===== PAGE 1 ===== # BOARD OF REGENTS for KENTUCKY STATE UNIVERSITY CKY STATE UNIVET
Image
ONWARD — UPWARD Regular Meeting of the Board of Regents Thursday, April 23, 2020 1:00 P.M. 2nd Floor Julian M. Carroll Academic Services Building Frankfort, Kentucky ===== PAGE 2 ===== # KENTUCKY STATE 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. ## KENTUCKY STATE UNIVERSITY VISION STATEMENT 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: Students are first. ☑ Diversity is valued, understood and respected. Diverse, motivated and talented students, staff and faculty are actively recruited and retained. An intellectual environment conducive to leadership in teaching, research and community service is encouraged and supported. ● Effective teaching is promoted both inside and outside the classroom. Students are taught how to obtain, evaluate and use information. Learning is lifelong. Effective and efficient fiscal management by the administration is the norm. ● Collegiality is the norm, not the exception. Each person is a change agent. Excellence starts with me. ===== PAGE 3 ===== # KENTUCKY STATE UNIVERSITY CORE VALUES 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: ## Student Centered Philosophy 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. ## Excellence and Innovation 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. ## Ethical Conduct 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. ## Social Responsibility 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. ===== PAGE 4 ===== ## KENTUCKY STATE UNIVERSITY COUNCIL OFFICERS Dr. M. Christopher Brown II Eighteenth President Dr. Beverly Schneller Acting Provost and Vice President for Academic Affairs Mr. Douglas R. Allen II Executive Vice President for Finance and Administration / CFO Ms. Clara Ross Stamps Senior Vice President for Brand Identity and University Relations Vacant Institutional Advancement Dr. Derek F. Greenfield Vice President for Student Engagement and Campus Life Ms. Lisa Lang General Counsel, and Records Custodian ===== PAGE 5 ===== # KENTUCKY STATE UNIVERSITY BOARD MEMBERS Mr. Ron Banks (2023) Ms. Mindy Barfield, Esq. (2021) Ms. Kierra Donald (2020), Student Regent Dr. Elaine Farris (2020), Chairperson Ms. Chandee Felder (2020), Staff Regent Mr. Paul C. Harnice, Esq. (2022) Mr. Dalton Jantzen, MS (2022) Dr. Joe Moffett (2020), Faculty Regent Dr. Syamala H.K. Reddy (2021) Mr. Roger Reynolds (2018) # KENTUCKY STATE UNIVERSITY ELECTED BOARD OFFICERS Dr. Elaine Farris, Chairperson Mr. Dalton Jantzen, Vice Chairperson Dr. M. Christopher Brown II, Secretary Mr. Douglas R. Allen II, Treasurer ===== PAGE 6 ===== # KENTUCKY STATE UNIVERSITY BOARD COMMITTEES ACADEMIC AFFAIRS Regent Dalton Jantzen, Chair Regent Mindy Barfield Regent Kierra Donald Regent Elaine Farris Regent Joe Moffett Regent Roger Reynolds BRAND IDENTITY AND UNIVERSITY RELATIONS Regent Roger Reynolds, Chair Regent Ron Banks Regent Elaine Farris Regent Dalton Jantzen Regent Joe Moffett ENROLLMENT MANAGEMENT AND STUDENT ENGAGEMENT Regent Elaine Farris, Chair Regent Ron Banks Regent Kierra Donald Regent Chandee Felder Regent Paul Harnice Regent Dalton Jantzen ## INSTITUTIONAL ADVANCEMENT Regent Ron Banks, Chair Regent Elaine Farris Regent Chandee Felder Regent Paul Harnice Regent Syamala Reddy Regent Roger Reynolds FINANCE AND ADMINISTRATION Regent Mindy Barfield, Chair Regent Elaine Farris Regent Paul Harnice Regent Dalton Jantzen Regent Roger Reynolds GOVERNANCE Regent Paul Harnice, Chair Regent Mindy Barfield Regent Elaine Farris Regent Chandee Felder Regent Syamala Reddy Regent Roger Reynolds EXECUTIVE Regent Elaine Farris, Chair Regent Ron Banks Regent Mindy Barfield Regent Paul Harnice Regent Dalton Jantzen Regent Roger Reynolds ===== PAGE 7 ===== # KENTUCKY STATE UNIVERSITY BOARD OF REGENTS Special Meeting of the Board of Regents Thursday, April 23, 2020, 1:00 p.m. Meeting Will be Conducted by Teleconference*** Zoom Link: https://kysu.zoom.us/s/91872033652 Webinar ID: 91872033652 Phone One-Tap: US: +13126266799,,91872033652# or +16468769923,,91872033652# ## AGENDA 1. Call to Order Regent Elaine Farris, Chair, Board of Regents 2. Roll Call Dr. M. Christopher Brown II, Board Secretary 3. Adoption of the Agenda Regent Elaine Farris 4. Information Item(s) Dr. M. Christopher Brown II A. The Kentucky State University Response to COVID-19: The Global Pandemic 5. Adjournment Regent Elaine Farris Kentucky State University Board of Regents 2020 Quarterly Meeting Dates June 4-5, 2020 September 3-4, 2020 December 3-4, 2020 ===== PAGE 8 ===== # KENTUCKY STATE UNIVERSITY BOARD OF REGENTS DATE: April 23, 2020 SUBJECT: The Kentucky State University Response to COVID-19: The Global Pandemic FROM: GOVERNANCE ACTION ITEM: NO BACKGROUND: In response to the declaration