Sheri Layral
	312 Signers' Hall
	474-7964   FYSENAT

Monday, September 18, 1995
1:30 p.m. - 3:15 p.m.
Wood Center Ballroom

1:30	I	Call to Order - Eric Heyne				5 Min.
		A.	Roll Call
		B.	Approval of Minutes to Meeting #57
		C.	Adoption of Agenda

1:35	II	Status of Chancellor's Office Actions		  	5 Min.
		A.	Motions Approved:
		1.	Amend Section 3 (ARTICLE V:  Committees) 
			STANDING and PERMANENT, of the Bylaws 
			pertaining to the Graduate Council.
		2.	Delete Section 3 (ARTICLE V:  Committees) 
			PERMANENT, B & C, of the Bylaws pertaining to 
			Graduate Council.
		3.	Motion to approve the Unit Criteria of the Art 
			Department, Library Science, College of Natural 
			Science, Mathematical Sciences, and School of 
		B.	Motions Pending:  none

1:40	III	Remarks by Chancellor J. Wadlow and			10 Min.
		Provost Jack Keating
		Questions						 5 Min.

1:55	IV	Governance Reports
	A.	ASUAF - J. Hayes					 5 Min.
	B.	Staff Council - M. Scholle	 			 5 Min.
	C.	President's Report - E. Heyne (Attachment 58/1) 	15 Min

2:20	V	Public Comments/Questions 				 5 Min.

2:25	VII	Old Business
	A.	Assessment Report - D. Thomas & M. He'bert   		10 Min.
		(Attachment 58/2)

2:35		**BREAK**  						5 Min.

2:40	VIII	New Business
	A.	Confirmation of Faculty Appeals & Oversight  	  	5 Min.
		Committee membership, submitted by Administrative 
		Committee (Attachment 58/3)
	B.	Resolution on Regents' policy on non-bargaining 	10 Min.
		unit faculty compensation, submitted by
		Administrative Committee (Attachment 58/4) 
		--UAA Faculty Senate Resolution on faculty 
		compensation (Attachment 58/5)
		--Faculty Compensation Policy and Regulations
		passed August 18, 1995 by the Board of Regents. 
		(Attachment 58/6)

2:55	IX	Committee Reports 
	A.	Curricular Affairs - Dana Thomas (Handout)	  	5 Min.
	B.	Committee to Nominate Commencement Speakers & 
			Honorary Degree Receipients - David Hales 
			(Attachment 58/7)

3:00	X	Discussion Items					5 Min.

3:05	XI	Members' Comments/Questions				5 Min.

3:10	XII	Adjournment



Welcome to the new academic year.  Many of you have not met Sheri 
Layral, our coordinator, who was on leave most of last year 
following a very scary auto accident.  Please introduce yourself to 
her.  I can't tell you how great it is to have her back.  

I want to especially welcome the senators from other sites.  I hope 
you will bear with us during the audioconferenced meetings, and 
please call it to our attention whenever we are demonstrating bad 
audio citizenship.

I'd like to remind everyone that good audio citizenship means using 
your microphone, turning it off when you're not using it, making sure 
to contact and include members from remote sites when arranging 
committee meetings, and, for members at remote sites, letting the 
Senate office know when you cannot attend a meeting and letting 
committee chairs know when you are on-line and when you are off-
line, so that we don't waste money.


We had a relatively uneventful summer, especially when compared 
with last summer's program assessment duties.  Through the middle 
of July there were Alliance meetings with Statewide Adminstration 
regarding faculty compensation, in which Alliance members held to 
positions approved by the Faculty Senate and the statewide 
administration held to somewhat different positions.  The result is 
that they ignored us, and in August the Regents unanimously adopted 
a compensation policy that I think is badly flawed.  A copy of the 
new policy is included in your agenda.  The policy was vigorously 
defended by, not only statewide administrators, but also campus 
adminstrators.  I believe it was favored by both our Chancellor and 
our Provost, and perhaps they can address its merits.  Under New 
Business we will be considering a resolution opposing the new 

Compensation issues are part of an overall re-evaluation of faculty 
roles and responsibilities, including the hot topics of workload and 
tenure.  Traditional notions of faculty authority and professional 
stature are under seige all over the country.  In the University of 
Alaska system we are facing more rigorous post-tenure reviews, 
more careful scrutiny of workload assignments, and less control 
over our own working conditions.  

