Wednesday, April 23, 2014

First Principles of Shared Governance, Part IV: The Live Wires

So far in this series on shared governance, I've been focusing on the importance of bylaws revision and have been attempting to convey something of the vision that has been motivating me and other leaders of the University Senate at SUNY Fredonia, as well as the issues we have addressed and attempted to resolve through discussions with a range of individuals, representative bodies, and constituent groups among the Faculty before seeking approval on amendment motions from the Senate, ratification from the Voting Faculty, and sign-off by the President on any revisions that affect consultation.  Today I want to move from "the vision thing" and "the nitty gritty" to the "the live wires" that are generating their fair share of discussion and debate on the Fredonia campus right now.  It's the unresolved questions about shared governance that I find the most interesting and important right now.

As in the last couple of posts, I'm going to assume readers will be interested enough in these questions to examine our actual language in the SUNY Fredonia Faculty and University Senate Bylaws.  I don't think of our Bylaws as necessarily providing a model for any other college or university, as they are the outcome of a very specific institutional history and the choices of a variety of people responding to particular conditions and structures, but I do think understanding how and why they've come to take the shape they now have can be useful to those considering whether and how to go about revising their own policies and procedures regarding institutional communication and decision-making.  Institutional bylaws are always a work in progress for many reasons:  changes in leadership and leadership styles, developing understandings of the consequences (both intended and unintended) of specific provisions, unforeseen situations that expose a crucial gap or ambiguity, changing attitudes and perspectives among the Faculty, changing circumstances (whether demographic, budgetary, relating to accreditation or external review or system-level policy), and so on.  The key, as I've emphasized in the last couple of posts here, is to figure out how to use bylaws revision to help build trust and solid working relationships between the President and the Faculty that best facilitate honest assessments of the challenges and opportunities facing the university, frank exchanges of views on how to meet them, careful consideration of the grounds for goals and decisions and actions, and a clear understanding of who plays what role when and what those roles entail as and after goals have been set, decisions have been made, and actions have been taken.  Anything that diminishes trust or threatens working relationships provides an opportunity to reexamine bylaws and other relevant governance and policy documents (such as policies and procedures manuals for standing and affiliate committees, department handbooks, and the University Handbook) and consider whether there may be any procedural dimensions to the problem.

So let me put a spotlight on just a few examples of what we've been considering of late on the SUNY Fredonia campus.

Academic Departments as Shared Governance Bodies

We are still working through the implications of the requirement in The Policies of the Board of Trustees of the State University of New York that the Faculty delegate certain consultative responsibilities to academic departments, which strongly suggested to us that they should be considered official governance bodies.  We revised the Bylaws (particularly in Article II, Section 3 and Section 6) to reflect and operationalize this understanding.  But many unresolved questions remain:

  • Which kinds of communication and decision-making processes within departments should be determined at the department level?  Which, if any, should be established via Bylaws- or University Handbook-level revision?  (Right now, the Bylaws leave everything up to departments.)
  • What should happen if a department can't or won't develop its own policies and procedures on matters that are clearly departmental prerogatives?  (Right now the Bylaws envision loss of consultative responsibility unless certain minimal conditions are met, but the provisions are too new to be enforced.)
  • Who ought to participate in which kinds of department decisions?  Who ought to vote on which kinds of matters before the department?  How to sort through the differences in faculty appointments, responsibilities, workloads, time in the department, and areas of expertise to arrive at a fair, transparent, and effective internal governance structure?
  • To what extent, if any, should university-level governance policies and procedures established in the Bylaws serve as a guide for department-level structures?  To what extent, if any, should recommendations from professional associations (such as the AAUP) be implemented for department-level governance activities?
  • Since academic departments are also part of the administrative chain, with department faculty typically making recommendations to department chairs, who then make recommendations to their dean, and so on, how to clearly differentiate administrative from governance matters?
As I mentioned in the last post, the Senate Executive Committee has approached these questions very deliberately, seeking this year to determine which departments already have handbooks or other potentially-governance-related policy documents, to survey and code the contents of the handbooks so as to gain a sense of the range of governance-related topics departments have already addressed and variations among them, and to share an inventory with departments, administrators, Senators, and Senate committee members.  Meanwhile, the chapter leadership of United University Professions has identified specific policies (such as the chair appointment process) that they wish to make a priority during the University Handbook review, revision, and approval process I mentioned in previous posts.  Their aim has been to solve existing problems and resolve current conflicts; they have had an opportunity to share their proposal with the Senate Executive Committee and explain it to the Faculty and Professional Affairs Committee, which Executive Committee has charged with reviewing the issues, seeking input from appropriate individuals and bodies, and developing a policy proposal for University Senate consideration.

Executive Committee Responsibilities and Actions

The role of the Executive Committee in converting reports and recommendations from task forces into motions for the Senate to vote on has also come under recent scrutiny on our faculty listserv.
  • The timing of responsibility baton passes--in our most recent case, from the General Education Revision Subcommittee to the Executive Committee to the Senators--has been questioned by some faculty.  The original timeline envisioned at the creation and charging of the subcommittee had to be adjusted to allow for sufficient exploration of a range of unanticipated issues and important questions.  So who was responsible for what when may have become less clear than hope for--or at least more in need of explanation and clarification than may have been expected.
  • The role of the Executive Committee during the spring semester, as a scheduled Senate vote in February was postponed until May, has also been questioned by some faculty.  In coordinating the "review, deliberation, revision, and approval process" and attempting to "develop an efficient, fair, collaborative process aimed at maximizing the quality, legitimacy, and support" of the motion to be brought to the Senate floor, has the Executive Committee ever crossed the line into advocacy for a particular model for General Education?  In its communications with the Faculty, has the Executive Committee clarified the content of the General Education revision motion and explain the process by which it was developed?  Or has it entered inappropriately into debates over the costs and benefits of General Education revision?
I'll close this post with a disclaimer that I'm in the middle of all these debates, not least because I serve as both Vice Chairperson of the University Senate (term ending 30 June 2014) and Officer for Contingents for the Fredonia chapter of United University Professions (term ending 31 May 2015).  Since I haven't been shy about expressing my views and engaging in dialogue with my colleagues on university-wide and department-level communications fora, I'm not going to hold back here, either.  Out of respect to my colleagues and my audience here, I'll try to avoid playing too much "Inside Baseball" and stick to the issues, positions, rationales, and policies and their stakes and implications.

Well, it's time to get ready for that SUNY Voices conference!  Wish me luck!

Tuesday, April 22, 2014

First Principles of Shared Governance, Part III: The Nitty Gritty

Last post I explored "the vision thing" when it comes to shared governance and consultation, with particular attention to the role bylaws can play in instantiating that vision or theory.  In this post, I plan on getting into the nitty gritty of what bylaws revision has actually entailed at SUNY Fredonia over the last 6 years or so.

Defining Consultation, Shared Governance, Faculty, and Voting Faculty

I encourage you to review the current list of definitions in our bylaws and the way in which we operationalize them in Article II, Section 3.  They are the product of multiple revisions over the last several years.

When I was Chair of the University Senate and he was Vice Chair, Philosophy Professor Dale Tuggy was instrumental in revising and building support for an improved definition of consultation.  (Bonus points if you go into our Senate ANGEL site and compare the May 2007 version of the Bylaws you can find in our "About the University Senate" FAQ folder with the April 2010 version you can find in our "Campus Initiatives" folder for 2009-2010.)  Our aim was to ensure that the Senate would be a forum in which important issues facing the campus would be addressed.

