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Introduction
EASTERN KENTUCKY UNIVERSITY
In 1906 a group of public-minded citizens, concerned
with the provision of public higher education in the Commonwealth, convinced
the Kentucky General Assembly to create Eastern Kentucky State Normal
School.
Historic Richmond, where the Bluegrass region meets the
foothills of the Cumberland, was chosen as the site of the new, two-year
school. Higher education had begun in the community some 32 years earlier
with the founding in 1874 of Central University. The Central University
campus, which had served from 1901 to 1906 as the grounds for Walters
Collegiate Institute, became the physical plant for the normal school.
An urban college community of about 25,000, Richmond
is in a rich farming area. Inter- and intra-state highway systems enhance
Richmond's accessibility. Interstate 75 (north-south) passes within a
mile of the campus, and I-64 (east-west) is only 30 minutes away. The
Blue Grass and Mountain Parkways are also less than an hour's drive from
Richmond.
Places of historic and scenic interest surround the University.
Richmond, 20 miles south of Lexington on I-75, is within easy driving
distance of Boonesborough State Park, Kentucky Horse Park, Herrington
Lake, Cumberland Falls, the State Capitol at Frankfort, Natural Bridge
State Park, and My Old Kentucky Home in Bardstown.
The normal school at Richmond soon began the development
that culminated in the granting of university status in 1966. Eastern
became a four-year institution in 1922, and its name was changed to Eastern
Kentucky State Normal School and Teachers College.
Eight years later the words "Normal School" were dropped,
and in 1935 Eastern offered its first graduate-level degrees. The first
nonprofessional degrees were offered in 1948, when the General Assembly
removed "Teachers" from Eastern's name.
On February 26, 1966, a state law was signed renaming
the institution Eastern Kentucky University. With university status came
the approval of graduate degrees in fields other than education.
Today, Eastern Kentucky University stands as a testimonial
to its founders, a multi-purpose institution with a history of service
to its students, the Commonwealth, and the nation. Its role expanded beyond
the original mission of teacher preparation, Eastern now seeks to fulfill
higher education's threefold purpose: teaching, research, and public service;
and emphasizes the three in that order.
Eastern Kentucky University's interest in teaching is
twofold. Besides the preparation of teachers for elementary, secondary,
and college classrooms, the University is deeply concerned with the quality
of instruction that takes place within its own halls.
It is difficult to find a program at Eastern Kentucky
University that cannot be construed as public service. The University's
existence can be justified only in terms of the benefits reaped by the
society that created it. However, certain functions can be described as
public service in nature. These include extended campus courses, the University
radio stations, and workshops and institutes for professional, in-service
personnel.
As a regional university, Eastern Kentucky University
is charged with the responsibility of providing services to the people
of the region. As an example, Eastern specializes in areas such as local
government; law enforcement, recreation, public health, business administration,
and ecology provide consultative services to the communities of the Commonwealth.
Many Eastern professors engage in scholarly research
in their disciplines. In the early years, research was predominantly education
oriented. However, since the institution gained university status, the
research activities of individual faculty have become much more diverse
as well as more numerous.
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Executive Summary
During the past century, Eastern Kentucky University
met all challenges, and it is now undergoing a transformation from being
an excellent regional, comprehensive university to becoming one of leadership
and influence throughout the Commonwealth and also in the nation. Where
does the University go from here? What steps should be taken to prepare
for the future? The current strategic plan is the roadmap that will guide
us throughout our transition. It delineates a vision statement, a mission
statement, core values, five institutional goals, and twenty-one strategic
directions with accompanying key performance indicators to empirically
measure the University's progress.
The Strategic Planning Committee (SPC) developed this
Plan by using an inclusive strategic planning process, with participation
from faculty, staff, students, and representatives from the broader University
community. In a university setting, in particular, an effective planning
process is highly contingent upon widespread university participation.
As a result of scanning the contextual environment, the plan represents
the SPC's and constituents' perceptions of current and anticipated challenges
to, and opportunities for, EKU as well as EKU's strengths and areas needing
further attention. The plan was also distributed electronically to all
members of the University and feedback was solicited, a process that led
to further revisions of the strategic plan. The SPC recognizes that planning
must be continuous, flexible and democratic to ensure that the institution
remains open and responsive to a changing environment.
