Just over one year ago, everything changed for me and many others in the community of Superior, Wisconsin. Without faculty, student, or staff input, three administrators were able to eliminate and threaten a full one-third of the academic programming at the University of Wisconsin-Superior, including most of the liberal arts in which it offered majors and most of the critical disciplines on campus. A few months later, an eerily similar list of program eliminations was announced at UW-Stevens Point. A newer, more final version of these cuts was announced yesterday. The Stevens Point proposal will be the first direct implementation of UW administrators’ new power to fire tenured faculty without declaring financial exigency.
Perhaps at the end of one year of mourning UWS, it’s time to move on to the next 
tragedy. After all, we were not the first victims of austerity measures in higher ed, and unfortunately we won’t be the last. Plus it’s over. The drastic cuts at UWS, along with the clumsy and deeply damaging restructuring of the entire 2-year college system in Wisconsin, have already happened. And Wisconsin has even finally ousted Governor Scott Walker in favor Tony Evers who was the lone voice of opposition while on the UW Board of Regents. But on this one year anniversary, it also seems useful to ask what can learn? How do we pick up the pieces and survive, both as local communities and within the more decentralized community of academia? A few things are for certain: the devastation of higher ed is not confined to Wisconsin, and the election of Tony Evers won’t be enough to roll back the damage done to the once great system of public higher education in the land of milk and honey.
In personal terms, the last year has been one of massive upheaval on both a private and professional level. I was driven out of my tenure track job in my fourth year which in turn meant geographic relocation. I sold my first house shortly after buying it, and started over in a new city, yet again. I was not alone in this. As I began to speak out publicly against the unethical and unconscionable decisions and public statements made by the university’s top administrators, I did not anticipate the level of absurd and petty harassment that I faced throughout the year for which there was no formal remedy.
The more that I was harassed, along with a few others who were also singled out, the more that a climate of fear seemed to prevail around me. Much of what happened to me was risky to speak about in writing or online. Let this be lesson #1 for others: open the lines of communication often and early between departments and among faculty, staff, and students, so that it is harder to single people out. Make time and spaces for in person meetings. Check in with people regularly who are on the forefront. Be aware that distancing yourself from people makes it easier for them (or you) to become targets for administration. Pay for personal memberships to the AAUP and/or a labor union (regardless of the status of legal bargaining rights) because their experience and assistance is invaluable in this situation.
My situation culminated at the end of the year when I should have been able to focus on supporting anxious seniors with their thesis presentations and nervous first year students with finishing classes. I was actually accused of committing “fraud” against the university. For what? I don’t know. How was the case resolved? I don’t know. I can only assume I was cleared because I was never reprimanded in any way. I was summoned to a meeting (at a time I was unavailable), I was not allowed to bring a witness, I was told I could not be given any information about the accusation in advance, and then I was informed that I had failed to comply. When I requested a copy of the report I was told it did not exist because it was submitted online. With some anxiety, I packed up the most important things in my office and took them home in case the university continued to ignore any semblance of due process and made a decision to suddenly terminate my employment. I tried to thread the fine line of my legal obligations to a workplace that clearly did not feel the need to observe basic legal obligations to its employees. Lesson #2: the university will not do the right thing (but you will survive somehow anyway).
This story probably sounds extreme as you read it, and you may be thinking “that could never happen at my university.” But people never seem to think it’s going to happen to them, against all the evidence. Let that be lesson #3 from the Halloween Axe: it can happen to you, and you should already be organized to stop it. A great example of this problem is UWS’ own Dean Yohnk, the Dean of Academic Affairs at UWS who sold himself to UWS as a liberal arts champion less than 2 years earlier and then participated in these cuts. Yohnk managed to somehow parachute out of UWS and into UW-River Falls still as an advocate of the liberal arts. This is major head in the sand thinking on both sides. According to Yohnk, he had no part in the cuts and wanted to get away from that environment. So you go to another school in the UW system, still headed by Ray Cross and the Board of Regents? Good luck with that. And what is the hiring committee at River Falls thinking to accept someone who just lit a match and ran from the next door neighbor’s house? Lesson #4: be informed about the news in higher ed so you know what campus environment someone is coming from and you are prepared to understand their role in it when they arrive on your campus. And lesson #5: wishful thinking is dangerous. Don’t do it. Dramatic neoliberal austerity measures can happen at your university and they will, unless you organize against them. Let’s throw in lesson #6 here: elites network across campuses so we should too.
Actually, another thing to learn from what happened at UWS is lesson #7: these cuts have probably already started at your university or in your state. They don’t just fall out of the sky. They are ideological and they are part of a much longer game plan that takes many years to come to fruition. Look at all the planks in the plan to kill the Wisconsin Idea that needed to be laid before the final blow could be dealt to UW-Superior:
- Act 10 eliminating collective bargaining rights for public workers;
- weakening and effectively eliminating tenure protections throughout the state so that faculty throughout the university can be fired regardless of tenure without formally declaring financial exigency (not to mention the chilling effect);
- changes to the hiring of chancellors and hiring committees (these have the effect of chilling efforts to call for resignation of current chancellor(s) because faculty are afraid that whoever is hired next will be worse, as they are assured of having no voice in the process);
- dramatic changes to Chapter 36 and essentially eliminating the role of faculty in governance of the university;
- free speech rules implemented via the legislature severely limiting the possibility of student protest on campus;
- implementation of faculty post tenure review.
The cuts at UWS were only possible after all of this had been implemented in addition to devastating system wide budget cuts over a period of six years. There are many lessons to be drawn from this fact, but one important one for me is lesson #8: we have to somehow fight every austerity measure, even if it’s a losing battle. Don’t hand over an inch, because we are really always fighting the next battle. If we accept one measure without comment or struggle (as we did with many of these, knowing the Regents, legislators, administrators and often public were aligned against us), the right wing ideologues hell-bent on eliminating higher education will know that we aren’t organized to fight the next austerity measure. During my time in Wisconsin, I watched the implementation of several of these rules go on without comment or struggle from faculty who little imagined how they would be impacted later. And the result was that when the Halloween Axe fell, most of the faculty didn’t really understand what had happened to their tenure in Wisconsin, or what had happened to shared governance, or how would it actually affect them and not just their least favorite colleague. They knew enough to be scared but not enough to know what their rights still were or on what grounds we could fight. There was just too much catching up to do. Learn from our mistakes and find out what the reality is on your campus before there is a crisis. And inform and organize your colleagues now.
There are so many more things I learned in the last year as an academic, as an organizer, and as a community member of Superior than I can share in a single essay. I’m still mourning UWS and I’m honestly pessimistic about the long-term future for the community of Superior and northern Wisconsin more generally because something beautiful has in fact been lost. But I also know that marginalized communities can and do find innovative ways to survive and even, within pockets, thrive. Long term stability and permanence are myths that should never be counted on, especially within the dual realities of capitalism and climate change. While I mourn UWS, and while I mourn the broader closure of access to the public university to so many, I also look toward free schools, community run schools, and other models of more liberatory education. The public university has never been the only model of education so I choose to finish here with lesson #9: our dreams should always be too big for their institutions.
Dr. Meg Krausch 