Administrative and Professional Assembly

Tuesday, February 15, 2005

246 Foy Union

Approved as Corrected 03/17/2005

 

The meeting was called to order at 2:05 PM by the Chair Harriette Huggins who recognized Conner Bailey, Chair-Elect of University Senate. She called the roll of the Assembly.

 

The following members were present:  Joan Aston; Drew Burgering; Pat Deery; Amy Douglas; Lisa Fleming; Maria Folmar; Kale Hill; Teresa Logiotatos; Ellen McManus; Vivian Miller; Jennifer Nabors; Julie Nolen; Kirsten Perkins; Melvin Smith; April Staton; Martha Taylor; Todd Storey; Liz Teel; Tony Ventimiglia;

 

The following were absent: Michael Harris; Melissa Morris, Melissa Long (excused); Cathy Ramey (excused).

 

Newly elected members of the Assembly were introduced:

  • April Station – representing School of Architecture, Design & Construction; School of Nursing; School of Pharmacy. She works in School of Pharmacy.
  • Lisa Fleming – representing College of Education and College of Liberal Arts. She is an academic advisor in Liberal Arts.
  • Joan Aston – representing College of Engineering, filling the unexpired term of Betty Reese who retired from the University in December.
  • Teresa Logiotatos – representing the College of Veterinary Medicine.
  • Jennifer Nabors – representing the College of Agriculture, Alabama Agricultural Experiment Stations.
  • Todd Story – representing Auxiliary Services. He is employed at the Airport.
  • Ellen McManus – representing School of Forestry-Wildlife Sciences and the College of Human Sciences. She works in the College of Human Sciences Administration.
  • Kirsten Perkins – representing Athletic Department. She works in Academic support.

 

The minutes of the November 10, 2004 meeting were approved as printed.

 

The chair presented Certificates of Appreciation to the following for their years of service as members of the Assembly:

           

  • Cara Mia Braswell, 2001-2004
  • Karen Rankin, 2001-2004
  • Anna Reynolds 2001-2004
  • Tom Stofer, 2001-2004
  • Mary Ann Taylor-Sims, 2001-2004

 

Certificates of Appreciation were also presented to members at large of the Executive Committee, 2003-04:

 

  • Melissa Morris
  • Cathy Ramey
  • Betty Reese
  • Phyllis Harris, Secretary
  • Kathy Harmon, Past-chair
  • Martha Taylor, Chair

 

Committee Reports

 

  1. Drew Burgering, Chair Elect, reported to the Assembly about the activities of the Executive Committee.
    1. He called attention to the work of Cathy Ramey who has updated the A&P Assembly Website. An important part of the web site is the development of the Discussion Board. He reviewed login procedure (AUBURN\username + password) or whole e-mail address. This is a tool for communicating with members of the assembly.
    2. He reviewed the questions arising from the steps taken by the Executive Committee to have an election of representatives that would provide proportional representation of A&P employees across campus. There had been considerable support for finding a method of representation that would be more stable that the ever changing structure of vice-presidents. It was determined that administrative units did not change even if moved to another VP. Because of the controversy raised, the Executive Committee appointed an Ad Hoc Committee to develop guidelines for the Executive Committee and Nominations and Elections committees to ensure proportional representation in future elections. He called on Karen Rankin, Chair of the Ad Hoc Committee to present the preliminary report.

 

 

The Ad Hoc Committee on Nominations and Elections submitted their findings to the Assembly:

 

February 4, 2005

Members of committee present were Karen Rankin, John Asmuth, Pat Deery, Maria Folmar, and Dianne Jay.

 

Purpose and Charge:

 

            To develop guidelines for the Executive Committee and Nominations & Election committee for determining proportional representation on a consistent basis in future elections. (Article II, Section 3, Part B)

 

To develop the “general guidelines” for the N&E committee in the actual election process to include generating list of A&P employees, printing and distributing ballots, and receiving/counting ballots.  (Article II, Section 3, Part D)

 

The Committee proposes the following procedures to be read into the minutes.

