EKU AT A GLANCE
PELL RECIPIENTS
43% of this year’s graduating class were Pell recipients or Pell eligible
TOTAL ENROLLMENT: 15,673 | 77% RETENTION RATE
KY’S UNIVERSITY
6 months after graduation, 77% of EKU graduates are employed full-time, 59% within their field of study
300 Certificates 97 Associate Degrees 2,494 Bachelor’s Degrees
• Largest regional university in Kentucky in degreeseeking student enrollment
• An Opportunity University by the Carnegie Foundation
• A Best Bang for the Buck College by Washington Monthly
• No. 2 nationally for Military Friendly® Spouse Schools and top-ranked in Kentucky for Military Friendly® Schools
FIRST GENERATION
40% of EKU’s students are the first in their family to attain a higher education degree
EARNINGS
6 months after graduation, EKU graduates earn an average of $50,000
516 Master’s Degrees
21 Post-Master’s Certificates
31 Doctoral Degrees
• First among Kentucky public universities for Top Performers on Social Mobility by U.S. News & World Report
• Among America’s Best Colleges by The Wall Street Journal
• No. 22 in Best Occupational Therapy Programs by U.S. News & World Report
• Among the Best Online Nursing School Master’s Programs for 2025 by The Princeton Review
WHAT WE STRIVE FOR
AT EASTERN KENTUCKY UNIVERSITY
VISION
Eastern Kentucky University will be excellent in all that we choose to do.
MISSION
Eastern Kentucky University is the School of Opportunity where everyone belongs. World-class faculty and staff create opportunities for personal growth through exceptional experiences, to ensure students realize their fullest potential and achieve excellence. EKU graduates shape the success and vitality of their professions and communities.
STRATEGIC PRIORITIES
PRIORITY ONE
KNOWLEDGE
Knowledge is at the center of EKU’s commitment to serve as the School of Opportunity. From academic teaching and learning to experiential co- and extracurricular activities, EKU strategically advances academic and student success programs that support EKU’s learners.
PRIORITY TWO
INNOVATION
Innovative thinking and bold action will elevate and differentiate EKU. Innovation will enhance organizational stewardship, intellectual and creative capacity, and economic vitality within EKU and the communities we serve.
PRIORITY THREE
TRANSFORMATION
EKU is dedicated to transforming lives and communities. EKU’s learning environments support intellectual growth, creativity, empowerment, and life-changing experiences by centering access, opportunity, dignity and respect.
GUIDING VALUES
OPPORTUNITY
• Community engagement
• Multiple perspectives and lived experiences
• Professional growth
• Hospitality
• Celebration TRUST
• Consistency
• Effective communication
• Accountability
• Efficiency
• Leadership
A LETTER from PRESIDENT DAVID T. MCFADDIN
At employee convocation last August, I talked about the concept of joy and its application to our work at Eastern Kentucky University. Throughout the academic year and especially now as we look back on our accomplishments, joy feels abundant.
In my fascination with the relatively new and evolving body of research on the subject, I’ve come to understand the following notions of joy and how they connect to our mission at EKU:
1. True joy is based on authenticity.
2. Joy is collective and shared.
3. Joy is found when we do what we do best.
Over the past year at EKU, we’ve honed in on our values, and that’s what drives us. We’re working toward shared goals together as One Eastern, with purpose and intent. And we’re building up areas we already excel in, doing what we do best. As a result, it brings me great joy to share our successes in this Annual Report.
We were excited to announce EKU as the largest regional public institution in Kentucky. In the most recent Council on Postsecondary Education annual enrollment report, EKU had the highest enrollment for degreeseeking students at comprehensive universities—ahead of WKU, NKU, Murray and Morehead. Additionally, we kicked off the 2024-25 school year with a recordbreaking freshman class. Our growth in enrollment and retention reflects a steadfast commitment to student support, academic excellence and community impact.
In continuing to align our academic programs with workforce needs in the state, legislation this spring cleared the path for our proposed College of Osteopathic Medicine. With our already established and reputable healthcare programs, the proposed College of Osteopathic Medicine will elevate EKU and allow us to place more qualified healthcare practitioners in communities throughout the Commonwealth.
Around campus, the Alumni Coliseum renovation nears completion, and we look forward to hosting community and student events in this impressive facility. We also broke ground on the new Model Laboratory School, representing enhanced synergy with our College of Education and Applied Human Sciences.
As you explore the 2024-25 Annual Report, you’ll come across more of this year’s highlights, with the theme of joy woven throughout. There’s nothing more fulfilling than being part of a team that provides a life-changing and transformative experience for students.
