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X n n B wotfcls & v i s i o n UCFV Faculty j/hd Staff Association Newsletter January 1995 Vol 2, No. 4 IN THIS ISSUE . . . From the Editor Page 1 - 1 M Letter to the Editor 2 Reports: - President 3 - Faculty Grievance Chair 7 - Timetable Committee 8 CIEA Presidents' Council Meeting News 9 AIDS Education 11 Fable 12 Notices 13 ^ FSA Executive 1994/5 President DIANEGRIFFITHS 4341 Past President CHERYL DAHL 4265a First Faculty Vice-President DALE BOX 4301 Second Faculty Vice-President VERN WRIGHT 4340a First Staff Vice-President BEV LOWEN 4390 Second Staff-Vice President KAREN REDEKOPP 4278 Grievance Chair (Faculty) BOB SMITH 2421 Grievance Chair (Staff) WARREN STOKES 4274 Contract Chair MOIRA GUTTERIDGE 4320 Treasurer IAN McASKILL 4299 Recording Secretary KIM ISAAC 4351 Communications Chair RICHARD DUBANSKI 4240 Agreement Chair J.C.A.C. Co-Chair FAY HYNDMAN 4282 J.P.D.C. Chair BONNIE HUSKINS 4287 0.H.& S. Co-Chair RON COREAU 4527 Non-Regular Employees Chair LYN SAVAGE 4257 CIEA REPS Status of Women JEAN BALLARD-KENT 4363 Human Rights JAQUELINE SNODGRASS 4308 WordsandVision isthenewsletteroftheUniversity CollegeoftheFraserValleyFacultyandStaffAssociation. Editor:RichardDubanski SecretarialSupport:FenellaSobchuk PrintedbyJanetAUanson, UCFVPrinterServices Thanks toJan Pavlicforcoverdesign ContributionsandideasarewelcomedfromallPSAmembers. FormoreinformationorcommentsaboutWordsandVision, contacttheFSA Office, local4530. UCWFacultyandStaffAssociation,33844KingRoad,R.RJ2,Abboisford,B.C., V2S4N2 Tel: 854-4530 FAX853-9540 January1995 FSA Newsletter FSA NEWSLETTER 1995 From The Editor Out with the old, in with the new. New repercussions of rapid social change itself (as Year's editorials must be philosophical, so generated by constant advances brought on by here it is: half-baked, tender, and a little science and technology) are creating further flaky. barriers between peoples everywhere. When I look back over 1994 I feel, well, Perhaps our brains have not changed schizophrenic. From the cosy perspective of quickly enough to match the altered realities my computer, in my office, it seems life is brought on by our brilliant technology. good. It wasn't so long ago that people Perhaps they can't. Maybe we are, deep dreamed ofa bright future of instant down in those atavistic neurons, so communication, easy travel, and ready programmed for continuity and stability that control over vast sources of information: a repeated disturbances in the pattern are 'global village' where we could all talk and perceived somehow as life-threatening. How learn from each other. And here we else can we explain the rising tide of are—zooming down the info-bahn with antagonism to change? glowing vistas ofopportunity on all sides. Anyway, for the new year I resolve: v^ But if the future is here and now, why never to use the term 'information anything' are people everywhere clinging with bloody again, and not to worry about flesh-eating fingers to the past, to their backgrounds, bacteria. As for predictions?: yes, Prince fundamentalist faiths, ethnic traditions, Charles will divorce, and market a line of tribalism? The news is depressingly full of men's fragrances called Gormless ("it smells fighting Russians, Africans, etc. An upsurge like nothing at all"); O.J. will win an Oscar of reactionary-ism and violence threatens on for best actor; we'll see the advent of mixed- all sides—and on the home front against sports leagues (hockey teams playing football women, in clinics and on the street. As teams, etc.); and—going way out on the feminism struggles for a foot-hold in the limb—the cafeteria will make a really good Third World, in the First it is on the pasta salad. defensive against a militant backlash. Happy 1995? The world appears to be going to hellin -Richard Dubanski a particularly ugly handbasket, indeed. The Letter to the Editor I note with interest your inclusion of the significantcontribution to the strength and article by Ben D'Andrea in the Nov/Dec balance of the department in the future. edition of Words & Vision. D'Andrea's comments, "In the Halls of Academe" were Tenure does not protect an individual published originally in The Vancouver Sun, against financial exigency suffered by the November 15, 1994. university, or when a department is discontinued because of its inability to attract students, or its lack ofquality or relevance to I am concerned that articles such as these, which either over simplify, distort or the goals of the institution. Tenure certainly are basically erroneous with respect to the does not protect an incompetent, unethical or concept of tenure in universities, may be irresponsible teacher or researcher, who can taken seriously. be dismissed after appropriate procedures have been followed. In the first place, tenure never did, does not, and hopefully never will provide an In 1986, the Senate of the University of "absolute guarantee of lifelong employment." BritishColumbia, as a consequence of Tenure is first earned and then awarded to a financial constraint, was required to professor by the university for one