 

Prior to Assembly elections, the Executive Committee would:

1. re-examine population of A&P from last election, 

2. determine redistribution of representation,

3. recommend elections in vacant places by the A&P employees within the organizational unit,

4. post simple version of breakdown on web.

Reference: Addendum 1

 

Facilitation of elections would involve both the Executive Committee and the Nominations & Elections Committee.

 

1. Chair of N&E Committee solicits nominations from Assembly members for vacant seats as determined by the Executive Committee. All A&P employees receive notification of vacancies in all positions, but only A&P employees within the organizational units with the vacancies will receive and cast ballots for the vacancies in their units.

2. Nominations are sent to the N&E Committee chair.

3. The N&E Committee compiles nominations by division and are responsible for the assembly, distribution and receipt of ballots.

4. The N&E Committee counts ballots and reports to the Executive Committee the election results.

 

                       

Following guidelines would ensure that election procedures are uniformly and consistently applied and implemented. 


ADDENDUM 1

Administrative and Professional Assembly

The A&P Constitution calls for 19 elected representatives. Representation on the Assembly shall be proportional and distributed among the organizational units according to the actual A&P population of that unit as determined by the Executive Committee prior to the annual elections. The Chair and Chair-elect are not counted in the representation proportion of elected representatives. 

The following table illustrates the 2003-04 representation on the Assembly by units and the recommended representation scheme determined by the Executive Committee for the election of 2004-05 representatives to the assembly.

Rationale for the recommended scheme:

  The approach allows some flexibility for handling organizational changes;

1.       Organizational changes are not likely for most of the elements of this scheme;

2.       This borrows from the University Senate's scheme in that traditional parts of the University have their own representatives;

3.       Those units that are combined have some reason behind their combination: (a) ACES and Outreach have some tradition of working together; (b) Education and Liberal Arts are close together in Hale Center; (c) Business and COSAM are part of the "traditional" elements of the University; (d) CADC, Nursing, and Pharmacy are smaller professional programs, Nursing and Pharmacy are located close together; (e) Forestry and Human Sciences are located close to each other; and (f) Ag and AAES are part of the same organization; (g) only the addition of Alumni to the Library and the Office of the Provost doesn't have any solid connection; and

4.       If organizational changes occur after and election, then the representative scheme can be adjusted before the next election.

5.      This scheme allows representatives to represent a fixed, known group, and provides some flexibility.



 

Representation area by Organizational Unit

 No. employees in area

Current Rep., Term End

No. Reps Currently Serving ‘04

No. Reps Recommended**

Need to Elect

Place 1. Office of the President (AA/EEO, HR, Comm & Mktg, Gen Coun, Govt Affairs, Internal Auditing, Multicultural Affairs, Planning & Analysis, President's Office, Sec. to Board of Trustees

56

Pat Deery, 2006

Amy Douglas, 2006

Kale Hill, 2006

3*

1

 

Place 2. Athletics

123

 

 

1

1

Place 3. Facilities

74

Michael Harris, 2006

1

1

 

Place 4. Division of Student Affairs

77

Melvin Smith, 2006

1

1

 

Place 5. Alabama Cooperative Extension System & Outreach

41

Maria Folmar, 2006

1

1

 

Place 6. Office of Information Technology 

107

Missy Long, 2006

Cathy Ramey, 2005

2

2

 

Place 7. Development

67

Julie Nolen, 2006

1

1

 

Place 8. Provost Office(16), Library (16), Alumni (18)

50

Liz Peel, 2006

1

1

 

Place 9. College of Business (15), College of Science and Math (32)

47

Vivian Miller, 2006

1

1

 

Place 10. College of Education (19), College of Liberal Arts (34)

53

 

 

1

1

Place 11. College of Engineering

87

(Unexpired term, 2005)

 

1

1

Place 12. College of Veterinary Medicine

76

 

 

1

1

Place 13. College of Architecture Design & Construction (9); School of Nursing (2); School of Pharmacy (12)

