Hope is the Thing with Feathers

So, Brady is gone, right? Members of the university community should be linking arms and singing! Birds should be landing on our shoulders! And yet, the best we can see right now is the hope that we can be optimistic. Why is that? I think that Richard Levy has said it brilliantly, and so I share his thoughts with you below:

"Chancellor Brady is gone.  A cancer, nearly universally disliked and disrespected, has been ignominiously removed from the UNCG body.

     Yet one senses little joy as a new Chancellor will soon come on board.  Why?  Four reasons come to mind.

     --No apology has been forthcoming for the actions causing "Firegate".

     --Neither Dr. Brady nor those who chose or defended her have acknowledged what a huge

       mistake her hiring was.

     --There is no provision for rectifying the error when a bad choice is made.

     --Dr. Brady embodied many larger problems in modern university conception and

       management, none of which has been addressed.

     Dr. Brady has continued to defend her lies and inept handling of the firings that brought her down, disrupted several lives, and brought decimated UNCG's reputation.

     Her total lack of introspection is unsurprising.  But the silence of the UNCG Trustee Board and Chapel Hill higher-ups creates the scary impression that they either agree with her or just don't get it.  Either way, the continued input of these people and their future monitoring of the new Chancellor does not engender confidence.

Dr. Brady's unsuitability for the position was clear years ago.  She was temperamentally wrong.  She made no effort even to learn the names of faculty or even major financial contributors.  She ignored input and tried to rule by fiat.  She made poor personnel decisions.  She gutted academics while substantially increasing administrative and, especially, athletic budgets.

     Dr. Brady's style was already well-established.  A reasonable investigation of her time at NC State or the University of Oregon would have uncovered it.  (And perhaps it did.  Perhaps those choosing and monitoring Dr. Brady actually liked her style.). Whatever reasons allowed her to continue are scary; these folks might do it again.

     But people do make poor personnel decisions.  The question is:  How long do you go before you admit the mistake and correct it?  There was a large and growing disenchantment with Dr. Brady almost immediately.  Yet no one at the local or Chapel Hill level took action until her mishandling of "Firegate" forced Chapel Hill to force her retirement.

     These matters are all serious.  But they pale compared to the last item.  UNCG is particularly poorly run (according to a study undertaken by the NC Legislature).  But it is hardly unique.  Indeed, it is typical of public universities and colleges.  Several examples:

     --Administrative budgets, already outrageously high, continue to expand dramatically, until

       they are often equal to the educational budget, which meanwhile stagnates or is even

       reduced.

     --Athletic budgets proliferate, even as they lose more-and-more money, and at schools like

       schools like UNCG have no chance of becoming profitable and provide few measurable

       benefits.

     --A race to build silly amenities increases student fees substantially, even for those students

       who can scarcely afford it and who will seldom or never use the new facilities.  Little attempt

       is made to find out if the students even want them.

     --State universities are vastly overbuilt, under-utilized, and poorly maintained.  Most schools

       have no idea what their building utilization even is.  (Hint:  at most it is below 25 per cent if

       You count 8 AM-10PM Monday through Friday, plus summers.)

     --Universities are being re-defined so only research or majors with short-term practical

       payoffs really count.  The very real benefits of other academic disciplines are ignored.

     --Professors are asked to spend substantial amounts of time evaluating rather than teaching.

     In other words, public universities are being poorly run and dumbed down (even while their

heads claim they are being run the way a private company would operate, which is very unfunny joke).  But not a word from Chapel Hill or individual trustee boards suggests that these truly important questions are even being thought about, much less acted upon.

     That, more than anything else, explains why university communities are dispirited, and why Dr. Brady's eclipse, welcome though it is, does not lead to a re-set of confidence and optimism."

Hope may have feathers, but it will take much more to grow the wings we need to use them.

A Direction for Employee Satisfaction

If we’re going corporate…

We might be well served to look at those that have symbiotic relationships with their highly satisfied, engaged, and empowered employees.

Look at all the bad press MacDonald’s has gotten and remember that learning that the burgers only have 15% meat or that the nuggets are filled with ground chicken faces (I’ll let you figure out if that’s a typo) wasn’t what made it happen. Instead, a lot of it can be attributed to their poor treatment of their employees. Let’s not model ourselves after a dying (and irresponsible) fast food chain.

But, we’re in a time of budget crisis, how can we possible do this?!?

