MĀNOA FACULTY SENATE
UH Mānoa Faculty Senate Committee on Administration and Budget
Reorganization Proposal Consultation and Review Checklist
Senate Committee name:
Reorganization proposal:
Date review completed:
COMMITTEE ON ADMINISTRATION AND BUDGET
FOR JABSOM AND UHCC
3/23/16
Summary of faculty senate committee review:
Committee consultation with Administration (names and meeting dates):
NA
Committee consultation with affected units (names and meeting dates): UH Cancer Center (UHCC) (3/2/16) &
John A. Burns School of Medicine (JABSOM) (3/23/16)
Other committee consultations (names and meeting dates): See details in the checklist
Action recommended by the committee (check one):
 Endorse
________
 Endorse with Reservations
________
 Oppose
_______
 Returned without recommendation ________
Comments (summary rationale for recommendations):
__________________________________________________________________________________________
__________________________________________________________________________________________
Documentation of due diligence in faculty senate review of proposal:
Please provide comments to explain the committee’s rationale for each question. The lower the score, the more
explanation there should be of shortcomings.
I. Adequacy of reorganization proposal documentation
(Score 1 to 5: 1 inadequate, 5 excellent, or NA – Not applicable)
#
1
Question
Is the background and rationale for
reorganization explained in sufficient
detail to justify the organizational
changes proposed?
Comments
Score
Note: In addition to the formal Reorganization proposal 2
itself, as supplied by the Dean of JABSOM, the
following documents were also used to better
understand and analyze the Proposal.
a) Report on the Review of the UHCC (Jan 2015);
b) Kaka`ako Business Plan Proposal (April 2015
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revised);
c) University of Hawaii Cancer Proposed Business
Plan Update (for BOR Jan 2016). This
document incorporates the Warbird Partners
Phase 1; Assessment. UHCC as presented to
the UH Foundation October 2015);
d) The UHCC External Advisory Committee
(EAC) Report dated February 01, 2016.
It might be presumed that reorganization is developed
to deal with a problem or provide a better way of doing
business. However there does not seem to be a clear
problem statement in this Reorganization Proposal.
The background to the problem that justified this
proposed reorganization, according to the “Report on
the Review of the UHCC (Jan 2015)”, seems to be the
major budgetary problems facing the UHCC –
problems that will not necessarily be solved by
integrating administrative and executive services.
This reorganization is a Chancellor-directed initiative
(January 2015) for the incorporation of JABSOM and
UHCC into a single unit to be called Kaka`ako Health
Sciences Campus while maintaining the
teaching/research/ faculty development integrity of
each organization independent of each other.
According the “Rationale for Reorganization”, in
November 2014 the Director of the Cancer Center Dr.
Carbone resigned and Dr. Hedges JABSOM Dean was
appointed and named Interim Director of UHCC by
UH President and UHM Interim Chancellor. After his
appointment, the Dean assembled a leadership team
from both units to discuss “a new vision for the
Kaka`ako campus “(Narrative 3/20). However there
appears to be no published report of that team. Dean
Hedges responded to a request for this report by a
memo detailing how the Executive Leadership team
worked. Dean Hedges also provided minutes from a
Leadership Team meeting of February 10, 2015 though
this did not provide any substantive information.
The Reorganization Proposal seems to suggest that
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“The Report on the Review of UHCC” as published in
January 2015 was the Report. However, that report
was the result of analysis by a team of faculty
appointed in Sept 2014.
No matter which report is the basis for the
reorganization plan, another critical component was the
April 2015 “Kaka`ako Business Plan”. This called for
streamlining services – especially administrative
services through the creation of two new groups. The
first is the Executive Operations Team (EOT) headed
by the Dean of JABSOM and the EOT will lead
JABSOM and UHCC.
Administrative support infrastructure will be led by an
integrated team called Administrative Services
Kaka`ako (ASK). The Kaka`ako Campus was
envisioned as house or hale with ASK forming the
base, JABSOM and UHCC serving as the two main
supports and the EOT being the overarching roof.
Rationale for this reorganization proposal is as follows:
Kaka`ako Executive Operations Team will help ensure:
1) that the goals set by leadership of each organization
are achieved and will provide guidance and resources
for new and continuing goals;
2) the integrated ASK office will provide consistent
fiscal, HR, IT, risk compliance, PR, media
development and other administration support to
increase efficiency and eliminate redundancies;
3) the creation of the Office of the Associate Dean for
Academic Affairs (ADAA) would replace the
Associate Dean for Medical Education (MAADMD)
and move reporting lines that will make the reporting
more comprehensive, supporting all aspects of medical
education rather than overseeing a disparate set of
offices; the broader outline of ADAA is in alignment
with models of other medical schools within the US.
