A Message from the Chair

Professor Ned Patterson, chair, Senate/Faculty Consultative Committees

This has been another very challenging semester for all of us, irrespective of whether we are students, staff members, or faculty. The sheer number of topics that came before University Senate governance was again extraordinary. As chair of the Senate and Faculty Consultative Committees (SCC and FCC respectively), I reported three times to the University Senate, addressing a wide range of matters, including, but not limited to: governance input and consultation about the president’s and provost’s task force on faculty misconduct; consultative committee leadership discussions about how the various senates can work together most effectively and transparently; an alternative panel under 14.1 of the Board of Regents Policy: Faculty Tenure for faculty non-compliance with the attestation or the vaccine requirement; recommendations of the Task Force on Disability Accommodations in the Learning Environment; and the University budget process.

I am pleased to point out that President Joan Gabel and Executive Vice President and Provost Rachel Croson and other senior administrators consulted the various governance committees—in particular the Faculty Consultative Committee—throughout the year. This is a great example of our strong shared governance process, practices, and culture. You will find below a more detailed report on many of these issues, compiled by our dedicated University Senate Office staff, who continue to be very crucial to well-functioning governance.

Governance would not have been as efficient and effective without the excellent support from the University Senate Office. In particular, I want to highlight Vickie Courtney for her countless accomplishments as director of that unit. Vickie retired from the University on December 3, 2021, after 41 years here, including 27 years with the University Senate Office. She will be missed for many reasons, including her wisdom, kindness, thoughtfulness, and commitment to the University, among her many other admirable qualities. We wish her all the best in her retirement journey.

While not all have felt increased workloads and stress equally, emotional exhaustion and burnout at the end of this semester are widespread. In such stressful times, people's ability to deal with regular challenges is diminished, and many are a little bit closer to losing their temper or shutting down. Let us be mindful of these circumstances and be kind to ourselves and to one another. And let us give ourselves credit for the remarkable achievements we have made this year under conditions that few of us would have ever imagined. I have been impressed again and again by the selfless commitment of so many of you—be it on campus or in seemingly endless successions of Zoom and hybrid meetings—serving our students, improving our work climate, and advancing the mission of the University of Minnesota in these challenging times. University Senate governance leadership is in discussion about holding a town hall or other listening sessions early in 2022 to hear from faculty, staff, and students about what additional measures could be taken to help them feel valued and supported.

Thank you for all the work that you have been doing this year for governance and the University as a whole. I hope that the end of the year will bring opportunities to decompress and enjoy the companionship of friends and family, whether in person or virtually.

The Big Issues

Discrimination Policy and Advocacy Around Caste-Based Discrimination

This past year, the Office of Equal Opportunity and Affirmative Action (EOAA) set out on a mission to create an administrative policy that expressly prohibits discrimination and provides procedures for responding to discrimination reports. This policy was meant to align with federal law and Board of Regents Policy: Equity, Diversity, Equal Opportunity, and Affirmative Action, which states that the University will "provide equal access to and opportunity in its programs, facilities, and employment without regard to race, color, creed, religion, national origin, gender, age, marital status, familial status, disability, public assistance status, membership or activity in a local commission created for the purpose of dealing with discrimination, veteran status, sexual orientation, gender identity, or gender expression."

While this policy was widely regarded as a much needed step for ensuring a positive campus culture, some students noticed a potential gap in the categories outlined in the policy. A resolution from the Student Senate called for caste-based discrimination to be added to the list of protected classes after several students reported experiencing this type of discrimination. While the current policy implies that such discrimination is not allowed, the resolution seeks to name it outright in order to create awareness of the issue and remove any ambiguity. The resolution has since been endorsed by several senate committees and was discussed at the December 2 University Senate meeting. It is anticipated that the University Senate will take action on the resolution at its next meeting in the spring semester. 