Years later, when I was Vice Chairperson, I worked with fellow Executive Committee members and Interim Vice President for Academic Affairs Kevin Kearns in particular to bring this definition in line with The Policies of the Board of Trustees of the State University of New York and to use the BOT Policies, along with other sources, including those from AAUP and Middle States, to develop a definition of "shared governance" and hone our definitions of "faculty" and "voting faculty."  Our overarching goal was to reach agreement on procedural matters that were a persistent source of conflicting interpretations and conflicts over applications as we transitioned from the Hefner to the Horvath administrations.  We attempted to clearly identify different levels of shared governance, from decisions that were administrative prerogatives (where their only responsibility was to seek feedback and input from appropriate individuals and groups) to decisions that required the highest level of shared governance at Fredonia (formal consultation with the Senate, some other official governance body with Faculty-delegated consultative authority, or with the Faculty itself in an official faculty meeting).  We also wanted to establish that the Bylaws apply to everyone on the Faculty and hence that every member of the Faculty (which we define as inclusively as possible within BOT Policies) has the right to cast an equal vote to ratify (or not) Senate-approved substantive amendments to them.  That includes non-voting ex officio members: those with management/confidential appointments are not permitted to serve or vote on the Senate or on Senate Standing Committees at SUNY Fredonia, but they are permitted to vote on Bylaws ratification decisions.

Administrative Review

This was another major initiative during both the Hefner and Horvath administrations.  The heavy lifting was done while I was Chair, when the Senate had to decide what direction to take.  I presented the case for compromising with President Hefner on the purposes of administrative review (which, because a joint effort would involve personnel matters, would require keeping reports on specific Vice Presidents and their divisions confidential), while Vice Chair Tuggy made the case for Senate going it alone and thereby maximizing transparency and the accessibility of reports.  As you can see, we ended up going with the joint effort during the Hefner administration and refining it at the start of the Horvath administration.

Officers

We did a lot of work over the past 6 years clarifying the responsibilities and terms of officers.  Perhaps the most significant shift came during Dale Tuggy's tenure as Chairperson, when we moved from having a rotation of Vice Chair to Chair with 1-year terms for both positions to removing the rotation and allowing the Chairperson to run for up to 4 consecutive 1-year terms before having to sit out for at least one academic year.  The idea here was to strengthen the position of the Chairperson relative to the administrators he or she would be working with by allowing for multi-year planning and pacing by the Chairperson and Executive Committee.

Executive, Standing, and Affiliate Committees

We also did a lot of work clarifying the roles and responsibilities of the Executive Committee and differentiating Standing from Affiliate Committees of the Senate.  During the Hefner administration, many administrative task forces, working groups, and committees were formed that reported directly to the President.  These groups sometimes seemed to be where the real advisory or recommendation-making power on campus flowed from, so when President Horvath took office it was a top priority of Chairperson Rob Deemer and I to find some way of connecting them to Senate.  Long story short, we came up with the distinction between committees primarily aimed at facilitating consultation (Standing) and those primarily aimed at facilitating other shared governance functions (Affiliate).

Task Forces

Similarly, we aimed to clarify the purpose and roles of task forces, whether created by the President or her designee(s), by the Senate Executive Committee, or by both jointly.  Just as we wanted to avoid the appearance or reality of administrative bypassing of official shared governance bodies on campus, we also wanted to avoid confusions that arose in the past when task forces would bring their reports and recommendations directly to the Senate, but Senators would be unclear on what motion was actually coming before them and what precisely they were voting on.  By making sure that task forces would be charged with reporting to the people or bodies that formed them, and putting the responsibility for initiating consultation based on those reports with those people or bodies, we sought to provide an orderly path for recommendations to become motions before the Senate.  This shift has recently been the subject of a small controversy, which I'll address in another post.

Academic Departments

Another major transformation that the 2013 Bylaws revisions enshrined in our official practices and procedures was to identify departments as Faculty-delegated official governance bodies at SUNY Fredonia, with specific consultative responsibilities as defined by the BOT's Policies.  We sought input from a variety of sources, both on and off campus, before we made this judgment call.  This is a shift we are still wrestling with on campus and within departments themselves (including my own); the Fredonia UUP Chapter Executive Board and the Senate Executive Committee have tried to address the issues in different ways, which I'll get into in another post.

Electronic Quorum and Voting

Given that one of the knocks on shared governance is that the faculty and administrative calendars don't mesh well together, so that going to a body like the University Senate means you have to get things done between September and December or between January and May, we decided to develop a system for electronic deliberation and voting.  Too many times in recent years, time-limited proposals have been sprung on Executive Committee during the winter or the summer, and we have had to invoke our emergency powers in order to respond.  Once the Senate approves in our May meeting the use of google groups for deliberation and the current electronic voting system that we use for elections and ratification votes for between-meeting voting, the new Bylaws requirement for both a super-quorum and a super-majority for a motion to pass mean that we both have a way of responding to emergency requests as a body and of giving incentives for most serious business to take place in face-to-face meetings.

Senate/Standing Committee Membership

Our current Bylaws amendment ratification vote has just opened.  In it, we try to set up a system of membership on the Senate and on Standing Committees that allows for the first time since I have been at Fredonia the chance to take a semester off (for a leave, for a family emergency, etc.) during your term and that clarifies how term limits are supposed to work.  In addition, we try to make it easier to respond to sudden or late requests for governance leaders to appoint members of various non-governance groups (both existing and future).

***

So that's the run-down--really, just an overview, and a dry one at that--of the major Bylaws revision projects we've taken on since 2008 or so at SUNY Fredonia.  There are something like a dozen great stories behind each of them, but neither time nor common sense permits me to share any of them here and now!  I will get into some of the unresolved questions and issues our revisions have raised in another post, so you'll get some sense of the give-and-take as we consider what policies will best serve the Faculty, the university, and our students.

First Principles of Shared Governance, Part II: The Vision Thing

Every set of bylaws, no matter how seemingly dry, arcane, or limited to procedural matters, articulates a vision and enacts a theory of shared governance and consultation.  At SUNY Fredonia, we've spent a good portion of the last 5 years trying to work out just what that "vision thing" is and should be.  Our current Bylaws are the product of multiple revisions (in advance of approval by University Senate, ratification by the Voting Faculty for each set of substantive revisions, and sign-off by the President for each set that affects consultation).  By no means are they perfect, but at least we are trying to make them consistent, both internally and with respect to a theory of shared governance that I haven't seen clearly articulated elsewhere.  So let me try to identify what it is, what it's not, and what its implications for shared governance seem to be.

