WMU without the WMU-AAUP? What a difference academic collective bargaining makes!

After more than four decades of living and working in the reassuring presence of a well-crafted, comprehensive, mature contract, it’s easy to become complacent about the guarantees and protections that have come to shape WMU’s campus life. And, to be clear, though the WMU-AAUP Agreement has been forged specifically between WMU and the WMU Board-appointed faculty, this foundational document impacts our entire campus culture. In short, the power of WMU’s professoriate to bargain for fair wages, decent benefits, and shared governance has led to the creation of a campus community that is far more transparent, democratic, and humane than it might otherwise be.

Because it is far too easy to forget what it used be like, consider the routine risks of living and working on a campus with no formal collective bargaining power:

  • compensation and benefit structures that may be decided on arbitrary, or so-called “market based” criteria, with little hope of predictable raises, or of avoiding drastic healthcare insurance increases;
  • tenure and promotion procedures that are opaque and draconian and that may include no formal avenues for appeal or challenge;
  • the power to summarily eliminate departments and faculty positions according to economic vicissitudes and administrative whims;
  • unchecked disciplinary procedures according to which administrators might determine a faculty member’s guilt and assign penalties with no provisions for due process;
  • a climate in which all mid and higher level decisions may be made by admin, including those with direct implications for academics, with little or no input from faculty

In short, before there was the WMU-AAUP, life here was a lot like it is at other non-unionized campuses at which faculty members function as laborers serving at the pleasure of management. Even an occasional, cursory glance at national higher education news makes clear that faculty colleagues at many other campuses live in a shadow of fear and uncertainty that impacts their wages, capacity to exercise academic freedom, and, yes, their mental health. The fact that many of us at WMU may no longer feel moved to actively celebrate the rights and advantages we have earned through our collective power is perhaps the greatest testament to the WMU-AAUP’s astonishing success over the decades.

And, again, though not all campus employee groups share equally in these advantages, the positive impact of the WMU-AAUP on the entire campus is evident, including:

  • a tendency for enhanced wage and benefits for many non-faculty employees, given how the WMU-AAUP’s negotiated wage and benefits packages influence subsequent agreements made with other employee groups;
  • a campus at which other employees are more likely to feel supported as they embrace their right to organize, for example, AFSCME, PSOA, POA, MSEA, IATSE, TAU, and the PIO, all further ensuring a healthy check and balance on unrestricted administrative power at WMU;
  • a climate of shared governance according to which there is precedent for employee demands of participation and transparency, an environment in which employees’ right to ask questions and expect answers becomes more normalized and likely

Though it may be true that the WMU-AAUP’s consistent success and effectiveness tempt us to take it for granted, as we prepare now for 2020 negotiations, it’s the perfect time to imagine life at WMU without our faculty union. In fact, we don’t have to tax our imaginations at all if we simply invite the perspective of longtime WMU faculty members, including one retired early WMU-AAUP leader who is eager to share cautionary anecdotes with all who will listen. “We were completely at their mercy,” he recalls, “and the only real leverage we had when we knew we were being treated unfairly was to quit our jobs, pack up our families, and leave.”

Why should I care about the WMU-AAUP’s 2020 negotiations? Four core values at the heart of the struggle

As the WMU-AAUP heads into another contract negotiation cycle, all members have the opportunity to highlight our most fundamental values when talking with colleagues, students and other community members. They may already know that the WMU-AAUP fights hard for salary and benefits at the negotiating table, but be less aware of how other campus concerns show up on the Chapter’s agenda. Here’s a quick summary, then, for the next time you run into someone who’s not quite able to connect the dots between their daily professional burdens and battles and the hard work of our negotiating team.

