The Christian Theological Seminary, in Indiana, has announced a "sustainability plan" that involves buyouts to faculty members while looking for partnerships with other institutions and developing new financial strategies. While not detailed in the announcement, the buyouts could substantially change the nature of the institution. Some concerned students have heard rumors that essentially all faculty members are being asked to accept deals. But a spokeswoman for the seminary said that the buyout offers have been presented to 70 percent of tenured faculty members.
The job market for faculty positions in religion was relatively stable in 2012, better than it was immediately after the economic downturn hit in 2008, but still down from earlier, according to a report by the Society of Biblical Literature and the American Academy of Religion.
Based on job listings with the associations, the report says that the 2012 totals were only about 80 percent of those in 2008. In the past three years, the scholarly sub-specialties in which there were the greatest increases in positions were New Testament, Christian origins and ancient Christianity; and systematic/constructive theology.
Among the specialties showing declines were introduction to religion; Hebrew Bible; and religions of the ancient Near East.
About a year ago I was paging through a report prepared for our college by a group of leading risk-management consultants. Illustrated with brightly colored heat maps and tables, the report’s conclusions looked fairly reasonable. But then I reached a chart titled “Reputation Risk.” Tucked among the factors that contribute to reputation, listed only after “branding” and “community relations,” was the phrase “academic excellence.”
As a longtime faculty member and dean of the college, I reacted strongly. Academic excellence, I thought, deserved more than this supporting role. For your typical manufactured product, its quality may be adjusted to optimize reputation with customers (and thus profits). But academic excellence? That’s the ultimate goal. It’s what we should most fear putting at risk.
At the end of June, I would complete my term as dean. As my thoughts kept turning to risk and liberal education, I talked with the president. We agreed that as a transitional step before returning to teach, I could spend one year conducting a risk project. Some of its goals are specific to our campus, but more broadly it’s a labor of translation. Why would that be needed?
The Language of Risk
Corporate jargon may help explain why campuswide awareness of risk has not fully taken hold at many academic institutions. Deans, presidents, and faculty leaders can find the framework of Enterprise Risk Management, commonly known as ERM, alienating. The talk of suppliers, products, deliverables, and profits is not our language.
Risk management was born to protect the bottom line of corporations. (Success has been mixed, but that’s a different story.) For the past 10 years or so, financial consultants offering risk services have tried to expand into the higher education market. While it’s hard to reject the pitch that “nonprofits face risks, too,” one could also argue academe is sufficiently different from the corporate world that frameworks like ERM will require at least a translation — and perhaps deeper revision — before they can serve us well.
Taking Risk Campuswide
In many ways my transition feels natural. For five years I was second to the president, serving as vice president for academic affairs. I helped to confront the risks that typically face a college, from anticipating a flu pandemic to deciding whether to shut down during a blizzard; from the agonies of the recession to nervous reports of little brown bats winging through the chapel. I’m well-prepared to step back and evaluate how our college responds to risk. Yet to my knowledge, this particular administrative move is unprecedented.
At most places — as I know from recently attending the national meeting of URMIA, the University Risk Management and Insurance Association — risk management lives in the treasurer’s office. Risk managers may have a background in environmental health and safety or human resources; often their primary training is in insurance. Regardless of specific professional field, college risk managers are likely to have broad responsibilities, from regulatory compliance to decisions about campus events, and from employee training to coverage for student travel abroad. Groups of universities have formed organizations like United Educators and EIIA (Educational & Institutional Insurance Administrators) to offer insurance and other risk services.
The risk managers at the conference were forthcoming and curious. My status as a faculty member was more interesting to them than my recent deanship. They told me that they wish professors understood more about how risk works. The risk managers want to be perceived less as naysayers and obstructionists, and more as a resource to keep activities safe and legal. They don’t want to shut down study abroad, but they want to be sure the college has a plan for evacuation in the event of national crisis or natural disaster. From where they sit in the finance office, it’s not easy to have this conversation with the faculty.
As we talk, it’s clear the risk managers recognize that for colleges and universities the real bottom line is the institution’s mission: to teach and conduct research. Threats to the mission are, for us all, the ultimate risk. And since no one knows more about teaching and scholarship than they do, the faculty is the proper guardian of college mission. I now start to understand that purposeful risk engagement could help colleges take a fresh look at shared governance.
