FAUW stands in solidarity with colleagues at Laurentian, opposes creditor protection for the public university

The Faculty Association of the University of Waterloo stands in solidarity with our colleagues from the Laurentian University Faculty Association / Association des professeures et professeurs de l’Université Laurentienne (LUFA/APPUL), who are facing grave threats to collegial governance and collective bargaining. On February 1, Laurentian University entered creditor protection under the Companies’ Creditors Arrangement Act (CCAA), which allows insolvent corporations to renegotiate their debts and potentially make dramatic changes to their labour agreements as well.

This is not the first time a public university in Canada has experienced financial distress, but it is to the best of our knowledge the first time one has sought creditor protection in this manner. The appropriate pathway forward is not creditor protection; it is a combination of support from the Ontario and federal governments to put Laurentian on a sustainable footing and (if needed) the implementation of the process for handling financial exigency already built into LUFA/APPUL’s agreement with Laurentian’s administration.

The crisis at Laurentian is not the fault of the university’s employees, and they should not be suffering as a result of mismanagement. To the contrary, as is true of university faculty and staff across the province, they have been doing astonishing work under extraordinarily challenging conditions since the beginning of the COVID-19 pandemic, and this situation only exacerbates their difficult circumstances. FAUW supports our colleagues at LUFA/APPUL.

Additionally, FAUW:

Opposes the use of the CCAA: Laurentian has a cash-flow problem, but clearly has access to substantial resources, and can be backstopped by the Ontario government while it gets its financial house in order. Universities are public institutions, not companies that need protection from creditors. Allowing this to proceed will set a terrible precedent for other public institutions.
Calls on the Ontario government to reinvest in universities in general, and Laurentian, with its bilingual structure and focus on educating Anglo-Ontarian, Franco-Ontarian and Indigenous populations, in specific. This is a manufactured crisis, and the means to handle the problem are in the hands of the Ford government.
Deplores the financial mismanagement of the Laurentian University administration, which has burned through research accounts, retiree health-care premiums, and more while hiding the extent to which it was spiraling into financial disaster. We call for a renewed emphasis on transparency and collegial governance, and an examination of exactly what has transpired at Laurentian, so as to avoid similar mismanagement and crisis at other public institutions. The solution to crises of this sort is not more government oversight behind closed doors; it is more public and collegial oversight.

More information

Breaking down our 2021 Salary Settlement

To help clarify some of the implications and motivations of items in the new salary settlement, we’ve once again asked our chief negotiator (Bryan Tolson, this time) to provide some commentary. Below is the full text of the agreement with annotations, but first, here’s a quick, plain-language summary of the items in the agreement:

1% scale increases each year for three years.
$85 for eye exams (for each person every two years).
A new compassionate care and bereavement leave policy that will provide:
- A salary top-up (to 85%, for up to eight weeks) for members on a Critical Illness Leave or Family Medical Leave (minus Employment Insurance benefits received)
- Four weeks of fully paid bereavement leave on the death of a spouse/partner, child, or step-child; one week on the death of any other immediate family member, such as a parent or sibling.
A deadline to start collecting faculty equity data, including on race and Indigeneity, and an update to the current salary anomaly review to identify and correct race-based anomalies once the data is ready. Corrections will be retroactive to May 1, 2021, and race and Indigeneity will be factors in future salary anomaly reviews.
A Memorandum of Agreement update so that faculty teaching all three terms in a year can now carry two weeks of vacation forward each year (up from one); for lecturers, these weeks will not expire until after their next non-teaching term.

Interpreting the agreement

Bill 124 limitations

Bill 124 limits public sector employee compensation increases to a maximum of 1% each year for a three-year period (our period is May 2021 – April 2024). Specifically, our average salary increase is capped at 1%, and our total “compensation entitlements” (total salary plus all benefits), is also capped at a 1% increase. (See the appendix at the end of this post for the language in the bill itself). Note that selective salary increases (merit) are not affected and will continue as usual.

