Robert Morris University

“The rmu board adopted bylaw amendments on may 31, 2018, which were designed to bring the bylaws in line with current best practices and to provide optimum flexibility to the board in a rapidly changing environment. The material changes included: (1) limiting the number of standing committees required by the bylaws, with other committees to be established by board resolution from time to time and (2) removing the stipulation that only a sitting vice chair may be elected as chair elect.”

“The form is completed by the accounting staff/controllers group and is reviewed in detail by both the director of finance and controller and the chief accounting and financial planning officer and assistant treasurer. Another internal review is conducted by the sr. Vp for business affairs and treasurer, the general counsel, and the president of the university. The return is then reviewed and approved by the audit and risk committee of the board with a copy provided to the full board of trustees prior to filing.”

“Employee conflict of interest- officer 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 director of finance and controller. He 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 of any payments. 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.”

“Consulting: program service expenses 2,653,697. Management and general expenses 10,719. Fundraising expenses 156,266. Total expenses 2,820,682. Food service: program service expenses 6,918,799. Management and general expenses 27,946. Fundraising expenses 407,421. Total expenses 7,354,166. Officials: program service expenses 480,261. Management and general expenses 1,940. Fundraising expenses 28,281. Total expenses 510,482. R&m: program service expenses 1,475,307. Management and general expenses 5,959. Fundraising expenses 86,875. Total expenses 1,568,141. Print & materials: program service expenses 665,165. Management and general expenses 2,687. Fundraising expenses 39,169. Total expenses 707,021. Service contracts: program service expenses 5,472,270. Management and general expenses 22,103. Fundraising expenses 322,240. Total expenses 5,816,613. Recruiting: program service expenses 532,098. Management and general expenses 2,149. Fundraising expenses 31,333. Total expenses 565,580. Other business exp: program service expenses 996,481. Management and general expenses 4,024. Fundraising expenses 58,679. Total expenses 1,059,184.”