The first section of the Plan reaffirms our commitment
to students and high-quality work, as well as to our service region and
the nation through a delineation of our vision statement, our mission
statement, our core values, and our institutional goals that orient us
as we learn, work, live and play together. This section also contains
a short description of EKU and some of its demographic characteristics.
The second section presents our strategic plan for the
2006-2010 planning cycle, which includes our strategic directions and
key performance indicators and ties them to institutional goals. To direct
the University's actions toward achieving its vision and fulfilling its
mission to achieve its goals - to function effectively within an environment
of challenges and opportunities - strategic directions and key performance
indicators are articulated.
The final part of this document is an appendix that includes
information on the environmental scan, definitions of important terms
used in this planning document, a more detailed account of characteristics
of EKU, and in-depth information about the planning process and how the
2006-2010 plan was developed.
This is an exciting time at Eastern Kentucky University
as we begin the journey of MOVING FORWARD TOGETHER.
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Description of the University
Eastern Kentucky University is a regional, coeducational public institution
of higher education offering general and liberal arts programs, pre-professional
and professional training in education and various other fields at both
the undergraduate and graduate levels. Located in Richmond, Madison County,
Kentucky, Eastern has a distinguished record approaching one hundred years
of educational service to the Commonwealth.
Since February 26, 1966, when Governor Edward T. Breathitt
signed into law a bill granting Eastern university status and sanctioning
the awarding of graduate degrees beyond education, Eastern Kentucky University
has increased rapidly in size and stature. Beginning with a few students
engaged in short review and certificate courses, the University today
serves thousands of Kentuckians, citizens from most other states, and
individuals from all over the world. The curricula lead to associate degrees,
baccalaureate degrees, and an expanding graduate program that currently
offers degrees at the master's level in many fields, and the specialist
degree in education and psychology. In addition, Eastern offers cooperative
doctoral programs with the University of Kentucky. Currently, Eastern
Kentucky University serves more than 16,000 students and an alumni base
of 89,000.
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Mission Statement
For more than a decade, a mission statement approved
by the Council on Postsecondary Education (formerly the Kentucky Council
on Higher Education) has guided the University (see Appendix D). The mission
statement in the current document was refined to be more succinct and
to better reflect our dynamic and ambitious vision for EKU as we move
into the twenty-first century. The new mission statement incorporates
many elements of previous mission statements, but the new statement combines
them in a more concise way.
Eastern Kentucky University
is a student-centered comprehensive public university dedicated to high-quality
instruction, service, scholarship, and service.
The faculty and staff of EKU value their connections
to our Appalachian service area. It is important to realize that a commitment
to extend our regional focus does not diminish the strength of EKU's commitment
to the Appalachian region. Rather, it recognizes a much broader role for
EKU in the years ahead. EKU has always focused strongly on its role in
educating students. In the 1959-60 catalogue of our ancestor institution,
Eastern Kentucky State College, the "Purpose Statement," a precursor
to our modern mission statement, listed "preparing only worthy teachers"
first among its efforts to meet its obligations to its service area and
the Commonwealth. Although our mission is now much broader, the commitment
to educating students remains strongly imbedded in the institutional culture.
Thus, the word "student-centered" is included as a reminder
that students and their education come first and will remain the primary
focus at EKU. This emphasis on teaching does not mean that scholarship
and service will be slighted. Universities function best when the creation
of, discovery, dissemination, and application of knowledge happen in concert.
Although the relative importance given to central activities such as instruction,
scholarship, or service can vary between institutions, the members of
the EKU community will always strive for the highest possible quality
in all their undertakings. The members of the SPC believe that the changes
we have made in the 2003-2006 document reflect well a new vision for EKU
and better summarize the role that EKU will play in the years ahead in
its service area, the Commonwealth, the nation, and the world.
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Core Values
Since its inception in 1874, Eastern Kentucky University
(then known as Central University) has been driven by core values. Although
its mission has evolved and expanded to meet the changing needs of the
citizens of the Commonwealth (and increasingly of other places in the
world), core values are still an integral part of the university community.
Values are the code of organizational conduct. They guide decision-making
in all parts of the University. They direct our actions and must inspire
all of us in the EKU community to be true to them. The EKU community is
committed to embodying these values in our policies and procedures and
in our day-to-day activities to accomplish our mission and achieve our
vision. EKU has been and will continue to be guided by the following values
when planning strategies and implementing decisions regarding the University
community's teaching, scholarly and service activities.
