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Eighteenth President Kentucky State of University

ENCAMPMENT

August 14, 2017 -

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FIRST THINGS FIRST

Acknowledgements

Interim President, Board of Regents, Faculty/Staff, Students, Alumni, and Frankfort

Admonitions

No more whisper campaigns

No more disparaging the university

No more finger-pointing among peers

No more presidential drama

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THE ROADMAP

* Why I am here?

* What are my priorities/values?

* Can I offer any insights on change?

* Where I hope to take KSU?

* What are key indicators of success?

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PRESIDENTIAL PASSION

Charleston, SC and Frankfort, KY

Presidential preparation and Land-grant commitment

Life as a living logo and campus messenger

South Carolina and Southern Values

Academic Preparation and Research Foci

Scholarly Background on the HBCU Context

Experiences provide an Appropriate Toolkit

Network and Reputation create a “Halo” Effect

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INSTITUTIONAL FACTS

* Kentucky State is at a pivotal time in its history.

* Kentucky State must adapt to an evolving global educational and economic environment.

* Kentucky State has a proud legacy and numerous strengths as its foundation for the future.

* Kentucky State is spending too much energy focused on non-outcome producing activities.

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THE EXTERNAL LANDSCAPE

An unrelenting budget forecast that upends historic funding

Shifting terrain for historically black colleges and universities

State and national policy trends for performance outcomes

Expanding globalization of the educational enterprise

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CRITICAL CONCERNS MOVING FORWARD

State and federal funding challenges (e.g. Title III, USDA)

The changing role of technology in higher education (e.g. online education, classrooms of the present)

The rapidly aging composition of our personnel

Heightened pressure for salary equity and market demands

Issues of staff workload versus the quality of the student experience

Securing philanthropic gifts and program grants

Research funding and scholarly productivity

Increasing demands for external accountability and record keeping

Increasing importance for seamless and omnibus communication

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THE CURRENT PRESIDENTIAL FOCUS

[SEP] 1. Reinvigorate the Kentucky State family around common goals

Define and expand the Kentucky State brand and market share

Deploy scarce resources to identified priorities through selective investment

Systematize fundraising, capital development, an alumni operations

Improve operational discipline within and across functions

Build on existing efforts to promote commerce in western Kentucky

Work collaboratively to strengthen the enrollment “pipeline”

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INSTITUTIONAL PRIORITIES

ADMINISTRATIVE PRIORITIES:

Accreditation and accountability

Shifting terrain in the marketplace

Academic alignment for sustainability

Fiscal health and vitality

LOOKING TOWARD FALL 2019:

Demonstrate compliance with SACSCOC standards

Produce significant increase in enrollment

Generate a consistent buzz about campus renewal

Engagement with advocates, funders, and stakeholders

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THE ABCs: ACCREDITATION

STATEMENT OF FACTS

KSU is approaching the final year of SACSCOC preparation.

Compliance issues will center on effectiveness and stability.

Evidence of SLOs is key to institutional accountability.

Rapid onboarding of the QEP will be required.

STRATEGIES FOR RESOLUTION

-Assess bench strength for response submission

Acquire professional support for deliverables

-Design systemic unit assessment system (i.e., transition points)

Examine portfolio model (e.g., LiveText)

Mediate realignment models to support unit assessment

Increase enrollment using retention incentives

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THE ABCs: BRAND IDENTITY

STATEMENT OF FACTS

KSU has “historically” been regarded as a leading HBCU.

The campus has experienced declining enrollments.

The recent presidential search press has been troublesome.

STRATEGIES FOR RESOLUTION

Establish a high energy digital presence

Reintroduce KSU to key media outlets (e.g., Editorial Boards)

Monetize existing resources

Identify more press-positive campus convenings

Affirm presidential support of stakeholder groups

Promote KSU within key networks and alliances

Launch a recruitment campaign within key cities

Target untapped governmental relationships

Student FTE volume and brand ownership

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THE ABCs: CASH FLOW

STATEMENT OF FACTS

KSU is experiencing flat-line revenue with increasing expenses.

Cost-containment is only one component of cash flow.

Unconventional efforts are required during extraordinary times.

