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Personal and Confidential

July 18,2414

Dr. Thomas AppleChancellorUniversity of Hawai'iat M6noa2500 Campus Road, Hawai'i Hall202Honolulu, Hawai'i 96822

Dear Dr. Apple:

This serves to document my rating for you for the 2013-14 academic year evaluation period.The evaluation is based on your self-evaluation our discussions throughout the year including atour regular meetings, the impacts of your decisions and actions internally and externally, andyour 360 evaluation survey results.

During these past 10 months, we have met, including on a more regular basis over the pastmonths, to discuss matters and progress for the campus under your executive leadership. Asthe chief executive officer, you are responsible for setting the strategic direction of the campus;identifying campus-wide priorities; leading and motivating your executive and managerial teamof vice chancellors, deans and directors in achieving goals and objectives; working effectivelywith internal and external groups; making sound decisions in the best interests of the campusand University; and retaining the confidence of your team and constituents. ln our regularmeetings I have often shared suggestions and ideas regarding how I believed you could be amore successful leader of the campus.

Executive leadership of our largest campus requires a high functioning senior leadership team.You stated in your self-evaluation that you "have not been able to build a team spirit" at yourvice chancellor level. You mentioned that you are still in "the learning phase to understand theculture of UH and how one gets things done in a less-metric-based environment." As the chiefexecutive officer and based on the credentials and expectations at time of appointment, thereasonable expectation was that you would be able to lead, direct and manage effectively andat a senior level providing a vision and inspiring your leadership team to support that direction,certainly within two years. ln your self-evaluation, you reflect that coaching and supportprovided over the past months to you in working with your leadership team and the Deans hasproven beneficial. However, there is not a cohesive strategy for forward progress sharedamong your senior leadership and the Deans. Nor are there implementation plans for tacticsthat you have announced.

Your decision-making in developing and moving strategies and initiatives forward has been lessthan satisfactory. Your identification of critical issues and campus priorities, as well asunderstanding the impact of your decisions and pronouncements, has adversely impacted themomentum and continued success of the campus in achieving necessary goals and objectives.The intended direction of your decisions and statements has appeared inconsistent and has

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An Equal Opportunity/Atrirmative Action Institul

Dr. Thomas AppleJuly 1 8,2014Page2 ot2

resulted in confusion and misunderstanding of the direction in which you plan to lead thecampus.

As the chief executive officer, your representation of the University to key stakeholders withinour internal and external community is critically needed and has been less than satisfactory'The campus requires a champion tb inspire our internal and external community members. tosupport tire oireition in which you steer tire campus. While you have been diligent in attendingopen meetings with the campus community and iegular meetings with various-faculty, and othergrorpr, tne lfforts have noi been adequate to garner.the level and kind of support for yourinitialives necessary in an environment of collegiality and shared governance.

Critically, the fiscal integrity of the campus has declined over these past two years. Over thepast yeir, we have disclssed the financial stability of the campus and ideas to achieve financialitaoitity. While you have invested campus resources and taken action in several efforts withintent io move important initiatives forward, these actions have not been part of a coherentfinancial strategy. And implementation follow-through on actions has been inadequate. Youhave stated V*i intent to consolidate and restructuie to capture opportunities, but such ideaswere shared in an ad-hoc manner with little to no evidence of overall strategy or vetting withnecessary groups and individuals, and without implementation plans. The results have beenless than salisfactory and have placed your campus at risk of continued decline.

Communication has been less than satisfactory in working with internal and external groups.The foresight and planning to ensure the Boird and campus leadership. is advised and in

support of-critical actions ii lacking, which has thus led to situations in which your necessarysupporters were unaware of your decisions and initiatives.

After much consideration of your self-assessment, progress over the past year, our discussionsand your 360 evaluation survey results, I have rated your performance as less than satisfactory'

Sincerely, /\h^^rtP*David LassnerPresident

c: System Office of Human Resources