| AGENDA |
| 1. | Call to Order | Regent Tammi Dukes Board Chair |
| 2. | Roll Call | Mr. Zachary Atwell Board Secretary Acting General Counsel |
| 3. | Approval of the Agenda | Chair Dukes |
| 4. | Information Items | |
| A. Carver Hall Renovations | Ms. Jennifer Linton Sodexo |
| B. Update on Filled Positions | Ms. Candace Raglin Director of Human Resources |
| C. Future Meetings Discussion | Chair Dukes |
| 5. | Consent Agenda | Chair Dukes |
| A. Approval of Previous Meeting Minutes | |
| i. August 8, 2023, Regular Meeting Minutes | |
| ii. August 29, 2023, Executive Committee Meeting Minutes | |
| B. Ratification of Executive Committee Action | |
| i. Approval of Expenditures for Athletic Training Agreement | |
| C. Approval of Committee Recommendations | |
| i. Strategic Plan for Academic and Student Affairs | |
| ii. Academic Calendar Policy | |
===== PAGE 3 =====
| iii. Course Schedule Protocol |
| iv. Transition to New LMS |
| v. Excel to Accelerate: Cohort for College Readiness |
| Action Items |
| A. Approval to Increase the Walkway Improvements Project | Ms. Linton |
| B. Approval of Mechanical, Electrical, and Plumbing Renovations | Ms. Linton |
| C. Approval to Transition to Ellucian Banner Payroll and Human Resources System | Dr. Wendy Dixie
Acting VP, Finance & Business Affairs |
| D. Approval of Revised Budget for Fiscal Year 2024 | VP Dixie |
| E. Approval of Pending Personnel Actions | Director Raglin |
| F. Approval to Extend Temporary VP-level Appointments | Director Raglin |
| G. Approval to Build a Multipurpose Building at KSU’s New Franklin County Farm | Dr. Kirk Pomper
Director of Land Grant Programs
Dean of the College of Agriculture, Community, and the Sciences |
| Closing Remarks | Chair Dukes |
| Adjournment | Chair Dukes |
===== PAGE 4 =====
# KENTUCKY STATE UNIVERSITY BOARD OF REGENTS
## INFORMATION ITEM
As of July 1, 2023, positions funded by E&G and Grant sources have been successfully filled.
## FACTS
Seven (7) positions funded by E&G have been filled, and twenty-four (24) Grant positions have been filled. Thus, a total of thirty-one (31) positions have been filled to date.
## BUDGETARY IMPLICATION
Kentucky State University Budget Office has approved all filled positions and salary ranges.
Total compensation for E&G-funded positions $757,781.63
Total Compensation for Grant-funded positions $1,735,235.68
$2,493,017.31
===== PAGE 5 =====
| Grant-Filled Positions from 7/1/2023 |
| Date of Hire | Position Title | Department | Funding Source | Annual Salary | Fringe Benefit 34% | Total Compensation |
| 7/3/23 | Director of Career Services | Student Success | Title III | $ 87,000.00 | $ 29,580.00 | $ 116,580.00 |
| 7/3/23 | Research Associate (Temporary Assignment) | College of Ag | Grant | $ 45,000.00 | $ 15,300.00 | $ 60,300.00 |
| 7/5/23 | Research and Extension Associate Forestry | College of Ag | Grant | $ 47,000.00 | $ 15,980.00 | $ 62,980.00 |
| 7/10/23 | Research and Extension Assistant Forestry | College of Ag | Grant | $ 38,766.00 | $ 13,180.44 | $ 51,946.44 |
| 7/24/23 | Extension Agent for Horticulture | College of Ag | Grant | $ 47,000.00 | $ 15,980.00 | $ 62,980.00 |
| 7/24/23 | Facility and Event Coordinator | College of Ag | Grant | $ 50,000.00 | $ 17,000.00 | $ 67,000.00 |
| 8/1/23 | Assistant Professor Sustainable Systems | College of Ag | Grant | $ 85,000.00 | $ 28,900.00 | $ 113,900.00 |
| 8/7/23 | Custodian | College of Ag | Grant | $ 31,200.00 | $ 10,608.00 | $ 41,808.00 |
| 8/7/23 | Counselor I | Student Support | TRIO | $ 43,000.00 | $ 14,620.00 | $ 57,620.00 |
| 8/21/23 | Grants and Contracts Compliance Specialist | College of Ag | Grant | $ 66,000.00 | $ 22,440.00 | $ 88,440.00 |
| 8/21/23 | Research Associate (Temporary Assignment) | College of Ag | Grant | $ 50,000.00 | $ 17,000.00 | $ 67,000.00 |
| 9/5/23 | Travel Coordinator | College of Ag | Grant | $ 37,986.00 | $ 12,915.24 | $ 50,901.24 |
| 9/5/23 | Extension Agent FCS | College of Ag | Grant | $ 50,000.00 | $ 17,000.00 | $ 67,000.00 |
| 9/5/23 | Professional Advisor I | Student Affairs | Title III | $ 45,000.00 | $ 15,300.00 | $ 60,300.00 |
| 9/11/23 | Research Associate (Temporary Assignment) | College of Ag | Grant | $ 50,000.00 | $ 17,000.00 | $ 67,000.00 |
| 9/11/23 | Research Associate (Temporary Assignment) | College of Ag | Grant | $ 50,000.00 | $ 17,000.00 | $ 67,000.00 |
| 9/12/23 | Farm and Automotive Mechanic | College of Ag | Grant | $ 50,000.00 | $ 17,000.00 | $ 67,000.00 |
| 9/18/23 | Research Associate (Temporary Assignment) | College of Ag | Grant | $ 50,000.00 | $ 17,000.00 | $ 67,000.00 |
| 9/18/23 | Professional Advisor I | Student Affairs | Title III | $ 45,000.00 | $ 15,300.00 | $ 60,300.00 |
| 9/25/23 | 4-H Youth Development Agent (Carlisle Co) | College of Ag | Grant | $ 47,000.00 | $ 15,980.00 | $ 62,980.00 |
| 10/2/23 | DEI Compliance Coordinator | College of Ag | Grant | $ 50,000.00 | $ 17,000.00 | $ 67,000.00 |
| 10/2/23 | Assistant Professor Extension/4-H Program Leader | College of Ag | Grant | $ 90,000.00 | $ 30,600.00 | $ 120,600.00 |
| 10/2/23 | Assistant Project and Facility Manager | College of Ag | Grant | $ 70,000.00 | $ 23,800.00 | $ 93,800.00 |
| 1/2/24 | State Specialist Horticulture and Local Foods | College of Ag | Grant | $ 70,000.00 | $ 23,800.00 | $ 93,800.00 |
| | | | $ 1,294,952.00 | $ 440,283.68 | $ 1,735,235.68 |
===== PAGE 7 =====
# KENTUCKY STATE UNIVERSITY BOARD OF REGENTS REGULAR MEETING
*** Meeting Was Conducted in Person and by Teleconference ***
August 8, 2023
1:00 p.m. EDT
# Board of Regents Room Julian M. Carroll Academic Services Building, 2nd Floor 400 East Main Street Frankfort, Kentucky 40601 (Primary Physical Location)
# MINUTES *****
### I. Call To Order
The Board's Chair, Regent Tammi Dukes, called the meeting to order at 1:03 p.m.