Our bargaining team estimated that after the 1% scale increase, we had over $600 per member remaining for other items over the three-year deal. Our certified forensic accountant, Linda Robinson, led these calculations. Our actuarial costing, led by Mary Hardy from the Department of Statistics and Actuarial Science, shows the settlement items have a projected total increase in compensation entitlements of only $160 (items 5 through 8 generate no increase at all). This leaves room for additional benefit enhancements, particularly in the third year of the agreement, in which there is no additional spending as a result of this agreement beyond the scale increase.

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So far in 2021

With only two Board meetings so far this year, both largely focused on confidential negotiations, and no president’s report due to Dan Brown having been on leave, we haven’t had a whole lot to report on yet. But here’s a quick summary of what’s been happening so far this year:

The drafting committee is working on minor edits to the updated Policy 14 (Pregnancy and Parental Leaves), directed by FRC and SRC. Once those have final approval, it will go to the University president for approval, Senate for information, and Board of Governors for approval. We anticipate that it will be on the agenda of the April Board of Governors meeting. Once passed by the Board, it is effective immediately.
We have new terms of reference for a new committee to look specifically at teaching stream appointments and draft the necessary changes in policies 76 (Faculty Appointments) and 77 (Tenure and Promotion). The committee will be given a clear timeline and priorities. These terms of reference will be on the consent agenda at Senate this month and we expect to announce the members of this committee next week.
We are updating our elections procedures, to support efforts to diversify the Board of Directors. In addition to changes at FAUW, we’re also talking about the need for increased representation of equity-seeking groups among faculty in general, in order to make increased representation within FAUW more realistic and sustainable. Nominations will open in March for five seats on the FAUW Board of Directors: four at-large positions, for which any voting member can run, and one seat reserved for a member with a lecturer appointment. If you are interested in running, or know someone who would make a great Board member, please contact Laura McDonald at laura.mcdonald@uwaterloo.ca or Peter Johnson (Elections Committee chair) at peter.johnson@uwaterloo.ca.

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12 questions to help you thrive in your mid-career years

12 questions to help you plan your midcareer years

The “mid-career slump” is a well-documented dip in job satisfaction and direction that is common among recently tenured faculty members. You can read about the phenomenon in this collection of articles we’ve gathered for FAUW workshop participants over the last few years.

With some reflection and planning—and by using your new job security to take some risks and try new things—you can avoid, or at least mitigate, the mid-career slump. The articles in the folder linked above provide some practical suggestions, and the National Center for Faculty Development & Diversity, which UW just joined, has a one-hour webinar on “Getting to Mid-career and Beyond” coming up on March 23. (To activate your NCFDD membership, visit www.facultydiversity.org/join and follow the prompts.)

FAUW also offers a workshop on this topic. At the most recent session in December 2020, five mid-career faculty members shared advice for avoiding the mid-career slump and mapping out the years following tenure (or the lecturer equivalent at UW: a continuing appointment).

Based on the experiences and advice of these panelists, here are 12 questions to help you design and make the most of the next few (or many) years of your career by looking at where you are now, identifying new opportunities, and planning with the end in mind.

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Compensation negotiations proceeding to mediation

Yesterday, after two months of negotiations, the FAUW negotiating team presented a final good faith offer to the UW administration, hoping to reach an agreement on compensation negotiations by the deadline of midnight, February 1. We are disappointed to report that the offer was not accepted. The final offer from the University was also unacceptable. As a result, our negotiations will continue, first going to a mediator and then, if an agreement is still not reached, to arbitration. All these proceedings are set out in section 10 of the Memorandum of Agreement.

We know you will be as disappointed as we are. So, let us explain how we got here.

We didn’t enter negotiations to maximize our pay cheques. We wanted—we believed you deserved—fairer benefits and better equity provisions. Bill 124 already restricts us to a 1% scale increase, so we worked instead, for example, to try to make it possible for lecturers teaching all three terms in a year to take their vacation entitlement. We also tried to get agreement on a cost-neutral compassionate care supplemental benefit plan, so that you can take time away from work to provide care or support to a critically ill or injured person or someone needing end-of-life care. We argued for better bereavement benefits. Currently, if your child or partner or parent were to die, the University would offer you one to four days’ paid leave of absence. This seems cruelly inadequate.

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