UH System Â鶹´«Ã½
2023-2029M
First Draft
University of Â鶹´«Ã½ System
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Foundations for UH Â鶹´«Ã½ 2023-2029
Third Decade
Integrated Academic and Facilities Plan
Post-Pandemic Â鶹´«Ã½ and the University of Â鶹´«Ã½ Report
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Feedback and action in 2022 inform the development of the Â鶹´«Ã½ for 2023-2029.
2022 Timeline
MARCH
APPOINT
UH-Systemwide Steering Committee
APRIL
SURVEY
UH Internal Community
MAY
HOST
Town Halls to solicit feedback on input
JUNE
DEVELOP
First Draft with goals, strategies, tactics, and potential metrics (June - August)
JULY
REACH
External Community through survey, media, and more
SEPTEMBER
REVIEW
First Draft (Town Halls and Consultation)
OCTOBER
REFINE
First Draft (Steering Committee)
NOVEMBER
PROPOSE
UH Â鶹´«Ã½ 2023-2029 presented to the UH Board of Regents for consideration of approval
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Establishing the Steering Committee
- The President established the UH Â鶹´«Ã½ Steering Committee to play a critical role in initiating the strategic planning process. The Steering Committee’s first meeting was held April 1. The Steering Committee has met regularly throughout the summer.
- Recommendations membership solicited from:
- Chancellors/Provost
- All Campus Council of Faculty Senate Chairs (ACCFSC)
- Student Caucus
- Pūkoʻa Council
- (Emerging) Staff Council
- System Offices
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Steering Committee Members
Tammi Chun, Interim Associate VP for Academic Affairs, UHCC
Kahelelani Cruz, Assistant Professor, KAP CC; Pūkoʻa Council
Christielove Espinosa, Graduate student, UHM; Â鶹´«Ã½Student Caucus
Grace Funai, Counselor, HAW CC
Jan Gouveia, VP for Administration, SYSTEM
Richard Halverson, Instructor, KAP CC; ACCFSC Secretary
Debora Halbert, VP for Academic Strategy, SYSTEM
Pearl Iboshi, Director, IRAPO, SYSTEM
Amy Kunz, Controller, SYSTEM
Jaret Leong, Director, MānoaÌý´¡³¦²¹»å±ð³¾²â, UHM, Staff Council
Kalawaiʻa Moore, Assistant Professor, WIN CC
Laura Nagle, Dean, Career & Technical Education, UHMC
Thanh Truc Nguyen, Specialist, UHM; ACCFSC Co-chair
Hae Okimoto, Associate VP for Student Affairs; Director, Acad Tech Services, SYSTEM
Katrina-Ann Kapa Oliveira, Interim AVC, UHM
Kara Plamann-Wagoner, Institutional Policy Analyst, KAP CC
Kristen Roney, VCAA, UHH
Leslie Rush, Instructor, UHWO
Stephen Schatz, Executive Director, ±á²¹·É²¹¾±Ê»¾± P-20, SYSTEM
Kailana Soto, Registrar, KAU CC
Vassilis Syrmos, VP for Research and Innovation, SYSTEM
David Tanaka, Facilities Manager, HON CC, Staff Council
David Uranaka-Yamashiro, Title IX Coordinator, HON CC
Syreeta Washington, Counselor, LEE CC
Alex Williamson, Undergraduate, LEE CC; UH Student Caucus
Garret Yoshimi, VP for Information Technology & CIO, SYSTEM
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Consultation and Outreach
Input from multiple stakeholders will be a hallmark of the new strategic plan.
In consultation with the Steering Committee, the Office for the Vice President for Academic Strategy gathered input for the strategic plan through a number of different processes:
- Internal surveys
- Townhall meetings
- External online survey
- Individual Interviews with key external stakeholders (i.e. legislators, governor, mayors, etc.)
A website provides current information regarding the status of the plan.
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Summary of Results of UH Internal Survey
- A System-wide survey was conducted from April – May 2022, with 2,503 responses with mix of campuses and roles.
- Respondents were asked to rank the top three most important areas to address in the next 6 years.
- Student Completion, Workforce Opportunities and Model Indigenous/Hawaiian Serving Institutions were the top 3 choices.
