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INSTITUTIONAL FACTS
Kentucky State University is at a pivotal time in its history.
Kentucky State University must adapt to an evolving global educational and economic environment.
Kentucky State University has a proud legacy and numerous strengths as its foundation for the future.
Kentucky State University is spending too much energy focused on non-outcome producing activities.
THERE ARE COLLEAGUES AND CRITICS
ROGERS' STAGES OF ADOPTION
- The Innovators/Immediate Acceptors (2.5%)
- The Early Majority/Late Adopters (34%)
- The Late Majority/Skeptics (34%)
- The Early Adopters (13.5%)
- The Early Majority/Late Adopters (34%)
- The Laggard/Resistors (16%)
THE CURRENT PRESIDENTIAL FOCUS
- Reinvigorate the Kentucky State University family around common goals
- Define and expand the Kentucky State University brand and market share
- Deploy scarce resources to identified priorities through selective investment
- Systematize fundraising, capital development, and alumni operations
- Systematize fundraising, capital development, and alumni operations
- Improve operational discipline within and across functions
- Build on existing efforts to promote commerce across Kentucky
- Work collaboratively to strengthen the enrollment “pipeline”
KENTUCKY STATE UNIVERSITY SENIOR ADMINISTRATION
VP ENROLLMENT MANAGEMENT & STUDENT ENGAGEMENT Dr. Thomas J. Calhoun Jr. ASSOCIATE VP FOR STUDENT SUCCESS ASSOCIATE VP & DEAN OF STUDENTS DIRECTOR OF MANAGEMENT DIRECTOR OF FACILITIES UNIVERSITY REGISTRAR DEAN OF DEPUTY PROVOST FOR ACADEMIC POLICY VCPROVOST & VP ACADEMIC AFFAIRS Dr. Lucian M. Yates III VP BRAND IDENTITY & UNIVERSITY RELATIONS Clara Ross Stamps ASSISTANT VP FOR PUBLIC ENGAGEMENT EXECUTIVE DIRECTOR OF ALUMNI RELATIONS DIRECTOR OF COMMUNICATIONS DIRECTOR OF COMMUNICATIONS DIRECTOR OF UNIVERSITY EVENTS DIRECTOR OF UNIVERSITY DIRECTOR OF INSTITUTIONAL EFFECTIVENESS DIRECTOR OF CENTERS, INSTITUTES & MUSEUMS CHIEF INFORMATION OFFICER DIRECTOR OF PUBLIC SAFETY DIRECTOR OF HUMAN RESOURCES DIRECTOR OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF DEAN OF ADVANCEMENT VCPROVOST & VP ACADEMIC AFFAIRS Dr. Lucian M. Yates III VP INSTITUTIONAL ADVANCEMENT Wendy C. Kobler DIRECTOR OF MAJOR GIFTS DIRECTOR OF ANNUAL GIVING COORDINATOR OF DONOR STEWARDSHIP
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
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
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
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 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.