This was seen as a very positive move by the EAC;
4) the reorganization of the UHCC will better capture
the evolving nature of cancer research programs within
the UHCC organized research unit;
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5) the new reorganization will reflect the removal of
the Office of Public Health Sciences since it will have
been incorporated into the School of Social Work.
However, at CAB’s 03/02/16 meeting with UHCC
faculty (Bantum, Wilkins, Castle, Franke) it was
learned that:
1) the proposed Reorganization Proposal is different
than the structure and details of a proposal that was
discussed during consultation between Dean Hedges
and UHCC faculty on 6/25/15 & 8/11/15;
2) with JABSOM’s deficit of $7M/year and UHCC
deficit of $10M/year, the difficulty of meeting the
combined large deficit is not articulated;
3) proposed Reorganization Proposal does not reflect
that any other alternatives were considered;
4) the national/international visibility of UHCC and
JABSOM does not seem to have been taken into
consideration in this Reorganization Proposal; and
5) both Dean Hedges and Associate Director
Blanchette lacked the necessary cancer research
background in addition to having a conflict of interest.
As JABSOM Dean and UHCC Interim Director, Dean
Hedges could not fairly represent the needs of the
UHCC.
This top-down Reorganization proposal, is being
imposed on faculty by the administration. Full
consultation with the faculty from separate areas of
specialization is extremely problematic in this
proposal’s development.
The UHCC faculty also shared a Resolution from the
UHCC Faculty Senate dated March 16, 2016 that
resolved that “any reorganization of the UHCC not be
considered until the new permanent UHCC director is
hired and assumes full control of the UHCC.” This
Resolution passed with a 60% majority,
2
Are the groups affected by the
reorganization (students, faculty, staff)
identified and the impact of the
reorganization on these groups
Overall the impact of the Reorganization Proposal will
be to provide:
1) more efficient and effective administrative services
unit with consistent support to both JABSOM and
2
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explained?
UHCC;
2) a strengthened and well-defined Academic Affairs
office within JABSOM, in which academic resources
and potential collaborations will be better served - to
the benefit of medical students, residents, fellows and
faculty through major student and faculty development
initiatives; and
3) a simplified UHCC organizational structure that
better addresses faculty assignments in UHCC.
However, in CAB’s meeting with UHCC faculty on
03/02/16, concerns were expressed that:
1) JABSOM and UHCC have different missions and
different operational ways thus creating an inherent
conflict of interest;
2) the UHCC requires interim director who understands
the operations of a cancer center;
3) the needs of the UHCC are not reflected in the
Reorganization Proposal;
4) the benefits in the Reorganization Proposal for the
UHCC are vague and unquantified ;
5) while academic departments are aligned with
oversight offices, faculty are not aligned with
appropriate departments, e.g. population sciences and
public health;
6) no justification is given for the rushed timeline. As
the search is well underway for a new director of the
UHCC – could not this Reorganization Proposal await
the installation of the new director; and
7) the Reorganization Proposal does not make clear
who has authority over UHCC Funds (G-, tobacco, tax,
indirects) and whether Kaka`ako Executive or UHCC
director receives funds first, whereas the NCI
designation makes the obligation specific that the
director have authority over funds and space. Indeed
the Reorganization does not address what could be
major issues in terms of the NCI designation and
potential grants; and
8) the current staff reductions through personnel
attrition has resulted in declining services with
overworked staff. The mixed purposes of JABSOM
and UHCC have confused lines of authority and the
result is that staff are unable to do their jobs for UHCC
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in a satisfactory manner.
3
Are the supervisor/subordinate
reporting relationships properly
identified?
Yes, it appears to be the case, but the mixed purposes
of these positions have created situations where staff
are not at the same level for UHCC related activities.
5
4
Are the position numbers and position
classifications accurate and properly
listed in the proposal narrative and
organizational charts?
Is specific qualitative and quantitative
information provided to explain the
problem being addressed and the
benefits of the reorganization?
Yes, it appears to be the case.
5
While the problem is not stated, from the other
documents reviewed there appears to be a combined
deficit of $17M (JABSOM-$7M + UHCC-$10M),
whereas the only quantified anticipated savings is
$100K from combining UHCC IT and telephone
services.
1
5
In addition, according to the JABSOM Dean, the
reorganization of savings is achieved through shared
administrative management. However, the UHCC
faculty members feel the ‘savings’ have not sustained
the same level of services that were available to them
before this merge. Moreover, how the combined
deficit of $7M (JABSOM) and $10M (UHCC) will be
managed has not been addressed nor the specific needs
of the UHCC to meet for example the NCI designation.
