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doc13652 Notice-of-FS-Meeting-111416-w-attachments.pdf
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"text": "DATE: November 10, 2016"
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"text": "FROM: Kimberly Sipes, President\nFaculty Senate"
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"text": "The sixth meeting of the Faculty Senate will take place Monday, November 14, 2016, at 3:10 p.m. in Hathaway Hall 123. The agenda for the meeting is as follows:"
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"text": "Assistant\nAssistant\nAssistant\nAssistant\nAssistant Professor\nFaculty Senate President 2016-2017\nSchool of Business\nKentucky State University\n102 Bradford Hall\nFrankfort, KY 40601\n(502) 597-5808 (office)\nkimberly.sipes@kysu.edu"
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"text": "Faculty Senate President Sipes introduced new members to Senate: Rita Sharma from Mathematics and Sciences will replace Robert Hebble; Rebecca McCoy from Nursing will replace Abdullah Alhurani; and William Graham will represent Education."
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"text": "President Sipes noted that Senate needed a new Parliamentarian. Chair Rye nominated Alice Collins, who accepted. There were no other nominations, and the slate was accepted as presented."
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"text": "Julie Bradley, Kenan Charitable Trust, Director of Student Support Services, appeared before Senate to discuss her program, which unites KSU with Frankfort Independent Schools and the community to create unique projects for student growth."
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"text": "It was noted that only 20% of students drop out due to academics. Social and emotional support are essential. It was also noted that 25% of the population suffers from mental illnesses. This means that at KSU there may be 400 students at any time experiencing mental health issues. There is an effort to provide one-on-one counseling services on campus at no cost to the student or KSU."
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"text": "Academics must also be rigorous and students must be held to high standards. President Sipes asked what Ms. Bradley would like to see from faculty. Ms. Bradley noted that many faculty are already contributing, but we need to bring it all together by utilizing available help. Students wanting to build a business, for example, can be helped with a business plan by faculty."
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"text": "A guest shared information about a senior at the university who has been mentoring others in this program. Another guest added that this student had transferred in to KSU and had struggled at other schools, but is excelling here. Ms. Bradley added that this student is helping dual enrollment students."
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"text": "Dr. Thomas could not be with Senate, so Chair Moffett discussed the portion of SACS reaffirmation which he is leading: establishing a new QEP. He noted that the university was working on a website through which proposals would be accepted. Proposals would be due before the start of the spring term. He is looking for individuals who would like to serve on the team that will vet QEP proposals. Ideally this team would be as representative of different groups on campus as possible."
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"text": "Chair Moffett noted that the majority of APC’s last meeting was taken up with reviewing a proposal from Dean Daryl Lowe that covers student misconduct as well as attendance and academic honesty. Chair Moffett shared with Dean Lowe the existing policies on attendance and academic honesty. Dean Lowe was going to work further on his proposal, and when complete it would be brought to Senate."
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"text": "APC 15-16.05 was discussed again. Chair Moffett noted that it was identical except that he removed the section on instructors choosing whether or not to use the course evaluations for online courses in annual review. A guest at an earlier Senate meeting had noted that an item passed PCC that required all course evaluations to be used. The widely circulating Faculty Handbook from 2012 does not reflect this change. Chair Moffett verified that this item did indeed receive approval by the Provost and President. The updated action item thus dropped language about choosing evaluations."
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"text": "Jennifer Miles addressed the process the university utilizes to review online courses. Quality Matters is hired to make the review. At universities across the Commonwealth, this kind of review typically happens annually, although Ms. Miles notes she would like to see it happen each semester. A senator asked if the cost for this service has been accounted for, and Ms. Miles confirmed that it had. VP Jackson added that we need to be sure to be validating identities of students online for SACS."
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"text": "Chair Sipes suggested a friendly amendment to the proposal that a reference to Course Signals be altered since the University had moved away from that early alert system. Chair Moffett accepted the suggestion and indicated he would replace it with language that spoke more generally about courses providing early alert capabilities."
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"text": "This course would work as an introduction to the option. Overall, the option needs to be brought in line with others in the major in terms of hours."
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"text": "16-17-08 MASC: Delete courses from BIT option: Bio 433 Biotech III: Proteins\nBio 434 Biotech IV: Adv Biotechnology\nBio 435 Global Perspectives in Biotechnology\nBio 436 Biotech Writing / Presentations"
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"text": "Dr. Sluss told CC that these changes are made with input from instructors in the program. President Sipes inquired if these courses are being deleted just from the option, or from the master course list. A guest replied that it was the latter and the courses have never been offered. Another guest noted the courses were developed specifically for the Biotechnology option originally and that there were too many hours for the degree. The course committee thus decided to delete these courses from the master course list. Chair Andries noted that this program was first created with the intention of being taught by faculty in the College of Agriculture, but Ag faculty members cannot teach it now because of the requirements of their course loads; this set of proposals thus represents an effort by Biology to re-envision the program, driven by changing dynamics at the university."
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"text": "16-17-11 BSS: New Courses for Minor in Intelligence Studies\nPSY / SOC / POS / HIS 465 Counterintelligence and Counterterrorism\nPSY / SOC / POS / HIS 466 Cyber-Security and Cyber-Politics\nPSY / SOC / POS / HIS 467 Intelligence and National Security\nPSY / SOC / POS / HIS 468 Terrorism and Insurgency\nPSY / SOC / POS / HIS 469 Radicalization\nPSY / SOC / POS / HIS 470 Behavioral Profiling"
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"text": "This new minor will be an interdisciplinary program, reflective of KSU’s participation in the Bluegrass Intelligence Consortium. By passing this minor, KSU becomes a full member of the Consortium and will be able to obtain student stipends and faculty development training. It will also allow for networking with those in the intelligence community. There is a demand for this program."
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"text": "A senator asked if the course descriptions on the syllabi might risk obsolescence by making reference to contemporary issues (ISIS, for example). President Sipes noted that item 3, Capsule Statement of Course Content for Catalogue is the only item that goes in the catalogue, so this should not be an issue."
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"text": "This item represents further efforts by the College of Agriculture to create certificate programs. Chair Andries noted this topic is an area of growth and that there are jobs available for those with this training. The certificate program could be undertaken even by those not in AFE. There are four courses that form the core of the program and then options for the other course. There are minimal pre-requisites for the courses."
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"text": "Chair Rye explained that BASC is still gathering recent data to make a resolution on the university budget, specifically on instruction at the University. Last year BASC worked on a recommendation for increasing spending on instruction over a three-year period and will be bringing this item to Senate soon. Chair Rye reported that President Thompson is open to allowing BASC to be involved in budget decisions. She stressed that BASC's recommendations are intended to improve the university, not to create discord."
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"text": "Chair Rye described an issue which overlaps with CC. She explained that she had emailed the Senate Executive Committee to explain that her Division Chair, Dr. Shelton, had told her the Studio Art program was to move into a teach out phase. Chair Shelton did not know where these instructions originated. Subsequently, Chair Rye, Division Chair Shelton, and VP Jackson met, although Chair Rye reported the meeting was inconclusive."
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"text": "Chair Rye observed that recent notes taken at the Board Academic Committee meeting states that a regent inquired about the progress of teach out plans. Regent McFayden confirmed that it was not discussed in a closed meeting."
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"text": "KSU does not currently have an art gallery, and seven majors will graduate this year, leaving six majors. Chair Rye stressed she is willing to discuss the possibility of teaching out the program if it is done in an open way. She also noted she had been approached by President Thompson and asked to write a plan to revitalize the program, which she will undertake."
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"text": "A motion to extend time for five minutes passed unanimously."
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"text": "Chair Rye shared that the status of the Art Education program has been ambiguous for some time. It is not included in the current catalogue and to her knowledge the discontinuation has not gone through Senate and CPE. President Sipes suggested research could be done in CC to establish the status of programs."
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"text": "President Sipes noted that last year we had program reviews, but the results have not been sent to programs. Dr. Jackson explained that her office is working on a calendar for program review. The reviews were not submitted to CPE. We will start the cycle this year, trying to align the calendar with those programs which have external accreditations. President Sipes asked if there is a process ongoing to make recommendations to eliminate programs. Dr. Jackson replied that it depends on self-evaluation. President Sipes then asked if there were any comments in the recent Board meeting regarding closing programs. A guest replied that yes, there was, but not with much elaboration. Dr. Jackson confirmed that there were discussions, but we have not had seen anything in writing. Regent McFayden explained that the topic was posed by one of Regents, but there was no definitive response about teach out. He added that closed sessions address personnel or litigation issues, not issues such as program closure."
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"text": "A guest pointed out that since Chair Rye had been told her program will proceed with teachout, it sounds like there has been a meeting at some level about this and inquired if there is a record of such meeting/meetings, the resulting decision and at what level the decision was made. Vice-"
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"text": "President Jackson declined to answer. Regent McFayden noted that part of the context for this situation comes from when Beverly Downing was Provost. Regent McFayden reported that Dr. Downing pushed for the elimination of the program, but he had argued at the time that no resources were being put into helping it succeed. He believes the issue has now circled back around."
