===== PAGE 1 ===== # WELCOME TO THE CLIFT STIRT ## DISRUPTING THE SCARCITY MINDSET FALL ENCAMPMENT AUGUST 13, 2018 M. CHRISTOPHER BROWN II, PH.D. ===== PAGE 2 ===== ## 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. ===== PAGE 3 ===== ## 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 4 ===== ## 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 5 ===== ## ROGERS' BELL-SHAPED CURVE
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===== PAGE 6 ===== ## THE CURRENT PRESIDENTIAL FOCUS 1. Reinvigorate the Kentucky State University family around common goals 2. Define and expand the Kentucky State University brand and market share 3. Deploy scarce resources to identified priorities through selective investment 4. Systematize fundraising, capital development, and alumni operations 5. Improve operational discipline within and across functions 6. Build on existing efforts to promote commerce across Kentucky 7. Work collaboratively to strengthen the enrollment “pipeline” ===== PAGE 7 ===== ## KENTUCKY STATE UNIVERSITY PRESIDENT'S OFFICE
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===== PAGE 8 ===== ## 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 ===== PAGE 9 ===== ## 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 10 ===== ## 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 11 ===== # 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 12 ===== ## A PROVEN LEADERSHIP PLAN LEVEL 5 LEADERSHIP - First Who ... Then What - The Hedgehog Concept (Simplicity within the Three Circles) - Confront the Brutal Facts (Yet Never Lose Faith) - A Culture of Discipline - Technology Accelerators ===== PAGE 13 ===== ## THE GREEN RIBBON COMMISSION Putting Good to Great (Jim Collins) into practice (1) Academic Program Review > productivity over time, alignment with performance metrics (3) Identification of Structured Pathways > program degree requirements, excessive/limited course choice, faculty staffing (2) Academic Program Prioritization ▸ maintenance, enrichment, consolidation, elimination (4) Academic Investment Analysis ▸ net income ratio, alignment to FTE generation, academic priority ===== PAGE 14 ===== ## 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 ===== PAGE 15 ===== ## 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
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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 ===== PAGE 16 ===== ## 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 17 ===== ## 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 ===== PAGE 18 ===== ## 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 19 ===== ## THE FUTURE OF KENTUCKY STATE UNIVERSITY The Numbers Have Changed The Competitors Have Changed The Consumer Has Changed The Legislative Environment Has Changed ===== PAGE 20 ===== ## 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 ===== PAGE 21 ===== ## 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. 1. We must maximize leadership efficacy (i.e. no dead weight on our ship). 2. We must demonstrate publicly accepted evidence of best-in-class programming and operations (i.e. the competition is bigger, stronger, and faster). 3. 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. ===== PAGE 22 ===== ## SOME INCONVENIENT TRUTHS AMERICANS ARE HAVING FEWER CHILDREN ANOTHER MINORITY GROUP IS #1 COLLEGE COSTS HAVE ACCELERATED JUST 8% OF BLACKS ENROLLED IN HBCUs STUDENT EXPECTATIONS ARE MUCH HIGHER "ACCOUNTABILITY" IS ALL THE RAGE - DATA COLLECTION - DATA ANALYSIS / PREDICTIVE - OUTCOMES-FOCUSED - BIG DATA STUDENT LOAN DEBT UNTENABLE ===== PAGE 23 ===== ## QUESTIONS THAT DISRUPT BUSINESS AS USUAL ## ASK THESE QUESTIONS: 1. Why am I so committed to repeating what did not work the last time? 2. Would you be willing to search for a solution that is better than what any of us already has in mind? 3. 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!!! ===== PAGE 24 ===== ## 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. They are up to something. ✓ “I do not get paid for that.” ✓ No sharing credit, recognition, or resources. ✓ KSU does not have enough. ✓ I work to get my check. ===== PAGE 25 ===== ## 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. 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. ===== PAGE 26 ===== ## WELCOME TO THE SHIFT: DISRUPTING THE SCARCITY MINDSET QUESTIONS & ANSWERS