Volume 7 Number 3 Fall 1996 FALL MEETING: October 17, 1996. 4pm. Pebble Hill. Reception to folLow.

PRESIDENT'S NOTES: By Sonny Dawsey

As we get ready for the beginning of another academic year and as I step into the presidency of the local chapter of the AAUP, thoughts of change and permanence come to mind. The passage of time causes all of us repeatedly to face fundamental choices between holding on to the tried and true, or letting go of the outmoded and irrelevant.

Change comes to all of us. We learn new skills, acquire new information, and discard that which is no longer useful. We revise our courses, and we do new research by drawing on contemporary knowledge as well as former work. In many respects, the university as we have known it is changing. There is a move toward greater accountability whereby the citizens of the state and their political representatives demand that we engage in activities more directly related to their concerns. Applied research and a broadly defined outreach mission will likely assume increasing importance for land grant universities such as Auburn. Faculty members may be asked to do a better job of describing the many and varied activities that engage our working lives.

The National AAUP is also grappling with change. The recent hotly contested elections, the opinions forcefully expressed in Academe, and the lively discussions observed at the recent meetings in Washington are signs that the organization is working to address new issues facing the academic community.

While change is necessary and unavoidable, it is not the only game in town. History is crowded with examples of fads and whims that faded quickly into obscurity. Meanwhile, some things are worth holding on to. Permanent institutions such as our democratic form of government, the freedoms guaranteed by the Bill of Rights, and a free enterprise economic system have served us well. For over a century the universities of the United States have been highly successful centers for teaching our youth and discovering new knowledge. It is my firm belief that the success of our educational institutions, and the reason why admission to them is sought by people from around the world, is due to the fundamental values upon which the university system is based.

One value is the unique concept of faculty-shared governance. Authority over certain matters, such as the curriculum and recommendations for advancement, includes a heavy dose of faculty involvement. Auburn has an effective University Senate and committee structure, but they did not appear spontaneously. Many of us recall the struggles of the early 1980s and the more recent efforts to gain approval of our Faculty Handbook. The institutionalization of faculty governance, coupled with the selection of high quality faculty leaders, has contributed much during recent years.

Another fundamental value is tenure. Tenure is not, as sometimes portrayed, a ticket to easy street where idle scholars dawdle. Rather it provides a measure of financial security and the freedom to raise issues or take positions that might be unpopular with the those currently in positions of authority. Tenure is not a guarantee of a permanent job; it does ensure that a faculty member will be provided with due process in administrative disputes. A university is a community of scholars working with a shared set of standards enforced through a peer review process. Adherence to the tenure system creates an atmosphere that is favorable for focusing on long-term goals rather than current expediency. This differs significantly from some corporate models more often characterized by a rigid chain of command and a requirement to generate immediate returns.

A danger facing Auburn and similar institutions is that the need to modernize and to become more responsive to the surrounding society may lead to an erosion of fundamental values that have well served higher education in this country. A primary function of the AAUP is to serve as a watchdog that sounds an alert when these values appear to be in jeopardy. One concern of the local chapter is the possibility that, due to the current financial crisis, tenured and tenure track faculty positions will eventually be replaced by slots for temporary instructors. While such moves may offer immediate flexibility and salary savings to units on campus, the long-term impact on the University would be detrimental. While there is no present evidence to indicate that substantial shifting has taken place, anecdotal accounts are disturbing. I have proposed that data be collected in order to monitor any long-term changes in this area.

Another initiative for the local chapter during the upcoming year will be a real effort to increase the number of Auburn University faculty holding membership in the National AAUP. Glenn Howze has secured a special reduced rate for first-time members, and fee payment can be facilitated by the payroll deduction plan instituted last year. The annual Fall reception at Pebble Hill is the event where we concentrate on informing the faculty about this organization, and I urge everyone to attend. See elsewhere in this issue for specific details.

Finally, I want to thank the outgoing President, Curt Peterson, for the effective leadership that he provided to this organization during the past year. I will draw on his wisdom as we move into 1996/97, and I look forward to working with Jo Heath, President- Elect; Bill Trimble, Editor of the Newsletter; Ralph Mirarchi, Secretary/Treasurer; and the remaining members of the Executive Committee. I hope that during these shifting times we as an organization, a faculty, an administration, and a university can work together to identify and preserve our fundamental academic values.