A PROVEN LEADERSHIP PLAN
LEVEL 5 LEADERSHIP
- First Who ... Then What
- The Hedgehog Concept (Simplicity within the Three Circles)
- The Hedgehog Concept (Simplicity within the Three Circles)
- Confront the Brutal Facts (Yet Never Lose Faith)
- A Culture of Discipline
- Technology Accelerators
- A Culture of Discipline Technology Accelerators
THE GREEN RIBBON COMMISSION
Putting Good to Great (Jim Collins) into practice
- Academic Program Review > productivity over time, alignment with performance metrics
- Identification of Structured Pathways > program degree requirements, excessive/limited course choice, faculty staffing
- Academic Program Prioritization ▸ maintenance, enrichment, consolidation, elimination
- Academic Investment Analysis ▸ net income ratio, alignment to FTE generation, academic priority
- 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
DISCLIPLINES, FIELDS, & APPLICATIONS
The Seven Liberal Arts (Trivium & Quadrivium)
Classical vs. Practical Learning
Competencies vs. Requirements
Block curriculum vs. Cafeteria model
The Transfer Articulation Imperative
Implications for Time to Degree and Summer School
OUR ACADEMIC STRUCTURE
COLLEGE OF AGRICULTURE, COMMUNITIES AND THE ENVIRONMENT School of Aquaculture and Aquatic Sciences School of Agriculture, Food, and Environment School of Family and Consumer Sciences
COLLEGE OF BUSINESS AND COMPUTATIONAL SCIENCES School of Business and Technology School of Mathematics and Computer Science
COLLEGE OF THE HUMANITIES AND SOCIAL SCIENCES School of the Humanities and Performing Arts School of the Social and Behavioral Sciences COLLEGE OF NATURAL, APPLIED, AND HEALTH SCIENCES School of Natural Sciences School of Nursing and Health Sciences
COLLEGE OF NATURAL, APPLIED, AND HEALTH SCIENCES School of Natural Sciences School of Nursing and Health Sciences
COLLEGE OF PUBLIC SERVICE AND LEADERSHIP STUDIES School of Education and Human Development School of Government, Policy and Justice Studies School of Public Administration School of Social Work
WHITNEY YOUNG HONORS COLLEGIUM
SHOW ME THE MONEY
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
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
THE DANGER IN A SCARCITY MINDSET
The lack of investment capital or critical resources
Prevailing beliefs are uninspired and self-limiting
Sticking with the tried and true
- Operating in a passive rather than proactive mode
Assuming innovation must be frugal or lower quality
Feeling powerlessness due to external factors and agents
THE COMFORTABLE PLACE OF COMPLACENCY
Kentucky State University is a solid and consistent provider with pockets of excellence. Our history, resources, and capacity suggest that we can and must do significantly more.
- We must maximize leadership efficacy (i.e. no dead weight on our ship).
- We must demonstrate publicly accepted evidence of best-in-class programming and operations (i.e. the competition is bigger, stronger, and faster).
- We must dominate the conversation on every topic related to our campus (i.e. if we are not at the table, we will be on the menu).
*** The above will reduce stagnation and guarantee sustainability.
SOME INCONVENIENT TRUTHS
AMERICANS ARE HAVING FEWER CHILDREN
ANOTHER MINORITY GROUP IS #1
COLLEGE COSTS HAVE ACCELERATED
- "ACCOUNTABILITY" IS ALL THE RAGE
- DATA COLLECTION
- DATA ANALYSIS / PREDICTIVE
- OUTCOMES-FOCUSED
- BIG DATA
- JUST 8% OF BLACKS ENROLLED IN HBCUs
- STUDENT LOAN DEBT UNTENABLE
- STUDENT EXPECTATIONS ARE MUCH HIGHER "ACCOUNTABILITY" IS ALL THE RAGE
- DATA COLLECTION
- DATA ANALYSIS / PREDICTIVE
- OUTCOMES-FOCUSED
- BIG DATA
QUESTIONS THAT DISRUPT BUSINESS AS USUAL
ASK THESE QUESTIONS:
- Why am I so committed to repeating what did not work the last time?
- Would you be 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?
BUSINESS AS USUAL IS A BUSINESS THAT DOES NOT SURVIVE!!!
THE OLD KSU — SURVIVING
✓ Success comes at the expense of others.
✓ Limited happiness for the success of others.
√ Difficulty being a team player.
✓ Differences in opinion are perceived as disloyalty. ✓ This campus is out of control.
This campus is out of control.
They are up to something.
✓ No sharing credit, recognition, or resources.
✓ KSU does not have enough.
✓ I work to get my check.
✓ “I do not get paid for that.” ✓ No sharing credit, recognition, or resources.
THE NEW KSU — THRIVING
✓ Success brings beneficial results to all parties.
✓ Recognizing opportunities for growth/ development.
Appreciating the uniqueness of others.
Asking and not assuming.
"O.D.A.A. — other duties as assigned." Our campus is getting better.
Our campus is getting better.
There must be a reason.
There is my way, your way, and a better way.
KSU is able to support my work.
✓ I work to make a difference.