On Jan. 29, Chancellor Gary L. Miller issued the following message to all UW-Green Bay faculty and staff:
I want to join President Cross in expressing deep disappointment with the suggestion by Governor Walker that university faculty and staff do not work as hard as they could. My nearly thirty years of experience in higher education has demonstrated to me that university faculty and staff are among the most hard working, committed and creative workers in America. Your role is one of the most unique and important in this country – to serve your community, to create knowledge and to shape the developing mind to discern truth, evaluate evidence, develop communication skills and to learn how to learn. It is work that requires great energy, continual study, deep commitment to learning and to those who learn and, importantly, a love of Wisconsin and its future. I want you to know I am deeply appreciative and admiring of your hard work and dedication. I cannot think of a better group of colleagues to have at my side as we manage the unprecedented budget reductions ahead of us. Thank you.
The prepared text of Chancellor Miller’s Mid-Year Convocation remarks is as follows:
Thank you and welcome to the Mid-Term Convocation of the University of Wisconsin—Green Bay. And, most especially, welcome to the beginning of a new semester and exciting new year.
Let me begin by again congratulating those celebrating a service milestone with the University and add my congratulations to the others who have been honored this morning. Thank you for your great work! Continue reading Mid-Year Convocation remarks
WLUK, Fox 11 education reporter Kelly Schlicht covered the Friday, Nov. 14 installation of UW-Green Bay Chancellor Gary L. Miller, focusing her coverage on his message for the future of UW-Green Bay. You can watch her report here.
The Green Bay Press-Gazette covered the installation ceremony for UW-Green Bay Chancellor Gary L. Miller Friday, Nov. 14, producing a story, video and photo gallery on the day’s event. You can see all three by clicking here.
Good afternoon. Welcome to this celebration of the University of Wisconsin—Green Bay.
One of the joys of an occasion such as this is the gathering together of people who represent the history of this great institution along with those who will ensure its future. Thank you all for coming.
I am most grateful to have President Ray Cross with us this afternoon and thank him for his kind remarks and his trust in me. I am excited about President Cross’ leadership because like the University of Wisconsin—Green Bay, he is an innovator in a time of great change.
The University of Wisconsin—Green Bay is a relatively young university. There are many people here today who worked directly with our founder Dr. Ed Weidner, in honor of whom this wonderful facility is named. Dr. Weidner’s wife Marge is with us this afternoon and I wish to acknowledge her today.
We are very fortunate to have three of my predecessors with us today. These creative and pioneering leaders set the university on a trajectory of excellence and continue their support from afar. I want to thank Chancellors Tom Harden, Bruce Shepard and Mark Perkins for their great leadership of this university and for being here to celebrate with us today.
The University of Wisconsin Board of Regents is an extraordinarily committed group of volunteer citizens who love the university and Wisconsin. I am extremely grateful and pleased to be joined here today by the Board President Michael Falbo, Vice President Regina Millner and Regents Tim Higgins and Margaret Farrow. It is indeed a great honor to have you with us today. Thank you President Falbo for your kind comments.
I am deeply appreciative to the students, alumni, faculty and supporters who brought greetings this afternoon. I look forward to working with all of you in the coming years.
To be a public college president or chancellor is a great honor and privilege. But, since there are only about 680 public universities in the country, it can also be rather lonely. So, I am very grateful for the large number of University of Wisconsin Chancellors in attendance this afternoon. This is a supportive group of wise and experienced colleagues. Thank you!
I am also grateful for the Deans and Presidents of the UW Colleges and the Technical Colleges, and private universities and the many representatives of universities from around the country who joined the processing this afternoon. What a tribute to precious traditions of the American Academy.
There are no great universities without great faculty and staff and we are blessed with extraordinary faculty and staff at UWGB. Many of them are here this afternoon and it important we thank them for their work and, most especially, for their dedication to our students and to our community.
Among the faculty and staff is the group that organized this event. Some of those colleagues are participating in the ceremony today. I want to express my deep gratitude to Jeanne Stangel and the installation committee for their extraordinary work to make this such a special day for the University.
We also enjoy the company of many UWGB students, alumni and community supporters today. To have representatives of all these groups gathered with us is testimony to the importance of our work together in Green Bay and the region.
