Achieving Our Destiny - University of Hawaii at Manoa Strategic Plan 2011-2015 (Final Draft)

8/6/2019 Achieving Our Destiny - University of Hawaii at Manoa Strategic Plan 2011-2015 (Final Draft)

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The University o Hawaii at Mnoa

20112015 Strategic Plan

AchievingOur Destiny


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2 University of Hawaii at Mnoa 20112015 Strategic Plan (Draft)

Table of Contents

To the University Community 3

Vision, Mission, Values 4

Our Vision 4

Our Mission 4

Our Values 5

Strategic Goals 6

Goal 1: A ransormative eaching and Learning Environment 6

Goal 2: A Global, Leading Research University 6

Goal 3: An Engaged University 6

Goal 4: Facilitating Excellence 6

University o Hawaii at Mnoa Overview 7

Background 7

Environmental Scan: rends as Treats and Opportunities 9

Guiding Documents 11

Goal 1: A Transormative Teaching and Learning Environment 12




Progress Indicators 18

Goal 1: A ransormative eaching and Learning Environment 18




The 20112015 Mnoa Planning Strategy 20

Plan Implementation 22

Allocating Resources/Annual Benchmarking 22

Annual Benchmarking Budgeting imeline 23

Acknowledgements 25


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University of Hawaii at Mnoa 20112015 Strategic Plan (Draft) 3

To the University Community

Aloha! Te University o Hawaii at Mnoa is committed to providing

excellence in teaching, internationally recognized research, and a culture o

service to our society Tat commitment is grounded in our historic trust

to strengthen and reinorce Native Hawaiian values o kuleana, ohana,and ahupuaa For more than a century, our institution has led the way

in developing innovative approaches to changing circumstances and by

embracing challenges as opportunities to oster creative, cooperative

solutions In that spirit, our 20112015 Strategic Plan identies exciting

and important objectives aimed at enhancing our role as the agship

campus o the University o Hawaii System

Tis plan represents an inclusive process involving the work o nearly

1,400 students, aculty, sta, administrators, alumni and community

members By working together, we produced an ambitious plan thatremains true to the overarching principles outlined in Dening Our

Destiny, while clariying and rening strategic goals that will enable Mnoa to

Achieve the Destiny envisioned in 2002 Implementation o this plan oers

measurable advances to the students, aculty and sta o our campus, as well

as meaningul benets to the citizens o Hawaii

During our second century, our goal is to build on our history, adapt to

current realities and anticipate uture needs this strategic plan will assist us

in advancing UH Mnoa into a 21st century o greatness

Virginia S Hinshaw

Chancellor


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Vision, Mission, Values

Our Vision

Te University o Hawaii at Mnoa will gain international recognition as

among the nations leading land, sea, and space grant universities Grounded

in the traditional values o our host culture, we strive or excellence

in teaching, research, and community engagement, while promoting

environmental sustainability and human justice

Our Mission

As a land, sea, and space grant university, the University o

Hawaii at Mnoa is dedicated not only to academic and

research excellence but also to serving with aloha the local,

national, and international communities that surroundus aking as its historic trust the Native Hawaiian values

embedded in the concepts o kuleana, ohana, and ahupuaa

that serve to remind us o our responsibilities to amily,

community, and the environment, Mnoas hallmark

is a culture o community engagement that extends ar

beyond the classroom to bridge theory and practice, ostering creative and

critical thinking, and promoting students intellectual growth and success as

contributing members o society

Central to this mission is aculty dedication to a ertile, engaged, and

ethical learning environment characterized by a ree exchange o ideas,

shared intellectual resources, cutting edge scholarship, and high academic

expectations With its unique geographic location bridging East and West,

Mnoa serves as a portal to an exceptional educational experience while

striving to improve quality o lie in the region through collaborative

partnerships that support innovations in education, health care, social

development, culture and arts, earth, space, and ocean sciences, sustainable

agriculture and land management, and technological advancement


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Our Values

Hawaiian Place o Learning Te signicance o Mnoa as a campus

physically and conceptually grounded in Native Hawaiian knowledge and

values cuts across each o our strategic goals Hawaiis unique location and

strength in indigenous scholarship sets us apart rom other universities

Local to Global Mnoa is uniquely positioned to contribute both locally

and globally; we are committed to providing global leadership that models

strong local identity and commitment

Sustainability Our unique location has required Mnoa to prioritize

environmental, cultural and economic sustainability so we can become an

international leader in this area

Technology Eective use o technology is inherently linked to the value

o sustainability and the growth o community Smart technologies will

allow us to emerge as a stronger and more organizationally sustainable

campus and will expand our connections locally and globally

Community and Diversity Te diversity o people (local, national,

international) who live and work at Mnoa help make the campus special;

we cherish our unique status as a university like no other place on earth


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Strategic Goals

Goal 1: A ransformative eaching and Learning Environment

Increase experiential learning opportunities across the curriculum

Expand and create transdisciplinary opportunities and programs Increase student success

