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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.

ROGERS' STAGES OF ADOPTION

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

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

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

The campus has experienced increasing enrollments.

The most recent campus media has been positive.

LEVEL 5 LEADERSHIP

Putting Good to Great (Jim Collins) into practice

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

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

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

**** Challenges and Considerations ****

FOAP errors and Title III balloon

Gubernatorial statewide budget reduction

Legislative session and public perception

Absence of performance reviews and assessments

An unrelenting budget forecast that upends historic funding

Expanding globalization of the educational enterprise

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

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.

*** The above will reduce stagnation and guarantee sustainability.

AMERICANS ARE HAVING FEWER CHILDREN

ANOTHER MINORITY GROUP IS #1

COLLEGE COSTS HAVE ACCELERATED

BUSINESS AS USUAL IS A BUSINESS THAT DOES NOT SURVIVE!!!

✓ 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.

✓ 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.