Foundational WMU-AAUP values and concerns:

  • Shared governance: faculty are primary stakeholders at WMU; we must be consulted, as directed and implied by the Agreement, and ought to be consulted on other matters likely to impact WMU’s campus community; important decisions made by WMU admin without consultation with the Chapter are of legitimate concern to our members
  • Working conditions: the requirements and demands made upon faculty time, as well as the campus climate, are of central interest to members, for example, fair and equitable workload, as well as large-scale administrative initiatives (e.g., general education overhaul or program review), and campus climate issues such as harassment and bullying
  • Academic freedom: the ability to explore, discuss, disseminate, and teach without fear of interference or reprisal is critical; examples of issues associated with this value might be: WMU’s use of faculty activity reporting, workload reports, and student evaluations; the shift away from tenure-track positions and increasing reliance on temporary instructional labor (e.g., part-time and term colleagues); administrative monitoring or undue scrutiny of faculty expression in, for example, syllabi, blogs, social media, or the classroom
  • Fair and equitable compensation and robust benefits: Fairly compensated, tenure-track faculty positions with competitive benefits packages ought to be among WMU’s very highest priorities; in general, the prioritization of people and resources central to WMU’s core academic mission as a research-intensive university are to be highlighted

Thank you for having the WMU-AAUP’s core values close at hand the next time someone wonders about the purpose or efficacy of our collective bargaining unit. The briefest response may simply be that the WMU-AAUP stands for what is best about higher education: research and creative activity, student success, and the dignity and viability of the professional lives at the heart of the academic mission. Together we are stronger!

Why the WMU-AAUP continues to thrive in the face of incredible challenges

Despite ongoing legislative attempts to throttle collective bargaining efforts by making it harder for unions to maintain robust membership, WMU faculty overwhelmingly continue to support the WMU-AAUP. In fact, though some form of so-called “right to work” laws have been in place in Michigan since 2013, 90% of eligible WMU faculty continue to support the union as full dues-paying members.

As some collective bargaining units across the nation have struggled to maintain membership in the face of increasing anti-union challenges, our union membership numbers are especially impressive. Out of a total of about 900 eligible faculty, only 45 tenure-track and 11 term faculty have committed to opting out. While we continue to reach out to to a handful of additional WMU faculty who have not yet submitted cards, the overall numbers are remarkably positive. Again, 90% of WMU faculty continue to fully support the Chapter as dues payers despite explicit attempts to dilute our solidarity.

No doubt this success is due, in part, to the WMU-AAUP’s implementation of a comprehensive member outreach plan in recent years designed to respond to the latest anti-union threats. This plan has included direct, intensive outreach to new faculty, including over the summer, and ongoing targeted communications throughout the year in the form of letters, phone calls, office visits, and emails. In addition to this painstaking work by WMU-AAUP staff and officers, AAUP department representatives (Association Council members) are on the front lines with respect to engaging with colleagues who have questions about membership, or somehow simply forgot to submit their dues card.

Our member outreach plan, combined with plain old elbow grease, is surely part of the secret to the Chapter’s impressive success, but the deeper explanation is likely much simpler: the WMU-AAUP’s impressive record of fighting for fair salaries and decent benefits, of doggedly standing up for faculty rights, and of offering critical guidance through a maze of bewildering processes, especially the rocky shoals of tenure and promotion.

In short, WMU faculty have a deeply rooted ethos of supporting our collective bargaining unit because of the value it brings to our individual and collective professional lives. As higher education withstands wave after wave of insult and assault, including threats to the basic viability of the professoriate, we invite you take a moment to celebrate the fact that WMU faculty are standing strong. We are, in fact, more united than ever in our commitment to fight for what is right and fair as we head into another negotiating season.

The invisible labor of WMU professors: Three lessons from your own workload stories

Probably the most striking conclusion of the workload comments faculty have shared with the WMU-AAUP this semester is that, when it comes to research, teaching, and service, we professors are in the best position to tell our own stories. In fact, in sharing the interesting, sometimes idiosyncratic, details of their work responsibilities, faculty have described feeling isolated and misunderstood, not just by administrators, but sometimes even by faculty colleagues.

For example, one faculty member observed that “there seems to be an assumption that because I have a heavy teaching load that I must not care about scholarship, but I never stopped writing and publishing articles even though I’m given almost no time to do it.” Conversely, another professor shared that he is almost afraid to talk about how low his official teaching load is with colleagues outside his department because “it gives people the wrong idea. The fact that my official teaching credits are low doesn’t do justice to how much time I’m actually required to spend working with individual graduate students.”

