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doc16782 September_Board_Book.pdf
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"text": "BOARD OF REGENTS\nfor\nKENTUCKY STATE UNIVERSITY",
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"text": "Regular Meeting of the Board of Regents\nThursday, September 6, 2018\n1 p.m."
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"text": "Harold R. Benson Research & Demonstration Farm\n1525 Mills Lane\nFrankfort, KY 40601"
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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)\n\nMs. Mindy Barfield, Esq. (2021)\n\nDr. Karen W. Bearden (2019)\n\nDr. Elaine Farris (2020), Chairperson\n\nMr. Derrick Gilmore, MS (2019), Staff Regent\n\nMr. Paul C. Harnice, Esq. (2022)\n\nMr. Dalton Jantzen, MS (2022)\n\nDr. Elgie McFayden (2019), Faculty Regent\n\nDr. Syamala H.K. Reddy (2021)\n\nMr. Roger Reynolds (2024)\nMr. Micheal Weaver (2019), Student Regent"
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"text": "M. Christopher Brown, PhD\nPresident\nKentucky State University\n400 East Main Street\nFrankfort, KY 40601"
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"text": "This letter is formal notification of the action taken by the Accreditation Commission for Education in Nursing (ACEN) Board of Commissioners. The Commissioners thoroughly reviewed the substantive change report for the baccalaureate nursing program at Kentucky State University related to the implementation of a pre-licensure program option, which will occur Fall 2018. Based on this review, and considering the program's outcomes and next accreditation site visit date, the ACEN Board of Commissioners approved the substantive change, which is effective the date of this letter. Additionally, the Commissioners authorized a focused visit, to be combined with the program's Spring 2019 site visit, for review of compliance with select Accreditation Standards."
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"text": "In accordance with ACEN Policy #19 Focused Visits, the program is required to submit a Focused Visit Report to the ACEN in preparation for the focused visit; the report will be due six (6) weeks prior to the visit. Please refer to Policy #19 and the Guidelines for the Preparation of the Focused Visit Report available in the Resources section of our website under Resources for Nursing Programs."
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"text": "On behalf of the ACEN Board of Commissioners, we thank you and your colleagues for your commitment to quality nursing education. If you have questions about this action or about ACEN policies and procedures, please contact me."
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"text": "Marsal Stoll, EdD, MSN Chief Executive Officer"
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"text": "3343 Peachtree Road NE, Suite 850 | Atlanta, GA 30326 | P. 404.975.5000 | F. 404.975.5020 | www.acenursing.org",
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"text": "brake on the many varieties of politically correct hooliganism and administrative pusillanimity that have defaced campuses like Middlebury, Lewis and Clark, Reed, Berkeley, Evergreen State and the University of Oregon. If you find the money, you have a responsibility to ask how the money is spent and on whom.\nAmerican colleges and universities were once little more than finishing schools for the wealthy. At the end of the Civil War, there were only 112,000 undergraduate students in the U.S., according to the National Center for Education Statistics. A century and a half later, the Education Department estimates the student population at 20 million, and the bachelor's degree is regarded as the middle class's key of promise. Whether it can—or even should—stay that way will rest on the shoulders of college faculties, administrations, government overseers and even parents. But it will rest mostly on you. Welcome back to school.\nMr. Guelzo is a professor of history at Gettysburg College.\nPeggy Noonan is on leave and will return in the fall.",
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"text": "Read the books. Faculty publications and breakthrough books on higher education will enable you to see your institution in the larger, and more ominous, context of higher education's challenges. About trusteeship itself, turn to “How to Run a College” (2018) by Brian Mitchell and Joseph King. For administrative sclerosis, study Benjamin Ginsberg's “The Fall of the Faculty” (2013). “Academically Adrift: Limited Learning on College Campuses” (2011), from Richard Arum and Josipa Roksa, is an excellent primer on the failures and successes in learning. Once you've read the books, ask embarrassing questions: How does hiring more and more adjuncts affect teaching and learning? What are faculty actually rewarded (or punished) for doing? Does the college need to do everything? And, above all, why does this institution exist?",
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"text": "Find—and follow—the money. This is what people frequently think is the trustee's first, and sometimes only, responsibility. It is true that the trustees are the first line of a university's financial defense. The future is not an indefinite series of tuition increases. But it also means, for that same reason, that you are the air-",
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"text": "trustees whatever would make them happy. If you encounter this, push back. It is a sign of deceit.\n• Seek mentors, Many colleges and universities impose term limits on their boards. This pumps new out-looks into the veins of an institution, but it also leaves new trustees wishing they had more experienced hands\nMany institutions offer no training for newly arrived board members. Here are some tips from a veteran.\nto seek advice from. Look for the veterans on your board, and identify a trustee with a particularly deep interest in one facet of academic life—for example, state and federal regulations, which impose staggering overhead costs—and make yourself into that trustee's successor. In some colleges where trusteeship is taken seriously, new trustees are actually assigned mentors, and an internal governance committee might do a big-annual assessment of a new trustee's performance."
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"text": "• Ignore the resistance. The first response you are likely to receive for these efforts will disappoint you: suspicion. It will come first from the faculty, already primed to mistrust authority figures. Its members will wonder what dark agenda is driving you. But faculty suspicions will fade quickly. In fact, eventually professors will be relieved to find trustees who respect their work and take a genuine intellectual interest in it. You will be dismayed to find more suspicion coming from administrators. Years ago, I worked for a president who frankly regarded board meetings as his greatest annoyance. He cheerfully encouraged his underlings to tell the",
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"text": "attention to more problems than ever before. Sexual harassment, free-speech confrontations, presidential turnover, money and new students, students and new money—all these issues will demand your attention. It's no longer possible, even for trustees of small colleges, to regard the job as consisting of four volunteer weekends a year. Think instead about how to arrange visits between board meetings, touring on-campus research institutes, sitting in on classes, and making yourself and your colleagues visible and available.",
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"text": "or everyone from kindergartners to collegians, the aisles at the big-box stores are filling up with back-to-school pens, calculators, paper and notebooks. But there is one educational contingent that won't find much help in the pens-and-paper department: incoming college trustees. Only about half of public institutions provide training for newly arrived board members. Here's some unsolicited advice from someone who has spent a few decades with wing tips on the ground.\nLearn the language. Like any business, higher education has its own language stem and a lot of land-mine vocabulary—diversity, vocationalism, tenure, teaching load. People who live inside higher education are masters of words, but not necessarily of clarity. Learning the dynamics of higher-ed-speak is indispensable. That will be particularly true when phrases common in the business world—incremental budgeting, strategic planning—turn out to have entirely different meanings on campus.\n• Make time. Being a trustee of a college or university requires more\nBy Allen C. Guelzo",
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"text": "THE WALL STREET JOURNAL. *",
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"text": "Subject: The Housing Crisis at Clark Atlanta University"
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"text": "Date: Wednesday, August 22, 2018 at 11:34:26 PM Eastern Daylight Time"
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"text": "From: M Brown"
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"text": "FOX5\n11.20 78 [p47.8.1.1]\nHOUSING CONCERNS AT CLARK ATLANTA UNIVERSITY",
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"text": "Malana Wells was thrilled about leaving her hometown in the suburbs of Cleveland, Ohio, to study in the Black Mecca of Atlanta. She was eager to become a student at a historically black university. As a 2018 high school graduate, Malana was even enthusiastic about the opportunity to continue her education."
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"text": "You read that correctly. Freshman and sophomores are required to live on campus even if they have no place to stay. While the university policy forcing students to use something that is not available to them might sound as contradictory as making Miley Cyrus twerk or forcing Donald Trump to get a brain scan, I've been told that the grass at Clark Atlanta is really plush. It's so soft, you could almost sleep on it."
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"text": "Incidents like Wells' are not rare at Clark Atlanta. Other parents have experienced the same issues with communication, clarity on financial aid and understanding what \"financial enrollment\" consists of. At least 150 students arrived at CAU only to find out that they had no place to live."
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"text": "In a story that sounds eerily similar to Copeland and Wells' Nicole Redd, another mother of a student, described driving down from Baltimore only to discover that her daughter was \"not financially enrolled\" and had no housing, according to the Atlanta Journal-Constitution. Other parents have reached out to The Root and aired their frustration on social media."
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"text": "We've had nothing but issues, I've dreamed of sending my child to an HBCU and this has been the worst experience ever, and this is our second year. I'm to the point she can go to school at home. They hold money, I'm buying books off Amazon and I've signed over thousands! A month into the semester and no book money! Now there is an issue with room assignments, no is going to call you back and once they notice your number, they won't answer. I am beyond disappointed. They will put her in classes she does not need to be in also so be careful and keep being verbal."
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"text": "Clark Atlanta's crisis is indicative of the problems of many small colleges. Institutions that are financially strapped or don't have large endowments like larger, predominately white institutions that often survive on the revenue from tuition and housing. Because of this, these kinds of issues become prevalent,",
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"text": "But she assumed, for the sake of decency, that Clark Atlanta would at least refund the $475 “confirmation fee” required of all incoming students. After all, if her daughter, like the 150 or so other students, was “not financially enrolled,” then what exactly were they confirming by paying $475?"
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"text": "\"I ended up at the president's office after calling them probably about 100 times repeatedly until they hung on me,\" Copeland said. \"They refused to allow me to wait on hold for the president. They refused to give him the phone. They kept saying he wasn't there for days at a time.\""
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"text": "While Copeland acknowledges that \"everything happens for a reason,\" she admits she is not only left with a hole in her pocket but the calamity made her reluctant to send her daughter to any historically black college or university."
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"text": "\"I'm a single black mother trying to get my daughter into higher learning and this is the experience you leave me with?\" she asked. \"I was told that this was to be accepted at an HBCU. I even heard Tom Joyner say it. But why are we expecting that? We wouldn't accept it from anywhere else,\" Copeland explained, adding:"
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"text": "\"They are literally responsible for the lives of our children ... our future. If they can't handle something as simple as providing a bed and a roof over their heads, why would I send my child there?\""
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"text": "Kentucky State University Faculty Senate conducted a faculty salary compensation survey with all faculty members between May 8-14, 2018 to gather the faculty's thoughts about the current discussions about faculty compensation. An electronic survey via Surveymonkey.com was sent to all 145 KSU faculty members, of which 69 (44.47%) faculty members responded to the survey. Of these, two surveys were completed outside the time limit, so these responses are not included in the data analyses. The number of respondents varies by question, as some faculty members declined to respond to all questions."
