KENTUCK A 1...KENTUCK A 10 ©2018 Huron Consulting Group Inc. and affiliates. All Right Reserved. Symposium made possible by supportfrom 11 r ei h t f o e STUDENT-CENTERED

KENTUCKY STATE UNIVERSITY 1


THANK YOU FOR YOUR HARD WORK!


KENTUCKY STATE UNIVERSITY SENIOR ADMINISTRATION

SENIOR VP FOR BRAND IDENTITY & UNIVERSITY RELATIONS

Clara Ross Stamps

VP FOR STUDENT ENGAGEMENT AND CAMPUS LIFEDr. Derek Greenfield

BOARD OF REGENTS

PRESIDENTDr. M. Christopher Brown II

INTERNALAUDIT

GENERALCOUNSELLisa K. Lang

KENTUCKY STATE UNIVERSITYHIGH LEVEL ADMINISTRATION

DIRECTOR OFSTRATEGIC INITIATIVES

Tymon M. Graham

AUGUST 14, 2019

INSTITUTIONALRESEARCH

EXECUTIVE VP FOR FINANCE & ADMINISTRATION/CFO

Douglas R. Allen II

OFFICE OFTHE GOVERNORGovernor Matthew Bevin

DIRECTOR OFATHLETICS

Etienne M. Thomas

DIRECTOR OFGOVERNMENT RELATIONS

Rachelle Johnson

VP FOR INSTITUTIONALADVANCEMENT

Vacant

INTERIM PROVOST & VP FORACADEMIC AFFAIRSDr. Lucian Yates III


MCB2 & PDCA – FORESIGHT, INSIGHT, HINDSIGHT

* 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

PDCA (plan-do-check-adjust) is the iterative four-step operationalization of the Deming continuous quality improvement cycle for organizational processes (e.g., Toyota).


Goals SPECIFIC

MEASURABLE

ATTAINABLE

RESULTS-ORIENTED

TRACKABLE


INSTITUTIONAL PRIORITIES FOR AY2019ADMINISTRATIVE 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


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


11©2018 Huron Consulting Group Inc. and affiliates. All Right Reserved. Symposium made possible by support from

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STUDENT-CENTERED

Student lifecycle approachHuron utilizes the Student Lifecycle frameworkto 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 recruitingpurposes.

• It is crucial to consistently engage students at every stagelifecycle as their needs evolve, strengthening support at individual milestones and enhancing their overall experience.



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Student perspectiveTo successfully execute a student-centered approach, institutions will need to flip the model and approach change by taking intoconsideration the experience of students to rationalize and effect change.

BRAND &VISION ALIGNMENT

RECRUITMENT

SELECTION AID DETERMINATION

ENROLLMENT& ONBOARDING

ACADEMIC EXPERIENCE

CAMPUS LIFE & CAREER SERVICES

COLLEGE DISCOVERY

APPLYINGFOR COLLEGE

MAKING ANINFORMEDDECISION

JOINING THE COMMUNIT Y

CLASSES, PR OF ESSORS, EXPERIENCES

SOCIAL LIFE:BELONGING&CONNECTING

Institutional Perspectiv e

Student Perspective

Student Success Pillars



Pillars of student successThere 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 timeat the institution.

SENSE OF BELONGING

Students must feel a sense of belonging to the greater campus

community.

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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

Student wellness, both physical and mental, must be prioritized and

nurtured.

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THREATS TO KENTUCKY STATE UNIVERSITY’S 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)


QUESTIONS THAT DISRUPT BUSINESS AS USUAL

ASK THESE QUESTIONS:1. Why am I so committed to repeating what did not work the last time?

2. Would you be 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?

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.

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


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)?


THE ONLY OPTIONS PRESENTLY AVAILABLE Play by the rules with a bigger bucket Play by the rules with a better bucket Change the rules

A NEW CULTURAL MINDSETA 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

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SUCCESSFUL TEAMS

UNSUCCESSFUL TEAMS

EMBRACE Change They’re AFRAID to Change

Want Others to SUCCEED

Want Others to FAIL

They Talk about IDEAS Talk About People

FORGIVE Others Hold GRUDGES

Continuously LEARN New Things

Think They KNOW IT ALL



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 101KENTUCKY 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.


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.

EMPOWERING STAFF FOR SUCCESS

Tradition + Innovation = SUCCESS


THE CULTURE OF COMPLAINT

VS. THE CULTURE OF CHANCE


ROGERS’ BELL-SHAPED CURVE

INNOVATORS2.5%

EARLY ADOPTERS13.5%

EARLY MAJORITY34%

LATE MAJORITY34%

LAGGARDS16%


THE RULE OF 51FACT: 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.

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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."


“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


QUESTIONSAND

ANSWERS

Documents

KENTUCK A 1...KENTUCK A 10 ©2018 Huron Consulting Group Inc. and affiliates. All Right Reserved. Symposium made possible by supportfrom 11 r ei h t f o e STUDENT-CENTERED