Risk and Governance
Faculty leaders, whether as champions or critics of a proposed initiative, are all too familiar with hearing about risk from administrators, legal counsel, and even from board members. Fiduciary risk, compliance risk, liability: We’ve all seen the risk card shut a conversation down.
But once they are fluent in risk, academic leaders will contribute more effectively. They can evaluate and speak to risk in the special context of a college’s mission. As any risk manager will tell you, risk can be positive or negative. The uncertainty at hand may represent an awesome academic opportunity, or may threaten what the institution stands for. Shared governance will work better when we succeed in having all the relevant dimensions of risk — including the ultimate risk, to institutional mission — fully voiced and appropriately weighed.
Wisconsin’s two major education unions are planning to merge, in light of declining memberships following 2011 anti-union legislation, the Milwaukee Journal Sentinelreported. Under the plan, the American Federation of Teachers-Wisconsin, which includes faculty at public, postsecondary institutions, would join with the National Education Association-affiliated Wisconsin Education Association Council, the state’s largest K-12 teachers union. The new union would be called Wisconsin Together, tentatively starting in September. A vote on the merger is slated for April.
Following Act 10, which made union membership and dues-paying voluntary, the K-12 union has lost about one-third of its members, according to the report. The higher education union has about 6,500 members, down from a peak of 16,000. Kim Kohlhaas, AFT-Wisconsin president, said the new structure would allow the union through pooled resources to focus on professional development and advocacy for public education – not just faculty working conditions. “I think Act 10 was a huge eye-opener for us,” Kohlhaas told the Journal Sentinel. “I think historically even the union got caught up in [collective bargaining], and it used to be a lot of contract organization. This allows us an opportunity to focus on that completely differently.”
If approved, the joint AFT-NEA union become the sixth such union nationwide, after those in Minnesota, Florida, North Dakota, Montana and New York.
Adjuncts in the Maine Community College System, who teach about 45 percent of all courses, have won their first union contract, The Portland Press Herald reported. The contract provides for a 2 percent retroactive salary payment for those who taught in the 2012-13 academic year and again last fall, a 3 percent raise in the current base salary calculation and another 3 percent increase on July 1. The adjuncts are represented by the Maine State Employees Association, of the Service Employees International Union.
On December 27, William Kelly, the interim chancellor of the City University of New York, the vast university system in which I teach, published a statement condemning the resolution of American Studies Association to boycott Israeli universities. In his statement, Chancellor Kelly wrote, “The need for global cooperation has never been more urgent, and we repudiate any effort to foreclose productive dialogue.” Who, one might wonder, is this we the chancellor is invoking, and who exactly is foreclosing dialogue?
Kelly’s statement is part of a growing chorus of denunciations of the ASA resolution by university presidents and other academic leaders. In these public pronouncements, Kelly and his fellow executives almost always speak in the royal we, as if they talk for the entire university community. In many cases, such arrogation of the right to speak for the whole community is explicit. Amherst College President Biddy Martin, for example, writes in her rejection of the ASA resolution, “On behalf of the college, I express opposition to this academic boycott for several related reasons.”
Yet when university leaders like Kelly and Martin speak not based on their own personal opinions but in the name of the institution, they abrogate the academic freedom of their faculty members. None of the statements issued thus far have benefited from consultation with faculty senates or other representative bodies of faculty opinion. Think of the chilling impact of such presidential declarations on nontenured faculty members who may have participated in the ASA vote, who may be considering attending meetings of the ASA, or who may even hold dissenting critical viewpoints about the Israeli occupation of Palestine. These presidential denunciations threaten to create a witch hunt-like atmosphere on campuses.
The courageous response of a group of faculty members at Trinity College in Connecticut to President James F. Jones Jr.’s attack on the ASA resolution highlights the ways in which these denunciations infringe on academic freedom. The Trinity faculty members point out explicitly to Jones that, “you did not speak in our name – also members of the Trinity College community – when you wrote this ill-advised letter to the ASA president.”