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"text": "Of the 67 faculty members who participated, 26 respondents (38.8%) currently hold tenure, 25 respondents (34.3%) are in tenure-track positions, and 11 respondents (16.4%) are in non-tenure track positions. Of the 58 faculty members who responded to race/ethnicity question, 20 (34.4%) identified their race/ethnicity as African American or other African descent, 31 (53.4%) identified themselves as Caucasian, and 3 (5.2%) identified as Asian/Pacific Islander. One faculty member (1.7%) identified as having more than one race or ethnicity. Twelve faculty members (20.7%) declined to respond to this question. Fifty-seven faculty members (85.1%) responded to the question about sex. Of these, 30 (52.6%) were female and 27 (40.3%) were male. Ten of the total 67 faculty members (14.9%) declined to respond to this question."
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"text": "Among the 61 faculty members who responded (91.0%), the mean number of years of service was 9.3 years, with a median of 10 years of service. Both the mean and the median year of hire for these respondents was 2007. Among the 64 faculty members who responded (96.0%), the mean number of years of service was 9.3 years, with a median of 10 years of service. Of the 64 faculty members who responded (96.0%), 35 (54.7%) were hired at the Assistant Professor level, while another 19 (29.7%) joined KSU as visiting or adjunct faculty, lecturers, or instructors. Of the 61 faculty members who responded (91.0%), 44 (72.1%) were currently in either 9-month or 12-month tenure track positions."
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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": "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": "The mean and median recommended 9-month base salaries for Assistant Professors were $69,445 and $65,000, respectively. The mean and median recommended 9-month base salaries for Associate Professors were $79,049, and $75,000, respectively. The mean and median recommended 9-month base salaries for Full Professors were $93,636 and $90,000."
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"text": "Sixty-five of the total 67 faculty members (97.0%) responded to the question about cost of living increases. Of these, 36 faculty members (55.4%) felt that cost of living (COL) increases should occur annually, with an additional 17 faculty members (26.2%) recommending a COL living increase at least every other year."
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"text": "Sixty-two of the total 67 faculty members responded to the question about the percentage increase for cost of living (COL). Of these, 28 faculty members (45.1%) indicated that cost of living increases should be in the amount of 2% to 3%, while another 12 respondents (19.3%) indicated that increases should be 4% or 5%. Ten respondents (16.1%) recommended raises of 5% because most faculty have not had raises for many years. Other respondents reported COL should cover inflation or at least equal to the Cost-Of-Living Adjustment (COLA) as determined by the Social Security Administration."
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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": "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": "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."
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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."
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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": "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.",
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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.",
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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 $73,300, reported by five faculty members. Three faculty members declined to report their current salary level. Table 1 demonstrates the salary distribution by faculty area of appointment that includes both nine- and 12-months appointment."
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"text": "Mean\n$ 65,771.43\n$ 51,316.67\n$ 77,121.43\n$ 50,333.33\n$ 53,780.00\n$ 46,660.00\n$ 61,700.00\n$ 60,525.00\n$ 55,800.00",
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"text": "Median\n$ 65,700.00\n$ 48,950.00\n$ 73,650.00\n$ 51,000.00\n$ 49,700.00\n$ 45,000.00\n$ 61,200.00\n$ 59,550.00\n$ 53,000.00",
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"text": "Std. Deviation\n$ 13,801.05\n$ 10,308.52\n$ 8,394.34\n$ 2,081.67\n$ 11,468.30\n$ 6,154.51\n$ 6,963.48\n$ 9,013.09\n$ 8,318.65",
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"text": "Range\n$ 35,000.00\n$ 28,600.00\n$ 29,600.00\n$ 4,000.00\n$ 28,000.00\n$ 15,300.00\n$ 13,900.00\n$ 19,000.00\n$ 20,000.00",
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"text": "[p60.6.1]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 + 9,000 = 21,000/5 = 4,200).",
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"text": "[p60.7.1]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": "[p60.8.1]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": "[p60.9.1]All faculty in Agriculture, Food Science and Sustainable systems and Library have 12-month appointment. Division chairs, deans and few additional faculty affiliated to other Divisions may have 12-months appointment and their reported salaries reflect salaries for 12 months.",
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Page 61
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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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"embedded_text": "100,000.00\n19\n47\n90,000.00\n80,000.00\n23 * 33 49\n70,000.00\n60,000.00\n* 12\n50,000.00\n40,000.00\nBusiness Whitney Arts\nMath Mass Fine\nSustainable Agriculture, Government\nFood and Behavioral/Social\nEnglish/LLP Computer Education\n& Library\nSystems Nursing/Professional\nCommunications\nScience Young\nScience\nScience, Science\nPublic\nStudies\nAction"
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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": "[p61.8.1] 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.\nPage 61 of 218",
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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 CUPA, AAUP, BLS, and personal knowledge of peer salaries around the state."
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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."
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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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"text": "Questions 5-10 provide information about the salary levels faculty believe are appropriate for each academic rank. Figure 2 presents summary data for Questions 5, 7, and 9 according to the rank of the faculty respondent. Table 5 presents the means and standard deviations of recommended salary levels by rank of respondent. We noticed that the mean salaries for Assistant, Associate, and Full professors reported by Assistant professors (Figure 2 and Table 5) looked strange and were not consistent with the figures reported by Associate and Full professors. We double checked the original data for accuracy but found the reported figures were accurate. We believe that this may be a function of the number of faculty within departments who responded to the survey."
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Page 67
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"embedded_text": "Mean Faculty Salary Increase Level\nRecommendations by Rank\n$100, 286\n$82,429\n$70,143\n$70,900 $91,770\n$78,833\n$67,775\n$62,845\n$71,232 $74,680 $86,188\n$57597\nCURRENT SALARY ASSISTANT ASSOCIATE FULL\nAssistant Associate Assistant"
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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 $13,365).",
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"r": 414.575296,
"b": 229.77815799999996
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"text": "Median\n$ 60,850\n$ 75,000\n$ 88,900",
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"bbox": {
"l": 440.0813,
"t": 292.503649,
"r": 495.165068,
"b": 229.795659
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"text": "Std. Deviation\n$ 18,188\n$ 14,498\n$ 17,831",
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"col": 4,
"rowspan": 1,
"colspan": 1,
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{
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"l": 119.704317,
"t": 197.33854899999994,
"r": 424.1711,
"b": 112.20230000000004
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"text": "Department/Area\nRecommended Assistant\nRecommended Associate\nRecommended Full\nCURRENT MEAN FACULTY SALARIES BY RESPONDENT RANK",
"attrs": {
"row": 3,
"col": 0,
"rowspan": 1,
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"l": 248.798968,
"t": 197.33854899999994,
"r": 258.380656,
"b": 134.58255699999995
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"text": "N\n24\n20\n7",
"attrs": {
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"col": 1,
"rowspan": 1,
"colspan": 1,
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"bbox": {
"l": 305.691,
"t": 197.33854899999994,
"r": 337.44052,
"b": 134.600058
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"text": "Mean\n$ 86,188\n$ 91,770\n$ 100,286",
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"col": 2,
"rowspan": 1,
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"text": "Median\n$ 70,000\n$ 80,000\n$ 90,000",
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"l": 440.0813,
"t": 197.33854899999994,
"r": 495.165068,
"b": 134.63505899999996
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"text": "Std. Deviation\n$ 29,411\n$ 16,119\n$ 24,233",
"attrs": {
"row": 3,
"col": 4,
"rowspan": 1,
"colspan": 1,
"bbox_refit": true,
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},
{
"id": "p67.5.17",
"order": 22,
"type": "table_cell",
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"l": 125.6994,
"t": 102.17334900000003,
"r": 225.601658,
"b": 54.402642000000014
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"text": "Department/Area\nAssistant Professor\nAssociate Professor",
"attrs": {
"row": 4,
"col": 0,
"rowspan": 1,
"colspan": 1,
"bbox_refit": true,
"merged_continuation": true
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},
{
"id": "p67.5.18",
"order": 23,
"type": "table_cell",
"bbox": {
"l": 248.798968,
"t": 102.17334900000003,
"r": 258.380656,
"b": 54.420142000000055
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"text": "N\n31\n22",
"attrs": {
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"col": 1,
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"colspan": 1,
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{
"id": "p67.5.19",
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"bbox": {
"l": 305.691,
"t": 102.17334900000003,
"r": 337.335515,
"b": 54.43764299999998
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"text": "Mean\n$ 57,597\n$ 62,845",
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"col": 2,
"rowspan": 1,
"colspan": 1,
"bbox_refit": true,
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{
"id": "p67.5.20",
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"bbox": {
"l": 376.976,
"t": 102.17334900000003,
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"text": "Median\n$ 65,000\n$ 75,000",
"attrs": {
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"col": 3,
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{
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"bbox": {
"l": 440.0813,
"t": 102.17334900000003,
"r": 495.165068,
"b": 54.47264500000006
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"text": "Std. Deviation\n$ 11,966\n$ 12,841",
"attrs": {
"row": 4,
"col": 4,
"rowspan": 1,
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"text": "Full Professor",
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{
"id": "p67.5.23",
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"b": 39.42195700000002
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"text": "Page 67",
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"text": "70-900-218",
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"text": "$ 90,000",
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Page 68
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Page 68 JSON
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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-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": "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 69
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Page 69 JSON
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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": "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": "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 “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": "QUESTION 14: How frequently should KSU offer cost of living increases?"
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"text": "Sixty-five of the 67 faculty members (97.0%) responded to this question. Figure 3 presents the distribution of responses. Of these, 36 faculty members (55.4%) felt that cost of living increases should occur annually, with an additional 26.2% of the respondents recommending a cost of living increase at least every other year."
},
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"text": "Recommended Frequency of Cost of Living Raises",
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"embedded_text": "Other (4.6%) 3\nEvery 5 Years (1.5%) 1\nEvery 3 Years (12.3%) 8\nOther Year (26.2%) 17\nEvery Year (55.4%) 36\n0 5 10 15 20 25 30 35 40"
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"text": "Every Other Year (26.2%)\nEvery Year (55.4%)"
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"order": 7,
"type": "text",
"bbox": {
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"text": "FIGURE 3. Most faculty members felt that cost of living increases should occur either yearly or every other year.\nFACULTY MEMBERS MADE SEVERAL ADDITIONAL COMMENTS:"
},
{
"id": "p70.8",
"order": 8,
"type": "text",
"bbox": {
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"text": "o The last round of cost of living increase was several years ago."
},
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"order": 9,
"type": "text",
"bbox": {
"l": 33.36,
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"text": "o Every year, if not possible, every other year."
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"type": "text",
"bbox": {
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"text": "o As often as possible, at least every other year."
