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M. Christopher Brown II, Ph.D.

Eighteenth President Kentucky State of University

SPRING ENCAMPMENT

January 8, 2018 -

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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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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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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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OUR CURRENT POSITION

An Uncertain Value Proposition

Flawed and Failing Business Models

A Resurgence of Student Activism

State and National Partisan Divides

Improved Campus Shared Governance

Unharnessed Power of Social Media

The Next Technological Revolution

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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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AN UPDATE ON THE ABCs: ACCREDITATION, BRAND IDENTITY, AND CASH FLOW

ACCREDITATION

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.

BRAND IDENTITY

KSU has “recently” been regarded as a transforming HBCU.

The campus has experienced increasing enrollments.

The most recent campus media has been positive.

CASH FLOW

KSU is experiencing increasing revenue with increasing expenses.

Cost-containment is only one component of cash flow.

Unconventional efforts are required during extraordinary times.

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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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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 CURRENT PRESIDENTIAL FOCUS

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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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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$5M IN LOSS TUITION REVENUE

Gross Tuition and Fee Revenue

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THE REALITIES OF WHERE WE ARE?

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HOW DID WE GET HERE?

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WE ARE ON TRACK FOR OUR HIGHEST ENROLLMENT

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RETENTION RATES ARE POSITIVE BUT STILL TOO LOW

Fall to Fall Retention

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THIRD YEAR RATES LIMIT GRADUATION RATE GROWTH

Cohort Students Returning for the Third Year

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HB 303 - MANAGEMENT AND IMPROVEMENT PLAN

KENTUCKY STATE UNIVERSITY REPORT CARD

FALL ENROLLMENT Fall 2017 enrollment increased 12 percent. FALL TO FALL RETENTION Current retention rate increased by 8 percent. COHORT STUDENTS RETURNING FOR THE THIRD YEAR Current rate slightly decreased by 0.7 percent. GROSS TUITION AND FEES REVENUE Current number exceeds target by $300,000. YEAR END UNRESTRICTED NET ASSETS EXCLUDING PLANT NET OF COMP ABSENCES AND PENSIONS Data not available pending final audit. PRIMARY RESERVE RATIO Current ratio is slightly higher than the target by 0.06 points. VIABILITY RATIO Current ratio is higher than the target by 1.19 points. RETURN ON NET ASSETS RATIO Current ratio is higher than the target by 5.03 points. NET OPERATING REVENUES RATIO Current ratio is higher than the target by 1.03 points. COMPOSITE FINANCIAL INDEX Current index is higher than the target by 1.73 points.

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KENTUCKY STATE UNIVERSITY IS A PUBLIC AGENCY

Public Perception Matters

Building trust with the public is the primary concern of any governmental agency.

Public campuses with significantly positive media coverage enjoy higher levels of public support.

Context is equal parts intentions/efforts and metrics/outcomes.

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THE PUBLIC AGENCY GOALS FOR KSU

Despite or noble aims and intellectual ambitions, the Commonwealth holds us accountable for pragmatic goals:

To get as many Kentucky students into college as possible

To get Kentucky students through school as quickly as possible

To get students into jobs and/or graduate education

To provide material value to the state through innovation

To steward the above goals at the lowest possible cost to the state

To get students into jobs

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INSTITUTIONAL INTENTIONS

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

Kentucky State must be recognized and celebrated for excellence.

Kentucky State must demonstrate structured growth in scaled endeavors.

Kentucky State must remain resilient, responsive, and highly regarded.

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THE ELEPHANT IN THE ROOM -*- KENTUCKY STATE IS AN HBCU -*

Historically black colleges and universities (HBCUs) are those institutions founded prior to 1964 for the purpose of providing collegiate education to black Americans in one of 19 southern or border states where the law restricted access by race.

Predominantly black institutions (PBIs) are institutions with greater than 50% black student enrollment, were not founded primarily for the education of black students, and may or may not have been founded prior to 1964.

*Historically Black is not Exclusively Black.

* The KSU campus has been fixed since 1970.