23

 

 

1

1

Place 14. School of Forestry-Wildlife Sciences;  College of Human Sciences

53

 

 

1

1

Place 15. College of Agriculture & Alabama Agricultural Experiment Stations

165

 

 

3*

1

Place 16. Research

38

Tony Ventimiglia, 2006

1

1

 

Place 17. Business & Finance

79

Melissa Morris, 2005

1

1

 

Place 18. Admin Services/ Auxiliary Enterprises

39

 

1

1

1

 

1255

 

13

21

8

* In order to allow for transition, the Executive Committee is recommending that the three representatives currently serving Place 1 draw lots to determine who will represent Place 1. The other two will represent Place 15 with the elected rep from that area until current terms expire.

 

Introduction of Executive Committee Drew Burgering, Chair-elect; Martha Taylor, Past-Chair; Cathy Ramey, Secretary; and members at large Maria Folmar, Missy Long, and Tony Ventimiglia.

 

Maria Folmar, Chair of Professional Development committee presented the year-end report.

 

  • Thanks to members: Lona Childers, Wiebke Kuhn, Tai Isaacs-Smith, Victoria Tate, and Betsy Terry. (Committee member Anna Reynolds retired in May 2004, and Melvin Owens was a member of AUPD.
  • The committee met five times during 2004. Sub/joint committees met three additional times.
  • In review: The Professional Development Committee, through the A&P Constitution is charged with “aiding and encouraging the professional growth and development of the Administrative and Professional members. It shall study and recommend action on professional leave, continuing education, and recognition of professional achievement.”
  • Activities of this committee:
    1. Conducted an on-line survey of professional development needs in November 2003, which, in combination with additional interviews, study and consideration, resulted in development of a document with 8 recommendations. This was presented to the Assembly in April 2004 – to be considered and addressed by the Executive Committee. This draft is intact and on the table. We ask that the Executive Committee consider and respond to the items included and to the original request.
    2. Development and adoption of a consulting policy for A&P Employees. A document previously drafted is being considered for modification. This will be presented to the Assembly when complete.
    3. A joint effort of this committee, The Welfare Committee and Staff Council examining the provision of expanded opportunities for access to academic courses, including:
      • Building use and capacity,
      • Distance learning opportunities and fees,
      • Night/after regular business hours class schedules,
      • Registration census and course need and demands,
      • Dedicated “slots” for A&P in designated courses,
      • Survey of other universities in the SE.

This project is on-going and extensive with a variety of avenues being explored, resources accessed, and people contacted.

 

Report of the Professional Development Committee, April 2004 – Draft

 

INTRODUCTION

 

As a standing committee of the Auburn University Administrative and Professional Assembly, the Professional Development Committee is charged with “aiding and encouraging the professional growth and development of the Administrative and Professional members. It shall study and recommend action on professional leave, continuing education, and recognition of professional achievement.” To follow this charge, the committee has focused on reviewing the opportunities for professional development at AU, including a survey to find out how the A&P group on campus views professional development. The following shows both survey results and the Committee’s recommendations based on its findings.

 

PROCESS and OPPORTUNITIES

 

These recommendations are being made as a result of the evaluative endeavors of the A&P Professional Development Committee, beginning in March 2003, and culminated in meetings held in association with the Committee that developed and implemented an on-line survey designed to solicit input from A&P staff regarding training and development needs in November 2003. In addition to review of survey results by the Committee, the Committee met with Pat Deery, Director of Training in the AU Human Resource department. The following represent needs and issues discussed as a result of the survey responses, Committee meetings and during the meeting with Mr. Deery:

  • There were 106 completed responses to the survey.
  • Responses represent 13 of 15 AU administrative divisions
  • 97% of the respondents were employed in job grade 10 or higher,
  • 59% have been employed by AU for over 5 years,
  • 76% of the respondents are in supervisory positions,
  • 69 % of the respondents have attended either “none” or fewer that 3 HRD courses during the previous two years,
  • “Intense work schedules and deadlines don’t permit my leaving the office” accounts for 26.42% of those who don’t participate in HRD courses,
  • Regarding factors that would increase the likelihood of participation respondents report:

