Big or small, established or fledgling, an AAUP chapter on a campus can accomplish a surprising number of things that even the most committed faculty member can't do alone. In this article, the author discusses how an AAUP chapter can transform a campus.

The issues that tend to arise in the process of developing and administering a grievance procedure are discussed and some of the ways these issues have been resolved are described. The "ethos" of an institution may be the most important factor in determining the effectiveness of a faculty grievance procedure. (MLW)

A report of Committee A of the American Association of University Professors is presented with four recommendations for imposition of censure. Three accounts to illustrate the mediative work of the AAUP are described. Recommendations deferred and removal of censure are reported. (MLW)

Some generalizations from experiences at Eastern Michigan University of the grievance process include: the importance of recordkeeping, training personnel to handle grievances, and solving problems internally rather than taking them to arbitration. (MLW)

Three AAUP cases involving academic freedom and tenure are discussed. Cases at Jackson State University and Talladega College, and two cases of excessive probation at Pennsylvania State University are reported. Some developments relating to censure by AAUP are described. (MLW)

The relative weakness of the faculty governance structures at Rutgers University are illustrated. It is suggested that the faculty may not make wiser or better academic decisions, but that collective bargaining is one way to bring some balance into academic decision making. (MLW)

A summary of the 1982 Sonoma State University case of dismissal of 24 tenured faculty members for financial reasons provides background regarding financial exigency, faculty participation in decisions leading to the layoff, provision for individual hearings, notice, efforts to reinstate and relocate, and teaching service areas. (MSE)

AAUP guidelines on establishing institutional policy and procedures for handling sexual harassment complaints are outlined. Sexual harassment is defined and procedures for both bringing and resolving a complaint are suggested. (MSE)

Recommendations are set forth in language suitable for institutional use. Derived from earlier AAUP statements on faculty personnel policy, they include terms of appointment, probationary appointment, termination and dismissal procedures, governing board action, other sanctions, terminal salary or notice, protection against discrimination,…

The 1979 dismissals of three art department members, one tenured, are chronicled and examined. At issue were procedures for providing reasons upon request and opportunity for appropriate review, and breech of academic freedom in a professional dispute. Lack of a meaningful role for faculty in academic government is also discussed. (MSE)

A case study tracing failed efforts by Georgetown University (District of Columbia) administrators to require tenured professors at the medical center to fund most of their own salaries notes that despite faculty support by two grievance committees, faculty were forced to sue. Ultimately, an out-of-court settlement was reached. (DB)

The 1980 dismissal of a faculty member after 13 years of service is examined. Issues include dismissal without statement of cause, opportunity for a hearing, or other safeguards of due process, the individual's allegation that union activities were a cause of his dismissal, and current inadequate tenure regulations of the college. (MSE)

The course of enrollments, events, and decision-making leading up to the 1980 dismissal of five faculty at Goucher College is outlined in terms of: financial exigency, termination of tenured appointments, ruptures in due process and faculty participation, and absence of a decision for program discontinuance. (MSE)