Version: March 20, 2015 · Business Cards/Stationery Civility College Awards/Support Computers...

Policy Manual

Office of the Dean Hawai‘i Hall 314 956-6460 www.hawaii.edu/arthum

A&H Policy Manual Version: March 20, 2015

College of Arts and Humanities Policy Manual Aloha. This manual, while not exhaustive, covers the major College policy areas affecting Chairs, Faculty, and their Departments. It is an attempt to draw together what has been a disparate set of policy memos, statements, and traditions into a central, cohesive and coherent manual. Questions or comments re: this manual should be addressed to the Associate Dean. The areas covered in this manual include:

Acting Chairs (Appointment, Compensation, Summer Duties) Advising Business Cards/Stationery Civility College Awards/Support Computers Conference Support – Arts & Sciences Course Buyouts Emeriti (Naming, Accommodating) Enrollment Minimums/Management Faculty Fellowship Policy Faculty Responsibilities Funding Requests GA Allocation Grant Support Leaves of Absence With Pay I. Sabbaticals for Faculty II. Professional Development for APT Lectureships (Requests; appointment; allocation for replacements; “promotion”) Parking Protocols (Communication via Chairs to Dean; via Dean to other Deans, VC or Chancellor) Recruitment (Procedures; commitment to EEO/AA; providing access to UHPA, ERS, EUTF) Revenue Sharing/Withholding Space Travel Visiting Profs Workload Workplace (Collegiality; non-violent; non-harassment; non-retaliation)


Acting Chairs Any full-time faculty member can serve as an acting chair during the absence of the department chair. The associate chair, in larger units, usually fills this role. The department chair names an acting chair for short-term absences. For longer terms, the dean, in consultation with the department chair, may appoint the acting chair. I. Short-term (less than one-month) When the Department Chair is going to be out of town (e.g. summer off-duty period, on professional or personal travel), a memo must be sent to the Dean before departure, giving the dates and naming the Acting Chair and any other person who has signing authority during this time. If there is no Associate Chair or anyone else suitable, another A&H Department Chair, or the Associate Dean may serve as Acting Chair. The prospective Department Chair or Associate Dean should be contacted to insure availability before being named Acting Chair. If the Department Chair is to be absent from a Chairs’ Meeing, every effort should be made to have a representative from the department attend. If another Department Chair or the Associate Dean is serving as Acting Chair, a faculty member from the department should attend the meeting. II. Long-term (more than one-month) As necessary, Acting Department Chairs will be appointed for longer terms by the Dean upon recommendation of the Department Chair. The Dean may appoint the Associate Dean to serve as Acting Chair, depending on the anticipated activity level of the respective department. III. Compensation for Acting Chairs There is no additional compensation if the Acting Chair term is less than two weeks for a faculty member on a 9-month appointment, or less than one month for a faculty member on an 11-month appointment. A. For Faculty on a 9-month appointment Summer: Receives a pro-rated overload if the temporary appointment during the summer months is for two weeks or more in duration, based on the following formula: annual 9-month salary divided by 39 weeks times .25 FTE times the number of weeks of the temporary appointment


Semester: Receives an 11-month differential plus the Chair’s stipend if the temporary appointment is for a semester or more in duration. B. For Faculty on an 11-month appointment Receives the normal stipend assigned to the regular Chair if the appointment is for more than one month in duration. The temporary Chair’s stipend will be in lieu of any existing Associate Chair’s or Graduate Chair’s stipend. C. Salary and Stipend for Regular Chair on leave The regular Chair relinquishes the stipend for any absence of more than one month in duration. A regular Chair on sabbatical or professional improvement leave relinquishes the stipend for the duration of the absence. If returning to the Chair’s position, s/he retains the 11-month salary for the duration of the absence. Otherwise the compensation will be based on the faculty appointment to which s/he will return upon completion of the leave. Advising The Colleges of Arts and Sciences Office of Student Academic Services (CASSAS) is being reorganized to more specifically target the various colleges’ needs. Arts and Humanities and Languages, Linguistics, and Literature will have a combined office of four advisors plus a director to guide our majors through the Manoa and General Education degree requirements. The mandate remains for each department to provide one-on-one advising for its majors on its own requirements for completion, on career and graduate opportunities, and other academic issues. Business Cards/Stationery The purchase of business cards and stationery comes from departments’ existing allocations. Business cards for Department Chairs are covered from departmental funds. Each chair has the discretion to decide a.) whether other departmental positions (e.g. associate chair, graduate chair) should be provided with business cards; and b.) whether other faculty should be provided with business cards from departmental funds, or whether this should be left as a faculty expense. Consistency is the watchword for (b): Either the department pays for everyone or no one. UH guidelines for where and how to purchase business cards and stationery must be followed (www.hawaii.edu/offices/eaur/stationery.html). The procedures include a mechanism for faculty to purchase cards with personal funds.


Civility All Faculty, Staff, Department, and College interactions are expected to be conducted with civility. A lack of civility erodes collegiality and impedes the ability of faculty, departments, and the college to conduct meaningful dialogue, deliberations, and decision-making necessary for successful operations. A lack of civility in the classroom runs counter to Faculty Responsibilities (see entry), and can form the basis of a Workplace complaint (see entry).