ISSUES AND SOME ANSWERS: This year, our local chapter is going to be closely following some of the major national issues facing the academic world and monitoring how they might affect us at Auburn. One of those issues concerns a recent trend toward hiring increasing numbers of part-time and non-tenure-track instructors. Another issue centers on a move by the board of regents of theUniversity of Minnesota to modify the institution's Tenure Code.

Across the nation colleges and universities have been moving toward hiring faculty members with the understanding that they serve only for a specified length of time and that they not be eligible for tenure. A recent report by the AAUP states:

"Today, 43 percent of all faculty are part-time and non-tenure- track positions account for more than half of all faculty appointments in American higher education. [These are] astonishing numbers that signal a distinct change in the composition of the academic workforce. AAUP believes that excessive use of, and inadequate compensation and professional support for, part-time and non-tenure-track faculty exploits these colleagues and undermines academic freedom, academic quality and professional standards."

Among the reasons given for this change in personnel policy is that it gives administrators more "flexibility" in determining the size and structure of the faculty, allowing them to tailor it to meet short-term requirements. Facing reductions in state support, many administrators at public universities consider this "flexibility" essential for preserving the core instructional and research missions of the institution.

In a 1993 report on the situation, the AAUP recommended among other things that universities and colleges provide part-time and non-tenure-track faculty with job descriptions detailing their specific duties; provide regular performance evaluations; base compensation for these faculty on the salaries of full-time and tenure-track faculty; provide "timely notice" of nonreappointment; provide adequate resources for these faculty to do their work; and give them "fair consideration" if and when a decision is made to turn a part-time, temporary position into a full-time appointment.

Fortunately, we have not so far seen a concerted move toward more part-time and non-tenured staffing at Auburn. In fact, in conversations with some of the university administrators not too long ago, they have insisted that it was in the best interests of the university to continue to hire tenure-track and tenurable faculty. This is encouraging. But we understand, too, that Auburn is sometimes slow to catch up with national trends, and our local chapter will be monitoring our administration for any indications that it may be emulating this unfortunate policy. Meanwhile, we will do our best to ensure that the administration adheres to the AAUP's guidelines in the employment of part-time and non-tenure- track faculty.

As for the crisis at the University of Minnesota, it is apparent that the Board of Regents has determined to push through a revision to the Tenure Code that would seriously jeopardize faculty rights and the principles of shared governance. Arguing that academic freedom is guaranteed by the First Amendment and believing that the removal of tenure will eliminate unproductive scholars and help in "reengineering" the university, the regents hired an outside consulting firm to draw up the detailed plan. The proposal includes procedures for allowing administrators to reduce faculty salaries unilaterally without showing cause and to terminate faculty as a result of program changes without prior consultation. In response to administration and board policy proposals, the Faculty Senate earlier in the year drew up a compromise proposal, including periodic review of faculty performance and the creation of non-tenured faculty positions. The latest action by the regents, however, effectively kills the faculty compromise. The university's president has expressed his reservations about the proposed changes, but his credibility is suspect, because he had initially argued that tenure policies should be changed to allow him and his administration more "flexibility" in hiring and firing faculty. The faculty distrusts the recommendations of outside consultants, opposes the regents' proposal, and is considering unionization.

Along with faculty around the country, we are shocked that these developments have occurred at a leading institution with a long tradition of shared governance and we worry about the implications for other universities. Our chapter believes that we at Auburn have a good working arrangement with the university administration and governing bodies. It would be extremely dismaying if something similar happened to disrupt or break that relationship. We do not want to see anything as divisive as what has happened at Minnesota happen here. We will continue to follow the situation and keep our faculty informed.

HALF-PRICE MEMBERSHIP:

This year, we've received permission from the National office to offer half-price membership dues to the National AAUP. This is something that prospective members cannot afford to pass up. You can reduce your dues from $106 to $53, and still get all of the benefits of National membership. The offer only applies to first- time AAUP members and they cannot opt for the payroll deduction. We remind current members of the advantages of the payroll deduction, which has five equal payments.

When you join you will receive a subscription to Academe, which appears once every other month. You can also get a special introductory subscription to the Chronicle of Higher Education, and through AAUP you will be able to obtain professional liability insurance, medical insurance, and term life insurance at special reduced rates. AAUP also maintains a legal office with a staff of lawyers experienced in cases dealing with academic freedom, the First Amendment, and contract law.

One last point: AAUP is the only organization in the country that is solely devoted to protecting your academic freedom and your basic constitutional rights. It may at some point be the only recourse you have in dealing with some of the problems that you may run into during your professional career.

Look at it as a professional insurance policy. You may not need it, but if you do, your membership will more than pay for itself.