25.47%            More classes available

52.83%            More and different topics available

44.34%            More challenging or advanced concepts or topics

38.68%            Formats

22.64%            Clarity in requirements for participation

12.26%            Other

  • Topical areas that best meet professional development needs of respondents include:

64.15%            Management skills

45.28%            Supervisory skills

34.91%            Technical skills

35.85%            Financial and budgetary skills

55.66%            Computer skills and applications

40.57%            University-specific updates and status information

  8.49%            Other

  • According to the Southern Regional Education Board (data provided by P. Deery):

1.      Annual budget HRD from comparable/member institutions:

a.       SREB average       $58,880

b.      AU                         $21,000

2.      Number of programs presented per annual year:           

a.       SREB average -           181

b.      AU                               165

3.      Size of training staff (FTE’s):

a.       SREB average              5.5

b.      AU                               2

  • A general lack of awareness of training and development opportunities available for AU employees was noted. Dissemination of information about existing resources and opportunities, and support for participating in HRD training and development were inconsistent and not reliable throughout the university.
  • Performance management tools and career ladders within the University are inconsistently available and/or used.
  • Employees do not have access to a centralized training record

 

Recommendations        

 

The following recommendations are made by the Professional Development Committee of the Administrative and Professional Assembly. On behalf of the membership of AU A & P employees, these recommendations are submitted to the Assembly for discussion and for consideration regarding action to be taken.

 

 The committee recommends that:

  1. The University investigates options for the purpose of implementation of system wide methods, programs, and structures that would emphasize and support a development culture and approach to performance management and training. This would include a foundational component that recognizes and incorporates a fundamental link of performance management with development,
  2. In working with employees, supervisors place an emphasis on creating and utilizing performance management processes and development plans,
  3. A system supporting a single, centralized training record for each employee should be implemented and maintained.
  4. Training and development courses offered to AU staff should be scheduled in a logical, sequential progression for ease and predictability in scheduling and for ready application by the user audience.
  5. There should be space and equipment resources devoted to the establishment of a dedicated on-line training lab for individual use by AU employees.
  6. All AU departments, colleges, and schools should develop and implement progressive career ladders, to include training and development activities, for each position and each employee.
  7. Management staff, supervisors, and leaders should be encouraged to disseminate information regularly regarding opportunities for AU staff training and development and should support and encourage participation.
  8. Clear guidelines need to be established regarding AU support for individual AP staff participating in development endeavors specific to their career ladder with promotion opportunities clearly identifies (i.e. consistency in the provision of funding for membership in state and national organizations, and attendance at conferences and employee’s total career development process, higher education (Master’s degree and higher), and work experience,

 

Unfinished business

Tony Ventimiglia reviewed the proposed constitutional amendments which were presented at the July 2004 meeting. The revisions were posted on the Discussion Board in November so A&P employees have had more than thirty days to review the amendments and respond on the Discussion Board. The amendments are now ready to be voted on by the Assembly. If passed the members currently serving will serve until March of 2006, 2007, 2008, depending on the year of election. The following revisions were approved:     

 

ARTICLE II – Section 3: Representation.

  • Change dates of elections to first week of February (for Assembly members), first week of March (for Executive Committee) and April 1 for the date to take office). REASON(S): The A&P Assembly is the only employee group on campus that takes office on October 1. Both the University Senate and Staff Council hold elections and take office in Winter/Spring. The change would allow us to be consistent with the other employee groups (allowing our officers to work in conjunction with the same officers for a full year) as well as move the dates from the end of the fiscal year/beginning of semester when many individuals in the A&P employee group face greater commitment and time constraints. (Also affects Article III – Section 4: Elections of the Executive Committee.

 

Insert new text of these sections here.