“Where once the forms of civility are violated, there remains little hope of return to kindness or decency.” – Samuel Johnson “Civility means a great deal more than just being nice to one another. It is complex and encompasses learning how to connect successfully and live well with others, developing thoughtfulness, and fostering effective self-expression and communication. Civility includes courtesy, politeness, mutual respect, fairness, good manners, as well as a matter of good health.” – Pier Massimo Forni

College Awards and Faculty Support Awards: The College offers annual awards to the faculty in the following categories: Excellence in Teaching Excellence in Scholarship Junior Faculty Research Dean’s Travel Fund: The College also has limited funds to support travel for faculty participating in the program of conferences or performances, and for other scholarly activitiy. All award critiera and application information can be found under “Scholarships and Awards” on the college website: <www.hawaii.edu/arthum/>. Other Support: The Dean's Office receives numerous requests for support for worthy projects and scholarly opportunities from individual faculty members as well as from departments. Since these projects and expenses arise at various, and sometimes unpredictable, times of the year, we understand it isn't possible to include them in any of the award opportunities listed above. At the same time, the Dean's Office can draw only very limited resources from our Operational Funds to support these projects, while continuing to support such scholarly recognition as the Excellence Awards and the Dean's Travel Awards. As we do want to offer some level of support for exceptional projects and activities that increase the stature of the College, our Departments, and Faculty, we suggest that requests follow this process:


1. Department Support – All efforts should be made to provide the maximum possible level of support from departmental UHF accounts. While traditionally these may have been treated more like savings accounts, our Development Director emphasizes that it is difficult to raise new monies for a unit if existing funds are not being spent. Demonstrating to potential or continuing donors how their contributions are being used to enhance the academic experience is more powerful than demonstrating how long we can keep their funds idle.

2. RTRF Support – The Vice Chancellor for Research can be an important source of funding through the share of RTRF funds set aside to encourage and support faculty scholarly projects. Proposals should have a cover memo to the VCR via the A&H Dean. We’ll be happy to assist you in preparing the proposal.

3. Other Support – from grants, sponsoring agencies, ASUH/GSO (for student-based projects), university offices (e.g. SEED), etc.

4. College Support – The College is willing to offer limited funding on a matching basis, once all possibilities for funding under Steps 1 - 3 have been explored. The ratio of matching funds (1 to 1, 1 to 2, 1 to 3, etc.) will depend on the total budget, the total amounts raised, and the balance of any discretionary amounts left in the operating budget.

See also “Conference Support – Arts & Sciences” and “Faculty Fellowship Policy”

Computers Policies re: the provision of computer hardware, software, and peripherals are delegated to each department, as each has unique needs and usages. Departments may meet their compuer needs through their budget allocatons, grants and contract provisions, or through their UH Foundation accounts. A periodic “computer allocation” is included in departmental budget allocations for upgrades. Conference Support – Arts & Sciences The Deans of the Colleges of Arts and Sciences will review faculty proposals for Conferences, Colloquia and Symposia that are interdisciplinary and cross college lines. Inquiries and requests for support for such scholarly events should be made to the Council of Deans of Arts and Sciences through Dean Peter Arnade of Arts & Humanities. Requests will be considered twice a year: September 1 and February 1. NOTE: Requests for support to an individual dean should be made when the event is situated solely within the disciplines of that single college and when no other funding is to be sought from other colleges. All requests for funding from multiple deans/colleges must be addressed through the Council of Deans.


The following should be part of a request package: Title, description and dates of the proposed Conference, Colloquium or Symposium Statement on what disciplinary and college lines will be crossed Name(s) of the event organizer(s) Sponsoring department(s) or program(s) Prospective speakers/presenters and participants Number of scholars(s), if any, to be invited from off-Island Detailed budget Amount request from Council of Deans Amount solicited/raised from other sources Letter of support from department chair(s) Please send to: Council of Arts and Sciences Deans Attn: Peter Arnade, Dean, College of Arts and Humanities Hawai‘i Hall 314 Inquiries: [email protected] Course Buyouts On a limited basis, a faculty member is permitted to “buy out” of his/her teaching responsibilities if his/her department can maintain the integrity of its instructional program, i.e., students can be assured of a quality program and graduating in a timely manner. In order to do this, a faculty member’s courses must be covered by other faculty in their department or another instructor (i.e., visiting professor, lecturer or temporary faculty) hired for that purpose. Authority to allow a faculty member to buy out of a course in order to manage or conduct an extramurally-funded research, training, or application project is vested primarily with the department chair or program director with the concurrence of the dean. In general, a faculty member will only be allowed buy out of teaching for a maximum of one course per semester. On extramural contracts and grants, faculty are strongly encouraged to request contract and grant support for a percentage of their full-time equivalent salary and fringe benefits during the academic year and for summer overload during the summer months. When granting agencies will allow faculty only to budget for summer overload or a replacement lecturer, this may be permitted. (See also “Lecturers”)


Emeriti/Emeritae Faculty and Space The university policies re: the criteria and privileges for Emeriti/Emeritai Faculty are found in Executive Policy E9.209 <http://hawaii.edu/apis/ep/e9/e9209.pdf>. Under current Manoa Policy, the Chancellor’s nomination for awarding Emeritus or Emerita status is based on a recommendation from the department’s faculty and chair. Emeriti/Emeritae faculty represent an important ongoing resource to the university and deserve our respect, thanks, and honor. However, given the crucial and increasing shortage of space, the exclusive use of a university office must be the prerogative of full-time staff only. The expectation, therefore, is that faculty will vacate their offices upon retirement. Current emeriti/ermeritae faculty with individual offices will also conform to this policy and are not to be "grandfathered in." This expectation should be given the force of policy and should be supported and enforced by chairs and the dean. For emeriti/emeritae faculty who continue to teach on a part-time basis, office space should be made available on a shared basis with other part-time faculty whenever possible. Recognizing the desire of some emeriti/emeritae to continue research, writing, and other nonteaching academic pursuits on campus, every effort should be made by the dean and the chairs to find shared space for them beyond that of individual offices. (See also “Space”) Enrollment The Office of Vice Chancellor for Academic Affairs has set enrollment minimums for undergraduate courses at 10, and graduate seminars at 3. Any exceptions to these minimums must be approved by the Dean/Associate Dean. Acceptable reasons for undergraduate course exceptions include the course is required for graduation, or that cancelling it will cause a delay in graduation for a significant number of those enrolled – and there is no alternate course to which students can be shifted. Chairs must keep a sharp eye on enrollment counts throughout the registration process so that decisions to cancel a course and accommodate students can be made as early as possible. Faculty whose courses are canceled because of lack of enrollment can either be assigned to a different course for that semester, or take an increased teaching workload in the following semester. Courses that are consistently under-enrolled should be considered for revision or elimination. Faculty who consistently attract under-enrollment should be considered for re-assignment in their teaching.


