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Work load/course releases. Extra Shadow work - job description - has a shadow 4th bucket. (CLAS)

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9 month contract length go to 6 units every year
12 month contact length go 8 units every year

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At GSASS we should not have interim positions for more than a year before a search is launched. Search should be launched at the same time the interim position is created.

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At GSASS we should not have interim positions for more than a year before a search is launched. Search should be launched at the same time the interim position is created.

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Not enough staff support - faculty doing the work of staff. (CLAS)

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Reluctance to hire and/or replace core when they leave and turn temp lines into full-time core faculty line (CLAS)

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The problem that temp core faculty are placed in is that they are in these positions for multiple years and their is no protections regarding contract lengths. They are year to year appointment and the appointments are not done in a timely fashion...perhaps extending the terms of the contract length to two year appointments. Temp core are hired to fill the position but may not meet the criteria to move to a full time position and it seems awkward and exploitative.

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Can temp core faculty be "turned into" core faculty? The number of core faculty are shrinking. This impacts the people who remain - and what does this university look like as whole as we lose more core faculty - this is both a short and long term issue.(CLAS)

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1. How do we actually understand what workload means?  Compensation for work as opposed to what is a "unit"?  How is this clarified - is the part of the CBA?
3:3 workload.(CLAS)

2. Parental Leave - we need to have an actual parental leave policy.  What strategies do we have for the next round of bargaining?

3. Parental leave is calculated in weeks - workload is not!

4. Quiet Inequity/quiet retaliation with Department Chairs.

5. Deans role in parental leave.(CLAS)

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Workload creep that is influenced by less faculty. This increases the workload regarding advising, interviewing perspective students and service on committees. Less faculty means increases work for those left.

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People doing the huge personal lifts for students should do it together - although this is very hard to do. (CLAS)

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Teaching Track
Scholarship Track
(CLAS)

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Instructor contract lengths moved from 2 to 3
Assistant contract lengths moved from 3 to 5
Associate contact lengths moved from 5 years to 7
Full Contract lengths moved from 8 years to 10 years

and a review and redesign of the process for contract renewal and annual review to make it more useful for those going up fpr promotion and renewing their contracts.

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Provide trainings for Chairs and supervisors

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Provide trainings for Chairs and supervisors

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Disparity exists in the support and mentoring provided by supervisors. Those in supervisory roles should be trained and follow a outlined protocol to support faculty in contract renewal and rank and promotion.

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Funds at school level have to be pre-approved at the provost or president level which restricts our ability to be responsive and adaptable to student needs and program development.

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Disconnect between compensation and workload

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Disconnect between compensation and workload

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What happened with the permanent unit reduction? Our compensation does not align with the cost of living AND the amount of work that we put in

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Allocation of a unit to scholarship (scholarship is broadly defined) to enhance the student experience and propagate Lesley's presence in academia. For example, the Lab structure developed by the Drama therapy specialization.

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Increased faculty development funds.

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Increased health care benefits, larger university contribution to health care benefits, better dental benefits, larger university contributions to 503B. 9 month and 12 month benefits should be compared and evaluated.

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Faculty pay increase per rank should be evaluated in relation to incoming faculty. Incoming faculty are entering at an increased pay in relation to faculty that have been here and it would be advisable to have either create a system for salary review and an adjustment in made in the rank and promotion process. Salary review is necessary to create a system that affirms the years of experience.

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Can the union ask for salaries by: rank, gender, school...? to look for equity and salary compensation

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Raise Rate - COLA increases.
Compensation rate should be on the table.
Compare Lesley salaries with peer institutions.(CLAS)

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Temporary Faculty re-evaluation of service

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Temporary Faculty re-evaluation of service

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Temporary faculty are expected to do exactly the same as core faculty do for service and the commitment is unreasonable. Temporary faculty should not do the same amount of service since they probably teaching as much as faculty and advise the same number of students. No tangible commitment from the university.

Perhaps make the emphasis on scholarship since that will help temp faculty more.

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3 & 3 load to begin
Scholarship is important for Rank & Promotion. We are expected to be productive in scholarship and teach too much AND advise.
There is a pressure to be promoted as quickly as possible because of the low salaries.
This is also an equity concern, mostly for BIPOC and international employees. Labor, tokenism

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- Shrinking of core faculty (Humanities lost 3 positions in 2020 and got authorized hire for just 1)

- Putting a cap on temp positions

- Bringing back course releases

- How we understand what workload means.

- When we get compensated, it's not considered part of our "work" - is this a CBA part?

- Figuring out what parental leave looks like. Leave policy is calculated by weeks, but faculty work is not constituted by weeks. Admin calculates it by units. Often times it depends on the relationship you have with your supervisor. HR says you will come back on a specific date. It's totally up to your chair what you do when you come back. Chairs do whatever they can, but the ultimate call is made by the Dean. Deans have a lot of say in that.

- 3-3 workload will be a priority.

- First contract was the biggest raise. Can we ask for yearly increase (3% or 5%)? Given the pandemic related inflation, can this be a priority?

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Create more supports for incoming faculty.

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LA+D: Pay equity reviews particularly, women and BIPOCSalary review people a long timeWorkload down to 6 units Faculty advising load equityContract-renewal streamlined automatcally renewed with annual reports unless an issue  

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LA+D: Pay equity reviews particularly, women and BIPOCSalary review people a long timeWorkload down to 6 units Faculty advising load equityContract-renewal streamlined automatcally renewed with annual reports unless an issue  

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AAUP Annual Faculty Salary Survey 2021-2022
https://www.aaup.org/2021-22-faculty-compensation-survey-results

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Data collection for the AAUP's 2021-22 Faculty Compensation Survey concluded in March, with over 900 US colleges and universities providing employment data for more than 370,000 full-time and 90,000 part-time faculty members as well as senior administrators at over 500 institutions. Participants reflected the wide range of institution types across the United States, including nearly 280 major research universities, 320 regional universities, 160 liberal arts colleges, 100 community colleges, and 170 minority-serving institutions.

