Five faculty members vie for SACUA positions
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"The University faces a number of challenges in the coming years, not the least of which is the need to engage with the Michigan economy to help build a post-manufacturing, knowledge-driven economic environment. In addition, SACUA needs to work with administration to maintain and enhance our commitment to a diverse cultural and intellectual ecosystem.
"Michigan has long provided global leadership in both interdisciplinarity and in its commitment to open access to knowledge and cultural assets, and as the peak faculty body, SACUA needs to embrace and extend that agenda. In particular, we need to facilitate opening up CTools to the world at large, and to assure the success of the president's initiative to implement 100 new interdisciplinary faculty lines. At the same time, with Michigan being historically weak in terms of faculty governance, SACUA must become a strong voice for faculty and student needs and aspirations.
"As the University's revenue base inexorably shifts away from state support and toward endowment earnings and tuition, we must remain attentive to making sure that the most promising young minds can afford to learn here."
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Experience "has led me to believe that faculty governance will remain strong if and only if faculty actively participates in the process."
"The bylaws of the University approved by the regents, and the relationship between SACUA and the University administration, provide a set of rules of engagement for the evaluation and creation of new policies that would improve and benefit the teaching, research and the quality of the our working environment. I am happy to participate and work along with the most active members in a positive relationship to develop or enhance some current policies — specifically policies concerning faculty benefits — including non-salary compensation, economic status, intellectual property and, finally, the University's role in environmental stewardship as it relates to the physical properties given the reduction of support by the state appropriation. Planning and efficient management of campus buildings are essential, given the suitability of building space and quality of educational services that are provided. Decisions to acquire new buildings represent major, long-term financial commitments, and will affect program offerings for a significant period of time. New policies will contribute to these goals without unduly disturbing the flexibility that is critical to maintaining our ability to be an innovative research university.
"I am proud to be a member of the faculty at the University of Michigan. I am committed to promoting policies that serve to protect what are some of the greatest strengths of this place: the intellectual power, diversity and enthusiasm of our students, and the high level of creative energy and productivity that is sparked between scholars collaborating on a project. Decisions made together with the University administration should work toward the common goal of preserving the intellectual academic freedoms of our scholars who are at all educational levels, so that we may continue functioning as a fountain of knowledge and set new standards in every specialty represented in our community. To ensure that the ideal conditions exist that foster intellectual excellence and attract the cream of the crop, we need strong faculty governance and leadership on all university policy-making fronts. "It is an honor to be considered to be part of the SACUA." David Potter Appointment: Arthur F. Thurnau Professor of Greek and Latin, Department of Classical Studies, LSA Education: Bachelor of Arts, Harvard University, 1979; doctorate, Oxford University, 1984
Faculty leadership/governance experience: Recreational Sports Committee, 1991-93; Rackham Faculty Research Grants Committee, Division III, 1995-96, chair 1996; LSA Curriculum Committee, 1995-98; U-M Accreditation Committee, 1999-2000; Academic Affairs Advisory Committee, 2004-present; Advisory Board on Intercollegiate Athletics, 2005-present; Academic Performance Committee, 2005-present; Provost's Budget Study Committee, 2006-07; Committee on Conflict of Interest/Conflict of Commitment, 2005-present; current faculty grievance officer and vice chair of SACUA
"I am coming to the end of a two-year term on SACUA and would like to continue to serve so that I will be able to see some projects with which I am involved come to fruition. These include reform of the grievance procedure (as vice chair and grievance officer I am very well aware of how vital this change will be), work on maintaining current benefit levels, and the structure of joint appointments. I think that I have proved effective in communicating the interests of the faculty to the central administration, and in building relationships that have strengthened the role of SACUA, especially in the areas of tenure and the budget process." Robert U. Simpson Appointment: professor of pharmacology, Medical School Education: Bachelor of Science, biochemistry, University of California, Davis, 1973; doctorate, University of Wisconsin-Madison, 1979. Faculty leadership/governance experience: U-M Medical School Graduate Student Programs chair, 1990-95, member, 1984-90; Medical School associate dean for Research Committee on Graduate Education, 1990-95, Faculty Senate, 2002-06; Faculty Senate Committee on Student Affairs, 1996-2000; Faculty Senate Committee on the Economic Status of the Faculty, 2007-present; Medical School Academic Committee for Appointments, Promotions and Tenure, 2007-present
"The University and faculty are in a challenging and important era. The national and state economies are in bad shape. The national funding for academic and research efforts are low priorities and at the most discouraging state of my 25 years at the University. Constructive collaboration with the administration and utilization of all University funds to maintain and excel during this period is called for. One area that touches every employee of the University is that of salary and non-salary compensation. The faculty needs to be a leading voice in shaping the future of all aspects of its compensation. If we want the leaders and the best, we need to retain and attract them during this time when other institutions may not be capable of keeping their best. The faculty and its leaders must continue to be involved with issues of quality and affordable education, internal funding for scholastic/research endeavors, academic integrity, improving our intellectual property recuperation and tenure. It is vital for SACUA to engage all faculty from all colleges and campuses to take advantage of this period of change."
Potter
