Today the Board of Regents approved a policy banning smoking and tobacco products on UA campuses. Chancellors have until Dec. 2015 to implement this change. One of the biggest concerns has been enforcement of the policy. We’d like to hear your ideas and suggestions.
Staff Alliance Chair
Good morning Madame Chair, President Gamble, and Regents
While there is a lot of business on the agenda these next two days, it feels like we’ve finally reached the conclusion to many long processes, discussions and hours of work. To those members of the board who are nearing the end of your term I wish to extend heartfelt thanks for your commitment and service.
Tobacco free campuses have been discussed for years. This time the Board will take action, and draft regulations have been put forth from the President. Staff and System Governance groups support the restrictions up to a point. There is still interest in the possibility of designated areas beyond personal vehicles, and I hope that all testimony and input will be listened to and valued even if it seems the solution is already in sight, and that any final decision reflects that.
Similarly, there has been a lot of effort put in to drafting regulations for the furlough policy. This was a great example of a productive working relationship between administration and those affected by policy…. But again I must emphasize how much we hope it is a tool that is not employed.
Staff Alliance is working to improve our record collection, communications, and transition planning, but cannot elevate the governance processes, or the speed of decision making, without beneficial relationships with administration too. Sending an e-mail to governance groups with a proposal and a deadline is not nearly as effective as coming to a meeting, discussing it with the representatives, framing it so it is understood, and allowing time for discussion, the collection of feedback and formation of a fully-informed response. More can be done to improve the speed at which things move through governance, but it is going to take a better understanding of needs and timelines among all parties.
The addition of a tracking system to the Shaping Alaska’s Future Website for the initiatives being investigated or implemented by the Summit Team is a great move toward transparency and communication. It will help minimize surprise, and adds another avenue of communication between administration and everyone else. This is a very positive move.
There are still instances where staff wish to have input, but don’t. By example, the Vice President of Academic Affairs and Research also oversees the governance office. While the Faculty Alliance – who clearly have multiple layers of interest in the staffing of that position – were asked to review and comment on the make-up of the hiring committee, but staff were not involved at all, and there is no staff on the 18-member hiring committee nor any assurances that understanding the important role of Shared Governance – at all levels– is a priority for them. As I said a few months ago, staff are here, and we want to be involved.
That said, this is my limited opportunity to address this board prior to your January strategic planning retreat. These few minutes are hardly adequate to address such a large topic, and I am not a financial advisor, but I’d like to share a few thoughts.
It is no understatement that the long-term budget picture is pretty bleak. The university cannot absorb the kind of cuts that we got this year, especially if they continue on for multiple years, without affecting all aspects of the university. With the price of oil dropping to $65 a barrel, and state revenues coming in billions of dollars below projections, it is reasonable to believe that we will be cut, and that those cuts are going to continue.
All members of the university community need to be involved in responding to these budget cuts. Closed-door meetings and top-down decisions will do little to dispel fear or over-come distrust. There are departments and programs looking at re-organization. Who better to be involved in those decisions than the ones who actually know what work needs to be done, what resources are needed, and what is necessary to maintain or even improve our levels of service to our students and other stakeholders? Give people a voice in this—and in turn listen to what is said.
If we want to continue to improve as a university, even through this transition from an era of growth to one of reductions, we must continue to be able to attract and retain top faculty and staff. Resist the temptation to shift more costs on employees or eliminate benefits. Any further cost shifting on our health plan for instance and we will loose more members, put greater burden on those who stay, and in turn see more loss until it is no longer viable. Similarly our wellness program is one of our few tools for combating ever-growing healthcare costs, don’t be tempted to reduce it to save a few short-term dollars at the expense of long-term benefits. As staffing levels go down due to attrition, retirement, reorganization or layoffs, those who remain are tasked with ever-greater workloads. To ask so much more and then provide less would only lead to more loss. We must avoid that as best we can and demonstrate to all employees that they are valued.
Similarly, while looking into incentivizing retirement or offering buy-out options for early retirement, make sure that we’ve also addressed training and transition planning. To lose our time-tested leaders—no matter their level in the institution – during such times brings about additional losses. Support and training needs to be maintained.