### II. Roll Call
The Board's Secretary, Zachary Atwell, called the roll:
Regent Tammi Dukes, Chair Present
Regent Michael Adams, Jr., Vice Chair Present
Regent Edward Fields Present
Regent Ernie Fletcher, MD Present
Regent Edward Hatchett, Esq. Not Present
Regent Jason Moseley Not Present
Regent Charles Moyer, Ph.D. Present
Regent Robert Ramsey, Sr. Present
Regent Herman Walston, Ed.D. Present
Regent Savion Briggs Not Present
At least six (6) Regents were present at the roll call. A quorum was therefore established.
Note: Regent Hatchett joined shortly after the roll call. Regent Briggs was present at roll call but did not have his camera turned on. He later joined the meeting in person.
### III. Approval of the Agenda
MOTION by Regent Fletcher:
Move the Board to approve the agenda of the August 8, 2023, regular meeting of the Board of Regents.
Seconded by Regent Fields and passed without dissent.
===== PAGE 8 =====
### IV. Information Items
Prior to commencing with the information items, Chair Dukes requested that the presenters limit their presentations to ten minutes and that Regents limit themselves to two questions per information item.
### A. FY 2023 Budget Update
Dr. Wendy Dixie, Acting VP, Finance & Business Affairs, presented this agenda item. Dr. Dixie reported that the FY 2023 budget is still being reviewed and will not be finalized until the adjusted entries are completed as part of the FY 2023 audit. Therefore, she advised her presentation was intended to provide information as to the current budget review status.
Next, Dr. Dixie presented the FY 2023 budget to actuals, identifying a current total deficit of $1,973,139.78. She also discussed operating expenses that exceeded $100,000. Further, she informed the Board that she is working with CPE to go line by line to ensure that expenses are properly categorized.
Regent Hatchett queried where CBIZ was represented in the list of expenses exceeding $100,000.
Chair Dukes asked Dr. Dixie whether she anticipates uncovering any more prior expenses. Dr. Dixie replied affirmatively, and President Akakpo concurred.
As to the FY 2023 expenses that are still being discovered, Regent Walston inquired whether they were expenses funded by federal grants or the University's E&G fund.
Regent Hatchett asked whether Dr. Dixie was able to formulate a strategy for dealing with the bookstore deficit, and further asked whether the bookstore deficit is typical. President Akakpo echoed Regent Hatchett’s concern.
Chair Dukes requested Dr. Dixie to expand upon the “Other” category identified in the FY 2023 Auxiliaries slide.
Regent Walston asked why staff and faculty members have been unable to obtain paper from Ricoh since July. Mr. Michael DeCourcy, Acting Chief of Staff, explained the relationship between Ricoh and the University, and clarified what each party is responsible for providing.
Regent Moyer asked whether the numbers were likely to improve or worsen as FY 2023 is finalized. President Akakpo and Dr. Dixie responded that the numbers are likely to worsen, though they are hoping for the best. Regent Moyer also asked what the consequences would be in the event of a negative budget/outcome for FY 2023, and whether that amount needs to be rolled into the FY 2024 budget. Lastly, Regent Moyer inquired as to the University’s current unrestricted cash balance, relative to the amount KSU would like to have as a cash balance.
Vice Chair Adams asked Dr. Dixie to confirm that the revenue sources were all reconciled, and that the remaining work was focused on re-categorizing expenses and reconciling new bills as they are discovered. Dr. Dixie replied affirmatively.
Hearing no further questions, Chair Dukes thanked Dr. Dixie for her presentation.
===== PAGE 9 =====
### B. Academic Affairs & Student Affairs Update
Dr. Michael D. Dailey, Interim Provost, Dr. Scott Wicker, Interim Vice Provost for Academic Affairs, and Dr. Stephanie Mayberry, Interim Vice Provost for Student Affairs, presented this agenda item.
Dr. Dailey began with an overview of the update, which covered the opening of the Fall 2023 semester, the online education initial planning session with Magellan Learning Solutions, and the CourseLeaf catalogue project.
Next, Dr. Wicker discussed faculty contracts, including 9- and 12-month appointments.
As to faculty members who accepted 12-month appointments, Regent Walston asked whether their contracts clearly delineated the expected faculty distribution of efforts. Dr. Wicker responded affirmatively, and also explained the contract process for individuals who assume both faculty and administrative roles.
Dr. Dailey then reviewed the Faculty and Staff Institute events, which were scheduled to begin on August 14, 2023.
Relative to the online education initial planning session, Regent Hatchett requested a workshop regarding the University's online presence, including its status and progress. Chair Dukes agreed. President Akakpo assured Regent Hatchett that the University's online presence is going well and has good momentum.
Dr. Wicker shared an update on the CourseLeaf catalogue project.
Next, Dr. Mayberry provided the Student Affairs update, which included the move-in dates for freshmen and upperclassmen, the Student Affairs office relocation, the new residence hall, and challenges regarding housing assignments. Dr. Mayberry reported that the new residence hall is already full.
As to the Fall 2023 updated enrollment projections, Dr. Mayberry announced that 1,498 students had enrolled, which is an 8.8% increase over August of last year.
Chair Dukes queried whether students would still need to be housed at the Capital Plaza Hotel. Dr. Mayberry stated that even though Combs Hall will be closed this year for renovations, the hotel is no longer needed.
Given that the hotel will no longer be used, Regent Fields wondered what would happen if enrollment exceeds dorm capacity.
Regent Walston asked how courses with low enrollment would be addressed.
Regent Fields inquired whether registration would be held in the Student Center again.
Chair Dukes thanked Dr. Dailey, Dr. Wicker, and Dr. Mayberry for their presentations.
### V. Action Items
Because the Regents received the meeting materials well in advance, Chair Dukes stated that the action items could be approved individually or as a whole.
Vice Chair Adams suggested approving the items as a unit, and Regent Fields agreed.
===== PAGE 10 =====
MOTION by Vice Chair Adams:
Move the Board to approve action items A, B, C, D, E, F, G, H, and I. Second by Regent Moyer and passed without dissent.
For the record, Secretary Atwell identified each of the approved action items as:
A. Approval of July 21, 2023, Meeting Minutes
B. Approval of Gold Book Revisions
C. Approval of Three-Year Ellucian Spend Management Contract
D. Approval of Three-Year Renewal of Ellucian Banner Software Maintenance Agreement
E. Approval of Improvements to the Board of Regents Room
F. Approval of Fiber Infrastructure Improvements
G. Approval of Timely Care Contract
H. Approval to Replace HVAC in the Aquaculture Nutrition Building
I. Approval to Purchase Three Mobile Health Units
### VI. Closing Remarks
Chair Dukes extended her gratitude to the Regents for their commitment and participation in moving the University forward. She also thanked the University’s faculty, staff, students, and alumni for their support. As KSU approaches a new academic year, Chair Dukes remarked that she is optimistic about the future and looks forward to the vibrant energy that students will bring to campus.
### VII. Adjournment
MOTION by Regent Fletcher:
Move the Board to adjourn.
Seconded by Regent Fields and passed without dissent.
The meeting was adjourned at 1:59 p.m.
