Our Issues

As staff at the University of Alaska, we remain one of the only non-represented groups left on campus, leaving us without a way to bargain as equals with UA Admin. In talking to each other about our experiences working for UA, we've learned that many of us share the same issues across departments, job titles, and campuses. Below, we've identified some of the most common and urgent issues that have come up in our conversations.

Once we have won our union, we will conduct extensive surveys, townhalls, and other tools to ensure that every staff member at UA will have a voice in shaping priorities at the bargaining table.

Wages and Pay Equity

Alaska was ranked fifth in the nation for increased monthly inflation costs from 2021 through 2024 and UA staff wages have not kept up, leaving us with decreased spending power and higher cost-of-living burdens. The average household in Alaska is paying an estimated $1,273 more per month to purchase the same goods and services as in January 2021.


By forming a union, we would have stronger bargaining power to gain pay increases that match the high costs of living in Alaska, and we would gain increased transparency in the decision-making process.

University staff unions across the country have recently successfully bargained for:

In addition to widespread issues with stagnant wages and rising cost of living, many of us are paid less for our work than our peers in the lower 48. The last market study conducted by UA was in 2019 which found that our salaries were on average 7% below market value and that 40% of employees are paid below what is considered competitive market range. Despite plans to rectify this, little was done before the BOR ordered an indefinite suspension of the project.

The last pay equity study conducted by the University of Alaska was in 2019. In that study, the university "identified potential pay differences between protected groups and other employees that are statistically significant." Any efforts to remedy the inequalities were not recorded. Organizing as staff means we can fight to uphold these values and put systems in place to address underlying causes of unequal pay.

Workload and Job Descriptions

Many of us have been asked or are expected to do work outside the scope of their job without fair compensation. 

Through legally-binding union contracts, workers will be able to ensure that they are appropriately compensated and classified when taking on additional job duties and responsibilities. Both graduate workers and faculty at UA have workload protections in their contracts to ensure that they are compensated for all work performed for the university. Staff deserve the right to negotiate for workload protections and greater transparency in their job duties.

Due to years of departments consolidating positions, there are also the increasingly unrealistic expectations of job descriptions. Many employees are expected to to fulfill duties and tasks beyond what is realistic or fair. With a union, we can win enforceable workload protections.

Job Security

Many of our programs and departments are subject to frequent restructurings and leadership changes that leave us uncertain about the future of our positions at UA. Other employees at UA, including faculty and crafts and trades employees, have won layoff procedures to ensure that if layoffs are needed, they are conducted fairly.

For those of us on term-limited appointments, the instability of our positions can interfere with our lives and work. Other unionized university staff have successfully bargained for mechanisms that increase the stability of their positions, such as Research Scientists and Engineers at the University of Washington who won greater transparency about funding that affects their positions and access to bridge funding for PIs.

Career Advancement and Retention

Even with years of experience in our roles, many staff at UA report never receiving a merit-based raise, a practice that forces us to switch departments or even leave the university for better opportunities. Availability of funds to support professional development varies by department, with few system-wide programs.

UAW members at other institutions have won timely (every 1-3 years) merit reviews and the ability to independently request position reviews (promotion). At UA, faculty have successfully bargained for $300,000/year professional development fund and have a say in how the money is spent.

Paid Family Leave and Childcare Assistance

Currently, UA offers staff only five (5) days of paid parental leave and no other paid family medical leave, at a time when childcare costs are rising across the state. At other institutions, unionized staff have made significant progress on these issues, such as academic staff at University of California winning 8 weeks of paid family leave and support staff at Columbia University getting their university to establish a childcare fund of $260,000/year.

A Stronger Voice—Both On the Job and Off

By forming a union, staff can bargain for many other improvements to our workplaces—from remote work agreements that need to be respected to better on-campus shower access for those of us living in dry cabins—as well as gain a stronger political voice at the local, state, and federal levels. 

Last year, unionized graduate workers at UA advocated for increased funding for UAF's R1 mission in the state legislature.