The Trinity faculty had good cause to complain. Without consulting them, President Jones stated in his letter that if Trinity were still an institutional member of the ASA, “it would not be any longer after the misguided and unprincipled announcement of the boycott of the only democracy in the Middle East.” The Trinity faculty might also have objected to the fact that President Jones appears so concerned to protect the academic freedom of Israeli institutions while ignoring that of members of his own university community. What could explain this apparent contradiction between the presidential devotion to abstract notions of academic freedom and pronouncements that ride roughshod over academic freedom at the leaders’ own institutions?
The answer perhaps lies in President Jones’s characterization of Israel as the only democracy in the Middle East, a statement that the Trinity faculty remind him is not simply erroneous but also racially stereotyping. Following this gaffe, Jones goes on to ask rhetorically why the ASA is not boycotting “Syria, the Sudan, North Korea, China, Iran, Iraq, or Russia.”
An identical assertion concerning the regional uniqueness of Israeli democracy and a nearly equivalent list of human rights-violating nations occurs in a recent statement on the website of the Conference of Presidents of Major American Jewish Organizations. In this statement, the conference calls on university presidents not simply to “publicly reject this academic boycott and the Boycott, Divest, Sanction (BDS) campaign against Israel” but to deny “any funds, direct or indirect, to the ASA or any other body that adopts similar measures.” As part of their campaign against the ASA, the conference is deploying alumni and donors to put pressure on college presidents, distributing highly distorted talking points such as the ones that appeared in President Jones’s and many other presidents’ statements, and ignoring the discussions that circulated before the ASA resolution was put up for a vote, including the collection of essays that I curated at the AAUP’s Journal for Academic Freedom. Also involved in this campaign are Zionist organizations like Stand With Us, whose website includes a “how to” list for campaigners against BDS.
The university presidents’ denunciations are likely to have a chilling impact on fair and open discussion of the BDS campaign on American university campuses. If they follow through on the call to deny all funding to the ASA without adequate consultation with their faculty members, academic leaders will be infringing even more directly on academic freedom.
This building crisis underlines that there is no such thing as academic freedom shorn of the institutional and material conditions that enable such freedom. This point, which, as Judith Butler has explained in her endorsement of BDS, highlights the fundamental lack of freedoms of Palestinian scholars, was key to the ASA’s endorsement of the boycott. It seems that scholars who have endorsed the ASA resolution, or who continue to participate in the ASA, may now be penalized with a withdrawal of institutional resources as well as subtle and not-so-subtle infringements of their academic freedom. It is worth remembering that the academic boycott endorsed by the ASA targets only institutions and not individuals, but the presidents in their defense of Israeli institutions are directly infringing on the rights of association and expression of individual faculty members.
Instead of attempting to silence debate in this manner, academic leaders who are truly interested in nurturing academic freedom at their institutions and elsewhere should establish forums in which the ASA resolution can be discussed and debated in a fair and evenhanded manner. After all, the ASA boycott controversy is not a flash in the pan. As David Theo Goldberg and Saree Makdisi argue, “A rising level of concern about the continuing Israeli occupation of Palestinian territory (now in its fifth decade), as well as the precarious position of Israel's beleaguered Palestinian minority, have been countered by increasingly strident, even furious, attempts to silence or stifle criticism of Israeli policy on American college campuses.” Goldberg and Makdisi’s article details the campaigns of “insinuation, accusation, and defamation” through which organizations such as the Israel on Campus Coalition seek to silence debate about Israel’s policies in the occupied territories. As part of this campaign, groups like Stand With Us distribute propaganda tools such as the Hasbara Handbook, which details strategies of “point scoring” while avoiding genuine debate. Against such attempts to silence discussion, Goldberg and Makdisi’s article sets out some clear ground rules for forums designed to promote civil, respectful, but critical engagements across political divides.
Surely the quashing of dissenting viewpoints should be anathema to university presidents who are truly committed to academic freedom. Courageous and enlightened academic leaders should be fostering critical debate rather than contributing to an atmosphere of intimidation on campus while repeating abstract, and ultimately hollow, endorsements of academic freedom.
Ashley Dawson is professor of English at the City University of New York’s Graduate Center, and editor of the American Association of University Professors' Journal of Academic Freedom.