This year's Faculty Alliance spokesperson is Cheryl Mann, president 
of the UAA Faculty Senate and, incidentally, a bargaining unit 
member.  UAF's representatives in the Alliance this year are Don 
Lynch, Michael Jennings (replacing Dana Thomas, who resigned), and 
I.  Each of our Senate meetings this year will include a report from 
me on what's happening with the Alliance.


I want to give you some idea of how I think the Faculty Senate 
should proceed this year.  

We are a proportionally elected body of faculty representatives.  We 
have the duty of making decisions for the faculty as a whole, and the 
concommitant responsibility to keep our colleagues informed and 
listen to their views.  I ask you over the course of your service this 
year to balance the needs of the university as a whole with those of 
your individual units, and to exercise your right to make decisions 
based on the best interests of all the students, staff, and faculty of 

The Senate is responsible for determining academic policy at UAF.  
We need to take that job seriously, balancing innovation and 
tradition, going slowly in the interests of students who have 
invested in the old way of doing business, but making changes when 
they are pedagogically sound.

We are not a legislative body administering a large budget.  The 
Senate has a relatively miniscule budget, consisting mostly of 
Sheri's salary, buy-out money for the President and President-elect, 
and audioconference and office supply funds, and that's all we have 
any say over.  It is not necessary for us to conduct ourselves as 
strictly as though we were a state legislature or a borough 
assembly--we do not have that degree of fiscal or other 
responsibility to the public.  The Senate is a decision-making body, 
certainly.  But it is also a discussion group, a forum to air issues 
and opinions.

Everyone has a preferred balance of discussion and doing business.  
Some senators will tire of debate, feeling that more should be 
decided in committee and less "rehashed" on the Senate floor.  Other 
senators will feel as though too much is being decided "behind 
closed doors" and "ramrodded" through the Senate.  As president I 
will aim for a balance.  We will follow Robert's Rules of Order 
somewhat loosely.  However, if things get especially tricky or 
otherwise out of hand, as they did in the April meeting, we will fall 
back on a more strict interpretation of the rules, and at that time it 
will be your responsibility to know the rules if you want to 

The Administrative Committee will use a consent agenda for routine 
items that require Senate approval but that we feel do not merit 
discussion on the Senate floor.  It will be your responsibility to 
amend the agenda at the appropriate time, early in the meeting, if 
you wish to discuss an item on the consent agenda.

The only way you'll be able to do this, of course, is if you have read 
the agenda ahead of time.  It's widely available, both on e-mail and 
on paper.  If you have trouble getting it, please talk to Sheri.


The Faculty Senate is our only organized forum for making our voices 
heard on issues of faculty compensation and working conditions.  
Though emphatically not a union, the Senate does occasionally serve 
some functions elsewhere served by bargaining unit representation.  
For the last fifteen years (at least) we have seen a concerted effort 
to redefine education as a business, as, in fact, a manufacturing 
process, with degreed students as products.  The current demand is 
for standardized products, for a college education to become more 
like a secondary education, so that anywhere they go students will 
find a uniform system into which they can plug, interchangeable 
requirements that they can fulfill.  

Unfortunately, this whole trend is far from fulfilling.  It's not what 
higher education is or should be about.  Students are not products, 
and real education (unlike specialized training, which is different 
and certainly valuable) is unique to each person.  Secondary 
education has failed whenever it has not recognized the importance 
of treating each student as a free individual, and colleges are in for 
the same failure if they are forced to become extensions of high 
school with standardized curricula.

This fall there will be a union recruiting drive on campus.  I 
personally do not favor unionizing university faculty, because I 
believe doing so capitulates to a view of education as a business and 
professors as laborers putting in their hours, rather than 
professionals and real educators.

However, if Alaskan legislators and UA regents and administrators 
buy into this manufacturing notion of education and continue 
converting UAF into a student-credit-hour factory, and faculty 
continue to see their salaries frozen, their benefits cut, their 
working conditions worsened, and their professionalism called into 
question, then a union may be the only way to protect ourselves.

