To my fellow members of the A-State Community:

When Arkansas State University President Charles Welch first spoke to me about the position of interim chancellor, about two weeks before he offered me the job, among the first - if not the first - words out of his mouth was an expression of his firm belief that this institution's processes of shared governance needed attention from both the various constituencies and administration.

He had already done a good part of his vetting of my record and I think what he heard from my past colleagues - both faculty and administrators - at my old institution led him to believe I was a good choice to lead this institution for this year, particularly in the rebuilding of its system of shared governance.

When I became president of Eastern Kentucky University in 2007, the system of shared governance needed a lot of attention. When I retired in 2013, after $130 million in building projects, gaining the authority for the institution to offer its first doctoral degrees, improving EKU's ranking in virtually every ranking, becoming one of the Chronicle of Higher Education's "Great Colleges to Work For," growing online courses, building international relationships and beginning to turn the corner on student achievement, I had faculty and staff tell me that restoring shared governance was my greatest achievement. I told them "no," because I had not done any of those things. We had.

Working together is the only way we will improve shared governance at Arkansas State University, and I am proud to have the opportunity to work with you in this effort.

In my view, shared governance is as essential to the academy as is academic freedom. However, you will find far more consensus - though not unanimity - about the meaning of academic freedom than you will around the concept and practice of shared governance. The following represents some of my thoughts on shared governance. One of my golfer friends likes to say, "There is more than one way to make par." That is his way of saying there is no one right answer and that one size does not fit all. So let's make it clear from the beginning, I am not operating under the assumption that what was right for my previous institution will be right for Arkansas State University. This institution has its own DNA, history and tradition. That does not mean that some concepts might not be worth tailoring to this institution. I have shared some information with Mike McDaniel and Angela Daniels that describes the policy making process at my old school. Perhaps something from the concepts embodied in that document can work here. I have read the current Arkansas State University shared governance documents and find myself in general agreement. I do believe, however, there are gaps to be addressed along with some other issues.

There are many definitions, some descriptive, of shared governance. One of my favorites is this excerpt from an article in the Chronicle of Higher Education, to which a link is shared at the end of this paper:

Shared governance is not a simple matter of committee consensus, or the faculty's engaging administrators to take on the dirty work, or any number of other common misconceptions. Shared governance is much more complex; it is a delicate balance between faculty and staff participation in planning and decision-making processes, on the one hand, and administrative accountability on the other. (Olson, Gary A. (2009, July 23). Just What Exactly is 'Shared Governance'?. The Chronicle of Higher Education. Retrieved from http://www.chronicle.com)

Here are some of my guiding thoughts and principles on shared governance, in no particular order, and numbered only for ease of reference in our conversations:

1. You cannot implement a working system of planned governance with a policy statement that attempts to cover every possible eventuality. A university, especially one as complex and comprehensive as Arkansas State University, defies creating a neatly pigeon-holed approach to shared governance.
2. In today's environment, where challenges and opportunities can come and go very quickly, the system of shared governance needs to be as nimble as possible. Some shared governance decisions simply must be made in a timely manner and processes must be in place to facilitate this.
3. People, not policies, are what make shared governance work or fail.
4. Shared governance means shared responsibility and that includes taking ownership of decisions that are made.
5. Effective communication and transparency are essential to shared governance. That does not mean that only the administration, chancellor, system president and trustees need to be transparent about their actions. Faculty and faculty groups, staff and student leadership must be transparent as well.
6. Effective shared governance requires that we all set aside our individual or parochial interests and act based on what is best for the mission of the institution and the students we serve. This is particularly true in strategic planning and budgeting, which is a very important exercise in shared governance.
7. Not everyone has a voice in every shared governance process. The faculty promotion and tenure process is nothing if not shared governance, but not everyone on campus participates. The involvement of current faculty and staff in the selection of a new colleague is shared governance. Deciding when grass is cut, parking lots are sealed or the switch is made from heating to cooling, likewise has an element of shared governance if only through open communication. Some decisions will belong solely to the faculty and/or staff and some will be the responsibility of the administration, many with appropriate input. Understanding the differentiation of these roles will be an important part of our work.
8. The buck has to stop somewhere. It might be at a Department Chair, a Director, a Dean, a Vice Chancellor, the Chancellor, the System President or the Trustees. When the buck stops, it will meet either an affirmation of what has been through the shared governance process or rejection. If it is rejection, it is incumbent on the stopper of the buck to explain why.
9. In addition to transparency, an effective shared governance system requires trust. Once in a great while, a circumstance will present itself that simply does not allow for taking the time for a full-blown shared governance process or consensus building. In some of these situations, a President or Chancellor may have time to advise appropriate persons in advance of an action that must be taken, but rarely not even that is possible. In those cases it is important that the decision maker has built trust with the campus community such that faculty, staff and students will know that he or she acted in the best interest of the institution. This trust cannot be built unless shared governance is properly embraced and understood by the entire campus community. That is the only way a true culture of shared governance can be developed.