Board of Regents Policy: Namings and Renamings

After considerable discussion, consultation, editing, and rewriting, President Joan Gabel began shepherding the current draft of the Board of Regents Policy: Namings and Renamings through University Senate governance. This policy governs the naming, renaming, and retention of naming of significant University of Minnesota assets. Originally prompted by the Board of Regents after a Minnesota Student Association (MSA) resolution on building names in 2018, work on the policy was paused after the murder of George Floyd, in order to allow the community to reflect further on these issues before finalizing changes to the policy. In April of 2021, Gabel met with the All-University Honors Committee, the senate committee responsible for honorific namings. She later met with the Senate Consultative Committee, members of the other consultative committees, as well as the Equity, Access, and Diversity Committee; the Senate Committee on Student Affairs; and the Social Concerns Committee. The president also gave status updates at each meeting of the University Senate this semester. She reported back to the All-University Honors Committee in October and the University Senate in December. The draft policy will be considered by the Board of Regents at its meeting in December.

PEAK Initiative

Project leaders from the Position for Excellence, Alignment, and Knowledge (PEAK) Initiative, a systemwide effort to identify opportunities across non-academic functions to increase efficiency and/or gain capacity, visited many governance committees this semester. The team consulted with the Senate Committee on Faculty Affairs (SCFA), the Senate Research Committee (SRC), the Senate Committee on Information Technologies (SCIT), the Equity, Access, and Diversity Committee (EAD), and several consultative committees. Leaders emphasized that the goal of the PEAK Initiative is not to reduce staff, as the University is already operating at its leanest staffing levels in recent history (due in part to the Retirement Incentive Option and extended hiring freeze). Recommendations will be implemented first in the Office of Human Resources (OHR), which will serve as a test case and position OHR to support other units as the implementation phase proceeds.

A View from the Inside

Demystifying Consultation

Amber Bathke, Bobbie Erichsen, Chris Kwapick, and Geanette Poole
University Senate Office staff

In the world of shared governance, we talk a lot about consultation (and we mean a lot). Administrators are expected to consult with shared governance groups when revising or implementing new policies, deciding on strategic direction, and responding to current events. Likewise, governance groups and participants have the responsibility to consult with stakeholders when considering actions, including making formal recommendations such as through a resolution. But what is consultation, anyway? And what, exactly, is a resolution?

Consultation

When we talk about consultation, we generally mean the robust, iterative process of gathering and incorporating input from a wide variety of sources on a particular policy, recommendation, or action, before final decisions or recommendations are made. Ideally, there is a sincere effort to build consensus, or at least foster an understanding of the motivations underlying the recommendation or decision. Successful consultation typically includes the following components:

1. Preliminary Discussions: Stakeholders should have a chance to consider the proposed course of action before it gets too far along. During this phase, alternatives to formal action (such as a resolution) may emerge. Often, in fact, good faith conversations can bring about change more quickly and amicably than formal action.
2. Consultation Plan: If formal action is proposed, those proposing it should work with the University Senate Office to develop a consultation plan. It should be uniform and fair, and ideally everyone should agree on it.
3. Information: People should have adequate access to necessary information in a timely manner.
4. Time: While reasonable deadlines are important to move the process along, it is equally important that people have adequate time to consider and formulate their input.
5. Accountability: Decision-makers should communicate the reasons for their decisions to those who provided input. If discourse has been fruitful, disagreement should be minimal.
6. Communication: Decision-makers should communicate their final recommendations and/or decisions to the people involved in the consultation process.

Resolutions

For the purposes of University Senate governance, a resolution is essentially a formal request for the administration to take some sort of action. Resolutions are generally drafted and approved in committee, and must be brought to the appropriate senate for approval. Resolutions that are approved by a senate are forwarded to the administration, who must issue an official response.

It is important to note, however, that resolutions are advisory—they are not binding, and whether and how to implement the recommendations is at the discretion of the administration. They may choose to implement suggestions in full, in part, or not at all—they merely have to articulate and explain their decisions. Therefore, it is logical that resolutions are more likely to bring about change if relevant administrators have been involved throughout the consultation process. Resolutions are also more likely to be successful if there is a wide base of support.

