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MRFA Executive Retreat

MRFA Executive Retreat. 25 September 2010 Adapted from 6 January 2010 Retreat. The MRFA. Created by the Post-secondary Learning Act as a corporation to consist of all academic staff members

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MRFA Executive Retreat

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  1. MRFA Executive Retreat 25 September 2010 Adapted from 6 January 2010 Retreat

  2. The MRFA • Created by the Post-secondary Learning Act as a corporation to consist of all academic staff members • PSLA gives the Board the power of designation by “shall employ any persons it considers necessary to serve as academic staff members” • Collective Agreement applies to all employees as defined by Article 1.14, but this is only a definition and has no legal status

  3. The MRFA The PSLA requires that we: • have an elected executive to manage our business and affairs • develop bylaws governing our affairs • negotiate an agreement with the Board containing provisions for at least: • the terms and conditions of employment • teaching responsibilities • vacation and leaves

  4. The MRFA • salaries • a grievance procedure • conditions and procedures for reassignment, suspension or dismissal by the Board • negotiations, including procedures for final resolution by compulsory binding arbitration (there is no binding arbitration provision in the university section) • The PSLA also stipulates that the Employment Standards Code and the Labour Relations Code do not apply to us

  5. Our Responsibilities • Bylaws give all principal responsibilities to the Executive Board, but make the President the CEO • fiduciary responsibility for assets of members • duty of representation to act in the interest of members • Aim for consensus; if not, support majority • Respectful debate • Confidentiality when required • Approximately 900 members, over 400 FT • 11 standing committees

  6. Key Documents Available on mrfa.net: • MRFA At-a-glance 2010-2011 • Collective Agreement • Bylaws (revised May 2010) • MRFA Policies and Procedures Manual

  7. MRFA Vision Statement and Bylaw Objectives • The MRFA is a proud community of dynamic and progressive professionals. • The objectives of the Association are: • To be the representative of its members in negotiations with the Mount Royal University Administration and Board of Governors with respect to salary matters, working conditions and other terms of employment; • To promote, maintain and improve the professional standing of its members and the quality of education at Mount Royal University; • To maintain the right of its members to exercise independent judgment in the planning and execution of their educational responsibilities; • To advocate for access to and the enhancement of postsecondary education; and • To provide a collective voice and group representation for the views of the faculty in all matters affecting the Mount Royal University community.

  8. MRFA Roles • Negotiations • Contract Administration • Communications • Web • Newsletter • Academic affairs and governance • Strategic task forces • Joint committees • MRU committees • Senior selection committees • Budget • Finances • Internal lobbying • Facilities maintenance • Faculty conflict resolution • Ethics • Professionalism • Professional development • Leadership development • Celebration of career milestones • Institutional relations • Faculty welfare • External relations • FC staff management • FC management • Strategic vision of nature of association

  9. The MRFA 2004-2009 • Collective Agreement • Binding arbitration replaces strike as final dispute resolution because of a change to the PSLA • Workload adjustment • Extended part-time contracts • Establishment of two work patterns • Establishment of academic rank • Revisions to the tenure system • Elimination of mandatory retirement • Phased retirement • Part-time service honoraria • Health spending accounts • Chair’s sabbaticals • Enhancements to PD • Performance review of faculty

  10. The MRFA 2010 • Collective Agreement • Separate processes for PT appointment, reappointment and workload allocation • Fixed-term part-time appointments with optional pension • Cross-appointments article • Laboratory instructor article • Incorporation of APTC criteria for promotion • Separate grids for each rank • Possibility of increment on maternity leave • Professional Development Re-allocation Fund for FT • Changes to the grievance procedure with a view to more effective processing of grievances • Joint committee for review and interpretation of CA • Pilot on tenurable 75% professional practitioner appointments

  11. The MRFA 2004-2010 • Internal Relationships • Interest-focused bargaining • Working dynamic with senior administration • Joint Task Forces on transition issues relevant to faculty life • Budget process transparency • Defining boundaries with Board of Governors and GFC

  12. The MRFA 2004-2010 • External Relationships • University Faculty Associations • CAUT membership application was unsuccessful Fall 2005 • Thaw in relations with some Alberta university faculty associations, but only person-to-person • Currently no relationship with University of Calgary Faculty Association • College Faculty Associations • Membership divided on whether to remain in ACIFA • ACIFA seems less anxious about our transition intentions, eased by MacEwan’s status • Initial liaison work with MacEwan and Red Deer in 2006-2007, ongoing with MacEwan • MRU will be establishing collaborative programs and transfer arrangements with Alberta colleges; have asked VP Academic for early involvement in discussions of related faculty issues

  13. The MRFA 2004-2010 • MRFA Governance and Services • Growth from 625 to approximately 900 members • Faculty Centre Renovation 2007 • Upgrading of kitchen, meeting, social spaces and technology • Formalization and professionalization of internal Human Resources functions • Position descriptions, employment contracts, periodic evaluation, contract negotiations • Broadening of MRFA committee structure re: strategic gaps • Comprehensive Bylaw review in 2008

  14. The MRFA 2004-2009 • MRFA Governance and Services • Expansion and realignment of the MRFA Executive positions re: strategic gaps and governance change • Exec Representation (5 year average) • Arts 46% • Business 18% • Conservatory 5% • Library 3% • Science and Tech 13% • Teaching and Learning 15%

  15. MRFA Issues 2010-2015 • Integration of new faculty, including an orientation to governance at MRU • Implementation of Tenure System II and promotion to Professor • Balance between teaching and scholarship • Part-time faculty issues • Changes in administrative personnel and effectively representing faculty interests on selection committees • Approach to collective bargaining

  16. MRFA Issues 2010-2015 • Potential GFC/Collective Agreement conflicts • Relationships with ACIFA, CAUT and other faculty associations • Relationships with support staff and students’ associations • MRFA budget planning • SAIT designation charter challenge • Equitable participation in MRFA • Teaching assistants • Open studies

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