 

ARTICLE III – Section 2.B. (Chair-Elect)

  • Insert language to have the Chair-elect also serve as the Assembly’s Parliamentarian.

REASON(S): A Parliamentarian is needed to maintain consistency in the application of Robert’s Rules of Order. Having the Chair-elect serve in this capacity is suggested for two reasons: (1) it will give that individual time to become familiar with Robert’s Rules of Order prior to becoming the Chair; and (2) once this individual is Past-Chair they can serve in an advisory capacity to the incoming Chair-elect on parliamentary issues.

           

            Insert new text of these sections here

 

ARTICLE IV – Section 1: Assembly meetings

  • Change to “six meetings per year, to be held not less frequently than once per calendar quarter.”

REASON(S): In order to ensure better communication within the A&P employee group, as well as to encourage greater participation within the membership, this change has been requested by the Assembly members.

 

Insert new text of these sections here

 

ARTICLE V – Section 1.E (Calendar and Schedules Committee)

  • Change the membership of this Committee from the secretary and eight members to the secretary and three members.

REASON(S): Based on comments received from Committee members, nine people are not necessary to carry out the function of this Committee.

 

Insert new text of these sections here

 

The revisions were passed by the voice vote of the Assebly. The Chair announced the revisions will be forwarded to the President’s office for review.

 

Drew Burgering reported on the recommendations of the Executive Committee regarding the process of Presidential search. He highlighted segments of the University Senate Report which is available for at the following URL:

He presented the following recommendation from the Executive Committee on the Process and Timing of the Presidential Search and moved adoption.

 

“The Executive Committee of the Administration and Professional Assembly, representing 1242 university employees, recognizes the importance of selecting the new president of Auburn University. We respectfully submit this report to the Board of Trustees in order to share with the Board our thoughts and hopes concerning the process and timing of the presidential search.

 

It is of the utmost importance that input be gathered from all segments of the University. A search process that welcomes and embraces meaningful input from all areas, including faculty, students, administrative and professional personnel, staff, and alumni will strengthen the institution and empower the new president in ways that will only be beneficial to Auburn University.

 

We have reviewed the document presented by the University Senate. It correctly recognizes there is no one model accepted throughout higher education regarding the precise procedures to follow for a presidential search. We support the Senate document, and wish to add to it the following recommendations:

 

1.      We recommend that one representative from the staff/AP employee group from AUM be added to the Presidential Search Committee as described in the Senate document. Adding a representative from AUM would provide representation from all groups on the main campus and AUM.

2.      We support the Senate suggestion that a search process begin expeditiously, and recommend the goal of having a new president in place no later than July of 2006, as suggested in the SACS report.

We have attached a compilation of responses generated from A&P employees regarding criteria to use for selecting the next president.

 

Thank you for considering these recommendations.

 

Survey results follow:

 

 

Results of A& P Survey (as of 12/10/04)

Desired Characteristics of University President

Fall 2004 - 126 Respondents

 

Scale of 1 (Absolute Requirement) to 6 (Unnecessary)

 

1

2

3

4

5

6

Blank

Q1
Earned Doctorate

76%

18%

5%

0

0

0

1%

Q2
Record of scholarly achievement

60%

33%

6%

0

0

0

1%

Q3
Experience at land-grant university

25%

49%

21%

3%

0

1%

1%

Q4
Understand role of land-grant university

63%

22%

11%

2%

0

0

2%

Q5
Experience at comp. research university

52%

39%

7%

0

1%

0

1%

Q6
High-level administrative experience

75%

21%

4%

0

0

0

1%

Q7
Proven leadership record

85%

10%

3%

1%

0

0

1%

Q8
Commitment to shared governance

63%

25%

9%

2%

0

1%

1%

Q9
Vision of role of higher education in 21st century

70%

16%

13%

1%

0

0

1%

Q10
Fostering intellectual diversity & inquiry

43%

29%

25%

2%

0

0

1%

Q11
Fostering racial, ethnic, & gender diversity

43%

25%

24%

4%

1%

2%

2%

Q12
Developing international perspective & involvement

22%

40%

32%

5%

0

1%

1%

Q13
Ability to be effective change agent

48%

37%

11%

2%

0

0

1%

 

Compilation of comments follows:

A&P Presidential Survey Results Dec. 2004

Comments

All constituent groups should be represented in the search for a new president. The new president should be expected to recognize A&P and Staff as significant stakeholders in the operation of Auburn University.