David T. McFaddin President
1. EMBRACE STUDENT SUCCESS AS OUR PURPOSE
We thrive when our students thrive.
Student success is at the heart of everything we do at EKU—and it shows. With increasing enrollment and a vibrant campus life, our students are engaged and active participants in learning and growing. We’re meeting their needs through game-changing experiences, comprehensive support and a cohesive EKU community.
Reach total enrollment of 15,400, a 2.6% increase
• 4.4% increase in total enrollment: 15,673 students
• 4.4% increase in freshmen: 2,918
• 11.1% increase in EKU Online enrollment: 4,653
• 9.4% increase in dual credit enrollment: 1,107
• 4.1% increase in in-state freshmen: 2,661
• 4.0% increase in transfer students: 1,233
• 54.7% 6-year Graduation Rate (1.8% increase in 4-year rate, 1.7% increase in 5-year rate)
• 77% Retention Rate
Increase out-of-state recruitment efforts
• 8% increase in out-of-state new freshmen
• Targeted freshmen recruitment in key states
Remove barriers to scholarships
• Revised process for awarding to expand the amount of funds awarded by more than $250,000
Broaden E3 events
• Surveys and focus groups conducted to gauge student satisfaction with events and activities provided through E3
• Feedback data was merged with student participation data to provide information to revise the schedule of events for 2025-26
• Results will lead to better alignment with student preferences and expectations
• Return on Engagement assessment will continue each year to ensure events are responsive to student feedback and participation
Ensure seamless support for students
• A collaborative team, appointed by the President, evaluated the effectiveness and operations of academic support centers with the goal of enhancing student support and improving success outcomes
• Team presented report to the Provost and SVP for Student Success, including recommendations for enhancement
• University leadership reviewed report and began implementing the recommendations in Spring 2025
2. ENCOURAGE FOCUSED ACADEMIC INVESTMENT
Driving change through academic innovation.
We’re shaping the future for Kentucky’s workforce. By connecting the dots between academic strengths and working with state partners, we’re turning challenges into opportunities. As new demands emerge across the workforce, we’re ready—not just to respond, but to lead. From launching new academic initiatives to strengthening the programs that serve our students and communities, EKU continues to live out its mission as the Commonwealth’s School of Opportunity.
Conduct next steps for an EKU College of Osteopathic Medicine
• The General Assembly funded a feasibility study on postbaccalaureate programs that included a review of EKU’s proposed Doctor of Osteopathic Medicine
• The feasibility study from Deloitte Consulting came back favorable for the University
• The General Assembly passed Senate Bill 77, creating a pathway for Kentucky’s public comprehensive universities to offer Ph.D. and doctoral programs for professional licensure
• EKU is now on track to seek CPE approval and accreditation from the appropriate accrediting bodies
Build scholarship funding for Education Abroad
• Increased institutional support by $75,000, reducing financial barriers to participation in Education Abroad
Position EKU as a leader in the performing arts
• Celebrated the 90th anniversary of Foster Music Camp
• Currently recruiting the Director of School of Music/ Orchestral Studies, who will provide vision and leadership to increase visibility and provide a foundation for progress toward not-yet-met goals
Create new and innovative synergies between the College of Education and Applied Human Sciences and Model Laboratory Schools
• Completed work to launch pilot program in Fall 2025 to embed first-year education students in Model Lab with cotaught core courses led by both EKU and Model faculty
• Each new Model Lab teacher was mentored by an EKU faculty member
• College of Education and Applied Human Sciences faculty and students presented research conducted in collaboration with Model faculty during the Model Academic Showcase
• Ongoing coordination between CEAHS and Model faculty supports curriculum alignment and mentorship
• Broke ground for the new campus of Model Lab School
• Announced the formation of the School of Education
Target curriculum revisions to be at the forefront of the needs of the Commonwealth
• Introduced competency-based education (CBE) courses in Option 9, allowing paraeducators to earn credit by demonstrating mastery, accelerating their path to teacher certification
• CEAHS developed eight CBE courses for B.S. in Elementary Education Option 9 program; taught three of these courses in Spring 2025 with more launching in upcoming semesters
• Developed and implemented a streamlined process to award credit for prior learning (CPL), enabling students to progress toward their degrees more quickly
3. EMPHASIZE BEING AN EMPLOYER OF CHOICE
Purpose, growth and a place to belong.
We want to be the first choice for students seeking a transformative education, and we’re equally committed to being the Employer of Choice for faculty and staff. That’s why we continue to invest in employees and their professional growth. With regular feedback and engagement, we’re enhancing the employee experience—prioritizing recognition, belonging and well-being.
