M. Christopher Brown II, Ph.D.

Eighteenth President

of

Kentucky State University

SPRING ENCAMPMENT

- January 8, 2018 -

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

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

INSTITUTIONAL FACTS * Kentucky State is at a pivotal time in its history.

 * Kentucky State must adapt to an evolving global educational and economic environment.

 * Kentucky State has a proud legacy and numerous strengths as its foundation for the future.

 * Kentucky State is spending too much energy focused on non-outcome producing activities.

OUR CURRENT POSITION

 - An Uncertain Value Proposition  - Flawed and Failing Business Models  - A Resurgence of Student Activism  - State and National Partisan Divides  - Improved Campus Shared Governance  - Unharnessed Power of Social Media  - The Next Technological Revolution

CRITICAL CONCERNS MOVING FORWARD  - State and federal funding challenges (e.g. Title III, USDA)

 - The changing role of technology in higher education (e.g. online education, classrooms of the present)

 - The rapidly aging composition of our personnel

 - Heightened pressure for salary equity and market demands

 - Issues of staff workload versus the quality of the student experience

 - Securing philanthropic gifts and program grants

 - Research funding and scholarly productivity

 - Increasing demands for external accountability and record keeping

 - Increasing importance for seamless and omnibus communication

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.

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

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%)

ROGERS’ BELL-SHAPED CURVE

THE CURRENT PRESIDENTIAL FOCUS   1. Reinvigorate the Kentucky State family around common goals  2. Define and expand the Kentucky State brand and market share  3. Deploy scarce resources to identified priorities through selective investment  4. Systematize fundraising, capital development, an alumni operations  5. Improve operational discipline within and across functions  6. Build on existing efforts to promote commerce in western Kentucky  7. Work collaboratively to strengthen the enrollment “pipeline”

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) ***

$5M IN LOSS TUITION REVENUE

THE REALITIES OF WHERE WE ARE?

1,924

1,644

1,340 1,447

70.7 69.663.3

58.3

71.2 73.768.5

61.3

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ChangesinEnrollment,Revenues,andExpenses2013-2016

MILLIONS

FTEEnrollment

HOW DID WE GET HERE?

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Fall and Spring Enrollment Headcount Trends and President Timeline

TotalEnrollment InterimPresidentTurner PresidentSias

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WE ARE ON TRACK FOR OUR HIGHEST ENROLLMENT

RETENTION RATES ARE POSITIVE BUT STILL TOO LOW

THIRD YEAR RATES LIMIT GRADUATION RATE GROWTH

HB 303 – MANAGEMENT AND IMPROVEMENT PLAN

KENTUCKY STATE UNIVERSITY IS A PUBLIC AGENCY

Public Perception Matters

 - Building trust with the public is the primary concern of any governmental agency.

 - Public campuses with significantly positive media coverage enjoy higher levels of public support.

 - Context is equal parts intentions/efforts and metrics/outcomes.

THE PUBLIC AGENCY GOALS FOR KSU

Despite or noble aims and intellectual ambitions, the Commonwealth holds us accountable for pragmatic goals:  - To get as many Kentucky students into college as possible

 - To get Kentucky students through school as quickly as possible

 - To get students into jobs and/or graduate education

 - To provide material value to the state through innovation

 - To steward the above goals at the lowest possible cost to the state

 - To get students into jobs

INSTITUTIONAL INTENTIONS  - Kentucky State must maintain a clear mission and a certain threshold for outcomes.

 - Kentucky State must be recognized and celebrated for excellence.

 - Kentucky State must demonstrate structured growth in scaled endeavors.

 - Kentucky State must remain resilient, responsive, and highly regarded.

THE ELEPHANT IN THE ROOM -*- KENTUCKY STATE IS AN HBCU -*-

Historically black colleges and universities (HBCUs) are those institutions founded prior to 1964 for the purpose of providing collegiate education to black Americans in one of 19 southern or border states where the law restricted access by race.

Predominantly black institutions (PBIs) are institutions with greater than 50% black student enrollment, were not founded primarily for the education of black students, and may or may not have been founded prior to 1964.

 * Historically Black is not Exclusively Black.

 * The KSU campus has been fixed since 1970.

THE UNIQUE DIVERSITY OF KSU

INSTITUTIONAL RESPONSES  - Strengthen our institutional brand and market niche  - Address unit sizes, scopes, and structures to maximize both synergy and efficiency

 - Focus our core areas around workforce preparation and civic engagement  - Exploit vacancies in the HBCU network, region, and among key stakeholder groups

 - Engage in activities that serve the community, state, and target industries

KENTUCKY STATE UNIVERSITY BY THE NUMBERS

 - #38 Top Historically Black Colleges and Universities

 - #12 Best Value School in Regional Colleges (South)

 - #6 Top Public School in Regional Colleges (South)

 - 10% Increase in Number of Degrees and Credentials

 - 8% Increase in First-year Retention Rate

 - 11% Increase in Fall Total Enrollment

 - 19% Increase in Research and Development Expenditures

 - $16m In Total Awarded New Grants

 - 15% Increase in Faculty and Staff Grant Proposal Participation

COLLEGIATE DIVERSITY IN KENTUCKY

0.9%

0.9%

0.9%

1.1%

2.7%

3.7%

1.2%

5.8%

51.2%

3.5%

6.8%

6.6%

6.8%

10.5%

8.9%

2.3%

3.0%

1.5%

1.8%

2.8%

3.8%

3.9%

3.0%

2.3%

2.3%

1.7%

2.0%

2.2%

2.9%

3.9%

2.5%

82.8%

31.8%

89.8%

79.0%

83.2%

74.3%

74.6%

76.0%

3.9%

9.2%

1.0%

2.2%

0.9%

3.3%

0.3%

1.4%

1.7%

1.1%

1.8%

7.0%

2.7%

5.8%

3.0%

6.8%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

EasternKentuckyUniversity

KentuckyStateUniversity

MoreheadStateUniversity

MurrayStateUniversity

NorthernKentuckyUniversity

UniversityofKentucky

UniversityofLouisville

WesternKentuckyUniversity

Fall2015RacialDemographicsinKentucky4-yrPublicInstitutions

AmericanIndian Asian Black Hispanic Hawaiian TwoorMore White Unknown NRAlien

AN UGLY TRUTH ABOUT HIGHER EDUCATION

Most colleges and universities are poorly positioned to prepare students for the types of jobs that are coming. Kentucky State must radically revamp the assortment and delivery of courses. We must recruit, retain, and graduate students who will:

 - strengthen the social and civic dimensions of life in Kentucky;

 - fill and create the present and emerging jobs of Kentucky’s economy; and

 - lead lives of meaning and purpose to the benefit of all.

A PROVEN LEADERSHIP PLAN  - Level 5 Leadership

 - First Who . . . Then What

 - Confront the Brutal Facts (Yet Never Lose Faith)

 - The Hedgehog Concept (Simplicity within the Three Circles)

 - A Culture of Discipline

 - Technology Accelerators

 -- Jim Collins, Good to Great

THE GREEN RIBBON COMMISSION

 * Putting Good to Great (Jim Collins) into practice  (1) Academic Program Review ◦  ! productivity over time, alignment with performance metrics

 (2) Academic Program Prioritization ◦  ! maintenance, enrichment, consolidation, elimination

 (3) Identification of Structured Pathways ◦  ! program degree requirements, excessive/limited course choice,

faculty staffing

 (4) Academic Investment Analysis ◦  ! net income ratio, alignment to FTE generation, academic priority

GENERAL EDUCATION AND KENTUCKY HIGHER EDUCATION

 * The Seven Liberal Arts (Trivium & Quadrivium)  * Classical vs. Practical Learning  * Compentencies vs. Requirements  * Block curriculum vs. Cafeteria model  * The Transfer Articulation Imperative  * Implications for Time to Degree and Summer School

PROMOTION IS MERITORIOUS – TENURE IS CONTRACTUAL

 Promotion is based on the intrinsic merit of the individual's work. It recognizes the Faculty member for meeting the criteria of the next higher level in the professional hierarchy. The decision is based on an evaluation of the individual's scholarly activity including instruction, creativity, and service. The decision to promote or not to promote should not be tied in any way to questions of tenure.

 * Instructor to Assistant Professor = 2.5% to base

 * Assistant Professor to Associate Professor = 5% to base

 * Associate Professor to Full Professor = 10% to base

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

  

WORKING SMARTER NOT HARDER IN 2018

S.M.A.R.T. GOALS

◦ * Specific

◦ * Measurable

◦ * Attainable

◦ * Results-oriented

◦ * Trackable

STRATEGIC INSTITUTIONAL DIRECTIONS MOVING FORWARD

 * Advocate a student-focused institutional model  * Develop a culture that exemplifies high performance  * Establish new activities that optimize effectiveness  * Identify and disseminate innovative programs and practices  * Foster a demonstrable climate of diversity and inclusion   

INSTITUTIONAL PRIORITIES ADMINISTRATIVE PRIORITIES: • Accreditation and accountability • Shifting terrain in the marketplace • Academic alignment for sustainability • Fiscal health and vitality  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

OUR COLLECTIVE RESPONSIBILITY     - Faithful Giving and Physical Participation  - Accountability Partnership and Capacity Building  - Demonstrating Excellence and Campus Quality  - Friend Raising and Student Recruitment  - Being a Brand Ambassador

THE PRESIDENT’S ROLE IN CREATING S.M.A.R.T. GOALS

* Clear communication (e.g. campus-wide Presidential Communiqués, local newspaper column)  * Confidence in leaders (e.g. reorganization, evaluation)  * Respect and recognition (e.g. anniversaries, awards)  * Professional development opportunities (e.g. new travel fund)  * Pay and benefits (e.g. merit increases, compensation study)   

CONVOCATIONS vs. ASSEMBLIES Examples: * Freshmen Confirmation Assembly

* Martin Luther King Jr. Assembly

* Founder’s Day Convocation

* Women’s History Assembly

* Veterans Appreciation Assembly

* Atwood Convocation

* Heritage Convocation

* Baccalaureate/Necrology Assembly

* Commencement Convocation

*NEW PROPOSAL FOR OVERHEAD/INDIRECT COST RECOVERY

* Campus – convocations, campus improvements (20%)

 * Academic Affairs – commencement costs (20%)

 * School – instructional or unit improvements (20%)

 * Department – faculty travel or equipment (20%)  * Principal Investigator – anything except salary (20%)

 A 100% distribution rather than a general operations black hole.

     

WHERE IS MY RAISE? 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

TOWARD OUR SHARED VISION FORWARD   

 “Adapt or perish,  now as ever, is nature’s inexorable imperative.”

  -- H. G. Wells

ULTIMATE AIM : The reputation of Kentucky State University for academic excellence, managerial effectiveness, and esprit de corps will be second to none –

“Hail to our Alma Mater, dear is Her name, And there shall be no other to surpass Her fame.”

SPRING ENCAMPMENT 2018 Kentucky State University Family Oath As a member of the Kentucky State University family,

I pledge to maintain honesty and integrity in my academic and personal life.

I understand that cowardly or shameful acts violate our shared bond

and undermine the community of trust and respect for which we are all stewards.

I will remain loyal to the ideals learned at “the college on the hill” toward the betterment of those who are around me and others who come after me. 

~ QUESTIONS & ANSWERS ~