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 the senior 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 of the board with a copy provided to the full board of trustees prior to filing.”

“Employee conflict of interest- 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/or controller. Responses are evaluated and discussed with the vice president for legal affairs and risk management as necessary. Summary results 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.”

“Food service: program service expenses 5,916,735. Management and general expenses 6,225. Fundraising expenses 301,908. Total expenses 6,224,868. Service contracts: program service expenses 4,426,115. Management and general expenses 4,657. Fundraising expenses 225,846. Total expenses 4,656,618. Consulting: program service expenses 3,935,157. Management and general expenses 4,140. Fundraising expenses 200,794. Total expenses 4,140,091. Repairs & maintenance: program service expenses 1,216,010. Management and general expenses 1,279. Fundraising expenses 62,048. Total expenses 1,279,337. Print & materials: program service expenses 517,795. Management and general expenses 545. Fundraising expenses 26,421. Total expenses 544,761. Recruiting: program service expenses 465,056. Management and general expenses 489. Fundraising expenses 23,730. Total expenses 489,275. Officials & scorekeepers: program service expenses 448,143. Management and general expenses 471. Fundraising expenses 22,867. Total expenses 471,481. Heerf - higher education emergency relief fund: program service expenses 1,642,150. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,642,150. Utilities: program service expenses 494,525. Management and general expenses 520. Fundraising expenses 25,234. Total expenses 520,279. Other business expense: program service expenses 844,338. Management and general expenses 2,616. Fundraising expenses 126,875. Total expenses 973,829.”