Long before this country or the State of Wisconsin existed there were nations of people who occupied this land and all of the lands of North America. The people of the First Nations continue to live here. The histories of these people have merged with ours and so must our future. Diana Morris joins the procession representing the College of the Menomonee Nation. We are especially honored today to have Chairwoman Christina Danforth of the Oneida Nation. It is indeed a great honor to share this celebration with you this afternoon.
The University is extremely fortunate to have the support of a highly engaged Council of Trustees who give freely of their time to provide counsel to me and the university leadership, assist us in raising funds for the university, govern our foundation and, importantly, advocate for the university and its programs. The chair of the Council of Trustees is Mr. Lou LeCalsey who is participating in the ceremony this afternoon. Thank you Lou.
It is an almost unimaginable personal joy for me today to be joined by so many family and friends.
My wife Georgia is here. She and I have committed ourselves to a partnership of love and exploration and the joy of life together in service and in the company of good people. She brings significant experience to Green Bay as a business woman, a community organizer and an advocate for those less fortunate than ourselves. She is a person of unmatched compassion, wisdom and creativity. She is my partner in this journey. No one could be more blessed with a life partner than me. Georgia, I love you so much.
Our three children are with us today. Our oldest Rosemary and her husband Brannon Stegall, our Son Brad Nix and his wife Sarah and our son William Miller. We are so proud of you. We love all of you.
I want to send greetings to Georgia’s mother Rosemary Nix who is unable to be here today and thank her for her support. I wish to say the names of my parents, the late Leon and Isabel Miller of Dayton, Virginia and Georgia’s father the late Dr. J. Elmer Nix of Jackson, Mississippi in order to remind me of their great love for me, their support and their pride in my accomplishments and to remind us all of the importance of those who came before us.
I told a group recently that one of the signals that Georgia and I had fallen quickly in love with Green Bay is the great joy we have felt over the past several weeks as we learned that some of our dearest friends would join us for today’s event. To be able to share this wonderful community and to introduce our friends to our new friends in Green Bay is a great honor.
You will easily know our friends from North Carolina and elsewhere. They are the ones shivering in the cold without proper attire. These friends have joined Georgia and the family in [indicate section]. I want to welcome:
Max and Lynn Allen
Eric and Jean Rosenberg
Mary and Dean Gornto
The love and support you demonstrate by being here is without measure. Georgia and I are deeply grateful. We love you all.
Next September, the University of Wisconsin—Green Bay will celebrate its 50th anniversary.
Recently, I had a wonderful opportunity to share dinner with Marge Weidner, the wife of our our founding Chancellor Ed Weidner. We talked about the early history of the university. She was the third employee of the university so she was there from the beginning. The question I asked her was why in the world Ed would leave a promising career at the University of Kentucky to come to Green Bay to start this university?
After all, at the time he accepted the position, there was no faculty, no curriculum, no strategy, and no operational foundation of any kind. Local support for a new university in Green Bay was very strong but there was suspicion and uncertainty beyond the city limits. Appleton really wanted the university, the Governor was lukewarm on the idea of another university, the other state universities were suspicious. There are some in the room who may recall at the time Dr. Weidner arrived, folks in town had still not even settled on a location for the campus.
What was Ed thinking?
When I asked this question of Marge, she just smiled and said, “Ed loved a challenge.”
She and I know there was more to it than that. The 1960s were a time of great challenge and change in America. I believe Dr. Weidner understood better than most the powers universities have in navigating times of change, in fostering the American dream and, most importantly, in creating solutions to complex problems.
The founders understood the University could bring real solutions to real human challenges. It could do this by teaching its students to actively seek connections, to consider more ideas rather than fewer, to manage uncertainty rather than fear it, and to always remember there is rarely one answer. They designed a new university to apply this approach to the challenges of their time. Their unique approach stands today as one of the most important innovations in higher education. Imagine. An entire university organized around the idea that a college education was about solving great problems. I believe this founding principle is even more relevant and important today. It will serve as the foundation of our future.
We celebrate today during another time of great change, a global change that is already affecting Green Bay and will shape our future as an institution and a state. As an institution we must respond to the forces of our time. We must prepare our students to respond. And, we must take a leadership role in shaping the way Green Bay and this region, our community, meets the needs of the people who live here as we support the prosperity and growth of this state.
Our responsibility is great. Here is my vision for how the University of Wisconsin—Green Bay will meet the challenges of our time.
