UC Riverside Faculty Association

July 11, 2020
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Statement on Police by the Riverside Faculty Association Board

In the wake of the national and international protests against police violence, the Board of the Riverside Faculty Association calls on the UCR Administration to take action to address the antiblack history and practices of policing in the United States at the level of local, state, federal and campus police.

Although university administrators have released outraged statements regarding the police murder of George Floyd, Ahmaud Arbery, and Breonna Taylor, the UCR administration bears responsibility for their complicity in police violence on and off-campus, and in their continued ties with state police and funding of university police.

We are at a crossroads that demands not only a reckoning with the anti-black history of policing, but decisive action that recognizes the failure of police reform. Ample evidence has demonstrated that police reform is not adequate. Police reform will not work to end police violence. We recognize that violence is not an aberration of policing; rather, it is at the heart of police power, and its trajectory has been racialized from the beginning. The violence of policing was never inevitable but built over centuries of legal, imaginative, and material practices as a mode of everyday governance to further anti-black racism, colonialism, indigenous dispossession, and racial capitalism.

This historic uprising calls for action to dismantle the various forms of institutionalized white supremacy and antiblackness, and police abolition is the first step in this endeavor to decolonize the university.

We endorse the position taken by Scholars for Social Justice and support the demands of the Blackness Unbound Faculty Collective Statement. Following and amplifying the June 20, 2020 recommendations by the UC Academic Senate, we publicly call on the UCR administration to take the following four actions.

  1. End ties with local and state police forces. Do not bring police to campus to attack, beat, pepper-spray and shoot our students. Prohibit ICE agents from entering campus and protect our undocumented and international students. End all ties and investments in corporations that support the prison-industrial complex.
  1. Defund and disarm the UC police. Currently, UC policy sanctions police deployment of batons, chemical agents and lethal force (UC Gold Book 303.5., 303.6, 830.2, 833.1). This sanctioned police violence must end. We call on UCR  to invest in and develop alternative models of safety and security for members of the campus and surrounding communities, following existing, well-documented programs that prevent what is called crime, reduce harm and respond to crises (medical, mental health, domestic disputes, and sexual and gender-based violence). We call on the administration to develop programs such as Dream Defenders and Ujimaa Medics, and consult abolitionist experts and organizers on alternative forms of community security and harm reduction.
  1. Invest in education and training. We call on UCR to redirect police funding toward material support for Black students, Black faculty, and Black staff on campus. Invest financial resources in Black Studies programming and the foundation and sustainability of an autonomous Black Studies Department. Train administrators, faculty, staff, students and community members in practices of harm reduction, transformative justice, crisis response, mental health. This includes increasing support for especially vulnerable students, particularly the Underground Scholars, our students directly impacted by the prison industrial complex.
  1. Radical budgetary transparency throughout the entire University and in consultation with faculty from the RFA Board and Blackness Unbound Faculty Collective who have forwarded public demands.

These demands are informed by Black-led and multiracial social justice movements across the United States to defund and dismantle the police, alongside a UC-wide call to defund the police.

We request that the UCR Administration provide a response to this public letter by July 30th, 2020.

 

 

May 12, 2020
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Covid-19 Campus Response

RE: Impact on compensation due to COVID-19 response

Dear Chancellor Wilcox (and all),

We write to express our concern with the lack of clear, transparent communication from our campus leadership regarding the coming budgetary impacts of the COVID-19 crisis.

Faculty, students and staff are understandably anxious about how UCR intends to respond to the coming budgetary challenges, and how these developments will affect them. We write to call for a coherent and thoughtful response by campus leadership to the coming crisis, with particular attention to the following:

  1. Transparency and shared governance:  All deliberations on cutbacks that affect compensation must be conducted with the utmost transparency. The Academic Senate and the UC-AFT must be consulted before any decisions are made, rather than presenting them as a fait accompli. Faculty cannot be kept in the dark about the administration’s plans for cutbacks—this only foments a general climate of anxiety and mistrust. Non-Senate faculty and librarians who may be affected should also be included in decision-making processes.
  1. A graduated approach: Any cutbacks must begin with the most privileged members of our community, while protecting the most vulnerable ones. Therefore, we urge that such cutbacks be instituted in a graduated manner, starting with the salaries of the highest-paid administrators. RFA is deeply concerned about graduate students, staff, lecturers and Assistant Professors whose livelihoods may be at stake.  Research has repeatedly shown that COVID-19 has disproportionately impacted already-marginalized communities, exacerbating socio-economic and health disparities.  UCR must do its best not to contribute to these ever-widening gaps.
  1. Furloughs rather than salary cuts: RFA will oppose any faculty salary cuts beyond the reversal of the promised 3% increase.  Should any further measures be necessary, RFA will consider supporting the possibility of furloughs, provided any decision to change compensation is made after extensive consultation with the Academic Senate.
  1. A clear, transparent and safe plan for re-opening the campus: Most health experts agree that the COVID-19 virus will not disappear anytime soon, and a vaccine could take years to be mass-produced and widely-available. In the interim, many faculty, students and staff with underlying health conditions (and those who live with immuno-compromised family members) are deeply concerned about the campus re-opening, without fully addressing the health and safety risks presented by the ongoing presence of the virus. UCR’s campus leadership must employ all of its medical and health expertise to come up with a safe, effective and scientifically-sound strategy for re-opening the campus while minimizing health risks.

RFA can offer assistance in implementing a plan for re-opening that entails safe ways to hold classes, while monitoring the health and safeguarding the privacy of all those who work, live and study at UCR. We look forward to a productive conversation with you at our upcoming Zoom meeting, and an ongoing collaboration to meet this challenging moment.

Sincerely,

The Board of the RFA

April 29, 2020
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UCR COVID-19 Labor Alliance Webinar on May 1

You are invited to attend a webinar at 2:00-3:30pm this Friday (May Day) organized by the newly formed UCR COVID-19 Labor Alliance. The webinar will focus on current labor issues in the UC/UCR. For more information, and to RSVP, please see the flyer copied below. Please share with your students and encourage them to attend the webinar.

April 27, 2020
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Well-Being in Learning Environment Faculty Guide

At the request of our UCR colleague, Tanya Nieri (Sociology), we are forwarding the Well-Being in Learning Environment Guide to you. The guide suggests healthy pedagogy strategies to incorporate into classrooms, student activities, and student interactions. The strategies fall into the following categories:

 
 
·        Be Mindful about Deadlines & Workload
·        Be Flexible and Offer Options
·        Encourage Breaks, Standing, Stretching, & Reflection
·        Share Resources & Wellness Info with Students
·        Help Students Connect with You
·        Be Welcoming, Enthusiastic & Caring
·        Help Students Connect with the Community
·        Provide Timely Feedback & Helpful Advice
·        Provide Opportunities that Promote Professional and Personal Skills
·        Help Students Connect with Each Other
 
Positive well-being is a key predictor for student success. Faculty, TAs, and instructors play a role in fostering positive learning environments. Integrating wellbeing concepts into learning environments results in a healthy culture, achievement of learning outcomes, and student retention. In this time of global pandemic and remote learning, it’s especially critical for us to support our students with well-being practices, even if they might look different than our normal.
 
This information was brought to you by UCR Healthy Campus, https://healthycampus.ucr.edu/.

January 17, 2020
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No Expansion of UCR without Funding! Please sign our petition.

Dear UCR Faculty Members,

Please find below a link to a petition being circulated by the Riverside Faculty Association, opposing any further expansion of UCR without proportionate funding. The petition will be delivered to UC President Janet Napolitano, as well as John Perez, the Chair of the UC Regents.

RFA is particularly concerned about plans to expand UCR’s enrollment to 35,000 students by 2035, an expansion we oppose unless UCR receives funding proportionate to other UC campuses, and to the cost of educating our students. UCR receives less state funding per student than any other UC campus, which has resulted in deteriorating conditions for our teaching and research.