Civic Responsibility and Civility
We believe that it is the duty of Eastern Kentucky University to deliver
to our students an understanding of how the knowledge taught to them can
benefit the citizens of southeastern Kentucky, the Commonwealth of Kentucky,
the nation, and the world. Civic responsibility is a value that will show
those who acquire it how to influence democratic decision-making and to
reap the rewards of participatory democracy and active citizenship. At
the heart of civic responsibility lies another value: civility. The University
community strives to propagate the understanding and practice of civility
in public discourse and social life by encouraging the adoption of techniques
of democratic conflict resolution that rely on reason and public debate
rather than on violence and aggression.
Dignity and Diversity
Members of the EKU community expect one another to adopt high moral principles
and professional standards both inside and outside of the university setting.
We hold ourselves to the responsibility of dignity as exemplified by a
proper sense of pride and self-respect in fulfilling the University's
mission. We honor and pursue a university community climate that respects
and celebrates the diversity of peoples and seeks to embrace all individuals
and prohibit judgments based on race, ethnicity, religion, socioeconomic
status, gender, sexual orientation and physical disabilities.
Excellence and Innovation
Achievement of the high standards can only be attained through ongoing
assessment and continuous improvement. The promotion of academic excellence
is the foundation for institutional excellence and vice versa. An environment
that fosters innovation at all levels and rewards creativity is critical
to the success of the University and its population.
Opportunity and Access
The EKU community is dedicated to the idea that its history and tradition
are embedded in Appalachian values, foremost of which are the belief in
sovereignty and uniqueness of the individual and the belief that a university
education is of great value and should be available to anyone who wants
to pursue it.
Shared Governance and Collaboration
The EKU university community accepts as true that leadership characterized
by vision and embedded with participatory decision-making at all levels
is the emblem of an effective university. We are committed to providing
an atmosphere in which we pursue our joint aspirations in the spirit and
practice of collegiality and collaboration at all levels of our community.
Student Success
The EKU community acknowledges that its students, faculty, staff, and
alumni are the source of its strength. They determine the spirit, eminence,
and efficacy of the institution. The future of EKU directly hinges on
the success of its students, so our most central core value is "student
success" - in the classroom, at work, and on the world stage where
students will represent the collective efforts of the EKU community.
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Institutional Goals
Eastern Kentucky University's Institutional Goals give
substance to our core values, vision statement, and mission statement.
The goals impact all the facets of the university life, and accomplishment
of them help Eastern to become a leading comprehensive university in the
Commonwealth with a national reputation for excellence. (These goals are
not listed in any particular order or suggested priority as accomplishment
of each one is a necessary step toward the successful achievement of our
vision and fulfillment of our mission.)
- To promote and support an inclusive climate that respects
and celebrates diversity by attracting, developing and educating a diverse
student, faculty and staff population.
- To continuously assess and improve the services and infrastructure
of the University to support and maintain high-quality programs.
- To promote learning through high quality programs, research
and support services.
- To develop and enhance an environment facilitating intellectual
curiosity, cultural opportunities and problem-solving abilities for
the University community.
- To increase and enhance external and internal constituency
engagement, while maintaining a connection with the southeastern region
of Kentucky.
STRATEGIC DIRECTIONS AND PERFORMANCE INDICATORS
To direct the University's actions toward achieving the
Vision, to support the University's Mission and Institutional Goals, and
to function effectively within an environment of challenges and opportunities,
Eastern Kentucky University has selected the following Strategic Directions
for the 2006-2010 Strategic Plan. These Directions serve to focus our
work to realize our Goals and will guide us over the next three years.
In addition, central to our plan and its Strategic Directions
are Key Performance Indicators. As the Strategic Directions are linked
to the Institutional Goals, the plan provides measurable indicators that
will permit evaluation of progress. Key Performance Indicators provide
us with the data necessary to evaluate progress toward goal achievement
and supply the foundation for continuous program improvement. (Please
note: the Goals and Strategic Directions are not listed in any particular
order or suggested priority).
GOAL 1: To promote and support an inclusive climate that
respects and celebrates diversity by attracting, developing and educating
a diverse student, faculty and staff population.
STRATEGIC DIRECTION 1.1: Enhance a climate that supports
diversity.
