{ "document_id": 15396, "page": 6, "width_pt": 612, "height_pt": 792, "rotation": 270, "pipeline_version": "paddleocr-vl-1.6+paul-48", "engine": "paddleocr_vl", "source_run_id": 15507, "item_count": 15, "counts_by_type": { "text": 15 }, "build_ms": 3, "items": [ { "id": "p6.1", "order": 1, "type": "text", "bbox": { "l": 34.32, "t": 718.56, "r": 294.24, "b": 680.88 }, "text": "These are just some of the things that have changed our campus. Now, let's move a bit deeper and look at why \"sometimes our best has not been quite good enough.\"" }, { "id": "p6.2", "order": 2, "type": "text", "bbox": { "l": 34.08, "t": 679.92, "r": 295.2, "b": 568.56 }, "text": "It is easy to not push as hard as we might need to because sometimes we get too comfortable. We like the status quo. We say, but we have always done it this way. And I say, if we continue to do what we have always done the same way, we get the same results. We can't let the fact that we have been recognized by U.S. News and World Report as one of the top HBCUs and by Princeton Review as one of the outstanding schools in the Southeast for the past several years lull us into a false sense of comfort and contentment." }, { "id": "p6.3", "order": 3, "type": "text", "bbox": { "l": 34.8, "t": 567.84, "r": 295.2, "b": 493.92 }, "text": "I’m here today to remind us that what we have considered good is not nearly good enough if we are to face the future as the Commonwealth’s only HBCU – fully prepared to not only succeed, but to thrive and prepare the next generation of students the Commonwealth and this nation needs." }, { "id": "p6.4", "order": 4, "type": "text", "bbox": { "l": 35.04, "t": 492.72, "r": 294.72, "b": 468.96 }, "text": "All universities, especially small, comprehensive ones like KSU must rethink their business model." }, { "id": "p6.5", "order": 5, "type": "text", "bbox": { "l": 34.8, "t": 468, "r": 295.92, "b": 405.6 }, "text": "College enrollment has been generally up over the last 20 years. It is now clear that our tax system has not kept pace with the money needed to fund that growth. Many institutions of higher education and HBCUs like KSU are especially hit hard." }, { "id": "p6.6", "order": 6, "type": "text", "bbox": { "l": 34.8, "t": 405.12, "r": 296.16, "b": 267.36 }, "text": "We have experienced reductions in federal appropriations like Title III, which went from $2.6 million to $2.1 million. KSU now receives approximately 38.1 percent of its operating budget from the Commonwealth of Kentucky. Funding at that level has moved away from us being state supported and rapidly toward being state assisted. Since 2005, KSU has lost 11.57 percent of its funding, or more than $3,081,000. This is in spite of the fact that the Commonwealth of Kentucky has been more steadfast in its support of higher education than states like California, which have cut higher education as much as 50 percent in recent years." }, { "id": "p6.7", "order": 7, "type": "text", "bbox": { "l": 35.28, "t": 266.88, "r": 296.4, "b": 204.96 }, "text": "Kentucky's investment in higher education, like in most states, is however dropping. That drop is largely due to the rising costs of health insurance, Medicare and the construction of prisons. More recently, the list has come to include the rise in the amount of our unfunded pension liability." }, { "id": "p6.8", "order": 8, "type": "text", "bbox": { "l": 35.76, "t": 204.24, "r": 296.64, "b": 117.84 }, "text": "At every turn, federal government and the state are asking us to produce more graduates by 2020 and to do so with less money. They also expect us to get students through quicker. I know, and you do too, that the education of our students can't be the third or fourth highest priority on the list of things that are important to us as a community and as a society." }, { "id": "p6.9", "order": 9, "type": "text", "bbox": { "l": 35.76, "t": 116.64, "r": 297.36, "b": 78.96 }, "text": "The university certainly has a role to play in managing its institutional cost structures – and maybe to change them, as KSU is doing. KSU is reducing spending where it is not creating value, considering consolidating or eliminating programs for the first time in many years and taking advantage of economies where possible. Like most institutions, our greatest cost is in our people." }, { "id": "p6.10", "order": 10, "type": "text", "bbox": { "l": 312.72, "t": 718.08, "r": 573.36, "b": 668.64 }, "text": "creating value, considering consolidating or eliminating programs for the first time in many years and taking advantage of economies where possible. Like most institutions, our greatest cost is in our people." }, { "id": "p6.11", "order": 11, "type": "text", "bbox": { "l": 312.72, "t": 667.68, "r": 574.08, "b": 531.36 }, "text": "This fall, like some of the institutions here in Kentucky, we experienced some downward changes in some categories of our enrollment. The final numbers are in and total enrollment is down 8 percent. Undergraduate enrollment went down 7.8 percent, from 2,490 to 2,296. Graduate enrollment went from 256 to 228. However, first-time transfer numbers are up 43.5 percent. Of note, when I surveyed many of the institutions in the HBCU community, all were either flat, because they had put money into paying off seniors' bills ranging from $200,000 to $700,000, or they were down 200 to 400 students each." }, { "id": "p6.12", "order": 12, "type": "text", "bbox": { "l": 312.96, "t": 530.4, "r": 574.32, "b": 468 }, "text": "KSU's enrollment last fall was 2,747; and this fall it is 2,524, a difference of 222 students last year over this year. When you further add in the fact that we planned to grow by another 180 plus students this year, we are down with respect to our budget a little over 400 plus students." }, { "id": "p6.13", "order": 13, "type": "text", "bbox": { "l": 313.2, "t": 467.52, "r": 575.04, "b": 317.76 }, "text": "We surveyed all 200 plus students who had preregistered but were not in our class. Over 70 percent didn't show up because they had an outstanding bill or no money to come back this fall. Many of them are working and hoping to return to school this spring or next fall. Another smaller percentage had personal reasons. But a sizable number of students had bad customer service experiences in areas across the campus; and without the ability to leave messages on our phone systems and get return calls concerning their problems. This means that we will put in place a rigorous customer-service plan and address updating how calls are handled – immediately." }, { "id": "p6.14", "order": 14, "type": "text", "bbox": { "l": 314.4, "t": 317.28, "r": 575.28, "b": 192.72 }, "text": "The loss of 400 plus students from our budgeted 4 billion means that our revenue will be down $4.8 million this fiscal year. We will present to our Board of Regents a revised budget later this month that will eliminate this deficit. Most of the money/savings will come from an immediate freeze on vacant positions and the related benefits. That will generate a little more than $3 million. The remaining money to make up for this shortfall will come from the consolidation of some program services and the elimination of some positions." }, { "id": "p6.15", "order": 15, "type": "text", "bbox": { "l": 314.64, "t": 192, "r": 575.76, "b": 78.48 }, "text": "Many of these jobs to be eliminated will be in areas not central to our mission and our strategic plan. Others will come from comparing our staffing to the best practice industry standards and aligning ourselves with them to operate more efficiently. The first reductions will take place around the first of November, after the Board of Regents has been thoroughly briefed. Some of the reductions will be offset by holding some of the new positions associated with our Title III umbrella programs open so qualified people" } ], "excluded_furniture": { "first": [], "last": [] } }