 Yes, you may begin to go. Thank you. Good morning, everyone. Welcome. Merry Christmas. Happy Hanukkah. Happy holidays. I'd like to call to order the Committee on University Governance, the ECSU, and once I'm sorry. We're calling this is Board of Trustees of the endowment. Oh, I'm sorry. Thank you. Board of Trustees of the endowment. Wrong script. Meeting to order. As the chair of the committee, I want to remind everyone that we will be conducting today's meeting pursuant to the new amendments to the Open Meetings Act that apply during states of emergency. The amendments were signed into law and allow the public bodies to meet the electronic means. The new law does require, however, that we take all votes via roll call, which we will do today. Additionally, pursuant to the amendments to the law all chats, instant messages, texts or other written communications between members of the board regarding the transaction of the public business during the remote meeting are deemed a public record. Finally, I will ask all committee members, board members and participating staff to please identify yourself before participating in deliberations, including making motions, proposed amendments and raising points of order. I will now call on Ms. Sanders to do roll call. Good morning. Board of Trustees. Trustees. Jan King Robinson. Present. Council members. Present. Andy Culpeper. Right. Paul Tine. Present. And Chancellor Carrie Dixon. Present. Dr. Peter Ealy. Present. And Vice Chancellor Lisa McClinton. Present. Thank you. Roll call. Everyone is present. As chair of the board of trustees committee of the endowment, it is my responsibility to remind all members of the board of their duty under the state government ethics act to avoid conflicts of interest and appearances of conflict of interest as required by this act. The board member has received the agenda and related information for this board of trustees committee meeting. If any board member knows of any conflict of interest or appearance of conflict with respect to any matter coming before the board of trustees at this meeting, the conflict or parents of conflict should be identified at this time hearing none. I'll call for a approval of the minutes. May I have a motion. Thank you. Thank you. May I have a second. Peter Ealy second. Any discussion hearing none all in favor. I guess roll call Miss Sanders for approval roll call for the pool of the minutes. Jan King Robinson. Yes. Thank you. Trustee Culpepper made the motion. Chancellor Dixon. Yes. Dr. Ealy made the second. Paul time. Yes. And Lisa McClinton. Yes. The minutes are approved. Thank you. I will call on our able staff to move us through the agenda. I'll call on, I'm assuming it's, I, you know, I have lost my order. So I'm going to just call on Lisa McClinton RBC of business and finance. Good morning, everyone. Good morning. I just want to give a quick update on endowment committee for the university. Can you see my screen. Yes. So just to give you a few update, you can see from the chart that the endowments have recovered completely from COVID-19, which is great. So they're still moving along. It should have been a little higher based on projections like a year ago when they project out like investments for the year, but I will take this that we have completely recovered from COVID-19 and earn back the quasi earnings that we had prior to COVID-19 here. And then just to give you an update from the last time we have met, which was in June, the inception to date was like 5% for the university where you can look today is at 7.83% as well as the foundation has increased to 6.13% where it used to was at 4.89%. And that's mainly because they have a current gifts to. So that was really good to kind of see can kind of tell you since the exception, it is still moving back up should be a little bit higher based on the performance, but we have recovered completely from COVID-19. So that's a great thing. Another that that is my update for endowment. I think Anita might give updates as well. Thank you VC McClinton. Does anybody have any questions on the report. Comments. All right, we'll move to VC Walton. Believe a VC Walton will be reporting during the finance audit and university advancement, unless you have VC Walton. I do not. I don't have an update. All right. Are there any other matters to come before the board of trustees, committing on the endowment this morning. Right. Hearing none. I will ask for a motion to. In the meeting. I hear motion. Peter. Second. Second motion. All right, roll call in favor. A roll call for the adjournment of this meeting. Trustee Jan King Robinson. Yes. Trustee Jimmy chambers. Yes. Trustee co-pepper offered the second Chancellor Dixon. Yes. Dr. Ealy offered the motion. Trustee time. Yes. And vice chancellor Lisa McClinton. Yes. Thank you all without objection, then we stand adjourned and we have three minutes before our next two minutes before our next meeting. Thank you. Thank you, Dr. Ealy for it for your time and joining us this morning. Yes, thank you, Dr. Ealy. You're on mute trustee bunch. I'd like to call to order the meeting on academic excellence and strategic growth. As chair of the committee, I want to remind everyone that we will be conducting today's meeting pursuant to the new amendments to the open meetings act that apply during states of emergency. The amendments were signed into law and allow for public bodies to meet via electronic means. The new law does require however that we take all votes via roll call which we will do today. Additionally pursuant to the amendments to the law all chats, instant messages, text or other written communications between members of the board regarding the transaction of the public business during the remote meeting or deemed a public record. Finally, I will ask all committee members board members and participating staff to please identify yourself before participating in deliberations, including making motions proposing amendments and raising points of order. Saunders, if you would now call the roll. Your committee on academic excellence and strategic growth trustees, Len bunch. Present. Harold Barnes. Trustee Harold Barnes. Chris Evans. Her bonds is present. He's having some struggle with the new button. I thought I saw him. Yes. Chris Evans. She's here also. And Stephanie Johnson. Present. Okay, as chair of the academic excellence and strategic growth, it is my responsibility to remind all members of the board of their duty under the state government ethics act to avoid conflicts of entrance interest and appearances of conflict of interest as required by this act. Each member has received the agenda and related information for this board of trustees committee meeting. If any board member knows of any conflict of entrance or or appearance of conflict with respect to any matter coming before the board of trustees at this meeting. The conflict or appearance of conflict should be identified at this time. Having none, I'll ask for the approval for minutes for this September 21 2020 meeting. Do I have a second? Second Stephanie Johnson. All those in favor say, well, we have to vote. Yes, I will do a roll call for the approval of the minutes. Lynn bunch. Move. Okay. Trustee Barnes made the motion is trustee Evans minutes. Here. Approval of the minutes. Yes. Thank you. And trustee Johnson made the second minutes are approved. Thank you. Okay, we have no items for action this morning. However, we do have a fairly lengthy report on information items things have been really popping around the university. So at this time I'd like to call on Dr. Ward to present us with those items. Thank you. Thank you so much, trustee bans. So of course I would like to begin our presentation my presentation today with our SACs road to reaffirmation timeline. SACs is still of course at the forefront. We had our off site peer review from November 3 through the 16. And we did receive our response to our off site report on November 16. There were eight items that we were not in compliance with basically needing additional information. We are confident that we will be able to address those. That's about 50% of the normal reviews that off site, give for non compliance so we are extremely excited about that. We will be able to address those those focus report information is due February 1. In addition, the quality enhancement plan which focuses on career readiness is also due February 1. We will have our one site which is going to be 100% virtual I believe I announced that in September, and that is scheduled for March 15 through the 18th and so we are well on our way and confident about our reaffirmation process. In terms of spring 2021 our semester is about 53% of our courses will be offered and face to face that's about 30% are totally face to face 23% are hybrid 47% will be offered online. This is a slight increase from the fall and the fall we have 41% of our courses offered online this semester will have 47 but still in line with the other UNC system institutions. On some of the slides you'll see a comment at the top in red in this one here's an example where I have 1.5 expand the national prominence of our aviation science program. If one of the slides actually ties to the strategic plan, I will indicate it using this heading at the very top. We are working on how Abby accreditation that is our aviation science accreditation. We've already had our one site visit, which was done virtually. We have initial responses were submitted on December 1 and we have until January, the fifth in order to respond to that. We hope to get information on our initial accreditation we do not currently have at the accreditation for aviation science so we should determine figure out if we were able to receive that in March. We also had November was a busy month for accreditation to Abby occurred in November we also had our ACSB accreditation for our business administration accounting and sport management. We had that on site visit also in November. We did not have accreditation for sport management so this is our initial request to get that program report accredited. We were asking to be re accredited for business administration and accounting. And that visit went well we have until I believe January to respond, and we should learn about our status in March as well. And then thirdly in November we had a bit, which is our re accreditation for our engineering technology. It's a similar timeline and so we should learn early next semester whether or not we are reaffirmed for a day. In addition to sacks. We also have three different program accreditation that have occurred during the month of November. We continue to identify strategic opportunities for sustainable growth one of the areas that we are really looking at our community colleges. Signed an initial or co admissions agreement with Vance Grand Ville Community College. This is initial community college that we did not have a relationship with. And actually they are the second largest producer of associate degrees in the state of North Carolina so we really are excited about this initial partnership with them. We do have articulation agreements that we are working on one in business administration and one in community computer science or engineering technology. And so we are really thankful for this relationship that we are building with Vance Grand Ville Community College. We continue to work with the College of Albemarle which of course is our number one feeder. We're currently working on two articulation agreements. One in business administration and one in social work and they are in the final stages they should be signed in late January. As well as pick community college of course we already have two articulation agreements with them, but we are working on a specific one in graphic design, which is a program that we've seen significant number of students transferring beginning this fall semester. In terms of Wake Tech Community College I share with you all in September that we started a relationship with Wake Tech Community College because of their acquisition $10.6 million acquisition of land and Eastern Wake. Particularly emergency management and unmanned aircraft systems as well as some relationship for articulation agreements. I just wanted to share with you a new video, a four minute video clip that they have that highlights that partnership. And an adjacent public safety driving track central to this unique facility will be a simulation center, a mini city if you will housed within the building that will prepare our first responders with realistic simulations of the real life emergency situations that confront them in their important roles. To support these efforts this facility will serve as a new home for our emergency management technician programs. In addition, it'll be home to state-of-the-art labs for training opportunities in unmanned aircraft systems and will be bordered by a UAS, an unmanned aircraft system pavilion. And then the new partner we're very excited about is Elizabeth City State University. North Carolina's leader in aviation based university program. UNC's designated leader for aviation and particularly for us important with unmanned aircraft drones where we'll have a close collaboration with their site here as well as their great work in emergency management. That will tie in seamlessly with what we'll be doing here with our new public safety 4.0 facility simulation simulation center that will provide large scale reenactment opportunities and a new form of emergency response management training. Seamlessness in terms of our employment partner, seamlessness in terms of our close educational partners will create a very unique, I think one of the kind of opportunity for a technology world of the future that will happen right here in Eastern away North Carolina. City State University is the only university in North Carolina that offered a four year degree in aviation science. So we are thrilled to be as we prepare students for the aviation industry. We have a pipeline of students who prepare to go into either aviation, avionics, aviation management, unmanned aircraft system or air traffic control. And so we have a full degree program with an array of options for students to choose from. And so we're quite positioned in a way that the uniqueness of this program will provide opportunity for partnerships such as the partnership that we want to pursue the great tech community college. And in fall of 19, we started our unmanned aircraft systems degree program. And we are the only university in North Carolina that offers a four year degree in unmanned aircraft systems also known as drones. And so this is exciting for us as we prepare our students to be innovative as we prepare them to be trained for the use of the grounds to become private and commercial pilot. And just all those things that we want to make sure that our students are well equipped as we look at continued partnership around the aviation industry in our country. Emergency management degree program and the city state university is one of two in North Carolina. And what we have done at ECSU is we have a department of aviation science and emergency management because we understand how strong that partnership is when it comes to skills and career opportunities for our graduate. And so the partnership with late tech will just take that to the next level as we leverage the opportunities to train and provide skills for people who pursue careers in either aviation, drones or emergency management. And so when we think about who would be most attracted to this and I think Scott you mentioned, you know, when we think about our law enforcement officers, our EMS, you know, all of those career opportunities were able to provide skills and experience with an experience faculty who are helping students to determine the best match with looking at how they can use cross discipline opportunities for their degree program. And so we see that some of our students are really interested in that cross discipline experience with unmanned aircraft systems and emergency management. And so as you can see, again, you know, each of our community college partners are special, and we are partnering with them in unique ways to make sure that their students are able to transfer and so we are excited about our partnership, our new partnership with Vans Grandville Community College, continue partnership with CLA, as well as Pitt Community College and then this future partnership with late tech community college. I talked to you all about the COVID-19 mitigation grant again that's a $1 million grant that we got from the North Carolina Collaboratory. We were able to purchase real time to real time PCR machines which we are continue to test as well as doing outreach testing to North Eastern North Carolina. We have already visited these 11 counties here and we are continue to visiting counties throughout really the month of December. This initial project will end at the end of December. Some counties in our 21 counties service area you'll see we have not visited and in some we don't plan that's because they some of our families already have a robust testing procedure and so we have of course reached out to them but we just are not going because we feel like that area is already being served. But there are additional counties that will be visiting. The one thing that I do want to highlight about this grant is really its connection to our strategic plan to incorporate opportunities for our students to learn through experience. This project although of course heavily science related is really an interdisciplinary interdisciplinary group of our students from biology students. Our master students are actually the ones who are doing the testing on the real time PCR machine. In addition to our graphic design students who are documenting as as they go through history students are doing some of the actual interviews of participants. We are we are our unmanned aircraft system students are recording video as well as our pharmaceutical science English and even our ROTC students are working on the logistics. When we set up some of these sites so this is really the future of the academic programs and it began on this mitigation grant. In addition we are also getting a lot of nice press through the grant. Of course, wavy TV 10 of course daily advance. Even the Chawan Harold and W. T it and news has also picked up stories on this. Even through the pandemic we continue to promote and then academic environments this centered on student success so these are just some examples of the things that we have done. We've had a virtual International Week program that we've offered for many years during the month of November we continue to do that. We had our freshman walk and our freshman pinning ceremony a tradition that we continue, as well as even a meeting with our chancellor scholars. We continue to offer virtual and opportunities for our students we had a virtual presentation by one of our business professors Dexter for nail was work with a Grammy award winning singer. I work with the drone mapping at Audubon pine island sanctuary and even a history walk that we did again while maintaining our social distance with our students. Of course, you know, second only to sacks we still understand the importance of enrolling our students and so we will still admit students for the spring and so here is an overview of our new spring 2020. And so we have 113 confirmed students, you can see that in comparison to our spring 2020. So we only admitted 89 students in spring 2020 we're on pace to admit at least 113 113 students have actually confirmed that they will attend. Our overall fall enrollment, which of course is extremely important you can see that we are up in every category from applications completed applications to admitted students to confirm students fall 2021 is in blue and in a second I'll tell you, you know why such a drastic increase one thing that's leading that drastic increase. When you look just for our comparison to last fall fall 2020 again our fall 21 applications admitted students and confirmed students is quite a bit up from where we were last year. One of the things that's really leading this kind of new increase in admit students is for the first time this year, we joined the common black college application. And so we joined that initiative in August and what this does is it allows students from all across the country to submit one application but then they can choose which universities they would actually like to submit and so we have not been a part of this. There are actually not a lot of North Carolina schools, public North Carolina schools that are part of that, but we made a decision this year to join that and so you can see that's one of the reasons that's boosting our actual applications and so this is just a quote by their founder, you know today close to a quarter million students have completed the common black college application. And then lastly before I show just one last brief video our winter open house is scheduled for February 6. Again, in keeping with most of our activities for the fall and all of our activities with admissions this will be 100% virtual but we've learned a lot we've already had to virtual open houses and so we've learned a lot and so we are really gearing up to prepare for our open house in February. And then lastly I'll share just a quick video that just highlights what we've been doing this semester. I'm president of the UNC system. I'd like to take a moment to address a concern that's on everybody's mind today. COVID-19, the novel coronavirus. That was submitted to be an email. In terms of course delivery methods for the fall semester there will be a variety of course delivery methods. Some courses of course will be offered online. There will be other courses that will be offered in a hybrid format. Hopefully you were able to see that even through this pandemic our faculty have been extremely innovative and have worked on ways to figure out how to not only deliver the content material but still engage our students. And I hope you realize that at the very end I put the actual student who was responsible for the music for that song, who is a major for music so thank you so much trustee bunch of course I'll entertain any question. Thank you Dr. Ward. Does anyone have any questions for Dr. Ward? I do. This is trustee Johnson. That was very exciting. There's nothing more beautiful than to see it in works itself. So you did a lot of, I know you talked about and you shared about the mitigation project that was going on where you were testing people. How many were you able to test in the end so far? I don't have the exact number. I'll tell you we went to one county and it was 65 people just at one county. We also work on some of the testing but I will make sure that I present that number. I will say one additional thing. We already had purchased a deep freezer of course you all if you've been following the vaccine you'll know that one of them has to be extremely cold. We had already purchased ahead of time back in August a deep freezer and then the grant actually outside of these funds purchased a second deep freezer. I'll be in conversation today with the North Carolina hospitals in the area because some of them don't have deep freezes will have to they go to negative 80 degrees and so we will. That's kind of the second phase but I'll provide the number of testing when I do my presentation in March. That is so exciting that we're dealing with people in the communities in the constituents. The last thing I wanted to ask you is if this had anything to do, not what we just talked about. But just before we came on an email came out that shared that there was a survey that went on and staff members were pretty happy. Is that something you can share is that coming up early later because I just I just think that's important. Yeah, I think I'm sure the chancellor will mention it doing doing her remarks but you know we under the chancellor's leadership we got the initial results two years ago and we've had at the cabinet. We really listened to what they said and so we made some concerted efforts and so we as an executive team are really excited about those initial results and I'm sure the chancellor will share those in her presentation. Thank you so much that was I'm so appreciated to know that that you do listen because as leadership you do have people have to know that you're listening to some of their concerns that you're acting on some of them also. So thank you and I look forward to the chancellor speak. I have a question. Thank you very