 

This survey seems a little skewed. Of course we want all of these things in our next president. However, a person who is a quality leader with demonstrated success should be able to "lead" others regardless of the organization and its characteristics. Additionally, we all need to understand and remember that share governance is a two-way street and the president's commitment to inclusive governance is only as good as the willingness of others on campus to agree that theirs is not the only correct decision or opinion AND that sometimes decisions must be made quickly based upon a person's expertise and intimate knowledge of a situation without input from others. There is an element of trust in our leader involved here. Not every decision is necessarily made by committee vote. People at Auburn are very quick to judge others and conclude that theirs is the only correct way to do anything. We need to change before any new leader can be successful. Thanks for the opportunity to comment.

 

Absolute requirement - no association with current members of the AU Board of Trustees.

 

No direct questions on communication skills. What's most desperately needed is someone who can develop a vision and direction for Auburn University, communicate it to the various constituents (that includes trustees) and involve everyone in moving toward that goal. That's sadly lacking now and is particularly bad since the University of Alabama apparently has such an individual. Also missing questions on ability to work within the framework of trustees and state government that frequently can be such an impediment.

 

The president of our University should be committed to the University and let all decisions be based on the best interest of the University and it’s employees, students and faculty also should correct problems with bad faculty and not let this tenure thing be used as a tool for retaining deadwood faculty, also should require that all faculty have background checks just like A&P and staff.

 

This survey is pretty biased. The questions are loaded. It doesn't truly ask our opinion, but it seems to be set up to further someone's pre-established agenda. Items 1 through 7 make sense, but items 8-14 are completely useless. Who wouldn't want a president who has a "vision of role of higher education in the 21st century"? And no details are given as to how many of these; including "demonstrated ability to be effective agent of change" can be measured. Please e-mail us again when you are ready for our real opinions.

 

Demonstrated commitment to serving both the University and its employees.

 

Treat staff people with respect and equality.

 

None of these are encompassing a "presidential" persona - a way of relating to the public.

 

Needs to have a strong understanding of the role athletics plays at the University. I am not saying he needs to be an ex-jock, but he needs to understand what the student-athletes bring to the University as a whole.

 

This candidate could be a person of high achievement in the business world as an alternative to a strictly academic person. The key quality is the ability to LEAD Auburn University forward in engaging the corporate world, increasing our research funding, raising gifts for faculty and program support and casting a vision that our alumni will buy into and support.

 

Good academicians don't necessarily make good leaders. Successful corporate CEO's have demonstrated characteristics lending to a higher degree of success in leadership roles. Think outside the academic box.

 

I would add: *Demonstrated commitment to student development and involving students in key strategic planning efforts & initiatives. *Success/proven track record in strategic planning & leadership initiatives

 

I truly feel that the next president of Auburn University should have an earned doctorate, and that earned doctorate should be a PhD.

 

The next president also must be effective in raising money for the University. The money should be in the form of endowed chairs, gifts for specific programs and of course be able to secure greater share of state funds. I also, believe that a representative of the A&P should be a full voting member of the committee to select a new president.

 

We need a new President and we need new Board of Trustee members.

 

I believe the new president should recognize the areas of uniqueness Auburn University possesses and commit to preserving and supporting those areas as well.