Expand international study opportunities

Promote a Hawaiian Place o Learning

Ensure that quality o teaching is as important as quality o research in

hiring, tenure and promotion

Goal 2: A Global, Leading Research University

Promote aculty and student research and scholarship

Reward and support outstanding aculty, sta, and students

Improve research inrastructure

Invest in key areas o research and scholarship

Goal 3: An Engaged University

Promote scholarly work that inorms policies and practices that benet

communities

Expand internships, practica, mentoring, and service learning

Increase partnerships and sharing o expertise with communityorganizations

Increase appreciation and understanding o cultural expression in Hawaii

and the Asia-Pacic Rim

Facilitate student leadership and involvement in campus governance

Goal 4: Facilitating Excellence

Implement sustainable management practices in the use o energy, water,

paper and other resources

Improve acilities management systems to oster community engagement

and student learning

Streamline business processes and invest in technology to promote data-

driven decision-making

Increase transparency, eciency and accountability in resource allocation

policies and practices

Implement processes to promote a Hawaiian Sense o Place


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University of Hawaii at Mnoa Overview

Background

A research university o international standing, the University o Hawaii at

Mnoa (Mnoa) is the agship campus o the University o Hawaii System,

the states sole public university system governed by a 15-member Board

o Regents A land-grant, sea-grant, and space-grant institution, Mnoa

creates, renes, disseminates, and perpetuates human knowledge; oers a

comprehensive array o undergraduate, graduate, and proessional degrees

through the doctoral level; carries out advanced research; and extends services

to the local community and beyond

More than 20,000 students are enrolled in Mnoa

courses, on campus or via distance delivery

Classied as a Carnegie Doctoral/Research

University-Extensive institution, Mnoa oers

more than 200 degree programs through 19 colleges

and schools including proessional degrees in law,

medicine, nursing, engineering, business, social

work, and architecture Sixty-nine percent o Mnoa

students are undergraduates, 57 percent are o

Asian or Pacic Islander ancestry, and 56 percent

are women Mnoa is positioned to be among the

worlds leading indigenous-serving institutions as

demonstrated by its commitment to access andsuccess o Native Hawaiians

Mnoas special distinction derives rom its

Hawaiian, Asian, and Pacic orientation and unique location ogether, these

attributes oster unique opportunities or study in tropical agriculture, tropical

medicine, marine sciences, astronomy, volcanology, botany, evolutionary

biology, comparative philosophy, education, languages, urban planning,

cultural studies in Pacic/Oceania, perorming arts, second language studies,

and international business As evidence o the high level o research and

scholarship at Mnoa, our extramural grants and contracts places us in the top30 o US public institutions Te importance o Mnoa in terms o generating

extramural unding is an indicator o academic quality and marks the campus

as a leading contributor to the State economy Indeed, UH Mnoa excellence

is directly related to the quantity and quality o its research and scholarship


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Nearly all o the programs at Mnoa have developed strengths in Hawaiian,

Asian, and Pacic studies, which have created an international reputation or

the University We are widely recognized as the best university in the US in

these areas, and we have recently been invited to become a Conucius Instituteby the Chinese Ministry o Education Mnoa also oers instruction in more

Asia-Pacic languages than any other US institution o higher learning and is

home to ve itle VI Centers: a National Foreign Language Resource Center,

three National Resource Centers (East Asian, Pacic Islands,

Southeast Asian), a Center or International Business Education

and Research, and the comprehensive Hawaiinuiakea School o

Hawaiian Knowledge As a result, students are provided special

opportunities or research, service learning, and co-curricular

activities in Hawaiian, Asian, and Pacic studies, as well as

unrivaled opportunities or investigating language acquisition

and language use in diverse cultural settings

As a public research extensive university, the University o

Hawaii at Mnoa is committed to serving the citizens o

Hawaii Tis is maniest in many ways, including partnering

with local businesses and non-prot organizations to improve

the economic, social and physical well-being o Hawaiis

residents Many o the states leaders in politics, business

and education hold Mnoa degrees, as do many Hawaii

proessionals Trough active programs o scholarship related

to Hawaiis special natural and cultural endowments, Mnoa

serves as both a ocus o preservation and conservation and

a source o new knowledge Mnoa unctions as a meeting

place between local and global, increasing understanding and knowledge

integration Its athletic and cultural programs are a point o community

enrichment and pride A 2009 study by the University o Hawaii Economic

Research Organization estimated that Mnoa represents about 19 percent

o Hawaiis total output o more than $101 billion, and about 23 percent o

Hawaiis GDP (estimated) Te report noted that, Overall, the $1296 billiono education-related expenditures attributable to UH Mnoa generated $1895

billion in local business sales, $959 million in employee earnings, $105 million

in state tax revenues, and 21,700 jobs in Hawaii in FY 2007 (p7)