We may not need to try a whole new system of budgeting, but we could make great strides by changing our current practices and attitudes. Eliminate the fear around a use-it-or-lose-it departmental budget and instead incentivize and reward fiscal stewardship and restraint.
In this opportunity to evaluate “business as usual” lets work on transparency and communication as well and engaging all members of this community. In the end we will be stronger and better, especially if we work together, understand our goals and needs, and never undermine our real mission as an institute of higher learning.
In the interest of highlighting the good work and innovations implemented by University of Alaska staff, we share this story from the UAA Green & Gold News about a staffer who found time and money savings for students through his work in the Office of the Registrar.
Bachelor of Music, Class of 2011
Curriculum and Publication Specialist, Office of the Registrar
Hometown: Eagle River, Alaska
Fun Fact: Michael plans to continue his music education at the graduate level.
Michael Smith sees a virtual river of schedule forms flowing through his office each day, about 30 to 40 of the online requests UAA’s departments use to add, delete and change classes the university offers each semester.
Smith processes those forms as part of his job with the Office of the Registrar, where he manages flow and review processes involved with curriculum in the University Catalog and in Banner, the UA System’s administrative software package.
The task of managing that virtual paperwork used to consume time—too much time, in Smith’s opinion.
The budget meeting November 5-6 was interesting and informative. For information on the outcomes and overview of the FY16 budgets, as well as President Gamble’s comments, please review the post-meeting press release: http://www.alaska.edu/opa/enews/2014/1107/
I’d encourage everyone to also take a moment to go to the Board of Regents page and review the budgets and the supporting documentation linked to the agenda (http://www.alaska.edu/bor/agendas/2014/nov-5-6/).
Right away you will recognize the immense amount of work happening throughout the system to improve efficiencies and save money. Lets keep working at it because these tighter budget days are not likely to end soon. Our years of continued growth may be over, and now we may have to make some tough decisions. I commend the chancellors for their leadership in conducting detailed program reviews. This will not be easy.
As several Philosophy students testified during the public comment, not all majors can or should be measured by the employability of graduates, and many skills, like critical thinking, problem solving and discourse cannot be valued in outcomes based evaluation systems. It is critically important to maintain that balance as we move forward, and look to our faculty to guide these tough choices and maintain a full array of classical as well as workforce education offerings.
As far as my staff governance report, I’ll post it below in full. In short- we are working hard. I look forward to sharing more updates with you as we continue to work with faculty, students and administration on major issues affecting the university. As always, feel free to comment, use the staff submission form (http://www.alaska.edu/governance/staff-alliance/submissions/), write me an email (firstname.lastname@example.org) or give me or any governance representative a call with your concerns, suggestions and questions.
Monique Musick, chair Staff Alliance
Testimony Nov. 4, 2014
Good morning madam Chair, members of the board, president Gamble,
I appreciate the opportunity to speak with you again. I just had a good conversation with President Gamble on Friday where I got to address some of the recent focuses of staff governance groups and had was able to hear the history of the University of Alaska’s land grant status and the theory behind the proposed Sovereign fund. As Alliance Chair I have regular meetings with Gamble. This kind of accessibility to, and open discourse with, university leadership is truly appreciated and an invaluable opportunity within this organization and one that is vital to the shared governance process.
And staff governance has been busy.
Recently a committee of staff representatives from campuses across the system has been in discussion with CHRO Erik Seastedt to draft proposed furlough regulations; namely to address chief staff concerns including timely notification, limits and end dates, the opportunity to appeal for hardships and provisions for voluntary reductions before a full-fledged furlough is enacted.
We know that policy and regulation cannot address every possibility or future outcome, but we do want to be sure that regulations require clear notification of any proposed furlough including implementation details and an end date. We need faith and transparency in budgeting to see that such measures would be taken only to prevent job loss or to mitigate extreme unexpected budget shortfalls.