UH Internal Survey Results
| Area |
Most Important |
2nd Most Important |
| Student Completion | 34% | 12% |
| Workforce Opportunities | 14% | 12% |
| Model Indigenous/Hawaiian Serving Institution | 10% | 7% |
|---|
| Underrepresented and Underserved Student Success | 7% | 13% |
|---|
| Modernizing Facilities | 7% | 9% |
|---|
| Applicable Research | 6% | 6% |
|---|
| Improve Use of Resources | 5% | 10% |
|---|
| System Efficiency | 4% | 5% |
|---|
| Advancing Diversity | 3% | 5% |
|---|
| Â鶹´«Ã½ High Scholl Student Support | 3% | 5% |
|---|
| Civic Engagement | 3% | 4% |
|---|
| Seamless Transfer | 2% | 5% |
|---|
| Vibrant Â鶹´«Ã½ / Pacific | 2% | 3% |
|---|
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Summary of Results of UH Townhalls
- Four townhall meetings were held on May 3rd, 4th, 10th and 11th with more than 230 participants (of 400 who registered).
- Four to ten breakout groups at each townhall meeting were asked to come up with their top three priorities
- Workforce Opportunities, Model Indigenous/Hawaiian Serving Institution, and Student Completion were the top choices
UH Townhalls
| Top Themes | |
|---|
| Workforce Opportunities | 15% |
| Model Indigenous/Hawaiian Serving Institution | 11% |
| Student Completion | 11% |
| Advancing Diversity | 9% |
| Supporting student success, the student life cycle, and relevant data | 9% |
| Seamless Transfer | 8% |
| System Efficiency | 6% |
| Underrepresented and Underserved Student Success | 5% |
| Existential threats | 5% |
| Leadership/governance/engagement | 5% |
| Workplace Climate, Support, and Safety | 5% |
| Applicable Research | 3% |
| Civic Engagement | 3% |
| Modernizing Facilities | 3% |
| Overarching functional area: Finance/Advancement | 3% |
| Overarching functional area: Research and Extension | 1% |
| Grand Total | 100% |
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Summary of Results of External Survey
| Priorities | Rank |
|---|
| Provide the scientific and intellectual capacity to address Â鶹´«Ã½'s problems and opportunities, particularly around sustainability, energy, and climate resilience | 1 |
| Educate and train Â鶹´«Ã½ residents for Â鶹´«Ã½'s jobs | 2 |
| Drive economic diversification and development across the islands through research, innovation, entrepreneurship, and technology | 3 |
| Increase the number of Â鶹´«Ã½ residents who have education/training beyond a High School diploma, targeting those who have been under-represented | 4 |
| Increase access to more programs for students and communities throughout the state | 5 |
| Sustain and support Hawaiian language, culture and people | 6 |
Question: What should UH campuses’ top priorities be to best serve Â鶹´«Ã½?
Please rank the importance of these priorities for the University over the next six years with rank 1 being the most important
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Summary of Themes from External Stakeholder Interview
- A majority of external stakeholders would like the UH to play a key role in educating and developing Â鶹´«Ã½â€™s workforce and ensure the future success of its graduates.
- Many also want the UH to play a leading role in shaping the state’s future and that the UH will be evaluated on the basis of its ability to drive economic growth and diversification.
- External stakeholders, particularly elected officials, felt the UH should do more to look beyond Â鶹´«Ã½â€™s borders and position UH as a thought leader to solve Indo-Pacific issues.
- Many external stakeholders believe technology could enhance course offerings, particularly for those in remote locations or who are on alternative career pathways.
Additional Points:
- Affordability
- Improve physical and technological infrastructure
- Leadership should be autonomous and independent from politics but also transparent and seek community input.
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Synthesis of Internal and External Input
Internal stakeholders prioritize:
- Student success across the UH System
- Preparing students for workforce participation
- Advancing UH as a model indigenous/Hawaiian serving institution
- Diversity/Equity/Inclusion
- Modernizing facilities
External stakeholders prioritize:
- Success of UH graduates in Â鶹´«Ã½ workforce
- UH role in addressing ±á²¹·É²¹¾±Ê»¾±â€™s challenges, opportunities and economic development
- Increasing statewide access for all to higher education
- Commitment to Native Hawaiians, language and culture
- Modernizing facilities
- De-politicization of and autonomy for UH
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Â鶹´«Ã½â€™s University for Today and Tomorrow
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Guiding Principles
- Statewide Need - The UH System’s primary responsibility as the only public provider of post-secondary education is to support the needs of the state of Â鶹´«Ã½.
- Diversity and Equity - UH System embraces its commitment to provide higher education opportunities for all, especially those historically underrepresented including Native Hawaiian, Pacific Islander, Filipino, economically disadvantaged, first generation, LGBTQ+, rural and students with disabilities—as well as continue to diversify its faculty, staff and leadership.
- Sustainability - UH recognizes its responsibility to the ʻāina through its own practices, through education, and by developing solutions to the complex global challenges of climate change, sustainability and resilience.