Submitted by:
____
Approved with no corrections
___
Approved with corrections
===== PAGE 11 =====
# KENTUCKY STATE UNIVERSITY BOARD OF REGENTS EXECUTIVE COMMITTEE SPECIAL CALLED MEETING
Meeting Was Conducted in Person and by Teleconference
Tuesday, August 29, 2023
3:00 p.m. EDT
Board of Regents Room
Julian M. Carroll Academic Services Building, 2nd Floor
400 East Main Street
Frankfort, Kentucky 40601
(Primary Physical Location)
MINUTES
*****
### I. Call To Order
The Committee’s Chair, Regent Tammi Dukes, called the meeting to order at 3:01 p.m.
### II. Roll Call
The Board's Secretary, Mr. Zachary Atwell, called the roll:
Regent Tammi Dukes, Chair Present
Regent Michael Adams, Vice Chait Present
Regent Herman Walston, Ed.D. Present
Regent Edward Fields Present
Regent Edward Hatchett, Esq. Present
Regent Charles Moyer, Ph.D. Present
At least four (4) committee members were in attendance and present at roll call. A quorum was therefore established.
### III. Approval of the Agenda
MOTION by Regent Fields:
Move the Board to approve the agenda for the August 29, 2023, Special Called Meeting of the Executive Committee.
Seconded by Regent Adams and passed without dissent.
### IV. Action Item
### A. Approval of Expenditures for Athletic Training Agreement With UK
This agenda item was presented by Mr. Ramon Johnson, Acting Athletic Director (AD).
Regent Fields asked whether all sports at KSU would be covered under the contract.
===== PAGE 12 =====
Regent Walston queried as to the duration of the contract.
Regent Fields inquired whether the contract would require a trainer to travel with teams for out-of-state competitions, and whether KSU had students who would serve as understudies for the trainers provided by the University of Kentucky (UK).
Regent Hatchett sought additional background information regarding the relationship between KSU and UK.
Regent Walston requested additional information relative to the University’s previous agreement with KORT, and asked whether there was a significant difference between the services provided by KORT and UK.
Regent Moyer inquired into the certifications of the trainers to be provided by UK.
Regent Walston inquired into the certifications of the trainers who will be traveling with KSU's athletics teams, and whether they are true athletics training professionals.
MOTION by Vice Chair Adams:
Move the Board to approve the expenditures for the athletics training agreement with UK. Second by Regent Fields and passed without dissent.
### V. Adjournment
MOTION by Regent Walston:
Move the Board to adjourn.
Seconded by Regent Hatchett and passed without dissent.
The meeting was adjourned at 3:13 p.m.
Submitted by:
___
Approved with no corrections
____
Approved with corrections
===== PAGE 13 =====
# FIRST AMENDMENT TO SPORTS MEDICINE REHABILITATION SERVICES AGREEMENT
### I. INTRODUCTION
A certain Sports Medicine Rehabilitation Services Agreement (the “Agreement”), by and between Kentucky State University (the “School”) and the University of Kentucky for its Department of Orthopaedic Surgery & Sports Medicine (the “Contractor”) was entered into as of July 1, 2022. The parties desire to amend the Agreement as described below effective July 1, 2023.
### II. MODIFICATION
## Exhibit A
1. Contractor will supply up to three (3) Certified Athletic Trainer(s), subject to Contractor’s ability to employ said Certified Athletic Trainers as described in Section 2(h) of the Agreement, to provide Athletic Training Services to the School at the times and during the events set forth in Exhibit B of the Agreement. The Athletic Training Services will be limited to (i) the evaluation and treatment of minor injuries; (ii) the application of first aid and other medical assistance as is reasonable and possible under the circumstances pending the arrival of ambulance services in the case of major injuries; (iii) preventative taping and strapping of athletes, as needed; (iv) providing nutritional information to student athletes; (v) providing basic educational information to student trainers and managers in the course of performing the Athletic Training Services; and (vi) providing recommendations for exercise or other physical measures for minor injuries under the direction, supervision and review of a physician.
2. All Athletic Training Services will be provided on School’s premises, excepting games at other locations as required by Exhibit B, Section III. In the event coverage is required at a location other than on School’s premises, School shall provide transportation for the assigned Certified Athletic Trainer(s).
## Exhibit B Total Coverage
Contractor shall provide up to three (3) Certified Athletic Trainers covering practices and home events for the duration of this Agreement, subject to Contractor's ability to employ said Certified Athletic Trainers as described in Section 2(h) of the Agreement. Contractor shall endeavor to provide full-time dedicated staff, but may, if its sole discretion, utilize PRN staff as needed to endure adequate coverage.
===== PAGE 14 =====
# Event Coverage (to include pre-season and post-season)
### A. Fall Sports Coverage
All home practices and games for all sports played during this season, and all away football games.
### B. Winter Sports Coverage
All home practices and games for all sports played during this season, and all away men's and women's basketball games.
C. Spring Sports Coverage
All home practices and games for all sports played during this season.
D. Optional Extended Coverage
If the School requires away-game coverage for sports other than football and men’s and women’s basketball, the Contractor’s three (3) assigned Certified Athletic Trainers shall attend such additional away games at no additional cost, subject to the availability of the Certified Athletic Trainers. Should none of the three (3) assigned Certified Athletic Trainers be available to attend an away game, the School shall have the option to elect extended coverage, whereby the School shall be charged $30 per additional Certified Athletic Trainer per hour per away game. Coverage shall be deemed to have begun upon the subject team’s departure from School’s campus, and shall be deemed to have ended upon the subject team’s return to School’s campus, regardless of whether the Certified Athletic Trainer accompanying the team travels with the team or uses their own transportation. Such requests by the School must be made at least ten (10) days in advance of an away game and must be approved in writing by the School’s chief financial officer (CFO) or President. Payment for any extended coverage shall not be considered as part of the School’s monthly payments as described in Exhibit C and shall instead be separately invoiced. The School shall be responsible for paying all expenses associated with the Certified Athletic Trainers’ travel to any away game. The total cost of optional extended coverage shall not exceed $5,000.00 in aggregate for the term of this Agreement.
## EXHIBIT C
## COMPENSATION
The School shall remit monthly payments of $2,916.67 per month to Contractor for each Certified Athletic Trainer provided by Contractor that month within thirty (30) days of invoice by Contractor. In no event shall the amount payable by School to Contractor for a given month exceed $8,750.00, except if optional coverage is provided as detailed in Exhibit B, Section III (D). Payments shall be due and payable to Contractor on the first day of each month. School's obligation to make the payments is subject to Contractor's ability to provide the services as described in Section 2(h) of the Agreement. Any partial month of service by any Certified Athletic Trainer providing services under this Agreement shall be pro-rated accordingly.
===== PAGE 15 =====
### III. EXTENSION
The term of the Agreement is hereby extended up to and through June 30, 2024, upon the same terms and conditions as set forth therein, except as modified by this Amendment.
### IV. EFFECT OF AMENDMENT
Except as otherwise specifically modified by this Amendment, the Agreement shall continue in full force and effect in accordance with its terms. In the event of a conflict between this Amendment and the Agreement, the provisions of this Amendment shall govern.
In testimony whereof, witness the duly authorized signatures of the parties hereto.