To be sure there are many of us who are listening closely these coming two days to the presentations about, and discussions surrounding, the university’s budget and its subsequent future with the governor and Alaska legislature. A showing of solidarity and support by this board is important, and the hard work being done by our budget offices and staff in developing a thoughtful, efficient and targeted budget is greatly appreciated.
Staff representatives have been identified to join a committee of faculty and administration to work as technical advisors during the creation of a common calendar for the three universities. We hope to help continue to make progress on this initiative.
Staff also have been working to develop a statement of UA Core Values concurrent with the value statements recently shared by Summit Team leadership. There are many similarities between the two drafts, and there are stark differences too. Like so many things within this system, it will take time to work through the processes and revisions. The challenge as we move forward is not so much the editing of words but of explaining why it is being done at all. While progress is consistently made improving cooperation and communication across the university system, there are still silos, disagreements, distrusts and frustrations that make it hard to even imagine a pervasive unified culture let alone take steps toward it.
As part of my work on the Joint Health Care Committee I attended Premera’s “Alaska Wellness Institute” training module yesterday about motivation and rewards. While the context in this instance was wellness programs, time and again belief in ones company, its leadership and mission is shown to be more motivating than rewards or prizes. Simple recognition or compliments can be more positive and inspiring than fear or reward. In short, how we feel about our company, our university, means more than we get from it. This is all the more reason why we need to be addressing instances where faith is lost, and to work together to avoid it in the future. We don’t need to be told what values we should have, we need to believe that our organization shares ours. That is why this is important.
Staff governance has created a new form for collecting suggestions, success stories, complaints and concerns. The goal was to give all staff a means to share their concerns and ideas, anonymously if desired, to be evaluated and redirected to the right department for further development or feedback. It will still take a lot of work and promotion to fully engage staff in the initiative, but proving them with tools and clear instructions on how to be involved will only help and is one way that we can assist with the Shaping Alaska’s Future initiative. (http://www.alaska.edu/governance/staff-alliance/submissions/)
One final note, in light of our goal of promoting staff successes, is a sneak announcement of some really great news: the UA College Savings Plan, in addition to yet again being recognized as one of the top rated 529 plans in the nation for the quarter, has recently partnered with Design Alaska to accept a staff payroll deduction contribution form for UA College Savings Plans. We hope this is the first of many business and industry partners to share their support of saving for college and the recognition of those benefits. Namely that children whose parents establish a college savings account are more likely to earn a college degree than those who don’t. Great work and congratulations to Lael Oldsmixon and her team for building this new partnership and sharing the college mission with Alaska businesses and children.
Thank you for your time, and I am happy to answer any questions you may have.
Thank you to the many staff who listened in to the public testimony and governance report this morning. I hope you continue to listen in to the meeting, via live streaming (http://www.alaska.edu/oit/services/video-conferencing/streaming-conferences/) or video conference, as the discussions and decisions made at these meetings are vital to the future of the university.
It was difficult to write and deliver testimony today. I tried to balance honest feedback with our sincere desire to be a part of positive change at the university. I felt it was taken pretty well and laid a foundation for truly working with administration and the Regents as we move forward.
Below is a copy of the testimony that I gave today (more or less). One of the best things that came out of todays discussion (post remarks) was an honest request for ideas from staff on what and how we can improve processes. Please, as much as possible, share those ideas in the comments or directly to me or your staff representative.
Staff Alliance Chair BOR Testimony Sept. 18, 2014
Good morning madame chair, President Gamble and members of the Board. My name is Monique Musick, Staff Alliance Chair.
This is not the first time I’ve testified before you, but it is probably the most significant to date. As Chair I’ve been elected to speak on behalf of the nearly 3,000 staff of the University of Alaska. And we truly want to be part of the conversation.
To begin, one goal Staff Alliance identified this summer is to better represent the great work being done by staff throughout the system—to highlight our successes. We are our only champions and yet rarely take the time to speak up for ourselves. Let me say it now—we have incredible staff working for this university.