I believe our future rests on our embrace and application of three great powers — The Powers of the Phoenix — in a time of great change: the Power of Innovation, the Power to Transform Lives, and the Power of Place.
Power of Innovation
The first of the Powers of the Phoenix is the Power of Innovation.
The mascot of the University of Wisconsin—Green Bay is the mythical Phoenix, a long-lived bird that is periodically reborn or regenerated. What a fitting symbol for the rebirth and renewal in a world where changing technology and knowledge affect everything about how we teach, learn and work.
Consider the world in which we live:
Over 2.4 Billion people use the internet.
Currently, the number of internet connections and mobile devices exceeds the population of the planet.
If Facebook were a country, it would be the third largest on Earth.
Every minute, collectively we upload 24 hours of video to YouTube.
Every day we:
download 22 million hours of TV shows and movies
19 million hours of music.
Every month, 2.4 billion searches are issued on Google. Each of these is a question of some kind.
More units of new information will be created this year than in the previous 5000 years.
4000 new books are published every day.
New technical information doubles roughly every two years.
So, students just beginning their university studies can expect one-half of the information they learn in their first year to be outdated by the time they reach their third year.
As the writer and public intellectual Thomas Friedman declared, we live in a “Gutenberg moment.” For the first time in history, nearly everyone can generate content and publish it to a global audience.
Technology is rapidly changing the world of work. The U.S. Department of Labor estimates the American learner will have between 10 and 14 jobs by the time they are 38. And many of these jobs have not yet been invented and will use technology that currently does not exist. The top 10 in-demand technology jobs in 2013 did not exist in 2004.
We are living in an interdependent world and a growing innovation economy. To prosper in this world, our students must be entrepreneurs in their careers. They must exhibit extraordinary creativity, collaborative abilities and flexibility. They must not fear the world and its complexity. They must embrace it. Like the Phoenix, they must periodically reinvent themselves. UWGB was designed to give students these abilities.
But, the Power of Innovation requires exercise and practice. To teach our students to be innovative, we must be innovative. To lead in a time of great change, we must examine ourselves fearlessly and with a willingness to reinvent and redeploy. This requires us to turn a critical eye to the very innovations that set this university on its journey 50 years ago.
I believe we must:
Ask ourselves whether we have right array of academic programs to provide our students the view of the world they will need to live and work in the innovation economy?
Examine carefully whether we are being as creative as we can be in the way in which we deliver our programs of learning in a time when everyone has access to information.
Determine whether we are organized in a way that allows us to capture innovations from the private sector and apply them to our learning programs, recognize and nurture the organic creativity from within the university, and to foster innovation and entrepreneurship among our students?
And, I believe we must ask what, exactly, are the skills that will allow our students to lead in the innovation economy, how can we ensure they receive these skills during their time with us, and how we will demonstrate to the world these skills have been obtained.
Our consideration of these questions has already begun with the Invent the Future of Green Bay process and the establishment of a new university-wide planning and innovation structure. I applaud our faculty and staff for their great courage and determination in considering these important questions of our time.
The Power of Innovation is a shared power. We need partners to be innovative.
We must asked our Regents to understand and appreciate our unique history and approach and the distinctive features of this region and its importance to the state’s economy, and to support and guide us as we take the risks necessary to help build a bright future for Wisconsin through creative regional solutions.
We will ask our partners in business to help us invent new models for our future. As learners, we must be open to what the private sector can teach us.
We must reach out more purposefully to our colleagues in the Technical Colleges and the UW Colleges with an invitation to try different approaches to learning and work for the future.
The Power of Innovation is our birthright at UWGB. It must be part of our future.
The Power to Transform Lives
The second great Powers of the Phoenix is the Power to Transform Lives.
The single most important attribute of prosperity in America is a college degree. Holders of the college degree enjoy substantially greater lifetime earnings, more opportunities for advancement, better health, provide more service to their communities and participate more actively in the democracy.
What is it about the college experience that provides these benefits? It is the personal transformation that comes from hard intellectual work in collaboration with inspiring accomplished faculty. This is a transformation that comes from struggling with and understanding ideas different than your own, experiencing the lives of other humans, learning the great power of music and literature, learning how to make a case, tell a story, write with persuasion, collaborate, think deeply and speak another language. It is the power of knowing the real answer is in how you ask the question. This is one of the most unique opportunities in the world — the American undergraduate experience. No enterprise in the world is better at preparing people for work and citizenship than American public higher education. This is the transformation we cherish today at UWGB. We have always cherished this.
