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KENTUCKY STATE UNIVERSITY SENIOR ADMINISTRATION
MCB2 & PDCA – FORESIGHT, INSIGHT, HINDSIGHT
PDCA (plan-do-check-adjust) is the iterative four-step operationalization of 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
S.M.A.R.T. Goals
SPECIFIC MEASURABLE ATTAINABLE RESULTS-ORIENTED TRACKABLE
INSTITUTIONAL PRIORITIES FOR AY2019
ADMINISTRATIVE PRIORITIES:
Accreditation and accountability
Shifting terrain in the marketplace Academic alignment for sustainability Fiscal health and vitality
Academic alignment for sustainability
lity
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
Produce significant increase in enrollment
Generate a consistent buzz about campus renewal
Engagement with advocates, funders, and stakeholders
SPECIAL INITIATIVES FOR AY2019
Green Ribbon Commission 2.0
Chartering and Colonizing Honor Societies
Promotion of Specialized Program Area Accreditation
Thorobred Professional Development Fund expansion
Completion of Economic Impact Study
Tuition Waiver MOUs post-HB 592 (2018)
Cultural commitment to staff evaluations and merit
INSTITUTIONAL PRIORITIES FOR AY2020
College Affordability
Academic Preparedness
Career Readiness
Institutional Capacity
WHAT DO KENTUCKY STATE UNIVERSITY STUDENTS PAY FOR?
CONSIDERATIONS
TRADITIONAL – coming of age
COMPLETERS – give me my degree
X needs vs. Y needs
We cannot deliver X to Y
Every student should feel that KSU was built for them
STUDENT-CENTERED
Student lifecycle approach
Huron utilizes the Student Lifecycle framework to approach enrollment management planning focused on enriching the student experience and enhancing retention.
- This model positions the student journey as a continuous cycle—with critical points of engagement throughout—beginning when students are first recruited and continuing through post-graduation when alumni need to be re-engaged for philanthropic and recruiting purposes. It is crucial to consistently engage students at every stage - It is crucial to consistently engage students at every stage lifecycle as their needs evolve, strengthening support at individual milestones and enhancing their overall experience.
- It is crucial to consistently engage students at every stage lifecycle as their needs evolve, strengthening support at individual milestones and enhancing their overall experience.
Student perspective
To successfully execute a student-centered approach, institutions will need to flip the model and approach change by taking into consideration the experience of students to rationalize and effect change.
Student Success Pillars
Pillars of student success
There are four pillars critical to a student's success and satisfaction at an institution. Viewing the student experience through these four lenses may illuminate opportunities for institutional alignment and coordination.
ACADEMIC ABILITY
Students must feel well-prepared academically upon arrival to campus and supported throughout their time at the institution.
SENSE OF BELONGING
Students must feel a sense of belonging to the greater campus community.
ACADEMIC ABILITY
FINANCIAL CAPABILITY
SENSE OF BELONGING
WELLNESS
FINANCIAL CAPABILITY
Students who are concerned with how they will meet financial responsibilities are less apt to be successful and satisfied with their experience.
WELLNESS
VALUES-BASED
Student wellness, both physical and mental, must be prioritized and nurtured.
THREATS TO KENTUCKY STATE UNIVERSITY'S FUTURE
WORK QUALITY (pride in brand identity) CAMPUS COMMUNICATIONS (self-talk without sharing) BLAME ISSUES (asking who rather than what) PROFESSIONAL DEVELOPMENT (best-in-class learning)
OBSOLESCENCE (outmoded practices)
DISORIENTATION (failure to benchmark)
DEPERSONALIZATION (isolated office mentality)
ABSENCE OF CUSTOMER SERVICE (not competitive)
SUCCESSION/CROSS-TRAINING (fear of job loss)
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!
KENTUCKY STATE UNIVERSITY MUST CHANGE
Netflix did not kill Blockbuster. Ridiculous late fees did. Uber did not kill the taxi business. Limited taxi access and fare control did. Apple did not kill the music industry. Being forced to buy full-length albums did. Amazon did not kill other retailers. Bad customer service and experience did. Airbnb isn't killing the hotel industry. Limited availability and pricing options are.
Uber did not kill the taxi business. Limited taxi access and fare control did
Apple did not kill the music industry. Being forced to buy full-length albums did.
Amazon did not kill other retailers. Bad customer service and experience did.
Airbnb isn't killing the hotel industry. Limited availability and pricing options are.
Technology by itself is not the real disruptor.
Not being customer-centric is the biggest threat to all business.
WHAT IS MY ROLE IN CHANGING THE CULTURE?
- AM I ON THE WAY TO PROGRESS? - OR - AM I IN THE WAY OF PROGRESS?
IT IS TIME TO CHANGE THE CULTURE
NEW YORK TIMES AND WALL STREET JOURNAL BESTSELLER
CHANGE THE Culture
The Breakthrough Strategy for ENERGIZING Your Organization and Creating ACCOUNTABILITY for Results
CHANGE THE game Roger Connors and Tom Smith Based upon Journey to the Emerald City
MCB2'S THREE R'S OF UNIT SUSTAINABILITY
Are we relevant (i.e., needed in the marketplace)? Are we respected (i.e., valuable in the marketplace)? Are we responsive (i.e., useful in the marketplace)?
