should always be the full cost of tuition for an academic year, not semester. The “Period of Award” column on the NCAA CA squad list can identify those student-athletes receiving aid for a particular semester.

• If a sport is discontinued and the athletic grant(s) are still being honored by the institution, the grant(s) are included in student-athlete aid for revenue distribution purposes.

• Student-athletes receiving athletic aid who have exhausted their athletic eligibility or are inactive due to medical reasons should be included in the student-athlete aid total and correctly noted on the squad list.

• Only athletic aid awarded in sports in which the NCAA conducts championship competitions, emerging sports for women and FBS football should be included in the calculations.

• If a selected student received a Pell Grant, ensure the value of the grant is not included in the calculation of equivalencies or the total dollar amount of student athletic aid expense for the institution.

• If a selected student received a Pell Grant, ensure the student’s grant was included in the total number and total value of Pell Grants reported for Revenue Distribution purposes in the NCAA Membership Financial Reporting System.

Individual department Financial Aid Reconciliations were agreed to the summary listing of scholarships and waivers without exception. The summary was footed and agreed to the amount reported as Student Aid without exception. In addition, the expense reported for waivers was agreed to the amount reported as revenues without exception. Recalculated total for each sport and overall.

23. We obtained a listing of guarantee payments paid by the University during the reporting period and agreed the total amount paid to the amount reported as guarantee expense. We determined the guarantees expense was less than 4% of the total expense testing threshold. Therefore, no additional testing was performed.


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24. We obtained and scanned a listing of coaches employed by the University during the reporting period. We selected a sample of ten (10) coaches’ contracts which included men’s and women’s basketball. The University does not have a football program. We compared and agreed the respective contract financial terms and conditions of each selection to the related salary, benefits, and bonuses recorded by the University during the reporting period. Since the University’s fiscal year differs from the calendar year (the basis on which W-2s are prepared), we compared and agreed the amounts reported on the quarterly State of Florida RT-6 forms to the related coaching salaries, benefits, and bonuses paid and recorded by the University.


25. We obtained a listing of support staff/administrative personnel employed by the University during the reporting period that were charged wholly or in part to the intercollegiate athletic department and recalculated the totals. We selected a sample of ten (10) support staff/administrative personnel from the listing for testing. Since the University’s fiscal year differs from the calendar year (the basis on which W-2s are prepared), we compared and agreed the amounts reported on the quarterly State of Florida RT-6 forms to the related support staff/administrative personnel salaries, benefits, and bonuses paid and recorded by the University.


26. We obtained a listing of recruiting expenses paid by the University during the reporting period and agreed the total amount paid to the amount reported as recruiting expense. We determined the recruiting expense was less than 4% of the total expense testing threshold. Therefore, no additional testing was performed.


27. We obtained an understanding of the University’s team travel policies from staff and compared and agreed them to existing University and NCAA-related policies. We judgmentally selected ten (10) travel expenses for testing. Each item selected for testing was traced and agreed to supporting documentation.


28. We obtained a schedule of expenses for equipment, uniforms, and supplies from staff. We footed the totals by department and agreed them to the related general ledger detail. We determined the equipment, uniforms, and supplies were less than 4% of the total expense testing threshold. Therefore, no additional testing was performed.



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29. We obtained a schedule of expenses for game expenses from staff. We footed the totals by department and agreed them to the related general ledger detail. We determined the game was less than 4% of the total expense testing threshold. Therefore, no additional testing was performed.


30. We obtained a schedule of expenses for fundraising, marketing and promotion expenses from staff. We footed the totals by department and agreed them to the related general ledger detail. We determined the fundraising, marketing and promotion was less than 4% of the total expense testing threshold. Therefore, no additional testing was performed.


31. We obtained a schedule of sports camp expenses from staff. We agreed the amounts recorded for each sports camp to the related general ledger detail. We determined sports camp expense was less than 4% of the total expense testing threshold. Therefore, no additional test work was performed.


32. We obtained a detailed general ledger for spirit groups and traced the total balance to the amount reported for Spirit Group expense. We determined Spirit Group expense was less than 4% of the total expense testing threshold. Therefore, no additional test work was performed.


33. We obtained a schedule of direct overhead facilities, maintenance, and rental expenses from staff. We agreed the components to the related general ledger accounts. We judgmentally selected ten (10) direct overhead facilities, maintenance, and rental expenses from the related detailed general ledgers for the components. Each item selected was traced and agreed to supporting documentation.


34. We obtained an understanding of the University’s methodology for allocating indirect facilities and administrative support. We obtained a schedule of indirect facilities and administrative support expense from staff. We recalculated the amounts included in the total, following the methodology provided. We footed the schedule and agreed the total to the corresponding revenue category for indirect facilities and administrative support. (Also, see item number 10)



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35. We obtained a schedule of medical expense and medical insurance expenses from staff. We agreed the amounts recorded for each medical expense and medical insurance to the related general ledger detail. We determined medical expense and medical insurance expense was less than 4% of the total expense testing threshold. Therefore, no additional test work was performed.


36. We obtained a schedule of membership and dues expenses from staff. We footed the total and agreed the departmental totals to the related general ledger accounts for the program. We determined membership and dues expense was less than 4% of the total expense testing threshold. Therefore, no additional test work was performed.


37. We obtained a summary of other expenses. We determined other expenses was less than 4% of the total expense testing threshold. Therefore, no additional test work was performed.


38. We obtained a schedule of student athletic meals (non-travel) expense. We footed the total and agreed the departmental totals to the related general ledger accounts for the program. We determined student athletic meals (non-travel) expense was less than 4% of the total expense testing threshold. Therefore, no additional test work was performed.


39. We compared and agreed the sports sponsored reported in the NCAA Membership Financial Reporting System to the squad lists of the institution.

No exceptions were noted as a result of this procedure.

40. We obtained the institution’s Sports Sponsorship and Demographics Forms Report for the reporting year and validated that the countable sports reported by the institution meet the minimum requirements set forth in Bylaw 20.9.6.3 for the number of contests and the number of participants in each contest that is counted toward meeting the minimum contest requirements. We confirmed that the institution properly reported these sports as countable for revenue distribution purposes within the NCAA Membership Financial Reporting System.

41. We agreed the number of Division I student-athletes who, during the academic year, received a Pell Grant award and the total value of these Pell Grants reported in the NCAA Membership Financial Reporting System to a report, generated out of the institutions financial aid records, of all student-athlete Pell Grants.


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175

SUPPLEMENT A


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Supplement A Item # 6 - The following explanations were provided for the revenue items that fell within the scope for the current year vs. prior year fluctuation analysis:

Account FY 18 FY 17 % Difference

$ Difference

Contributions $2,422,013 $2,042,130 19% $379,883

Explanation:

Fluctuation due to season ticket holders that were once grandfathered-in having to make donations based on their season ticket location. Originally, these fans had a grace period where they did not have to donate if they had season tickets prior to the 2013 tournament season. There was also a new tax law that went into place on January 1, 2018. If a donation for the upcoming 2018-2019 season was received prior to the January 1, 2018 date, these donors would receive a tax receipt. If the donation was made on or after January 1, 2018, the donor would not receive a tax receipt and could not deduct. This resulted in an influx of donations prior to the January 1, 2018 date.


177

SUPPLEMENT B


178

Reporting Institution: Florida Gulf Coast University Reporting Year (FY): 2018

NCAA Membership Financial Reporting System Page 1 of 78

School Info

We agree to release the institution's data to the conference: Yes

Institutional Contacts:

Primary ContactPerson:

Antoinette Biffar Title: Assistant AD, BusinessAffairs

Phone: 2395907013 Email: [email protected]

CEO: Dr. Mike Martin CEO Email: [email protected]

University CFO: Steve Magiera University CFO Email: [email protected]

Audit Firm: Tuscan & Company,PA

AUP Report IssuanceDate:

12/17/2018

Classification & Conference:

NCAA Primary Division: I-No Football

Athletic Conference: ASUN Conference

Undergraduates by Gender:

Number PercentMale Undergraduates: 4,740 43.8%

Female Undergraduates: 6,081 56.2%

Total Undergraduates: 10,821

Sports Sponsorship:

Sport Men's Teams Only Women's Teams Only Mixed TeamsBaseball x

Basketball x x

Beach Volleyball x

Bowling

Cross Country x x

Equestrian

Fencing

Field Hockey

Football

Golf x x


179



Sport Men's Teams Only Women's Teams Only Mixed TeamsGymnastics

Ice Hockey

Lacrosse

Rifle

Rowing

Rugby

Skiing

Soccer x x

Softball x

Swimming and Diving x

Tennis x x

Track, Indoor

Track, Outdoor

Triathlon

Volleyball x

Water Polo

Wrestling

Others

Totals 6 9 0


180



Revenue/Expense SummaryID Item Amount Definition

Revenues

1 Ticket Sales $1,110,288 Input revenue received for sales of admissions to athletic events.This may include:

Public and faculty sales.•Student sales•Shipping and Handling fees.•

Please report amounts paid in excess of ticket's face value to obtainpreferential seating or priority in Category 8 (Contributions).

