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doc15150 December_2019_Board_Book.pdf
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"text": "Kentucky State University is a public, comprehensive, historically black land-grant university committed to advancing the Commonwealth of Kentucky, enhancing society, and impacting individuals by providing quality teaching with a foundation in liberal studies, scholarly research, and public service to enable productive lives within the diverse global economy."
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"text": "Kentucky State University prepares today's students as global citizens, lifelong learners and problem solvers. To accomplish this, Kentucky State University must challenge itself and its students to be the best. It must recognize its strengths, expand and excel. Notwithstanding, it must also welcome change and quality improvement. By doing so, KSU will gain widespread recognition as one of the region's strongest universities. As a university of distinction, Kentucky State University will create an environment where:"
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"text": "Through the core values, we- the faculty, staff, administration and students of Kentucky State University – communicate to all our stakeholders and constituents the way in which we choose to do business. The following values that we hold are essential to achieving the University's mission:"
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"text": "In everything we do, our students come first. We strive to create an environment that values the unique backgrounds, perspectives and talents of all our students and provide them with the academic, leadership and social tools to help them grow as responsible, knowledgeable and creative global citizens. We encourage attitudes and behaviors that lead to a desire to learn, a commitment to goals and respect for the dignity of others. Ultimately, we encourage attitudes and behaviors that build success."
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"text": "We believe in student’s potential to learn and to connect what they learn inside and outside the classroom to solving problems for productive changes. We strive to offer excellent academic programs; to encourage exploration and discovery through providing outstanding instruction, technology and facilities; and to ignite a curiosity toward the world and a passion for lifelong learning. We seek to reward the pursuit and achievement of excellence and innovation in an environment where freedom of thought and expression are valued. We want all members of our campus community to leave a mark through their creativity, curiosity, discovery, exploration and ingenuity."
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"text": "We encourage the sharing of information in an open and responsible manner while maintaining the highest ethical and moral standards. The standards are reflected in our commitment to accountability and to personal responsibility for our choices and actions. We encourage respect for the dignity, diversity and right of individuals. We welcome all students who commit themselves to learning, knowing that students and faculty with diverse perspective enhance our classroom experience."
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"text": "We share responsibility for each other and are committed to providing opportunities for the participation in the economic, political and cultural life of our local, state, regional, national and global communities. We are sensitive to our surrounding community; therefore, we recognize the value of integrating classroom learning with the community experience. Our commitment is to provide leadership and to establish partnerships for addressing community and workforce needs and to make a positive difference in the city of Frankfort, the Commonwealth of Kentucky and the world."
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"text": "Mr. Ron Banks (2023)\nMs. Mindy Barfield, Esq. (2021)\nMs. Kierra Donald (2020), Student Regent Dr. Elaine Farris (2020), Chairperson Ms. Chandee Felder, (2020), Staff Regent Mr. Paul C. Harnice, Esq. (2022)\nDr. Melanie House-Mansfield (2025)\nMr. Dalton Jantzen, MS (2022)\nDr. Joe Moffett (2020), Faculty Regent Dr. Syamala H.K. Reddy (2021)\nMr. Roger Reynolds (2024)"
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"text": "AND UNIVERSITY RELATIONS\nRegent Roger Reynolds, Chair\nRegent Ron Banks\nRegent Elaine Farris\nRegent Melanie House-Mansfield\nRegent Dalton Jantzen\nRegent Joe Moffett\nSTUDENT ENGAGEMENT AND SUCCESS\nRegent Elaine Farris, Chair\nRegent Ron Banks\nRegent Kierra Donald\nRegent Chandee Felder\nRegent Paul Harnice\nRegent Dalton Jantzen"
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"text": "Regent Banks tabled discussion of the Bourbon on the Banks Partnership. Sean Ross, Director of Major Gifts, provided information to the Board on the Giving Campaign."
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"text": "Kentucky State University takes seriously its charge to fulfill the aims and ambitions of the Commonwealth to provide continued evidence and outcomes commensurate with being the high performing small liberal arts institution envisioned in the original statutory charter. HB 303 enacted by the 2016 General Assembly, contained a provision that requires Kentucky State University to report its progress in attaining a defined set of goals and metrics related to student enrollment, academic persistence, and fiscal stability."
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"text": "According to the Kentucky State University management and improvement plan approved by the Council on Postsecondary Education, “a headcount enrollment of 2,100 students will provide sufficient resources for the University to reach long-term financial stability”. It is important to note that the Fall of 2019 is the first time the institutional headcount has exceeded 2000 students since Fall 2013."
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"text": "Disaggregated data include two significant information points: (1) the scholastic quality of first-time full-time students have improved and (2) the number of students from the Commonwealth (including non-service counties) increased significantly."
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"text": "In sum, Kentucky State University has developed a data-based profile of which students are best suited academically and most likely to be interested in the institution. One-untapped area for further enrollment expansion remains – transfer fluency with Kentucky Community and Technical College System member campuses. It is likely that the reduced out-of-state tuition being piloted is also a contributor to the yield."
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"text": "For at least a decade or more, Kentucky State University demonstrated an over-reliance in recruiting on significantly underprepared students. Many of these students lacked a realistic financial path to complete a college degree. This recipe yielded an annual retention rate below 50% (often in the low 40s). The university self-funded three initiatives that elevated the retention rate to 65.6% (nearly 7 out of 10 freshmen return for the second year). Despite the success of the campus’ corequisite initiative (eliminating all remediation courses), university college (which revamped advising), and the pre-college summer enrollment cohort, Kentucky State University does not have a financial plan to institutionalize these initiatives."
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"text": "Kentucky State University is committed to the long term stability of the institution via fiscal prudence and expansion of auxiliary based revenues. There is a noteworthy data trend that began in the Fall of 2018 and repeats in 2019. The data show that of the students applying to the institution, fewer students were admitted, yet more students enrolled. In parallel, although the enrollment line is flat, the campus collected more tuition revenue from enrolled students. The recent employment of a four-year tuition guarantee coupled with the decision to forego an approved 4% annual tuition increase has generated a tuition sweet-spot in the marketplace. Students pay what the institution charges."
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"text": "Consistent state funding is critical to the long term stability of Kentucky State University. The campus has suffered annual decreases in state appropriations resulting from the onboarding of a new performance funding stratagem. It is imperative that the institution builds on a firm revenue base while aligning expenditures with ongoing revenue."
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"text": "Kentucky State University again received an unmodified opinion which is the highest level of assurance our external audit firm can provide. The audit resolved six audit findings from prior years. Although the audit capture cash-flow on June 30, Kentucky State University had receivable claims on cash of $4,456,000 for expenditures incurred to be reimbursed by the Federal Government. Despite the timing issue on cash deposits, the institution exceeded the Composite Financial Index as required by the HB303 Management and Improvement Plan."
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"text": "The ground lease between the university and Provident specified that the university would rent the ground-floor spaces and parking spaces on a yearly basis. As in many other states, Oklahoma law prohibits public entities from signing multiyear contracts. Annual payments to Provident started at more than $6 million and were set to rise during the term of the deal."
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"text": "The size of that annual payment resulted from an unusual wrinkle in the deal that the institution itself had asked for: It wanted to front-load the amount of revenue it received for the ground lease. Instead of getting $1 million a year from Provident over the life of the deal, the university asked for $20 million upfront."
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"text": "The additional debt added to the deal by the upfront payment led Provident to charge higher-than-market price for the parking and retail space. Much higher. The commercial lease between the university and Provident pegs the payment for dining and retail space in Cross Village at $94 a square foot."
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"text": "It became apparent that the university did not intend to renew its annual lease for the ground-floor space or the parking. According to the Oklahoma Daily, Gallogly later told the Board of Regents that the money paid to Provident for Cross Village was “significant, and it’s not in the budget. That’s not acceptable.”"
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"text": "Without the payments for the retail space, and with still only about a third of the beds in Cross Village occupied, Provident found itself facing a serious financial shortfall, and potentially having to default on the bonds, which had their ratings lowered in August 2019 once again. Hicks says the bonds are currently trading at about half their original value."
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"text": "The term of art for such situations is a “moral obligation.” The borrower trusts that a public entity — an arm of state or federal government — will make good on the deal. The public entity, for its part, is motivated to continue to hold up its end of the bargain so that it doesn’t end up with, for example, a failed project built on public land."
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"text": "But moral obligation is not necessarily an enforceable contractual mandate, says Ted Risher, senior project manager of the Scion Group, a company that owns and operates student housing, who emphasized that he wasn’t familiar with the details of the Oklahoma deal. “Moral obligation is great,” he says, “until the first time something like this happens.”"
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"text": "The controversy over Cross Village probably won't put the brakes on future public-private partnerships — and, says Risher, of the Scion Group, it shouldn't. \"There's still value to be had by doing a good P3 project,\" he says."
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"text": "But universities should always be circumspect when setting up such arrangements. “We see a lot of universities trying to rush out deals and get them done quickly — ‘Hey, we just want to get shovel-in-ground,’” says Jamieson. “If ever there was a cautionary tale, this is one. Take your time, do it right.”"
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"text": "Lee Gardner writes about the management of colleges and universities, higher-education marketing, and other topics. Follow him on Twitter @_lee_g, or email him at lee.gardner@chronicle.com."
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"text": "These storied schools are largely responsible for the nation's black middle class. They are also on the brink of financial ruin."
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"text": "The Hechinger Report is a national nonprofit newsroom that reports on one topic: education. Sign up for our weekly newsletters to get stories like this delivered directly to your inbox."
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"text": "an American STEM or business degree. It has been so lucrative that Morgan State has even increased the number of engineering classes offered over the summer to meet the demand."
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"text": "homecoming events and Greek life. It may also be helpful for them to create broader marketing campaigns — to lobby school counselors and state departments of education to better explain the richness of HBCUs — explicitly encouraging students of other races to apply as well."
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"text": "marquee HBCUs will still find ways to thrive. But the harsh reality is that time may be running out for dozens of historically black\ncolleges. If the federal government doesn't issue a rescue mission in\nthe coming decade, it's a tragic extinction we should be prepared for."
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"text": "In this story Race and Equity, Higher Ed, News, Funding, Higher education completion, Higher Education newsletter, Race, Race and Equity"
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"text": "Delece Smith-Barrow is a senior editor for higher education at The Hechinger Report. She was a 2017 Knight-Wallace Fellow at the University of Michigan, where... See Archive→"
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"text": "The agreement for TouchNet, the software that allows for the online collection of tuition and fees and payment plan enrollment through the WIRED system, has expired and needs to be renewed. The University has used TouchNet since 2005."
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"text": "TouchNet offered the University three renewal terms: 1 year, 3 years and 5 years. None of renewal options contained a clause permitting KSU to terminate the agreement with thirty (30) days' notice. As a result, the University has decided to renew for one year in order to review other payment gateway and payment plan options and to also have more time to negotiate the terms of the agreement should the University decide to stay with TouchNet."
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"text": "BACKGROUND: According to the Notable Kentucky African Americans Database (2018), Donald W. Lyons, Sr. was born in Lexington, KY, the son of Joseph B. and Sam Ella Lyons. He has been an educator, a librarian, and an athletic director. His teaching career began in Detroit, MI, in 1968, and continued in Kentucky in 1969. Beginning in 1971, he was hired as a librarian at Kentucky State University and became the library director in 1976. During his tenure as library director, Lyons also taught freshman classes and was a supervisor of the first-year teacher interns who were employed at various Kentucky schools. He left the library in 1989 to become Athletic Director at Kentucky State University, retiring in 1999. He is presently a Professor Emeritus. Donald Lyons, Sr. is a graduate of the old Dunbar High School in Lexington, KY, and earned his A.B. degree in history and political science at Kentucky State University. He earned a masters of library science from the University of Kentucky (UK) in 1971, thus becoming the fourth African American graduate of the program [it was recently learned that Mrs. George O'Rourke graduated from the UK Library School in 1966.] In 1994 he was awarded an honorary doctorate by Faith Grant College (formerly Daniel Payne College) for outstanding work for the cause of African-Americans and in the field of education. He has served in leadership positions on committees within the Great Lakes Valley Conference (GLVC), and the National Collegiate Athletic Association (NCAA). He is a past president of the Gamma Beta Lambda Chapter of Alpha Phi Alpha and is Grammateus of the Delta Tau Boulé of the Sigma Pi Phi Fraternity. He was the 2008 recipient of the UK Libraries & School of Library and Information Science Lyman T. Johnson Torch Bearer Award. Donald T. Lyons, Sr. is an active member of community organizations and within his church. He is also presently a trustee of the Kentucky State University Foundation, serving as the treasurer and the executive secretary. Donald W. Lyons, Sr. is the husband of Myra L. Briggs Lyons, the father of Donald, Jr. and Reginald Lyons, and was a brother of the late Joseph B. Lyons, Jr."
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Page 95
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"text": "SCOTT THIGGON, DNP. RN, MGM, CCHN\nProfessor of Nursing\nSouth Georgia State College\nDrugia, GA\nVIMAN H. YATIE, NO. IN Adjust Faculty Cycology Community College Classical, Ohio"
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"text": "This letter is formal notification of the action taken by the Accreditation Commission for Education in Nursing (ACEN) at its meeting in September 2019. The Board of Commissioners granted continuing accreditation with conditions for two years to the associate nursing program, as the program is in non-compliance with Standard 6 Outcomes, and requested that a Follow-Up Report be submitted by March 15, 2021. If the Board grants continuing accreditation following the review of the Follow-Up Report, the next evaluation visit will be scheduled for Spring 2027."
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"text": "The Coordinator – Academic Support, Learning, Design, and Technology is a unique position held by a highly qualified individual who adds to the quality of the nursing education unit."
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"text": "There is a lack of evidence that the expected level of achievement for first-time test-takers during the same 12-month period on the licensure examination has been met."
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"text": "This letter is formal notification of the action taken by the Accreditation Commission for Education in Nursing (ACEN) at its meeting in September 2019. For the continuing accreditation site visit, the Board of Commissioners granted continuing accreditation with conditions for two years to the baccalaureate nursing program, as the program is in non-compliance with Standard 6 Outcomes, and requested that a Follow-Up Report be submitted by March 15, 2021; additionally, for the focused visit, the Board affirmed continuing accreditation with conditions following the implementation of the new prelicensure BSN program option. If the Board grants continuing accreditation following the review of the Follow-Up Report, the next evaluation visit will be scheduled for Spring 2027."
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"text": "The Coordinator – Academic Support, Learning, Design, and Technology is a unique position held by a highly qualified individual who adds to the quality of the nursing education unit."
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"text": "1029 Vermont Avenue, NW, Suite 1100, Washington, DC 20005\nTel: 202-628-8965 • Fax: 202-626-4978 • Email: copra@naspaa.org"
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"text": "Monica Valentine\nMPA Program Coordinator\nKentucky State University"
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"text": "November 12, 2019"
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"text": "The Commission on Peer Review and Accreditation (COPRA) has completed its review of your one-year reaccreditation decision letter response. We appreciate your efforts in responding to questions outlined in the July 2019 decision letter."
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"text": "The Commission has reviewed your response to the concerns articulated in the July 31, 2019 one-year accreditation decision letter. Based on a review of your response, the Commission recommends the program proceed to an abbreviated follow-up site visit. The program should also update the Commission on the concerns described in the enclosed Interim Report and provide evidence of progress made towards implementation before COPRA's 2019 Decision meeting. If you choose to not proceed to site visit, please alert NASPAA staff by November 26, 2019."
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"text": "Note that this initial feedback does not constitute prejudgment of an accreditation decision. A full discussion of the Commission's concerns will take place at the Summer 2020 COPRA meeting. You may submit responses and supplementary materials regarding progress until two weeks before this meeting, by May 22, 2020. Any responses should not only update the Commission on progress since the decision letter, but also look forward and discuss the program's plans for ongoing programmatic improvement."
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"text": "To facilitate the on-the-ground review, a two-person Site Visit Team will be appointed. In visiting your program, the Site Visit Team will be directed to address the items listed in the Interim Report and provide evidence to confirm and/or clarify information provided in the decision letter response. To prepare, please review the Site Visit Manual, and other helpful resources, on the NASPAA website at https://www.naspaa.org/accreditation/accreditation-step-step/hostingsite-visit."