Of course, a union won't help if the whole university goes down the 
tubes.  Over the next two years the citizens of Alaska will decide if 
they want a university, meaning whether they're willing to pay for 
it.  If not, we'll all be out of a job anyway, and Alaska will slip back 
towards the status of a U. S. colony.  Education means freedom, self-
determination, independence.  That's the message we need to carry 
to the citizens of Alaska who pay our salaries.  

In the interest of improving our image in at least this corner of 
Alaska, the Fairbanks Chamber of Commerce University Committee 
is hosting CollegeTown Day, Thursday, September 21.  Events include 
mid-day dedication of the Natural Science Building and a dance 
social at the Carlson Center at 6:30.  For more details or tickets to 
the social, talk to me or to folks in the Governance Office.

Administrative Committee meetings are open to all Senate members; 
please feel free to attend whenever you wish.  Thanks for making the 
commitment this year to work for the health of UAF.


May 19, 1995


The purpose of the workshop was to review and evaluate the process 
of the 1994 Program Assessment conducted at UAF with the aim of 
suggesting improvements in the event additional reductions are 
necessary next year.  Budgets for AY 1995-96 were not set by the 
Legislature at the time of the meeting.  Administrative, faculty, 
staff and student leaders who played substantial roles in the 1994 
process at UAF attended the half day workshop at the Chancellorıs 
home.  Participants attempted to summarize reactions of their most 
immediate constituents as well as their own views.

Eight themes summarize the many comments and observation of 
participants of the workshop.  There was an especially strong 
consensus among participants on the first five themes.

1.	Program Assessment, along with the immediately preceding 
efforts to match budgets to programs at UAF, have involved a broad 
cross section of UAFıs important constituencies.  If additional 
reductions are necessary, a careful summary of previous studies and 
a short list of alternatives suggested by them should be prepared 
under the direction of the Chancellor and Provost.  These summaries 
and alternatives would assist faculty, students, staff and the 
community as they advise unit and campus administrators on future 
reductions that may be required.

2.	Encourage system-wide efforts to clarify the missions of the 
three campuses in Alaska.  In that context, UAF should be proactive 
in refining its strategic plan and continuing efforts to more 
effectively assess its progress in meeting strategic objectives.  
Efforts should be encouraged to more concretely operationalize the 
six goals in the UAF Strategic Plan 2000.  Academic and support 
programs at UAF should be assessed in terms of their contributions 
to these refined strategic objectives.

3.	Vertical cuts, as opposed to a series of small horizontal 
reductions, were strongly recommended.  Programs which no longer 
contribute to the strategic plan should be restructured and/or 
eliminated.  Such reductions do not always mean the elimination of 
an entire program or major.  Other alternatives for a particular 
discipline may include eliminating a Ph.D. or other graduate level 
options, offering only the baccalaureate degree, and offering service 
courses in support of other majors or general education.  Support 
services should also be included in these considerations.

4.	Existing and potential duplications of programs and/or degree 
offerings among the three campuses should be evaluated.  Strong 
concerns were expressed that these evaluations are poisoned by a 
general perception that any programs de-emphasized or spun-off 
from one campus will immediately be picked up by another.  
Workshop participants encouraged a system-wide policy for 
rigorous, independent cost analyses of any new program or graduate 
degree proposed by a campus.

5.	Communication among participants in the Program Assessment 
process and the units and constituents they represented was uneven 
across UAF.  Workshop participants encouraged continued, and more 
effective use of the campus E-Mail to disseminate information and 
documents relevant to program assessment.  Interactive E-Mail 
sessions, for instance, may improve the quality of participation 
from the rural campuses, the Palmer Experiment Station, the 
Downtown Center, and other off-campus sites.  Forums, with 
agendas published well in advance, remain essential.  There were 
concerns about being able to hear adequately at the Wood Center and 
additional venues were suggested.  Hard copies of key documents and 
data sets should continue to be available at Rasmuson Library and 
the libraries of the rural campuses.  A workshop was suggested to 
assist deans and directors in improving intra-unit communication.