2 Direct State or OtherGovernment Support

$0 Input state, municipal, federal and other appropriations made insupport of athletics.

This amount includes funding specifically earmarked for theathletics department by government agencies for which theinstitution cannot reallocate.

This amount also includes state funded employee benefits.Corresponding expenses should be reported in Categories 22 and 24.

Any state or other government support appropriated to theuniversity, for which the university determines the dollar allocationto the athletics department shall be reported in Direct InstitutionalSupport (Category 4).

3 Student Fees $6,705,951 Input student fees assessed and restricted for support ofintercollegiate athletics.

4 Direct InstitutionalSupport

$3,139,867 Input direct funds provided by the institution to athletics for theoperations of intercollegiate athletics including:

Unrestricted funds allocated to the athletics department by theuniversity (e.g. state funds, tuition, tuition discounts/waivers,transfers)

•

Federal work study support for student workers employed byathletics.

•

Endowment unrestricted income, spending policy distributionsand other investment income distributed to athletics in thereporting year to support athletic operations. Athletics restrictedendowment income for athletics should be reported in Category17.

•


181



ID Item Amount Definition5 Less - Transfers to

Institution$0 If the institution allocated funds to athletics as represented in

Categories 3-4 and the athletics department provided a transfer offunds back to the institution in the reporting year, report the transferamount as a negative in this category. The transfer amount may notexceed the total of Categories 3-4. Transfers back to the institutionin excess of Categories 3-4 should be reported in Category 50 -excess transfers to institution.

6 Indirect InstitutionalSupport

$836,045 Input value of costs covered and services provided by the institutionto athletics but not charged to athletics including:

Administrative services provided by the university to athletics butnot charged such as HR, Accounting and IT.

•

Facilities maintenance.•Security.•Risk Management.•Utilities.•

Do not include depreciation.

Note: This category should equal Category 36. If the institution ispaying for debt service, leases, or rental fees for athletic facilities,but not charging to athletics, include those amounts in Category 6A.

6A Indirect InstitutionalSupport - AthleticFacilities Debt Service,Lease and Rental Fees

$0 Input debt service payments (principal and interest, includinginternal loan programs), leases and rental fees for athletics facilitiesfor the reporting year provided by the institution to athletics but notcharged to athletics.

Do not report depreciation.

Note: If the institution is paying for all athletic facilities debtservice, lease and rental fees and not charging to athletics, thiscategory will equal Category 34. If athletics or other entities are alsopaying these expenses or the institution is charging directly toathletics, this category will not equal Category 34.

7 Guarantees $206,000 Input revenue received from participation in away games.


182



ID Item Amount Definition8 Contributions $2,422,015 Input contributions provided and used by athletics in the reporting

year including:

Amounts received from individuals, corporations, associations,foundations, clubs or other organizations designated for theoperations of the athletics program.

•

Funds contributed by outside contributors for the payment of debtservice, lease payments or rental fee expenses for athleticfacilities in the reporting year.

•

Amounts received above face value for tickets.•

Contributions shall include cash and marketable securities.

Do not report:

Pledges until funds are provided to athletics for use.•Contributions to be used in other reporting years.•

9 In-Kind $384,313 Input market value of in-kind contributions in the reporting yearincluding:

Dealer provided automobiles.•Equipment.•Services.•Nutritional product.•

All in-kind contributions that are made as a result of a licensing orsponsorship agreement should be reported in Category 15.

Please offset in-kind values in the appropriate expense category.


183



ID Item Amount Definition10 Compensation and

Benefits provided by athird party

$0 Input all benefits provided by a third party and contractuallyguaranteed by the institution, but not included on the institution'sW-2. These may include:

Car stipend.•Country club membership.•Allowances for clothing, housing, entertainment.•Speaking fees.•Camps compensation.•Media income.•Shoe and apparel income.•

The total of this category should equal expense Categories 23 and25 combined.

11 Media Rights $0 Input all revenue received for radio, television, internet, digital ande-commerce rights, including the portion of conference distributionsrelated to media rights - if applicable.

Consult with your conference offices if you do not have the mediarights distribution amount available.

12 NCAA Distributions $547,716 Input revenues received from all NCAA distributions includingNCAA championships reimbursements and payments received fromthe NCAA for hosting a championship.

In some cases, NCAA distributions may be provided by theconference office. Consult with the conference office for the amountif you do not have it available and include in this category.

13 ConferenceDistributions (NonMedia and Non Bowl)

$92,701 Input all revenues received by conference distribution, excludingportions of distribution relating to media rights (reported inCategory 11) or NCAA distributions (reported in Category 12).

Note: Conference distributions of revenue generated by a post-season bowl to conference members should be recorded in thiscategory. Distributions for reimbursement of post-season bowlexpenses should be included in Category 19.


184



ID Item Amount Definition14 Program, Novelty,

Parking andConcession Sales

$27,464 Input revenues from:

Game Programs.•Novelties.•Food and Concessions.•Parking.•

Advertising should be included in Category 15.

15 Royalties, Licensing,Advertisement andSponsorships


Sponsorships.•Licensing Agreements.•Advertisement.•Royalties.•In-kind products and services as part of sponsorship agreement.•

An allocation may be necessary to distinguish revenues generatedby athletics versus the university if payments are combined.

16 Sports Camp Revenues $26,726 Input amounts received by the athletics department for sports campsand clinics.

17 Athletics RestrictedEndowment andInvestments Income

$186,890 Please report spending policy distributions from athletics restrictedendowments and investment income used for athletics operations inthe reporting year.

This category includes only restricted investment and endowmentincome used for the operations of intercollegiate athletics;institutional allocations of income from unrestricted endowmentsqualify as ""Direct Institutional Support"" and should be reported inCategory 4.

Note: Please make sure amounts reported are only up to the amountof expenses covered by the endowment for the reporting year.

18 Other OperatingRevenue

$66,659 Input any operating revenues received by athletics in the report yearwhich cannot be classified into one of the stated categories.

If the figure is greater than 10% of total revenues, please report thetop three activities included in this category in the commentssection.


185



ID Item Amount Definition19 Bowl Revenues $0 Input all amounts received related to participation in a post-season

bowl game, including:

Expense reimbursements.•Ticket sales.•

Total OperatingRevenues

$16,297,752 Total of Categories 1-19.

Expenses

20 Athletic Student Aid $3,510,621

Summer school.•Tuition discounts and waivers (unless it is a discount or waiveravailable to the general student body).

•

Aid given to student-athletes who are inactive (medical reasons)or no longer eligible (exhausted eligibility).

•

Input the total amount of athletic student-aid for the reporting yearincluding:

Note: Division I Grants-in-aid equivalencies are calculated byusing the revenue distribution equivalencies by sport and inaggregate. (Athletic grant amount divided by the full grantamount). Other expenses related to attendance (also known asgap money or cost of attendance) should not be included in thegrants-in-aid revenue distribution equivalencies. Only tuition,fees, room, board and course related books are countable forgrants-in-aid revenue distribution per Bylaw 20.02.7.

Athletics aid awarded to non-athletes (student-managers, graduateassistants, trainers) should be reported as Expenses Not Related toSpecific Teams. It is permissible to report only dollars in theExpenses Not Related to Specific Teams row as long as you havereported non- zero entries for Equivalencies, Number of Students,and Dollars (all 3 required for at least one sport).

Note: Pell grants are provided by the government, not theinstitution or athletics department, and therefore should beexcluded from reporting in this category.

This information can be managed within the NCAA's ComplianceAssistance (CA) software. The information entered into complianceassistance will automatically populate to the athletic student aidsection within the NCAA Financial Reporting System when the CAimport feature is selected.


186



ID Item Amount Definition21 Guarantees $94,062 Input amounts paid to visiting participating institutions, including

per diems and/or travel and meal expenses.

22 Coaching Salaries,Benefits and Bonusespaid by the Universityand Related Entities

$3,278,790 Input compensation, bonuses and benefits paid to all coachesreportable on the university or related entities W-2 and 1099 formsinclusive of:

Gross wages and bonuses.•Benefits including allowances, speaking fees, retirement,stipends, memberships, media income, tuition reimbursement andearned deferred compensation, including those funded by thestate.

•

Place any severance payments in Category 26.

Note: Bonuses related to participation in a post-season bowl gameshould be included in Category 41A.

23 Coaching Salaries,Benefits and Bonusespaid by a Third Party

$0 Input compensation, bonuses and benefits paid to all coaches by athird party and contractually guaranteed by the institution, but notincluded on the institutions W-2 including:


Expense Category 23 and 25 should equal Category 10.

Note: Bonuses related to participation in a post-season bowl gameshould be included in Category 41A.


187



ID Item Amount Definition24 Support Staff/

AdministrativeCompensation,Benefits and Bonusespaid by the Universityand Related Entities

$3,108,455 Input compensation, bonuses and benefits paid to all administrativeand support staff reportable on the university or related entities (e.g.foundations or booster clubs) W-2 and 1099 forms inclusive of:

Gross wages and bonuses.•Benefits including allowances, speaking fees, retirement,stipends, memberships, media income, tuition reimbursement andearned deferred compensation, including those funded by thestate.