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"text": "A member of the Commission, Peter Ngwafu, has been designated to serve as liaison to your program. I urge you to contact your liaison via email at peter.ngwafu@asurams.edu to discuss any questions and concerns raised in the Interim Report and to answer any questions you may have about the process. As Chair of COPRA, I would also be pleased to respond to your questions about this letter or the review process at maja.holmes@mail.wvu.edu."
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"text": "Please notify NASPAA Director of Global Accreditation, Martha Bohrt ( mbohrt@naspaa.org) of your decision to proceed to site visit no later than November 26, 2019. Please also submit your response to the specific points addressed in the enclosed Interim Report by uploading a single PDF file to the Documents tab in the NASPAA Data Center no later than January 15, 2020. NASPAA Staff will contact your program shortly to begin the process of appointing your site visit team. Your site visit should be scheduled no later than January 15, 2020. Should you have any questions or concerns, please contact Chief Accreditation Officer, Heather Hamilton at Hamilton@naspaa.org."
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"text": "We look forward to working with you throughout the remainder of the accreditation cycle. Please do not hesitate to contact myself or NASPAA staff if you have any questions. ATTACHMENT: Interim report: response requested"
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"embedded_text": "5-year Grade Trends\n% DFW\n30.0%\n25.0%\n20.0%\n15.0%\n10.0%\n5.0%\n0.0%\nFALL SPRING FALL SPRING FALL SPRING FALL SPRING FALL SPRING\n2014 2015 2015 2016 2016 2017 2017 2018 2018 2019\nFINAL FINAL FINAL FINAL FINAL FINAL FINAL FINAL FINAL FINAL\n11.2% 10.3% 7.8% 8.1% 8.4% 8.3% 10.8% 11.9% 11.8% 10.5%\nCourses 25.8% 26.8% 20.9% 22.1% 18.2% 24.3% 24.4% 24.1% 23.5% 19.2%\nCourses 17.2% 16.4% 12.5% 12.5% 11.9% 14.3% 16.2% 17.2% 16.9% 16.9%\n4.2% 3.4% 2.1% 1.6% 2.1% 5.1% 4.1% 1.8% 3.7% 4.1%"
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"text": "- TLC is providing additional seminars related to finishing strong, study strategies for finals, etc."
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"text": "MAT 101 at the bottom of the graph is the class that entering students must complete to be able to move to their university gen ed required course for quantitative reasoning. These are typically first or second semester students. This course has a higher DFW rate 27.4% than the university average for undergraduates 26.2%. These are students who generally struggle in math.",
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"text": "Quantitative reasoning 26.6%, students complete either MAT 111-Contemporary Mathematics, MAT 115-College Algebra, or MAT 200-Statistics. Again, most students enrolled are freshmen and some sophomores. Each of these courses have ICs, Instructional Counselors, who work with the faculty member to provide additional support and tutoring for the students."
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"text": "- All courses in these areas are reviewed by Deans and Chairs who encourage faculty to identify these students and work with them in class as well as refer them to other services such as the Thorobred Learning Center where they can seek additional help."
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"text": "Dr. Michael Dailey, Director of Distance Learning/Instructional Design is offering professional development sessions to faculty to assist them in the design of their online courses, to improve delivery of the courses, to provide them with additional resources, and encourage them to become proficient in Quality Matters as it related to delivery of online courses."
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"text": "BACKGROUND: Federal and State laws require that students eligible for benefits under the Federal Post 9/11 Veterans Educational Assistance Act of 2008, 38 U.S.C. 33013325, or any other education benefits provided under Title 38 of the United States Code shall be entitled to in-state resident status for purposes of tuition charged at state-supported institutions. In addition, Federal Law prevents a college/university from penalizing a student while waiting for the Veterans Administration (VA) to make tuition and fee payments."
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"text": "SUMMARY OF PROGRAMS/ACTIVITIES: Kentucky State University (KSU) is a military\nfriendly university which recognizes the service and sacrifice of military connected\nstudents. KSU has a significant number of students who receive military educational\nbenefits associated with their service or the service of a family member."
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"text": "Goal 1: Enhance Student Enrollment, Improve Student Life and Engagement, and Improve Student Advising and Career Development and Goal 4-Enhance the Impact of External Relations and Development."
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"text": "Please be advised that colleges and universities will charge all students eligible to receive Veterans Administration (VA) GI Bill Educational benefits the in-state tuition rate pursuant to the Veterans Access, Choice and Accountability Act of 2014 which requires postsecondary institutions to offer in-state tuition rates to qualified veterans and their dependents, regardless of state residency status. This includes students who qualify for VA GI Bill Education benefits. In addition, Kentucky Law (13 KAR 2:045) states: \"a person eligible for benefits under the federal Post 9/11 Veterans Educational Assistance Act of 2008, 38 U.S.C. 33013325, or any other education benefits provided under Title 38 of the United States Code shall be entitled to Kentucky resident status for purposes of tuition charged at state-supported institutions\". (All KSU students captured under the aforementioned Federal Statute and State Law will be certified by the School Certifying Official (SCO) at the in-state tuition rate of $3,850.00).",
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r14c1 (33%): “ROT C Scholarship”
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Page 120
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1 · FIGURE
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5 · TEXT
6 · FIGURE
7
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11 · TEXT
12 · FIGURE
13 · TEXT
14 · FOOTER
15 · FOOTER
16 · FOOTER
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"text": "5. The point of contact for this memorandum is the undersigned, 502-597-6795, john.gregory@kysu.edu"
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"text": "Sixty-six of the total 67 faculty members (99.0%) responded to the question about KSU salary equity compared to similar institutions. Of these, 60 (90.9%) indicated that salaries at Kentucky State University are not competitive when compared to salaries at similar comprehensive state universities. Faculty opinions about this matter were based on information from a variety of reliable sources, including CUPA-HR, AAUP, and comparisons with other institutions. The survey data clearly indicate that faculty across campus feel that there is a substantial discrepancy between current Kentucky State University salaries and the salaries offered for similar positions at comparable institutions."
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"text": "Although these data represent the responses of a subset of the faculty members at Kentucky State University, they provide clear evidence that faculty compensation in many areas is inconsistent both within and across Divisions. Of the 61 faculty members (91.0%) who responded to this question, 42 (68.8%) reported that new faculty members have been hired in their Divisions at higher salaries than those earned by current faculty members who have been working for many years at lower salaries. Fifty-five of the 67 faculty members (82.1%) responded to the question of salary equity by academic rank. Of these, 30 faculty members (54.5%) felt that their salaries were not at all equitable for the number of years in their rank. There have been no raises for many years and rank/discipline ranges have not been adjusted since 2012."
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"text": "Forty of the 67 faculty members responded to this question. Of these, 27 respondents (67.5%) reported lower levels of gender equity in faculty salaries, while 13 respondents (32.5%) reported a moderate or complete level. Verbatim comments demonstrated mixed responses about the extent of gender equity. In terms of racial equity, of the 31 faculty members who responded to this question, 20 (64.6%) felt that salaries at KSU reflect racial disparity, while 11 respondents (35.5%) indicated that there is moderate or complete salary equity."
},
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"text": "SALARY EQUITY AND TEACHING, SCHOLARLY ACTIVITY, AND SERVICE PRODUCTIVITY",
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"text": "Of the 62 faculty members who responded to these questions, an average of 54.8% reported that recognition of teaching merit was not at all reflected in their salaries. Similarly, of the 57 faculty members who responded to questions about scholarly activity, an average of 42.3% felt that research and scholarly activity was not at all reflected in their salaries. Sixty-one faculty members responded to the questions about service activities. Of these, 61.9% responded that their service activities had no impact on salaries."
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"text": "MERIT INCREASE",
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"type": "text",
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"text": "Twenty faculty members recommended an amount of 5% for merit increases awarded with yearly evaluations. Sixteen faculty members recommended a 3% increase, while an additional 11 recommended a 2% increase. However, Faculty who have been here for many years should be brought current to pay for new hires in the same department. The raises for rank (such as COL or merit raise) increases should apply after salaries are brought to current market levels."
},
{
"id": "p164.14",
"order": 14,
"type": "heading",
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"text": "OVERLOAD AND SUMMER SALARIES",
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"level": 3
},
{
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"type": "text",
"bbox": {
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"text": "The mean recommended compensation for teaching an overload course at the graduate level was $3,974, the median was slightly lower at $3,600. The mean recommended compensation for teaching an overload course at the undergraduate level was $3,121; the median was slightly lower at $2,850. The mean recommended compensation for teaching a summer course was $3,534. The median was slightly lower at $3,000."
},
{
"id": "p164.16",
"order": 16,
"type": "text",
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"text": "Page 164 of 276",
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}
Page 165
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2 · HEADING
3 · TEXT
4 · HEADING
5 · LIST
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11
12
13 · TEXT
14 · TEXT
15 · TEXT
Page 165 JSON
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"text": "Recommendations",
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"text": "The goal of this study was to gain an accurate snapshot of faculty opinions that represent all departments, divisions, and disciplines. This 'opinion' based survey report is intended to be a supplement to the comprehensive work of the ad hoc Salary Compensation Committee appointed by President Brown, and therefore is not intended to supplant, or serve its expected official data driven study."
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"text": "BASED ON THE SURVEY RESULTS, WE PROVIDE FOLLOWING RECOMMENDATIONS:",
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"text": "Appropriate Cost of Living (minimum 5%) and salary raise should be provided to all faculty immediately effective July 2018. Consideration should be given to bring salaries of faculty who have been at KSU for many years to current market levels based on rank and years of service to ensure salary equity with salaries of new hires in the same department. Cost of living and merit raises should apply after equity has been achieved.",
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"text": "Create a standard KSU CUPA Faculty Salary chart based on the rank, discipline, and years of service. The recommended average salaries are: $69,445 for Assistant Professors, $79,049 for Associate Professors and $93,636 for Full Professors. Salary for 12-month faculty should be then be calculated accordingly.",
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"text": "Review salaries frequently and give raises as necessary to keep KSU faculty salaries consistent with market levels for rank and years of service. Offer starting salaries that are consistent with market levels, and provide annual cost of living increases to help prevent the current level of salary inversion from occurring in the future.",
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"text": "Develop and publish clear and consistent policies for all. Require administrators who are in positions to approve hiring and salary decisions to follow KSU policy to ensure that all faculty are treated fairly.",
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"text": "Merit increases should be based on demonstrable achievement to help minimize the impact of evaluator subjectivity. Achievement should be empirically documented and consistent across the university. Merit increase evaluations should be vetted by a university-wide Committee similar to the Tenure and Promotion Committee.",
"marker": "5."
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"text": "Administrators should follow policies and procedures already in place for hiring faculty and administrators with rank and tenure. Faculty should have more input into administrative hiring proceedings in the interests of shared governance.",
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"text": "Faculty should receive a stipend equivalent to the amount awarded for teaching an overload class or a percentage of the Indirect Costs awarded to the university (whichever is greater) for producing grant proposals that are successfully funded.",
"marker": "7."
}
]
},
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"text": "Page 165 of 276",
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"text": "<table><tr><td colspan=\"3\">1980s</td></tr><tr><td>1980</td><td>1981</td><td>1982</td></tr><tr><td>1981</td><td>1982</td><td>1983</td></tr><tr><td>1982</td><td>1983</td><td>1984</td></tr><tr><td>1983</td><td>1984</td><td>1985</td></tr><tr><td>1984</td><td>1985</td><td>1986</td></tr><tr><td>1985</td><td>1986</td><td>1987</td></tr><tr><td>1986</td><td>1987</td><td>1988</td></tr><tr><td>1987</td><td>1988</td><td>1989</td></tr><tr><td>1988</td><td>1989</td><td>1990</td></tr><tr><td>1989</td><td>1990</td><td>1991</td></tr><tr><td>1990</td><td>1991</td><td>1992</td></tr><tr><td>1991</td><td>1992</td><td>1993</td></tr><tr><td>1992</td><td>1993</td><td>1994</td></tr><tr><td>1993</td><td>1994</td><td>1995</td></tr><tr><td>1994</td><td>1995</td><td>1996</td></tr><tr><td>1995</td><td>1996</td><td>1997</td></tr><tr><td>1996</td><td>1997</td><td>1998</td></tr><tr><td>1997</td><td>1998</td><td>1999</td></tr><tr><td>1998</td><td>1999</td><td>2000</td></tr><tr><td>1999</td><td>2000</td><td>2001</td></tr><tr><td>2000</td><td>2001</td><td>2002</td></tr><tr><td>2001</td><td>2002</td><td>2003</td></tr><tr><td>2002</td><td>2003</td><td>2004</td></tr><tr><td>2003</td><td>2004</td><td>2005</td></tr><tr><td>2005</td><td>2005</td><td>2006</td></tr><tr><td>2006</td><td>2006</td><td>2007</td></tr><tr><td>2007</td><td>2007</td><td>2008</td></tr><tr><td>2008</td><td>2008</td><td>2009</td></tr><tr><td>2009</td><td>2009</td><td>2010</td></tr><tr><td>2010</td><td>2010</td><td>2011</td></tr><tr><td>2011</td><td>2011</td><td>2012</td></tr><tr><td>2012</td><td>2012</td><td>2013</td></tr><tr><td>2013</td><td>2013</td><td>2014</td></tr><tr><td>2014</td><td>2014</td><td>2015</td></tr><tr><td>2015</td><td>2015</td><td>2016</td></tr><tr><td>2016</td><td>2016</td><td>2017</td></tr><tr><td>2017</td><td>2017</td><td>2018</td></tr><tr><td>2018</td><td>2018</td><td>2019</td></tr><tr><td>2019</td><td>2019</td><td>2020</td></tr><tr><td>2020</td><td>2020</td><td>2021</td></tr><tr><td>2021</td><td>2021</td><td>2022</td></tr><tr><td>2022</td><td>2022</td><td>2023</td></tr></table>",
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Page 166
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"text": "QUESTION 1: What is your current base salary, rounded to the nearest hundred dollars?"
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"text": "Sixty-four faculty members responded to this question. The average salary reported among the respondents was $60,990. The median salary was slightly lower at $60,000. The modal salary was $73,300, reported by five faculty members. Three faculty members declined to report their current salary level. Table 1 demonstrates the salary distribution by faculty area of appointment that includes both nine- and 12-months appointment."
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"text": "$ 48,950.00",
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"text": "$ 10,308.52",
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"text": "The mean, or average, is calculated by summing all salaries in an area and dividing the sum by the number of salaries. For example, if 5 salaries are reported for a group, then the 5 salaries are first added, and then divided by 5. ($1,000 + $2000 + $4,000 + $5,000 + [p166.6.1]21,000/5 = $4,200).",
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"text": "The median salary is the amount at which exactly 50% of the salaries fall above, and 50% of the salaries fall below. For example, if 5 salaries are reported for a group ($1,000, $2000, $4,000, $5,000, $9,000), then the median salary for that group would be $4,000. If only 4 salaries are reported, ($1,000, $2000, $5,000, $9,000), then the median is calculated by adding the two salaries at the center ($2,000 + $5,000 = $7,000) and then dividing the sum by 2 ($7,000/2 = $3,500). It is important to examine both the mean and the median values because extreme values—in this case, a salary of $9,000—may result in an average that does not accurately reflect the true distribution of the salaries, as indicated by the differences of several thousands of dollars in some of the areas in Table 1."
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"text": "The mode is defined as the most frequently occurring value in the distribution (in this case, the distribution of salaries among all 64 members who responded to this question)."
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"text": "ll faculty in Agriculture, Food Science and Sustainable systems and Library have 12-month appointment. Division chairs, ans and few additional faculty affiliated to other Divisions may have 12-months appointment and their reported salaries flect salaries for 12 months."
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"text": "The high standard deviations, or average distance of the reported salaries from the area group mean, indicate that the salary levels in several of the groups vary widely; for example, one faculty member in Behavioral and Social Sciences reported a salary of $74,000 at the Assistant Professor level, while the remainder of the salaries reported by Assistant and Associate Professors in that area ranged from $46,000 to $51,200. In these instances, a more accurate indicator of area salary levels may be the median, or the salary amount that falls exactly in the center of the reported salaries (in this example, $49,700). Figure 1 demonstrates the distribution of salaries by quartile, with the median salary levels depicted by the dark horizontal line in the box."
