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REPORT TO THE BOARD OF REGENTS

March 11, 2016

KENTUCKY STATE UNIVERSITY Special Meeting of the Board of Regents 10:00 a.m. – Friday, March 11, 2016 Cooperative Extension Building, Conference Room Frankfort, Kentucky Regent Karen W. Bearden, Presiding

AGENDA *****

CALL TO ORDER:

Regent Karen Bearden, Chair

ROLL CALL:

Gordon Rowe, Secretary

OPENING REMARKS:

Regent Bearden

UPDATE ON FINANCES AND LEGISLATIVE SESSION

UPDATE ON EQUAL OPPORTUNITY PLAN

STRATEGIC PLAN DISCUSSION

CLOSED SESSION:

Pending Litigation (KRS 61.810 (1)(c))

Individual Personnel Matters (KRS 61.810 (1)(f))

Property Acquisition (KRS 61.810 (1)(b))

OPEN SESSION:

Regent Bearden

CLOSING REMARKS:

Regent Bearden

ADJOURNMENT

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Budget vs. Actual Eight Months ending February 29, 2016 Amounts shown in dollars

YTD ACTUAL BY FUND GROUP

	Approved Budget	YTD Activity	Actual	YTD Actual % of Budget	Variance	Education & General	Auxiliary	Land Grant & Action Agenda
Revenues
State Appropriations	23,429,600	18,743,700	80.00%	-20.00%	16,000,900			2,742,800
Student Tuition & Mandatory Fee	16,509,300	13,909,999	84.26%	-15.74%	13,909,999
Auxiliaries	4,543,100	3,483,403	76.67%	-23.33%		3,483,403
Other	1,385,800	785,882	56.71%	-43.29%	785,882
Revenues Total	45,867,800	36,922,984	80.50%	-19.50%	30,696,780	3,483,403	3,483,403	2,742,800
Expenditures
Instruction	10,933,000	5,611,974	51.33%	-48.67%	5,598,323			13,651
Research	1,449,600	1,007,437	69.50%	-30.50%	19,214			988,222
Public Service	2,067,600	918,615	44.43%	-55.57%	108,025			810,591
Academic Support	1,822,800	916,031	50.25%	-49.75%	916,031
Student Services	4,592,100	2,860,466	62.29%	-37.71%	2,860,250	216
Institutional Support	12,194,900	5,714,068	46.86%	-53.14%	5,714,068
Operations & Maintenance	6,302,300	3,616,064	57.38%	-42.62%	3,616,064
Student Financial Aid	4,312,900	5,430,353	125.91%	25.91%	5,430,353
Residence Halls	299,600	808,155	269.74%	169.74%		808,155
Dining	1,596,300	1,270,196	79.57%	-20.43%		1,270,196
Other Auxiliaries	296,700	409,556	138.04%	38.04%		409,556
Expenditures Total	45,867,800	28,562,915	62.27%	-37.73%	24,262,329	2,488,123	1,812,463
Surplus (Deficit) before Transfers	-	8,360,069			6,434,452	995,281	930,337
Mandatory & Nonmandatory transfers		-
Surplus (Deficit) before other activity		8,360,069
Net activity from other funds		460,426
Surplus (Deficit)	-	8,820,495			6,434,452	995,281	930,337

66.67% of budget expired

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Kentucky State University Statement of Net Position February 29, 2016 Unaudited

	February 2016	February 2015
ASSETS
Current assets:
Cash and cash equivalents	20,138,850	31,798,069
Accounts, grants and loans receivable, net	11,849,949	5,907,554
Investments	-	-
Inventory and other current assets	141,272	156,559
Total current assets	32,130,072	37,862,182
Noncurrent assets:
Accounts, grants and loans receivable, net	564,804	529,241
Investments	18,802,600	15,332,265
Capital assets, net	75,007,632	78,176,371
Total noncurrent assets	94,375,035	94,037,878
DEFERRED OUTFLOWS OF RESOURCES
Deferred outflows - KERS	1,953,418	-
Deferred outflows - KTRS	2,436,799	-
Total deferred outflows	4,390,216	-
Total assets and deferred outflows	130,895,323	131,900,060
LIABILITIES
Current liabilities:
Accounts payable and accrued liabilities	2,406,779	4,620,247
Accrued compensated absences	1,849,710	1,870,878
Unearned revenue	950,852	1,045,468
Deposits	168,923	166,305
Other current liabilities	501,839	(45,698)
Bonds and capital lease obligations, current	489,856	440,973
Total Current liabilities	6,367,960	8,098,173
Noncurrent liabilities:
Net Pension Liability	93,542,214	-
Bonds and capital lease obligations	5,866,295	6,580,805
Other long term liabilities	(185,717)	534,964
Total Noncurrent liabilities	99,222,792	7,115,769

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Kentucky State University Statement of Net Position February 29, 2016 Unaudited

	February 2016	February 2015
DERERRED INFLOWS OF RESOURCES
Deferred inflows - KERS	367,000	-
Deferred inflows - KTRS	4,797,405	-
Total deferred inflows	5,164,405	-
Total liabilities and deferred inflows	110,755,157	15,213,942
NET ASSETS
Invested in capital assets, net of related debt	69,782,599	72,977,280
Restricted
Nonexpendable	8,942,410	8,657,506
Expendable	5,337,950	1,195,421
Unrestricted	(63,922,793)	33,855,912
Total Net Assets	20,140,166	116,686,119

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Kentucky State University Statement of Revenues, Expenses and Changes in Net Position (By Function) Period Ending February 2016 Unaudited

	February 2016	February 2015
REVENUES
Operating revenues:
Student tuition and fees (gross)	14,095,272	16,100,807
Less: Scholarship Allowances	(5,179,864)	(5,317,682)
Student tuition and fees (net of scholarships)	8,915,408	10,783,124
Federal grants and contracts	3,769,937	6,482,252
Federal appropriations	5,101,261	4,001,578
State and local grants and contracts	1,534,830	1,708,129
Auxiliary enterprises
Residence halls	1,924,962	2,426,304
Dining	1,706,904	2,215,927
Bookstore	-	4,990
Other auxiliaries	18,259	17,685
Other operating revenues	810,260	1,772,328
Total Operating revenues	23,781,822	29,412,319
EXPENSES
Operating expenses:
Educational and general
Instruction	5,843,987	7,122,088
Research	4,143,464	3,693,869
Public Service	4,381,246	4,953,268
Academic Support	1,721,843	2,115,695
Student Services	3,614,028	4,332,415
Institutional Support	6,390,486	7,408,671
Operations and maintenance	3,963,535	3,796,792
Student aid	5,523,293	7,245,228
Depreciation	2,695,712	2,752,966
Auxiliary enterprises
Residence Halls	808,155	859,083
Dining	1,270,196	1,332,283
Other auxiliaries	409,556	433,089
Depreciation	203,009	216,107
Total Operating expenses	40,968,510	46,261,554
Operating income (loss)	(17,186,688)	(16,849,236)

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Kentucky State University Statement of Revenue and Changes in Net Position (By Function) Period Ending February 2016

Unaudited

	February 2016	February 2015
NONOPERATING REVENUES (EXPENSES)
State appropriations	18,743,700	18,743,680
Federal grants and contracts	4,173,473	4,977,117
Gifts	-	-
Investment income (net of investment expense)	3,219,142	29,167
Interest on capital asset-related debt	(129,272)	(234,184)
Other nonoperating revenues (expenses)	-	-
Net Nonoperating revenues (expenses)	26,007,042	23,515,780
Income(loss) before other revenues expenses gains or losses	8,820,354	6,666,544
Endowment Gifts	140	2,039
Capital appropriations	-	-
Increase (decrease) in net assets before cumulative effect of changes	8,820,495	6,668,583
Cumulative Effect of a Change in Accounting Principle	(93,364,175)	-
Increase (decrease) in net assets	(84,543,680)	6,668,583
NET POSITION
Net assets, beginning of year	104,683,847	110,017,536
Net assets, end of year	20,140,166	116,686,119

