Bulletin No. 20

Date/Time sent: 09/28/2020 8:05 am

E ala! E alu! E kuilima!
Awaken! Come together! Join hands!

Mahalo nūnui to everyone who participated in our campus conversations and/or focused administrative unit conversations! Your thoughts, suggestions, concerns are valuable to our process of reimagining what and how we excel as an institution of higher education. Next steps are tentatively set:

From Sept. 26 – Oct. 4: Analysis of data by campus leadership. The outcome will be a Draft Plan that will include High level short-term (Fiscal Year (FY) 21 and FY 22) and high level draft of mid-range (FY 23-FY24) strategic tactics. We will begin to draft long-range (FY25-FY28) strategic tactics.
From Oct. 5 – 18: Consultation with campus community on Short Term FY21 & FY22 and if time permits Mid-Range FY23 & FY24.
From Oct. 19 – 31: Editing of Short Term Draft Plan and presentation to UH System and Board of Regents.

Please keep in mind that this is our tentative calendar as of Sept, 28, 2020. This relies heavily on the UH System, Board of Regents, and Hawaiʻi State requests and direction. Additionally, please remember that our strategic tactics must be aligned with our Strategic Action Plan 2018-2028.

Mahalo to Dr. Walter Kahumoku, III, who is working with campus leadership to approach our decision making through an evidence-based and criterion approach that assists us to examine what is important and consistent with our campus goals as we consider targeted cost efficiencies, stabilization and maintenance efforts, and future invested growth areas. While we are utilizing a variety of approaches in our decision making process our key method of analyzing our campus community stakeholders (employees and students) data is through a simplified Multiple Criteria Decision Analysis (MCDA) tool.

As a quick overview, to achieve success, UH West Oʻahu will endeavor to “generate financial sustainability, innovation, and 21st Century leadership throughout the next 10 years” (see Strategic Action Plan, 2018, p. 24). The criterion we will use include:

Optimization Formula [OF]—use of resources on tactics that strategically align with UH System and UHWO plans and diversify to increase revenue streams.
Customer Value Proposition [CVP]—support of educational experiences that enhance the 21st Century learner-leaders through engaging, dynamic, state-of-the-art collegiate environments.
Value Chain [VC]—recognition of ways that reduce costs, optimize effort, eliminate waste, and increase prosperity.
Strategic Positioning [SP]—maximize UHWOʻs position through cost-leadership, improving differentiation/uniqueness, and advancing competitive advantage.

Once we plot all our data into these criteria we will begin to analyze both cost efficiencies as well as the investments drawing on data from UH System Institutional Research, Analysis and Planning Office and our UH West Oʻahu Institutional Research Office, student focused data, Hawaiʻi State economic data, and other relevant resources. Through a scoring and discussion process we will produce a first draft tactical plan for Phase I FY21 & FY22 and Phase II FY23 & FY24. Please read next week’s bulletin for an update on our process.

E mālama pono!
Maenette Benham