This petition is an opportunity for us to draw attention the poor conditions at UCR, and to demand that the UC system reverse the structural inequalities that undermine our ability to serve California’s students.

For your convenience, the text of the petition is posted below. Please feel free to sign and circulate widely among all UCR faculty:

https://forms.gle/hBuCRDWbDcYYS8md8

 

Best regards,

The Board of the UC Riverside Faculty Association
Chris Chase-Dunn, Sociology (Vice Chair and Treasurer)
Farah Godrej, Political Science
Michel Lapidus, Mathematics
Patricia Morton, Media and Cultural Studies (Chair)
Ellen Reese, Sociology (Secretary)
Setsu Shigamatsu, Media and Cultural Studies
Samantha Ying, Environmental Sciences
https://ucrfa.org/http://ucrfa.org

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No Expansion Without Proportionate Funding

To: Janet Napolitano, President, University of California
John Perez, Chair, Regents of the University of California

From: University of California Riverside Faculty

Dear President Napolitano and Regent Perez,

We, the undersigned, demand that no further expansion be imposed on our campus without any proportional increase in allocation of resources and funding from the Office of the President.

Under the Long Range Development Plan process currently under way, UCR is projected to expand to 35,000 students by 2035 (the “35/35” plan). No other UC campus is expected to take as many additional students.

Our campus is currently at breaking-point: deeply under-resourced, understaffed and over-burdened. This crisis is exacting costs on the collective well-being of all:

* Students do not have sufficient, functional classrooms in which to learn;
* Students do not have sufficient access to classes required for timely degree completion;
* Both faculty and students are increasingly required to attend late-night or early-morning classes that exact a toll on work-life balance;
* Many faculty do not have sufficient financial or administrative resources to run their research labs or even take on the grant funding critical to further research;
* Both faculty and staff are increasingly pressured to take on additional work as overall staff support diminishes, with no corresponding increase in resources.

This crisis situation imperils both the quality of the education we can provide and our status as a research university, threatening to reduce our campus to a “diploma mill.”

While we are eager to serve more of California’s students, we simply cannot do so at the current rate. As a woefully underfunded campus, University of California-Riverside (UCR) has far fewer resources for our current students than other UC campuses. According to figures provided by Chancellor Wilcox’s office, UCLA is allocated $11,545 in state funding per student whereas UCR receives $8,647 per student. UCR educates a higher percentage of Underrepresented Minority Students (42%) than 8 of the 9 UC campuses, and the discrepancy in funding exacerbates racial inequities. We will use estimates of the levels of financial support that UCR has had over the past years in order to establish baseline targets for monitoring the maintenance of adequate support in the future.

We demand that the State Legislature and the UC Office of the President commit to providing such support. In the absence of these commitments, we will mobilize the students, staff and faculty of UCR to resist the planned expansion until the needed resource commitment has been obtained.

January 11, 2020
by Admin 2
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Town Halls on the UC Presidential Search

The UCR Academic Senate and the Riverside Faculty Association (RFA) will co-sponsor a town hall on the search for a new UC President on January 16. Our town hall will take place from 11:30 am to 1:00 pm in HUB 302. Immediately after, the UC Board of Regents will hold a public town hall from 1:00 to 3:00 pm in HUB 302.

We write to encourage you to attend and speak at one or both of these events. These town halls will allow UCR faculty to express their concerns and questions about the search and other issues of vital importance to UCR’s future. If you like to speak at the Regents’ town hall, please call (510) 987-9220 and inform them of your intent to speak. The town hall will also be livestreamed on the Presidential search website.

RFA is particularly concerned about plans to expand UCR’s enrollment to 35,000 students by 2035, an expansion we oppose unless UCR receives funding proportionate to other UC campuses and to the cost of educating our students. UCR receives less state funding per student than any other UC campus, which  has resulted in deteriorating conditions for our teaching and research.
 
This is an opportunity for us to speak about the poor conditions at UCR and demand that the next UC President reverse the structural inequalities that undermine our ability to serve our students and California.
 

