Standard 3 Assuring Resources and Organizational Structures -(2024)

Standard 3 Assuring Resources and Organizational Structures

The institution achieves its educational and student success objectives through investments in human, physical, fiscal, technology, and information resources within appropriate organizational and decision-making structures, and consistent with its explicit commitment to diversity, equity, and inclusion.

Criteria For Review (CFR)

Faculty, staff, and Administrators

CFR 3.1 The institution employs faculty, staff, and administrators sufficient in scale, professional qualifications, and background to achieve the institution’s educational and student success objectives, to propose and oversee policy, and to ensure the integrity of its academic, student support, and co-curricular programs and services and administrative processes.

• • Faculty Total FT-PT

CFR 3.2 Faculty, staff, and administrator recruitment, hiring, and orientation practices and workload expectations are aligned with institutional mission and priorities. The institution examines the extent to which its climate supports faculty, staff, and administrators and acts on its findings.

In line with its mission, UH Hilo promotes diversity in hiring.

• • FT Faculty -Race/Ethnicity
  • PT faculty -Race/Ethnicity

CFR 3.3 The institution provides professional development and evaluation for faculty, staff, and administrators.

• • The Office of the Vice Chancellor for Academic Affairs maintains a Faculty Professional Development Resources
  • The Office of the Chancellor hosts a Professional Development Committee which disburses funding for proposals from faculty and staff.
  • The UH System oversees the Course Evaluation System which is now entirely online. Faculty must allow students the opportunity to be evaluated but faculty can customize the survey and elect to have their scores posted publicly.
  • Faculty (including faculty specialists and non-tenured instructors) are reviewed per the tenure/promotion process and five-year post tenure review (for tenured faculty).
  • Administrative, Professional and Technical (APT) employees and civil service employees undergo performance evaluations per UH System policies.

Fiscal. Physical, Technology, and Information Resources

CFR 3.4 Resource planning and development include realistic budgeting, enrollment management, and diversification of revenue sources. Resource allocation is aligned with evidence-based educational and student success objectives consistent with operational and strategic planning.

• • Statement for 3.4 Part 1

CFR 3.5 The institution is financially stable and has resources sufficient to ensure long-term sustainability. The institution has unqualified or unmodified independent financial audits.

UH Hilo is regularly audited by Accuity which reports its findings to the Board of Regents.

• • June 30, 2022 Accuity Report for UH Hilo
  • BOR’s Committee on Budget and Finance and Committee on Independent Audit work to ensure oversight of fiduciary matters.

CFR 3.6 The institution provides physical, technology, information, and other resources sufficient in scope, quality, currency, and kind to support the work of its faculty, staff, administrators, and students. (statement that was posted for older CFR 1.7 needs to be updated)

• • Distance Learning hosts a number of resources, including the Online Course Syllabus Templatethat asks teachers to identify up to five (5) Course Learning Objectives, and the Quality Online Course Design Guidelines Checklist that states: “The online course has comparable content and expectations for student learning outcomes and acceptable levels of student performance with the corresponding face-2-face (F2F) course.”
  • Mookini Library provides a range of services that support student learning and both student and faculty research.

Organizational Structures and Decision-making Processes

CFR 3.7 The institution operates with appropriate autonomy governed by an independent board or similar authority that is responsible for mission, integrity, and oversight of planning, policies, performance, and sustainability. The governing board selects and evaluates the chief executive officer.

• • BOR Policy 1.202, Relationship of the Board to Administration and University: Section III.A.1.c: “The functions of the board are concerned with the government of the university; and its duties, in nature, are legislative and at times quasi-judicial. The execution of the policies authorized and established by the board is entrusted to the president, vice presidents, chancellors, and other officers of administration of the university. The regents must not concern themselves directly with the administration of the university, or individually or take part collectively, in administration, provided that it is the responsibility of the board to satisfy itself, through proper channels, that the principles, laws and policies established by the board are, in fact, being administered and that the administration is adequate.”
  • The UH System outlines the evaluation of academic administrators in Executive Policy 9.212under Section IX.

CFR 3.8 The board members have a range of backgrounds, knowledge, and skills to carry out their responsibilities.

The UH System Board of Regents is made up of individuals from all of the major islands in the State and represents a diverse body of experiences and backgrounds.

CFR 3.9 The institution has sufficient and qualified leadership capacity at all levels, characterized by integrity, appropriate responsibility, high performance, and accountability.

• • The Board of Regents Policy 1.210 in Section III.A.4 states: “The chancellors have the leadership responsibility for the immediate operational management and governance of their respective organizational units within Board governing and Presidential administrative policy”
  • Responsibilities of the Vice Chancellor of Administrative Affairs (Chief Financial Officer)
  • Duties and Responsibilities of the Vice Chancellor for Academic Affairs
  • University statement on executive-level evaluation

CFR 3.10 Data are regularly and systematically disseminated internally and externally, and analyzed, interpreted, and applied in institutional decision-making.

• • UH Hilo’s IRO maintains a Retention and Graduation reporting webpage that is regularly updated.
  • Student Achievement URL (link as submitted during annual reporting process.)
  • UH Hilo also publishes information on Distance Learning, including enrollments.
  • Undergraduate and graduate core competency assessment data is publicly posted on UH Hilo’s accreditation webpage.

CFR 3.11 The institution’s organizational structures and decision-making processes are clearly defined, consistent, and transparent, support effective decision-making and risk management, and place priority on sustaining institutional resilience and educational effectiveness.

• • UH Hilo’s Strategic Plan, Goals 5.3 and 5.8 support data-driven decision-making and fiscal sustainability.
  • NEEDED—an organizational chart that includes narrative on how decision-making is tied to risk evaluation, long term strategic planning, and academic quality and effectiveness.