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"text": "Chair Glass noted there has been work on Faculty Handbook by an ad hoc group that includes Dr. Jackson, Kim Sipes, Fariba Bigdeli, Ibukun Amusan, Joe Moffett, and herself. She explained the group had recently hit a problem with the resolution passed by the Board in November 2014 that gave then-President Burse all power in creating policies. This calls into question any action item coming from Senate over the last couple years and how they relate to changes that need to be recorded in the Handbook. Chair Glass asked Dr. Jackson if this issue had been addressed at the recent Board meeting, to which the VP replied that she had taken the issue to university legal counsel, but the Board agenda was too full to address the issue. Chair Glass then asked Dr. Jackson if she intended to bring the issue to the Board at the next meeting. Dr. Jackson replied that she planned to do so and that the 2014 resolution did not reflect the spirit of shared governance."
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"text": "Chair Glass noted that PCC is still waiting on a response from the VP’s office about pay for coordinators, which is uneven across the university. Dr. Jackson replied that we have had some unexpected expenses that have cut into the budget, but she stressed the pay is a priority and that she wants it to be fair and equitable across the university."
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"text": "Chair Glass discussed the presentation by Dr. Wheeler on academic advising at the previous Senate meeting. Dr. Wheeler had sent an email response to the issues on 10/12, but Chair Glass was left off the list of recipients. Chair Glass shared that her sense was that departments could opt in to the change in advising structure if they wanted to do so. President Sipes asked for Dr. Wheeler’s email to be sent to her. She could then disseminate it widely."
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"text": "Chair Andries noted that faculty in CAFSSS would all being going up for tenure at the same time next year and therefore guidelines for their tenure process need to be in the revised Faculty Handbook. A senator pointed out the there is a problem with inconsistent faculty standards across divisions and that some standards are noted in the Handbook and some are not."
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"text": "Regent McFayden noted that the Board meeting did not have many action items. He shared that Title III Director Christina Leath noted that Title III funds had been used inappropriately in the past decade; they should be used for capacity building. Regent McFayden will be asking for an external audit from the State Auditor. He is concerned with the Title III process for basic procurements, and he wants to know how we decide how consultants are paid."
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"text": "The Board discussed the university reorganization chart, and many questions were asked about it. No action was taken."
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"text": "Regent McFayden said the university has the same recurring problems with finances. The issue with cash receipts has not been fixed; food services needs to be addressed (Gordon Rowe and Greg Rush are working on a new deal). The Internal Auditor will now report directly to the Board, which is what Regent McFayden would prefer, as opposed to the Internal Auditor reporting directly to the University President."
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"text": "Regent McFayden serves as the Chair of the External Relations Committee of the Board. He has requested information, repeatedly, for data, such as how much external relations cost, how many people are the payroll, and how the university decides titles and funding. As an example, Regent McFayden noted that the university is paying a web designer between $85,000 and $90,000. Even though we have this web designer on salary, we send out bids for someone to redesign the webpage. We likely have students on campus who could work on the webpage for the experience."
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"text": "Regent McFayden noted that at this time last year, there was $90,000 in gifts to the university. This year, there is $9,000. He argued that we are failing considerably in this area."
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"text": "There was discussion that more scholarships need to be given to alumni organizations to disseminate so that out-of-state tuition can be brought in line with in-state. A senator pointed out that typically for graduate students, assistantships will nullify the difference of in-state and out-of-state tuition, but not at KSU."
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"text": "A guest asked if there had been talk about an enrollment management plan. Regent McFayden replied there was not a vote on one. The document the university is working with currently is not specific enough. This document has been circulating on campus. Another guest asked what the plan says, and Regent McFayden responded that it speaks only in generalities, such as we need to work harder to recruit students."
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"text": "Graduate Director James Obielodan added that the Graduate Council has recently addressed the out-of-state tuition waiver issue."
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"text": "Chair Rye asked about how much money the university has spent on consultants, presumably from KSU Foundation funds since President Burse told BASC last year that the Registry was paid through the Foundation. Regent McFayden replied that he has not seen any report on how Foundation money is spent."
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"text": "Time expired."
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"text": "A quorum was lost at 5:05pm."
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"text": "Respectfully submitted,\nJoe Moffett, Faculty Senate Secretary"
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"text": "Office of the President"
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"text": "November 1, 2016"
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"text": "Dear KSU family:",
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"text": "As we embark on a new strategic plan that “Races us toward our Brightest Future,” it is imperative that we have an organizational structure and organizational processes that assist us in getting there. Our committees and councils are essential for a properly working shared governance system. The “Book” is effective immediately and I ask that everyone who is assigned to a committee or council, carry out the roles assigned. You must become fully engaged in carrying out the mission of that committee and/or council along with keeping our focus on the mission of the University. I am committed as you are to having high expectations, producing high rigor and giving high input to our students and other University constituents. This is one clear way of showing this engagement."
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"text": "As with our strategic plan, we will monitor the implementation and assessment of our committees and councils. If there are better ways to create, implement and maintain a shared structure of shared governance, I am available to listen to your assessment and suggestions. In addition, please feel free to contact our Office of Institutional Effectiveness for a conversation as to how we can improve."
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"text": "Thank you for all you do and Go Thorobreds!"
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"text": "Sincerely,"
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"text": "Aaron Thompson, Ph.D.\nInterim President"
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"text": "Suite 201, Hume Hall\n(502) 597-6260\n400 East Main Street\nFrankfort, Kentucky 40601\nwww.kysu.edu"
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"text": "University committees serve a wide variety of functions at the Kentucky State University and vary regarding their mission, membership, and representative term length. Some committees serve in a long-term advisory capacity while others convene for a short time to focus upon clearly identified tasks. Committees are typically comprised of members from the faculty, staff, and student communities. Respective members are nominated by the area senior leader to the Cabinet/VP. Nominations are considered, and recommendations are forwarded to the President for final selection and membership committee approval."
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"text": "The faculty, staff, administrators, and students of Kentucky State University (KSU) support a collegial system of shared governance that assures and promotes university-wide representation and joint deliberation across the institution. A collegial system of shared governance is defined as a communication process which encourages responsible participation and open discussion and provides opportunities to present diverse points of view resulting in increased institutional communication and stakeholder engagement."
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"text": "The administration shall coordinate University Standing and Ad Hoc Committees. The Faculty Senate, Staff Council, and Student Government shall work cooperatively to ensure: (1) appropriate and broad-based representation on committees, (2) equitable distribution of committee assignments; and (3) timely completion of committee tasks."
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"text": "Each committee is positioned under the appropriate Cabinet/VP level(s) that it advises. This reporting structure ensures that senior leaders are engaged in support and the decision-making that is required for continuous institutional improvement. Individual Cabinet/VP member is responsible for informing the senior university leaders of committee activity, recommendations and decisions."
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"text": "Is a permanent committee appointed or established by the President to consider and advise on matters regarding a designated subject. University Standing Committees of KSU shall be classified as one of the following:"
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"text": "Is a committee formed for a specific task or objective and dissolved after the completion of the task or achievement of the objective. University Ad Hoc Committees of KSU shall:"
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"text": "• Elect a Chairperson, Vice-Chairperson (as needed), and Secretary at its first meeting (unless otherwise designated);"
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"text": "Be responsible for making recommendations on issues, problems, and concerns that have been referred to it;"
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"text": "Submit all Committee Minutes and recommendations to the appropriate Cabinet/Vice President, Secretary of the Faculty Senate, Staff Council, or Student Government Association; and"
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"text": "• Be governed by Robert’s Rules of Order."
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"text": "In the spirit of shared governance, committees are entrusted to take actions that advance the mission of the University and the welfare of students, faculty, staff, and the general public;"
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"text": "- Committee decisions reached democratically and within the scope of the committee’s delegated area of responsibility are considered the authoritative will of the committee;"
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"text": "Committee decisions are subject to review by the appropriate Cabinet/Vice President and the President. Decisions may be overturned by the President in cases when there presents a conflict with the President's mandate to manage the affairs of the University;"
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"text": "The authority to overturn committee decisions does not apply to committees governed by federal policy, including select decisions made by the Institutional Review Board for Animal and Human Subjects."