In future testimonials I hope to bring more of those successes before you. I’ll start today sharing from an e-mail I received from Stephanie Ahern an 8-year fiscal staff employee at UAA. Three years ago, faculty of the School of Engineering told her they wanted better fiscal tracking and reporting so they could improve how they manage resources. She created a new accounting structure and was able to implement it by FY14. It was a major improvement that could better allocate and capture revenue and expenditures for the growing school; now the College of Engineering. In UAA’s prioritization report, the Dean’s office quality function used this new org structure as an example of excellence. Ahern wrote “while I was not acknowledged in the report I am proud that it was used as an example because I know that my work for the two years as manager was appreciated and made a difference and will be the fiscal foundation to continued customer service within the college.” That is one great example of staff taking initiative to improve processes and create efficiencies.
Second, I want to recognize the hard work throughout the system in response to the Office of Civil Rights Title IX Compliance review. Not only was the team able to compile and submit a tremendous amount of information in a very short time, they’ve trained thousands of employees and students, expanded awareness campaigns, are entering into a new agreement with the Alaska Network on Domestic Violence and Sexual Assault, and expanded agreements with law enforcement throughout the state. When OCR comes for their site visits in October we will be ready to showcase the great work being led by the Title IX coordinators on each campus—Marva Watson, UAA; Mae Marsh, UAF; and Kirk McCallister, UAS—and all of the staff working with them to address, and work toward prevention of, sexual harassment and violence on our campuses. We shall all benefit from their dedication.
Those are just a couple examples of staff excellence, and more are created every day, but that is not the only reason I am here today. I mean to as accurately as possible convey what is happening with staff at UA, and to keep us in the conversation regarding our system at all levels. Part of being in the conversation means coming to your table and bringing some hard truths.
No. 1 Current events have damaged UA’s reputation and lowered morale at a critical time when we most need to elevate it. Our hearts fell as valued donors rescinded their support on the pages of the ADN and alumni berated UA in letters to the editor throughout the state. It is demoralizing and it comes at a time when national, state and local realities are already painting a bleak picture.
Even worse, that misstep unfolded at the same time the university faces a budget shortfall and people are losing their jobs. Sure, $320,000 is not a lot compared to the millions needed to offset the current budget shortfall, and not all were opposed, but to most of us that is an enormous amount of money at a time it is sorely needed in many arenas.
Of the 8,600 total employees in the system nearly 3,000 are barely making Alaska poverty wages: $37,000 a year or less. Most of us earn less than our counterparts in state or private industry. We receive regular job offers from outside entities, with corresponding increases in compensation, but choose to stay at UA. We choose meaningful work over salary: the opportunity to support the next generation of Alaska leaders and problem solvers.
That is why all the attention that hashtags like #bonusgate get in the press, instead of the true successes of this institution, really hurts us. So yes, the elephant may be out of the room, but the damage lingers.
No. 2 Staff are anxious about the introduction of a furlough policy and the vagaries of the as yet undeveloped regulations. Our Staff Alliance blog is full of questions, comments and valuable suggestions. I have worked to pull together a group to work with HR in drafting these regulations. The details in regulation will greatly impact staff and their families; and need to be developed BEFORE a policy is adopted.
None of it is pleasant or easy, but we understand fiscal responsibility. We don’t want to see people lose their jobs if we can avoid it. As my earlier example shows, staff will be critical to the university’s navigation of the current and any future economic crises. We are creative; we can think of ways to save money that do not decimate or demoralize the backbone of the university: our staff.
Also, we trust that the introduction of this policy does not indicate an immediate plan to implement it. Rather, let us partner with you in problem-solving, belt-tightening and fiscal leanness. A furlough to staff will severely impact morale and productivity and right now you need us to be at our best.
No. 3. Shaping Alaska’s Future. We are all trying to make this the best university possible. We want to do right by our students, their families, the industries whose workforce we train and the intentions of the state, alumni and donors who support us. We know that is the driving force behind Shaping Alaska’s Future. Like many in this room, I’ve worked hard to promote the initiative; to explain it and help transform it into its intended compass guide. But I can tell you many staff have not embraced it. Some say it cost too much, took too long, used the wrong methodology, or are simply unaware of their role in the process. It is often perceived as an expensive lexicon—a common set of catch phrases used to fit a general picture, but changing little in actual day-to-day activities.