What It Is

The Preamble to our Bylaws makes reference to an underlying theory of shared governance by recourse to a pair of similes:
The Policies of the Board of Trustees of the State University of New York establish a framework for shared governance and consultation at SUNY Fredonia (and throughout the SUNY system) and our Bylaws function as a constitution and operating system for institutional communication and decision-making that involves the Faculty and its official representatives.
What does it mean to think of bylaws as something akin to a constitution?  One way that's been quite pertinent to my own thinking about the question is that a constitution's primary function is to provide a framework within which disagreements can be aired, vetted, debated, and eventually resolved.  The only consensus it presumes is a shared commitment to resolving disagreements within the framework established by the constitution, including the means for amending it.  In the same way that all branches of the U.S. federal government are subject to the U.S. Constitution, and that state laws must be consistent with it, so, too, are the President and her designees (~the executive branch), the University Senate or other predominant official governance body for a college or university (~the legislature), and any other official governance bodies, like Standing Committees, Affiliate Committees, and academic departments are at SUNY Fredonia (~the states), all subject to their college's or university's bylaws.  The analogy isn't perfect, of course--for instance, with no equivalent to the U.S. Supreme Court, power is more concentrated in the hands of the President of a campus than it is with the President of the United States--but it gets across the high stakes of the procedures our Bylaws lays out for how institutional communication and decision-making will be handled on our campus.  With those stakes in mind, our Bylaws err on the side of overspecificity; our goal is to provide everyone involved with as clear a picture as possible of how the overall (political) system is supposed to work.

Why do we do this?  I won't take you through a line-by-line reading of our definitions (although see in particular how we define "Faculty," "Shared Governance," and "Consultation" in Article I) or our run-down of the Faculty's powers and functions (Article II, which I think is our most important innovation), but I will point out some peculiarities inherent in being a campus in a state university system that includes a statewide union which represents all faculty and professionals in the system (United University Professions, or UUP).

For one thing, the Policies of the Board of Trustees of the State University of New York might be better compared to the U.S. Constitution, while the SUNY Fredonia Faculty and University Senate Bylaws might be better compared to a state constitution.  Everything we do has to be consistent with the BOT's Policies, as well as with the system-wide policies and procedures approved by the statewide University Faculty Senate and signed by the Chancellor.

For another, it means the current Agreement between United University Professions and the state of New York, which focuses on terms and conditions of employment and establishes what is subject to negotiation rather than consultation, also sets bounds on what the system- or campus-level shared governance process can achieve.  When UUP asserts its exclusive right to bargain on behalf of the faculty and professionals it represents, the most any governance body can seek to do is advise both labor and management on that matter.  By the same token, unless management agrees to negotiate with UUP on any matter other than terms and conditions of employment, UUP can only advise the official governance bodies on the SUNY Fredonia campus.

This is where we probably reach the limits of the "constitution" analogy's usefulness, and where it might be more useful to turn to the "operating system" simile.  For another way of thinking about bylaws is that they function in a similar way as an operating system in a computer does:  they allow the parts of the computer (~the university) to work together, act as an intermediary between hardware (~the people and resources of the university) and programs (~the functions of those people and resources), provide a platform for application software (~the range of things universities do), and need to be working for users (~administration, academic faculty, professional staff, students) to make the computer (~university) do anything.  Without a clearly-identified process for, say, approving a new degree program or a revision to graduation requirements in an existing program, well...you get the picture, right?  Bylaws help allow the orchestration of a variety of concurrent decision-making processes essential to the operation of the university.

Consider, as well, one of the major projects it's taken leaders from the administration, the Senate Executive Committee, and the Fredonia UUP Chapter almost a year to plan:  updating and improving our University Handbook.  This entailed developing a process for deciding who reviews, revises or creates, and approves which policies.  While in theory some policies are purely administrative, others require consultation, and still others require negotiation, in practice that meant multiple meetings to determine which were which and build trust, so as to reduce the odds of turf battles arising down the road.  We're just about ready to start divvying up the actual work of policy review, revision/creation, and approval.  By clearly defining shared governance and consultation (Article I) and clearly identifying different levels and processes for shared governance (Article II, Section 3), the Fredonia Bylaws helped make it easier for the leaders of different groups figure out how to work together.

Perhaps an overly simplistic way to treat the "operating system" analogy is to think of the system of shared governance instantiated by the bylaws as a car that needs to be tuned up or overhauled periodically so that the driver can use it to get somewhere safely and quickly.  Our process of revising the Fredonia Bylaws between 2008 and 2013, and particularly during the 2012-2013 academic year, has enabled faculty and administrators to better trust the vehicle and trust each other to play our appropriate roles as we take it for a spin.

To move from similes to theory, then, one underlying principle that animates the Fredonia Bylaws is that the most unproductive conflicts--and those most important to avoid--come about because of a lack of agreement over what kind of shared governance activity is necessary in order for a given decision to be legitimately made (and by whom).  Our Bylaws draw on BOT Policies, a landmark statement by the SUNY Chancellor, and principles articulated by Middle States and AAUP (all of which we quote extensively from in Article II, Section 2) to enjoin the President and the representatives of the Faculty (which is typically the Executive Committee of the University Senate) to reach procedural agreement on every kind of decision where consultation or input from the Faculty (whether through a faculty meeting, the Senate, standing or affiliate committees, academic departments, or other bodies delegated by the Faculty to consult or give input) is warranted.  By limiting the possibility and scope of procedural conflicts, the Fredonia Bylaws enable all of us to focus on substantive matters.

What It's Not

It should be clear by now that we are trying to strike a middle ground at Fredonia between two extreme views of shared governance.

One puts the administration firmly in the driver's seat.  Since everything that bubbles through shared governance processes is ultimately advisory to the campus President--is at heart a recommendation to the President--some argue that this makes the activities of official shared governance bodies nothing but a rubber stamp or road block for decisions the administration has already made.  You see this conception of shared governance in arguments for or expressions of both administrative and faculty cynicism.  "Shared governance is a medieval relic inappropriate for the modern world of higher education."  "Why should we take shared governance seriously?  The administration will do what they want anyway."  "The key to managing faculty is getting them to believe they came up with the policy themselves."  "Faculty are too indecisive, complacent, and self-interested to govern themselves."  "Administrators are too manipulative, dishonest, and careerist to be trusted."  It's this conception of shared governance that leads too many faculty to become disengaged or disillusioned.  It's this conception of shared governance that leads too many administrators to scheme how to bypass or bamboozle official governance bodies.

The other extreme either puts the faculty firmly in the driver's seat or casts the administration as the faculty's chauffeur.  One problem with this mode of shared governance--which as a faculty member I admit I find more attractive than the other extreme--is that it tends to presume that "the faculty" will always speak with a united voice, that given time clear majorities will emerge on any and all issues, that the faculty will in fact have an infinite amount of time to arrive at consensus.  Absent the bogeyman of the administration to rally support for or against a particular position or solution, however, how consistently will the faculty be able to arrive at decisions in an efficient, fair, and collaborative manner?  Another problem with this conception of shared governance is that it runs the risk of turning official governance bodies into shadow administrations, with all the duplication of effort, turf battles, second-guessing, and mutual recriminations that seem to go with that territory.  Furthermore, the more powerful leaders of official governance bodies become, the more distant they are in danger of becoming from everyday faculty, the more everyday faculty are prone to start treating them as quasi-administrators.  And given that administrators have to manage faculty and make personnel decisions, to the extent that faculty take on these roles, whether or not they have those titles (or salaries!), they, too, will have to make judgment calls where there are valid arguments on many sides of a question or issue and competing goods and interests at stake.  It's truly difficult to imagine how a large and complex enough college or university would function with just the President and the Faculty doing it all, no matter how nostalgic some of us may be for those good ol' days.  And believe me, I've tried!

