Let not the change in administration affect progress. Let us abide by the promises made to faculty when they were hired, even if that happened during the tenure of a previous administration. That is the primary way to attract and retain talented and hard-working faculty who can bring positive change. It is sad when a word given during hire is not kept prompting someone to look for other options.

Conduct annual evaluation of Chairs and Deans by their faculty. Remove chairs who have not transformed their programs and produced competitive workforce, have not increased substantially enrollment and graduation rate. Don't allow chairs to continue to serve in a unit for more than 5 years who are not effective. Chairs should be rotated by giving chance to other capable faculty within the divisions. Ensure fair, transparent and competitive hiring practice. Encourage and recognize faculty who have been actively involved and provided outstanding professional service to the campus. Establish annual awards for outstanding faculty within each college. Encourage 9-month faculty to write grants, provide research seed money and additional incentives to them. Institutionalize research more aggressively within the university. There are many agencies who intend to fund HBCUs. We need to tap them. Make every administrative position's job description transparent and make them accountable. Organize summer faculty retreat for teaching faculty's professional and pedagogical development by training them about cultural pedagogy, new teaching methods, active learning, integration of technology, research and critical thinking modules in classroom. Expand study abroad program. Make university committees effective by having meetings periodically.

Faculty with split appointments (teaching/research/extension) should be evaluated by different criteria than full-time teaching faculty.

I wish that the UNV courses and Student Success programs would do more to instill a better idea of the necessity of work and study habits in students. Many of our students have never had to read book chapters or write essays, and they are not aware of the time it takes to complete assignments, or of the focus required to learn material. I think that administrators would be shocked to observe a typical freshman English classroom, in which most students are not paying any attention at all.

Please consider the grant funding and national recognition that Extension Specialists with terminal degrees provide.

Not valued at this institution.

Support for travel for professional development is also worth considering.

There's been lots of studies over the years on salary. There's been little done as a result of them, save for once well over 10 years ago.

Evaluations need to be standardized and based on direct service to KSU in order to receive merit increases and tenure.

Should add staff salary survey.

Just that this needs to be completed and remedied as soon as possible.

With the current financial situation that the university is in, any adjustments in compensation need to be directed to those who have the lowest compensation (<$50,000).

Retirement: It should be recognized that, even if salaries become fairer, that will be of limited help to long-time faculty who are not in KTRS and are nearing retirement. It is my understanding that KSU continues to contribute more to the retirement of employees in KTRS than those whose retirement is with TIAA. If salaries are increased for folks in KTRS for 5 years, that will positively impact their retirement. If they are increased for folks like me, who are not in KTRS - and we're already receiving less contribution from KSU - then what? How can we remedy this long-term inequity?