## UNIVERSITY OF KENTUCKY
Mark D. Birdwhistell
Senior Vice President for Health Affairs
Recommended by:
Charles H. Griffith, III, MD, MSPH
## KENTUCKY STATE UNIVERSITY
Acting Dean, College of Medicine
Koffi Akakpo, PhD
President
===== PAGE 16 =====
Division of Academic and Student Affairs
## Five-Year Strategic Plan
Faculty Steering Committee
Submitted by the Faculty Steering Committee
9-27-2023
===== PAGE 17 =====
Contents
Executive Summary: ..... 3
Committee Name: ..... 3
Committee Members: ..... 3
Proposed Academic Affairs Five-Year Strategic Plan Title: ..... 4
University Mission Statement: ..... 4
Mission Statement for the Office of Academic Affairs: ..... 4
Academic Vision: ..... 4
Academic Values: ..... 4
American Association of University Professors 1940 Statement of Principles on Academic Freedom and Tenure: ..... 5
Educational Philosophy Statement: ..... 5
Strategic Priorities for the Vision 2029 DESI Plan: ..... 6
Strategic Priority 1: High-Quality, Relevant, and Inclusive Academic Programs ..... 6
Strategic Objectives for Priority 1: ..... 6
Key Performance Indicators for Priority 1: ..... 7
Strategic Priority 2: Strengthen Community Engagement ..... 7
Strategic Objectives for Priority 2: ..... 7
Key Performance Indicators for Priority 2: ..... 7
Strategic Priority 3: Justice, Equity, Diversity, and Inclusive (JEDI) Focused Academic Enterprise ..... 7
Strategic Objectives for Priority 3: ..... 8
Key Performance Indicators for Priority 3: ..... 8
Strategic Priority 4: Strategic Enrollment Management Supports Institutional Transformation and Student Success ..... 8
Strategic Objectives for Priority 4: ..... 8
Key Performance Indicators for Priority 4: ..... 9
Strategic Priority 5: Growing and Achieving Excellence in Graduate Education ..... 9
Strategic Objectives for Priority 5: ..... 9
Key Performance Indicators for Priority 5: ..... 9
Strategic Priority 6: Collaborative Retention Planning Promotes Holistic Approach to Persistent Student Success ..... 9
Strategic Objectives for Priority 6: ..... 9
Key Performance Indicators for Priority 6: ..... 10
===== PAGE 18 =====
Page 2 of 10
===== PAGE 19 =====
## Executive Summary:
The faculty strategic plan steering committee submit these recommendations for the Division of Academic and Student Affairs consideration as the next Five-Year Strategic Plan titled “Vision 2027: Racing Toward an Impactful, Distinctive, Effective and Sustainable Academic Enterprise.” We would like to thank committee members co-facilitation and contributions to the following sub-areas:
The Division of Academic and Student Affairs:
Mission Statement
- Vision Statement
• Value Statement
• Educational Philosophy Statement
## Sub-area Strategic Goals:
• Academic Programs
• Enrollment Management
• Retention
• Diversity
• Community Engagement
• Graduate Studies
## Committee Name:
Faculty Strategic Plan Steering Committee (FSPSC)
## Committee Members:
Michael Dailey, Ph.D. - Interim Provost and Vice-President for Academic Affairs
• Scott A. Wicker, Ph.D. - Interim Vice Provost
• Shannon Brogan, Ph.D. - Professor of Communication
• Phillip Clay, Ph.D. - Assoc. Professor of Education, Faculty Senate President, Director of CREED & Assessment/ Disability Resource Services
• Joy Coles, DNP – Assistant Professor and Doctor of Nursing Practice Track Coordinator
• Timothy Forde, Ph.D. - Chair, School of Education, Human Development, and Consumer Sciences/Chief Diversity Officer
• Bruce Griffiths, M.S. – Assistant Professor of Biology
• Kristopher Grimes, Ph.D. - Associate Professor of Nutrition and Health/Lead Scientist
• Rozina L. Johnson, Ph.D. - Assistant Professor of English
• La’Quida R. Smith, M.A. – Instructor of Psychology
- Sheila Stuckey, MLS - Director, Paul G. Blazer Library
Gavin Washington, Ph.D. - Associate Professor and Program Coordinator of Health and Physical Education
• Scott A. Wicker, Ph.D. - Associate Professor of Chemistry
===== PAGE 20 =====
## Proposed Academic Affairs Five-Year Strategic Plan Title:
Vision 2029: Racing Toward a Distinctive, Effective, Sustainable, and Impactful (DESI) Academic Enterprise
[Note: Desi is defined as Indigenous, unadulterated or pure. Endnote]
## University Mission Statement:
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.
## Mission Statement for the Office of Academic Affairs:
Academic Affairs -- at the heart of our academic enterprise -- is an inclusive community ardently committed to the promotion of excellence. We promote a resilient intellectual and creative environment built on preserving culturally responsive assessment and evaluation of academic programs as well as the formation of knowledge. We support the University's Mission by advancing academic freedom, intellectual and creative discovery for students, faculty, and staff through transformative academic programs, curricular experiences, and professional development that broaden participation, disseminate knowledge, and positively impact communities within the Commonwealth and beyond including our lives as global citizens.
## Academic Vision:
Our academic community will be a historically black college and university model of scholarship and advocacy by fostering high-quality educational programming that combines the best qualities of liberal studies and the arts, integrates discovery-based research and innovative practices, and prepares our graduates for lifelong learning, successful careers, leadership, and entrepreneurship.
## Academic Values:
To achieve our mission, we pursue goals and activities within a framework of shared values that serve as a touchstone for our decision-making and form the foundation for culturally responsive evaluation, measurement, and assessment of our effectiveness in achieving our goals. We value:
• Academic Freedom and Tenure;
• Academic Excellence;
• Accountability for our actions and adherence to the highest ethical standards in all our professional obligations and personal responsibilities;
Equitable Collaboration and Partnerships that adds Value to advance goal achievement and reinforce our mission;
• Faculty and Staff Development for continuous improvement;
• Evidence-based culturally responsive assessment and evaluation;
Personal responsibility for assisted independent learning in an inclusive and safe learning environment;
• Recognition and reward for outstanding accomplishments;
• Effective use of technology to support integrated discovery-based research into the curriculum and to enhance the learning environment;
Culturally Responsive strategies to ensure our stakeholders are accurately and visibly represented.
===== PAGE 21 =====
At the cornerstone of our academic enterprise is Transparency. We foster dialog and productive debate during data-informed decision-making within our office and the campus academic sector that is forthright, sets goals, builds trust, and embraces opportunities and challenges.
## American Association of University Professors 1940 Statement of Principles on Academic
## Freedom and Tenure:
The purpose of this statement is to promote public understanding and support of academic freedom and tenure and agreement upon procedures to ensure them in colleges and universities. Institutions of higher education are conducted for the common good and not to further the interest of either the individual teacher or the institution as a whole. The common good depends upon the free search for truth and its free exposition.
Academic freedom is essential to these purposes and applies to both teaching and research. Freedom in research is fundamental to the advancement of truth. Academic freedom in its teaching aspect is fundamental for the protection of the rights of the teacher in teaching and of the student to freedom in learning. It carries with it duties correlative with rights.
Tenure is a means to certain ends; specifically: (1) freedom of teaching and research and of extramural activities, and (2) a sufficient degree of economic security to make the profession attractive to men and women of ability. Freedom and economic security, hence, tenure, are indispensable to the success of an institution in fulfilling its obligations to its students and to society.
## Educational Philosophy Statement:
At Kentucky State University, we believe education...