purpose, recommend the discontinuation of a number to ensure protection against arbitrary of academic units. As a result, the dismissal which is initiated by the employment of several professors, both unconventionality or unpopularity of the ideas tenured and untenured, was terminated after promoted in his/her research, writing or consideration on an individual basis with the teaching. In other words, tenure provides the administration. Your readers may be intellectual freedom necessary to pursue ideas interested in reading a detailed account of this relevant to one's discipline without fear or event entitled "Universities Under Financial favour. In this regard it complements the Crisis: The Case of British Columbia," concept of institutional autonomy which which I prepared for Higher Education. Vol. provides for the traditional independence of 16, 1987. universities (and university-colleges) to carry out their traditional independence of With regard to the current situation in universities, transmission and application of Alberta, so graphically described by Mr. knowledge. In doing this work these D'Andrea, little needs to be said. Virtually institutions are essential elements in the all Canadian universities have already preservation of a free and democratic society. accommodated the Alberta government's concerns by incorporating articles in their The decision to award tenure in Canadian collective agreements which define processes universities is based upon an extensive and to ensure that a financial exigency truly intensive review of the quality of an exists, and that senates can recommend applicant's academic record over five to program reductions for legitimate academic seven years, and his/her potential to make a reasons. If, as a consequence, professors are January1995 FSA Newsletter - released, reasonable compensation can be My compliments on a most informative negotiated with the administration. publication which I always read with great interest. All the best for 1995. I am sure that, as a university-college, your institution will have to address the issues -John D. Dennison raised in this letter if it has not already done Professor Emeritus of Higher Education University of British Columbia so. President's Report Change, growth, and UCFV—nouns remedy. Below you will find another, occurring so often in the same phrase that fleshing out the centre's mandate. It responds they have become idiomatic in our workplace to the problems faced by members discourse. We have been saturated with implementing and adapting to technological information identifying the stresses and and structural changes in their work, by strains we are experiencing as this institution members who perform an increasing load of continues to evolve. The problem has been administrative and supervisory duties, and by described; action is what we require now. all members working to sustain and enhance theirprofessional lives. While contributing assiduously to the information flow, the FSA has also identified Please take the time to look over this some remedies and been lobbying actively for proposal and then send me your comments, their implementation. The UCFV Staffand suggestions and criticisms. They will all be Faculty Development Centre suggested by considered in revising what has been done so past president Cheryl Dahl, and adopted by far, and developing the next stages of this management in the reorganization draft proposal, suggestinghow to transform these presented to UCC this January, is one such ideas into action. -Diane Griffiths DRAFT PROPOSAL FOR THE UCFV DEVELOPMENT CENTRE 1. INTRODUCTION The Association of Canadian Community Colleges, in a recentstudyof the collegesas employers, challenges college employers tomodel the principle that "human resource development is truly a value-added investment in business and industry." Focusing on the need forinstitutions which train and educate the Canadian workforceto stayin the forefront of emerging technology, the ACCC says staffdevelopment iscritical ifcolleges are"to address the emergent training needs of the Canadian workforce." January 1995 FSA Newsletter TheACCC study directly addresses theneed for trades and technical program staffto remain current in their fields. At UCFV people in these programs actively engage inupdating their skills and knowledge—limited, of course, byincreasing budgetary constraints, and by inadequate funding for programs which require intensive, on-going investments of capital to remain current. These are problems the college must find ways ofaddressing. Modelling the "human resource development" theACCC callsfor hasbroader implications for colleges such as UCFV, however. Supporting aneffective andflexible work force, one which develops andembraces useful technical innovations, inaninstitution offering a broad range of programs requires a commitment to the total college workforce. And, while all UCFV employees require on-going opportunities to master relevant new technological applications, ourprofessional development needs go far beyond the ACCC's emphasis on technological currency. UCFV's reputation as an educational