YUFA
Executive
Executive Officers' Work Plan
2004-05
As required by YUFA By-law 9(b), the following is the Executive Committee's work plan.
1. Perform the duties of President as outlined in the YUFA Constitution and Bylaws.
a.
Serve as the
authorized representative of the Association, including speaking to the
York University Senate and the press.
b.
Serve as an ex
officio non-voting member of all YUFA standing and ad
hoc committees. (I shall attend committee meetings at the invitation
of the committee or committee chair or where I think it important for me
to do so.)
c.
Be responsible
for the conduct of all YUFA affairs.
d.
Chair meetings
of the Executive Committee and the General Membership.
e.
Sit on the
joint union-management committee (JCOAA, see below).
f.
Initiate and
co-ordinate the priorities and work plans of Officers, committees and
staff.
2.
Facilitate the
participation of YUFA members with YUFA activities by meeting with all
units during 2004-2005 accompanied by the Vice-President Internal and YUFA
staff members. (These meetings will also serve to acquaint members further
with the services YUFA can provide to members.)
3.
Co-Chair the
Joint Committee on the Administration of the Agreement. (This is a very
important committee and I will facilitate the identification of and timely
resolution of matters that should come before the Committee.)
4.
Facilitate
revisions to the next Collective Agreement. (The Contract Review Committee
is beginning its work now, well in advance of the end of the current
contract. It is hoped that we can go through the Agreement very carefully
and clarify the language as well as develop substantive revisions. I shall
be making suggestions to the Contract Review Committee in this regard and
shall also encourage other Executive and general members to do so.)
5.
Chair the ad
hoc subcommittee on Libel and work towards resolution of the issue
satisfactory to YUFA members.
6.
Work
collectively with the Vice-President Internal and the Vice-President
External in the carrying out of their duties and work plans.
7.
Serve as the
chief fiduciary officer of the Faculty Association. (It was pointed out at
the CAUT Workshop for New Presidents that the President is the chief
fiduciary officer despite the existence of the position of Treasurer. I
shall of course work closely with the Treasurer in this regard. We will
examine our relationship to the YUFA ARF Trust.)
8.
Organize the
new members’ lunches in collaboration with staff, the Communications
Officer and the Vice-President Internal.
As per
the YUFA By-laws the Vice-President Internal:
·
assists the
President in ensuring YUFA’s internal operations are running smoothly
and in accordance with the Constitution and By-laws;
·
recruits
members to contribute to the Association;
·
chairs YUFA’s
Staff Relations Committee;
·
is a member of
the Executive Committee and Stewards' Council;
·
develops and
carries out priorities and projects as part of the work plan.
In
addition to the above-mentioned duties, the activities of the
Vice-President Internal will be centred around the following priorities in
the coming year:
Association Renewal / Building Participation in YUFA:
·
welcome, inform
and reach out to new members through new faculty lunches and meeting with
all units (with Arthur Hilliker, Jay Rahn, and Jill Flohil);
·
work to fill
current and future vacancies on YUFA Committees (with Brenda Hart).
Collective Bargaining:
· serve as a member of the Contract Review Committee and provide support to the Committee and its Chair, Brenda Spotton Visano, in preparation for collective bargaining.
The
Vice-President External liaises with unions and student organizations on
campus; with OCUFA, CAUT, NUCAUT off campus; and with other labour and
education groups, including the Toronto and York Region Labour Council and
the Ontario Health Coalition. The Vice-President External also tracks
external affairs pertinent to members’ interests.
In my
view the Vice-President External operates most effectively in coalition
with other unions and organizations on issues in relation to which YUFA
and they have common (but not necessarily identical) interests. Our
concerted actions take place through regularly scheduled meetings, through
special meetings, and through the sharing and publishing of information.
On
campus YUFA has well-developed links with CUPE 3903 and the Graduate
Student Association (GSA), and now with the York Free Speech Committee.
The link with the supposedly ‘unpolitical’ YSF is dysfunctional.
1.
My first priority is to maintain and develop the links with CUPE
3903 and the GSA.
2.
My second is to explore links with Atkinson and other college
councils that have an interest in political engagement.
