Tragic Incident in Minneapolis

The UW-Green Bay Office of the Chancellor emailed the following from Chancellor Michael Alexander and Chief of Police David Jones to the UW-Green Bay community on Friday, May 29, 2020.

Dear UW-Green Bay community,

We would like to take a moment to address the tragic incident in the City of Minneapolis and the resulting civil unrest that has ensued across the country. Our deepest sympathies go to Mr. Floyd’s family and friends. This was a devastating incident and it should not have happened.

At UW-Green Bay, we place great emphasis on the safety of our community and want to reassure you that our university police officers are trained to use force only in situations that are absolutely necessary. Our officers have worked diligently to earn the trust of the community and have formed meaningful partnerships based on mutual respect. Our officers are well trained, educated, and have proven their ability to resolve situations peacefully time and time again. On the rare occasions when a use of force is unavoidable, only the minimum amount of force required to obtain control of a situation is used. We take pride in knowing that our philosophy of public safety is working, with no excessive force complaints filed against our department in several years.

Incidents such as the death of Mr. Floyd are not localized and erode the trust in law enforcement across the country. As an institution of higher learning we must work together to seek resolutions for the issues affecting our community. As disturbing as this matter is, it provides a platform for change, learning, the opportunity to examine our practices, and to have conversations on how we can best serve our students, faculty, and staff.

Over the coming months you will see a series of initiatives at UW-Green Bay designed to further build trust, transparency and communication regarding sensitive topics. One of these initiatives will be a “Citizens Police Academy” where community members will be exposed to the training and challenges affecting law enforcement today. Other initiatives will include a ride along program and regular open forums with the Chief of Police.

While we continue to mourn the events in Minneapolis, we will continue to work together to ensure the University of Wisconsin-Green Bay is not only a safe community, but one that is united in treating all members of our community with respect.


Michael Alexander

David Jones
Chief of Police

Faculty and Staff Update

The UW-Green Bay Office of the Chancellor emailed the following from Chancellor Michael Alexander to faculty and staff on Thursday, May 21, 2020.

Dear UW-Green Bay Faculty and Staff,

I realize that not all faculty and staff were able to attend our most recent Coffee Break conversation.  Since that event, I have been asked by some faculty to send a note to campus to ensure that everyone understood my viewpoints on a number of current topics.  During this time, I know that communication is key and would like to do my best to reiterate the points I made during the Coffee Break and keep everyone informed. I want to make certain that we retain the atmosphere of trust and positive morale on our campus moving forward.  It is vital to the short and long-term health of our institution.  I also understand that the recent comments from UW-System have caused great concerns.  I will also address those below.

1)      The Blueprint put forward by President Cross and the UW-System has not been adopted by the Board of Regents.  As such, they are only ideas that were introduced without plans for implementation.  UW-Green Bay has a unique mission and vision and we will work with UW System to ensure that we are able to continue on our path to achieving it.  The best thing we can do as a campus is to control what we can control, which is to do our best to achieve our mission, recruit and retain students, and be good financial stewards of our resources.  To the extent we achieve those objectives, we place ourselves in the strongest position possible to support the faculty, staff, and students at UW-Green Bay.

2)      I acknowledge the anxiety about the future of our university and the UW System.  As you have already seen, we have taken steps to institute furloughs through this December to preserve our good financial position and mitigate the risks we face as a campus moving forward.  We will do everything we can to ensure we retain the outstanding faculty and staff necessary to carry out our mission.

3)      I recognize there is still a lot of uncertainty around the fall semester.  Unfortunately, I do not see the uncertainty changing soon.  However, we have announced our intentions to slowly reopen the campus on July 1 and to hold some version of in-person, hybrid, and online offerings for the fall.  I am so appreciative of the tremendous flexibility you all have already shown in readying our campus for possible contingencies.  We will use the Federal CARES Act funds to support our faculty and staff to be ready for the “new normal” in the fall.  In my opinion, the greatest risk we currently face as a university is to not get this right.  A significant drop in enrollment will leave us with no other option than having to make very difficult personnel decisions.

4)      I understand that faculty and staff are concerned about their health and safety as we slowly reopen campus.  The first priority we have as an institution is the health and safety of our faculty, staff, and students.  If you have concerns or need accommodations to the way you do your work due to conditions that put you or your loved ones at risk, please contact HR so that we can begin to sort out how to help make sure you feel safe in the workplace.