institution has been built through thequality of its faculty and support staff, both of whom havea long tradition of commitment to theeducational excellenceof this institution. A comprehensive understanding of human resourcedevelopment would support this commitment. Anadequately funded and equipped development centre would meet manyof our technological training needs, with the minimum of disruption for employees and to the performance of duties. Through an expandedunderstanding of employee development, thiscentre wouldalso becomea resource for information and education in other professional development issues of growing importanceto UCFV. These issues (someof which are outlined below) must be addressed if UCFV is to remain an invigorating, rewarding, and sought-after place to work. 2. URGENT ISSUES AT UCFV The Effects of Growth Two of the issues here are closely related. UCFV has developedan administrative model based on the traditions of higher education. Thus two fundamentalprinciples of department and program administration hereare 1)those performing this function should be activeeducators, and 2) thiscollegial modelis best sustained through thepracticeof rotatingprogram and department head duties among the membersof a department or program area. Asexistingdepartmentsand programs have grown, and new ones have been added, faculty who do nothave extensive experience with processes governed by thecollective agreement, college policy or UCFV tradition are being selected to perform the functions of area/department head. In addition, UCFV remains committed to a flat administrative structure as it continues rapidly to expand programofferings, anddevelop specialized support areas. Asa result, program and department heads, and other first line supervisors have had toassume more administrative and supervisory responsibilities. Administrative skills and effective supervisory techniques arelearned, not innate, yetat present thereis nocoherent educational program in place to help those who are selected toperform these functions learn todo so effectively. Trial and error, theleast effective and most stressful methodof learning theseduties, is often the means by which new heads master ~J January1995 FSA Newsletter the role. They require information and supportofferedin a systemized manner. The institutional Vw development centre could meet this need. Effectively integrating new arrivals at UCFV into the culture and systems of the institution is another need that the development centre would be well-placed to address. The personnel office, often in co-operation with the FSA, currently offers orientation seminars and material to new employees every fall. Through the centre, this and other relevant information could be made available to employees who start work at other points in the year, or who are unable to attend these sessions. The centre could also assist departments and programs with developing orientation packages specific to their areas, where these would be useful. Teaching Excellence at UCFV For UCFV to maintain its excellence as a teaching institution, more institutional support and resources must be dedicated to assisting faculty to pursue a wide range of activities intended to inform and invigorate their teaching. The development centre, through becoming the identified place to which requests for information and assistance would be directed, would be able to develop a college-wide profile of faculty's professional needs and concerns. From this, the centre would develop and coordinate seminars and material on a variety of other professional issues of interest to faculty. (The centre would assume responsibility, then, for organizing and obtaining speakers for the current "Wednesday Series.") It would maintain current material from granting agencies, assistfaculty in applyingto theseand othersources of external funding, and research and distribute information on sources of support used by faculty at other institutions. The centre would also ^. assist faculty to share their scholarly activity experiences with others. UCFV DEVELOPMENT CENTRE PROPOSED COURSES/SEMINARS What follows is not intended as a complete list ofofferings from the UCFV Development Centre. Your alterations and additions are not only welcome—they are imperative in developing a centre which addresses our real and urgent needs. Please take the time to send them along. 