STRATEGIC DIRECTION 1.2: Increase recruitment and retention
of a diverse faculty, staff, and student body
to reflect the diverse society.
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Performance Indicators
Strategic Direction 1.1
- Increase Diversity Index by 1 percentage point per year.
- Student, faculty and staff responses to the campus climate
survey will show:
- A climate that is supportive of diversity
- A positive perception of University efforts to enhance a climate
supportive of diversity
- Increase number of and participation in campus events with
diversity themes.
Strategic Direction 1.2
- Increase by 2% per year, the matriculation rate of targeted
and admitted student populations.
- Progress toward a mean ACT score of 21 for entering freshmen
- By 2010, 10% of entering freshman will be diverse students
- By 2010, 10% of new enrolled transfer students will be racially diverse
- By 2010, 60% of new enrolled transfer students will be from KCTCS
- Increase the freshman to sophomore retention rate to 75% by 2010
- Increase the six year graduation rate to 40% by 2010
- Increase by 1% per year, the freshman to sophomore retention rate
of diverse students
- Achieve 7 of 8 goals on the KY plan by 2010
- In any year, the percentage of diverse faculty with fewer than five
years of service returning should be greater than or equal to the overall
percentage of faculty with fewer than five years of service returning
- In any year, the percentage of diverse staff with fewer than five
years of service returning should be greater than or equal to the overall
percentage of staff with fewer than five years of service returning
- Each year meet or exceed university's target for affordability
GOAL 2: To continuously asses and improve the
service, and infrastructure of the University to support and maintain
high quality programs.
STRATEGIC DIRECTION 2.1: Enhance technology to ensure
access to and appropriate and secure technology for all faculty, students,
and staff.
STRATEGIC DIRECTION 2.2: Continue a model to improve
institutional effectiveness by utilizing shared governance and stakeholder
participation in the strategic planning, budgeting, and assessment process.
STRATEGIC DIRECTION 2.3: Increase base budget funding
for deferred maintenance annually.
STRATEGIC DIRECTION 2.4: Increase financial flexibility.
STRATEGIC DIRECTION 2.5: Implement a comprehensive and
systematic enrollment planning process to balance student enrollment with
campus physical and academic capacities, including numbers of faculty
and staff.
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Performance Indicators
Strategic Direction 2.1
- Annually, ITDS will demonstrate progress made on priority
technology projects
- 100% of classrooms will have appropriate technology by 2010
- Secure wireless access will be available on all EKU campuses
by 2010
- 100% of University owned computers will be no more than
4 years old by 2010
- 80% of faculty, staff, and students surveyed will report satisfaction
with EKU technology support
- 80% of faculty, staff and students surveyed will report satisfaction
with the adequacy of technical facilities
Strategic Direction 2.2.
- 100% of reporting units will identify and assess planning
and educational objectives that are measurable, actionable, and of a
number appropriate to their respective missions
- 100% of reporting units will demonstrate that they have
used assessment results to improve their respective programs, services,
and/or operations as appropriate
- 100% of approved strategic budget requests will demonstrate
direct linkages to appropriate University strategic directions
Strategic Direction 2.3
- By 2010, increase base budget amount for deferred maintenance
to an appropriate cost per building square foot.
- The percentage amount spent on deferred maintenance to the
amount budgeted for deferred maintenance should be at least 90% annually.
Strategic Direction 2.4
- Increase amount of contingency fund so that by 2010 it will
equal 5% of the annual operating budget.
- Maintain an unallocated unrestricted budget reserve of no
less than $2 million.
Strategic Direction 2.5
- Increase the head count enrollment to 20,000 by 2010
- Maintain an overall student to faculty ratio at or less
than 19 to 1
- Increase number of student credit hours generated by distance education
and each of the extended campuses by 10% per year
- Update the capital and facilities plan to facilitate proposed growth
GOAL 3: To promote learning through high quality
programs, research, and support services.
STRATEGIC DIRECTION 3.1: Enhance student learning through
excellence in instruction.
STRATEGIC DIRECTION 3.2: Enhance student learning through
excellence in research and scholarship.
STRATEGIC DIRECTION 3.3: Enhance student learning through
excellence in community service.
STRATEGIC DIRECTION 3.4: Enhance student learning through
excellence in support services.