Having a good work environment isn’t all about ping pong tables in the break room and new iPads. It turns out, and here’s the shocker…money can’t buy you happiness.

The kind of money that helps is money that we have at UNCG. The biggest salaries go the people least likely to stick around, but that doesn’t mean that the lowest salaries are what keep people here. So, step one: everybody earning under $XXk (note the two digits there…don’t come with cap in hand if you earn six figures) gets a raise. I don’t care how you make it appear in accounting, it can be done, so let’s do it. Partly it might come from skimming off the top (for example, do we need a new Vice Chancellor for University Relations if the department has four people? Not sure, but it’s a question worth asking) and part might come from savings I’ll discuss in a moment. Point is, it can, and should be done, as a baseline, a minimum of what employment should be.

It’s much more than that though.

Liz Ryan, contributing author for Forbes explains it well:

“Rather than focusing on new programs to make employees happy, we should be taking away the obstacles that keep people at work disempowered and disconnected from their mission [and that of their place of employment]. Leadership in the knowledge economy has more to do with removing impediments to teamwork, collaboration and new ideas than with installing even more programs and policies than we already have.”

Basically, it will save us money AND increase our devotion (and therefore energy, creativity, contributions, etc.) to do away with the unnecessary structures that degrade the quality of the work environment AND cost us the most money.

I’ll only give one example, for now, but: In University Relations (back when that was what it was), staff such as David Wilson and Chris English were salaried employees. And yet, they had to fill out time sheets. These time sheets were entered into a system developed by department admin Sherri MacCheyne. The system never worked particularly smoothly and had to be fudged and fussed with just to accept information that it turned out was absolutely useless. It didn’t improve the relationship between Sheryl and her co-workers, didn’t ever actually measure the amount of time spent working, and we can see the countless headaches this ridiculous and unnecessary activity has caused.

Remove the bizarre requirement for time sheets and here is what we would have had:

No UNCG3 scandal, a whole host of dedicated employees still working here, none of the legal fees associated with the prosecution of this idiocy, more time for Sherri to devote to work, more time for Chris, David, et al to devote to work, countless hours of work that never would have showed up on the time sheets anyway happily performed by dedicated employees, whatever the hours were that Imogene Cathey, Benita Peace, and Jamie Herring dedicated to this, whatever productivity was lost as people attended forums and tried desperately to understand secondary employment…

I probably don’t need to go on. All of this from one unnecessary structure. How many more are there that could so easily disappear generally improving everybody’s lives AND the financial situation of the university?

I don’t know, but I’d sure like to find out.

The Fight for a Living Wage

Across the country today, workers are joining the struggle for a living wage.

Why we seem so thoroughly convinced that universities shouldn’t get money from the state and yet seem perfectly content to let those same dollars subsidize the externalized costs of big companies is something tragic.

In any case, the reason I bring this up is because UNCG participates in this shameful low wage cabal. What I mean is that we aren’t all poor struggling to get by, UNCG just has some employees that it pays a pittance to and some who get fat raises at the same time.

For example, Tim Crews who has worked for UNCG for 19 years is employed full time for $10 an hour. If minimum wage had kept up with cost of living increases it would now be $18 an hour. So, we pay him only slightly more than half of what the absolute bare minimum pay should be.

After 25 years of loyal performance, Alice Courts only makes $23,762 a year. And she’s on the list of essential employees who must come to work at UNCG even when hazardous weather causes others to stay at home and the university to close.

Imogene Cathey, however, pulls in a handsome $85 an hour.

Jan Zink rakes in $137 per hour.

And they get to stay home.

UNCG has more than 200 full time employees earning less than $15/hour. Adjunct pay is shameful too.

Nancy Maree has been willingly teaching our students in the nursing program for 12 years and in return? She get $1,000. That’s all a class is worth? That’s all her expertise and insight are worth?

And, of course, the enormous raises given to those who already make more than they deserve continue to roll in. The execs get bigger salaries while the rest of us have to deal with nothing or fight among ourselves for scraps.

We are the workers.

We are the people.

We can do better.

What Is a Bully?

A bully, according to the dictionary, is:

One who uses superior strength or influence to intimidate someone, typically to force him or her to do what one wants.

Consider the power relationship that exists between Sophie and members of the upper administration at UNCG. What power does she hold? Then, I ask you to think about the relationship between members of the upper administration and their employees.