 

I would argue that all the Characteristics noted are Important in the Next President of Auburn University and it is the strength of the combination that is critical. Furthermore given that AU is truly a global institution with over 90 nations represented on this campus one should seriously consider (recognizing the local issues) how the candidates are able to mobilize the campus towards preparing Alabama's residents to work and compete in a global market place. NASULGC has prepared as report entitled "A CALL TO LEADERSHIP - The Presidential Role in Internationalizing the University." I have not seen a final copy of this as of yet however I have a draft copy at: http://www.auburn.edu/aub-ie/acip/advocacy/nasulgc2004.pdf

 

Should not have demonstrated a bad attitude toward faculty or staff. Should understand that a being president of a college is NOT the same as being CEO of a corporation. Should support law and order and academic excellence not just finance and football.

 

Experience in managing a high level athletics department that generates significant funds for the university.

 

The next president at Auburn should be a good person, not a scoundrel as we have gotten accustomed to seeing here (with Walker and Richardson). He or she should understand the role of the University today, not only in America, but in our state. The next President should be about working the Legislature on behalf of AU, and should be about working major donors for AU. The next President of Auburn should spend the time necessary to get rid of the individuals at Auburn and on the Board of Trustees who are detrimental to the good name of this institution.

 

Must be someone who can and will make decisions.

 

Many times the University advertises their commitment to equal opportunity but that proves again and again to not be the case. Women and single employees still suffer from inequalities and are not given appropriate consideration for typical male positions. Human Resources do not seem to see a problem with this. There are also numerous positions listed as exempt that require far more overtime than other positions that involve less danger and less one on one involvement in teaching students.

 

I long for the days when AU's president, like Pres. Muse, smiled at you and said hello -- even if he didn't know your name.

 

I believe you will see the BOT remove interim from Dr. Richardson's title - period! http://reignlowder.us

 

In my opinion, it is imperative that a national search, strongly centered on integrity of all parties, be conducted, and that all avenues to select the "right" candidate be exhausted. I believe that it is imperative that AU moves rapidly and purposefully towards and beyond resolution of the current and continuing administrative leadership and management cataclysm. Thank you for providing this opportunity for input.

 

The motion passed. The chair announced the report would be forwarded to the president’s office for review.

 

The chair announced to the Assembly that at the February 7 Board of Trustees meeting, Drew and I were informed by John Varner, Staff Council Chair; and Willie Larkin, Senate Chair that they were waiting for action by A&P on the Intimate Relations policy passed by the Senate last year. The chair called on Martha Taylor to update the Assembly. There were particular problems with the language of the Senate Document so a meeting of the leadership Cara Mia Pugh, Martha Taylor, Lynne Hammond, Connor Bailey, Willie Larkin, John Varner and Lee Armstrong, University Attorney. 

 

The following recommendation was proposed for revised wording of the Intimate relations policy was presented:

Auburn University prohibits all faculty, administrators, and supervisors, including graduate teaching assistants, fro pursuing or engaging in romantic or sexual relationships with students, both graduate and undergraduate, who they are currently supervising or teaching. Auburn University also prohibits all faculty, administrators, and supervisors fro pursuing or engaging in romantic or sexual relationships with employee subordinates whose work they supervise. Violations of this policy will be addressed through the Office of the Provost and Vice-President for Academic Affairs or Human Resources, as applicable, for action including but not limited to formal management of the conflicting relationship, termination of the relationship, recusal from supervision or disciplinary action.”

 

After considerable discussion, a motion was made by Maria Folmar, seconded by Pat Deery, to support this policy as written passed with one dissenting vote. Martha Taylor will go back to the committee listed above for their review.

 

The chair requested feedback from members of the assembly to have a 4-hour retreat to get together for team building, history of the A&P, learning to be more effective. The chair appointed Maria Folmar, Vivian Miller, and April Station to develop plans. Martha cautioned that we make sure an agenda is posted and we notify everyone about what is being done so there will be no misunderstanding that there is a meeting of the Assembly that no one knows about.

 

The chair announced the Executive committee needs to review membership of the A&P committees as well as University committees to determine where there are places to be filled. When that is done, the information will be turned over to the Nominations and Elections committee to seek nominees to be brought to the Assembly for approval at a future meeting.

