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
Myron B. Thompson School of Social Work
2/2/16
Summary of faculty senate committee review:
Committee consultation with Administration (names and meeting dates): N/a
Committee consultation with affected units (names and meeting dates): Dr. Robert Cooney, Jan. 26th, 2016.
Other committee consultations (names and meeting dates): N/a
Action recommended by the committee (check one):
 Endorse
___X___
 Endorse with Reservations
________
 Oppose
________
 Returned without recommendation ________
Comments (summary rationale for recommendations):
Reorganizing of the Office of Public Health Studies (OPHS), and the Center on Aging (COA) into the Myron B.
Thompson (MBT SSW) seems justified given the similarities in the missions of the units. The proposal has had
significant faculty input and support from the faculty of the affected units. A 10 person Reorganization Task
Team (RTT) was formed to develop the Reorganization proposal. The RTT was comprised of members from
the affected units and included faculty. In August 2015, a vote of all faculty and staff from MBT SSW, COA,
and OPHS approved the proposal by more than a 90% majority.
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
Generally yes. The three affected units share similar
missions, but are housed under different units. The
affected units are the: Office of Public Health Studies
(OPHS), the Myron B. Thompson School of Social
Score
3
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Work (MBT SSW), and the Center on Aging (COA).
The rationale seems justified because the missions of
the units are similar and will increase opportunities for
synergism and leveraging of shared resources to better
serve students, professions, and the overall community.
Examples cited include: increased interdisciplinary
collaboration, and greater coordination of continuing
education courses.
The proposal reorganizes the Office of Public Health
Studies (OPHS) from the John A. Burns School of
Medicine (JABSOM) into the Myron B. Thompson
School of Social Work (MBT SSW) and also
reorganizes and changes the reporting duties for the
Center on Aging (COA) from the Office of the Vice
Chancellor of Research (OVCR) into the MBT SSW.
The OPHS currently reports to MBT SSW, while being
organized under JABSOM. The COA currently
reports to and is organized under OVCR.
2
Are the groups affected by the
reorganization (students, faculty, staff)
identified and the impact of the
reorganization on these groups
explained?
3
Are the supervisor/subordinate
reporting relationships properly
identified?
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
4
5
It should be noted that a partial reorganization occurred
without Faculty Senate review. Effective July 1, 2015,
reporting responsibilities for the OPHS were changed
from the Office of the Vice Chancellor for Academic
Affairs (OVCAA) to MBT SSW (See: Reorganization
proposal, page 3, paragraph 1).
Yes.
A 10-member “Reorganization Task Team” (RTT)
developed the Reorganization Proposal. In August
2015, a vote of faculty and staff from MBT SSW,
COA, and OPHS approved the proposal by more than a
90% majority.
Yes.
5
Yes.
5
Qualitative – Somewhat. A clear problem was not
identified. However, the MBT SSW, COA, and OPHS
3
5
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problem being addressed and the
benefits of the reorganization?
6
Are all resource requirements or
savings fully explained?
7
Do the estimated resource requirements
or savings appear to be accurate?
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
8
share similar missions and are currently organized
under different units. The goal of the reorganization
appears to be increasing efficiency through increased
interdisciplinary collaboration and greater coordination
of continuing education courses.
Quantitative – No quantitative information is provided
w/r/t the problem being addressed or for potential
benefits. It would be helpful to provide a quantitative
estimate of why the reorganization is needed and how
the purported synergistic benefits may decrease costs.
This is especially important because the justification of
the reorganization is an increase in organizational
efficiency which typically implies some reduction in
costs.
Unclear. Additional resources are required for in-grade 2
salary adjustments for two administrative positions,
#80297 and #79579, due to expanded scope of
responsibilities. The collective cost increase for the
two positions is $3500 - $6000 and purported to be
covered from existing funds. However, there are seven
(7) positional vacancies noted in the reorganizational
chart. It is unclear if these positions will be filled and if
additional funding is required. Additionally, the
Functional Unit for the Associate Dean, currently
“housed” in OPHS, is yet to be officially established
and lacks funding for the position. It was noted that
there are no plans to fill this position in the near future.
Information is needed on why this position remains if
there is no intent to fill it or information is needed on
how funding will be obtained for this position. The
Administrative Officer, PBB (#77047) for the OPHS is
currently vacant and it is unclear how funding for this
position will be obtained. It is unclear how the salaries
of positions #85887 and # 83941 will be adjusted since
their appointments are changing from 11-months to 9months.
Unclear. Additional comments are needed as discussed 2
in row 6 of this table.
Additional resources are required for in-grade salary
adjustments for two administrative positions #80297
5
and #79579 due to expanded scope of responsibilities.
The collective cost increase for the two positions is
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Phone: (808) 956-7725 • Fax/Polycom: (808) 956-9813
E-Mail: uhmfs@hawaii.edu • Website: http://www.hawaii.edu/uhmfs/
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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?
$3500 - $6000 and purported to be covered from
existing funds.
No additional space requirements were noted.
NA
N/a
NA
No. A copy of the reorganization proposal is listed, but 2
there are no correspondences listed from faculty unions
(UHPA and HGEA).
(http://manoa.hawaii.edu/ovcafo/neworg_charts/).
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. The reorganization is proposed by Noreen
Mokuau, Dean, Myron B. Thompson School of Social
Work. Proposal to be vetted by Robert Bley-Vroman,
Interim Chancellor pursuant to Administrative
Procedure A3.101.
2 Have the members of the affected unit
Yes. A 10-member “Reorganization Task Team”
been consulted?
(RTT) developed the Reorganization Proposal. In
August 2015, a vote of faculty and staff from MBT
SSW, COA, and OPHS approved the proposal by more
than a 90% majority.
