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ANNUAL REPORT | 2025-2026

EASTERN KENTUCKY UNIVERSITY

INTENTIONAL 2025-2026 ANNUAL REPORT: INTENTIONAL

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EKU AT A GLANCE TOTAL ENROLLMENT: 15,969 | 77% RETENTION RATE

NO. 1 FOR KENTUCKY EMPLOYMENT EKU has the highest statewide employment rates among public institutions for certificate, associate, bachelor’s and doctoral degrees three years after graduation

KY’S UNIVERSITY

FIRST GENERATION

EKU serves the highest number of Kentucky resident students among all comprehensives

50%+ of EKU’s incoming freshman class have been firstgeneration college students for the past four consecutive years

EASTERN KENTUCKY UNIVERSITY

HIGHLIGHTS

2025-2026 ANNUAL REPORT: INTENTIONAL

AFFORDABLE 38% of this year’s graduating class were Pell recipients or Pell-eligible, reflecting significant financial need

A LET TER f ro m P RESI DENT DAVI D T. MCFADDI N

ver the past year, we’ve focused on our vision, and it shows: Eastern Kentucky University will be excellent in all that we choose to do. To achieve this, we set a theme of intentionality for the academic year. Intentionality has forged our path forward at EKU, and we have pursued nothing short of excellence.

Despite challenges affecting enrollment across higher education, EKU continues to make strides in sustainable growth—reflecting intentional efforts in student access, success and academic excellence. Our Fall 2025 enrollment tipped the scales, placing EKU as the third largest public university in Kentucky, and the largest among the state’s regional public universities. We continue to seek innovative ways to overcome the barriers to higher education, and our new scholarship model does just that— making EKU the only university in Kentucky to offer a scholarship for every on-campus, Kentucky freshman for Fall 2026. This proves our longstanding commitment to Kentucky families, and especially those who are first-generation and from our service region. We have also been intentional with our academic programs, ensuring students who choose EKU have valuable opportunities beyond graduation. As Kentucky’s workforce university, we lead the state in placing graduates in high-demand careers across the Commonwealth. Major corporate gifts announced in the spring support our nursing, engineering and construction management programs, and the passage of key legislation during the 2026 General Assembly will help advance many of our strategic initiatives. On our journey to bring Kentucky’s first public osteopathic medical program to EKU, we made major headway with $50 million in funding secured from the legislature for an escrow account required for accreditation and start-up funds for the proposed College of Osteopathic Medicine. This initiative elevates our brand, supports our students, and most importantly, will transform the health and wellness of our state. Our efforts in being excellent in all that we choose to do have also paid off with national accolades. EKU has risen to No. 1 in the nation for Military Friendly® and Military Friendly® Spouse Schools, highlighting excellence in support and success of our military-affiliated students. Additionally, intentionality shows throughout campus with investments in employees and increased funding for faculty research. Our vision for excellence and theme of intentionality are evident throughout this Annual Report. As we continue the path of excellence ahead, EKU remains focused on its highest calling—serving students and the Commonwealth of Kentucky as the School of Opportunity. One Eastern,

David T. McFaddin President

2025-2026 ANNUAL REPORT: INTENTIONAL

WHAT WE STRIVE FOR

AT EASTERN KENTUCKY UNIVERSITY

OUR VISION Eastern Kentucky University will be excellent in all that we choose to do.

OUR MISSION Eastern Kentucky University is the School of Opportunity where everyone belongs. Worldclass 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

PRIORITY TWO

KNOWLEDGE

INNOVATION

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.

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.

2025-2026 ANNUAL REPORT: INTENTIONAL

TABLE OF

CONTENTS SECTION

PAGE

GUIDING VALUES...........................................................................................................,............6-7 EMBRACE STUDENT SUCCESS AS OUR PURPOSE......................................................................8-9 ENCOURAGE FOCUSED ACADEMIC INVESTMENT.....................................................................10-11 EMPHASIZE BEING AN EMPLOYER OF CHOICE ........................................................................12-13 ENSURE FINANCIAL STRENGTH..............................................................................................14-15 ENRICH INSTITUTIONAL EFFICIENCY AND OPTIMIZATION.......................................................16-17 ENHANCE THE CAMPUS BEAUTIFUL ......................................................................................18-19 ELEVATE THE UNIVERSITY BRAND.........................................................................................20-21 ENERGIZE COLLABORATION ACROSS THE REGION................................................................22-23 EARN SUCCESSFUL ACHIEVEMENT OF SACSCOC ................................................................24-25 EXCELLENCE IN ACTION.........................................................................................................26-27 WHERE WE'RE GOING..............................................................................................................28-29