6.	Encourage multi-campus sharing of faculty resources and 
distance delivery as options to creating independent programs at 
each campus.  Reservations were expressed, however, about whether 
such options were less costly than some of the more conventional 
patterns of hiring faculty to teach students at a particular campus.  
Technologies are improving but the enhanced modes of distance 
delivery are expensive.

7.	As further reductions are necessary, efforts should be made to 
inform the public generally of the trade-offs among programs within 
the context of the UAF mission and strategic plan.

8.	Relatively consistent data were assembled to support Program 
Assessment at both inter-campus and intra-campus levels.  
Workshop participants encouraged continued improvements in 
developing these data for purposes of assessment and comparison.

Sharon West, Rasmuson Library
Carolyn Wallace, AFES & SALRM
Charlie Dexter, TVC
Sukumar Bandopadhyay, SME
Patricia Kwachka, ANS
Clara Johnson
Holly Harris, Student, Coordinating Committee
Jack Keating, Provost
Michael Rice, VCAS
Carla Kirts, Student Services
Karen Cedzo, URIA
Paul Reichardt, CNS
Dana Thomas, Faculty Senate
Michele Heıbert, Faculty Senate
David Porter, SOM
Gilbert Booth, ASUAF
Angel Largay, ASUAF
Paula Long, Staff Council
Marie Scholle, Staff Council



The UAF Faculty Senate moves to confirm the membership of the 
Faculty Appeals and Oversight Committee membership as follows:

	Diane Bischak, Associate Professor, SOM
	Dennis Crawford, Associate Professor, ACE (96)
	Marvin Falk, Associate Professor, CLA
	Greg Goering, Associate Professor, SOM
	DeAnne Hallsten, Professor, CRA
	Alan Jubenville, Professor, SALRM
	Vidyadhar. Kamath, Professor, SME
	Meriam Karlsson, Associate Professor, SALRM
	Walt Peterson, Instructor, CRA
	Nag Rao, Professor, CLA
	Wayne Vandre, Professor, ACE
	Daniel Walsh, Associate Professor, SME

SEPTEMBER 18, 1995


WHEREAS, the recently adopted Regents' policy on non-bargaining 
	unit faculty compensation has nothing in common with the
	UAF Faculty Senate and statewide Faculty Alliance 
	recommendations for faculty compensation developed over 
	the last year in consultation with the Systemwide Academic 
	Council; and

WHEREAS, Regents' policy assumes that at least one-fifth of 
	University of Alaska faculty are not satisfactorily performing 
	their jobs and therefore do not deserve annual raises, and 
	furthermore asks faculty to identify those undeserving 
	professors; and

WHEREAS, Regents' policy allows for a maximum of fourth-fifths of 
	the faculty to receive annual raises in a given year, but does 
	not offer any minimum, so that ³annual² raises are actually 
	entirely discretionary; and

WHEREAS, Regents' policy also includes an explicitly ³discretionary² 
	fund for administrators to grant raises to whomever they 
	please, including raises for promotion of anywhere between 
	zero and ten percent; and 

WHEREAS, Regents' policy is insulting, divisive, and not responsive 
	to the collaborative work of faculty on all three campuses; 

THEREFORE BE IT RESOLVED, That the UAF Faculty Senate joins the 
	UAA Faculty Senate in urging the Board of Regents immediately 
	to suspend the new policy and hold adequate public hearings to 
	consider adoption of the UA Faculty Alliance recommended 
	compensation policy. 

SEPTEMBER 18, 1995

The following resolution was passed unanimously by the UAA Faculty 
Senate, September 1, 1995.


Given that the UA Faculty Alliance recommendations for a faculty 
	compensation policy were apparently not considered, and,

Given that the UA Faculty Alliance members were not allowed to 
	speak at the Human Resources Committee meeting in July at 
	which the Regents discussed the new Policy, and, 

In light of the fact that all faculty members who spoke at the 
	August Regents' meeting to the new compensation policy 
	were opposed to it, 

Therefore be it resolved, that the UAA Faculty Senate urges the 
	Regents to immediately suspend the new policy and hold 
	adequate public hearings to consider adoption of the UA 
	Faculty Alliance recommended compensation policy.

