James_May-June_2026_web - Flipbook - Page 32
surveyor,” he said. “To go from that
background to becoming a college
president— if that’s not the American dream, I don’t know what is.”
FUTURE PRIORITIES
Shortly after arriving at UWG,
Johnson outlined a strategic framework centered on what he calls the
university’s “five big rocks.” The
priorities are straightforward but
ambitious:
• Student success as a “no
excuses” priority
• Expanding research and
innovation
• Transitioning to Division I
athletics
• Strengthening community
and economic development
• Investing in the arts
Together, they reflect Johnson’s
belief that a modern regional university must serve both students
and the broader economy.
“We want to build an environment where students can truly
thrive,” Johnson said.
The goals are measurable,
he says. The university aims to
increase its graduation rate by 10
percent over the next five years,
expand research expenditures
toward $50 million annually, and
grow its residential campus by
increasing the number of students
living on campus.
The transition to Division I athletics— often viewed as a branding
and recruitment strategy— has also
elevated UWG’s national visibility.
But Johnson insists the university’s
core mission remains unchanged.
“Our mission is to serve the state
of Georgia, and particularly this
region,” he said.
ENROLLMENT GROWTH
The University of West Georgia recently recorded its highest
enrollment in history, with more
32
JAMES M AY/JU N E 2 02 6
than 16,000 students— a milestone
reflecting renewed interest following the disruptions of the COVID-19
pandemic. Johnson believes the
numbers signal something larger.
“It shows that the university
has rounded the corner,” he said.
Student engagement is rising
as well. More freshmen are choosing to remain on campus for their
sophomore year, signaling renewed
enthusiasm for the residential
college experience, according to
Johnson, while dual enrollment
programs— allowing high school
students to take college courses—
have expanded dramatically. Today,
more than 2,000 high school students across Georgia participate in
UWG’s dual enrollment programs,
saving families significant money
while accelerating their path toward a degree.
Completing core coursework
while still in high school can reduce
the time and cost of a college degree by thousands of dollars, Johnson says. Research also shows dual
enrollment students often graduate
earlier than traditional students. “It’s
a huge benefit for families,” he said.
TALENT PIPELINE
While enrollment growth is
important, Johnson views UWG’s
broader role through the lens of
workforce development.
Georgia’s economic expansion— from advanced manufac-
turing to healthcare— has created
an increasing demand for skilled
workers. Regional universities are
often the primary pipeline supplying that talent.
Johnson believes that pipeline
must be built in close collaboration
with industry.
“We talk regularly with employers like Southwire, Yamaha, Tanner
Health and Piedmont,” he said. “If
our graduates aren’t hitting the
ground running, then we need to
redesign the curriculum.”
The goal is simple, he says,
when graduates walk into their
first job, they are ready. “I want employers to see a University of West
Georgia diploma and know they’re
getting a quality employee.”
Internships and hands-on
learning experiences are central
to that effort. Through what UWG
calls “exponential learning opportunities,” students work directly
with businesses and organizations
while still enrolled— often through
paid internships that provide real-world experience.
A CHANGING ECONOMY
Johnson acknowledges that
higher education faces a rapidly
evolving economic landscape.
Technological change— particularly in artificial intelligence and data
analytics— is transforming nearly
every industry, he says, and adds
that universities must adapt just