much. Okay. Okay, Provost Ward. It's just a pro advertising I just want to know what this common black college application. And you mentioned that we were having an increase in enrollment. Do you know about how many applications that we have received from from the, being a member of the common black college application. I want to make sure that I get that information to you. Okay, what was the cost to be a member of that group. Well, they gave it to us this year for free another reason why we definitely joined this year. And so, you know, we will negotiate the cost in year two, but this year was free. So you're going to be monitoring the numbers that you get from that. I don't determine if we will continue, not only just the numbers but the yield how many come so I'm excited that they're applying I'm excited that they're completing and I'm excited, excited that they're confirmed but I need to see that they are attending. And I think that what this is really going to drive up is our out of state students because our North Carolina students already applied through an avenue that we have used for years. So this is really increasing the out of state students that some students probably never even heard of us, but because of the common black college application now they know that we exist. I know you mentioned Pitt Community College we have articulation with them. We do. I was talking to President Rouse on Saturday, we, you know, he called me by playing some golf, brother ground. So we were talking on Saturday, and, and he mentioned that I was telling him, you know, we, we want to get more students from Pitt Community College. So, you know, I say, especially an aviation. He said, well maybe we can sign, we can meet with chancellor and the provost and talk about articulation in that two year degree program, where they can transfer on to the Elizabeth City State University, which I think will be a good dialogue to start having with them on a different on another type of articulation to get those type of two year students. Right now we already have articulation agreements with Pitt Community College and business administration criminal justice and birth through kindergarten, and we're working on an additional one in graphic design. We do a lot of press the chancellor had was on the interview last week I did another interview with the communication area at Pitt Community College reach I think five radio stations as well as some Facebook live so we can expand and value our Pitt Community College partnership but we and we will continue to look at ways that we can expand that so thank you very much I will follow up with a chance to win that. Okay. Are there any other questions. Have one more question. Do we do we have a register. We don't but we are actively searching if anybody knows someone who wants to apply. We have an associate registrar right now and looking. I don't know if you all knew but the registrar position actually was a joint position with the associate so I've split them up so I'm just looking for a registrar. I sometimes don't understand how important a registrar just a standalone registrar is, and so I'm looking and the ad is out I'm not sure if it closed last Friday or not but we have already begun advertising for that and we will be searching actively for that. Right I know that's a really big job so that's why I asked. Yeah. Thank you you've done a super job with it though. Thank you. I have one other question. Follow up on Stephanie with the with the covert 19 so on campus how often do we do testing on campus with the students. And so I'm testing on campus is under Gary Brown I'm sure that in his presentation he will indicate. Okay. There are any other questions. Dr Ward want to brag on herself and on her staff but I'm going to take just a moment. Fair and I talk outside of the committee meetings and her folks have just done an outstanding job one of the things she will not tell you about the saxes they only had eight recommendations that is almost unheard of to have that few. And the two major areas that an institution normally get some are faculty credentials and institutional effectiveness, we did not have a recommendation in either one of those areas. So I think that's just outstanding. Thank you so much that was definitely a weight off my shoulder so you know let's get through March and let's get reaffirmed there's a lot of happiness on the other side of the information but thank you so much for your support trustee. So, if there are no other comments, then at this time I asked for a we will adjourn without. Comment I guess. Correct. Okay, we are adjourned chair Robinson we have about I think about seven minutes. The next committee presents. Thank you miss Sanders. We're ready to continue. Good morning I'd like to call the committee on student excellence to order. And I would ask Miss Gwen to call the roll call please. Sure. Committee on student excellence trustees Kim Brown. Yeah. Phyllis Bosemworth here. Jimmy chambers. Here. Stephanie Johnson. Present. And Tracy swing. Tracy swing. He's here. He's here. Yes, he's here. Okay. As the chair of the committee I want to remind everyone that we will be conducting today's meeting pursuant to the new amendments to the Open Meetings Act that applied during states of emergency. The new amendments were signed into law and allow for public bodies to meet via electronic means. The new laws do require however that we take all votes via roll call, which we will do today. Additionally pursuant to the amendments to the law all chats, instant messages, text, or other written communications between members of the board regarding the implementation of the public business during the remote meeting are deemed a public record. Finally, I will ask all committee members board members and participating staff to please identify yourself before participating in deliberations, including making motions, proposing amendments and raising points of order. So as chair of the student excellence committee, it is my responsibility to remind all members of the board of their duty under the state government ethics act to avoid conflicts of interest and appearance of conflict of interest. As required by this act, each member has received the agenda and related information for this board. This meeting. If any board member knows of any conflict of interest or parents of conflict with respect to any matter coming before the board of trustees. I would ask at this time that that conflict or parents of conflict should be identified hearing none we will proceed. We will have three different reports we will start with the report from VP Gary Brown, and then we will have a report from my athletic director Mr George Bright and then finally we were here from our SGA president, Jimmy chambers. Trustee Brown, we need to act on the minutes. Thank you. I have forgotten that. So before the reports. Can we entertain a motion to receive the minutes from our last committee meeting. This is still as far as been worth. Make a motion that we approve minutes of the last meeting. This is Stephanie Johnson. I second that. All right, there is a motion on the floor it has been seconded. Madam Secretary will you call the roll for a voice vote. Yes. Approval of the minutes. Kim Brown. Yes. Trustee Boson worth made the motion. Jimmy chambers. Yes. Trustee Johnson off at the second. Tracy Swain. Yes. All right, Mr Brown. The floor is yours, sir. All right, good morning to each of you. And thank you so much for to Chancellor Dixon chair Robinson committee chair Brown and all members of the board of trustees for the opportunity to share an update with you related to the division of student affairs can you all see my slides. Yes, yes. Within this meeting, we will focus on four different areas will provide fall 2020 highlights will provide some updates related to the 2020 2025 strategic plan. In particular, giving you an update on our year one progress report. There's some information with you related to COVID-19 and our preparations for spring 2021. And then I'll also introduce you to some new hires within the division of student affairs. BC Brown, can you make your screen bigger by clicking from current slide. Well, from the beginning. Hold on one second. Give me one second. I'm going to stop sharing real quick. Okay. And chair Brown, while BC Brown is getting prepared, I just want to announce to the board that we have a graduate. BC Brown graduated with his PhD from North Carolina anti state university on Friday so we are so so happy. Congratulations. Now that the Gary Brown and we're proud of him. Wow. Congratulations, sir. Thank you. Thank you. I'm sure they have trained you in how to properly enunciate Aggie pride. I heard a little bit of that. Congratulations. Thank you. Thank you very much. Can you all see the screen better now. Yes, yes. Very good. So from a fall 2020 highlights perspective related to you all know we've been in the midst of a pandemic. And so much of our work is focused around how we respond, how we engage, how we continue to do the work in the midst of COVID-19. And from a student engagement and student services perspective, all of our programming and services throughout this past semester have been offered in a hybrid format. We've been had really no face to face programming mostly all virtual or some kind of pick up and go opportunities. And then our student services units have actually met with students virtually as well. There's been a great amount of innovation and creativity from our staff, as well as from our students in this time which I believe is one of the one of the benefit. This time frame and we've launched some new initiatives and include some process as well from a student health and counseling services perspective. You all have probably seen these numbers before, but our cumulative number of positive COVID cases on our campus as it relates to students from July one, until they left to go home in November right after Thanksgiving was 63, which I think truly is something for us to be proud of as an institution in terms of our ability to mitigate the threat that existed related to COVID-19 and also to manage our process here on campus. There were over 1070 COVID-19 tests administered by student health services. These tests are actually separate and apart from the mitigation project that Dr. Ward previously spoke about and pretty much were facilitated amongst all amongst our student body in full. And this was a combination of surveillance testing, contact tracing that occurred, and then also students who just wanted to come in to get tested. We do offer testing every single day to any student who wants to do that, but we do also have a formalized process by which we invite students to come in so that we can complete our surveillance testing approach here on the campus. From a counseling services perspective, we actually had 173 counseling hours that were facilitated this year and 150 counseling appointments. And I just wanted to offer this as a point of note. We only have 1.5 FTE in our counseling center. And so you can tell that our counseling center truly was impacted greatly. There's a lot to that, whether it's COVID-19, the political climate, social unrest that exists across our nation, or just the stress of in general. This number actually exceeds the number of face to face appointments that we had even prior to COVID. And so we are doing some intentional work to expand that staff so that we might be able to better meet the needs of our students as well. From a residential life perspective, we maintained just about 80% of our occupancy within our residence halls. We did not allow any external or internal visitation within the residence halls. We increased the cleaning within all of our residence halls in particular restrooms within particular rooms. And we encouraged our students at the conclusion of the semester to exit within 48 hours of their last exam. And that was really for us to help ensure that we could close our semester well and our students could get home as safely as possible. And then we are doing some cleaning of our residence halls during the break. We typically do some cleaning, but we're actually going a step further and doing a little bit more than we normally would because we want to ensure that our students are able to return in a safe way. I do have some student feedback that I would like to share with you all this morning via video. It's about five minutes. And so I'm going to cue that video now for your enjoyment. Yes. I thought for my first year like I wanted to have an interaction, especially with HBCU is a different experience. It's very important to get to make a portion of it fresh and I didn't want to expand my freshman year at home. Even though it's not the most ideal freshman year, I still didn't want to. So part of the reason as to why I chose to return to campus for this academic semester was to kind of escape hard life. Kind of through the board back at home, but I wanted to come back to finish my academic matriculation here at HBCU. And to kind of get like a feel of people who do the best to come back. My decision to come back to campus was based solely on my commitment to school. I believe that being online school is very difficult for me at times, being that HBCU allows me to have some partial moments inside of the classroom, allowing me to collaborate with my professors and just something I'm going to want because you can't get that same connection over a computer desk. I decided to come back to campus because some of the fact that it would just be more beneficial for me personally because of the fact that I plan for telling because more of that, I don't know how they feel about that, like in general highway system. And as it's more distracting for me, so I just preferred to come back down to school where I know I can't be focused on. I decided to come back to campus this semester, being that I truly could find the plans and everything that ECSU is doing to ensure our administrative faculty staff has student safety here on campus. I came back to campus this semester because I want to visit and be here. I know that there's changes with campus life because of the COVID virus. I just want to be here and help me and be involved with campus life. I came to campus because of whatever we had about the HBCU experience and it's pretty amazing so far, even though it's restricted at the moment, but it's going to be great. So, and also I came here. It's been great, but I decided to come back to campus because I feel like, well, I have a chance. I feel like if I do things right, that could stop me from progressing or if I stop, what am I teaching her about children that may come your way, that could stop me. I feel like my university is doing a great job. It makes them virtual and a person at best, keeping it social distance, friendly for everybody. That Elizabeth student is really trying to make sure students don't get the full listing. And maybe that the virtual events and some of the on campus events will still be on the stage and it makes students feel a little bit better about this situation and try to get to the need. So, the school has done a great job separating, you know, keep people separated and keep people clean and healthy. They keep us up to date with everything going on COVID-wise. I've learned that everything is changing now. We got to get used to the way life is now. But as long as we listen to, you know, the health officials and do what we're supposed to do, you know, school can go on as opposed to, you know, get better in our lives. Seeing all of the students that come to teach them how to get more to the code and ensure that they were on the boat. I was afraid that LGBTQ was the best because that's allowed them to come together. The school is showing love to the people that sometimes don't feel that love. And I'm not finding what I'm for the support of you guys. Most people feel like they're not included, but we included them instead of excluded. During the course of the summer, a man named Lloyd was murdered and I felt like it played a huge role in my decisions for this year. Being that a lot of lives are who they are, it really plays a big role in who I am as a person and my intentions on this earth. Being a minority myself, I feel like it's my place to stick up for people that are able to voice their own opinions. It's really sad that even my voice could make more of a difference than another person. And I feel like it's truly a fair, but that's the case at the end of the day. I'm going to be shooting my part on this earth mission as those who wish to. Being on campus, I play a great part in planning the student events, helping with the virtual events, so being here helps them. I feel as if it was like a good experience because we still stay engaged with each other. And it just so does that we can still have a community, even though things are going on with one another. I feel like I'm still something new for the community. I recently joined the fraternity of Mexico High, if it's maternity incorporated. And to be a part of that and be with my brothers out there, helping people go and we walked the dude in there that was felt like he was being suppressed by a voter suppressed and all that. So that felt good and made me feel like I was actually back in the community. The coronavirus definitely helped me help me gain knowledge because every day you have to wake up and know how to adjust. And I think the coronavirus definitely helped us learn how to adjust the people before no matter what. Things may come your way, but it cannot stop you. You adjust to it or you just like give them. I feel like it's hard work. We had a thing outside the box. They try to keep students engaged. It wasn't easy when it was worth the try. So what we learned, everything that we learned from our successes that I failed, we learned from it and we're going to try to make it better for the next semester. I had numerous things going on in my life and just to know that I conquered and I stayed on top of with my academics and it really showed me that I can do anything that I put my funds. All right. And so we wanted to provide this video to you all so that you would be able to hear from some of our everyday students. Is that me? It really showed me that I can do anything. The video sounds like it's the video still. All right, sorry about that. So we wanted to show you this video so that you might be able to hear from some of our everyday students, including our SGA president at the very end, who his leadership has been outstanding this semester. And I'm sure he'll talk a little bit about what it is that he's done in his area of focus. All 2020 highlights are related to project gap, which is branding advanced preparation. This is our workforce development program that's funded by the Golden Leaf Foundation. And we were provided funds to establish an educational support program that targets disconnected 18 to 24 year old young people with the primary objective of providing them skills so that they might be able to attain jobs. We have a focus on actual job placement in industry that is connected here within our region. And then in the summer, there is access to a living learning community for a small portion of that population where we'll provide them an opportunity to get some exposure to ECSU and what ECSU has to offer. So we've got funding for director to job coaches and an administrative support professional for this program and I'll introduce to you the director and the job coaches at the conclusion of this presentation. Additionally, you heard the students in the video reference voter engagement. We have a heavy focus for a lot of institutions this particular semester and ECSU was actually gifted a substantial amount of dollars to do some work related to engaging our students civically. So they might make good decisions when they got into the voting box, but also in that program that project actually for some of these these dollars extends into the spring semester will continue to do the work related to their engagement in political process, paying attention to policy, and so forth is being developed from the local regional and state levels from a 2020 to 2025 strategic plan perspective. At the beginning of the year I provided you several goals that come directly from the strategic plan and I want to share some updates here about 2.15 and the goal related to tracking student participation. And so we're leveraging our technology, which is our Vikings engage app. There were actually 58 virtual events that the division sponsored this semester. And we note that almost 5000 students participated virtually or in person in events since August 2020. There's a high level of engagement in a time when a lot of places are saying that they're having difficulty garnering engagement from their students but our students are exceptional here at ECSU. I tell folks that all the time when I'm recruiting people to come here to work on my team and under my leadership and under the leadership of our chancellor that you got to come here ready to work because our students here are second to none, and they want to be engaged in some really positive projects. Additionally, we had a second goal was to seek some additional funding support for needs around our student services units, and we've been fairly successful over the last year and a half or so, since we engaged in this sort of process. So we received a grant from the governor's crime commission that we actually applied for in January and we received the funds in October of $126,000. And that actually provided us two additional staff persons related to work that will support our students in educating them around issues of sexual health and wellness and response to title nine issues. We received the grant award just last month right prior to Thanksgiving, it was a happy Thanksgiving for sure. When we got notification from the Z Smith Reynolds Foundation, about a $50,000 award and we thank our partners and university advancement and the foundation for their stamp of approval on that proposal, which enabled us and provided us a great amount of opportunity to garner those funds. We have listed here the Black Voters Matter Fund, which was provided as a part of voter engagement. We asked for $5,000, they gave us $15,000 because of the very strong work that was happening related to voter engagement to start the semester. And I just need to say special thanks to one staff member in particular, Shanta Pointer, who is an assistant director and student engagement, who took the lead on that project and led about 13 other staff members within a division in different ways in working with students to engage them in the process. And then of course you'll see another engagement opportunity. All told, we have some additional ask that we're going to be making some additional proposals that will be submitting very soon but we're hopeful that our upward trend of garnering that support will continue to be impactful for our campus. From a career development standpoint, we do have some goals there related to bridging some gaps between our students and alumni in particular. And so the very first career conversations which is bridging the gap from campus to career was held this fall. We identified five individuals who represent a diverse, had had a very diverse background in terms of the fields and industries that they work within. And we will be planning a second one of those events again. And we did actually hold a virtual career fair, which a lot of campuses across the nation went away from virtual career fairs just because they weren't sure how to, to navigate that that's a new new area to be quite honest. You know, you think career fair you think walking into a huge gymnasium or something with lots of pipe and drape and representatives from each industry being there. But we were actually successful at being able to do that. We had 54 students who actually registered, which we were, we know we still have some work to go there but we actually were engaging we engage 21 employers who participated and 17 provided one on one sessions with students in particular. And so that's high impact opportunity there from a campus climate survey perspective and our focus on diversity. We have been successful at completing our first campus climate survey for the campus. We had a goal of garnering 500 respondents to our survey. We actually exceeded that goal by 7.4% with a total of 537 respondents will be utilizing that information as a baseline for what it is that we do as we go forward as within the division of student affairs from a programming and