STRATEGIES FOR RESOLUTION

Maintain fiscal discipline (i.e., acknowledging critical needs)

Incentivize enrollment growth (e.g., tuition price, discounting)

Reconsider the annual giving campaign model

Assess administrative structure and auxiliary agreements

Create opportunities for initial, systematic, and extravagant gifts

Establish online/digital giving footprint (e.g., text-to-give)

Invite corporate attention via in-kind giving

Identify business partnerships that off-set regular expenses

Design transformative grant opportunities for foundations

Agitate around Title III-B funding (or FIPSE)

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UNDERSTANDING THE BUDGET

GENERAL FUND TYPES

Designated Fund – Contains unrestricted funds for a specific purpose. Restricted Fund – Contains funds restricted by an external source. Agency Fund – Established for affiliated organizations such as athletics.

SPECIFIC ACCOUNT CATEGORIES

Unrestricted » Budget Account

Restricted » Endowed Income, Grants, Other Restricted Gifts or Payments Loan » Student and University Loans

Endowment/Annuity » Principal Portion of Endowed Gifts and Annuities

Capital » Building and Equipment, Repair and Replacement

Auxiliary » Non-University Activities, Student Activities

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THE THREE LITTLE PIGS: A (NOT SO) GRIMM TALE

Fifer Pig (State funds only)

Fiddler Pig (Entrepreneurial activities)

Practical Pig (Enrollment management)

***** The Big Bad Wolf (Budget crisis) ****

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OUR CURRENT POSITION

Eroding Value Proposition

Flawed and Failing Business Models

A Resurgence of Student Activism

State and National Partisan Divides

Fraying Campus Shared Governance

The Ubiquity and Power of Social Media

The Next Technological Revolution

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INSTITUTIONAL RESPONSES

Strengthen our institutional brand and market niche

Address unit sizes, scopes, and structures to maximize both synergy and efficiency

Focus our core areas around workforce preparation and civic engagement[1]

Exploit vacancies in the HBCU network, region, and among key stakeholder groups

Engage in activities that serve the community, state, and target industries

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DISRUPTING BUSINESS AS USUAL

Ask these questions:

Why are we so committed to repeating what did not work the last time?

Are we willing to search for a solution that is better than what any of us already has in mind?

What can we do this week that we have never done before to improve our effectiveness or efficiency?

ANY BUSINESS AS USUAL WILL NOT SURVIVE!!

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“Culture Eats Strategy for Breakfast”, BUT...

Transparency in operational affairs

Responsibility centered management

Executive management vs. Primus inter pares

“Business as unusual”

Prevailing culture of service

Merit vs. Productivity

Citizenship and civility

Professional development vs. Travel

Entrepreneurialism vs. Grafty lucre

Support “Kentucky State” not self

“On a whisper” revisited

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THREATS TO OUR FUTURE

Obsolescence (outmoded practices)

Disorientation (failure to benchmark)

Depersonalization (isolated office mentality)

Absence of Customer Service (not competitive)

Succession/Cross-training (fear of job loss)

Work Quality (pride in brand identity)

Campus Communications (self-talk without sharing)

Blame issues (asking who rather than what)

Professional Development (best in class learning)

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THE PRESIDENT'S ROLE IN #KSUForward

Clear communication (e.g. the new Communiqués)

Confidence in leaders (e.g. stabilization, evaluation)

Respect and recognition (e.g. anniversaries, awards)

Professional development opportunities (e.g. support funds)

Pay and benefits (e.g. merit increases, compensation study)

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OUR COLLECTIVE RESPONSIBILITY

Faithful Giving and Physical Participation

Accountability Partnership and Capacity Building

Demonstrating Excellence and Campus Quality

Friend Raising and Student Recruitment

Being a Brand Ambassador

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A PROVEN LEADERSHIP PLAN

Level 5 Leadership

First Who ... Then What

Confront the Brutal Facts (Yet Never Lose Faith)

The Hedgehog Concept (Simplicity within the Three Circles)

A Culture of Discipline

Technology Accelerators

-- Jim Collins, Good to Great

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THERE ARE COLLEAGUES AND CRITICS

Rogers' Stages of Adoption

The Innovators/Immediate Acceptors (2.5%)

The Early Adopters (13.5%)

The Early Majority/Late Adopters (34%)

The Late Majority/Skeptics (34%)

The Laggard/Resistors (16%)

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ROGERS' BELL-SHAPED CURVE

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THE TRUTH ABOUT HUMAN ACTIONS

“We judge ourselves based on our intentions; but we judge others based upon their actions.”

