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Strategic Action Plan
2018-2028
The University of Hawaii is an equal Opportunity/affirmative action institution
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Value Proposition
The University of Hawaiʻi – West Oʻahu prepares 21st Century leaders – career creators – through integrated, transdisciplinary programs where learners discover, innovate, and engage diverse communities to create a vibrant and just world!
Mission
UH West Oʻahu offers a distinct and accessible student-centered education that focuses on the 21st Century learner. The University embraces Native Hawaiian culture and traditions, while promoting student success in an environment where students of all backgrounds are supported. Our campus fosters excellence in teaching, learning, and service to the community.
Vision
UH West Oʻahu is a premier, comprehensive, indigenous-serving institution dedicated to educating students to be engaged global citizens and leaders in society. UH West Oʻahu fosters a dynamic learning environment where all students, faculty, and staff embody and perpetuate Pacific and global understanding rooted in Native Hawaiian values.
Pahuhopu
We value abundance/wealth that develops a culture of philanthropy and sustainable use of resources through the cultivation of quality relationships, creativity, exploration, and transdisciplinary learning.
We value environmental responsibility that links our love and care of land, water, and people.
We value viable, healthy communities where everyone feels included, welcomed, and respected.
We value conscious service to community that builds the capacity to offer one’s excellence for the benefit of others and our environment.
Theory of Distinctiveness
Three hopena/strategic outcomes emerged from numerous stakeholder discussions during the development of this Strategic Action Plan. To distinguish this institution from any other, we hope to create a campus that embodies Sustainability/Aloha ʻĀina, Innovation & Transformation, and ʻŌiwi Leadership.
These distinct outcomes generate a transdisciplinary focus that produces citizens who possess strong ʻŌiwi leadership skills that are grounded in the history of place and people as we build just, purposeful, caring, and celebrative communities; innovative and transformative thinkers with the ability to generate and apply knowledge to address the pressing issues of our times; and those with a commitment to Sustainability/Aloha ʻĀina, who have acquired the skills to care for all that nurtures our spirit, bodies, relationships, and honua/earth.
Strategic Planning Process
The power of collaborative connectivity
This plan is the result of hundreds of hours of work that began shortly after Chancellor Benham arrived on campus in January 2017. Almost 200 members of UH West O’ahu’s campus community and stakeholders (students, campus and community leaders, faculty, staff, and others) contributed to this effort and under Chancellor Benham’s guidance, we focused on building collaborative relationships with one another.
As efforts occurred to bring larger groups of stakeholders to the planning discussions, Chancellor Benham employed a multi-layered strategy—inform, elicit, and inspire—to increase inclusivity, collaboration, and collective decision-making. Some 50-plus meetings were held from September 2017 through January 2018 that involved all levels of the campus. Newsletters, website and calendar postings, and surveys regularly informed all about the progress of this plan.
Smaller writing teams envisioned, strategized, and prioritized the previous work, huge data sets, multiple and competing ideas/interests, as well as the UH System priorities to synthesize these strategic priorities. These writing teams dedicated more than 80 hours of work developing and refining clear outcomes, high-level impact strategies, and specific objectives or tactics. Others contributed to the development of a business model, a framework for evaluation, operational plans, and the enhancement of this institution’s mission and vision. The product: this Strategic Action Plan. The process: open, collaborative, and collective.
Once completed, the next couple of years will be dedicated to designing and realizing the key goals of this SAP. We hope that in 10 years, as we review, update, and grow our work, we will celebrate the emergence of a dynamic, transformed, and unique University of Hawaiʻi – West Oʻahu.
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Impact Strategies and Tactics
These Impact Strategies [IS] and their accompanying strategies objectives or tactics are the focal thrusts of UH West O‘ahu’s work over the next 10 years. Each IS section will include an explanation of the high-level goal, a list of the tactics, and a promising practice or two—the latter of which represents just some of the many practices and programs to be executed over the next decade.
Increasing Student Success & Engagement
We will foster a learning environment that ensures our students persist through graduation and develop promising career paths. By creating a welcoming and culturally-responsive academic home, we will help our students engage the surrounding community.
Strategic Tactics/Objectives:
- Outreach and Recruitment: Multiply campus enrollment through student engagement.
- Retention and Persistence: Advance first-year retention, second-to-third year persistence, degree completion, and post-graduate success.