of a State of Emergency issued by Governor Beshear, Executive Order 2020-215, Kentucky State University has diligently planned and implemented institutional actions to help in mitigating any challenges incurred by students. The attached document outlines deliverables, challenges, long-term opportunities, and real-life examples of the problems solved with regard to the COVID19 pandemic. SUMMARY OF PROGRAMS/ACTIVITIES: Overview of the actions that were undertaken by Kentucky State University in preparation for and response to the COVID-19 pandemic to provide support to the students, faculty, staff, and institutional stakeholders. ## ALIGNMENT WITH STRATEGIC GOALS: Goal 1: Enhance Student Enrollment, Improve Student Life and Engagement, and Improve Student Advising and Career Development. Goal 2: Achieve Academic Excellence Across all Programs and Colleges, Increase Student General Education Skills, Degree Persistence, Career Readiness and Graduation Rates. Goal 3: Increase the University's Financial Strength and Operational Efficiency. Goal 4: Enhance the Impact of External Relations and Development. Goal 5: Obtain Maximum Institutional Effectiveness through the Implementation of a Continuous Quality Improvement Process framed within the seven Baldrige Performance Excellence in Education criteria. PROGRAM IMPLICATIONS: N/A FISCAL IMPLICATIONS: N/A RECOMMENDATION: N/A ATTACHMENTS: YES ===== PAGE 9 =====
Image
## THOROBRED STRONG: How Kentucky State University is Responding to COVID-19
Image
M. CHRISTOPHER BROWN II, EIGHTEENTH PRESIDENT APRIL Page 23 of 2020 ===== PAGE 10 ===== ## CKY STATE UNIV
Image
RSITY ## ONWARD UPWARD 🌥️🌥️🌥️🌥️ ===== PAGE 11 ===== # Kentucky State University Remains THOROBRED STRONG
Image
In early March, based on from guidance of public health officials and the Office of the Governor of the Commonwealth, Kentucky State University made the historic decision to suspend on campus learning and move to remote instruction. On March 3, we began mass communicating with our stakeholder community our campus plans eight days before the World Health Organization declared the coronavirus (COVID-19) a global pandemic. Every action thereafter has centered on Kentucky State University's critical readiness, readiness, and response actions. Kentucky State University benefits from an extensive network of professional organizations and relationships with peer institutions and are exchanging information and best practices to stay ahead of this health concern. On campus, our Emergency Management Team is coordinating plans to address scenarios that could impact the health and safety of faculty, staff and students and campus operations. Despite the challenges associated with the COVID-19 outbreak, I have never been more excited for the future of our great University. As we have made difficult decisions for the sake of our health, safety, and viability. The students, faculty, staff, and stakeholders of our University has displayed incredible resolve and strength. Kentucky State University remains operationally strong. The Kentucky State University Board of Regents have been great thought partners and supporters in the campus commitment to fulfill our mission in these unprecedented times. The campus administration has been working day and night to craft solutions to vexing logistical problems, legal challenges, and a budgetary context never before imagined, much less experienced. The faculty, staff, and students have moved headlong into unchartered territories with creativity and resolve. Kentucky State University has built a new normal for our present situation and is laying bold plans to design and implement a dynamic learning community that will be resilient to change, responsive to context, and reliable for centuries to come. In the pages that follow, Kentucky State University provides a general summary of the actions taken to ensure the health and safety of our students and our campus community while simultaneously providing continuity of instruction, fiscal control, governmental engagement, and brand identity expansion. The campus has taken sure steps to reify academic effectiveness and operational efficiency. The COVID-19 pandemic has altered the world as we knew it, however Kentucky State University is Thorobred Strong. The campus will not only survive our present reality – the campus will also thrive because of timely administrative decision-making. Granted these are uncertain times, but Kentucky State University has responded with skill, discipline, and thoughtfulness. We solicit patience as we work through a plethora of unknowns. Kentucky State University is committed to doing the right thing for our stakeholders and delivering on our historic mission to the best of our ability. We remain Thorobred Strong.