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In addition, Mnoa contributes to the overall level o educational

attainment o Hawaii citizens (2000 census data show that 262% o

Hawaii residents have a bachelors degree or higher compared to the

national average o 244%) Te Bureau o Labor Statistics reports thatnationally 52% o adults with a bachelors degree are unemployed

compared to 86% o those with some college but no degree, 68% with an

associates degree, and 97% who have a high school diploma but no college

education (May 27, 2010); Mnoa helps the State address unemployment

by acilitating intra-system campus transer, retention, and graduation o

resident students

Environmental Scan: rends as Treats and Opportunities

Mnoa is grounded in Native Hawaiian knowledge and values, includingthe tradition o reciprocity, and is a leader in reaching out to communities

in Hawaii and the Pacic We operate within a context o a uniquely

diverse local community, an island state, the wider academic network, and an

increasingly global economy

As part o the planning process, the Strategic Planning Working Group

conducted an environmental scan by reviewing research and media on

academic trends, benchmarking the previous plan, Dening Our Destiny

20022010, against recent plans rom other research-extensive and large public

institutions, then developed an online survey to understand those issues oimportance to the campus and surrounding community As a result o the

survey and with supplemental input rom planning ocus groups in all 2010,

the ollowing areas were identied as threats and opportunities that shaped this

plans development

Economic Downturn Perhaps the most serious event since the 2002 Mnoa

Strategic Plan, Dening Our Destiny, was the national economic downturn

that has dened the past ew years Te impacts o this on education in general,

within the Hawaii and across the US, have raised concerns that were perhaps

less obvious in better times Te changed economy is both a threat to Mnoasuture but also an opportunity to review our oundations and potential

Declining state revenues to support education are a recurring concern with

impacts related to nding new ways o raising revenues and budgeting as

well as potentially limiting new initiatives Further, there was concern about

maintaining excellence in the ace o revenue cuts at the same time responding

to increased competition rom other institutions, particularly those now

moving into the state as a result o new technologies and distance learning


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Access and Afordability Aordability was the top ranked issue by survey

participants, directly related to the concerns over declining revenues and

potential tuition increases and program downsizing Tis paralleled issues

o access, with concerns about ensuring aordability to state students whilecontinuing to welcome international students Te increasing costs o higher

education have been a media centerpiece that preceded the recent recession,

but with declines in income and public support, this issue has become a clear

concern or many

Public Support or Education Apprehension over revenue

rom the state to support higher education all within a larger

concern related to public support o education in the state Survey

respondents noted that public education, whether K12 or higher

education, is no longer valued to the extent it has been in the pastTis was viewed rom many vantage points with the most specic

related to cuts made in state budgets or Mnoa, and as an issue

to be considered in terms o uture partnerships with Hawaii

schools and improved outreach to stakeholders A large number

o respondents indicated Mnoa needs to do more outreach to the

community, legislature and other political leaders to promote the

importance o public higher education and ocus on improving

Mnoas responsiveness to state and local issues Further, there

is a general sense that Mnoa, like most other public agship

campuses, needs to do more to show how important a research

university is to the state

Workorce Development Workorce development as a concept has been

central in UH System goals; there was a clear recognition o the changing

nature o employment in the State and the impact this will have on our

planning and implementation o degree programs and partnerships Students

and alumni in particular are concerned with the shifing job market and

their competitiveness or employment upon graduation While a continuing

commitment to, and recognized need or, a traditional liberal arts education at

Mnoa remains strong, there is also signicant support or Mnoa to expand

proessional programs, develop new partnerships or economic development,

increase internships, and provide students with more opportunities or

developing 21st century skills


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Guiding Documents

Tis plan newly denes strategic goals

or 20112015 and is a direct descendent

o Mnoas 20022010 strategic plan

Dening Our Destiny 20022010

began the process o developing a more

cohesive Mnoa identity, emphasizing

the campus uniqueness as a Hawaiian

Place o Learning while rearming its

status as a premier research institution

Despite our many advantages, Mnoa has

been challenged since the publication o

the Dening Our Destiny, by leadership turnover, scal challenges, signicantacilities problems, and an academic support inrastructure that had suered

years o budget cuts Despite these challenges, signicant progress has been

made toward many o the 20022010 goals in part because the campus directed

its most recent accreditation cycle o review to previously unmet Dening Our

Destiny objectives Te goals articulated above reinorce many o those initially

identied in the 20022010 plan, modied or the new decade

Numerous ocial reports and documents produced by Mnoa committees

and administration as well as by the UH System have provided statistics and

background or the plan Tis document does not seek to duplicate thosereports and is intentionally concise to ocus on specic goals, initiatives and

plan implementation O particular relevance are the accreditation reports

developed or the Western Association o Schools and Colleges (WASC)

Accrediting Commission or Senior Colleges and Universities Identied in

those documents were three primary areas o ocus or improvement: (1)