- Student Experience and Sense of Belonging: Strengthen students’ sense of belonging and responsibility for learning through powerful, positive experiences on campus and in the community.
- Sustainable Learning Environments: Enhance student success through vibrant, environmentally responsible, and flexible learning and social spaces.
- Community and International Partnerships: Improve student success by expanding community partnerships.
Overview of Strategic Actions
Years 1-2
- Tactic 1.1: Outreach and Recruitment
Increase campus enrollment by engaging both traditional and non-traditional Hawaiʻi resident student populations. - Tactic 1.2: Retention and Persistence
Enhance first-year retention and second-to-third year persistence. - Tactic 1.3: Student Experience and Sense of Belonging
Create powerful, positive learning environments through a stronger sense of belonging. - Tactic 1.4: Sustainable Learning Environments
Engineer vibrant and flexible learning and social spaces. - Tactic 1.5: Community and International Partnerships
Expand diverse learning opportunities for students.
A Promising Practice in years 1-2
Early College Pathways
One of the emerging programs showing great potential is the Early College Pathway. UH West O‘ahu has partnered with Dept. of Education high schools to develop academic pathways for the West Oʻahu region. Current options include Creative Media, Education, and Health Care Sciences. The goal is to encourage high school students to maticulate to UH West O‘ahu while simultaenously fostering career readiness and addressing state workforce needs.
Years 3-6
- 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 Graduation
Create an accountability system that decreases barriers to degree completion, creates certificates and degrees beyond the current listing, and advances support to students. - Tactic 1.3: Student Experience and Sense of Belonging
Create offices (e.g. Veteran Affairs, College Exam Preparation) that enhance a sense of belonging for students. - Tactic 1.4: Sustainable Learning Environments
Look to create a childcare facility as well as cultivate public-private partnerships to create living-learning communities. - Tactic 1.5: Community and International Partnerships
Expand community partnerships/practicums/internships, initiate/expand study abroad, and student exchange opportunities.
A Promising Practice in years 3-6
College Exam Program Testing Center
As a part of this Center's work, a system of Prior Learning Assessments (PLA) would be established to provide non-traditional students college credit that can be used toward degree attainment. The center will work alongside existing counseling, advising, and tutoring services to ensure that both undergraduate and graduate students are able to successfully earn a certificate or degree in an appropriate amount of time.
Years 7-10 (Aspirational)
- Tactic 1.1: Outreach and Recruitment
Become an anchor institution in West Oʻahu with a growing pipeline of Hawai‘i resident students and non-resident student populations (mainland and international). - Tactic 1.2: Retention, Persistence, Graduation, and Postgraduate Success
Establish new benchmarks for retention, persistence, completion, and post-graduate success. - Tactic 1.3: Student Experience and Sense of Belonging
Instill a sense of ownership in learning and co-curricular experiences among students. - Tactic 1.4: Sustainable Learning Environments
Embed thriving environments throughout our campus and neighboring communities. - Tactic 1.5: Community and International Partnerships
Integrate community partners throughout the student experience.
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Impact Strategies and Tactics
These Impact Strategies [IS] and their accompanying strategies objectives or tactics are the focal thrusts of UH West Oʻahu's work over the next 10 years. Each IS section will include an explanation of the high-level goal, a list of the tactics, and a promising practice or two—the latter of which represents just some of the many practices and programs to be executed over the next decade.
Advancing Dynamic and Integrated Learning Experiences
We will offer a distinct educational experience that is student-focused, innovative, transdisciplinary, and engages the community. We will build upon our strong academic programs that address the needs of all students, whether first-generation, transfer, non-traditional, or recent high school graduates.
Strategic Tactics/Objectives:
- Common Learning Experiences: Promote dynamic learning through learner-centered strategies across all educational experiences.
- Dynamic Transdisciplinary Educational Experiences: Magnify integrated learning experiences that promote student engagement, linking learning to significant issues which impact our communities.
- Alignment Across Our Educational Auwai (Pre-12 to Community Colleges to 4-Year to Post-Graduate & Beyond): Intensify dynamic pathways to and through UH West Oʻahu by expanding vertical and horizontal alignment of educational streams which address workforce needs and post-graduate careers.
- Professional Development for all Faculty and Staff: Bolster dynamic learning by enhancing professional skills and knowledge.