Image
M. Christopher Brown II, Ph.D. 18th President Kentucky State University ===== PAGE 12 ===== # ACADEMIC INNOVATION ## DELIVERABLES - Within 48 hours of learning of the expectation to transfer curricular content to an online learning format, Academic Affairs moved immediately into training faculty members in teaching online. By the numbers, the University stood up 515 individual courses for Spring 2020 o Faculty were prepared for online teaching with instruction in the Quality Matters curriculum development model for online learning Specific resources including training faculty to teach students with dis- abilities and in universal design were made available for all faculty through the Blackboard o Advising, as offered by University College, and student learning support, as provided by the Thorobred Learning Center (TLC), were migrated to virtual appointments and library resources were enhanced to support academic research o On April 13, a student experience survey was launched and will remain open until April 23 to capture student perceptions of online learning, details about their experiences in learning online, and challenges they have or are facing in the online learning environment - The University has updated academic policies through close collaboration with the Faculty Senate: o Extended the course withdrawal period o Proposed and finalized an extension to the Pass/Fail grading policy o Adopted the Continuity of Instruction Policy that lays out the procedures for moving to alternative course delivery modalities o Launched the student evaluation of courses on the established schedule with the option for faculty to “count” the evaluations in their performance reviews and evaluations - The University moved forward with the application to the SACSCOC to offer its curriculum fully online. The waiver request was approved and SACSCOC has extended the initial period for the waiver to December 31, 2020 • Completed online and face-to-face schedule of summer courses in all academic areas at the undergraduate and graduate levels - Continuing to offer dual enrollment to students and engage with the local school districts for continuity of instruction in the high schools ===== PAGE 13 ===== ## CHALLENGES - Establishing outlets for student teachers and students in co-ops and internships to complete their co-curricular and professional training Accreditation activities for the Social Work and Public Administration programs have been postponed or will be conducted virtually - Finding software programs to support lab and music courses ## LONG-TERM OPPORTUNITIES - Ability to preview learning software programs such as Respondus and Labster for potential adoption; recognition of gaps or places to extend software licenses for learning • Extending our plans for online degrees and certificates by December 2020 • Better understanding of student and faculty readiness in online learning - More sophisticated opportunity to discuss and budget for online learning in terms of personnel, training, and technological tools - Ability to extend the strategic plan to a broader understanding of the “campus” with a more fully fledge online curriculum ## PROBLEMS SOLVED - Transferred the entire curriculum online in a 72 hour work day window • Distributed devices and wifi access to faculty, staff and students - Adjusting campus policies on withdrawals, grading (P/F), and other routine tasks done F2F that needed to be amended to remote enviroment
Image
===== PAGE 14 ===== # FINANCIAL MANAGEMENT AND CAMPUS CONTROLS ## DELIVERABLES: - The purchasing department was directed to work with Campus Life and Auxiliary Services to assist with meal/dining arrangements for students who remained on campus during the COVID-19 pandemic. Dining on campus (via our campus vendor partner Sodexo) has been suspended during this COVID-19 pandemic therefore students cannot utilize on campus dining. This deliverable was met by issuing each of those students an American Express Go Card where purchasing would load daily per diem for dining • Federal Work Study Student Payment o In collaboration with the KSU Financial Aid office, we continued payroll processing for Federal Work Study students in accordance to federal guidelines - Performed increased sanitizing of buildings by outside vendor, CEMEC - Timeframe for FY2021 Budget has not been affected. Meetings have continued and budget will be ready for review by the President and Board of Regent according to the dates indicated on the FY2021 Budget Cycle Calendar - Increased the number of Virtual Private network (VPN) licenses (allows users to connect to resources that are available on campus or restricted by KSU's security protocols). Ellucian has provided free VPN access to Banner during this pandemic and employees are using this service ## CHALLENGES: - Coordinate work of capital project contractors and activities on campus to reduce conflicts between them and KSU Staff throughout campus where work is being performed to ensure social distancing is maintained - Purchasing a more user friendly, secure remote assistance software that will allow us to connect to our distributed work force - Setup KSU's main phone number and the Help Desk phone number as virtual phones to allow the phone lines to be answered remotely and roll to multiple technicians when one