Other faculty described frustrations about how research, scholarship and creative activity are recognized and valued. As one professor explained, “Scholarship in my field takes time and my department understands this. But for people in departments that emphasize lots of co-authored articles rather than books, it must look like I’m just sitting on my ass.” Another faculty member emphasized the painstaking process of securing and managing external grants, and of how this “basically becomes an entire job unto itself, in addition to the actual research the grant is supposed to fund.”

Not surprisingly, service was another area about which faculty expressed frustration, suggesting that too much of this work was rendered invisible by “bean counting administrators.” One professor described the increased pressure he’s felt over the years as his department’s faculty numbers have dwindled. “At the same time, the service demands have gone up,” he said. “There seems to be no recognition that fewer faculty members are being asked to do more and more.” Another faculty member explained that much of what claims her time seems to fall outside the recognized workload parameters, for example, “Every single week a handful of students stop in for informal advising discussions. I want to help them, but they aren’t even ‘my’ students. Am I supposed to turn them away?”

Though no single, overarching theme emerged from the workload stories shared with the WMU-AAUP, three were repeated enough to serve as cautionary lessons.

  • First, there is the recognition that the work faculty do across colleges varies, sometimes dramatically, and that no numerical system can fully do justice to this diversity.
  • Second, the best experts for determining what counts as meaningful research, teaching and service work in a given field are to be found in that field; WMU faculty are the best experts with respect to workload evaluations.
  • Third, more discussion is needed among faculty across departments and colleges to better understand and appreciate the diverse value we bring to WMU. Now, if only we could find the time!

Below are additional examples of labor that faculty feel may be misunderstood or rendered invisible. What did we miss?

– writing, customizing, and uploading student reference letters for graduate schools, professional programs, and academic employment

– engaging in industry consulting work that may be both expected and appropriate to one’s academic role

– informal academic and personal advising of undergraduate students, especially those who arrive underprepared

– driving time to teach courses at WMU distance learning sites, especially in the winter

– serving on diversity and inclusion initiatives, especially for faculty of color

– remaining current in one’s academic discipline, especially when one’s field is international in scope

– dealing with the ongoing demands of accreditation reports and other documentation

– completing a myriad of WMU online trainings, for example, cyber security and bullying

– direct individual supervision of students, especially graduate students, in required internship or performance activities

– completing time-consuming academic program review documentation as periodically required by administration, especially when this work has no apparent consequences

– piecing together small funding opportunities for routine academic work in the absence of sufficient support for conference and research travel (especially when international)

– completing professional activity reports, especially when one’s accomplishments do not fit neatly into its categories

– work done for the Lee Honors College, for example, scholarships, thesis committees, and serving as speakers

– participating in curricular overhauls, for example, essential studies

– facilitating the needs of increasing numbers of students who require special accommodations, for example, extra exam time

– assisting with departmental, college, and university recruitment efforts, e.g., spending time with prospective students and their families

– multiple (rather than streamlined) progress (and midterm grade) reporting for undergraduate students, for example, those on probation

If you haven’t yet had a chance to share your workload story with us, please send it!

Note: Faculty find much of this work to be both important and satisfying, but wish that it were better factored in during formal and informal assessments of their overall contributions. Also, some details have been altered to preserve anonymity.

2020 WMU-AAUP negotiation team selected

The WMU-AAUP is proud to present our 2020 negotiation team:

Robert White, chief negotiator, School of Music
Regina Garza Mitchell, Educational Leadership, Research and Technology
Andrew Hennlich, Frostic School of Art
Michael G. Miller, Human Performance and Health Education
Glinda Rawls, Counselor Education and Counseling Psychology

Given the importance of assembling a dedicated, prepared, and effective negotiating team, the WMU-AAUP scrupulously follows a carefully delineated selection process (see below). These steps are meant to maximize faculty members’ opportunity to participate, while also respecting the need to compose a team with complementary strengths.