•

Staff members responsible for the gender-specific athleticsdepartment, but not a specific sport (i.e., director of men's athletics),will have their compensation figures reported as Expenses NotRelated to Specific Teams fields. Athletics department staffmembers who assist both men's and women's teams (sportsinformation director, academic advisor) will be reported as NotAllocated by Gender column.

25 Support Staff/AdministrativeCompensation,Benefits and Bonusespaid by Third Party

$0 Input compensation, bonuses and benefits paid to administrative andsupport staff by a third party and contractually guaranteed by theinstitution, but not included on the institutions W-2 including:



26 Severance Payments $0 Input severance payments and applicable benefits recognized forpast coaching and administrative personnel.

27 Recruiting $315,768 Input transportation, lodging and meals for prospective student-athletes and institutional personnel on official and unofficial visits,telephone call charges, postage and such. Include value of use ofinstitution's own vehicles or airplanes as well as in-kind value ofloaned or contributed transportation.


188



ID Item Amount Definition28 Team Travel $1,557,335 Input air and ground travel, lodging, meals and incidentals

(including housing costs incurred during school break period) forcompetition related to preseason, regular season and non-bowlpostseason. Amounts incurred for food and lodging for housing theteam before a home game also should be included. Use of theinstitution's own vehicles or airplanes as well as in-kind value ofdonor-provided transportation.

Note: Expenses related to post-season bowls should be included inCategory 41.

29 Sports Equipment,Uniforms and Supplies

$467,961 Input items that are provided to the teams only. Equipment amountsare those expended from current or operating funds. Include value ofin-kind equipment provided.


30 Game Expenses $400,716 Input game-day expenses other than travel which are necessary forintercollegiate athletics competition, including officials, security,event staff, ambulance, etc. Input any payments back to the NCAAfor hosting a tournament.


31 Fund Raising,Marketing andPromotion

$466,203 Input costs associated with fund raising, marketing and promotionfor media guides, brochures, recruiting publications and such.

32 Sports Camp Expenses $7,815 Input all expenses paid by the athletics department, including non-athletics personnel salaries and benefits, from hosting sports campsand clinics. Athletics personnel salaries and benefits should bereported in Categories 22-25.

33 Spirit Groups $65,420 Include support for spirit groups including bands, cheerleaders,mascots, dancers, etc.



189



ID Item Amount Definition34 Athletic Facilities Debt

Service, Leases andRental Fee

$0 Input debt service payments (principal and interest, includinginternal loan programs), leases and rental fees for athletics facilitiesfor the reporting year regardless of entity paying (athletics,institution or other).


Note: If the institution is paying for all debt service, leases, or rentalfees for athletic facilities but not charging to athletics, this categoryshould equal Category 6A. If athletics or other entities are payingthese expenses or the institution is charging directly to athletics, thiscategory will not equal Category 6A.

35 Direct Overhead andAdministrativeExpenses

$652,730 Input overhead and administrative expenses paid by or chargeddirectly to athletics including:

Administrative/Overhead fees charged by the institution toathletics.

•

Facilities maintenance.•Security.•Risk Management.•Utilities.•Equipment Repair.•Telephone.•Other Administrative Expenses.•


$836,045 Input overhead and administrative expenses NOT paid by orcharged directly to athletics including:

Administrative/Overhead fees not charged by the institution toathletics.

•



Note: This category should equal Category 6.


190



ID Item Amount Definition37 Medical Expenses and

Insurance$364,265 Input medical expenses and medical insurance premiums for

student-athletes.

38 Memberships and Dues $48,034 Input memberships, conference and association dues.

39 Student-Athlete Meals(non-travel)

$100,567 Include meal allowance and food/snacks provided to student-athletes.

Note: Meals provided during team travel should be reported inCategory 28.

40 Other OperatingExpenses

$533,658 Input any operating expenses paid by athletics in the report yearwhich cannot be classified into one of the stated categories,including:

Non-team travel (conferences, etc.).•Team banquets and awards.•

If the figure is greater than 10% of total expenses, please report thetop three activities included in this category in the commentssection.

41 Bowl Expenses $0 Input all expenditures related to participation in a post-season bowlgame, including:

Team travel, lodging and meal expenses.•Bonuses related to bowl participation.•Spirit groups.•Uniforms.•

Note: All post-season bowl related coaching compensation/bonuses should be reported in Category 41A, Bowl Expenses –Coaching Compensation/Bonuses.

41A Bowl Expenses -CoachingCompensation/Bonuses

$0 Input all coaching bonuses related to participation in a post-seasonbowl game.

Note: All other post-season bowl related expenses should bereported in Category 41, Bowl Expenses.

Total OperatingExpenses

$15,808,445 Total of Categories 20-41A.


191



Revenue/Expense Details1 Ticket

Sales$1,110,288 Input revenue received for sales of admissions to athletic events. This may include:

Public and faculty sales.•Student sales•Shipping and Handling fees.•

Please report amounts paid in excess of ticket's face value to obtain preferentialseating or priority in Category 8 (Contributions).

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source Ticket Sales Ticket Sales Ticket Sales

Baseball 27,705

Basketball 683,653 361,586

Beach Volleyball 0

Golf 0 0

Soccer 3,897 4,589

Softball 15,999

Swimming and Diving 0

Tennis 0 0

Track and Field, X-Country 0 0

Volleyball 11,223

Others

Subtotal All Teams 715,255 393,397 0

Revenue Not Related to Specific Teams 1,636

Total Revenue 715,255 393,397 1,636


192




$0 Input state, municipal, federal and other appropriations made in support ofathletics.

This amount includes funding specifically earmarked for the athletics departmentby government agencies for which the institution cannot reallocate.

This amount also includes state funded employee benefits. Correspondingexpenses should be reported in Categories 22 and 24.

Any state or other government support appropriated to the university, for whichthe university determines the dollar allocation to the athletics department shall bereported in Direct Institutional Support (Category 4).

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source Direct State or Other

Government SupportDirect State or OtherGovernment Support

Direct State or OtherGovernment Support

Baseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming and Diving

Tennis

Track and Field, X-Country

Volleyball

Others

Subtotal All Teams 0 0 0

Revenue Not Related toSpecific Teams

Total Revenue 0 0 0


193



3 Student Fees $6,705,951 Input student fees assessed and restricted for support of intercollegiate athletics.

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source Student Fees Student Fees Student Fees

Baseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming and Diving

Tennis


Volleyball

Others


Revenue Not Related to Specific Teams 6,705,951

Total Revenue 0 0 6,705,951


194



4 DirectInstitutionalSupport

$3,139,867 Input direct funds provided by the institution to athletics for the operations ofintercollegiate athletics including:

Unrestricted funds allocated to the athletics department by the university(e.g. state funds, tuition, tuition discounts/waivers, transfers)

•

Federal work study support for student workers employed by athletics.•Endowment unrestricted income, spending policy distributions and otherinvestment income distributed to athletics in the reporting year to supportathletic operations. Athletics restricted endowment income for athleticsshould be reported in Category 17.

•

Men's Teams Only Women's Teams Only Not Allocated byGender

Revenues by Source Direct InstitutionalSupport

Direct InstitutionalSupport

Direct InstitutionalSupport

Baseball 70,050

Basketball 155,233 275,755

Beach Volleyball 33,252

Golf 38,562 24,788

Soccer 235,270 234,336

Softball 70,058

Swimming and Diving 261,920

Tennis 60,166 77,975

Track and Field, X-Country 45,290 0

Volleyball 112,669

Others

Subtotal All Teams 604,571 1,090,753 0

Revenue Not Related to SpecificTeams

1,444,543

Total Revenue 604,571 1,090,753 1,444,543


195



5 Less -Transfers toInstitution

$0 If the institution allocated funds to athletics as represented in Categories 3-4 and theathletics department provided a transfer of funds back to the institution in the reportingyear, report the transfer amount as a negative in this category. The transfer amount may notexceed the total of Categories 3-4. Transfers back to the institution in excess of Categories3-4 should be reported in Category 50 - excess transfers to institution.

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source Less - Transfers to

InstitutionLess - Transfers to

InstitutionLess - Transfers to

InstitutionBaseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming and Diving

Tennis


Volleyball

Others



Total Revenue 0 0 0


196



6 IndirectInstitutionalSupport

$836,045 Input value of costs covered and services provided by the institution to athleticsbut not charged to athletics including:

Administrative services provided by the university to athletics but notcharged such as HR, Accounting and IT.

•

Facilities maintenance.•Security.•Risk Management.•Utilities.•

Do not include depreciation.

Note: This category should equal Category 36. If the institution is paying fordebt service, leases, or rental fees for athletic facilities, but not charging toathletics, include those amounts in Category 6A.

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source Indirect Institutional

SupportIndirect Institutional


SupportBaseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming and Diving

Tennis


Volleyball

Others



836,045

Total Revenue 0 0 836,045


197



6A Indirect InstitutionalSupport - Athletic FacilitiesDebt Service, Lease andRental Fees

$0 Input debt service payments (principal and interest, including internal loanprograms), leases and rental fees for athletics facilities for the reportingyear provided by the institution to athletics but not charged to athletics.