Continue compensation and benefit investment along with position analysis to ensure market competitiveness
• Invested more than $500,000 to continue addressing compensation compression for faculty and staff
• HR continued partnerships with campus units to review the scope and responsibilities of individual positions, ensuring better alignment between employee skills and job requirements
• Applied a 2% across-the-board salary increase for full-time employees for the fifth consecutive year, representing a $16.7 million investment since FY21
• Invested in employee health by paying approximately 77% of their healthcare costs
• Increased annual employer contribution for Health Savings Accounts from $600 to $960 for all plans on the University Consumer Driven Health Plan benefit option
• Leading among all higher education institutions in Kentucky in providing more paid time-off opportunities to full-time employees
• Partnered with Wayne Corp. to offer employees and their families broadened access to mental health services, as well as more localized employee assistance for a broad spectrum of their needs
• Enhanced our dental insurance offerings
• Now offering pet insurance
Promote and leverage training opportunities that connect employees with industry experts
• HR hosted the second annual Staff Professional Development Day to provide staff the opportunity to attend sessions on how to foster joy in the workplace
• HR launched a development series for senior staff to improve communication among divisions and provide meaningful and engaging opportunities to network and hone skills
• Academic Affairs offered a comprehensive leadership development program for all levels of faculty
• Academic Affairs offered individualized professional development resources in multiple manners
Establish onboarding processes for a seamless new employee experience
• HR partnered with key campus divisions to create a new onboarding program that will thoroughly integrate and orient employees to campus
• Academic Affairs offers a comprehensive onboarding process for new faculty, featuring a three-day orientation to the institution and Academic Affairs, along with a year-long seminar that supports new faculty and fosters community within the cohort
Ensure at least 90% of employees complete the performance review process
• Achieved record completion at more than 90%
4. ENSURE FINANCIAL STRENGTH
Keeping higher education accessible in Kentucky.
Our financial strength is the foundation for the game-changing opportunities at EKU. We’re actively broadening funding sources, increasing dollars raised and working to ensure long-term stability. In everything we do, student success and academic excellence remain top of mind. By investing in our students, through initiatives like EKU BookSmart and scholarships, we’re keeping EKU accessible and affordable for Kentuckians.
Increase dollars raised to $12 million for FY25
• From FY24-25, EKU has raised $12 million
• Increased donor visits by 38%
• Increased Giving Day donations by 41%
Advocate for changes to the state performance funding model
• Clearly communicated the University's position on the model with internal and external audiences in preparation for future legislative discussions
Implement zero-based budget model and maximize net tuition
• Successfully implemented zero-based budget model to streamline expenses within departments
• Net tuition grew by an estimated 8% in FY24-25
Evaluate and foster costeffective and secure IT infrastructure
• Completed a comprehensive evaluation of IT systems, resulting in a reduction in costs through vendor consolidation and system optimization, while also enhancing cybersecurity and increasing vulnerability remediation
5. ENHANCE THE CAMPUS BEAUTIFUL Building for the future.
For more than 150 years, our campus has been a hub of learning and opportunity for generations of students. Today, we’re honoring that legacy by investing in the future through new buildings, renovated facilities and more. Our reputation as the Campus Beautiful reflects an ongoing commitment to a vibrant, studentcentered environment—strategically designed for the next generation.
Complete Campus Master Plan
• Successfully concluded the campus-wide engagement process, gathering input from stakeholders to inform the master planning process
• Currently in the final stages, with the plan set to be delivered by Lord Aeck Sargent, architectural and design firm, in Fall 2025
Complete critical infrastructure improvements while preserving the natural environment
• Completed phases 1 and 2 of the Baptist Health Arena at Alumni Coliseum renovation, with phase 3 to be completed in Fall 2025
• Completed the pedestrian walkway over the Eastern Bypass
Strategic utilization of asset preservation funds across campus
• Prioritized and executed essential maintenance and upgrades to key infrastructure, including HVAC systems, elevators, roofs and steam lines
• Transformed outdated and uninhabitable spaces into functional offices
Create Targeted Experiential Wayfinding
• Paused until campus planning is completed
Enhance and revitalize student residential housing portfolio
• Completed renovations to Keene and Burnam Halls
6. ELEVATE THE UNIVERSITY BRAND
The power behind our Maroon message.
At EKU, every message we craft and every story we tell serves a purpose. Our Communications and Brand Management team makes the maroon spirit shine in every campaign, every design and every word. From celebrating student success to promoting bold initiatives and boosting statewide visibility, our work is rooted in strategy, consistency and a fierce commitment to EKU’s mission. It’s more than messaging—it’s momentum that’s moving our university forward.