support perspective from a as it relates to diversity. For spring 2021 and COVID-19 residential life will we were are requiring testing for all residential students. And so move in will actually be facilitated. January 14 through the 18th, we will have pre scheduled time blocks just like we did in the fall semester. Each student will be able to bring to individuals with them to assist them with the move in process. And we're requiring testing that means that you either have to have a negative COVID-19 test three days prior to your move in date. Then you have to provide that documentation to us. If you don't have the documentation then we will be doing on the spot testing on students particular move in dates and any positive test will result in an immediate requirement for the student to quarantine. And so we'll we'll we'll be working through that process. We just hosted a town hall on last week where we announced that information to parents and families and students. Our programming will be offered the same as it has been during the fall semester, but we do believe that we will end up transitioning at some point in time, hopefully as our numbers get lower, we'll be able to transition and do a little bit more on our campus related to how it is that we engage our students and we'll continue with our testing program by providing surveillance asymptomatic and contact trace symptomatic testing and contact tracing testing as well so that we might be able to keep our campus very very safe. So our new hires. I'm excited to announce three new hires from Project Gap. We invited or welcomed Miss Monica Miller to our campus at the beginning of this month. Miss Miller is coming to us from the North Carolina Department of Commerce, where she worked on a workforce development in a workforce development program there. She has a career development background. So she understands how workforce development ties in and what it takes to garner to offer opportunities for people to garner credentials so that they might be able to get job placements. Leanna Hall. We welcome from Blue Ridge Community College, which is a community college in Western North Carolina where she has served as a career coach for two years prior to now. And then we also welcome Mr. Rafael Scafa, who has worked for a number of years for youth build as a job developer previously served at the College of the Albemarle as the Vice President of student development. And then all of them are truly I think just what we need in terms of getting this program up and going and meeting the markers that we have set related to to Project Gap. For the Office of Title Nine and two staffers that we were able to garner because of the funding that we received from the Governor's Prime Commission. We welcome Miss Melvina Kelly, who has a strong background in prevention and awareness and advocacy for those who are sexually abused. And then also miss Samantha Arabella, who joined our staff as well as a victim advocate to provide support for those who who might be the victim of sexual assault and domestic violence as well. There is one final thing that I don't have in this presentation, but we have solidified our spring lineup for the community connections of performance and lecture series. And so we're really excited about that. In the month of February, all of you trustees will garner an invitation to a special session with Nikki Giovanni, who will be joining us virtually of course, but she will facilitate that for our performance and lecture series. And in the month of March, the Dallas Black Dance Theater will be providing a virtual performance, as well as a deeper in service. And then in the month of April, we are excited to welcome Mr. Fred Humphries who's the Vice President for Government Affairs at Microsoft. And that will be a huge opportunity for us. He actually is the son of a former HBCU president that I'm sure some of y'all have heard of before. And so we are excited about where our performance and lecture series is going and all of the strong work that is happening in the Division of Student Affairs. At this time, I'll pause for any questions that you might have. All right, once again sir, congratulations on the terminal degree. Thank you so much for your work. I mean, I'm sure we will say this over and over today. But let me just articulate this from a vantage point beyond just Elizabeth City State, we should be really proud of the progress and the journey of the university. And when I saw that report, I was just impressed with how much engagement had happened with students in the midst of all of the uncertainty. And one of the things we should really be proud of is the counseling hours that you know because the pressure on not just young students but on people period during this season has been just unbelievable. So to see that we have served students not just academically but emotionally and mentally is tremendously commendable. So sir, thank you so much for your leadership and for your team. And, man, just impressive. All right, we're going to hear now from athletic director sir if you are prepared the floor is yours. Well good morning everyone let me work on my PowerPoint as well. Let me stop sharing the screen so I can get where it needs to be. Excuse me one second as we get this correct. There you go. Hey D bright you're still there. I don't know if he's frozen or Okay. Okay. Okay. Good morning everyone. I hope you're doing well. Thank you Chancellor Dixon. Thank you all trustee members and of course committee chair Brown I just thank you again for this opportunity to present for a board of trustees meeting. What we'll go through today is have the opportunity to it looks like mice. I don't know what's going on here but it looks like I'm frozen so I'm going to work through this and that's okay. Give me just one second please. I don't know how missander somehow my meeting controls are frozen. I don't know if I can, if you can help me manipulate that but it looks like the frozen. I have it on multiple so you should be able to share. So that must be on your end. It was. Okay. Okay, we're going to want to try this just one more time please excuse the technical difficulty that we're experiencing, but I think we'll be able to get through pretty quickly. Yes, Miss Sanders it looks like I'm frozen for some reason. Yeah, we I think we're experiencing some Wi-Fi. I'm just got a message. Okay. Well, if, if you don't mind committee members and trustees while we work through that message. I think you might have received the presentation electronic. If you don't mind and will will flow as much as we possibly can do this technical difficulty we're not going to let it set us back. So my presentation would include today. The overview of new athletic staff are of course our C I W a winter sports statement. Of course, our basketball action plan if that's something we can do an update on the strategic plan, our mental well being awareness update our student athletes spotlight and of course just a couple photos on robots dating. You should have that in your file. If you'll see that on in your box once we're able to go when I try to work through this as much as we possibly can but Miss Sanders it looks like it's still frozen so I won't go there at this point okay. My I'd like to present to you, at least by hearing my voice our new assistant. I'm sorry associate director of athletics for compliance. His name is Jacob Mullins. Jacob, I'm very happy to welcome Jacob Mullins to ECSU athletics. Jacob bring significant quality and experience and NTA compliance. And he places values on academics, developing leaders and the overall balance of the student athlete experience. Very excited to have him here as we add to this athletic administrative team and build that championship culture. Jacob comes to us from Lincoln University and prior to his arrival in Lincoln Jacob comes to us from Bryn Mauer College which is a division division three school, and of course has served in many other different ways. He also serves currently as a president and vice president of the CIA double a compliance directors Association. So we're very pleased to have Jacob Jacob has big shoes to fill but we're glad that he's here. Jacob actually will start on campus on January the fourth. Our next person is Dr Jason Hughes Jason Hughes plays the role of the faculty athletic representative force and the faculty athletic representative is a member of the institutions faculty or administrative staff, who is designated by the institution's president or Chancellor and other appropriate entities represent the institution and faculty in the institutions relationships with the NCAA. So Dr Hughes here is our faculty athletic representative. He's joined Elizabeth City State University in 2019. He currently serves as the assistant professor and program coordinator for sport management. He attended Virginia Tech and graduated with a degree in psychology. He also attended middle Tennessee State University with and obtained the Masters in sport management and a doctorate in leisure studies and sport management. We're glad to have him on the team. He previously served as a professor at Kutztown University and Old Dominion University. So those are the two new staff members that will be in the Department of Athletics. Again, the faculty athletic representative is a role as assigned. And of course we have the associate director for compliance. Let me try the screen just one more time and see if we're okay. Looks like we're not Miss Anders. I'm sorry. Okay. The CWA talked about and presented and a plan of action to begin its season for January 9. And that is for men's and women's basketball to begin competition. Again, that excluded start dates for indoor track and excluded start dates for women's bowling. Now basketball certainly is a fluid situation. This information can change at any moment, but we have moved forward with a plan at this time for our basketball teams to compete in approximately 16 games starting on January 9. And again, this can change at any moment, but this is the information that we have an in your packet is a game management plan as to what that might look like, including temperature checks, greening questionnaire game officials, or the bleachers how the bleachers will look. And, and the team areas that will be restricted for student athletes or medical staff, our team travel party and other essentials. The bleachers behind the team areas will not be open. And the spectators if we allow for basketball will sit on the opposite side of the bleachers. Okay. Thank you. Whoever has the control of this. Thank you very much. Dr Wilkins is the Wilkins. Thank you. If you can go to the next screen, sir, I think we can catch. That's the men's basketball schedule that's in your packet. Thank you very much. The next screen please. That is the women's basketball schedule that's in your packet again. Thanks. Taking control of the screens Dr Wilkins and then Wilkins and you can see the, the game management plan again this is these are just a few things, but here's the game management plan that includes temperature checks, the screening of the working personnel, how we'll handle security ticket staff administrators, assistant coaches team managers ball personnel everybody we're expecting to wear face coverings at all times. And then of course teams will be educated on the best practices work in terms of celebrations of shaking hands, sharing of towels things like that avoiding touching faces, etc. Next slide please. Part of the strategic plan initiative for athletics, you know we we've had that 2.5.2 is of course to increase exposure on athletic teams to student activities and events. We haven't had the opportunity to have our athletic events so again that's we've titled that under the COVID-19 delay, along with the second piece and then 2.5.7. We will certainly engage with the development of a facility improvement plan that includes project on our capital and operating budgets and fundraising plan so that's currently underway. Thank you very much. Next slide please. Student athlete mental health focus. I'm pleased to say that nearly nearly 50% of our student athletes are full participation at this point this will continue in through the next semester. And I just want to share with you that we are certainly involved with making sure that our student athletes that they understand that we're focused on their mental health. These are the things in terms of the tools that we provide in terms of self care self worth the dealing with uncertainty, making sure that how you lead your team virtually. These are all pieces of that mental health. Well being that we've talked about. And we're very pleased at the fact that where we are and where we can end with the terms of number of student athletes that will be participating by the end of the spring semester so we're excited about that. Thank you to our student athletes that continue to express the need and the desire and the want to continue down a mental health awareness focus. Thank you. Next slide. So we've had the opportunity to focus in on several of our student athletes. We. So there are some that we have upon our website and I just want to entertain you with just a couple of the highlights that what we have with two of our international students. They are on the tennis team exact well the second person actually graduated Saturday we're very proud of her. So we have the at the top is Andrea, Nevala, and then a student below is Beatrice NATO, both come and their international students they've come to the city and they started to expand their horizons here and came to the United States in 2017 and 2018. They both learned about the athletic and academic opportunities by ECU through it's our former head women's tennis coach Mr. Richard Hart. Andrea Neval the person at the top, provided some advice to our student athletes and you can see this interview on our website is to try to take every day slow and try to talk with student athletes on campus who actually do not know their language she comes from Venezuela. Move the nerves and start making connection making connections is very important so you can learn that their culture shows them yours and be ready to learn. Andrea is a great student does very well academically and I just talked about be a fear is the the same has the same sentiment as Andrea. She's happy that was she was able to continue playing tennis, while also having the ability to get a degree here in Lisbon City State University. She says the team has helped her maintain her competitive their competitive nature, have a good time has good time management she's very responsible and of course days active while in college. So you can see that feature. All right, the next feature next slide please is stored by Mr. Kwan Dukes, who is heartfelt and engaging with his comments and how he's committed to helping change lives. Kwan tells you that he believes the stories unique in that he simply beats simply as the odds. No matter what he's faced with life, he has prevailed. He wants to be a positive role model to other kids that may have the same shoes that he was once in, and he wants others like him to know that there are different past to not become what you go through. He's committed to changing that narrative. Mr. Kwan Dukes often recalls being exposed to things that could have impacted him in a negative way, trying to grow up. He remembers eating from shelters moving around a lot not having clean clothes to wear at school. He's been committed to change to changing the narrative in his hometown of Statesville. Mr. Kwan Dukes has volunteered for football camps did some motivational speeches and helps facilitate a school by the way back at home. Very excited about him. His mother informed us that his final message is that he would like to share as the first semester of his ECSU story. As it comes to closure is do not let your past determine your success. What you have been through does not determine who you are and what you are capable of. I'm very excited by Mr. Kwan Dukes and if you see him on campus, please let him know of his success. Next slide please. And we did our student feature. So here's a Viking standout of an alum. Mr. Johnny Walton was named the Black College Football Hall of Fame 2021 finalist. There were a total of 25 finalists announced previously and the honorees featured 22 players and three coaches. Johnny Walton has has experienced the best of both worlds as a former head coach and assistant coach at Elizabeth City State University. However, it is his athletic performance that landed him on the procedures list of among the best of the best in the HBCU. If Johnny gets elected, he will join our former player, Death Row Pew, as the only other Viking named to the Hall of Fame. So we're back that Mr. Johnny Walton has been named for the class of 2021 finalists. Just to give you an update on Robuck, you can see where we started. These are just pictures from the past. Okay, you can go to the next slide please. And then you can see where the grass was. And of course, if you see, look at the screen, the picture on the right, you can see the vivaciousness and lusciousness of, if you will, of the grass that's growing right now. So we're very excited about how the field looks and what it potentially will be when we are able to return to a competitive season for football. And I'll entertain any questions that anyone might have at this time. Thank you Dr. Wilkins for taking the screen. I have a couple of questions. Thank you for the information. So we are not going to have a basketball season. I see all the rules that go along with it. But is it, I guess some of that was cut out when we had to mix up with the, with the slides, but we are going to have a season. So trustee Johnson, I will answer that question as a member of the board of directors, but a CIAA. Okay, we, we are taking a vote this morning actually as we speak and a decision will come out today via press release in regards to that decision after the vote. Okay, thank you. Another, another question that I had about the students that are going to, you have someone for counseling for the students. Does that, how do those numbers look, the students that were counseling and the, I know you told us the positive of student and student athletes being able to be canceled. How do those numbers look. And we are, trustee Johnson, we are at nearly 50% of our student athletes that are participating in our mental health awareness. The modules that we have for the year so about halfway there in both cases halfway at the end of the first semester, and halfway with the number of student athletes that are participating. Thank you. Thank you. I just love to hear about the athletes and that was a beautiful story about the young man. Did he play football. What did he, what, what did he do. Yes, ma'am he does. He plays football and I tell you what it's a very heart warming story if you get the opportunity to engage with our the athletics website you'll see the full story there I only brought some highlights but if you have a few moments. I would encourage everyone to take an opportunity to read the story of Mr Kwan Dukes that's on our webpage. That's a beautiful story of reaching back. So thank you what a wonderful presentation. And I'm sorry for the technical difficulty but we, you know, we're okay. Thank you. Yes, sir. I would like to personally congratulate Johnny Walton. Highlight him as being in the black college hall of fame. I think that's remarkable for our university and I'm with just to appear. I don't see any reason why he shouldn't be there. It's been a phenomenal quarterback in the NFL. Yes. I think he's a phenomenal as you said, a nomination, I'm sorry finalist for in terms of being a nominee will find out what happens as we continue on but I just wanted to bring that to this group that we have one of our best it's being nominated for a very high profile position. Excellent. Thank you. Just before we move to President chambers. We're running really on schedule so he only has about five slides. So but I want to give him his moment and Chancellor, I will, since we're on athletics. I don't know if you're all aware of the basketball player that collapsed in Florida during the game. I don't see some communication from his family he's from our area so I'm going to step off just for a moment to serve that family and I'll come right back please be in prayer for him, and his mother and father they they have arrived in Florida. So, you know, we're going to step off just for a moment. All right. Mr President, it's on you sir. Hello. Still on mute. Mr chambers. Yeah, I'm trying to pull it up. Okay. Give the option to. Mr will. It's multiple. Yeah, Dr Wilkins is going to help us out. All right, so I want to say thank you to everyone for tuning in today. Like I was saying my name is Jimmy chambers on the SGA president for this academic year. Um, my points and goals for this academic year is to amplify the student voice bring more activism inclusion that will ultimately improve the collegiate experience here on Elizabeth City State University campus. So some things that I have worked on for advocating one thing is the voting engagement I want to say thank you to now Dr Brown, as well as everyone knows who contributed in us getting grants that led to many fellowships for our students. It really was a great voter turnout. You're going to see later on in the slides and things that we did with that. With the wellness day. Thank you to Dr Ward on. September 22nd, I believe it was we had a wellness day for the faculty and students where there was no classes or assignments. On October 20, I attended the faculty staff Senate to advocate some for some type of form of the past sale option. And the faculty Senate came up with three options, either the past low pass or the fail option for our students. Improving safety measures around campus. I talked with VC Goodson, as well as VC Brown about improving the safety around our campus as of September 25 we had an incident with the student. So just to make sure we could increase our safety measures around campus. So we won't have any incidents like that. Um, with the UNC ASG advocacy advocacy week, I had attended a meeting with UNCW ECU as well as myself on November 13 that has Senator Bob Steinberg on there and we talked about, you know, different things that our university needed. Um, and the main point that I highlighted is that, you know, we needed that we needed a new library on the state of the art that we was going to get it was it was in the budget that they had turned down because of the whole pandemic I hit. Every other school in our system has a state of the art library but why not ECSU. Now our students deserve it. The region deserves it so that's just the main thing that I highlighted on. The last thing is working on a working to implement a system where students can submit their own maintenance request is something that I talked about with VC Goodson. And we talked about what other universities were using so that should be something that our students, if we can get that to happen, and we can look forward to. Um, some of the events that we had we had the black voters matters the march to the polls we had the road to justice where chief justice beastly had came on and talk. The wellness day and we held a to to two of the tuition and fees meetings for our students. And then this is just some pictures from the March to the polls. This the March to the polls and the whole entire voting engagement experience for our students really turned out well. Um, the county of Pasquitaine County was actually blue, and it was very close and it was by I think it was 25 or 26 votes, where, um, where it was it was turned blue and I honestly think by the wonderful job like BC Brown has said with Miss Shanta pointer with her leadership, it really very well, and I am so thankful to have worked with her on this project. And that's it for me. Do I have any questions. No great job. Just a really great job of sharing with us about what the students are involved in. Thank you so much. All right, then, Madam Chancellor, without objection, we will stand adjourned. And I think we're right on schedule. You're right on schedule. Yes. Thank you. Committee chair Barnes whenever you're ready sir. Thank you. Good morning. Morning. I like the committee operational excellence to order at this time. You'll ask the second cultural. Yes, committee on operational excellence. Trustees Harold Barnes. Bill Sposenworth. Present. Jimmy Chambers. Tracy Swain. He says present. I see it. And Kenneth Wilkins. Present. Okay. Roll