The organizational chart approved at the July 2016 Board of Regents meeting has been presented to the campus community to much discussion. Returning to the Dean's structure will increase efficiency in programmatic implementation in the Office of Academic Affairs. The reorganization chart, in concert with the approved Strategic Plan, will involve a mix of internal and national searches as deemed necessary by the academic unit's strategic mission, vision, and goals.
Academic Affairs has determined key programmatic areas for Education, Nursing, Public Administration and Business, Agriculture, and Aquaculture as well as the Whitney Young Center for Global Leadership for facilities upgrades, curriculum redesign, and public intellectuals in their respective fields.
The Office of Graduate Programs has been charged to reevaluate admission requirements and strengthen recruitment efforts, nationally and internationally, for highly academically talented students seeking graduate degrees in the areas of Business, Computer Science, Environmental Studies, Aquaculture, Behavioral Sciences, Public Administration, Special Education, and Nursing.
The School of Nursing has been approved for candidacy for full accreditation by the Accreditation Commission for Education in Nursing for spring 2017. The Student Health Center now reports to the School of Nursing to explore developing a fully functioning community-based health and wellness center.
The Office of Educational Support manages the Academic Center for Excellence (ACE), Living Learning Communities, Advising and Retention, Federal TRIO programs (Upward Bound and Student Support Services), co-supervises the Testing and Disability Services, First Year Experience, and the Office of Academic Advising (formerly known as CAPS).
The programs and initiatives have been enhanced from the former model (initiated in 2005) to reform Educational Support’s Academic Advising and First Year Experience offices to focus on first-year and second-year student transitions as well as Advising and Retention to a centralized, proactive model.
Kentucky State University is currently experiencing below average retention and graduation rates (59.0% and 22.4% respectively). Among the ways the administration is transforming the institution is in the process of advising. The following document describes rationale and process of transitioning to a centralized advising model at Kentucky State University in efforts to improve retention and graduation rates.
Research suggests that the Proactive Advising model is the most beneficial model to increase retention and support first-generation, minority, and low-income students. The model requires advisors to go beyond simply scheduling classes to initiate contact with
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