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"text": "FIGURE 1. The boxplot and whisker diagram above demonstrates that a few faculty members who reported their salaries are earning substantially more than the median salary for their group. Influential outliers are indicated in Math and Science, Agriculture, Food Science, and Sustainable Systems, and Education. Statistically significant outliers were identified in Behavioral and Social Sciences, 1 and in English/LLP. No boxes were created for Mass Communications or Whitney Young because only one faculty member from each program responded to the survey.",
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"text": "Another source of the wide variability among the reported salaries may be accounted for by the academic rank of the faculty who responded to this question. For example, in Mathematics and Science, faculty salaries reported at the Assistant Professor level are quite low, ranging from $42,400 to $47,000, while faculty salaries at the Associate Professor level range from $50,900 to $71,000, thus inflating the mean."
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"text": "A third source of possible bias in these data may be minimal faculty response from several areas. For example, only one faculty member responded from Whitney Young, and one from Mass Communications, and only two faculty members responded from Fine Arts. These low response rates may in fact be due to the low number of faculty currently serving in these areas, as many areas are understaffed."
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"text": "Although these data represent the responses of a subset of the faculty members at Kentucky State University, they provide clear evidence that faculty compensation in many areas is inconsistent both within areas and across areas."
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"text": "[p167.9.1] A box plot graphically depicts groups of numerical data by quartiles. Quartiles are divisions of data values into four groups. The first quartile (25%) is that number at which 25% of the values fall below and 75% of the values fall above. The second quartile (50%) is that number at which 50% of the values fall above, and 50% fall below (the median). Box plots may also have lines extending vertically from the boxes (whiskers) indicating variability outside the upper and lower quartiles. These values are called “outliers.” In this diagram the influential outliers are depicted by circles where their values fall, and the statistically significant outliers are depicted by an asterisk (*) The numbers next to the circles and asterisks refer to the line of data in the spreadsheet where these values can be found.",
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"text": "QUESTION 2: To what extent do you think your current salary is competitive among other comprehensive state universities that are similar to KSU?"
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"text": "Sixty-six of the 67 faculty members (98.5%) responded to this question. Faculty were asked to indicate the extent to which they believed Kentucky State University salaries are competitive with similar institutions on a four-point Likert-type scale ranging from 1 (not at all competitive) to 4 (extremely competitive). Table 2 demonstrates the distribution of responses."
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"text": "TABLE 2: COMPETITIVENESS OF KSU SALARIES COMPARED TO COMPARABLE INSTITUTIONS"
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"text": "These data clearly indicate that faculty across campus feel that there is a substantial discrepancy between current Kentucky State University salaries and the salaries offered for similar positions at comparable institutions."
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"text": "QUESTION 3: Please describe the knowledge or standard you used, if any, to determine your previous answer. For example, did you compare your current salary to the CUPA-HR standards, the AAUP faculty salary survey data, or another source of information?"
},
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"text": "Sixty-four of the 67 faculty members (95.5%) responded to this question. Table 3 presents a summary of the sources according to how frequently they were mentioned. Percentages in the table do not sum to 100% because many faculty members mentioned multiple sources of information in their responses."
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"text": "These data indicate that just over half of the respondents (53%) based their opinions about the competitiveness of Kentucky State University salaries on CUPA-HR standards, which is consistent with previous institutional practice. Other commonly used information sources include the annual AAUP Faculty Salary Survey and other online sources, and comparisons with other institutions."
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"text": "TABLE 3: SOURCES OF CURRENT MARKET SALARY INFORMATION",
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"text": "CUPA-HR",
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},
{
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"text": "34",
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"text": "53.1%",
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"text": "Comparisons with other institutions",
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"text": "21.9%",
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{
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},
{
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"text": "12.5%",
"attrs": {
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},
{
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"type": "table_cell",
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},
"text": "Kentucky University Public Salary Databases",
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},
{
"id": "p169.7.17",
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"text": "7",
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},
{
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"text": "10.9%",
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},
{
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"text": "Higher Ed Jobs",
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},
{
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"text": "4",
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},
{
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"text": "6.3%",
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},
{
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"text": "Chronicle of Higher Ed",
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},
{
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"text": "3",
"attrs": {
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},
{
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"text": "4.7%",
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},
{
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"text": "Self knowledge/experience",
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{
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"text": "2",
"attrs": {
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},
{
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"text": "3.1%",
"attrs": {
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},
{
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"text": "Other HBCUs",
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},
{
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"text": "2",
"attrs": {
"row": 9,
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},
{
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"text": "3.1%",
"attrs": {
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},
{
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"text": "Comparisons with other faculty",
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"text": "1.6%",
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},
{
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"text": "Glassdoor",
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{
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"text": "1",
"attrs": {
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{
"id": "p169.7.36",
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"type": "table_cell",
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"text": "1.6%",
"attrs": {
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},
{
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"type": "table_cell",
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"text": "Total",
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},
{
"id": "p169.7.38",
"order": 45,
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"text": "89",
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"order": 46,
"type": "table_cell",
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"text": "139.10%",
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},
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"text": "Page 169 of 276",
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2 · TEXT
3 · TEXT
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Page 170 JSON
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"text": "The faculty comments below are reported verbatim from the survey responses. Minor spelling errors have been corrected for clarity."
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"text": "o CUPA-HR."
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{
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"text": "o AAUP."
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"text": "o AAUP faculty salary survey data."
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"text": "o AAUP data."
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"text": "o Knowledge comes from researching others similarly positioned (i.e., Chronicle of Higher Education)."
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"text": "o Fresh post doc hired as assist prof on honey bees at UK has a salary of $84,500 while I have much more experience and worked here for 5 years."
},
{
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"text": "o CUPA 2007-2008, CUPA 2011-2012, CUPA 2016-2017, Glassdoor, AAUP faculty salary survey, job postings from other universities."
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"text": "o Internet Sources."
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"text": "o CUPA, AAUP, BLS, and personal knowledge of peer salaries around the state."
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"type": "text",
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"text": "o Yes, CUPA-HR and self-knowledge/experience."
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"type": "text",
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"text": "o I am a 12-month faculty, when I converted my salary to 9-month and compared with the salary of the similar position in my discipline in other universities it is way low."
},
{
"id": "p170.15",
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"type": "text",
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"text": "o I used the CUPA-HR standards for Master's institutions in the field of Business, Management, and Marketing."
},
{
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"type": "text",
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"text": "o Communications with faculty at other HBU's."
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"text": "o CUPA-HR."
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"text": "o I compared my salary to the information on Higheredjobs.com."
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"text": "o Both of those, plus the Chronicle of Higher Education."
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"text": "o Discussions and presentations with faculty in similar positions or with similar degrees and experience."
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"text": "o I was faculty at another university before taking this position. My salary is lower in this job."
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"text": "o CUPA HR, AAUP faculty survey data, similar sized schools in KY & SACS South Central region, other Land Grant HBCUs"
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"text": "o Compared to CUPA-HR and to the salaries of colleagues at other Kentucky publics and state schools in the South."
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"text": "o The CUPA-HR standards, the AAUP faculty salary survey data, and from friends."
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"text": "o Based on what I know starting salaries are across the state in my field."
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"text": "o Before I started my position I used internet data bases to determine what a competitive salary for my position would be."
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95 · FOOTNOTE
Table integrity:
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r0c0 (0%): “Department/Area”
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r0c2 (0%): “Mean”
r0c3 (0%): “Median”
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"text": "FIGURE 2. Recommended salary levels by academic rank are presented along with the respondents' current mean salaries. Based on the difference between current mean salaries and recommended mean salary levels, Full Professors perceived the greatest deficit in current salaries across rank (between $28,591 and $29,925) while Assistant Professors perceived the least deficit (between -$757 and $13,365).",
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{
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"order": 81,
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"text": "$ 57,597",
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{
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"text": "$ 11,966",
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{
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{
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"text": "$ 62,845",
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"text": "$ 75,000",
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"text": "$ 12,841",
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{
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"type": "table_cell",
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"text": "Full Professor",
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},
{
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"text": "7 Page",
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{
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"order": 91,
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"text": "17 $ 70,900",
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{
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"order": 92,
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"text": "$ 90,000",
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},
{
"id": "p173.10.20",
"order": 93,
"type": "table_cell",
"bbox": {
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"t": 87.2876,
"r": 501.84,
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"text": "$ 17,497",
"attrs": {
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"text": "<table><tr><td colspan=\"2\">1982.</td><td colspan=\"2\">1983.</td><td colspan=\"2\">1984.</td><td colspan=\"2\">1985.</td><td colspan=\"2\">1986.</td><td colspan=\"2\">1987.</td><td colspan=\"2\">1988.</td><td colspan=\"2\">1989.</td><td colspan=\"2\">1990.</td><td colspan=\"2\">1991.</td><td colspan=\"2\">1992.</td><td colspan=\"2\">1993.</td><td colspan=\"2\">1994.</td><td colspan=\"2\">1995.</td><td colspan=\"2\">1996.</td><td colspan=\"2\">1997.</td><td colspan=\"2\">1998.</td><td colspan=\"2\">1999.</td><td colspan=\"2\">2000.</td><td colspan=\"2\">2001.</td><td colspan=\"2\">2002.</td><td colspan=\"2\">2003.</td><td colspan=\"2\">2004.</td><td colspan=\"2\">2005.</td><td colspan=\"2\">2006.</td><td colspan=\"2\">2007.</td><td colspan=\"2\">2008.</td><td colspan=\"2\">2009.</td><td colspan=\"2\">2010.</td><td colspan=\"2\">2011.</td><td colspan=\"2\">2012.</td><td colspan=\"2\">2013.</td><td colspan=\"2\">2014.</td><td colspan=\"2\">2015.</td><td colspan=\"2\">2016.</td><td colspan=\"2\">2017.</td><td colspan=\"2\">2018.</td><td>2019.</td></tr><tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr></table>",
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"text": "CURRENT MEAN FACULTY SALARIES BY RESPONDENT RANK",
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Page 174
15 item(s)
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header (1)
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1 · HEADER
2 · TEXT
3 · TEXT
4 · TEXT
5 · TEXT
6 · TEXT
7 · TEXT
8 · TEXT
9 · TEXT
10 · TEXT
11 · TEXT
12 · TEXT
13 · HEADING
14 · TEXT
15 · TEXT
Page 174 JSON
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"text": "Salary Recommendations cont.",
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"text": "QUESTION 5: Approximately what annual salary, rounded to the nearest $100, do you think a person with a terminal degree in your field should be paid at the assistant professor level?"
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"text": "Sixty-one of the 67 faculty members (91.0%) responded to this question. Of these, 31 (50.8%) were currently serving as Assistant Professors. Recommended salaries ranged from $50,000 to $105,000. The mean recommended salary for Assistant Professors was $69,445. The median recommended salary was $65,000."
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"text": "QUESTION 6: For how many years have/did you served at this faculty rank?"
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"text": "Sixty-two of the 67 faculty members (92.5%) responded to this question. Years of service at the Assistant Professor level ranged from 0 to 20. The mean number of years of service was 5.6. The median was 5 years of service."
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"text": "QUESTION 7: Approximately what annual salary, rounded to the nearest $100, do you think a person with a terminal degree in your field should be paid at the associate professor level?"
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"text": "Fifty-three of the 67 faculty members (79.1%) responded to this question. Of these, 21 (39.6%) were currently serving at the Associate Professor level. Recommended salaries ranged from $53,000 to $120,000. The mean recommended salary for Associate Professors was $79,049. The median recommended salary was $75,000."
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"text": "QUESTION 8: For how many years have/did you served at this faculty rank?"
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"text": "Fifty-five of the 67 faculty members (82.1%) responded to this question. Of these, 22 (40.0%) were currently serving as Associate Professors. Years of service at the Associate Professor level ranged from 0 to 20. The mean number of years of service was 4.8. The median was 3.5 years of service."
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"text": "QUESTION 9: Approximately what annual salary, rounded to the nearest $100, do you think a person with a terminal degree in your field should be paid at the full professor level?"
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"text": "Fifty-one of the 67 faculty members (76.1%) responded to this question. Of these, 7 faculty members (7.3%) were currently serving as Full Professors. Recommended salaries ranged from $60,000 to $150,000. The mean recommended salary for Full Professors was $93,636. The median recommended salary was $90,000."
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"text": "Forty-nine of the 67 faculty members (73.1%) responded to this question. Of these, 7 faculty members (14.3%) were currently serving as Full Professors. Years of service at the Full Professor level ranged from 0 to 13. The mean number of years of service was 0.8. The median was 0 years of service. The number of years faculty spent at the rank of Assistant Professor, Associate Professor, or Full Professor was unrelated to their recommendations for annual salary levels for all faculty ranks."
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Page 175
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2 · TEXT
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13 · TEXT
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15 · FOOTER
Page 175 JSON
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"text": "SECTION 3: Salary Negotiation",
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"text": "QUESTION 11: Have you been hired as faculty more than once at KSU?"
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"text": "Sixty-three of the 67 faculty members (94.0%) responded to this question. Of these, 9 (14.3%) reported that they had been hired by Kentucky State University more than once. Fifty-four (85.7%) were first-time hires. Four faculty members (6.0%) declined to respond to this question."
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"text": "Fifty-nine of the 67 faculty members (88.0%) responded to this question. Of these, 5 (8.5%) reported that they had been able to negotiate salary at the time they were hired. Fifty (84.7%) stated that they were not allowed to negotiate. Four faculty members (6.8%) responded that they were unable to remember, and 8 declined to respond to this question."
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"text": "QUESTION 13: If you negotiated your starting salary, then approximately how much, rounded to the nearest hundred dollars, did your salary increase from the original offer? If you didn't negotiate your starting salary, then please enter \"no negotiation.\""
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"text": "Fifty-nine of the 67 faculty members (88.0%) responded to this question. Of these, only 5 (8.5%) indicated that they were allowed to negotiate their starting salary, while 50 faculty members (84.7%) reported that they were not allowed to negotiate. Four faculty members (6.8%) responded that they could not remember. Negotiated starting salary increases ranged from $2,500 to $5,000 greater than the originally offered amount."
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"text": "SEVERAL FACULTY MEMBERS PROVIDED ADDITIONAL COMMENTS ABOUT SALARY NEGOTIATION:"
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"text": "o “Communication issues with KSU admin[istration] made negotiation impossible.”"
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"text": "o “[I] was told it was not allowed at KSU.”"
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"text": "o “[N]o negotiation, decision was made and offer given one day before start of semester.”"
},
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"text": "“No negotiation was allowed. I asked to negotiate and was told it was against policy. Since that time, others in my division have been hired and allowed to negotiate.”"
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"text": "o \"Never get increased.\""
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"text": "Page 175 of 276",
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Page 176
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Page 176 JSON
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"text": "ACTION 4: Salary Equity",
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"text": "ESTION 14: How frequently should KSU offer cost of living increases?"
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"text": "ty-five of the 67 faculty members (97.0%) responded to this question. Figure 3 presents the distribution of responses. Of\nse, 36 faculty members (55.4%) felt that cost of living increases should occur annually, with an additional 26.2% of the\npondents recommending a cost of living increase at least every other year."
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"text": "Recommended Frequency of\nCost of Living Raises",
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"text": "Other (4.6%)\nEvery 5 Years (1.5%)\nEvery 3 Years (12.3%)\nEvery Other Year (26.2%)\nEvery Year (55.4%)"
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"text": "Every 5 Years (1.5%)"
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"text": "Every 3 Years (12.3%)"
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"text": "Every Other Year (26.2%)"
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"text": "Every Year (55.4%)"
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"text": "GURE 3. Most faculty members felt that cost of living increases should occur either yearly or every other year."
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"text": "CULTY MEMBERS MADE SEVERAL ADDITIONAL COMMENTS:"
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"text": "The last round of cost of living increase was several years ago."
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"text": "Every year, if not possible, every other year."
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"text": "As often as possible, at least every other year."
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"text": "Page 176 of 276",
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Page 177 JSON
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"text": "QUESTION 15: Faculty who are more recently hired at KSU sometimes are offered higher salaries than faculty who have worked at KSU for a longer time. To your knowledge, has this happened recently in your department?"