When staff governance leaders asked directly how to be involved in the process we were directed to read articles on national higher education trends. That does not accomplish persuasion or inclusion. We know real change is needed. That is going to take real reorganization, real new thinking, not simply polished language or thematic presentations of our budget requests. And we have yet to understand when, where and how staff fit in that plan. (Though I will add some of what Gamble said in his report this morning is encouraging for the future involvement of staff, as opposed to only faculty, governance involvement.)
We fear that with the retirement of Dr. Thomas, a real champion of this effort who is both trusted and supported, and the loss of faith in leadership that resulted from the bonus controversy, that the legs are slipping out from underneath the movement. Staff is your resource pool for making authentic change happen.
Lastly, I want to try and summarize some of the many comments I received from staff in preparation for today’s meeting. Some implored you as a board to be more connected to the day-to-day reality of the university. The 90–120 day wait period to fill a new position has one effect on the bottom line and another on those who have to pick up that workload to keep the university operating. Many tell me they are working more than 40-hours, with no additional pay, because there is too much to do and not enough time or manpower.
“More needs to be done, in quick fashion, to improve the bureaucracy of the system so that it is more seamless between the MAUs and easier to navigate for the students,” wrote one staff member. We need to leverage technology to streamline tasks, not only for administrative functions, but for students as well. We must improve functionality and productivity and stop frustrating students so they stay in our system. We could use more support in this in the form of workflow process analysis, technology upgrades and reducing meaningless reporting requirements.
There are places that the university can be more efficient, and yes there may be positions that should be cut, departments needing reorganization and processes that need reviewed, but cross-the-board reductions and simplified decision making will not get us to the real goal: a valuable, efficient and innovative university.
The staff who work for the University of Alaska do it because we believe in the value of higher education. We love our university and want to do our jobs well. Please, as stewards and guides of this institution, do your job well too. The complexities of this organization are not learned in a year or two. The budget process is affected by forces beyond our control—but not beyond comprehension. We expect you as leaders to understand it. When a member suggests that money could be moved from a benefit fund to offset student fees, or when a six-figure bonus is offered in the middle of a budget reduction, it neither demonstrates an understanding of the operations of the university or the will of the public and workforce that supports it. It causes damage within and outside the university that now needs to be reconciled. We need to build relationships and truly talk and listen to each other.
We need our leadership to reflect our goals just as much as you need us to achieve yours. And we have a lot of work to do.
Thank you to everyone who provided feedback on the proposed furlough policy. We passed a resolution yesterday suggesting some wording changes to the policy and providing rationale for our edits. I will share it after it has been formally shared with administration.
My focus now goes to the September Board of Regents meeting where I will speak on behalf of staff as Staff Alliance Chair. I have heard a lot of staff reaction to the “retention incentive” offered to the president. It will not go unaddressed. I see the impact of budget cuts and layoffs across the system and want to hear your stories of how that is affecting the mission of the institution. I will address the furlough policy and other policy changes. Budgets are on the table and staff compensation must be advocated for.
I want to speak for you the best I can. So please, talk to me/your governance representatives. Tell us how you feel and we will help deliver your message to the Regents.
I also want to share our success stories; the great work that staff throughout the system are doing every day. So often I hear that staff are under-appreciated and over-worked but rarely do I see us stepping up and sharing news of our contributions and achievements. So if you have some great news, just finished a project that’s a really big deal, brokered an important new partnership or contract, or other accomplishment I’d love to know about it. We cannot wait for others to stop and notice our work, at some point we need to do a little bit of self-promotion.
Staff Alliance announced in an earlier post that one goal this year is improved communication with the Board of Regents. That includes telling them what is really happening with staff in the system, how we really feel about what is happening, and how we want to be involved in the governance of this university system. Unless I am speaking the frank and honest truth our presence and testimony does little.
Your voice is needed too. I strongly encourage staff in Juneau to attend the meeting Sept. 18–19 and testify to the board in person. I encourage staff throughout the system to attend public testimony via their local video conference locations. True, you cannot testify except in person, but a strong showing does not go unnoticed. Speak with your presence. Speak with signs. Let them know you are paying attention to their meetings and actions and are real people affected by their decisions. Be involved in the action.