Tips for Success

Committees or senators should submit the Senate Resolution Submission Form to University Senate Office staff, who will help develop a plan for consultation, including which administrators, committees, and others should be involved. (We may operate under the radar, but trust us, we know things!) 

When drafting a resolution, limiting the text that senators will vote on to the actual “ask(s)” helps reduce time spent discussing and revising supporting or background information. Because resolutions are advisory to the administration, it is best not to get bogged down in such details. Also, resolutions should focus on the end result, not the details of implementation. In other words, the purpose of a resolution is to lay out what the body is asking for; it is not the role of governance to figure out how to make it work.

Finally, we encourage using language that is clear and easy to understand: many shared governance participants have expressed the opinion that “whereas” and “be it resolved” belong in a museum (and we agree!). Be it resolved that people use this format instead. 

Be Involved, Be Heard, and Make a Difference

Effective consultation takes time, but has a number of important benefits. It increases buy-in, cultivates a more informed campus community, and leads to inclusive and well-considered outcomes. It also fosters trust among the University community, administration, and the Board of Regents. Finally, sincere, constructive consultation encourages broad engagement, which is a bedrock of productive shared governance. When people participate in an organized, collegial process in which they feel their input is heard and valued, they are more likely to engage meaningfully in future dialogue. 

Please reach out to us if you have questions. Our office is always happy to help! 

University Senate Governance Working For U

Senate Consultative Committee (SCC)

As with many other governance committees, the Senate Consultative Committee (SCC) began the semester focused on COVID-19 safety measures and processes to ensure compliance with the attestation and vaccine requirements for employees. The committee also hosted a comprehensive policy review session in November on proposed changes to the Board of Regents Policy: Namings and Renamings, which is described in further detail above.

The SCC also weighed in on a number of resolutions that were forwarded to the University and Faculty Senates for discussion and action. As part of this work, the committee spent time evaluating how best to collaborate as a steering committee of multiple constituencies, particularly when determining agenda items for the senates. The SCC will continue discussing how best to coordinate between the various consultative committees throughout the spring semester.

Faculty Consultative Committee (FCC)

The Faculty Consultative Committee (FCC) began the fall semester with a productive two-day retreat focused on identifying opportunities for faculty to lead in diversity, equity, and inclusion (DEI) initiatives; learning about COVID-19 safety measures for fall semester from senior administrators; and identifying new ways to communicate with faculty members as the University adjusted back to primarily in-person teaching. Many faculty members visited the FCC or sent emails at the start of the school year voicing concerns and providing feedback on the safety measures, and FCC leadership brought that feedback to the administration for consideration. The FCC also worked closely with the Office of the Executive Vice President and Provost to develop special faculty panels to review cases of faculty non-compliance with the COVID-19 attestation and the new vaccine requirement.

Additionally, the FCC provided input on a number of resolutions brought forth by other committees, including the Resolution on Classroom Health and Safety Under COVID-19; the Resolution Concerning Caste-Based Discrimination; and the Resolution Defending Academic Freedom as it Relates to Teaching about Race, Gender, Sexuality, and Critical Race Theory at the University of Minnesota. This spring, the committee plans to host work sessions with the Board of Regents to discuss current issues facing faculty and the University, and will dedicate time to deliberating on the future of higher education with the president and provost.

Student Senate Consultative Committee (SSCC)

Unsurprisingly, many of the issues facing the Student Senate Consultative Committee (SSCC) and Student Senate this semester stemmed from the direct and indirect impacts of the pandemic. Even prior to the start of the fall semester, the SSCC was busy meeting with University administration regarding the newly proposed COVID-19 vaccination requirement for students. The SSCC passed a resolution asking that the University implement equal treatment of all community members on campus, provide better access to testing, and disseminate information about the progress of student compliance with the vaccine requirement. The goals of these conversations and actions were to ensure student safety and lessen many of the administrative hurdles that students might encounter.