Allows us to better understand ourselves, our communities, and the world around us
Starts with a liberal arts foundation that provides academic context, exposure to diverse ideas and perspectives, and participation in community service and social advocacy
• Prepares learners for employment and changes in career opportunities through lifelong learning
• Allows people to take on active roles in society
- Is key to the growth and development of our Commonwealth community and the broader underrepresented society;
- Evolves from a balanced approach that includes academic learning, advocacy and community service, emotional intelligence, and exposure to new diverse perspectives.
Educational goals are accomplished through...
• Programs and curricula that are current and relevant to the community, Commonwealth, and beyond
- Instructional methods that use a variety of strategies to maximize learning for a diverse student population
The development of academic and relational skills that foster creative and critical thinking
Academic success begins when students...
- Read voraciously and practice written and oral communication, critical thinking, reasoning, and computational skills daily
- Actively participate in learning and demonstrate literacies that allow them to make contributions to the formation of new knowledge through research and creative processes
• Identify academic, professional, and personal goals and develop plans for achieving them
Demonstrate intellectual curiosity while maintaining high standards for integrity, respect for others, and inclusion of viewpoints different from their own
===== PAGE 22 =====
Therefore, we commit to...
Mentor students so that they can become self-directed learners, researchers, and creative and performing artists
Be well prepared and current in our areas of research and instruction so that we can share our enthusiasm for learning and discovery with our students
- Continuously assess student learning to improve instruction and academic programs
- Maintain high expectations and accountability for ourselves and our students toward academic success
## Strategic Priorities for the Vision 2029 DESI Plan:
The strategic priorities identified in this plan represent our primary issues and top concerns as we face head-on the demographic, economic and technological forces reshaping higher education at Kentucky State University.
• Academic Programs
• Community Engagement
• Diversity
• Enrollment Management
• Graduate Studies
• Retention
## Strategic Priority 1: High-Quality, Relevant, and Inclusive Academic Programs
Kentucky State University strives to foster a culture that prioritizes student success. The success of our students hurls our commitment to teaching, collaboration, innovation, evidence-informed pedagogy, and the advancement of inclusive, equitable, and equal education. We will demonstrate our commitment to student success by reassessing pedagogical practices, growing scholarship, and increasing research infrastructure. We will also enhance transferrable career competencies, cultivate an intellectual climate, and streamline academic curriculum and course offerings. These enactments will help us to refocus our attention, develop and enhance our pathway strategies, so that we may attain our preferred outcomes. The pathway model recognizes the underlying problem is not noncollege-ready students, but barriers that undervalue these alternative routes taken by full-time first-time, first-generation, and marginalized individuals. In addition, our focus is on transformative programs to establish regional standards and best practices to support pathways to a brighter social and economic future.
## Strategic Objectives for Priority 1:
- Objective 1.1: Ensure academic programmatic offerings are high-quality, relevant and inclusive to ensure essential employable competencies are achieved within a four-year time to degree; 1.1a) cultivate equitable collaborations and partnerships to enhance and support academic programming impact on student achievements, success, and employability;
- Objective 1.2: Improve instructional costs and productivity by 1.2a) streamlining academic curriculums
1.2b) use data-driven metrics to recommend course offerings and as a mechanism to remove potential barriers to “on-time” degree completion; 1.2c) Identify, co-develop, and provide professional development opportunities to reimagine, reinforce, or build high-quality, relevant and inclusive academic programs; and, 1.2d) refocus academic interventions to be inclusive, holistic and to promote the practice of mindfulness;
- Objective 1.3: Develop an academic enterprise ecosystem based on the pathway model focused on providing multiple routes toward the required training for “on-time” degree or credential completion and attainment; and,
- Objective 1.4: Implement the Kentucky Graduate Profile Academy's recommendations that require all students graduating from Kentucky State University will have had multiple, intentional opportunities to
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develop their abilities through the institution's curriculum and co-curricular activities; and 1.4a) Kentucky State University graduates will articulate and demonstrate essential skills to prospective employers, graduate or professional studies.
## Key Performance Indicators for Priority 1:
KPI 1: Increase the total “on-time” degrees and credentials awarded by KSU;
KPI 2: Increase the percent of first-time, full-time credential-seeking students receiving a bachelor's degree “on-time” or within 4- and 6-years at KSU;
KPI 3: Increase graduate readiness to enter a career, graduate or professional studies. Publish an attainment plan annually to highlight the number of graduates utilizing their degree, assessment reports for all of the Kentucky Graduate Profile Academy's 'essential skills,' and how results are used to enhance academic quality.
## Strategic Priority 2: Strengthen Community Engagement
Educators are faced with many challenges in and out of the classroom. One of the top issues in the PK-12, as well as in academia, seems to stem from the problem of the disparities which exist among many students today. Unfair conditions of unequal and noticeable differences among ethnic groups, limited English proficient students, between the sexes, those involved in the juvenile justice system, access to healthcare, even geographic locales (urban or rural) contribute to this “gap”. All of these, in their own particular way, tend to make for an imbalanced level of learning in our educational system. These disparities translate to unambiguous achievement gaps in college and career readiness, student achievement, and access to resources and educational opportunities. The impact of these disparities is far reaching – negatively affecting communities locally, statewide, nationally and globally.
## Strategic Objectives for Priority 2:
- Objective 2.1: Bring PK-12, postsecondary educators, field-based educational leaders, educational policy makers, and community members together to assess, analyze, and remove educational barriers and disparities in the Commonwealth of Kentucky and Globally.
- Objective 2.2: Develop and support a more vigorous and robust research agenda that addresses educational disparities in our schools and our universities.
- Objective 2.3: Host regional and statewide workshops, professional development activities for our communities, and share research in the academic and popular press.
## Key Performance Indicators for Priority 2:
KPI 1: Increase the number of workshops, conferences, symposiums, speaker series, and national meetings hosted by Kentucky State University
KPI 2: Increase community supported extramural funding
## Strategic Priority 3: Justice, Equity, Diversity, and Inclusive (JEDI) Focused Academic Enterprise
The Division of Academic and Student Affairs is building an academic enterprise that simultaneously centers students, staff, and faculty in a truly belonging education environment by prioritizing justice, equity, diversity, and inclusion. As our country has responded to racial tension and social unrest, Academic and Student Affairs is committed to the causes of justice, equity, diversity and inclusion (JEDI). We seek justice to identify and remove systemic barriers and disadvantages, opening access to resources and opportunities. We are committed to individual growth through equity to ensure an individual's race, background, or individual characteristics are no longer a predictor for their life and career outcomes. We seek to reflect our community's rich history and
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diversity of people, life experiences and perspectives. We are determined to amplify each student, faculty, and staff’s voice and eliminate biases regardless of abilities, background or experiences. We further commit to maintaining a psychologically safe post-secondary environment for students, staff, and faculty to exchange creative ideas while moving #KSUForward through high-performance diverse collaborative teams.
## Strategic Objectives for Priority 3:
- Objective 3.1. Commit to fostering an academic culture where student, faculty, and staff voices, needs and experiences of those who have been traditionally marginalized are centered in the academic enterprise ecosystem;
- Objective 3.2. Create, co-develop, and support opportunities for students, faculty, and staff to advocate Justice, Equity, Diversity, and Inclusive topics;
- Objective 3.3. Seek support and guidance from the governing board and executive leadership to evaluate if Kentucky State University has the infrastructure, capacities, and capabilities to implement and assess the effectiveness of JEDI initiatives; and,
- Objective 3.4. Expand opportunities for faculty professional development to learn more about inclusive excellence, cultural competency, and culturally responsive pedagogy by 10% annually.