The opportunity for us to transform lives is enormous.
Today, more than 60 percent of the students who join us at University of Wisconsin—Green Bay come from families with no tradition in higher education. We serve over 600 adults who wish to complete a degree or gain a certification. We count among our number over 300 veterans and members of their families who have served their country and are now ready to take advantage of the great transformation that is American higher education.
To welcome these students into our learning community, to discover their dreams and to help those dreams come true by collaborating with them to secure an education and then a fulfilling career is the most precious honor and privilege we could have.
Because of our embrace of the complexity of knowledge, our students leave here with an incredible capacity to take on the most important and most complex challenges of our time. The success of our graduates at securing employment — over 80 percent do so within months of graduation — and moving rapidly into positions of responsibility, demonstrate the great value of our approach. It is the way of the future.
But, we cannot ration our power to transform lives. The need for access to the opportunity at UWGB is immense in the increasingly diverse Green Bay community. Nor can we assume the simple beauty of learning, the most precious of life skills, is enough to sustain our graduates in their lives after leaving our campus.
It is my strong view that leading comprehensive universities like UWGB must work both to increase access to the college degree and to a life of fulfilling work. To do this we must focus on the following in the coming years:
UWGB must work with great intensity and commitment to nurture pathways of access to the college degree, particularly in our region. Our Phuture Phoenix program is an opportunity for us to transform the lives of hundreds of underserved students in our region. I believe we should build on the success of this program and joining with our partners set as a goal to achieve within the decade of creating the means to provide every qualified local student some financial support to enjoy the transformations awaiting them at UWGB.
I believe we should commit ourselves to establishing the necessary agreements and joint recruitment structures that will provide every college-eligible student entering our Technical Colleges and UW Colleges in our region an efficient and welcoming pathway to the transformation awaiting them at UWGB. I have already initiated these discussions with our partners in the region.
Where appropriate, we must expand our professional programs and establish new graduate programs that meet critical workforce or social needs of our region. And, we must be prepared to reshape existing high-demand professional programs to allow them to grow.
We must continue to embrace the needs of the many adult students in our region who wish to complete a degree or earn a certificate.
As an institution we must share responsibility along with our colleagues in K-12 and the university system for providing cradle-to-career avenues for every student. We are a member of this community and we must support all citizens in that community no matter what their means or circumstances.
Using the Power of Innovation, we should work to become a leader in developing new business models for making college affordable for every qualified student in this region.
And, very importantly, we must embrace the imperative of career as a central part of the contemporary arts and sciences academic experience, not only by encouraging work and internship experiences, but also by actively engaging in discussions and providing direct training about contemporary work life and career in our earliest interactions with our students. Knowledge is universally accessible and the world of work is changing rapidly and will continue to change. Our innovations must include ways to teach students about the connection between the two.
To do all this we will have to grow. We will also have to adopt a coordinated, open and vigorous leadership role in all of the complex questions of education and the human condition in our region.
The Power to Transform Lives is a very special power. It will be part of our future.
The Power of Place
The final of the three Powers of the Phoenix is the Power of Place.
This is Green Bay, Wisconsin. This is our place.
Our place is big and complex and like no other place in the world. It is a breathtakingly beautiful, dynamic, broad-shouldered place with a strong and welcoming spirit. A place where people believe in the American dream. A place with special potential and special needs.
The UWGB of the future will embrace Green Bay and this region. We will look outward. We must:
Organize ourselves for partnerships with business, government and the nonprofit sector that add value. This must include new relationships and programs that anticipate the needs of a changing innovation economy in this region.
Related to this, we must directly support entrepreneurism and commerce through novel arrangements with the private sector and, where appropriate, execute bold initiatives that support business and build opportunities for students and faculty. We must become a leader in developing the talent for the innovation economy.
Grow and extend our music and arts programs to every part of this community. There is no real understanding of the human experience or solutions to human problems without a deep and abiding appreciation of human expression in art, music, literature and the oral traditions. If we embrace the arts, we embrace our humanity. If we embrace the arts, we engage in the deepest form of learning.
