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  • Public Employees and Higher Ed Under Fire | AAUP
    are here Home Get Involved Issue Campaigns Upcoming Events Local Toolkit Issue Campaigns Centennial Declaration Campus Equity Week Intellectual Property at Risk One Faculty Public Employees and Higher Ed Under Fire Speak Up Speak Out Protect the Faculty Voice Find Chapters Conferences Start a Chapter Public Employees and Higher Ed Under Fire We are in the midst of an unprecedented coordinated attack on public employees and public higher education Government funding for higher education is being withdrawn even as enrollments rise And some administrators and boards of trustees are using financial uncertainty as an excuse to cut much more drastically than is necessary often without real faculty input Below is an overview See information on a nationwide campaign for higher education See a database of collective bargaining and union related legislation maintained by the National Conference of State Legislators Attack on Public Employees Extraordinarily governors and legislatures in a number of states are using the economic recession as an excuse to attack working people and unions including many faculty and academic professionals at public institutions Details vary from state to state but pieces of legislation that have been introduced and in some cases passed and signed seek to undermine the fiscal solvency of unions by forbidding payroll deduction of union dues and forbidding agency fee provisions drastically reduce the number of topics on which faculty may bargain collectively cap the amount a public employer is allowed to pay towards an employee s health insurance plan regardless of the employer s ability to pay require unions to hold recertification votes yearly so they are under constant threat of dissolution require unions to renegotiate contracts a time consuming process every single year or prohibit collective bargaining for public employees entirely Chapters and Conferences Are you looking for a campus based chapter of

    Original URL path: http://www.aaup.org/get-involved/issue-campaigns/public-employees-and-higher-ed-under-fire (2016-02-13)
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  • Speak Up, Speak Out: Protect the Faculty Voice | AAUP
    Legal Cases Affecting Academic Speech Opinions Action Items How to and Success Stories and Policies Find Chapters Conferences Start a Chapter Speak Up Speak Out Protect the Faculty Voice Read the AAUP report Protecting an Independent Faculty Voice Academic Freedom after Garcetti v Ceballos executive summary full report In the face of unprecedented threats to academic freedom at public colleges and universities the AAUP has launched an awareness and action campaign called Speak Up Speak Out Protect the Faculty Voice on Campus The foundation of the project is a comprehensive report by an AAUP subcommittee that examines the 2006 U S Supreme Court decision in Garcetti v Ceballos that determined government can restrict the speech of public employees when they comment on issues related to their official duties Although the decision specifically set aside academic speech recognizing that additional constitutional interests were at stake several lower courts have ruled recently that faculty members who speak out on matters affecting their institutions are not protected under the First Amendment In addition to analysis of Garcetti and the ensuing lower court decisions the AAUP report recommends a number of action steps including adoption of specific policy language designed to ensure the continued protection of academic freedom and shared governance Everyone has an important voice in protecting academic freedom on campus Find out whether your college or university has written policies that protect the full range of academic freedom If not urge your senate and administration to work together to develop them And if it does use the AAUP materials to reinforce policy strength collaborate with other groups on and off campus for governance workshops to monitor emerging cases and publicize successful actions and support faculty around the country in protecting academic freedom and shared governance To supplement the report we have developed