2025-2026 ANNUAL REPORT: INTENTIONAL

GUIDING VALUES OPPORTUNITY • Community engagement • Multiple perspectives and lived experiences • Professional growth • Hospitality • Celebration

TRUST • Consistency • Effective communication • Accountability • Efficiency • Leadership

2025-2026 ANNUAL REPORT: INTENTIONAL

EMBRACE STUDENT SUCCESS AS OUR PURPOSE Helping Students Find Their Path to Success Student success is at the core of our mission at EKU. As the third largest public university in Kentucky, more students are choosing EKU because of a vibrant campus life and comprehensive support system. With a focus on meeting students’ needs within a cohesive community, EKU helps make every path possible.

2025-2026 ANNUAL REPORT: INTENTIONAL

Reach total enrollment of 16,000 students • Official enrollment was 15,969 for Fall 2025, representing a 2% increase in overall enrollment • Total enrollment for Fall 2025 makes EKU the largest public, comprehensive university in Kentucky

Reach graduation rate at or above peer set average with 6-year (56%), 5-year (54.5%) and 4-year (46%) benchmarks • EKU reached a 57%, 55%, and 45% graduation rate for each respective measure

Execute financial aid optimization to create a responsive scholarship model • Implemented a new scholarship model for Fall 2026, where EKU is the only university in Kentucky to offer a scholarship for every new, on-campus, in-state freshman

Reach retention rate at or above peer set average benchmark • Official EKU Fall 2024 to Fall 2025 retention rate was 77.17% • 4% above the peer set benchmark at 77.2%, an increase from the prior year

2025-2026 ANNUAL REPORT: INTENTIONAL

Secure funding for the proposed EKU College of Osteopathic Medicine • Received approval from the Council on Postsecondary Education (CPE) on the University’s budget proposal

ENCOURAGE FOCUSED ACADEMIC INVESTMENT Innovating new Pathways We're helping every student find their own path to a successful, fulfilling career. With partners across the Commonwealth, we connect programs to workforce needs and tackle challenges head on. We’re innovating, collaborating and creating solutions—paving the way for academic excellence and furthering our mission as the School of Opportunity.

2025-2026 ANNUAL REPORT: INTENTIONAL

• $42 million secured for the proposed Osteopathic Medical School escrow • $8 million secured for start-up operations

Execute the programmatic synergy plan between the College of Education and Applied Human Sciences and Model Laboratory School • Launched the inaugural embedded cohort model, with the first cohort of EKU education students completing four courses on-site at Model Laboratory School • CEAHS faculty worked directly with Model teachers to pair each course with hands-on work in Model classrooms tied to what students were studying • With uniformly positive feedback from students and faculty, the program expands to two concurrent cohorts and additional CEAHS faculty in FY27 • Model and CEAHS faculty co-presented at the National Association for School-University Partnerships (NASUP), and EKU faculty initiated ongoing research supported by Model faculty

Expand on innovations in competency-based education, Credit for Prior Learning and Essential Education to meet the needs of students and the Commonwealth • Recognized by the Council on Post-Secondary Education as a statewide leader for Credit for Prior Learning (CPL) • 42 academic agreements in place for CPL • Strong faculty interest in making CPL available to students, across colleges • CPL credit awarded at NO COST to students

Increase the submission of externally funded research proposals by 25% in 2025-26 • 52% increase in FY26 research proposals—44 compared to 29 research proposals in FY25 • 23% increase in the amount of new research funding at $801,992 • 89 proposals developed and submitted for external funding consideration—an 11% increase from FY25

Create proposal and implementation plan for Essential Education • Essential Education Transformation Committee worked from Spring-Summer 2025 to develop a proposal that was extensively vetted during Fall 2025 and approved by the Board in Spring 2026 • The 30-hour program moved 6 credit hours from prescribed General Education curriculum to programs, allowing programs to tailor requirements to the major • A new pathways option permits students to take a cluster of courses focused on a single topic, with the inaugural topic being Artificial Intelligence