Support our Division I athletics program in order to celebrate competition, connect to this community and bring recognition to our university.
Be open to the possibility of extending our physical presence in some way to a vibrant and growing down town Green Bay. I am especially pleased that Mayor Schmitt is with us today. I want to congratulate him on his vision for a vibrant downtown Green Bay and pledge our support to that great vision.
I believe the physical distance between this beautiful campus and the center of this wonderful city can be made irrelevant if this university commits itself to a vigorous, organized, institution-wide program of partnership and leadership in education, economic development and community vitality.
Georgia and I spend a great deal of time thinking about our future in Green Bay. We think about what this region and this city can be and how we can serve this community. And, of course, we think about the future of our university. We do this because this is our home. This is the Power of Place. It is the love of home. It is the love of our home.
I believe our future rests on our embrace and application of three great powers — Powers of the UWGB Phoenix. The Power of Innovation, the Power to Transform Lives and the Power of Place. These powers are within us. They are part of the UWGB heritage. We cannot apply these powers if we are afraid. We have to have the courage to ask hard questions and make difficult choices. We must do this with optimism and joy and, most of all, with love and respect for each other.
Ed Weidner would have loved this time. And, so do I!
UW-Green Bay Chancellor Gary L. Miller spoke with Green Bay Press-Gazette reporter Adam Rodewald for a story on UW-Green Bay’s Program Revenue fund balances. The story ran Monday, Oct. 20 on page A-1 of the paper. You can read it here.
UW-Green Bay Chancellor Gary L. Miller released the following statement via e-mail to UW-Green Bay employees on Tuesday, September 23, 2014:
I wish to announce that Dr. Julia Wallace has submitted her resignation as Provost and Vice Chancellor for Academic Affairs, effective immediately. Dr. Wallace has served the University in this position for over five years. I hope you will join me in extending our deep gratitude to her for her service to this great institution.
It is my intention to appoint an experienced professional from outside the University to fill this critical position for the next 18 months or more, to assist us in our Invent the Future transition. I expect that appointment will be made prior to the end of this semester.
For the immediate future, Chief-of-Staff Dan Spielmann will direct the day-to-day operations of the Office of the Provost in collaboration with Associate Provost Greg Davis and other direct reports to the Provost. The academic deans will report directly to me and will work closely with our leadership team in the transition initiative. I respectfully ask each of you to think of ways to assist Dan and Greg and our colleagues in the Office of the Provost in the coming weeks as they conduct the important business of that office.
Once our course as a University is set, and in consultation with the faculty and staff, we will initiate a national search for the next Provost.
As always, please contact me if you have questions or concerns.
c. President Ray Cross
Sheryl Van Gruensven, Director of Human Resources
David J. Ward, Interim Senior Vice President for Academic and Student Affairs
Chancellor Gary L. Miller sat down Tuesday (Sept. 16) with the Green Bay Press-Gazette editorial board, offering his take on a variety of topics during a half-hour livestreamed interview. Editorial board members asked Miller for his impressions of campus and community, as well as the challenges and opportunities facing UW-Green Bay and higher education generally. You can watch the replay here.
Chancellor Gary L. Miller addressed some 500 UW-Green Bay faculty and staff members Aug. 27, offering remarks during the University’s annual fall Convocation.
The prepared text of his speech is as follows:
Good Morning. Cliff, thank you for that kind introduction. Welcome all of you to the opening convocation of the University of Wisconsin – Green Bay.
I want to pause here to snap a picture of the crowd so I can tweet about this event.
[Snap picture with cell phone].
I am very actively recruiting new followers for my handle @UWGBChancellor. So, please go to your Twitter account and follow me!
Also, I will very much appreciate your immediate response to my brief remarks here today. To do this, please go to the Chancellor’s web page where you will find a link to a one-question survey which simply asks about your reaction to my remarks. This is NOT a gimmick. I want to hear what you think. I will read every comment. Thank you for doing this.
Let me begin by welcoming all of the new staff and faculty who have been introduced this morning. I had an opportunity to interact briefly with some of you at Shorewood Golf Course last week and yesterday at the new faculty orientation. I am impressed by the great talent and creativity you bring to UW-Green Bay. You are the future of this university and we look forward to seeing how you will change us for the better. Welcome!