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"text": "Membership",
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"text": "Any University employee may be required to serve on one or more University committees as part of his/her normal responsibilities;",
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"text": "Individuals may also volunteer or agree to serve on more than one University committee, as long as the volunteer service does not interfere with the completion of regular duties;",
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"text": "Committee membership on University committees shall be defined by the stated criteria under “Composition” given for each University committee;"
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"text": "Term of service may be successive unless prohibited by criteria under “Composition”;",
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"text": "The eleven o'clock hour each Tuesday is reserved for committee meetings, and no other activities are to be scheduled at that time. The meeting time will be shared between University committees and college, school, program, and sector departmental committees;"
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"text": "- University committee meeting times begin with the third full week of school during the fall and spring semesters;"
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"text": "Every first and third Tuesdays shall be reserved for University Committee meetings, including University-wide faculty meetings;"
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"text": "Committees are expected to meet as required by the work of the committee;",
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"text": "University Faculty meetings have priority over University Committee meetings;",
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"text": "6",
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"type": "footer",
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"text": "FS Meeting Notice Page 16",
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"text": "Committee meetings will not be scheduled during the eleven o'clock hour on Tuesday during finals;"
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"text": "- College, schools, program and sector departmental committee meeting times begin the second and fourth Tuesdays of each month. Meetings will not be scheduled during the eleven o'clock hour on Tuesday during finals;"
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"text": "Chairpersons of committees and academic administrators may schedule additional meetings (outside of the Tuesday, eleven o'clock timeframe) if necessary for completion of activities and assignments;"
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"text": "In months that have more than four Tuesdays, the additional Tuesdays are reserved for division/departmental sector meetings."
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"text": "The Committee Chairperson shall:",
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"text": "Submit at the end of each month, copies of approved minutes, committee reports, proposals, and other related documents to the appropriate Cabinet/Vice President Sharedrive folder for University Committees; and"
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"text": "Prepare and submit an Annual summary of committee activities to the appropriate Cabinet/Vice President member. The summary should include member attendance, participation, and actions."
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"text": "Attendance and Designees",
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"text": "Committee appointments are an integral part of the employee's duties. Persons appointed or elected to University Committees are expected to participate in committee activities. If a committee member cannot attend a meeting, he/she may send a representative;"
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"text": "The representative may participate in the committee's deliberations but cannot vote;",
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"text": "When the term “designee” appears after a job title listed under “Committee Composition,” the official holding that title has the option to appoint someone else to be the official member of the Committee. In such a case, the designee is appointed at the beginning of the academic year and is expected to attend each committee meeting throughout the year. The designee will have the official voting right for the duration of the appointment."
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"text": "The Committee Secretary shall:",
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"text": "- Take minutes of each meeting (including attendance) and submit them to the Committee Chairperson within two weeks following the meeting;"
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"text": "The secretary will create and send minutes to committee members at least one-week in advance of meetings so members can read the minutes for accuracy in a Committee (Titled) Shareddrive;"
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"text": "Meeting minutes are to be reviewed and approved at the next scheduled committee meeting;"
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"text": "In the Committee Sharedrive maintain an up-to-date record of approved minutes, committee actions, proposals, and recommendations."
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"text": "Evaluation of Committees",
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"text": "The appropriate Cabinet/Vice President and the President of the Faculty Senate (for Committees of the Faculty Senate) shall monitor and evaluate the effectiveness of the operation of each University committee within their respective areas;"
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"text": "At the beginning of each academic year, and at other times as appropriate, the Cabinet/Vice President will meet with each committee for which it is responsible and clearly, delineate the purpose and responsibilities of the committee;"
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"text": "The successful completion of this action shall be communicated to the appropriate Cabinet/Vice President folder in the University Committee Sharedrive, in writing, the meeting dates and communicated responsibility, who shall have full responsibility for the enforcement of this policy."
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"text": "The Chairpersons of committees at all levels, University, Faculty Senate/Staff Council, College, School, Program and sector area committees, shall evaluate each member of their committees in April of each year, using the Evaluation of Committee Member Form included in the Appendix."
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"text": "The evaluations will be uploaded to the appropriate Cabinet/Vice President's folder in the University Committee Sharedrive. Committee members shall be provided a copy of their evaluation."
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"text": "Prepare and submit an annual summary of committee activities to the appropriate Cabinet/Vice President member. The summary should include member attendance, participation, and actions."
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"text": "• Requests for the establishment of University Ad Hoc or Standing Committees shall be submitted to the appropriate Cabinet/Vice President."
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"text": "The appropriate Cabinet/Vice President shall forward the request to the President's Cabinet for consideration."
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"text": "The President shall review the requests and recommendations. If approved, the President shall make the appointments. If denied, the request shall be returned to the originator(s) with an explanation of the reasons."
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Page 27
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19 · LIST
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Page 31
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10 · HEADING
11 · LIST
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58 · FOOTER
59 · FOOTER
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r2c1 (50%): “Carlos Thompson”
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Page 46
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Page 55
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Page 76
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r10c3 (50%): “Institutional Research”
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Page 90
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1 · HEADING
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3 · TEXT
4 · HEADING
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8
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12 · FOOTER
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Page 108
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r3c1 (0%): “Ralph Williams”
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"text": "Meetings are a standard part of every organization, but they often feel too long and end without clear or useful results. Below are a few tips that I hope you will find helpful for making your next meeting more productive."
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"text": "Refrain from creating unnecessary debate: playing the \"devil's advocate\" is popular in our culture, but if you don't believe in a counter argument, don't waste the group's time by raising it. Don't deliberate about what you don't know: if an issue under discussion requires further investigation to make a sensible decision, then specify the required research, delegate it as an action item, and move on to the next item on the agenda. Don't let meetings deal with issues that should be delegated: don't give agenda time to issues that should be addressed by an individual responsible for that area of a project or organization."
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"text": "Equal opportunity shall be provided to all persons throughout the University. Kentucky State University does not discriminate in the administration of or access to any educational services or in regard to any employment decisions on the basis of race, color, religion, gender, sexual orientation, age (except for minors), national origin, ethnicity, citizenship status (except as required by law), disability, military service status, marital status or any other status protected by law, absent a bona fide occupational qualification. Non-discrimination requires compliance with federal, state and local employment laws and regulations, including, but not limited to, the following: Equal Pay Act of 1963, Title VII of the Civil Rights Act of 1964, as amended, the Age Discrimination in Employment Act, and the Americans with Disabilities Act."
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"text": "I am honored to lead Kentucky State University's 2016-2021 strategic planning process. During my short time as your Interim President, I have been inspired by those around me: students, faculty, staff and administrators, board members, community leaders and alumni. I have also been inspired by the history and heritage of KSU. In this important process we are about to embark upon, my role is twofold: to lead us toward a better future and to protect this great institution's past. Our past, in many ways, frames the road ahead. In moving forward, we must build upon our historic strengths while concurrently harnessing our best strategic thinking. Our predecessors worked tirelessly, often during uncertain times, and we must do the same. The road to our brightest future requires our collective intellectual capital, and a commitment to organizational agility and informed decision-making."
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"text": "The KSU mascot, the Thorobred, is a symbol of hard work and discipline. Thorobreds love to run and they live to win. They are beautiful creatures nurtured and trained to finish first. The informal meaning of Thorobred is \"of outstanding quality\" and it is this meaning that undergirds the University's motto: \"In all Things Excellence\". KSU has a 130-year history of investments made by loyal, hardworking student scholars, faculty, administrators, and alumni--all who were dedicated to making KSU a better place. And so today, together, we are poised to Race Toward KSU's Brightest Future."
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"text": "Many members of the KSU community have invested their time and talent in the development of this map to the future. The process began, as many planning processes do, with a planning committee and focus groups, colleagues working together to develop an initial draft. Their efforts laid the groundwork that serves as this plan's foundation. The early draft was broad in scope, and in some ways represented all things to all people. But today, we need to focus on those goals that are mission-central. Once our foundation is strong, we can then move to higher ground."
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"text": "The initial draft was in some ways usual and customary, heavy on development and light on deployment. Over the past several months, however, we have come to realize that the task before us is not usual or customary. This awareness has led us to this revised document. The strategic processes and targeted outcomes included in this plan represent our greatest expectations-- that can only be realized through a combination of shared governance, shared accountability, and shared self-discipline. I invite all KSU stakeholders to embrace this vision of our future and dedicate themselves to the task ahead."
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"text": "Sincerely,"
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"text": "Aaron Thompson, Ph.D.\nInterim President"
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"text": "Kentucky State University began its strategic planning initiative in 2015. The strategic planning process included the establishment of a planning committee, the collection of data, a review of organizational structure, and discussions concerning overall institutional functions. The planning committee was engaged in the development of an initial draft plan that resulted after many focus groups were held and data from Institutional Research were analyzed. A record of meetings and focus group activities can be found on KCU's shared drive."
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"text": "The early work of the planning committee resulted in more than an initial draft plan as those engaged in the process realized that KSU needed to begin immediately to increase expectations and shore up existing processes across the institution. As a result, work began related to admissions and enrollment management, student services and student life, academic persistence and student career development, and refined and informed student advising. Articulation agreements were revisited and creative new transfer processes were discussed and developed. State and regional occupational outlook data were reviewed and utilized to focus on recruiting and reinstituting transfer agreements."