1. UCFV AND YOU SERIES Orientation to the Institution The Traditions of Higher Education: The Organizational Structure at UCFV Getting Things Done: Introduction to Services at UCFV Taking Care of Yourself Series The UCFV Benefits Package No Ones' GettingYounger: Retirement Planning FSA Newsletter January1995 2. TECHNOLOGY IN THE UCFV WORKPLACE Working with UCFV InformationHandling Systems Intro to Datatel Specialized Datatel Applications Series: Various courses Telephone-based Communications Using Aspen Working with FAX machines Electronic Communications Using the Electronic Mail System Exploring the Internet Standard Software Applications Introductory Applications Series: Various courses Advanced Applications Series: Various courses 3. EFFECTIVE DECISION MAKING AT UCFV Administrative Functions Series Understanding and Forming Budgets Effective Supervision: BasicSupervisoryResponsibilities Understanding the Purpose and Process of Evaluations Working with SACs, Contracts, and theCollective Agreement: Hiring at UCFV An Administrator's Guide to Working with the Governing Committees at UCFV Being a Board Member at UCFV (One day workshop) Traditions of Higher Education: the Organization Structure at UCFV (from UCFV and You Series) Role of the Board Member: Management, Staffand You Conflict of Interest and Ethics Guidelines Legal Aspects of Board Membership v January1995 FSA Newsletter 4. LEGAL AND PROFESSIONAL ISSUES ATUCFV Workplace Issues Series: Accommodating Diversity Maintaining a Harassment-free Workplace Violence in the Workplace Implications of the Freedom of Information Act Ethical and Professional Relationships Ethical and Effective Communications with Students: a) for those in instructional roles b) for those in non-instructional roles Working Successfully with Others: Fostering Collegial Relationships Pedagogical Issues Instructional Skills Workshop Series Writing Across the Curriculum at UCFV Internationalizing the Curriculum Professional Development Series Planning Your Career Path (Staff) The Scholarly Instructor: Optionsfor ScholarlyActivityat the University College -Diane Griffiths Faculty Grievance Chair Report Student complaints appear to be role, in two terminations, and a demotion. A increasing. This has been attributed to the fourth case did not lead to discipline, ever-growing student body, an emergent although this may have resulted without FSA assertiveness by students, and the presence of intervention. a cadre of degree-completion students who are here longer than in FVC days whose At present there can be as many student experience tends to inform student opinion complaint handling procedures as there are about rightful expectations of instructional supervisors, leaving aside other employees standards. Complaints about uneven such as counsellors who are called upon to standards were aired in the students' sessions listen to complaints. Students are presented on 26 October, which I attended. Since last with a patchwork of informal procedures and summer, student complaints played some UCFV policies (sexual harassment, academic FSA Newsletter January 1995 appeal that mainly concerns grades, an 2. UCFV, through its supervisors, is instructional policy that has no dispute obliged to heed the preamble in Article resolution mechanism, and a general appeal 16 of the Collective Agreement: "Before to the President). Many complaints are formal disciplinary measures ... are lodged, relayed to the instructor, and initiated, the Employer should make all addressed right away. The FSA becomes reasonable steps to discuss and resolve involved when complaints emerge, willy- the issue with the employee." nilly, in the employee's work performance summaries, outside the agreed upon 3. The "just cause" provision in Article 16 evaluation process. The FSA reacts with the must be observed when UCFV following in mind: disciplines. The burden of proof rests with the employer. For example, the 1. UCFV directs the workforce according to FSA accepts evaluation results gathered the Labour Code and Article 4.1 in the according to the evaluation policy which Collective Agreement. While these is set down in writing and generally provisions give UCFV and its known, available on request and so on, supervisors a good deal of latitude or If the work performance summary cites discretion, arbitrary capricious or below standard scores, we turn to the discriminatory action is proscribed. data to see. If student complaints are Also, all employees are entitled to know cited, we turn to the documentation. Is what the rules and procedures governing there a written complaint, signed and them are. This is usually done through dated, or paperwork to this effect that UCFV directives or policies that are can be verified? posted. Since there is some confusion about policy and procedure concerning It's not the FSA's responsibility to student complaint handling and in many manage the workforce, but we do inform cases no policy at all, the likelihood of, UCFV when its methods are vague, unclear, say arbitrary action is substantial. Since etc. We have done so. Here the matter informal complaint handling differs rests. The President may issue a directive or sector to sector at UCFV some refer the matter to UCC. In the meanwhile, employees may be subject to procedures we handle cases involving student complaints of no set variety here and another upon request and a case-by-case basis with assortment there. the three caveats (above) in mind. -Bob Smith Timetable Committee Ask any department head and they will other little problems add up to make time tell you that one of the biggest headachesof tabling really ugly. their job is time tabling. Shortened blocks, room shortages, budget restraints, faculty AsJulie Williams and I spend about six preferences and constraints, and a myriad of monthsof our year working with department January1995 FSA Newsletter