Changes in maximum enrollment for courses (e.g. lowering the enrollment count) need to be approved by the Chair, and if the changes involve additional funds (e.g. needing to offer additional sections), they need to be approved by the Dean'. Faculty Fellowship Policy The College has adopted the Faculty Fellowship Policy (as approved by the Faculty Senate on February 16, 2011) that allows under certain conditions for the “topping off” by the College of Fellowship offers that would not cover the faculty member’s full-time salary. Those conditions include:

1. the faculty member must be tenure-track or tenured and in good standing at the university;

2. the chair must endorse this request and certify the department will be able to cover the faculty member’s responsibilities;

3. the award must be of the kind that can be paid directly to the university, in the form of a grant to the institution, not an individual award to the faculty member;

4. the award must be a prestigious research award, a source of prestige to the faculty member and the institution;

5. the award must cover a sufficient portion of the faculty member’s salary that his or her instructional duties can be replaced for less than the amount of the award by an instructor, lecturer, or some other non-tenure-track appointment (the normal return to the department would be funds necessary to hire a 1.0 FTE lecturer, enabling the department to add to its curricular offerings);

6. the faculty member must inform the chair of his or her intent at the time of application (in order to ensure that condition #2 be met if the application is successful).

The Dean is the decision-maker in all such requests. The full Faculty Fellowship Policy is included as an appendix to this manual. Faculty Responsibilities1

In the classroom, in seminars, in the laboratory, studio, practicum or other instructional setting, and in conference, faculty members are expected to adhere to the highest professional standards of behavior and conduct. The responsibilities of faculty members include, but are not limited to, the following:

I. to exhibit behavior which does not interfere with the rights of other faculty and students to learn or carry out their research or creative activities;

II. to provide students equitable and unbiased treatment in an educational climate free from harassment and discrimination based on race, color, religion, national origin, status as veteran, sex, disability, arrest and court record, age, and sexual orientation;

1 From “Academic Grievance Procedures, UHM Office of Student Affairs, with concurrence of the Faculty Senate: http://studentaffairs.manoa.hawaii.edu/policies/academic_grievance/responsibilities_faculty.php


III. to provide students with sufficient and timely information, in writing, on the standards they are expected to meet and the procedures used to evaluate their achievements in their academic program, including (if relevant) an explanation of degree requirements, course objectives, general grading policy, attendance policy, and related matters;

IV. to ensure that each course offered is in fundamental accord with the latest course description provided at the beginning of the course;

V. to permit students who act in accordance with the responsibilities indicated in "Responsibilities of Students" (Section II) to complete any course in which they are enrolled;

VI. to provide instruction as scheduled with class meetings beginning and ending at the stated times, and to comply with other stipulations of the UH-M calendar and examination schedule;

VII. to provide students timely evaluation in a fair, objective, and consistent manner;

VIII. to retain student papers, tests, projects, reports, and examinations, as well as any other records maintained for the purpose of issuing grades, through the ensuing semester unless returned to the students; Summer Session papers should be retained through the Fall semester;

IX. to allow students to question and discuss the options, written materials, and other data considered part of each course or instructional program;

X. to maintain reasonable office hours during the semester at times which are mutually convenient to students and faculty;

XI. to adhere to the policies of the Faculty Senate and the Graduate Division concerning authors’ recognition of contributions to their work by students and others;2 and

to refrain from any interference with … academic grievance procedures, or from any retaliatory action against a student because the student has filed a grievance. GA Allocation The College determines allocation of Graduate Assistants on a two-year cycle through a formula that is transparent and equitable, recognizing the two major areas of needs throughout the college: support for graduate programs, and for the teaching of undergraduate students. 2 Refer to Standards of Ethical Conduct for Research and Scholarly Activities and Procedure for Handling Unethical Misconduct in Research and Scholarly Activities: www.hawaii.edu/apis/ep/e5/e5211.pdf


The formula is used to distribute a base allocation of 60 graduate assistantships. Thirty of the assistantships are distributed based on the percentage each department contributes to the total undergraduate student semester hours across the college, averaged on a three-year basis. Student Semester Hours are used rather than Student Major headcounts, as several departments contribute heavily to the General Education core with “service courses.” The second set of 30 assistantships is distributed based the percentage of graduate student headcount in each department, averaged and weighted over three years. Certificate students are assigned a weight of 1; MA students a weight of 2; MFA students a weight of 3; and PhD students a weight of 4. An additional set of 9 assistantships is distributed by the College to meet special needs. These are not permanent allocations and can be reassigned among the departments on a year-to-year basis. Additional assistantships have been authorized directly to departments by the Vice Chancellor for Academic Affairs, primarily for undergraduate teaching support. Other assistantships have been generated by departments through grants, contracts, and private donations through the UH Foundation. These are not included when determining base allocations. Grant Support Faculty seeking individual or independent grants should work through both the Department Chair, and the College administrative office. The College encourages seeking grants that allow for aministrative overhead to help defray the costs of administering the grant. Some grants include funding for lecturer replacements or other stipends. These need to be administered through the College administrative office. Where grants do not allow for administrative overhead, but expect support in the form of course reductions, the faculty member must negotiate this with the Department Chair. Without overhead costs provided in the grant, these expenses must be absorbed at the department level. Dawn Wakamura <[email protected]>, x60344, is the College’s Grant Support Officer.