Thus, the benefits of the reorganization are nonexistent at this point in time.
6
Are all resource requirements or
savings fully explained?
According to the Reorganization Proposal, no
additional staff will be required. The reorganization
will primarily ensure consistent services to both UHCC
and JABSOM. UHCC faculty, however, do not share
this view. One example is that the reorganization
planning was done by individuals without the
necessary background in cancer research and the merge
of administrative services has not been positive overall
since the change (See #7 below for details).
1
7
Do the estimated resource requirements
or savings appear to be accurate?
No, according to UHCC faculty, while fiscal and
1
administrative services staff have been reduced through
personnel attrition, services have declined and the
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remaining staff are overworked. They also have mixed
purposes and do not perform work for UHCC well.
8
Are the estimated annual costs and/or
benefits of the reorganization provided
with an explanation of how these costs
will be funded? (additional costs may
include new positions, position
reclassifications, office furniture or
other expenses.)
9
Will additional or alternative space be
required due to the reorganization?
9a If so, how are the space issues
addressed?
10 Have all documents and
correspondence been posted on the
OVCAFO website?
No specific cost savings have been noted in the
proposal based on shared administration, although it is 1
mentioned that savings have already been realized
through efficiencies of shared administrative
management. Additional costs for position
reclassifications appear to be cost neutral and it is
stated that any additional costs will be handled
internally. No mention of office furniture expenses, as
it appears that physical moves have not been detailed.
However, it is mentioned that the ‘integration of IT and
telephone systems being socialized’ will result in
potentially $100K in cost savings.
No
5
NA
5
No, all documents are not posted e.g. the letters from
HGEA and UHPA are not available.
It is understood that though JABSOM administration
met with UHPA executives and they have concerns
with the proposal but have not yet submitted a formal
response.
1
II. Appropriateness of Administration’s process and consultation
(Score 1 to 5: 1 = process not followed, 5 process followed in the best of faith, or NA - Not applicable)
# Question
1 Is the reorganization being proposed by
the appropriate administrative leader,
and vetted with the appropriate superior?
Comments
Yes, it is proposed by Dean Jerris Hedges, the Interim
Director of the UHCC and Dean of JABSOM, at the
direction of Interim Chancellor Robert Bley-Vroman.
Score
5
2 Have the members of the affected unit
been consulted?
Although Interim Cancer Center Director/JABSOM
Dean Hedges met with UHCC faculty on 6/25/15 and
8/11/15, the UHCC faculty noted that the current
reorganization proposal is different from the structure
and details that were discussed during the previous
consultations. As of March 24, 2016 there has been no
vote recorded by the UHCC faculty on the formal
2
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Reorganization Proposal as reviewed by the CAB.
The Reorganization Proposal also details two meetings
with faculty from JABSOM. However, according to
JABSOM faculty senate member (A. Stenger), who
met with the CAB on March 23, 2016, the JABSOM
Faculty Senate was informed by Dean Hedges in
writing that a vote by the Senate on the Proposal was
not “mandatory”. The JABSOM Senate deferred to the
Dean and did not for or against this proposal. The
JABSOM faculty member (A Stenger) did express the
opinion that overall the JABSOM faculty had ample
opportunities to comment on the Reorganization
Proposal.
To the CAB reviewers, presenting draft and providing
opportunity for the administration to make changes is
very different from working with faculty from the
beginning of the process. Consultation, without a final
vote in favor of the final proposal draft does not mean
that there is majority faculty support.
3 Has the administration responded to the
The fact that Interim Director of the UHCC has no
unit’s concerns about the reorganization? cancer research background and yet was the major
actor in this Reorganization Proposal seems to be one
of the key concerns of many faculty in the UHCC.
However without a formal vote from the UHCC Senate
it is difficult properly weigh the various opinions
among the UHCC, The difficulty presented by the
combined JABSOM+UHCC deficit of $17M,
national/international visibility issues, NCI designation
requirements and so forth remain unaddressed. Faculty
in the UHCC were also concerned that essentially their
appointed leader has a major conflict of interest, as he
had been directed to marry the two units without either
faculty affirming this union.
On July 01, 2015 the UHCC Faculty Senate approved a
Resolution that expressed concern that “the UHCC
currently has no advocate to represent the interests of
its faculty and staff during a reorganization process”.
The Resolution passed by a majority of 65%.
On September 16, 2016 the Manoa Faculty Senate by a
vote 47(for) 6(against) and 3(Abstaining) affirmed the
action of the MFS SEC supporting the UHCC Faculty
Senate Resolution noted above, that an independent
1
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interim director of the UHCC who has the support of a
majority of the UHCC faculty be appointed prior to
advancing any reorganization plan.
