Preliminary data from a review of our telecommuting period evince questions about departmental vacancies and manpower levels. It is also important to consider currently unfilled vacancies and personnel attrition. For the upcoming FY2021 fiscal year, campus staffing levels must be adjusted in order to relieve any extant disparities and give reasonably earnest consideration to possible decreases in student enrollment given COVID-19.
There are three questions that should govern our thinking as we engage the difficult process of realigning the campus workforce and operations.
What are the historic institutional activities/operations prior to the COVID-19 pandemic that we no longer need to continue?
What are the new institutional activities/operations required as a result of COVID-19 that are now the new normal?
What efficiencies can we capture as a result of our present situation that will position us for growth and long-term sustainability?
Final budget plans for the upcoming fiscal year must be designed with full consideration to the University's mission, strategic goals and priorities, and the critical need for fiscal efficiencies. Notwithstanding, there will undoubtedly be debate and disagreements about each decision. The budget is an operational equation – the additions of new COVID-19 related costs means the reduction in previously commonplace expenditures. Kentucky State University cannot spend money that we do not have in the present based on the hope of receiving new funds in the future.
As we journey through the process of realigning the campus workforce and operations to constrain budget expenditures within the bounds of anticipated revenue, there is a likelihood of five new realities. First, employees may feel like the proposals have plunged the campus into chaos – things that were certain may seem unsure. Second, the campus may experience a renewed focus of community – realizing that we are all in this surreal COVID-19 drama together. Third, we may find a surprising clarity about what really matters at Kentucky State University and unite around the singular aim of ensuring the campus thrives for the indefinite future. Fourth, we may learn to truly listen to one another regarding what is needed to reify our institution; not hear but listen. Finally, we may learn that there is serenity in surrendering to institutional imperfection – while things may not function as we desire it does not mean that the enterprise is dysfunctional.
Kentucky State University is a family-styled organizational model. We may not like every decision made within our gates, but we remain united in the common cause of “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.”
Andrew Carnegie is quoted as affirming: “Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.”
president@kysu.edu | 502.597.6260 | Hume Hall, Suite 201
400 E. Main Street | Frankfort, KY 40601 | KYSU.EDU
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