5)      I am fully supportive of academic freedom.  The content of every course is fully up to the person teaching it.  In these extraordinary times, we must just be willing to adapt our delivery methods to current circumstances and as always, do all we can to give the best educational experience possible to our students.

6)      I know the sudden transition to online instruction in March was a challenge for all faculty and staff.  I trust faculty and instructors to recognize the unknowns ahead and structure their individual course syllabi to ensure they are prepared for potential shifts in modes of instruction. CATL will provide support to assist faculty in being ready for the fall.  We cannot overstate the gratitude we have for our staff and their role in keeping the university moving forward during this difficult time

7)      As I stated at the Coffee Break, “I work for you.”  We value shared governance, tenure, and academic freedom.  We are stronger when we are together and we want to support all faculty and staff to reach their pedagogical, research, creative activity, and professional goals.  This in turn helps our students reach their goals and the university to excel.

8)      I will gladly listen to any individual faculty, staff member, or any group on campus who would like to share concerns about any issues on campus.  All campus leadership will continue to work with Shared Governance Units in addressing any concerns which may arise as we move forward in making UW-Green Bay successful.  Each one of you is vital in fulfilling the mission of our university, and I know our campus is at its best when everyone is free to share their concerns and to advocate for working conditions that will make them healthier and more productive.  We may not always agree on the best way to solve a problem, but I pledge to always listen to anyone’s point of view and do my best to explain the reasoning on how we are reaching decisions that impact the university.


Michael Alexander

We are so proud of you

The UW-Green Bay Office of the Chancellor emailed the following on behalf of the faculty and staff to the University community on Saturday, May 16, 2020.

Today was meant to be a grand celebration of UW-Green Bay graduates and their families at the Kress Events Center. Instead, we want all of you to know we are thinking about you, especially our graduating seniors. Congratulations to all of you who made it through this difficult time. We can’t wait to celebrate with you in August. Watch the video UW-Green Bay: Honoring Our 2020 Spring Graduates.

Campus Update to Students

The UW-Green Bay Office of the Chancellor emailed the following from Chancellor Michael Alexander to students on Thursday, May 14, 2020.

Dear UW-Green Bay Students,

Each day, I am exceptionally proud to work for the students, faculty, and staff at UW-Green Bay. I’ve found that this University is an amazing place with incredible people. The way you continue to respond to the challenges that we have faced over the last two months is truly overwhelming. You have all faced unprecedented challenges this year and continue to be resilient, caring and dedicated to pursuing your dreams and making our communities better places to live, work and play. I look forward to our conversation tomorrow at the Student Coffee Break to be able to answer your questions. Since not everyone will be able to be at the online gathering tomorrow, I thought I would also update you here on some items of importance.

  1. If you have any concerns about your registration, ability to pay tuition, or need emergency support of any kind, please contact us immediately at We are here to help and thousands of you have already received assistance. Your University is here to support you through this time and beyond.
  2. We intend to have in-person classes in the fall. We also understand that some of you would prefer to have online or hybrid options for your education next semester and even beyond. To expand the ways we serve you, we are working to create a University that can be as nimble as possible for the next academic year. We do not know what the pandemic will bring next, but know that we are doing everything we can to prepare for any and all possible scenarios to accommodate all students to access education in the fall in the way they feel most comfortable.
  3. We have formed a task force consisting of five working groups to address all of the issues we will need to solve this summer to be ready for the fall. The working groups include academic delivery, health and safety, events, residence life and finances. These groups will advise us on the best ways to proceed in the fall. We will send regular updates throughout the summer to keep you apprised of the progress we are making.

I am very pleased that the retention rate of our current students is higher than it has been in a long time. We are listening to you, intend to continue to listen to you, and want to support you through your time with us in every way that we possibly can. Please know that we value every student and stubbornly refuse to let the current crisis interrupt your educational journey. I have so much respect for the way the members of our student body have handled themselves this year. Please stay safe this summer, stay connected with us for updates, and for those that will not be taking summer classes, we look forward to seeing you in the fall.

Finally, and most importantly, congratulations to our graduating class. Our communities need you. Use what you have learned at this University to make the world a better place. You join a group of nearly 40,000 alumni who have graduated from UW-Green Bay and are united by a common spirit. It’s probably never been more befitting of a time to embrace being a Phoenix. Together we are capable, we are tenacious, and we will rise!Remember that we are always here to support you on your journey and that we are all exceptionally proud to call you our alumni.