    Original URL path: http://www.aaup.org/get-involved/issue-campaigns/speak-speak-out-protect-faculty-voice (2016-02-13)
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  • Starting an AAUP Chapter, Step By Step | AAUP
    and may be guided by the sample chapter bylaws prepared by the national AAUP The chapter s bylaws must be in harmony with the principles and procedures of the Association and with its constitution See Sample Chapter Bylaws Inducting Officers Many chapters induct their new officers at a formal ceremony held either during the organizational meeting or at the second meeting of the chapter The president of the institution should be invited to attend this ceremony and may be asked to extend a word of welcome to members of the new chapter and visiting dignitaries The latter may include representatives of other chapters located in adjacent areas and a state or national representative Upon induction the president of the chapter may give a short address during which some aspects of the chapter s program could be outlined The state or national representative could be given an opportunity to discuss the responsibilities of chapter members and the work of the Association Non members of the Association as well as members should be invited to attend this open induction meeting Notify the AAUP National Office Make sure to let the national office know when your chapter is officially launched Send your officer roster and bylaws to organizing aaup org Chapter Meetings Chapter activities vary from campus to campus Most chapters find it helpful to hold at least four meetings per year Some hold monthly meetings during the academic year In addition to business meetings chapters often hold forums on topics such as salary equity or the tenure process a reception for new faculty members early in the fall or a dinner meeting with a guest speaker in the spring Other meetings may be held as circumstances warrant Membership Development Members count No matter how energetic a chapter s officers may be it will not be effective without faculty support Here are a few tips on recruiting new members Appoint a membership director who will be responsible for the membership campaign and report regularly to the chapter executive committee At a large institution the membership director should establish a committee with members responsible for recruitment in their respective schools departments or building Emphasize the importance of strong membership for achieving chapter objectives and call attention to the chapter s achievements or goals Request membership rosters periodically from the national office s membership department in order to identify lapsed members for reactivation and to make sure that newly recruited members are reflected in the records Chapter Activities While the chapter may sometimes decide to take on issues that are controversial among members the foundation for a strong active chapter over a period of time is consensus rather than constant controversy Chapter activities should be developed in response to the interests and needs of faculty and other members Different types of activities that AAUP chapters engage in include Playing a prominent role in local issues such as supporting a faculty member in an academic freedom case or advocating changes in the faculty handbook Providing professional

    Original URL path: http://www.aaup.org/get-involved/start-chapter/step-by-step (2016-02-13)
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  • Sample Chapter Bylaws | AAUP
    other nonprofit purposes No part of its assets income or profits shall be distributable to or inure to the benefit of any individual except in consideration of services rendered Article III Members Eligibility for membership in this chapter shall extend to all current and retired faculty members and graduate students at who are national members of the American Association of University Professors except for associate members All chapter members may vote in chapter matters Article IV Officers and Organization The officers of this organization shall be the president vice president secretary and treasurer The term of office shall be two years Officers may serve no more than two consecutive terms The AAUP constitution requires that the chapter elect from its active members at least biennially a president a secretary and a treasurer or secretary treasurer and such other officers as the chapter may determine President The duties of the president shall include carrying out the policies of the chapter appointing all committees of the chapter exercising general supervision over the activities of the chapter and presiding at meetings of the chapter and executive committee The president shall be a member ex officio of all committees Vice president The duties of the vice president shall include those usually appertaining to the office and those delegated by the president In the absence of the president the vice president shall serve in the president s stead Secretary The duties of the secretary shall include keeping a record of all proceedings and correspondence of the chapter certifying chapter delegates to the Association s annual meeting preparing or overseeing the preparation of newsletters for distribution to the faculty if such shall be desired maintaining official contact with the Association It shall be the duty of the secretary to provide the secretary treasurer of the Association the names of the officers of the chapter and the chapter bylaws and to conduct the correspondence of the chapter with the secretary treasurer In the absence of the president and vice president the secretary shall preside at meetings of the chapter Treasurer The treasurer shall keep an accurate record of all funds received and disbursed At the request of the executive committee the treasurer shall prepare an annual chapter budget and report of finances and submit them for approval It shall be the duty of the treasurer to remit to the Association and or to the applicable state conference any dues collected on behalf of the Association and or conference In the absence of the president vice president and secretary the treasurer shall preside at meetings of the chapter When an officer has resigned or is disqualified the office shall be filled by a special election of the chapter which shall be held as promptly as is feasible The executive committee is empowered to fill vacancies in any elective office until a special election is held The person so elected shall hold office for the remainder of the term Article V Dues The chapter may establish chapter dues Any

