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 and vp for legal affairs and risk management 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. For senior positions for which there are not two levels of internal approval available, 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 6,166,076. Management and general expenses 7,089. Fundraising expenses 271,312. Total expenses 6,444,477. Service contracts: program service expenses 5,160,284. Management and general expenses 5,933. Fundraising expenses 227,057. Total expenses 5,393,274. Consulting: program service expenses 2,084,955. Management and general expenses 2,397. Fundraising expenses 91,740. Total expenses 2,179,092. Repairs & maintenance: program service expenses 1,016,152. Management and general expenses 1,168. Fundraising expenses 44,712. Total expenses 1,062,032. Printing & materials: program service expenses 568,338. Management and general expenses 653. Fundraising expenses 25,007. Total expenses 593,998. Utilities: program service expenses 510,793. Management and general expenses 587. Fundraising expenses 22,475. Total expenses 533,855. Recruiting: program service expenses 224,045. Management and general expenses 258. Fundraising expenses 9,858. Total expenses 234,161. Officials: program service expenses 363,877. Management and general expenses 418. Fundraising expenses 16,011. Total expenses 380,306. Misc other: program service expenses 3,009,289. Management and general expenses 5,084. Fundraising expenses 194,571. Total expenses 3,208,944.”