call complete. Thank you very much. As chair of the committee on operational excellence, I want to remind everyone that we will be conducting today's meeting pursuant to a new amendment. The Open Meetings Act that applied during states of emergency. The amendments were signed into law and allow for public bodies to meet the electronic means. The new law does require, however, that we take all votes to be a roll call, which we will do today. Additionally, pursuant to the amendments to the law, all chats, instant messages, text or other written communications between members of the board regarding the transaction of public business during the remote meeting are being a public record. Finally, I will ask all committee members board members and participating staff to please identify yourself before participating in deliberation, including making motions, proposing amendments and raising points of order. As chair of the committee on operational excellence. It is my responsibility to remind all members of the board of their duty to under the state government ethics act to avoid conflicts of interest and appearance of conflict of entries, as required by this act, each member has received an agenda and related information for this board of trustees If any board member know knows of any conflict of entries or appearance of conflict with respect to any matter coming before the board of trustees at this meeting, the conflict or appearance of conflict should be identified at this time. Also, I'd like to remind you that when you speak or vote on an item, please do remain prior to speaking. At this time, I'll entertain a motion to approve the minutes of our last September 21st meeting. One at a time, please. I so moved fellow spas and work. Thank you. Is there a second. Tracy swing second. Thank you. It's been moving properly second all in favor let it be known by saying I will do a roll call. Yes, we will. A roll call vote for the minutes. Harold Barnes. Yes. Trustee Boz and worth made the motion Jimmy chambers. Yes. Trustee swaying offered the second and can is Wilkins. Yes. The minutes and approved. Thank you. Today we will have all informational items except two at the end of our presentation. BC Ellen Goodson will come on and give us those two action items that we need to do today. So we'll begin our meeting today with infrastructure update. I would share if you don't mind I'd like to introduce on yell Bola to the trustees. She is our new director of designing construction. On yell please wait so they can see who you are. We actually we stole I like to say we stole on yell from DC government she has served. In the role there as an architect but she's also served as an architect on American at American University as well. This is a, as I mentioned to you last meeting this is a skill set on this campus we have not had. An architect here to be able to shepherd through many of our large renovation projects. It's critical and in fact most campuses either have an architect or engineer on staff so we are certainly happy about her arrival and she's already hit the ground running, including building new partnerships with constituent institutions. In BCU we just had a meeting last week where she identified that our campus does not have building standards, which essentially are standards that you put in place so that every building sort of has the same mechanical system or electrical system or so on and so forth. This really helps facilities because you don't have five different buildings on five different systems. So talking through things like that process improvements like that she has certainly started shepherding, and we are very happy to see her come on so on yell, please fire away. I'm learning everyone. I'm on your bullet with design and construction. Here. Okay, can't hear you speak up a little bit. There you go. I'm sorry, can you hear me better now. Yes. Can everyone see the presentation. Yes. Yes, it's there you go. Okay, great. Good morning everyone I'm in yellow Bola with designing construction. We have just a few updates for today. You may have to make a concerted effort to sort of keep your voice up because it's still coming in a little light. Yes. So our first update is an update on the design and construction of our 800 ton chiller. We recently was recently received our bids. The bids came in a little under what we were projecting so that is a bit of good news. We'll have some extra monies to potentially apply to other renovations. Superior mechanical was our low bidder, and we have submitted those bids to our state construction office for a contract release. Once they release that contract, we'll start construction early part of the year and expect the construction to be completed by summer of 2021. The bedel cafeteria project is complete. We're happy to announce that all of the affected water lines and gas lines were repaired or replaced. And so that project is complete. Hurricane Dorian repairs. These are the buildings that we've identified as having the most critical need. And our designer was on site early part of the month. Just investigating our roofs and looking and measuring. We expect to have their design submitted to the state construction office in the spring, and then construction start summer 2021. We're currently at the Bias and Hugh Cullen Doles projects. Bias Hall is moving. The construction is moving along as planned. We do have a bit of a delay but it's an owner requested today. We were able to work closely with the foundation and read with us to allow us to use available contingency to replace the roof. So that project is proceeding as a schedule but we have a owner imposed delay. We're planning to complete construction at bias hall the first week of April. So we want to give a big thank you to the foundation for supporting us in this effort. So, again, thank you. Again, we're planning to open a bias hall in the spring of 2021 on the first second week of April. For GR little, I'm proceeding as on schedule as well. For more hall, we're expecting to complete the construction of February 15. And we're right now we're ordering furniture. The same is true for GR little, we're expecting to complete that renovation, February 15. So at this point I'll turn it over to Alan to give an update on the other key projects. So on the facility side of the shop. We're intently focused on campus beautification curb appeal and user experience. One project that we have that we received special appropriation for is our H back upgrades. We've had to separate that project really into two tranches. If there is a there is one company that is a sole source company, which allows us to use a preferred alternate process so we could contract directly with that company which is trained and actually get the work done faster. So that process is moving and then there's another set of projects for which we have to. We have to get a designer for to design and then put through that process is also moving fast as well. So, even though this project has two different cycles. We're still moving on time as schedule, and at least on the preferred alternate side that's a project that we're actually see faster so our H back upgrade upgrades to those buildings will be completed a whole lot sooner than the ones that have to be designed so that's good news for us and we work with the system office on that process to create a more short circuited approach there. As I mentioned we're always focused on curb appeal. Williams Hall, what we just did we completed some exterior painting. And we did some water wall intrusion repair so that building you walk past that building now you'll see the columns have been paid it similar to some of our other buildings on campus more hall. We walked with the provost and we asked her what building she wanted us to invest in. And we talked through a little bit about Johnson Hall, and then Jenkins Hall. The provost wanted to start with Johnson Hall and then as the roof is completed with Jenkins Hall we will do some more substantive repairs there. So one thing that we did with respect to Johnson Hall is we've done some interior exterior painting there. They just laid the floors this weekend. And that that's about 90% complete that builds about 90% complete and certainly will provide a user expense user experience for us that is welcome for our students. We have a very heavily heavily used building, which is why the provost wanted to use funds to get that building up to speed first. But that building is coming to completion and we've already started provost for your knowledge I don't think I've had opportunity to inform you this weekend but we've already poured the floors and one of your labs and Jenkins Hall. We're working on the floors and bathrooms as well so as as Johnson Hall is coming to a close we're moving to Jenkins Hall and they started some of that work this weekend. Trig Hall if you ever saw Trig Hall one of the issues with it is had water intrusion issues, both the people inside the building could see water if it if it rained very heavily. So we've, we work with a contractor we replace the gutters in that building to be able to keep water outside of the building and then we are completing some interior repairs in that building now so that building is should be sealed up very nicely. We're also working with the historical commission to put a new roof on the building. Currently the building has a slate roof. We're asking to do a different type of roof on that building, which is more cost effective and has a longer life. Similar to what we did with biased. I think as, as George mentioned, reimagined robot was focused on the field, but we've been focused on the track around the field, and that process is moving along very well. One of the issues we're running into now is the weather. You cannot put down layers of the track when the weather is under 50 degrees. So it's caused us to slow up a little bit, and we have to wait for those days where we get favorable weather to come out and add another layer and then you know we just got to sort of keep slow walking it that way. As the weather allows. So we're constantly watching the weather so we can complete that project but they've already put down more than half of the track surface there and if you've ever if you've walked past it now you'll see. It looks 10 times better than than it has before. It looks amazing. And we've also, they've already completed the fence I don't know if you all remember the fence but it was rusted and presented some hazards they put a black corrugated fence around the track. So that's also looking very well. Fine arts is it's also a building that I think has come a long way we resurfaced the stage there and the type of surface that we brought to the stages one that you'll see consistent sort of around the theater, theater industry. They've gotten away from the sort of the wood floor look and have gone to it like a black coated stage and we just did we just completed that work there we've also completed some of the carpet had runs in it that led up to the stage we've completed that work and then the front part of sort of the four year to the stage is what we like to call it. That part has received a new floor as well and then on the second floor and up the stairs carpet has been replaced there so that work is has been completed. Considering that's one of our front door facilities we wanted to make sure that it was. It was that top notch and I think it looks very well can't wait till we can actually took over 19 passes and we can actually start using it. I mentioned on Jake and science we were doing some work in there and some of that work was actually started this weekend lab floors report on Saturday. So we're we're still finding those areas of improvement around campus I know that trustee Paul time has asked us more for a comprehensive plan around our infrastructure. We worked with the Chancellor. We worked to put together a six year comprehensive capital plan which I'll bring to the board in March. That's focused on the things that we quite frankly cannot see. So those are sort of your underground infrastructure from a plumbing and electrical standpoint. Also focused on things that will sustain us from a long term standpoint. Currently our building does not have any of our buildings have backup generators which is a which is an issue with us being out on the coast. You'll see that in the plan. You'll see a pretty robust amount of work for electrical and our underground infrastructure. And then you'll also see some work plus from a main switch standpoint to make sure that our infrastructure is just as good as our curb appeal. So we're excited about that plan we work with OSVM. We worked with them two weeks ago to sort of craft the plan in a way that's digestible and we will share that with you during our next meeting in March. Next slide please on you. The the next thing that I'll talk about is the master plan. So one thing that we saw one of my colleagues saw that UNCG completed their master plan for a pretty good price. It was $150,000 some master plans could range anywhere between a million to two million. So on yell and I sat down with all y'all and I sat down with UNCG's director of design and construction. And we sort of asked them what was their approach how did they manage it and they gave us some really helpful tips of how we can still get to a master plan but do it in the most cost effective way possible. They didn't leave out anything but it gives us the ability to have a comprehensive plan and give us the best bang for their buck. So we sat down with them and they provided us with some insight they also provided us with the vendor that they use, which is a vendor that I think is used quite a bit around the state. So we are working with administration to identify funding so we can move forward with the master planning process master planning process will likely include the things that you that I mentioned on the six year capital plan that we'll talk about in during the March meeting. That completes the update portion from a direct designer construction standpoint and then just a pure facility standpoint, certainly willing to entertain any questions before we transition to the approval items. Any questions from members of board. All committee. I don't have any questions but I do want to commend Attorney Goodson on everything he has done, especially with the facility standpoint, ensuring the student safety through COVID-19. So it was a certainly wasn't. Well, I appreciate that Jimmy but it was certainly a joint effort are the entire team here. They all leaned in to make sure that we were protected from a faculty and staff standpoint and a student standpoint so I'll certainly share that with my team but also with these colleagues here because you know all of us work through the nights and through meetings to make sure that you know our student staff and faculty were protected, and we did it in the safest way but we certainly appreciate you leading on the student side, and showing the good example because that's what we, that's what we couldn't do, and we were certainly appreciative of you leading that effort so thank you so much. Thank you also have one other question and that is. There are a number of roofing projects that we have coming up and part of the problem not only on this campus but others as well as been that when you have these projects going on. That is difficult to see the turn down on the roof itself in terms of what they actually do. It's only to come back later on five or 10 years down the road to see that they didn't follow specifically the architectural plans, and those turn down sometimes can be more difficult to do so you save money by starting out turning it down but you don't continue to do it throughout the project and then we want to getting leaks later on. So how do we then combat that kind of thing in terms of when the contractors actually doing more. Yeah, so that's a good question. And so what we adopted was what we will adopt is a phase approach. Trimco who is the designer that we've used before they actually provide a warranty on the roofs, a 10 to 15 year warranty. And they inspect the roofs as it is being completed so one in real time will have inspections to make sure the roofs are being designed to code. As we agree to but also will also require a warranty for these routes so that if there are any leaks, or anything within the 15 year period. We can go back and get that done without any fee to the university so that's sort of how we're tackling how we're tackling one bit just sort of the infrastructure issue but try to preserve us long time. From a long term standpoint, and trustee Barnes that was the approach we use with bias hall as as on y'all mentioned. The delay was really self imposed what we really wanted to do was make sure when we turn this building over from the foundation for Gary's use and the university's use. He doesn't have to go and repair a roof within the next three years we wanted to put a new roof on it now, which will last us for the next 15 years. That'll give him more money and his hopper to save to put towards other priorities within the building. So we're doing this through warranty effort but also inspections along the way as the roof is being completed. Are we carrying our own insurance as well in addition to the warranties. We do have building insurance and the UNC system actually just put in a policy that requires us to for all the buildings to carry us at least a minimum level of insurance. I believe Lisa was still working through that but we certainly have insurance on our buildings. Thank you. Any other questions before the action items. Okay, sir. So the first action item, if you recall, one of the strategies that we were using to support enrollment growth last semester was bringing a trailer and sitting it sort of in a parking lot outside of the airport authority. The airport, Elizabeth City, that was that was one way to sort of get our students out of their lobbies and other meeting space and to put them in a more professional environment. Since that time, the airport manager manager reached out and notified us that a hanger has become available this hanger, not only has meeting space in it, but it also has enough room to fit at least four to five of our of our airplanes. We do this with the mechanic who just needs space to work on one airplane, but the majority of the structure will be easy issues for our use. We work with Colt Dr Colby and arrest us and Dr war to see if it was something that they thought would be attractive and they did so what we would like is approval for us to be able to rent this hanger. One of the issues behind it is actually cheaper than the modular, like classroom that we were going to put outside of the airport. This one is cheaper and to it gives us the ability to actually store our planes which we could not do with the modular sort of meeting space. This appears to be sort of a win win for us. We do not need the modular trailer now that we have this space. And again it gives us the ability to do some things that we could not do but we were paying more money for like store for five of our airplanes. One of the things that we always have to do during the storm is we have to ferry our airplanes from here to Edenton, which means that there has to sort of be a process. We have to fly planes to Edenton. Somebody has to pick the person up that lands, drive them back and then we fly another plane. This gives us the ability to store four or five of our airplanes right at four or five more of our airplanes right here in Elizabeth City. And again, we're doing it from a cost effective standpoint. So, before we can move forward with state property office we need your approval of this particular lease of space for $1500 a month, which again is cheaper than the modular classroom that we were going to put in place which was upwards of $17,000 a month. $1700 a month. Questions from the committee members. If not, can I get a motion to approve the leasing of this hangar space? Dennis Wilkins, I would like to make a motion to approve the lease of the hangar space. Thank you. Is there a second? Tracy Swain a second. Thank you. It's been moved and seconded that we lease the space that's just been outlined to us by V.C. Goodson. Call to roll. Roll call for the vote. Harold Barnes. Yes. Phyllis Bosenworth. Yes. Jimmy Chambers. Yes. And Tracy Swain made the second and trustee Wilkins made the motion. All approved. Next item. Next item. At this point, we are in the process of designing a UAS facility. This UAS facility. Well, you know, I think as Dr. War showed Wake Tech is going to have one but we're, we intend to have one as well. So we're in the process of designing that facility, the design will tell us exactly how much the facility costs, but I'm pretty sure it's going to be past the amount where we, we have the authority to to approve the project from the institutional standpoint, we would need the board's approval. So in order for us to get that and to follow that policy formally, we need the board's approval to approve moving forward with the UAS facility design and as funds become available construction. Abhishek Goodson, can you also talk to them about, we had before talked about having partnering with the city of illicit city to build a structure so can you just discuss that with us briefly. Yeah, so we way back when we were sort of teasing the design, we were partnering with the city and what the city manager did at the time was reach out to us and told us that they could help us build it. And one thing that one of the issues we had with the design was the tension on the poles we were we were trying to use metal poles. Sorry, wood poles which were, which are cheaper. The challenges the size of the facility and the tension on the wires doesn't give us the ability to support those wires and that net given the space and one of our kids, given the weight and one of our concerns really was us being in Northeastern North Carolina where their storms. If the poles are already sort of sort of at max capacity. What does that mean when a storm comes through so we've had some design challenges along the way with wood poles. The city was actually going to help us construct the facility if we use wood poles because that's what they install on a regular basis from a light pole standpoint. However, sort of where we sit now, we know that using wood poles is probably going to be out of the question given the size of the facility and the weight of the net and the weight of the guy wires that holds the net to the poles. So that sort of changes a relationship with the city. We had this conversation with rich Olson before he departed and one thing that he mentioned to us was, you know, instead of giving us labor costs the city may be able to support us financially for that that labor that they can't otherwise provide. Now the city is getting a new man city manager now we're going to have to sort of have those conversations with him as he comes. But that's that's sort of the relationship the goal there trustee Barnes. One we were going to sort of support the city and providing training for us. And in return they were going to support us with helping us build it. So I think Dr war was going to develop some certificate programs or look at developing some certificate programs, just so we wouldn't, it wouldn't be the city only that we were supported would sort of be, you know, other other law enforcement entities or whoever else may need to have training so we're still moving forward with the process when the new city manager comes online we'll have those conversations with him in terms of commitment. In terms of moving the project forward and approval, we'll need the board's approval to be able to move forward and design and ultimately the construction once funds are identified and become available. Thank you. Any other questions from the committee members, not our limited motion. Kenneth Wilkins I would like to prove, approve to move forward. Is there a second. Our second. The movement second that we move forward with facility. Colorado please. Yes roll call for that motion. Harold Barnes. Yes. Trustee Bosen worth offered the second Jimmy, Jimmy chambers. Tracy sway. Yes. And trustee Wilkins offer the motion. All approved. Motion carry thank you very much. I believe at this time we're moving with the information technology update. Russia are you there. Yeah. Can everybody see my screen. Yes. All right. Morning. I'm going to give a quick update regarding information technology. In the last quarter we, the majority of our time was spent on on