Implications for Shared Governance

So the moral to this version of Goldilocks is what exactly?  Let's identify a few morals:

  • Your bylaws are a useful tool for engaging in serious discussions across roles, positions, and lines of responsibility about the meaning of shared governance and consultation on your campus and the principles and values underlying the policies, procedures, practices, and systems that enable institutional communication and decision-making.
  • Revising your bylaws can provide opportunities to revisit, review, and rejuvenate agreements and ground rules for interactions between the President and the Faculty.
  • Going through the bylaws review, revision, approval, and ratification process can therefore increase awareness, build trust, and limit the odds and scope of conflicts over proper procedures, allowing everyone involved to focus on what's best for the institution and what best helps it achieve its mission.
  • It may be a pain and painstaking process to figure out how to come to agreement on what kind of shared governance activity is warranted for which kind of institutional decision, but it saves time and headaches down the road.
  • Always look to adapt rather than adopt models from other institutions or principles articulated by national organizations.  It's more important that faculty and administrators at your institution go through the process and come to agreement on a framework for approaching procedural matters than it is to hold out for every last detail of your ideal external model.  Don't let the perfect be the enemy of the good--or at least the better.
  • If your President is ever resistant to good-faith efforts to improve the bylaws on your campus, look for windows of opportunity, such as when planning for a major university-wide accreditation agency site visit is in the works, when a President is close to retiring and interested in leaving a legacy, or when a President is new on the job and looking to establish good working relations with multiple campus constituencies.
All that said, bylaws are always a work in process.  They depend for their validity on the confidence campus constituencies have in them.  When legitimate objections are raised, and thoughtful revisions are proposed, they need to be carefully vetted, debated, approved, and ratified.  This fall and spring, the Executive Committee proposed and the Senate approved two more sets of Bylaws revisions, the latter of which are going up for a ratification vote shortly.  And just in the last week a procedural debate has bubbled over onto our faculty listserv.  More on these topics in later posts!

Saturday, April 19, 2014

First Principles of Shared Governance, Part I: Buckle Your Seat Belts, Kids!

I'm heading out to Albany in the middle of next week to be on a panel with SUNY Fredonia University Senate Chairperson Rob Deemer and Governance Officer John McCune at the SUNY Voices 1st Annual Conference on Shared Governance.  Its theme is "Shared Governance for Institutions of Higher Education in the 21st Century:  Beyond Stereotypes"; my focus will be "Improved Shared Governance through Strong Bylaws."  I've been playing a lead role in upgrading the SUNY Fredonia Faculty and University Senate Bylaws off and on ever since I was 1st elected Vice Chairperson in 2008, but we developed, approved, and ratified the most comprehensive set of revisions to the Bylaws last year.  Since I have only about 10 minutes to summarize our emerging vision/theory of shared governance, survey the most significant changes to the Bylaws in the past 5 years or so, and identify as-yet-unresolved questions, I thought I'd better use Citizen of Somewhere Else to work through my ideas and provide some perspective on the debates we're currently having in departments and on the Senate at Fredonia.  My girls are just about done with Japanese school this morning, though, and we have a birthday party in Fredonia to get them to by 2, so this post will have to serve as a heads-up to come back here the next week or so, check in on my progress, and weigh in in comments!

Tuesday, April 01, 2014

Heraldry in Ned Ward's "A Trip to Jamaica"

Taking a break from governance/union/funding matters to make a note of a surprisingly racialized heraldry reference in Ned Ward's A Trip to Jamaica (1698):
A Man under this Misery, may be said to be the 'Scutchion of the Island, the Complection of the Patient, being the Field, bearing Or charg'd with all the Emblems of Destruction, proper, supported by Two Devils, Sables; and Death the Crest, Argent. (488)
This version is from Carla Mulford's anthology, Early American Writings, and follows upon a sarcastic portrayal of the unhealthy effects of a Jamaican diet on travelling Europeans, including "The Dry Belly-Ach," which "takes away the use of their Limbs, that they are forc'd to be let about by Negro's" (488)--who are, of course, the "Two DevilsSables" referred to above.

There's a connection to both The Scarlet Letter and Adventures of Huckleberry Finn here, but what kind of connection is the question I'll leave hanging for now...and just bemoan the fact that I heard about this conference in searching for my older posts here on the topic!

Saturday, March 29, 2014

What SUNY Fredonia Needs from New York State's Leaders

The SUNY Fredonia Administration, Student Association, University Senate, and United University Professions and Civil Service Employees Association chapter Executive Boards issue the following urgent appeal to western-region and state-wide leaders as the New York State budget process enters its end game.  We agree the following legislative priorities would benefit our campus, our students, our local community, our region, and our state.

Enhance and Invest in SUNY State-Operated Campuses
  • increase state funding for SUNY’s operating costs
    • fully fund all contractual increases
    • fully commit to maintenance of effort
    • provide relief to campuses for winter emergency utilities charges
  • develop a short- and long-term solution to the hospitals crisis that avoids harm to the academic and teaching mission of SUNY and its medical schools and two-year and four-year universities
  • increase capital funding to repair, maintain, and enhance SUNY’s infrastructure
  • support full funding for Fredonia’s NY SUNY 2020 proposal
  • engage and support SUNY Fredonia’s START-UP NY plan
  • think of SUNY if one-time funds become available
Commit to Quality, Access, Affordability, and Student Success throughout SUNY
  • invest in New York’s students, maintain SUNY’s affordability, and reduce student and family debt by taking concrete steps to reverse the chronic state underfunding of SUNY’s operating costs
  • adequately fund SUNY’s opportunity programs
  • extend the DREAM Act to undocumented SUNY students
  • invest in current students and veterans as strongly as the Governor has committed to offering higher educational opportunities to prisoners
  • if we’re going to do Open SUNY, ensure that it does not compromise educational quality and access, shared governance, or the mission of SUNY

Contacts
Ziya Arnavut, President, Fredonia United University Professions arnavut@fredonia.edu
John Baughman, President, Civil Service Association Local 607 baughman@fredonia.edu
Robert Deemer, Chairperson, SUNY Fredonia University Senate deemer@fredonia.edu
Virginia Horvath, President, SUNY Fredonia horvath@fredonia.edu
Antonio Regulier, President, Fredonia Student Association regu0674@fredonia.edu
Bruce Simon, Western Region Co-Coordinator, UUP Outreach Committee simon@fredonia.edu
Idalia Torres, Western Region Co-Coordinator, UUP Outreach Committee torres@fredonia.edu

For more, see our joint statement!

Here's the list of leaders our letter and statement went out to electronically.  Anyone who wants to help us out by making calls or sending emails, we'd welcome the support!