phone line is busy ## LONG TERM OPPORTUNITIES: - Plexiglas/faceguards will be needed for cashier and Bursar office windows - Non Federal Work Study o Non Federal Work Study students are not paid through the payroll process unless true hours worked are submitted for payment. This has presented challenges for students as they may not qualify for unemployment and can potentially create a hardship. In the interim and in collaboration with HR, it has been determined they may qualify for Emergency Sick Leave Pay as outlined in the new CARES ACT legislation ===== PAGE 15 ===== o Example: One of our students expressed she is unable to work as she is currently taking care of her father that is ill due to COVID-19. It was determined due to this circumstance, this student qualifies for the emergency sick leave, has completed the new forms put into place by the KSU HR Office and will receive payment through the payroll process The main entrance to place a gate on the exit side so that control of entry of campus is totally maintained, have had several subjects go around gate because they did not know if it was manned or not. Placing a gate at exit forces them to drive to booth - Virtual Grant Training in May (professional development for grant staff; paid for by TIll professional development fund) ## PROBLEMS SOLVED - IT has provided a total of 12 laptops to students who informed us that they did not have computers. Of the 12, we have shipped 5 laptops to the students who live out of state (2 FL, 1 OH, 1 MI and 1 SC). Students who were in Frankfort either came to the IT office before the campus was restricted or picked up the laptop from the guard station after the restriction. Additionally, graduate students who were conducting research on campus and were no longer able to do so, IT provided them with a license to KSU's virtual private network (VPN) so that they could remote to the servers or computers on campus where their research was residing and/or gain access to the software needed to continue their research - A parent of prospective student reached out to us regarding potential admissions and affordability of her daughter's education. We discussed the Thorobred Scholarship award with her, connected her with the nursing department, and sent her an application for tuition waiver for foster children - Kentucky State University has successfully renegotiated contracts with University vendors that result in a win-win proposition for both parties. If the parties failed to come renegotiate the agreement, both parties would have faced significant difficulty in meeting the terms of the contract.
Image
===== PAGE 16 ===== # GOVERNMENTAL ENGAGEMENT ## DELIVERABLES - Successfully advocated for federal funding included in the Coronavirus Aid, Relief, and Economic Security Act (CARES) • Successfully advocated for FY 2021 state funding before KY General Assembly - Provided Institutional Review Board (IRB) webinar training to agriculture extension staff • Participate in CHFS long-term planning sessions for COVID-19 program mitigation ## CHALLENGES • Access to database of research data Banner system training for new Title II staffer - Transition of online programming for land-grant stakeholders - Transition of meetings with external stakeholders to online formats ## LONG-TERM OPPORTUNITIES - Economic development expansion through federal funding o List of needs including infrastructre o Build relationships with key federal and state agencies • Development of online tutorials for small farmers • Lobby for increase of federal funding to Kentucky State University o Increase for Kentucky State University research funding and expansion of research grant portfolio o Expanded flexibility of Title III funding ## PROBLEM SOLVED - Kentucky State University launched KSU Healthy Food Initiative: Helping in Uncertain Times. This initiative seeks to provide access to healthy foods through educational opportunities in nutrition, producing your own food, and job training/scholarships with an emphasis on assisting socially disadvantaged and limited resource individuals. Specifically, the initiative will provide: o Nutritional programing important to health and wellness issues and financial planning o Information on how to grow food safely to help feed yourself and your family o Training on how to find positions in the agricultural industry and assistance in applying for the 1890 Scholarships Program o Provide produce from demonstration plots for a number of food shelves, faith-based partners, and non-profit organizations helping stakeholders ===== PAGE 17 ===== # SUPPORTING STUDENT SERVICES ## DELIVERABLES - Provided 32 virtual campus life programs to date for over 1,500 participants to engage students meaningfully as well as 5 virtual programs for over 60 staff/faculty on issues related to diversity and inclusion - Successfully implemented the process for students to continue accessing health services and mental wellness services from our Nurse Practitioner as well as the three counselors in the Center for Emotional Wellness ("Counseling Center") - Coordinated the process for assisting students in the residence halls to return home or find alternate housing when possible, while still accommodating 11 students on a longer-term basis who did not have any place to go; the original number after