Building a Mnoa Community in Support o Student Success; (2) Campus

Renewal to Support the Mnoa Experience; and (3) Reorm Campus

Governance to Promote Communication and Student Success

Tis plan has also been shaped within the ramework o the University oHawaii System Strategic Plan, recognizing priorities and issues raised at

that level UH System strategic priorities rearticulated in 2009 ocused on

the ollowing areas: Native Hawaiian Educational Attainment; Hawaiis

Educational Capital; Economic Contribution; Globally Competitive Workorce;

and Resources and Stewardship A list o major reports that provide important

background on the University and used in the planning process is included on

the Mnoa planning web site at http://wwwuhmhawaiiedu/vision/


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Goal 1: A Transformative Teaching andLearning Environment

Our 20112015 goals build on the vision o education dened as the Mnoa

Experience, which provides students challenging and distinctive academic

programs, innovative teaching and service, and world-class research and

scholarship reective o global perspectives and a culturally diverse islandstate Signicant progress was made toward meeting the goals outlined in

Dening Our Destiny, 20022010, especially in areas o undergraduate

education and student success

As the agship research university in the state, Mnoa must continue to

strengthen core teaching and learning unctions, some o which have been

weakened in recent years by budget reductions Over the next ve years

we will reinorce those core commitments and emphasize active learning

by incorporating research and other orms o experiential learning into

students undergraduate and graduate experiences in ways that enhance theirunderstandings o the processes o research and scholarship We will provide

students with more opportunities to be active researchers/scholars in their

chosen disciplines and leverage the unique opportunities oered by our place

in the Hawaiian archipelago to produce individuals equipped with skills

and knowledge unavailable to students at any other university in the world

Essential to providing a transormative educational experience or students is

engaging them as participants in this learning rom the very rst day o class,

and by partnering them directly with aculty to develop active researchers and

scholars at all levels o ensure the ullest experience or all involved, we will

incentivize and provide more eective structural support or administrators,

aculty, sta, and students who successully promote, implement and conduct

such transormative learning

We will inuse curricula with experiential learning opportunities on campus

and in the community Students will have expanded opportunities to actively

contribute solutions to campus problems, services, and programs o ensure

that experiential learning is a top priority throughout our campus, we will

provide aculty with incentives and ensure adequate support services that

enable successul teaching and learning to take place Doing so will entail

orging new and strengthening existing trans-disciplinary partnerships with

community stakeholders so they can play a more active role in determining

the goals and mechanisms or such programs We will empower students

and the community by consistently soliciting eedback and participation,

making them more integral to our policies, practices and decision-making

Such active positioning o students and community members will help to

develop an esprit de corps on campus and aid our university in attracting

and retaining top students Trough eective use o technology, we can


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expand our scholarly community across the states archipelago and beyond In

tandem with these eorts, we will develop a comprehensive partnership with

K12 Hawaii schools to oster relationships that will lead to better prepared

students and stronger representation o diverse groups o students, especiallyNative Hawaiians

We will continue to draw on the strengths aorded by our location Native

Hawaiian values can inuse curricula in multiple ways, by conceptualizing

teaching and learning to heed such values across the

curricula and by oering programs and courses that delve

deeply into specic values as students actively study the

histories and philosophies o Hawaii Similarly, Mnoas

location in the Pacic provides an ideal meeting place

or international students rom Asia and the Pacicregion that support active learning about other cultures

and places ransormative learning experiences can

emerge rom events ranging rom cross-cultural ad-hoc

discussions that occur in class to collaborative trans-

disciplinary research and scholarly activities Mnoa is

uniquely positioned to produce graduates who can lead

the world in leveraging knowledge that comes rom

orging meaningul global connections In addition to

studying sustainability in ways commonly ound elsewhere, students at

Mnoa have a unique learning environment by virtue o our location as

an island state located in the tropics Our uniqueness is urther amplied

through the concept o ahupuaa in Native Hawaiian culture, and by probing

the possibilities or conceptualizing place-based sustainability in the Asia-

Pacic region Such transormative learning opportunities enable students to

see and experience the very topic o sustainability in more complex ways than

elsewhere

Mnoa is a meeting place or teachers and learners rom across the globe We

will take advantage o our international diversity by incorporating into our

curriculum opportunities or developing local solutions to global problems

and adapting globally sound practices to t local issues and concerns We can

urther broaden our students perspectives by increasing their participation in

international programs, such as study abroad and international exchange Our

eorts will reect traditions and values o our host culture in this magnicent

place, acknowledging the importance o all contributors to this transormative

educational experience and producing graduates who represent us with pono


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Goal 2: A Global, Leading ResearchUniversity

One o only 22 institutions nationwide to hold the distinction o being a

land-, sea-, and space-grant research institution, Mnoa is ranked in the top

30 public universities in ederal research unding or engineering and science

and 52nd overall by the National Science Foundation In FY2010, Mnoa wasawarded $356 million in research monies