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"text": "University faculty and administrators declared a need to review and update handbooks and the catalog, develop new academic policies, and build a faculty development program focused on the skills required for mastery teaching. It was clear we needed to review academic programs, refine the General Education Core, and more accurately map curricula and program specific outcomes in order to enhance student success. Assessment and Institutional Effectiveness processes were refined and deployed. The organizational structure of Academic Affairs was also reviewed and a new structure implemented. The university committee structure and individual committee responsibilities have been reviewed and substantive changes have been proposed. In addition, the processes required to launch a successful SACS reaffirmation process have begun."
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"text": "Since this process began, an emphasis has been on business efficiency resulting in a comprehensive review of campus technology, the elimination of unnecessary redundancies and the implementation of better and more efficient hardware and software. Business units have been challenged to consider the impact of service quality and satisfaction across campus. In addition, all units have been encouraged to establish benchmarks and five-year trending data to improve their efficiency and effectiveness."
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"text": "In the area of External Relations and Development, talented individuals have been hired, and processes have been redesigned and launched that are intended to increase alumni and"
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"text": "community support. Robust development and community engagement projects are underway. Improvements in marketing and University communications are also under review for rapid deployment."
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"text": "Though some of the hard work that has been accomplished over the past year has not been celebrated, make no mistake it was all appreciated."
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"text": "Strategic planning has long been criticized as a process that generally ends with a plan in a file, or a plan on a shelf. Organizations often embark on robust strategic planning ventures, but then fall short when it comes to deploying the processes required to actually change the future of the organization. We know, however, that we can't change the future without carefully crafted goals and the action steps necessary to accomplish each goal. Much like teaching a course, terminal goals are developed along with the enabling objectives necessary to achieve the intended outcomes. KSU's plan has been developed much the same way. Its ultimate success rests in the accomplishment of each strategic objective. This plan then is different from other plans in that each goal includes carefully crafted objectives with detailed strategies to move toward the future."
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"text": "As with any good planning processes, stakeholders must have the freedom to think strategically and embrace agility. The landscape of higher education is a rapidly changing scene that has become increasingly more competitive. To meet the demands of today's marketplace, KSU must move quickly to realize the goals and objectives of this strategic plan. As the landscape moves and changes, so must KSU. This plan is a call to action that requires collegiality and consensus, transparency and communication. Our future depends on what we do, not just what we say."
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"text": "Typical strategic planning processes include an assessment of institutional Strengths, Opportunities, Weaknesses and Threats. This is called the SWOT process. Most strategic plans include this analytic process up front. It is from this process that goals and objectives are crafted. Strengths and Weaknesses are internally focused, while Opportunities and Threats are externally focused, each is defined below:"
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"text": "• Strengths: KSU characteristics that give it an advantage over others Universities."
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"text": "- Opportunities: External elements that the University could use to its advantage given its strengths."
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"text": "After the early SWOT process, which included an analysis of institutional and market data, KSU stakeholders reviewed the history of KSU knowing it was not wise to move forward without an"
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"text": "appreciation for the past. After much consideration, KSU's MISSION statement was revised. Early planning also allowed those involved to craft a new VISION STATEMENT and a new set of INSTITUTIONAL VALUES—all grounded in the history and heritage of KSU."
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"text": "From its modest beginnings as a small normal school that trained Black teachers for Black schools in Kentucky, Kentucky State University has evolved to become a unique liberal studies institution serving students without regard to race, age, sex, national origin, or economic status."
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"text": "The University was chartered in May 1886 as the State Normal School for Colored Persons, the second state-supported institution of higher learning in Kentucky. During the euphoria of Frankfort’s 1886 centennial celebration, when vivid recollections of the Civil War remained, the city’s 4,000 residents were keenly interested in having the new institution located in Frankfort. Toward that end, the city donated $1,500—a considerable amount in those days—and a site on a scenic bluff overlooking the town. This united display of community enthusiasm and commitment won the day. The new college was located in Frankfort in spite of competition from several other cities."
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"text": "Recitation Hall (now Jackson Hall), the college’s first building, was erected in 1887. The new school opened on October 11, 1887, with three teachers, 55 students, and John H. Jackson as president. In 1890, the institution became a Land Grant college with the departments of home economics, agriculture, and mechanics added to the school’s curriculum. The school produced its first graduating class of five students in the spring of that year. A high school was organized in 1893. This expansion continued into the twentieth century in both name and program. In 1902, the name was changed to Kentucky Normal and Industrial Institute for Colored Persons. The name was changed again in 1926 to Kentucky State College for Colored Persons. In the early 1930s, the high school was discontinued, and, in 1938, the school was named the Kentucky State College for Negroes. The term “for Negroes” was dropped in 1952. Kentucky State College became a university in 1972, and, in 1973, the first graduate students enrolled in its School of Public Affairs."
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"text": "Kentucky State University’s 882-acre campus includes a 307-acre agricultural research farm and a 306-acre environmental education center. Kentucky State University has an enrollment of more than 1,700 students and more than 125 full-time instructional faculty members."
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"text": "Kentucky State University, today, has more than 43 campus structures that support its teaching, research and service missions. Many courses are taught each academic year in off-campus classes throughout Franklin County and the surrounding six-county service area. The University’s student-faculty ratio is the lowest among public institutions of higher learning in Kentucky, and a highly prized indicator of program quality. Today’s students have the opportunity to receive associate (two-year), baccalaureate (four-year), master’s and doctoral degrees. Students may also"
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"text": "elect to prepare for entrance into professional schools through the university's arrangements with other prominent institutions."
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"text": "Kentucky State University (KSU) is a public comprehensive, liberal arts, Land Grant institution that provides a nurturing learning environment for the education of critical thinkers who are expected to become transformational societal leaders in the Commonwealth of Kentucky, other regions of the United States, and the world. As a Historically Black College and University, KSU is committed to opportunity and access, and dedicates itself to responsibly preparing a diverse student population for the ever-changing demands of the workplace. Through a student-centered campus focused on experiential learning, students become successful scientists, scholars, and business and community leaders who are academically prepared with the necessary skill sets to contribute and thrive in the 21st century global environment."
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"text": "Kentucky State University (KSU) a Historically Black College and University will become a nationally ranked, liberal arts university known for providing students and graduates with the skills necessary to thrive in life and career. KSU will be renowned for the leadership of our graduates, the excellence of our programs, the quality of our instruction, the innovation of our research and outreach, and the significant contributions we make to our community, state, nation, and the world."
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"text": "The acronym that results from the declarative values commitment statements spells INSPIRED. With this strategic initiative, all KSU stakeholders are called to be INSPIRED to Race Toward KSU's Brightest Future."
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"text": "I Integrity and Ethical Decision-Making"
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"text": "P Perseverance Today and Every Day"
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"text": "R Responsible Citizenship On and Off Campus"
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"text": "All of the decisions that need to be made in order to accomplish the strategic initiatives laid out in this plan, and thus accomplish the university's Vision, must be made within the Values articulated above. Together, they promise graduates who will be career ready responsible citizens."
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"text": "KSU is committed to move forward within the Baldrige Performance Excellence in Education framework. The \"Baldrige\" process requires systematic assessment and continuous improvement across all university units. This focus on process improvement links goals and objectives to results. The Baldrige framework is based on the following core values and concepts. These values and concepts represent the beliefs and behaviors that are found in all high-performing Universities:"
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"text": "The Baldrige process includes an annual assessment of the University against the following Baldrige performance criteria:"
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"text": "The goals and strategies included in this plan represent the next steps toward meeting the Baldrige Criteria for Excellence in Education. The Baldrige Criteria, can be found in Appendix A"
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"text": "KSU's Strategic Goals and Objectives have been crafted to align with the KSU chart of organization. This type of alignment was utilized to ensure there is no confusion regarding positional authority, and the accountability for results."
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"text": "Under the President's direction, KSU's senior leaders are responsible for the data analysis that is required to accomplish each goal as well as the tactical deployment of each objective assigned to them. Each senior leader shall work with the appropriate KSU committees, departments, colleges, and business units to accomplish his/her respective goals, and to ensure shared governance where appropriate. Each senior leader will routinely report progress to the University President and Cabinet colleagues. Each senior leader will provide quarterly progress reports to the President. These reports will be utilized to develop biannual reports to the Board of Regents and the campus community. A table of progress report due dates can be found in Appendix B."
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"text": "For simplicity, a legend was utilized to code the individual or group responsible for developing and deploying each tactic as well as those responsible for reviewing and approving tactics and results. The legend can be found in the table below."