Are we respected (i.e., valuable in the marketplace)?
Are we responsive (i.e., useful in the marketplace)?
THE ONLY OPTIONS PRESENTLY AVAILABLE
Play by the rules with a bigger bucket Play by the rules with a better bucket Change the rules
Play by the rules with a better bucket
Change the rules
A NEW CULTURAL MINDSET
A growth mindset sees opportunities rather than obstacles, resources rather than roadblocks, and permanent solutions rather than temporary responses.
THE NEW INSTITUTIONAL ABCs: THINK DIFFERENTLY
Academic Outcomes
Brand Identity
Campus Culture
SUCCESSFUL TEAMS UNSUCCESSFUL TEAMS
EMBRACE Change They're AFRAID to Change
FORGIVE Others Hold GRUDGES
Want Others to SUCCEED Want Others to FAIL
Continuously LEARN New Things Think They KNOW IT ALL
They Talk about IDEAS Talk About People
MOVING TOWARD EMPOWERED SERVICE
We failed to provide exemplary service to all stakeholders.
Stakeholder recovery is a priority in all customer-facing units and operations.
Our customer service mission is to create a level of satisfaction and happiness that demonstrates Kentucky State University's excellence.
KSU staff will be empowered to serve without penalty (i.e. WWBD?).
KSU SERVICE 101
KENTUCKY STATE UNIVERSITY EMPLOYEES MUST MAKE STUDENTS AND STAKEHOLDERS:
- Feel respected;
- Like a valued and extra special consumer;
- As if their individual needs have been met; and
- Believe they have been served by a knowledgeable professional.
KENTUCKY STATE UNIVERSITY LEADERS AND MANAGERS MUST MAKE EMPLOYEES:
- Feel respected;
- Like a valued and extra special worker;
- As if their individual needs have been met; and
- Believe they have been served by a knowledgeable professional.
EMPOWERING STAFF FOR SUCCESS
KENTUCKY STATE UNIVERSITY will strive for perfection and settle for excellence.
KENTUCKY STATE UNIVERSITY will begin staff cross-training and make problem solving a priority.
- Employees will stick with a stakeholder until they are satisfied.
- Employees will be empowered to solve problems.
- Employees will be allowed to create improvements.
KENTUCKY STATE UNIVERSITY will celebrate the old while simultaneously attempting every new possibility for success.
Tradition + Innovation = SUCCESS
THE CULTURE OF COMPLAINT VS. THE CULTURE OF CHANCE
Tweet
Love, Lauly 🎊 ❤️ @laulyyyyyy · 5h Anyone can make a complaint, but who has a solution? 2 ↑↓2 11 ↑
Walter M. Kimbrough ✓ @HipHopPrez
Replying to @laulyyyyyyy
You're getting a real education in leadership. 1. Some want to believe the worst about everything. It is not a reflection of you; it is a reflection of them. 2. Complainers aren't interested in solutions, they simply get high off of public grievances.
2:24 PM · 4/27/19 · Twitter for iPhone
8 Retweets 19 Likes
ROGERS' BELL-SHAPED CURVE
THE RULE OF 51
FACT: THE RUBRIC FOR ADMINISTRATIVE DECISION-MAKING IS 51% APPROVAL RATIONALE: NO ADMINISTRATIVE DECISION WILL MAKE EVERYONE HAPPY.
HOW WILL YOU DISCUSS THE CHANGES?
OUR MISSION ASSERTS WHO WE SAY WE ARE
HOW DO WE DELIVER THE PROMISE?
Kentucky State University must recalibrate the degree offerings to meet the market and demands.
Kentucky State University must grow the faculty because we cannot change the faculty.
Kentucky State University will focus on campus culture not campus morale.
KSU MISSION IN ACTION – THE NEW VALUE PROPOSITION
STUDENT/CONSUMER QUESTION: What do we want from KSU/college?
HISTORIC ANSWER: The Earn a Degree
CURRENT ANSWER: To Gain Learning that Works
KSU MISSION IN ACTION - EXAMPLES OF NEXT STEPS
WHAT DOES A KSU EDUCATED PERSON LOOK LIKE? *** Brand Identity
In the absence of a Quad, a Yard, a Square, a Quadrangle, or Grounds
- How do we create a THOROBRED COMMONS?
CAMPUS COMMONS – the land or space at college or university where related institutional buildings belonging to or shared by two or more stakeholder populations are situated.
Welcome Students!
You are the most important people in this office.
You are not dependent on us; we are dependent on you.
You are not an interruption of our work; you are the purpose of it.
We are not doing a favor by helping you, you are doing us a favor by giving us the opportunity to do so.
You are someone who brings us your needs, it is our job to handle them effectively that we may both benefit.
THE LION AND THE GAZELLE
"Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed. Every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death. It doesn't matter whether you're a lion or a gazelle; when the sun comes up, you'd better be running."
"Twenty years from now you will be more disappointed
by the things that you didn't do
than by the ones you did do.
So throw off the bowlines.
Sail away from the safe harbor.
Catch the trade winds in your sails.
EXPLORE. DREAM. DISCOVER.
- Mark Twain