The 4 Men in the Room
Governor Cuomo, https://www.governor.ny.gov/contact/GovernorContactForm.php, 518-474-8390
Jeffrey Klein, jdklein@nysenate.gov, 518-455-3595
Sheldon Silver, speaker@assembly.state.ny.us, 518-455-3791
Dean Skelos, skelos@nysenate.gov, 518-455-3171

Higher Education Budget Conference Committee
Deborah Glick, glickd@assembly.state.ny.us, 518-455-4841
José Rivera, riveraj@assembly.state.ny.us, 518-455-5414
William Colton, coltonw@assembly.state.ny.us, 518-455-5828
Amy Paulin, paulina@assembly.state.ny.us, 518-455-5585
William Barclay, barclaw@assembly.state.ny.us, 518-455-5841
Michelle Schimel, schimelm@assembly.state.ny.us, 518-455-5192
Gary Finch, finchg@assembly.state.ny.us, 518-455-5878
Kenneth LaValle, lavalle@nysenate.gov, 518-455-3121
James Seward, seward@nysenate.gov, 518-455-3131
Joseph Robach, robach@nysenate.gov, 518-455-2909
Mark Grisanti, grisanti@nysenate.gov, 518-455-3240
Toby Ann Stavisky, stavisky@nysenate.gov, 518-455-3461

Other State-Wide Leaders
John DeFrancisco, jdefranc@nysenate.gov, 518-455-3511
Herman Farrell, Jr., farrellhassembly.state.ny.us, 518-455-5491
Liz Krueger, lkrueger@nysenate.gov, 518-455-2297
Robert Oaks, oaksr@assembly.state.ny.us, 518-455-5655
Andrea Stewart-Cousins, scousins@nysenate.gov, 518-455-2585

Other Western Region Legislators
John Ceretto, cerettoj@assembly.state.ny.us, 518-455-5284
Jane Corwin, corwinj@assembly.state.ny.us, 518-455-4601
David DiPietro, dipietrod@assembly.state.ny.us, 518-455-5314
Patrick Gallivan, gallivan@nysenate.gov, 518-455-3471
Joseph Giglio, giglioj@assembly.state.ny.us, 518-455-5241
Andrew Goodell, goodella@assembly.state.ny.us, 518-455-4511
Michael Kearns, kearnsm@assembly.state.ny.us, 518-455-4691
Timothy Kennedy, kennedy@nysenate.gov, 518-455-2426
Crystal Peoples-Stokes, peoplesstokesc@assembly.state.ny.us, 518-455-5005
Michael Ranzenhofer, ranz@nysenate.gov, 518-455-3161
Sean Ryan, ryans@assembly.state.ny.us, 518-455-4886
Robin Schimminger, schimmr@assembly.state.ny.us, 518-455-4767
Raymond Walter, walterr@assembly.state.ny.us, 518-455-4618
Catharine Young, cyoung@nysenate.gov, 518-455-3563

[Update 1 (9:33 am):  I'm reading on twitter that budget bills are being printed on education and higher education.  Trying to find out how often they get amended on the floor....  Follow me @citizense for breaking news.]

[Update 2 (12:34 pm):  Here are some links to articles and blog posts coming out with highlights of the budget:
Waiting for specifics on SUNY.]

[Update 3 (12:42 pm):  The New York Times article doesn't add many details but is good on context on pre-k and charter schools.]

[Update 4 (1:35 pm):  TWC has what they tweeted was a full budget, but looks like highlights to me.]

[Update 5 (1:47 pm):  The Albany Daily Gazette has a few more details, but SUNY remains off the radar.  Hasn't come up in conference call yet, either.]

[Update 6 (1:55 pm):  Lots of details in this lohud.com post, but still nothing on SUNY mentioned.]

Thursday, March 27, 2014

SUNY Fredonia Coalition to Issue Urgent Appeal to Western NY Legislators and State-Wide Leaders on NYS Budget

More on this tomorrow, but here's a sneak preview of what's coming out of the Wild West on the New York State budget's end-game!

And here's the first of many cover letters.  Pass it on!

28 March 2014

The Honorable Andrew M. Cuomo
Governor of New York State
NYS Capitol Building
Albany, NY 12224

Dear Governor Cuomo:

Thank you for the work you are doing to ensure that New York once again has an on-time budget that reflects the commitments of the state and responsibly ensures the future of New Yorkers.

The attached joint statement, which we have also sent to Western New York and other state-wide leaders, clarifies our priorities and asks for your support as the New York State budget process enters its end game. In the name of the administrative, governance, and union constituencies at SUNY Fredonia that we represent, we call on you and other leaders to support these 11 action items aimed at
  • enhancing and investing in SUNY state-operated campuses;
  • committing to quality, access, affordability, and student success throughout SUNY.
These themes and action items have emerged during months of discussion, debate, and decision-making. We are proud to speak with one voice, united in our commitment to the future of New York by investing in this generation of college students, and we urge you to join and support us.

http://tinyurl.com/mflrc2p

We look forward to continued good work with you and our state leaders as we all make the critical choices for New York’s future.

Wednesday, November 20, 2013

United Academics Negotiating a Minimum Wage for Non-Tenure-Track Faculty

Check out the highlights, details, draft, and final agreement of United Academics' new contract with the University of Oregon.  Check me if I'm wrong:  I'm seeing a tentative agreement to establish a floor of $36K for non-tenure-track faculty and a firm agreement to establish a Joint Committee on Equity and Floors that will be "responsible for establishing appropriate salary floors for all bargaining unit Non-Tenure-Track Faculty classifications, ranks, and units" (Article 26, Section 4). 

As UA emphasizes,
One major goal of the CBA is to stabilize and regularize the non-tenure-track faculty positions at the UO and to reduce reliance on adjuncts to those situations that are truly of a temporary and limited duration.  This initial reclassification process is meant to have units examine all their current adjunct positions and reclassify those that should really be Career NTT positions.
We anticipate that over 400 adjunct faculty will be considered for this reclassification to Career NTTF, and many will be reclassified soon.
The administration has been working with unit heads on the initial adjunct reclassification process and held a training workshop on this issue on November 7.  A UA Implementation Committee is also working closely with the administration to ensure this process is conducted in all units in accordance with the intentions of the CBA.
 Stay tuned as their contract implementation continues to unfold!

Thursday, November 14, 2013

MLA's Open Access Online Journal Profession Addresses Campus Equity Week Themes!

Somehow I had missed the memo that the Modern Language Association's Profession has become an open-access online journal.  And that in October they published several essays that deal with the very issues of contingency and sustainability that we've been focusing on here at SUNY Fredonia.  I haven't yet had a chance to read what look like very interesting and important essays:
.  But at the pace I'm going with grading and consulting on student final projects this semester, I may be able to respond to them over Thanksgiving Break.  If not, winter break, so stay tuned!

Thursday, November 07, 2013

Campus Equity Week in the News, Western NY Edition

Check out Gib Snyder's story in the Dunkirk-Fredonia Observer on the Halloween rally at SUNY Fredonia for Campus Equity Week.  My open letter to Governor Cuomo got picked up by the SUNY Fredonia student newspaper, The Leader, as well.

Thursday, October 31, 2013

An Open Letter to Governor Andrew Cuomo

Note:  This is the fifth in a series of posts I'm doing here at Citizen of Somewhere Else for Campus Equity Week Previously I've written on Margaret Mary Vojtko, equity in compensation, equity in ranks/titles/contracts, and Campus Equity Week and The Scarlet Letter.  Today, I invite the Governor of New York State, Andrew Cuomo, to live up to his own rhetoric, to follow through on his professed values, and to put the power of his office behind campus equity in the State University of New York.

Happy Halloween, Governor Cuomo!

Tomorrow, the Day of the Dead, is the two-month anniversary of the death of Margaret Mary Vojtko, a professor who taught French at Duquesne University for 25 years but died in abject poverty after being fired without any severance pay or retirement benefits.

How could this happen?  Margaret Mary was an adjunct, a part-timer, a contingent faculty member.  The names change, but the facts remain the same.  She was one of far too many across the country who make up what Gary Rhoades has called academia's working poor.  Just like she did, the overwhelming majority of them are working hard for their students' futures without job security, health benefits, a living wage, or union membership.