ensuring compliance towards the UNC policy IT policy number 1400 dot one dot two and three. Great to go in detail regarding that. One dot one was regarding formation and establishment of information technology governance. The primary objective of that was to ensure that any initiatives or projects within it. So we are in the midst of, of creating, developing the governance charter and next month we will be announcing the governance committee members and we will go full full full swing with execution of the governance IT governance on ECSU campus. The second policy relates to information. The third policy relates to infrastructure security. These are a set of many, many, many projects and initiatives to ensure that our security posture on the infrastructure security posture is up to par with industry standards and the industry standard. The next one is based on the NIST cybersecurity framework. And we have been in midst of executing many, many projects and initiatives to ensure that we meet the compliance need proposed within the NIST cybersecurity framework. And the last one, this is the last one is regarding the user identity and access control and we had a major win with 100% compliance towards the multi factor authentication deployment. I like to thank this Christy Dillard, who's our IT client service manager, who took on this tremendous challenge to ensure 100% deployment of multi factor authentication across campus, both within the student population and employees. And we are, we are one of the very few institution within the, within the UNC system who have achieved this 100% compliance for both student and employee population. And that concludes the update regarding information technology. And I would like to entertain any questions, if any. I have a question, Chairperson. Thank you. Did you say you had a question or not. I have a question. Yes, go ahead. Can you give us, you know, since our last meeting, we had some virus attacks. And can you give us something like an update on where we are now with cybersecurity. You just mentioned some things you were doing, but tell us what some of the things that happened with the virus. I mean, because I haven't heard anything about that sense. You know, I know we talked about before that to attorney Goodson regarding that. There's a there's another day later on in the meeting. Okay. Therese, you make the talk about carbon black some of the some of the things that you've done to help harden our system. Yes. As I mentioned, we have been embarking on on many projects, improving the security posture of our infrastructure as as many projects where some of the projects where deploying deploying something called a carbon black, which is a 24 seven monitoring system, which will monitor for any kind of malware or ransomware and take a proactive action before the code execution. We have deployed that across every ECSE owned equipments. And also there's been a major system upgrades and and maintenance which have been scheduled all through last three months and which is ongoing and towards to the entire month of November, we will be continuing those effort and making sure it's a continuous improvement plan. And so that we are taking necessary precautions and system upgrades and maintenance to ensure that our security posture is with industry standards. So we are back up to full capacity. We were back to full capacity within within within probably four days after that incident. But we wanted to make sure we when we release those systems to production we wanted to make sure we have we have taken every considerable steps to ensure there's no repeat incident. So that was why we had to stage the release of those and those production boxes. Any other questions. Thank you so much, sir. And now we'll move to communication and marketing update. Morning. Good morning. So I want to give a brief update on a few things that we do for recruitment. So while communications and marketing supports the entire Elizabeth City State University campus and all of the departments and divisions. And a big primary bulk of our work is around recruitment. So we do, in addition to all the materials, view books, search pieces, posters, postcards, all the things that get mailed out to prospective students and families. We also do quite a bit of additional work. And so I just wanted to highlight a few of those things. So you guys have an idea of what we do to help support recruitment and enrollment management within ECSU. So I'm going to talk about each one of these. So advertising. We actually invest in billboards throughout North Carolina. We have four in the Elizabeth City area that are focused on transfer when is near the College of the Albemarle education aviation and just the brand in general. So if you're actually right beside campus, you will see the one with the victim Viking and that's our brand billboard we have two near Pitt Community College. We do have that articulation agreement is fair mentioned earlier, and we have to billboards and very strategic places there to raise awareness about Elizabeth City State University. If you travel out of Raleigh Durham, you will notice we have a digital billboard in the airport where we focus on NC promise. And we also have one in Kirtac County also focused on education and the two education ones we have worked on in partnership with the Education Department. We also are doing some print advertising. We have several things that are coming out some of the daily advance but we also for the first time ever are doing an ad in our state magazine that is coming out in their January a higher ed issue. So it is focused on aviation science and so it'll be across the state of North Carolina. So watch for that that'll be coming out. And then also we did a full page ad and they visit Elizabeth City tourism development brochure they haven't had a brochure. Obviously, since the coven came out or they worked on it prior to coven they're just now getting it out. And this is the ad that we issued into that brochure so we're excited to be a part of that and support visit Elizabeth City. Here's a sample of some of the billboards so you can see a little bit about some of the messaging that we do some are very just raising awareness about ECSU and then some are very focused on either aviation or transfer credits or specifically NC promise so that just gives you an idea of a few of them. Social media. Hopefully all of you are following us now and you will see that we are promoting open house events orientations key deadlines fast financial aid confirmations, etc. We help promote deadlines around clearance when students need to get things put in, etc. We also do paid add on social media and I'll share a little bit of some of the demographics are analytics from the last pay campaign we did but we're getting ready to embark on a four month campaign to highlight NC promise some of our online degree programs, aviation science as well as several other key academic programs as well as transfer. And to give you an idea and this is why we do paid social it's very economical so for free application week we did an ad over three days. It only cost us $750 and we reach 74,000 individuals across North Carolina and beyond. And so we usually North Carolina Virginia and we will when we promote open house go up to Maryland, Atlanta DC, some of the areas that are alumni are very heavily involved in, but it gives you an idea of how many people were able to reach that's how many. When you're scrolling through your Facebook and you see those ads that's what that means. The other two numbers that are important are the 588 engagement so that's the total number of activity that that ad received. And while that may not seem like a lot you have to think about when you're scrolling through Facebook, or Instagram do you click on ads. Maybe, maybe not. But that 588 that's how many clicks we had so people liked it people shared it people went to the website, and that landing page view that's the critical number 280 individuals went to our website from that ad. So we reached 280 people that we would not have reached without that advertising. So for $750 we had 280 people go to our apply now website and be able to look at in detailed information about Elizabeth City State University so social media advertising is very economical and so we will continue to use that method and we also are able to get great analytical data about our output and the return on that investment so for three days, not a bad not a bad return on investment for 280 individuals reaching Elizabeth City State University. These are other things that we do to help promote and recruit. So we promote obviously our rankings. And we promote those deadlines we talked about all of those things that we promote on social media we also create website banner so if you're on our homepage you'll see those scrolling. We do that also so anybody coming to Elizabeth City State University also is going to see those recruitment messages enrollment deadlines everything that they need to know in order to continue to work with us. We also showcase points of pride and we create a freshman profile so these are great things so just like the website banner that show the best colleges that points of pride shows all of our rankings. ECSU has and receives quite a few procedures rankings from various institutions and organizations from military friendly to US News and World Report to money magazines best bang for your buck so we get a lot of great recognition for the work that we do and and the results that we're producing so we showcase those there, and then we also showcase a freshman profile so as soon as we come in for fall semester after census. We put together this freshman profile so individuals can see the incoming class and what the incoming class looks like for the institution. So all of you get our ECSU news stories. And while they're all about sharing the great work that we're doing. These are also posted on social media so faculty staff. All of you are Foundation Board alumni board students employees everybody receives these stories where we highlight faculty successes grants student profiles program highlights so it's also really a subtle recruitment tool and the work that we do to help tell the ECSU story and that also goes out on all of our social media channels so we're really kind of profiling ECSU and showcasing who we are through these ECSU news stories that come out almost daily. If not, it's not daily every other day but mostly daily we have an ECSU story coming out where we get to highlight some of the great things that are happening on campus. So I just wanted to take a few minutes and just show you a little bit a little taste of some of the things that we do in support of enrollment and recruitment and helping to ensure that the ECSU name gets out there to all of our constituents as well as prospective students and families so there any questions I'd be happy to take any. Any questions. If not, I'd like to take this opportunity just to thank Michelle or Suresh, Anya and NBC Goodson for your participation in our culture of excellence at the ECSU and we could not do without you without objection. Good journey. Thank you, Trustee Barnes, and I think we're going to move right in now to our Committee on Finance, Audit and University Advancement. Chair Culpeper. I will call that committee on finance, audit and advancement to order and ask when pleased to call the roll. Sure. Committee on Finance, Audit and University Advancement. Trustees, Andy Culpeper. Here. Kim Brown. I don't know if he's come back yet. Lynn Bunch. Here. Chris Evans. Here. And Kenneth Wilkins. Here. You do have a chair. As chair of the committee, I want to remind everyone that we will be conducting today's meeting pursuant to the new amendments to the Open Meeting Act and apply during states of emergency. The amendments are signed into law and allow for public bodies to meet by electronic means. The new law does require that we take all votes by roll call, which we will do today. Additionally pursuant to the amendments of the law, all charts, chats, instant messages, texts, or other written communications between members of the board regarding the transaction and the public business during the remote meetings are deemed a public record. I will ask all committee members, board members, and participating staff to please identify yourselves before participating in the deliberations, including making motions, proposing amendments, and raising points of order. As chair of the finance committee is my responsibility to remind all members of the board of their duty under the state government ethics act. To make complete decisions on any conflicts of interest and appearance of conflict. Each member has received the agenda and related information from the board of trustees committee meetings. before the Board of Trustees at this meeting, conflicts or appearance of conflicts should be identified at this time. There being none, then we have action items and information items. And information item, you had a question. We need to vote on minutes. Oh, excuse me, you're right. We need to have approval of the minutes of last meeting. Is there motion to approve the minutes? So moved. So second. Second. I'll ask when please to call the roll. Roll call for the minutes. Trustee Culpepper. Yes. Not sure if Trustee Brown is back with us. Trustee Bunch offered the second. Trustee Evans. Yes. And Trustee Wilkins offered the motion. I mean, it's approved. Thank you. Thank you. We have both action items and information items and the action items are in the, excuse me, finance area. So I'm gonna ask or appear to be in the finance area. I may ask Vice Chancellor Lisa McClennick to go first and she can do the action items and her information items. So if Vice Chancellor McClennick will step forward. Good morning, trustees, everyone. I was just giving you update of the two action items before the director budget. Bob actually presents on the action items. Just to give you a background, the fiscal year 21 budget, we asked for the Board of Governors approval, executive cabinet actually approved this budget earlier this year. It's just, this is a requirement because of SACs as well as it's going and moving in this direction with the UNC system office with approving of budgets. So that is the first action items. And then the second one is tuition fees, which is no new process. It's just the process to get the Board of Trustees to approve the process. With that, Bob, can you go ahead and get started? Yes, thank you. Good morning, everyone. Can everybody see my screen? Yes. Very good. Action item number one is the approval of the FY21 general fund budget. The proposed 7120 budget is 39,492 dollars and 47 cents. This is actually a reduction of just over $1.2 million from the FY20 Board of Trustees approved budget of just over $40.6 million. Please note on this point here, this date should be 719 not 7120. The FY20 budget was built on assumptions about receiving recurring funds that were ultimately not received due to not having a state budget and enrollment goals not being met. In order to reach the required reduction, the following actions were taken. 17 vacant positions were not funded saving just under $978,000 and travel budgets were reduced by just over $226,000. This detailed information is included in your materials. Mr. Chairman, would you like me to, this is the conclusion of the presentation for action item number one. Would you like me to stop for you, the committee to take action or continue with item two? Now let's put on the action item number one. I need a motion to approve the action item. Can you repeat that action item? Approved for a 21 June fund. I make a motion to approve it. You do a second. I'll second. All in favor. Excuse me. We're gonna have a roll call. Is that Trustee Evans that offered the second? Yes. Thank you. We're gonna have a roll call to approve it. Okay. Roll call for the approval of the first action item which is the FY21 budget. Trustee Culpepper. Yes. Trustee Brown. Trustee Bunch. Yes. Trustee Evans offered the second and Trustee Wilkins offered the motion. Approved. Okay. Action item number is approved. Thank you. I'll proceed to action item number two, which is FY22 tuition and fees proposed changes to fees. The FY22 tuition and fee committee consisted of 15 members across the campus community, including four co-chairs. The instructions that we receive from the Board of Governors were as follows. For tuition, tuition increases are allowed for non-resident undergraduate and graduate true tuition rates. For Board of Governors and mandatory fees, the military fee group consisted of following fees, athletics, campus security, ed and tech, health services, student activities, student government association and debt service. The Board of Governors instructions were they will only consider increases to the health services fee of fiscal 22. For all of the mandatory fees, any proposed increases must be offset by a commensurate decrease to another fee, resulting in no net increase in the total of all mandatory fees excluding health services. And the total or maximum allowable percentage increase is 3% for mandatory student fees that are charged to all students and approved by the Board of Governors. Here are our current fiscal 21 approved Board of Governor mandatory fees. Of the 16 UNC system schools, the CSU's mandatory Board of Governor fees are the second lowest in the system for this fiscal year. Here are the proposals being brought forward for the committee's consideration. The committee is not proposing any changes to the undergraduate or graduate true tuition rates for the 2021-2022 academic year. The fees and rates there are five proposals. Number one, round off fees and rates to whole dollars. Number two, increase the health services fee. Number three, establish rates for bias residence hall. Number four, establish a one card fee. And number five, establish a male centered fee. Proposal number one, round fees and rates to whole dollars. This is a best practice. It's easier for student accounts to divide the fee and rate between two semesters. The amounts gained or lost are trivial. For example, you'll see in the summary here athletics, the annual rate is $899.31. The FY 22 proposal would be $899 or a reduction of 31 cents. Student activities annual rate is 738.15. The proposal would bring it down to 738 for a reduction of 15 cents. And it's similar actions for university towers, university suites in Viking Palace. Proposal number two is an increase in the health services fee. The fee increase allows for optimizing the quality of healthcare to students on campus and additional staffing for mental health services. Increase funding will allow an additional 1.0 FTE in the counseling center. The rate is currently $265.23. The note, the new proposed rate is $333. The proposed increase is $67.77, which for this individual fee is a 25% increase. Although it is a 25% increase on the fee, there's a equivalent to just under the overall 3% maximum allowed on mandatory fees. ECSU would move from sixth highest in health services fee from its covered position of 11th. The proposal combined with an estimated 6% increase in enrollment as an example would yield an addition of $114,000 in fee revenue to health services. Number three is the established rates for bias residence hall. Bias hall renovation will be completed in really 2021 and approved rates need to be established before occupancy. The proposed rates are as follows. Bias hall double, $3,082, bias hall single, $3,570. Item number four to establish a one card fee. The ID card provides access to essential university services including admissions, admission to athletic events, meal plans, library security to buildings and so on. The fee would cover the maintenance of the biking one card equipment, annual fee and the ongoing card services operations. There is currently no fee charged for this service and the proposed fee is $10 per semester and will be billed to all full-time and part-time students. The fifth and final proposal is to establish a mail center fee. The ECSU post office is organized as a self-supporting unit with revenue generated from the rental of mailbox units. The fee would be used to increase the maintenance and postal costs for this operation. It would only be charged to students who sign up for a mailbox. Housing currently pays a per student mail center service charge from its own budget. The proposal is a fee of $12.50 per semester for those students who sign up for a mailbox service. This is a summary and an impact of all the proposals. In this hypothetical situation, this is the annual cost for full-time resident undergrad freshmen student living on campus at University Tower in a double room receiving mail service and with a car on campus. Please note that all new fee proposals are in blue. You'll see in the third column here that in 2021, the total cost for this incoming freshmen is $14,079.11. With the proposals that were presented today, that would increase to $14,191 an increase of just under $112 or a 0.79% increase versus the prior year. Mr. Chairman, that's the conclusion of the presentation for action item number two. All right, there's some questions. My question, Andy will be Trustee Co-Pepin. Could they explain some more about the NC promise and the room and book? What can you explain the breakdown on how that would impact? What's the difference of the NC promise what a student would get? Okay, so the NC promise is just our tuition. So our tuition does not change, which is $500 that we charge students and 25 for out-of-state students. And you know that we could have asked for an increase this year of tuition out-of-state which means it's supplemented by the state appropriation but then when it's talking to the UNC system office they don't do that either this year. So our tuition rate I believe is for out-of-state may be close to at 16,000 but the state supplements the difference. So we get that in state appropriations. So we actually don't lose any revenue for our tuition and fees. So students will still pay tuition the same either $500 or $2,500 if you're out-of-state. And the fees is what will change by $111.89 which is mandatory as well as miscellaneous fees. This example you've got here is for a yearly basis. That's it. So semester you divided by two and it's an average of the 112 divided by two. So we actually really didn't have significant increases. The Board of Governors pretty much was clear that we needed a health service fee and I support that because of course with COVID-19 our health service and BC Brown can speak to that have been hit really hard. And of course we're only getting $114,000 out of it but that's gonna really cover his full-time counselor that he needs because for a student school our size we only have one FT and a half and we probably should have three because our students are using mental services and health services more than they ever have before. And didn't the student committee approve that and you have a student sitting on a committee? No, they actually supported all this. We actually went through another scenario of another proposed increase that may be coming down in the future and they was all supportive of the fees. They all was like, hey, we know we need these services. Our students are reaching out. I think that was one of the reasons they did the pass fill option again because the students are struggling with the COVID-19 pandemic. So our students actually supported. It was a very quick process this year because students, there weren't a lot of increases. And as far as the one card in the mail center, the mail center fee won't impact all students. I discovered shortly after I got here that this fee was been piggyback off of the housing revenues and that cannot happen because housing has enough on them and they need to be supportive to help build their fund balance to have deferred maintenance. So we had to create a mail service fee. This is not like an unknown fee. Other schools have a mail service fee and like I said, it's a fee because we actually, that's self-supporting. The state does not support the mail center. And of course, we know our students like to use the mail center. So that is what that fee is for. And then the one card is to expand our one card system. Our students really only use the one card for dining right now, but the new software we have will align us with the other 16 campuses. So this will be a mobile one card. They can actually use it outside. Like if we can partner with outside restaurants and they'll take our one card system. So