Leaves of Absence With Pay I. Sabbaticals Please refer to the UHPA Collective Bargaining Agreement, Article VI, Leaves of Absence with Pay and UH Administrative Procedure (AP) A9.400, Guidelines for Sabbatical Leaves for Faculty: <http://www.hawaii.edu/policy/archives/apm/pers/a9400.pdf>. In accordance with Article VI (A), Faculty seeking a Sabbatical Leave should submit their request and proposal to the Dean, via the Department Chair, at least six months prior to the requested start date, which is typically January 1 or August 1. The request and proposal must be accompanied by the Application for Sabbatical Leave, available in AP A9.400. The proposal should include a detailed description of the scholarly and/or professional activity that will be undertaken during the sabbatical period along with the reasons for undertaking these activities; any support grant, fellowship or other funding applied for or received for the sabbatical3; and any travel planned during the sabbatical period that will be administered or processed through the College. The Department Chair will attach to the proposal an explanation as to “the effect of the applicant’s absence on the work of the department….” (Article VI.A.6.b.) and how the Faculty Member’s duties will be covered, as directed in Application for Sabbatical Leave. Within one semester of returning from sabbatical leave, Faculty shall submit a written report to the Dean via the Department Chair on their activities during the leave. For Department Chairs: A regular Chair on sabbatical or professional improvement leave relinquishes the stipend for the duration of the absence. If returning to the Chair’s position, s/he retains the 11-month salary for the duration of the absence. Otherwise the compensation will be based on the faculty appointment to which s/he will return upon completion of the leave. II. Professional Improvement Leave for APT Personnel Please refer to the HGEA collective bargaining Unit 8 Contract, Article 27, Professional Improvement Leave and UH Administrative Procedure (AP) A9.430, Professional Improvement Leaves for APT Personnel: < http://www.hawaii.edu/policy/archives/apm/pers/a9430.pdf>. 3 Collective Bargaining Agreement VI.A.8: “It is expected that a Faculty Member, whenever financially possible, on a sabbatical leave at full pay will not take employment for compensation during the leave, and that one on half pay will not take more than half-time employment, unless such employment is necessary for or enhances the attainment of the purposes for which the leave was granted.


The leave request from the individual shall be in memorandum form and, if the leave is endorsed by the immediate supervisor and Department Chair, sent to the Dean for approval. It should contain a description of the study, research or professional activity to be undertaken, the dates, location, and how the leave will be beneficial to the employee and the University. The Department Chair should attach an explanation as to how the employee’s duties will be covered during the Professional Improvement Leave. Before the request is granted, the employee shall enter into a contract with the Employer which shall address service obligations upon return to work, per Article 27, G.1 through G.4 of the BU 8 Collective Bargaining Agreement. The employee shall submit a written report on leave activities to the Dean via the Department Chair on their activities during the leave. Lecturers Lecturers are classified according to three steps: A to C. The compensation scale for lecturers at each step is part of the Collective Bargaining Agreement. The Criteria for initial hire of lecturers in each step are: Step A: MA or equivalent; evidence of teaching ability. Step B: Ph.D. or equivalent*; scholarly or professional activity; teaching experience; or some weighted combination. Step C: PhD or equivalent*; extensive scholarly or professional activity; substantial teaching experience. *MFA – terminal degree in appropriate discipline/area Initial hires outside of these criteria must be approved by the dean. Lecturers hired at Step A or B may be advanced one step (A to B or B to C) upon a recommendation to, and approval by, the dean under the following criteria: a) Completion of a PhD (Step A to B) b) Four (4) qualifying semesters teaching in the College (A qualifying semester is defined as one in which 6 or more credits were taught. Two semesters of teaching 3-credits can be combined to equal one qualifying semester.) -or- b.) Eight semesters of continued teaching in a step.


All lecturer advancements should be additionally based on evidence of continued professional growth as judged by the Department Chair and/or the Department Personnel Committee, as appropriate, on the basis of written department criteria. Approved requests for lecturer advancement shall be effective the semester following the date the request is received in the Dean’s Office. Lecturer replacements will be provided for faculty on leave according to the following schedule:

• One-semester sabbatical or Leave with Full Pay: 0 • Full-year sabbatical: 50% of normal course assignments • Leave Without Pay (LWOP): 100% of normal course assignments

(See also “Course Buyouts”) Parking The Parking Permit request process begins with direct individual requests to Commuter Services, which in turn delivers bulk zone allocations to the College for distribution to departments, which in turn make the final assignments to faculty and staff. Because of the disjointed nature of this process, it is imperative that decisions at each step be transparent and equitable. Because the Commuter Services allocation to the College will always include fewer permits for each upper campus zone than requested, these guidelines will be followed in making allocations to the departments: Requests for, or from visiting professors, graduate assistants, lecturers, and project personnel are not included when allocating spaces for Zones 1-17; they are automatically assigned zone 20x. (Requests for medical purposes, emeriti, and motorcycles/mopeds are handled directly by Commuter Services.) If the number of requests per zone is greater than the number allocated, each unit requesting that zone will be given its proportionate share. Where the number of requests is less than the number allocated, as is often the case with Zone 17, the excess permits will go into a “surplus” pool, along with any other unallocated upper-campus permit. The surplus permits will be allocated after evaluating the distance between the faculty/staff office and nearest parking zone After the surplus permits are assigned, the remaining requests will be assigned zone 20x.