November 26, 2019
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RFA Statement in Support of Lecturers, 11/25/2019

Dear Colleagues,

The Riverside Faculty Association recognizes that the teaching excellence on campus depends in no small part on lecturers, who teach many of our courses. Lecturers, represented by the University of California-American Federation of Teachers (UC-AFT), are currently engaged in bargaining over their next contract. Lecturers are essential members of UCR’s faculty and community and carry out their duties with energy, dedication, and professionalism. Sharing a commitment to teaching excellence on campus, we support the lecturers’ calls for higher wages and stability of employment. The RFA urges the University, in its negotiations with the UC-AFT, to recognize, respect, and reward the vital contributions that lecturers make to our campus community.

Sincerely,

The Board of the UC Riverside Faculty Association

cc: President, University of California, Janet Napolitano
Chancellor, UC Riverside, Kim E. Wilcox

November 11, 2019
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RFA Statement on AFSCME 11/13/2019 Strike

The mission of the University of California to carry out excellent research and to educate and serve the public is best served when all of its workers are fairly compensated, have good benefits, and employment security. Under such conditions, workers have good morale and less employee turnover.

We are very concerned with UC administrators’ current treatment of AFSCME 3299, which represents service and patient care workers, in the UC system.

Contract negotiations with AFSCME 3299 are currently stalled while administrators are refusing to raise workers’ wages, threatening to raise their healthcare premiums, and refusing to address their concerns regarding racial, gender, and income inequities, and employment security related to the increased privatization, or outsourcing, of university jobs.

On Wednesday, November 13, AFSCME 3299 workers at UCR and throughout the UC system will be going on strike for Unfair Labor Practices related to UC administrators’ illegal outsourcing of university jobs. ULP documents suggest that outsourcing–the contracting out to private employers– of university service and patient care jobs has increased by as much as 52% since 2016.

We believe that UC administrators’ treatment of unions undermines the public mission and reputation of our university; they are also symptomatic of broader issues in the UC budget and governance that, if unaddressed, threaten to worsen employment, research, and learning conditions and raise students’ tuition. We believe it is vital that we keep the UC public and stand strong in support of our fellow UC workers, who carry out essential service and patient care jobs at our university.

At UCR, AFSCME 3299 employees will be picketing between the ARTS building and the CHASS building at UCR. We call on all faculty to join students and workers on the picket line and to not purchase anything on campus that day so that UC administrators and negotiators seriously consider the consequences of privatizing university employment and treating their workers so unfairly. We must also ask UC administrators: on whose behalf are UC negotiators bargaining?

October 17, 2019
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Letter re: the Academic Advisory Committee for the Selection of a New UC President

Below is a copy of a letter CUCFA sent to the chair and vice chair of the systemwide Academic Senate regarding the academic advisory committee for the selection of a new UC President.


October 7, 2019

With President Napolitano’s announcement of her resignation, effective August 2020, it is vital to undertake a search process that is open and participatory to counter a national (and UC) trend toward secretive top-down searches that look for a chief executive to preside over the university. Rather, we should seek a selection process that develops the kind of leader we need through democratic consultation with UC’s constituents – faculty members, students, staff, and alumni. Disastrous recent presidential searches in South Carolina, Iowa, and Colorado show what happens when a governing board unilaterally produces a candidate whose remoteness from educational functions and faculty they deem a virtue.

Fortunately, the UC Regents have a formal search process that could ensure an active, democratic, consultative, and representative presidential selection. Regents Policy 7101 prescribes a number of steps following from the formation of a Special Committee comprised of six Regents and other ex officio members that consults with the Regents to set the criteria for the search, discusses potential candidates, and participates in making the final appointment. The Policy describes a potentially huge and dynamic systemwide consultation process that establishes four advisory committees representing faculty, students, staff, and alumni.

The Policy calls for the Chair of the Special Committee to invite the Academic Council to appoint an Academic Advisory Committee, our concern here, composed of not more than thirteen members, including the Chair of the Academic Council and at least one representative of each of the ten campuses, to assist the Special Committee in screening candidates. It is difficult to imagine how each of those Academic Advisory Committee members could represent the views of hundreds if not thousands of faculty between campuses and medical centers, across all disciplines, which have diverse needs, and across racial groups, which also have diverse needs.

