Another Retirement Milestone

Today I believe I performed my last professional duty as a faculty member by attending a Faculty Senate Rules Committee meeting with the Administration. The Rules Committee, which sets the agenda for the Faculty Senate, meets monthly with the Chancellor, Provost, and the Campus Leadership Council. I made a few small contributions at the meeting and, with that, I don’t believe I have any more official duties until I formally retire at the end of the August.
I first got involved with the Faculty Senate shortly after I was hired in 1996. I began by serving on one of the committees: the Faculty Senate University Computing and Electronic Communications Committee. In 2004, I became Chair of the Committee. I also served on several other councils and committees over the years. I’m not sure when I became a Faculty Senator, but in 2013 I joined the Rules Committee for the first time.
In the early years I was more focused on union service and there was a strong bias against the union among the leadership of the Faculty Senate at that time. Although the union had been voted in 20 years before, it had been a divisive vote and a number of the anti-union people bore a grudge for the rest of their careers. Several of them were among the leadership of the Faculty Senate.
A big part of why I pursued Faculty Senate leadership when I did was because the administration began trying to centralize and outsource all of the IT functions. After a lengthy selection process, with good faculty participation, the campus had selected a Learning Management System. Just after all of the faculty had migrated their content to the new system, a Dean wanted to chuck it and force everyone to use a different (worse) system that was supported at the system level. We fought that off. Similarly, a misguided Chancellor wanted to force all of the faculty into Exchange, even though the students were all in Gmail. This was a spectacular flameout because the Chancellor hadn’t bothered to check how much it would cost and the campus couldn’t even afford the costs. We slowed down the adoption long enough that the Chancellor left and, afterward, leveler heads prevailed.
After I rotated off the Rules Committee as an at-large member (term-limited), I next served on the union bargaining team for several years. As that ended, I allowed myself to be recruited as Presiding Officer of the Faculty Senate, which I began in 2020. And I served for the last six years of my career.

I began during the depths of the COVID response when the Senate meetings were being held remotely via Zoom. When the campus returned to face-to-face meetings, I continued to preside remotely, since I had by then been diagnosed with a chronic lung condition and wanted to avoid the poorly-ventilated, densely-packed room. It was a little strange to have the auditorium directed by “big brother” on a screen, but people were generally supportive and made allowances for the things I could not easily do.
In point of fact, I pushed for us to continue to hold Faculty Senate meetings remotely. I was unable to persuade the Secretary to actually share the data, but I’m pretty sure we had better attendance, better participation, and more discussion when we were using Zoom. But he (and others) felt it was very important to bring people together in a room.
As Presiding Officer, I was also called upon to preside over an extraordinary meeting of the Faculty Senate and two General Faculty meetings. When the Chancellor called police to haul away student and faculty protestors, there was outrage. The Faculty Senate called an extraordinary meeting to give the Chancellor the opportunity to explain and for the faculty to ask questions. When many faculty were dissatisfied with the Chancellor’s response, they called fora General Meeting of the Faculty to vote no confidence. It was a giant hybrid meeting in one of the largest spaces on campus with overflow via Zoom. In the end, the faculty did vote no confidence in the Chancellor. The second General Faculty meeting was to have the faculty adopt a resolution calling for solidarity in higher education in response to the attacks being brought by the federal government.
Serving on the Rules Committee gave me a perspective and insight into the University — and its governance — that many faculty never see. I remember meeting with a Board of Trustees member that really summarized how they see the University. I don’t recall the specific issue he was talking about anymore, but I summarized for people by explaining that they would look at parameters — like the number of light poles per square mile — and the compare us with our peers, then say things like, “Well, Stanford has 15 light poles per square mile, but we have 19 — therefore we need to cut down four light poles per square mile.”
As my wife was on the Select Board, I frequently was invited to attend soirees at the Chancellor’s House as part of a town-gown initiative. I suspect I attended events at the Chancellor’s House more than any other faculty member in history. I remember I had been telling my wife about a particularly prickly chancellor and she said, “Oh, you must be exaggerating!” We arrived at the event and the Chancellor was greeting people at the entrance. I said, “Hi, Chancellor. We missed you at Faculty Senate on Thursday!” He drew himself and said, “I’ll have you know I was on Beacon Hill advocating for the funding for this campus. PEOPLE HAVE NO IDEA HOW MUCH TIME I HAVE TO SPEND TRYING TO SECURE FUNDING FOR THIS CAMPUS!” I plastered a smile on my face and nodded. Afterward, my wife said, “Okay. I get it. You were not exaggerating at all.”
Perhaps the most discouraging experience I had was when this chancellor presented their “Framework for Excellence” to the Faculty Senate. It was like a presentation to that Board of Trustees member. He had constructed a value-function graph for every parameter on the US News and World Report rating system to estimate the slope of the line where we stood as compared with our peers and proposed to spend money every place where the slope was steep, hoping to jump us up in the ratings. I was scathing. My proposal would have been to identify problems on the campus and try to address them. But, when that chancellor was forced out and the next chancellor came in, the campus unexpectedly jumped up several places in the US New and World Report ranking. The new chancellor crowed about how his policies had resulted in this historic rise, but I knew better.
I was not great as Presiding Officer. But I like to think I did okay. I was able to stay calm, mostly keep track of what was going on, and use Robert’s Rules to keep the meetings on track. I was pleased to find a role that I could perform usefully. And the experiences were all useful for my writing, But I don’t mind letting it go.





