Note: If the institution is paying for all athletic facilities debt service, leaseand rental fees and not charging to athletics, this category will equalCategory 34. If athletics or other entities are also paying these expenses orthe institution is charging directly to athletics, this category will not equalCategory 34.

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by

SourceIndirect Institutional

Support - Athletic FacilitiesDebt Service, Lease and

Rental Fees

Indirect InstitutionalSupport - Athletic Facilities

Debt Service, Lease andRental Fees

Indirect InstitutionalSupport - Athletic Facilities

Debt Service, Lease andRental Fees

Baseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming andDiving

Tennis

Track and Field,X-Country

Volleyball

Others

Subtotal AllTeams

0 0 0

Revenue NotRelated toSpecific Teams

Total Revenue 0 0 0


198



7 Guarantees $206,000 Input revenue received from participation in away games.

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source Guarantees Guarantees Guarantees

Baseball 2,500

Basketball 180,000 3,000


Golf

Soccer 9,500 9,000

Softball

Swimming and Diving

Tennis


Volleyball

Others


Revenue Not Related to Specific Teams

Total Revenue 192,000 14,000 0


199



8 Contributions $2,422,015 Input contributions provided and used by athletics in the reporting yearincluding:

Amounts received from individuals, corporations, associations, foundations,clubs or other organizations designated for the operations of the athleticsprogram.

•

Funds contributed by outside contributors for the payment of debt service, leasepayments or rental fee expenses for athletic facilities in the reporting year.

•

Amounts received above face value for tickets.•

Contributions shall include cash and marketable securities.

Do not report:

Pledges until funds are provided to athletics for use.•Contributions to be used in other reporting years.•

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source Contributions Contributions Contributions

Baseball 52,236


Beach Volleyball 0

Golf 8,125 2,797

Soccer 6,470 16,275

Softball 13,915


Tennis 9,800 27,827

Track and Field, X-Country 3,242 3,307

Volleyball 20,905

Others


Revenue Not Related to Specific Teams 2,219,974

Total Revenue 93,628 108,413 2,219,974


200



9 In-Kind $384,313 Input market value of in-kind contributions in the reporting year including:

Dealer provided automobiles.•Equipment.•Services.•Nutritional product.•

All in-kind contributions that are made as a result of a licensing or sponsorship agreementshould be reported in Category 15.

Please offset in-kind values in the appropriate expense category.

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source In-Kind In-Kind In-Kind

Baseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming and Diving

Tennis


Volleyball

Others





201



10 Compensation and Benefitsprovided by a third party

$0 Input all benefits provided by a third party and contractually guaranteedby the institution, but not included on the institution's W-2. These mayinclude:


The total of this category should equal expense Categories 23 and 25combined.

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source Compensation and Benefits

provided by a third partyCompensation and Benefitsprovided by a third party

Compensation and Benefitsprovided by a third party

Baseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming andDiving

Tennis


Volleyball

Others


Revenue Not Relatedto Specific Teams

Total Revenue 0 0 0


202



11 MediaRights

$0 Input all revenue received for radio, television, internet, digital and e-commerce rights,including the portion of conference distributions related to media rights - if applicable.

Consult with your conference offices if you do not have the media rights distribution amountavailable.

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source Media Rights Media Rights Media Rights

Baseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming and Diving

Tennis


Volleyball

Others



Total Revenue 0 0 0


203



12 NCAADistributions

$547,716 Input revenues received from all NCAA distributions including NCAAchampionships reimbursements and payments received from the NCAA for hosting achampionship.

In some cases, NCAA distributions may be provided by the conference office.Consult with the conference office for the amount if you do not have it available andinclude in this category.

Men's Teams Only Women's Teams OnlyNot Allocated by GenderRevenues by Source NCAA Distributions NCAA Distributions NCAA Distributions

Baseball


Beach Volleyball

Golf

Soccer 8,400

Softball


Tennis


Volleyball

Others



Total Revenue 10,230 86,475 451,011


204



13 ConferenceDistributions (NonMedia and Non Bowl)

$92,701 Input all revenues received by conference distribution, excluding portionsof distribution relating to media rights (reported in Category 11) orNCAA distributions (reported in Category 12).

Note: Conference distributions of revenue generated by a post-seasonbowl to conference members should be recorded in this category.Distributions for reimbursement of post-season bowl expenses should beincluded in Category 19.

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source Conference Distributions

(Non Media and Non Bowl)Conference Distributions

(Non Media and Non Bowl)Conference Distributions

(Non Media and Non Bowl)Baseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming andDiving

Tennis


Volleyball

Others



92,701



205



14 Program, Novelty, Parking and Concession Sales $27,464 Input revenues from:

Game Programs.•Novelties.•Food and Concessions.•Parking.•

Advertising should be included in Category 15.

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source Program, Novelty, Parking

and Concession SalesProgram, Novelty, Parking

and Concession SalesProgram, Novelty, Parking

and Concession SalesBaseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming and Diving

Tennis


Volleyball

Others



27,464



206





Sponsorships.•Licensing Agreements.•Advertisement.•Royalties.•In-kind products and services as part of sponsorshipagreement.

•

An allocation may be necessary to distinguish revenues generatedby athletics versus the university if payments are combined.

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source Royalties, Licensing,

Advertisement andSponsorships

Royalties, Licensing,Advertisement and

Sponsorships

Royalties, Licensing,Advertisement and

SponsorshipsBaseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming andDiving

Tennis


Volleyball

Others



545,117



207



16 Sports CampRevenues

$26,726 Input amounts received by the athletics department for sports camps andclinics.


Revenues by Source Sports CampRevenues

Sports CampRevenues

Sports Camp Revenues

Baseball

Basketball 8,200

Beach Volleyball

Golf

Soccer

Softball 14,450

Swimming and Diving

Tennis

Track and Field, X-Country 4,076

Volleyball

Others

Subtotal All Teams 0 26,726 0


Total Revenue 0 26,726 0


208



17 Athletics RestrictedEndowment andInvestments Income

$186,890 Please report spending policy distributions from athletics restrictedendowments and investment income used for athletics operations in thereporting year.

This category includes only restricted investment and endowment incomeused for the operations of intercollegiate athletics; institutionalallocations of income from unrestricted endowments qualify as ""DirectInstitutional Support"" and should be reported in Category 4.

Note: Please make sure amounts reported are only up to the amount ofexpenses covered by the endowment for the reporting year.

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source Athletics Restricted

Endowment andInvestments Income

Athletics RestrictedEndowment and

Investments Income

Athletics RestrictedEndowment and

Investments IncomeBaseball 23,400


Beach Volleyball

Golf 10,350 10,450

Soccer 10,000 26,300

Softball 18,100

Swimming andDiving

24,200

Tennis 18,695 16,295


6,500 3,000

Volleyball 11,200

Others


Revenue NotRelated to SpecificTeams

Total Revenue 74,745 112,145 0


209



18 Other OperatingRevenue

$66,659 Input any operating revenues received by athletics in the report year whichcannot be classified into one of the stated categories.

If the figure is greater than 10% of total revenues, please report the top threeactivities included in this category in the comments section.


Revenues by Source Other OperatingRevenue

Other OperatingRevenue

Other OperatingRevenue

Baseball

Basketball

Beach Volleyball

Golf 18,637 2,134

Soccer

Softball 3,500

Swimming and Diving

Tennis 630 750


Volleyball

Others



41,008

Total Revenue 19,267 6,384 41,008


210



19 BowlRevenues

$0 Input all amounts received related to participation in a post-season bowl game,including:

Expense reimbursements.•Ticket sales.•

Men's Teams Only Women's Teams Only Not Allocated by GenderRevenues by Source Bowl Revenues Bowl Revenues Bowl Revenues

Baseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming and Diving

Tennis


Volleyball

Others



Total Revenue 0 0 0


211



Total Operating Revenues $16,297,752 Total of Categories 1-19.


Revenues by Source Total OperatingRevenues



Baseball 175,891

Basketball 1,048,671 739,225


Golf 75,674 40,169

Soccer 265,137 298,900

Softball 136,022


Tennis 89,291 122,847


Volleyball 155,997

Others

Subtotal All Teams 1,709,696 1,838,293 0


12,749,763

Total Revenue 1,709,696 1,838,293 12,749,763


212



20 AthleticStudentAid

Total DollarAmount

$3,510,621

Summer school.•Tuition discounts and waivers (unless it is a discount or waiveravailable to the general student body).

•

Aid given to student-athletes who are inactive (medical reasons)or no longer eligible (exhausted eligibility).

•

Input the total amount of athletic student-aid for the reporting yearincluding:

Note: Division I Grants-in-aid equivalencies are calculated byusing the revenue distribution equivalencies by sport and inaggregate. (Athletic grant amount divided by the full grantamount). Other expenses related to attendance (also known asgap money or cost of attendance) should not be included in thegrants-in-aid revenue distribution equivalencies. Only tuition,fees, room, board and course related books are countable forgrants-in-aid revenue distribution per Bylaw 20.02.7.

