Budget Committee Meeting
October 20, 2020 @ 1pm
Attendees
Provost Michael Bruno, Andrew Tang, Bundit Kanisthakhon, Cathi Schar, Charlene Lagondino, Christian Bergum, Clark Llewellyn, David Rockwood, Emily Gillmar, Eva Sekimoto, Hyoung-June Park, Jaret Leong, Judith Stilgenbauer, June Lee, Karla Sierralta, Kevin Nute, Lance Walters, Laura Lyons, Laura McGuire, Pamela Kato, Phoebe White, Simon Bussiere, Steven Hill, Thelma Howland, Tony Cao, Vanessa Works, Velma Kameoka, Wendy Meguro, Wendy Pearson
Summary of Discussion
Budget Situation
We are facing a short-term and long-term budget crisis in the State and at the University. The Governor intends to borrow $750 million from the federal reserve in the current fiscal year 2020–2021 (FY21) to address the State’s current budget shortfall; this loan must be repaid by the State within 3 years beginning July 1, 2021. The State and unions are currently in discussions related to possible furloughs (two days per month = 9.23% pay cut) for State employees over the course of the next four years. All University E/M employees will receive a pay cut beginning November 1, 2020.
While the University has not yet received its budget allocation from the State, we are confident that we will be in a good budget position for FY21 due to the current freeze on hiring, travel freeze and strong restrictions on equipment and other expenditures. However, we must plan now to position the University to withstand the future budget cuts and move away from furloughs and the painful cuts currently in place.
Process
The University cannot continue as a premiere R1 research university with four years of paycuts and freezes; this is not sustainable. We must start now to identify cost-saving efficiencies and increase revenue, primarily through enrollment growth. Mānoa Budget Committee members began meeting with Deans in March/April to examine budget reduction scenarios of 5%, 10% and 15%.
The Committee suggestions to academic units are not intended to be top-down mandates. The suggestions were based on external reports, information and data on hand, and are intended to be provocative and provoke conversations. The Committee is committed to meeting with highly impacted departments, listening to their thoughts/feedback, and working collaboratively to best position programs, departments and the University for success.
Cost-saving measures will not come on the backs solely of the academic side of the University. On the administrative end, Phase 2 of the Mānoa reorg is currently under development and identifies for elimination 12 E/M positions that will result in significant cost savings for the Mānoa campus. Additionally, a blue ribbon committee is currently reviewing the Athletics program to assess the current program and identify a sustainable future. We are also looking for efficiencies in other programs such as residential life, student housing, facilities, auxiliary services, parking, bookstore, and other areas of administration.
Review, approval and consultation with unions and affected stakeholders will continue through Spring 2021, it will take time to implement these plans. The aim is to be transparent and collaborative throughout the process as we continue to work to identify cost-saving efficiencies and increase enrollment revenue. Mānoa Staff Senate representatives will participate in these meetings as staff are also affected.
Details
The School of Architecture is the only school in Hawaiʻi providing professional accreditation in architecture and landscape architecture. Enrollment and graduation numbers are good in terms of size and as compared to other schools. The School is also growing in terms of programs and productivity.
Some believe that the School’s current administrative structure is somewhat flat, indicating that operationally, the function of the Dean position is similar to that of a Department Chair and Associate Dean. Therefore, there are benefits to combining with another unit and having a less flat organization structure. If merging with another unit, faculty and staff have expressed their desire to maintain their autonomy and to have a strong leader who understands the field of architecture.
Some faculty feel that there are strong synergies between Architecture and the Department of Urban and Regional Planning under the College of Social Sciences (CSS). The faculty believe they can improve the quality of their school by being associated with more resources and engagement and having a greater critical mass if moved under CSS. The combined units may develop a master of urban design degree or dual degrees between architecture and planning to attract more students and generate revenue.
Some faculty feel a better pairing may be with graphic design as architect designers conduct design research, which can be very different from what happens in CSS. Graphic design is a professional field that produces creative content and is very similar to architecture design. Arts and Theatre & Dance under the College of Arts, Languages and Letters (CALL) are creative fields in the area of design and construction and may be other areas worth exploring.
Students and others have expressed interest in broad areas of design, such as industrial design. With so many things changing in the industry and around the State, there could be new possibilities not previously considered for design fields.
A suggested approach to strengthen the program is to engage in the gradual evolution of the school based on an interdisciplinary approach. This gradual evolution will help to remove barriers and siloes between units. For example:
- Architecture + Academy for Creative Media (= like MIT Media Lab… a new degree – master of design);
- Architecture + Urban Planning (developing Master of Urban Design Degree that is different from Master of Urban planning) + Academy for Creative Media;
- Architecture + Construction Management (developing construction certificate program) + Urban Planning + Academy for Creative Media
It is undecided whether synergies can be best achieved through connections across colleges or from within the same college. The faculty and staff are open to engaging in further discussions. Staff request to continue to be part of the conversations so that they stay informed of what is happening with the School.
The Committee notes the importance of remaining an independent, professional school, which is essential for accreditation and licensure. The Committee also recognizes the importance of having a licensable degree. These elements must be preserved and protected. At the same time, the Committee encourages the School to engage in discussions and seek opportunities that may further promote and strengthen its programs.
Outcomes
The Committee recognizes the unique strength of the School and its prominence in Hawaiʻi, the Pacific and Asia and would like to encourage the School to continue discussions that may identify opportunities to preserve and strengthen the program and its instruction, scholarship, and community engagement.
Next steps, the School’s Dean and faculty will meet with CSS and CALL deans and faculty to assess the feasibility of combining units or establishing partnerships that may build synergies and strengthen the programs.