The second SLU labor management meeting of the spring 2023 semester saw the largest worker turnout yet: 30 people! We set a high bar of participation for the fall.

Budget cuts

The first item on the agenda was – once again – budget cuts. Management stated that there are no plans for cuts at SLU. Although we are still waiting for a finalized budget from the state, they are confident that we will get the re-allocation. While we await the budget, the Vacancy Review Board is holding up some vacancies that need to be filled.

For us SLU workers, the topic of budget cuts is not only about the effects of these cuts on our work, but also about the decision-making processes. We teach our students how to build democratically run workplaces, yet in our own workplace, there is little transparency about decisions, let alone worker input. This lack of inclusion of workers extends to changes in job titles, descriptions, and team composition. Unfortunately, management mostly refused to take responsibility for undemocratic decision making, citing CUNY regulations and the collective bargaining agreement with our union. They also pointed to the Personnel and Budget committee as a body representing worker interests. This is an unsatisfying and inadequate response at a school that champions social justice and worker power and should be leading by example. We could be using labor management to solve joint problems, following examples from other unions and universities that engage in participatory budgeting and collective decision-making.

Transparency in hiring, promotion, and operations

In the last labor management meeting, we talked about how managers got reassigned in the middle of the semester, creating chaos. Unfortunately, we had to continue to push management on reassignment of management and lack of transparency in hiring and promotions. Positions are announced and posted, then disappear without an explanation to affected workers, who have to carry an overwhelming load. Some of the previously advertised job duties even reappear in job descriptions of current employees! Instead of replacing workers who left, we get managers, associate directors, and deputies who are all new to the work. And again, there is little communication about the reasons for these decisions, let along worker input.

Labor also brought up a pattern of workers being told by managers not to apply for better paid positions at SLU because they supposedly not qualified. It is hiring committees that decide this, not managers. In the words of a colleague on the labor team:

“We need to move from a culture of secrecy and bullying to a culture of communication, transparency, opportunity and trust, where people are valued, trained, develop, encourage to apply for higher positions and advanced in their careers.”

Management attempted to individualize these systemic problems by encouraging people to contact them to report supervisors who tell workers not to apply for positions. Labor identified three areas for solutions: 1) professional development for managers to mentor, not gatekeep, 2) participation of labor management committee in decisions around creating positions, and 3) more collective decisions making in general, involving affected people. When we pressed them on the systemic nature of this problem, they said the current system is inclusive and democratic, that they are not aware of any positions that disappeared, and that there are confidentiality rules they must follow. Overburdened SLU staff had to hear that their changing job descriptions and duties were meant to help the workers themselves. In the end, management agreed to come back to us with concrete procedure suggestions to improve transparency before the end of the semester. They also referenced the upcoming Office of Academic Affairs retreat, where information and feedback would be encouraged.

Bottom line: when we say that something is not working and worker morale is low, we don’t want to hear that things work well now. We demand changes.

Strategic plan

The strategic plan that was shared at the last labor management meeting is focused on academics, and does not address more operational issues. Both sides agree that the plan is a guidebook for what SLU will look like, and that staff and faculty were involved in creating it. However, labor pointed out that we need other types of planning to support the strategic plan – annual, administrative operational planning beyond a statement of vision and goals. How do work with our areas to meet these goals? The OAA retreat was again mentioned as the space where some of this can happen. Management agreed to come back with ideas on how to build on the strategic plan in a way that includes all the staff members in each unit. Labor suggested a template to make it achievable and aligned to the goals.

Temperatures

Work spaces at SLU are either too hot or too cold: too cold in some offices during the day, too hot in some classrooms at night. Hot temperatures have been an issue during public events. No one who can help is around late at night when it gets the hottest. Management blamed staff for changing each floor’s thermostats to suit their individual preferences and directed us to file individual complaints. However, this is also a systemic issue. Management said that associate dean Burt Sacks would look into it.