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15 · TEXT
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Page 71 JSON
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"text": "Salary Equity cont.",
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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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{
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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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{
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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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"type": "text",
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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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"type": "text",
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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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"type": "text",
"bbox": {
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"text": "o Prioritize salary equity."
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"type": "text",
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"text": "o For new faculty hires, why not pay according to qualifications to begin with?"
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"type": "text",
"bbox": {
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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": "Page 71 of 218",
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Page 72
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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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"type": "text",
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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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{
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"type": "text",
"bbox": {
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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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"bbox": {
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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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{
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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",
"bbox": {
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"text": "o Use scale."
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"type": "text",
"bbox": {
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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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"order": 9,
"type": "text",
"bbox": {
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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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"type": "text",
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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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"type": "text",
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"text": "o 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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"order": 12,
"type": "text",
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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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"type": "text",
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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": "o 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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"type": "text",
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"text": "o Equity raises at the end of contract year, as happened at my previous institution."
},
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"type": "text",
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"text": "o Upgrade existing salaries."
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"text": "o Continual salary compression reviews."
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"type": "text",
"bbox": {
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"text": "o Reinstate merit system, give cost of living adjustments regularly."
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"text": "o Pay long-term loyal faculty adequately."
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"text": "o Annual review of salaries with cost of living increases as a minimum"
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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."
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"type": "text",
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"text": "o Raise long term employees salary or pay what long term employees are making"
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"text": "o Steps should be taken"
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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."
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"text": "o Require multiple level review and approval. Establish a HR policy to this effect."
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"type": "text",
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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."
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"text": "o Based on position."
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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."
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"text": "o Obviously start to make-up to those faculty that have seniority a more relevant market value salary."
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"type": "text",
"bbox": {
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"text": "o Set policy and FOLLOW IT."
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"type": "text",
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"text": "o 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."
},
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"text": "o 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."
},
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"type": "text",
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"text": "o Salary inversion is an issue that exists in 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"
},
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"id": "p73.17",
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"type": "text",
"bbox": {
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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."
},
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"id": "p73.18",
"order": 18,
"type": "text",
"bbox": {
"l": 33.6,
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"text": "o Determine all salaries based on education and professional experience."
},
{
"id": "p73.19",
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"type": "text",
"bbox": {
"l": 34.08,
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"text": "o Bring current employees to current standards."
},
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"type": "text",
"bbox": {
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"text": "o 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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"type": "text",
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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"
},
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"text": "Page 73 of 218",
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"text": "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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"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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"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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"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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"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": "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": "o Vis-a-vis the university, and not the nation"
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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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"text": "o Have not worked long enough to fill a bubble above. Hired last August (2017)."
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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 I am in."
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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": "o 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": "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": "Salary Equity\nNot at all\nSomewhat\nModerately\nCompletely\nDeclined ^{{*}}\nTotal",
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"text": "Total\n14\n13\n11\n2\n27\n67",
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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 76 of 218",
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Page 77
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Page 77 JSON
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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": "Race/Ethnicity\nOther (please specify)\nAfrican American\nOther African descent\nAsian/Pacific Islander\nCaucasian\nDeclined ^{{*}}\nTotal",
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"text": "COMMENTS FROM 11 FACULTY MEMBERS INCLUDED THE FOLLOWING:"
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"text": "o It is clear that one race above all is preferred for the highest tier jobs on campus."
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"text": "o 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 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": "o 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": "o In the School of Business, there does not appear disparity by race."
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"text": "Page 77 of 218\nsparity by race.",
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Page 78
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"text": "QUESTION 20: Thinking about salary equity based on demonstrated teaching ability, to what extent would you say that KSU salaries reflect merit equity? That is, to what extent do salaries demonstrate recognition of high performance for each of the following areas?"
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"text": "Table 8 presents the response distribution for this set of items pertaining to teaching activities. The number of faculty members who declined to answer each item ranged from 15 to 18 respondents."
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},
{
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},
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"text": "Completely",
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Page 79
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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": "The hiring and evaluation system is set up to promote and reward those faculty members by providing the necessary resources. This includes supporting them with opportunities to teach, write grants, and have staffing to advance their careers. Those opportunities are not equitable and the evaluations are not accurate."
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"text": "These opinions are admittedly based on speculation and cannot be verified in relationship to campus-wide data. However, anecdotally there seems to problems in this area. Chairs have such varying criteria for merit evaluations that a data driven analysis is challenging."
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"text": "o 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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"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": "o 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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},
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},
{
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"b": 510.8
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},
{
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},
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"t": 510.8,
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},
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"r": 288.48,
"b": 493.2
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"text": "100.0%",
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}
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},
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},
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"order": 26,
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"t": 598.8,
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"text": "14.3%",
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"b": 511
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},
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},
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},
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"text": "4.65%",
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"row": 4,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.12.16",
"order": 82,
"type": "table_cell",
"bbox": {
"l": 323.76,
"t": 351.48,
"r": 406.96,
"b": 333.84
},
"text": "24 Declined, Total Number",
"attrs": {
"row": 5,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.12.17",
"order": 83,
"type": "table_cell",
"bbox": {
"l": 406.96,
"t": 351.48,
"r": 490.16,
"b": 333.84
},
"text": "43",
"attrs": {
"row": 5,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.12.18",
"order": 84,
"type": "table_cell",
"bbox": {
"l": 490.16,
"t": 351.48,
"r": 573.36,
"b": 333.84
},
"text": "100.0%",
"attrs": {
"row": 5,
"col": 2,
"rowspan": 1,
"colspan": 1
}
}
]
},
{
"id": "p80.13",
"order": 85,
"type": "caption",
"bbox": {
"l": 96.48,
"t": 310.56,
"r": 230.4,
"b": 283.2
},
"text": "Creative writing/journalism/non-academic publications",
"attrs": {
"block_label": "figure_title"
}
},
{
"id": "p80.14",
"order": 86,
"type": "table",
"bbox": {
"l": 38.16,
"t": 280.8,
"r": 287.76,
"b": 176.4
},
"text": "",
"attrs": {
"block_label": "table",
"n_rows": 6,
"n_cols": 3
},
"children": [
{
"id": "p80.14.1",
"order": 87,
"type": "table_cell",
"bbox": {
"l": 38.16,
"t": 280.8,
"r": 121.36,
"b": 263.4
},
"text": "",
"attrs": {
"row": 0,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.2",
"order": 88,
"type": "table_cell",
"bbox": {
"l": 121.36,
"t": 280.8,
"r": 204.56,
"b": 263.4
},
"text": "Number",
"attrs": {
"row": 0,
"col": 1,
"rowspan": 1,
"colspan": 1,
"column_header": true,
"header_source": "heuristic"
}
},
{
"id": "p80.14.3",
"order": 89,
"type": "table_cell",
"bbox": {
"l": 204.56,
"t": 280.8,
"r": 287.76,
"b": 263.4
},
"text": "Percent",
"attrs": {
"row": 0,
"col": 2,
"rowspan": 1,
"colspan": 1,
"column_header": true,
"header_source": "heuristic"
}
},
{
"id": "p80.14.4",
"order": 90,
"type": "table_cell",
"bbox": {
"l": 38.16,
"t": 263.4,
"r": 121.36,
"b": 246
},
"text": "Not at all",
"attrs": {
"row": 1,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.5",
"order": 91,
"type": "table_cell",
"bbox": {
"l": 121.36,
"t": 263.4,
"r": 204.56,
"b": 246
},
"text": "18",
"attrs": {
"row": 1,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.6",
"order": 92,
"type": "table_cell",
"bbox": {
"l": 204.56,
"t": 263.4,
"r": 287.76,
"b": 246
},
"text": "58.1%",
"attrs": {
"row": 1,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.7",
"order": 93,
"type": "table_cell",
"bbox": {
"l": 38.16,
"t": 246,
"r": 121.36,
"b": 228.6
},
"text": "Somewhat",
"attrs": {
"row": 2,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.8",
"order": 94,
"type": "table_cell",
"bbox": {
"l": 121.36,
"t": 246,
"r": 204.56,
"b": 228.6
},
"text": "5",
"attrs": {
"row": 2,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.9",
"order": 95,
"type": "table_cell",
"bbox": {
"l": 204.56,
"t": 246,
"r": 287.76,
