M . Christopher Brown II, Ph.D . Eighteenth President of Kentucky State University ENCAMPMENT

1. M. Christopher Brown II, Ph.D. Eighteenth President of Kentucky State University ENCAMPMENT - August 14, 2017 -

2. FIRST THINGS FIRST Acknowledgements • Interim President, Board of Regents, Faculty/Staff, Students, Alumni, and Frankfort • Admonitions • - No more whisper campaigns • - No more disparaging the university • - No more finger-pointing among peers • - No more presidential drama

3. THE ROADMAP • * Why I am here? • * What are my priorities/values? • * Can I offer any insights on change? • * Where I hope to take KSU? • * What are key indicators of success?

4. PRESIDENTIAL PASSION • Charleston, SC and Frankfort, KY • Presidential preparation and Land-grant commitment • Life as a living logo and campus messenger • South Carolina and Southern Values • Academic Preparation and Research Foci • Scholarly Background on the HBCU Context • Experiences provide an Appropriate Toolkit • Network and Reputation create a “Halo” Effect

5. 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.

6. 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

7. 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

8. 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”

9. 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

10. THE ABCs: ACCREDITATION STATEMENT OF FACTS • 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. STRATEGIES FOR RESOLUTION • Assess bench strength for response submission • Acquire professional support for deliverables • Design systemic unit assessment system (i.e., transition points) • Examine portfolio model (e.g., LiveText) • Mediate realignment models to support unit assessment • Increase enrollment using retention incentives

11. THE ABCs: BRAND IDENTITY STATEMENT OF FACTS • KSU has “historically” been regarded as a leading HBCU. • The campus has experienced declining enrollments. • The recent presidential search press has been troublesome. STRATEGIES FOR RESOLUTION • Establish a high energy digital presence • Reintroduce KSU to key media outlets (e.g., Editorial Boards) • Monetize existing resources • Identify more press-positive campus convenings • Affirm presidential support of stakeholder groups • Promote KSU within key networks and alliances • Launch a recruitment campaign within key cities • Target untapped governmental relationships • Student FTE volume and brand ownership

12. THE ABCs: CASH FLOW STATEMENT OF FACTS • KSU is experiencing flat-line revenue with increasing expenses. • Cost-containment is only one component of cash flow. • Unconventional efforts are required during extraordinary times. STRATEGIES FOR RESOLUTION • Maintain fiscal discipline (i.e., acknowledging critical needs) • Incentivize enrollment growth (e.g., tuition price, discounting) • Reconsider the annual giving campaign model • Assess administrative structure and auxiliary agreements • Create opportunities for initial, systematic, and extravagant gifts • Establish online/digital giving footprint (e.g., text-to-give) • Invite corporate attention via in-kind giving • Identify business partnerships that off-set regular expenses • Design transformative grant opportunities for foundations • Agitate around Title III-B funding (or FIPSE)

13. UNDERSTANDING THE BUDGET GENERAL FUND TYPES • Designated Fund – Contains unrestricted funds for a specific purpose. • Restricted Fund – Contains funds restricted by an external source. • Agency Fund – Established for affiliated organizations such as athletics. SPECIFIC ACCOUNT CATEGORIES • Unrestricted » Budget Account • Restricted » Endowed Income, Grants, Other Restricted Gifts or Payments • Loan » Student and University Loans • Endowment/Annuity » Principal Portion of Endowed Gifts and Annuities • Capital » Building and Equipment, Repair and Replacement • Auxiliary » Non-University Activities, Student Activities

14. 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) ***

15. OUR CURRENT POSITION •  - Eroding Value Proposition • - Flawed and Failing Business Models • - A Resurgence of Student Activism • - State and National Partisan Divides • - Fraying Campus Shared Governance • - The Ubiquity and Power of Social Media • - The Next Technological Revolution

16. 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

17. DISRUPTING BUSINESS AS USUAL Ask these questions: 1. Why are we so committed to repeating what did not work the last time? 2. Are we 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? ANY BUSINESS AS USUAL WILL NOT SURVIVE!!!

18. “Culture Eats Strategy for Breakfast”, BUT. . . - Transparency in operational affairs - Responsibility centered management - Executive management vs. Primus inter pares - “Business as unusual” - Prevailing culture of service - Merit vs. Productivity - Citizenship and civility - Professional development vs. Travel - Entrepreneurialism vs. Grafty lucre - Support “Kentucky State” not self - “On a whisper” revisited

19. THREATS TO OUR FUTURE • - Obsolescence (outmoded practices) • - Disorientation (failure to benchmark) • - Depersonalization (isolated office mentality) • - Absence of Customer Service (not competitive) • - Succession/Cross-training (fear of job loss) • - 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)

20. THE PRESIDENT’S ROLE IN #KSUForward - Clear communication (e.g. the new Communiqués) - Confidence in leaders (e.g. stabilization, evaluation) - Respect and recognition (e.g. anniversaries, awards) - Professional development opportunities (e.g. support funds) - Pay and benefits (e.g. merit increases, compensation study)

21. 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

22. 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

23. 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%)

24. ROGERS’ BELL-SHAPED CURVE

25. THE TRUTH ABOUT HUMAN ACTIONS “We judge ourselves based on our intentions; but we judge others based upon their actions.” -- Stephen Covey The Seven Habits of Highly Effective People

26. 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

27. 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

28. ABOUT Academic program review STATEMENT OF FACTS: - Kentucky has a long history of program duplication A PROCESS TO REVIEW ACADEMIC PROGRAM PERFORMANCE: - KSU must reorganize, modify, and maybe eliminate some academic offerings - An inclusive faculty process is critical to manage structured change - We must use metric-based indicators and qualitative context THE OTHER-SIDE OF INSTITUTIONAL PROGRAMMATIC REVIEW: - Duplication also occurs in auxiliary units - Non-academic areas often yield significant budget reductions TOWARD A SYSTEM OF EFFECTIVENESS AND EFFICIENCY: - Regular evaluation is less high-stakes - Regular evaluation and use of data leads to program improvement

29. INDIRECT COST RECOVERY PROPOSAL • 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 base salary (20%) A new 100% distribution rather than a general operations black hole.

30. GOALS FOR MOVING FORWARD • Kentucky State University (KSU) will evince an engaged and inclusive learning community based upon excellence, civility, trust, integrity, respect, and diversity in a safe, welcoming physical environment. • KSU will prepare students for careers and for life-long learning by providing a clearly defined general education program and focused undergraduate pre-professional, professional, agricultural, and civic-sector programs. • KSU will provide advising, support services, and learning experiences that assist students in identifying life goals, planning academic careers, and achieving timely graduation. • KSU will increase the quantity and quality of its institutional service to the state, region, and global community through collaborations, partnerships, and opportunities for cultural enrichment and asynchronous learning. • KSU will invest in the professional development of all members of the campus community, as well as ensure an academic environment that employs the technologies necessary to achieve excellence in learning through teaching, research, and service. • KSU will establish institutional priorities through planning and assessment processes that position us to anticipate and allocate the efforts and resources needed to support of our mission and goals.

31. TOWARD OUR SHARED VISION FORWARD • “Adapt or perish, • now as ever, is nature’s inexorable imperative.” • -- H. G. Wells "The real voyage of discovery consists not in seeking new landscapes but in having new eyes.” -- Marcel Proust

32. 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. 


33. LESSONS LEARNED AND NEW GOALS MY GRANDMOTHER’ SAID: • Consider the ant and be wise. • Never get tired of doing good work. • You can only spend a dollar one time. 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.”

34. Encampment 2017 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 ~