Budgeting a university isn”t an easy task, and it”s understandable that the University of Idaho”s administration would try to save money whenever possible.
According to a Human Resources report, more than 30 percent of UI”s faculty are contingent, which means they are temporary employees hired and fired by pre-determined durations. The inconsistent employment prevents contingent faculty from receiving benefits through the university.
The problem is that some contingent faculty members aren”t temporary. These individuals don”t just teach for a couple of years and then move to a different institution. They are people who have been continually fired and re-hired while maintaining a consistent presence at UI. They”re treated as if they”ll only be around for a semester or two, but they stay much longer than that.
Not only are contingent faculty unable to receive benefits, but their lack of consistent employment status negatively affects other areas of their lives. The inconsistency that comes with being a contingent faculty member can impact everything from an instructor”s credit score and loan eligibility to their sense of job security.
Dedicating a lifetime to teaching students should not come with sacrificing financial stability.
Beyond that, a strong faculty contributes to a strong student base. Contingent faculty primarily teach underclassmen, who are the most likely to drop out or transfer.
When contingent faculty members feel valued by the university, there is an increase in overall faculty morale which spills over to create a positive, supportive environment for students and supports higher retention rates.
In an Argonaut Faculty Senate article, the Long-Term Contingent Faculty Task Force recommended new ways to improve the system and improve conditions for contingent faculty members.
The presentation included the suggestion that a contingent faculty member be put on a one-year contract system, upon a vote from their respective department, if they”ve taught for three or more consecutive years. Another recommendation was that the university should focus on providing a set of regular instructors to cover basic classroom demands in place of temporary lecturers.
While there might be other viable ideas regarding how to best provide consistency for contingent faculty members, the task force has brought an important problem to light, and that shouldn”t be overlooked by the university.
The decision to maintain a policy of firing and re-hiring contingent faculty as a means of saving money is a plausible one. It just isn”t the right one. While it makes sense that the university looks to save money wherever it can, it”s important for the administration to recognize that this is one place where corners shouldn”t be cut.
Among the things that help UI stand apart from other schools is its engaged, supportive faculty and subsequent sense of community. The current contingent faculty policies leave some members of the Vandal family living without job consistency and necessary benefits – a problem that needs to be addressed.
– CB