3.
My third is to explore links with YUSA and the other CUPE locals on
campus, and to establish that there are issues other than pension issues
that unite us.
4.
My fourth is to
develop our links with the Toronto and York Region Labour Council and to
better our understanding of the responsibilities that follow from our
protected position as a certified union.
The
projects I wish to focus on in various coalitions are the following:
1.
Freedom of
Expression.
On campus there is a need to protect debate and dissent. We need a space
for critical discussion. The coalition newspaper Critical Times
made a promising beginning last year as an organ in which both freedom of
expression and controversy are protected. I commit myself to working on
it, to attempting to improve it and to bring the debates that have arisen
around it within its pages.
2.
Quality of
Education.
The questions of student / faculty ratios, proportions of tenure-stream
faculty vs. contract faculty, and the portion of university budget
allocated to teaching remain burning issues at York. I will continue to
raise these questions in our coalitions and in Critical Times. I
will also be working on the broader political issues surrounding
University funding with the OFL working group on post-secondary education,
which is preparing a brief for the Bob Rae Commission established by the
provincial government.
3.
Arbitrary
Administrative Actions.
These regularly arise in areas including workloads, teaching formats, and
disciplinary measures. In coalition with other on-campus groups, I will
see that administrative fiat is challenged and publicized.
4.
Community
Responsibilities.
Building on the leadership shown by Lorna Erwin, Brenda Hart, and Don
Dippo on campus, I will support the efforts to foster links with the
Jane-Finch community and to make York an accessible public space.
5.
YUFA’s
Tradition of Social Justice.
YUFA has a tradition of commitment to causes promoting social justice. I
will defend this tradition.
Chief Stewards - Marilyn Silverman
Chief
Stewards and Co-Chairs of YUFA's Grievance Committee and YUFA's Stewards'
Council
The work of the two Chief Stewards, both constitutionally and as it has evolved over the immediate past, is:
1.
to assist and represent YUFA members in contract-related matters
vis-à-vis the York University administration as these move from meetings
with the Employer's representatives through the various stages of the
dispute resolution process (Article 9);
2.
to grieve any policy issues which may arise out of the work of
YUFA's various committees and / or the encounters which YUFA members may
have with the Employer, and to handle the grievance process which ensues;
3.
to chair meetings of, and expedite the work of, (a) the Grievance
Committee and (b) the Stewards' Council;
4.
to liaise with, and attend meetings of, YUFA's Executive Committee
and the Joint Committee on the Administration of the Agreement (JCOAA);
and
5.
to disseminate information through the Chief Stewards' website.
In
carrying out these tasks, our general goals have been to defend YUFA
members' rights and the integrity of our Collective Agreement and to work
to strengthen YUFA's capacity to advance equity at York.
Communications Officer -
Jay Rahn
According
to Bylaw 14 (f), the Communications Officer
solicits and edits contributions to YUFA
publications (including the website and the bargaining priorities
questionnaire), determines and implements the communications implications
of the Executive's work plan, develops and carries out projects as part of
the work plan, and is a member of the Executive Committee
and Stewards' Council.
Added
to YUFA's regular publication venues last year was Critical Times, a
periodical comprising opinion pieces of interest to the York community as
a whole. As Communications Officer, I shall be soliciting YUFA-related
items for Critical Times and representing YUFA's interests on its
Editorial Collective (along with YUFA's Vice-President External).
With
the help of YUFA staff, I shall be managing the YUFA website. Anticipated
for the website in 2004-05 is additional coverage of issues, achievements
and information resources connected with YUFA's Stewards' Council, the
YUFA-Employer Joint Health and Safety Committee, YUFA's Equity
Subcommittee, YUFA's DisAbility Caucus, as well as such increasingly
timely concerns as YUFA's retirement and pension provisions.
Recently
added to the regular duties of the Communications Officer have been events
that welcome new members of YUFA and inform them about the Association.
Together with YUFA's President and Vice-President Internal and with the
assistance of YUFA staff, I shall be publicizing, participating in, and
presenting YUFA-related information at these sessions.
