Dear Chancellor Ward

The following letter from Chad Alan Goldberg, Professor of Sociology at the University of Wisconsin-Madison, was delivered at today's Faculty Senate.

Chancellor Ward declined to respond, other than to say "Thank you for the letter. Yes, I agree."

                                                  ******

In regard to the nonacademic misconduct charges facing ten students who participated in a non-violent sit-in in the your office on April 29 to protest the university's refusal to terminate its contract with Palermo Pizza—

Wouldn’t you agree that political protest differs from ordinary cases of misconduct because protest plays a positive and constructive role in educating the campus community and drawing attention to campus problems that need resolution?

Furthermore, in light of the positive and constructive role that political protest plays on campus, wouldn’t you agree that the administration should avoid even the appearance of misusing the student code of conduct to punish and suppress political criticism, dissent, and protest?

Given that a range of penalties is possible in cases of misconduct, don’t you agree that the draconian punishments with which the students have been threatened, including suspension and expulsion, are disproportionate to the offense?

Wouldn’t you agree that faculty members, including colleagues like Lydia Zepeda who are involved in shared governance bodies like the Labor Codes Licensing Compliance Committee, should be able to speak out about troubling matters on campus and to criticize administration policy without being personally attacked in the press when they do so?

Lastly, don’t you agree that a wise administrator would avoid heavy-handed and unfair responses to student protest and faculty criticism that will only escalate the situation and deepen acrimony and bitterness on campus?

                                       *******************

I stand with these students, and with Chad and many other faculty who support them. Let Chancellor Ward know it's time to do the right thing (). And please support our students and communicate your concerns directly to Dean of Students Lori Berquam (lberquam@studentlife.wisc.edu) and Assistant Dean Bryan Bain (bbain@studentlife.wisc.edu).

UPDATED! UW-Madison's Community Speaks Out on HR Design

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 higher education a better place.  Consider what this effort means to them.

********

"The HR redesign plan will have deep, long-run implications for the climate and values at the University of Wisconsin. Often such institutional redesigns have significant 'unintended consequences.' Only if the details are clear and explicit is it possible to assess these implications."

Erik Olin Wright, Professor, Department of Sociology

"There are reasons why people work for corporations or work for the University. I've worked at the UW for 20 years and I always felt the employee had a voice. This has not been the feeling in the last few years. We need to bring that back and now is the time to start."

 Mark Mears, Graduate Coordinator, Department of German

"As an Assistant Professor at UW-Madison, it is imperative to me that the process and outcomes of the HR Design plan reflect our campus values and commitments, and that this process be as transparent and open as possible."

Edward Hubbard, Assistant Professor, Department of Educational Psychology

"I sign this petition because I love this university and am so proud to work at a university that values faculty governance and values every one of its employees. The HR design can strengthen or weaken this incredible institution."

                          Nancy Kendall, Associate Professor, Department of Educational Policy Studies

"We don't need to move backward, we need to move forward. This effects all employees of UW-Madison. Everyone has a voice and should be heard. We should be able to work coopertavely, together."

Marsha Abrams, Medical Associate, Department of Psychiatry

"Working for the UW used to come with shiny bells and whistles. The shininess has been replaced by rust in the matter of a few years. People are talking more about leaving the UW than staying. I don’t want to feel as if I am expendable, nor do I want my fellow co-workers to feel that way. It is only fair and just to be fully informed, not just be shown what are to be the benefits of the new OHR system, but what is hidden in the dark corners as well. A well informed community is what is needed in order to make a wise decision towards any investment, and this would be a huge investment for our University. Our place of work, our lives, our family’s lives, the student’s lives, and the city’s heart will all be impacted."

Kristina Kendall, Accounts Payable

"Effective faculty governance requires full access to information."

Jon McKenzie, Associate Professor, Department of English

"As encouraged by George McGovern, I wish to be a voice of conscience."

Teryl Dobbs, Assistant Professor, Department of Music Education

**********

Finally, as we look forward into our future-- and our new chancellor-- I leave you with these words of warning issued by Jay Stamper, Professor Emeritus of the Department of Educational Leadership and Policy Analysis: "It is best to go into the future with a well developed plan." 