I am providing links to three of the many sources on shared governance that exist. The first is a 2009 piece from the Chronicle of Higher Education that focuses on the many ways shared governance is perceived. The second is the 1966 joint statement of the American Association of University Professors, the American Council on Education, and the Association of Governing Boards on shared governance. While 50 years old, it is still remarkably timely. The third is a 2014 article on shared governance from Trustee, the periodical publication of the Association of Governing Boards. In these where you see President, substitute Chancellor. Collectively, these three pieces provide a very nuanced view of shared governance.

Exactly What Is 'Shared Governance'?

Statement on Government of Colleges and Universities

How to Make Shared Governance Work: Some Best Practices

I am genuinely looking forward to working with each of you as we work to improve shared governance at Arkansas State University.

Cordially,

Doug Whitlock
Chancellor
Arkansas State University

To my fellow members of the A-State Community:

After a few weeks in my interim role as Chancellor on this campus, I had my first real surprise when I learned there was no policy or established procedure for evaluation the Chancellor of Arkansas State University. Certainly there was an evaluation performed annually by the President of the Arkansas State University System, but not the 360 degree evaluation with which I am accustomed and which is the norm at many places. In fact, it is increasingly required by the regional bodies that accredit institutions.

I discussed this with President Chuck Welch and he shared with me that at the system's last summer planning retreat he proposed 360 degree evaluations to include the chancellors in the system, the Board of Trustees and himself. So, we quickly agreed that such a proposal for evaluation of the Chancellor should be drafted and put through this institution's shared governance process.

Accordingly, yesterday I met with the Shared Governance Oversight Committee and shared with them a draft procedure drawn in spirit from the AAUP statement on the evaluation of presidents (chancellors), material from the Association of Governing Boards (AGB), and my experience in conducting evaluations of presidents and chancellors as an associate with the AASCU-Penson Center for Professional Development. The SGOC will be shepherding this proposal through shared governance channels. Here is a link to the proposal on the SGOC website: 16 FA 04 Evaluation of the Chancellor

One of the very first AGB statements about president and chancellor evaluation is that the process needs to be created before it is needed and absent any ongoing crisis in leadership. For that reason, I feel this is the optimal time to be developing such a procedure here. As an interim, I will not be affected by it and will therefore be able to take a completely objective role in its development. The new "permanent" chancellor will be fully aware of the process when he or she comes on board. Development and implementation of this process will also help mature the developing shared governance relationship between this campus and the system office.

I also discussed with the SGOC the need for systemization of the evaluation of academic and non-academic administrators on this campus and asked them to consider some "tweaks" in their organization and operations. I told them that I am generally comfortable with the shared governance procedures here at A-State, but there is work to do to refine the process and make it more efficient in some instances.

In my little over a month on the job, I have already come to very much appreciate the "sense of place" that exists among students, faculty, staff, and the alumni of this institution. Institutions don't receive the kind of affection I have witnessed unless they have earned it. As the same time, I sense a real desire to continue the institution's upward trajectory and to be even better.