This is my first convocation and I am extremely excited to be here with you to celebrate the university, reflect on our successes and, importantly, to look ahead to the opportunities and challenges that await us in the new academic year and beyond.
I am joined here today by my wife Georgia who is sitting over there [indicate her location]. I am extremely fortunate to have been blessed with such a fantastic partner. Georgia will bring to the Green Bay community deep experience as a business woman, community organizer, and social advocate. She is a person of unmatched compassion, wisdom and creativity. I hope all of you will have an opportunity to work with her in the coming years.
This convocation is a unique opportunity for both of us for two reasons. First, it is a great opportunity for us to meet you. Georgia and I plan to stay around after the ceremony for as long as possible in order to meet as many of you as possible. I hope you will have the time to introduce yourself to us after the event.
It is also an opportunity for us to thank you for the extraordinary warmth with which you have welcomed us to the university and to the Green Bay community. I do not believe I have ever moved to a city where it felt like home more quickly than in this move to Green Bay. Thank you all!
Later in these remarks and in the months and years to come, I will talk about the new realities of university-community partnerships, realities that call upon public universities to engage with their communities in novel and innovative ways. The University of Wisconsin – Green Bay was born of a determined community that wanted a university in the state’s third largest city. We are fortunate to enjoy the support of many community leaders. A number of these have accepted appointments on the Chancellors Council of Trustees, The University Foundation Board, the Alumni Association Board, The Founders Board, the Phoenix Fund Board, University Village Housing, Inc. and the Retiree Association. Representatives of those groups are with us this morning and have been acknowledged. I want to add my welcome to these community colleagues and thank you on behalf of the entire university for your belief in this place and your commitment to our success.
[Please join me in a round of applause to show our appreciation to these great volunteers]
One of the most unique – some would say mysterious – features of universities is our governance structure. Because we value knowledge and understanding above all else, we are deliberately reflective and inclusive in the way in which we develop strategy and make decisions. We are fortunate to have four highly engaged governance bodies at Green Bay and each of them has representatives here today. I would like to ask members of the Faculty Senate, the Academic Staff Committee, the University Staff Committee, and the Student Government Association to stand so we can thank you for your great work on behalf of the university.
[Lead applause to thank members of these groups]
I want to pledge to these campus leaders and to the rest of you here today my deep belief in and commitment to the university governance traditions. Being inclusive and transparent is essential if we are to move forward together and I will always appreciate reminders from you if we stray from that imperative.
I also want to say to you that being reflective and collaborative cannot mean inaction nor should it appease our fear of the unknown. The real power in reflection and deliberation is in making sound and sometimes difficult choices. As I will emphasize in the coming months, whether we like it or not, we are at a point where we have to make some choices in public higher education. That we do this with great collegiality and a spirit of excitement about the future is our goal.
There are no great universities without great faculty and staff. Ultimately, whatever we do at Green Bay will depend on the creativity and commitment of the people who work at the university. And, so, it is exciting and fitting that we use this convocation to celebrate the work of some of our faculty. I want to add my congratulations to the recipients of the named professorships who were introduced earlier in this program. These are national leaders in their field and we celebrate their achievements here today and count on their leadership going forward. We also celebrate the great generosity of the donors who made these awards possible. I would like to ask those individuals to stand once more to be recognized.
[Lead applause for named professors]
It is also important to recognize and thank those campus leaders who have been presented the Founders Association Awards for Excellence. These awards are strong testament to a deep commitment to excellence. Would these awardees please stand once again so we can thank you.
[Lead applause for SOFAS award winners].
The transition of a new chancellor is an opportunity for the university to pause and think about where it has been and where it might go. It can be – I hope it will be – a precious and special time. It can also be a bit unsettling and I want you to know I recognize that. Any transition in leadership will bring change. Change is both inevitable and very hard. The way in which we embrace it together is a measure of our character.
In a way, during these first few weeks as Chancellor, I am like a consultant. I meet with people and read about what the university is doing and plans to do. The conclusions I make about the university strategy and operations at this early stage are based mostly on my own experience and my understanding of the environment in which the university operates. I don’t yet have the deep network of relationships inside and outside the university that will be required for me to provide the kind of leadership you expect. And, frankly, I am not even sure at this point how to get back to my office once this event is over.