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"text": "Board of Regents\nBoard of Regents - Academic Affairs Committee\nBoard of Regents - Student Affairs Committee\nBoard of Regents - Finance and Audit Committee\nBoard of Regents - External Relations and Development Committee",
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"text": "University President\nProvost/Vice President for Academic Affairs\nChief Information Officer\nVice President for Student Affairs\nInternal Auditor\nGeneral Counsel\nVice President for Business Affairs\nAdministrative Assistant to the President\nVice President for External Relations and Development\nAcademic Chairs & Deans\nFaculty Senate\nUniversity Staff\nStudent Government\nAssociate Provost for Institutional Effectiveness\nAssistant Provost Educational Support\nInstitutional Research",
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"text": "It is expected that the decisions in support of institutional goals and objectives will be made using data. Where none exist, processes should be launched to either secure the data necessary from external sources (CPE, KCTCS, KY Occupational Outlook & Breaking Glass, etc.) or internally from Institutional Research. Some of the information necessary to deploy this plan will require data collection from constituent groups through surveys, focus groups or other means. The KSU senior leaders responsible for each goal shall immediately assess all relevant data resources to establish benchmarks along with multi-year trend lines and growth targets."
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"text": "Each Institutional goal and associated strategic objectives shall be tracked and reported in a uniform manner. Strategic objectives are included in Gantt charts to assist in timely work and strategic outcomes. Each strategic objective should be mapped using the electronic form found in Attachment C. An example of a condensed form can be found in the figure that follows. The University \"Dashboard\" should be utilized to track progress on all goals and related objectives."
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"text": "Goal 1 Enhance Student Enrollment, Improve Student Life and Engagement, and Improve student Advising and Career Development.\nGoal 2 Achieve Academic Excellence Across all Programs and Colleges, Increase Student General Education Skills, Degree Persistence, Career Readiness and Graduation Rates.\nGoal 3 Increase the University's Financial Strength and Operational Efficiency\nGoal 4 Enhance the Impact of External Relations and Development.\nGoal 5 Obtain Maximum Institutional Effectiveness through the Implementation of a Continuous Quality Improvement Process framed within the seven Baldrige Performance Excellence in Education criteria.\nUniversity Strategic Goal:",
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"text": "Each of KSU’s strategic goals includes objectives and timelines for activity completion. The Gantt charts that correspond with each goal are plotted out over eight quarters or two years. Midcourse corrections, if any, should be made at the end of the[p139.4.1] quarter and at the end of the[p139.4.2] quarter.",
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"text": "1. a Enhance student enrollment (Target enrollment 1,800 Fall of 17 & 2,100 by Fall 2018). Track the impact of each new tactic below to provide enrollment impact data that will be utilized to continuously improve enrollment processes and resulting yield. The Student Enrollment Management Plan (September 2016) should be used to guide enrollment processes."
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"text": "1.b Identify a list of high enrollment yield high schools and develop a high school recruitment plan with admission and enrollment targets. Identify new recruiting territories to foster relationships in unlikely places, especially cities that have significant African American populations in states that do not have an HBCU; Minnesota (Minneapolis), Wisconsin (Madison, Milwaukee, Green Bay), Nebraska (Omaha), Iowa (Des Moines, Waterloo), and more. Test new markets with new recruitment tactics."
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"text": "1.c Identify KY workforce needs and link programs of study to employment promise. Utilize employment promise as an enrollment management tactic."
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"text": "1.d Identify the driving forces that compel students to enroll at KSU and the barriers to enrolling. Develop processes that enhance the driving forces and reduce the barriers."
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"text": "1.e Design and utilize cutting edge technology (dynamic web content, cell phone blasts, text messages that entice, student success information and student testimonies) to push information about KSU out to perspective students."
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"text": "1.f Design robust AP transfer, and cross enrollment agreements with area high schools."
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"text": "1.g Work with all KY community colleges (first priority: Bluegrass CC, Jefferson CC, Elizabethtown CC) to offer early conditional admission to well qualified CC students, and automatic admission to graduates that meet valid and reliable admission metrics."
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"text": "1.h Craft and utilize admissions counseling messages that are data driven (i.e., for students who are academically qualified, and those who are not)."
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"text": "1.i Develop and deploy early admission processes to conditionally admit high school students during their junior year."
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"text": "1.j Continually work with Institutional Research to hone admission metrics that are valid and reliable. Utilize multiple year trend lines to identify problems and establish targets."
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"text": "1.k Identify strategies to increase the enrollment of students who are well qualified academically. Assess international recruiting opportunities and develop tactics that respond to the opportunities revealed by the assessment of international markets. Those countries that have large international U.S. company presence may be a starting point and could serve to support international travel and internships abroad."
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"text": "1.1 Review admissions processes to ensure rapid response to perspective students across the admission process continuum."
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"text": "1.m Identify methods to \"stay close\" to admitted students in order to ensure matriculation and decrease the number of students who enroll elsewhere. Contact admitted students who enroll elsewhere to assess KSU's barriers to enrollment."
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"text": "1.o Utilize NSSE data to identify opportunities that bolster student engagement."
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"text": "1.p Design and deploy advising processes focused on student success, career counseling, career development, and career readiness."
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"text": "1.q Design opportunities in each discipline for student research, internships, employment, service, international travel or study abroad."
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"text": "1.r Appoint and utilize an advisory committee of KY employers able to provide advice on curricula, career development, internships and employment opportunities."
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"text": "1.s Identify Frankfort community continuing education needs and launch plans for robust evening, weekend and enhanced on-line programming."
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"text": "Goal 1 Enhance Student Enrollment, Improve Student Life and Engagement, and Improve Student Advising and Career Development.",
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"text": "1.a Enhance student enrollment (Target enrollment 1,800 Fall of 17 & 2,100 by Fall 2018). Track the impact of each new tactic below to provide enrollment impact data that will be utilized to continuously improve enrollment processes and resulting yield. The Student Enrollment Management Plan (September 2016) should be used to guide enrollment processes.",
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"text": "1.b Identify high enrollment yield high schools and develop a high school recruitment plan with admission and enrollment targets. Identify new recruiting territories to foster relationships in unlikely places, especially cities that have significant African American populations in states that do not have an HBCU; Minnesota (Minneapolis), Wisconsin (Madison, Milwaukee, Green Bay), Nebraska (Omaha), Iowa (Des Moines, Waterloo), and more. Test new markets with new recruitment tactics.",
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"text": "1.c Identify KY workforce needs and link programs of study to employment promise. Utilize employment promise as an enrollment management tactic.",
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"text": "Data and other resources to be utilized in Goal 1, Goal 1 resources can be found in Appendix D: KY Occupational Outlook, Breaking Glass Database, Application and",
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"text": "Approved at BOR Meeting 10/22/2016 – Still needs minor edits and appendices",
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"text": "2.v Work collaboratively and with partner institutions and alumni to develop research programs and research and service centers that result in regional and national recognition for KSU. Research programs and research centers should build on existing strengths."
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"text": "2.q Develop a plan to invest in state-of-the-art, cutting-edge teaching and learning technology across all programs. Develop and ensure information literacy skills among students."
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"text": "2.r Utilize General Education assessment processes to improve general education teaching and learning outcomes. Add general education content related to African Studies and Diaspora to honor the history and heritage of KSU. Adding such content will bolster student’s ability to contribute as global citizens."
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"text": "2.s Develop processes to bolster the University’s General Education Core in order to foster cross-disciplinary, experiential, and inquiry-based learning. In addition; increase cross-listing of courses and co-teaching, integrate critical and analytical thinking skills, integrate computational and design thinking, integrate technical writing skills, and promote environmental awareness."
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"text": "2.t Conduct a “General Education Symposium” that provides a platform to showcase the best practices in cross-disciplinary General Education."
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"text": "2.u Processes will be put into place to ensure all faculty are engaged in their professional associations and participate in professional or discipline related association activities."
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"text": "2.v Bolster faculty distinctiveness by encouraging extramural support for research and program development. Develop extramural funding portfolios for every academic program and its faculty by 2017. 2.w Increase the number of faculty involved in interdisciplinary research and research collaboration with external institutions. Deploy the Research Culture Survey in order to identify the factors that drive and restrain research activity at KSU. Use survey results to improve the research culture across campus."
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"text": "2.x Develop a plan to promote opportunities for faculty, staff, and students to participate in significant and conscientious shared governance."
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"text": "2.y Design a process to increase student engagement in community service, service learning experiences, and study abroad."
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"text": "2.z In collaboration with other HBCU's host a national conference on African American/Africana/Diasporic studies."
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"text": "2.aa Design a process to strengthen and promote the Aquaculture Program."
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"text": "2.bb Design tactics to promote the teacher education program as a program of distinction built on a culturally responsive curriculum. The School will graduate teachers who are competent and skilled at teaching in any cross-cultural or multicultural setting and who contribute to the workforce needs of Kentucky."
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Page 147
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r2c1 (0%): “VPAA VPIE IR”
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"text": "2.ee Form a group of faculty and research supervisors in charge of capstone courses to develop multidisciplinary, cross functional projects. Teams of seniors from across disciplines will form the Capstone Project teams. Team members with different interests and skills will contribute to various aspects of the project such as business aspects, environmental impact, community impact, aesthetic aspects, technical requirements, and the like."
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"text": "2.hh Launch the processes necessary to ensure an exemplary SACS Reaffirmation process. Assess all academic programs to ensure programmatic accreditation where applicable."