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Kentucky State University Statement of Cash Flows Periods Ending February 29, 2016 and February 28, 2015 (Unaudited)

	February 2016	February 2015
Cash flows from operating activities
Tuition and fees	8,910,302	10,435,394
Grants and contracts	2,245,893	14,614,159
Payments to suppliers	(13,309,933)	(11,663,094)
Payments to employees	(21,475,326)	(23,101,096)
Student financial aid	(5,341,788)	(6,844,610)
Loans issued to students	(151,038)	(432,795)
Collection of loans issued to students	96,107	144,583
Auxiliary enterprises
Residence halls and dining	3,631,867	4,642,231
Bookstore	-	4,990
Other auxiliaries	18,259	17,685
Other receipts	806,113	1,783,673
Net cash from operating activities	(24,569,545)	(10,398,878)
Cash flows from noncapital financing
State appropriations	18,743,700	18,743,680
Federal grants and contracts	4,173,473	4,977,118
Gifts for other than capital purposes	140	2,039
Student organization agency receipts	93,398	89,688
Student organization agency disbursements	(91,918)	(92,604)
Other receipts (payments)	-	-
Net cash from noncapital financing activities	22,918,794	23,719,921
Cash flows from capital financing activities
Capital appropriations	-	-
Purchases of capital assets	(813,836)	(484,425)
Proceeds from capital debt	-	-
Principal paid on capital debt	(289,058)	(380,329)
Interest paid on capital debt	(129,272)	(234,184)
Net cash flows from capital financing	(1,232,166)	(1,098,938)
Cash flows from investing activities
Interest received on investments	60,455	1,431,817
Investment expenses	-	-
Proceeds from sale of investments	5,076,575	3,337,942
Purchases of investments	(5,137,029)	(4,769,759)
Other Investments	-	-
Net cash flows from investing activities	-	0
Net increase (decrease) in cash and cash	(2,882,917)	12,222,106
Cash and cash equivalents at beginning of year	23,021,767	19,575,963
Cash and cash equivalents at end of year	20,138,850	31,798,069

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Kentucky State University Statement of Cash Flows Periods Ending February 29, 2016 and February 28, 2015

	February 2016	February 2015
Reconciliation of net operating gain (loss) to Operating gain (loss)	(17,186,688)	(16,849,236)
Adjustments to reconcile operating income operating activities
Depreciation expense	2,898,721	2,969,073
Actuarially calculated pension expense	(126,494)	-
Gain (loss) on disposal of capital assets	-	-
Bad debt expense	-	734,709
Changes in assets and liabilities:
Receivables, net	(8,339,352)	1,604,967
Deferred Outflows	-	-
Inventory and prepaid expenses	3,204	1,285
Accounts payable and accrued liabilities	(1,938,805)	1,218,005
Accrued compensated absences	538,895	313,528
Other liabilities	(495,328)	(137,348)
Unearned revenue	76,301	(253,861)
Net cash from operating activities	(24,569,545)	(10,398,878)

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STRONGER by DEGREES

Kentucky State University

2015 Institutional Diversity Plan Assessment

Presentation to the Kentucky State University Board Regents

by Deneia Thomas, PhD

March 11, 2016

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INSTITUTIONAL PROFILE Kentucky State University

Diversity

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KY PUBLIC POSTSECONDARY EDUCATION DIVERSITY POLICY Four Focus Areas:

STUDENT BODY DIVERSITY

STUDENT SUCCESS

WORKFORCE DIVERSITY

CAMPUS CLIMATE

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STUDENT BODY DIVERSITY Kentucky State University

Level	Fall 2010	Fall 2011	Fall 2012	Fall 2013	Fall 2014	5-Yr Change
Undergraduate	2,606	2,490	2,296	2,370	1,754	-32.7%
Graduate	245	256	228	163	141	-42.4%
Total Enrollment	2,851	2,746	2,524	2,533	1,895	-33.5%

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STUDENT BODY DIVERSITY Kentucky State University

Level/Race	Fall 2011	Fall 2012	Fall 2013	Fall 2014	Progress 2011-2014	One-Year Change
Total Enrollment	2,746	2,524	2,533	1,895	-/+/-	-
American Indian/Alaskan Native	5	0	6	3	-/+/-	-
Asian	9	10	22	10	+/+/-	-
Black, Non-Hispanic	1,479	1,327	1,412	1,007	-/+/-	-
Hawaiian/Pacific Islander	4	6	7	4	+/+/-	-
Hispanic	32	26	37	33	-/+/-	-
Nonresident Alien	63	66	13	24	+/-/+	+
Two or More Races	29	23	51	40	-/+/-	-
Unknown	545	474	318	223	-/-/-	-
White, Non-Hispanic	580	592	667	551	+/+/-	-

Data represent the total for both undergraduate and graduate student enrollment measuring growth over time.

Due to the status as an HBCU, KSU set diversity target groups for Black, Non-Hispanic as the majority student population and other ethnic groups (i.e. Asian, Hispanic) and the majority (White, Non-Hispanic) in relation to the service region (2011, KSU Institutional Diversity Plan).

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STUDENT BODY DIVERSITY Kentucky State University

Level/Race	Fall 2011	Fall 2012	Fall 2013	Fall 2014	Progress 2011-2014	One-Year Change
Graduate Enrollment	256	228	163	141	-/-/-	-
Asian	3	2	5	0	-/+/-	-
Black, Non-Hispanic	134	118	76	61	-/-/-	-
Hawaiian/Pacific Islander	1	2	3	1	+/+/-	-
Hispanic	3	6	7	1	+/+/-	-
Nonresident Alien	21	13	6	14	-/-/+	+
Two or More Races	1	1	3	1	=/+/-	-
Unknown	8	6	9	15	-/+/+	+
White, Non-Hispanic	85	80	54	48	-/-/-	-
Undergraduate Enrollment	2,490	2,296	2,370	1,754	-/+/-	-
American Indian/Alaskan Native	5	0	6	3	-/+/-	-
Asian	6	8	17	10	-/+/-	-
Black, Non-Hispanic	1,345	1,209	1,336	946	-/+/-	-
Hawaiian/Pacific Islander	3	4	4	3	+/=/-	-
Hispanic	29	20	30	32	-/+/+	+
Nonresident Alien	42	53	7	10	+/-/+	+
Two or More Races	28	22	48	39	-/+/-	-
Unknown	537	468	309	208	-/-/-	-
White, Non-Hispanic	495	512	613	503	+/+/-	-

Data represent the total for both undergraduate and graduate student enrollment measuring growth over time.

Due to the status as an HBCU, KSU set diversity target groups for Black, Non-Hispanic as the majority student population and other ethnic groups (i.e. Asian, Hispanic) and the majority (White, Non-Hispanic) in relation to the service region (2011, KSU Institutional Diversity Plan).

