Washington Monthly - September/October 2015 - 79
Some adjuncts are refusing to accept the status quo.
Across the country, many of them have turned to the Service Employees International Union, the United Autoworkers, the American Federation of Teachers, and other unions to improve their lot. Mary-Faith Cerasoli attends rallies in her "Homeless Prof " vest. In D.C., the
SEIU, led by adjuncts including Mitch Tropin, has successfully pushed for contracts at American University,
Howard, Georgetown, George Washington, Montgomery
College, and, just recently, at Trinity, meaning that the
majority of adjuncts in the D.C. area are now represented
by the union. Fighting under the banner of the "Fight for
$15," like fast-food workers, they argue that they should
be paid $15,000 per course-which would equal $90,000
annually for a professor with three courses per semester.
(Given that the American Association of University Professors estimates the average earnings for assistant professors at $62,500 to $76,900 and for associate professors
at $75,220 to $91,200, this figure is truly aspirational at
this point.) While some schools like Georgetown have accepted unions without too much fuss, others have adopted the tactics long used by anti-labor businesses: falsely
accusing labor officials of earning exorbitant salaries, hiring law firms that specialize in union busting, and firing
those involved in the campaign. But many adjuncts are
committed to the fight. Tiffany Kraft, who teaches at four
different institutions in the Portland, Oregon, area says,
"What do we have to lose? We've been scared into complicity for so long, but I didn't go through fourteen years
of higher education to be treated like shit."
Traditional higher-learning institutions face another
threat besides unions and online competition, in the form
of lawsuits. The Delphi Project's Adrianna Kezar calls on
university boards to exercise oversight. Writing in Trusteeship magazine for the Association of Governing Boards,
she recommends that colleges and universities examine
their use of adjuncts, because over-reliance on contingent teachers may place "their institutions at greater risk
of becoming involved in a class-action lawsuit related to
their employment practices." With courses that need to
be taught every semester led by an interchangeable set of
adjuncts, the schools seem to be doing just what trucking companies, housecleaning services, and now appdriven businesses like Uber and Lyft have been accused
of doing: misclassifying workers as contractors. Especially when a teacher is asked to carry out similar responsibilities as full-time permanent staff but for less than half
the salary, there may be grounds to believe that universities and colleges are evading their legal obligations as
employers. And with the overrepresentation of women in
these jobs, it seems possible that many of these universities could be violating not only labor laws but civil rights
laws as well. Alyssa Colton, for example, the subject of an
NBC News story earlier this year, was hired initially as a
full-time teacher with benefits at the College of St. Rose
in Albany, New York. The college did not renew her contract four years later, but after a semester had gone by, it
rehired her as a part-time instructor without health insurance or pension contributions. "I essentially took a pay
cut," Colton told NBC, "doing the same work for less money and less respect." Because her husband's business had
failed a couple years before, Colton's move from full-time
employee to adjunct meant that the family had to go on
food stamps and Medicaid, and they now qualify for the
Earned Income Tax Credit.
Kezar fears that there is no going back to my father's
era, when most positions were tenured or tenure track.
Instead, she favors simply adopting longer contracts with
benefits, which would bridge the gap between the tenured
faculty and the rest of the instructors. At Georgetown,
the so-called "half-fulls" are paid a rate proportional to
the full-timers and have some measure of job security.
If you have any doubt that colleges can treat frontline educators well and still deliver quality instruction at
a reasonable price, consider Western Governors University. As this magazine detailed in its September/October
2011 issue, Western Governors is a nonprofit online institution that has discovered a way to provide accredited college degrees at a fraction of the cost of their competitors.
What's remarkable is that they've done this using a workforce that provides students with academic coaching and
mentoring from home offices and kitchen tables across
the country and yet enjoys full-time hours and good benefits. Clearly, it's possible to deliver a quality product at a
relatively low cost while still paying your educators fairly.
One way or another, something has to give. Judges
and regulators are taking a harder look at companies that
misclassify their workers as contractors, and Democratic
front-runner Hillary Clinton is promising to crack down
hard on the practice. Unions are moving in to organize
adjuncts, with some success. And pressure continues to
build on the higher education sector to allow the federal
government to collect data on student outcomes. That's
the single best way to provide policymakers as well as colleges and universities with the data they need to determine which kinds of instructors (tenured or adjunct, parttime or full-time) serve which group of students best, and
what kinds of support (training, office hours, wages) they
need to do their jobs.
In the end, it may all come down to results. By creating an inferior product that is too expensive and doesn't
satisfy students, parents, employers, or academics, traditional institutions are either going to change how they're
doing things voluntarily and proactively or they'll be
forced into it by innovative competitors, and legislators,
regulators, and the courts.
Caroline Fredrickson is president of the American Constitution
Society and author of Under the Bus: How Working Women Are
Being Run Over.
Washington Monthly
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