Task Force
The Task Force produced two recommendations for cost efficiency and eight recommendations. We are currently in the Work Group phase.
2020 Pueo Stewardship Task Force: Reframing and Budgeting
As forecasted at our Fall Convocation (August 19, 2020), we have gathered a team of faculty, staff, and students to collectively work on our campus reframing and budgeting plan. The task will be to present a cogent, forward looking set of recommendations that responds to two balanced questions:
- Part I: What is UH West Oʻahu willing to do to meet our projected deficits in FY 21, 22, 23, and 24?
- Part II: What must UH West Oʻahu do to increase our enrollment, to grow programs that will significantly impact a healthy post-pandemic Hawaiʻi, and to invest in entrepreneurial initiatives that nurture our distinctiveness?
The process is co-facilitated by Dr. Walter Kahumoku (who facilitated our strategic planning process in 2017-2018) and Interim VCSA Jan Javinar with note-taking/management support from Chris Neves. A support team has been assembled to include: Budget & Finance, Human Resources, Facilities & Grounds, Institutional Research, Communications, UH System offices/if needed, and support teams from each unit.
Task force zoom meetings begin Monday, October 26, through early December 2020. Everything that the task force does (minutes, data used, reports, presentations, etc.) will be archived on our website. A draft, in mid November, will be presented to the campus community for feedback. A Revised Draft report will be presented to UH West Oʻahu campus leadership in late November/early December.
Task force membership: Task Force membership: Kaʻiu Akamine, Loea Akiona, Kapono Apao (HGEA), Alison Badua-Bohner (HGEA), Michelle Cohen, Ross Cordy, Lori Foo, Alphie Garcia, Mary Heller, Louis Herman, James Kardash (UHPA), Edward Keaunui, Frank Kudo, Caton Liang (ASUHWO), Jenna Marie Marcos (ASUHWO), Monique Mironesco, John Murakami, Therese Nakadomari, Princess Soares, Marnelli Joy Ulep, Kamuela Yong, Reed Young.
Documentation
- Response/Action to Pueo Budget Taskforce – FY 21 Report from Chancellor Benham (Uploaded Dec. 3, 2020)
- Task Force FY21 Recommendations Report (Uploaded Nov. 18, 2020)
- UHWO Leaver’s Survey (Uploaded Nov. 18, 2020)
- Oct. 28, 2020 Meeting Notes (Uploaded Nov. 20, 2020)
- Oct. 30, 2020 Meeting Notes (Uploaded Nov. 20, 2020)
- Nov. 5, 2020 Meeting Notes (Uploaded Nov. 20, 2020)
- Nov. 12, 2020 Meeting Notes (Uploaded Nov. 20, 2020)
- Nov. 19, 2020 Meeting Notes (Uploaded Nov. 24, 2020)
- Task Force Update 1 (Uploaded Nov. 24, 2020)
- Task Force Update 2 (Uploaded Nov. 24, 2020)
- Task Force Update 3 (Uploaded Nov. 24, 2020)
- Task Force Update 4 (Uploaded Nov. 24, 2020)
- Task Force Update 5 (Uploaded Nov. 18, 2020)
- Academic Program Prioritization Matrix 2020
- Campus Reductions
- Cost of Education slides 2020
- Estimated Utility Cost by Building
- FY13-19 Financial Cost Study
- Lecture and Overload budget credit FY 21
- September 2020 Award Summary Sheet_10.09.20
- Taskforce _ Unit Level Strategic Budget
- UHWO HECO
- UHWO Water Charges FY20
- Hawaii Gas
- Data for Determining Cost Efficiencies and Investments
- Strategic Conversations 2020
- FY21 Budget Projection + CARES Act Funds
Cost Reduction Recommendations
Fiscal Year 2022, 2023, and 2024
Fiscal Year 2021
Recommendation
The Pueo Budget Task Force recommends the consolidation of building use by having personnel who report to work on campus use as few buildings as possible.
Objectives for Reduction/Efficiency
This recommendation can reduce utility costs. We recognize the following:
- Complete building shut downs are not ideal/feasible.