## Key Performance Indicators for Priority 3:
KPI 1: Increase the number of workshops, conferences, symposiums, speaker series, and national meetings hosted by Kentucky State University;
KPI 2: Increase community supported extramural funding;
- KPI 3: Establish or update principles, policies, protocols, or best practices that will strengthen community engagements;
KPI 4: Increase the number of bachelor's degrees awarded to first-time, full-time low-income students by 3% annually; and,
KPI 5: Increase the number of underrepresented tenure and tenure track faculty by 3% annually.
## Strategic Priority 4: Strategic Enrollment Management Supports Institutional Transformation
## and Student Success
In an era where student demographics, behaviors, and even levels of participation in education are fluctuating, it's harder than ever before to find, engage, and enroll best-fit or college-ready students for our mission. Strategic enrollment management planning is Kentucky State University's aim to identify, recruit, enroll, retain, and graduate our student body in accordance with our mission, vision, and core values while also maintaining fiscal sustainability. These strategic goals are to: 1) cultivate and build a diverse yet mission-appropriate undergraduate and graduate student body; 2) build a culture and environment that supports the students from recruitment, admissions, financial aid, marketing, student life, and beyond; and 3) create data collection and systems that inform and empower our community, ultimately leading to student success through "on-time" degree completion.
## Strategic Objectives for Priority 4:
- Objective 4.1: Establish a Division of Enrollment Management (DEM) unit to lead the enrollment management and retention strategic planning, implementation, and to evaluate the effectiveness;
- Objective 4.2: Strategically manage the overall university enrollment to support KSU's goal to strengthen communities' “on-time” degree completion and credential for a positive economic impact;
- Objective 4.3: Develop equitable and valuable partnerships such as dual enrollment and dual credit programs to increase student enrollment, especially minority males in all academic programs; and,
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Objective 4.4: Develop methods of recruitment within urban and rural cities that emphasize dual enrollment and dual credit opportunities through scholarship and in-state tuition waiver to include bordering states.
## Key Performance Indicators for Priority 4:
KPI 1: Increase the percent of first-time, full-time credential-seeking students receiving a bachelor's or master's degree within a 4- and 6-year cycle at KSU;
KPI 2: Increase the number of Dual Enrollment and Dual Credit students who subsequently apply and enroll at Kentucky State University to pursue a bachelor's degree;
KPI 3: Increase the percent of first-time, full-time college ready students, especially Kentuckians seeking degrees and credentials; and,
KPI 4: Publish annual enrollment management plans highlighting effectiveness, impact, and theory of change for improvements
## Strategic Priority 5: Growing and Achieving Excellence in Graduate Education
Develop a strategic enrollment management plan to achieve and maintain optimum recruitment, retention, and graduation rates of high-quality and relevant graduate students.
## Strategic Objectives for Priority 5:
- Objective 5.1: Provide an enriching academic environment for the development of leaders with world-class expertise to contribute significantly towards solving increasingly complex issues of our diverse global society;
- Objective 5.2: Establish innovative programs that will promote employability skills and enhance graduate education competitiveness;
- Objective 5.3: Strengthen and enhance the Institutional Review Board (IRB) capacity, capabilities, and infrastructure to support institutional research efforts.
## Key Performance Indicators for Priority 5:
KPI 1: Increase the percent of full-time credential-seeking graduate students earning a graduate degree;
KPI 2: Increase the number of Institutional Review Board certified faculty, students, and staff; and,
KPI 3: Increase the percent of graduate student and graduate faculty publications and presentations at conferences.
## Strategic Priority 6: Collaborative Retention Planning Promotes Holistic Approach to Persistent Student Success
Develop a strategic retention management plan to achieve and maintain optimum retention, persistence, progression, and graduation rates of high-quality, relevant, and mindfulness practicing students. We must co-develop and implement effective communication strategies with students to ensure they receive important information in a timely and useful manner. Consult with students to determine the most effective ways to provide critical information regarding dates, resources, and opportunities, including traditional communication channels, and non-traditional channels such as social media. Use effective 21st-century methods for connecting mentors, sponsors, coaches, and advisors to our students.
## Strategic Objectives for Priority 6:
- Objective 6.1: Prioritize student retention management planning, infrastructure, and resources to promote student persistence and progression toward “on-time” degree completion;
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- Objective 6.2: Integrate scholar-practitioner activities in the curriculum, grow research infrastructure and scholarship, and promote transferable career competencies;
- Objective 6.3: Co-design and implement infrastructure that leverages integrative predictive analytics and multi-dimensional communication to support retention, persistence, and “on-time” completion priorities.
## Key Performance Indicators for Priority 6:
KPI 1: Increase the percent of full-time, first-time credential-seeking students earning a degree “on-time”;
KPI 2: Increase the percent of full-time, first-time credential-seeking students' persistence within the semester, semester-to-semester, and year-to-year toward “on-time” completion; and,
KPI 3: Publish annual retention management plans highlighting effectiveness, impact, and theory of change for improvements.
KP 4: Track and increase overtime student leader engagement in the co-design process and additional intendent and unintended career outcomes.
Reviewed by:
Academic Affairs: Michael Dailey [OK]
Academic Affairs: Scott A. Wicker [OK]
Drafted by: Faculty Steering Committee
Cleared by:
ured by:
Shannon Brogan ()
Phillip Clay (OK)
Joy Coles ()
Bruce Griffiths (OK)
Kristopher Grimes (OK)
La'Quida R. Smith (OK)
Sheila Stuckey (OK)
Scott A. Wicker (OK)
[Note: To clear this document, add “OK” by your name in the parentheses. A cleared document means committee members review, provide feedback, inputs and/or edits to one or more recommendations. A complete list of cleared documents can be found in the committee’s SharePoint Folder. Endnote]
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# KENTUCKY STATE UNIVERSITY POLICIES AND PROCEDURES
POLICY TITLE: Academic Calendar Policy
NUMBER, VOLUME, & SECTION: [??]
APPROVED BY: [President or Board of Regents] [DATE]
EFFECTIVE DATE: [October 1, 2023]
REVISED FROM: [previous version published on the policies of policy website]
## PURPOSE:
The Office of Academic Affairs requests the adoption of an Academic Calendar Policy to replace current semester adoption practices. In addition, the Division of Academic and Student Affairs will use the policy to collaboratively construct and publish academic calendars for at least two years in advance, or more. These updates to the policy make the construction of the academic calendar routine, allow for the publication of academic calendars at least two years in advance or more, and allow for long-term planning for the campus.
## POLICY STATEMENT:
The Academic Calendar Policy replaces the semester adoption of academic calendars. In addition, the Division of Academic and Student Affairs will use the policy to collaboratively construct and publish academic calendars for at least two years in advance or more. These recommended updates to the academic policy will make the construction of the academic calendar routine, allowing for the publication of academic calendars at least two years in advance or more, and allow for long-term planning for the campus.
If Academic and Student Affairs must propose a calendar that deviates from these principles, then the calendar must be approved by Human Resources and Finance and Administration; otherwise, individual academic calendars will not need Senate, Human Resources, or Finance and Administration approval.
The annual academic calendar will be constructed in accordance with state law.
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the Kentucky Council on Postsecondary Education, and the principles of the Academic Calendar Policy.