Athletics aid awarded to non-athletes (student-managers, graduateassistants, trainers) should be reported as Expenses Not Related toSpecific Teams. It is permissible to report only dollars in theExpenses Not Related to Specific Teams row as long as you havereported non- zero entries for Equivalencies, Number of Students,and Dollars (all 3 required for at least one sport).

Note: Pell grants are provided by the government, not theinstitution or athletics department, and therefore should beexcluded from reporting in this category.

This information can be managed within the NCAA's ComplianceAssistance (CA) software. The information entered into complianceassistance will automatically populate to the athletic student aidsection within the NCAA Financial Reporting System when the CAimport feature is selected.

TotalEquivalenciesAwarded

120.96

Total StudentsReceiving Aid

213

Male Athlete Scholarships


213



Sport Athletic AidEquivalency

(A)

ExhaustedEligibility or

MedicalEquivalency (B)

Total EquivalenciesAwarded in

2017-2018 (A+B)

Number ofStudents Receiving

Athletic Aid

Total DollarAmount

Baseball 11.97 0.54 12.51 28 251,904

Basketball 12.61 0 12.61 13 353,500

Golf 4.09 0 4.09 11 98,952

Soccer 10.26 0 10.26 27 367,423

Tennis 4.8 0 4.8 8 133,223


3.13 0.54 3.67 6 106,997

Expenses NotRelated toSpecific Teams

Totals 46.86 1.08 47.94 93 1,311,999

Female Athlete Scholarships

Sport Athletic AidEquivalency

(A)




2017-2018 (A+B)


Athletic Aid

Total DollarAmount

Basketball 12.69 1.13 13.82 16 497,012

Beach Volleyball 1.39 0 1.39 4 43,055

Golf 3.46 0 3.46 7 108,447

Soccer 13.58 0 13.58 27 446,259

Softball 11.58 0.26 11.84 20 224,967

Swimming andDiving

11.99 0.07 12.06 23 416,648

Tennis 6.44 0.48 6.92 9 193,436


0.51 0 0.51 3 12,163

Volleyball 9.44 0 9.44 11 256,635


Totals 71.08 1.94 73.02 120 2,198,622

Not Allocated by Gender Scholarships


214



Sport Athletic AidEquivalency (A)




2017-2018 (A+B)


Athletic Aid

TotalDollar

Amount


Totals 0 0 0 0 0


215



21 Guarantees $94,062 Input amounts paid to visiting participating institutions, including per diems and/ortravel and meal expenses.

Men's Teams Only Women's Teams Only Not Allocated by GenderExpenses by Object of Expenditure Guarantees Guarantees Guarantees

Baseball 22,500


Beach Volleyball

Golf 0 0

Soccer 3,852 500

Softball 0

Swimming and Diving

Tennis 0 0


Volleyball 8,196

Others


Expenses Not Related to Specific Teams 0 0 0

Total Expenses 72,527 21,535 0


216



22 Coaching Salaries, Benefits andBonuses paid by the Universityand Related Entities

$3,278,790 Input compensation, bonuses and benefits paid to all coachesreportable on the university or related entities W-2 and 1099forms inclusive of:

Gross wages and bonuses.•Benefits including allowances, speaking fees, retirement,stipends, memberships, media income, tuitionreimbursement and earned deferred compensation, includingthose funded by the state.

•


Note: Bonuses related to participation in a post-season bowlgame should be included in Category 41A.

23 Coaching Salaries, Benefits andBonuses paid by a Third Party

$0 Input compensation, bonuses and benefits paid to all coachesby a third party and contractually guaranteed by the institution,but not included on the institutions W-2 including:



Note: Bonuses related to participation in a post-season bowlgame should be included in Category 41A.

Men's Teams Coaching Expenses

Men's Teams Head Coaches Men's Teams Assistant CoachesSport Numbe

r ofPositio

ns

FTE CoachingSalaries, Benefitsand Bonuses paidby the University

and RelatedEntities

CoachingSalaries,

Benefits andBonuses paid

by a ThirdParty

Number of

Positions


and RelatedEntities

CoachingSalaries,


by a ThirdParty

Baseball 1 1 167,103 0 2 2 146,960 0

Basketball 1 1 453,454 0 3 3 330,794 0

Golf 1 1 55,542 0 1 0.5 15,041 0


217



Men's Teams Head Coaches Men's Teams Assistant CoachesSport Numbe

r ofPositio

ns


and RelatedEntities

CoachingSalaries,


by a ThirdParty

Number of

Positions


and RelatedEntities

CoachingSalaries,


by a ThirdParty

Soccer 1 1 110,542 0 2 2 94,171 0

Tennis 1 1 69,120 0 1 0.5 16,000 0

Track andField, X-Country

1 0.5 41,945 0 1 0.5 20,486 0

Subtotal AllTeams

6 5.5 897,706 0 10 8.5 623,452 0

ExpensesNot Relatedto SpecificTeams

TotalExpenses

897,706 0 623,452 0

Women's Teams Coaching Expenses

Women's Teams Head Coaches Women's Teams Assistant CoachesSport Numbe

r ofPositio

ns

FTE CoachingSalaries, Benefits

and Bonusespaid by the

University andRelated Entities

CoachingSalaries,


by a ThirdParty

Number of

Positions




CoachingSalaries,


by a ThirdParty

Basketball 1 1 366,737 0 3 3 304,795 0

BeachVolleyball

1 0.25 28,676 0 1 0.5 22,604 0

Golf 1 1 54,701 0 1 0.5 8,377 0

Soccer 1 1 134,584 0 2 2 81,727 0

Softball 1 1 125,551 0 2 2 95,805 0

Swimmingand Diving

1 1 110,484 0 2 1.5 89,668 0

Tennis 1 1 72,924 0 1 0.5 16,232 0


218



Women's Teams Head Coaches Women's Teams Assistant CoachesSport Numbe

r ofPositio

ns




CoachingSalaries,


by a ThirdParty

Number of

Positions




CoachingSalaries,


by a ThirdParty


1 0.5 41,945 0 1 0.5 20,486 0

Volleyball 1 0.75 86,027 0 2 2 96,309 0

Subtotal AllTeams

9 7.50 1,021,629 0 15 12.5 736,003 0

ExpensesNot Relatedto SpecificTeams

0 0 0 0

TotalExpenses

1,021,629 0 736,003 0


219



24 Support Staff/AdministrativeCompensation, Benefitsand Bonuses paid by theUniversity and RelatedEntities

$3,108,455 Input compensation, bonuses and benefits paid to all administrativeand support staff reportable on the university or related entities (e.g.foundations or booster clubs) W-2 and 1099 forms inclusive of:

Gross wages and bonuses.•Benefits including allowances, speaking fees, retirement, stipends,memberships, media income, tuition reimbursement and earneddeferred compensation, including those funded by the state.

•

Staff members responsible for the gender-specific athleticsdepartment, but not a specific sport (i.e., director of men's athletics),will have their compensation figures reported as Expenses NotRelated to Specific Teams fields. Athletics department staff memberswho assist both men's and women's teams (sports informationdirector, academic advisor) will be reported as Not Allocated byGender column.

25 Support Staff/AdministrativeCompensation, Benefitsand Bonuses paid byThird Party

$0 Input compensation, bonuses and benefits paid to administrative andsupport staff by a third party and contractually guaranteed by theinstitution, but not included on the institutions W-2 including:



Men's Teams Only Women's Teams Only Not Allocated by GenderExpensesby Object

ofExpenditur

e

Support Staff/AdministrativeCompensation,


by theUniversity and

RelatedEntities



by Third Party




RelatedEntities



by Third Party




RelatedEntities



by Third Party

Baseball 24,621



220



Men's Teams Only Women's Teams Only Not Allocated by GenderExpensesby Object

ofExpenditur

e




RelatedEntities



by Third Party




RelatedEntities



by Third Party




RelatedEntities



by Third Party

BeachVolleyball

Golf

Soccer 6,071

Softball 1,376

Swimmingand Diving

Tennis 4,165 2,252


38 38

Volleyball

Others

SubtotalAll Teams

101,778 0 80,932 0 0 0

ExpensesNotRelated toSpecificTeams

2,925,745

TotalExpenses

101,778 0 80,932 0 2,925,745 0


221



26 SeverancePayments

$0 Input severance payments and applicable benefits recognized for past coaching andadministrative personnel.

Men's Teams Only Women's Teams OnlyNot Allocated by GenderExpenses by Object of Expenditure Severance Payments Severance Payments Severance Payments

Baseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming and Diving

Tennis


Volleyball

Others


Expenses Not Related to SpecificTeams

Total Expenses 0 0 0


222



27 Recruiting $315,768 Input transportation, lodging and meals for prospective student-athletes andinstitutional personnel on official and unofficial visits, telephone call charges, postageand such. Include value of use of institution's own vehicles or airplanes as well as in-kind value of loaned or contributed transportation.