    Original URL path: http://www.aaup.org/get-involved/start-chapter/sample-bylaws (2016-02-13)
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  • Establishing Advocacy-Chapter Dues | AAUP
    fees domain name registration and technical support Posters flyers around campus Buying Redbooks for key members of the administration take advantage of the member bulk discount A regular brown bag lunch to discuss an AAUP policy statement the chapter might provide some refreshments or drinks cost depends on frequency and estimated crowd Wine cheese reception after a talk or before a chapter meeting Hosting a talk by an outside speaker costs may include advertising room rental travel costs and an honorarium Chapter sponsored trip to lobby state government costs may include reimbursing drivers for gas renting a van photocopying Placing an ad in the local paper Building a legal defense fund Help fund chapter delegate s attendance at the AAUP s annual meeting Help send activists to the Summer Institute At the meeting encourage members to add to the list even if they don t bring a cost estimate with them The goal is to end the meeting with a list of projects that the whole chapter is committed to undertaking with full funding and support In other words don t expect the membership to just sign off on whatever the executive committee proposes if there are important items on your list be prepared to articulate why it is important for the chapter to take them on Otherwise the executive committee is likely to be stuck doing all the work themselves The next phase of the meeting is figuring out how much money the chapter needs to collect annually by agreeing on a list of projects and adding up the costs and a making reasonable projection of how many members will share those costs Any data you have on attendance at meetings the success of past efforts to collect funds the number of members on campus etc will be useful Reality check divide the proposed annual chapter budget by the projected number of chapter dues payers Are you comfortable asking your colleagues for that much on top of current national AAUP dues If necessary go back and prioritize the list of projects How much would chapter dues have to be to only fund the top three projects It is much better to start with modest plans and expand as the chapter grows than to push for too much too soon Once you have agreed on a dollar amount ask for one or two volunteers to develop a chapter dues form The form should include the list of projects the chapter will undertake with the money collected as well as text along these lines Eligibility for membership in this chapter shall extend to all current and retired faculty members and graduate students at your institution who are national members of the American Association of University Professors This is to reiterate what your chapter bylaws say namely that you can t join the chapter without joining the national organization Note It is up to you whether or not to require payment of chapter dues in order to be a member of the

    Original URL path: http://www.aaup.org/get-involved/start-chapter/establishing-dues (2016-02-13)
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  • An AAUP Chapter Can Transform Your Campus | AAUP
    organic part of the institution and is dependent on the institution for its continued existence An AAUP chapter by contrast is an independent faculty organization that is beholden to no person and no other entity it is beholden instead to the principles and standards of the profession A chapter can promote sound governance An AAUP chapter should be an ally partner and political advocate of faculty governance and its processes and products When necessary it can remind the senate campus committees and the administration of good governance principles It can sound a warning when people whether administration faculty or governing board deviate from those principles A chapter can issue its own position papers An AAUP chapter can harness faculty skills at research and writing and apply them to the general good and welfare On a whole range of issues the faculty needs a well reasoned well researched well documented point of view Detailed position and policy papers that address local issues or give a local context to national concerns are one way to shape institutional policy build consensus and avoid errors that are all too often the product of governance by administrative fiat Oral opinion is more easily dismissed but a high quality white paper can carry the day at least with those who value and respond to reasoned argument But words also need to be supplemented by constructive actions A chapter can pursue grievances A collective bargaining local will inevitably have a grievance officer to assist individual faculty members who have been mistreated or ignored People often are not very good at being their own champions At the very least a chapter needs a local committee on academic freedom to assist people who are filing grievances A more dispassionate third party can do better Campuses without collective bargaining often have inadequate grievance procedures or none at all Even without a union contract your AAUP chapter can form a grievance committee to assemble evidence pursue cases and obtain justice for aggrieved faculty members It can negotiate informally but effectively with the administration It can seek assistance from the AAUP s national office and pursue some cases jointly with the national staff Doing a good job at providing these services can enhance a chapter s credibility with both the faculty and the administration A chapter can collect dues A faculty that wants to act collectively needs the resources to finance some of its activities Faculty senates unfortunately too often have no financial resources As a voluntary organization however an AAUP chapter can add modest local dues to the cost of a national membership Dues can support member travel to state and national meetings finance a local website fund release time for an organizer pay for copying and distributing documents assist with legal costs or pay for professional analyses of campus finances An AAUP chapter bank account gives the faculty a degree of independence it can have no other way A chapter can obtain and distribute information about campus finances This chapter