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"text": "5.a Launch an Employee Perceptions Survey that measures perceptions of: institutional leadership, Strategic planning and deployment, strategic engagement, student centeredness, KSU’s ability to analyze data and utilize data in process improvement, KSU’s ability to manage by fact, KSU’s operational efficiency, workforce satisfaction, and overall campus culture."
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"text": "Data and other resources to be utilized in Goal 4. Goal 4 Resources can be found in Appendix G. Benchmark Development Data form IPEDS Peer Group Feedback Report, Development Data for KSU and All KY Public Institutions, KSU Development Trends, Sample Alumni Feedback Survey.",
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"text": "Goal 5 Obtain Maximum Institutional Effectiveness through the Implementation of a Continuous Quality Improvement Process framed within the seven Baldrige Performance Excellence in Education criteria.",
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"text": "5.a Launch an Employee Perceptions Survey that measures perceptions of: institutional leadership, Strategic planning and deployment, Strategic engagement, Student Centeredness, KSU’s ability to analyze data and utilize data in process improvement, KSU’s ability to manage by fact, KSU’s operational efficiency, workforce satisfaction, and overall campus culture.\n5.b Using the results from the Employee Perceptions Survey, develop processes to improve perceptions and prioritize campus culture investments.\n5.c Assess KSU’s ability to meet all seven Baldrige Criteria. Develop a report to the Board on KSU’s potential to apply for a Baldrige Quality Award.\n5.e Evaluate KSU Ranking among HBCU and develop a plan to move KSU up in rankings ( 15th- 17th)\n5.f Create an institutional diversity plan that develops and implements comprehensive initiatives to promote access, diversity, intercultural competence, equity, inclusiveness and",
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"text": "mutual respect for all members of the campus community.\nData and other resources to be utilized in Goal 5. Resources for Goal 5 can be found in Appendix H. Campus Culture Survey, Campus Cultural Competence Instruments, Baldrige Criteria, and the Baldrige ARE WE MAKING PROGRESS INSTRUMENT.",
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"text": "Successful strategic planning processes include opportunities to make midcourse revisions. As both the internal and external environments change, so must institutional strategies. With this in mind, midcourse revisions, where appropriate, should be entertained following the 4th quarter and the 8th quarter."
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"text": "Many dedicated individuals took the time and used their talent in crafting this strategic plan. The plan was developed as a road map to move KSU toward its vision. Many of those involved have invested their professional careers in the mission and values of the KSU experience, and for that, they are greatly appreciated. All of the individuals who contributed to this plan are listed in Appendix H."
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"text": "After hearing about academic misconduct and disruptive behaviors in the classroom, Dean Lowe decided to write a proposal that will assist with managing such situations. Instructors should be able to ask a student to leave class for a couple of days temporarily, pending meeting with the Dean and until the student has understood what is expected of him/her. Permanent removal/exclusion from the class must go through the necessary student disciplinary process, which has to be clearly defined. Apart from plagiarism, there is not much about this in the faculty handbook. Students have been simply moved between classes with different professors in the past, and this may not be fair on the new professor."
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"text": "It was mentioned that a student confronted a professor in the classroom this semester and he refused to leave the class after the professor asked him to leave. The professor was unnerved and gave a report to chief of security but has not heard anything the incident since. Dean Lowe advised that campus police should be contacted immediately whenever such situations occur in class. Dean Lowe should also be contacted, and an incident report should be completed online. Dean Lowe said instructors can ask students to leave class temporarily, even if it is just about repeated violations of policies on the syllabus such as no cell phones, attendance issues, and so on. It was suggested that the student code of conduct that defines disruptive behavior should be added to the syllabus. Disruptive behaviors include any behavior that obstructs or disrupts the learning environment."
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"text": "3.) number of FTE that are Dual Credit high school students and number of 3 credit classes they represent\\nTotal High School Students 270\\nHigh School 3hr student count 134",
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"text": "4.) number of Donovan Scholars and number of 3 credit classes they represent\\nTotal Senior Citizens over 65 10\\n3 hr senior student count 4",
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"text": "Note: we have no information on Donavan Scholarship",
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"text": "5.) number of scholarship recipients due to 4.0 GPA Spring 2016\\n69",
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"text": "Page 171",
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Page 172
356 item(s)
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355 · CAPTION
356 · FOOTER
Table integrity:
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r0c1 (0%): “2002-03”
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355 · CAPTION
356 · FOOTER
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"text": "Stephen Ulrich –Vice President\nBuddhi Gyawali- Secretary\nJens Hannemann\nMara Merlino (Excused)\nFariba Bigdeli-Jahed\nCatherine Vedder\nRebecca McCoy (absent)\nRita Sharma",
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"text": "Minutes of October 24 were passed. Stephen read Chair Cindy’s email and initiated a discussion about the task for revising tenure and promotion and faculty evaluation criteria and benchmarks. Kim Sipes shared her discussion with Cindy about a deadline to submit a revised T&P and evaluation benchmark policy and the expectation to receive a draft of the revised policy before next Board of Regents meeting in January 2017. PCC members have been gathering such information from different institutions for a group discussion in the meeting. Three senators have emailed such documents."
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"text": "Kim reiterated the board and administration’s request for a consistent policy for tenure and promotion. suggesting that KSU should have a standard benchmark for teaching, research, and public service evaluation, while allowing for flexibility within the scholarship area. Each department should also prepare its own benchmark and make them consistent to the KSU’s T&P benchmarks. Kim talked about Boyer’s model (Scholarship Reconsidered priorities of the professorate) and handed it out to the PCC members for review. She also shared other two documents “Defining Scholarship for the Discipline of Nursing” and “Scholarly and Professional Activities” Business-Accreditation- ACBSP and asked us to review. She suggested PCC can utilize Boyer’s model for preparing to redefine benchmarks for scholarship. It broadly considers scholarship, which is traditionally perceived as conducting research and publishing in peer reviewed journals. In the Boyer’s model, scholarship is considered inclusive of discovery, integration, application, and teaching. There are many ways faculty member can accomplish scholarship of discovery. It is discussed that as more teaching institutions are requiring faculty to engage in research, there must be different avenue for research. In KSU, we don’t have always resources to do traditional type of research so there is less likely of significant outcomes that"
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"text": "define traditional definition of research (such as publication). Kim asked us to read/review and think about if we put in place a policy that is measurable as much as possible. We can develop one consistent policy campus wide and a plan can be discussed at the divisions level for its implementation."
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"text": "A senator raised a concern how it be possible to have a standard policy that can be adopted campus wide since not all faculty have full teaching load, especially in College of Agriculture. Kim expressed the idea that the criteria for evaluating teaching effectiveness should be the same no matter if you have full teaching load or not. She said we should be evaluated same way since we all are teaching. Another senator said we teach different things and different types of courses (e.g. music, arts, computers, laboratory work) using different methods therefore we may not be able to have standard measures to evaluate teaching. Kim said she believes it should be the same criteria for evaluating every faculty's teaching effectiveness. However, for scholarship we can use Boyer's model. Another senator suggested standard teaching benchmark may be good for faculty who teach lower level courses such as College Algebra, for which national assessment standards for students' evaluation can be used."
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"text": "Another senator inquired if we already have a general framework of faculty evaluation that can be reviewed and revised and applied across the campus. The senator argued that faculty member who are going for tenure should follow the same rule. Another senator argued that those criteria for “Meets Expectations” or “Exceeds Expectations” were never applied in many Divisions. It was discussed that if a faculty member is horrible in teaching would that person get tenure? It was discussed that it depends on how that person has been evaluated and his/her teaching load. Another senator suggested that annual DEA (Distribution of Effort Agreement) should be used as criteria for a faculty’s annual evaluation and can be used such benchmarks towards T&P evaluation. Another senator argued that some faculty are hard and others are soft to students and standard teaching evaluation criteria and students’ evaluation scores may be subjective. It has been discussed among faculty members many times that student evaluations receive poor response rate and are unreliable and the contents need to be revised to capture broader elements of teaching effectiveness. A senator asked if there is any research comparing the effectiveness of online evaluation against in class or paper evaluation."
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"text": "A senator suggested to adopt DFW (Drop/Fail/Withdraw) rate for timely monitoring of teaching effectiveness during a semester. Some Divisions have been practicing this method and feedback to instructors have become very useful to improve instruction, monitoring attendance and assessment of students and a follow up of underperforming students. In some Divisions, Chairs keep records of DFW for each class and they follow up with each faculty twice a semester.\n\nThose faculties with high DFW rates submit a plan for improvement. But if a systematic pattern of high DFW rates is observed on a faculty it can be speculated that this faculty has some issue about his/her teaching performance. That faculty should be responsible for analyzing reasons for high DFW rate in his/her class. For instance, that faculty can develop a plan for adopting better ways to increase attendance and timely submission of assignments. A senator was concerned if high DFW rate can be considered as punitive. It was discussed that if a DFW rate is the only one"
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"text": "Some senators compiled faculty evaluation documents of other universities similar to KSU. It was found that when a faculty is hired, he/she is immediately assigned with a mentor and is made aware of unit level faculty T&P criteria, evaluation benchmarks as stated in the T&P policies of most of the universities they reviewed. They also practice class room observation for teaching evaluation and provide feedback to junior faculty in positive way, which is not punitive."