Feel free to share your opinions and stories here, in an e-mail to me (email@example.com) or through any of your governance contacts.
Thank you for your work.
Monique Musick, Chair Staff Alliance
Erik Seastedt responds below to UAA staff questions on the proposed draft furlough policy UA regents are scheduled to discuss at their Sept. 18 meeting. Erik’s answers are in italics. Questions are grouped by topic.
- What constitutes a unit at the university?
“Units” include major administrative units and academic units, as well as smaller units such as departments.
- How can I as an employee give feedback on a policy that could be implemented in January of 2015, when there is no policy?
Draft policy language was distributed to all employees on June 2nd, 2014. We have been collecting feedback and will continue to do so as work on the policy and regulations continues. If you have not been able to comment to date, please contact your local governance office.
- What kind of need constitutes putting someone on furlough? A budgetary shortfall; when projected expenses exceed anticipated revenue.
- Will the furlough be used as a way to reorganize some employees out of the system? No, furloughs are temporary ways to cut our costs to pay our bills. Reorganizations are occurring all the time and would be an ongoing exercise regardless of furlough implementation.
- Is there a step to cut the fat before resorting to furlough?
There are many steps the system has been taking and will continue to take before resorting to the more drastic decision to implement furloughs. Lists are available from SW and each MAU as to current efforts.
- Who decides how long the furlough will be?
If a furlough is implemented it would be in consultation with finance and the president for as long as necessary to cover the budget shortfall.
- If any unit of the university is short, can the university implement furloughs or reductions of pay to the entire university system? The policy is broad enough that this would be possible.
WHO IS AFFECTED?
- Staff is the only group without a union. Are we the only group this proposed furlough policy will affect?
Students, non-citizen workers, and 100%-outside-funded employees would likely not be affected by a furlough. All other employees, union and non-union would be affected…many with furloughs, some with layoffs in lieu of furlough.
- Who is a UAA employee? A professor, an adjunct, an administrative assistant, a student on work/study, a maintenance craftsman, full time, part time, anyone who is represented by the Classified Council? Please explain.
Anyone on the UAA employee payroll is a UAA employee.
- Would only hourly staff be subject to furlough, or would salaried employees also be affected?
Both could be affected. If non-exempt (hourly) staff in a unit are furloughed, exempt staff would also be furloughed.
- If any unit is required to accept furloughs, will the head of the unit also be required to accept a furlough?
- Will the president, chancellors, vice chancellors etc. all be taking a month or two pay cut?
Furlough/pay cut, yes. It is not anticipated that any employee would be furloughed for a month or two.
- Who determines who is necessary and who isn’t?
Chancellors have always determined ‘essential’ personnel typically defined as those employees necessary for the health and safety of a campus.
- Will college and university leadership expect prospective, temporary reductions in pay at the same rate as those employees making $30,000 a year?
Reductions for leadership would be at least equal to lower-paid employees. Some lower-paid employees may be exempt from furlough.
- Is there a distinction between part time and full time employees with respect to furlough?
Part-time employees would likely be furloughed on a pro-rata basis.
- What exceptions would be in place for staff classified as essential to the safety and operation of the university?
These individuals would not be furloughed.
- What kind of advanced written notice is required: 30 days, 60 days, 90 days, six months?
Regulation would address this but it has not yet been determined. We would strive however to give as much advance notice as is practical.
TEMPORARY REDUCTION IN PAY
- Reduction in pay: Will these be meted out at a flat rate to any staff members, or will they be on a graduated scale? As an example, under a temporary reduction in pay scenario, will staff making under $30,000 a year have the same pay cut as someone making $75,000 a year?
Percentages may be the same or higher for individuals making more than X.xx dollars per year. This has not been determined but would likely reflect the severity of the financial situation for the system. Some lower-paid employees may be exempt from furlough as well.
- Are temporary reductions in pay open-ended, or will we be guaranteed a time limit to the reductions and or furloughs?