## RELATED PROCEDURES:
Academic Calendars will be constructed by the Division of Academic and Student Affairs based on the Academic Calendar Policy and published at least two years in advance or more.
### Section 1. Organization of the Academic Year:
The Academic Year shall consist of a Fall Semester and a Spring Semester, each lasting at least fifteen (15) instructional weeks and an eight (8) week Summer Session. The summer session is directly related to student needs and must adhere to a sustainable, feasible, and fiscally responsible business model.
All grades for each course shall be posted in the learning management system and submitted in WIRED/Banner or due in the Office of the Registrar three (3) days after the final examination is administered for the respective course. Any approved exceptions must submit final grades by the close of business Monday immediately following the final examination period.
### Section 2. Fall Semester:
The fall semester shall begin in time to permit completion prior to the official University closure for the December holiday break. The fall semester begins on the second Monday of August, termed week zero. Monday through Friday of week zero will be for opening conferences, academic workshops, division meetings, and faculty professional development days. In addition, the Office of Student Affairs may have student programmatic activities and events during week zero as published in their calendar.
2.1. The first day of instruction will begin on the third Monday of August. Therefore, the first week of instruction is termed week one (1).
2.2. Labor Day will be observed as an academic holiday. Therefore, instruction will resume the following day.
2.3. The mid-semester examination period will be held on week eight (8) of the instructional period, which generally coincides with the second week of October. Faculty are required to post mid-semester grades, including an accurate attendance record in both the learning management system and Banner, by the close of business on Friday of the mid-semester examination
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period.
2.4. The Monday and Tuesday that begin the ninth (9) week of the instruction period immediately following the mid-semester examination period are designated Fall Break. The fall break is an academic holiday. Therefore, instruction will resume on Wednesday immediately following fall break.
2.5. Election Day in presidential election years will be observed as an academic holiday. Therefore, instruction will resume on the following day.
2.6. The first day of November begins the academic planning and pre-registration period for the Spring Semester and Summer Session.
2.7. Veterans Day will be observed as an academic holiday. Therefore, instruction will resume on the following day.
2.8. The federal Thanksgiving holiday and the Friday immediately following are designed as the Thanksgiving Break, which is an academic holiday. Therefore, instruction will resume on Monday immediately following Thanksgiving Break.
2.9. The last day of instruction will be on Friday of the sixteenth (16) week for the instructional period. Faculty are required to post an accurate, up-to-date grade book and attendance record in the learning management system by the close of business on the last day of instruction preceding the final examination period.
2.10. The final examination period will begin on the Monday immediately following the last instruction day. The final examination period will run for four days, Monday through Thursday. Final examinations for weekend classes will be administered the weekend before this four-day period.
2.10.1. For seniors who applied to graduate at the end of the enrolled semester, the final examination period will begin on Monday of the last week of instruction and conclude on Friday, the last day of instruction. The graduating senior final grade for each course shall be due in the Office of the Registrar three (3) days after the final examination is administered for the respective senior's enrolled course.
2.11. Final grades for each course shall be posted in the learning management system and submitted in WIRED/Banner or due in the Office of the Registrar three (3) days after the final examination is administered for the respective course. Any approved exceptions must submit final grades by the close of business Monday immediately following the final examination period.
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### Section 3. Spring Semester:
The spring semester shall begin in time to permit completion prior to the last Friday in May. The spring semester begins on the second Monday of January, termed week zero. Monday through Friday of week zero will be for opening conferences, workshops, division meetings, and faculty professional development days. In addition, the Division of Student Affairs and Engagement may have student programmatic activities and events during week zero as published in their calendar.
3.1. The first day of instruction will begin on the third Monday of January. Therefore, the first week of instruction is termed as week one (1).
3.2. Martin Luther King, Jr. Day will be observed as an academic holiday. Therefore, instruction will resume the following day.
3.3. Presidents' Day will be observed as an academic holiday. Therefore, instruction will resume the following day.
3.4. The mid-semester examination period will be held on week eight (8) of the instructional period, which generally coincides with the second week of March. Faculty are required to post mid-semester grades, including an accurate attendance record in both the learning management system and Banner, by the close of business on Friday of the mid-semester examination period.
3.5. The Monday through Friday that begins the ninth (9) week of instruction immediately following the mid-semester examination period is designated as Spring Break. Spring break is an academic holiday. Instruction will resume on Monday immediately following spring break.
3.6. The first day of April begins academic planning and pre-registration for the Summer Session and Fall Semester.
3.7. The last day of instruction for the semester will be on Friday of the seventh (17) week of the instructional period. Faculty are required to post an accurate, up-to-date grade book and attendance record in the learning management system by the close of business on the last day of instruction preceding the final examination period.
3.8. The final examination period will begin on the Monday immediately following the last instructional day. The final examination period will run for four days, Monday through Thursday. Final examinations for weekend classes
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will be administered the weekend before this four-day period.
3.8.1. For seniors who applied to graduate at the end of the enrolled semester, the final examinations period will begin on Monday of the last week of instruction and conclude on Friday, the last day of instruction. The graduating senior final grade for each course shall be due in the Office of the Registrar three (3) days after the final examination is administered for the respective senior's enrolled course.
3.9. Final grades for each course shall be posted in the learning management system and submitted in WIRED/Banner or due in the Office of the Registrar three (3) days after the final examination is administered for the respective course. Any approved exceptions must submit final grades by the close of business Monday following the final examination period.
3.10. Commencement ceremonies will be held on Friday immediately following Thursday in the final examination period.
### Section 4. Summer Session:
The summer session shall begin in time to permit completion prior to the first Friday in August. The summer session begins on Tuesday immediately following Memorial Day, termed week zero. Tuesday through Friday of week zero will be for opening conferences, workshops, division meetings, and faculty professional development days. In addition, the Division of Student Affairs and Engagement may have student programmatic activities and events during week zero as published in their calendar.
4.1. Memorial Day will be observed as an academic holiday.
4.2. The first day of instruction will begin on the first Monday immediately following Memorial Day, generally the first Monday in the first week of June. Therefore, the first week of instruction is termed as week one (1).
4.3. Juneteenth will be observed as an academic holiday. Therefore, instruction will resume the following day.
4.4. The mid-semester examination period will be held on week four (4) of the instructional period, which generally coincides with the last week of June. Faculty are required to post mid-semester grades, including an accurate attendance record in both the learning management system and Banner, by the close of business on Friday of the mid-semester examination period.
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4.5. Independence Day will be observed as an academic holiday. Therefore, instruction will resume the following day.
4.6. The first day of July begins academic planning and pre-registration for the Fall and Spring Semesters.
4.7. The last day of instruction for the session will be on the fourth Friday of July. Faculty are required to post an accurate, up-to-date grade book and attendance record in the learning management system by the close of business on the last day of instruction preceding the final examination period.
4.8. The final examination period will begin on the Monday immediately following the last instructional day. The final examination period will run for two days, Monday and Tuesday. Final examinations for weekend classes will be administered the weekend before this two-day period.
4.9. Final grades for each course shall be posted in the learning management system and submitted in WIRED/Banner or due in the Office of the Registrar three (3) days after the final examination is administered for the respective course. Any approved exceptions must submit final grades by the close of business Friday of the final examination period.