I hope to see as many of you as are able tomorrow at 11 a.m. at the Coffee Break student listening session. Please join us if you are able. If you are not able to attend, and if you have any questions you would like answered, please connect with us at

Warmest regards,


Michael Alexander
UW-Green Bay, Chancellor

Campus Update

The UW-Green Bay Office of the Chancellor emailed the following from Chancellor Michael Alexander to faculty and staff on Thursday, May 14, 2020.

Dear UW-Green Bay Faculty and Staff,

Each day, I am exceptionally proud to work for the faculty and staff at UW-Green Bay. This University is an amazing place with incredible people. The way you continue to respond to the unprecedented challenges that we have faced over the last two months is truly overwhelming. However, despite our best efforts, we still have many unknowns and financial hurdles that we must clear to make it through the current crisis.

To this point, we have deliberately been slow in announcing furloughs in the hopes that our path through the crisis would become more clear. Unfortunately, it has become apparent that we must take some preventative measures to be able to better ensure the long-term health of our institution. These are painful decisions, particularly because of the immense work that everyone on this campus has done to put us on solid financial footing before COVID-19.

In order to remain fiscally responsible, we must find ways to offset the 5% budget lapse that we will need to give back before the end of this fiscal year. In our case, it will likely amount to approximately $1.4 million. As a result of the furloughs in May, we were able to conserve approximately $250,000. In June, we will widen the scope of our furloughs to reach approximately $360,750. All staff that will be furloughed in June should have been contacted by their supervisors as this memo is being sent. In order to reach these higher savings, all staff with an annual salary of $70,000 or more will take a minimum of two intermittent furlough days for the month of June.

There is some better news to report. As a result of our work leading up to the virus, furloughs in May and June, promising signs on the enrollment front, and the work of our task force groups, we intend to bring everyone back to work on July 1. We will still encourage telecommuting where possible, but will lift general restrictions on faculty and staff being on campus and provide details regarding the safety measures we will take for those that want or need to return to the campus to get their work done.

However, because of the risks that still lie ahead, we must also enact furloughs from July through December and take other measures to reduce our financial exposure moving ahead. The furloughs over those six months will be across the board and unlike earlier furloughs, will include faculty when they are back on contract in August. They will not include limited term employees or ad-hoc instructors. The furloughs are also tiered to ensure that we are protecting the bulk of our campus as much as possible from additional financial harm from the virus. The plan below will save the campus a projected $466,080 in the first six months of the next fiscal year.

The entire campus will take a furlough day on Friday, Nov. 27, 2020, the day after Thanksgiving. Below is the projected total number of assigned furlough days (inclusive of Nov. 27) and the projected savings:

Salary Range # of employees Days Total Days Savings
150,000 + 9 9 81 72,500*
100,000 – 149,999 32 6 192 82,680
70,000 – 99,999 89 4 356 103,700
69,999 – below 567 2 1134 207,200
Total 697 1763 $466,080

(*includes a voluntary salary reduction)

Additionally, we will be offering specific VSIP (Volunteer Separation Incentive Program) in the coming weeks. The VSIPS are voluntary and will be offered to individuals by area leaders based upon expected long-term savings to the institution. Finally, while we hope program revenues will return in the fall, we must reserve the option to take additional cost saving measures for units on campus that rely on program revenues in the event that we are unable to generate any income due to the impacts of COVID-19. This would be a last resort and only done to protect the core mission of the University, which is to offer instruction to students. These areas could include units like Union/Dining, Residence Life, University Recreation, Weidner Center, and Athletics.

The anxiety and disruption caused by COVID-19 is real, but so is the resiliency of this campus community. We will get through this, with some sacrifice no doubt, but also by forging ahead in the most positive and responsible way possible. Our community is suffering right now. I know I am asking you all to sacrifice due to no fault of your own. However, the potential consequences of not being able to navigate successfully through the current crisis are immense, not just to UW-Green Bay, but to our capacity to support a more equitable and sustainable future for our students and our region. I say this knowing that we have the people to get us to the other side of this. We will do so united, and with determination, empathy, and the fierce belief that our mission and vision matters to our students and to the future of our region and state.