"b": 228.6
},
"text": "16.1%",
"attrs": {
"row": 2,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.10",
"order": 96,
"type": "table_cell",
"bbox": {
"l": 38.16,
"t": 228.6,
"r": 121.36,
"b": 211.2
},
"text": "Moderately",
"attrs": {
"row": 3,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.11",
"order": 97,
"type": "table_cell",
"bbox": {
"l": 121.36,
"t": 228.6,
"r": 204.56,
"b": 211.2
},
"text": "5",
"attrs": {
"row": 3,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.12",
"order": 98,
"type": "table_cell",
"bbox": {
"l": 204.56,
"t": 228.6,
"r": 287.76,
"b": 211.2
},
"text": "16.1%",
"attrs": {
"row": 3,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.13",
"order": 99,
"type": "table_cell",
"bbox": {
"l": 38.16,
"t": 211.2,
"r": 121.36,
"b": 193.8
},
"text": "Completely",
"attrs": {
"row": 4,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.14",
"order": 100,
"type": "table_cell",
"bbox": {
"l": 121.36,
"t": 211.2,
"r": 204.56,
"b": 193.8
},
"text": "3",
"attrs": {
"row": 4,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.15",
"order": 101,
"type": "table_cell",
"bbox": {
"l": 204.56,
"t": 211.2,
"r": 287.76,
"b": 193.8
},
"text": "9.7%",
"attrs": {
"row": 4,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.16",
"order": 102,
"type": "table_cell",
"bbox": {
"l": 38.16,
"t": 193.8,
"r": 121.36,
"b": 176.4
},
"text": "36 Declined, Total Number",
"attrs": {
"row": 5,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.17",
"order": 103,
"type": "table_cell",
"bbox": {
"l": 121.36,
"t": 193.8,
"r": 204.56,
"b": 176.4
},
"text": "31",
"attrs": {
"row": 5,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.14.18",
"order": 104,
"type": "table_cell",
"bbox": {
"l": 204.56,
"t": 193.8,
"r": 287.76,
"b": 176.4
},
"text": "100.0%",
"attrs": {
"row": 5,
"col": 2,
"rowspan": 1,
"colspan": 1
}
}
]
},
{
"id": "p80.15",
"order": 105,
"type": "caption",
"bbox": {
"l": 365.28,
"t": 310.56,
"r": 532.32,
"b": 283.68
},
"text": "Significant contributions to projects with multiple writers",
"attrs": {
"block_label": "figure_title"
}
},
{
"id": "p80.16",
"order": 106,
"type": "table",
"bbox": {
"l": 323.52,
"t": 281.28,
"r": 573.6,
"b": 176.16
},
"text": "",
"attrs": {
"block_label": "table",
"n_rows": 6,
"n_cols": 3
},
"children": [
{
"id": "p80.16.1",
"order": 107,
"type": "table_cell",
"bbox": {
"l": 323.52,
"t": 281.28,
"r": 406.88,
"b": 263.76
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"text": "",
"attrs": {
"row": 0,
"col": 0,
"rowspan": 1,
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}
},
{
"id": "p80.16.2",
"order": 108,
"type": "table_cell",
"bbox": {
"l": 406.88,
"t": 281.28,
"r": 490.24,
"b": 263.76
},
"text": "Number",
"attrs": {
"row": 0,
"col": 1,
"rowspan": 1,
"colspan": 1,
"column_header": true,
"header_source": "heuristic"
}
},
{
"id": "p80.16.3",
"order": 109,
"type": "table_cell",
"bbox": {
"l": 490.24,
"t": 281.28,
"r": 573.6,
"b": 263.76
},
"text": "Percent",
"attrs": {
"row": 0,
"col": 2,
"rowspan": 1,
"colspan": 1,
"column_header": true,
"header_source": "heuristic"
}
},
{
"id": "p80.16.4",
"order": 110,
"type": "table_cell",
"bbox": {
"l": 323.52,
"t": 263.76,
"r": 406.88,
"b": 246.24
},
"text": "Not at all",
"attrs": {
"row": 1,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.16.5",
"order": 111,
"type": "table_cell",
"bbox": {
"l": 406.88,
"t": 263.76,
"r": 490.24,
"b": 246.24
},
"text": "23",
"attrs": {
"row": 1,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.16.6",
"order": 112,
"type": "table_cell",
"bbox": {
"l": 490.24,
"t": 263.76,
"r": 573.6,
"b": 246.24
},
"text": "57.5%",
"attrs": {
"row": 1,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.16.7",
"order": 113,
"type": "table_cell",
"bbox": {
"l": 323.52,
"t": 246.24,
"r": 406.88,
"b": 228.72
},
"text": "Somewhat",
"attrs": {
"row": 2,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.16.8",
"order": 114,
"type": "table_cell",
"bbox": {
"l": 406.88,
"t": 246.24,
"r": 490.24,
"b": 228.72
},
"text": "11",
"attrs": {
"row": 2,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.16.9",
"order": 115,
"type": "table_cell",
"bbox": {
"l": 490.24,
"t": 246.24,
"r": 573.6,
"b": 228.72
},
"text": "27.5%",
"attrs": {
"row": 2,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.16.10",
"order": 116,
"type": "table_cell",
"bbox": {
"l": 323.52,
"t": 228.72,
"r": 406.88,
"b": 211.2
},
"text": "Moderately",
"attrs": {
"row": 3,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.16.11",
"order": 117,
"type": "table_cell",
"bbox": {
"l": 406.88,
"t": 228.72,
"r": 490.24,
"b": 211.2
},
"text": "5",
"attrs": {
"row": 3,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.16.12",
"order": 118,
"type": "table_cell",
"bbox": {
"l": 490.24,
"t": 228.72,
"r": 573.6,
"b": 211.2
},
"text": "12.5%",
"attrs": {
"row": 3,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.16.13",
"order": 119,
"type": "table_cell",
"bbox": {
"l": 323.52,
"t": 211.2,
"r": 406.88,
"b": 193.68
},
"text": "Completely",
"attrs": {
"row": 4,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.16.14",
"order": 120,
"type": "table_cell",
"bbox": {
"l": 406.88,
"t": 211.2,
"r": 490.24,
"b": 193.68
},
"text": "1",
"attrs": {
"row": 4,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.16.15",
"order": 121,
"type": "table_cell",
"bbox": {
"l": 490.24,
"t": 211.2,
"r": 573.6,
"b": 193.68
},
"text": "2.5%",
"attrs": {
"row": 4,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.16.16",
"order": 122,
"type": "table_cell",
"bbox": {
"l": 323.52,
"t": 193.68,
"r": 406.88,
"b": 176.16
},
"text": "27 Declined, Total Number",
"attrs": {
"row": 5,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.16.17",
"order": 123,
"type": "table_cell",
"bbox": {
"l": 406.88,
"t": 193.68,
"r": 490.24,
"b": 176.16
},
"text": "40",
"attrs": {
"row": 5,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.16.18",
"order": 124,
"type": "table_cell",
"bbox": {
"l": 490.24,
"t": 193.68,
"r": 573.6,
"b": 176.16
},
"text": "100.0%",
"attrs": {
"row": 5,
"col": 2,
"rowspan": 1,
"colspan": 1
}
}
]
},
{
"id": "p80.17",
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"type": "caption",
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"l": 87.12,
"t": 149.52,
"r": 239.52,
"b": 122.64
},
"text": "Scholarly publications in peer-reviewed academic journals",
"attrs": {
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}
},
{
"id": "p80.18",
"order": 126,
"type": "table",
"bbox": {
"l": 38.88,
"t": 120.72,
"r": 288.96,
"b": 15.12
},
"text": "",
"attrs": {
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"n_rows": 6,
"n_cols": 3
},
"children": [
{
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"order": 127,
"type": "table_cell",
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"l": 38.88,
"t": 120.72,
"r": 122.24,
"b": 103.12
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"row": 0,
"col": 0,
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},
{
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"order": 128,
"type": "table_cell",
"bbox": {
"l": 122.24,
"t": 120.72,
"r": 205.6,
"b": 103.12
},
"text": "Number",
"attrs": {
"row": 0,
"col": 1,
"rowspan": 1,
"colspan": 1,
"column_header": true,
"header_source": "heuristic"
}
},
{
"id": "p80.18.3",
"order": 129,
"type": "table_cell",
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"l": 205.6,
"t": 120.72,
"r": 288.96,
"b": 103.12
},
"text": "Percent",
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"row": 0,
"col": 2,
"rowspan": 1,
"colspan": 1,
"column_header": true,
"header_source": "heuristic"
}
},
{
"id": "p80.18.4",
"order": 130,
"type": "table_cell",
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"l": 38.88,
"t": 103.12,
"r": 122.24,
"b": 85.52
},
"text": "Not at all",
"attrs": {
"row": 1,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.18.5",
"order": 131,
"type": "table_cell",
"bbox": {
"l": 122.24,
"t": 103.12,
"r": 205.6,
"b": 85.52
},
"text": "27",
"attrs": {
"row": 1,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.18.6",
"order": 132,
"type": "table_cell",
"bbox": {
"l": 205.6,
"t": 103.12,
"r": 288.96,
"b": 85.52
},
"text": "58.7%",
"attrs": {
"row": 1,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.18.7",
"order": 133,
"type": "table_cell",
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"t": 85.52,
"r": 122.24,
"b": 67.92
},
"text": "Somewhat",
"attrs": {
"row": 2,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.18.8",
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"type": "table_cell",
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"t": 85.52,
"r": 205.6,
"b": 67.92
},
"text": "10",
"attrs": {
"row": 2,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.18.9",
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"type": "table_cell",
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"l": 205.6,
"t": 85.52,
"r": 288.96,
"b": 67.92
},
"text": "21.7%",
"attrs": {
"row": 2,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.18.10",
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"type": "table_cell",
"bbox": {
"l": 38.88,
"t": 67.92,
"r": 122.24,
"b": 50.32
},
"text": "Moderately",
"attrs": {
"row": 3,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.18.11",
"order": 137,
"type": "table_cell",
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"t": 67.92,
"r": 205.6,
"b": 50.32
},
"text": "7",
"attrs": {
"row": 3,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.18.12",
"order": 138,
"type": "table_cell",
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"t": 67.92,
"r": 288.96,
"b": 50.32
},
"text": "15.2%",
"attrs": {
"row": 3,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.18.13",
"order": 139,
"type": "table_cell",
"bbox": {
"l": 38.88,
"t": 50.32,
"r": 122.24,
"b": 32.72
},
"text": "Completely",
"attrs": {
"row": 4,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.18.14",
"order": 140,
"type": "table_cell",
"bbox": {
"l": 122.24,
"t": 50.32,
"r": 205.6,
"b": 32.72
},
"text": "2",
"attrs": {
"row": 4,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.18.15",
"order": 141,
"type": "table_cell",
"bbox": {
"l": 205.6,
"t": 50.32,
"r": 288.96,
"b": 32.72
},
"text": "4.3%",
"attrs": {
"row": 4,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.18.16",
"order": 142,
"type": "table_cell",
"bbox": {
"l": 38.88,
"t": 32.72,
"r": 122.24,
"b": 15.12
},
"text": "21 Declined, Total Number",
"attrs": {
"row": 5,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.18.17",
"order": 143,
"type": "table_cell",
"bbox": {
"l": 122.24,
"t": 32.72,
"r": 205.6,
"b": 15.12
},
"text": "46",
"attrs": {
"row": 5,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p80.18.18",
"order": 144,
"type": "table_cell",
"bbox": {
"l": 205.6,
"t": 32.72,
"r": 288.96,
"b": 15.12
},
"text": "100.0%",
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Page 81
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"type": "table_cell",
"bbox": {
"l": 121.44,
"t": 351.28,
"r": 204.72,
"b": 333.56
},
"text": "1",
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"row": 4,
"col": 1,
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}
},
{
"id": "p81.10.15",
"order": 97,
"type": "table_cell",
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"l": 204.72,
"t": 351.28,
"r": 288,
"b": 333.56
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"text": "2.2%",
"attrs": {
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"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.10.16",
"order": 98,
"type": "table_cell",
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"l": 38.16,
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"r": 121.44,
"b": 315.84
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"text": "21 Declined, Total Number",
"attrs": {
"row": 5,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.10.17",
"order": 99,
"type": "table_cell",
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"t": 333.56,
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"b": 315.84
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"text": "46",
"attrs": {
"row": 5,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.10.18",
"order": 100,
"type": "table_cell",
"bbox": {
"l": 204.72,
"t": 333.56,
"r": 288,
"b": 315.84
},
"text": "100.0%",
"attrs": {
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"col": 2,
"rowspan": 1,
"colspan": 1
}
}
]
},
{
"id": "p81.11",
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"l": 371.52,
"t": 451.68,
"r": 525.84,
"b": 423.36
},
"text": "Providing research infrastructure such as equipment or facilities",
"attrs": {
"block_label": "figure_title"
}
},
{
"id": "p81.12",
"order": 102,
"type": "table",
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"l": 323.76,
"t": 421.92,
"r": 573.36,
"b": 316.8
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"text": "",
"attrs": {
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"n_rows": 6,
"n_cols": 3
},
"children": [
{
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"col": 0,
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"colspan": 1
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},
{
"id": "p81.12.2",
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"type": "table_cell",
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"l": 406.96,
"t": 421.92,
"r": 490.16,
"b": 404.4
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"text": "Number",
"attrs": {
"row": 0,
"col": 1,
"rowspan": 1,
"colspan": 1,
"column_header": true,
"header_source": "heuristic"
}
},
{
"id": "p81.12.3",
"order": 105,
"type": "table_cell",
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"l": 490.16,
"t": 421.92,
"r": 573.36,
"b": 404.4
},
"text": "Percent",
"attrs": {
"row": 0,
"col": 2,
"rowspan": 1,
"colspan": 1,
"column_header": true,
"header_source": "heuristic"
}
},
{
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"order": 106,
"type": "table_cell",
"bbox": {
"l": 323.76,
"t": 404.4,
"r": 406.96,
"b": 386.88
},
"text": "Not at all",
"attrs": {
"row": 1,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.12.5",
"order": 107,
"type": "table_cell",
"bbox": {
"l": 406.96,
"t": 404.4,
"r": 490.16,
"b": 386.88
},
"text": "24",
"attrs": {
"row": 1,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.12.6",
"order": 108,
"type": "table_cell",
"bbox": {
"l": 490.16,
"t": 404.4,
"r": 573.36,
"b": 386.88
},
"text": "60.0%",
"attrs": {
"row": 1,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.12.7",
"order": 109,
"type": "table_cell",
"bbox": {
"l": 323.76,
"t": 386.88,
"r": 406.96,
"b": 369.36
},
"text": "Somewhat",
"attrs": {
"row": 2,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.12.8",
"order": 110,
"type": "table_cell",
"bbox": {
"l": 406.96,
"t": 386.88,
"r": 490.16,
"b": 369.36
},
"text": "9",
"attrs": {
"row": 2,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.12.9",
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"type": "table_cell",
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"l": 490.16,
"t": 386.88,
"r": 573.36,
"b": 369.36
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"text": "22.5%",
"attrs": {
"row": 2,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.12.10",
"order": 112,
"type": "table_cell",
"bbox": {
"l": 323.76,
"t": 369.36,
"r": 406.96,
"b": 351.84
},
"text": "Moderately",
"attrs": {
"row": 3,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
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"order": 113,
"type": "table_cell",
"bbox": {
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"t": 369.36,
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"b": 351.84
},
"text": "6",
"attrs": {
"row": 3,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.12.12",
"order": 114,
"type": "table_cell",
"bbox": {
"l": 490.16,
"t": 369.36,
"r": 573.36,
"b": 351.84
},
"text": "15.0%",
"attrs": {
"row": 3,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.12.13",
"order": 115,
"type": "table_cell",
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"t": 351.84,
"r": 406.96,
"b": 334.32
},
"text": "Completely",
"attrs": {
"row": 4,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.12.14",
"order": 116,
"type": "table_cell",
"bbox": {
"l": 406.96,
"t": 351.84,
"r": 490.16,
"b": 334.32
},
"text": "1",
"attrs": {
"row": 4,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.12.15",
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"l": 490.16,