Assignments of permits within departments must be done according to department guidelines. These guidelines must be fair, open and agreed upon by members of the unit. Swapping permits between departments is allowable, but please inform the deanʼs secretary of any changes. Please follow specific instructions from Commuter Services regarding processing of, and deadlines for forms. If an employee did not apply for a parking permit prior to the due date, he/she will be able to request a permit, but will NOT be included in the Collegeʼs allocation. The department chair or other administrative officer of the unit must submit a request for the employee via memorandum to Commuter Services. Email requests to: [email protected], and copy the dean’s secretary. Protocol Proper protocol is expected in making requests to the dean or to the higher administration. Faculty making requests to the dean should in most cases send it via the chair. Requests to the Vice Chancellor or Chancellor should be sent via the dean. Requests to a Vice President or the President should be sent via the dean and the Chancellor. Recruitment and Selection of Permanent Faculty Permanent faculty constitute one of the college's most important resource, and by far its most significant investment. Because subject matter, methods, and degree programs of the departments/programs differ widely, a range of criteria is used for selection of new faculty. In general these include judgments about research skills, teaching ability, application interests, and collegiality. Each unit decides the priorities to be considered in selecting faculty and is responsible for its own search process. The process, however, should include the participation and vote of the unit's faculty and, whenever possible, the input of the staff and students. The goal is to gain consensus for a candidate who will enhance the department/program with respect to its values and mission. All hiring is done according to affirmative action, EEO, and ADA philosophy and procedures. Departments need to follow the College Recruitment Procedures found at: http://www.hawaii.edu/arthumadmin/recruitment.html During the recruitment process, Department or Search Committee Chairs should provide to all finalists (and others who might ask) copies of the departmental criteria for contract renewal, tenure, and promotion; college and departmental workload policies; a copy of this policy manual; and access information to UHPA, EUTF (Employer-Union Health Benefits Trust Fund), and ERS (State of Hawai‘i Employee Retirement System) for contract and benefit information: UHPA: www.uhpa.org EUTF: http://eutf.hawaii.gov/ ERS: http://ers.ehawaii.gov/


The departments and programs, especially their chairs and directors, play critical roles in the development and retention of new faculty. To assist new members of the faculty, departments and programs should make conscientious efforts to establish a collegial, professional work climate. While the cost of living in Honolulu is important retention issue to new faculty, the institutional support they receive, their relations with chairs/directors and colleagues, their experience with personnel committees during their probationary period, and their sense of participation in intellectual and cultural life are also critical factors. Each of us is responsible for creating a collegial climate and enhancing the professional development of our colleagues. Revenue Sharing/Withholding The formulae for revenue sharing from Summer Session, Outreach courses, and RTRF will by necessity be fluid as reductions recur to overall College revenues, and additional expenses are imposed by the university and campus administration. It will be necessary in some years to increase the amounts withheld from these revenues to fund college and departmental salaries and operating expenses. In general, the expected returns to departments are:

• 25-50 percent of summer session revenues. • 50-75 percent of outreach course offerings revenues. • 35-50 percent of RTRF for facilitating research activities.

Any returned funds to be carried forward for an additional fiscal year must be encumbered by the close of the current fiscal year. Any carried forward funding not expended after two years will be returned to the College. Space College space should be managed in a flexible manner that responds to changing needs. The Dean’s Office is responsible for assessing the overall space needs of the college and allocating space among the departments and other academic units. Individual departments and units bear primary responsibility for allocating space assigned to them among faculty, staff and students. This allocation, however, must be consistent with the general principles and guidelines established by the college. Faculty, staff and students need adequate physical space to support the core university functions of teaching, research, application and service. Because space is a limited resource and because the need for space changes, accommodation of all needs on a timely basis may not be possible. The college and individual units must continually review how space is used and must reallocate as necessary to accommodate changing needs. The following general guidelines provide a basis to evaluate the college’s overall space needs and to allocate space equitably and effectively. Permanent faculty should be provided with a single private office.


Retiring faculty must vacate their office no later than 30 days prior to arrival of a new faculty member or another use for the office. The faculty member must remove all items from the office. Any items left after the 30-day period will be boxed and held for one week. After one week, the boxes will be discarded. If space is available, a shared office space will be reserved for retired faculty. Chairs and Directors may maintain a separate office, if available, for conducting teaching and research activities. Administrators in acting or interim assignments may keep their regular offices. Offices of faculty who are absent from campus for an extended period, (e.g., on sabbatical leave or leave without pay), should be made available for visiting faculty or for other temporary use at the discretion of the department and in consultation with the faculty on leave. For obvious health and safety reasons, faculty are responsible for insuring that the use of multiple electrical appliances from the same outlet, storage of perishable food in offices, excessive storage of paper or flammable material and other potentially harmful office uses are avoided. All office use must be up to code and pass the regular inspections made by university, state, and federal personnel. Visiting faculty with full teaching responsibilities should be provided with offices similar to regular faculty. Office space provided to lecturers should be commensurate with the level of their teaching and advising duties. Typically, lecturers are provided with a desk and shared office space. The space provided to graduate assistants will vary with their level of responsibility. In general, a carrel or a shared office should be provided. Space for graduate students in the form of carrels or desks is provided on an as available basis. Proximity of graduate students to faculty and to their peers is considered an important component of a graduate education. In general, units do not provide space for undergraduate students who are not employees or interns. Research and Programmatic Space College faculty have different needs for research space. In general, first priority in research space allocations shall be given to externally funded research projects that pay overhead to the college and when research space is required as a condition of the grant or contract. Administrative Staff (Secretarial and APT) Staff should typically be provided both personal space plus additional space for files and other materials. Office space should be adequate to serve the multiple needs of units.