The result of this year’s process was a clear endorsement by the Executive Committee of the five 2020 members listed above, a selection unanimously upheld on Friday by a vote of the Association Council. We want to express our appreciation to all of this year’s nominees, including those not selected, as we pull together in solidarity to support Bob, Regina, Andrew, Michael, and Glinda.

Steps for selecting the team:

  • In September, a call for nominees was sent to the entire bargaining-unit faculty; members could self-nominate or nominate colleagues.
  • In October and November, the Executive Committee (comprised, according to our bylaws, of representatives from all of WMU’s colleges), interviewed nominees who had confirmed their willingness to serve on the team.
  • After all candidates were interviewed, there was in-depth discussion among Executive Committee members of candidates’ individual strengths, as well as how those strengths might best combine to create a formidable team.
  • Multiple votes were taken by the Executive Committee, with additional opportunities for discussion, resulting in a clear endorsement of the 2020 members.
  • The Executive Committee’s recommendations were unanimously approved by the Association Council on Nov. 15.

We invite anyone with an interest in participating in future negotiations, or with additional questions about the selection process, to contact us at staff@wmuaaup.net or give us a call. Together we are stronger!

WMU-AAUP seeks nominations for 2020 contract negotiations

If you have an aptitude for negotiation, are able to commit the time, and are looking for a way to serve your faculty colleagues, consider self-nominating for our next negotiation team. Given the current political climate, and the general challenges facing higher ed and the professoriate, this is a time of great peril and promise. Further, our success in securing a fair contract will impact not just WMU faculty, but WMU’s entire salary and benefit structure.

Details about the expectations and responsibilities of the negotiation team are here: Negotiation Team Expectations and Responsibilities We also ask that candidates describe the expertise and experience they would bring to the position, and whether or not they would be interested in serving as chief negotiator.

Nominations will be accepted until noon on Monday, September 30, 2019 and candidates will be interviewed by the Executive Committee during October. The Executive Committee will then recommend to the Association Council or chapter a chief negotiator and negotiation team members.

Please feel free to nominate yourself or a colleague you believe would do a great job.

Post-tenure review, working conditions and FARs

As you may recall, last spring the WMU-AAUP fielded concerns from faculty about surprise performance evaluations leading to increased teaching loads. Since we are continuing to hear from faculty about this, we want to make sure all Chapter members are aware of the issue, and also get your assistance as we continue to assess the scope and depth of the concern.

First, the reports we’ve received are:

– that individual tenured faculty member are being subjected to surprise reviews of their “research productivity” by deans and/or chairs which is then being used to justify increased teaching loads. Some faculty are already working with this increased load, others have successfully appealed it, and others are still unaware that these changes may be on the horizon

– that the FARs (formerly PAR, “faculty activity report”) are serving as the primary, or even sole, basis on which “research productivity” is being assessed by deans and/or chairs; faculty have raised concerns about the appropriateness of using FARs for this purpose, especially given widespread questions about their legitimacy and accuracy.

– that the tenured faculty undergoing these performance reviews by their dean and/or chair have not been informed of the criteria they are being judged by, or about what process they might use to appeal this redesignation as teaching-focused, rather than research-focused, faculty members

– that there seems to be a general lack of awareness across colleges and across campus about these significant changes in faculty working conditions. While a number of individual faculty from various departments described open conversations and email exchanges about this with their deans or chairs, the flow of information is murky and partial, leaving some faculty colleagues feeling isolated and overwhelmed as they consider how best to respond, including whether or not to file a formal workload appeal

With this in mind, and so that we can get a better idea of the scope and depth of these concerns, please talk to your departmental colleagues, your chairs, and your WMU-AAUP departmental rep with the following kinds of questions:

– Have chairs received a “dean’s list” of faculty who have been designated underproductive and slated for greater teaching burdens?

– Have faculty colleagues been privately contacted by a chair or dean and informed that they should expect higher loads based on these reviews?

– Have faculty facing higher loads been provided with concrete details about the assessment of their scholarly activity and been provided instructions for how to challenge it?

As faculty members continue to come forward, and as we work to get a fuller picture of this issue, please be in touch as soon as possible with your colleagues, your chair, and with us (staff@wmuaaup.net).