STRATEGIC DIRECTION 3.5: Improve compensation, working
conditions, and support for research to attract and retain high quality
faculty and staff.
STRATEGIC DIRECTION 3.6: Develop and implement a Quality
Enhancement Plan (QEP) involving faculty, staff and students.
STRATEGIC DIRECTION 3.7: Identify and implement a resource/funding
reallocation plan to maximize effective academic program support..
STRATEGIC DIRECTION 3.8: Identify and implement a combination
of academic programs to meet the current and future workforce needs of
EKU students.
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Performance Indicators
Strategic Direction 3.1
- 100% of academic departments will effectively evaluate faculty
with multiple measures of teaching effectiveness
- 100% of academic departments will demonstrate use of results
of teaching evaluations to improve student learning
- 100% of academic department will demonstrate use of student
learning outcome results
- The pass rate of EKU students taking licensure or certificate
exams will be at or above the state or national average
- 85% of students who complete general education courses will
achieve the assessed learning objectives for that course
- 85% of respondents to the Graduating Senior Survey will
rate the items related to instruction as "excellent" or "good"
- 85% of respondents to the Survey of Graduate Degree Candidates will
rate the items related to instruction as "excellent" or "good,"
"very much" or "quite a bit," or "very challenging"
or "challenging," as appropriate to the response scale of
the item
- 85% of respondents to the alumni survey will rate EKU faculty good
or excellent regarding quality of instruction, content expertise, and
knowledge of real work expertise
- 85% of respondents to the alumni survey will rate the content of their
academic degree program as good or excellent and challenging or very
challenging
- Maintain the Educational Professional Standards Board (EPSB) Quality
Performance Index (QPI) at or above 3.50
Strategic Direction 3.2
- Create and implement a mechanism to collect information
on number of faculty, staff, and student publications, presentations
and research citations to establish baseline data
Strategic Direction 3.3
- Develop and implement methods to document number of university-sponsored
community service activities
- Develop and implement methods to document number of university-sponsored
Service Learning Courses
- Increase the number of student participants in university-sponsored
community service activities
- Increase the number of student participants in university-sponsored
Service Learning Courses.
Strategic Direction 3.4
- 100% of administrative and educational support units will
demonstrate that they have assessed their performance on their educational
objectives and used the results to improve their programs, services,
and/or operations as appropriate.
Strategic Direction 3.5
- In any year, the number of OSHA (Occupational Safety and
Health Administration) recorded incidents will not exceed 3% of the
total number of university employees
- At least 85% of EKU's academic, service and residence hall square
footage will attain a "condition and needs assessment" rating
of remodeling-B or higher by facilities services, and at least 80% of
square footage will attain a rating of A
- Develop and implement a system to track the rate at which vacancies
are filled with the top candidates
- In any year, the percentage of turnover of non-exempt staff, with
fewer than 5 years in service, will be equal to or less than 10%
- In any year, the percentage of turnover of exempt staff, with fewer
than 5 years in service who return will be equal to or less than 11.5%
- In any year, the percentage of full-time faculty with fewer than 5
years in service who return will be greater than or equal to 90%
- EKU will reach and maintain compensation package norms in rank and
discipline comparable to benchmark CUPA averages accounting for cost
of living
- Increase support for Office of Sponsored Programs comparable to universities
with similar grant awards
- Increase compensation packages (stipends, tuition wavers, insurance,
research support, etc.) for graduate assistants to a level comparable
to benchmark institutions
Strategic Direction 3.6
- By the year 2010, an acceptable QEP will be developed and
implemented
- 100% of all Reporting units with Educational Learning Objectives will
include a goal, learning outcome or key performance indicator in their
2006-2010 Strategic Plan related to critical and creative thinking and/or
communication
Strategic Direction 3.7
- Implement and enhance the Resource/Funding reallocation
plan
- Maintain or increase the current faculty to staff FTE ratio funded
by institutional dollars
Strategic Direction 3.8
- 100% of academic planning groups (Colleges) will demonstrate
external workforce constituent involvement in developing and assessing
academic programs
- Explore and develop doctoral programs that satisfy the mission of
the University
- 85% of respondents to the alumni survey will agree or strongly agree
their education at EKU prepared them for employment
GOAL 4: To develop and enhance an environment
facilitating intellectual curiosity, cultural opportunities and problem-solving
abilities for members of the University community.