Here in western New York, just a few hours from Pittsburgh, we are gathering today to honor the memory of Margaret Mary, to celebrate her commitment and her sacrifice, and to reflect on the meaning of her life and death.  Here, today, we are asking you to recognize that her teaching conditions are her students' learning conditions, to accept that campus equity is more than a labor issue--that at its heart are academic quality and institutional integrity--and to act on those understandings.

We do this because it appears from your actions during the protracted and difficult negotiations between your representatives and the union that represents SUNY's faculty and professionals, United University Professions, that you believe your political future depends on casting yourself as the defender of New York's taxpayers against lazy, greedy state employees and their power-hungry unions.  Despite her cancer and her poverty, Margaret Mary never missed a day of class.  Despite her hard work and dedication, she never made more than $25,000 per year.  And she never lived to see Duquesne recognize the union she and other contingent academic workers voted for--and for which they're still waiting.

The circumstances of Margaret Mary's life and death demonstrate how much of a difference union protections can make.  Thanks to the hard work of faculty and professional activists since the founding of SUNY, along with the wisdom and good sense of your predecessors in the Governor's office, faculty members in contingent appointments on SUNY campuses can earn health and retirement benefits.  In SUNY, only about 45% of the faculty and professionals are working on contingent lines (compared to about 75% nation-wide), while only about one-third of professors are teaching part-time as adjuncts (compared to about half across the country).

But when UUP came to you in the latest round of contract negotiations and said, "it's not enough that we're not the worst in the country--we're New Yorkers, it's time we become the best," you ignored us.  When we proposed that a minimum wage for adjunct faculty of $3,000 per course would be reasonable, you refused to negotiate.  In fact, I've heard from several sources that near the end game of negotiations earlier this year, you threatened to take benefits off the table if UUP continued insisting on keeping a minimum wage for adjuncts on the table.

It's hard for me to square that action with your own words when you succeeded in pushing the New York State legislature to raise the state minimum wage:
A reasonable minimum wage increases the standard of living for workers, reduces poverty, incentivizes fair and more efficient business practices, and ensures that the most vulnerable members of the workforce can contribute to the economy.
Well, yes.  But apparently that doesn't hold true for this class of state employees--the only ones who are working without a floor under their wages.  Why don't adjunct faculty deserve the same deal as any other worker in New York state?  Why do you think it's ok for the most committed of them to their students' success to be vulnerable to being paid less than the state-wide minimum wage?

Given your intransigence on that first, minimal step toward campus equity, it probably should come as no surprise that you apparently believe it's ok for someone with the same qualifications, experience, and responsibilities as another person to be paid a fraction of their salary for arbritrary reasons (such as appointment type).  But wait.  In a June op-ed that you wrote in support of the Women's Equality Act, you rightly called pay inequity "inexcusable and absurd."  At Vassar a couple of days later you stated:
Today is about values, and principles, and stating the obvious, and having the courage to stand up and tell the truth about the obvious. That’s what today is about. It started in January when we did what’s called the State of the State address, and stood up and said to the people of the state of New York, ‘Here is the truth. The truth is we discriminate against women in society in this state and in this country, and it is pervasive, and we haven’t admitted it, and it goes on every day, and it’s a shame, and it’s wrong, and it’s immoral, and it’s unethical, and it has to stop, and it’s going to stop in the state of New York, and then it’s going to stop everywhere.’ That is the truth.
Is it really that difficult to understand that contingency and casualization are also women's issues and human rights issues?  Across the country, between 51% and 61% of contingent academic workers are women.  In some disciplines, female adjuncts outnumber male adjuncts by ratios of 2 or 3 or 4 to 1.  I know you care about your daughters just as much as I care about mine.  How can you turn right around and discriminate against other fathers' daughters who happen to be state employees on contingent appointments in SUNY?  I implore you, listen to your own words, Governor!

Think about it:  if anyone is best living out your own education agenda of putting students first, it's SUNY's contingent faculty.  But how can SUNY continue to attract the greatest teachers if we are relegating more and more of them to contingency and casualization?  Chancellor Zimpher is tirelessly telling and retelling the story of SUNY as the little (economic) engine that could to anyone and everyone who will listen.  But who is doing the real work of making that engine run?  Who is making sure students stay on task, push themselves, and discover what they are interested in and capable of?  Who's in the classroom every day, giving them a pat on the back or a kick in the butt (as needed)?  Contingent faculty are doing this work--the work of workforce development, of developing an educated citizenry--every bit as well as their tenure-stream colleagues. 

Let's turn to more recent initiatives in which you've chosen to invest your political capital.  Part of your support for resort-style casinos is that they'll provide jobs to New Yorkers, revitalize local economies across the state, and provide new revenue streams for education.  I just heard a story the other day on public radio about a stalled contract negotiation for casino workers in New York City that was settled by arbitration.  The terms of the agreement will see many workers' salaries triple from the start to the end of their contract.  Some will be making $60,000 per year in a few years.  It was described as providing entry into the middle class for thousands of workers.

Imagine if you were to do something like this for the 16,000 contingent employees working in the SUNY system today.  The American Association of University Professors has pointed toward successful examples across the country of converting contingent appointments to some form of tenure.  Just imagine the economic impact in towns and cities across the state if thousands of SUNY's hardworking contingent employees were offered less precarious appointments and more equitable rates of compensation.  But why just imagine it?  You could work with Chancellor Zimpher on a proposal to modify the Policies of the Board of Trustees of the State University of New York to make it possible to enact AAUP's recommendations.

I've heard you repeat the phrase, "self-policing doesn't work," when it comes to cleaning up Albany and making ethics matter in the capitol.  You didn't accept self-policing when you helped stop the legislature's slow strangling of SUNY by refusing to accept their decades-long practice of cutting back on state support of higher education whenever they authorized a tuition increase (and often when they didn't).  But when it comes to SUNY's treatment of its own contingent employees, apparently you think self-policing can work.  Well, we're trying to make it work here at SUNY Fredonia--and I include the Fredonia administration in that "we."  President Horvath, Provost Brown, Vice President Schillo and others are putting their careers on the line to set an example for the rest of SUNY and the rest of the country.  They are taking on the issues you didn't have the courage to deal with yourself.

Governor Cuomo, I'm sure you're like the rest of us who have pondered the circumstances of Margaret Mary's death and thought, "There but for the grace of God go I."  You may have even thanked God that Margaret Mary worked for a Catholic university in Pennsylvania rather than a public university in New York.  Well, God may work in mysterious ways, but it's up to us here to reflect on our own complicities and responsibilities and to do what we think is right.  You've shown over the course of your political career that you have it in you to be a courageous leader who takes on big issues and solves tough problems.  Your leadership in providing disaster relief in central New York, where I grew up and got my education, and in downstate New York, where my parents grew up, were educated, met, and fell in love, is yet another example of your promise.  Well, what contingent employees have been facing for decades in SUNY has been a slow-motion disaster.  What will you do to relieve their suffering?  What will you do to restore their dignity?

