More goings on.....

So in an earlier post, I alluded to the changes underway at the university. I wanted to pass along some other changes and non-changes. The first one I thought worth mentioning is the university’s plan to open a charter school. Originally scheduled to appear on the Chicago Board of Education’s February meeting agenda, it was suddenly and quietly removed from the agenda. Currently there is a plan to open the school in Fall of 2011. Given the controversial nature of charter schools, generally and the closing of Chicago Public Schools, the plan to thrust CSU into the K-12 education business may be ill conceived for a number of reasons. It doesn’t appear as though the university has considered the liability issues associated with educating minors. What will the insurance costs and potential damage to the institution in the event of any incidents be? Does the university currently have classroom and office space to spare for this endeavor? Given the level of deferred maintenance at the university, might it be better to focus scarce university resources on university functions rather than on a charter school which falls pretty far outside the boundaries of what the university does?

There has been some speculation that the university would be taking over the Carruther’s Center for Inner City Studies which is currently housed at Northeastern Illinois University. Located at 700 E. Oakwood Boulevard the Center’s studies are distinguished by their interdisciplinary nature in the social sciences and humanities with an emphasis on ethnic and racial issues as they apply to basic urban studies. Given the depth of knowledge of the current Executive Director of the Center about the business of CSU, it seems a natural progression to have the Center taken over by CSU as the university has another “builder” president wishing to expand the physical footprint of the university. I called the Public Affairs office at NEIU on March 11th, and was informed there were no plans by NEIU to give up hosting the Carruther’s Center. I will keep an eye on this and let you know if there are any changes...

And on a self-interested note, I am very curious why contract negotiations for UPI Local 4100 have not started yet. I imagine that the union negotiators are wise enough not to ask for money in the first year and there are several other issues that should be addressed. For example, if my contractual rights are violated by the administration, there is no consequence for the administration. Yet if I don’t fulfill my contractual obligations, there will most certainly be sanctions. That hardly seems fair. Why not award faculty two weeks pay for the first grievance won in a calendar year, four weeks pay for two successful grievances and cap it at six weeks pay for three or more grievances won in a calendar year? I am sure some administrators would start reading the contract more closely if there was some real accountability at this institution embedded in the contract.

Creating a culture of accountability

So it occurred to me recently that at CSU we struggle to implement effective change. Why would that be and then it struck me. We have two major institutional impediments. First, we do not have a culture of accountability and second, we do not have a culture of transparency.

Let’s talk about the first one. When our last president arrived in 1998, I advised her that if she wanted a lasting legacy at CSU, it would not be built on new buildings; it would be built on changing the culture of the university, specifically engendering a culture of accountability. Accountability in my world is not punitive, it is relational. I hold people accountable because I want to have good relationships with them and that means that we both take responsibility for who we are in the relationship that we have whether that be personal, social or professional.

Accountability is about the agreement, the choices that I make, the consequences of those choices and the cost that is paid. Simply put, I agree to do or not do something. Accountability is taking responsibility for the choice that I made, the intentional or unintentional consequences of my choice and the cost that is paid, by me or others. Some agreements are implicit, like by accepting a position at the university, I agree to do my job. So with that agreement in place, I look at the choices related to job performance.

For example, who was responsible for the relocation of the university Child Care Center? And why has that relocation resulted in a significant decrease in enrollment of children? Who was responsible for a contract that has the university paying for heat in the temporary location? And who is responsible for the office being in one location and the child care facility being in another location which creates hardship for the working moms who are trying to complete degrees? How many of those moms left the university as a result of inadequate child care? All of those choices have had consequences, intended or unintended. In an institution that has a culture of accountability, those responsible would step up and take responsibility. In an institution lacking such a culture, no one is responsible and no consequences are meted out to employees who don’t do their jobs. In the private sector, an employee who costs the company a significant amount of money would be terminated for cause. They didn’t do their job in away that supported the organization. At CSU, employees are allowed to perform below standard and experience no consequences for their inadequate performance.

Accountability starts at the head of the organization. If the Board of Trustees does not expect the President of the university to embody and engender accountability, then the President will not create or maintain a culture of accountability. And if the President doesn’t hold others accountable, then what can every member of the community expect? Exactly what we have received over the past ten years. I do not believe that an interim president can change a dysfunctional culture. They might be able to begin a process, but it is up to the President to build and maintain that culture. Without accountability, I argue there will be no change, because no one will be responsible and those who don’t perform will be allowed to stay in their jobs.

The Board of Trustees will make a significant statement about accountability based on the three applicants they select for on campus interviews. If any of the three have issues in their professional lives that signify they don’t understand accountability it will be clear to me where the Board stands on accountability and what we can expect for the next ten years.