- Engaged Scholarship and Research: Enrich dynamic, integrated learning with a thriving culture of engaged scholarship, exploration, and creativity.
- Academic Innovation for Community Needs: Heighten integrated learning by fostering an ecosystem of community engagement and partnerships.
Overview of Strategic Actions
Years 1-2
- Tactic 2.1: Common Learning Experiences
Strengthen liberal arts curricular foundation to build meaningful and relevant student learning experiences. - Tactic 2.2: Dynamic Transdisciplinary Educational Experiences
Develop dynamic transdisciplinary educational experiences that link learning to significant issues impacting communities. - Tactic 2.3: Alignment Across Our Educational Auwai
(Pre-12 through 12 & Community Colleges)
Foster existing and new partnerships with Pre-12 schools and the UH Community Colleges to create pathways for students to matriculate into UH West Oʻahu. - Tactic 2.4: Professional Development for all Faculty and Staff
Sustain a climate of academic excellence through the establishment of campus-wide professional development programming. - Tactic 2.5: Engaged Scholarship and Research
Build a thriving culture of engaged scholarship, exploration, and creativity for faculty, students, and staff that includes research, civic engagement, and service learning. - Tactic 2.6: Academic Innovation for Community Needs
Design a plan to develop and implement academic programming that creates and sustains an ecosystem of community engagement to promote cultural, social, economic, health and well-being.
A Promising Practice in years 1-2
Engaged Scholarship and Research
Through UH West Oʻahu's Institute for Engaged Scholarship, faculty and students will be supported in their efforts to build a thriving culture of creativity and exploration that helps them address community-focused problems and challenges. Research activities will have practical applications and a transdisciplinary approach.
Years 3-6
- Tactic 2.1: Common Learning Experiences
Enhance culminating capstone experience; and engage faculty, staff, and students in continuous evaluation, assessment, and analysis to innovate teaching and learning. - Tactic 2.2: Dynamic Transdisciplinary Educational Experiences
Establish transdisciplinary certificates, concentrations, programs, and degrees that enable students to apply knowledge attained at UH West Oʻahu in real-world settings. - Tactic 2.3: Alignment Across Our Educational Auwai
(Pre-12 through 12 & UH System)
Strengthen partnerships and agreements within UH to increase opportunities for students to enter graduate and professional degree programs. - Tactic 2.4: Professional Development for all Faculty and Staff
Invest in faculty and staff through pioneering professional development programming that elevates their ability to serve students. - Tactic 2.5: Engaged Scholarship and Research
Increase undergraduate engaged scholarship and faculty research by establishing new financial support and an engaged scholarship database, and linking applied, transdisciplinary experiences to research. - Tactic 2.6: Academic Innovation for Community Needs
Leverage best practices in degree pathways and distance learning that increase contributions to UH West Oʻahu and its wider communities.
A Promising Practice in years 3-6
Transdiciplinary Degree
Due to the quickly changing labor landscape, particularly in the fields of technology, science, and urban planning, students will need critical skills and knowledge from a variety of different professional and academic fields to prepare for work beyond their tenure at UH West Oʻahu. A transdiciplinary approach applies the principles of social justice through an application of different knowledge through a unique structure of courses that improve mind, body, and spirit. In the next two years, UH West Oʻahu will develop transdisciplinary studies that are founded on a foundation core liberal arts curriculum and blend dynamic educational experiences with coursework from multiple disciplines to solve some of the most significant issues affecting our communities.
Years 7-10 (Aspirational)
- Tactic 2.1: Common Learning Experiences
Develop a system to formalize indigenous knowledge across academic programs. - Tactic 2.2: Dynamic Transdisciplinary
Educational Experiences
Expand transdisciplinary and signature programs to the postgraduate level. - Tactic 2.3: Alignment Across Our Educational
Auwai (Hawai‘i and Beyond)
Enrich partnerships with employers and international institutions to empower our students to become career creators. - Tactic 2.4: Professional Development
for all Faculty and Staff
Develop reputation as regional leader in integrated professional development programs that empower faculty and staff to better serve UH West Oʻahu students and the surrounding community. - Tactic 2.5: Engaged Scholarship and Research
Position UH West Oʻahu as a recognized leader in transdisciplinary scholarship and research in the Pacific region. - Tactic 2.6: Academic Innovation
for Community Needs:
Establish an Institute for Excellence in Civic Engagement & Service Learning, an innovation and incubator lab that allows students to better serve the surrounding community.