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THE UNIQUE DIVERSITY OF KSU

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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

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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KENTUCKY STATE UNIVERSITY BY THE NUMBERS

#38 Top Historically Black Colleges and Universities

#12 Best Value School in Regional Colleges (South)

#6 Top Public School in Regional Colleges (South)

10% Increase in Number of Degrees and Credentials

8% Increase in First-year Retention Rate

11% Increase in Fall Total Enrollment

19% Increase in Research and Development Expenditures

$16m In Total Awarded New Grants

15% Increase in Faculty and Staff Grant Proposal Participation

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COLLEGIATE DIVERSITY IN KENTUCKY

Fall 2015 Racial Demographics in Kentucky 4-yr Public Institutions

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AN UGLY TRUTH ABOUT HIGHER EDUCATION

Most colleges and universities are poorly positioned to prepare students for the types of jobs that are coming. Kentucky State must radically revamp the assortment and delivery of courses. We must recruit, retain, and graduate students who will:

strengthen the social and civic dimensions of life in Kentucky;

fill and create the present and emerging jobs of Kentucky's economy; and

lead lives of meaning and purpose to the benefit of all.

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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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THE GREEN RIBBON COMMISSION

* Putting Good to Great (Jim Collins) into practice

Academic Program Review

→ productivity over time, alignment with performance metrics

Academic Program Prioritization

→ maintenance, enrichment, consolidation, elimination

Identification of Structured Pathways

→ program degree requirements, excessive/limited course choice, faculty staffing

Academic Investment Analysis

→ net income ratio, alignment to FTE generation, academic priority

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GENERAL EDUCATION AND KENTUCKY HIGHER EDUCATION

* The Seven Liberal Arts (Trivium & Quadrivium)

* Classical vs. Practical Learning

* Compentencies vs. Requirements

* Block curriculum vs. Cafeteria model

* The Transfer Articulation Imperative

* Implications for Time to Degree and Summer School

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PROMOTION IS MERITORIOUS – TENURE IS CONTRACTUAL

Promotion is based on the intrinsic merit of the individual's work. It recognizes the Faculty member for meeting the criteria of the next higher level in the professional hierarchy. The decision is based on an evaluation of the individual's scholarly activity including instruction, creativity, and service. The decision to promote or not to promote should not be tied in any way to questions of tenure.

* Instructor to Assistant Professor = 2.5% to base

* Assistant Professor to Associate Professor = 5% to base

*Associate Professor to Full Professor = 10% to base

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MCB2 & PDCA – Foresight, Insight, Hindsight

PDCA (plan-do-check-adjust) is the iterative four-step operationalization of the the Deming continuous quality improvement cycle for organizational processes (e.g., Toyota).

PLAN – establish objectives to target goals or outputs

DO – implement the plan while collecting data for analysis

* CHECK – study the actual results with a critical consideration of strengths and weaknesses

* ADJUST – make modifications to the original baseline to improve effectiveness and/or efficiency

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* Specific

*Measurable

*Attainable

* Results-oriented

* Trackable

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STRATEGIC INSTITUTIONAL DIRECTIONS MOVING FORWARD

* Advocate a student-focused institutional model

* Develop a culture that exemplifies high performance

* Establish new activities that optimize effectiveness

* Identify and disseminate innovative programs and practices

* Foster a demonstrable climate of diversity and inclusion

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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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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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THE PRESIDENT'S ROLE IN CREATING S.M.A.R.T. GOALS

Clear communication (e.g. campus-wide Presidential Communiqués, local newspaper column)

* Confidence in leaders (e.g. reorganization, evaluation)

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

* Professional development opportunities (e.g. new travel fund)

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

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CONVOCATIONS vs. ASSEMBLIES

Freshmen Confirmation Assembly

Martin Luther King Jr. Assembly

Founder’s Day Convocation

Women’s History Assembly

Veterans Appreciation Assembly

Atwood Convocation

Heritage Convocation

Baccalaureate/Necrology Assembly

Commencement Convocation

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*NEW PROPOSAL FOR OVERHEAD/ INDIRECT COST RECOVERY

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 salary (20%)

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

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WHERE IS MY RAISE?

FY2018 included a 3.5% set aside for 1 – 5% midyear salary raises.

DELAYED BUT NOT DENIED

**** Challenges and Considerations ****

FOAP errors and Title III balloon

Litigation resolution and liabilities

Crisis mitigation (i.e., housing, food service)

Gubernatorial statewide budget reduction

Legislative session and public perception

Absence of performance reviews and assessments

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TOWARD OUR SHARED VISION FORWARD

“Adapt or perish, now as ever, is nature’s inexorable imperative.” -- H. G. Wells

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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SPRING ENCAMPMENT 2018

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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