===== PAGE 1 ===== M. Christopher Brown II, Ph.D. Eighteenth President Kentucky State of University
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SPRING ENCAMPMENT - January 8, 2018 - ===== PAGE 2 ===== ## 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 ===== PAGE 3 ===== ## 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 ===== PAGE 4 ===== ## 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. ===== PAGE 5 ===== ## 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 ===== PAGE 6 ===== ## 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 ===== PAGE 7 ===== # 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. ===== PAGE 8 ===== # 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 ===== PAGE 9 ===== ## 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%) ===== PAGE 10 ===== ## ROGERS' BELL-SHAPED CURVE
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===== PAGE 11 ===== ## THE CURRENT PRESIDENTIAL FOCUS 1. Reinvigorate the Kentucky State family around common goals 2. Define and expand the Kentucky State brand and market share 3. Deploy scarce resources to identified priorities through selective investment 4. Systematize fundraising, capital development, an alumni operations 5. Improve operational discipline within and across functions 6. Build on existing efforts to promote commerce in western Kentucky 7. Work collaboratively to strengthen the enrollment “pipeline” ===== PAGE 12 ===== 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) **** ===== PAGE 13 ===== ## $5M IN LOSS TUITION REVENUE
Gross Tuition and Fee Revenue
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===== PAGE 14 ===== ## THE REALITIES OF WHERE WE ARE?
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===== PAGE 15 ===== ## HOW DID WE GET HERE?
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===== PAGE 16 ===== ## WE ARE ON TRACK FOR OUR HIGHEST ENROLLMENT
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===== PAGE 17 ===== ## RETENTION RATES ARE POSITIVE BUT STILL TOO LOW
Fall to Fall Retention
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===== PAGE 18 ===== ## THIRD YEAR RATES LIMIT GRADUATION RATE GROWTH
Cohort Students Returning for the Third Year
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===== PAGE 19 ===== ## 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. ===== PAGE 20 ===== # 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. ===== PAGE 21 ===== ## 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 ===== PAGE 22 ===== ## 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. ===== PAGE 23 ===== ## 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. ===== PAGE 24 ===== ## THE UNIQUE DIVERSITY OF KSU
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% Black Students
===== PAGE 25 ===== ## 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 ===== PAGE 26 ===== ## 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 ===== PAGE 27 ===== ## COLLEGIATE DIVERSITY IN KENTUCKY ## Fall 2015 Racial Demographics in Kentucky 4-yr Public Institutions
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===== PAGE 28 ===== ## 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. ===== PAGE 29 ===== ## 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 ===== PAGE 30 ===== ## THE GREEN RIBBON COMMISSION* Putting Good to Great (Jim Collins) into practice (1) Academic Program Review → productivity over time, alignment with performance metrics (2) Academic Program Prioritization → maintenance, enrichment, consolidation, elimination (3) Identification of Structured Pathways → program degree requirements, excessive/limited course choice, faculty staffing (4) Academic Investment Analysis → net income ratio, alignment to FTE generation, academic priority ===== PAGE 31 ===== ## 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 ===== PAGE 32 ===== ## 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 ===== PAGE 33 ===== ## 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 ===== PAGE 34 ===== How smart you work .Enriched
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Exhausted How hard you work ===== PAGE 35 ===== * Specific*Measurable*Attainable* Results-oriented* Trackable ===== PAGE 36 ===== ## 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 ===== PAGE 37 ===== ## 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 ===== PAGE 38 ===== ## 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 ===== PAGE 39 ===== ####### 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) ===== PAGE 40 ===== ### CONVOCATIONS vs. ASSEMBLIES Examples: * 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 ===== PAGE 41 ===== ## *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. ===== PAGE 42 ===== # 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 ===== PAGE 43 ===== # 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.” ===== PAGE 44 ===== # 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 ~