Sheryl Van Gruensven, Kate Burns, and I will answer your questions about what I have written above and talk further about our academic plans when we meet together at the Coffee Break Q and A, tomorrow (May 15, 2020) at 8:30 a.m. Please join us if you are able. Please take care of each other and I look forward to talking with you soon.

Warmest regards,


Chancellor’s Presentation to Regents

UW-Green Bay welcomed the UW System Board of Regents, UW chancellors and staff members and special guests Thursday and Friday, April 7-8. The Regents held their April 2016 meeting on campus by special invitation of Chancellor Miller as part of UWGB’s yearlong 50th Anniversary celebration. On behalf of the University, Chancellor Miller presented “UWGB: 50 and Forward” to the UW System Board of Regents the afternoon of Thursday, April 7. See video of the Thursday, April 7 2016 Regents Meeting

Meeting the Urban Challenge: A New Comprehensive University Model for Green Bay

Presentation: Meeting the Urban Challenge: A New Comprehensive University Model for Green Bay (pdf)
To: UW System Board of Regents
From: Gary L. Miller
Date: April 7, 2016

See video

Chancellor Miller’s Presentation Text

Slide 1 – Meeting the Urban Challenge: A New Comprehensive University Model for Green Bay.

Welcome to the University of Wisconsin-Green Bay. It is a great honor to have you join us as we celebrate our 50th year.   This is a very challenging time for the University. But it is also a very exciting time as we look to the next 50 years. One of the reasons we sought to have this meeting on campus this year is to give you an opportunity to learn about our vision for the future as we begin our next half century.

With the help of a colleague, I want to tell you the story about an exciting university, born of the spirit of this community and in the process of reshaping itself for the future. I will tell you about a young university committed to transforming lives in a dynamic urban environment, creating solutions to social, environmental and economic challenges through innovation and a university committed to being a major partner in growing and nurturing the economy of this place, one of Wisconsin’s biggest economic sectors.

Slide 2 – Innovation – Transformation – Place

We are doing this by redefining what a regional comprehensive university should be in this part of Wisconsin.

When UWGB was founded in 1965, there was a strong sense in America of a deep commonwealth value of higher education. Despite their deep concern about introducing a Madison-like radical element in to the more conservative Green Bay, the founders of UWGB still believed that having a public university would bring substantial social and commercial benefits to the region. They envisioned a large university (20,000 students) that would serve the needs of the growing economy of this region.

As you know, Americans generally no longer believe in the commonwealth value of public universities. The current view is that the main value of higher education accrues to the individual getting the degree.

So, what we are doing at UWGB is essentially re-arguing the case for a comprehensive university in this region by reshaping ourselves to add value to the efforts of businesses and the community to address the real challenges of Northeast Wisconsin, the State of Wisconsin and beyond. And, we are doing this during a time of retrenchment and during a time of important changes in the contributions of key partners: the state and students.

I could not be prouder of this University!

Even as we take huge budget reductions we are thinking about the future. Because we believe that the economy of the third largest city in the state, a city with an international brand, and one of the largest economies of the state can only thrive in the way Wisconsin needs it to thrive with the University of Wisconsin-Green Bay as a full, value-adding partner in the social, cultural and economic life of this region.

Slide 3—Presentation Summary

Here is what we would like to accomplish with you in the short time we have together today:

  1. Show how our environment has changed in the 50 years since UWGB was founded. It is important to understand how this region has changed in order to appreciate the unique challenges and opportunities of UWGB.
  2. How we are responding to the strong forces of change in our environment. This will be the first opportunity since I became Chancellor for me to share our vision and strategy with you.
  3. I will also highlight the considerable assets we have to bring to bear on this challenge. In particular I will reaffirm one of the most important core values of the university: Our commitment to interdisciplinary as our educational paradigm. I want to emphasize that this core value is a key element to our new conception of the role of the comprehensive university in a changing urban environment. And, we believe the approach is particularly powerful in preparing students for the modern workforce.
  4. I want to give you a glimpse of the future by reminding you of how we have reorganized ourselves to add accountability and to align the University with the environment by highlighting one of the four new colleges which will begin operation on July 1.