4 Has all relevant information been posted
on the appropriate website?
5 Has the faculty Union been consulted?
No, union information is available as of 3/24/16.
1
Yes, they have been approached but they have not
provided their letters of comment as of 3/24/16.
4
6 Has the administration demonstrated
appropriate respect for the consultative
process?
The administration has consulted its executive team
and the administrative staff extensively. However, the
JABSOM & UHCC faculty was not fully consulted,
their views have not been incorporated and more
importantly it is felt the faculty should have the
opportunity to vote in support of or opposition to the
Reorganization Proposal.
1
III. Merits of the proposal
(Score 1 to 5: 1 = proposal lacks merit, 5 =proposal achieves worthy goals, or NA – Not applicable)
#
1
Question
Does the reorganization address or
resolve a problem that has been
identified/experienced?
Comments
No. The major problem, that of the budget deficit, is
not addressed and none of the suggested changes in the
Reorganization Proposal are set up to demonstrate a
successful resolution of that problem.
No. “The Warbird Report “(Oct 2015), prepared for
the UH Foundation, suggested alternatives but these
were not mentioned in the Reorganization Proposal.
Similarly “The Report on the Review of the UHCC”
(Jan 2015) had some suggested alternatives that were
not mentioned in the Reorganization Proposal.
The UHCC Faculty Senate had submitted a
memorandum to the Executive Director of UHPA on
March 23, 2016 not only opposed the reorganization
but also included other alternatives that would ensure a
successful outcome, suggested by the operation of
Cancer Centers elsewhere in the United States.
2
Have other alternatives been explored
before proposing reorganization, such
as changing work processes?
3
Is the reorganization consistent with the No, the NCI designation requirements are not met in
Score
1
1
2
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University strategic, program and
financial plans?
Is the current organization inadequate
to address the problems experienced?
the view of UHCC faculty. However the EAC Report
of February 2016 does not see this as an issue.
Yes, the current organization as of November 2014 is
5
inadequate to respond to the major problems, especially
fiscal faced by both JABSOM and UHCC.
5
What are the specific anticipated
benefits of reorganization?
1
6
Are the anticipated benefits significant
enough to merit the effort of the
reorganization?
Though benefits are claimed for the reorganization,
none can be precisely confirmed or is poorly
articulated.
The proposal appears to attempting to solve
efficiency/savings issues whereas the UHCC problems
are far more complicated and extensive than those
issues.
Some of the reorganization issues that affect the
operation of the Medical School alone have not been
considered in this report as there appears to be a
majority of JABSOM faculty in favor of those changes.
7
Does the reorganization minimize
confusion over authority, roles and
responsibilities?
No. If the central issue of what is problematic at the
UHCC and JABSOM is confusion over authority, roles
and responsibility, then this reorganization could make
sense but this is not the case. It appears in fact that the
reorganization is instead creating confusion.
From the EAC Report it also appears that the UHCC
will lose some of its fiscal authority and here is no
indication of how much the UHCC will be billed for
infrastructure costs – costs that will be taken off the top
by the Dean of JABSOM.
Yes, it is grouped homogenously from what is
described.
1
No.
5
Yes, specific cost savings will be made by integrating
the IT Network and Telephone Systems for a savings
of approximately $100K. This is the only quantified
example of a cost savings. The claimed savings may be
realized through personnel attrition but UHCC faculty
note that quality of services has already declined
2
4
8
Are functional responsibilities
homogeneously grouped under one
organizational unit or are functions
duplicated among or between various
organizational segments?
9 Are there unnecessary levels of
supervision for the work that must be
performed?
10 Are there cost savings?
2
5
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following the creation of AKA. No data is given as to
potential monetary savings. The savings claimed will
not resolve the much larger budgetary issues that have
been identified.
11
12
13
14
How significant are the cost benefits?
Are additional resources required?
How significant are the costs required?
Is there an impact on the instructional
mission?
Not significant enough to merit a reorganization.
None
NA
Yes, additional tuition and fees special funds/G-funds
could flow from the UHM campus to Kaka`ako Health
Sciences. UH President and Chancellor have already
committed its annual investment using University
funds of $1.5 million or 20% of the increased state Gfunds beginning 7/1/16. This could affect the main
UHM campus’s instructional mission,
1
5
5
1
15 Is there an impact on the research
mission?
16 Is there an impact on the service or
outreach mission?
Yes, it may affect the NCI designation. As noted above
there is disagreement on this issue.
Yes, since the $17M deficit issue remains unaddressed,
it is likely that the service or outreach mission will be
affected.
3
17 Do the benefits outweigh the negative
impacts?
18 Are any negative impacts of the
reorganization justified?
No
1
No.
1
1
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