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"text": "Sixty-one of the 67 faculty members (91.0%) responded to this question. Of these, 42 (68.9%) reported that new faculty members have been hired in their departments at higher salaries than current faculty members are earning. Seven faculty members (11.5%) reported that this had not occurred in their area. Thirteen faculty members (21.3%) reported that they did not know whether this had occurred. Five (8.2%) declined to respond to this question."
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"text": "QUESTION 16: What steps, if any, do you think KSU should take to prevent newly hired faculty from being paid at equal or higher rates than long-time KSU faculty?"
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"text": "Sixty-three faculty of the 67 faculty members (94.0%) responded to this question, while four faculty members (5.0%) declined to respond. Minor spelling corrections were made to provide clarity; otherwise, respondent comments are reported verbatim:"
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"text": "o All faculty salaries should be reviewed frequently and raised as necessary in line with market."
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"text": "o Number of years at KSU."
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"text": "o Offer a fair starting wage, and give cost-of-living increases annually."
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"text": "o Chairs need to establish a protocol of review."
},
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"text": "o Equalize pay according to MERIT where accomplishments and contributions can be clearly seen through documentation."
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"text": "o Increase the other faculty salary as needed."
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"text": "o Regulating the process; upgrading the rates of longer term serving faculty."
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"text": "o Make sure that current faculty salaries reach market standards (e.g., current CUPA standards), and that they stay current with cost of living. Faculty should at the very least receive cost of living increases, and those who go above and beyond should be able to receive merit increases, which are part of KSU's policies but are only received by a few. Raises should be based on merit and cost of living, and not on cronyism. In the past we have been told that we are to receive raises, and then nothing comes through. We have been told that tenure and promotion are suspended, but at the same time seen several members of administration and two faculty members receive substantial salary increases. I personally am hoping to see change, but I have been here for some time and have instead seen faculty salaries fall farther and farther below market level. Salary equity is crucial, especially when we are not allowed to hire people into vacancies, and our classes get overloaded and we teach multiple overloads. The longer this continues, the lower our morale, and we lose many very fine colleagues who leave because of these issues."
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"text": "o I think that a tenure track should be an option for new faculty which does compensate to a certain degree."
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"text": "o Prioritize salary equity."
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"text": "o For new faculty hires, why not pay according to qualifications to begin with?"
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"text": "o I am fine to offer higher salary based on merit and negotiation to the competitive faculty. However, there also needs to be fair evaluation of the faculty who have been in KSU for long time. Faculty who have been serving here for long time and are productive, their salary should be raised at the standard CUPA level. It is unfortunate to see salaries of some associate faculty who are productive less than assistant professor in the same discipline."
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"text": "o KSU should give long-time faculty regular increases in their base salary (provided that they meet or exceed expectations), thereby reducing this problem."
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"text": "o Administrators and Human Resources should establish a formula for salaries, based on degree status, experience, performance, and number of years in the field."
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"text": "o I don't think it matters, unless one of faculty member is less productive than the other."
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"text": "o Increase the pay of current faculty members so everyone's pay scale is up to date."
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"type": "text",
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"text": "o Honestly I'm not sure what would be the best route."
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"type": "text",
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"text": "o Use scale."
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"text": "o If a higher rate is needed to attract good faculty, then give raises to bring the long-time faculty up to that rate."
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"text": "o Long-time employees should receive raises comparable to other universities and to be compensated more than newly hired."
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"text": "o Annual living increases; accountability for decisions leading to disparities and inequities in pay based on race, gender, experience and service; adjustments made to salaries to accommodate financial lost to employees impacted negatively by these decisions."
},
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"text": "Faculty should be recruited and compensated based on merits, e.g. teaching record, service record, publication record. If long-time KSU faculty are tenured but not actively publishing, relatively weak on service, and/or not earning as strong teaching reviews, then they should rightfully be paid lower than newly recruited faculty with stronger credentials. This is how KSU can improve its student retention and graduation rates long term. Invest in good new faculty."
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"text": "o Full transparency. Names, appointments, ranks, salaries should be published, on the KSU website (there are many precedents for this and it is public information)."
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"text": "o VPAA and President should follow policy when making hire recommendations to the Board of Regents, and conduct thorough background checks, not recommend any promotion from previous rank at another institution to a higher rank at KSU; not recommend and grant Tenure to new hires except in the case of VPAA and Deans ad prescribed by policy; review ranks and salaries of current faculty within hire units for a fair perspective."
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"text": "It's more complicated than that. I don't think this is something we should try to \"prevent.\" Faculty whom we want to recruit will naturally be offered more money than some faculty already on campus. We need to make competitive offers for faculty we want, and we do need more good faculty of color. I do think, though, that current faculty should be paid at a rate somewhere in the ballpark of what their colleagues in the same fields are being paid at our sister institutions. And we should not have to take effective pay cuts by not having COLA raises and by paying so much in insurance."
},
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"text": "o Equity raises at the end of contract year, as happened at my previous institution."
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"text": "o Upgrade existing salaries."
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"text": "o Continual salary compression reviews."
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"text": "o Reinstate merit system, give cost of living adjustments regularly."
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"text": "Salary Equity cont."
},
{
"id": "p179.2",
"order": 2,
"type": "text",
"bbox": {
"l": 26.64,
"t": 775.0895,
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"text": "o Pay long-term loyal faculty adequately."
},
{
"id": "p179.3",
"order": 3,
"type": "text",
"bbox": {
"l": 26.88,
"t": 752.0528,
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"text": "o Annual review of salaries with cost of living increases as a minimum"
},
{
"id": "p179.4",
"order": 4,
"type": "text",
"bbox": {
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"text": "o I do not think this is a problem, IF CoL increases, merit pay raises, and some negotiation opportunities remain competently and consistently available to all faculty."
},
{
"id": "p179.5",
"order": 5,
"type": "text",
"bbox": {
"l": 29.04,
"t": 687.0221,
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"text": "o Raise long term employees salary or pay what long term employees are making"
},
{
"id": "p179.6",
"order": 6,
"type": "text",
"bbox": {
"l": 30.24,
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"text": "o Steps should be taken"
},
{
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"order": 7,
"type": "text",
"bbox": {
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"text": "o Examine existing salaries first so a \"reasonable\" offer can be made. Then try to raise salary for existing faculty to the same range."
},
{
"id": "p179.8",
"order": 8,
"type": "text",
"bbox": {
"l": 30.72,
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"text": "o Require multiple level review and approval. Establish a HR policy to this effect."
},
{
"id": "p179.9",
"order": 9,
"type": "text",
"bbox": {
"l": 31.92,
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"r": 580.08,
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"text": "o KSU should give long-time faculty regular pay raises (provided that they meet or exceed expectations) to minimize this problem."
},
{
"id": "p179.10",
"order": 10,
"type": "text",
"bbox": {
"l": 33.12,
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"text": "o Based on position."
},
{
"id": "p179.11",
"order": 11,
"type": "text",
"bbox": {
"l": 33.12,
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"r": 562.56,
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"text": "o Set up standard base salary based on the rank and discipline. We should do the same for administration position as well."
},
{
"id": "p179.12",
"order": 12,
"type": "text",
"bbox": {
"l": 33.6,
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"text": "o Obviously start to make-up to those faculty that have seniority a more relevant market value salary."
},
{
"id": "p179.13",
"order": 13,
"type": "text",
"bbox": {
"l": 35.28,
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"r": 171.12,
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"text": "o Set policy and FOLLOW IT."
},
{
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"type": "text",
"bbox": {
"l": 34.8,
"t": 425.2194,
"r": 582.24,
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"text": "This is not easy to do since market rate goes up faster than the cost of living increase. Furthermore, if the University wants to hire divers and highly qualified faculty, it should pay them according to the market rate."
},
{
"id": "p179.15",
"order": 15,
"type": "text",
"bbox": {
"l": 35.76,
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"text": "One solution would be for the University to adjust its pay ranges with the market rate by the discipline every few years and build that into the cost of living increase."
},
{
"id": "p179.16",
"order": 16,
"type": "text",
"bbox": {
"l": 36.48,
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"r": 583.68,
"b": 307.8761
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"text": "Salary inversion is an issue that exists in the degree fields that are in high demand such as business and accounting. It is difficult, but necessary for morale to at least acknowledge this issue and make some adjustments to current faculty salaries."
},
{
"id": "p179.17",
"order": 17,
"type": "text",
"bbox": {
"l": 37.92,
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"text": "o Pay what must be paid to procure new, highly qualified faculty, but focus on quickly bringing the experienced faculty up to an appropriate level."
},
{
"id": "p179.18",
"order": 18,
"type": "text",
"bbox": {
"l": 38.64,
"t": 262.2826,
"r": 357.12,
"b": 243.0854
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"text": "o Determine all salaries based on education and professional experience."
},
{
"id": "p179.19",
"order": 19,
"type": "text",
"bbox": {
"l": 39.36,
"t": 234.4466,
"r": 251.76,
"b": 216.2092
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"text": "o Bring current employees to current standards."
},
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"type": "text",
"bbox": {
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"text": "If everyone is paid their worth, then it won't be an issue. Once salaries are raised to an appropriate level and we continue to get cost of living and/or merit pay, that should not have to happen."
},
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"text": "Page 179 of 276",
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Page 180
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"text": "Salary Equity cont.",
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"text": "o Balance budgets to make sure that all faculty are being paid competitively. Salaries are a joke across the board. If the university is trying to get new faculty, they have to offer salaries that the new hire wouldn't scoff at. Unfortunately, anyone newly minted PhD with six figure debt would laugh at every salary at this school except the salaries of white professors who became chairs of their departments. Since the university hasn't raised salaries in years, it's inevitable that new hires would be offered more than current faculty."
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{
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"text": "o Move existing faculty up to competitive salaries if they have shown adequate merit."
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"text": "o None. It should depend on qualification rather than seniority."
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"text": "o Base pay raises to stay competitive, but it is not possible as starting salary often moves faster than raises."
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{
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"text": "o Have annual cost of living increases also applied to the rank/discipline ranges. Then long term faculty who fall out the bottom of the range would have to be raised more."
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{
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"text": "o If the new hire is hired in at a competitive salary, then every professor in the department should be (1) brought up immediately to a matching amount, and then (2) increased beyond that to reflect their years of service."
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"text": "o Should be left between the Department and candidate. KSU does not need to regulate this, other than to possibly raise salaries for long serving faculty who have demonstrated merit."
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{
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"type": "text",
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"text": "Survey comparative salaries, and pay per merit"
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"text": "o More discretion given to the department Chair or Dean rather than it being mostly an HR call."
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"text": "o Hire an ethical and competent HR director and keep an ethical and competent admin in place for more than 18 months. Stop the friends with benefits financial practices that continue to plague this university."
},
{
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"text": "Apart from the readily evident views about the need for substantial equity increases, regular cost of living increases, and support for merit-based salary increases, several themes arise from these comments:"
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"text": "There is a strong sense among faculty that salary advantages have been provided to some individuals for reasons other than rank, merit, or cost of living. Several comments directly mention issues such as “cronyism,” “friends with benefits,” and “cliques.” These issues are perceived as ongoing problems and should be addressed.",
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"text": "Other comments call for clear and consistent policies for all, which are actually followed by administrators who are in the position to grant salary increases.",
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"text": "Merit increases should be based on empirically documented achievement, at levels that are consistent across campus.",
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"text": "Policies and procedures in place for hiring faculty and administrators with rank and tenure should be followed by administration. Per the KSU Faculty Handbook, no administrative candidate below the level of Vice President of Academic Affairs should be hired with rank or tenure in an academic unit without following policies related to the vetting of that candidate by unit faculty. Faculty should have more input into administrative hiring proceedings, and administration should be guided by faculty opinion in the interests of shared governance.",
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"text": "QUESTION 17: To what extent would you say that KSU salaries reflect equity for the number of years you have been in rank?"
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"text": "Fifty-five of the 67 faculty members (82.1%) responded to this question. Of these, 30 faculty members (54.5%) reported that their salaries were not at all equitable for the number of years in their rank, while an additional 19 (34.5%) reported that their salaries only somewhat reflected their years in rank. Six faculty members (10.9%) reported that their salaries moderately reflected years in rank. Twelve of the total 67 faculty members (17.9%) declined to respond to this question."
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"text": "FACULTY COMMENTS INCLUDED THE FOLLOWING:"
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"text": "o Vis-a-vis the university, and not the nation"
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"type": "text",
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"text": "o I am currently at 2007-2008 CUPA level. I have never received a merit increase, despite measurably exceeding expectations year after year."
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"type": "text",
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"text": "o Have not worked long enough to fill a bubble above. Hired last August (2017)."
},
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"type": "text",
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"text": "o I don't know the salaries well enough to answer this."
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"text": "o I have been a professional for 35 years but only after CAFSSS was given rank."
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"text": "Employees at random who are just starting at the University, without experience and sometimes the credentials or work to do are often paid more than employees with experience in the field, longevity with the University, many credentials and an overwhelming amount of expectations for their program areas."
},
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"text": "o Equity in rank has been moderate, however, not for the current position 1 am in."
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"type": "text",
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"text": "o I have not compared salaries with many people of the same rank who have worked here longer."
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"text": "o Due to years of service, and holding multiple jobs and administrative jobs."
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"text": "o I can only base it on my experience. It may not be the same for others."
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"text": "o In our area there was only one case of inequity. All others have been treated the same."
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"text": "Another professor in my department in YEAR ONE is earning significantly more than myself and others in this department after six to ten years of service. There is no way this is equitable."
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"text": "QUESTION 18: To what extent would you say that KSU salaries reflect gender equity?",
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"text": "Forty of the 67 faculty members (59.7%) responded to this question. Of these, 13 (32.5%) were male, while 22 (55.0%) were female. Of the 40 respondents, 27 (67.5%) felt that KSU salaries either did not, or only somewhat reflected gender equity. Thirteen faculty members (32.5%) felt that moderate or complete salary equity by gender exists at Kentucky State University. Twenty-seven faculty members (40.3% of the total 67 respondents) declined to respond to this question. Table 6 presents a crosstabulation of the distribution of responses for perceived gender salary equity by respondent gender."
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"text": "TABLE 6: PERCEIVED SALARY EQUITY BY GENDER",
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{
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"text": "FACULTY COMMENTS INCLUDED THE FOLLOWING:"
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"text": "o Again, this depends on who you are. Some people receive preferential treatment."
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"text": "o I have anecdotal evidence that KSU salaries reflect gender equity."
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"text": "o I have observed men receiving higher salaries and been told that they deserve more."
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"text": "o Men are giving a boost in salaries regardless of their abilities to do the job effectively."
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"text": "o I have only compared salary with one other faculty member of the opposite gender, our salaries were the same."
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"text": "o I am paid least even though my years of service are comparable."
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"text": "o Almost completely. With other variables adjusted for, this does not seem to be a major issue."
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"text": "o Males make more than females."
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"text": "o I have anecdotal evidence that KSU salaries reflect gender equity."
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"text": "o Overall chair salaries are significantly less for female chairs; in my experience males in my same position were always paid more."
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"text": "o There is no difference between males and females in same rank/discipline in our area. Don't know about others."
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"text": "Page 182 of 276",
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Page 183
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Page 183 JSON
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"text": "Salary Equity cont."
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"text": "QUESTION 19: To what extent would you say that KSU salaries reflect racial equity?"
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"text": "Thirty-one of 67 faculty members (46.3%) responded to this question. Table 7 presents the distribution of the responses by reported race or ethnicity. Of the 31 faculty members who provided a value on the scale 13 (41.9%) were African American, 12 (38.7%) were Caucasian, 3 (9.7%) were Asian/Pacific Islander, and 2 (6.5%) declined to respond."
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"text": "Of the 31 faculty members who responded, 20 (64.6%) responded not at all or somewhat, indicating that salaries at Kentucky State University are perceived by these faculty to reflect racial disparity, while 11 respondents (35.5%) indicated that there is moderate or complete salary equity. Thirty-six faculty members (53.7% of the 67 total respondents) declined to respond to this question."
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"text": "COMMENTS FROM 11 FACULTY MEMBERS INCLUDED THE FOLLOWING:\no It is clear that one race above all is preferred for the highest tier jobs on campus."
