THE UNIVERSITY OF ALABAMA IN HUNTSVILLE

FACULTY SENATE

SENATE RESOLUTION 08/09-09A: REALIGNMENT PROCESS

Whereas UAHuntsville does not have a detailed policy
regarding the combination, division, or termination [hereafter
"realignment"] of academic units ["units" referring to, for
example, departments, colleges and centers];

Whereas the realignment of academic units must consider the educational benefits rather than mere cost-saving;

Whereas the faculty have the disciplinary expertise within their own fields and have extensive knowledge of our students' needs;

Whereas the realignment of academic units has long-term
effects and cannot be undertaken for immediate financial
reasons;

Whereas the UAH Faculty Handbook already provides for a
flexible response to immediate needs without a realignment of academic units:

"In an effort to encourage interdisciplinary approaches
to teaching, research, and public service, UAH has
interdisciplinary groupings of scholars that are more
flexible and transitory than academic departments.
These groupings bring together faculty from two or
more departments and experts from outside the
university to address new ideas. They may then
disband without altering departmental structures or, if
needed on a long-term basis, become a permanent part
of the university's structure" [FH 4.2]. (At UAHuntsville,
these programs are often called "cognates."); and

Whereas UAHuntsville already emphasizes the importance
of faculty involvement in determining academic realignment:

"Major functions of the dean include providing
leadership to department and program chairs, faculty,
and staff in the development, operation, and
improvement of academic and research programs;
developing and recommending to the provost of
budgets for departments, programs, and academic
support areas .... " [FH 4.3];

"The performance and relevance of a department
normally are reviewed at least every five years or in
conjunction with a department's professional
accreditation review cycle. Findings and
recommendations of review committees are submitted
to the provost. After consultation and agreement with
the president, the provost may recommend that a
department be continued, or a proposal to dissolve or
reorganize the department may be forwarded to the
Board of Trustees for review and approval" [FH 4.4];

"The chair is expected to provide academic leadership
for the department. ... The chair has administrative
responsibility for insuring the quality and effectiveness
of the department's instructional, research, and service
programs. Department chairs have the responsibility to
provide leadership in formulating and in implementing
departmental goals and long-range plans; to represent
the department internally within administrative and
governance structures of the university. . .. "[FH 4.5];

"Faculty review of administrative performance and
program effectiveness is accomplished by conducting

formal program reviews at least at five-year intervals,
with the faculty also participating in the regular, ongoing
evaluation of administrative leadership, program
direction, and program quality." [FH 6.1];

Therefore, be it resolved that the Faculty Senate adopt the
following and include it in the UAHuntsville Faculty
Handbook.

Section 1: Scope and Purpose of Realignment

1.1 Proposals for the deletions or modifications of

undergraduate or graduate courses and/or academic
programs that do not alter the structure of the academic
units are covered in [FH 8.3] and hence are not covered
by the academic realignment process described in Section
2.

1.2 The realignment of academic units in established
colleges is the province of the collegiate faculty and
University administration.

1.3 Proposals for academic realignment may originate from
any interested faculty members and/or administrators.
However, each proposal must clearly identify the purpose,
goals, and objectives of realignment.

1.4 No matter where or why they originate, proposals for
realignment should be presented to the affected academic
units and then be considered via the sequential process
outlined in Section 2 .

1.5 As and when academic realignment is appropriate
and/or deemed necessary by the faculty or administration,
a phased approach should be deployed to develop and

implement academic realignment plans. In the first phase, each dean, working with his/her college chairs and faculty, should be asked to develop and present to the Provost an academic realignment plan for his/her college in a timely fashion.

1.6 Academic realignment plans that could result in the
elimination or merger of two or more colleges should only be explored after the affected colleges have examined all their options.

1.7 If a proposed realignment involves academic units from
multiple colleges, affected faculty in each academic unit
from all affected colleges must be involved in the
preparation and approval of the realignment proposal.

1.8 Financial crises are not in themselves adequate
reasons for ignoring any step of the academic realignment process described in Section 2 or forcing a schedule that prevents adequate discussion.

1.9 No academic realignments should be made if the cost
savings or other benefits are inconsequential.

1.10 The realignment process described in Section 2 may
stop at any time if there is evidence of inconsequential benefits or harmful consequences to the educational mission of the academic unit.

Section 2: Sequential Steps for Academic Realignment

2.1 If the academic unit where the academic realignment
proposal originates determines that sufficient reasons exist for realigning academic units, then it shall develop a formal realignment proposal in consultation with faculty, staff, students, administrators, and wherever needed, community stakeholders and professional leaders.

2.2 The affected academic unit shall obtain evidence of
support or rejection of the proposed realignment
through methods that allow adequate discussion.
Evidence shall include, but is not limited to letters,
votes, and survey results. The affected academic unit
shall provide sufficient time and means for affected
academic units to discuss and approve the proposed
realignment. An absolute majority of the anonymous
ballots (administered by the Governance and
Operations Committee of the Faculty Senate) of
faculty (tenured and tenure-earning campus-wide plus
clinical in Nursing and lecturers in the Library) of each
affected academic unit must be in favor of realignment
to constitute support.

2.3 If the proposed realignment is deemed appropriate by
the affected parties, a written statement defining the
proposed realignment and rationales for change shall
be prepared that includes the items listed below. This
written statement and its accompanying evidence of
support or rejection shall then be presented to the
dean of the college containing the affected academic
unit.

2.3.1 An evaluation of current and proposed program
requirements;

2.3.2 A transition plan for currently enrolled students;
2.3.3 A review of both curriculum and resource

coordination with other academic units;

2.3.4 An assessment of both the tangible and intangible
costs and benefits of proposed academic
realignment;

2.3.5 A clear discussion about how the mission of the
academic unit will be enhanced by the proposed
realignment;

2.3.6 Evidence of support and rejection of the proposed
realignment; and

2.3.7 A plan to implement the proposed academic
realignment.

2.4 The dean shall, in turn, prepare a written statement

concerning the realignment which addresses the same criteria identified in 2.3 above, especially the extent to which education and research at UAHuntsville will be enhanced. The dean shall forward the recommendation to the Provost along with the evidence of support or rejection from appropriate parties including the following:

2.4.1 the College's Council of Chairs,
2.4.2 the College's Curriculum Committee;
2.4.3 the College's staff; and

2.4.4 community stakeholders and professional leaders,
where appropriate.

2.5 The Provost, in turn, shall prepare a written statement
concerning the realignment, to be accompanied by all
materials discussed above. After presenting all the
materials to and after consulting with appropriate
parties such as the Council of Deans, University
Curriculum Committee, the Graduate Council, and the
President, the Provost may forward the written
proposal along with all the previous statements and
evidence described in paragraphs 2.1 through 2.4 to
the Board of Trustees for review and approval.