oflovefaithhopedream

One week ago, a group of concerned faculty, staff, and students organized a forum at UW-Madison to discuss shared governance: what it is, how it's been challenged in the past, and what current risks it's currently facing.  The forum, held at 5 pm on the Monday before Thanksgiving, drew more than fifty people to the Wisconsin Idea Room in the School of Education. Speakers included former chair of the University Committee, Judith Burstyn , Professor Emeritus of History Jim Donnolly , Professor of Political Science Don Downs , David Ahrens of the Wisconsin University Union, and C had Goldberg , Professor of Sociology. There was a robust conversation about the precedent set by the famed Spoto case in establishing the importance of joint decision-making  in shared governance, a process that in the University of Wisconsin System goes well beyond simply advice and input.  The key takeaway: when faced with an impasse   between faculty and administration on an issue over wh...

The Chancellor just released the revised HR Design plan. Lest anyone wonder "Why did we postpone the vote at Faculty Senate," here's your answer. The red-lined version of the Plan and the list of changes should be read in full.  But there is clear evidence on the pages as to why a strong pushback at Senate was smart and appropriate.  For example: p. 4  and 41 Mandatory placement of laid off employees has been restored! p. 42 Right of return has been restored (for up 30 days)! p.10 A commitment to using HR to achieve excellence in all  disciplines and to emphasize learning is now included p.25 and 26 Internal equity is now explicitly included as a factor continuing to affect compensation (see Strategic Plan Components #1 and the following paragraph on p. 26) p. 28 Living wage for contracted employees is officially under consideration again But the language on shared governance is still too weak. This is ironic given tonight's forum (which I'll write about tomorrow...

Since last week's Faculty Senate meeting, my email inbox has grown cluttered with letters from faculty, staff, and students who are experiencing violations of shared governance at UW-Madison.  All are afraid to speak out with their names included, fearful of responses from the Administration.  I can't tell you how upsetting this is, especially given my own Biddy battles during the term I was up for tenure. In any case, one brave soul has decided to allow me to quote from his letter.  I hope you'll consider his words (below) and then decide to join us next week for a discussion of the past and future of shared governance at Madison. There will be a FORUM on these issues held on Monday November 19 from 5-630 pm in the Wisconsin Idea Room of the School of Education. Sponsors include WUU, TAA, WISCAPE, and UFAS.  You can rsvp here . ****** Hi Sara, The biggest issue for me now is the apparent demolition of faculty governance. Wisconsin has a long history of egalitarian d...

This ran in today's Capital Times.  Stay tuned... more to come. 

All over America, faculty, staff, and students are losing their collective voice as a tidal wave of "reform" washes over higher education. The adjunctification of the faculty is well underway and some administrators and members of the public cast faculty as the enemy of progress, despite hard empirical evidence to the contrary. We've been confronting our own dilemmas at UW-Madison, where a deeply conservative Wisconsin legislature handed us the "tools" requested to bring efficiences to our human resources system.  It is indeed an old system, which insufficiently recognizes the needs of educational institutions, and it is indisputably in need of modernization.  The plans are in process to use the new flexibilities to improve the system, and today the Faculty Senate was to vote on those plans. The problem? The plans aren't yet  fully articulated.  They are still in process, in a draft stage, and it's hard to tell whether they really take UW-Madison forwa...

At 3:51 pm, I received the following letter from UW-Madison Human Resources Director Bob Lavigna in response to the Change.Org petition. The full text follows.   I have underlined key sentences since it is rather long and inserted with ** some comments of my own. I am very pleased with this display of engagement on the part of the administration and shared governance units, and hope you will agree with me that this is a significant step forward.  On Wisconsin! November 2, 2012  Dear UW-Madison colleagues: I am writing in response to the October 30 petition asking me to, “… issue a list of written assurances regarding all planned significant changes to the Human Resources Design Strategic Plan on which the Faculty Senate will vote on Monday, November 5, 2012.”  First, I want to outline where we are in the process of finalizing the HR Design Strategic Plan, and what will occur as we move forward. On September 21, we posted the plan for campus-wide review and comment. S...

This morning the Dean of Letters and Sciences at UW-Madison sent the following email to all faculty and staff in his college.  Since that time, my email inbox has flooded with concern expressed by staff, students, and faculty who are not sure why  he sent it and what it's meant to accomplish. Subject: [xtmp] Human Resource Design Strategic Plan Date: Fri, 02 Nov 2012 09:37:26 -0500 From: Gary Sandefur To: xtmp@lists.wisc.edu Dear L&S Staff and Faculty,  There have been many documents and statements floating around about aspects of the Human Resources Design Strategic Plan.  Some of this information is not factually correct. To address these misconceptions, campus has developed the attached fact sheet.  You can also find the document at the following website: http://hrdesign.wisc.edu/wp-content/uploads/2012/09/120921HR_Facts.pdf  I encourage all employees to read the Fact Sheet to ensure you are accurately informed.  If you have any questions at...

Tuesday morning at 11 am, my colleagues and I initiated an online petition requesting that the Director of Human Resources at UW-Madison, Bob Lavigna, put his good intentions for revising the HR plan in writing  before shared governance groups are asked to vote on the plan next week. Just one day later, we had 223 signatures and counting!  Two days later we crossed the 300 mark.  This includes dozens of faculty, including many prominent, senior members who know and love the place.  Clearly, in this town people care about having information at hand and in writing before they're asked to vote.  As Marcia Schiffman of the Department of Opthamology and Visual Science put it, "How can you make an informed decision either way without the actual proposal, changes and all, in front of you?" One of the best things about an online petition is that signers can leave comments, and as a sociologist I'm finding their words full of insights into how we struggle to make public...