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"text": "I certainly feel that in the past KSU administration has offered most opportunities for advancement to colleagues of color, to the detriment of the university in several instances. I know of several very deserving people who have experienced salary discrimination."
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"text": "o I have anecdotal evidence that KSU salaries reflect racial equity."
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"text": "o You have to be kidding."
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"text": "o White Men and women make more salary for less experience, credentials and ability to do their jobs; people of color are considered subservient and not given opportunities to advance in positions, negotiate salaries and/or receive pay increases to accommodate for inequities."
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"text": "This varies unit by unit and a reasoned opinion cannot be offered until such time as HR provides requested data to the Salary Compensation Committee and BASC."
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"text": "Please see my answer to #16. In our department's recent hiring practices, the salaries did not reflect racial equity, but black faculty are in demand nationwide, so that makes sense. It's not an issue that some faculty are paid more than others, so long as no one is being underpaid, which is what's happening now."
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"text": "o I have only compared salary with one other faculty member of a different race/ethnicity, our salaries were the same."
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"text": "o Perhaps a slight advantage for African Americans."
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"text": "o I have anecdotal evidence that KSU salaries reflect racial equity."
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"text": "Page 183 of 276",
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Page 184
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Page 184 JSON
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Page 185 JSON
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"text": "THESE FINDINGS DEMONSTRATE THAT MOST FACULTY RESPONDENTS FELT THAT THEIR VARIOUS TEACHING SKILLS HAD EITHER NO IMPACT OR LITTLE IMPACT ON THEIR SALARIES. FACULTY COMMENTS INCLUDED THE FOLLOWING:"
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"text": "o Skill and productivity make no difference in my experience. Most of us have been paid the minimum for our rank, and kept there for years."
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"text": "o I don't have any knowledge about raises and the reasons for them. I do know that “merit” is not easy to measure in my field."
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"text": "o There is no merit based salary increase throughout my stay at KSU."
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"text": "There is no evidence (or I don't have any information) that indicates any of the above demonstrated teaching abilities are considered when salary raises are considered. Basically we have not had merit raise for many years. But it would be very important for the University to recognize high performance as stated above for merit equity. There are many innovative, high-performing faculty whose salaries are not nearly close to the published salary ranges."
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"text": "o Salary adjustments have not been given based on merit as I ever recall in the past 18 years."
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"text": "o Salary adjustments have been made equitably across the board."
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"text": "o I do not have enough information to answer. I do know that I have the lowest salary in my department and I am doing far more than my peers in regards to improving student learning."
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"text": "o Merit salary increases have not yet been implemented at KSU."
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"type": "text",
"bbox": {
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"text": "o Merit is only rewarded by promotions, which bring raises. Otherwise it doesn't seem to matter as long as you do enough to avoid being fired."
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"text": "My pay, nor others in my department, has ever been modified due to merit. Therefore, the response to these questions can only be Not At All."
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"text": "o I have never seen this demonstrated. The pay scale is determined by level of friendship and clique affiliation."
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"text": "Page 185 of 276",
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Page 186
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Page 186 JSON
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"colspan": 1,
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"header_source": "heuristic"
}
},
{
"id": "p186.10.3",
"order": 49,
"type": "table_cell",
"bbox": {
"l": 192.48,
"t": 474.4124,
"r": 276,
"b": 455.6951
},
"text": "Percent",
"attrs": {
"row": 0,
"col": 2,
"rowspan": 1,
"colspan": 1,
"column_header": true,
"header_source": "heuristic"
}
},
{
"id": "p186.10.4",
"order": 50,
"type": "table_cell",
"bbox": {
"l": 25.44,
"t": 455.6951,
"r": 108.96,
"b": 436.9777
},
"text": "Not at all",
"attrs": {
"row": 1,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.10.5",
"order": 51,
"type": "table_cell",
"bbox": {
"l": 108.96,
"t": 455.6951,
"r": 192.48,
"b": 436.9777
},
"text": "17",
"attrs": {
"row": 1,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.10.6",
"order": 52,
"type": "table_cell",
"bbox": {
"l": 192.48,
"t": 455.6951,
"r": 276,
"b": 436.9777
},
"text": "65.4%",
"attrs": {
"row": 1,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.10.7",
"order": 53,
"type": "table_cell",
"bbox": {
"l": 25.44,
"t": 436.9777,
"r": 108.96,
"b": 418.2604
},
"text": "Somewhat",
"attrs": {
"row": 2,
"col": 0,
"rowspan": 1,
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}
},
{
"id": "p186.10.8",
"order": 54,
"type": "table_cell",
"bbox": {
"l": 108.96,
"t": 436.9777,
"r": 192.48,
"b": 418.2604
},
"text": "3",
"attrs": {
"row": 2,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.10.9",
"order": 55,
"type": "table_cell",
"bbox": {
"l": 192.48,
"t": 436.9777,
"r": 276,
"b": 418.2604
},
"text": "11.5%",
"attrs": {
"row": 2,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.10.10",
"order": 56,
"type": "table_cell",
"bbox": {
"l": 25.44,
"t": 418.2604,
"r": 108.96,
"b": 399.5431
},
"text": "Moderately",
"attrs": {
"row": 3,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.10.11",
"order": 57,
"type": "table_cell",
"bbox": {
"l": 108.96,
"t": 418.2604,
"r": 192.48,
"b": 399.5431
},
"text": "4",
"attrs": {
"row": 3,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.10.12",
"order": 58,
"type": "table_cell",
"bbox": {
"l": 192.48,
"t": 418.2604,
"r": 276,
"b": 399.5431
},
"text": "15.4%",
"attrs": {
"row": 3,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
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"bbox": {
"l": 25.44,
"t": 399.5431,
"r": 108.96,
"b": 380.8257
},
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"row": 4,
"col": 0,
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}
},
{
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"order": 60,
"type": "table_cell",
"bbox": {
"l": 108.96,
"t": 399.5431,
"r": 192.48,
"b": 380.8257
},
"text": "2",
"attrs": {
"row": 4,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.10.15",
"order": 61,
"type": "table_cell",
"bbox": {
"l": 192.48,
"t": 399.5431,
"r": 276,
"b": 380.8257
},
"text": "7.7%",
"attrs": {
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"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
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"r": 108.96,
"b": 362.1084
},
"text": "41 Declined, Total Number",
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"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
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"order": 63,
"type": "table_cell",
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"t": 380.8257,
"r": 192.48,
"b": 362.1084
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"text": "26",
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"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.10.18",
"order": 64,
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"r": 276,
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"text": "100.0%",
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"text": "Scholarly books/book chapters",
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}
},
{
"id": "p186.12",
"order": 66,
"type": "table",
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"t": 478.4918,
"r": 575.52,
"b": 369.0674
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},
{
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"type": "table_cell",
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"b": 460.2544
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"text": "Percent",
"attrs": {
"row": 0,
"col": 2,
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"colspan": 1,
"column_header": true,
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}
},
{
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"text": "Not at all",
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},
{
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"attrs": {
"row": 1,
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},
{
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"type": "table_cell",
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"t": 460.2544,
"r": 575.52,
"b": 442.017
},
"text": "51.2%",
"attrs": {
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"col": 2,
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},
{
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"attrs": {
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},
{
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},
{
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"type": "table_cell",
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"text": "27.91%",
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}
},
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"text": "Moderately",
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"col": 0,
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},
{
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},
"text": "7",
"attrs": {
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"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.12.12",
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"r": 575.52,
"b": 405.5422
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"text": "16.28%",
"attrs": {
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"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
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"l": 325.44,
"t": 405.5422,
"r": 408.8,
"b": 387.3048
},
"text": "Completely",
"attrs": {
"row": 4,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
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"r": 492.16,
"b": 387.3048
},
"text": "2",
"attrs": {
"row": 4,
"col": 1,
"rowspan": 1,
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}
},
{
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"text": "4.65%",
"attrs": {
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"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
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"b": 369.0674
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"text": "24 Declined, Total Number",
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},
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},
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"text": "100.0%",
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},
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},
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"t": 315.555,
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"b": 204.9308
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},
{
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"col": 1,
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},
{
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"text": "58.1%",
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"rowspan": 1,
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},
{
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"r": 108.4,
"b": 260.2429
},
"text": "Somewhat",
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{
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},
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"text": "16.1%",
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"rowspan": 1,
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},
{
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{
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},
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},
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},
{
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"t": 241.8055,
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"text": "9.7%",
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"col": 2,
"rowspan": 1,
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},
{
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"b": 204.9308
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"text": "36 Declined, Total Number",
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},
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}
},
{
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"type": "table_cell",
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"b": 204.9308
},
"text": "100.0%",
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},
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"t": 348.4303,
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"b": 319.3945
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},
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},
{
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"text": "Percent",
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"type": "table_cell",
"bbox": {
"l": 328.08,
"t": 302.7168,
"r": 411.76,
"b": 284.8394
},
"text": "Not at all",
"attrs": {
"row": 1,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.16.5",
"order": 111,
"type": "table_cell",
"bbox": {
"l": 411.76,
"t": 302.7168,
"r": 495.44,
"b": 284.8394
},
"text": "23",
"attrs": {
"row": 1,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.16.6",
"order": 112,
"type": "table_cell",
"bbox": {
"l": 495.44,
"t": 302.7168,
"r": 579.12,
"b": 284.8394
},
"text": "57.5%",
"attrs": {
"row": 1,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.16.7",
"order": 113,
"type": "table_cell",
"bbox": {
"l": 328.08,
"t": 284.8394,
"r": 411.76,
"b": 266.962
},
"text": "Somewhat",
"attrs": {
"row": 2,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.16.8",
"order": 114,
"type": "table_cell",
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"l": 411.76,
"t": 284.8394,
"r": 495.44,
"b": 266.962
},
"text": "11",
"attrs": {
"row": 2,
"col": 1,
"rowspan": 1,
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}
},
{
"id": "p186.16.9",
"order": 115,
"type": "table_cell",
"bbox": {
"l": 495.44,
"t": 284.8394,
"r": 579.12,
"b": 266.962
},
"text": "27.5%",
"attrs": {
"row": 2,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.16.10",
"order": 116,
"type": "table_cell",
"bbox": {
"l": 328.08,
"t": 266.962,
"r": 411.76,
"b": 249.0845
},
"text": "Moderately",
"attrs": {
"row": 3,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.16.11",
"order": 117,
"type": "table_cell",
"bbox": {
"l": 411.76,
"t": 266.962,
"r": 495.44,
"b": 249.0845
},
"text": "5",
"attrs": {
"row": 3,
"col": 1,
"rowspan": 1,
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}
},
{
"id": "p186.16.12",
"order": 118,
"type": "table_cell",
"bbox": {
"l": 495.44,
"t": 266.962,
"r": 579.12,
"b": 249.0845
},
"text": "12.5%",
"attrs": {
"row": 3,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.16.13",
"order": 119,
"type": "table_cell",
"bbox": {
"l": 328.08,
"t": 249.0845,
"r": 411.76,
"b": 231.207
},
"text": "Completely",
"attrs": {
"row": 4,
"col": 0,
"rowspan": 1,
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}
},
{
"id": "p186.16.14",
"order": 120,
"type": "table_cell",
"bbox": {
"l": 411.76,
"t": 249.0845,
"r": 495.44,
"b": 231.207
},
"text": "1",
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"row": 4,
"col": 1,
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}
},
{
"id": "p186.16.15",
"order": 121,
"type": "table_cell",
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"l": 495.44,
"t": 249.0845,
"r": 579.12,
"b": 231.207
},
"text": "2.5%",
"attrs": {
"row": 4,
"col": 2,
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}
},
{
"id": "p186.16.16",
"order": 122,
"type": "table_cell",
"bbox": {
"l": 328.08,
"t": 231.207,
"r": 411.76,
"b": 213.3296
},
"text": "27 Declined, Total Number",
"attrs": {
"row": 5,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.16.17",
"order": 123,
"type": "table_cell",
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"b": 213.3296
},
"text": "40",
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},
{
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"order": 124,
"type": "table_cell",
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"l": 495.44,
"t": 231.207,
"r": 579.12,
"b": 213.3296
},
"text": "100.0%",
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"col": 2,
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},
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"text": "Number",
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},
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"text": "Not at all",
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"rowspan": 1,
"colspan": 2
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},
{
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"type": "table_cell",
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"text": "26",
"attrs": {
"row": 1,
"col": 1,
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},
{
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"type": "table_cell",
"bbox": {
"l": 518.52,
"t": 141.8598,
"r": 581.52,
"b": 123.6624
},
"text": "70.3%",
"attrs": {
"row": 1,
"col": 2,
"rowspan": 1,
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},
{
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"type": "table_cell",
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"t": 123.6624,
"r": 455.52,
"b": 105.465
},
"text": "Somewhat",
"attrs": {
"row": 2,
"col": 0,
"rowspan": 1,
"colspan": 2
}
},
{
"id": "p186.19.8",
"order": 135,
"type": "table_cell",
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"l": 455.52,
"t": 123.6624,
"r": 518.52,
"b": 105.465
},
"text": "6",
"attrs": {
"row": 2,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.19.9",
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"type": "table_cell",
"bbox": {
"l": 518.52,
"t": 123.6624,
"r": 581.52,
"b": 105.465
},
"text": "16.2%",
"attrs": {
"row": 2,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
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"type": "table_cell",
"bbox": {
"l": 329.52,
"t": 105.465,
"r": 455.52,
"b": 87.2676
},
"text": "Moderately",
"attrs": {
"row": 3,
"col": 0,
"rowspan": 1,
"colspan": 2
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},
{
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"type": "table_cell",
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"b": 87.2676
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"text": "4",
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"col": 1,
"rowspan": 1,
"colspan": 1
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},
{
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"order": 139,
"type": "table_cell",
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"l": 518.52,
"t": 105.465,
"r": 581.52,
"b": 87.2676
},
"text": "10.8%",
"attrs": {
"row": 3,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
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"order": 140,
"type": "table_cell",
"bbox": {
"l": 329.52,
"t": 87.2676,
"r": 455.52,
"b": 69.0702
},
"text": "Completely",
"attrs": {
"row": 4,
"col": 0,
"rowspan": 1,
"colspan": 2
}
},
{
"id": "p186.19.14",
"order": 141,
"type": "table_cell",
"bbox": {
"l": 455.52,
"t": 87.2676,
"r": 518.52,
"b": 69.0702
},
"text": "1",
"attrs": {
"row": 4,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.19.15",
"order": 142,
"type": "table_cell",
"bbox": {
"l": 518.52,
"t": 87.2676,
"r": 581.52,
"b": 69.0702
},
"text": "2.7%",
"attrs": {
"row": 4,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.19.16",
"order": 143,
"type": "table_cell",
"bbox": {
"l": 329.52,
"t": 69.0702,
"r": 455.52,
"b": 50.8728
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"text": "40 Declined, Total Number",
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"row": 5,
"col": 0,
"rowspan": 1,
"colspan": 2
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},
{
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"order": 144,
"type": "table_cell",
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"t": 69.0702,
"r": 518.52,
"b": 50.8728
},
"text": "37",
"attrs": {
"row": 5,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p186.19.18",
"order": 145,
"type": "table_cell",
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"l": 518.52,
"t": 69.0702,
"r": 581.52,
"b": 50.8728
},
"text": "100.0%",
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"col": 2,
"rowspan": 1,
"colspan": 1
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{
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},
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"text": "Not at all",
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"rowspan": 1,
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},
{
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"text": "27",
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},
{
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"text": "58.7%",
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},
{
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{
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{
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},
{
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{
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}
},
{
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},
{
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},
{
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"text": "4.3%",
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},
{
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"rowspan": 1,
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},
{
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},
{
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},
"text": "100.0%",
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}
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caption (5)
footnote (1)
header (2)
heading (2)
table (9)
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142 · TABLE
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181 · FOOTNOTE
Table integrity:
17 of 17 cells don't match the text layer at their coordinates.
r0c1 (0%): “Number”
r0c2 (0%): “Percent”
r1c0 (0%): “Not at all”
r1c1 (0%): “23”
Page 187 JSON
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Page 188
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Page 188 JSON
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"text": "CONSISTENT WITH FACULTY RESPONDENT OPINIONS THAT TEACHING ACTIVITIES WERE NOT REALLY RELATED TO THEIR SALARY LEVELS, THE RESPONSES FOR THIS QUESTION INDICATE THAT RESPONDENTS FELT SIMILARLY ABOUT THEIR SCHOLARLY ACTIVITIES AND THEIR SALARY LEVELS. FACULTY COMMENTS INCLUDED THE FOLLOWING:"
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"text": "o I am a productive scholar, and these activities have made absolutely NO difference in my salary. Once when I had received a grant and asked to be paid the $1,500 for submitting a successful grant proposal (this was in KSU's policies, but to my knowledge nobody has ever received this award), I was told \"nobody asked you to do that.\" My response was that nobody had to ask, which should certainly be worth consideration, but this is just one example of how policies for compensating faculty have not been followed."