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"text": "Sipes reminded that all policies have to be approved by BOR unless they rescind earlier decision which made president Burse responsible for the day to day operations of the University (November 2014) which is awaiting reconsideration by the Board at its next meeting."
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"text": "Senators agreed to come to the next meeting with a draft of teaching effectiveness section after reviewing two documents. Sipes provided (Boyer and Nursing.), and any other research they have found. Senators can also review current faculty handbook benchmarks, CAFSSS's revised T&P evaluation criteria (full senate approved in 2015) and Registry's report and recommendations for revising T&P policy."
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"text": "S INCE COLONIAL TIMES, the American professoriate has responded to mandates both from within the academy and beyond. First came teaching, then service, and finally, the challenge of research. In more recent years, faculty have been asked to blend these three traditions, but despite this idealized expectation, a wide gap now exists between the myth and the reality of academic life. Almost all colleges pay lip service to the trilogy of teaching, research, and service, but when it comes to making judgments about professional performance, the three rarely are assigned equal merit."
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"text": "Today, when we speak of being “scholarly,” it usually means having academic rank in a college or university and being engaged in research and publication. But we should remind ourselves just how recently the word “research” actually entered the vocabulary of higher education. The term was first used in England in the 1870s by reformers who wished to make Cambridge and Oxford “not only a place of teaching, but a place of learning,” and it was later introduced to American higher education in 1906 by Daniel Coit Gilman. But scholarship in earlier times referred to a variety of creative work carried on in a variety of places, and its integrity was measured by the ability to think, communicate, and learn."
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"text": "causality can, and frequently does, point in both directions. Theory surely leads to practice. But practice also leads to theory. And teaching, at its best, shapes both research and practice. Viewed from this perspective, a more comprehensive, more dynamic understanding of scholarship can be considered, one in which the rigid categories of teaching, research, and service are broadened and more flexibly defined."
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"text": "There is a readiness, we believe, to rethink what it means to be a scholar. Richard I. Miller, professor of higher education at Ohio University, recently surveyed academic vice presidents and deans at more than eight hundred colleges and universities to get their opinion about faculty functions. These administrators were asked if they thought it would be a good idea to view scholarship as more than research. The responses were overwhelmingly supportive of this proposition.[p180.2.1] The need to reconsider scholarship surely goes beyond opinion polls, but campus debates, news stories, and the themes of national conventions suggest that administrative leaders are rethinking the definitions of academic life. Moreover, faculty, themselves, appear to be increasingly dissatisfied with conflicting priorities on the campus.",
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"text": "How then should we proceed? Is it possible to define the work of faculty in ways that reflect more realistically the full range of academic and civic mandates? We believe the time has come to move beyond the tired old “teaching versus research” debate and give the familiar and honorable term “scholarship” a broader, more capacious meaning, one that brings legitimacy to the full scope of academic work. Surely, scholarship means engaging in original research. But the work of the scholar also means stepping back from one’s investigation, looking for connections, building bridges between theory and practice, and communicating one’s knowledge effectively to students. Specifically, we conclude that the work of the professoriate might be thought of as having four separate, yet overlapping, functions. These are: the scholarship of discovery; the scholarship of integration; the scholarship of application; and the scholarship of teaching."
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"text": "The first and most familiar element in our model, the scholarship of discovery, comes closest to what is meant when academics speak of “research.” No tenets in the academy are held in higher regard than the commitment to knowledge for its own sake, to freedom of inquiry and to following, in a disciplined fashion, an investigation wherever it may lead. Research is central to the work of higher learning, but our study here, which inquires into the meaning of scholarship, is rooted in the conviction that disciplined, investigative efforts within the academy should be strengthened, not diminished."
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"text": "The scholarship of discovery, at its best, contributes not only to the stock of human knowledge but also to the intellectual climate of a college or university. Not just the outcomes, but the process, and especially the passion, give meaning to the effort. The advancement of knowledge can generate an almost palpable excitement in the life of an educational institution. As William Bowen, former president of Princeton University, said, scholarly research “reflects our pressing, irrepressible need as human beings to confront the unknown and to seek understanding for its own sake. It is tied inextricably to the freedom to think freshly, to see propositions of every kind in ever-changing light. And it celebrates the special exhilaration that comes from a new idea.” [p181.3.1]",
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"text": "The list of distinguished researchers who have added luster to the nation's intellectual life would surely include heroic figures of earlier days—Yale chemist Benjamin Silliman; Harvard naturalist Louis Agassiz; astronomer William Cranch Bond; and Columbia anthropologist Franz Boas. It would also include giants of our time—James Watson, who helped unlock the genetic code; political philosopher Hannah Arendt; anthropologist Ruth Benedict; historian John Hope Franklin; geneticist Barbara McClintock; and Noam Chomsky, who transformed the field of linguistics; among others."
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"text": "cent in chemistry, and 60 percent in medicine. Prior to the outbreak of the Second World War, American scientists, including those who fled Hitler's Europe, had received only 18 of the 129 prizes in these three areas.[p182.1.1] With regard to physics, for example, a recent report by the National Research Council states: “Before World War II, physics was essentially a European activity, but by the war’s end, the center of physics had moved to the United States.”[p182.1.2] The Council goes on to review the advances in fields ranging from elementary particle physics to cosmology.",
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"text": "The research contribution of universities is particularly evident in medicine. Investigations in the late nineteenth century on bacteria and viruses paid off in the 1930s with the development of immunizations for diphtheria, tetanus, lobar pneumonia, and other bacterial infections. On the basis of painstaking research, a taxonomy of infectious diseases has emerged, making possible streptomycin and other antibiotics. In commenting on these breakthroughs, physician and medical writer Lewis Thomas observes: “It was basic science of a very high order, storing up a great mass of interesting knowledge for its own sake, creating, so to speak, a bank of information, ready for drawing on when the time for intelligent use arrived.” [p182.2.1]",
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"text": "Today, more than at any time in recent memory, researchers feel the need to move beyond traditional disciplinary boundaries, communicate with colleagues in other fields, and discover patterns that connect. Anthropologist Clifford Geertz, of the Institute for Advanced Study in Princeton, has gone so far as to describe these shifts as a fundamental “refiguration, . . . a phenomenon general enough and distinctive enough to suggest that what we are seeing is not just another redrawing of the cultural map—the moving of a few disputed borders, the marking of some more picturesque mountain lakes—but an alteration of the principles of mapping. Something is happening,” Geertz says, “to the way we think about the way we think.”"
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"text": "... philosophical inquiries looking like literary criticism (think of Stanley Cavell on Beckett or Thoreau, Sartre on Flaubert), scientific discussions looking like belles lettres morceaux (Lewis Thomas, Loren Eisley), baroque fantasies presented as deadpan empirical observations (Borges, Barthelme), histories that consist of"
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"text": "equations and tables or law court testimony (Fogel and Engerman, Le Roi Ladurie), documentaries that read like true confessions (Mailer), parables posing as ethnographies (Castañeda), theoretical treatises set out as travelogues (Lévi-Strauss), ideological arguments cast as historiographical inquiries (Edward Said), epistemological studies constructed like political tracts (Paul Feyerabend), methodological polemics got up as personal memoirs (James Watson). [p185.1.1]",
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"text": "These examples illustrate a variety of scholarly trends—inter-disciplinary, interpretive, integrative. But we present them here as evidence that an intellectual sea change may be occurring, one that is perhaps as momentous as the nineteenth-century shift in the hierarchy of knowledge, when philosophy gave way more firmly to science. Today, interdisciplinary and integrative studies, long on the edges of academic life, are moving toward the center, responding both to new intellectual questions and to pressing human problems. As the boundaries of human knowledge are being dramatically reshaped, the academy surely must give increased attention to the scholarship of integration."
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"text": "of the larger community. In 1906, an editor celebrating the leadership of William Rainey Harper at the new University of Chicago defined what he believed to be the essential character of the American scholar. Scholarship, he observed, was regarded by the British as “a means and measure of self-development,” by the Germans as “an end in itself,” but by Americans as “equipment for service.”[p186.1.1] Self-serving though it may have been, this analysis had more than a grain of truth.",
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"text": "Finally, we come to the scholarship of teaching. The work of the professor becomes consequential only as it is understood by others. Yet, today, teaching is often viewed as a routine function, tacked on, something almost anyone can do. When defined as scholarship, however, teaching both educates and entices future scholars. Indeed, as Aristotle said, “Teaching is the highest form of understanding.”"