This has not been determined and would be based on the nature of the financial need of the unit or system. Time limits would, however, be put in place in advance whenever possible.
- Under temporary reductions in pay, will we be expected and required to do the same jobs and the same hours we were hired for, but paid less than we agreed to when hired?
Same jobs, yes, but a reduction in pay would result in a reduction of effort required. Hours of work would be affected by the nature of how a furlough is structured.
- What are the regulations and plans approved by the president? Is the president the final responsible party in regard to shaping this policy?
After the Board of Regents approves a policy, the president develops and implements regulation to carry out the policy. We continue to ask for employee feedback so we can appropriately shape the regulations.
- Which BOR P&R’s are alluded to here:
“Furloughs shall be implemented in accordance to regulations and plans….”
This refers to the regulations that will be developed through the president’s office to codify and implement the policy. Feedback from members of the UA community has been and will continue to be asked for so that the shaping of regulations and implementation of the policy are fair and consistent.
EFFECT ON BENEFITS
- Will employees who are furloughed be eligible for unemployment benefits?
Likely not. Most options for furlough design would not reach the eligibility level for unemployment benefits.
- How are health and other benefits affected during a furlough? There would be no effect on health insurance and leave accrual benefits. Retirement contributions would be affected and depending on the length of the furlough, retirement service credit could be affected.
HOW WILL IT WORK?
- What is the maximum number of furlough days that can be implemented?
That would be determined by financial need. Limits would be put in place in advance.
- Could units or employees choose to implement voluntary Leave Without Pay and have a voice as to when?
- Could there be a discussion with staff before jumping on the furlough train? I have spoken with many people and most of them have said they would be willing to work at 90 percent as long as all benefits remain.
Retirement benefits would be affected by a work reduction as well as furlough due to state law and plan provisions. Other benefits such as health insurance and leave accruals could remain at their current status. Discussions are ongoing and will continue throughout our financially troubling times. The system welcomes discussion from faculty and staff including any options to help us save money.
- Would the furlough policy be structured at all? Newest hires affected first, for example?
As mentioned, furloughs would be by unit or for the system.
- Who will decide whom, how many and from what departments will be affected by the proposed furlough policy?
That would be conversations that occur at the unit and university level with final recommendations coming from each chancellor’s office.
- Will the number of dependents an employee claims be a consideration in their potential furlough?
That has not been determined but some lower-paid employees may be excluded.
- Can Leave Without Pay taken for other reasons be applied to a furlough?
If you are asking if unrelated-to-furlough LWOP can be applied to furlough days the answer is no. If however employees are required to take days of Leave Without Pay as furlough days, they could use those days for any purpose.
- Are there more dramatic and lasting solutions on the table for future years? Early retirement, or some other program to create attrition and bring salaries in line with future budget expectations?
All of the above have been and continue to be considered. All employees are strongly encouraged to look for efficiencies in the operation of their units to reduce costs.
- What other measures have been explored beyond furloughing to address the budget shortfalls in the system?
Each MAU and Statewide has a long list of issues they have addressed to date to improve our financial situation. Those lists are available upon request.
- Would a cap be placed on the number of days a year employees could be furloughed?
Likely yes, but this has not been determined but would depend on the financial need of the institution.
- What measures would be put into place to ensure employees were not required to work on a day they were furloughed?
Non-exempt (hourly) employees must submit accurate time records for all hours worked. Any employee scheduled for a furlough day and required to work would be instructed to remind their supervisor it is a furlough day or to contact their local HR office.
- Would it be possible for employees on contracts less than 12 months to request that their pay be divided out over 12 months? Non-exempt (hourly) employees must be paid for the hours that they work during each pay period. Exempt employees who are furloughed or voluntarily reduce their contract would have their salaries reduced over a 12-month period. We actually feel this is the ONLY way we should pay employees who voluntarily move to less than 12-month contracts.
- If a position comes open in our department in the next few months, will department leadership have the option to furlough that position leaving it unfilled for a period of time instead of furloughing everyone else in the department?
That has always been an option for departments but if targeted for furlough, a department’s finances would already have taken vacant positions into account.