Robert Morris University

“The form is completed by the accounting staff/chief accounting officer and controller's group and is reviewed in detail by both the chief accounting officer and controller and the vp of finance. Another internal review is conducted by the general counsel, senior vp and the president of the university. The return is then reviewed and approved by the audit and risk committee with a copy provided to the full board of trustees prior to filing”

“Trustees- the policy is discussed annually at a board of trustee meeting and the policy and disclosure statements are mailed to each trustee shortly after the review. Any trustees not returning their disclosures are contacted a second time with a request to complete the disclosure. Responses are sent to the university's general counsel and evaluated for potential conflicts of interest. Conflicts are handled in accordance with our conflict of interest policy for trustees, and the trustee shall remove themselves from any discussions or voting pertaining to their conflict. Employees- officers and key employees are identified annually shortly after each calendar year end when w-2 wage amounts are calculated and key employees can be identified. Each officer and key employee is contacted individually referencing the officer and key employee conflict of interest portion of the policy of ethical practices. A copy of the officer and key employee conflict of interest form is sent to that group with a request to complete and send responses to the chief accounting officer and controller. She and the director of internal audit review and evaluate the responses. Exceptions are disclosed to the executive committee of the board.”

“All salary increases and compensation payments must have two levels of approval. If two levels of approval are not available internally, the compensation committee meets annually (or more frequently if needed for new employees or out of cycle amendments to existing arrangements) to approve in advance any payments. On occasion these discussions could be through electronic communications to include email and video conferencing. The committee will only have members without a conflict of interest with respect to the compensation arrangements being discussed. The committee considers duties and external benchmark data to consider wages and benefits, including non-standard fringes, and will contemporaneously document in writing how its decisions were reached (including date, terms, data used, members of committee present and voting, and the recusal of any members due to a conflict and nature of the conflict)”

“Our financial statements are available upon request.”

“Food service: program service expenses 6,781,528. Management and general expenses 179,295. Fundraising expenses 239,780. Total expenses 7,200,603. Holiday inn purchased services: program service expenses 613,359. Management and general expenses 16,216. Fundraising expenses 21,687. Total expenses 651,262. Service contracts: program service expenses 4,072,142. Management and general expenses 107,662. Fundraising expenses 143,982. Total expenses 4,323,786. Consulting and purchased services: program service expenses 2,995,320. Management and general expenses 79,192. Fundraising expenses 105,908. Total expenses 3,180,420. Repairs and maintenance: program service expenses 1,559,351. Management and general expenses 41,227. Fundraising expenses 55,135. Total expenses 1,655,713. Officials and scorekeepers: program service expenses 491,228. Management and general expenses 12,987. Fundraising expenses 17,369. Total expenses 521,584. Other business expenses: program service expenses 381,293. Management and general expenses 10,084. Fundraising expenses 13,480. Total expenses 404,857. Printing and print materials: program service expenses 76,949. Management and general expenses 2,034. Fundraising expenses 2,721. Total expenses 81,704.”