UHH Faculty Congress
Academic Affairs
Reorganization Task Force:
A Summary
Ad Hoc Faculty Congress
Task Force Membership
 Kainoa Ariola-Sukisaki (Student Affairs), Jeanie Flood
(Nursing, CAS), Chris Frueh (Social Sciences Division,
CAS)*, Kim Furumo (CoBE), Jene Michaud (Natural
Sciences Division, CAS), Kirsten Mollegaard (Humanities,
CAS), Karen Pellegrin (CoP), Matt Platz, VCAA**, Mike
Shintaku (CAFNRM), Pila Wilson (KHUOK); *Chair; ** Ex
Officio
 The committee also consulted with the Deans of CAS,
CAFNRM, and CoBE, as well as the Chair of the LongRange Planning Committee and the Institutional Research
Officer.
 Suggestions and proposals from faculty across the UHH
campus were also considered and incorporated.
History
 This Task Force was appointed by Faculty Congress in
January 2016, and has reported monthly to the Faculty
Congress Executive Committee and to Faculty
Congress.
 A significant problem in the current academic
organizational structure is the imbalance between CAS,
CoBE, and CAFNRM in terms of size, complexity, and
resources.
Current UHH Organization
Colleges
CAS
SSH
Salary Budget
Faculty FTE
66,792
$11,686,367
157
CAFNRM
3,468
$1,546,356
14
CoBE
5,816
$1,757,172
12
11,323
$5,874,078
24
5,068
$1,154,776
11
CoP
KHUOK
Goal
 To allow decision making to be moved down to the
local level in order to provide more autonomy to
departments/colleges as they make important resource
allocations in the future. It is expected that
decentralizing budget decisions will allow academic
units to make better allocation decisions.
Our Assumptions
 This effort is not about downsizing the university or faculty
retrenchment – no faculty or staff will lose their jobs as a result of
this effort;
 No faculty or staff will experience a reduction in salary, benefits,
rank, or tenure status as a result of this effort;
 Jobs of support staff and APT positions will inevitably need to be
restructured or reorganized, but no one currently in these positions
will lose their positions as a result of this effort;
 This effort will require transparency and consultation with all key
stakeholders on campus and the relevant unions;
 This effort will be essentially cost neutral to the university.
Our Approach
 We compiled financial data, student semester hours (SSH),
and academic FTE for each of the colleges in the existing
organizational structure;
 We identified different ways to group units (e.g., traditional,
thematic, functional lines);
 We decided that our consideration should be approached at
the macro level rather than the micro level;
 We agreed that our goal would be to develop several
general conceptual models (vs. fully developed and detailed
operational models) to present to faculty and staff at UHH
for initial discussion, feedback and refinement.
Notes
 These models assume that only CAS, CoBE, and CAFNRM are
involved in the reorganization, though KHUOK and CoP are
welcome to join the reorganization if they choose to.
 The by-laws of KHUOK require that all faculty within their College
speak Hawaiian.
 The unique tuition-dependent business model of CoP would
complicate its reorganization or merger with any other unit on
campus.
 The three involved colleges have a total of 4 E&M positions (3
Deans and 1 Associate Dean) that can be repurposed as needed.
 The proposed reorganization models assume that the current
Division structure of CAS, and the Division Chair positions, will be
eliminated.
Notes (continued)
 CAS + CoBE + CAFNRM = 76,076 SSH total. Divided into
three (3) Colleges it would be an average of 25,359 SSH
each; divided into four (4) Colleges it would be an average
of 19,019 SSH each.
 None of these models are developed in full detail and it is
expected that there may be some movement of individual
departments from one College to another.
 For example, a department currently within one CAS Division
might be moved to the College formed by another Division in
order to help balance SSH or budget across Colleges – or to
achieve better thematic homogeneity within Colleges.
Proposed Conceptual
Models for Re-Organization
 A: Traditional Units: Variations on our current,
traditional structure that allow for a more balanced size
and complexity across three or four colleges.
 B: Thematic Units: Variations of a thematic approach
that allows for a reorganization into four new colleges
of relatively comparable size and complexity.
 C: Status Quo: Make no changes.
 D: Functional Lines (e.g., Deans of Personnel,
Curriculum, Research).
Model A (Traditional Units)
Colleges
SSH
Salary Budget
Faculty FTE
NS + CAFNRM +
Nursing
31,228
$6,908,409
84
SS + CoBE
30,155
$5,829,635
65
Humanities
14,693
$2,251,851
34
Model AA (Traditional Units)
Colleges
SSH
Salary Budget
Faculty FTE
NS (less
Computer
Science)
21,827
$4,385,833
52
SS
24,339
$3,660,010
53
Humanities
14,693
$2,251,851
34
CoBE +
CAFNRM +
Computer
Science +
Nursing
15,217
$4,692,201
44
Model B (Thematic Units)
Colleges
SSH
Salary Budget
Faculty FTE
Allied Health:
Psych, KES,
Nursing
13,575
$1,388,673
31
Basic Sciences:
NS + CAFNRM
27,258
$5,932,189
72
Humanities
14,693
$2,251,851
34
SS (less Psych,
KES) + CoBE
20,550
$5,417,182
46
Model BB (Thematic Units)
Colleges
SSH
Salary Budget
Faculty FTE
Allied Health:
Psych, KES,
Nursing
13,575
31
NS
23,790
58
Humanities
14,693
34
SS (less Psych,
KES)
14,734
34
9,284
26
CoBE +
CAFNRM
Issues for further
consideration
 Should the role or organizational structure of CCECS
be considered at this time?
 Although no program accreditations appear to be
jeopardized by reorganization, per se, program
accreditation is a critical issue that must be attended to
carefully.
 How will this effort affect Department/Division/Unit level
personnel committees?
 UHH is in the final year of its strategic plan.
Resources
 From CAS Dean Susan Brown: These guidelines from
Arizona summarize the processes for a well thought out
reorganization:
http://facultygovernance.arizona.edu/sites/facgov/files/g
uidelies_for_reorg_final_12.1.14.pdf
Retrenchment Concerns
 We believe it is in our best interest for UH Hilo to
operate as efficiently and effectively as possible;
 Faculty should be proactive and vigilant in
recommending ways to improve operations without
retrenchment and before we reach “fiscal exigency”;
 In other words, reorganization may reduce the
likelihood of future retrenchment.
 VCAA Platz has pledged that this effort is not about
retrenchment; he has embraced the “assumptions” of
the task force.