Where does the power lie? Who is doing the bullying? How can a nobody ‘bully’ the powerful? If I have power, it lies in speaking the truth.

The accusation of injury is a typical tactic when the powerful get called out; to turn the tables and play the victim.

It means this is working.

I am sorry if these people find their own actions to be cruel and insulting. I am sorry if they are experiencing any small measure of the discomfort that they have doled out so glibly to others over the years. I am sorry that this filth had to exist in order for it to come to light.

If there had been other means to address these issues; If it had been possible to deal with these problems via civilized discourse; If they weren’t bullies accustomed to the use of intimidation…but that’s not the world we live in. My mother always used to say: “If you can’t stand the heat, get out of the kitchen.”

If the executives find it horrifying, they must know that they are responsible. Sophie has held a mirror to their faces and they do not like it when others see their twisted reflection.

If the folks in the upper administration at UNCG are truly concerned with the creation of a positive work environment, then I applaud them. Admitting they have a problem is a first step, but unfortunately, I have seen no indication that such an admission is forthcoming. 

Instead they will play the part of the injured innocent and make bizarre and melodramatic claims that the words I write could incite violence. They may as well claim that I will summon unicorns and the wrath of Horus. Dana Dunn plays the part of a horrified damsel asking if anyone would really like to come work on our campus where such behavior (writing about the truth) is acceptable.

Were they supposed to be more enticed by a place that has its employees arrested? That spends 91 million dollars on a Rec center while claiming a dearth of funds? Where screaming at your employees is considered an executive privilege? Where students are assaulted for exercising free speech?  I could go on, but it isn’t necessary. We’re national news.

The truth hurts. 

It’s time to clean up.

Jan's $100,000 Gift Basket Budget

Here’s a question I’d like to get an answer to (as opposed to all the others that I ask but that don’t get answered):

Is there anything that the university needs in order to continue to support its mission that costs less than $100,000?

The reason why I ask that is because $100,000 is the budget that Jan Zink has for purchasing gift baskets. And, well, it seems to me like there might have been some things that were in the lineup of priorities that we would be funding before we got down to gift baskets (or $150,000 for ice sculptures for that matter).

Now, maybe that wasn’t the entire amount that she asked for in the gift basket fund, so she’s feeling that she has tightened down too.

Here’s where things start to get fuzzy for me. We know that Jan doesn’t think that UNCG people give. Does she have the idea that UNCG people would if they thought they were going to receive a woven basket with an assortment of small cheeses? I think she may have our donors mistaken for rodents. Does she think our donors can’t find their own body wash or ground coffee? That the only reason they would give is because it will lighten their weekly shopping load a tad?

Here’s a gift basket that looks very nice for $39.95 – Jan could buy 2,503 of them with that budget. Are we sending out 2,503 gift baskets a year?

But maybe that’s not as fancy as the ones she orders. After all, she is the one who thinks that the appropriate décor for a donor function is an ice sculpture of a grand piano…because nothing says “we’re spending your donation wisely” like something that costs a lot and yet melts.

So, are we sending out “Tower of Treats” baskets from Harry & David at $149 a pop? That budget lets Jan “gift basket” Zink send 671 thank you baskets complete with smoked salmon, nuts, pears, and hopefully some explanation of why we thought they would want us to spend such a large part of their donation on a gift for them.

Meanwhile, we have students and staff who are well below the poverty line – with at risk housing and food shortages. We have buildings that have holes in the floors and soon much of the teaching technology in the classrooms will be removed and sold off. We have faculty using 7-year-old laptops and desks that stand up when a book is propped under one leg. We have field trips the students can’t afford to attend and doctor’s co-pays that break the bank.  We have staff who have been laid off, course sections that have been cancelled, library resources that have expired…and I could go on, but you get the picture.

I think that our donors give to UNCG because they love UNCG, not because they need a really complicated way to get a basket of candied fruit and cashews. Our donors want the personal touch, not the champagne treatment. If people aren’t giving, it’s because we’ve alienated them, not because they have been lured away by other universities’ giveaways. Our donors can tell when you care about them and when you are just trying to get their money. And you, Jan, are as transparent as plate glass.

UNCG people have a long tradition of giving more than they are asked and of giving because they care – and are cared for. You can’t buy your way into their hearts.

Your oil money doesn’t translate well here; maybe it’s time for you to just get on home to Tulsa.