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"text": "carefully planned, continuously examined, and relate directly to the subject taught. Educator Parker Palmer strikes precisely the right note when he says knowing and learning are communal acts.[p188.1.1] With this vision, great teachers create a common ground of intellectual commitment. They stimulate active, not passive, learning and encourage students to be critical, creative thinkers, with the capacity to go on learning after their college days are over.",
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"text": "values of academic leadership on interdisciplinary collaboration (AACN, 1995), research (AACN, 1998), faculty practice (AACN, 1993), and education (AACN, 1997)."
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"text": "Scholarship in nursing can be defined as those activities that systematically advance the teaching, research, and practice of nursing through rigorous inquiry that 1) is significant to the profession, 2) is creative, 3) can be documented, 4) can be replicated or elaborated, and 5) can be peer-reviewed through various methods. This definition is applied in the following standards that describe scholarship in nursing."
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"text": "The scholarship of discovery is inquiry that produces the disciplinary and professional knowledge that is at the very heart of academic pursuits (Boyer, 1990). Within nursing, the scholarship of discovery reflects the unique perspective of nursing that \"takes an expanded view of health by emphasizing health promotion, restoration, and rehabilitation, as well as a commitment to caring and comfort (AACN, 1998, p.1).\" The scholarship of discovery takes the form of primary empirical research, historical research, theory development and testing, methodological studies, and philosophical inquiry and analysis. It increasingly is interdisciplinary and collaborative in nature, across professional groups and within nursing itself."
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"text": "Primary empirical research is the systematic collection of data to answer an empirical question or test an hypothesis. A variety of qualitative and quantitative designs is used, including experimental, quasi-experimental, descriptive, exploratory, case studies, and ethnography. Source materials include primary empirical measurements, observations and specimens, databases created for other purposes, and published reports of research."
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"text": "Theory development is the process of drawing together scientific and experiential knowledge, assumptions, and principles into a systematic set of statements that have explanatory and predictive power with respect to an area of experience. Scientific theories suggest explanations for phenomena that may be subjected to empirical tests."
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"text": "Methodological studies include the development and testing of new or revised methods of inquiry that have utility in generating knowledge."
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"text": "Philosophical inquiry in nursing is metaphysical, epistemological, and ethical and involves critical reasoning and argument that is systematic, rational, and critical. It seeks to answer questions related to the meaning of health and illness in the context of human life, how we acquire and evaluate knowledge, and the standards of conduct of life. Whether arguments are inductive or deductive in nature, assumptions are thoroughly examined and principles of logical thought and proof are followed."
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"text": "The scholarship of teaching is inquiry that produces knowledge to support the transfer of the science and art of nursing from the expert to the novice, building bridges between the teacher's understanding and the student's learning (Boyer, 1990). This scholarly approach supports the development of educational environments that embrace diverse learning styles, and increasingly, places the focus of education on the learner (Edgerton, 1997). Within nursing, the scholarship of teaching increases the effectiveness of the transfer of discipline-specific knowledge, and adds to deeper understanding of both the discipline and pedagogy. The scholarship of teaching is conducted through application of knowledge of the discipline or specialty area in the teaching-learning process, the development of innovative teaching and evaluation methods, program development, learning outcome evaluation, and professional role modeling."
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"text": "The scholarship of practice has emerged in nursing as a critical component in the maintenance of clinical competency of faculty in a university setting and the advancement of clinical knowledge in the discipline (Norbeck & Taylor, 1998; Rudy et al., 1995; and Wright, 1993). Practice scholarship encompasses all aspects of the delivery of nursing service where evidence of direct impact in solving health care problems or in defining the health problems of a community is presented. Competence in practice is the method by which knowledge in the profession is both advanced and applied. Practice roles for faculty in health care delivery systems may include direct caregiver, educator, consultant, and administrator (Brown, et al., 1995; Norbeck & Taylor, 1998; Wright, 1993)."
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"text": "Models through which the scholarship of practice may be accomplished are varied (Norbeck & Taylor, 1998). These models may include structural typologies for practice, such as nursing centers, joint appointments with external agencies, and faculty development; faculty role approaches, such as teacher, practitioner, administrator, and consultant; specialty practice arrangements, encompassing all types of clinical expertise in nursing, including community health, primary care, anesthesia services, midwifery services, clinical specialties, and others; and administrative approaches, such as volunteer, collaborative, revenue-generating, and contractual service models. In all models, the focus is on the scholarship generated through practice. Practice is conducted through the application of nursing and related knowledge to the assessment and validation of patient care outcomes, the measurement of quality of life indicators, the development and refinement of practice protocols/strategies, the evaluation of systems of care, and the analysis of innovative health care delivery models."
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"text": "service, where scholarship is directly related to the clinical specialty of the faculty member and flows directly from professional activity, includes the mentoring of professional staff and students, leadership roles in developing practice and the public health, the development of practice standards, and the initiation of grant proposals for the creation of delivery system models to improve access to health care (Boyer, 1990)."
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"text": "The scholarship of integration refers to writings and other products that use concepts and original works from nursing and other disciplines in creating new patterns, placing knowledge in a larger context, or illuminating the data in a more meaningful way. The scholarship of integration emphasizes the interconnection of ideas, and brings new insight to bear on original concepts and research. Critical analysis and interpretation are two common methodologies, but interdisciplinary work may take place through any medium for scholarship such as those described as discovery, teaching, or practice (Boyer, 1990). Original work in the scholarship of integration takes place at the margins, or interface, between two disciplines. It serves to respond to both intellectual questions and pressing human problems by creating knowledge or combining knowledge in applications that offer new paradigms and insights."
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"text": "Integrative scholarship requires participation from two or more disciplines in inquiry that advances knowledge across a wide range of techniques and methodologies. Works that would be recognized in the scholarship of integration in nursing include interfaces between nursing and a variety of disciplines. Integrative reviews of the literature, analysis of health policy, development of interdisciplinary educational programs and service projects, studies of systems in health care, original interdisciplinary research, and integrative models or paradigms across disciplines are examples of the scholarship of integration."
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"text": "The scholarship of teaching can be the most rigorous scholarship of all. It starts with what the teacher knows—teachers must be widely read and intellectually engaged in their fields—but teaching becomes consequential only when knowledge can be conveyed and is understood by others. The scholarship of teaching has to do with understanding how students learn in different fields. To be a good teacher means not just knowing the field, but also understanding and using the most effective teaching methodologies available. This includes the development of new teaching materials, development and evaluation of new methods of instruction, and the development of techniques to evaluate the effectiveness of instruction. Each of these activities must be documented and assessed. Documentation could include publications dealing with pedagogy and/or teaching techniques, participation in workshops and seminars devoted to improving teaching skills, written evaluations of teaching materials, and the development of outcomes assessment tools."
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"text": "The scholarship of discovery is the closest to what is meant by the term \"basic research.\" Freedom of inquiry and freedom of scholarly investigation is an essential part of higher education. The capacity to carry out the scientific method and to conduct meaningful research is an important aspect of learning. In institutions whose primary mission is undergraduate teaching, the dissertation or other comparable piece of creative work could suffice for this; however, institutions having research missions and graduate programs would be expected to have on-going research activities."
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"text": "The scholarship of integration seeks to interpret, to draw together, and to bring new insights to bear on original research. The scholarship of integration means fitting one's work into larger intellectual patterns. The scholarship of integration is necessary in dealing with the boundaries of the human problems of today, which do not always neatly fall within defined disciplines. It is essential to integrate ideas and then apply them to the world in which we live. Writing comprehensive articles and monographs, participating in curricular innovation, conducting interdisciplinary seminars, and textbook writing are examples of the scholarship of integration."
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"text": "The concept of \"actively involved\" intentionally implies that meeting attendance, though desirable as a professional activity, is not sufficient to demonstrate active engagement in scholarship."
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"text": "The concept of \"reasonable balance\" indicates that all four areas of scholarship (teaching, discovery, application, and integration) and professional activities described below should be represented in the activities of the faculty as a whole. Though the extent of representation and the balance may vary from institution to institution based on mission, it is expected that students will be exposed to faculty members with a full range of scholarly and professional activities."
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"text": "It is also expected that each faculty member be continuously and actively engaged in scholarship and professional development activities. If adjunct faculty members provide a significant portion of instruction, they must also demonstrate their contribution to the scholarship and professional development activities of the department or school."
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"text": "This category is designed to include the routine application of the faculty member's professional expertise in helping solve problems in either the private or public sectors. These may include activities for which the faculty member is paid, as well as for volunteer services. The key determination is \"professionally-related.\" Community activities that are not professionally related are not to be included. For instance, general community service, such as coaching a little league soccer team or delivering meals to shut-ins, would not be considered professionally related."
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"text": "professional activities in which your faculty members are involved; and"
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"text": "B. Summarize each faculty member's scholarly and professional activities for the last three years in a table similar to Figure 5.6."
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"text": "Another consideration to this example could be to add a column for classroom activities and take credit for developing case studies and exercises as scholarly activities."
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r0c1 (33%): “Highest Degree Earned”
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