we bought the software to actually expand our services for our students. This won't all be up this year, but we will have it live for them for the dining as well as retail option as well as housing. But we plan to expand over the years and just know the revenue that we're collecting still does not support the cost but the school will continue supporting that cost. So the insurance policy that the students have, how does that relate to the fees? What, I mean, if they have an insurance policy, then the fees are different than the insurance policy. That's correct. The fees, you know, because if you have, if your parents have health insurance, you can waive out. But if you don't have a health insurance, you can waive in. So, you know, just as you go to a doctor, you still gotta pay copay and stuff like that. But yeah, the fees are totally different. The fees is just to support the operations of health service. And you don't feel that would be a great impact on the students and their families. They're back for the increase. I know it's a mental increase, but you know with this COVID and pandemic, you know, people out of work and children being, you know, a lot of families don't have food to eat. How do you- We actually ran it by a financial aid. They didn't think it would be a problem because none of our students actually meets the cost of attendance. So it can easily be used, also offset what financial aid given. They may see a refund reduced by $25 or $50 per semester, but they actually will not get, most of our students will not be impacted. Okay. Any other questions? Is there a motion to approve this, the fee system? So moved. Just a second. Second. And we have a roll call vote. And Sanders. I was on mute. A roll call vote for action item. Trustee Colpepper? Yes. Trustee Brown? Yes. Trustee Bunch offered the second. Trustee Evans? Yes. And Trustee Wilkins offered the motion. All approved. Thank you. With that, we'll go into the update of business and finance. Just to give you an update of fiscal year 21 where we look at, this is our first quarter. Our total budget this year is 42. It actually increased because we got non-recurring one-time funding from the state this year. But the total expenditures as of quarter end, which was 930 was 10.752. And the revenues was 10.752. You say, why are they equal? Because it's a quarter end. So with the state, you have to zero out or you give the money back. So we actually spent 25 slightly above what we should be because every quarter, each agency should be spending about 25% of their appropriation. But I think this is a lot of because of COVID-19. So we're trying to get through that money before December 31st. Let me go to the next slide. Just to give you an update where our trust funds is, the beginning balance was $5.7 million. If you look, our fund balance have increased 8.44 as of 930. Of course, this is pre-audit. But I think that has with some of the grants that we have got that have increased our fund balance as well as I think the fees, the revenue came in from drawing down the federal funds. And you can look at your detail breakdown including your materials. Just a fiscal year continuum with our fiscal year 21, this is the breakdown of money that we did receive. That was one-time funding, the one million in enrollment growth funds, which was mainly because of our aviation reclassification. We had $624,000 in North Carolina Promise funds. We had $772,000 in state aid, which is COVID money. This money actually has to be used by December 30th, which we have pretty much depleted that funds. We did get awarded additional $408,000 in PPE. We have exhausted that fund as well. And still as of right now, we actually still have our CARES Act money available to still assist us, which has to be spent by April 1st. We have some needs, but we're kind of waiting to kind of make sure we prioritize what we need. And I think that is our update. I did want to give you another update with Strategic Gold 5. One of the main things with the university is to really implement a robust budget planning. We have actually been in the works with talk with a couple of companies about budgeting software that just will not be used for budget, but it actually can be expanded across the campus for other units from facilities to enrollment and different things like that. So with the blessing of a gift from the provost for some future funds, we actually may be able to purchase the software, which won't cost us anything to get. And we actually are piggybacking off another school, UNC Ashefield, which has it up and running. And so we're gonna be doing some demos. So just to give you, we are moving forward with a budget and making sure the university has a budget, long-term budget, because we know budget is important to any school, any organization for future success. And also we're getting ahead of the curve because a UNC system wants to have a unified budget in place fiscal year 22, which is we know is a right around the corner for all schools. So we're just getting ahead of this, getting started quicker so we can be on course with when it does go live with the system office as well. And with that, that is the business and finance update. Do you have any questions? Well, that's good cause I was gonna ask the question when we were talking about funding a structure in the previous committee meeting. And we went ahead and the committee approved to set some money aside, but we don't have any long-term capital budget, do we, for capital structures? No. So we don't have capital today. Well, software will actually include everything. They actually, we just recently found out it includes space. So I haven't even had a chance to share that with VC Goods and to tell them that, hey, we can actually piggyback off the space and it can tell us about our space on campus. So we don't really know what our capital needs are gonna be for the next few years. Well, we do have a spreadsheet of it. VC Goods and has a good detail spreadsheet as well as he do a six-year capital plan. He has it on paper. It'd just be good to have it where you can get it out of the system. Trustee Cole Pepper, I'll just add to that. We were asked by the UNC system office each campus to submit a six-year capital plan which includes infrastructure plans and needs. And so we submitted that and that was information asked or requested by the system office. So we have a plan in place written down and the system office has that. Okay, that's good. But it'd be easier with that software. Okay, that's good. The other question I had, which is probably not pertinent, but I was just, I'm always concerned about what areas in the university that may be losing money. And I know that's not a university concept. It's a business concept. But I know we've had some concerns about different areas that we're not pulling their own weight specifically the athletic department and the housing department. We still having some problems with them. No, actually this year we really did a good job managing budget and everybody is doing really, really good this year. We are on to it. Great, okay, that's good. All right, then we'll move on to Ms. Parker in the audit information item. If she's around and hadn't heard her talk today. I'm here, good morning everyone. Good morning. My update will include informational items only and that is summary of completed reports. The full reports are included in the board materials if you want to follow along. The first report was an allegation received from the North Carolina office of the state auditor. This allegation was that ECSU was soliciting and selecting firms for services without having a North Carolina registered engineer or architect on the selection committee. We found no evidence to support the allegation because there was a registered architect on staff that was a part of the selection committee. The second report was an audit of the student conduct disciplinary process. This audit review student conduct cases processed through the office of student development. There were no findings identified in this review. The third and final report was a review of disaster preparedness and continuity of operations. This audit assessed the university's policies and procedures utilized for the recovery of essential and critical business activities in the event of a national disaster or disruptive event. As a result of this review, we identified two observations and we will do a follow-up on this in the future. That concludes my updates. Are there any questions? Okay. Thank you. If there are no questions, we'll move on to advancement, Vice Chancellor. Good morning, everyone. Well, we're in about a minute from afternoon. So let's see here. Hopefully everyone can see my screen now. Yes. Okay, very good. All right, so I'm going to provide you with an update today on our fundraising progress, our solicitation plan, our virtual programming and engagement plan and our strategic plan. So today you can see where we are as of Friday, year over year, FY20 and FY21. Now, before you begin to worry as you look at these numbers, because the numbers do not lie, I want you to know that what you see here are dollars in the bank. We only report money that has been received and not commitments. And what that means is that there are gifts and commitments that are not reflected here. Those include our $50,000 endowment from AKA, the $50,000 that you probably read about about a week and a half ago from the Duke Energy Foundation and the 50,000 that BC Brown mentioned from Z. Smith Reynolds. And they're about $75,000 verbal commitment that we are working on agreements. Those three are already in place. So if we had those items here and the money was in the bank, we'd be at about $597,000. And we'll work through the slides so that you can see how we're tracking that to keep up with the information. In our FYI comparison, you can see here our donor count. We are at 710 donors. Last year, our total number of donors was 1,495 and we wanted to increase our donor base. So we are moving in that direction. And to delve in a little bit deeper, if we compare our donors by constituency, you'll see that we are increasing the number of alumni donors. Our goal this year for alumni donors specifically was 1,600 or is 1,067. So we're moving in that direction. Other individuals, and this includes everyone who is not an alumnus, that would be parents, friends, faculty, staff that are not alumni, you name it, if they're not an alumnus, they're in this group, if they're an individual. And that's pretty steady, fairly close. And then our corporations, corporate donors, the corporations are a little bit higher. And one of the things that I want to call to your attention, if you recall last year, we were completing installation. So there were a few more corporate donors last year that were affiliated with that event. And so we've been kind of monitoring that. In the same foundations, pretty close. No real big trends there other than just movement throughout the year. Now I'm going to reserve my comments for other because it's really close, but there are some things about that that I do want to point out to you. And I'll talk about that as we look at the actual dollars. So for comparison, dollars, you'll see where our alumni dollars are. While we have more alumni who are getting, we have fewer dollars. And so what does that mean? Well, one thing I kind of want to share with everyone or at least kind of get some perspective on, we had some very large gifts last year from alumni that may or may not be repeated this year. So to give you some perspective, we had about 21 gifts over $10,000. Of those 21 gifts, 11 of them came from organizations or corporations and 125,000 dollars of what you see in that 196, came from about six alumni. Just so you know, so to give you some perspective there. Individuals, not much to explain there. The corporations, we've talked about that. Foundations, we received a very large gift this year from truest of $100,000. And then I mentioned that I would talk with you a little bit about organizations. We received a significant number of gifts last year from churches, very large gifts, $15,000, $8,000, $6,000, $5,000 gifts. And so we don't know if we'll be able to make those visits or participate in fellowship with our religious organizations as we normally do. So we will need to definitely think about a strategy to continue to cultivate that relationship, to secure those gifts. And then there were some other organizations that gave us gifts that we have associated with the installation. So I mentioned before that we changed our management system from banner advance to razor's edge. And I talked about how we'd be able to track our work and our activity. And so what you see here is how one of the ways that we're able to track our work. You can see the number of proposals that we submitted today. You can see what proposals have been funded and you can see what proposals have been under review. Again, what you see in terms of proposals that have been funded are the ones where the money is in the bank. We don't move proposals under review to fund it until we actually have the money. So if we actually had the money for the proposals that have been funded, you would see something like $370,000 there and the number would be 12. And the proposals under review would see something like $479,000 roughly. But this helps us to know kind of where we are and if we were able to get all of our proposals funded, we would be able to add $850,000 to what it is that you saw on the first screen in terms of where we are. So we're always talking about how important it is for our leadership giving. And so with each report, I try to report where we are with our trustee giving and our foundation board giving. And so that's the data that you see here. The campaigns that we have done since we last met, I mentioned to you that we will be launching our 1891 campaign in October. And we have completed that. It ended on October 24th. Our goal for 1891 Strong was a participation goal. The goal was to have at least 1,891 donors to participate. We only got 434 donors in that time period of about 24 days. But we were able to capture 87 new donors, brand new donors, and the number of alumni donors, 295. In addition to capturing new donors and the number of alumni donors, we took that information that came in either online or in the mail and updated our constituent contacts, email address, email address, any information that came in that we did not have on the record, we added. We also monitored gifts that came in that were over $1,000 if they were not already a major donor or they were not a part of our leadership group and really began to think about how we might cultivate them and engage them more. We were able to engage our students. We had about 23 student callers who called over five night period. We were able to raise $1,000 with the number of gifts you see there, 351 gifts online and then 83 gifts that either came through the mail or people either brought them in. We wanted to be really true to the campaign and measure its effectiveness. So what we did not include, we did not include any matching gifts that we were able to acquire as a result of the campaign. We did not include a trust gift that came in during that time period. Any gifts that came through a donor advice fund during that time period, and we happened to receive a $10,000 gift from the North Carolina Legislative Black Caucus. We think it just kind of showed up during that period. So that was not included in that $55,000. Other campaigns that we completed, we, giving Tuesday, giving Tuesday is always the first Tuesday after Thanksgiving. You'll see, sorry, your attention quickly to two different numbers. The first number that you see of their $56,000 is a screenshot that was taken like at the end of the day, just as an image to put in this slide. But the actual amount of money raised was $59,613. And that included the $50,000 gift from Duke Energy Foundation that was presented to us. And we had 86 donors, eight first time donors. We also completed our, I would call it kind of a third party campaign, something that's important that we do our state employees combined campaign, which actually ends on December 31st. You'll see here, just nine donors, what you see in terms of the number 1276 is payroll deduction only because the funds for this campaign actually go to the central office for state employees combined campaign. We won't get a final report for that until March. This is what we received. And then the combined federal campaign does not end until January. We tend to receive somewhere in the neighborhood about $8,000 to $9,000 from this campaign. So what will we be doing for the rest of the year? We'll be completing our end of year appeal. And so we'll see some numbers from that closure. In January, we'll be partnering with Lenovo. Lenovo will host ECSU during their month of January. So we will be featured in their portal on all of their channels and all of their employees will be encouraged to support ECSU and they will match whatever is given through their matching campaign. And all we have to do is provide information for the portal and their various channels. It is still tentative based on what happens with CIAA, but the CIAA breakfast is on the schedule. We don't know whether it will or won't or what form it will take, but we wanted to include it. We've been working with the Provost and her team and the deans. We are creating a solicitation that will be designed for each of the academic schools and segmented to mail to each of the academic units to those alumni in those areas. And hopefully it will speak to each of them via segmentation. We'll do an appeal for new grads, 100 days from graduation, the ECSU day of giving, which is an annual campaign. We'll do a stewardship project with our students for postcard. We'll do an end of year FY 21. And then we'll also work with athletics to determine when they'd like to do their annual appeal. We've also talked about a couple of other smaller appeals that we'd like to fit in, but these are the major appeals that we are committed to doing based on what we think we can do and do well. Now, we recognize that we can't always just ask for money without engaging our donors and our constituents. And so what have we done this fall? We had a couple of virtual reunions that went really well. The class of 70 was the first class to have a virtual reunion. Well, actually they were the second class to have a virtual reunion. And they presented the university with a $70,000 gift which included gifts to multiple areas as well as an endowment gift. And then class of 75 also had a virtual reunion and their gift was around $11,000 but they're continuing to raise funds. Class of 70 is also continuing to raise funds. Class of 81, their reunion is actually next year but they have already started to gather and have multiple events and had a virtual event around homecoming. Chapters are hosting plan giving sessions. We want to increase information about plan giving. What we're finding as a trend across the industry is that people are continuing to give even in the pandemic but there are more individuals who are interested in plan gifts. And so we want to make sure that we are sharing that information with our constituents as well. Last week we hosted the pending ceremony for our graduates on Thursday evening. And coming up in the spring, we are focusing our year-end solicitation on targeting non-donors. We want to continue to expand our database or at least our donor base, excuse me, expand our donor base. We want to look at enhancing our communication. So we want to talk to folks more about what we're doing, increase our reach so that when we solicit our non-donors, they're not hearing from us the first time with a solicitation. And we're creating, when we are listening and meeting with our reunion, virtual reunions, we're hearing these really awesome stories about our alumni and their experiences here as students. And from that, we'd like to really profile some of our alumni. The system office is asking for alumni profiles. We just received that request last week but this is something that clearly we were already talking about because you had that in your report, in your slide presentation that was sent well before last week. We know that we have 102 endowed scholarships and we are working to list those on our website as we kind of revise and look at how we can kind of clean and organize that as well as identifying a list of our annual scholarships. We want to highlight our matching gift companies because we're able to really see the number now and know exactly who they are. And then of course, as I mentioned, because we are having our plan giving presentations, we want to reinvigorate or I guess, revive our plan giving society. We're looking at hosting our 40 under 40 program. We want to do it for it virtually. We want to continue to have the events in the timeliness that we normally have. This would be the year that we do. We would host our 40 under 40. And we are working to provide updates on our academic schools. Currently, we are scheduled to have an evening with the deans in February. We have two of our dates solidified and we hope to have the third one so we can begin to market those in early January and those will be virtual evenings. And then of course, continue to collaborate with academic affairs, the student affairs. So as we identify these new donors and we want to get them engaged, we will think about how we can engage them across the university to keep them connected. And then finally, the foundation is going to host the annual scholarship gala on March 13th and the event is planned to be virtual. Our strategic plan, just to quickly update we've you'll see the objectives here. I've just chosen three of them. And we are working on, we've created the solicitation plan and working on a marketing strategy. The case for support is something that we desperately need and we are working on that. Increasing the number of donors, you can see that. And then our stewardship plans to engage our donors and really kind of distinguishing between the levels. As we try to increase our donor base, we don't, we know our staff won't grow, but we are working to segment the responsibilities of fundraising between all of the staff members that we currently have so that we can address all of the major areas of fundraising. And we are hosting our monthly, actually loose meetings to ensure that we are addressing and keeping up with our activities and bringing in individuals to train us. In fact, we have a training this afternoon with some folks from the system office. So we are addressing our strategic plan goals. They're ongoing. Are there any questions? Yes, Anita, this has been well prepared. Yes. Have all the trustees given? No, sir. I would encourage the trustees to take advantage of your year-end plan. What's that? December 30th gift giving time because then they can deduct it from their taxes. They can help you and help themselves. And if they haven't given, they need to go ahead and do it. And we have been carried out trustees to give a minimum of $3,000. The second thing that I would ask the committee is in the new year, and this is an action item. I would like to recommend that we as a committee suggest to the board of trustees a suggested gift in the new fiscal year of a $3,500 minimum gift for the trustees. If I could have a motion to that effect. I want to discuss it first, right? Yes, I would like to discuss it first. Because I want to discuss something else other than that with Ms. Walton. But I don't see a problem in the increase. And I mean, but if you've got board members who have not given that now, what's the purpose of increasing when we, I mean, what's the purpose of increasing when we don't have full participation on the 3,000? Before Trustee Walton, before you go further, BC Walton, can you tell us how many of the trustees have given? Yes, six. Six of us out of 11 have given for the entire year. Yes. So I don't think we need to increase. I didn't hear that. Hold on. One second. We work on a fiscal year. Fiscal year. Yes. So it's from July one. So six. Yes. Do you know how many for us? To the calendar year. I want to do that. Give me one second and I'll look at the calendar year. Can I talk about something else while you're looking for the information? Go ahead. Okay. Well, Ms. Walton, she's gone, right? I'm right here. Okay. I was just, it's an observation. I know I was alumni. I'm a member of the alumni. You know, I hear from them all the time that, you know, they