Refresh key brand assets
• Dedicated 6+ months to planning, coordination and creative development of new brand assets
• Conducted focus groups with key internal stakeholders to assess perceptions of the current brand and gather input on future direction
• Hired a third-party design agency to lead the development of expanded brand assets
• Developing refreshed assets to be launched in the 2025-26 academic year
Promote the pedagogical and sponsored research of our EKU community as well as department rankings at the state and national level
• Secured more than 80 media mentions and placed more than 20 feature stories covering research and department rankings in local, regional and national outlets
Finish first in the ASUN allsports standing
• While final results are pending, current season performance suggests we may fall short of this goal
• Our teams delivered strong showings across multiple sports
• Worked this year and will continue to address critical staffing shortages
• Increased revenue through sponsorship, fundraising and contracts
Implement an integrated marketing strategy using organic visual assets
• Emphasized authentic, student-focused visuals across social media platforms, leveraging user-generated content to optimize organic assets
• Strengthened support for University Photographer position, resulting in a rich library of compelling imagery that enhances storytelling across all platforms
• Increased use of short-form video content, engaging behindthe-scenes glimpses of campus and academic life
7. ENERGIZE COLLABORATION ACROSS THE SERVICE REGION
Strengthening the Commonwealth.
EKU is proudly rooted in the heart of Kentucky—serving the region that shapes us and preparing graduates to give back to the communities they call home. No institution in the Commonwealth keeps more talent in state, and Colonels continue to lead the way across Kentucky. Through a commitment to local impact and advancing our service region, EKU powers the state’s future.
Reestablish alumni chapter events
• Hosted alumni networks in Cincinnati, Louisville and Columbus, drawing more than 100 attendees and reinforcing lifelong connections to EKU
Establish a community network to connect faculty and graduates with organizations in the region
• 10 EKU students completed internships with Kentucky Legislators during the 2025 General Assembly
• Multiple EKU students and recent graduates began working in the office of the Kentucky Speaker of the House
• Additional partnerships are underway to strengthen connections between EKU faculty, graduates and regional organizations
• This goal will continue to be pursued in the upcoming academic year
Create a response and resource team made up of EKU faculty and staff to address regional needs in Eastern Kentucky
• While EKU continues to respond to emerging needs in the region, the formal establishment of a dedicated response and resource team is still in progress
• This initiative will carry forward into the next academic year
Identify representatives for Foundation and Alumni Board members
• Increased Foundation Board membership to 19 and identified 12 individuals to cultivate toward membership
• Full Alumni Board membership with prospects identified from alumni chapter events
8. ENRICH STRATEGIC PARTNERSHIPS
Strength through partnerships.
Collaboration is our catalyst for progress. Through partnerships and strategic connections, we’re creating meaningful change across Kentucky and beyond. Together, we’re changing the game for education.
Foster strategic partnerships that align with signature academic programs
• Formalized pilot pathway partnerships with Allegiant and Republic Airways, expanding career-ready opportunities for aviation students
• Partnered with Toyota Motor Manufacturing Kentucky and continued partnership with the Kentucky Association of Manufacturers to enhance the Manufacturing Engineering program
• Signed a memorandum of understanding with the Kentucky National Guard to enhance educational support for service members and their families
• Partnered with Humana to develop a sustainable nursing workforce
• Built relationship with leaders of the Associated General Contractors of Kentucky to re-engage with EKU's Construction Management Program
Consider potential strategic partnerships to positively impact our local communities
• Drafted a Hotel and Convention Center RFP to be issued in 2026
Leverage state and federal partnerships to support EKU core missions and statewide needs
• House Bill 306 provides a pathway to licensure in Kentucky for EKU’s Fire Protection and Safety Engineering Technology graduates and will enable EKU to recruit and attract more students into this specialized, high-impact program
• Senate Bill 87 creates a potential opportunity for EKU to expand its aviation program to include air traffic control education
• House Bill 303 enables EKU to support the transition of military healthcare professionals into civilian healthcare careers by creating academic career pathways and bridge programs
Build on the success of speed mentoring by connecting specific industries with the appropriate faculty and College
• Hosted speed mentoring in March 2025 with over 75 participants
EXCELLENCE IN ACTION
The Excellence Scorecard
The scorecard highlights progress through EKU's strategic goals, offering a clear view of how we deliver on our promise of student success. Through measurable indicators—spanning academics, students outcomes, financial health and community impact—the Scorecard reflects our commitment to purposeful growth, accountability and excellence in everything we do.
