We recently spoke with John Laverty, to get his thoughts about his time on Staff Council and his perspective for the future as the end of his Staff Council term grows near. John has experienced Staff Council from many perspectives, from councilor to Staff Council President and more.
You are nearing the end of your second term on Staff Council. What has been most rewarding aspect of serving UI staff?
Most rewarding has been meeting staff from across campus, opportunities for professional and leadership growth, and having a voice for staff with Central Administration, the Board of Regents, and other shared governance groups.
You have participated in Staff Council from multiple perspectives, including as a councilor, Executive Committee member, president-elect, and president. Given your experience and observations, what are your biggest take-aways about the role of staff at the University of Iowa?
Staff at UI, for the most part, are extremely dedicated and proud to work here. The energy that comes from working alongside students, those making new discoveries, and patients needing our expertise is certainly part of that commitment. We’re very collegial and always looking for was to make UI an even better place, which is exactly what UI Staff Council is all about.
In your time on Staff Council, what are the most significant accomplishments of the Council in advocating for staff?
I think the new Volunteer Time Release policy (section 24.9 in the UI Operations Manual) was one of the most significant accomplishments. It codifies support for “faculty and staff to participate in University-sponsored community engagement activities or volunteer activities in support of the University, by offering work schedule flexibility and paid leave opportunities.”
Staff Council also engaged with legislators in more meaningful ways to help them better understand the many ways UI staff support our students, patients and the great public of Iowa.
Where should Staff Council focus its efforts in the next 5 years?
It’s important for UISC leadership to use its position at the table of shared governance to influence strategic priorities being discussed by the institution, especially given economic pressures and budget models. We have seen progress in diversity, equity, and inclusion over the last couple of years and that progress needs to be sustained and enhanced moving forward. What needs more attention are areas of campus that struggle with competitive wages, and with funding for professional growth and education for staff. Ultimately, UISC needs to continue its advocacy for why so many of us have worked and stayed at UI—an energetic and dynamic environment, outstanding benefits, and professional development opportunities.