"t": 351.84,
"r": 573.36,
"b": 334.32
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"text": "2.5%",
"attrs": {
"row": 4,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.12.16",
"order": 118,
"type": "table_cell",
"bbox": {
"l": 323.76,
"t": 334.32,
"r": 406.96,
"b": 316.8
},
"text": "27 Declined, Total Number",
"attrs": {
"row": 5,
"col": 0,
"rowspan": 1,
"colspan": 1
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},
{
"id": "p81.12.17",
"order": 119,
"type": "table_cell",
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"l": 406.96,
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"b": 316.8
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"text": "40",
"attrs": {
"row": 5,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.12.18",
"order": 120,
"type": "table_cell",
"bbox": {
"l": 490.16,
"t": 334.32,
"r": 573.36,
"b": 316.8
},
"text": "100.0%",
"attrs": {
"row": 5,
"col": 2,
"rowspan": 1,
"colspan": 1
}
}
]
},
{
"id": "p81.13",
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},
"text": "Poster presentations at professional venues",
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},
"level": 3
},
{
"id": "p81.14",
"order": 122,
"type": "table",
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"l": 38.16,
"t": 266.4,
"r": 288.24,
"b": 161.04
},
"text": "",
"attrs": {
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{
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},
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"text": "Number",
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"row": 0,
"col": 1,
"rowspan": 1,
"colspan": 1,
"column_header": true,
"header_source": "heuristic"
}
},
{
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"type": "table_cell",
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},
"text": "Percent",
"attrs": {
"row": 0,
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"colspan": 1,
"column_header": true,
"header_source": "heuristic"
}
},
{
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"type": "table_cell",
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"l": 38.16,
"t": 248.84,
"r": 121.52,
"b": 231.28
},
"text": "Not at all",
"attrs": {
"row": 1,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
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"order": 127,
"type": "table_cell",
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"l": 121.52,
"t": 248.84,
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"text": "27",
"attrs": {
"row": 1,
"col": 1,
"rowspan": 1,
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}
},
{
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"type": "table_cell",
"bbox": {
"l": 204.88,
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"r": 288.24,
"b": 231.28
},
"text": "65.9%",
"attrs": {
"row": 1,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
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"order": 129,
"type": "table_cell",
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"b": 213.72
},
"text": "Somewhat",
"attrs": {
"row": 2,
"col": 0,
"rowspan": 1,
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}
},
{
"id": "p81.14.8",
"order": 130,
"type": "table_cell",
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"t": 231.28,
"r": 204.88,
"b": 213.72
},
"text": "7",
"attrs": {
"row": 2,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.14.9",
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"type": "table_cell",
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"r": 288.24,
"b": 213.72
},
"text": "17.1%",
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"row": 2,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
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"type": "table_cell",
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"t": 213.72,
"r": 121.52,
"b": 196.16
},
"text": "Moderately",
"attrs": {
"row": 3,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.14.11",
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"type": "table_cell",
"bbox": {
"l": 121.52,
"t": 213.72,
"r": 204.88,
"b": 196.16
},
"text": "6",
"attrs": {
"row": 3,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
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"type": "table_cell",
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"t": 213.72,
"r": 288.24,
"b": 196.16
},
"text": "14.6%",
"attrs": {
"row": 3,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.14.13",
"order": 135,
"type": "table_cell",
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"r": 121.52,
"b": 178.6
},
"text": "Completely",
"attrs": {
"row": 4,
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}
},
{
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"t": 196.16,
"r": 204.88,
"b": 178.6
},
"text": "1",
"attrs": {
"row": 4,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.14.15",
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"type": "table_cell",
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"t": 196.16,
"r": 288.24,
"b": 178.6
},
"text": "2.4%",
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"rowspan": 1,
"colspan": 1
}
},
{
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"l": 38.16,
"t": 178.6,
"r": 121.52,
"b": 161.04
},
"text": "25 Declined, Total Number",
"attrs": {
"row": 5,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
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"order": 139,
"type": "table_cell",
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"t": 178.6,
"r": 204.88,
"b": 161.04
},
"text": "41",
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"row": 5,
"col": 1,
"rowspan": 1,
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},
{
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"type": "table_cell",
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"b": 161.04
},
"text": "100.0%",
"attrs": {
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"col": 2,
"rowspan": 1,
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}
}
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},
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"b": 267.36
},
"text": "Obtaining scholarships, internships, or other opportunities for students or colleagues"
},
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"t": 265.92,
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"b": 161.04
},
"text": "",
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},
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{
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"type": "table_cell",
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"b": 248.44
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"attrs": {
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},
{
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"b": 248.44
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"text": "Number",
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}
},
{
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}
},
{
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"type": "table_cell",
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"t": 248.44,
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"b": 230.96
},
"text": "26",
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"rowspan": 1,
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}
},
{
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"b": 230.96
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"rowspan": 1,
"colspan": 1
}
},
{
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},
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},
{
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"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
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"type": "table_cell",
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"l": 489.92,
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"b": 213.48
},
"text": "14.6%",
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"row": 2,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
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"type": "table_cell",
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"r": 406.72,
"b": 196
},
"text": "Moderately",
"attrs": {
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"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.16.11",
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"type": "table_cell",
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"r": 489.92,
"b": 196
},
"text": "6",
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"row": 3,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
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"text": "14.6%",
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"colspan": 1
}
},
{
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"l": 323.52,
"t": 196,
"r": 406.72,
"b": 178.52
},
"text": "Completely",
"attrs": {
"row": 4,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
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"type": "table_cell",
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"t": 196,
"r": 489.92,
"b": 178.52
},
"text": "3",
"attrs": {
"row": 4,
"col": 1,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.16.15",
"order": 157,
"type": "table_cell",
"bbox": {
"l": 489.92,
"t": 196,
"r": 573.12,
"b": 178.52
},
"text": "7.3%",
"attrs": {
"row": 4,
"col": 2,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.16.16",
"order": 158,
"type": "table_cell",
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"l": 323.52,
"t": 178.52,
"r": 406.72,
"b": 161.04
},
"text": "26 Declined, Total Number",
"attrs": {
"row": 5,
"col": 0,
"rowspan": 1,
"colspan": 1
}
},
{
"id": "p81.16.17",
"order": 159,
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Page 82
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Page 82 JSON
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"header_source": "heuristic"
}
},
{
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"l": 205.04,
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"text": "Percent",
"attrs": {
"row": 0,
"col": 2,
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"column_header": true,
"header_source": "heuristic"
}
},
{
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"b": 704.08
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"text": "Not at all",
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"colspan": 1
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},
{
"id": "p83.2.5",
"order": 7,
"type": "table_cell",
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"t": 721.76,
"r": 205.04,
"b": 704.08
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"text": "35",
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"row": 1,
"col": 1,
"rowspan": 1,
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},
{
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"t": 721.76,
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"b": 704.08
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"text": "71.4%",
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"row": 1,
"col": 2,
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"colspan": 1
}
},
{
"id": "p83.2.7",
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"t": 704.08,
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"b": 686.4
},
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"attrs": {
"row": 2,
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"rowspan": 1,
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},
{
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"order": 10,
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"text": "5",
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},
{
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"type": "table_cell",
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"l": 205.04,
"t": 704.08,
"r": 288,
"b": 686.4
},
"text": "10.2%",
"attrs": {
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"col": 2,
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"colspan": 1
}
},
{
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"b": 668.72
},
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"colspan": 1
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},
{
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"b": 668.72
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"r": 288,
"b": 668.72
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},
{
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"r": 122.08,
"b": 651.04
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{
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{
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"r": 288,
"b": 651.04
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"text": "4.1%",
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},
{
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"b": 633.36
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"text": "18 Declined, Total Number",
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"col": 0,
"rowspan": 1,
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},
{
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"b": 633.36
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"text": "49",
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},
{
"id": "p83.2.18",
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"type": "table_cell",
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"l": 205.04,
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"b": 633.36
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"text": "100.0%",
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},
{
"id": "p83.3",
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"t": 739.68,
"r": 573.36,
"b": 634.08
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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": "17 Declined, Total Number",
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},
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{
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{
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"text": "40",
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},
{
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"text": "76.9%",
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},
{
"id": "p83.7.7",
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"l": 324,
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"text": "Somewhat",
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"row": 2,
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},
{
"id": "p83.7.8",
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"l": 407.12,
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"text": "4",
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},
{
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"text": "7.7%",
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},
{
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"l": 324,
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},
{
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},
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"text": "13.5%",
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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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},
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},
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Page 84
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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": "o 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 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 85
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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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"embedded_text": "4\n3 3 3 3\n2 2\n1 1 1 1 1 1 1 1 1\n00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0\n$3 $1 ,80 $2 ,00 $2 ,40 $2 ,50 $3 ,00 $3 ,20 $3 ,50 $3 ,60 $3 ,75 $4 ,00 $4 ,50 $5 ,00 $7 ,50 $9 ,00 $1 0 ,00"
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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 86
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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": "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 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.\no 10% of gross."