Other Space Departments should maintain records in an appropriately secure location. Storage space should be conserved through the development and implementation of archival procedures that are consistent with university policy. Where feasible, units should store documents in electronic rather than paper form to reduce the need for storage space. Units should provide adequate space to store supplies and equipment that are not in use. Departments should periodically dispose of equipment that has no value. Departments should create plans for cycling equipment through an expected life cycle. Space is not provided for storage of personal items. Most departments have seminar and/or conference rooms used primarily for their faculty and students. While departments are the primary stewards of these spaces, the college encourages the informal practice of honoring requests to make them available to other units for meetings and seminars. Travel All travel during the duty period for 9-month faculty, whether business or personal, must have prior approval from the Dean, using the e-Travel Request form. The “Justification” section must include how the faculty member’s duties will be covered in her/his absence. In the case of personal travel, it must also include how the time will be made up during the off-duty period. Exceptions for personal travel include simple weekend or holiday travel, and travel during the “professional development”/Green Days periods, normally schedled after Thanksgiving, between semesters, and during Spring Break. Faculty may travel for professional purposes during instructional periods for not more than ten (10) instructional days per semester, whether or not they actually teach on a particular day they are on travel. Instructional holidays and weekends are not included in calculating the 10 days. In exceptional cases, and with prior approval of the dean, faculty may extend their travel time beyond ten instructional days. Approval of the dean must be secured prior to faculty making any commitments or travel arrangements for leave in excess of ten days. Travel requests should specify classes that will be missed and the names of the substitute instructors who will cover the classes or the dates and times the classes will be made up. The traveler will be responsible for any costs associated with covering the missed classes. Travel without prior approval of the dean may be classified as unauthorized leave. Visiting Professors The Dean will consider a request for a visiting professor, given the following: The request comes from the Department Chair, who at a minimum consults with the area


faculty and DPC. The visiting person offers something *significant* that the department cannot normally offer, or, Lecturers are not available to teach the missing faculty's load. The primary consideration is the benefit to the students. • Maximum one-year appointment. • In a "3/2" workload, the visiting person teaches "3." The department covers the "2" semester with existing resources. Salary expectations by the visitor will be a factor. By definition a “visiting professor” must have an academic home to which he/she can return. Workload

College of Arts and Humanities Faculty Workload Policy (Draft As of 8/23/2011)

XII. Preface: This document defines the standard teaching workloads of faculty members in the college, and describes in general terms the non-teaching responsibilities, activities, and achievements by which faculty members earn individual adjustments of standard workloads. It also specifies guidelines the college will use in authorizing such adjustments, and mandates the departments to develop and implement guidelines and procedures specific to their disciplines and circumstances.

XIII. Board of Regents Policy: The Board of Regents has defined the workload of the faculty at UHM as 24 semester credit hours or eight courses per year. The regents have also designated UHM as a graduate research institution, which designation necessarily entails major nonteaching duties and demands upon the faculty. In recognition of the latter fact, the regents have accepted 3-3 (9 contact hours per semester) as the standard teaching workload of research/scholarship active Mānoa faculty; and they have adopted policies that permit variations above and below that standard for individual faculty members.

A. These policies acknowledge the non-teaching responsibilities of the Mānoa faculty, but leave the formulation and specification of those responsibilities to the Mānoa administration, from whence they have devolved upon the college. Since the academic stature of the university as well as the ability to fulfill its graduate and research missions depend so largely on the scholarship, creativity, and professional stature of the faculty, it is the policy of the college to encourage the kinds of nonteaching activities and involvements that justify reductions and variations of teaching workloads.


B. The kinds of activities and responsibilities that justify the regents' 3-3 teaching workload include, but are not restricted to, the following kinds of duties that constitute the special demands of teaching in a graduate research university:

• All forms of research relevant to one’s discipline, especially peer-reviewed publication, exhibiting, or performing significant scholarship, and including writing extramural grant proposals.

• Substantial and ongoing participation in graduate education, including teaching graduate seminars, advising and supervising students, overseeing creative performances or exhibitions of graduate students, directing theses and dissertations, and helping graduates find suitable employment;

• Counseling and advising undergraduate students.

• Keeping abreast of the literature in one's discipline and in the area of one's scholarly and creative specialization and expertise;

• Regularly updating course lectures, syllabi, reading lists, assignments and creative activities in order to keep courses and teaching abreast of current knowledge and interpretations;

• Regular and ongoing participation in the affairs and activities of one's discipline and disciplinary organizations at local, national, and international levels;

• Receipt of prizes, awards, and grants, especially extramural grants, election or appointment to office in professional organizations, and other forms of recognition for scholarly, creative, or professional accomplishment;

• Regular and ongoing participation at all levels in the governance of the department, the college, and the university;

• Substantial ongoing service to the university community and to the larger community in ways related to one's professional stature and scholarly and creative achievements.

III. College Policy: The responsibilities and activities denoted in section II.B. are expected for a 3-3 teaching load. A higher level of activity is expected to have one’s teaching load reduced below 3-3.