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Section 5. Summary
| FY 2024 | FY 2024 | FY 2024 Through Aug 31 2023 | FY 2024 Percent of Budget |
| Adopted Budget | Revised Budget | | |
| Tuition and Fees | 14,533,048 | 14,278,694 | 8,715,428 | 61% |
| Student Uncollected Amounts | | | | |
| Non-Mandatory Fees | 312,500 | 270,000 | 30,305 | 11% |
| Student Debt Relief - HEERF | 1,846,045 | - | - | |
| Institutional Aid (Scholarships) | (2,000,000) | (2,000,000) | (99,164) | 5% |
| Indirect Cost Reimbursement | 170,822 | 170,800 | 92,540 | 54% |
| Other Sources | 914,471 | 200,000 | 107,501 | 54% |
| State Appropriations Operating | 18,938,900 | 18,738,900 | 5,461,630 | 29% |
| State Appropriations - Debt Service | 870,000 | 870,000 | 870,000 | 100% |
| Total E&G Revenue | 35,585,786 | 32,528,394 | 15,178,240 | 47% |
| | | | |
| Personnel Services | 21,260,172 | 21,747,500 | 3,208,209 | 15% |
| Vacancy Credit | | (1,500,000) | | |
| Operating Expenditures | 1,019,875 | 750,000 | 7,684 | 1% |
| Travel Expenses | 733,335 | 600,000 | 2,521 | 0% |
| Services and Contracts | 6,602,224 | 6,600,000 | 1,546,900 | 23% |
| Maintenance | 4,297,976 | 1,100,000 | 281,715 | 26% |
| Equipment | 503,252 | 400,000 | 39,324 | 10% |
| Other Expenses | 3,207,652 | 1,500,000 | 68,634 | 5% |
| Debt Service | 870,000 | 870,000 | 870,000 | 100% |
| West Louisville - Moved to Grant | 200,000 | - | | |
| Total E&G Expenses | 38,694,486 | 32,067,500 | 6,024,987 | 19% |
| | | | |
| Contingency | - | 460,894 | | |
| | | | |
| Surplus/(Deficit) | (3,108,700) | (0) | | |
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# Kentucky State University Summary of Auxiliary Revenue and Expenditures 2023-2024 Revised Budget
| E & G Funded-Position Vacancy Authorization |
| Position Title | Department | Annual Salary* | Fringe Benefits (34%) | Total Compensation | New/Existing | Justification** | |
| Provost | Academic Affairs | 180,000.00 | 61,200.00 | 241,200.00 | Existing | Support the Mission of Kentucky State University | |
| Vice Provost of Student Affairs | Student Affairs | 132,000.00 | 44,880.00 | 176,880.00 | New | Support the Mission of Kentucky State University | |
| Vice Provost of Academic Affairs | Academic Affairs | 132,000.00 | 44,880.00 | 176,880.00 | New | Support the Mission of Kentucky State University | |
| Director of Capital Planning and Facilities Management | Finance & Business Affairs | 100,000.00 | 34,000.00 | 134,000.00 | New | Support the Mission of Kentucky State University | |
| Director of International Student Advising & Transition Services | Student Affairs | 85,000.00 | 28,900.00 | 113,900.00 | New | Support the Mission of Kentucky State University | |
| Director of Financial Aid | Student Affairs | 85,000.00 | 28,900.00 | 113,900.00 | New | Support the Mission of Kentucky State University | |
| Director of Dual Credit | Academic Affairs | 60,000.00 | 20,400.00 | 80,400.00 | New | Support the Mission of Kentucky State University | |
| Dual Credit Coordinator (40,000-45,000) | Academic Affairs | 45,000.00 | 15,300.00 | 60,300.00 | Existing | Support the Mission of Kentucky State University | |
Total Cost
$819,000.00$278,460.00$1,097,460.00
| Grant Funded-Position Vacancy Authorization |
| Position Title | Department | Annual Salary* | Fringe Benefits (34%) | Total Compensation | New/Existing | Justification** |
| Assistant Professor of Animal Science (75,000 - 85,000) | College of Agriculture, Community and the Sciences | 85,000.00 | 28,900.00 | 113,900.00 | New | Support the Mission of College of Agriculture, Community and the Sciences |
| Assistant Professor of Nutrition and Human Health (75,000 - 85,000) | College of Agriculture, Community and the Sciences | 85,000.00 | 28,900.00 | 113,900.00 | New | Support the Mission of College of Agriculture, Community and the Sciences |
| Coordinator of Kentucky Mobile Health Unit | College of Agriculture, Community and the Sciences | 60,000.00 | 20,400.00 | 80,400.00 | New | Support the Mission of College of Agriculture, Community and the Sciences |
| Total Cost | | 230,000.00 | 78,200.00 | 308,200.00 | | |
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# KENTUCKY STATE UNIVERSITY BOARD OF REGENTS
## ACTION ITEM
Approval to Extend Temporary VP-level Appointments
## FACTS
Pursuant to section 2(d) of the Gold Book, the Board of Regents must approve the employment of staff employees at the vice president level and above prior to any offer of employment. However, that section allows the President to conditionally appoint such employees for a ninety-day period. Since July 1, 2023, President Akakpo's cabinet has been filled with employees serving in VP-level appointments on an acting or interim basis. Those employees are:
Dr. Wendy D. Dixie as Acting VP, Finance & Business Affairs
Dr. Michael D. Dailey as Interim Provost and VP of Academic Affairs
Dr. Scott A. Wicker as Interim Vice Provost, Academic Affairs
Dr. Stephanie Mayberry as Interim Vice Provost, Student Affairs
Michael DeCourcy as Acting Chief of Staff and VP, Strategic Initiatives & Development
Zach Atwell as Acting General Counsel and Board Secretary & Liaison
The University is in the process of posting and hiring for these various positions. However, until the positions can be filled on a permanent basis, President Akakpo is requesting that the Board approve the extension of the aforementioned appointments on an interim basis so that those employees may continue performing vital duties. These interim appointments are not expected to extend past December 31, 2023.
## BUDGETARY IMPLICATION
The aforementioned employees are being compensated at or below the salaries most recently approved by the Board for their respective positions.
## RECOMMENDATION
President Akakpo recommends that the Board of Regents approve the extension of the temporary VP-level appointments.
## MOTION
Approve the extension of the temporary VP-level appointments.
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# KENTUCKY STATE UNIVERSITY BOARD OF REGENTS
## ACTION ITEM
Approval to Build a Multipurpose Building at KSU's New Franklin County Farm.
## FACTS
The KSU Land Grant Program purchased a new research farm dedicated to the study of environmentally sustainable crop development. The 100-acre farm, located just outside of Frankfort, was purchased through USDA research grant funding, and will support research in testing crops that can be grown in an environmentally sustainable manner. The new research farm will serve as a hub for interdisciplinary research, bringing together faculty and students from a variety of fields to investigate crops that require less water and fertilizer, are resistant to pests and diseases, and can be grown using environmentally friendly practices. We are requesting the use of $750,000 in USDA Facility Grant funds to build a multipurpose building with offices/classroom/lab/and shop at the new Franklin County Kentucky Farm.
## BUDGETARY IMPLICATION
The project is expected to cost $750,000. All upkeep and facility costs will be paid for using grant funds.
## RECOMMENDATION
President Akakpo recommends that the Board of Regents approve the construction of the multipurpose building.
## MOTION
Approve the construction of the multipurpose building.