Progress has been made on goals related to research and scholarship set in

the 20022010 Strategic Plan, Dening Our Destiny, although not all o the

goals articulated in that plan were met Over the next ve years, we will build

on our achievements by improving and expanding research and scholarship

as well as research education, positioning Mnoa to become a truly global,

leading research university o achieve that status, our university must exhibit

the ollowing undamentals:

A broad range o high-impact, innovative, pure and applied research

and scholarship

Te agility to respond to new opportunities

Continued support or research areas in which we are already positioned

to do well

Continued support or research on Hawaiian language and culture and

global indigenous policy and practice

World-class acilities and inrastructure

Over the next ve years Mnoa must improve its capacity to eectivelypromote and communicate aculty and student scholarship By utilizing social

networking media and research news websites, Mnoa can publicize research

activities and scientic journal publications and promote interest in and

understanding o research and scholarship Educating the community and the

State legislature about the meaning and importance o research is essential,

but it is also important that we increase student appreciation or research and

all types o scholarly activities, and emphasize that they are an integral part o

teaching and learning

Te University must continue to recruit, reward and support outstandingaculty, sta and students committed to research, scholarship and graduate

education, especially aculty involved in training graduate students who

apply or and receive research/training grants It is equally important that

deans ensure that all aculty members have sucient time allocated as part

o their aculty appointments to perorm scholarly work Collaborative

partnerships across disciplines should be encouraged and acilitated in order

to involve undergraduates in research and scholarly endeavors Involving


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undergraduates in research will initiate a pipeline that helps increase the

numbers o underrepresented minority students, especially Native Hawaiians, in

SEM and other research intensive disciplines Ultimately, this will increase their

representation in applicant pools or tenure-track positions throughout academe

Recognizing that progress has been made, Mnoa must

continue to provide resources and support to stimulate

individual and group research and scholarly activities

We will direct adequate unds to provide materials and

expand library services in support o research ocus areas

Administrators will utilize ederal initiatives and private

unding sources more eectively to strategically build

research inrastructure in support o key research ocus areas

Modern, state-o-the-art buildings or collaborative researchwill acilitate and expand opportunities or using shared

resources Many researchers have built nationally recognized

research programs; Mnoa will ensure that research-active

aculty receive sucient support to sustain them and develop

ormulae and principles necessary to sustain present and

uture levels o research, coupling expansion and growth

in research with appropriate inrastructure and support or

all orms o scholarship In the absence o a large stang

build-up, electronic research administration must be

ully implemented Further, reducing the time required to

negotiate and approve contracts and resolve indemnication

issues will acilitate research signicantly

Facilitation eorts will also ocus on students Mnoa must continue to develop

best practices and methods to integrate graduate education with unded research

program and enhance its campus-wide program to support undergraduate

research Faculty development programs describing best practices in mentoring

o doctoral (and post-doctoral) research students and rigorous annual reviews o

student progress are rst steps in reducing degree completion times

Te need to innovate, strengthen existing research elds and diversiy in key areas,

is inherent to all research universities Mnoa will identiy, support and invest

in Native Hawaiian scholarship, sustainability, and other key research areas with

potential strategic importance locally, nationally, and globally Mnoas research

prole can be enhanced by new and innovative doctoral degree programs that

reect institutional strengths, build capacity in SEM disciplines, address Hawaiis

unique culture and language, and that are competitive with nationally recognized

land-, sea- and space-grant institutions


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Kaiaulu (community) happens when people practice shared values, making

them visible to all For Mnoa to be perceived as a truly Hawaiian Place o

Learning, core values must be maniest in all areas o endeavor to establish

a oundation or the teaching and learning community Building on thatoundation occurs in many ormats across the campus Mnoas hallmark is a

culture o community engagement that bridges theory and practice, extends

the learning environment beyond the classroom, and promotes students

intellectual growth and success as contributing members o society

Over the next ve years we will continue to emphasize local, national, and

international partnerships that reect our ambition to become a global

leader in scholarship o application We are expanding our use o innovative

and eective technology or communication locally and globally, and or

developing and sharing resources o knowledge and inormation to achievethe goal o becoming a more engaged, responsive, and sustainable university

o do so we must increase our capacity to provide a campus environment

that attracts and retains highly creative and orward-thinking individuals

who engage as students and scholars with local, national, and international

communities Our plan unequivocally supports educational attainment and

knowledge, which are paramount in providing excellent service and outreach

to our communities

Eective engagement with our communities, whether local, national, or

global, is based on respectul and responsible two-way communication As

a land-, sea-, and space-grant institution, we have a unique responsibility to

support, sustain, and expand our engagement with all our communities, and

have a particular responsibility to Native Hawaiian communities

Stakeholder-institution partnerships are key components in Mnoas eort

to promote communication and student success and increase stakeholder

investment in our campus As a state institution and the agship research

university in the state, it is imperative that stakeholders, including

government decision-makers, appreciate the value added to the State by

hosting and supporting a thriving research-extensive university A criticaleature o our plan is that it encourages and rewards increased participation