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"text": "o No work that our department has ever done has ever earned us any pay raises. Therefore, the answer can only be Not At All."
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Page 189
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Page 190
9 item(s)
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Page 190 JSON
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"text": "Salary Equity cont.",
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"text": "AS WITH THE PREVIOUS TWO QUESTIONS, FACULTY RESPONDENTS LARGELY FELT THAT THEIR SERVICE ACTIVITIES HAD LITTLE IMPACT ON SALARY LEVEL. FACULTY COMMENTS INCLUDED THE FOLLOWING:",
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"text": "I have an extensive record of service at KSU. I am still paid the absolute minimum for my rank, and that minimum is at 2007-2008 CUPA standards."
},
{
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"text": "The above service activities are not considered for salary raises. Some faculty may receive stipend or release time working on some ad hoc committees or performing certain services. The reward for good work is more work. Occasionally a stipend will be given for taking on an extra responsibility, but serving on additional committees is generally not compensated."
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"text": "o Merit salary increases have not yet been implemented at KSU."
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"text": "o Only awarded by promotion."
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"text": "o Even after five years of “Exceeding Expectations” my pay has not changed due to my service. To my knowledge, the same is true of other faculty in my department. Therefore, the answer can only be Not At All."
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Page 191
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"text": "QUESTION 23: How much per graduate-level course do you think faculty should be compensated for overload pay?"
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"text": "Twenty-nine of the 67 faculty members (43.3%) responded to this question with actual dollar amounts per course or per credit hour. The mean recommended compensation for teaching an overload course at the graduate level was $3,974. The median was slightly lower at $3,600. The modal amount was $5,000 per course. Figure 4 presents the distribution of these responses."
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"text": "FIGURE 4: Recommended salaries ranged from $300 to $10,000 per course. Twenty-seven of the 67 total faculty members (40.3%) declined to respond.",
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"text": "AN ADDITIONAL 11 FACULTY MEMBERS (16.4%) RESPONDED WITH THE SUGGESTIONS LISTED BELOW:"
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"text": "o See what other universities do. Do not reinvent the wheel."
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"text": "o It depends on the size of the class. If the class size in big enough, 3 graduate classes should be a full load. More than that should be compensated."
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Page 192
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Page 192 JSON
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"text": "Recommended Overload and Summer Salaries cont.",
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"text": "o Same as pay for summer school."
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"text": "o 1000/credit hour, not a % based on current salary, which disproportionately increases higher salaries."
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"text": "o Should be part of their teaching load calculation, same as undergraduate."
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"text": "o $4500 to $5000 (At my prior institution, I earned $3000 per undergraduate course overload, and that was almost a decade ago)."
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"text": "QUESTION 24: How much per undergraduate-level course do you think faculty should be compensated for overload pay?"
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"text": "Thirty-eight of the 67 faculty members (56.7%) responded with actual dollar amounts per course or per credit hour. The mean recommended compensation for teaching an overload course at the undergraduate level was $3,121. The median was slightly lower at $2,850. The modal amount was $3,000 per course. Figure 5 presents the distribution of these responses."
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"text": "FIGURE 5. As with the graduate level overloads, recommended salaries for undergraduate overloads ranged from $300 to $10,000 per course. Twenty-nine faculty members (43.3%) of the total 67 respondents) declined to respond."
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"text": "TWELVE FACULTY MEMBERS RESPONDED WITH THE FOLLOWING RECOMMENDATIONS:"
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"text": "o See what other universities do. do not reinvent the wheel."
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"text": "o 6 credit hours."
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Page 193
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"text": "o 2400 per course, commensurate with adjunct pay per class at sister institutions. Why would I overload here if I need money and I can adjunct elsewhere that pays better? I know many colleagues who feel (and do) similarly.\n\no 10% of gross."
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"text": "No salary differential between teaching grad & undergrad courses, and I teach both. 1000/credit hour, not a % based on current salary, which disproportionately increases higher salaries."
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"text": "QUESTION 25: How much per summer course do you think faculty should be compensated?"
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"text": "Thirty-seven of the 67 faculty members (55.2%) responded with actual dollar amounts per course or per credit hour. Twenty-three of the 67 total faculty members (34.5%) declined to respond."
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"text": "The mean recommended compensation for teaching a summer course was $3,534. The median was slightly lower at $3,000. The modal amount was also $3,000 per course. Figure 6 presents the distribution of these responses."
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"text": "FIGURE 6. The recommended salary for summer courses ranged again from $300 to $10,000 per course.",
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Page 194
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"text": "o See what other universities do. do not reinvent the wheel."
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"text": "o 8 to 10% of base pay per course; sister institutions in KY average 9% of base per course."
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"text": "QUESTION 26: What percentage should faculty receive as a cost of living increase?"
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"text": "Sixty-three of the 67 faculty members (94.0%) responded to this question. Figure 7 presents the distribution of these responses. Of these, 28 faculty members (43.8%) indicated that cost of living increases should be in the amount of 2% to 3%, while another 12 faculty members (18.7%) indicated that increases should be 4% or 5%. Four of the 67 total faculty members (5.8%) declined to respond."
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"text": "Recommended Percentage\nfor Cost of Living Increases",
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"text": "FIGURE 7. Recommended percentage for annual faculty cost of living increase.",
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"text": "THE 23 FACULTY MEMBERS (35.9%) WHO RESPONDED \"OTHER\" MADE THE RECOMMENDATIONS LISTED BELOW:"
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"text": "o Currently five percent since we haven't had one in so long."
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"text": "o Use the national reported COL increase for Soc. Sec. and other similar programs."
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"text": "o An amount equal to the federal COLA."
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"text": "o 5%, only be given to those under $45,000 with 9 month contract."
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"text": "o Depends on the state of the economy."
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"text": "o 5%, unless someone just received a large raise or they are already being wayyyy overpaid."
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"text": "o It depends on the increase in the cost of living."
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"text": "o 2% with additional if it is justified by regional cost of living increases."
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"text": "QUESTION 27: What percentage should faculty receive as a merit-based increase on their annual performance evaluation?\nSixty-one of the 67 faculty members (91.0%) responded to this question. Figure 8 presents the distribution of responses. Twenty faculty members (29.8%) recommended an amount of 5% for merit increases awarded with yearly evaluations. Sixteen faculty members (26.2%) recommended a 3% increase, while an additional 11 (18.0%) recommended a 2% increase. Six of the total 67 faculty members (9.0%) declined to respond."
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"text": "FIGURE 8. Most faculty members who responded to this question felt that merit pay increases should be 5% annually."
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"text": "NINE FACULTY MEMBERS RESPONDED WITH THE RECOMMENDATIONS LISTED BELOW:"
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"text": "This should depend on measurable impact or contribution. A presentation at a local meeting is not the same as a presentation at a national or international meeting. Service on a KSU committee is not the same as service on an international or national committee. Local activities are valuable, but meetings or activities at larger venues may be more impactful."
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"text": "With current Chairs and Deans in place such evaluations would have to be vetted by a university-wide Committee similar to the Tenure and Promotion Committee. Otherwise, it is a formula for continued discrimination."
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"text": "o Varies with level of merit, eh?"
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"text": "o There should be a merit pool of money that is distributed to those who have met the requirements for merit pay."
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"text": "Sixty-one of the 67 faculty members (91.0%) responded to this question. Figure 9 presents the distribution of these responses. The mean year of hire for these respondents was 2007, while the median was 2007. The modal year of hire was 2017, during which 9 faculty respondents reported that they joined Kentucky State University. Seven faculty members declined to respond to this question."
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"text": "FIGURE 9. Year of hire ranged from 1976 to 2018, with a relatively large number of reported hires occurring in 2017 (9 faculty), 2007 (8 faculty), and 2015 (6 faculty).",
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"text": "QUESTION 29: For how many years have you been a faculty member at KSU?"
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"text": "Sixty-four of the 67 faculty members (96.0%) responded to this question. Figure 10 presents the distribution of these data. The mean number of years of service was 9.3 years, with a median of 10 years of service, and a mode of 1 year."
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"text": "FIGURE 10. Ten faculty members served at Kentucky for a year or less at the time of this survey. The cluster of new hires from 2014 to 2018 largely represents replacements for faculty who either quit, retired, or were released from the university, although many areas are still understaffed.",
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Page 198
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"text": "Sixty-four of the 67 faculty members (96.0%) responded to this question. Figure 11 presents the distribution of responses. Seven faculty members declined to respond."
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"text": "Of the 64 faculty respondents, most (54.7%) were hired at the Assistant Professor level, while another 19 (29.7%) joined Kentucky State University as visiting or adjunct faculty, lecturers, or instructors. Faculty hired at these levels are not expected to share in advising or service activities. This practice unduly burdens the tenured and tenure-track faculty by forcing them to take additional service responsibilities and/or teach overloads to maintain compliance with SACSCOC and the Kentucky Council on Postsecondary Education standards."
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"text": "QUESTION 31: What is your current appointment?"
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"text": "Sixty-one faculty members responded to this question. Figure 12 presents the distribution of these results. Forty-seven faculty members (77.0%) were currently in either 9 month or 12-month tenure track positions. Six of the 67 total faculty members (8.9%) declined to respond to this question."
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"text": "FIGURE 12. Most respondents held tenure track positions.",
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Page 199
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"text": "Fifty-eight faculty members responded to this question. Figure 14 presents the distribution of these results. Twenty faculty members (34.4%) identified their race/ethnicity as African American or other African descent, while 31 faculty member respondents (53.4%) identified their race/ethnicity as Caucasian. Twelve of the total 67 faculty members (17.9%) declined to respond to this question."
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"text": "FIGURE 14. Faculty member respondent self-reported race/ethnicity. No faculty reported as non-white Hispanic or Native American. One faculty member reported as mixed/multiple race or ethnicity.",
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"text": "QUESTION 34: Are you male or female?"
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"text": "Fifty-seven of the 67 faculty members (85.1%) responded to this question. Of these, 30 (52.6%) were female and 27 (47.4%) were male. Ten of the 67 total faculty members (14.9%) declined to respond to this question."
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"text": "QUESTION 35: Are there any comments you would like to make about other compensation issues we have not mentioned?"
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"text": "Disparity in salaries between female faculty members with terminal degrees versus male faculty members who finish terminal degrees after hire."
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"text": "The process of hiring and compensation, you should be overseen by KSU president; lower rank administration at departments offer very unequal salaries and cover it up by arguing that the other faculty \"negotiated\" to silence any complaint."
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"text": "When considering our comparable institutions, we should stay away from comparing ourselves only with our sister HBCUs. I believe that in the past this has been used as a way to justify why faculty should be paid at a different and much lower level than faculty at other institutions in our region. My field's professional organization does a very good job of examining the relationships between factors such as race, sex, and other demographic variables. This organization reports that salaries of African American faculty in my field earn approximately $5,000/year more than faculty of other races, yet KSU faculty are tragically underpaid. Several years ago, when a colleague and I were discussing salaries, that person remarked, \"we don't need to 'Jim Crow' ourselves.\" This is especially the case when we are trying to attract African American colleagues who can demand (and receive) substantially higher salaries elsewhere."
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"text": "o Percentage-based raises will only exacerbate current salary discrepancies."
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"text": "We lack resources! The university could engage in fundraising efforts to expand the resource base - by reaching out more, by marketing aggressively, by involving all alumni, faculty, staff, and the community. The current administration is showing a lot of promise. The mere fact of sending out this survey indicates good intent, and I applaud that! We need to be able to sustain ourselves, and we can. Let us join forces to make a positive difference!"
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"text": "o Revise KSU's 2012 CUPA salary to 2018 level first in each Division/Discipline. Provide reasonable raise to the faculty who were hired before 2012, are competent but have not received any raise, Provide raise to them at least at KSU's 2012 CUPA level. Give additional raise (5% every year) to faculty who brings significant amount of competitive grants and create stipends for students. Provide cost of living every year minimum 1%. Reward and punish to those faculty who are meritorious or vice versa based on annual performance evaluation."
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"text": "o Faculty should receive compensation according to grant proposals that are successfully funded. The compensation should be a specific fraction of the Indirect Costs awarded with the grant."
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"text": "o Raises should be given to faculty members who earn their doctorate, or other certifications."
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"text": "o I appreciate the survey - it shows effort on behalf of the University."
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"text": "o They are unfair."
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"text": "o I was denied promotion by the university TP committee when I first applied, even though I was unanimously recommended by my department. That was in about 2007. Since then, I have received very few raises, none for the past 3 years, and my standard of living has declined severely due to increases in the cost of living. The university should realize that when faculty are treated as disposable or not valuable, the faculty member's willingness to go the extra mile or to speak positively about the institution is not great. I teach many freshman courses in a field where students are not well prepared for college, and it is a constant struggle to remain positive when the administration threatens us with our DFW rate and never asks us what should be done to improve student performance. Instead, outside \"retention experts\" are hired at extremely high salaries. We are perceived as the enemy."
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"text": "o In my field, I am below an incoming assistant professor. My Extension appointment made a faculty position unavailable until CAFSSS was created."
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"text": "o Faculty salaries at the low end should be increased significantly. KSU is wasting enormous dollars on new unnecessary administrators. The students are noticing. I overheard a group of students a couple weeks back complaining about how KSU seems to be making up new titles for new administrators, while raising tuition significantly and firing popular professors."
},
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"text": "o I wish the university had been competent to negotiate salary when I was hired. It was not."
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"text": "The DOFA chair discriminates extensively between academic disciplines relating to part time salaries and refuses to even recommend equitable part time compensation to a retired Associate Professor, Doctorate and only KSU employee qualified to teach Elem Art Education, 33 years of full-time service. He makes less than non-terminal degree part time Music employers. DOFA chair hired new \"Visiting Artists\" at $48,000 and $50,000 while tenure track Assistant Professors (who were vetted via an extensive nationwide/year-long search) made $44,000 for four years of stellar performance (and hired away for obvious reasons). (2) Chair salaries across campus are inequitable. (3) The current Faculty Regent received a 116% salary increase last year, was named Chair, and as such approves his own divisional budget as Regent. (4) The single most significant contributor to university salary inequity is the continuing practice of hiring with full tenure and promotion to full Professor, contrary to policy and undercutting the tenure and promotion process."
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"text": "o All are covered, and a sad state of affairs."
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"text": "o Salary inequity exists. A tenured Associate Professor in a large discipline should earn more than $51,000 annually at year 10."
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"text": "o To be simple: Equal pay and make it work! create a standard salary chart based on the rank, discipline, and years of service. Also, please do the same for staff as well."
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"text": "o I realize the University is trying to remedy this situation as best they can but, you will still continue to lose quality faculty because they will have no other choice but to seek employment elsewhere due to the substandard salaries."
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"text": "o I find a large number of my fellow faculty have a overblown opinion of their worth. I also find these to be the biggest complainers of compensation. If I wasn't satisfied with my compensation, I would leave."
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"text": "o University of Kentucky is an 1862 Land Grant University while we are an 1890 Land Grant University. Our college of ag functions in research, extension and teaching as does U.K. and we have the same expectations as U.K. faculty, but are paid, on average, $25,000.00 less per year. This seems to be acceptable to everyone. To me, however, it is NOT acceptable, because we should not be willing to accept lower pay than our Land Grant counterpart 30 minutes down the road from us just because we're the 1890s Land Grant Program."