So, for the coming weeks, I will continue my education about the university and the community while getting to know as many of you as possible. I will need your help in this. Indeed, you have already provided me an enormous gift with your responses to the short set of questions in the survey I sent to the campus and community several weeks ago. I received those responses last week and I have been reading them closely and will continue to study them in the coming weeks. It is important that you know what is being said by your colleagues about the university and, so, I will be arranging times with various groups of you to provide a more formal summary of your thinking. There are some interesting and important patterns in your responses that will help us in our work together in inventing the future of UWGB. A number of these patterns expose areas of concern and uncertainty that will require our attention. Many of your comments contained suggestions for how to address challenges and opportunities and all of these must be considered. There will be time to tackle those later. What I want to mention today are the positive themes:
The affection for this university both on campus and in the community is deep.
The expectations for this university are extremely high.
Despite the difficulties of recent years which have dampened morale, optimism still shows through.
People on this campus like and respect one another.
Our commitment to our students is extraordinary.
And, importantly, there is a widespread desire to be innovative in a time of great change.
What I get from this is a great sense of optimism about the possibilities here. We don’t know the path, we can’t yet predict the changes we will make but we know that there is a very strong commitment to this place, to each other and to the power of innovation and creativity, which we must always remember is part of the DNA of UW Green Bay.
At this early stage in my tenure here I am not prepared to express the broad vision of the future of this great university. On November 14, we will convene for a formal installation of the Chancellor. At that event I will express a more definitive narrative of the future of this university. This will be a consensus narrative that will leverage our strengths and look to the future. It will reveal some choices we will have to make and reflect how we will invest our resources for the coming decade.
To be prepared to express this narrative, we will have to engage in the following activities in the coming months. We must:
Reexamine our strategy with an investment mindset. Where do we commit limited resources?
Begin the process of deep reflection about the academic program portfolio. This is the most important imperative of the contemporary public university and it is one of the most difficult things to do. But, it must be done in order to ensure we have the best array of programs for the future our students will face.
Reexamine the connection between our program philosophy and the success of our graduates in the new interdependent global workplace.
Examine our organizational structure to determine where we can nurture a culture of the commonwealth that will leverage the resources we have for the benefit of the entire university.
Understand our enrollment strategy within the new demographic and competitive realities. An important goal is to make enrollment an institution-wide responsibility.
Link our budget processes directly with strategy through a more transparent and inclusive budget process.
Build on the community engagement traditions and academic strengths of the university to develop partnerships in the community that create jobs and nurture the economy.
Understand how to present ourselves to the outside world in a way that captures the excitement we feel in our work, the imagination of potential students of all ages and the expectations of the Green Bay community.
And, most importantly, create a culture of innovation whereby managed risk is embraced and new ideas are given a chance to thrive.
We will be working with great vigor in the coming weeks to organize ourselves to conduct these activities, which, in some cases, will require most of the year and more. This work will require extraordinary effort on the part of all of us. The tempo of our activities will be higher than normal. There will be more than the usual number of working groups and committees. I ask for your support in this and I promise you ice cream at the end!!
I want to emphasize here that these activities cannot divert our attention from a number of important continuing and fundamental challenges of the university.
The compensation levels for faculty and staff at the university are not commensurate with those of peer institutions around the country and not acceptable to me. We must continue to work on this issue because, as I emphasized in the beginning of these remarks, our greatest asset is our human capital.
Like any long standing university system, there are inequities in the funding levels among institutions that are the result of hundreds of individual decisions over the years. I will continue to address these legacy issues with the system and the state and, indeed, have already begun to do so with the help of our very committed Council of Trustees.
We must continue to examine our facilities and work with our friends and the system to provide the very best venues for our faculty, staff and students.
Let me conclude my remarks today by telling you why I believe this is such a wonderful opportunity and why I wanted to come here.
I have committed my entire work life to American higher education. Since World War II, no enterprise on Earth has been more successful at preparing creative and engaged citizens. The rise of the American meritocracy and the ascendancy of the United States after WWII can be attributed in large measure to access to public higher education. Until 15 or 20 years ago most Americans believed in the commonwealth value of higher education. That is, the benefit of colleges and universities accrued both to the recipient of the degree and to society at large.
This is no longer the case. State divestment in public higher education over the past two decades has tracked a change in attitudes about colleges and universities. Today, most Americans believe that only the degree recipient benefits from higher education. Thus, state investment is less important.