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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": "Recommended Summer Salary\nPer Three Credit Course",
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"embedded_text": "9\n5\n4\n3 3 3\n2\n1 1 1 1 1 1 1 1 1\n00 00 00 50 00 00 00 00 00 00 00 00 00 00 00 00\n,5 ,8 ,0 ,2 ,4 ,5 ,0 ,2 ,3 ,5 ,0 ,5 ,0 ,5 ,0 ,0\n$1 $1 $2 $2 $2 $2 $3 $3 $3 $3 $4 $4 $5 $5 $6 $ 10"
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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 88
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1 · HEADER
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5
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"text": "SEVEN FACULTY MEMBERS 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 10% of base for undergrad, 15% of base for grad."
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"text": "o I'm 12 month appointment, does not apply."
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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": "o Same as overload 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 for Cost of Living Increases",
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"embedded_text": "Other (35.9%) 23\nAmount\n5 percent (15.6%) 10\nIncrease 4 percent (3.1%) 2\nRecommended\n3 percent (26.6%) 17\n2 percent (17.2%) 11\n0 5 10 15 20 25\nNumber of Respondents"
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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 At least equal to the Cost-Of-Living Adjustment (COLA) as determined by the Social Security Administration."
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"text": "o Depend on CPI."
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"text": "FIGURE 7. Recommended percentage for annual faculty cost of living increase.",
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"text": "o Tied to inflation."
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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 Should be tied to inflation or consumer price index."
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"text": "o Change in cost of living."
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"text": "o Depends on the actual cost of living as determined by federal government."
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"text": "o 2% with additional if it is justified by regional cost of living increases."
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"text": "o Base it on actual cost of living data."
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"text": "QUESTION 27: What percentage should faculty receive as a merit-based increase on their annual performance evaluation?"
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"text": "Sixty-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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"embedded_text": "Amount\nOther (14.8%) 9\n5 percent (32.8%) 20\nIncrease\n4 percent (4.9%) 3\nRecommended 1 percent (3.3%) 2\n3 percent (26.2%) 16\n2 percent (18.0%) 11\n0 5 10 15 20 25"
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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": "o I do not trust the evaluation of faculty merit by those outside of a department."
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"text": "o 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 3~5%"
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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": "o Depends on what is measured - and the validity of the measurement."
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Page 91
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"text": "QUESTION 28: In what year were you hired?",
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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": "Faculty Date of Most Recent Hire",
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"embedded_text": "9\n8\n6\n3 3 3\n2 2 2 2 2 2 2 2\n1 1 1 1 1 1 1 1 1 1 1 1\n1\n1976 1980 1984 1990 1991 1992 1994 1995 1997 1998 2099 2000 2001 2002 2003 2004 2005 2007 2008 2009 2012 2013 2014 2015 2016 2017 2018"
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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 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": "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 92
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"text": "QUESTION 30: At what rank were you hired?",
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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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"embedded_text": "Declined (10.9%) 4\nLecturer, Instructor (12.5%) 8\nVisiting (17.2%) 11\nFull (1.6%) 1\nAssociate (9.4%) 6\nAssistant (54.7%) 34\n0 5 10 15 20 25 30 35 40"
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"text": "FIGURE 11. Most faculty members reported being hired as Assistant Professors, although 19 reported being hired as adjuncts, lecturers, instructors, or visiting professors.",
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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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"embedded_text": "Other (6.3%) 4\nDeclined (4.7%) 3\n12 Month Non-tenure Track (14.1%) 9\n9 Month Non-tenure Track (6.5%) 4\n12 Month Tenure Track (29.7%) 19\n9 Month Tenure Track (39.1%) 25\n0 5 10 15 20 25 30"
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"text": "FIGURE 12. Most respondents held tenure track positions.",
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Page 93
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"text": "QUESTION 32: Which best describes your tenure status?",
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"text": "Fifty-nine of the 67 faculty members (88.1%) responded to this question. Of these, 26 faculty member respondents (44.1%) currently held tenure, while 25 respondents (42.4%) are in tenure-track positions. Eleven respondents (18.6%) are in non-tenure track positions. Eight of the 67 total faculty members (11.9%) declined to respond to this question. Figure 13 presents the distribution of these results."
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"embedded_text": "Other (10.2%) 6\nDeclined (11.9%) 8\nNon-tenure Track Instructor, Lecturer, Adjunct (6.8%) 4\nNon-tenure Track Visitying Faculty (3.4%) 2\nTenure Research Faculty (1.7%) 1\nTenure Track Faculty (35.6%) 21\nTenured Faculty (42.4%) 25\n0 5 10 15 20 25 30"
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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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"embedded_text": "Caucasian (53.4%) 31\nAfrican American (31.0%) 18\nDeclined (20.7%) 12\nAsian/Pacific Islander (5.2%) 3\nOther African Descent (3.4%) 2\nOther (1.7%) 1\nNative American (0.0%) 0\nHispanic, Non-White (0.0%) 0\n0 5 10 15 20 25 30 35"
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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": "FIGURE 13. Most faculty member respondents were either tenured or on tenure track.",
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Page 94
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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": "o 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": "o 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": "o 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": "o 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": "o 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": "o 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": "o 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": "o 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": "o 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": "o Should add staff salary survey."
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"text": "o Just that this needs to be completed and remedied as soon as possible."
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"text": "o 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": "o 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."
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"text": "The 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": "o 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": "o Unqualified individual promoted to administrative positions."
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"text": "o 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 Increase the percentage of the budget going towards instruction and direct student support."
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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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100 · FOOTER
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Page 110
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"text": "Topic: “Using Newspaper Advertisements to Study the Book Trade”\nNote: I was the first of nine speakers competitively selected to re-open this lecture series."
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"text": "F. Erik Brooks, Ph.D.\n302 Scotch Pine Drive\nMacomb, Illinois 61455\n(309) 298-2228 office (912) 690-5273 cell\nf.erik.brooks@gmail.com or FE-Brooks@wiu.edu",
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"text": "Chair, Department of Political Science, Georgia Southern University, 2011-2012.\n\nScheduled courses for three units: political science, criminal justice, public administration\n\nManaged departmental operation and travel budgets\n\nIncreased departmental budget by offering more on-line courses\n\nGuided department preliminary self-study review as a part of SACS accreditation\n\nSteered the department hiring efforts of three new hires in political science and public administration\n\nSupervised pre-tenure review for two junior faculty member\n\nSupervised tenure review for one faculty member\n\nSupervised post-tenure review for one faculty member\n\nEvaluated teaching, research and service efforts of 24 faculty member department\n\nHired and evaluated the departmental office manager and secretary"
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"text": "Director of Master of Public Administration Program Department of Political Science, Georgia Southern University, 2004-2007.\nIncreased student enrollment by 45 percent\nIncreased on-line public administration course offerings\nConsulted with chair to scheduled courses for public administration program\nConsulted with chair to evaluated teaching, research, and service of MPA faculty\nDirected efforts to reform public administration curriculum\nSteered reaccreditation efforts for MPA program and site visit"
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"text": "Undergraduate Level Courses taught in Political Science Southern Politics\nCivil Rights Movement\nThe United States Presidency\nFrom Barack Obama to Martin Luther King, Jr.\nAmerican Government\nFoundations of the Contemporary World\nAfrican American Politics"
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"text": "Graduate Level Courses taught in Public Administration\nPublic Personnel Administration\nIntergovernmental Relations\nEthics in Public Administration\nOrganizational Behavior\nDiversity in Public Administration\nNonprofit Administration\nFoundation of Public Administration\nIntroduction to Higher Education Administration\nLeadership in Public Organizations"
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"text": "Certifications and Faculty Development\nGeorgia Southern University Eagle Leadership Administrative Training, 2011\nGeorgia Southern University China Faculty Development Delegation, 2009\nCertificate of Nonprofit Management, Auburn University at Montgomery, 1998\nClass-A Professional Educator Certificate, State of Alabama, 1999-2005"
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"text": "SCHOLARSHIP & SCHOLARLY ACTIVITY\nBooks and Monographs\nWalker, L., Brooks, F.E., and Goings, R. (2017). How the Obama Presidency Changed the Political Landscape. Praeger Publishing."