Expand competency-based education offerings to second College • Elementary Education, Aviation and RN to BSN are developing competency-based education options for a Fall 2028 launch, expanding options to three colleges • The Instructional Design Center and the Faculty Center for Teaching and Learning offer ongoing, practical professional development to support programs in exploring the modality

2025-2026 ANNUAL REPORT: INTENTIONAL

Create measurable benchmarks defining Employer of Choice • Developed an individualized Total Compensation Statement for benefited employees showing the specific values of benefits

EMPHASIZE BEING AN EMPLOYER OF CHOICE A Place to Create a Fulfilling Career Ensuring effective student support starts with taking care of our employees. In addition to being the School of Opportunity for students, we want to be the Employer of Choice for our faculty and staff. Through investments in professional growth and intentional listening, engagement and feedback, we continue to strengthen employee relations.

2025-2026 ANNUAL REPORT: INTENTIONAL

• New analytics for measuring employee satisfaction and retention revealed stable and sturdy retention and employee turnover rates for full-time faculty and staff employees, in line with benchmark institutions • Instituted new exit surveys for outgoing employees as well as insight interviews for long-term employees

Create a plan for enhancement of professional development • Through Academic Impressions, provided two EKUspecific supervisor trainings; 257 employees registered for the Supervisor Certificate; 57 completed the Customer Service Certificate; 520 engaged with the leadership self-assessment • For the third year in a row, the University hosted its staff professional development day event, with record participation of more than 200 employees • More than 150 employees participated in leadership development training provided by HR • HR provided professional development opportunities at no cost through the Workforce Development program to 41 employees at a total value of $13,950 • HR established quarterly check-ins with campus supervisors

Develop new employee onboarding utilizing automation and technology to enhance the user experience

Leverage community partnerships to provide an enhanced and elevated employee healthcare experience

• Enhanced new employee orientation with in-person connection for all new full-time staff employees on or about their first day of employment with cross-campus units

• Provided the University’s current benefits plan without change, offering competitive advantage compared to benchmark institutions and local employers

• Launching fully online programming for all new full-time staff in Fall 2026, introducing new employees to key policies as well as expectations of employment

• Engaged in a new partnership with Keenan Pharmacy Services to boost pharmaceutical savings

Achieve a 95% completion rate for the employee performance review process • Record participation, with more than 97% of assigned staff performance reviews completed

• Partnership with Wayne Corp., an Employee Assistance Program, had a 14.6% utilization rate, above the national benchmark of 5-7% for employer-sponsored Employee Assistance Programs • Initiated ongoing review of local health services partnership; re-negotiated a more favorable contract to provide lower costs to the University for the same services

2025-2026 ANNUAL REPORT: INTENTIONAL

ENSURE FINANCIAL STRENGTH Paving the Path for Education in the Commonwealth Financial strength provides the foundation for EKU’s opportunity-focused mission. To ensure long-term financial sustainability, we are actively broadening funding sources. Through increased investments in scholarships, affordability initiatives, new programs and more, EKU keeps education within reach for Kentuckians.

2025-2026 ANNUAL REPORT: INTENTIONAL

Secure funding for EKU during the 2026 Kentucky legislative session • $42 million for the proposed Osteopathic Medical School escrow fund • $8 million for proposed Osteopathic Medical School start-up operations • $5 million in start-up funding for Enhanced Air Traffic Control • $1.5 million annually for Enhanced Air Traffic Control operations • $18.1 million over the biennium for EKU asset preservation • $4.57 million annually for Model Lab School mandated program funding • $2.4 million annually for EKU property insurance • $11.1 million secured in the Transportation Plan for turn lanes on Lancaster Avenue to accommodate the new Model Lab School

Improve performance funding outcomes

Adopt institutional investment policy

• Led all comprehensive universities in the number of metrics above the sector average for 8 out of 11 metrics

• A review of investment activity has been completed, and a policy will be developed in FY27

• Increased FY27 funding by 9%, the highest increase of all universities for this year

Create a plan to increase athletic revenue • Increased total revenue by $450,588.32 amongst three revenue pods • Sponsorships in FY26 totaled $1,050,658.81, an increase of $98,500.99 from FY25 • Foundation fundraising for 18 sports and Colonel Club in FY26 totaled $766,253.76, an increase of $242,401.64 from FY25 • Ticket revenue and seat fee in FY26 totaled $658,938.19, an increase of $109,685.69 from FY25