in standing bodies o interest between and within the university, community,

and among its stakeholders

By emphasizing and rewarding community engagement through teaching,

learning and research, Mnoa will expand our ability to meet community

needs, including increasing cultural, economic, and environmental

sustainability, sharing Native Hawaiian knowledge, nurturing the health o


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our land and ocean, developing resources or amilies, supporting eective

education rom P20, promoting social justice, assisting the development

o agriculture, and ensuring ood security Our cultural and ethnic diversity

provides the necessary perspectives or eective community engagement


o achieve the goals outlined in this plan, we must ensure that necessary

resources, acilities, inrastructure and human capital are in place to support our

vision o being internationally recognized as among the nations leading land,

sea and space grant universities with excellence in teaching and research and

dedication to environmental and human justice and sustainability Ecient and

sustainable budget and resource allocation strategies are key and must become

more transparent at all levels

Long beore sustainability was a recognized movement, Native Hawaiians

exemplied sustainable living through their wise management o natural

resources Isolated rom the rest o the world, their relationship with the

ecosystem was entirely sel-contained and sustained over generations o the

extent that Mnoa realizes a sustainable means o operating, it is incorporating

many o the principles held and implemented by Native Hawaiians, helping to

impart a Hawaiian Sense o Place to the campus

By ocusing on improving the quality o learning spaces and embedding

sustainability in capital improvement planning and projects, the campus master

plan establishes inrastructure support mechanisms or the Hawaiian Sense

o Place envisioned in Dening Our Destiny and reinorced in this current

strategic plan Improvements in acilities management with priorities aligned to

campus needs are contributing to the development o a physical environment

that osters community engagement and student learning Our goals or the

next ve years are supportive o the directions already identied to impart a

Hawaiian Sense o Place on campus through landscaping, architectural design,

signage and the creation o gathering spaces and recommit to sustainability

in acilities management and inrastructure development By employing

innovative practices, involving the campus community, making sustainability a


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goal o both academic programs and research, and showcasing our results, we

can meet our goal o becoming a global leader in these areas

Changes have occurred in administrative and business operations at Mnoa

When the 20022010 Strategic Plan, Dening Our Destiny, was developed,

the Mnoa Chancellors Oce was newly independent rom the UH System

Presidents Oce As the Mnoa campus and administration continue to

mature, the Universitys ability to manage its core unctions (ie, teaching

and learning, research and scholarship, engaging and partnering with

the community) must continue to improve New and more transparent

processes or annually benchmarking and evaluating strategic initiatives and

prioritization should acilitate more ecient allocation/reallocation o existing

resources and identication o new resources to meet and support campus

academic goals Enhanced budgeting processes, along with our acceleratedpursuit o sustainability technology and greater reliance on alternative energy

sources, should allow the University to make more eective use o existing

and new resources Continued development o web-based administrative and

scal procedures and reporting should also enhance administrative eciency,

transparency, and accountability

Progress Indicators

o monitor progress and achievement relative to the goals and strategicinitiatives outlined in this Strategic Plan, progress indicators or each goal

have been dened

Goal 1: A ransformative eaching and LearningEnvironment

% o students with experiential learning

# o students, especially Native Hawaiian students, participating in

transdisciplinary opportunities and programs (eg, transdisciplinary

certicates and majors, Honors, First Year programs) # o students, especially Native Hawaiian students, with international

experience (eg, Study Abroad, international exchange)

rate o persistence and # o graduates

incentives or innovative teaching (eg, &P criteria, grants, awards,

R&D course release)

# o students taking courses/programs incorporating Native Hawaiian

concepts into the curriculum

# o students taking courses that include aspects o sustainability


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# o aculty recipients o national awards and honors

% o undergraduates involved research and scholarship

% o graduate students with GA/A support

# o aculty with expertise in key research areas including

sustainability and Native Hawaiian scholarship

% o aculty with research support

graduate student success rate (time to completion, post-

graduation employment)

square ootage and % increase o new/renovated research acilities

increased research support and eciencies


% o students, especially Native Hawaiian students, with

internship, practicum, mentoring, and service learning experience

% o aculty engaging in scholarship that inorms policy and benets the

community

# o departments and programs with community partnerships

# o students involved in campus leadership and decision-making (eg,

ASUH, GSO, college/department committees)

# o events that promote understanding o cultural expression in Hawaii

and the Asia-Pacic Rim

% o underrepresented minority aculty, administrators, sta and

students, including Native Hawaiians


Resource usage measures in kilowatt hours, gallons o waste water, and

tons o solid waste

Scores on annual survey/inventory o acilities condition by building

measured by appropriate UH sta and outside consultant using industry

guidelines (APPA and FPA, etc)

