加州大学伯克利分校如何走出罢工

Chancellor Carol Christ and Executive Vice Chancellor and Provost Benjamin Hermalin sent the following message to the campus community on Thursday: As we begin the spring semester and look to the start of instruction, we want to take a moment to reflect on the 2022 UAW contract negotiations and strike and begin to chart a path forward. We must recognize that we start 2023 in a very different place than a year ago. The strike affected every member of our campus community and it will have a lasting impact. While the strike is over, the work of rebuilding from the strike is just beginning. Coming together The process of negotiating a new labor contract inevitably places the employer and union members at odds with one another. We recognize that there were many differences of opinion throughout the process, with emotions occasionally running high. At the same time, we firmly believe that there is more that unites us than that divides us. We are hopeful that we’ll be able to set aside any lingering divisions and move forward in advancing our common goals. Many of our efforts going forward, as outlined below, are directed toward the critical need to heal and rebuild our community. Financial and human resource impacts The strike and the resulting collective bargaining agreements also have implications for finances and human resources, raising practical challenges, such as how we account for time not worked by striking employees and how to fund the increased costs associated with the new contracts. These are just some of the questions with which we’re grappling. For many of the answers we await further guidance from the UC Office of the President. We know people are eager for answers and we are doing everything possible to provide them as quickly as possible. We appreciate your patience as we work through these issues in an effort to answer questions and provide direction. We encourage you to rely on official university sources for information, such as UCOP, Employee and Labor Relations (ELR), the Academic Personnel Office (APO), and the post-strike recovery website that has been established. Additionally, we know a number of trainings are needed, such as within the BRS organization, for our GSAOs, Sponsored Projects Office, and Industry Alliances Office on the new pay rates, how to build GSR/GSI steps, postdoc increases, and academic researcher increases into grants and budgets. Training for faculty (including principal investigators), department managers, academic personnel analysts and others who might supervise UAW workers on the new contract will also be required. Going forward To help guide our efforts, we have established a structure similar to the one employed for the COVID-19 pandemic, which is to divide the work among working groups, with overall central coordination. There are five main work streams: Financial planning — Future-looking financial modeling, UAW contract implementation, contract billing, training, and effort reporting for the strike period. Academic/instructional planning — Resolving grading issues from fall semester, re-engaging with GSIs and UGSIs, long-term consequences on undergraduate instruction. Faculty experience — Managing relationships with funders (e.g., research funded by federal agencies), addressing concerns related to lost research productivity, repairing relationships with graduate students that may have been affected by the strike Campus climate and healing — Supporting employees, faculty, and students with rebuilding connections and community; understanding the impacts of the strike on graduate programs moving forward. Communications — Keeping the campus community informed about these efforts, helping to field questions and provide answers. These work streams, comprised of roughly 60 staff and faculty and led by senior campus leaders, have already begun their work. Visit the new post-strike recovery website to learn more about the workstreams, ask questions, and find updates as this work progresses. With the strike behind us, we look forward to continuing our collective work advancing the mission of our university. Best wishes for a successful and fulfilling spring semester.

校长Carol Christ和常务副校长兼教务长Benjamin Hermalin周四向校园社区发出了以下信息：
当我们开始春季学期并期待教学的开始时，我们想花一点时间反思2022年UAW合同谈判，并开始罢工并开始规划前进的道路。
我们必须认识到，与一年前相比，我们将在一个非常不同的地方开始2023年。罢工影响了我们校园社区的每一个成员，它将产生持久的影响。虽然罢工已经结束，但罢工后的重建工作才刚刚开始。
走到一起
谈判新劳动合同的过程不可避免地会使雇主和工会成员产生分歧。我们认识到，在整个过程中有许多意见分歧，有时情绪高涨。与此同时，我们坚信，团结我们的东西比分裂我们的东西多。我们希望我们能够抛开任何挥之不去的分歧，朝着我们共同的目标前进。如下所述，我们今后的许多努力都是针对治愈和重建我们社区的迫切需要。
财务和人力资源影响
罢工和由此产生的集体谈判协议也对财务和人力资源产生了影响，提出了实际挑战，例如我们如何计算罢工员工不工作的时间，以及如何为与新合同相关的增加成本提供资金。
这些只是我们正在努力解决的一些问题。对于许多答案，我们等待加州大学校长办公室的进一步指导。我们知道人们渴望答案，我们正在尽一切可能尽快提供答案。我们感谢您的耐心，我们正在努力解决这些问题，以回答问题并提供指导。我们鼓励您依靠官方大学来源获取信息，如UCOP、员工和劳动关系（ELR）、学术人事办公室（APO）以及已经建立的罢工后恢复网站。
此外，我们知道需要进行大量培训，例如在BRS组织内部，为我们的GSAOs、赞助项目办公室和行业联盟办公室提供关于新工资率、如何建立GSR/GSI步骤、博士后增加以及学术研究人员增加拨款和预算的培训。还需要对教员（包括主要研究人员）、部门经理、学术人事分析师和其他可能根据新合同监督UAW工人的人进行培训。
前进
为了帮助指导我们的努力，我们建立了一个类似于新冠肺炎疫情所采用的结构，即在工作组之间划分工作，并进行总体中央协调。有五个主要工作流程：
财务规划–面向未来的财务建模、UAW合同实施、合同计费、培训和罢工期间的工作报告。
学术/教学规划——解决秋季学期的评分问题，重新参与GSIs和UGSIs，对本科教学的长期影响。
教师经验-管理与资助者的关系（例如，由联邦机构资助的研究），解决与研究生产力损失相关的问题，修复与可能受到罢工影响的研究生的关系
校园氛围和康复——支持员工、教师和学生重建联系和社区；了解罢工对研究生项目发展的影响。
沟通——让校园社区了解这些努力，帮助回答问题并提供答案。
这些工作流由大约60名教职员工组成，由校园高级领导领导，已经开始工作。请访问新的罢工后恢复网站，了解有关工作流程的更多信息，提出问题，并随着工作的进展查找更新。
随着罢工的结束，我们期待着继续我们的集体工作，推进我们大学的使命。祝春季学期成功和充实。