The SSCC and Student Senate also met with a number of administrators regarding emerging issues across the system, including infrastructure and services on the Twin Cities campus, the Twin Cities Campus Plan, and the dining program. Student leaders also held productive discussions with University of Minnesota Police Department (UMPD) Chief Matt Clark about ongoing efforts to make the Twin Cities campus and its surrounding area safer. During its final meeting of the semester, the Student Senate discussed a resolution put forward by the Morris Campus Student Association that addresses the University’s new Native American Promise Tuition Program. While students agree that the program is a good start, the resolution advocates for expansion of the program to include members of all federally recognized tribes and graduate and professional students, among other requests. 

Civil Service Consultative Committee (CSCC)

In what has been another busy semester, the Civil Service Consultative Committee (CSCC) spent significant time discussing and providing input on initiatives brought forth by the administration, particularly related to new and changing COVID-19 guidance. The committee collected feedback from constituents about the Work. With Flexibility. guidelines, which were in a pilot phase this semester, and shared that feedback with the Office of Human Resources (OHR). CSCC leadership also met with OHR to learn about the COVID-19 attestation process and the new vaccine requirement, and how employee non-compliance will be handled. Finally, the committee consulted on the Position for Excellence, Alignment, and Knowledge (PEAK) Initiative with the Office of the Senior Vice President for Finance and Operations; this is a project that will likely impact many civil service employees at the University.

The CSCC also participated in several governance initiatives. In November, members endorsed a student resolution requesting that the Board of Regents Policy: Equity, Diversity, Equal Opportunity, and Affirmative Action be expanded to include protections against caste-based discrimination. The committee also revisited discussions about how to increase civil service influence in the University Senate. This initiative aligns with a goal set at the committee retreat to amplify constituent voices and increase visibility of civil service governance.

P&A Consultative Committee (PACC)

The overarching focus of the P&A Consultative Committee (PACC) and the P&A Senate this semester has been to highlight the ways in which P&A staff support the University in achieving its mission. To that end, PACC is utilizing metrics that are already in place at the University, such as P&A-specific data from the Employee Engagement Survey; P&A staff involvement in sponsored research; and information regarding the percentage of University courses taught by P&A staff. P&A leadership is also advocating for the creation of a working group of P&A Senate representatives and staff from the Office of Human Resources (OHR) to look at developing a system for advancement and promotional opportunities specifically designed for P&A staff. Working with their counterparts in the Civil Service Consultative Committee, as well as student leadership, Chair Scott Creer and Chair-elect Adolfo Carrillo Cabello are engaging in discussions about the balance of representation in the University Senate and governance committees.

In meetings with Board of Regents Chair Kendall Powell and President Joan Gabel this fall, PACC members discussed employee morale and its many contributing factors, including limited awareness of P&A contributions to the University's mission. In order to showcase the supportive and meaningful work done by P&A staff, PACC members engaged in a productive conversation with Chair Powell and President Gabel, during which they shared how their positions at the University directly impact and tie to the five commitments in the MPACT 2025 Systemwide Strategic Plan.

Spotlight On: Nicole Smiley

Amber Bathke, senate associate, University Senate Office

Nicole Smiley has always been interested in the public sector and working for the common good. After graduating from Washburn High School in Minneapolis, she attended the University of Minnesota Duluth, where she studied political science and environmental science. These interests have carried through to her professional life. She worked in the University of Minnesota Law Clinic from 2006 until March 2021, first as an administrative assistant and later as the Law Clinic administrator. During this time, she took advantage of the Regents Scholarship Program and completed a Master of Public Affairs in 2017. Recently, she began a new role as the department administrator for the Department of Agronomy and Plant Genetics and the Department of Soil, Water and Climate in the College of Food, Agricultural and Natural Resource Sciences (CFANS). In her work, she hopes to help cultivate an engaging workplace, where people feel valued and connected to their tasks.

When asked what prompted her to get involved in University Senate governance, Smiley cited her passion for shared governance and policy-making. “Joining a senate committee was a way to expand my knowledge of the University and focus on service to our community,” she says. “Plus, I love signing up for things!” That drive to participate and willingness to volunteer has certainly been evident during her time with the Social Concerns Committee, of which she has been a member for five years. Smiley, a self-professed introvert, often works behind the scenes or under the radar; yet, her contributions have played a major part in the success of the Social Concerns Committee’s recent initiatives, and her efforts have contributed to positive change at the University. Smiley played a lead role in two of the committee’s major projects over the past several years: socializing a pair of resolutions related to organics recycling on campus, and planning a community forum on climate solutions.