continuously asking us for money. There's a few of them that always give, Jeanette and her group. And so I'm, so I have always been adamant about sending letters out to different groups of people. I mean, I've been talking this since before our new chancellor came for about two or three chancellors that institute your area need to send letters out to different people for ask and tell them the story. But I look at GoFundMe. I look at people on crowdfunding and how they just tell a story. A guy told a story the other day and raised $100,000 because he lost his job. So, and by ECSU being a historical black university in a tier one area, we could send letters out, have a letter already pre-strip to send out to Michael, anybody that give money, Michael Jordan. I mean, end of the year, like Andy was talking about these people making donation. Hampton University got $35 million from Amazon wife. And I think another university, about three or four black university got this money from her. But, you know, we don't never send out things to people and ask people and continue to talk just basically to our alumni that give and most of them graduated with degrees that don't make a lot of money, make a lot of money, like A&T graduates and engineering, being central with lawyers. So they're gonna give different and they're gonna give bigger amounts. But all I'm saying is if we could develop a script or something to just send out to people, it costs don't cost for the stamp and a letter to ask people and you never know what you're gonna get from these people. And my thing is being in sales all my life. If you don't ask, you're not gonna get. And if you don't know who gonna give, tell your ass. And you've got CPAs that tell people where to give them money at the end of the year, you know? So if we don't, you know, I mean, that's an area that we need to really start looking at and don't cost a lot of money to write a letter or you need to get somebody to write a good letter. That'd be something you could, I mean, wouldn't cost a lot and we got a lot of people with doctors around in your area that's, you know, that's the professors that know how to script stuff. So, you know, I think that's a, that will be a good start asking before the end of the year to these different people. And you know all the people that got money. You know, we know all the people that have money and we know all the people that give a lot of money to different organizations. If they don't give us about 100,000 or 15, 20,000, you never know what they're gonna give. But we need to ask them. And I think if we could script a good letter and start asking are either, if you got this letter, if I know someone as trustee, I could use that same letter and that same story to pass on to that person from your, you know, from, you know, from your department with the letter heads and everything on it. So that's just a suggestion that I've been adamant about over the years. And I think we're losing out because we're not asking, you know, the right people. We just continue to ask the same people and we get in the same results basically, you know, every year on what we are, what we're raising. What are y'all thoughts about that? Because I'm just, Michael. Yeah, I might just step in for just a second. I don't want us to lose track of our responsibility as trustees to be giving and I also wanna make sure that we know if we have given, you know, calendar year, fiscal year. And the second thing, I think it's an excellent suggestion that we have a prototype of a letter that we can use in our asking. But in our asking, also make sure we're coordinating that with V.C. Walton so that the asks are coordinated. And that's one of the efforts. But I hope that we have those kinds of problems that we're all asking of people that we know, corporations that we know, and it's a coordination effort rather than not asking at all. But I think it's really important that we turn that light on ourselves and look at where we have an opportunity to do better in our own giving. I just wanna make sure that we have the correct data on that. So V.C. Walton, anything that you have to add in terms of the rate at which our board is giving. And then that, because I think if we're not giving, raising up to 3,500, those who are giving may be willing to give the 3,500. And because if those who aren't giving, maybe we have another issue there that we really need to get to the bottom of, because that's a significant number. I'll go ahead. Mr. Chairman. Mr. Chairman. Yes, sir. I would like for it to follow up on what I asked you know about. I understand what you were talking about. We're gonna get back to that, but I was just curious what was her thoughts about the letter as far as having a letter that we could have to send out to different individuals. You can certainly provide you with the letter to- Not me, I'm saying the office, for you all to send out to different people that make donations during the year to different groups. So we do. If you will, I mentioned that our year-end solicitation, with two things. One, you mentioned that alumni said that they were, that they felt that they were being asked repeatedly for the same alumni were being asked repeatedly for money. And so we heard that. And this year, our primary mission this year, our primary year-end solicitation actually focused on non-donors because we want to expand the database. We want to expand the donor base. And we do know that donor fatigue is real. And as we look at our numbers and the number of people who have given in the database, that might be true because it seems to be the same number of people who always give. So to your point, we are doing a couple of things. One, we're asking people that we typically don't ask. And hopefully from the report, while it's not a ton of people, you are seeing some individuals who have never given before who are who are giving money. And it is because they're being asked. So that's one thing. Second, we are certainly reaching out to folks with, by writing to them, but we are writing to them strategically because there is a message that has to be in the letter. We can't just write them to say, you know, we are live in the city-state university and we need you to give us support. So I mentioned in the solicitation, in the solicitation plan, one of our strategic approach approaches will be to reach out to the graduates of the different schools. So the deans will pretty much pin the letter or the piece to say something about their experience with the academic unit, what is happening with the academic unit, and perhaps how it has impacted them, their career and ask them to give back. So yes, we are reaching out to folks in different ways. And to your point about telling a story, sometimes yes, there is just a letter that just tells a story and that we need your support and assistance. So we are doing that, but we are trying to do it strategically so that we aren't just, we know who we're talking to. Everyone that we have spoken to this year, we know what we said to them because we're using solicitation codes. We know, okay, we talked to this person about this, they responded. We talked to this person about this, they didn't respond. So we are trying things that you said, right? We're doing those things. It does take time. And it is, there is a little bit of a strategy behind it. And I do hear what you're saying. And we are sending those letters. So we are sending those letters. And VC Walton, I would like to, thank you for answering that question, but I would like to take this back to the original question and support what our board chair has said. When we leverage people, and we try to build cultivation relationships, they ask, how much has your board given? Does your board give 100%? People want to invest in organizations where they know that people leading the organization are investing. So that's the original question. And that's why it makes so much difference to say, our board gives 100% because that will ensure or be, you know, stand as an affirmation to this potential donor who may not have a relationship with the university, but who may just want to say, I want to be a part of this because you have built a giving culture. Right. Yes. Okay. Thank you. Have you found that number yet? Yes, sir. Yes. If we are looking at a calendar year. Everyone has given. All right. Can trustee call pepper. Can I, can I make a statement? This is Kim Brown. I don't presume to be able to speak for everyone, but I, you know, relationship with three different HBCU. So I'm gonna share a perspective through two lenses. Number one, I don't need to be asked, I need to be reminded because that's just not my lane. And I'm just gonna be honest, I have not been reminded. So I give more than the 35 every year, but I lose track of it because I'm trying to do that over several institutions. So I just need an institution to say, hey, you got an endowed scholarship. And this year, we haven't received anything, you know, or we've received a thousand because I'm sitting here myself right now and I don't know my answer, but I know I'm committed to giving to the university. It's just that I can't tell you if I gave this semester or last semester or whatever it is. So I need a reminder. And I'm not presuming to speak for everyone else, but I know I'm speaking for myself there. All I need is an email. The second thing is back to trustee Wilkins question or statement about a letter. Let me just share a perspective and I'm gonna be a little transparent. This Sunday was the largest given in our church because of since COVID started. I did not ask for giving. What I did last week is I did a video simply celebrating and sent it to 13,000 people that are connected to our church and said, I wanna thank you for giving. Now in that video, I'm sure there are a ton of people that hadn't given anything. I didn't ask anybody for anything. I just thank people for giving. And that inspired people that perhaps hadn't given to say, man, people are given to my church and I haven't given this year. People, you know, I think we've got to learn how to communicate in ways that aren't intrusive because people will give, but if every time they hear from us is a request, that too has impact. I think that there's another way we can do it by just communicating. I just wanna thank everyone that has given to Elizabeth City State University doing such challenging times. And you will be amazed at how many people will respond not because you asked. And here's the other piece. My final statement, I'm not gonna be driven by the amount. I'm never gonna go less than the amount, but I just wanna make sure that we on the board don't think that that amount, whether it's 3,000 or 3,500 is the ceiling. I think we're suggesting that that's the basement because I don't want somebody to say, well, I gave 3,000. All of us might be in different places in our life, but that is not, you know, to corn of phrase. That's like saying you've tied and you've done what God asked you to do. The reality is some of us can do beyond that. Some of us, that is a sacrifice. I do believe it should be 100%. I really have a problem on other boards I sit on. You say you love the institution and you haven't given. I just have a personal conviction about that, but I don't presume to speak for the whole board. But I do want, I'm just asking Ms. Walton if you would just tickle me because I know I can be one of the people that just has not given because I just haven't given. So all I need sometimes is a reminder. Bishop, you got an endowed scholarship. You know, it's another semester and whatever you haven't given. Just, and that's all, and I'll take care of it from there. And as far as I know, I hadn't been reminded. So I don't know if I'm in the number or not, but I definitely, as the old saints would say, want to be in the number. Well, thank you. I appreciate your comments on that, but you brought up something that I wanted to say in a little bit in defense of ECSU. Until this summer, we have not had the technical ability to get 10,000 letters out in a week, what less 10,000 videos that you sent out. We've now got that ability and I expect we'll see much more stuff going out, but we just hadn't had it. And now we've got it, we've got the new software program. So I expect we'll be able to see that get out. And how you send 13 videos, I don't know, but I will share some of my experience because I used to send, I could send 10,000 letters out in a week, but what we did was send what we call feel good letters. And we sent stuff, people just to make individuals feel good. We weren't preachers. It was one video, trustee Colpelper. We don't have the ability to do 13,000, but it was one video, it just went to 13,000 emails. Well, that's what I'm saying, we sent one letter that we got and it was a feel good. You know, it was Veterans Day and we sent a prayer about veterans or something like that. And that's, I think that's what you're saying. Contact, make contact with them. Anyway. May I speak just to the trustees? I think that it would be, I was actually, it's on my to-do list. I know that, you know, the company I'm with does matches board contributions at the end of the year. So, you know, a reminder of whether we've, you know, what we've given, we'll know then whether we've met our goal and then that will also serve as the, you know, documentation we need for our company's board matchings at the end of the year. And there are a number of matching opportunities. I think that that reminder can help us too. They match what the board is giving. No, just me, sorry. We're working on the rest of that. I just want to let you remind you that we are 30 minutes behind. This is very important conversation. I'll try to make it up in my meeting, but just... If nobody has any objection, I'm declaring this meeting adjourned. We've about talked this through. That's some objections. And this meeting's adjourned. Thank you, sir. We'll now move to committee chair, Paul Tine. All right, good afternoon. I'm going to call the committee on regional development to order. As chair of the committee on regulatory, but regulatory on regional development, I want to remind everyone that we will be conducting today's meeting pursuant to the new amendments to the open meetings act that apply during state's emergency. The amendments were signed into law and allow for public bodies to meet via electronic means. The new law does require however, that we take all votes via roll call, which we will do today. Additionally, pursuant to the amendments to the law, all chats, instant messages, texts and other written communications between members of the board regarding the transaction of the public business during the remote meetings are deemed public record. Finally, I will ask all committee members, board members and participating staff to please identify yourself before participating in deliberations, including making motions, proposing amendments and raising points of order. As chair of the committee on regional development is my responsibility to remind all of them board of their duty under the state government ethics act to avoid conflicts of interest and appearances of conflict of interest as required by this act. Each member has received the agenda and related information for this board of trustees committee meeting. If any board member knows of any conflict of interest or appearance of conflict with respect to any matter coming before the board of trustees at this meeting, the conflict or appearance of conflicts should be identified at this time. Seeing none, I'll ask for a roll call from Ms. Ennis. The on regional development roll call, trustees Paul Tine. Present. Harold Barnes. He had to step off the call. Phyllis Bosenworth. Present. Ken Brown. Present. Len Bunch. Present. And Andy Culpepper. Present. You have a call. Thank you. Next, hopefully everyone has had a chance of review the minutes and with that I'll entertain a motion to approve the minutes. So moved. Tim Brown. Trustee Brown moves the approval. Is there a second? Phyllis Bosenworth second. Thank you. You would read the roll call again. Roll call for the minutes. Trustee Tine. Yes. Trustee Bosenworth offered the second. Trustee Brown offered the motion. Len Bunch. Approved. And Trustee Culpepper. Approved. The minutes stand approved. Thank you. Thank you. We have no action items today. And so, and we did meet since the last time. So we've got some updates that VC Wilkins will share and then we'll move into, I believe a legislative update as well. So Dr. Wilkins. Good afternoon everyone. I have an update from the regional development and then following my update on Carson will provide an update on the external relations activities. In our last meeting we did establish our strategic goals for this year. And we had two particular goals that we said that we would accomplish within year one of our strategic plan. So we'll take a look at giving you the update there. The first one was 6.2.3 as we look at organizing a board of visitors for the university. You did find in your board materials in the portal the bylaws that we said we would have out by the December meeting. You will have with the bylaws the charter, the bylaws and the expectations of the board for just a quick highlight. The purpose of the mission of the board of visitors will be to assist the board of trustees and the chancellor with their efforts to advance the university's mission and strategic priorities. We're looking at having a maximum of 30 members on the board. These members may be nominated by the board once it is formed or the chancellor, the cabinet members, the board of trustees and the deans so you can nominate and members shall be appointed by the chancellor. The term of members will be three years and the nomination process as listed in the charter will have nominations submitted to the vice chancellor for university advancement by April the 15th of each year. So again, you do have the documents and the board materials for your review. We also are looking at the membership being reflective or representative of a broad base from local, regional and national pool of the membership. For our next goal that we said we will accomplish in this year was just identifying and marketing some events to bring the communities to campus. Well, one of the things we're looking at in trustee time, time mentioned our meeting that we had on November the 20th, I believe it was November the 20th, the committee met to plan an economic summit. It was just a planning discussion type meeting. So trustee time, I will yield to you if you want to chime in at this point. Thank you vice chancellor. We did meet and first we wanted to identify that there was a real need and then divvy up some exploration as to what potential partners we might have in the area. And there is definitely a need from what we've seen so far. The Northeast economic developers don't seem to be meeting on a regular basis. The chambers of the Northeast are not meeting on a regular basis. Northeast commission is no longer in existence. So there's nobody feeling that coordinating effort for economic development in the region. We spoke with different trustees, spoke to different potential partners to try and help the staff alleviate their workload. And trustee Barnes may have found a corporate sponsor. We're still need to discuss it with staff and see if it's a good fit. Trustee Bunch talked to the COA and they're happy to work with us to help coordinate things. I spoke with Kenny Flowers at commerce and he sent me a list of contacts in the region and we also asked them for contact with the center of innovation. And they're interested in helping us coordinate things. And so the next step was that we were going to look to create a committee of the potential partners so that they can assist us with developing the program as we move forward. Thank you, trustee, time. The other update we have is for the Small Business and Technology Development Center. Of course, as you are aware, the SBTDC's critical mission or purpose is for that of economic development in the area. And so we like to just keep you abreast of the activity that is taking place in the SBTDC that is housed at ECSU. And so you have the data for the year that is presented here and you will see what has occurred and from September one through November 30th along with our year to date numbers. I also would like to share with you that I had the privilege of serving on the search committee for the new state director of the SBTDC. That was a few weeks ago. And while serving on this committee, I served with a dynamic search committee. Susan Fleetwood, she's the executive director of economic development and the North Carolina Department of Commerce. And she too offered any assistance that she could land to ECSU in any regard that she would be willing to assist us. So we're looking forward to the relationship or the connection that we've made by serving on the committee with Susan. So that concludes mine. I'm gonna stop sharing so that Carson can pull up his and I will entertain any questions before as Carson is pulling up his if you have any questions. Are there any questions from the committee or the board? I don't see any. So Carson Rich. Can everybody hear me? Yes. Yeah. Okay, so I will be brief with just two quick slides today to provide somewhat of an objective overview of the post-election legislative landscape for 2021. So at the state level, there's really one main takeaway here and that takeaway is that in terms of party control, nothing has changed. Republicans gained a handful of seats in the house. Democrats gained a seat in the Senate, but ultimately the GOP still has bicameral control of the legislature and control of the lieutenant governorship while Democrats still have control of the governor's office much like the previous section. Although since Republicans still do not have a veto-proof majority, I think it is likely we will see again some of the back-and-forth regarding budget negotiations next year and the use of multiple streamlined tiny budget bills and as you'll see in one of these slides here at the bottom, there is more than 20% of the legislature that will be new in the coming session, but I will say that the relationships we have built and the key offices we have connected with on both sides of the aisle have not changed. And when it comes to those new faces, I do look forward to bringing them good news of all that is happening at ECSU and of course informing them of our needs as well. At the federal level, well party control is still up in the air for the US Senate and it will ultimately come down to, as I'm sure you've seen in the news, two Georgia runoff elections in January. So stay tuned for those results. It will mean a lot in terms of party control and while we are on the topic of federal updates, I do wanna mention that as I'm sure you can imagine, there's tremendous pressure on Congress to do something before they leave in terms of a stimulus bill regarding COVID-19. And I will say that one is about to surface that is I believe 908 billion and the four year institution pot within that 908 billion is at $20 billion and just comparatively, the CARES Act was only at 14 billion. So we're looking at hopefully a larger pot for higher institutions to have access to and I think we'll likely see some action on that in the coming week. But other than that, that's all I have and I yield back my time unless there are other questions. Thank you, Carson. Are there any other questions? All right, well, without objection then this committee stands adjourned. Thank you, Trustee Tyne. Appreciate that and we will move right on into our committee on university governance. I'd like to call that meeting to order. As the chair of the committee, I want to remind everyone that we will be conducting today's meeting pursuant to the new amendments to the Open Meetings Act that apply during states of emergencies. The amendments were signed into law and allow for public bodies to meet via electronic means. The new law does require however, that we take all votes via roll call which we will do today. Additionally, pursuant to the amendments to the law, all chats, instant messages, texts or other written communications between members of the board regarding the transaction of the public business during the remote meetings are deemed a public record. Finally, I will ask all committee members, board members and participating staff to please identify yourself before participating in deliberations including making motions, proposing amendments and raising points of order. As chair of the committee