So, too, it is not clear how the Academic Advisory Committee members, even if they are prestigious faculty members, campus heavyweights who are recognized as speaking authoritatively for (the leadership of) each campus, would influence the Special Committee or the Board of Regents. In the last three UC presidential searches, the business culture of the Regents has disregarded the professional culture of the faculty. The class gaps between professors and most regents are too wide and, in any case, faculty are stripped of decision rights.

The Policy, however, puts no limitations on the activities of the Advisory Committees. They could affect the presidential search by using the committees to prompt campus discussions about the presidential search in the context of the immediate future of UC. All of the Advisory Committees could set up a series of events in which they talk with their constituents on each of the ten campuses. They would listen to hopes and fears, gather ideas about leadership needs, hash them over, and then transmit the resulting comments, recommendations, or demands to the Special Committee. One faculty member suggested a “UC Day” in which town halls or other public events happen across the UC system at the same time. The Advisory Committees would have to identify a deadline that would fall before the Special Committee’s long-listing and short-listing of candidates such that it (and the Board overall) could fully consider the input. Each committee could do its work in about six weeks. The scope of the issue is limited and the reports could be short.

Another benefit of using the ACs as a public fulcrum: the town halls would be newsworthy. Whatever governing boards think of professors, unions, and students, they do care about institutional reputation, media coverage, and what they hear back from VIPs as a result of that. The timing of these town halls would be especially propitious in the context of the surprisingly vibrant national discussion in the presidential primary races of the need to return to the idea of higher education as a public good rather than a private commodity. The town halls could also serve to promote UC’s and California’s reputation for pioneering the original free college plan five decades ago. California’s Master Plan for Higher Education is globally recognized as having served as the key cultural and economic engine of California. We could again be a model and inspiration for other states and the nation of how to provide free quality higher education for the masses.

Notably, the parting words of both former UC President Yudof and outgoing President Napolitano emphasized the greatest regret of their respective tenures: that they should have been more consultative and deliberative with the faculty.

The CUCFA Board asks Academic Council President Bhavnani to form a democratic and representative Academic Advisory Committee formed of the chairs of the campus Academic Senates, who are directly answerable to their constituents. We also urge you to charge that committee with organizing town halls or other public events on each campus to prompt as large and participatory discussion as possible of both criteria for the selection of a new President and specific candidates for the job.

CUCFA is eager to partner with the Academic Council on this path towards greater and more democratic input by our faculty on a matter of great relevance to the life of our University.

Sincerely,
Constance Penley,
President, Council of UC Faculty Associations
and Professor of Film and Media Studies, UCSB

October 17, 2019
by Admin 2
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Paid Family Leave for UC Employees

The Council of UC Faculty Associations’ board has just signed on to a proposal to provide paid family leave to all who work at the University of California. Most working residents of California have access to financial support for pregnancy, bonding with a new child, and caring for a sick family member. The governor is poised to further improve those programs.

University of California workers do not have this access. Staff employees are required to use accrued sick leave to stay home even just after giving birth, and although biological mothers on the faculty have six weeks of paid leave after birth, all other faculty parents are only eligible for teaching relief, and that must be individually negotiated with their Chairs.

Who pays for the work of caring for those who cannot care for themselves is a pressing social justice issue that goes well beyond the University of California. Apart from the raw question of what kind of world we are making, family leave policy also raises obvious equity issues relating to gender and family form. The University of California should be a leader in this context; instead we are far behind. This proposal is the beginning of a significant push to rectify that situation.

The committee working on the proposal is also looking for testimonials about UC employees’ experiences with dealing with a new child or a sick family leave under the current system. If you or someone else you know would like to contribute an account, it can be shared (anonymously or for attribution) here:  https://bit.ly/2Bd0Li4

It is high time the University of California offered paid family leave that is at least equivalent to the California Paid Family Leave program.

Leslie Salzinger for the Riverside Faculty Association