The organics recycling resolutions, which encouraged University administrators to increase organics collection and the use of compostable serviceware systemwide, made their way through numerous senate governance committees during the 2017-18 academic year. Smiley—along with Ingrid Nuttall, who chaired the committee at that time, and Dana Donatucci, now-retired Twin Cities campus recycling coordinator—attended over a dozen meetings with governance committees and other stakeholders. “We presented the resolutions to the various stakeholders and collected feedback from key senate committees to secure their endorsements,” Smiley explains. “It was an educative, collaborative, and fun process.” Though the resolutions were not met with universal support from governance members or administrators, Smiley and the other team members navigated these conversations with grace, and, through earnest and thorough consultation, were successful in consensus-building efforts. The resolutions were ultimately approved by the University Senate in May 2018, and the roll out of organics collection on the Twin Cities campus began in earnest in July of that year. “Duluth and Morris were already leaders in this area,” adds Smiley.

The Climate Solutions: Carbon Pricing and Policy Forum focused on the economics of climate solutions and policy proposals at the national level, and brought together speakers from within the University from the Institute on the Environment, the Humphrey School of Public Affairs, the Department of Applied Economics, and the Morris Office of Sustainability, along with guests from Citizens Climate Lobby and the Metropolitan Council. Sustainability-related groups and organizations tabled before and after the program.  Smiley chaired the small group of committee members and stakeholders that organized this event. Several people involved commented that it was one of the best such forums they had attended, thanks in large part to Smiley’s leadership.

In addition to taking the lead on these two major projects, Smiley is always willing to represent the committee, whether at larger consultative or listening sessions, or as a spokesperson or liaison. She attended group listening sessions with Dr. Cedric Alexander during his review of the University of Minnesota Police Department, updated the Civil Service Senate about the activities of the Social Concerns Committee, and read a statement at the University Senate on behalf of the committee, among other things. 

Smiley enjoys hiking, camping, and spending time at the cabin, or being at home doing a puzzle while watching Netflix and reruns of Masterpiece on PBS. When asked how the pandemic has impacted her life, she muses, “I think the hardest thing for me was and is staying connected to the things that feed my soul. It’s been harder to engage in my previous volunteer activities and even with the Social Concerns Committee. We all became so focused on figuring out our new day to day lives.” And, she continues, “it turns out I’m not as introverted as I thought! I’m much more appreciative of the small group or one on one time I get to spend with loved ones now.”

During these times when navigating our everyday lives does take so much of our focus, we are grateful to those, like Nicole, who choose to spend their time and energy working toward the common good of the University. Nicole’s quiet leadership and hard work are truly an asset to our community.

University/Faculty Senate Meeting Recaps

September 23, 2021 (Special Meeting)

On September 23, 2021, a special meeting of the Faculty Senate was held to discuss ​​a proposal to create the COVID-19 Vaccine Attestation Advisory Committee (CVAAC) to review cases of faculty non-compliance with the attestation requirement, pursuant to Section 14 of Board of Regents Policy: Faculty Tenure. Rationales for the proposal included consistency across colleges and departments with regard to sanctions for non-compliance and the ability to move quickly on such cases. A vote on this proposal was scheduled for the regular Faculty Senate meeting on September 30, 2021.

September 30, 2021

On September 30, 2021, the University Senate heard from Tina Marisam, director, Equal Opportunity and Affirmative Action (EOAA) about the proposed new Administrative Policy: Discrimination. The purpose of this proposed policy was to codify existing procedure and implement Board of Regents Policy: Equity, Diversity, Equal Opportunity, and Affirmative Action. A vote was scheduled for the next regular meeting of the University Senate.

At the Faculty Senate meeting, senators approved creation of the CVAAC, as discussed on September 23.