Scholarship in the college consists of teaching and research. The time devoted to each component of scholarship may vary not only across faculty but also over the lifetime of individual faculty. Thus, a faculty member at one stage of her/his career may devote more time and energy to one particular component of scholarship but later on choose to focus on


other components. While different faculty may be involved in different components of scholarship at different phases of their career, there is nonetheless a high level of overall scholarship and fairness within the unit and across the college.

As teaching is a fundamental element of scholarship, every faculty member of the college is expected to contribute to the undergraduate and/or graduate curricula so that students can be assured of receiving a quality program and graduating in a timely manner. Faculty may have a teaching load less than that mandated by the regents when their activities in other components of scholarship warrant a reduction in teaching workload. Given the breadth of disciplines within the College of Arts and Humanities, the development of equivalencies will be articulated at the department level.

However, teaching workloads below 2-2 are allowed only under special circumstances with prior approval by the dean. Examples of such special circumstances are: (1) teaching buyout through an extramural grant, and (2) assignment of significant administrative duties such as department chairmanship or other comparable duties.

IV. Responsibilities of Departments: While the workload policy must be in accord with the BOR and college policy, the specifics for the unit workload policy are delegated to the departments/programs, including criteria for assigning teaching workloads relevant to the nature and requirements of their individual disciplines and procedures for review. The criteria and procedures will be developed by the chair in consultation with the faculty and will be subject to final approval by the Dean.

Using the procedure developed by their department, the chair will annually review the workload of each faculty member of the unit to ensure that every faculty member meets the workload criteria of the unit, that equity exists across the faculty, and that scholarship is enhanced.

Prior to the end of each spring semester the departments/programs will submit to the dean the teaching workload assignments of their respective faculty for the forthcoming academic year.

V. College Guidelines: In evaluating department criteria and procedures and in implementing its own policies concerning teaching workload reduction, the college will:

• Assign greatest weight to scholarly productivity and artistic creativity in the form of peer-reviewed publication of scholarship and artistic achievement, and to other forms of professional activity and creativity that evidence recognition of the faculty member's academic, professional, scholarly, and artistic stature and accomplishment by peers in one’s discipline;

• Require higher levels of scholarly or artistic productivity and professional activity for 2-2 than for 3-2 (or 2-3) workloads;

• Require that reductions of teaching workloads for administrative or other reasons not


covered in Section II.B. of this document are subject to prior approval by the dean.

Workplace The College promotes a workplace that is marked by collegiality, civility, mutual respect, and support. We actively subscribe to all policies on workplace non-violence, non-harassment, and non-retaliation. With respect to its daily activities and life the college seeks to create an environment which is both sensitive to differences in race, ethnicity, culture, gender, disabilities, age, religion and sexual orientation, and appreciative of how these differences enhance our work and learning experience. From Executive Policy E9.210: Workplace Non-Violence4 The University of Hawai‘i is an institution which encourages the intellectual and personal growth of its students as scholars and citizens and recognizes the need to maintain a safe and secure environment for faculty and staff to fulfill the University of Hawai‘i’s mission of teaching, research and service. In order to maintain an environment where these goals can be achieved safely and equitably, the University promotes civility, respect and integrity among all members of its community… The University of Hawai‘i has adopted a policy of prohibiting any work related or workplace violence against its students, faculty, staff, and visitors. Prohibited violent acts involve physical attack, property damage, as well as verbal statements that express or suggest the intent to cause physical or mental harm to another person. More specifically, violent behaviors include but are not limited to hitting, pushing and shoving; throwing or breaking objects; theft; shouting or yelling; threatening gestures or remarks; disruptive or hostile actions; abusive or belligerent language; sabotage of equipment; repetitive unwanted phone calls, notes or emails, etc. All incidents must be reported and will be addressed immediately according to statutes, rules, collective bargaining agreements, or policies. Employees should report all incidents to their supervisors. The decision to report an incident will never be questioned and will always be supported by management. The supervisor is responsible for addressing the complaint immediately in accordance with statutes or University policies…. From Executive Policy E1.203: Policy on Sexual Harassment and Related Conduct5 …Sexual harassment is a form of sex discrimination. It is the policy of the University of Hawai‘i that harassment based on sex is prohibited and will not be tolerated in any part of the University’s programs, activities, or employment. Acts of sexual harassment undermine the

4 http://www.hawaii.edu/apis/ep/e9/e9210.pdf 5 http://www.hawaii.edu/svpa/ep/e1/e1203.pdf


trust and mutual respect essential to the mission and function of the academy. State and federal laws protect University of Hawai‘i employees, students, and applicants for employment or admission against discrimination. Sexual harassment constitutes illegal discrimination under Title IX of the Education Amendments of 1972, Title VII of the Civil Rights Act of 1964, as amended, and the Hawai‘i State Fair Employment Practices Act, Chapter 378 HRS, as amended. Furthermore, Section 1-5, Policy on Nondiscrimination and Affirmative Action, of the Board of Regents’ Bylaws and Policies provides the administrative basis for complying with applicable federal and state statutes, rules, regulations, city and county ordinances, and provisions in the collective bargaining agreements governing nondiscrimination. Board Policy is implemented through Executive Policy E1.202, Nondiscrimination and Affirmative Action, and this Executive Policy on sexual harassment. In addition, sexual assault or any forcible physical sexual behavior is prohibited by each campus’s sexual assault policy and may also be prosecuted as a criminal offense.