SEPTEMBER 18, 1995




			       CHAPTER V

		   Compensation: Salary and Benefits

REGENTS' POLICY							04.05.03

B.	Regular Faculty

	Faculty are compensated for their teaching, scholarship,
	creative activity and service to the public, their institution, 
	and their profession.

	The University of Alaska's faculty compensation program is 
	designed to enable the University to recruit and retain an 
	outstanding faculty by maintaining a competitive 
	compensation plan and salary structure.

	There shall be four faculty salary ranges for the initial hire of 
	regular faculty; one for each of the professorial ranks and the 
	fourth to cover the rank of lecturer/instructor.  Each salary 
	range shall contain a minimum and a maximum salary.

C.	Temporary Faculty (Part-Time/Adjunct)

	Temporary faculty providing credit hour instruction will be 
	compensated at an appropriate pay level of the temporary 
	faculty salary structure.  Temporary faculty teaching 
	noncredit hour courses shall have an appropriate pay level 
	determined by individual negotiation or by a salary schedule 
	or formula approved by the chancellor.

(Revised 8-18-95)


Salary Structures						04.05.03

B.	Regular Faculty

	The Statewide Office of Human Resources in coordination with 
	each campus, will prepare an annual report of faculty initial 
	hire placement, discretionary salary increases, and annual 
	salary increases.  The president will be responsible for 
	monitoring and ensuring consistent application of regular 
	faculty compensation.

	1.	Placement

		The initial rank, type of appointment, and base academic 
		year salary shall be established by the appropriate 
		chancellor.  Rank, appointment, and salary shall be based 
		on the needs of the institution, the faculty member's 
		education and experience, and prevailing market 
		conditions as indicated by annual surveys of faculty 
		salaries from sources 	appropriate to the hiring 
		department or program which will include, but not be 
		limited to, the American Association of University 
		Professors (AAUP), Oklahoma State University 
		(OSU), and the College and University Personnel 
		Association (CUPA).  Initial appointments at salaries 
		above the maximum of the salary range of a faculty rank 
		require the approval of the chancellor and notification to 
		the president. 
		Regular faculty salary ranges:

		Professor				$44,000		$98,000
							Minimum		Maximum

		Assoc Professor 	$33,000		$76,000
					Minimum		Maximum

		Asst Prof	   $27,900		   $71,000
				   Minimum		   Maximum

		Lecturer	$23,000		$45,000
				Minimum		Maximum

	2.	Movement

		Increases in the base academic year salaries of faculty 
		occur in the following ways:

		a.	Discretionary Salary Increases

			Each year the chancellors will set aside and 
			distribute a fund for discretionary salary increases 
			which will, at a minimum, equal 1 percent of the 
			approximate cumulative value of regular faculty 
			salaries from the previous fiscal year.
			Salary increases from this fund shall be used for 
			promotion, retention offers, equity salary 
			adjustments, and extraordinary performance far 
			beyond the expectations required for an annual 
			salary increase.

			Procedures for the determination of discretionary 
			salary increases must involve appropriate faculty 
			review and consultation. These raises shall be 
			decided by the chancellor.

			Promotion in rank may be accompanied by up to a
			10 percent increase in current base salary 
			including all salary increases awarded at the time 
			of promotion.

		b.	Annual Salary Increases

			An amount equal to 1.6 percent of the cumulative 
			value of the salaries of eligible regular base 
			academic year faculty will be distributed to 
			faculty in amounts of at least 2 percent, but not to 
			exceed 10 percent, of their previous base academic 
			year salary as annual salary increases.

			The chancellor may distribute different amounts to 
			each school or college based on MAU priorities and 
			unit productivity.

			Faculty selected for these annual salary increases 
			will be chosen on the basis of their objective 
			performance for the University as evidenced by 
			such indicators as the number of credit hours 
			taught, student evaluations of teaching, 
			publication, research, grants and contracts, and 

			Procedures for the determination of performance-
			related salary increases must involve faculty 
			review and consultation. These increases shall be 
			based upon 	faculty recommendations reviewed by 
			deans and directors and approved by the chancellor.

