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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

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S.M.A.R.T. Goals

SPECIFIC MEASURABLE ATTAINABLE RESULTS-ORIENTED TRACKABLE

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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

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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

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INSTITUTIONAL PRIORITIES FOR AY2020

College Affordability

Academic Preparedness

Career Readiness

Institutional Capacity

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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

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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.

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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

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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.

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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)

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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!

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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.

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WHAT IS MY ROLE IN CHANGING THE CULTURE?

AM I ON THE WAY TO PROGRESS? - OR - AM I IN THE WAY OF PROGRESS?

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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

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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)?

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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.

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THE NEW INSTITUTIONAL ABCs: THINK DIFFERENTLY

Academic Outcomes

Brand Identity

Campus Culture

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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

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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?).

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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.

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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

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THE CULTURE OF COMPLAINT VS. THE CULTURE OF CHANCE

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

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ROGERS' BELL-SHAPED CURVE

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THE RULE OF 51

FACT: THE RUBRIC FOR ADMINISTRATIVE DECISION-MAKING IS 51% APPROVAL RATIONALE: NO ADMINISTRATIVE DECISION WILL MAKE EVERYONE HAPPY.

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HOW WILL YOU DISCUSS THE CHANGES?

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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.

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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

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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.

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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.

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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."

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"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

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QUESTIONS AND ANSWERS

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