Shift budget planning to 3-5 year plans for multi-year initiatives • Developed 3-year summary budget for FY28, 29 and 30 as a planning/management tool

Increase net tuition revenue by 4% ensuring fund availability for strategic and innovative investments • Net tuition revenue increased just slightly above 10% in preaudited numbers for FY26

Improve University cash position by 3% for increase reserve balance

Increase private fundraising by 5% over previous year

• Operationally began to manage cash to increase invested balances

• FY26 fundraising totaled $12,732,084, a 5.8% increase from FY25

• Intentionally budgeted for strategic reserves

Leverage Foundation funds as strategic investments to advance the institution’s mission and impact

Create financial goals for auxiliary units, specifically related to overall performance and net profit • In progress; completion planned for a future period

• Awarded 3,006 Foundation scholarships totaling $3,019,217, putting financial resources directly into the hands of students and helping reduce educational barriers • Provide budget relief to departments through the use of Foundation funds, supporting programs, equipment, student activities, professional development and other priorities that may not be covered by the college’s operating budget

2025-2026 ANNUAL REPORT: INTENTIONAL

ENRICH INSTITUTIONAL EFFICIENCY AND OPTIMIZATION Pathways that Make Sense Our work makes a difference, so the way we do that work has to make sense. By establishing consistent standards and streamlined systems, we’re setting the path for more effective and efficient institutional processes. This work results in a seamless experience for students and day-to-day optimization for faculty and staff.

2025-2026 ANNUAL REPORT: INTENTIONAL

Create performance and productivity standards to comply with state law • The Board approved Policy 4.6.17, Annual Review of Tenured Faculty, which adopted a University-wide “Tenured Faculty Evaluation Rubric,” requiring the establishment and review of performance and productivity of faculty

Establish a phased Data Governance Council initiative to begin standardizing data quality, consistency and security • Significant revisions were made to Regulation 11.3.2, Information Technology and Data Governance and are in the final stages of the approval process • Consolidated five governance bodies into two enterprise councils (Enterprise Data & Technology Council and Data & Technology Advisory Council) • Established a standardized enterprise data governance framework • Integrated data governance principles into 100% of enterprise AI initiatives • Established a comprehensive enterprise AI governance program, implementing the AI Use in the Workplace Policy, AI Guidance website, mandatory AI awareness training and a cross-functional AI Strategic Council

Streamline student-facing systems and processes to create a seamless student experience • Created an identity verification process that helped to keep fraudulent enrollment well below reported levels at peer institutions • Launched MyEKU mobile app and surpassed 10,000 downloads, demonstrating strong adoption • Consolidated key student services into a single secure, authenticated experience through single sign-on (SSO) • Achieved a 27% reduction in Tier 1 technology support demand through expanded self-service resources and improved digital experiences • Executed foundational modernization of the University's enterprise web environment to improve security, functionality, accessibility and content

Conduct needs assessment to develop standardized, data-informed staffing and support models tailored to College operational needs and institutional priorities; develop standardized staffing and support plans for each of the Colleges • Academic Affairs engaged a consultant to conduct a staffing study • Key priorities include creating consistent titles across units, ensuring that every college has dedicated budget support, and aligning advising staff with enrollment and case load

Modernize finance systems to optimize financial efficiency and decision-making • A review is underway to determine which systems can be enhanced to improve efficiency and decision-making

Optimize fund manager assignments to enhance compliance and support effective execution of spending plans • Fund managers were held to a level of accountability to work within spending plans during FY26 • Institutional-level spending plans were monitored closely by the administration and managed throughout the year to ensure revenues and expenditures were made within the overall university budget

2025-2026 ANNUAL REPORT: INTENTIONAL

ENHANCE THE CAMPUS BEAUTIFUL Infrastructure for Making an Impact Since 1874, the Campus Beautiful has served the Commonwealth, preparing students to make a difference in their communities in high-demand fields. To honor the history of excellence in education, we continue to invest in our campus to encourage learning, engagement and innovation for the next generation of Colonels.

