Yesterday I attended the Adjunct Action Symposium (the symposium theme, “Higher Education in the New Economy”), held at the Boston Public Library. This was the second such event in 2013; the first was in April, under the high ceilings of Boston’s JFK Library. The crowd was somewhat smaller than in Spring, but still big enough at its peak to fill a large conference room in the basement of the Library.
The atmosphere at this event felt somewhat different to me from the last time. If in April the room was suffused with the exciting sense of possibility, with new connections made and plans being hatched, yesterday’s meeting was quieter and more focused. Begun in the wake of the April meeting, union organization is now well underway at several Boston-area campuses. At Tufts, adjuncts won a recent resolution to organize by a nearly 2-to-1 margin. Bentley, a four-year business college in Waltham, also recently voted on a resolution, though the outcome there was less promising: the resolution to unionize on campus lost by 2 votes (98 for vs. 100 against). With some 1400 adjuncts, Northeastern University was described by someone as “the jewel in the crown” of adjunct organizing in the Boston area – which probably also explains why Northeastern administration has hired the union-busting law firm Jackson Lewis to prevent a union from being formed on its campus.
One hears a litany of all-too-familiar concerns at these events: about the economic burdens of adjunct life: the exorbitant cost of living in the Boston area; the skyrocketing cost of health insurance; the challenge to keep groceries in the fridge and bills paid. The pressure of student debt is a persistent topic of concern (as it obviously is too for the vast majority of the students that adjuncts encounter in the classroom). Adjuncts want, most immediately, more pay – a livable wage. They want space on campus in which to work. They want benefits, of health insurance especially, and a budget for essential work-related expenses (such as computers and support for their maintenance and repair). They want job security: renewable contracts guaranteeing long-term or consistently longer-term employment; advance notice for teaching appointments. They wish, most broadly, for equality: a role in faculty governance; a stake in the curricular or operational decisions of the department; the respect and support of their tenured peers.
As pressing as are the bread-and-butter issues of economic survival as an adjunct, one hears more at these events about the considerable emotional burdens of life as a contingent faculty member: the exhaustion of the “road scholar” who has to divide his or her time between two, three, or more different schools; fear and anxiety associated with the precariousness of the economic situation, of employment at will; feelings of shame, the persistent sense of not having succeeded at what is essentially a lottery, not primarily a system that rewards merit; uncertainty about how to deal with the material conditions of one’s own employment – whether (for instance) to speak frankly to the students about the contingent status of one’s employment; feelings of invisibility – to administration, to tenured faculty and to each other. “Adjuncts are spectral figures,” Doug Kierdorf, a historian at Tufts said, often disconnected from the life of the university. These are symptoms hardly unique to contingent employees of the university, of course, but they are felt as acutely by this group as by other members of a growing contingent, casualized, just-in-time labor force in America and elsewhere in the world.