Spring Break was 113 students, which necessitated a response to de-densify residence halls to minimize risk for students and staff - Disability Resources offered valuable support for students and faculty throughout the transition to modified online instruction - All SECL staff continue to be available — with senior staff being accessible around the clock — for a wide variety of students needs ## CHALLENGES - Ensuring that the greatest number of students are accessing services being provided ## LONG-TERM OPPORTUNITIES - The virtual format itself has limitations for rich student engagement - Expanding the realm of “what’s possible” for meaningful student engagement • Increased time for planning and organizational development • Heightened awareness of student realities ## PROBLEMS SOLVED - Ensured that a student had a safe place to live during the pandemic by assisting the student with retrieval of items from residence hall, and provided funds for transportation and groceries. Since that time, the student reports being in a much improved state of mind and is performing well in his classes - Due to the global pandemic, Student Government Association elections moved online, resulting in virtual campaigns - Kentucky State University created a work placement for a former non-immigrant student who was struggling to find a computer science placement in part because of COVID-19. Without the placement, KSU's former student would have been out of compliance with his F-1 visa and would not have been able to fly home ===== PAGE 18 ===== # BRANDING THE THOROBRED VIRTUAL REALITY ## DELIVERABLES - Provided accurate and reliable information through website and other official communication channels - Disseminated safety precautions and communicated the efforts of Kentucky State University in advance of the global acceptance of the COVID-19 pandemic • Created numerous, memorable materials that communicate the University's mission, values and reflect its identity and continuous advancement of the institution's reputation - Established the COVID-19 website and frequently update information to keep the campus community informed • Launched the COVID-19 emergency fund • Designed COVID-19 publication • Created eight COVID-19 posters • Updated 20 webpages • Designed 16 banners - Managed and designed 113 print collaterals • Completed 51 copywriting/editing requests • Utilized Photoshop to enhance seven (7) photo projects • Wrote 21 stories • Distributed 41 email communications • Wrote, produced and edited seven (7) videos • Added new commercial via YouTube • Posted 77 photos/videos to Instagram • Engaged with audiences via Facebook and posted 35 updates • Managed two (2) photo shoots • Created 47 new tweets and engaged with publics via Twitter • Designed three (3) new t-shirts - Originated five (5) Zoom backgrounds to keep employees and student connected to Kentucky State - Ordered 3000 bottles of hand sanitizer • Designed, ordered and mailing more than 1800 Thorobred Strong wristbands and letters to campus community ## CHALLENGES The Kentucky State University Emergency Response Team was on official spring break when the pandemic was accepted worldwide. With team members scattered across the nation, many in different time zones and away from vital resources, aligning efforts and disrupting essential staff on spring break was difficult and uncomfortable. - No COVID-19 Policy/procedures o Telework guidelines • Limited resources o Slow internet connectivity o Hot spots o Computer access o Video equipment People o Disruption of spring break o Essential services o Essential staff o Managing work deliverables o Establishing telework efficiencies • Campus access ===== PAGE 19 ===== ## LONG-TERM OPPORTUNITIES - The major area of opportunity for Brand Identity is to leverage media/creative services, knowing the best strategy is a coordinated, collaborative communications digital approach to continuously promote the great happenings at Kentucky State while impacting the University's enrollment goals and brand recognition • Digital marketing • Media and public relations • Social media advertisements - Telework may have created new operating environment opportunities • Talent recruitment
Image
## PROBLEMS SOLVED - No policy on telework or procedures for managing employees' telework outcomes o Brand Identity and University Relations worked with Human Resources to guide the creation of a telecommuting policy and agreement. Brand Identity also established the form and process for reporting telework - Students have dire financial needs due to the impact of COVID-19 pandemic. o Established the COVID-19 Student Emergency Fund and committee to assist students with urgent temporary financial needs • Campus access o Restricted campus access working with EVP Allen to reduce the number of interactions on campus, slow the rate of transmission, and protect and care for the well-being of our campus community - No avenue for students to communicate COVID-19 concerns or questions o Created COVID19@KYSU.EDU as a one-stop communication channel for students to engage with Kentucky State - Students had questions and needed reliable information o President Brown organized and managed in collaboration with the Student Government Association President a virtual Town Hall meeting ===== PAGE 20 ===== Page 20 of 20