This fall marks my ninth academic year at UW–Madison. During my time here I’ve experienced our human resources system in many ways—as a new mother seeking a maternity leave (twice), as a temporarily disabled employee in need of a leave, as a frustrated faculty member seeking a raise, and multiple times as the director of a large research project trying to hire and retain qualified classified and academic staff. I know firsthand that the system needs to change in order to realize our campus goals of equity, efficiency, and effectiveness. That is why I have taken seriously the HR Design team’s request for input from shared governance units, spending significant time studying the plan, and commenting on it in multiple venues. I think further adjustments to the current plan are required, because my own knowledge of higher education reform efforts and the scholarly literature on work and organizations suggests that as currently formulated it will have significant unintended consequenc...

Yesterday's Faculty Senate meeting at UW-Madison provided a wonderful illustration of how the cycle of widening economic inequality is regenerated through the actions of colleges and universities. A Word Cloud Illustration of the Terms Contained in HR Design's Strategic Plan Components.  Word size is relative to frequency in document.  Here's a thumbnail sketch of the process leading to the prioritization of markets  over equity  as depicted above. ( In case you can't find it, "equity" is that tiny word hidden under "Job" on the left, above) Wisconsin's conservative politicians slash investments in public higher education. This is a necessary but not sufficient condition for the reduction of human capital formation via public institutions.  The following steps are also required. Public colleges and universities struggle to respond. They have multiple options, one of which is to fight the disinvestment while protecting its most vulnerable programs...

In advance of this afternoon's meeting, I received this very helpful document from the Wisconsin University Union, which summarizes the HR Design plan elements and how they compare to current practice, while raising some critical questions about each element. Here are some questions that I think are especially deserving of response: Will the university staff assembly, created by HR Design, preempt or potentially undermine the re-establishment of unions?   Why aren’t all contractors (over $5K) included in the living wage provisions, consistent with the City of Madison policy? UW has shifted to using contractors for custodial and food-service positions, and currently pays custodians just $8/hour.  What provisions prevent a hiring authority from defining the “employing unit” as so limited as to “force” a layoff?  What is the evaluation plan   to assess the impacts of these radical changes?

This evening my colleague Bruce Thomadsen , professor of medical physics at UW-Madison, shared several concrete recommendations for improving the HR Design plan.  I think highly of his suggestions, and thus with permission I am summarizing the most critical ones here: Affirm the continuation of genuine shared governance ,  a pillar of UW, in this plan.  The language implies that employees will advise on the implementation of benefits programs, but this is far weaker than the current status of shared governance at our university.  Decision-making must be shard. Amend the plan to clearly state that academic staff have the right to due process with respect to all University actions detrimental to their jobs. This is not currently clear, especially with regard to layoffs. Provide much more detail on the implementation of the layoff procedures. In particular, explain how the new system will increase, rather than decrease, job security. The plan says that hiring managers ...

Tomorrow afternoon, the Faculty Senate at UW-Madison will hear from Bob Lavigna , the institution's Human Resources Director. Lavigna will be discussing HR Design , a new plan I've covered several times recently on this blog . It's a controversial proposal, in part because it shifts the focus on setting compensation from internal equity towards external markets .  It also reduces some of the benefits held by classified staff, who are currently unionized, and for whom perks like substantial vacation time slightly dull the pain stemming from the terrible wages. I was therefore intrigued when this morning I delved into my Inside Higher Ed backlog of reading and found the results of a brand new national survey of HR directors and their opinions about the future directions universities need to take.  The results help to at least partially set the broader stage on which HR Design is occurring.   (Partially: the response rate for this survey is 15% and with just 324 particip...

Like many universities throughout the country, UW-Madison is undergoing a restructuring of its human resources policies, aiming to make them more cost-effective by stimulating higher productivity-- bottom-line thinking encouraged and facilitated by the Wisconsin Legislature. Among the planned changes in the new  HR Design  plan, released last Friday, is a shift to use of " new compensation structures...with market data... gathered to inform compensation decisions .  Pay adjustments will reflect a broad range of factors (e.g., market, equity, performance) within defined parameters, and will be based on objective performance evaluations...These decisions will have to be made through fair, objective and transparent performance evaluations. Supervisors will be provided with training on how to conduct effective and bias-free performance evaluations and how to ensure that the supervisors who report to them are doing the same with their staff. Deans and ...

As I recently described, UW-Madison is currently going through a process of Human Resources Redesign.  Today at Faculty Senate there was an unexpected and lengthy discussion of the recommendations of the HR working groups that was at times a bit acrimonious (I say unexpected because it was listed nowhere on the posted agenda). The exchanges between the faculty and the administrators--especially Darrell Bazzell and Bob Lavigna--were fraught with apparent frustration and visible annoyance from both men.  At several points, Lavigna said that faculty had been asked several times to participate in the working groups, but few had. Nothing that had transpired, he seemed to suggest, should be construed as an effort to circumvent shared governance, and transparency in the process was always the aim.  Moreover, he responded to faculty questioning, we should know that "our colleagues" had worked hard on the recommendations, and that he, at least, respected that work. Driving home af...