Men's Teams Only Women's Teams Only Not Allocated by GenderExpenses by Object of Expenditure Recruiting Recruiting Recruiting

Baseball 22,167


Beach Volleyball 927

Golf 1,700 4,437

Soccer 20,191 16,554

Softball 9,873


Tennis 1,168 3,953


Volleyball 23,091

Others


Expenses Not Related to Specific Teams



223



28 TeamTravel

$1,557,335 Input air and ground travel, lodging, meals and incidentals (including housing costsincurred during school break period) for competition related to preseason, regular seasonand non-bowl postseason. Amounts incurred for food and lodging for housing the teambefore a home game also should be included. Use of the institution's own vehicles orairplanes as well as in-kind value of donor-provided transportation.

Note: Expenses related to post-season bowls should be included in Category 41.

Men's Teams Only Women's Teams Only Not Allocated by GenderExpenses by Object of Expenditure Team Travel Team Travel Team Travel

Baseball 173,400

Basketball 305,108 250,985


Golf 44,253 44,729

Soccer 76,003 171,078

Softball 121,148


Tennis 29,053 30,678


Volleyball 134,001

Others


Expenses Not Related to Specific Teams 22,668

Total Expenses 646,547 888,120 22,668


224



29 Sports Equipment,Uniforms and Supplies

$467,961 Input items that are provided to the teams only. Equipment amounts arethose expended from current or operating funds. Include value of in-kindequipment provided.


Men's Teams Only Women's Teams Only Not Allocated by GenderExpenses by Object of

ExpenditureSports Equipment,

Uniforms and SuppliesSports Equipment,

Uniforms and SuppliesSports Equipment,

Uniforms and SuppliesBaseball 75,904



Golf 19,595 19,838

Soccer 31,476 42,496

Softball 41,401


Tennis 19,485 21,013


8,353 9,155

Volleyball 15,541

Others


Expenses Not Related toSpecific Teams

20,509

Total Expenses 219,118 228,334 20,509


225



30 GameExpenses

$400,716 Input game-day expenses other than travel which are necessary for intercollegiateathletics competition, including officials, security, event staff, ambulance, etc. Input anypayments back to the NCAA for hosting a tournament.


Men's Teams Only Women's Teams Only Not Allocated by GenderExpenses by Object of Expenditure Game Expenses Game Expenses Game Expenses

Baseball 33,088



Golf 15,387 0

Soccer 12,610 10,990

Softball 17,736


Tennis 6,004 7,379


Volleyball 18,523

Others



Total Expenses 127,089 95,893 177,734


226



31 Fund Raising, Marketingand Promotion

$466,203 Input costs associated with fund raising, marketing and promotion formedia guides, brochures, recruiting publications and such.


ExpenditureFund Raising, Marketing

and PromotionFund Raising, Marketing

and PromotionFund Raising, Marketing

and PromotionBaseball 944

Basketball

Beach Volleyball

Golf

Soccer

Softball 2,072

Swimming and Diving

Tennis 2,284


Volleyball

Others



460,903

Total Expenses 944 4,356 460,903


227



32 SportsCampExpenses

$7,815 Input all expenses paid by the athletics department, including non-athletics personnelsalaries and benefits, from hosting sports camps and clinics. Athletics personnelsalaries and benefits should be reported in Categories 22-25.


Expenses by Object of Expenditure Sports CampExpenses

Sports CampExpenses

Sports Camp Expenses

Baseball

Basketball 1,778

Beach Volleyball

Golf

Soccer

Softball 3,452

Swimming and Diving

Tennis

Track and Field, X-Country 2,585

Volleyball

Others





228



33 SpiritGroups

$65,420 Include support for spirit groups including bands, cheerleaders, mascots, dancers,etc.


Men's Teams Only Women's Teams Only Not Allocated by GenderExpenses by Object of Expenditure Spirit Groups Spirit Groups Spirit Groups

Baseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming and Diving

Tennis


Volleyball

Others



Total Expenses 0 0 65,420


229



34 Athletic FacilitiesDebt Service, Leasesand Rental Fee

$0 Input debt service payments (principal and interest, including internal loanprograms), leases and rental fees for athletics facilities for the reporting yearregardless of entity paying (athletics, institution or other).


Note: If the institution is paying for all debt service, leases, or rental fees forathletic facilities but not charging to athletics, this category should equalCategory 6A. If athletics or other entities are paying these expenses or theinstitution is charging directly to athletics, this category will not equal Category6A.

Men's Teams Only Women's Teams Only Not Allocated by GenderExpenses by Object

of ExpenditureAthletic Facilities Debt

Service, Leases and RentalFee

Athletic Facilities DebtService, Leases and Rental

Fee

Athletic Facilities DebtService, Leases and Rental

FeeBaseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming andDiving

Tennis


Volleyball

Others


Expenses NotRelated to SpecificTeams



230



35 Direct Overhead andAdministrative Expenses

$652,730 Input overhead and administrative expenses paid by or chargeddirectly to athletics including:

Administrative/Overhead fees charged by the institution toathletics.

•



ExpenditureDirect Overhead and

Administrative ExpensesDirect Overhead and

Administrative ExpensesDirect Overhead and

Administrative ExpensesBaseball 4,653


Beach Volleyball 0

Golf 479 501

Soccer 823 1,407

Softball 869


Tennis 492 702


264 264

Volleyball 1,619

Others


Expenses Not Relatedto Specific Teams

636,429

Total Expenses 8,539 7,762 636,429


231




$836,045 Input overhead and administrative expenses NOT paid by or chargeddirectly to athletics including:

Administrative/Overhead fees not charged by the institution toathletics.

•



Note: This category should equal Category 6.


ExpenditureIndirect Institutional



SupportBaseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming and Diving

Tennis


Volleyball

Others



836,045

Total Expenses 0 0 836,045


232



37 Medical Expenses andInsurance

$364,265 Input medical expenses and medical insurance premiums forstudent-athletes.


ExpenditureMedical Expenses and

InsuranceMedical Expenses and

InsuranceMedical Expenses and

InsuranceBaseball

Basketball 750

Beach Volleyball

Golf

Soccer

Softball

Swimming and Diving

Tennis


Volleyball 516

Others



362,999

Total Expenses 0 1,266 362,999


233



38 Memberships and Dues $48,034 Input memberships, conference and association dues.


Expenses by Object of Expenditure Memberships andDues

Memberships andDues

Memberships and Dues

Baseball 0

Basketball 450 160

Beach Volleyball 0

Golf 400 200

Soccer 390 625

Softball 225

Swimming and Diving

Tennis 495 790


Volleyball 510

Others



43,289

Total Expenses 1,985 2,760 43,289


234



39 Student-Athlete Meals (non-travel)

$100,567 Include meal allowance and food/snacks provided to student-athletes.

Note: Meals provided during team travel should be reported inCategory 28.


ExpenditureStudent-Athlete Meals

(non-travel)Student-Athlete Meals

(non-travel)Student-Athlete Meals

(non-travel)Baseball 7,089


Beach Volleyball 162

Golf 1,261 1,336

Soccer 7,456 5,517

Softball 6,802


Tennis 2,895 4,581


1,518 1,422

Volleyball 5,492

Others



230



235



40 Other OperatingExpenses

$533,658 Input any operating expenses paid by athletics in the report year which cannotbe classified into one of the stated categories, including:

Non-team travel (conferences, etc.).•Team banquets and awards.•

If the figure is greater than 10% of total expenses, please report the top threeactivities included in this category in the comments section.


Expenses by Object ofExpenditure

Other OperatingExpenses



Baseball 4,141


Beach Volleyball 0

Golf 5,363 877

Soccer 4,629 5,171

Softball 11,710


Tennis 2,728 30,132


Volleyball 12,811

Others



419,024

Total Expenses 31,078 83,556 419,024


236



41 BowlExpenses

$0 Input all expenditures related to participation in a post-season bowl game, including:

Team travel, lodging and meal expenses.•Bonuses related to bowl participation.•Spirit groups.•Uniforms.•

Note: All post-season bowl related coaching compensation/bonuses should be reportedin Category 41A, Bowl Expenses – Coaching Compensation/Bonuses.

Men's Teams Only Women's Teams Only Not Allocated by GenderExpenses by Object of Expenditure Bowl Expenses Bowl Expenses Bowl Expenses

Baseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming and Diving

Tennis


Volleyball

Others


Expenses Not Related to Specific Teams



237



41A Bowl Expenses - CoachingCompensation/Bonuses

$0 Input all coaching bonuses related to participation in a post-seasonbowl game.

Note: All other post-season bowl related expenses should bereported in Category 41, Bowl Expenses.

Men's Teams Only Women's Teams Only Not Allocated by GenderExpenses by Object

of ExpenditureBowl Expenses - Coaching

Compensation/BonusesBowl Expenses - Coaching

Compensation/BonusesBowl Expenses - Coaching

Compensation/BonusesBaseball

Basketball

Beach Volleyball

Golf

Soccer

Softball

Swimming andDiving

Tennis


Volleyball

Others


Expenses Not Relatedto Specific Teams



238



Total Operating Expenses $15,808,445 Total of Categories 20-41A.