-- Stephen Covey

The Seven Habits of Highly Effective People

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3 TYPES OF ORGANIZATIONS

WATCHERS

Desperate – bottomed out; last ditch effort

WONDERERS

Cruising along – mediocre results; remembers past achievements

MAKERS

Top of form – first rung leader; modifying to meet challenges

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LOOKING FORWARD TOWARD 2020

Institutional Vision and Strategy

Academic Programs and Delivery of Services

Financial Projections and Resource Management

Campus Culture and Climate

University Representation

Long-range Planning and Systems

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ABOUT ACADEMIC PROGRAM REVIEW

STATEMENT OF FACTS:

Kentucky has a long history of program duplication

A PROCESS TO REVIEW ACADEMIC PROGRAM PERFORMANCE:

KSU must reorganize, modify, and maybe eliminate some academic offerings

An inclusive faculty process is critical to manage structured change

We must use metric-based indicators and qualitative context THE OTHER-SIDE OF INSTITUTIONAL PROGRAMMATIC REVIEW:

THE OTHER-SIDE OF INSTITUTIONAL PROGRAMMATIC REVIEW:

Duplication also occurs in auxiliary units

Non-academic areas often yield significant budget reductions

TOWARD A SYSTEM OF EFFECTIVENESS AND EFFICIENCY:

Regular evaluation is less high-stakes

Regular evaluation and use of data leads to program improvement

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INDIRECT COST RECOVERY PROPOSAL

Campus – convocations, campus improvements (20%) Academic Affairs – commencement costs (20%) School – instructional or unit improvements (20%) Department – faculty travel or equipment (20%) Principal Investigator – anything except base salary (20%)

A new 100% distribution rather than a general operations black hole.

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GOALS FOR MOVING FORWARD

Kentucky State University (KSU) will evince an engaged and inclusive learning community based upon excellence, civility, trust, integrity, respect, and diversity in a safe, welcoming physical environment.

KSU will prepare students for careers and for life-long learning by providing a clearly defined general education program and focused undergraduate pre-professional, professional, agricultural, and civic-sector programs.

KSU will provide advising, support services, and learning experiences that assist students in identifying life goals, planning academic careers, and achieving timely graduation.

KSU will increase the quantity and quality of its institutional service to the state, region, and global community through collaborations, partnerships, and opportunities for cultural enrichment and asynchronous learning.

KSU will invest in the professional development of all members of the campus community, as well as ensure an academic environment that employs the technologies necessary to achieve excellence in learning through teaching, research, and service.

KSU will establish institutional priorities through planning and assessment processes that position us to anticipate and allocate the efforts and resources needed to support of our mission and goals.

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TOWARD OUR SHARED VISION FORWARD

"Adapt or perish, now as ever, is nature's inexorable imperative." -- H. G. Wells

"The real voyage of discovery consists not in seeking new landscapes but in having new eyes." -- Marcel Proust

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INSTITUTIONAL INTENTIONS

Kentucky State must maintain a clear mission and a certain threshold for outcomes. [SEP]

Kentucky State must be recognized and celebrated for excellence. [SEP]

Kentucky State must demonstrate structured growth in scaled endeavors. [L] SEP

Kentucky State must remain resilient, responsive, and highly regarded. [SEP]

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LESSONS LEARNED AND NEW GOALS

MY GRANDMOTHER' SAID:

Consider the ant and be wise.

Never get tired of doing good work.

You can only spend a dollar one time.

Ultimate AIM :

The reputation of Kentucky State University for academic excellence, managerial effectiveness, and esprit de corps will be second to none –

"Hail to our Alma Mater, dear is Her name,"

And there shall be no other to surpass Her fame."

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ENCAMPMENT 2017

Kentucky State University Family Oath

As a member of the Kentucky State University family,

I pledge to maintain honesty and integrity in my academic and personal life.

I understand that cowardly or shameful acts violate our shared bond

and undermine the community of trust and respect for which we are all stewards.

I will remain loyal to the ideals learned at “the college on the hill” toward the betterment of those who are around me and others who come after me.

~ QUESTIONS & ANSWERS ~

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