2025-2026 ANNUAL REPORT: INTENTIONAL

Complete the campus master planning process and establish a plan to implement in FY26 • Successfully completed the FY26 EKU Campus Master Plan outlining opportunities to enhance the Campus Beautiful • Engaged with stakeholders across campus including students, faculty, staff, community leaders and industry professionals • Created a master index of vegetation, hard and soft scape, lighting and more to ensure consistency across campus

Establish Campus Beautiful zones to facilitate consistent review and optimization of campus spaces • Each PC member was assigned a campus zone that included multiple buildings; zones were checked throughout the year to identify areas of improvement, such as landscaping and grounds, cleanliness and safety hazards • A reporting system in the EKU app was created to provide quick and easy access for PC members to enter work orders • 64 work orders were entered in FY26 that resulted in continuous improvement on the Campus Beautiful

Create and implement a Space Standards Guide to ensure campus-wide compliance of utilization, alteration and beautification of EKU space • Completed the Space Standards Guide, providing campus guidance on space use and protocols for hoteling, office furniture, moves and other space-related needs • This initiative led to the strategic downsizing of many campus spaces and the upgrading of highly used campus spaces • Standardized protocols resulted in reduced cost in space renovations

2025-2026 ANNUAL REPORT: INTENTIONAL

ELEVATE THE UNIVERSITY BRAND Recognition of Excellence Our messaging serves a purpose. Through effective communication, branding strategies and impactful stories, we demonstrate a constant commitment to EKU’s vision of excellence. Our marketing and communications materials go beyond words and graphics—they represent the strides we’re making as Kentucky’s School of Opportunity.

Reinforce the long tradition of being the School of Opportunity in primary and secondary messaging via branding, mass media communication and marketing • Recognized as an Opportunity College by the Carnegie Foundation • Incorporated Opportunity messaging consistently throughout communication modalities

2025-2026 ANNUAL REPORT: INTENTIONAL

Enhance University graphic packages to increase excitement and engagement about the EKU Brand among students, faculty, staff, donors, alumni and the community • Introduced new design assets through the mini brand campaign “Every Path Made Possible” • Launched the email signature generator for brand consistency and promotion • Created graphics packages for high-visibility EKU events

Earn the Conference Cup, recognizing high performance across all EKU sports • Athletics finished 5th in the standings, up from 7th • Beginning in 2026-27, the conference will be the UAC

Create a Scheduling and Event Guide for internal and external audiences utilizing campus property, enabling EKU to roll out the Maroon carpet • Published Space Standards and Guidelines for campus usage

Establish campus-wide marketing plans that span institutional, enrollment, athletics, donor and event marketing • Worked with the University’s ad agency to maintain marketing efforts tied to enrollment KPIs • Developed institutional priority and college-level promotional campaigns executed in FY26 • Established the Office of University Marketing in FY26, which evolved into the Office of Marketing and Communications, creating the structure for coordinated marketing efforts across the University • Established a partnership with a new advertising agency to strengthen institutional marketing efforts and improve campaign effectiveness

2025-2026 ANNUAL REPORT: INTENTIONAL

ENERGIZE COLLABORATION ACROSS THE REGION Kentucky First Situated in the heart of the Commonwealth, EKU is perfectly positioned to collaborate with organizations and engage alumni. As the No. 1 public university for keeping graduates in the state, EKU fuels the Commonwealth’s economy and makes a significant impact in Kentucky communities. Our graduates and partners power the workforce through a shared commitment for positive local impact.

2025-2026 ANNUAL REPORT: INTENTIONAL

Engage local partners to establish a town-and-gown partnership plan

Double the number of alumni chapter events • Based on attendance at traditional open events, shifted the strategy to focus on smaller events • Doubled the number of events by hosting private dinners in Georgia, Texas and Arizona • Continued to offer larger engagement opportunities through events with the Cincinnati Reds, the ASUN Basketball Tournament, and the EKU Football Tailgate at UofL • Connected with more prospective donors in meaningful settings while maintaining a strong presence at key alumni and athletic events

Implement two remote Giving Day celebrations • Shifted our approach by engaging more Alumni Board members in Giving Day efforts, asking them to personally solicit support from their own networks • This strategy resulted in greater Alumni Board participation, with more members actively involved in Giving Day than in previous years

• The selection of Oct. 24 for Homecoming 2026 provided more flexibility around the city’s annual Millstone Festival, which is held during the first weekend in October • Transferred ownership and management of the White Hall State Historic Site to the City of Richmond • EKU is a part-owner in the Central Kentucky Regional Airport (CKRA), along with the City of Berea, the City of Richmond and the Madison County Fiscal Court • Colleen Chaney and Dr. Tim Ross represent EKU on the CKRA board • EKU is constructing a general aviation terminal at the CKRA to accommodate the growing demands of the airport