Joanne and I have become Red Wolves in short order. Thanks to all of you for welcoming us so warmly into the A-State family.

Cordially,

Doug Whitlock
Chancellor
Arkansas State University

Campus Community Members,

I truly appreciate the warm welcome I have received as I assume the interim role of Chancellor at Arkansas State University. My first four days in Jonesboro have been wonderful and my first day of the job yesterday was a great introduction to the A-State family. This weekend I will be going back to Kentucky to bring my wife, Joanne, back with me and look forward to your having the opportunity to get to know her.

It is my intention to be a visible presence on our campus and intend to interact with as many of you as I can during my time here, which will go by too quickly. While all colleges and universities have the mission of instruction, scholarship and service, it has been my experience that no two are truly alike. Each has what I call its own, unique institutional DNA. One of my first priorities will be to learn the A-State culture, its values and the aspirations of its faculty and staff. To do that, I plan to do a lot of listening before I formulate any definitive conclusions and make decisions.

That said, there are a few things that I have already concluded. I will be spending a lot of time working with the entire university community to refine and enhance the process of shared governance on this campus. I will be committed to transparency in this endeavor and have no hidden agenda as I enter into it. It is apparent that there are a number of issues on campus that are based on breakdowns in shared governance. I have discussed this with Vice Chancellor Lynita Cooksey, and she concurs, that we should hold in abeyance implementation of agreements with Horizon in Sri Lanka until the appropriate deans, chairs and faculty have an opportunity to weigh in on these arrangements. I am committed to the primacy of faculty in matters concerning academic programs and the academic integrity of this institution.

I am a strong advocate for international partnerships. One of my goals in building such partnerships will be to be certain they benefit Arkansas State University, our students and our faculty.

Throughout my career, I have been an agent for change. I am not yet certain what changes might be appropriate for Arkansas State University. I do know that trends in higher education mandate change for any institution that wants to remain vital and viable. Effective change is best done in a culture of shared governance. I take to heart the admonition of Rosabeth Moss Kanter when she wrote, "Change is disturbing when it is done to us, exhilarating when it is done by us." After some time, there may be some initiatives that I would work with you to implement and others on which I would choose to advise my successor.

Joanne and I are excited about the coming months at Arkansas State University and in Jonesboro. We want to get to know personally as many of you as we can. Please do not be bashful about approaching us.

Go Red Wolves,

Doug Whitlock
Chancellor
Arkansas State University

Dear Faculty and Staff:

One of the great things about colleges and universities is tradition. I am writing to remind you of one of Arkansas State’s great traditions and to invite you to join me in making the annual Thanksgiving dinner for our students a memorable event. It will be held Tuesday, Nov. 15, in the Acansa Dining Hall from 4:30 to 9:00 p.m.

We are seeking faculty and administrators to participate by serving dinner to our students. I am confident students enjoy the opportunity to see you in a setting different from the classroom or office. Joanne and I are looking forward to serving and I know this will be a great experience for all involved.

Based on the wonderful response from volunteers in past years, we will increase the number of total servers and shorten the time commitment. Thirty volunteers are needed to serve the following shifts (ten each shift): 4:30 - 5:30 p.m., 5:30 - 6:30 p.m., and 6:30 - 7:30 p.m. Those who volunteer for the first shift are welcome to stay after their shift and be Sodexo’s guest for dinner and those who work second or third shift have their choice to eat before or after their shift. For a small fee, your family members may join you for dinner. Children five years of age or younger eat free, children 6 - 12 will be charged $5.00 and children 13 years of age or older will pay $8.20.

If you are willing to serve, please contact Craig Johnson at ext. 2852, or crjohnso@astate.edu, as soon as convenient. You have my appreciation in advance for your assistance with this wonderful annual tradition.

Cordially,

Doug Whitlock
Chancellor
Arkansas State University