Slide 4 – Global Forces of Change

Circumstances tend to focus our attention on local challenge, particularly in the current instance, where we are all about cutting budgets. But all of us in higher education are buffeted by global forces of change that have direct and indirect effects on our environment. For UWGB, these forces have and continue to dramatically shape our environment even more strongly primarily because we are in a growing metropolitan area that is becoming increasingly internationalized and is faced with many of the challenges of modern urbanization. Indeed, we have come to think of this as the Urban Challenge and it is the focus of our strategy and our view of the future.

Our environment will be shaped by a number of important forces for many decades to come. Among them are:

  • Urbanization – We are beginning to see in Green Bay all of the dynamics of the global urban inversion with its complicated dynamics of the collision of inner city gentrification and poverty and the transformations of surrounding suburbs.
  • Demographic shifts – These are not only the decline in the number of traditional college-aged students in the region but, importantly, also include significant changes in the racial and economic diversity of the region.
  • Technology (affecting learning and commerce) – There are at least two dimensions to this force of change. The need to touch markets of learners beyond traditional first time full time college freshmen (high school graduates) is particularly acute in metropolitan areas like Green Bay and much of our focus on the future will have to be on these markets using technology. As we meet this challenge, we must fully accommodate the rapidly emerging technology needs of the Green Bay economy particularly in health care and manufacturing.
  • Career as entrepreneurialism – Traditional views of career do not serve our students who will enter a fully globalized economy even if they stay in Green Bay and are expected to hold many more jobs through their lifetime than previous generations. We are also preparing students for many jobs that do not yet exist using technology only now emerging. One of the greatest advantages we have at UWGB is our interdisciplinary approach which we believe can serve as a model for the development of the kind of nimble intellectual range that will be required of the workforce of the future.
  • State divestment and regulation- Of course we are working to build for the future without the support of traditional partners in public higher education and within an unusually highly regulated higher education environment.
  • Economic changes – As I will show, the economy of this region has changed dramatically in the past 50 years and will continue to change.

We must respond to these forces if we are to meet our obligation to be a key partner in the economic future of Wisconsin.

Let me show you how things have changed and how those changes are related to these forces.

Slide 5 – Educational Challenge

The founders of UWGB expected that the new university would give Green Bay a chance to stay on track or exceed national and state trends in degree attainment. But beginning in 1990, degree attainment in the city of Green Bay diverged to a trajectory lower than that of the state, the nation and the surrounding county. This is the result of urbanization in the city of Green Bay and presents UWGB with a unique challenges and opportunities if we are to meet the educational and talent needs of this city and region.

This community is fully aware of this challenge. The University is a major partner in one of the most impressive community-wide cradle to career efforts I’ve ever seen: Achieve Brown County. The community leader of this effort is Tim Weyenberg, former CEO of Foth, who serves as the Austin Cofrin School of Business Executive in Residence. Complementary to our participation in ABC, we have also joined with Northeast Wisconsin Technical College (NWTC) and the Green Bay Area Public Schools in an ambitious early college program called Turbo Charged which is an effort to provide early college to every student in the area. I reviewed this project this morning in the REDI Committee.

Slide 6 – Changing Diversity

Between 1960 and 2010, the percent of the population composed of those with underrepresented minority background increased thirty-fold in the City of Green Bay, a much greater increase than in Wisconsin as a whole. In the same time period the diversity in surrounding Brown County increased about as much as the rest of the state. This is kind of racial and economic stratification observed in other urban areas.

There are a number of important dimensions of this diversity that this chart does not show. Green Bay has a large Huong population and a growing Hispanic population. We also have a long collaboration with the First Nations of Wisconsin. One of the first faculty members at UWGB – Cliff Abbott, a scholar from Yale – worked with the Oneida Nation to recover their written language. And, you may recall that this Board recently approved our first doctoral degree, an Ed.D. in First Nations Studies.

Slide 7 – Diversity and Education

The relationship between this diversification and educational background brings the UWGB challenge into sharp relief. Among adults 25 years and older in Green Bay, the level of degree attainment and the diversity is greater than other areas having comprehensive universities (three areas given her as examples). The type of diversification portends a situation more like Milwaukee than other university sites in the state.

Slide 8 – Stratification

The demographic trends are reflected in the local school district, where we see the stratification that is common in urban areas. We can also get a glimpse of the future here. The number of underrepresented students in the Green Bay Area Public Schools is increasing. This presents UWGB the additional challenge of promoting access while managing the quality of higher education in accordance with BOR guidelines related to remediation, etc.