Create a Colonel's Care team to support students facing hardship due to natural disasters or other extraordinary and unforeseeable events • This cross–collaborative team was established in Fall 2025 and worked to develop a detailed outreach and response plan for all student populations • The team activates the response plan for any natural disaster that impacts EKU students to make sure they are supported during and after the event

2025-2026 ANNUAL REPORT: INTENTIONAL

EARN SUCCESSFUL ACHIEVEMENT OF SACSCOC REAFFIRMATION Setting the Standard for Excellence Eastern Kentucky University is accredited by the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC) to award associate, baccalaureate, masters, educational specialist and doctorate degrees. Eastern Kentucky University also may offer credentials such as certificates and diplomas at approved degree levels. In a commitment to continuous improvement, EKU is actively navigating the reaffirmation process.

2025-2026 ANNUAL REPORT: INTENTIONAL

Conduct a comprehensive compliance audit • In preparation for the September 2026 Compliance Certification submission, draft narratives for all accreditation standards were successfully completed during the 2025-26 academic year • These drafts have undergone a thorough review by EKU's Accreditation Liaison Officer and appropriate EKU Officers, supported by guidance and feedback from an external SACSCOC consultant • Every phase of this initiative is fully on schedule, and institutional progress remains completely on target for a successful, timely submission • In Fall 2026, the accreditation leadership team will shift to preparing for the February 2027 SACSCOC on-site peer review visit

Update and align institutional policies and regulations • The Office of University Counsel, in coordination with the President’s Cabinet, the responsible offices, Academic Affairs and representative stakeholders, conducted a comprehensive review of all 143+ University Policies and Regulations • Each policy and regulation was evaluated for continued relevance to EKU’s mission and values, consistency with other institutional requirements, alignment with current laws and accreditation standards, and accuracy in language and application • Volume 4, Academic Affairs, represented the largest portion of the review and included 73 policies and regulations examined in close coordination with Academic Affairs in preparation for SACSCOC Reaffirmation • Policies and regulations requiring further action were advanced through the appropriate processes under Policy 1.1.1, Policies on Policies and Regulations, including readoption, research, drafting-team review, substantive or legal revision, public comment and notice, and final approval with the Board of Regents or President, as applicable • The University Policy and Regulation Library was also audited and updated to improve the accuracy, accessibility and currency of published Policies and Regulations

2025-2026 ANNUAL REPORT: INTENTIONAL

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, student outcomes, financial health and community impact—the Scorecard reflects our commitment to purposeful growth, accountability and excellence in everything we do.

2025-2026 ANNUAL REPORT: INTENTIONAL

METRIC

FY26 GOAL

FY26

FY27 GOAL

TUITION & FEES

$175.7M

$182.4M

$183M

UNRESTRICTED CASH RESERVES

$50M

$53M

3% YoY

EXTERNAL RESEARCH INVESTMENT

$250K

TOTAL AWARDS-ALL EXTERNALLY SPONSORED

$6.15M

$5.3M

5% YoY

RESEARCH BASED AWARDS

$650K

$801K

5% YoY

ATHLETICS COMMISSIONER'S CUP

1st

5th

1st

DEVELOPMENT FUNDRAISING

5% YoY

5.8%

5% YoY

NEW PLEDGES & GIFTS

50.0%

76%

50.0%

(Pre-Audit)

METRIC

FALL 25 GOAL

FALL 25 ACTUAL

FALL 26 GOAL

TOTAL ENROLLMENT (FALL TERM)

16,000

15,969

16,500

UNDERGRADUATE ENROLLMENT

13,540

13,767

13,950

GRADUATE ENROLLMENT

2,460

2,202

2,550

8KBY28 ENROLLMENT

5,200

4,972

6,000

RETENTION RATE %

78.0%

77.2%

78.9%

RETENTION RATE STATE RANK

2nd

3rd

1st

GRADUATION RATE, SIX-YEAR

55.9%

56.6%

56.5%

FIVE-YEAR

54.7%

54.6%

55.4%

FOUR-YEAR

45.9%

45.0%

46.4%

TOTAL DEGREES AWARDED

of enrollment

24%

3,659 (22.9%)

of enrollment

TOTAL INSTRUCTION WORKLOAD (FT)

205

220.2

225

24%

2025-2026 ANNUAL REPORT: INTENTIONAL

STRATEGIC DOING

WHERE WE'RE GOING What’s Next for EKU

At EKU, we’re focused on making every path possible for our students, faculty and staff. As the School of Opportunity, our priority is to always improve the higher education landscape—through infrastructure, curriculum, new academic programs, workforce innovations and all that we choose to pursue.