STRATEGIC DOING IN 2026-27
WHERE WE'RE GOING
At Eastern Kentucky University, we're focused on the future.
EKU isn't just preparing for the future— we're shaping it. As a game changer in higher education, bold ideas, innovative programs and a deep commitment to progress define us. We continually look for ways to reinforce our mission as the School of Opportunity. In doing so, our goals are ambitious, our momentum is powerful and our vision for excellence is reflected in everything we do.
EMBRACE STUDENT SUCCESS AS OUR PURPOSE
• Reach total enrollment of 16,000 students
• Reach retention rate at or above peer set average with 6-year (60%), 5-year (58%) and 4-year (50%) benchmarks
• Reach graduation rate at or above peer set average with 6-year (56%), 5-year (54.5%) and 4-year (46%) benchmarks
• Execute financial aid optimization to create a responsive scholarship model
EARN SUCCESSFUL ACHIEVEMENT OF SACSCOC REAFFIRMATION
• Conduct a comprehensive compliance audit
• Update and align institutional policies and regulations
• Develop the Quality Enhancement Plan (QEP) proposal
ENSURE FINANCIAL STRENGTH
• Secure operating funding for EKU during the 2026 Kentucky legislative session, including capital funding for Center for Health Innovation
• Create a plan to increase athletic revenue
• Increase private fundraising by 5% over previous year
• Leverage Foundation funds as strategic investments to advance the institution’s mission and impact
• Maximize net tuition revenue by 4% ensuring fund availability for strategic and innovative investments
• Improve University cash position by 3% for strategic and innovative investments
• Design and execute a budget planning model to include net revenue analysis
• Shift budget planning to 3-5 year plans for multi-year initiatives
• Adopt institutional investment policy
• Create financial goals for auxiliary units, specifically related to overall performance and net profit
ENCOURAGE FOCUSED ACADEMIC INVESTMENT
• Secure funding for EKU College of Osteopathic Medicine start-up operational support and Center for Health Innovation building construction
• Execute the programmatic synergy plan between the College of Education and Applied Human Sciences and Model Laboratory School
• Expand on innovations in competency-based education, credit for prior learning and essential education to meet the needs of students and the Commonwealth
• Increase the submission of externally funded research proposals by 25% in 2025-26
• Create proposal and implementation plan for Essential Education
• Expand competency-based education offerings to second College
ENRICH INSTITUTIONAL EFFICIENCY AND OPTIMIZATION
• Establish a phased Data Governance Council initiative to begin standardizing data quality, consistency and security
• Establish a working group to ensure quality control by major contract vendors
• Streamline student-facing systems and processes to create a seamless student experience
• Create performance and productivity standards to comply with state law
• Conduct needs assessment to develop standardized, datainformed staffing and support models tailored to College operational needs and institutional priorities; develop standardized staffing and support plans for each of the Colleges
• Modernize finance systems to optimize financial efficiency and decision-making
• Optimize fund manager assignments to enhance compliance and support effective execution of spending plans
ENHANCE THE CAMPUS BEAUTIFUL
• Complete the campus master planning process and establish a plan to implement in FY26
• Establish Campus Beautiful zones to facilitate consistent review and optimization of campus spaces
• Create and implement a Space Standards Guide to ensure campus-wide compliance of utilization, alteration and beautification of EKU space
ELEVATE THE UNIVERSITY BRAND
• Reinforce the long tradition of being the School of Opportunity in primary and secondary messaging via branding, mass media communication and marketing
• Enhance University graphic packages to increase excitement and engagement about the EKU Brand among students, faculty, staff, donors, alumni and the community
• Earn the ASUN Commissioner’s Cup recognizing high performance across all EKU sports
• Establish campus-wide marketing plans that span institutional, enrollment, athletics, donor and event marketing
• Create a Scheduling and Event Guide for internal and external audiences utilizing campus property, enabling EKU to roll out the Maroon carpet
ENERGIZE COLLABORATION ACROSS THE REGION
• Double the number of alumni chapter events
• Implement two remote Giving Day celebrations
• Create a Colonel's Care team to support students facing hardship due to natural disasters or other extraordinary and unforeseeable events
• Engage local partners to establish a town-and-gown partnership plan
EMPHASIZE BEING AN EMPLOYER OF CHOICE
• Create measurable benchmarks defining Employer of Choice
• Create a plan for for enhancement of professional development
• Develop new employee onboarding utilizing automation and technology to enhance the user experience
• Achieve a 95% completion rate for the employee performance review process
• Leverage community partnerships to provide an enhanced and elevated employee healthcare experience