- Moving personnel into new/temporary spaces may require union consultation
Alignment with Campus & UH system mission and vision as well as strategic and other plans
This recommendation is made in consideration of being good stewards of the facilities we have. Institutional Values: Malama Aina
Cost Efficiency Savings
This recommendation can help meet UHWO’s budget shortfall by decreasing utility costs. By closing approximately 3.5 buildings on campus (suggested: D, E, Creative Media, and Campus Center). Labs in Building E would have limited hours of use. Personnel who report to campus can then work from other buildings on campus.
| UHWO Buildings | Annual Utility Cost* | Buildings to Shut Down |
|---|---|---|
| Maintenance/Mechanical | $53,383 | |
| Campus Center | $456,080 | $456,080 |
| Building Classroom D | $192,549 | $192,549 |
| Building Classroom E | $280,335 | $280,335 |
| Library | $323,463 | |
| Allied Health/Administration | $288,177 | |
| Creative Media | $288,177 | $288,177 |
| Total Annual Utility Cost / Savings | $1,876,164 | $1,211,141 |
Recommendation
The Pueo Budget Task Force recommends course overloads, when possible, while keeping students on track.
Objectives for Reduction/Efficiency
This recommendation can be implemented in Spring 2021 in order to meet the FY21 projected budget shortfall without harming current programs, personnel, and operations; b. allow for additional time to prepare for further budget reductions; c. allow for additional time to develop and implement revenue generating investments.
Alignment with Campus & UH system mission and vision as well as strategic and other plans
This recommendation meets the UH System Strategic Plan and UHWO Strategic Action Plan (may include other plans like—UHWO’s IAFP).
UH System Strategic Plan
HGI Action Strategy 4: Solidify the foundations for UH West Oʻahu, and Hawaiʻi CC at Palamanui, our “startup” campuses, and establish large-scale student support services for Native Hawaiians, low-income students, and the under-represented populations they serve.
UHWO Strategic Action Plan
- Optimization Formula [OF] – use of resources on tactics that strategically align with UH System and UH West Oʻahu plans and diversify to increase revenue streams. Tactic 3.1 Strengthen a Culture of ProsperityIncrease fundings that advance strategic initiatives and strengthen budget processes to encourage innovation and promote transparency.
- Customer Value Proposition [CVP] – supports educational experiences that enhance the 21st Century learner-leaders through an engaging, dynamic, state-of-the-art collegiate environment.
- Value Chain [VC] – introduction of a concentration without incurring cost while optimizing effort and increasing prosperity.
- Strategic Positioning [SP] – maximizes UH West Oʻahu’s position through leadership, improving differentiation/uniqueness, and advancing our competitive advantage.
Budget and Finance Projections
Based upon a Fall 2020 assessment for overload and lecturer costs, a 20% reduction to that total was applied towards the Spring 2021 semester with the assumption that the same level of enrollment would continue into the spring term. For example, should the spring enrollment decrease from the fall semester, so should the lecturer and overload costs in addition to the 20% reduction.
Here are the amounts reflected in the FY21 Operating Budget:
| Name | Fall 2020 | Spring 2021 (20% reduction) | Savings |
|---|---|---|---|
| Overload | $255,655 | $204,525 | $51,130 |
| Lecturer | $1,366,405 | $1,093,126 | $273,279 |
| Total | $1,622,060 | $1,297,651 | $324,409 |
Note: ACM costs are mainly offset by a separate general fund allocation
Other Information
This is a complicated situation where the VCAA and a Division Chair may need to consider individual cases. For example, in Professional Studies and Business Administration, it has been a practice to use overloads to be able to deliver required courses to keep students on track for graduation. In other Divisions, the situation may be different. This might involve consolidating sections where possible to avoid unnecessary multiplication of low demand electives or required courses. In future years, perhaps other alternatives can be worked out. There is no one size fits all approach possible for this recommendation.
Recommendation
The Pueo Budget Task Force recommends:
- removing color copy machines
- increasing online processes to reduce paperwork across the campus
- minimizing water use where possible (Great Lawn)
- reducing the number of open buildings
- raising the temperature in open buildings where possible
- reducing commercial licenses (software, database subscriptions) as appropriate
Objectives for Reduction/Efficiency
These recommendations will:
- meet the FY21 projected budget shortfall without harming current programs, personnel, and operations;
- allow for additional time to prepare for further budget reductions;
- allow for additional time to develop and implement revenue generating investments.