2025-2026 ANNUAL REPORT: INTENTIONAL

EMBRACE STUDENT SUCCESS AS OUR PURPOSE

measured and administered equally • Pursue federal, state and regional grants to support the expansion of workforce education

• Reach total enrollment of 17,200 students • Reach retention rate at or above peer set average benchmark • Reach graduation rate at or above peer set average with 6-year,

ENRICH INSTITUTIONAL EFFICIENCY AND OPTIMIZATION

5-year and 4-year benchmarks • Refine and implement a comprehensive multi-year enrollment growth strategy that supports the University Strategic Enrollment Management Plan and University revenue goals • Launch an assessment of a new integrated One-Stop Student Services program to ensure seamless transition into the University and just-in-time intervention support

ENCOURAGE FOCUSED ACADEMIC INVESTMENT • Strengthen EKU's healthcare portfolio through expanded biomedical pathways • Position the University in the three-year degree arena through a high-demand business program • Launch competency-based education programs in Nursing, Elementary Education and Aviation in Fall 2027 • Increase participation in Credit for Prior Learning • Increase sponsored research and scholarly productivity • Complete the Commission on Osteopathic College Accreditation (COCA) steps for Applicant Status • Design a graduate medical education program that will serve rural Kentucky communities with graduates of the proposed EKU College of Osteopathic Medicine

EMPHASIZE BEING AN EMPLOYER OF CHOICE • Analyze healthcare benefit options to ensure maintenance of the self insured fund while creating cost competitive health care plans for employees • Streamline employment lifecycle processes to improve prospective employees, employee and hiring official experiences • Evaluate and implement uniform operations system to increase efficiency

ENSURE FINANCIAL STRENGTH • Increase cash and net position reserves as a continued effort • Develop a multi-year budget proposal • Evaluate and revise Foundation Spending Policies & Practices • Propose a revenue share model for academic colleges • Optimize facility planning, infrastructure and spending • Collaborate with consultant on funding strategy for the proposed College of Osteopathic Medicine and comprehensive campaign • Advocate for Performance Funding reform, leveling the playing field for all Kentucky universities and ensuring outcomes are

• Redesign high-impact institutional processes • Request for Change and Work Order • Fleet Management • Employee on-boarding/Off-boarding • Review of third party campus contracts to ensure quality and accountability controls are maintained • Scale & launch campus-wide Artificial Intelligence

ENHANCE THE CAMPUS BEAUTIFUL • Create implementation plan for goals outlined in the Campus Master Plan • Collaborate with Marketing and Communications on signage and wayfinding redesign as well as overall facilities and space brand compliance

ELEVATE THE UNIVERSITY BRAND • Launch a new university brand campaign • Launch a comprehensive institutional marketing campaign centered on enrollment growth, brand recognition and saturation into new markets • Initiate a complete University brand audit to assess brand health, brand sentiment, market saturation and opportunities for growth • Implement a communication strategy positioning the University as a leader among Kentucky’s regional universities • Earn the Conference Cup recognizing high performance across all EKU sports

ENERGIZE COLLABORATION ACROSS THE REGION • Continue to host alumni gatherings, large and small • Celebrate the soft launch of the comprehensive fundraising campaign • Accelerate EKU Regional Campus operations to focus on strengthening Kentucky’s workforce and EKU reach within the service region to align with enrollment, retention and fundraising goals • Develop and implement workforce programs that support the healthcare industry and leverage the regional campuses to extend those offerings in the service region

2025-2026 ANNUAL REPORT: INTENTIONAL

Eastern Kentucky University is an Equal Opportunity employer and educational institution and does not discriminate on the basis of age (40 and over), race, color, religion, sex, sexual orientation, gender identity, gender expression, pregnancy, ethnicity, disability, national origin, veteran status, and/or genetic information in the admission to, or participation in, any educational program or activity (e.g., athletics, academics and housing) which it conducts, or in any employment policy or practice.

2025-2026 ANNUAL REPORT: INTENTIONAL