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STUDENT BODY DIVERSITY Kentucky State University

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STUDENT SUCCESS Kentucky State University

Performance Metric	2005-2011	2006-2012	2007-2013	2008-2014	Progress	One-year Change
Graduation Rate (%)	21%	13.1%	17.5%	20.1%	-/+/+	+
Degrees and Credentials (Total)	328	346	301	370	+/-/+	+
Bachelor's Degrees Awarded	226	229	206	272	+/-/+	+
Master's Degrees Awarded	44	64	50	49	+/-/-	-
STEM+H Degrees	82	126	114	113	+/-/-	-
Transfers from KCTCS	44	80	81	85	+/+/+	+

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STUDENT SUCCESS Kentucky State University

Student retention remains a critical focus at the University. All academic student support services for students are now housed in the same function. New leadership in Academic Support Services is coordinating strategies to increase all student retention.

understanding actually great rather much ideas values really know be organisation behaviour support happen what how

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WORKFORCE DIVERSITY Kentucky State University

Level/Race	FALL 2011	FALL 2012	FALL 2013	FALL 2014	Progress 2011-2014	One-year Change
Executive/Administrators/Managerial	46	52	53	44	+/+/-	-
Asian	0	1	2	1	+/+/-	-
Black, Non-Hispanic	36	40	40	31	+/-=/-	-
Unknown	0	0	2	8	+	+
White, Non-Hispanic	10	11	9	4	+/-/-	-
Faculty	182	178	184	169	-/+/-	-
American Indian/Alaskan Native	0	1	1	1	=	=
Asian	10	10	12	11	=/+/-	-
Black, Non-Hispanic	46	48	43	39	+/-/-	-
Hispanic	3	2	2	1	-/-/-	-
Two or More Races	3	7	6	6	+/-/=	=
Unknown	5	7	8	15	+/+/+	+
White, Non-Hispanic	115	103	112	96	-/+/-	-
Professional	186	170	171	153	-/+/-	-
Asian	12	7	2	3	-/+/+	+
Black, Non-Hispanic	104	102	109	91	-/+/-	-
Hawaiian or Pacific Islander	1	1	1	1	=	=
Hispanic	4	3	3	1	-/-/-	-
Two or More Races	3	5	5	4	+/-=/-	-
Unknown	4	2	3	5	-/+/+	+
White, Non-Hispanic	58	50	48	48	-/-/=	=
Grand Total	414	400	408	366	-/+/-	-

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Workforce Diversity Kentucky State University

Tenure/Race	2011	2012	2013	2014	Progress 2011-2014	One-year Change
Non Tenured	67	55	72	60	- \pm -	-
Asian	0	0	1	2	+	+
Black, Non Hispanic	15	15	16	13	= \pm -	-
Hispanic	1	1	1	0	= /-	-
Two or More Races	2	3	2	2	+ \pm =	=
Unknown	5	3	7	7	- \pm =	=
White, Non Hispanic	44	33	45	36	- \pm -	-
Tenure Track	35	49	41	41	+ \pm =	=
American Indian/Alaskan Native	0	1	1	1	+ \pm =	=
Asian	2	5	7	4	+ \pm -	-
Black, Non Hispanic	11	13	10	10	+ \pm =	-
Hispanic	2	1	1	1	- \pm =	=
Two or More Races	1	2	3	3	+ \pm =	=
Unknown	0	4	1	8	+ \pm -	+
White, Non Hispanic	19	23	18	14	+ \pm -	-
Tenured	80	74	71	68	- \pm -	-
Asian	8	5	4	5	- \pm +	+
Black, Non Hispanic	20	20	17	16	= \pm -	-
Two or More Races	0	2	1	1	+ \pm =	=
White, Non Hispanic	52	47	49	46	- \pm -	-
Grand Total	182	178	184	169	- \pm -	-

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WORKFORCE DIVERSITY Kentucky State University

KSU has taken steps to enhance the recruitment and retention of minority and underrepresented faculty.

Join the TRANSFORMATION and be a part of the KSU TEAM

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Workforce Diversity Kentucky State University

The Kentucky State University Board of Regents is a diverse body:

67% identifying as African American

22% as White, Non-Hispanic

9% as other

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CAMPUS CLIMATE Kentucky State University

KSU activities are developed to enhance student engagement and the educational experience of students through social, cultural, intellectual, instructional, spiritual, recreational and governance including leadership based programs.

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CAMPUS CLIMATE Kentucky State University

KSU continues to coordinate diverse and inclusive activities that will enhance its campus climate:

— to foster self-efficacy

— for development of problem-solving and critical thinking skills, and

— for network opportunities

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CONCLUSION Kentucky State University

Kentucky State University is committed to promoting and improving the diversity and inclusivity of its faculty, staff, and student body.

KSU continues to focus on its legacy of scholarly achievement and excellence.

With President Raymond Burse at its helm as the 14th President, all current initiatives focus on "In All Things Excellence", the KSU transformation.

KSU continues to focus on its legacy of scholarly achievement and excellence.

- With President Raymond Burse at its helm as the 14th President, all current initiatives focus on "In All Things Excellence", the KSU transformation.

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Resources Kentucky State University

KSU Fact Book

KSU Office of Institutional Research

KSU Office of Academic Affairs

KSU Office of Student Affairs

KSU Office of Business Affairs

"National University Rankings". N.p., n.d. Web. 8 Jan. 2016 <http://colleges.usnews.rankingsandreviews.com/best-colleges/rankings/national-universities>

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STRONGER by DEGREES

Kentucky State University

2015 Institutional Diversity Plan Assessment

Presentation to the Kentucky State University Board Regents

by Deneia Thomas, PhD

March 11, 2016

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Kentucky State University

2013-2014 Diversity Plan Assessment Report

March 11, 2016 Submitted to the Kentucky State University Board of Regents On behalf of Kentucky State University Prepared by the Office of Academic Affairs Academic Assessment and Evaluation

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Table of Contents

Executive Summary

Introduction

Student Body Diversity

Student Success/Closing the Achievement Gap

Workforce Diversity

Campus Climate

Conclusion/Next Steps

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Executive Summary

Kentucky State University (KSU) has long celebrated its status as the most diverse public university in the Commonwealth of Kentucky. Both diversity and inclusion are central to the mission and vision of KSU, building on its legacy of achievement as a historically black, liberal arts, and 1890 Land Grant institution. The University affords access to and prepares a diverse student population to compete in a multifaceted, ever-changing global society. To accomplish this, Kentucky State University recognizes its strength of fostering an environment where diversity is valued, understood and respected. Moreover, KSU believes that diversity is the platform that provides opportunities for understanding socio-cultural challenges and intellectual differences.

The Institutional Diversity Policy, established by CPE on behalf of its Committee on Equal Opportunities (CEO) in partnership with the public institutions, provides the framework for accountability for all public postsecondary institutional diversity plans. CPE requires that each public institution submit, for approval, a campus-based diversity plan, which set specific strategies that promote diversity and measurable goals reflecting the institutional demographics in comparison to the general population. The statewide policy requires that institutional plans, at a minimum, address four areas: (1) student body diversity, (2) student success/closing the achievement gap, (3) workforce diversity, and (4) campus climate. KSU created its 2011 Institutional Diversity Plan to enable the institution to:

meet or exceed statewide diversity requirements identified by CPE

continue gains achieved in the last decades in the recruitment and enrollment of diverse students (domestic and international)

provide students, faculty, and staff with the tools necessary to reach higher levels of achievement as change agents across this nation and around the world

The Institutional Diversity Plan included two main goals:

1) Continue efforts to recruit and retain a majority population of African American students.

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Recruit and retain students from other ethnic minority groups, and the majority population as defined by the demographic makeup of the University's service area (e.g. Franklin, Scott, Anderson, Shelby, Henry, and Owen Counties).

These goals were formulated using institutional data from 2010 and 2011 across the four CPE required categories named above. The goals are, also, derivatives of the institutional strategic plan “Growth with Distinction” (2008-2013) and aligned with the CPE strategic agenda, “Stronger by Degrees” (2011-2015).