YUFA's
new member events have been an important way to enhance member
participation in the Association. At last Spring's Executive Retreat
further ways to reach this goal were planned. Among these it was decided
that YUFA's President would try to visit each academic unit during 2004-05
(i.e., each Department, School, Division, and non-departmentalized
Faculty). In order to support this extraordinary initiative, I shall be
compiling a Unit Handbook whose aim is to guide YUFA members
through provisions of the Collective Agreement that bear directly on their
Departments, Schools, etc.
A
further outcome of last Spring's Executive Retreat was a resolve to
prepare and distribute selected items of interest to members not only
online but also in hardcopy. The Unit Handbook is intended to be
one such item. Another is a preliminary version of the bargaining
priorities questionnaire. Although bargaining for the next Renewal
Collective Agreement will not begin until the Spring of 2006, a 2004-05
Contract Review Committee has already been struck, and I shall be
consulting with them concerning the best way in which to frame such an
unusually early survey of the Membership's concerns.
I
shall also support other implications of the Executive's work plans.
Other
regular duties of the Communications Officer include the monthly
compilation and dissemination of Executive meeting
summaries. Based on the
Recording Secretary's official minutes of Executive meetings, these
provide YUFA's membership
with an ongoing account of activities and decisions realized by the
Association. Similarly regular are participation in meetings of YUFA's
Executive Committee and Stewards' Council.
Equity Officers -
Narda Razack and Didi Khayatt
The
Equity Officers have a rather broad mandate to make York an inclusive and
welcoming institution for all YUFA members and especially to examine the
needs of those belonging to the designated equity groups.
- hold
bi-weekly meeting with Brenda Hart to prepare for Equity meetings and
to discuss the ongoing projects;
- attend
YUFA Executive meetings twice monthly;
- attend
monthly Stewards' Council;
- attend
Race Equity, Queer, and DisAbility Caucus meetings as needed, and
others deemed necessary under this portfolio;
- meet
informally with the Affirmative Action (AA) Officer for input into
equity issues;
- respond
as needed to issues that arise relating to equity e.g., mandatory
retirement.
Dialogue on Equity:
The Dialogue on Equity Forum (May 2004) raised key issues that will form
part of our work this year. As a result of this meeting we will:
- establish
a listserv with members of this Committee who will act as consultants
to equity issues;
- plan
and organize another such forum in the course of the next academic
year especially to discuss language for bargaining prior to discussion
with the membership. This forum will help to guide the Committee on
issues that are of primary importance to YUFA members.
Equity Audit:
An equity audit is being prepared by three of our committee members with
assistance from one member from the forum. We have met over the summer and
will continue to:
- facilitate
the discussion of this proposal with the three members;
- review
and discuss the proposal as drafts are submitted; and
- bring
the final draft to the YUFA Executive for discussion and action.
New Faculty Lunch and Meetings:
Attend the events organized for new faculty.
- Organize
a lunch meeting with new faculty members from the designated groups
and any other new faculty interested in dialoging on equity. This
meeting will serve to inform new faculty of our mandate and commitment
to equity, to recruit new members, and to answer questions and
concerns.
- Discuss
the need to hold future meetings with this group.
Bargaining:
The Equity Committee will begin to discuss the language on affirmative
action and issues relating to equity in the Collective Agreement.
- Review
the language in the Collective Agreement especially meanings
associated with terms like “demonstrably superior” so there is
more general understanding and commitment.
- Put
various sections of this Agreement on the agenda for every meeting so
Committee members are prepared for the discussion.
- Invite
member(s) of the bargaining team to an Equity meeting to discuss
equity issues.
Pay Equity:
We will discuss conducting an audit of pay equity for visible minority
faculty. This issue was raised at a discussion with the Executive, the
Dialogue on Equity Forum and also within our committee. Some research into
this topic will be helpful to begin such discussion. We will also consider
pay equity and disability.
Equity Workshops:
The Equity Committee will continue to discuss the purpose and goals of
conducting equity workshops with various groups. A tentative discussion
was held with Stewards. However the Equity Committee will consider the
intent, format, content and process of a commitment and understanding of
equity issues at all levels of YUFA and with other joint committees. We
will hold joint discussions on equity with representatives from JCOAA,
Stewards and other groups to determine an appropriate plan of action.
