Samuel Todd Brand

The meeting included discussion and approval of several key items. There was an update on building utilization and consolidation, an internal audit report, an administrative services report, and updates on learner success, workforce development, and technology services. The board also discussed accreditation and consolidation, aiming to determine an appropriate way forward. The board ratified personnel actions and discussed a recommendation for an employee appreciation award. They also touched on inflationary costs and potential budget impacts.

The meeting included an introduction of external auditors, now known as Forvis, and a discussion of their engagement overview. The audit committee charter was discussed, with a call for action to move it forward to the board of regents. An update was received from the internal auditor. The committee also discussed the scope of work, including the IRS 990 form for the KCTCS foundation, and GASB 87 compliance.

The KCTCS Board of Regents meeting included discussions on the state audit, focusing on recommendations and the process for moving forward. Key points involved addressing a $421 million item lacking documentation, the need for a forensic audit, and improving data management and strategy. The board also discussed a $75 million initial finding and plans for distributing funds back to colleges, as well as a new process implemented for FY24 to charge colleges based on actual expenses from FY22.

The KCTCS Board of Regents meeting included a presentation from the local college president of octc, Scott Williams, who welcomed the board to the Owensboro campus. Williams provided background on octc, noting its three campuses in Owensboro and instructional centers in four counties. He reported that fall enrollment was up 5.3 percent, the largest in seven years, and summer enrollment was up 10 percent. Williams attributed the enrollment increase to a strong strategic enrollment management plan, the establishment of a student success center, a focus on diversity, equity, and inclusion, and a positive team structure. The college has implemented a strategic enrollment management plan focused on marketing, recruitment, curriculum, scheduling, and student supports. The student success center, known as the Pathfinder Den, offers academic and non-academic support, including a food pantry, emergency fund, and subsidized transportation through a partnership with the Owensboro Transit System. The college has also doubled down on diversity, equity, and inclusion, establishing a cultural competency work team, a welcoming campaign, upgraded training, guest speakers, and curriculum initiatives.

The committee meeting included updates on the compensation and equity work stream. Discussions covered the compensation philosophy, job classification framework, job profiles, and the compensation Playbook. The employee impact analysis and equity analysis were also key topics. The meeting addressed market pricing for faculty and staff jobs, proposed pay structures, and the timeline for sharing preliminary results and revisions to the faculty pay structure. The board also discussed the use of discipline for faculty compensation.