CPE Assessment Indices

The CPE Institutional Diversity Policy requires that institutions submit an annual evaluation of progress toward meeting its diversity goals for student enrollment, student success/closing the achievement gap, workforce diversity, and campus climate. This assessment report represents an evaluation of the period from 2013 to 2014. Also, the report highlights the general progress made from the baseline targets of 2010.

Following a statewide trend, Kentucky State experienced an overall decrease in student enrollment in the fall 2014 compared to the fall 2013. Although there was a decline for the Black, Non-Hispanic population, this demographic maintained its standing as the majority population. Also, the goal to recruit and retain students from other ethnic minority groups, and the majority population, showed an increase in enrollment among the White, Non-Hispanic and Hispanic populations.

In meeting student success/closing achievement gap, student retention decreased for the majority, Black, Non-Hispanic population and increased for the White, Non-Hispanic student population in 2014. KSU partially met its goal in retaining Black, Non-Hispanic students. The University has taken steps to address the decrease through new leadership and coordinated services for student success and retention.

There were mixed results for the graduation rate in 2014. Numbers for Black, Non-Hispanic graduates increased in 2014 compared to 2013. Further, the overall amount of degrees conferred in 2014 increased for the Black, Non-Hispanic population. On the other hand, numbers for White, Non-Hispanic graduates decreased over the same period. However, numbers soared for the Hispanic graduates over the same period.

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period. Also, there was an increase in the number of STEM-H degrees conferred on all student groups in 2014 compared to 2013. Although the undergraduate student transfer rate from the Kentucky Community and Technical College System (KCTCS) to Kentucky State University for the Black, Non-Hispanic population declined in 2014, there was a considerable increase in the transfer rate for White, Non-Hispanic population since 2010. Progress has been outstanding with regard to the White, Non-Hispanic student transfer. Recruitment efforts are ongoing to increase the transfer rate for Black, Non-Hispanic students. KSU’s progress in workforce diversity shows a decrease in population numbers in both executive/managerial and faculty levels during 2013-2014. However, over the same period, there was an increase in the White, Non-Hispanic category at the professional staff level. KSU has taken steps to enhance the recruitment and retention of minority and underrepresented faculty. These efforts include strategic recruitment at the Southern Regional Education Board (SREB) conference, dedicated print and online advertisement in Diverse Issues in Higher Education, as well as the Chronicle of Higher Education. Although there were no conclusive findings related to goals for the Campus Environment Team (CET) in 2014, the Office of Student Life provided positive feedback to assess KSU's campus climate. The feedback outlined the extracurricular activities conducted to enhance the overall educational experience of all students through social, cultural, intellectual, instructional, spiritual, recreational and governance with informed leadership programs. KSU will continue to guide its students toward a “culture of completion” with a holistic view of student success at KSU and beyond. With the disposition, “In All Things Excellence” strategies will continue to focus on customer service, financial stability, and faculty and staff development, actively engaging students, retention, in state and service-area recruitment, improved graduation rates, and inclusivity.

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Introduction

This 2014 Institutional Diversity Plan Assessment documents an evaluation over the period 2013 to 2014 in the four areas required by the CPE Diversity Policy: (1) student body diversity, (2) student success/closing the achievement gap, (3) workforce diversity, and (4) campus climate. The report highlights the general progress made from the two established diversity goals named here. To address these areas, KSU's two diversity goals are:

to continue efforts to recruit and retain a majority population of African American students, and

to recruit and retain students from other ethnic minority groups and the majority population (as defined by the demographic makeup of the University's service area, e.g. Franklin, Scott, Anderson, Shelby, Henry, and Owen counties). These goals were formulated to sustain KSU's identity as the Commonwealth's only Historically Black College and University and to address CPE's emphasis on expanding institutional reach to sustain inclusivity.

In collaboration with Student Affairs, Business Affairs, and Institutional Research, information was collected by the Office of Academic Assessment and Evaluation to complete this 2014 annual assessment of the Kentucky State Institutional Diversity Plan.

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Student Body Diversity

Student Enrollment

(Table 1: 2014 Student Enrollment)

LEVEL	RACE	Fall 2011	Fall 2012	Fall 2013	Fall 2014
GRADUATE	Asian	1.2%	0.9%	3.1%	0.0%
	Black, Non-Hispanic	52.3%	51.8%	46.6%	43.3%
	Hispanic	1.2%	2.6%	4.3%	0.7%
	White, Non-Hispanic	33.2%	35.1%	33.1%	34.0%
UNDERGRADUATE
	Asian	0.2%	0.3%	0.7%	0.6%
	Black, Non-Hispanic	54.0%	52.7%	56.4%	53.9%
	Hispanic	1.2%	0.9%	1.3%	1.8%
	White, Non-Hispanic	19.9%	22.3%	25.9%	28.7%
TOTAL	Asian	0.3%	0.4%	0.9%	0.5%
	Black, Non-Hispanic	53.9%	52.6%	55.7%	53.1%
	Hispanic	1.2%	1.0%	1.5%	1.7%
	White, Non-Hispanic	21.1%	23.5%	26.3%	29.1%
LEVEL
GRADUATE	URM	54.3%	55.7%	54.6%	45.4%
GRADUATE	NON URM	34.4%	36.0%	36.2%	34.0%
UNDERGRADUATE	URM	56.6%	54.7%	60.1%	58.3%
UNDERGRADUATE	NON URM	20.1%	22.6%	26.6%	29.2%

URM=Underrepresented Minority

Although there was a decrease in the enrollment for the Black, Non-Hispanic population at the undergraduate level from 56.4% in 2013 to 53.9% in 2014, and at the graduate level, from 46.6% to 43.3% over the same period, the goals to retain the majority Black, Non-Hispanic population and to increase the White, Non-Hispanic enrollment were met. White, Non-Hispanic enrollment numbers at the undergraduate level increased from 25.9% to 28.7%. White, Non-Hispanic graduate student enrollment increased from 25.9% in 2013 to 28.7% in 2014. Hispanic student enrollment at the undergraduate level progressed from baseline 1.2% in 2010 to 1.3% in 2013 and 1.8% in 2014 (Table 1).

The elimination of the open enrollment practice and adherence to the University's Admissions standards, requiring a minimum ACT score of 18 and a 2.5 GPA, ( KSU Admissions Requirements) may have affected enrollment across all ethnic groups. Also,

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the fact that students with outstanding balances on financial accounts owed to the institution were not permitted to re-enroll, until all previous and current financial responsibilities were fulfilled, may have contributed to the decrease in 2014 enrollment.

With the new administration, key leadership focused recruitment strategies in the area geographic region (AGR) and within the Commonwealth. One of these recruitment strategies was the Thorobred Express, a mobile open house that traveled across the Commonwealth to recruit students. The assembly features KSU's students, faculty, administration, Greek organizations, Concert Choir and the Mighty Marching Thorobred Band. The Thorobred Express includes a college fair and partnership meetings between KSU faculty and high school teachers, guidance counselors and community college professors. The KSU faculty, in collaboration with area teachers, provide classroom instruction and conduct master classes. Attendees receive priority consideration for academic, vocal and instrumental scholarships. Prospective students have an opportunity to apply for and receive an on the spot admission decision.

Other recruitment efforts included the development of strategic partnerships and articulation agreements with organizations to offer a variety of academic scholarships (e.g. Toyota Motor Manufacturing, James Graham Brown Scholarship).