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Impact Strategies and Tactics
These Impact Strategies [IS] and their accompanying strategies objectives or tactics are the focal thrusts of UH West Oʻahu's work over the next 10 years. Each IS section will include an explanation of the high-level goal, a list of the tactics, and a promising practice or two—the latter of which represents just some of the many practices and programs to be executed over the next decade.
Strengthening our Assets and Infrastructure
As the fastest growing university in the nation, we are strengthening our assets and infrastructure to meet our rising demands. We will optimize and expand our resources by designing a culture of prosperity, advancing our state-of the-art environment, and fostering campus and community relationships.
Strategic Tactics/Objectives:
- Culture of Prosperity: Design and implement a business model that optimizes new and existing resources, diversifies the revenue mix, and provides support to enhance income generation.
- Facilities: Implement the UH West Oʻahu campus Land Plan—thereby creating a sustainable student-centered campus that provides a state-of-the-art collegiate environment for learning, working, and living.
- Technology: Promote the use of appropriate technologies to meet the demands of the 21st Century learner-leader.
- Campus and Community Relations: Foster relationships with community stakeholders and partners to further strengthen our assets and infrastructure.
Overview of Strategic Actions
Years 1-2
- 3.1 Strengthen a Culture of Prosperity
Ensure financial growth and sustainability through the creation and implementation of UH West Oʻahu's Business Model. - 3.2 Enhance Facilities
Continue to develop an innovative campus environment guided by the UH West Oʻahu Land Plan. - 3.3 Advance Virtual Technologies
Adapt appropriate virtual technologies that meet the demands of the 21st Century learner-leader. - 3.4 Expand Campus and Community Relations
Strengthen partnerships and collaborations with internal and external stakeholders Strategic Plan is realized.
A Promising Practice in years 1-2
UH West Oʻahu Business Model
To sustain the growth of UH West Oʻahu in the next 10 years, a promising practice is the development of a Business Model (see section: Business Model), which assists the decision-making process of our leadership team. The Business Model ensures that all inputs (various types of capital) are transformed through a variety of business activities into outputs to generate outcomes of sustainability, innovation, and leadership. Additionally, the Business Model supports a new incentive-based budget allocation process which encourages innovation, promotes transparency, and creates a plan to develop more funding streams into and within the institution. This Business Model will be the key to attaining financial self-sustainability by 2028.
Years 3-6
- 3.1 Strengthen a Culture of Prosperity
Increase fundings that advance strategic initiatives and strengthen budget processes to encourage innovation and promote transparency. - 3.2 Enhance Facilities
Develop policies and processes to efficiently utilize new and existing learning spaces, integrate improvements for a “green” campus, and create plans for student life facilities. - 3.3 Advance Virtual Technologies
Design and implement new and innovative technologies that enhance student learning experiences. - 3.4 Expand Campus and Community Relations
Institute a plan to increase funding streams and other resources by nurturing relationships with alumni, community and business partners, and others.
A Promising Practice in years 3-6
Sustainable Energy at UH West Oʻahu
High energy costs have forced the exploration of sustainable energy—one that employs various technologies to reduce or eliminate costs associated with electricity, gas and water use. Accordingly, by 2021, a plan will be developed to install an energy efficient technology that decreases green house emissions, increases the use of renewable energy sources, and significantly reduces costs associated with fossil fuels. The objective—by 2028, UH West Oʻahu will become a leader in maintaining a “green” and sustainable collegiate campus environment.
Years 7-10 (Aspirational)
- 3.1 Strengthen a Culture of Prosperity
Ensure that UH West Oʻahu becomes financially prosperous with multiple funding streams that support campus intitiatives, growth, and sustainability. - 3.2 Enhance Facilities
Become a leader in student-centered academic excellence through an inspiring, adaptable, and sustainable state-of-the-art collegiate envrionment that advances synergistic relationships between campus and community. - 3.3 Advance Virtual Technologies
Attain a position of leadership in exploring and integrating new and innovative technologies that propel learning and services. - 3.4 Expand Campus and Community Relations
Acquire and strengthen partnerships and collaboration within the campus and outside of it to ensure that this Strategic Plan is realized.
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Campus Insights
provides supplementary information on UH West Oʻahu decision-making processes and models.