			At the Board of Regent's discretion, based on 
			recommendation from the president, annual fiscal 
			year increases may be suspended.

		c.	Salary Range Movement

			Periodically, but no less than every five years, an 
			analysis of the University's faculty compensation 
			program will be conducted.  If it is found that 
			faculty compensation is overall, or by discipline, 
			leading or lagging the market relative to prevailing 
			market conditions as indicated by surveys of 
			faculty salaries from  sources  appropriate  to the 
			hiring department or program which will include, 
			but not be limited to, the AAUP, OSU, and CUPA, 
			competitive levels will be achieved through range 

	3.	Base Academic Year Salary Augmentation

		Base academic year salary can be augmented through an 
		administrative appointment, an overload (additional 
		assignment) during the academic year or through a 
		summer appointment or contract extension. Unusually 
		heavy or additional research and/or teaching 
		responsibility during the academic year appointment
		will not result in extra compensation.  However, these 
		circumstances may be offset by adjusted workload 
		agreements in the current or subsequent semesters.  

		Extra compensation at an appropriate rate as determined 
		and approved by the chancellor or designee, may be 
		provided under the following circumstances:

		a.	Summer Appointment:  Summer appointments may be 
			made for summer session instruction or other 
			(1)	Summer Session Instructional Assignments:  
				Summer session instructional programs are 
				intended to be provided on a self-support 
				basis.  Salary provided to regular faculty 
				with an academic year appointment for 
				summer session instruction may range from 
				a minimum rate set by the temporary faculty 
				salary structure to a maximum rate set 
				proportional to a faculty member's base 
				academic year salary, depending on the needs 
				of the summer session program.

			(2) 	Other Summer Assignments (Contract 
				Faculty holding an academic year appointment 
				and employed in the summer for other than 
				instructional purposes may receive up to one-
				ninth (1/9) of the academic base salary for 
				each month of full-time service outside the 
				academic year.   In some cases, if the 
				granting agency approves and the faculty 
				member takes no time off, an equivalent to 
				three months of the base academic year 
				salary may be paid.  In no case will payments 
				exceed one-third of the base academic year 

		b.	Overload Appointment:  Overloads are additional 
			and separate work assignments during the base 
			academic year appointment.  Faculty who accept 
			overload assignments will continue to be held fully 
			accountable for base academic year 
			responsibilities.  Overloads may be granted as 
			(1)	Instructional Overload Assignments:  Consist
				of additional instructional assignments in 
				programs external to the base academic year 
				appointment.  Such instruction will 
				constitute an assignment above that of a 
				full-time academic year assignment and 
				there will be no opportunity in subsequent 
				semesters for an adjustment in the faculty 
				member's academic year appointment.
			(2)	Other Overload Assignments:  Consist of non-
				instructional activities or services required 
				for short periods of time within an academic 
				year.  The additional workload is granted 
				when no feasible alternative means can be 
				found for absorbing the work into a regular 
				full-time assignment.

C.	Temporary Faculty (Part-Time/Adjunct)

	1.	Placement.  The pay level for temporary faculty credit 
		hour instruction shall be based upon the temporary 
		faculty salary structure maintained by the Statewide 
		Office of Human Resources.  Temporary faculty salary 
		structure pay levels will be based upon the number of 
		semesters previously taught at the University of Alaska 
		and credit hours per course.  Temporary noncredit hour 
		instruction salary shall be negotiated based on the needs 
		of the institution, the faculty member's education and 
		experience, and prevailing market conditions or assigned 
		through an appropriate salary schedule or formula 
		approved by the chancellor.

	2. 	Movement.  Credit hour instruction salary will be 
		increased as defined by the pay levels of the temporary 
		faculty salary schedule.  Periodically, but no less than 
		every six years, an analysis of the University's 
		temporary faculty compensation program will be 
		conducted.  Temporary noncredit hour instruction salary 
		movement, if any, is determined by placement as defined 
		by the appropriate chancellor.

SEPTEMBER 18, 1995


The Committee to Nominate Commencement Speakers and Honorary 
Degree Recipients met on September 11, 1995 and elected Rudy 
Krejci as the new chair for the 1995-96 academic year.  The 
committee prepared their recommendations to the Chancellor for 
honorary degree recipients for May 1996 and commencement speaker 
for May 1997.