Student Success/Closing the Achievement Gap Undergraduate Student Retention

(Table 2: 2014 Student Retention)

RACE	11 TO 12	12 TO 13	13 TO 14
Asian
Black, Non-Hispanic	45.0%	44.7%	43.7%
Hispanic	60.0%	33.3%	16.7%
White, Non-Hispanic	65.0%	42.9%	58.8%
Grand Total	46.3%	47.1%	43.5%
CATEGORY	11 TO 12	12 TO 13	13 TO 14
URM	46.2%	44.6%	42.2%
NON URM	65.0%	42.9%	57.7%

URM=Underrepresented Minority

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Progress toward achieving KSU's student success goals at the undergraduate level, ebbed because of the decrease in the Black, Non-Hispanic students from 44.7% in 2013 to 43.7% in 2014. However, the retention for the White, Non-Hispanic population increased to 58.8% in 2014 from 42.9% in 2013 (Table 2). New Leadership in Academic Support Services is coordinating strategies to increase all student retention. All academic student support services for students are housed in the same formation. That formation now includes:

Center for Academic Persistence (CAPS) -CAPS is a retention program focusing on establishing the critical relationship between the institution and the first-year student. Advisors have been trained to employ “intrusive” advising to all students who have earned thirty credit hours or less. Advisors are responsible for helping students schedule classes. Also, advisors are, tasked with assisting with academic, social, and emotional skills necessary for successful transitions. Advisors utilize Course Signals as an early alert system to facilitate interventions for individual students before mid-terms as a proactive measure to help students succeed. Advisors, further provide success workshops to prepare students for mid-terms and assist undecided students with selecting a major.

Accelerated Learning Program (ALP)-The University's developmental learning community piloted the Accelerated Learning Model in fall 2014 in Math and English. The Accelerated Learning model addresses non-cognitive issues such as, productive persistence; introducing students to college culture, helping students feel that they belong in college, and helping students cope with life issues. The structure of the Accelerated Learning Program (ALP) reduces the need for developmental education.

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(Table 3: Accelerated Learning Pilot)

Fall 2014 Mat 09/Mat 115 Accelerated Pilot Success Rates
Grades	A	B	C	D	F	W	Total ABC	Total	Success rate
MAT 097-02	4	5	9	0	1	0	18	19	95%
MAT 115-05	2	4	8	3	2	0	14	19	74%

Grades	A	B	C	D	F	W	Total ABC	Total	Success rate
Fall 2014 Regular Math 115 Success Rate
MAT 115-01	6	2	1	1	7	2	9	19	47%
MAT 115-02	3	3	4	5	8	7	10	30	33%
MAT 115-03	3	3	5	1	3	2	11	17	65%
MAT 115-04	2	2	5	2	6	4	9	21	43%
Total	14	10	15	9	24	15	39	87	45%

Faculty in the math department identified one section of Intermediate Algebra (MAT 097-02) and one section of the College Algebra (MAT 115-05) to determine the achievability of ALP success in mathematics. Students were dually enrolled in both courses over the fall 2014 term. Students participated in classes five days per week. The curriculum for the MAT 097-02/MAT115-05 ALP combination integrated developmental content (e.g. basic arithmetic, pre-algebra, and elementary algebra) from MAT 097 with the College algebra curriculum while concurrently teaching the new and related concepts. The pilot results showed that students enrolled in the pilot courses MAT 097-02/MAT 115-05 achieved greater success than students in the other MAT 115 courses (MAT 115-01-MAT 115-04) (Table 3).

A similar pilot was conducted in ENG 099-Developmental English and ENG 101-English Composition I, with similar outcomes. As a result, the University launched the Accelerated Learning programs in Math and English in the spring 2015, phasing out developmental courses.

Academic Center for Excellence (ACE) - The Academic Center for Excellence (ACE) is a comprehensive learning center that promotes academic excellence year-round by helping students' access resources and develop habits that encourage achievement. Both professional instructional counselors, as well as

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peer tutors, comprise the staff for ACE. The Center provides access to supplemental instruction in a broad range of subjects, including college reading, writing, mathematics, science, computer science, foreign languages, study skills and time management. ACE's activities and successes for the reporting year included:

Provided tutoring services for 1085+ students in 4,254 sessions

Offered tutoring from a diverse professional and peer staff

Assisted the Accelerated Learning Program by providing in class academic support

Experienced a success rate of 87% for students who participated in weekly tutoring and development activities with the ACE staff.

Finding Resources in Education for Nontraditional Students (FRIENDS) program contributes to the success of Kentucky State University's overall mission with a focus on the nontraditional, commuter, and distance education students. Staff members of FRIENDS, in conjunction with the Academic Center for Excellence (ACE), provided academic workshops to KSU students on learning styles, study skills, goal setting, and time management. FRIENDS also provided tutoring services for nursing students in the Nursing Education Enrichment Project (NEEP).

The Payment Installment Option (PIO) system is a strategy offered as a financial possibility to support students with their obligations for paying balances on installment plans. In addition, the Green2Gold program is a work-study opportunity available for undergraduate students. During the semester, students are employed to have their earnings applied to their tuition and fees. This program is designed to help students minimize their debt to KSU and develop professional skills in a professional work setting.

Student retention remains a critical focus at the University. Ongoing retention strategies are implemented to support student success.

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Undergraduate Student Graduation

(Table 4: Graduation Rates)

RACE	05 TO 11	06 TO 12	07 TO 13	08 TO 14
Asian	20.0%	0.0%	100.0%
Black, Non-Hispanic	22.2%	12.7%	18.3%	20.8%
Hispanic	0.0%	0.0%	0.0%	66.7%
White, Non-Hispanic	14.6%	20.0%	15.2%	14.6%
Total	21.0%	13.1%	17.5%	20.1%
Category
URM	22.1%	12.6%	18.2%	21.2%
NON URM	15.1%	18.8%	18.8%	14.6%

URM=Underrepresented Minority

KSU's graduation rate increased in 2014 to 20.1% from 17.5% in 2013. For KSU's targeted Black, Non-Hispanic population the rate increased from 18.3% in 2013 to 20.8% in 2014. There was a decline in the White non-Hispanic population from 15.2% for 2013 to 14.6% in 2014. Ongoing cohort reclamation initiatives and Project Graduate efforts are in place to increase overall student graduation ( Table 4).

Undergraduate Student Degrees and Credentials (Table 5: Undergraduate Student Degrees and Credentials)

Total Count Degrees Conferred
Level	2011	2012	2013	2014
Associate	58	53	45	49
Bachelor	226	229	206	272
Master's	44	64	50	49
Grand Total	328	346	301	370

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LEVEL

ASSOCIATE

BACHELOR

MASTER'S

LEVEL CATEGORY

ASSOCIATE URM 13.8% 18.9% 15.6% 24.5%

RACE	2011	2012	2013	2014
Asian	0.0%	0.0%	0.0%	0.0%
Black, Non-Hispanic	13.8%	18.9%	15.6%	22.4%
Hispanic	0.0%	0.0%	0.0%	2.0%
White, Non-Hispanic	51.7%	62.3%	62.2%	65.3%
Asian	0.0%	0.0%	1.5%	0.4%
Black, Non-Hispanic	61.9%	62.0%	55.3%	60.7%
Hispanic	0.9%	0.4%	0.5%	0.0%
White, Non-Hispanic	29.2%	26.2%	30.6%	24.3%
Asian	4.5%	3.1%	0.0%	6.1%
Black, Non-Hispanic	47.7%	46.9%	54.0%	36.7%
Hispanic	0.0%	1.6%	0.0%	4.1%
White, Non-Hispanic	34.1%	39.1%	28.0%	38.8%

NON URM 51.7% 62.3% 62.2% 65.3%

BACHELOR URM 63.3% 64.6% 57.3% 62.5%

NON URM 29.2% 26.2% 32.0% 24.6%

MASTER'S URM 47.7% 48.4% 54.0% 44.9%

NON URM 38.6% 42.2% 28.0% 44.9%

URM=Underrepresented Minority

KSU conferred 370 associate's, bachelor's, and master's degrees in 2014. Of this total, 22.4% were associate's degrees, 60.7% were bachelor's degrees, and 36.7% were master's degrees conferred to Black, Non-Hispanic graduates. There were 65.3% associate's, 24.3% bachelor's and 38.8% master's degrees conferred to White, Non-Hispanic graduates. There were 2.0% associate and 4.1% master's degrees conferred to Hispanic graduates. The percentages of degrees conferred each year at each level for the Black, Non-Hispanic population increased. However, there was a decline in the degrees conferred for the White, Non-Hispanic population, from 30.6% in 2013 to 24.3% in 2014 (Table 5).