Measures o student and aculty satisaction/perceptions o campus

engagement, acilities adequacy and Hawaiian Sense o Place

R&M spending per square oot, benchmarked against industry norms

# o current nancial reports posted on college websites

# o searchable data sets and data systems

# o business processes analyzed/reengineered to increase eciency

Days rom scal year end until posting o nancial reports on VCAFO

website


20/25


The 20112015 Mnoa Planning Strategy

Te Mnoa planning strategy reects the goals we have established or the

next ve years in teaching and learning, research and scholarship, service and

outreach, and institutional eectiveness Te planning strategy included a

thoughtul examination o our current perormance as a research-extensiveuniversity and identied those areas that are both most pressing and most

promising as we strive to expand our local, national and global impact during

the next ve years Te essential components o our strategy were to:

Evaluate the strengths, weaknesses, opportunities

and threats acing the Mnoa campus

Analyze the distinct competencies o our campus

that dierentiate us rom other research extensive

universities

Evaluate progress made to achieve strategic goalsand priorities established through Dening Our

Destiny 20022010 and identiy those that we will

urther emphasize during the next ve years

Engage stakeholders in all aspects o evaluation,

analysis, identication, and drafing o our uture

goals and priorities

Te process was predicated on the charge to update the plan developed in

2002, Dening Our Destiny

Te Fall 2010 strategic plan update process will enable Mnoa

to conduct a participatory, stakeholder engaged review o the

current plan that includes a web-based data collection process

and a series o town hall style ocus group meetings that will

produce a revised 20112015 strategic plan with broad campus

buy-in (SPWG memo, July 30, 2010)


21/25


Our planning process was coordinated by a working

group o aculty, administrators and students

appointed by the Faculty Senate, administration

and student governance Over Summer 2010 theworking group developed a timeline and instrument

or gathering initial stakeholder input; 1306 online

surveys were completed in September In October

ninety (90) individuals participated in seven (7)

ocus group sessions to review survey data and

identiy priorities or goal setting In November

our (4) writing teams o students, aculty, sta and

administrators summarized the goals, initiatives

and progress indicators included in this plan and drafed overviews or

each goal section; in January the teams rened the initiatives and progress

indicators Tese drafs were then edited by the coordinating working group

or consistency and scope Te entire process was data driven and ully

transparent; data and reports were posted online as work progressed Archives

o the data collected and more detailed descriptions o the process can be

ound at the Mnoa Strategic Planning website, http://wwwuhmhawaiiedu/

vision/

While the plan is written and the initial goals set, the process remains

ongoing, with annual benchmarking and implementation that will make

this vision a reality Continuing community engagement and regular

communication o progress will ensure that Achieving Our Destiny is a living

document Te continuous planning process or 20112015 is detailed in the

next section


22/25


Plan Implementation

Allocating Resources/Annual Benchmarking

Mnoa can only achieve its strategic goals through wise utilization o existing

resources, including internal reallocation, and purposeul creation o new

revenue streams As we embark on our ambitious plan or transorming

the teaching and learning environment at Mnoa, stimulating and

supporting innovative research, ostering greater campus engagement with

the community, and regularizing sustainable and transparent governance

processes, we must strengthen revenue streams to maximize opportunities

and productivity in each o these our areas At the same time, we must

determine how to best allocate our existing resources toward these goals We

see tremendous potential or expanding income and or ecient allocation o

resources through collaborative benchmarking that inorms and drives a ully

transparent annual campus budgeting process

With these goals in mind, campus benchmarking and

prioritizing processes are being reormed Implementing

this Strategic Plan will involve a process or establishing

benchmarks that will be reviewed, evaluated and prioritized

each Spring semester and communicated to the campus

by the Chancellor at the start o each Fall semester A new

Strategic Planning Committee (Committee) comprised o

administrators, aculty and student governance representatives,

Native Hawaiian representatives selected rom a poolnominated by Kualii Council and unit Deans/Directors,

alumni representatives selected rom a pool nominated by UHAA, and

community members will begin this process in Spring 2011 Beginning Fall

2011 the Committee will review baseline data and recommend benchmarks

and strategic initiatives or the ollowing year During each subsequent year

the Committee will review progress made toward meeting the previous years

prioritized benchmarks and initiatives and develop recommendations or the

ollowing year Te summary ow-chart that ollows this section provides a

general ramework or the new process As unit reporting and level reviews

are operationalized, the ow chart may be modied to maximize eciency


23/25


and eectiveness; principles o transparency and broad

campus consultation/participation will guide any

necessary adjustments

As unds or strategic investment to address benchmarks

and initiatives become available, Mnoa units will be

inormed and invited to submit proposals that will

be reviewed by the Committee Proposals will be

evaluated using criteria that include 1) identication

o how the proposal advances the benchmark(s) and

initiative(s) and contributes to Mnoa perormance

goals, 2) identication o cross-disciplinary ocus,

3) identication o personnel and other costs, 4)

identication o administrative and operational costs,including space and acility needs, 5) identication

o existing and proposed resources that will match/

leverage the proposal, 6) evidence o broad consultation

in proposal development, and 7) assessment and proposal evaluation metrics/

processes that address the benchmark(s) and/or initiative(s)

All Mnoa colleges and units will be expected to speciy in their annual

program plans and budgets what they are accomplishing to support

benchmarks and progress indicators in the Strategic Plan, and will align

resource requests to core Mnoa perormance goals and initiatives, includingperormance indicators and benchmarks outlined in the Strategic Plan

Annual Benchmarking Budgeting imeline

See gure on next page


24/25


AUGUST

Chancellorannouncemento

f

campusbenchmarkingandstrategicinitiatives.