Join us--sign now-- and tell us what you think.

More on the Efforts to Marketize UW-Madison

A few months ago I wrote about the HR Design process at UW-Madison.  Some readers questioned the accuracy of my assertions.  We have new confirmatory information obtained via open records requests.  It seems the Huron Engagement has been expensive, indeed.   In the following memo, the Wisconsin University Union summarizes what we now know. It's a bit long, so I have underlined and bolded key points.


To: Interested campus employees
From: WUU
Date: June 20, 2012
RE: Memos from Huron Consulting Group

As you may know, Wisconsin University Union (WUU) has filed a series of open meeting and open requests to UW administration to gain access to information on the HR Design Project (the Project).  We initiated these requests because we believed that the effects of the Project will likely be far-reaching and long-term and that despite the administration’s attempt to project a gloss of participation and transparency to the process, it was fundamentally top-down and opaque.

When the administration finally complied with our request, we were disappointed, though not surprised, that most of the documents added little if anything to our knowledge base. For example, minutes of meetings described the topics under discussion but gave no account of the discussions themselves. The exception to this lack of transparency were memos from Huron Consulting Group (HCG) to the Project managers. These memos very briefly summarized the week’s events and posed concerns and questions on the future work of the Project.

For this reason, a month ago, we filed a new request for records specifying HCG memos to administration along with a request for their billings to the UW. After a month wait, we received the records this week.

The memos did not disclose a “smoking gun.” Instead, they confirmed much of what we know about the potential effects of the recommendations.  The following are excerpts of the HCG memos:

(5/3/2012) The work teams are proposing a “contemporary” but not radical approach to HR management at a research university. The model puts greater emphasis on performance and employee development and shifts the focus from internal equity to external competiveness.

The implied shifts for HR management implied (sic):
• Greater emphasis on data and analysis (over set rules)
• Greater reliance on the skills of managers/supervisors
• Ongoing development of central HR as a center of excellence

I (from the HCG staff member) don’t have a good sense of the project team’s appetite for this type/level of change. If this does turn out to be the direction you choose to go, substantial pieces of it will be phased in over time. Still, it represents a significant amount of change that will to be championed by OHR and supported through the application of potentially significant resources.


(5/10/12) Compensation, Performance Management and Workplace Flexibility all have suggestions related to boards or committees being involved in appeals of decisions that impact employees. Ongoing governance (small “g”) of HR functions and processes will be a topic that we need to address over the summer. This is an area where I expect that the campus community will want more specificity in the fall.

Understanding our resource requirements for the summer will evolve as our project plan evolves. At the same time, I would suggest that adding resources is an opportunity to start to build the long-term capabilities of OHR in areas such as compensation.

*****

These excerpts confirm a few of the central objections we have made in prior analyses:
• Salary equity will be abandoned in favor of labor market “competitiveness.”

• Compensation based on labor market analysis will require a substantial on-going investment to build capacity. It is difficult to estimate the cost for new HR staff members or more likely, consultants, to conduct wage and benefit analyses for hundreds of job titles.

• Supervisors and managers will have substantial new powers due to the major shift in compensation responsibility along with new discretionary authority in promotion, hiring, etc. This will require a major investment in training and, one would hope, oversight and supervision of the supervisors. What will be the safeguards against favoritism, discrimination and other adverse effects?

• HCG advises that, that because these new offices will be “substantial”, HR should build its new “empire” slowly and incrementally so as not to call attention to its long-term costs.

• Committees acknowledged that some form of dispute resolution methods will be necessary but have either not specified how this might occur or recommend that the dispute process be overseen by HR. The HCG seems to recognize that employees will likely want better answers.

Consultant Costs:
Billings to UW from HCG:
Nov. 2011: $32,751
Dec. 2011: $154,738
Jan. 2012: $61,714
Feb. 2012: $93,798
Mar. 2012: $89,976
Total:     $432,977