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Undergraduate Degrees STEM-H

(Table 6: Undergraduate Degrees STEM-H)

RACE	2011	2012	2013	2014
Asian	2.4%	0.8%	1.8%	3.5%
Black, Non-Hispanic	29.3%	30.2%	31.6%	31.9%
Hispanic	1.2%	1.6%	0.0%	0.9%
White, Non-Hispanic	54.9%	51.6%	50.9%	51.3%
CATEGORY
URM	30.5%	32.5%	31.6%	35.4%
NON URM	57.3%	52.4%	52.6%	54.9%

URM=Underrepresented Minority

The Black, Non-Hispanic population, showed a slight increase from 2013 (31.6%) to (31.9%) in 2014 for STEM-H degrees awarded. There was an increase in the STEM-H degrees awarded for the White, Non-Hispanic in 2014 (51.3%) from (50.9%) in 2013. Growth has remained steady for the Black, Non-Hispanic population since 2011 and minor fluctuations for the White, Non-Hispanic population (Table 6).

Undergraduate Student Transfer from KCTCS to 4-year University

(Table 7: Undergraduate Student Transfer from KCTCS to 4-Year University)

RACE	Fall 2011	Fall 2012	Fall 2013	Fall 2014
Asian	0.0%	1.3%	1.2%	0.0%
Black, Non-Hispanic	20.5%	15.0%	19.8%	16.5%
Hispanic	2.3%	0.0%	0.0%	3.5%
White, Non-Hispanic	36.4%	43.8%	46.9%	60.0%
CATEGORY
URM	25.0%	17.5%	22.2%	23.5%
NON URM	36.4%	45.0%	48.1%	60.0%

URM=Underrepresented Minority

Undergraduate student transfers from KCTCS to Kentucky State University for the Black, Non-Hispanic population declined from 19.8% in 2013 to 16.5% in 2014. There was an increase in the transfers for the White, Non-Hispanic population to 60.0% in 2014 from 46.9% in 2013. There was an increase in the transfer rate for the Hispanic

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population increasing from zero percent in 2013 to 3.5% in 2014. The data shows a steady increase in transfers for the White, Non-Hispanic population increasing in 2011 from 36.4% to 60% in 2014 (Table 7).

Workforce Diversity

(Table 8: Workforce Diversity)

LEVEL RACE 2011 2012 2013 2014

Executive/Administrators/Managerial Asian 0.0% 1.9% 3.8% 2.3%

Black, Non-Hispanic 78.3% 76.9% 75.5% 70.5%

White, Non-Hispanic 21.7% 21.2% 17.0% 9.1%

Faculty

Professional Asian 6.5% 4.1% 1.2% 2.0%

LEVEL CATEGORY 2011 2012 2013 2014

Executive/Administrators/Managerial URM 78.3% 76.9% 75.5% 70.5%

Faculty URM 28.6% 32.6% 28.3% 27.8%

Professional URM 60.2% 65.3% 69.0% 63.4%

Asian 5.5% 5.6% 6.5% 6.5%

Black, Non-Hispanic 25.3% 27.0% 23.4% 23.1%

Hispanic 1.6% 1.1% 1.1% 0.6%

White, Non-Hispanic 63.2% 57.9% 60.9% 56.8%

Black, Non-Hispanic 55.9% 60.0% 63.7% 59.5%

Hispanic 2.2% 1.8% 1.8% 0.7%

White, Non-Hispanic 31.2% 29.4% 28.1% 31.4%

NON URM 21.7% 23.1% 20.8% 11.4%

NON URM 68.7% 63.5% 67.4% 63.3%

NON URM 37.6% 33.5% 29.2% 33.3%

Definitions for each workforce level are classified according to the EEO codes identified in the Integrated Postsecondary Education Data System (IPEDS). The executive/administrative/managerial (EEO code H10) category includes all persons whose assignments require management of the institution, or a customarily recognized department or subdivision thereof. The Faculty (EEO code H20) defines persons identified by the institution whose initial assignments are made for conducting instruction, research or public service as a principal activity (or activities). Other professionals (EEO code H30) are all persons employed for the primary purpose of

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performing academic support, student service, and institutional support, whose assignments would require either a baccalaureate degree or higher or experience of such kind and amount as to provide a comparable background.

There was a decrease for the Black, Non-Hispanic population for the executive/administrators/managerial level from 75.5% in 2013 to 70.5% in 2014. Similarly, the White, Non-Hispanic population decreased from 17% in 2013 to 9% in 2014 for the executive/administrators/managerial level. The Black, Non-Hispanic faculty, decreased from 23.4% in 2013 to 23.1% in 2014. The White Non-Hispanic faculty decreased from 60.9% in 2013 to 56.8% in 2014. The Black, Non-Hispanic professional staff, decreased from 63.7% in 2013 to 59.5% in 2014. However, the White, Non-Hispanic professional staff increased to 31.4% in 2014 from 28.1% (Table 8).

KSU has taken steps to enhance the recruitment and retention of minority and underrepresented faculty. These efforts include strategic recruitment at the Southern Regional Board (SREB) conference, dedicated print and online advertisement in Diverse Issues in Higher Education, as well as the Chronicle of Higher Education.

Regents/Trustees at the Institution

The Board of Regents is a diverse body with 67% identifying as African American, 22% as White, Non-Hispanic, and 9% as other.

Campus Climate

There were no conclusive findings relating to the KSU Campus Environment team (CET) goals for this period. The Office of Student Life detailed the extracurricular activities conducted to enhance the educational experience of students through social, cultural, intellectual, instructional, spiritual, recreational and governance including leadership based programs. The OUTlet center provided a resource and support venue for the LGBTQ population. Information and activities were publicized throughout the campus via flyers, emailed announcements, as well as via social media and personal media accounts. Anecdotal responses from the Student Life staff supported positive conclusions from participants. The Student Life staff supported the FRIENDS Center

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activities, catering to the non-traditional students. Student Life staff shared positive outcomes from the 2014 programming designed to promote student engagement from the following events listed below:

August:

26- Welcome Week Extravaganza-over 250 students participated.

Purpose- inform the student body of campus organizations for student involvement

28- Student Kickball Game-30 students participated. Purpose- unite the campus community for physical recreation

September:

4- KSU First Football Game Pep Rally-75 students participated. Purpose- excite students about KSU and garner enthusiasm for our athletic events

5- Chopped Cook-off Competition-60 students participated, co-sponsored with the Wesley Foundation Purpose- to display culinary talents.

6-Game Night/Karaoke Night-150 students participated.

Purpose- unite the campus community and for students to display their vocal talent

25-Jonathan Herman, College Skills Convocation-50 students participated. Purpose- provide students with information on successful college matriculation

October:

2- KSU's Got Talent Show-175 students participated. Purpose- venue to display student's talents, winner opened the headliner concert

4-5 Circle City Classic Trip-100 students traveled to Indianapolis, Indiana. Purpose- support the Thorobred Football team and the Mighty Marching Thorobreds

14- Homecoming Pep Rally and Faculty/Staff/Student Basketball Game- 250 students participated.