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"text": "Brooks, F.E., (2012) Race, Reconstruction, Radical Republicans, and a Renegade: The Rise and Fall of Tunis G. Campbell in Matthew Lynch (ed.), Obama: A Reappraisal of Black Reconstruction Era Politicians. (pp. 159-182), Praeger Publishing.",
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"text": "Borland-Davis, P. G., Thompson, W., and Brooks, F.E., (2010) Activism and the 30^{th} & 21^{st} Centuries, in Robert Heath (ed.) Handbook of Public Relations (pp. 409-420), Newbury Park, CA: SAGE Publications.",
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"text": "Brooks, F.E. (2010) Black and Bound: Race, Politics, and Desegregation in Georgia Higher Education, in P. Ford (ed.), African Americans in Georgia: A Reflection of Politics and Policy in the New South. (pp. 193-210), Macon, GA. Mercer University Press.",
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"text": "Brooks, F.E. (2009) Desegregation Busing and Affirmative Action. In B. Johnson and Z. Trodd (ed.), Toward the Next American Century, 1974-2007. (52-68), New York: Facts on File, Inc.",
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"text": "The following are entries published in Inscoe, J., ed. (2005). The New Georgia Encyclopedia. Athens, GA: University of Georgia Press. Available: http://www.georgiaencyclopedia.org/nge/Home.jsp\nRoy Barnes\nParty Changers",
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"text": "Kotz, N. (2005). Judgment Days: Lyndon Baines Johnson, Martin Luther King, Jr., and the Laws that Changed America. New York: Houghton Mifflin. [Vol. 37(4), 2007] (pp. 788-791), Presidential Studies Quarterly.",
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"text": "Kennedy, R. (2002). Nigger: The Strange Career of a Troublesome Word. New York: Pantheon Books. [Vol. 33(1), 2005] (pp. 202-203), Journal of Politics & Policy.",
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"text": "The 9/11 Commission. (2004). Final Report of the National Commission Terrorist Attacks Upon the United States. New York: W.W. Norton Company. [Vol. 33(2), 2005] (pp. 376-377), Journal of Politics & Policy.",
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"text": "Mohl, R. A. (2004). South of the South: Jewish Activists and the Civil Rights Movement in Miami, 1945-1960. Gainsville, FL: University of Florida Press. [Vol. 33(4), 2005] (pp. 778-779), Journal of Politics & Policy.",
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"text": "Newspaper & Television Media Analyst for the following:\nGeorge-Anne Georgia Southern University Student Newspaper\nElection Program Georgia Southern University Media Services, 2004 and 2008.\nStatesboro Herald\nJacksonville Sun Times\nMontgomery Advertiser\nBrunswick News"
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"text": "Louisiana State Board of Regents, Co-PI, Equipment Enhancement for Research and Education on Functionalized Nanomaterials, $79,852, 6/1/2017 – 5/31/2018.",
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"text": "July 13, 2018 SUS-PDI-W3 Harnessing the SUS Open Library For Education (SUOL4ED): Designing OER-BASED Courses, Southern University and A & M College, 801 Harding Blvd., J.B. Cade Library – Training Center, Room 224, Baton Rouge, LA 70813"
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Page 164
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"text": "SUMMARY OF PROGRAMS/ACTIVITIES: Dr. Tamara Sluss requests an unpaid leave of absence for the 2018-19 academic year. Dr. Sluss will be teaching and conducting research with the University of Louisville, Interdisciplinary Studies in Sustainability. Section 2.12.4 of the Kentucky State University Faculty Handbook provides for the approval of the leave, stating the following. “A professor, associate professor, or assistant professor who has been employed for at least two consecutive years, may be granted an extended leave of absence without pay for a period of one full year or one semester. The leave shall be for the purpose of graduate study, teaching, and/or research.” Dr. Sluss meets these requirements."
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"text": "Goal 2 – Achieve academic excellence across all programs and colleges, Increase student general education skills, Degree persistence, Career readiness and graduation rates."
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"text": "For more than 130 years, Kentucky State University has been educating students to make a positive difference in the world. In an era in which the lived experience of many Americans, as well as their senses of hope and opportunities for living a fulfilling and self-sufficient life are determined by access to basic needs such as food and shelter and a quality education, the social and economic gaps seem to widen every year. The proposed Center for Research on the Eradication of Educational Disparities seeks to address these inequities from the opportunity mindset; that is, the C.R.E.E.D. will look at the patterns, causes, problems that are associated with educational disparities. In developing solutions, the Center will look to find sustainable ways to educate educators and the larger community in how to recognize inequitable and disparate access to resources and reverse the achievement gap with positive approaches to accessible educations for all. In keeping with the mission of Kentucky State University as 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 global economy,” the Center will concentrate efforts on the citizens, and students, in the Commonwealth of Kentucky, and seeks to offer a national model for improving society locally and at large."
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"text": "The research literature is saturated with the fact that there are significant achievement gaps between majority and minority students, those with Limited English Proficiency (LEP) and English language learners, between males and females, between socio-economic groups, and between regular-education students and those with special needs. Additionally, there are gaps when one considers access to health care, the juvenile justice system, and gifted programs. The “achievement gap” in education refers to the disparity in academic performance between groups of students. The achievement gap shows up in grades, standardized-test scores, course selection, dropout rates, and college-completion rates, among other success measures. It is most often used to describe the troubling performance gaps between African-American and Hispanic students, at the lower end of the performance scale, and their non-Hispanic white peers, and the similar academic disparity between students from low-income families and those who are better off. Racial disparities in educational achievement are one of the most important sources of American inequality. Racial inequalities in adulthood in areas as diverse as employment, incarceration, and health can be traced to unequal academic outcomes in childhood and adolescence (Belfield and Levin 2007). For example, African American students, on average, scored 31 points below white students in eighth-grade math and 26 points below in eighth-grade reading (NCES 2014).[p173.5.1] Historically, black students made steady gains in closing the gap after school desegregation in the 1960s; however, this progress leveled off in 1990. The gap has fluctuated slightly since then, but has",
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"text": "ultimately changed little over the past two decades. For twelfth grade students, in fact, the gap in NAEP reading is wider now than it was in 1992 (NCES 2014). While minority students and students from high poverty areas continue to struggle academically, it has a direct effect on the dropout rate in the United States. Nationwide, it has been reported that a student drops out every 26 seconds on the average, equating to 1.3 million students each year. From a national and local perspective, the graduation rates for Black and Hispanic students are even lower (American Graduate D.C., 2014). While the status dropout rate decreased from 10.9% to 5.9% over the period spanning the years 2000 through 2015, some groups are disproportionately affected by the drop out phenomenon. Further analysis of data disaggregated by composite populations indicated that males drop out at slightly higher rates than females, and most minority groups continue to drop out at higher rates than their white peers (Carr, 2017)."
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"text": "Kentucky State University proposes to establish the interdisciplinary Center for Research on the Eradication of Educational Disparities. Its functions will be to research gaps in achievement and attainment, develop training programs for schools and school districts, and host equity, diversity, and achievement/attainment programs for teachers, principals, and other school personnel in Kentucky. This interdisciplinary Center will become:"
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"text": "(please specify)"
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"text": "Weekly or More Often",
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"text": "7. How often do you receive information from Kentucky State University?",
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"text": "Page 179 of 218",
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Page 180
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136 · FOOTER
Page 180 JSON
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"text": "(please specify)"
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Page 181
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1 · TABLE
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263 · FOOTER
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r0c2 (0%): “Participation”
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Page 182
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Page 191
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"text": "Franklin County",
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"text": "**Kentucky has a total of 120 counties less the 6 service counties mentioned above. This policy serves as your document of assigned counties within the Commonwealth of Kentucky. In addition to your already assigned recruiter states, these counties will be considered your responsibilities also."
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"text": "You are required to set up 2 private visits per week at high schools within your assigned service counties and regions within Kentucky."
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"text": "Please visit the following website for more specific information on your assigned regions within the Commonwealth of Kentucky: http://www.trailsrus.com/wmas/index.html"
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"text": "*****It is vital that you are aware of all your counties within your region and your assigned service counties. Some recruiters many have service counties that are not within your region."
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"text": "Establish rapports with your high school's counselor/college readiness coordinator for your high schools within your service counties and regions."
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"text": "➢ Sponsor and host recruitment events"
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"text": "Serve as territory manager for KYSU's recruitment efforts. Travel extensively to high schools and attend college fairs in this region to recruit students and strengthen ties with high school counselors, alumni and other key influences in the recruitment process."
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"text": "Utilize social media, telecommunications and a high degree of personal contact to maintain and enhance a student’s level of interest in the University. ***(Work Cell phones are given to you for this reason—especially while away from campus—please utilize them) ***"
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"text": "***Any phone calls, emails from prospective students, alumni, high school counselors and or coordinators of events, that contacts our office in your assigned area, you will be responsible to communicate with them. I will advise the entire office to refer these correspondences and calls to the assigned territory manager/recruiter."
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"text": "(Subject to change based on travel needs):\\nAdmissions Specialist: Courtney Gray\nOhio\nIllinois\nIndiana\nMichigan\nWisconsin\nWest Virginia\nNorth Carolina\nPennsylvania\nMissouri",
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"text": "Minnesota\nNorth East Coast\nAdmissions Specialist: Joshua Williams\nTennessee\nArkansas\nLouisiana\nMississippi\nAlabama\nGeorgia\nS. Carolina\nN. Carolina\nFlorida\nVirginia\nTexas\nAdmissions Specialist\n➢ Entire State of Kentucky (Mainly In-state travel)\n➢ Southern Ohio\n➢ Eastern-West Virginia\n➢ California\n➢ Oklahoma\n➢ Kansas\n➢ West Coast States and other states not assigned\n➢ *Any overflow area not mentioned or 2^{nd} recruitment limited to: Illinois, Tennessee, Ohio, Indiana, Tex",
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"text": "*Any overflow area not mentioned or[p198.1.2.1] recruiter for over-populated areas. Such as but not limited to: Illinois, Tennessee, Ohio, Indiana, Texas**",
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"text": "It is the responsibility of the Recruitment Team member to service EVERY high school within their designated service counties/Regions and States. Counselors will research their service counties and regions using the high school profile and online tools such as www.greatschools.com to determine whether the appointment will be a drop-off or a private visit. All visits are required to be reported to Associate Director to be posted on the master recruitment calendar. Counselors must check the recruitment calendar regularly to plan appropriately for travel."
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"text": "On-site Admission: online application must be submitted prior to on-site admission. Students should have official transcript and official test scores ready for evaluation."
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"text": "Private visits: scheduled with the goal of performing on-site admission every time. Counselors are to inform the high school staff of the opportunity to perform on-site admission and what is required of the student prior to the visit. A request to meet in a computer lab or area with access to computers may be beneficial."
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"text": "Drop-off visits: may be performed for schools with a low percentage of targeted students and consists of scheduling brief meetings with the school staff to build rapport with the school and inform the school about Kentucky State University, its programs, and how we can serve their students."
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"text": "Service calls: are to be performed for “feeder” schools with a traditionally high percentage of students attending Kentucky State University. Service calls should be performed at least once every semester to maintain good rapport and encourage additional applicants. A service call or “check-in” is to ensure the counselor and their students are completely satisfied with their KYSU experience and to offer assistance if needed. Service calls can also be performed for schools with an extremely low percentage of targeted students and consists of building rapport with the school staff, introducing them to KYSU and its programs and informing them on how we can serve their students."