SEPTEMBER

Department/UnitLevelAnalysisofbenchmarksand

formulationofprioritizedinitiatives&staffingplans;

Department/Unit-widemeetingwit

hfaculty

OCTOBER

School/CollegeLevelAnalysisofbench

marksand

formulationofprioritizedinitiat

ives;

School/College-widemeetingwith

faculty

OCTOBER

VCsholdTownHalltoprovideprogr

ammatic,

budgetandfinancialupdates;manageme

ntdataposted

Benchmarking,

StrategicInitiatives&

Prioritization

NOVEMBER

VCLevelAnalysisofbenchmarksand

formulationofprioritizedinitiatives

DECEMBER

Review

&formalizerecommendations

ResourceIdentification&Budgeting

JANUARY

ChancellorholdsTownHalltodiscussbench

marking

outcomes&proposedstrategicinitiatives

JANUARY

Chancellor&SECAdvancetodiscussthebenc

hmarking

outcomes&proposedstrategicinitiatives

JUNE

FinalCampusBudgetPlancompleted

.

Annualbudgetcommunicatedtothecam

pus.

Post-ManoaBudget

Procedure

JULY

UHSystemL

evelreview

of

allcampusbudgetsubmittals&

prioritizations

AUGUST

Budgetinformativebriefingto

theBOR

SEPTEMBER

BORapprovesfinalUHSystem

Budget

DECEMBER

GovernorsBudgetfinalized

JANUARY-MAY

LegislativeSession

JUNE

Governorsignsbudgetbill

Benchmarking,

PlanningandBudgeting

Timeline

FEBRUARY

MAY

LevelV(Schools

/Colleges)Budgetsarefinalizedand

alignedwiththe

benchmarksandstrategicinitiatives

FEBRUARY

MAY

Resourcesid

entifiedtosupportbenchmarks,

strate

gicinitiativesandbudgets

*Legislativerequests

*Federal/State

*Internalreallocations:

Dept.,School,Campus

*StrategicOppo

rtunity

Funds(SOF)

*Overheadcosts

*Infrastructure

Support

*Spacerequirements

*Private

SEC

VCs

Chancellor

February22,201110:20am

FEBRUARY

MAY

BudgetClarificationfromt

heLegislatu

re

&UHSystemO

ffice

SPRING

Str

ategicPlanningCommitteestartthe

planningprocessforthenextFiscalYear

Benchma

rking,

StrategicInitiatives&Prioritization

Committee


25/25

Acknowledgements

Many people contributed to the development o Achieving Our Destiny We are grateul or the leadership and

support o Chancellor Virginia Hinshaw and the Manoa Faculty Senate Executive Committee A special mahalo

to the many students, aculty, sta, administrators, alumni, and community members who contributed time,

ideas, energy, and excitement throughout the planning process, and to Kathy Cutshaw who was instrumental in

developing the uniquely participatory and transparent implementation process that is a key eature o this plan

Strategic Plan Working Group

Susan Hippensteele, Convener

Kelly Aune

Pat Cooper

Sue Haglund

Ellen Homan

orben NielsonAlan eramura

Writing eam members drafed goals and developed

progress indicators or establishing priorities and

measuring achievements through the lie o this plan

Goal 1: A Transformative Teaching and Learning

Environment

Alan eramuraSPWG liaison

Ron Bontekoe

Adriana FraustoJim Henry

Lilikala Kame`eleihiwa

Sam P King, III

Adam Pang

Lynette eruya


Pat CooperSPWG liaison

Healani Chang

David Duy

Karen EhrhornPui Lam

Nalani Minton

Martin Rayner


Susan HippensteeleSPWG liaison

Claire Borrengasser

Keali`i Gora

Francisco Hernandez

Holly Sevier

Halina Zaleski


Kelly AuneSPWG liaison

Shirley Daniel

David Haner

Rosanne Harrigan

Sam P King, III

ino Ramirez

Melissa Skillings

Pam auro

Te Spark M Matsunaga Institute or Peace planned

and acilitated ocus group sessions A special thanks

to Anne Smoke or her able assistance Ellen Homan

and Claire Borengasser planned and acilitated online

ocus group sessions More than 90 people participated

in campus and online ocus groups

Ellen Homan conducted the strategic plan survey;

Ellen Homan and her Fall 2010 EEC 606 students

analyzed the more than 1300 survey responses

received and drafed the Final Report on Survey

Results

Colin Macdonald designed the nal presentation

version o the plan

Susan Hippensteele coordinated the planning process