Purpose-excite students about KSU Homecoming and sustain enthusiasm for the football team

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29- Student Bowling Night Trip-60 students participated. Purpose- provide students with an evening of entertainment with faculty and students

31- Haunted House Trip-50 students participated. Purpose- participate in Halloween activities in the Frankfort community

November:

8- Alpha Phi Omega Snow Ball,-150 students participated. Purpose- an evening for students to experience a semi-formal occasion

12- Community Cook-out-over 60 students. Purpose- fundraiser to support Frankfort charities

18- Game Night with the Greeks-175 students participated. Purpose- Junior Class activity to introduce students to Greek life

20- Coffee House/Open Mic Night,-200 students participated. Purpose- provide students an organized cultural event

21- Christmas Destination.

Purpose- support the Frankfort community by providing Christmas presents for children

22- Movie Night-75 students participated. Purpose- provide entertainment

December:

Angel Tree- Student Life continued their annual Angel Tree program for the Frankfort community. Over 100 angels were submitted and adopted. Students, student organizations, faculty, staff, and members of the Frankfort community adopted the angels. The angels were given gifts to families throughout the Frankfort community before Christmas.

Civic Engagement /Community Service

In 2014, approximately 380 KSU students participated in service projects in the Frankfort/Lexington community. Students supported various activities to include: Roots

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and Heritage Festival in Lexington, Voter registration drives in Frankfort, Constitution Day events, Pay it Forward Acts of Giving, Mentoring in the local schools, Homecoming activities, Stadium clean-up, Recycling Projects, Halloween on the Hilltop, Green Job Fair, Greenhill Cemetery, Santa's Helpers with the Franklin County Extension Office, Host a High School Student for a Day, Habitat for Humanity, Simon House, Franklin County Women's Shelter, Senior Citizen Center, ACCESS Men's Shelter and Soup Kitchen, CESKAA (Center of Excellence for the Study of Kentucky African Americans) and the KSU Wesley Foundation Students' Clothes Closet.

Most students used the volunteer activities above to fulfill a 10-hour community service requirement for the University Orientation (UNV101) course. Students from other service learning courses and programs, such as the Academics with Attitude (AWA), living/learning groups on campus, participated. In total, students completed over 5,980 hours of community service.

Speech 103-Interpersonal Communication was identified as a service-learning course, which required students to volunteer at six non-profit agencies for a minimum of two hours per week. Students were expected to use $100 of donation money to develop a “World of Change” project.

On November 21, 2014, The Office of Regional Stewardship and Public Engagement held a service recognition reception, honoring, students, faculty, staff and community members who served the Frankfort community. Over 130 honorees were received awards and certificates for their service work.

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The 2014 Engagement/Community Service Projects included:

(8) Hr. Credit Events	Date/Time	Location
Habitat for Humanity	Saturday, February 22nd 9:00-1:00	3rd Street Renovation
MLK 50th Anniversary Commemorative Walk to the Capitol	Wednesday, March 5th 8:30-1:00	Line Up at Exum Gymnasium at 8:15
Frankfort Public Arts Tour Phase II (Work with Kings Center Students on Art-Related Projects)	March-May	TBA
Operation Preparation\nCollege and Career Fair for (1000) local 8th and 10th graders	Monday, March 10-11 8:00-2:30	Student Center Ballroom
Arbor Day Reforest Frankfort	Thursday, April 5th 9:00-2:00	Salado Game Farm
Earth Day Festival: (4 Hr Credit) Enjoy our Reptile Exhibit, innovative Green initiatives, Hybrid cars and other energy-saving vehicles and free lunch in the courtyard.	April 22 11:00-1:30	Earth Day Campus Festival in Student Center Courtyard
Habitat for Humanity Help re-build a home!	April 19th	Saturday 9-1:00 Transportation Provided 329 Holmes Street Site

Conclusion/Next Steps

As indicated by the information and data provided, the University is committed to promoting and improving the diversity and inclusivity of its faculty, staff, and student body. KSU continues to focus on its legacy as the most diverse and inclusive institution in the Commonwealth. KSU President, Raymond M. Burse, returned to the University in 2014 with a passion and goal to propel the institution forward after serving in the role from 1982-1989. His act of kindness made national and global headlines when he gave $90,000 of his salary to increase the pay of the University's lowest-paid employees. The gesture brought the University publicity and optimism that enhanced recruitment for

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students, faculty and staff to manifest the expectation of returning Kentucky State University to its historical legacy and tradition of excellence.

The University is poised to deliver plans that commit to its diversity, and that promote inclusivity. The School of Education and Office of Outreach are laying the groundwork for the preparation of emerging leaders and trainers in Cultural Competence for teaching and learning. The Doctor of Nursing Practice program has been approved, and KSU is now an accepted Level 4 institution. All current initiatives focus on “In All Things Excellence”, the KSU transformation.

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DRAFT – MARCH 11, 2016

MISSION STATEMENT

Kentucky State University (KSU), is a public comprehensive, liberal arts, 1890 Land Grant institution that provides a nurturing learning environment, and graduates critical thinkers, who become transformational societal leaders.

As a Historically Black College and University, KSU is committed to opportunity and access, and dedicates itself to responsively adapting to a diverse student population and the ever-changing economic demands of the workforce.

Through a focused, student-centered campus, students become successful scientists, scholars, as well as business and community leaders who are equipped to contribute and thrive in the 21^{st} century global environment.

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DRAFT – MARCH 11, 2016

VISION STATEMENT

Kentucky State University (KSU) is transforming into a top-tier, nationally ranked, preeminent liberal arts university by 2025. KSU will be recognized by the leadership of our graduates, the excellence of our programs, the quality of our instruction, our innovative research and outreach, with significant contribution to and impact on our community, state, nation, and world.

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DRAFT – MARCH 11, 2016

VALUES:

Integrity and Ethical Leadership

N Nurturing

S Student-Centered Philosophy

P Perseverance

Innovation

R Responsible Citizenship

E Excellence in All Things

Integrity and Ethical Leadership

The Kentucky State University community continually demonstrates integrity and ethical leadership by requiring intellectual and personal honesty in every action, every learning, each teaching and each research moment, and in all service.

N Nurturing

Kentucky State University, empowers each student to be the best thinker, citizen, leader, and lifelong learner.

S Student-Centered Philosophy

We see the student as a whole person in mind, body and spirit, developing intellectual, physical/social, and ethical dimensions. KSU values the life of the student's mind, his/her health and wellbeing, and his/her ability to maintain and forge balanced social relationships. KSU places him/her at the center of its management systems by designing its operations to match the optimum cultural habits of students' needs. Students have ready access to faculty, essential services, and administrators.

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DRAFT – MARCH 11, 2016

P Perseverance

KSU community exhibits perseverance daily. Perseverance is what powers each of us until we pinpoint what's getting in the way. It's what keeps us engaged when student progress comes slowly, over weeks, months, or even years. Perseverance enables us to view our students and programs through our "future glasses" with the confidence that the end goal is reachable – and worth it!

Innovation

KSU is purposeful in its plans to develop its students in and outside of the classroom. We provide/create numerous “out of the box” ways and opportunities for our students and employees to continuously learn and grow.

It is critical to the success of KSU and its students that the students are able to apply what they learn in the classroom to real-life situations

R Responsible Citizenship

KSU educates students about the roles, rights and responsibilities of citizenship and provides students opportunities to participate in local, national, and global development opportunities.

E_ Excellence in All Things

KSU's commitment to excellence impels both individuals and the University to strive for outcomes that are exemplary rather than simply satisfactory. Striving for excellence touches all aspects of University life from academic programs to sports, from student services to campus environment, from recruitment to publications, from special occasions to daily business.