On November 1st, All Saints' Day, many faithful around the world believe that the spirits of the dead return to the living and that it's the responsibility of the living to greet them demonstrations of love and respect.  What kind of offering should we make to Margaret Mary's spirit?  That's for each of us to decide.  But what if you were to honor the work contingent faculty do to help provide paths to the middle class and ways to wealth for New York's SUNY students?
  • What if you were to pledge to compensate adjunct faculty for teaching on the two days they'd otherwise have to cancel classes under the terms of the Deficit Reduction Program you forced on them?
  • What if you were to urge SUNY to put more contingent faculty on longer-term contracts, so that they don't have to go off and on health insurance over the course of a year?
  • What if you were to find a way to ensure that all contingent employees in SUNY become eligible for the Public Service Loan Forgiveness Program, so that they can at least get out from the burden of debt for the advanced degrees they have earned--and which your own actions are devaluing?
  • What if you were to offer them the same tax relief as you do to employees hired under the terms of your own START-UP NY program?  What if you were to exempt them from local and state income taxes?
Do it for Margaret Mary, Governor.  Do it for SUNY's 16,000 undervalued contingent employees.  Other Governors have helped do the heavy lifting that makes it unlikely any long-time SUNY adjunct will suffer and die like Margaret Mary did.  What will be your contribution?  What will be your legacy?  What record will you be able to point to when you seek reelection...and beyond?

Wednesday, October 30, 2013

Campus Equity Week and The Scarlet Letter

Just wanted to mark the confluence of Campus Equity Week and The Scarlet Letter on "wear red Wednesday."

The office of the scarlet letter on some campuses is to prevent contingent faculty from participating in shared governance, despite the recommendations of the AAUP to the precise contrary.  More generally, the organizers of Campus Equity Week want to turn the "scarlet A" from a mark of shame for adjunct faculty (abatement or even a badge of servitude?) to a badge of honor.

Let's hope the rest of us react better than Hawthorne's Puritans or even his narrator did to Hester!

[Update 1 (10/31/13, 4:03 pm):  Here's Joseph Fruscione in Inside Higher Ed.]

Campus Equity Week Issue #2: Towards Equity in Ranks, Titles, and Lengths of Contracts for Contingent Faculty

Establishing a university-wide floor for starting compensation for contingent faculty who are paid by the course or credit hour is a necessary first step toward achieving campus equity, but it is not sufficient in and of itself.  Recall the major extant definitions of equity:
  • NCTE: Compensation, per course, for part-time faculty should never be lower than the per-course compensation for tenure-line faculty with comparable experience, duties, and credentials.
  • AHA/OAH: Fair salaries, proportional to tenured and tenure-track faculty compensation for comparable teaching, advising and service work.
  • AAUP: Positions that require comparable work, responsibilities, and qualifications should be comparably compensated.
  • AFT: Part-time/adjunct faculty should be paid a salary proportionate to that paid full-time tenured faculty of the same qualifications for doing the same work.
Equity, in all these examples, requires those with similar credentials/qualifications, experience, and responsibilities/duties/work to be compensated similarly.  This is where the diversity among contingent faculty matters a great deal.  Some are newly-minted Ph.D.s, while others never intend to seek a terminal degree but have decades of experience in college and university classrooms.  Some are brought in temporarily to replace a faculty member on leave, some are brought in to teach specific courses for which they have specific expertise or experience, while others are essentially permanent hires regularly and repeatedly contributing to programs that (purportedly, at least) couldn't afford to stay afloat without them.  Some would love to compete for a tenure-track position were it to open up in their institution, while others wouldn't want to run the risk of losing the work they do have or add research and/or service obligations to their existing work load.  (See the recent reports by the Coalition on the Academic Workforce and the Campaign for the Future of Higher Education for more details and specifics.)

Given that diversity, a more substantive step forward than a university-wide floor would be to establish a system of ranks/titles for contingent faculty that allows for promotion/advancement, comes with compensation floors and/or bumps, and leads to lengthier contracts and/or adjustments of teaching load in light of changing professional obligations.  Such a system should allow contingent faculty sufficient choice to pursue the kind of rank/title that makes sense for them at each contract renewal, with criteria for the various ranks/titles clearly laid out and consistently and fairly applied.  While the Policies of the Board of Trustees of the State University of New York seem to preclude following through on AAUP's call for conversion to tenure without first modifying the Policies, there is room to develop a more rational, consistent, transparent, and equitable system of contingent (or "qualified," in SUNY-speak) ranks/titles on individual SUNY campuses.

That's exactly what the leaders of the Fredonia Chapter of United University Professions have called for at SUNY Fredonia.  Building on the successful negotiation of the Handbook on Appointment, Reappointment, and Promotion (HARP), which specifies that "This Handbook...shall remain in full force and effect unless modified by written, mutual agreement of UUP and SUNY Fredonia administration" (IB, p. 8), Provost Brown and Chapter President Arnavut have agreed to form a joint task force consisting of eight members, which will be charged with reviewing UUP’s proposals in light of best practices in the SUNY system (such as at Stony Brook, Cortland, and Farmingdale) and nation-wide, with the aim of proposing specific revisions to HARP IV (pp. 32-35) by a date (to be determined) in 2014. The Fredonia Chapter Executive Board envisions that the joint task force will be formed and charged by Provost Brown and Chapter President Arnavut when the schedule of HARP review, revision, and approval demands it or when negotiations on establishing a university-wide floor have ripened, whichever is sooner.

Stay tuned for updates on these matters!

Tuesday, October 29, 2013

Campus Equity Week Issue #1: Towards Equity in Compensation for Contingent Faculty

Paying part-time contingent faculty substantially less than other faculty in other positions that require comparable work, responsibilities, and qualifications is arbitrary, unsustainable, and unfair.

Every group that has ever studied these issues has concluded that the end goal should be some form of equity.  For instance:
  • NCTE: Compensation, per course, for part-time faculty should never be lower than the per-course compensation for tenure-line faculty with comparable experience, duties, and credentials.
  • AHA/OAH: Fair salaries, proportional to tenured and tenure-track faculty compensation for comparable teaching, advising and service work.
  • AAUP: Positions that require comparable work, responsibilities, and qualifications should be comparably compensated.
  • AFT: Part-time/adjunct faculty should be paid a salary proportionate to that paid full-time tenured faculty of the same qualifications for doing the same work.
SUNY Fredonia is not alone among colleges and universities in being a long way from achieving this kind of campus equity.  The only real questions remaining are:  what form should that equity take? how close can we afford to get to it right now? what long-term plan can we develop for achieving it?

While different campuses might answer these questions in different ways, Fredonia should take its cue from the contract governing terms and conditions of employment for faculty and professionals in the SUNY system.  According to the 2007-2011 Agreement between the State of New York and United University Professions, the salary minima for every full-time rank are:
  • Instructor: $32,945
  • Lecturer/Assistant Professor: $37,706
  • Associate Professor: $44,608
  • Professor: $55,283
Supposing that a 4/4 (24-credit) teaching load is the normal full-time course load for faculty who do not have any service or research expectations (and hence that tenure-stream faculty with lower teaching loads than 4/4 are replacing the courses they otherwise would have been teaching with their service and research), then we arrive at the following minimum rates of compensation per credit hour for each full-time rank:
  • Instructor: $1373/credit hour
  • Lecturer/Assistant Professor: $1571/credit hour (+$198/CH or +14.4%)
  • Associate Professor: $1859/credit hour (+$288/CH or +18.3%)
  • Professor: $2303/credit hour (+$444/CH or +23.9%)
When the 2011-2016 Agreement is published, expect those minima to rise about 2%.  However, for the purposes of establishing a university-wide floor for starting part-time contingent faculty compensation, the Lecturer’s minimum is most relevant, as Lecturers are not required to do any service or research.  It is difficult to understand what would justify the difference in compensation between a full-time contingent faculty member with a Lecturer’s appointment and a part-time contingent faculty member with some other rank or title.  Supposing Lecturers receive higher compensation because of a real difference in their expertise and hence in the kinds of courses they are assigned to teach, how large should that premium be relative to a minimum for starting part-time contingent faculty members?