STRATEGIC DIRECTION 4.1: Enhance professional development
opportunities.
STRATEGIC DIRECTION 4.2: Enhance facilities, resources
and opportunities for faculty, staff, and students to pursue creative
endeavors and research.
STRATEGIC DIRECTION 4.3: Develop and implement a plan
to increase the amount of time available for faculty and staff to pursue
professional activities, creative endeavors, and research
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Performance Indicators
Strategic Direction 4.1
- 100% of planning groups will develop a professional development
plan with demonstrated progress towards measurable outcomes
- 90% of faculty and staff will participate in at least one
professional development activity annually
- Increase by $500/person annually university-level financial support
for tenure track and library faculty participation in professional development
activities to reach $2,500 per person by 2010
- Increase financial support for university-level faculty development
opportunities by 10% per year
- Human Resources in consultation with Staff Council will create, implement
and fund a plan to address staff professional development needs as identified
Strategic Direction 4.2
- The percentage of freshman who intend to and seniors who
completed work on research projects with a faculty member outside of
course or program requirements, will not be more than 3 percentage points
below the national average, according to NSSE data.
- Increase external research and public service expenditures
per full-time faculty and staff by 10% annually
- To encourage research productivity resulting in promotion
the university will increase the stipend for promotion by:
- $300/year for Assistant Professor/Assistant Librarian for a target
of $1,800 by 2008
- $400/year for Associate Professor/Associate Librarian for a target
of $3,000 by 2008
- $500/year for Full Professor/University Librarian for a target
of $4,500 by 2008
Strategic Direction 4.3
- 100% of planning groups' professional development plans
will include a strategy to address faculty reassigned time and/or staff
time for scholarly and creative endeavors
- Increase by 10 percentage points, the percentage of faculty with reassigned
time specifically for scholarly and creative endeavors by 2010
- By 2010, all faculty actively pursuing scholarly and creative endeavors
will receive a one 3-credit hour course reassigned time per year
GOAL 5: To increase and enhance external and
internal constituency engagement, while maintaining a connection with
the southeastern region of Kentucky.
STRATEGIC DIRECTION 5.1: Increase net external funding.
STRATEGIC DIRECTION 5.2: Enhance partnerships with business,
community, and educational entities.
STRATEGIC DIRECTION 5.3: Enhance external and internal
marketing and public relations to increase visibility.
STRATEGIC DIRECTION 5.4: Enhance EKU's sense of stewardship
of place by increasing its commitment to Southeastern Kentucky.
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Performance Indicators
Strategic Direction 5.1
- Increase net external funding in grants and contracts by
5% annually to reach $80 million by 2010
- Increase net external funding in private support by 9% annually
to reach $4 million by 2010
- Each year, increase percentage of the Alumni of record who give to
the university to reach 13% by 2010
- Increase the percentage of faculty and staff participating in externally
sponsored programs to 25% by 2010
- Reduce the net internal review time for grants and contracts to an
average of 5 business days
Strategic Direction 5.2
- Increase number of collaborative projects with business
by 10% annually
- Increase number of collaborative projects with community/government
10% annually
- Increase number of projects with educational entities 10% annually
Strategic Direction 5.3
- Design and implement a plan for marketing and public relations,
with measurable outcomes, intended to increase and enhance external
constituency engagement
- Increase the broadcast news coverage Advertising values
by 5% per year to reach $4,547,315 by 2010
- Increase the print news coverage Advertising values by 5% per year
to reach $2,110,396 by 201
Strategic Direction 5.4
- Maintain current institutional monetary support awarded
to residents of EKU's service region
- Increase retention by 0.5% per year, and graduation rates by 1% per
year for students from EKU's service region
- Increase number of collaborative projects with businesses in EKU's
service region by 10% annually
- Increase number of collaborative projects with communities/governments
in EKU's service region by 10% annually
- Increase number of collaborative projects with education entities
in EKU's service region by 10% annually
- Increase research dollars specifically targeting issues in EKU's service
region
- Continue to offer at least 6 courses per semester with EKU's service
region as a content focus.
- Increase monetary support for mentoring, tutoring, and other academic
support for students from EKU's service region
- The majority of EKU students will come from the University's service
region
- The Eastern Committee on Responsible Environmental Stewardship (ECRES)
will create and implement a plan for increasing campus environmental
stewardship
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