APPENDIX A – Faculty Fellowship Policy


Approved by the Manoa Faculty Senate on 2/161201/

Faculty Fellowship Policy

The University of Hawai'i at Mllnoa as a leading research university has a strong interest in promoting the intellectual development and research careers of all of its faculty. We have nationally and internationally ranked programs and well-known faculty in a broad range of fields. Faculty in these fields operate in very different circumstances, according to the traditions of the disciplines and according to the levels of external funding for

. research in those fields. As a university with a broad commitment to knowledge production and transmission in ·an array of disciplines, we have to be careful to make sure that we develop policies that work for faculty in the full range of disciplines we represent.

Time to devote fully to the pursuit of research opportunities is a key aspect in the life of any faculty member's career. While funding for such research work is relatively more plentiful in most STEM fields, even the most prestigious and competitive faculty fellowships in the humanities, the arts, some fields in social sciences, and some other disciplines rarely come with stipends that match faculty salaries. A Guggenheim fellowship is arguably the most prestigious award that a faculty member in the arts or humanities can receive, yet the average award for a Guggenheim last year was $43,200, while most of the other highly prestigious awards offer between $40,000 and $60,000, at best matching the salaries of assistant professors but in most cases not even matching that. Some of these fellowship programs expect the home universities of the applicants to provide some matching support (akin to cost share commonly expected in the sciences), which means that faculty from universities that do not provide such cost share will not be competitive, and given that such awards are an important arena for institutional prestige and recognition in their own right (not even counting the results of the work the faculty member will complete as a result), universities telling their faculty that they are on their own are losing important opportunities for external recognition. Above all, an absence of such support means that faculty often have to take a substantial paycut in order to pursue such opportunities: this reduces the number who apply, means that those in more favorable economic circumstances already may be more likely to apply for and therefore receive such recognition, and therefore is a substantial disincentive that affects the entire institution.

The University of Hawai'i at Manoa would therefore like to propose the following policy framework that individual schools and colleges are free to adopt if they choose to do so. In other words, it is a matter of individual school or college decision making whether to adopt such a policy, as well as how to implement it, but the institution authorizes schools and colleges to adopt such a policy if they believe it fits the disciplines within their respective scope.

Tenured or tenure-stream faculty members with offers of individual fellowships that do not cover their full salary may request that the University cover the gap between that award amount and their full salary if the following conditions obtain:

I) the faculty member must be tenure-track or tenured and in good standing at the university; 2) the chair must endorse this request and certify that the department will be able to cover the faculty \

member's responsibilities; 3) the award must be of the kind that can be paid directly to the university, in the fonn of a grant to the

institution, not an individual award to the faculty member; 4) the award must be a prestigious research award, a source of prestige to the faculty member and the

institution; 5) the award must cover a sufficient portion of the faculty member's salary that his or her instructional

duties can be replaced for less than the amount of the award by an instructor, lecturer, or some other non-tenure-track appointment (the normal return to the department would be funds necessary to hire a 1.0 FTE lecturer, enabling the department to add to its curricular offerings);

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Approved by the Miinoa Faculty Senate on 21/61201 I

6) the faculty member must inform the chair of his or her intent at the time of application (in order to ensure that condition #2 be met if the application is successful).

The dean would be the decision-maker on all such matters, and if the decision were made to support the request, he or she would normally be releasing funds necessary to replace the faculty member's teaching to the department. As the award would go to the institution, all applicable ORS and OVCRGE policies and procedures would need to be adhered to. It is the intent of the OVCRGE to waive applicable overhead (e.g., IDC/F & A) on these awards but this needs to be handled on a case-by-case basis between the dean and the VCRGE.

Time spent on a fellowship of this kind would normally not count towards sabbatical leave from the University of Hawai'i since such fellowships normally involve absence from the university; however, if a faculty member remains on campus and fulfills all other university duties during the fellowship, then that time should count towards sabbatical leave. This could count towards the probationary period for tenure track faculty but approval in writing by the dean about whether it will count or not must be arrived at before the start of the leave.

The expectation would be that in the cases of all tenure-stream but untenured faculty, that the institution would cover the full gap between the award and the faculty member's salary. However, for tenured faculty with higher salaries, the policy would retain the option of partial coverage of the gap, and in no cases would the university pay more than 50% of the salary. If 50% support from the University still left a gap, the faculty member could agree to a temporary reduction in salary in such a case, with the understanding that when the fellowship was over, the faculty member would return to the regular salary to which he or she was entitled. Faculty members who receive gap compensation are expected to return to their school or college for at least one academic year or return the gap compensation to their unit. Any faculty member who chooses to accept a fellowship with approval of the Dean will be assured their position on returning to the University.

Appendix:

The Committee on Professional Matters developed the following table which they intended as an illustration of the possible range of situations covered under the policy.

Tenured Salary UHAppt Duration of Salary Fellowship Maximum Gap Likely Fellowshio Eauivalent Amount Comoensation Compensation

y $ 65,000 11 month Year $ 65,000 $ 45,000 $ 32,500 $ 20,000 y $ 175,000 11 month 3 months $ 43,750 $ 20000 $ 21,875 $ 21,875 y $ 175,000 11 month Year $ 175,000 $ 60,000 $ 87,500 $ 87,500 y $ 92,000 9 month Year $ 92,000 $ 42,000 $ 46,000 $ 46,000 N $ 44,000 9 month .3 months $ 14,667 $ 10 000 Full gap $ 4,667 N $ 44,000 11 month Year $ 44,000 $ 37,000 Full2ao $ 7,000 N $ 44,000 11 month Year $ 44,000 $ 24,000 Full gap $ 20,000 y $ 55,000 9 month Year $ 59 000 $ 35,000 $ 29,500 $ 24,000

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