 

The Executive Committee is considering formal recognition of Willie Larkin for his support of shared governance.

 

The Chair announced a new segment in the Agenda for Assembly meetings. There will be 15 minutes of Public Forum. The rules for the forum will be as follows:

1.      The forum will last no longer than 15 minutes,

2.      Each person can speak for 2 minutes.

3.      No person can speak a second time until everyone who wishes to speak has spoken.

4.      There will be no response from members of the Assembly until all public forum ends.

5.      Questions will be answered as we are able to address them.

 

Frank Dillman, Department of Poultry Science:

  1. As per web our web site a public forum will be “at the end of each Assembly meeting”.  Is this correct?
  2. Communication provided by  public forum, enhancements to our web page, and use of timely email will increase professional camaraderie among Administrative and Professional employees, increase attendance at our meetings, as well as strengthening our positions within the University.  
  3. Will I be able to communicate with the people I represent on the Welfare Committee via an AU email list without monitoring or blocking of my correspondence? 
  4. What plans does the A&P leadership now have to ensure persons entitled to pay raises receive them in a timely and equitable manner upon the project’s completion? 

 

Karen Rankin, Outreach Information

  1. This is one of the better organized meetings I have attended.
  2. There is a problem with some of the long discussions on some topics in meetings. I think some of these discussions should be part of an AD HOC committee or regular committee and not take up a lot of time in assembly meetings. We have offices and jobs to go back to.”

 

The public forum ended.

 

The Chair responded to questions raised:

 

  1. There is a list serve for communicating with A&P employees. It includes some divisions by VP groups so that communications can go to those groups. At the present time there is limited access to that email list serve. This question was raised at Orientation last week The Executive Committee is trying to find out what more can be done.
  2. The Executive Committee has on its list for future programs a presentation by Chuck Gerards about the Classification and Compensation study that has been going on for the past year. We hope to be updated on progress and status of the project.
  3. Regarding pay raises and budget. Drew (Chair-elect) and I are attending Budget Advisory committee meetings. Guidelines will be brought forward to the Board of Trustees is April. This is earlier than in the past because of time needed to implement the budget on the new Banner system for records. As things progress we will keep you informed.
  4. The public forum will be part of the agenda at every meeting of the A&P assembly.

 

Tony Ventimiglia, suggested use of the discussion Board for sharing information also.

 

The chair attended press conference at the Library. Clifford Jones, Greater Peace Church in Opelika was moderator. The following speakers addressed the issues: Willie Larkin, Chair of the University Senate; Keenan Grenell, Interim assistant provost for Multicultural Affairs and Diversity, Tobias Floyd, Doctoral candidate in Adult Education and President of Black Graduate Student organization; David Wilson, Vice-President for Outreach; and Byron Franklin, AU Board of Trustees. The meeting grew out of the issue of dismissal of Stacy Danley and Eugene Harris in Athletic Department last week. The crux of the discussion was about a climate related to racism. Because these are A&P employees I felt it was important to be in attendance. In the restructuring over the past year the group that has taken the biggest hits has been the A&P employees. I felt it important to be there to monitor what is happening. Other members of the Assembly noted the following:

  1. Across campus there seem to be inconsistent ways of handling layoffs.
  2. Pat Deery noted that Alabama is an “at will employment state” meaning any of us can be let go and not given a reason for the firing or cut of position. Human Resources department does not like layoffs. HR does provide outsourcing assistance to help people get other positions. AU has only had 4 periods of layoffs in the last 30 years. Resources are available.
  3. Employees who are laid off have priority for interviews for positions for which they qualify.

 

Drew Burgering addressed comment about long discussion. We will try to present more information in the future so long discussions may not be necessary. We do want to make sure there is time for views to be expressed.

 

Pat Deery suggested that A&P Assembly members for the most part are doing well when compared to the regional average except IT.

The next meeting is tentatively scheduled for April 21. Meeting adjourned at 4:00 PM

 

 

Harriette Huggins

For Cathy Ramey, Secretary.

 

 

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