This shift in attitudes has affected all of public higher education but most especially comprehensive universities like Green Bay, where our survival has been dependent on state subsidy and an access imperative. It is important for all of us to understand – even as we grieve our loss – we are no longer primarily a state-subsidized entity. We are essentially a private enterprise competing in a competitive market within a dense regulatory bubble. Our obligation to the State of Wisconsin must never waiver. But our best chance to contribute is to act more like a private university. This is why our community partnerships and our enrollment strategy are so important.
What we are about in our time is inventing a new way to Engage in Public Life as an institution. It is fitting in this transformative time that this is our Common Theme for the year: Engaging in Public Life. There has never been a time in public higher education when understanding how to do this has been more important.
But the loss of state support is not the only challenge we face. Indeed, I do not believe it is the biggest challenge.
We are at what Tom Friedman calls a “Gutenberg moment” in education. Nearly anyone in the world can create content and publish that content for a global audience. Learning is a more or less continuous process having very little real connection to the physical structures of the university. Just today over 1 billion searches will be issued on Google – each of those searches is a question of some kind. Before the sun sets today somewhere around 250 million emails will have been sent, 100 million tweets will have been issued and about 36 million hours of video will have been uploaded to YouTube (about the same as 176,000 full length Hollywood movies.) I expect some of you are engaged in one or more of those activities at this very moment! Massive, virtual, global social networks and gigantic data bases trace and record the billions of human communications and transactions that occur each minute.
Overlaying this technology revolution are some pretty important global social changes that have a direct effect on the lives of our graduates whether they stay in Green Bay or travel the world. We are experiencing a massive growth in the global middle class, much of it occurring in Asia and very little occurring in this country. Wealth and income inequality is rapidly expanding even in developed countries. Today the wealthiest 85 people in the world own more wealth than the bottom half the world’s population – 3.5 billion people.
We are also experiencing a dramatic increase in global urbanization. In the last U.S. census over 60% of the nation’s largest cities experienced population growth in the city core. Importantly, this growth was about equally distributed between young people and those nearing retirement. At the same time, suburbs are becoming increasingly more diversified as preferred locations for many emerging minority populations in the US. This past year was the first year in the history of the US where Caucasian students were a minority in public high schools.
Within their lifetimes, our students will also face unprecedented change in the global climate. The debate about the extent to which humans are responsible for the current accelerating pace of climate change notwithstanding, there is widespread agreement that the climate is changing and the change will reshape the distribution of water and agriculture throughout the world, affect human migration patterns, initiate new disease cycles, change energy dynamics and, through these, affect the global economy. The outlook here need not necessarily be negative. But, this will certainly affect the commerce, employment and the imperatives and responsibilities of citizenship in coming generations and this is something we must be aware of as we prepare our students for their lives beyond college. There are few universities in the country better prepared to take on this important obligation to the future.
The explosion of technology, global social and demographic changes and changes in our climate are altering the work world for our graduates. The high wage, middle skill jobs that fueled the growth of the middle class after WWII have all but disappeared in America. Entry level positions now require sets of skills formerly expected of mid-management. Current estimates are that 70% of the new jobs in the New North will require at least a bachelor’s degree. But employers are telling us they can’t find graduates with the right set of skills for many of these entry level positions.
Graduates today can expect to have as many as 7 to 10 different jobs by the time they are middle aged. Most of those jobs have not yet been invented and the technology required to do those jobs has not yet emerged. The idea that there is a one-to-one correspondence between an academic major and a job no longer holds and this is also becoming true in some of the professions.
What other university in the country is better able to prepare students to enter a world that requires extraordinary levels of creativity, the ability to quickly range intellectually across different disciplines, the capacity to work collaboratively and with great adaptability all focused on solving real problems to improve the human condition, advance commerce and sustain the ecosystem than the University of Wisconsin Green Bay? I believe there are very few. This is why I wanted to be at Green Bay with you. This is why I am so excited to be here today!
I do not come here with all the answers. I come here with a deep commitment to the transforming power of higher education for both individuals and society. As your Chancellor, I will demonstrate that passion by listening with great intensity, asking lots of questions and with your advice making the hard decisions that will be required to grow this university’s ability to affect real change in Wisconsin and the country.