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DRAFT – MARCH 11, 2016

Goal 1: Maximize Student Success in an Inclusive and Diverse Environment At Kentucky State University, dedicated faculty and staff promote learning and discovery, and maximize student success through excellence in teaching, strong academic support, experiential learning and extraordinary undergraduate research opportunities. Recognizing the interconnectedness and interdependence of the global society, Kentucky State University values and demonstrates appreciation of diverse cultures, experiences and views in its educational environment.

Objective 1.1: Recruit, Retain and Graduate a Diverse Student Body.

Increase enrollment (headcount) by 25% by 2020. 10% per year. (This number based on Fall 2015 total headcount of 1,586) (Note: this is about 100 total students per year)

Increase enrollment in graduate programs by 25% by 2020.

Increase faculty diversity to reflect the diversity of the student body by 2020.

Increase Year 1 to Year 2 Retention Rate to 70% by 2020 (This goal based on CPE Retention Rate of Cohort of 2014-2015 of 60.2%).

Reduce time to degree: Increase number of undergraduate students completing 30 credit hours per year by 10% each per year by 2020 (need this calculation baseline).

Achieve CPE's target for number of degrees conferred including STEM fields by 2020.

Double four-year graduation rate by 2020 (This number based on Fall 2016 Cohort to graduate in 4 years in 2020) Need 4 year graduation rate from 2015 cohort.

Increase six-year graduation rate by 40% or to 30% by 2020 (This number based on May 2015 6 year graduation rate of 22%).

Objective 1.2: Increase opportunities for student to engage in learning and discovery, and achieve cultural competency.

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Drive completion of research or experiential programs by 50% of graduates by 2020 and 90% by 2025.

Increase the number of students completing internships with potential employers by 15% by 2020.

Increase the percentage of alumni who are gainfully employed in their field by 10% each year.

Increase the percentage of alumni who are engaged in graduate or professional study to 25% by 2025.

Increase student scores on the International Critical Thinking Test by 10% by 2020

Increase student engagement in community service, service learning experiences, and study abroad.

Develop culturally responsive curricular and co-curricular learning opportunities. Objective 1.3: Achieve excellence in teaching and scholarly/creative activities.

All Faculty will be engaged in their respective professional associations by 2020.

Develop a Center for Teaching, Learning Excellence and Assessment which supports innovative and experimental pedagogies.

Increase the number of faculty collaborating with research institutions by 15% by 2020.

Increase the number of interdisciplinary research collaborations.

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Goal 2: Build, Grow, and Sustain Academic Programs of Distinction

Future jobs in areas such as academy and the professions, life sciences, big data, advanced manufacturing (3-D printing, lean and agile management), operations research, Internet of Things, and culturally responsive P-16 education require understanding and appreciation of the interdependency of disciplines such as sciences and ethics; literature and engineering; public policy and the arts; and mass communication and intellectual property.

Objective 2.1: Redesign the University's General Education Core to foster cross-disciplinary,-experiential, and inquiry-based learning.

Increase cross-listing of courses and co-teaching in the General Education core.

Integrate critical and analytical thinking skills in the General Education core.

Integrate computational and design thinking in the General Education core.

Integrate technical writing skills in the General Education core.

Promote environmental awareness across the General Education core.

Conduct a “General Education Symposium” that provides a platform to showcase the best practices in cross-disciplinary General Education.

Develop a General Education core assessment plan to ensure program effectiveness.

Objective 2.2: Create new and strengthen existing programs of distinction.

Strengthen and promote the Aquaculture Program.

Promote the teacher education as a program of distinction built on a culturally responsive curriculum. The School will graduate teachers who are competent and skilled at teaching in any cross-cultural or multicultural setting.

Promote Whitney Young School of Honors and Liberal Studies to a true honor program with an enhanced redesigned curriculum and programmatic thrust.

Promote the School of Business to offer a Business Management program of distinction that collaborates with businesses to prepare graduates as leaders for

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positions in business economics/investment banking, enterprise systems and data analytics, and supply chain management.

Position KSU due to its location in the State Capital to work with State Government to transform its Public Administration programs into programs of distinction.

Objective 2.3: Develop a Cross-Disciplinary Common Freshman Project Experience

Develop a freshman-level course around Design Thinking, Innovation, and Entrepreneurship in which students learn about the creative process and how to apply it to design and create a product prototype. Students will work in cross-disciplinary teams on all aspects, including but not limited to marketing, budgeting, artistic and engineering design, and environmental and societal impact.

Objective 2.4: Create Cross-Disciplinary, Cross-Functional Capstone Projects for Seniors.

Form a group of faculty and research supervisors in charge of capstone courses to develop multidisciplinary, cross functional projects. Teams of seniors from across disciplines will form the Capstone Project teams. Team members with different interests and skills will contribute to various aspects of the project such as business aspects, environmental impact, community impact, aesthetic aspects, technical requirements, and the like.

Allow cross-disciplinary capstone projects to solve real world problems sourced from and worked on in collaboration with surrounding business, research, or governmental entities. As such, KSU will build and sustain relationships with these stakeholders to provide projects for our students and value to our community.

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Goal 3. Foster Strategic Partnerships and Outreach for Community Impact

Objective 3.1: Develop Partnerships and Articulation Agreements with public and private educational institutions.

Partner with KCTCS to increase the number of 2+2 programs.

Partner with KCTCS to increase the number of students transferring to KSU.

Enhance partnership with service area and regional P-12 schools to enhance college readiness and awareness by increasing dual-credit offerings, promoting Kentucky State University's Associate Degree Pathways, and Student-to-Teacher Transformation Pathways (STTP).

Increase continuing education/professional development opportunities in local communities and the Commonwealth of Kentucky by 20% by 2020.

Objective 3.2: Promote regional economic and entrepreneurial development to support job creation in the Commonwealth.

Increase research relationships within the KSU community (Land Grant, Public Administration and other units) and between KSU and private and government entities to enhance university resources and student experiential learning opportunities.

Catalyze exemplary and relevant Land Grant research programs to resolve agricultural, educational, economic, and social problems of the people of the Commonwealth of Kentucky, especially economically and socially disadvantaged persons and families.

Increase continuing education/professional development opportunities for local communities, the Commonwealth, the nation, and the world by 20% by 2020.

Strengthen relationships between the Land Grant Program and partners, and stakeholders in setting research, education, and extension programming goals.

Increase the number of students, alumni, faculty, and staff engaged in volunteer activities by 20% by 2020.

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Goal 4: Strengthen Organizational Infrastructure to Promote Optimum Efficiency and Operational Output with Attention to Sustainability

Objective 4.1: Support a work environment that empowers its members by providing training and opportunities for professional development that increase productivity by improving accountability. Introduce a reward system that encourages merit and outstanding performance.

Align Faculty and staff's performance evaluations systems with the University's goals and objectives set forth in this Strategic Plan.

Design professional development plans based on the results of evaluations to support employees' advancement and to provide career improvement opportunities.

Allocate a University merit compensation pool for outstanding performance to be distributed for achievement of unit goals and objectives tied to this Strategic Plan.

Objective 4.2: Develop a flexible and accountable management plan to increase the University's transparency and shared governance.

Align the KSU Facilities Master Plan with the University Strategic Plan.

Create a sustainability plan for the KSU campus to reduce energy use (electrical power, water, gas, and coal) by using environmentally sustainable methods.

Improve customer service for admissions, registration, financial services, and student services.

Implement efficiency measures to strengthen business processes and internal controls.

Improve faculty, staff, and student health and wellness.

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