Expenses by Object ofExpenditure




Baseball 934,474

Basketball 1,822,579 1,707,040


Golf 257,973 243,443

Soccer 729,566 922,979

Softball 662,987


Tennis 284,828 386,356


Volleyball 659,271

Others

Subtotal All Teams 4,236,262 5,601,188 0


0 0 5,970,995

Total Expenses 4,236,262 5,601,188 5,970,995


239



Athletics ParticipationTable1

256 Table 1 - - - Athletics Participation. A participant is a student-athlete who, as of the day of a varsityteam's first scheduled contest in the traditional season: (a) is listed as a team member; (b) practiceswith the varsity team and receives coaching from one or more varsity coaches; or (c) receivesathletically-related student aid.

Any student who satisfies one or more of the criteria above is a participant, including a student on ateam the institution designates or defines as junior varsity, freshman, or novice, or a student whodoes not play in a scheduled contest, whether for medical reasons or to preserve eligibility (i.e., aredshirt).

Student-athletes who participate in more than one sport should be counted in each sport. The CoedTeams column is marked based on the content of the sports sponsored table (Mixed Sports) in theSchool Info page. Male practice players are NOT to be included as participants in this table.

Number of Participants Number of ParticipantsParticipating on a

Second Team

Number of ParticipantsParticipating on a

Third TeamSport Coed

TeamsMen'sTeams

Women'sTeams

Men'sTeams

Women'sTeams

Men'sTeams

Women'sTeams

Baseball 34

Basketball 19 16

Beach Volleyball 12 7

Cross Country 8 5

Golf 12 8

Soccer 31 28

Softball 23


Tennis 8 9

Volleyball 13 7

Others

Total Participants 112 144 0 14 0 0

Participant Proportion 43.8% 56.3%

Unduplicated Count ofParticipants

112 137


240



Head Coaching Assignments - Men's TeamsTable 2A 6 Table 2A - - - Head Coaches Assignments Men's Teams

Head Coaches of Men's TeamsMale Coaches - Head Count Female Coaches - Head Count

Sport Full TimeCoaching

Duties

Part TimeCoaching

Duties

Full TimeUniversityEmployee

Part TimeUniversity

Employee orVolunteer

Full TimeCoaching

Duties

Part TimeCoaching

Duties


Part TimeUniversity


Baseball 1 0 1 0 0 0 0 0

Basketball 1 0 1 0 0 0 0 0

Golf 1 0 1 0 0 0 0 0

Soccer 1 0 1 0 0 0 0 0

Tennis 1 0 1 0 0 0 0 0


0 0 0 0 0 1 1 0

Others

CoachingPositionTotals

5 0 5 0 0 1 1 0


241



Head Coaching Assignments - Women's TeamsTable 2B 9 Table 2B - - - Head Coaches Assignments Women's Teams

Head Coaches of Women's TeamsMale Coaches - Head Count Female Coaches - Head Count


Duties

Part TimeCoaching

Duties


Part TimeUniversity


Full TimeCoaching

Duties

Part TimeCoaching

Duties


Part TimeUniversity


Basketball 1 0 1 0 0 0 0 0

BeachVolleyball

0 1 1 0 0 0 0 0

Golf 0 0 0 0 1 0 1 0

Soccer 1 0 1 0 0 0 0 0

Softball 1 0 1 0 0 0 0 0

Swimmingand Diving

1 0 1 0 0 0 0 0

Tennis 0 0 0 0 1 0 1 0


0 0 0 0 0 1 1 0

Volleyball 0 1 1 0 0 0 0 0

Others


4 2 6 0 2 1 3 0


242



Assistant Coaching Assignments - Men's TeamsTable 3A 10 Table 3A - - - Assistant Coaches Assignments Men's Teams

Assistant Coaches of Men's TeamsMale Coaches - Head Count Female Coaches - Head Count


Duties

Part TimeCoaching

Duties


Part TimeUniversity


Full TimeCoaching

Duties

Part TimeCoaching

Duties


Part TimeUniversity


Baseball 2 0 2 0 0 0 0 0

Basketball 3 0 3 0 0 0 0 0

Golf 0 1 0 1 0 0 0 0

Soccer 2 0 2 0 0 0 0 0

Tennis 0 1 0 1 0 0 0 0


0 1 1 0 0 0 0 0

Others


7 3 8 2 0 0 0 0


243



Assistant Coaching Assignments - Women's TeamsTable 3B 15 Table 3B - - - Assistant Coaches Assignments Women's Teams

Assistant Coaches of Women's TeamsMale Coaches - Head Count Female Coaches - Head Count


Duties

Part TimeCoaching

Duties


Part TimeUniversity


Full TimeCoaching

Duties

Part TimeCoaching

Duties


Part TimeUniversity


Basketball 0 0 0 0 3 0 3 0

BeachVolleyball

0 1 0 1 0 0 0 0

Golf 0 0 0 0 0 1 0 1

Soccer 1 0 1 0 1 0 1 0

Softball 0 0 0 0 2 0 2 0

Swimmingand Diving

1 0 1 0 1 0 1 0

Tennis 0 0 0 0 0 1 0 1


0 1 1 0 0 0 0 0

Volleyball 1 0 1 0 1 0 1 0

Others


3 2 4 1 8 2 8 2


244



Other Reporting Items

AUP Data Categories:

50 - Excess Transfers to Institution: $0

51 - Conference Realignment Expenses: $0

52 - Total Athletics Related Debt: $0

53 - Total Institutional Debt: $193,736,729

54 - Athletics Dedicated Endowments: $5,297,773

55 - Institutional Endowments: $91,196,780

56 - Athletics Related Capital Expenditures: $1,712,480

Other Data Categories:

Institutional Expenses: $230,387,466

Athletically-Related Facilities Annual Debt Service: $0

Institution's Annual Debt Service: $13,874,411

Institution's Education and General Expenses: $196,085,621

Average Cost of Full Grant-in-Aid - In-State: $16,542

Average Cost of Full Grant-in-Aid - Out-of-State: $35,680

Average Cost of Attendance - In-State: $20,342

Average Cost of Attendance - Out-of-State: $39,316

Expenses Dedicated to Compliance: $142,679

Name of Compliance Software Used: ARMS Software

Compliance FTEs: 2


245



Revenue Distribution - Sports Sponsored

Distribution Year: 2019Academic Year of Sport Sponsorship Information: 2017-18

Men's Sports Women's Sports Mixed Sportsx Baseballx Men's Basketballx Men's Cross Countryx Men's Golfx Men's Soccerx Men's Tennis

x Softballx Women's Basketballx Women's Beach Volleyballx Women's Cross Countryx Women's Golfx Women's Soccerx Women's Swimming and Divingx Women's Tennisx Women's Volleyball

Total Men's Sports Sponsored: 6 Total Women's Sports Sponsored: 9 Total Mixed SportsSponsored:

Current Year's Submission of SportsSponsored: 15

Previous Year's Submission of SportsSponsored: 15

Variance: 0


246



Revenue Distribution - Grants-in-Aid

Distribution Year: 2019Academic Year of Grant-in-Aid Information: 2017-18

Men's Team Sports

Men's Team Sport Athletic AidEquivalency (A)

Exhausted Eligibilityor Medical

Equivalency (B)

Total RevenueDistribution Equivalencies

Awarded (A+B)Baseball 11.97 0.54 12.51

Basketball 12.61 0 12.61

Golf 4.09 0 4.09

Soccer 10.26 0 10.26

Tennis 4.8 0 4.8


3.13 0.54 3.67

Total Men's 46.86 1.08 47.94

Women's Team Sports

Women's Team Sport Athletic AidEquivalency (A)


Equivalency (B)


Awarded (A+B)Basketball 12.69 1.13 13.82

Beach Volleyball 1.39 0 1.39

Golf 3.46 0 3.46

Soccer 13.58 0 13.58

Softball 11.58 0.26 11.84

Swimming and Diving 11.99 0.07 12.06

Tennis 6.44 0.48 6.92


0.51 0 0.51

Volleyball 9.44 0 9.44

Total Women's 71.08 1.94 73.02

Mixed Team Sports


247



Mixed Team Sport Athletic AidEquivalency (A)


Equivalency (B)


Awarded (A+B)Total Mixed 0 0 0

Prior Year Total Rev DistEquivalencies

Current Year Total Rev DistEquivalencies

Variance Between Prior andCurrent Year

118.2 120.96 2.76 (2.34%)


248



Revenue Distribution - Pell Grants

Distribution Year: 2019Academic Year of Pell Grant Information: 2017-18

Men's Team Sports

Sport 2017-18 PellGrants

Prior Year PellGrants

VarianceTotals

Total Dollar Amount for SAs onPell Grants

Baseball 5 15 -10 16,400

Basketball 8 7 1 42,660

Golf 1 2 -1 5,570

Soccer 8 8 0 42,339

Tennis 1 1 0 5,920


4 4 0 21,580

Men's Total 27 37 -10 134,469

Women's Team Sports



VarianceTotals

Total Dollar Amount for SAs onPell Grants

Basketball 5 3 2 21,393

Beach Volleyball 0 0 0 0

Golf 1 1 0 5,920

Soccer 1 3 -2 5,920

Softball 2 2 0 7,490

Swimming and Diving 4 9 -5 19,280

Tennis 1 0 1 606


1 1 0 1,470

Volleyball 0 0 0 0

Women's Total 15 19 -4 62,079

Mixed Team Sports


249





VarianceTotals

Total Dollar Amount for SAs on PellGrants

MixedTotal

0 0 0

2017-18 PellGrants


VarianceTotals

Total Dollar Amount for SAs on PellGrants

Total 42 56 -14 $196,548


250



Comments

Comments:


251



Miscellaneous Information

Note: These values are calculated from data entered earlier in the system.

