University Business - September 2011 - (Page 37)
This winter, after new laws that cut collective bargaining rights of university professors and other public employees were passed in Wisconsin, faculty from state universities marched in protest.
gestures,” Draney continues. “They started having informational meetings with everybody in one big room about what they knew and what the possibilities were.” The administration offered to dip in to its “rainy day fund” to offset the 12 percent cut in faculty benefits mandated by the new law, Draney says, only to be thwarted by the state in using the money that way. “But they have been using it to alleviate the fiscal crisis on this campus. No one was laid off.” The events of the past nine months have had other conse-
quences, says OU’s McLaughlin. “There’s been a lot of pushback in Wisconsin and in Ohio. It’s worked a lot of people up.” One example occurred on the UW Green Bay campus, where the faculty went ahead and voted 117-2 to unionize, even without collective bargaining rights. Draney explains that the faculty members want a more unified front going forward. “The whole union voting process raised people’s awareness on the faculty side about our situation as employees and how vulnerable we were,” he says.
procedures are, and what its aims are,” he laments. “As faculty senate president, you see more clearly that the senate can only recommend to the chancellor,” he adds, “I have a lot of faith in the good will of administrators when they have good will, but it’s clear that faculty and administrators are not on a par.” A bigger disconnect exists between the faculty senate and the board of trustees at most universities, Lachs warns. “A gulf exists that’s very damaging to both sides. As the chair of the faculty senate, once a year I was ushered in to make a five-minute speech to
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the board and then ushered out,” he says. “I happen to be a great believer in informal contact. I asked the board members to lunch, and how many took me up on that? Zero. At least talk and listen to different perspectives. That isn’t being done enough.” In fact, the 2010 Association of Governing Boards study found that only 23 percent of board members and faculty members alike understood each other’s role “well” or “very well.” Lachs suggests the need for more than mutual understanding. “What would it
September 2011 | 37
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Table of Contents for the Digital Edition of University Business - September 2011
University Business - September 2011
Contents
Editor's Note
College Index
Ad Index
Behind the News
Viewpoint
Financial Aid
Money Matters
Internet Technology
Shared Governance
Acknowledging Achievement
Looking Back
Spotlight on Procurement
EduComm 2011
End Note
University Business - September 2011
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