Colleagues,

Since starting at the University of West Georgia in March, we have faced extraordinary challenges, including the COVID-19 pandemic; suspending instruction for two weeks to finish the semester online; transitioning summer courses to fully online; budget cuts; reorganizations and reductions to address said budget cuts; a national moment of reckoning on race; and returning the university to in-person instruction for the fall semester.

It has been a period of extraordinary circumstances that has required extraordinary action. Collectively, these challenges have a cumulative effect on people’s lives and experiences at work. As president, it is important to me that we recognize the stress this year has inserted into our lives and work.

Organizational change is difficult under the best of circumstances. When, at the same time, the circumstances are inherently challenging and new leadership comes to the university, change is made more taxing. The reorganization of the university during the summer required a pace that was not desirable, but indeed necessary. Circumstances have been understandably difficult, but university administrations are in place to navigate through difficult circumstances in service to students and employees to promote the future of the institution. I believe the necessary actions were taken during the past six months to work toward the long-term health and success of the university in a rapidly changing environment in higher education.

As I stated in my update on the strategic planning process on Sept. 18, and in nearly every unit meeting I have had this semester, a vision for the university is part of what a president is hired to bring to the institution. During the selection process, the search committee, chancellor, and, in the end, the Board of Regents assesses the future of the institution through the eyes and vision of the candidate for president.

It is important for a president to come to an institution with the future in mind. I envision an incredible future for the University of West Georgia, despite the challenges we will face amidst a rapidly changing landscape in higher education nationwide. I believe the pillars of relevance, competitiveness, and placemaking position our advanced, inclusive, and far-reaching strategic planning process to reflect the vantage points, contributions, and ideas of hundreds of our colleagues and constituents in charting the course for the future of UWG. These pillars are guideposts around the planning process – not the plan itself. It is the participation in the planning process and contributions of stakeholders that informs the substance of what the pillars will mean for the future of UWG.

Becoming is about what we grow to be. We want to be intentional about that. Hundreds of people – students, faculty, staff, and external stakeholders – have already become part of the process, and that high level of collaborative thinking and engagement will persist through the finished product. That we have people who are eager to help us grow, evolve, and succeed gives me even more confidence in our institution’s future.

This semester, I have had the pleasure to visit every functional unit on campus. This has been a wonderful, enriching, and educational experience, and I am grateful for the hundreds of colleagues I was able to connect with during those meetings. These meetings were in addition to three Faculty Senate forums, every scheduled Faculty Senate meeting, engagements with the Staff Advisory Council, student organizations, Student Government Association, and countless other engagements throughout the institution and daily meetings with students, faculty, staff, alumni, industry representatives, legislators, board members, and members of the communities to which we are in service.

In our work together in service to students, we will continue to operate as colleagues and partners under our shared governance structure with the Faculty Senate. Additionally, I will continue to engage with the Staff Advisory Council to continue to attend to the needs and concerns of our staff.

The university’s next provost and I will work closely with Dr. Daniel Williams, the recently elected Faculty Senate chair – as well as the Senate’s executive committee and standing committees – to ensure we protect and nurture the countless benefits that come from the shared governance structure common to USG institutions. Within the Division of Academic Affairs, every faculty member is part of the shared governance structure facilitated by the Faculty Senate. The only requirement to participate is your employment as a faculty member.

A president has a large team on the field, and if there is part of that team that is not being responsive, I am eager to receive that feedback so we can ensure a greater level of engagement. I delegate significant authority to the vice presidents and leaders throughout the university’s divisions – including deans, associate vice presidents, assistant vice presidents, department chairs, directors, etc. – in order to empower our institution at the simplest interchanges possible. My expectation is that these leaders lead, communicate, share, and listen.

It is important for us to build a campus community rich with discussion and civil debate. However, debate does not need to paralyze an institution, and we must note that there is a significant difference between a leader not answering a question or addressing a concern, and simply having different perspectives.

I have learned during my career that there are few decisions I will make that will not produce some level of disagreement. As president, I have to be considerate of many constituent group perspectives, including students, faculty, staff, university leaders, alumni, community leaders, industry representatives, legislators, as well as the chancellor and Board of Regents. Each decision, no matter how small the issue, is complicated and complex.

The manner in which we conduct ourselves as a university community and the degree of professionalism and civility with which we communicate, though, should answer more questions than they raise for those who are observing our institution. The reputation of our university is paramount to our success and survival. We must ensure our behaviors and communication nurture a positive reputation for the university always and that we avoid resolving our differences at its expense.

There are excellent and incredible things happening at UWG, and we should not lose sight of our accomplishments. Your efforts to effect positive change, enhance learning outcomes and the experiences of our students are critical. I want to thank you for your hard work and your resilience to push our institution forward. I have an immense amount of gratitude for everything you do and mean to our university. You are greatly appreciated.

Please know that every leader on this campus has been charged to ensure they are engaged with colleagues throughout the institution in a way that is laser-focused on the central outcome we seek: the success of students enlivened by their university. That is our path forward. I look forward to walking down that path with all of you together.

Thank you, and be well.

Brendan B. Kelly, Ph.D.
President
University of West Georgia