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"text": "Plan to arrive to the appointment early. This is a perfect time to converse and build rapport with the counselor prior to the visit if their schedule permits. Try to arrive with a gift. Remember, we are building lasting relationships with the schools and we want to leave a great impression. You will be surprised how far a cup of coffee will take you. It shows compassion and appreciation to the counselor and they will remember you for it. Present information in a clear, concise and professional manner while maintaining enthusiasm for KYSU. Remember, these are TEENAGERS we are selling KYSU to. Smile often and speak to the things teenagers are excited about."
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"id": "p199.10.2",
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"text": "Stand at all times."
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"bbox": {
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"text": "Stay alert and by your table: Visit with the students...NOT other recruiters."
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{
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"type": "list_item",
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"text": "Use eye contact to draw your audience."
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"text": "If a student approaches your table, introduce yourself, inquire of student's name, and possibly shake the student's hand. Remember, if you use the student's name in your conversation, this is always impressive."
},
{
"id": "p199.12",
"order": 16,
"type": "text",
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"text": "Make each student/parent feel important."
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{
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"type": "text",
"bbox": {
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"text": "Know your information/be honest."
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"text": "Be tactful and civil at all times, even if the student is not."
},
{
"id": "p199.15",
"order": 19,
"type": "text",
"bbox": {
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"text": "If the parent dominates the conversation, include the student by using his/her name and directing questions to them (but do not aggravate the parent)."
},
{
"id": "p199.16",
"order": 20,
"type": "text",
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"text": "12",
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},
{
"id": "p199.17",
"order": 21,
"type": "footer",
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"text": "Page 199 of 218",
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Page 200
14 item(s)
JSON
footer (1)
heading (2)
list (1)
list_item (5)
text (5)
1 · HEADING
2 · LIST
3
4
5
6
7
8 · HEADING
9 · TEXT
10 · TEXT
11 · TEXT
12 · TEXT
13 · TEXT
14 · FOOTER
Page 200 JSON
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"text": "At the Program - Never:",
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"text": "Rate schools."
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"text": "Speak ill of other schools."
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"text": "Guarantee financial aid/scholarships."
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{
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"type": "list_item",
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"text": "Pretend KYSU has programs that it does not."
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"text": "Recruit students away from other tables."
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"text": "After the Program:",
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"text": "Do not leave early. All students (even those that arrive ten minutes before the fair ends) deserve a chance to meet with college representatives."
},
{
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"order": 10,
"type": "text",
"bbox": {
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"text": "Pack up materials and leave the surrounding area clean."
},
{
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"order": 11,
"type": "text",
"bbox": {
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"text": "Fill out evaluation provided by school or fair (if applicable)."
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"type": "text",
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"text": "Thank counselor and/or coordinator for inviting us."
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"b": 86.64
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"text": "13",
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"text": "Page 200 of 218",
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Page 201
41 item(s)
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heading (1)
table (1)
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1 · HEADING
2 · TABLE
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
Page 201 JSON
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"text": "RETENTION AND COHORT RATES",
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"text": "Institution (IPEDS)",
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"text": "Cohort 2012",
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{
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{
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"text": "48.5%",
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{
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"text": "43.5%",
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},
{
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"text": "51.5%",
"attrs": {
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{
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Page 204 JSON
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Page 205
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"text": "- Renovate Atwood Agricultural Research Building – State Account Number C751\nScope of Work – Total renovation of building to create modern spaces for research, teaching and extension for land grant program."
},
{
"id": "p205.13",
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"type": "text",
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"text": "Federally approved project cost - $7,428,393."
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"type": "text",
"bbox": {
"l": 83.52,
"t": 273.12,
"r": 536.16,
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"text": "Initial design completed by OMNI Architects. RFP for initial demolition has been let, pending federal approval of contract. Board approval for overall project requested at September 6, 2018 meeting."
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"id": "p205.15",
"order": 15,
"type": "text",
"bbox": {
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"t": 228.96,
"r": 330.72,
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"text": "Estimated completion date – September 2019"
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"order": 16,
"type": "heading",
"bbox": {
"l": 66,
"t": 198.48,
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"text": "• Renovate Hunter Hall – State Account Number - C8XM",
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"text": "Federally approved project cost - $2,296,476 (Board approval of scope increase requested at September 6, 2018 meeting)."
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"text": "Project is in design phase, Butch Hatcher with the Division of Engineering and Contract Administration has been assigned as project manager."
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"text": "Estimated completion date – December 2019"
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Page 206
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"text": "- Blazer Library Feasibility Study – State Account Number – C8K3\nScope of Work – Develop cost estimate of renovations for Blazer Library.\nProject budget and design work being developed."
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"text": "• Emergency Roof Repair – Exum HPER Center – State Account Number – C8HZ\nScope of Work – Emergency repairs to roof completed – cost $19,350. Project closed\nAugust 2018. Further repairs and/or replacement will be determined as part of overall campus roof evaluation."
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"text": "Scope of Work – Replace section of Jordan Warehouse roof. Project closed August 2018. Further repairs and or replacement will be determined as part of overall campus roof evaluation."
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"text": "Scope of Work – Remediate mold throughout the building and repair mechanical systems. Approved project budget - $900,000; Expended to date - $45,000.\nMold remediation complete – July 2018. Mechanical repairs are more extensive than anticipated. CMTA Engineers are completing phase A design. Updated project budget will be submitted for Board approval at the September 6, 2018 meeting. Project Completion - 5%."
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"text": "• Develop Campus Master Plan – State Account - C913",
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"text": "Scope of Work – Develop campus master plan. Approved budget - $325,000.\nWorking with Division of Engineering and Contract Administration to select architect.\nReview team for selection of Architect has been assigned."
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"text": "Scope of Work – Develop cost estimate and initial design to convert Shauntee Hall to Nursing Education facility. Approved budget - $30,000."
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"text": "Scope of Work – Develop project to reduce energy costs and improve efficiency. Project is funded from guaranteed savings."
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"text": "Presentations from interested firms scheduled for September 12[p207.9.1]. Firms will be evaluated by a joint team of Kentucky State University staff and Division of Engineering and Contract Administration staff.",
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"text": "• Transition to Synthetic Athletic Field – State Account – N/A",
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"text": "Working with stakeholders to develop budget and potential cost sharing for the project. Estimated completion – April 1, 2019"
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"text": "Responsible Board: Board of Regents Responsible Committee: Board of Regents Executive Committee Policy Classification: Governance",
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"text": "The Board of Regents of Kentucky State University (Regents) is committed to establishing and advancing an evidence-based planning and assessment culture that is focused on continuous improvement. The Regents are committed to closing the assessment loop by 1) conducting an Annual Self-Evaluation, 2) analyzing the results, and 3) using the results to identify areas for improvement. Implementation of this policy will allow Regents to strengthen its policy-making role and function. A select list of expected outcomes of the Regents Annual Self-Evaluation shall include:"
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"text": "This policy reinforces the Regents expectation that their campus will continue to engage students, faculty, staff, and administrators in a planning and assessment model that is systematic, integrated, research-based, ongoing and comprehensive. The goal of this institutional effectiveness effort is academic and administrative excellence."
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"text": "Ultimately the implementation of this policy shall provide the Regents with an opportunity to assess its performance, contributions and establish a strategic forward-looking policy priorities agenda. Working in concert with the University's President, clear expectations of the administration will be determined on an annual basis by identifying agreed-upon goals and objectives that are specific, measurable, achievable, results-driven and time-bound (S.M.A.R.T.). The outcome of this collaborative effort will best serve the interests of Kentucky State University."
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"text": "This policy applies to the eleven (11) members of the Kentucky State University Board of Regents."
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"text": "In December 2017, the 2018 Edition of the Southern Association of Schools and Colleges, Commission on Colleges (SACS-COC) Principles of Accreditation — Foundations for Quality was adopted by the College Delegate Assembly. Implementation of this Board Self-Evaluation Policy shall ensure the Regents are in compliance with SACS-COC Principle 4.2.g. that states the Governing Board defines and regularly evaluates its responsibilities and expectations (Board Self-Evaluation)."
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"text": "Kentucky State University Board of Regents. The Regents are vested with the responsibility via The Constitution of the Commonwealth of Kentucky adopted in 1792 and specific Commonwealth of Kentucky Revised Statutes for the management and supervision of its institutions, statewide agricultural programs and other programs which comprise the Kentucky State University System."
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"text": "Southern Association of Schools and Colleges, Commission on Colleges (SACS-COC). SACS-COC is the regional body for the accreditation of the degree-granting higher education institutions in the Southern states. The Commission’s mission is the enhancement of education quality throughout the region and improvement of the effectiveness of institutions by ensuring that they meet the standards established by the higher education community that address the needs of society and students. It serves as the common denominator of shared values and practices among the divers institutions in Alabama, Florida, Georgia, Kentucky, Louisiana, Mississippi, North Carolina, South Carolina, Tennessee, Texas, Virginia, Latin America and other international sites approved by SACS-COC that award associate, baccalaureate, master’s or doctoral degrees. SACS-COC also accepts applications from other international institutions of higher education."
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"text": "General Counsel/Records Custodian\n400 East Main Street\nHume Hall, Room 103\nFrankfort, KY 40601\nGeneral.counsel@kysu.edu"
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"text": "KENTUCKY STATE UNIVERSITY\nBoard of Regents",
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"text": "DATE: August 17, 2018"
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"text": "SUBJECT: Institutional Advancement staff hirers"
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"text": "FROM: Office of Institutional Advancement"
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"text": "ACTION ITEM: No"
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"text": "BACKGROUND: Hiring approved positions to support annual and major gifts to the institution."
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"text": "SUMMARY OF PROGRAMS/ACTIVITIES: Hired two new staff members. Sean Ross, Director of Major Gifts, and Michael DeCourcy, Director of Annual Fund and Analytics."
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"text": "ALIGNMENT WITH STRATEGIC GOALS: Goal 4- Enhance the Impact of External Relations and Development."
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"text": "PROGRAM IMPLICATIONS: Begin outreach to our constituents to raise philanthropic support, develop online giving interface, launching facility/staff giving campaign, annual giving initiatives, engaging and building relationships within the region including business leaders, foundations, alumni, friends and campus partners."
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"text": "FISCAL IMPLICATIONS: N/A"
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"text": "ATTACHMENTS: None"
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"text": "RECOMMENDATION: Information only."
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"text": "Page 218 of 218",
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