AthleticallyRelatedStudent Aid

Summer school.•Tuition discounts and waivers (unless it is a discount or waiver available to the generalstudent body).

•

Aid given to student-athletes who are inactive (medical reasons) or no longer eligible(exhausted eligibility).

•

Input the total amount of athletic student-aid for the reporting year including:

Note: Division I Grants-in-aid equivalencies are calculated by using the revenuedistribution equivalencies by sport and in aggregate. (Athletic grant amount divided bythe full grant amount). Other expenses related to attendance (also known as gap moneyor cost of attendance) should not be included in the grants-in-aid revenue distributionequivalencies. Only tuition, fees, room, board and course related books are countable forgrants-in-aid revenue distribution per Bylaw 20.02.7.

Athletics aid awarded to non-athletes (student-managers, graduate assistants, trainers) shouldbe reported as Expenses Not Related to Specific Teams. It is permissible to report only dollarsin the Expenses Not Related to Specific Teams row as long as you have reported non- zeroentries for Equivalencies, Number of Students, and Dollars (all 3 required for at least onesport).

Note: Pell grants are provided by the government, not the institution or athleticsdepartment, and therefore should be excluded from reporting in this category.

This information can be managed within the NCAA's Compliance Assistance (CA) software.The information entered into compliance assistance will automatically populate to the athleticstudent aid section within the NCAA Financial Reporting System when the CA import featureis selected.

Men's Teams $1,311,999

Women's Teams $2,198,622

Total Amount $3,510,621

RecruitingExpenditures

Input transportation, lodging and meals for prospective student-athletes and institutionalpersonnel on official and unofficial visits, telephone call charges, postage and such. Includevalue of use of institution's own vehicles or airplanes as well as in-kind value of loaned orcontributed transportation.

Men's Teams $147,914

Women's Teams $167,854


252



Total Amount $315,768

Head CoachesSalaries

Input compensation, bonuses and benefits paid to all coaches reportable on the university orrelated entities W-2 and 1099 forms inclusive of:

Gross wages and bonuses.•Benefits including allowances, speaking fees, retirement, stipends, memberships, mediaincome, tuition reimbursement and earned deferred compensation, including those funded bythe state.

•


Note: Bonuses related to participation in a post-season bowl game should be included inCategory 41A.

Average Salaries of HeadCoaches

Dollars perFTE

FTE's Dollars perPosition

Number ofPositions

Men's Teams $163,219 5.5 $149,618 6

Women's Teams $136,217 7.5 $113,514 9

AssistantCoaches Salaries

Input compensation, bonuses and benefits paid to all coaches reportable on the university orrelated entities W-2 and 1099 forms inclusive of:

Gross wages and bonuses.•Benefits including allowances, speaking fees, retirement, stipends, memberships, mediaincome, tuition reimbursement and earned deferred compensation, including those fundedby the state.

•


Note: Bonuses related to participation in a post-season bowl game should be included inCategory 41A.

Average Salaries of AssistantCoaches

Dollars perFTE

FTE's Dollars perPosition

Number ofPositions

Men's Teams $73,347 8.5 $62,345 10

Women's Teams $58,880 12.5 $49,067 15


253



Statement of Revenues and ExpensesFor the fiscal year ended 2018 (UNAUDITED)

ID Item Football Men'sBasketball

Women'sBasketball

OtherSports

Non-ProgramSpecific

Total

Revenues

1 Ticket Sales $0 $683,653 $361,586 $63,413 $1,636 $1,110,288


$0 $0 $0 $0 $0 $0

3 Student Fees $0 $0 $0 $0 $6,705,951 $6,705,951

4 Direct Institutional Support $0 $155,233 $275,755 $1,264,336 $1,444,543 $3,139,867

5 Less - Transfers to Institution $0 $0 $0 $0 $0 $0

6 Indirect Institutional Support $0 $0 $0 $0 $836,045 $836,045

6A Indirect Institutional Support -Athletic Facilities Debt Service,Lease and Rental Fees

$0 $0 $0 $0 $0 $0

7 Guarantees $0 $180,000 $3,000 $23,000 $0 $206,000

8 Contributions $0 $13,755 $11,209 $177,077 $2,219,974 $2,422,015

9 In-Kind $0 $0 $0 $0 $384,313 $384,313

10 Compensation and Benefitsprovided by a third party

$0 $0 $0 $0 $0 $0

11 Media Rights $0 $0 $0 $0 $0 $0

12 NCAA Distributions $0 $10,230 $76,875 $9,600 $451,011 $547,716

13 Conference Distributions (NonMedia and Non Bowl)

$0 $0 $0 $0 $92,701 $92,701

14 Program, Novelty, Parking andConcession Sales

$0 $0 $0 $0 $27,464 $27,464


$0 $0 $0 $0 $545,117 $545,117

16 Sports Camp Revenues $0 $0 $8,200 $18,526 $0 $26,726

17 Athletics RestrictedEndowment and InvestmentsIncome

$0 $5,800 $2,600 $178,490 $0 $186,890

18 Other Operating Revenue $0 $0 $0 $25,651 $41,008 $66,659

19 Bowl Revenues $0 $0 $0 $0 $0 $0

Total Operating Revenues $0 $1,048,671 $739,225 $1,760,093 $12,749,763 $16,297,752

Expenses

20 Athletic Student Aid $0 $353,500 $497,012 $2,660,109 $0 $3,510,621


254




Women'sBasketball

OtherSports

Non-ProgramSpecific

Total

21 Guarantees $0 $46,175 $12,839 $35,048 $0 $94,062

22 Coaching Salaries, Benefits andBonuses paid by the Universityand Related Entities

$0 $784,248 $671,532 $1,823,010 $0 $3,278,790

23 Coaching Salaries, Benefits andBonuses paid by a Third Party

$0 $0 $0 $0 $0 $0

24 Support Staff/AdministrativeCompensation, Benefits andBonuses paid by the Universityand Related Entities

$0 $72,954 $71,195 $38,561 $2,925,745 $3,108,455

25 Support Staff/AdministrativeCompensation, Benefits andBonuses paid by Third Party

$0 $0 $0 $0 $0 $0

26 Severance Payments $0 $0 $0 $0 $0 $0

27 Recruiting $0 $99,241 $81,062 $135,465 $0 $315,768

28 Team Travel $0 $305,108 $250,985 $978,574 $22,668 $1,557,335

29 Sports Equipment, Uniformsand Supplies

$0 $64,305 $41,739 $341,408 $20,509 $467,961

30 Game Expenses $0 $60,000 $35,700 $127,282 $177,734 $400,716

31 Fund Raising, Marketing andPromotion

$0 $0 $0 $5,300 $460,903 $466,203

32 Sports Camp Expenses $0 $0 $1,778 $6,037 $0 $7,815

33 Spirit Groups $0 $0 $0 $0 $65,420 $65,420

34 Athletic Facilities Debt Service,Leases and Rental Fee

$0 $0 $0 $0 $0 $0

35 Direct Overhead andAdministrative Expenses

$0 $1,828 $1,827 $12,646 $636,429 $652,730

36 Indirect Institutional Support $0 $0 $0 $0 $836,045 $836,045

37 Medical Expenses andInsurance

$0 $0 $750 $516 $362,999 $364,265

38 Memberships and Dues $0 $450 $160 $4,135 $43,289 $48,034

39 Student-Athlete Meals (non-travel)

$0 $22,782 $27,847 $49,708 $230 $100,567

40 Other Operating Expenses $0 $11,988 $12,614 $90,032 $419,024 $533,658

41 Bowl Expenses $0 $0 $0 $0 $0 $0

41A Bowl Expenses - CoachingCompensation/Bonuses

$0 $0 $0 $0 $0 $0


255




Women'sBasketball

OtherSports

Non-ProgramSpecific

Total

Total Operating Expenses $0 $1,822,579 $1,707,040 $6,307,831 $5,970,995 $15,808,445

Excess (Deficiencies) ofRevenues Over (Under)Expenses

$0 -$773,908 -$967,815 -$4,547,738 $6,778,768 $489,307


256

Documents

FGCU Board of Trustees - April 9, 2019 · 2019. 4. 9. · 1 AGENDA FLORIDA GULF COAST UNIVERSITY BOARD OF TRUSTEES Tuesday, April 9 , 2019 8:30 a.m. to (estimated) 12:15 p.m. COHEN