The
Equity Committee will research and discuss holding a seminar on Equity and
Mentoring in the spring of 2005.
Caucuses:
Caucus chairs and representatives will form part of the Equity Committee.
This outreach is an attempt for the Equity Committee to be inclusive of
all issues and to begin to examine language for bargaining in the coming
year. The Race Equity Caucus continues to meet on a regular basis and has
a core group of dedicated members. Based on discussions with a
representative from the DisAbiltity Caucus, more efforts will be made to
link with members from this group and to provide support where necessary.
The Queer Caucus and First Nations Caucus have not officially met and
again outreach efforts will be made to representatives from these groups
to examine their needs.
Research:
There have been studies completed on equity from various sectors. Research
into equity issues is critical to provide a knowledge base of equity
issues within the University and also within other institutions. We will
establish a research portfolio to help us develop responses to current
concerns and issues. We will attend strategic conferences and meetings to
facilitate awareness of cutting edge research into equity issues.
Recruitment and Representation:
We will discuss ways to ensure that YUFA is representative of all of its
members. We will organize an event for new faculty members in the fall to
discuss matters pertaining to equality and to seek their support for our
activities. We will continue to actively recruit members to the Equity
Committee, to be representatives on Stewards' Council, and the caucuses
where feasible. We will discuss how Equity Committee members can become
more visible not only within their departments but in their interaction
with other colleagues. These efforts will help to bridge and make links
between members and the YUFA Executive.
Budget:
A budget plan for the Equity Committee will be discussed with the second
Equity Officer and the Committee based on the work ahead.
In
addition to the required and routine tasks of Treasurer, I will undertake
the following:
1.
I will evaluate YUFA constitutional and by-law requirements re
Defense Fund and make recommendations for change to the Executive
Committee with respect to the following issues:
a. minimum balance adequacy;
b. relationship between limitations on transferring funds out of the Defense Fund, and requirement that funds are transferred in;
c. appropriateness of restrictions on type of financial instruments;
d.
specificity of language re type and maturity of investments.
2.
I will evaluate constitutional and by-law requirements re Arbitration Fund
and make recommendations for change to the Executive Committee with
respect to the following issues:
a. Minimum balance adequacy;
b. Appropriateness of restrictions on type of financial instruments;
c.
Specificity of language re type and maturity of investments.
3.
I will evaluate usefulness of creating a
"Contingency Fund" and make recommendations for possible
implementation to the Executive Committee. Assets in this fund, if it were
created, would consist only of those assets not needed in the Defense,
Arbitration, or Operating Funds.
The Operating Fund must maintain extreme liquidity
(cash), and a balance that can always cover routine and ongoing
expenditures. However, assets significantly beyond the level of YUFA's
ongoing needs could be prudently deployed in other ways that are likely to
provide a greater return than cash, but still provide liquidity, and
transferability to the Operating Fund as needed.
The Defense and Arbitration Funds, on the other hand,
must maintain extreme safety of assets, in accordance with both the letter
and spirit of constitutional and by-law requirements. This striving for
extreme safety also limits potential appreciation of assets. Assets in
these funds beyond the level of constitutionally and by-law mandated
levels could be prudently deployed in other ways that are likely to
provide a greater return, but still provide liquidity and transferability
to the Defense, Arbitration, or Operating Funds as needed.
The purpose of the creation of a Contingency Fund would
be to improve the return YUFA realizes on its assets, to allow it to
expend greater resources in the future to achieve its objectives.
4.
I will improve
asset management by creating, to the extent possible, on-line access to
all accounts. (Within the past few weeks, this has been accomplished with
respect to The Defense and Arbitration Funds.) At minimum, this on-line
access will allow accounts to be monitored more easily; it may also
facilitate on-line transfer of assets from one YUFA account to another. I
will improve transparency, and asset security, by increasing the number of
YUFA interested parties with instant monitoring capabilities. I will
recommend that the passwords for on-line monitoring access be routinely
given not only to the Treasurer but also to YUFA's President and to the
YUFA staff-person who handles YUFA's finances.