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"text": "Salaries at KSU are not the lowest in the state, but they always have been inequitable. Most (not all) of the salaries in our department are $20,000 - $30,000 below what professionals with our education and experience would make in the community. Of course, we all recognize that some faculty are most qualified than others, so some could gain employment elsewhere, while others could not (despite their claims). Also, over the years, some faculty have been allowed to negotiate their salaries, while that door has been firmly closed for others. Then, under the last administration, changes were made in the name of racial equity for a few faculty - not many - based on individual negotiations and relationships, and the discrepancies and hurt feelings grew, across campus. We have lost excellent faculty, over the years, due to this problem and we need to deal with it."
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"text": "I hope that the outcome of the survey will be an increase in long-term faculty's salaries rather than a reduction in new faculty salaries. If we cut new faculty salaries, we could lose them and be left with the alt-right, 80% white faculty we currently have, which makes the university an anomaly among HBCUs."
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"text": "o I have brought in over $1.1 million in competitive outside funding. I believe that faculty should be given financial incentives for bringing in outside funding to the university. It is common for other research institutions to award a bonus to faculty who are awarded grants."
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"text": "o Change in status happened in 2012 without any consideration for past service. It is difficult to answer some of these questions based on that issue. Rank and salary were not adjusted when that happened based on past service to the university. That needs to be addressed before we can we can balance compensation in this department."
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"text": "o KSU faculty salaries are profoundly demoralizing. There have been no raises for nine years. Rank/discipline ranges have not been adjusted for 12 years. We feel abused and forgotten."
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"text": "o I am pleased to hear Dr. Brown's comments about potential raises. However, in addition to increases with rank changes, all faculty, and especially in my department, are long overdue for raises in general, and at the least, professors who have been here for many years should be brought current to pay for new hires in the same department. Then, the raises for rank increases should apply after that has been achieved."
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"text": "Question 36: Is there anything you would like to say about any topic not addressed in this survey?"
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"text": "o In August, the president boasted about KSU's being the most diverse HBCU in the nation. Then he introduced his resoundingly non-diverse cabinet. The administration seems anything but color-blind."
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"text": "o Unfairness and inability to report grievances to respective dean when spouse is the chairman of the division/department where the grievance arises from."
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"text": "o It would be helpful to many faculty, staff, and students if there were better communication from Academic Affairs. I have heard quite a few people say that it is difficult to get responses, or that meetings are often cancelled. Another communication issue is the way that KSU news and announcements are now handled. We used to be able to just scroll down on the web page to see all the announcements, but now things are going out in emails that go into clutter or junk mail, and people don't get news as they should. The current policy of not publishing anything that is not submitted by Monday afternoon really inhibits communication about things that may come up on short notice. For example, I receive information from several sources where webinars are announced, and I would customarily share them through the public announcements. Now I am unable to do this, and I believe that opportunities are being missed because the word doesn't get out in time. Making people click on links to read things is likely to make them scroll past without bothering to click. Please don't make it harder to communicate with colleagues and students."
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"text": "Let not the change in administration affect progress. Let us abide by the promises made to faculty when they were hired, even if that happened during the tenure of a previous administration. That is the primary way to attract and retain talented and hard-working faculty who can bring positive change. It is sad when a word given during hire is not kept prompting someone to look for other options."
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"text": "o Conduct annual evaluation of Chairs and Deans by their faculty. Remove chairs who have not transformed their programs and produced competitive workforce, have not increased substantially enrollment and graduation rate. Don't allow chairs to continue to serve in a unit for more than 5 years who are not effective. Chairs should be rotated by giving chance to other capable faculty within the divisions. Ensure fair, transparent and competitive hiring practice. Encourage and recognize faculty who have been actively involved and provided outstanding professional service to the campus. Establish annual awards for outstanding faculty within each college. Encourage 9-month faculty to write grants, provide research seed money and additional incentives to them. Institutionalize research more aggressively within the university. There are many agencies who intend to fund HBCUs. We need to tap them. Make every administrative position's job description transparent and make them accountable. Organize summer faculty retreat for teaching faculty's professional and pedagogical development by training them about cultural pedagogy, new teaching methods, active learning, integration of technology, research and critical thinking modules in classroom. Expand study abroad program. Make university committees effective by having meetings periodically."
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"text": "o Faculty with split appointments (teaching/research/extension) should be evaluated by different criteria than full-time teaching faculty."
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"text": "I wish that the UNV courses and Student Success programs would do more to instill a better idea of the necessity of work and study habits in students. Many of our students have never had to read book chapters or write essays, and they are not aware of the time it takes to complete assignments, or of the focus required to learn material. I think that administrators would be shocked to observe a typical freshman English classroom, in which most students are not paying any attention at all."
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"text": "Please consider the grant funding and national recognition that Extension Specialists with terminal degrees provide."
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"text": "o Not valued at this institution."
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"text": "o Support for travel for professional development is also worth considering."
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"text": "There's been lots of studies over the years on salary. There's been little done as a result of them, save for once well over 10 years ago."
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"text": "Evaluations need to be standardized and based on direct service to KSU in order to receive merit increases and tenure."
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"text": "Should add staff salary survey."
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"text": "Just that this needs to be completed and remedied as soon as possible."
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"text": "With the current financial situation that the university is in, any adjustments in compensation need to be directed to those who have the lowest compensation (<$50,000)."
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"text": "Retirement: It should be recognized that, even if salaries become fairer, that will be of limited help to long-time faculty who are not in KTRS and are nearing retirement. It is my understanding that KSU continues to contribute more to the retirement of employees in KTRS than those whose retirement is with TIAA. If salaries are increased for folks in KTRS for 5 years, that will positively impact their retirement. If they are increased for folks like me, who are not in KTRS - and we're already receiving less contribution from KSU - then what? How can we remedy this long-term inequity?"
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"text": "One additional point, the Extension Associate in the U.K. College of Ag with a M.S. degree makes a higher salary than many of our full professor Ph.D. researchers with over 20 years of experience.\nThe salaries of faculty who teach basic requirement courses should be raised the same percentage as the drop each year in ACT scores of admitted students. For example, if accepted ACT scores drop by 15 percent, instructor salaries should increase by 15 percent."
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"text": "o We need to address issues of unequal expectations. Evaluations are not uniform. Also, the understanding of merit and how that should be applied cannot address most of the issues that prompted this discussion."
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"text": "o I have to admit that I am skeptical that this survey will have any impact. We've been told for years that we would get raises. Show me the money."
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"text": "o Glad to be at KSU serving Kentuckians."
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"text": "Nothing will change until an objective way to truly measure performance is developed. Right now a lot of pay increases are based on those who are the best at self-promotion which is in direct contrast to student promotion. Servants do not self-promote and those serving the students are being ignored or over-looked."
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"text": "QUESTION 37: Are there any other issues you feel Faculty Senate should address on behalf of the faculty?"
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"text": "o I believe there should be no favored religious group at KSU. In accordance with this, I feel that mentioning Jesus in official convocations is an affront to non-Christian faculty, staff, and students."
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"text": "o \"Integrity\" issues particularly where sexual misconduct involving faculty member and student arises."
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"text": "o Better communication about what is actually going on in the Board of Regents would be helpful. Faculty Senate can't do anything to assist or provide input if we don't know what topics are under discussion. There are many dedicated and talented faculty at KSU who could contribute more to the institution if they are allowed to have a voice and participate in shared governance."
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"text": "o Raising standards should go hand-in-hand with raising salaries, and vice versa. Making things transparent, clear, forceful, and goal-oriented, and truly implementing shared governance will go a long way, I believe."
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"text": "o Organize orientations and training to new faculty. Ensure for timely T&P calendar, implementation of policies and procedures stated in the faculty handbook, such as evaluation of deans and chairs. Update faculty handbook every year. Ensure for appropriate release time for faculty who serve in the executive positions of F/S. Ensure for timely approval and implementation of action items by administrators approved by the senate. Coordinate with the Academic Affairs office for organizing professional development workshops, periodic trainings and summer retreat for faculty for pedagogical development. Assist administrators in making fall/spring institute (encampments) more effective by organizing additional sessions such as faculty T&P preparation training, innovative teaching methods, grants writing, etc."
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"text": "The faculty senate should recommend the revision of the annual evaluation criteria for faculty. Faculty with split appointments should be evaluated according to their work in teaching, research and extension. Faculty who are full-time teaching should be evaluated for their teaching."
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"text": "The fact that sick leave conversion to retirement time was discontinued by the Burse administration without the knowledge of any faculty/senate etc. Is there even a slight chance this could be reversed?"
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"text": "o Equity by gender and race."
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"text": "o Merit pay criteria should be decided at the department level."
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"text": "o Senate needs to pass an action item stating that if any non-teaching faculty serve in positions that are compensated by release time (president/secretary), those non-teaching faculty should get a commensurate stipend during their service. As it is, non-teaching faculty who serve in such positions, as Dr. Hampton last year, are treated unfairly. This is also a disincentive to non-teaching faculty to run for such positions."
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"text": "o Don't have the energy to do so."
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"text": "Poor communication between administration and faculty- specifically the short notice that we often receive for mandatory meetings and short notice about changes to schedules or providing information about mandatory events like graduation."
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"text": "o Consistent pursuit of reliable competence from the executive staff side of the house."
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"text": "o Yes. Something is better than nothing, we will never satisfy everyone so this needs to be in the minds when decisions are made."
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"text": "We need to change the course evaluations. Most students don't complete them and yet they are used for promotion, tenure, and perhaps now, for merit increases. How can we evaluate our courses with more reliability and validity? We also need more assistance with the tasks that need to be accomplished for SACSCOC. Some faculty are familiar with creating SLOs, valid assessments and rubrics, innovative instructional strategies, and curricular matrices, while others are not. Hit-and-miss workshops and trainings are not enough. We need an ACE lab for faculty, staffed by experts in teaching, learning, and assessment."
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"text": "o There should be an optional stipend for non-teaching faculty who serve in Senate positions offering release time."
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"text": "o Race. Why are we the only HBCU without Black professors? Why am I working in a slavocracy?"
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"text": "o Need to address issues with faculty handbook and find a way to get university to follow the policy better. It is improving but still needs improvement."
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"text": "The ever-growing mountain of institutional research work (assessment data, etc.) being piled on to faculty and the related demand that we \"quantify\" every aspect of the educational process."
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"text": "o I think Senate is doing a good job on our behalf, and have been for the past several years."
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"text": "o Rank when someone comes in as a full professor from previous institutions."
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"text": "o Set up an award for getting grant (a percent of the grant with a cap)."
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"text": "Kentucky State University is requesting the full Matching Funds Requirement for Agricultural Research and Extension Formula Funds at 1890 Land-Grant Institutions. Federal law stipulates that funding must be provided from non-federal sources made available by the State to eligible institutions for programs or activities that fall within the purposes of agricultural research and cooperative extension under sections 1444 and 1445 of the National Agricultural Research, Extension and Teaching Policy Act."
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"text": "Unless action is taken by the General Assembly, Kentucky State University faces a significant budgetary impact in 2021-2022 due to the sunset of the stop-loss provision in KRS 164.092. Kentucky State University supports a 2% stop-loss provision allowing the campus to fulfill the authorized Management Improvement Plan established by the General Assembly in HB 303 (2016)."
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"text": "A vibrant university that delivers academic excellence and focuses on student retention and success is a strong pillar of the community and economy. Kentucky State University’s enrollment initiative integrates innovative practices centered around analytics, curriculum, standards, and measurement to reduce barriers to timely completion of the degree. The university requests legislative support for student success tools such as mental health and intervention programs, expanding next-generation online learning and campus technology (including Pre-College Academy, University College, and KCTCS transfer articulation/common course numbering)."
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"text": "Periodically evaluate the University’s progress in implementing its mission, goals, and objectives to conform to the strategic agenda, and hold University officers and officials accountable for the status of the University’s progress;",
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"text": "Become familiar with, committed to, and abide by, the major responsibilities of this governing Board, as set out in these Bylaws and the Kentucky Revised Statutes, including:",
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"text": "Section 3.5: Board members confronted with a University problem or concern should report this matter to the President and to the Board chairperson. In the event the problem or concern relates to the Board chairperson, the matter should be reported to the Board vice chairperson. The chairperson or vice chairperson will direct whatever action is deemed necessary in consultation with the President, if necessary, or with University internal or external counsel. The appropriate Board Committee chairperson will also be involved in the process. Under no circumstances should a Board member individually address the situation."
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"text": "Section 4.1: The Board of Regents shall consist of eleven persons as provided by State law: eight members appointed by the Governor of Kentucky, one faculty member elected by members of the faculty with academic rank above instructor, one student member elected by the student body, and one non-teaching personnel member elected by members of the staff."
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"text": "Section 4.2: The gubernatorial appointments may include one (1) graduate of the respective institution who resides outside the Commonwealth. Not more than two (2) appointed members of any Board shall be residents of one (1) county. The appointments shall reflect the proportional representation of the two (2) leading political parties of the Commonwealth based on the state's voter registration. Membership on the Board shall reflect no less than proportional representation of the minority racial composition of the Commonwealth. Membership on the Board shall not be incompatible with any state office. A change in residency after the date of appointment shall not affect a member's ability to serve nor shall it prevent a member's eligibility for reappointment."
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"text": "Section 4.4: The faculty member shall be a teaching or research member of the faculty of the rank of assistant professor or above, excluding departmental chairs, deans, directors, vice provosts, and provost. He/she shall be elected by secret ballot by all faculty members of the rank of assistant professor or above."
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"text": "Section 4.5: The nonteaching personnel member shall be any full-time staff member excluding the president, vice presidents, academic deans, and academic department chairpersons. He/she shall represent all nonteaching University employees including, but not limited to, building facilities and clerical personnel. He/she shall be elected by secret ballot by the nonteaching employees."
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"text": "Section 4.6: The student member on the Board shall be the president of the student body of the University during the appropriate academic year and may be an out-of-state resident, if applicable."
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"text": "Bylaws"
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"text": "Kentucky State University Board of Regents\nEffective Date: January 23, 2015 (Approved KSU Board of Regents)\nPage 6 of 15"
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"text": "Section 4.7: All persons appointed shall be required to attend and complete an orientation program prescribed by the council under KRS 164.020 as a condition of their service."
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"text": "Section 5.2: The terms of the appointed members of the Board of Regents shall be for six years and until their successors are appointed and qualified."
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"text": "Section 5.4: The student member shall serve for a term of one year beginning with the first meeting of the fiscal year which contains that academic year. If the student member does not maintain his position as student body president or his status as a full-time student at any time during that academic year, a special election shall be held to select a full-time student member."
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"text": "Any Board member may be removed by the Governor for cause as prescribed in KRS 63.080(2) or may be removed and replaced as prescribed in KRS 63.080(3) to meet the proportional representation requirement.",
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"text": "All appointed members of the Board may be removed for cause as prescribed in KRS 63.080(4) if the Board is no longer functioning according to its statutory mandate as specific in the enabling statutes applicable to the Board, or if the Board membership's",
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"text": "Kentucky State University Board of Regents\nEffective Date: January 23, 2015 (Approved KSU Board of Regents)\nPage 7 of 15"
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"text": "conduct as a whole constitutes malfeasance, misfeasance, incompetence, or gross neglect of duty, such that the conduct cannot be attributed to any single member or members."
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"text": "(3) The inability of the Board to hold quarterly meetings, to elect a chairperson annually, to establish a quorum, to adopt an annual budget, to set tuition rates, to conduct an annual evaluation of the president of the university, to carry out its primary function to periodically evaluate the university's progress in implementing its mission, goals, and objectives to conform to the strategic agenda, or to otherwise perform its duties under KRS 164.350 shall be cause for the Governor to remove all appointed members of the board and replace the entire appointed membership pursuant to KRS 63.080(4)."
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"text": "Bylaws\nKentucky State University Board of Regents\nEffective Date: January 23, 2015 (Approved KSU Board of Regents)\nPage 8 of 15"
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"text": "Article VI:\nMeetings of the Board of Regents",
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"text": "Section 6.1: The Board of Regents shall hold its first meeting within thirty days after each appointment of new members."
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"text": "Section 6.2: Thereafter, the Board of Regents shall meet quarterly in regular session at the University or at such other times and places as agreed upon according to a calendar adopted annually by the Board. The annual meeting calendar shall include dates for the Board's annual retreat."