Alignment with Campus & UH system mission and vision as well as strategic and other plans
This recommendation meets the UH System Strategic Plan and UHWO Strategic Action Plan (may include other plans like—UHWO’s IAFP).
UH System Strategic Plan & UHWO Strategic Action Plan
- Optimization Formula [OF] – use of resources on tactics that strategically align with UH System and UH West Oʻahu plans and diversify to increase revenue streams.
- Customer Value Proposition [CVP] – supports educational experiences that enhance the 21st Century learner-leaders through an engaging, dynamic, state-of-the-art collegiate environment.
- Value Chain [VC] – introduction of a concentration without incurring cost while optimizing effort and increasing prosperity.
- Strategic Positioning [SP] – maximizes UH West Oʻahu’s position through leadership, improving differentiation/uniqueness, and advancing our competitive advantage.
Recommendation
The Pueo Budget Task Force recommends UH West Oʻahu units and programs consider internal assessment guidelines to determine prioritization of expenses as we look towards the FY 22, FY 23, and FY 24 and expect -10 to -20% decrease in General Funds.
Objectives for Reduction/Efficiency
The objective of this cost efficiency is to allow current units, programs, and personnel to prioritize expenditures specific to their unit and program to address the uniqueness of their contribution to the campus community during the period of expected significant General Fund shortfall.
Per the UH BOR Budget & Finance Committee Meeting on November 4:
- State budget & Finance instructions to departments were to identify program reductions for -10%, -15%, and -20%
- General Fund Revenue is projected to not return to FY19 levels until at least FY25
Alignment with Campus & UH system mission and vision as well as strategic and other plans
We recognize the distinctiveness of each unit and program and the contribution to the overall campus community. This recommendation would allow each specific unit and program to discuss the areas that are important, highlight the critical need for the unit/program, and options for shared responsibility in addressing the estimated $1.5+M campus budget shortfall while striving to continue to provide a value education to our statewide community.
Other Information
Suggestions to develop a Unit & Program Assessment (Revitalize, Reduce, Redirect, Centralize)
- Describe the main programs and services provided by the unit/program.
- What are the strategic challenges currently faced by the unit/program.
- What are the unit/program’s strategic advantages?
- How do the unit/program costs compare to similar units/programs at other colleges?
- What is the cost to college of the unit/program?
- What are the significant costs/expenditures for the unit/program?
- What college resources have already been used to support the unit/program?
- How would elimination of this unit/program affect the ability of the college to fulfill its mission and strategic goals?
- What are the key performance indicators for the unit/program?
- Could elements of this unit/program be combined with another unit/program?
- What offerings are critical to allow students to avoid students from falling behind?
- Are there any courses within this program that are required in another program?
- Could this unit/program qualify for grant funding, donor sponsors to expand/support?
Recommendation
The Pueo Budget Task Force recommends increasing course capacities by 10%, except live courses/classes due to space restrictions, by changing campus and system practices and policies.
Objectives for Reduction/Efficiency
Increase in tuition revenue; help students stay on track towards graduation; bolster retention due to availability of classes.
Alignment with Campus & UH system mission and vision as well as strategic and other plans
This recommendation meets the UH System Strategic Plan and UHWO Strategic Action Plan (may include other plans like—UHWO’s IAFP).
UH System Strategic Plan
HGI Action Strategy 2: Implement structural improvements that promote persistence to attain a degree and timely completion
HGI Action Strategy 4: Solidify the foundations for UH West Oʻahu, and Hawaiʻi CC at Palamanui, our “startup” campuses, and establish large-scale student support services for Native Hawaiians, low-income students, and the under-represented populations they serve.
UHWO Strategic Action Plan
- Optimization Formula [OF] – use of resources on tactics that strategically align with UH System and UH West Oʻahu plans and diversify to increase revenue streams.