on university governance it is my responsibility to remind all members of the board of their duty under the state government ethics acts to avoid conflicts of interest and appearances of conflicts of interest as required by this act. Each member has received the agenda and related information for the board of trustees committee meeting. If any board member knows of any conflict of interest or parents of conflict with respect to any matter coming before the board of trustees at this meeting, the conflict of the parents of, the conflict or parents of conflict should be identified at this time. Hearing none, I request that Ms. Sanders takes roll call. Committee on university governance. Trustee Jan King Robinson. Present. Trustee Lynn Bunch. Present. Stephanie Johnson. Present. Trustee Harold Barnes. Trustee Kim Brown. Present. Ms. Gwynn, I just tried to get on on my cell phone as well. They wouldn't let me in. Oh, okay. Paul Pepper. Present. And Trustee Paul Tine. Present. Okay. Thank you. Alrighty, I need an approval of the minutes from our last board meeting. Can I hear a motion? This is part of the motion. I approve. A motion that we approve the minutes. Second. Thank you, gentlemen. Alrighty, we have several updates this morning or almost afternoon. And so I'm going to turn. Oops. I'm just going to do a roll call vote of the minute. Oh, I'm so sorry. Thank you. May we have the roll call for the minutes? Sure. Trustee Robinson. Yes. Trustee Bunch. Yes. Trustee Johnson. Yes. Trustee Barnes. I'm not sure if he's back yet. Trustee Brown. He's trying to get on line the other way. So. I don't see him trying to. Okay. Trustee Paul Pepper offered the second and Trustee Tine offered the motion. The minutes stand approved. Wonderful. Thank you so much. We have several updates and I'm going to just move right to them and we'll start with our new HR director, Dr. Shamika Lane. Good afternoon, everyone. You have an important summary of the personnel action since the last Board of Trustees meeting. Do you have any questions? Thank you. The next item I have will be an overview of the 2020 UNC System Employee Engagement. Can everyone see my screen? Yes. Today I have some exciting news to share. I will be presenting a high-level overview of the 2020 UNC System Employee Engagement Survey from Richard Boyer of Modern Think LLC. This online survey is conducted every two years and was administered February 4th through the 25th, 2020. ECSU had a response rate of 51%, which is a slight decrease from 2018, but is in alignment with the UNC aggregate of 52%. From 2018 to 2020, ECSU saw an increase of positive responses by 9% and a decrease of negative responses by 6%. Of the statements, 37 improved 10% points or more, 44 improved 5% points or more, two statements regressed 5% points or more, and one statement regressed 10% points or more. This type of growth is miraculous and highlights the efforts made to show employees how much we care about their well-being here at Lisbon City State University. On this slide, the responses by job category are listed with the highest response rate coming from SAAO tier two employee and the lowest response rate from SHRA non-exempt. On this slide, it shows that the survey focused on 15 core dimensions. On the next three slides, I will show where we saw increases from 2018 to 2020. In the category of pride, in 2018, we had a 67% positive percentage, meaning individuals would agree or strongly agree about the pride of the university. For professional development, we saw an increase from 64% to 66%. For facilities, we saw an increase from 55% to 66%. On job satisfaction and support, we saw an increase from 58% to 64%. For supervisors and department chairs, we saw an increase of 61% to 63%. For the dimension of teaching environment, we saw an increase of positive responses from 47% to 59%. In compensation benefits and work-life balance, we saw an increase from 50% to 51%. For shared governors, we saw an increase from 38% to 57%. For senior leadership, we saw an increase of 30% to 54%. And in policies, resources and efficiency, we saw an increase from 42% to 53%. For respect and appreciation, we saw an increase from 43% to 53%. In fairness, an increase of 46% to 51%. In faculty, administration and staff relations, 36% to 50%. In collaboration, 45% to 50%. And in communication, 41% to 48%. Again, 15-core dimension shows an increase in positive responses across each dimension. For job category, excuse me, you will see an increase from 2018 to 2020 for each of the job categories listed. For SHRA exempt from 49% to 64%, EHRA IRPS, 44% to 61%, SAAO tier two, 42% to 57%, SHRA non-exempt, 52% to 56%, and faculty, 46% to 53%. As a SWAT analysis was conducted, some of the strengths and opportunities that came out of that were job fit, autonomy, and connections to the mission, professional development, supervisor department chair competencies, and diversity, equity, and inclusion. Our opportunities are resource constraints, performance management and accountability, excuse me, communication and collaboration, and senior leadership. I'm gonna say it out loud. Let me stop there. I just hope that it didn't navigate to the next few days. We need a mute. Alrighty. Dr. Lane. Okay. Lastly, I will review our 10 most improved statements, our top 10 statements, and our bottom two statements in complete transparency. On this slide for most improved statements you can see from 2018 to 2020, we've had an increase in positive responses and a decrease in positive responses in the following areas. This institution is well-run, senior leadership showing a genuine interest in the well-being of faculty, administration, and staff, senior leadership communicating openly about important matters. Our senior leadership has the knowledge, skills, and experience necessary for institutional success. And there's a sense that we're all on the same team at this institution. Other improved statements, the role of faculty in shared governance is clearly stated and publicized, senior leadership regularly models this institution's values. I believe what I'm told by senior leadership, faculty, administration, and staff are meaningfully involved in institutional planning and faculty are appropriately involved in decisions related to the education program, examples are curriculum development and evaluation. Our top 10 statements where we saw substantial growth, or I understand how my job contributes to the institution's mission. The institution takes reasonable steps to provide a safe and secure environment for the campus. I am proud to be a part of this institution. My job makes good use of my skills and abilities. I have given the responsibility and freedom to do my job. Lastly, for our top 10 statements, this institution actively contributes to the community. My supervisor slash department chair supports my efforts to balance my work and personal life. I have a good relationship with my supervisor or department chair. This institution places sufficient emphasis on having diverse faculty, administration, and staff. And my institution is committed to building a culture that actively promotes diversity and inclusion for students, faculty, and staff. Diversity and inclusion means the intentional efforts undertaken to create an institutional culture and a working and learning environment that offers acceptance, support, and respect for diversity of individuals. And this one was added, as you see, there was no data for the 2018 year. Again, in transparency, we're looking at the statements where our threshold was below 50% and positive responses, and they go as follows. My department has adequate faculty, staff to achieve our goals. I am paid fairly for my work. Promotions in my department are based on a person's ability. Changes that affect me are discussed prior to being implemented and issues of low performance are addressed in my department. Other statements in this category, our recognition and awards program are meaningful to me. I can speak up or challenge a traditional way of doing something without fear of harm in my career. I'm regularly recognized for my contributions. I'm provided the resources I need to be effective in my job, and there's a good balance of teaching service and research at this institution. The key words that evolve after asking the question, what do you appreciate most about working at this institution are here in this word cloud. As you can see, one of the largest words here is students. ECSU has made a major comeback. The vendor even stated if ECSU would stop, he would be buying. That is how much impact we have had over the past two years. There's an overarching theme that we are on the same team and a sense of pride in the importance. We have made tremendous growth and we are proud of the results. We will continue to work through creative environment where employees will enjoy serving our students with a solution oriented and partnership mindset and a commitment to continuous improvement undergo 5.5 of the strategic plan to attract and retain talented faculty, staff and administrators. Thank you. I will now stop to answer any questions. Thank you, Dr. Lane. I think there might be a couple of questions out there, but before I take them, I just wanna acknowledge once again, I know the board sent a letter to the chancellor just acknowledging the incredible improvement and the fact that we were among the highest in the whole system. So, I just wanna share with you, I used to share this with my students. It really is about how people feel about the work they do and there's an old story about the bricklayer who was asked about his job when he was helping to build the enormous chapel in DC. And when they laid the last brick, they said, well, you know, how do you feel about your job? And she says, well, I built a chapel today. You know, it wasn't that he built the chapel. So having that pride, so knowing that we are helping to build young people is just the most true thing about what we do. So thank you so much for that report and thank you again to all members of the team, faculty and staff. But I do think, I know, Chessie Bosenworth, I think you had a comment you wanted to make or question. Yes, thank you. I was just wondering if they could give a or if someone can give us an idea about how our board could show support to the faculty and the staff and perhaps other boards around the state or the country do things to show engagement with the faculty and the staff and how we might be able to show support. That's a great question. I don't know, Dr. Lane or Chancellor or Provost, anyone have any suggestions? I would defer to the Chancellor or Provost. Yeah, well, I was actually looking for the Provost to answer that, but I would say that, you know, in the current environment, your support, of course, through recognition of the work that we're doing. I mean, we have a number of people listening in on the trustee calls and to acknowledge the work that's being put in is something very important to our faculty and staff. Also, events on campus, being there showing up, showing your support, graduations, arts events on campus, anything that you can, athletic events, anything that you can make an appearance that visibility speaks volumes to your support. In regards to the survey, we had a town hall meeting. I called the town hall meeting last week with the faculty and staff to present this data, but also to talk to them about our budget. If you notice the lower 10 items that Dr. Lane talked about, mostly were around resources, lack of salary increases, those things that we know faculty and staff need, but we just don't have the ability to provide that at this time. And I have talked with President Hans, as he has talked with all the chancellors, faculty and staff, salary increases is in the top four budget requests as a top four budget request from the UNC system to the legislature. The reality is we have people working on our campus that have not received raises in three years, and that includes my cabinet. And so just the thought of them not receiving anything in three years, but also understanding that the work doesn't stop if anything they have even more work now because of the pandemic and things that we've had to do and change. And so that is a voice frustration, not just at ECSU, but all across the UNC system. And so I think your continued support and advocacy and visibility helps out a lot. And Provost, I don't know if you have anything additional to say in regards to what I just provided. No, I would just echo your comments. One of the things that even we can do a better job is when we have events now, especially even though they're virtual, thinking back, I'm not sure we've done a good job of promoting those to the board. And so I know that myself I'll make a conscious effort in the spring to make sure that you are because I think that your attendance at the events does mean a lot, especially of course to the faculty who without raises and I know everyone would like that. But again, just acknowledgement that we do appreciate all of the hard work they have done. So thank you all though, that's far for all of your support. Well, I would ask then if you feel it's appropriate, the letter that we wrote on behalf of the Board of Trustees that that's appropriate to share with the staff. I mean, there was tremendous pride that we took in the accomplishments of the leadership team, the staff, the faculty. So whatever I understand with Trustee Bosenworth is asking, you know, we wanna show up. And so if we are online and we're listening, several of us came to the meeting you had, Chancellor, don't know if we need to raise our hand and say we're here, applaud, whatever. We just want folks to know that we really appreciate, particularly under these extreme circumstances, what they're doing. Yeah, and I think so when we have the town hall meetings we don't know who's on because they're live streamed. So we can't tell who's listening in but we'll be sure to acknowledge, you know, at those meetings that there's a possibility we have Trustee members listening in. But when we do live streams like that, we have no idea who's listening in. Okay, all right, okay, thank you. Any other comments? All right, we thank you, Dr. Lane. And let me correct, I misspoke your title, your Chief Human Resource Officer. So I wanna give you that due as a former CHRO. So thank you. Alrighty, Attorney Alan Goodson, you're up, sir. Okay, thank you. Provide the ERM update. I wanted to share my screen with you in one second. So we had a ERM committee meeting and one thing that we did after we adopted our strategic plan, a couple of things. Look at our previous risk at the institution or what we could see as risk. But also look at our strategic plan and kind of see how, if there's any opportunity to mitigate these risks, you know, by looking at some of the goals that we were implementing and then sort of matching them to the risk. So, you know, we looked at our previous risk register. It wasn't as clear in some areas. It wasn't concise. I think some areas could have been combined. So we took the time to sort of really go through the previous risk register and then update this risk register with a little bit more clarity, but also with some risks that we are seeing in our environment now. And then we went a step further and, you know, as we identified our risk, we linked it to an area where it could be mitigated in the strategic plan. So that way we were always operating towards mitigating these risks as a natural part of the work that we're doing with respect to completing the goals in our strategic plan. So I want to walk through the risk with you that we've identified, but also the link to the strategic plan. Our risk, which is similar to the risk that we had in 2018, one of our risks is low enrollment. Obviously low enrollment impacts our financial stability. This was a risk that was in our 2018 risk register. Enrollment, as the provost mentions all the time, still has to remain one of our priorities because it often, because it ensures that we have financial stability and it preserves our representation. So that stayed on the risk register. And then it was linked to goal 3.1, which is maximizing our potential to an improved enrollment process and investing in recruitment retention and completion efforts. So that risk will be mitigated through efforts that the provost is working on in her particular area. And you can see that she's assigned that naturally as a part of the strategic plan process. One of the areas that also stayed from the 2018 risk register to the 2020 was the sort of a lack of talent management strategy to attract, develop and retain high-performing employees to optimize employee performance and address under staffing concerns. There were two things in our 2018 risk register that we wanted to really kind of clarify here. Two was under staffing, which led to compliance areas and sort of under training. So this was a way that we could sort of clarify those things since they kind of fit under the same umbrella of talent management strategy. But also look to how do we attract high-performing employees and sort of optimize their performing. So we put that performance. So that's certainly a risk to the organization. How well we are a function of the employees that work here. So we certainly want to make sure that stayed central to our risk register, but also part of our strategic plan in 5.5 is to attract and retain talented faculty, staff and administrators. So again, as we continue to do the work in the strategic plan, we will continue to push towards the effort to mitigate sort of that risk. One thing that we identified, the committee identified was succession planning. And that's something that we often talk about. In some areas we are one deep. So what does it mean if one of us leaves? What does that mean to the department? What does that mean to the division and the organization? So one area in our strategic plan was to implement sort of SOPs for key departments. Get the knowledge out of people's heads and put it in a document. So that whoever comes after them, there is a certain level of framework already built there in addition to just the sort of, just the personnel piece. So this is a strategy that we will use among other strategies to identify sort of the succession planning as being a risk to the organization. The other was insufficient state resources and donor support. Obviously that impacts financial viability and solvency. This is a risk that we carried forward from the 2018 to this 2020 register. I think the chancellor just mentioned, state resources sort of in, lack of state resources or resources in general inhibit our ability to sort of manage the things that we need to manage. So, you know, in the strategic plan 4.4, we're looking at, I know Anita is looking at, redesigning her fund development philosophy and we're looking at sort of some infrastructure to transform giving to the university. So that's one way we can address sort of the donor aspect. But also we need to ensure the university budget process prioritized resources. So that's how we can manage the resources that we have. These are two strategies again, to address this that doesn't mean it's the only strategies. Obviously we will continue to advocate to the state legislator for more resources to be able to grow the institution. Compliance with state and federal requirements and standards, this should always sort of really be a risk to the organization. The way that we will manage this is through the annual audit plan, what Sharneeta does in her shop as the internal auditor every year, she develops an audit plan and she asks different constituents throughout the organization to identify some of the key compliance risk, if any, and then she develops a plan around that. This is one that was in the 2018 plan, we thought it would make sense to carry it forward. One of the new risks that we adopted was cyber threats. You'll see now more and more organizations are being challenged through cyber threats and we certainly needed to add this to our risk register. So one way that we plan on mitigating this is Derek's group is developing an IT governance committee as a part of that function. They'll be looking at our security, information technology security as a whole. This was a risk, the next one is a risk that carried forward from 2018 to 2020 and it was some alignment between all of our different plans from a facilities master plan to a budget plan to our strategic plan. As you can see, we're trying to ensure that our strategic plan flows throughout our different documents including this risk register. But one way that we want to align these plans, one, we have to adopt the campus master plan. I gave you an update about efforts during the operational excellence committee. But also we have to ensure the budgeting process includes all of those things and Lisa, Farron, myself are charged with making sure those things all work together and speak to one another. Just three more. Again, implementation of campus master plan that helps us identify opportunities for campus growth. I gave that update during the operational excellence committee but again, in the strategic plan, updating and implementing that campus master plan will help us mitigate that risk. The other is maximize operational efficiencies through a coordinated effort of integrated technological platforms. Really what we're getting at here is, and Lisa's a good example of this. I think she mentioned that she's developing sort of a budget application that everyone could use. She could have easily just did that for her own department but she's looking at ways to do it for every department to be able to use so that individual departments are not going out and getting the same type of technology. We have one technology that can manage the entire process and we're not going out and doing one-offs. So this is a way to improve our efficiency. This will also be a function of the IT Governance Committee to look at the request for technology and sort of help streamline those requests to make sure that they're coordinated. And last but not least, reputation uncertainty with regard to branding, perceived value organizational status, public perception and trust. And this should always be one on your risk register. This carried forward from 2018 to 2020. One way that we're managing this is conducting existing evaluation of our communication tools and implementing new strategies that always are looking to protect our brand, our value and our public perception. So these are the risks that the committee came up with and these are the risks that we'll be working on. We ensure that we mitigate throughout the entire organization. Again, our goal was to find ways in a strategic plan as one of many efforts to help mitigate these risks, but these are our top 10 in terms of what we'll be working on. So I wanted to give the board that update prior to moving to closed session. Any questions for the other day? Any questions? I do have a comment. It has been just really excellent today, all of the presentations and having a strategic initiative actually itemized with everything that you're doing that takes tremendous disciplines. It was very, very nice to see. So kudos to the chancellor and the whole team. Very well done. Any comments, questions? The committee? Alrighty. I'm going to request that trustee Tyne will make a motion for us to go into closed session. A motion that we go into closed session. I have a more specific motion in regards to the, the. When did you just, do you know who has the motion? I thought it was Chris, trustee Evans. Is that right? You're on mute, please. Motion. Trustee Bunch. Yes, I have the motion. Oh, she has it? Okay. Sorry. I'm going to withdraw my motion. Thank you. I move that we go into closed session in accordance with North Carolina General Statute 143-318-11 section A-3 to consult with our attorney to protect the attorney client privilege. Thank you. All in favor? Do we need to roll call? Yes. Trustee Robinson. This is the motion to close session. Approved. Trustee Bunch made the motion. Trustee Johnson. Trustee Barnes. Trustee Brown. And Trustee Culpepper offered the second. And Trustee. Yes. Say thank you to everyone. We went a little long today. Thank you so much staff. Again, excellent reports. And we will have a very productive and I'm sure even a shorter meeting tomorrow. So have a great afternoon Chancellor if there's not anything else that is on the agenda for today. Great. So have a good afternoon everyone. Thank you and we'll see you tomorrow morning. Bye bye. Thank you. Bye bye. Thank you.