    Original URL path: http://www.aaup.org/article/aaup-chapter-can-transform-your-campus (2016-02-13)
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  • Beginning a Faculty Appointment | AAUP
    occurs in a review for tenure for reaching a decision about a faculty member s career there will be a strong tendency to avoid firm judgments about the quality of individual performance The results of a tenure review can be unpleasant not only for a faculty member who is denied tenure but also for those responsible for the decision But if there is no definite time for a decision on permanence it is all too easy to put off for tomorrow what does not need to be decided today Second and most important a maximum period of probation strengthens academic freedom A system of open ended probation is a condition of permanent transience and faculty members who each year or every two three or four years indefinitely into the future have to ask if they can stay are not likely to feel free to speak and write the truth as they see fit As for a maximum period of seven years and not a different number it was a compromise agreed to by the AAUP and the Association of American Colleges now the Association of American Colleges and Universities the two organizations that jointly issued the 1940 Statement of Principles on Academic Freedom and Tenure 1 Too few years three or four for example seemed too brief for a considered decision while too many years ten for example would have alienated younger faculty members The AAUP wanted the AAC s agreement to a fixed and generally accepted limit to the number of years a faculty member could be at an institution without the protections of tenure and seven was the result I have taught part time and successfully for several years in the same department which is about to conduct a search for a new full time tenure track position in my area of teaching Am I right in believing that because of my teaching experience in the department I should be interviewed for the position It is the decision of the search committee as to which applicants for the position will be invited to meet with the committee The members of the committee may conclude that your teaching experience matches the announced criteria for the position and therefore ask you to meet with them Alternatively the search committee may determine that even though your teaching has been successful your background and experience in other respects fall short of the expectations for the professional work of the faculty member being recruited Your situation is not different from that of any other faculty member whether serving part or full time who has been teaching in a department for some years and has submitted an application for a newly created position As a candidate from inside the department one may have the advantage of being well known to other members of the department Of course being well known may also be a disadvantage In any event while prior teaching in the department might give a boost to a candidacy it does not

    Original URL path: http://www.aaup.org/i-need-help/workplace-issues/beginning-faculty-appointment (2016-02-13)
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  • Evaluations and Reviews | AAUP
    and who may well have made important professional decisions based on those standards There is no reason to question a college or university policy that requires that new standards for tenure be applied only to new faculty members A policy that calls for applying the new standards to continuing probationary faculty can also pass muster but much will depend upon local circumstances Consider the following situations In the first a faculty member is told six months after starting to teach at a university that the standards for tenure now require the publication of at least one book previously a minimum of six articles in refereed journals was required Neither the timing of the change in the standards nor the substance of the new requirement seems unreasonable In the second situation a faculty member in her fifth year of teaching at a university learns that to attain tenure she must have a PhD in hand the master s degree that she holds no longer suffices Plainly applying the new standard to this individual is unfair As to your situation the change in the standard requires that you publish two articles in the next or fifth year of teaching I m assuming that the tenure evaluation at your institution takes place during the sixth year and that you have already published three articles By contrast the earlier requirement was the publication of three articles over the entire course of the probationary period You are now asked to do almost as much as was required in five years in only one year and that is unfair In a recent conversation with the college president I was told that my demonstrated usefulness and loyalty to the institution will be key considerations in determining whether my appointment will be renewed Is that appropriate The traditional and still widely used criteria for evaluating faculty performance focus on teaching research and service The weight and meaning assigned to each of these areas varies among colleges and universities and often among departments or divisions within institutions Different emphases may also exist at different points in a faculty member s career For example teaching and service might loom large at the outset of an appointment while during an evaluation for tenure published research moves to center stage These areas of faculty performance are broad but not so broad as to encompass the standards for evaluation described by your president Demonstrated usefulness to the institution is both redundant and undesirable Faculty members who have furnished evidence of excellence in teaching research and service have demonstrated their usefulness to the institution and a specific criterion of usefulness is superfluous As for loyalty it is difficult to define and readily open to abuse A faculty member who criticizes the administration or board of trustees may be considered by some to be disloyal to the institution although the criticism whether right or wrong might be better understood as serving the institution by furthering the robust exchange of ideas The president s concern for

    Original URL path: http://www.aaup.org/i-need-help/workplace-issues/evaluations-and-reviews (2016-02-13)
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