October 6, 2021 (Special Meetings)

Special meetings of the Faculty and University Senates were held on October 6, 2021, at the request of several faculty senators, who had drafted the Resolution on Classroom Health and Safety under COVID-19. After a heated discussion, members of the Faculty Senate held a vote on the resolution and approved it.

The resolution was then discussed at the University Senate, where many members objected to the fact that the Faculty Senate voted on the resolution first, without input from other University Senate governance groups. Senators voted to split the resolution into its seven parts and vote on each one separately. Ultimately, the University Senate approved each section of the resolution.

November 4, 2021

At the regular meeting of the University Senate on November 4, 2021, senators reacted to the administrative response to the Resolution on Classroom Health and Safety under COVID-19. The agenda also included a vote on the proposed new Administrative Policy: Discrimination, which was approved, and a presentation from Jay Denny, principal commissioning engineer, Energy Management, Facilities Management; and Neil Carlson, industrial hygienist, University Health and Safety, on measures taken by those organizations to minimize spread of COVID-19 in campus spaces. The presentation was well-received, and is available to view on the University Senate’s YouTube channel (beginning about 1 hour and 10 minutes into the recording).

Faculty Senate business included voting on and approving academic calendars for the Morris campus for 2023-24 and 2024-25.

December 2, 2021

At the December 2 meeting of the University Senate, senators received an update from President Gabel on Board of Regents Policy: Namings and Renamings and discussed a resolution from the Student Senate on caste-based discrimination. Senators will vote on that resolution at the next regular meeting of the University Senate, in March 2022.

On the docket for the Faculty Senate were votes on several items of business, including the provost’s proposal to apply the process that was created to review cases of faculty misconduct related to the COVID-19 attestation requirement to the vaccination requirement. They also discussed and voted on the Resolution Defending Academic Freedom as it Relates to Teaching about Race, Gender, Sexuality, and Critical Race Theory at the University of Minnesota. The Faculty Senate approved both items. 

From the Director

By the time you read this, I will have retired.

It doesn’t seem that long ago that I started my 27 year career in the University Senate Office. While the concept of shared governance was new to me, I embraced what it stood for: collaboration, the perspectives of diverse voices, and working together for the betterment of the University. I grew to respect that to have a strong shared governance structure you had to have commitment, support from stakeholders, some grit, a lot of patience, and a president and their administration, along with a Board of Regents, that believed in it, too. 

I came to understand why I was so proud of our institution’s commitment to shared governance when I started attending the annual meetings of the faculty governance leaders of the Big 10, now called the Big Ten Academic Alliance. I heard story after story about governance structures that were impotent. We were told that we were the envy of other schools who longed for even some of what we had. Many institutions couldn’t believe it when in 2004, the University Senate voted to create a true University Senate: composed not of just faculty and students, but also civil service and P&A staff. I believe the inclusion of staff made us even more diverse and our perspectives richer. 

Don’t get me wrong. It has not always been easy. I have seen shared governance work really well and, unfortunately, I have seen it when it has not. Strong shared governance takes time and effort—that is the commitment. It can be messy. But, with good communication and an emphasis on relationship building, the results will pay off. Trust and respect can be built through these efforts and are essential for its success. 

My thanks go out to the many faculty, staff, students, and administrators who have spent countless hours working to make our shared governance structure strong and relevant. I have marveled at their commitment, their tenacity, and their inherent belief that we are better when we work together. 

Our University community espouses the key elements of successful shared governance and I couldn’t be more proud to have been a part of it. 

With all best wishes for continued success,

Vickie Courtney

Welcome, Erin!

As we wish Vickie well in her retirement, we are excited to welcome our new director, Erin Heath, to the team. Erin joins us from Institutional Analysis and has been a University employee for most of her 25-year career in higher education. Erin earned her PhD in Organizational Leadership & Policy Development in 2007 from the University of Minnesota, and has been a participant in University Senate Governance for several years, including as the 2020-21 chair of the P&A Senate. Welcome, Erin!