3 Has the administration responded to the
Specific concerns regarding reorganization were not
unit’s concerns about the reorganization? noted from MBT SSW, COA, or OPHS. Any of the
units concerns were presumably addressed during the
development of the reorganization proposal which
involved faculty from each of the affected units.
4 Has all relevant information been posted Not entirely. The reorganization proposal is posted on
on the appropriate website?
the OVCAFO website. Correspondence between
unions and MBT SSW is not provided.
Score
5
5 Has the faculty Union been consulted?
6 Has the administration demonstrated
appropriate respect for the consultative
process?
5
5
Yes. A letter of support was received from UHPA
Yes. A 10-member “Reorganization Task Team”
(RTT) developed the Reorganization Proposal. In
August 2015, a vote of faculty and staff from MBT
SSW, COA, and OPHS approved the proposal by more
than a 90% majority.
5
5
2
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Phone: (808) 956-7725 • Fax/Polycom: (808) 956-9813
E-Mail: uhmfs@hawaii.edu • Website: http://www.hawaii.edu/uhmfs/
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III. Merits of the proposal
(Score 1 to 5: 1 = proposal lacks merit, 5 =proposal achieves worthy goals, or NA – Not applicable)
#
1
2
3
4
5
6
7
Question
Does the reorganization address or
resolve a problem that has been
identified/experienced?
Comments
Somewhat. A clear problem was not identified. The
purported benefit of the reorganization is to foster
synergistic collaborative activities for teaching and
research between the units because of their similarity in
mission. However, as noted in the proposal, the units
have each been highly productive as separate units for
years so it is unclear what specific problem this
reorganization addresses.
Have other alternatives been explored
Somewhat. OPHS – Becoming a free-standing school
before proposing reorganization, such
or remaining with JABSOM. COA – Remaining with
as changing work processes?
OVCR. The alternatives considered were primarily
status quo and more options should be evaluated.
Is the reorganization consistent with the Yes. Increasing experiential learning and expanding
University strategic, program and
and creating transdisciplinary opportunities through
financial plans?
coordination of outreach college courses and sharing of
some courses is consistent with the University’s
strategic plan through coordination of outreach.
Is the current organization inadequate
No clear problems were identified.
to address the problems experienced?
What are the specific anticipated
Specific purported benefits include coordination of
benefits of reorganization?
continuing education opportunities and course sharing
and faculty for the PhD in Social Welfare and the
DrPH in Community-Based and Translational
Research.
Are the anticipated benefits significant Coordination of continuing education opportunities, as
enough to merit the effort of the
well as the sharing of courses and faculty members
reorganization?
from two doctoral programs are indeed positive
benefits. More specific and quantifiable benefits would
beneficial and helpful in justifying the reorganization.
Does the reorganization minimize
Somewhat. The proposed organizational charts are
confusion over authority, roles and
clear with respect to authority roles and
responsibilities?
responsibilities. However, the OPHS website lists a
Director for the OPHS. Under the current
organizational chart for OPHS there is not a Director
position listed. Clarification is needed as to why there
currently appears to be a Director of OPHS while the
current organizational chart list does not have a
Score
3
3
5
NA
5
3
3
UNIVERSITY OF HAWAI’I AT MĀNOA FACULTY SENATE
2500 Campus Road • Hawai’i Hall 208 • Honolulu, Hawai’i 96822
Phone: (808) 956-7725 • Fax/Polycom: (808) 956-9813
E-Mail: uhmfs@hawaii.edu • Website: http://www.hawaii.edu/uhmfs/
An Equal Opportunity/Affirmative Action Institution
MĀNOA FACULTY SENATE
8
9
Are functional responsibilities
homogeneously grouped under one
organizational unit or are functions
duplicated among or between various
organizational segments?
Are there unnecessary levels of
supervision for the work that must be
performed?
10 Are there cost savings?
11 How significant are the cost benefits?
12 Are additional resources required?
13 How significant are the costs required?
14 Is there an impact on the instructional
mission?
15 Is there an impact on the research
mission?
16 Is there an impact on the service or
outreach mission?
17 Do the benefits outweigh the negative
impacts?
18 Are any negative impacts of the
reorganization justified?
Director position listed.
Functional responsibilities appear to be homogenously
grouped.
5
Yes. The COA has a full time director position with
only one direct report which is an Administrative and
Fiscal support specialist (PBA #79381) position.
Information is needed as to why this block requires a
director and fiscal support specialist without any staff.
No cost savings are noted.
No quantitative cost benefits are noted.
Yes. $3500-6000 for in-grade adjustments to two
administrative positions. Concerns regarding
additional resources are provided above.
The purported costs are minimal; however, as noted
above there are seven vacant positions listed as part of
the reorganization.
Yes. Instructional mission is enhanced through
coordination of outreach programs, course sharing, and
faculty between the PhD in Social Welfare and the
DrPH in Community-Based and Translational
Research.
Yes. Purported increased collaboration between units
given the similarity in mission. Specific examples are
needed.
Yes. Purported increased coordination for outreach
classes. Specific examples are needed.
No negative impacts were identified.
1
No negative impacts were identified.
NA
NA
1
2
2
3
3
3
NA
UNIVERSITY OF HAWAI’I AT MĀNOA FACULTY SENATE
2500 Campus Road • Hawai’i Hall 208 • Honolulu, Hawai’i 96822
Phone: (808) 956-7725 • Fax/Polycom: (808) 956-9813
E-Mail: uhmfs@hawaii.edu • Website: http://www.hawaii.edu/uhmfs/
An Equal Opportunity/Affirmative Action Institution