Tactic 3.1 Strengthen a Culture of Prosperity – Increase fundings that advance strategic initiatives and strengthen budget processes to encourage innovation and promote transparency. - Customer Value Proposition [CVP] – supports educational experiences that enhance the 21st Century learner-leaders through an engaging, dynamic, state-of-the-art collegiate environment.
- Value Chain [VC] – introduction of a concentration without incurring cost while optimizing effort and increasing prosperity.
- Strategic Positioning [SP] – maximizes UH West Oʻahu’s position through leadership, improving differentiation/uniqueness, and advancing our competitive advantage.
Other Information
If campus and system policies must be changed, it is possible that this revenue generating item may not be able to be put in place by Spring 2021. Some professors may feel uncomfortable with higher numbers (e.g., in Writing Intensive). Discretion of the instructor should be involved.
Recommendation
The Pueo Budget Task Force recommends increasing blended (concurrent Face to Face (F2F)/Online sections) classes offerings where possible.
Objectives for Reduction/Efficiency
This strategy will accommodate students with different learning styles (online or face-to-face preferences) to serve as many as possible in order to generate additional tuition revenue.
Alignment with Campus & UH system mission and vision as well as strategic and other plans
This recommendation meets the UH System Strategic Plan and UHWO Strategic Action Plan (may include other plans like—UHWO’s IAFP).
UH System Strategic Plan
HGI Action Strategy 2: Implement structural improvements that promote persistence to attain a degree and timely completion.
UHWO Strategic Action Plan
- Optimization Formula [OF] – use of resources on tactics that strategically align with UH System and UH West Oʻahu plans and diversify to increase revenue streams.
Tactic 3.1 Strengthen a Culture of ProsperityIncrease fundings that advance strategic initiatives and strengthen budget processes to encourage innovation and promote transparency.
Tactic 3.3: Design and implement new and innovative technologies that enhance student learning experiences. - Customer Value Proposition [CVP] – supports educational experiences that enhance the 21st Century learner-leaders through an engaging, dynamic, state-of-the-art collegiate environment.
- Value Chain [VC] – introduction of a concentration without incurring cost while optimizing effort and increasing prosperity.
- Strategic Positioning [SP] – maximizes UH West Oʻahu’s position through leadership, improving differentiation/uniqueness, and advancing our competitive advantage.
Other Information
This might prove difficult as we are close to finalizing the Spring offerings & registration.
Revenue Generating Recommendations
Fiscal Year 2022, 2023, and 2024
Fiscal Year 2021
Recommendation
The Pueo Budget Task Force recommends a whole campus registration campaign and identification of registration barriers through campaign to improve in future fiscal years.
Objectives for Reduction/Efficiency
Increase tuition-generated revenue due to increased retention and enrollment.
Alignment with Campus & UH system mission and vision as well as strategic and other plans
This recommendation meets the UH System Strategic Plan and UHWO Strategic Action Plan (may include other plans like—UHWO’s IAFP).
UH System Strategic Plan
HGI Action Strategy 2: Implement structural improvements that promote persistence to attain a degree and timely completion
HGI Action Strategy 4: Solidify the foundations for UH West Oʻahu, and Hawaiʻi CC at Palamanui, our “startup” campuses, and establish large-scale student support services for Native Hawaiians, low-income students, and the under-represented populations they serve.
UHWO Strategic Action Plan
- Optimization Formula [OF] – use of resources on tactics that strategically align with UH System and UH West Oʻahu plans and diversify to increase revenue streams.
Tactic 1.1: Outreach and Recruitment – Strengthen enrollment management, academic support services, communications & marketing, and institutional analysis to increase recruitment of traditional and non-traditional students.
Tactic 1.2: Retention, Persistence, and GraduationCreate an accountability system that decreases barriers to degree completion, creates certificates and degrees beyond the current listing, and advances support to students. - Customer Value Proposition [CVP] – supports educational experiences that enhance the 21st Century learner-leaders through an engaging, dynamic, state-of-the-art collegiate environment.
- Value Chain [VC] – introduction of a concentration without incurring cost while optimizing effort and increasing prosperity.
- Strategic Positioning [SP] – maximizes UH West Oʻahu’s position through leadership, improving differentiation/uniqueness, and advancing our competitive advantage.