Slide 9 – Changing Economy

There have also been significant changes in the regional economy since UWGB was founded.

Manufacturing has increased but the region has experienced a decline in agriculture. The area has experienced significant increases in the health and service sector and professional arts and entertainment, much of the latter is related to the presence of the university and, more recently, the Green Bay Packers. All of these economic changes have increased the need for a highly educated work force and new social and commercial opportunities in the region. It for these reasons the Green Bay Packers are developing Titletown.

The current economic configuration is one of the main reasons we sought your approval to reorganize the university into four colleges. We now align more closely with these sectors.

Slide 10 – The Challenge: Reduce and Reshape

Our response to the new realities of the urban challenge is to reorganize and to re-imagine our obligations to this community.

We can no longer afford just to teach our students about how to solve problems. As an institution we must accept ownership of regional challenges and accept our part of the collective responsibility to solve them. We can no longer suggest how to expand social and commercial opportunity. We must be the key partner in making that happen. These imperatives necessarily extend us beyond our traditional academic mission.

So, we need to change from what we have been to what few must be to meet the needs of this region. We must reshape.

Unfortunately, because of reductions in state support and a freeze on tuition to accomplish this we must first reduce.

The most important consequence of the loss of a commonwealth value of public higher education in America is the loss of the two most important and traditional partners: the state and students. To rehabilitate these partnerships should be the primary goal of the system.

At UWGB we are doing our part through our Council of Trustees and partnerships with our education partners (both of which I discussed with the REDI committee this morning).

Slide 11 – Strategic Planning Process

Our response has been to examine ourselves and our environment closely, reorganize to align our programs with economic sectors, create a high level faculty and staff planning group (UPIC) and begin the process of revising the existing university strategic plan.

Slide 12 – Interdisciplinarity

Fortunately, we have important assets to bring to this challenge. One of the most important of those is our interdisciplinary core. We believe that the key to success in the global economy is the ability to integrate perspectives and create innovative solutions. For 50 years, this university has lived by that commitment.

Slide 13 – Faculty and staff

The most important asset we have is our faculty and staff. At UWGB, we are fortunate to have an extremely accomplished and productive faculty. Collectively the represent the most prestigious graduate schools in the country. They are superb teachers – 9 UWGB faculty have been recipients of the Regent’s Teaching Excellence Award. Our faculty includes internationally renowned scholars such as Harvey Kaye, Greg Aldrete, Heidi Sherman, Amy Wolf, Bob Howe, Sara Meredith and Kevin Fermanich to mention a few. New knowledge is the currency of the University: Last year the faculty published more than 150 peer reviewed articles, 15 books and participated in more than 130 exhibits and performances. They are productive scholars generating nearly $5 million in extramural funding each year.

The commitment of the faculty and staff to a highly engaged university is demonstrated in the extensive volume of public service provided annually. Last year, members of the faculty and staff engaged in over 200 service projects in the Green Bay community and virtually every important board or community initiative includes participates from the faculty and staff at UWGB. Also key to our future success the level of research and scholarship focused on community needs.

Slide 14 – Alumni and community leadership and key partnerships

While as an enterprise American public higher education has lost the trust and support of key partners, UWGB enjoys enormous support in the Green Bay community. Here is a select number of key university partners.

It is important to note that in the coming year the community will undertake a broad strategic planning process organized by the Greater Green Bay Chamber of Commerce. It is clear from our first meetings with the consultants from Austin, Texas that the future of the region depends on a fully engaged and aligned public university.

Slide 15 – Other important assets

We have other important assets. A beautiful campus much of which is designated as an arboretum. One of the finest performance halls in America. Division I athletics program which gives us positive exposure to major markets throughout the United States. The City of Green Bay and the surrounding communities. Proximity to one of the most beautiful vacation and recreation areas in America.

Slide 16 – Transformations

The thing we are most proud of is our history of transforming the lives of students. Like our Provost, more than one half of our students come from families with no tradition of higher education. They are very successful here as these metrics demonstrate. I want to draw your attention to the Academic Excellence Symposium. Students participating in activity are displaying their research and scholarship on the floor below this meeting room during the Board of Regents meeting. I hope many of you will drop by and see this work. Some of these students will be at the Posters in the Rotunda event next week in Madison.

