If I Were President of FC4, I Would Tell the Board…

UPDATE: Sorry about the error on the first poll question (effect should be affect–duh…), but I can’t change it without wiping out the votes already cast. Avert your eyes, please; mea culpa. (Thanks, Matt for the heads up. Sorry about the Phillies. Carry on.)

As you may or may not know, our District Wide Faculty Council President will address the Board of the City Colleges of Chicago and the Chancellor next Wednesday. Speaking for a large and multi-varied group is hard enough, but it’s infinitely more complicated of a task in these, umm….interesting times. I am told that at the last FC4 meeting, she agreed to send the draft of her address to the other FC4 representatives for feedback. I thought we might be able to give her some help with the draft part.

So, what would you like her to say? Any and all contributions, serious or snark, are welcome. All you have to do is finish the sentence: If I were President of FC4, I would tell the Board…

9 thoughts on “If I Were President of FC4, I Would Tell the Board…

  1. Although all of these items are issues, I wonder if the President’s statements would strike with more force if we chose one or two fixable items. For example, I consider shifting the district paradigm from “corporate” to “academic” as the greatest benefit for everybody (except, of course, some of the new highly-payed investigators, advisors, and vice-chancellors). However, I am pessimistic that the message, even if delivered forcefully, will deliver any change. And it may very well make the faculty appear out of touch to the board.

    A more pragmatic argument may be making clear that transparency, regarding the motivations of District’s actions, is a necessary condition in avoiding an authoritarian/tyrannical power structure and fostering effective feedback from our faculty, staff and students. This goal is easy to communicate, it makes sense from the “corporate paradigm” as well as our own, and is a relatively easy thing for district to change. It will still be a difficult argument to sell, because it will require changing a habit that is probably deeply entrenched in members of our district-level leadership. But if that is the point focused on, and only that, then the argument will be far more likely to succeed.

    • Not to mention the fact that our Chancellor claimed this quality as one of her defining traits in an interview or email or something and an article…as described by UsuallyConfused here

    • I’ve got to agrees with Heraclitus. As I’ve stated in previous replies, we are NOT a business and our students are NOT customers. Not until we become a FOR-PROFIT institution, will I change my position.

      If I were President of FC4, I would tell the Board…
      Yes, I realize there is a business side to our operation, but that is all it is – a side of our purpose and mission to promote learning. We’re not here to SELL or TRADE anything. We are here to exchange ideas and foster critical thinking skills.
      Maybe if some of y’all board members had learned this about education when you were in school, we wouldn’t need to make these statements.

      To The Gal:
      Amazing how quickly you’ve learned to bite the hand that nurtured you. How sad to see the corporate mind pervert the aspirations of a graduate of Olive-Harvey College. If this is what we taught you, then shame on us.
      I suggest a trip back to the West Side and your former High School to reinvent your perspective of Chicago City Colleges.
      I say this with all due respect for the responsibility associated with your position and on behalf of those who are affected by your decisions.

  2. Oh, and, I assume that if someone out there has an OTHER, s/he will say so in the comments…

  3. . . . faculty concerns about recent events as gathered from The Harold Lounge, Truman Lounge, Wright, conversations with faculty and local faculty councils, etc.

    I think the important thing is to frame the report in terms of the effects of recent actions on student learning and/or on the quality of the learning environment that faculty are able to create in collaboration with our recently laid-off colleagues and in a culture of decreasing transparency and openness.

    While it may be pragmatic to speak in both corporate and academic terms, it might be more effective to simply model what it means to think and act within an academic institution.

  4. One thing I’d like our representative to say to the board, at the end of her remarks:

    “I’m making all this up because I haven’t bothered to ask faculty what they think.”

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