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"text": "Section 6.3: The chairperson of the Board shall call special meetings of the Board at the request of the President of the University or by two members of the Board. The Board may at such special meetings transact any or all business that it may transact at a regular meeting except that the business to be transacted at a special meeting shall be specified in the notice of the meeting in accordance with Kentucky's Open Meetings law."
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"text": "Section 6.4: The chairperson of the Board may call an emergency meeting pursuant to this provision of the Bylaws. For purposes herein, “emergency” is defined as a situation which creates or has the potential to create a threat to the health, wellbeing, or safety of the University or the University community. The Board shall make a reasonable effort, under emergency circumstances, to notify the members of the Board, media organizations which have filed a written request for notification, and the public of the emergency meeting. At the beginning of the emergency meeting, the chairperson shall briefly describe for the record the emergency circumstances preventing compliance with the notice provisions under the Open Meetings law. These comments shall appear in the minutes. Discussions and action at the emergency meeting shall be limited to the emergency for which the meeting was called."
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"text": "Board members are expected to attend all Board meetings, commencement ceremonies, and participate in Board development activities. If a Board member is unable to physically attend a Board meeting, he/she may participate via any appropriate technology that allows the Board member to substantively participate via means that is consistent with the Open Meetings Act or any other applicable law.\nSection 6.6: Members of the University community and members of the public are welcome to attend open meetings of the Board, but may not address the Board of Regents or otherwise participate in the meetings except pursuant to a previously approved request for appearance to be heard in accordance with this paragraph."
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"text": "Kentucky State University Board of Regents\nEffective Date: January 23, 2015 (Approved KSU Board of Regents)\n9"
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"text": "Persons desiring to be heard by the Board shall first submit to the President in writing the subject matter and the reason for desiring to be heard by the Board. The President shall then call the request to the attention of the Board chairperson. The chairperson may then determine whether or not to permit the person requesting appearance before the Board to speak, or the Board by a majority vote may grant such a request of the person requesting authority to speak. The Board shall be notified of all requests that are denied."
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"text": "Section 6.9: Meeting agendas of the Board shall be determined jointly by the President and the Board chairperson, with essential materials provided to the Board members at least seven (7) calendar days in advance for regular meetings, and as soon as practicable for special meetings."
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"text": "Section 6.10: Upon the concurrence of the Board chairperson and the President, agenda items may be designated as consent agenda items in the agenda of a regular Board meeting. Consent agenda items shall be recommended for approval by a single vote by the Board without discussion of individual items. Only individual Board members shall have the right to remove any item from the consent agenda and place it on the agenda for separate consideration by the Board."
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"text": "Section 7.1: The Board of Regents shall elect its chairperson and vice-chairperson annually at the Board's first meeting."
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"text": "Bylaws\nKentucky State University Board of Regents\nEffective Date: January 23, 2015 (Approved KSU Board of Regents)\n10"
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"text": "Section 7.3: The Board shall appoint a Treasurer and the term of the Treasurer shall be at the pleasure of the Board."
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"text": "Section 7.43: The Board shall appoint any such officers as it deems necessary, except no member of the Board shall be appointed Treasurer."
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"text": "Section 8.1: The Chairperson shall preside at the meetings of Board and shall be responsible for the management and orderly conduct of the business of the Board. The Chairperson shall issue calls to convene the Board in regular and special meetings. He/she shall determine the date, time and place of the Board meetings."
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"text": "Section 8.3: The Secretary shall keep and prepare all records, books and papers belonging to the Board. The Secretary shall prepare for and submit to Board members in advance an agenda of the business for discussion and decision by the Board. The Secretary shall record and keep on file accurate minutes and other documents of all Board deliberations and decisions. The Secretary shall submit the minutes of each Board meeting to members of the Board not more than thirty (30) days after approval of the minutes, and shall ensure that the Board Chairperson signs all approved minutes. The Secretary shall transmit all officially signed minutes to the University Archives in Blazer Library. Further, the Secretary shall prepare, under the direction of the Board, all reports and estimates, and shall execute all matters belonging to his office. The Secretary's compensation shall be fixed by the Board, if appropriate."
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"text": "Section 8.4: The Treasurer shall be responsible for the management of the financial affairs of the Board and the University in accordance with accepted budgetary procedures and state law. He/she shall receive and disburse money under the control of the Board, and perform all acts that pertain to his office under the direction of the Board. He/she shall present at each regular meeting of the Board a statement of the financial status of the University."
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"text": "Bylaws\nKentucky State University Board of Regents\nEffective Date: January 23, 2015 (Approved KSU Board of Regents)\n11"
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"text": "Section 9.1: The standing committees of the Board of Regents shall be the Academic Affairs Committee, the Audit Committee, the Brand Identity and University Relations Committee, the Executive Committee, the Finance and Administration Committee, the Governance Committee, the Institutional Advancement Committee, and the Student Engagement and Campus Life Committee. Members and chairpersons of the standing committees of the Board shall be selected by the chairperson of the Board of Regents. Other standing committees of the Board shall be determined by the Board with members appointed by the Chairperson. Ad hoc committees may be created and members appointed by the Chairperson."
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"text": "Section 9.2: Committees shall possess no delegated authority of the Board of Regents unless approved by a majority vote of the Board or as allowed under these Bylaws. All actions of each committee, unless taken with delegated authority, shall constitute recommendations to the Board and shall be subject to approval by a majority vote of the Board."
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"text": "Section 9.3: All Committee members shall serve for a term of one year or until their successors have been duly selected by the chairperson. In the event of a vacancy on a committee, the successor member shall be selected by the chairperson of the Board of Regents and shall hold office for the balance of the term of office of the person vacating their office.\nSection 9.4: The Executive and Audit Committee shall be composed of the officers of the Board of Regents, the standing committee chairpersons, and the past Board chairperson. The chairperson of the Executive Committee shall be the chairperson of the Board of Regents. The Executive Committee shall provide guidance to the President on matters that arise in the interim between regular meetings. The Executive Committee shall have the same powers as the Board of Regents during the interim between meetings of the board, except that it may not elect or dismiss a president of the University, create a new position in the University, abolish one already existing, nor adopt the annual budget for the University."
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"text": "recommendations coming to the Board of Regents affecting the academic and intellectual affairs of the University. The President of the University shall appoint a member of the staff to serve as administrative agent to the committee."
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"text": "Section 9.6: The Brand Identity and University Relations Committee shall review, evaluate, and provide guidance on all matters related to maintaining and promoting the brand identity and reputation of Kentucky State University. All brand identity and university relations administration, plans, goals, assessments and activities shall further the University's mission and vision—inside and outside of the University."
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"text": "The U.S. Department of Education has notified institutions of higher education of obligations under section 117 of the Higher Education Act of 1965, requiring institutions defined in section 117(h)(4) to report gifts from, or contracts with, a foreign source in the amount of $250,000 or more in one year. The law also requires an institution owned or controlled by a foreign source to disclose ownership or control. The U.S. Department of Education has increased oversight and enforcement of the reporting requirement by institutions administering federal student financial aid programs covered by section 117 due to national security concerns from foreign entities."
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"text": "The U.S. Department of State issued a designation and determination of the Foreign Missions Act on October 15, 2019, requiring all Chinese members of the People's Republic of China's foreign missions in the United States to submit prior notification to the Office of Foreign Missions for any official visits to educational institutions in the United States."
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"text": "The Board Self-Evaluation Results show that holistically the Board ranks their performance between 3.0 and 3.5 in each of the major assessment areas. Specifically, Board Policy-Making Role and Function is a 3.2, Board Organization and Operation is a 3.3, Board Leadership and Accountability is a 3.2, Board Expectations is a 3.1, and Board President Relations is a 3.5. In comparison to the 2018 Board Self-Evaluation, the 2019 Board Self-Evaluation revealed an increase or remained consistent across three categories, and decreased by .1 of a point in two categories which include, Board Expectations and Board President Relations. The largest change (+.3) was regarding Board Policy-Making Role and Function."
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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": "Each question is grouped into five (5) major areas: Board Policy-Making Role and Function (questions 1 through 5), Board Organization and Operation (questions 6 through 10), Board Leadership and Accountability (questions 11 through 15), Board Expectations (questions 16 through 20), and Board-President Relations (questions 21 through 25). The average scores of these major area groups of the current responses compared to the 2018 responses are shown below:"
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Page 240
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106 · FOOTNOTE
107 · FOOTER
Table integrity:
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r3c1 (11%): “The Board expects the development and implementation of an …”
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Page 241
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Page 241 JSON
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"text": "In many cases, there are many ‘Uncertain’ responses ([p241.1.1]) collected from the current survey that brings down the average score compared to the previous year ([p241.1.2]). In terms of policy making roles and functions, Board members feel more confident in themselves but have lower expectations compared to the previous year. On the other hand, the Board members feel the same in terms of organization & operation, and leadership & accountability. Overall, the Board members feel the same about themselves, averaging as ‘Above Average’ in their performance, from the past year to current.",
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"text": "When analyzing the essays, responses are categorized into a few major key words to obtain a comparable measure. Table 3 below shows a comparison between 2 (two) years of responses."
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Page 242
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1 · TABLE
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"text": "The essays provide a picture that the Board members have higher satisfaction levels toward all of the achievement by the University. Concerns regarding the University’s financial health has decreased, and all of the achievements have instilled self-confidence in the Board members. They don’t see themselves as different, but more of a united voice who care about the university, engage more with university constituents, more confidence in the current staff/faculty and the financial standing, but still expect better and steady performance which will result in more achievements from the university, especially when comparing KSU with its peer institutions."
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"text": "Lastly, to better facilitate the analysis of the survey responses in the future, it is greatly recommended for the Board members to provide their opinion in a readable handwriting. This will prevent any misperception of the responses. For any question or concern, please contact the Office of Institutional Research."
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Page 243
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1 · HEADER
2 · CAPTION
3 · TABLE
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46 · FOOTER
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r2c2 (50%): “Unity (2)”
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r2c1 (17%): “Involvement in strategic planning/ensuring university accom…”
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r5c2 (33%): “President’s comprehensive evaluation”
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Page 249
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Page 250
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"text": "Philanthropy is essential to the mission of Kentucky State University. Financial aid, student programs, faculty development, and research all rely on the generous support of donors. The authority to accept gifts in support of the University’s mission of education, research, and scholarship rests with the University, which may in turn delegate acceptance of some gifts (currently those valued at less than $1 million) to the President and/or Senior Officers."
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"text": "ALIGNMENT WITH STRATEGIC GOALS:",
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"text": "Goal 3: Increase the University's Financial Strength and Operational Efficiency."
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"text": "Kentucky State University\nNaming or Renaming University Buildings Spaces, Programs and Positions\nEffective Date: January 1, 2020",
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"text": "The purpose of this policy is to define how Kentucky State University manages and approves proposals for the naming or renaming of a University building, space, program, or position in honor of a donor, individual, organization or entity."
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"text": "This policy applies to Kentucky State University (the University), the President, Senior Officers, and to any member of the Kentucky State University community who engages in management or approval of proposals for the naming or renaming of University buildings, exterior and interior spaces, programs, and positions."
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"text": "The University may acknowledge gifts and/or honor an individual or organization by naming a building, space, program, or position. Naming is one of the ways in which the University acknowledges the generosity of donors and honors those whose service to or affiliation with Kentucky State enhances the University. It is the responsibility of the President and Kentucky State University to nurture, preserve, and protect that legacy.",
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"text": "gifts",
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"text": "In considering proposals to name a building, space, program or position, the President and the University shall exercise judgment with regard to the individual or entity the proposal is intended to honor. In general, the President and the Board of Regents, or those to whom authority to approve naming proposals is delegated, will not approve proposals for naming where, in their judgment, doing so: is not aligned with the University's mission of education, research and community engagement; compromises the academic freedom of the university community; and/or being associated with the proposed name could inflict damage on the University's reputation, standing or integrity or be contrary to university values."
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"text": "3.1 Naming a University Building or Space",
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"text": "Proposals for the naming of a University building or space associated with a gift must be submitted to the Office of Institutional Advancement. The proposal must include a description of the building or space to be named, its current use and any relevant information regarding the history of the facility, together with a description of the name proposed and its significance to the University, including the amount of the gift and the identity of the donor(s)."
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"text": "If the Vice President of Institutional Advancement supports the proposal it will be forwarded to the Office of General Counsel, if approved then forwarded to the"
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"text": "Page 1 of 5",
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"text": "Office of the President. Upon approval of the University President, the proposal shall be forwarded for approval to the Kentucky State University Board of Regents."
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"text": "Approval by the President and the Board of Regents is required for the naming of:\n- All buildings, additions to buildings, and exterior campus spaces such as fields, terraces, greens, and courtyards."
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"text": "In the naming of buildings and spaces, a distinction should generally be made between the name of the facility and the name of the program housed in the facility. Since programs, centers, institutes, and departments may from time-to-time change, grow, move, merge or dissolve, the University will generally distinguish between the name of the facility and the name of the program or programs it houses."
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"text": "Proposals for the naming of a University program (center, department, institute, school) or position (endowed professorship, endowed coaching position, senior academic or administrative officer position, etc.) associated with a gift must be submitted to the Office of the Vice President of Institutional Advancement. The proposal must include a description of the program or position to be named together with a description of the name proposed and its significance to Kentucky State University, including the amount of the gift and the identity of the donor(s)."
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"text": "If the Vice President of Institutional Advancement supports the proposal it will be forwarded to the Office of General Counsel, if approved then forwarded to the Office of the President. Upon approval of the University President, the proposal shall be forwarded for approval to the Kentucky State University Board of Regents."
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"text": "Any proposal to name a scholarship, fellowship or lecture (endowed or current-use) requires approval by the Vice President of Institutional Advancement."
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"text": "Naming for an honoree or a donor is generally granted for the useful life of the entity. The University may deem the naming period concluded in certain circumstances, including but not limited to:"
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"text": "If the purpose for which the named entity is or needs to be significantly altered is no longer needed/ceases to exist.",
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"text": "The appropriate university representative will make all reasonable efforts to inform in advance the original donors or honorees when the naming period is deemed"
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"text": "concluded. The University may provide alternate recognition as may be appropriate in honor of the original gift."
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"text": "Under extraordinary circumstances, a proposal to rename a university building, space, program or position may be submitted to the President, and by the President for approval to the Board of Regents. Such a proposal must include information about the name of the entity proposed to be renamed and the rationale for changing that name, as well as a recommendation for the preservation and display of the original name on campus, where appropriate."
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"text": "The renaming of any University building, space, program or position requires approval by the Board of Regents. In considering such proposals, the President and the Board of Regents shall exercise judgment with regard to the individual or entity the original naming was intended to honor and apply the same general principles in section 3.0 above."
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"text": "The University reserves the right, on reasonable grounds, to revoke and terminate its obligations regarding a naming if, including, but not limited to:"
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"text": "The University determines its association with the donor or the honoree could cause damage to the University reputation, standing or integrity or be contrary to University values. This determination will be guided by Kentucky State University's mission of education, research, and scholarship."
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"text": "- In the case of a naming associated with a gift, the donor fails to fulfill the terms of the gift that is recognized by a naming."
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"text": "Any gift valued at $1 million or more in support of a building, space, program, position, scholarship, fellowship or lecture must be accepted by the President (see Gift Acceptance Policy)."
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"text": "A proposal to name a building, space, program or position associated with a gift shall not be implemented – e.g., building signage not installed or a program or position name not utilized in materials and publications – until and unless the University has received an executed gift agreement and 50% of pledge payments towards the gift commitment have been received."
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"text": "With regard to naming proposals associated with a gift, any special circumstances or requests for exceptions to this policy must be referred to the Vice President of Institutional Advancement who will determine the course of action, which may"
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},
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},
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"text": "Coordinated and conducted financial audits in partnership with Big Six Accounting firms. Reviewed operating processes and compliance to state and federal regulations. Supervised training of staff members. Developed operational manuals and documented system internal controls. Performed reviews and evaluations of staff duties and responsibilities. Performed review in insurance company compliance with state workman's compensation claims."
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"text": "REFERENCES ARE AVAILABLE UPON REQUEST.",
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