But what we are proudest of is the way this university shapes student dreams into the success stories we see in our alumni. Here is a short video that connects the dreams of three current students with the successes of three local alumni.

Dream Video

Slide 17 – Major Changes – New Vision

We are working through challenging times with our eye to the future.

Slide 18 – UWGB of the Future

One of the biggest changes we have made is to reorganize ourselves to align with the local economy. This is the first step in building the partnerships that are required to serve this region. Each of these new colleges will have a major impact on Green Bay. I want to highlight one of those now.

I have asked Dr. John Katers, the inaugural Dean of the College of Science and Technology to give you a preview of his vision for the future of that College.

[John’s presentation]

Q & A

Veterans Awareness Training

UW-Green Bay Chancellor Gary L. Miller released the following message via e-mail to students and employees on Friday, April 1, 2016:

UW Green Bay’s continuous commitment to assist our veteran students with the transition from military service to the classroom has helped our campus attain the designation of Military Friendly for several years.  A big part of this transition is educating our faculty, staff and students about veteran issues.  In the past we have provided this training as part of the Inclusive Excellence program and new faculty training.

Veterans face numerous challenges in the transition to civilian life.  Veterans are almost 3 times as likely to commit suicide as civilians, and suicide rates among veterans that don’t enroll themselves in the Veteran Health Administration have increased by 60 percent over the last 4 years.  We cannot truly empathize unless we are veterans ourselves, but we can strive to understand the unique value that veterans bring to UW-Green Bay and the community, bring awareness to support services available to veterans, and continue to work to destigmatize the need for help.

UW System recently began the UW VETS certification, which is a designation given to veteran friendly campuses within UW System. One factor in the UW VETS certification process is faculty, staff and student training programs. To assist campuses with the certification process, UW System has recently adopted an online training program, Kognito: Veterans Awareness Training, aimed at teaching faculty, staff and students how to identify signs of distress, approach a student they are worried about, and refer them to services available on campus and within the community if needed. I encourage all faculty and staff to complete the Kognito training online. This training is available for students and can be used as a valuable tool within the classroom.

To take the course, follow the instructions below:

  • Go to:
  • Create a New Account
  • Follow the on-screen instructions
  • Choose your course and click “LAUNCH”
  • Training takes 20-30 minutes; if needed, you can stop the training and return to complete it later

If you would like to be more involved with veteran students on campus, visit the “At Ease” Veterans and Service Members Student Lounge located in MAC Hall 124.

If you have questions, contact Veterans Services Coordinators, Elaina Koltz ( or Jamee Haslam ( at 920-465-2075.

Gary L. Miller

Bernie 2016 Campaign Rally Friday at UWGB

Thursday, March 31, 2016 the UW-Green Bay Office of the Chancellor sent the following e-mail message from Chancellor Miller to students, faculty and staff.

The University of Wisconsin-Green Bay has been selected to host a rally for U.S. Senator and Democratic presidential candidate Bernie Sanders on Friday, April 1st.  Details are as follows:

Green Bay Future to Believe In Rally
Kress Events Center, University of Wisconsin-Green Bay
2358 Leon Bond Dr., Green Bay, WI
Doors Open at 4 p.m.
Rally begins: 7 p.m.

Register Here

This event, like the Town Hall held yesterday, is free and open to the public, but RSVPs are strongly encouraged. Admission is first come, first served.

For security reasons, please do not bring bags and limit what you bring to small, personal items like keys and cell phones. Weapons, sharp objects, chairs, and signs or banners on sticks will not be allowed through security. Limited parking is available in adjacent lots. Carpooling is strongly encouraged.

This is proving to be an extraordinary week on campus. As a public institution of higher education, political discourse of this nature should be a part of the university experience. This is the place where important conversations regarding our country’s future are designed to take place. We encourage you to be a part of the process…and the conversation.

Gary L. Miller

UPIC Appointments and Charge

Tuesday, March 29, 2016 the UW-Green Bay Office of the Chancellor e-mailed the following memorandum from Chancellor Miller to faculty and staff regarding appointments and charge of the University Planning and Innovation Council (UPIC) in which he referenced the September 2014 UWGB University Planning Design document and a memo distributed in February.

UPIC Appointments and Charge_Page_1

To: University Community
From: Gary L. Miller
Date: March 29, 2016
Subject: UPIC Appointments and Charge