Last year's annual report documented the lowest nominal wage growth for full-time faculty since the AAUP began tracking annual wage growth in 1972. The forthcoming annual report, to be released in June, will further document the economic impact of the COVID-19 pandemic on faculty in a year when the Consumer Price Index for All Urban Consumers (CPI-U) rose 7.0 percent, the largest December-to-December percentage increase since 1981. The report will document not only changes in the economic status for full-time faculty members, but also the status of part-time adjunct faculty members who are paid on a per-course-section basis-and contingent faculty members in general-as well as the continued underrepresentation in higher ranks and pay disparities for women full-time faculty members.

Key Preliminary Findings on Full-time Faculty Salary Data

Average salaries for all full-time faculty members increased 2.0 percent, one of the smallest increases on record since the AAUP began tracking this measure in 1972.

Real average salaries decreased 5.0 percent, after adjusting for inflation, representing the greatest decrease in real wage growth decreased since the 1979-80 academic year. (The Consumer Price Index for All Urban Consumers, or CPI-U, increased 7.0 percent in 2021 and 12.5 percent in 1979.)

Data Components Now Available

The AAUP Research Department has released provisional data from the 2021-22 Faculty Compensation Survey.The following components are now available.

Average percentage change in salaries for all full-time faculty [Survey Report Table A]

Average percentage change in salaries for continuing full-time faculty [Survey Report Table B]

Salary differences by institutional category, control, affiliation, and region. [Survey Report Tables 1, 2, 4, and 5]

Gender differences. [Survey Report Tables 3, 6, and 7]

Retirement benefits. [Survey Report Table 8]

Medical benefits. [Survey Report Table 9]

Dependent tuition benefits. [Survey Report Table 10]

Administrator salaries. [Survey Report Tables 11, 12, 13, and 14]

Part-time faculty pay (2020-21). [Survey Report Table 15]

Part-time faculty benefits (2020-21). [Survey Report Table 16]

The AAUP's annual Faculty Compensation Survey complements the US Department of Education's Integrated Postsecondary Education Data System (IPEDS) Human Resources survey component and collects not only full-time faculty salary data by rank, gender, and contract length, but also four additional components, including (a) full-time faculty benefits, including retirement, medical, and dependent tuition benefits, (b) data on continuing full-time faculty, (c) salary data on key administrative positions, and (d) salary and benefits data for part-time adjunct faculty members who were paid per course section in the prior academic year. The AAUP Faculty Compensation Survey is the largest source of data on part-time adjunct faculty members and draws attention to the appallingly low rates of pay and benefits offered to them at many institutions. Data on part-time adjunct faculty are collected for the prior academic year to ensure that institutions could provide complete data for an entire academic year.

Complete analyses of this year's results will be presented in the forthcoming Annual Report on the Economic Status of the Profession, 2021-22, to be published online in June and printed in August in the Bulletin of the American Association of University Professors (the summer issue of Academe). Final datasets, including corrected appendices, will be released in July.

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2021-22 Faculty Compensation Survey Results

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Data collection for the AAUP's 2021-22 Faculty Compensation Survey concluded in March, with over 900 US colleges and universities providing employment data for more than 370,000 full-time and 90,000 part-time faculty members as well as senior administrators at over 500 institutions.

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Who owns content that is created by faculty for Lesley classes? Is this something that can be clearly defined.

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Understaffing, centralization, lack of faculty input on key issues, and pushing the limits on faculty and staff are urgent

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Understaffing, centralization, lack of faculty input on key issues, and pushing the limits on faculty and staff are urgent

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The CBA should address the differences in core faculty units across schools: the unit releases related to the director role, the compensation for the director role, and the expectations for faculty in terms of contract lengths.

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New information from our new CFO needs to be examined before our new contract is developed. She has said that goods purchased with our PD money (e.g. computer, printer) represent "additional payment" from Lesley and will need to be taxed. The PD money was in our contract so that we could travel to conferences; during COVID, we often bought things instead. Evidently, the IRS has rules about that ...

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Increase independent study rate for core faculty to match Adjunct rate. 1/6 of core faculty overload rate per student.  Currently core receive $500/student per semester for an IS, Adjunct receive 1/6 of their rate.  Adjunct are limited to no more than one student per IS.  Core faculty can have a max of 3 students in an IS before they need to create another IS.  This means that an under enrolled course with 5 students would need to be taught as 5 separate courses for an adjunct or 2 sperate courses for core...

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Increase independent study rate for core faculty to match Adjunct rate. 1/6 of core faculty overload rate per student.  Currently core receive $500/student per semester for an IS, Adjunct receive 1/6 of their rate.  Adjunct are limited to no more than one student per IS.  Core faculty can have a max of 3 students in an IS before they need to create another IS.  This means that an under enrolled course with 5 students would need to be taught as 5 separate courses for an adjunct or 2 sperate courses for core...

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Hiring process at Lesley is not written in CBA. It is problematic that the top admin just arbitrary decided to interview the finalist(s) without making it clear what roles they play. The timeline of a faculty search is not clear either. Therefore, there is a risk to lose the finalists when interviews with the top admin are not scheduled in a timely manner. This year, it took them over two weeks to schedule the interviews for a few searches.