How have other SUNY schools answered that question?  For the 2011-2012 academic year, SUNY Cortland’s university-wide floor was $863/credit hour, according to the most recent version of their Handbook for Academic and Professional Part-Time Employees that we could find.  At Cortland, then, Lecturers received a premium of $708/credit hour, or about 82%!  In March 2013, SUNY Oswego’s Provost announced the following university-wide floor agreement:  $950/credit hour (retroactive to the start of Spring 2013), $984/credit hour (effective Fall 2013), $1018/credit hour (effective Fall 2014). Currently at Oswego, then, the premium is $587/credit hour, or nearly 60%!  (At Oswego, by the way, an adjunct hired in 1992 made $770/credit hour; in March 2012, the Oswego UUP Chapter pointed out that if that amount were adjusted only for the rate of inflation over the previous 20 years, an adjunct hired in 2012 would make $1249/credit hour.)

When you consider that the 2007-2011 Agreement posits a premium for full professors relative to starting assistant professors of $732/credit hour, or about 46.6%, then equity starts to cut both ways.  The lower you set the university-wide floor for starting part-time contingent faculty, the more unfair the Agreement seems to those in the tenure stream!

Nobody doubts SUNY salaries are low across the board.  After all, the Modern Language Association recommends a floor of $2363/credit hour for the 2013-2014 academic year, which is more than the current floor for full professors.  The Mayday $5K! Campaign proposes a floor of $1667/credit hour, which is more than the current floor for assistant professors.  Clearly SUNY, the Division of Budget, and the Governor would have to agree to raise compensation rates for all faculty if they were to accept floors this high for part-time contingent faculty members.  But there's nothing stopping individual SUNY campuses from deciding on their own, right now, to set their own university-wide floors at some fraction of the $1571/credit hour floor for full-time lecturers.

As campus leaders work together to determine what that fraction should be, they should keep in mind that the national average for part-time faculty compensation is about $996/credit hour, according to the Chronicle of Higher Education’s Adjunct Project.  In 2010, the median for contingent faculty in the Mid East was $1000/credit hour, the median for contingent faculty represented by a union was $1033/credit hour, and the median for contingent faculty represented by a union and working at Master’s-level institutions was $1200/credit hour, according to the Coalition on the Academic Workforce’s June 2012 Portrait of Part-Time Faculty Workers (p. 11 and Tables 24 and 25).

Also worth considering is what percentage of the overall campus budget, of the budget for Academic Affairs, of the adjunct budget, and of the fixed adjunct budget it would cost the campus to move to different university-wide floors in a given year and/or over several years.  Every estimate the leaders of the Fredonia Chapter of United University Professions have run suggests that doing the right thing for the most vulnerable and underpaid members of the bargaining unit and university will have a miniscule impact on these budgets.

Further Resources

SUNY
  • SUNY Cortland, Handbook for Academic and Professional Part-Time Employees
  • SUNY Oswego Provost Memo, “Adjunct Base and Extra Service Funding” (8 March 2013)
  • SUNY Oswego UUP Chapter, “The Case for Increasing Adjunct Salaries” (26 March 2012)
Unions
Professional Associations
Other Organizations
Essays

Monday, October 28, 2013

Campus Equity Week 2013 @ SUNY Fredonia

Fredonia UUP Chapter Devotes Campus Equity Week to Honoring the Memory of Margaret Mary Vojtko

When Campus Equity Week is celebrated on college campuses across the country from October 28th through November 1st, SUNY Fredonia's United University Professions Chapter will be doing its part to advance the fight for quality and equality in higher education by holding a rally to honor the memory of Margaret Mary Vojtko on Thursday, October 31, from 12-1 pm, in the Amphitheatre (located between Maytum Hall and Reed Library).  Vojtko passed away on September 1st at the age of 83 after a 25-year career teaching French at Duquesne University in Pittsburgh, PA.  But as Daniel Kovalik, perhaps the last person to talk to her, described the circumstances of her passing,
She begged me to call Adult Protective Services and tell them to leave her alone, that she could take care of herself and did not need their help. I agreed to. Sadly, a couple of hours later, she was found on her front lawn, unconscious from a heart attack. She never regained consciousness.

Meanwhile, I called Adult Protective Services right after talking to Margaret Mary, and I explained the situation. I said that she had just been let go from her job as a professor at Duquesne, that she was given no severance or retirement benefits, and that the reason she was having trouble taking care of herself was because she was living in extreme poverty. The caseworker paused and asked with incredulity, "She was a professor?" I said yes. The caseworker was shocked; this was not the usual type of person for whom she was called in to help.

Of course, what the caseworker didn't understand was that Margaret Mary was an adjunct professor, meaning that, unlike a well-paid tenured professor, Margaret Mary worked on a contract basis from semester to semester, with no job security, no benefits and with a salary of between $3,000 and just over $3,500 per three-credit course.

Too many professors are working under the same conditions as Margaret Mary across the country.  Campus Equity Week (CEW) was founded in California in 2000 and became a nation-wide event in 2001 in order to change those conditions and, in so doing, to restore institutional integrity and enhance educational quality.  By seeking public recognition that faculty employment conditions are student learning conditions and that equitable educational experiences for students require equitable institutional support of all faculty, CEW events have drawn new activists into the labor movement, helped provide training through information-sharing and community-building, increased press and public interest, and created strong incentives for local administrators and state and local politicians to become visibly involved with the issues--not to mention led to significant gains for contingent faculty, particularly those represented by unions.

In the State University of New York (SUNY), contingent faculty are represented by United University Professions (UUP), which has been able to secure health benefits, sick leave, and office space for most SUNY adjuncts.  However, the typical three-credit course salary for SUNY adjuncts is between $2,500 and $3,000 and Governor Cuomo and SUNY have refused to establish a state-wide minimum salary for SUNY adjuncts (unlike every other state employee).  Here at Fredonia, President Virginia Horvath, Provost Terry Brown, and Human Resources Director Michael Daley have been discussing a range of issues regarding contingency and sustainability with Chapter leaders, from compensation to length of contracts, from systematizing titles and ranks to compensating contingent employees for certain categories of professional service.  We are working together to ensure that what happened at Duquesne will never happen at SUNY Fredonia.  And we intend to succeed.

Please join us at the Amphitheatre at noon on Halloween to honor Margaret Mary!

Sincerely,

Fredonia Chapter Executive Board
Fredonia Chapter Contingent Employees Advisory Group

p.s.--For CEW stickers and buttons, please contact Fredonia Chapter President Ziya Arnavut or Officer for Contingents Bruce Simon!

For more on Campus Equity Week, see

For more on Margaret Mary Vojtko, see

For more on the conditions of contingent faculty, see
 [Update 1 (10/30/13, 5:05 pm):  For more #CEW2013 blogging here, check out:
 Next up is an open letter to Governor Cuomo that I'll be reading at the rally.]

[Update 2 (10/31/13, 4:01 pm):  Here's the open letter to Andrew Cuomo!]

[Update 3 (11/1/13, 1:25 pm):  Here's Dunkirk-Fredonia Observer's coverage of the rally.]