- Responsible Stewardship of Resources - UH will responsibly align and utilize its financial and human resources to achieve these goals for Â鶹´«Ã½ by innovating as a statewide integrated public higher education system. #UHunited
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Imperatives
Imperative One:
Successful Students for a Better Future
Imperative Two:
Meet Â鶹´«Ã½ Workforce Needs of Today and Tomorrow
Imperative Three:
Embrace Kuleana to Hawaiians and Â鶹´«Ã½
Imperative Four:
Diversify Â鶹´«Ã½â€™s Economy through UH Innovation and Research
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Imperative One: Successful Students for a Better Future
Goal: Educate more students and empower them to achieve their goals and contribute to society.
- UH will increase participation in post-secondary education statewide.
- UH will provide all students the necessary support for them to succeed.
- UH will fully embrace multiple modalities of instruction that recognize changing times and widely differing student preferences, needs and goals.
- UH will actively monitor and report on the post-graduation success of its students.
Sample metrics: Increase the number of degrees and certificates awarded, including employer recognized credentials; Improve student success metrics including retention, graduation rates and time to degree (including recognition of part-time students). Disaggregate all student outcome by demographic groups.
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Imperative Two: Meet ±á²¹·É²¹¾±Ê»¾± Workforce Needs of Today and Tomorrow
Goal: Eliminate workforce shortages in ±á²¹·É²¹¾±Ê»¾± while preparing students for a future different than the present.
- UH will prepare professionals to fulfill statewide needs in occupations that are essential to community well-being: education, health, technology, skilled trades and sustainability/resilience.
- UH will increase non-traditional offerings that eliminate barriers of time, place, and pace for those seeking upskilling or career change.
- UH will partner with employers to ensure the necessary preparation and support for students to succeed in their careers.
- UH will prepare all its graduates for life-long learning, innovation and entrepreneurship.
Sample metrics: Eliminate/reduce workforce shortages in key
sectors/occupations (e.g., teacher shortage); Increase number of graduates from fully online and adult-focused credential programs; Increase participation in work-based learning (e.g., internships).
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Imperative Three: Embrace Kuleana to Hawaiians and Â鶹´«Ã½
Goal: Models what it means to be an Indigenous-serving and indigenous-centered institution—Native Hawaiians thrive, traditional Hawaiian values and knowledge are embraced, and UH scholarship and service advance all Hawaiians and Â鶹´«Ã½.
- UH will reduce equity gaps for Hawaiian student access and success at all levels.
- UH will Increase employment of Hawaiians across UH, especially at faculty and executive levels.
- UH will create opportunities for all students, faculty, staff, executives and regents to inform their work within the Â鶹´«Ã½System by learning about Hawaiian language, culture, knowledge and Â鶹´«Ã½â€™s difficult history with colonization.
- UH will play an active role in advancing Hawaiian language, culture, and improving the lives of Native Hawaiians across the islands.
Sample metrics: Student success for Hawaiians, employment numbers for Hawaiians, engagement of UH community in this goal; impact of the betterment of Native Hawaiians
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Imperative Four: Diversify Â鶹´«Ã½â€™s Economy through UH Research and Innovation
Goal: Build and sustain a thriving Â鶹´«Ã½research and innovation enterprise that addresses local and global challenges by linking fundamental scientific discovery with applied research necessary for technological innovation to create jobs and advance a knowledge based economy.
UH will build out and sustain research and innovation hubs in key areas:
- Climate Resilience, Energy and Sustainable Ecosystems
- Ocean, Earth and Atmospheric Sciences
- Astronomy and Space Sciences
- Data Sciences and Global Cybersecurity
- Health and Wellness
- Food Security and Agriculture
- The Asia-Pacific and ±á²¹·É²¹¾±Ê»¾±
Each research and innovation hub will:
- Pursue an ethos of excellence in research enterprise and knowledge entrepreneurship
- Leverage intellectual diversity and indigenous innovation
- Advance meaningful engagement in the Indo-Pacific region
- Become a force for societal transformation
- Generate intellectual property and spin off startup companies that create high-quality jobs
Sample metrics:: extramural and philanthropic funding, including in identified hubs; direct jobs created; overall economic impact of Â鶹´«Ã½and its research enterprise; Â鶹´«Ã½spinoff companies and jobs created.
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Next Steps
- Refine tactics, initiatives and metrics
- Gather input on initial draft from governance groups, town halls, Â鶹´«Ã½leadership and other meetings during the fall
- Finalize draft and metrics
- Present plan to BOR in November
End of presentation