Goals, Objectives, and Strategies 2002-2010
Archived page for 2002-2010 strategic plan
I. Maintain a well-rounded mix of liberal arts and professional programs,
while distinguishing ourselves by taking full advantage of the extraordinary
natural environment and cultural diversity afforded by our island setting.
- Emphasize studies of the environment, cultures, and societies of Hawaiʻi,
the Pacific, and East Asia and make full use of Hawaiʻi Island, from
the tops of the mountains to the bottom of the ocean, for hands-on learning
and as a research laboratory.
- Emphasize programs that help meet the needs of the island and state
for professional and pre-professional studies.
- Offer selected graduate programs in areas with sustainable student
and job market demand and where UH Hilo has strong expertise.
- Excel at using research and other scholarly endeavors to provide learning
opportunities for students, enabling them to use the knowledge gained
in the classroom and apply the methods and tools of the disciplines.
- Support knowledge creation and transfer in both theoretical and applied
research, with special emphasis on studies that advance knowledge of
the island, the state, the Pacific, and East Asia.
- Establish a stronger process for approval of new programs, with clear
requirements for demand analysis, budget plans, and relevance to the
university mission and strategic plan goals, but flexible enough to
allow UH Hilo to take advantage of opportunities as they arise. (Obj.
- Create opportunities for students to showcase their research. (Obj.
- Establish a system for encouraging, rewarding, and tracking faculty
research projects involving students as researchers as well as senior-level
courses requiring student research projects. (Obj. I.A.4)
- Make more space available to support the integration of teaching
and research. (Obj. I.A.4)
- Resolve liability issues regarding student participation in fieldwork.
- Establish a system for encouraging and tracking faculty grants, publica-tions,
and conference presentations that involve studies of the environ-ment,
cultures, and societies in Hawaiʻi, the Pacific, and East Asia. (Obj.
II. Continue to refine and strengthen efforts to fulfill our primary
mission to offer high quality undergraduate liberal arts and professional
- Strengthen the commitment of every facet of UH Hilo to foster in
our students the qualities that distinguish educated people in the 21st
- Continue the dialogue within the university community as to what
these qualities are and how best to develop them, recognizing that the
answers to these questions are and should remain dynamic. This dialogue
should be an ongoing aspect of life at UH Hilo.
- Ensure that the general education curriculum prescribed for students
offers them the opportunity to develop the knowledge and skills expected
of an educated person.
- Continue to raise the level of academic challenge in courses and
programs, in order to improve the quality of the educational experience
and the value of our graduates to graduate programs, their professions,
- Develop a "culture of effectiveness" by making assessment
of program quality part of the regular functioning of the university
and using the results of assessment to improve our programs.
- Evaluate every decision made in the university against the effect
that particular decision will have on the core function of the university,
the delivery to our students of the highest quality educational experience
possible. (Obj. II.A.1)
- Provide faculty development opportunities that promote the improvement
of student learning as well as opportunities for faculty and staff to
discuss questions related to the education of our students. (Obj. II.A.1-3)
- Continue to discuss and refine our general education goals and infuse
them throughout the university curriculum, ensuring that all students
have the opportunity to develop the abilities described in those goals
- Develop and foster partnerships with secondary schools on Hawaiʻi
Island to help refine and communicate expectations for high school graduates
with ambitions to attend college. (Obj. II.A.4)
- At the department level, regularly review course content in existing
courses and grading standards to ensure that stated expectations for
student learning determine the criteria for evaluating student work.
- For all educational programs, including general education, explicitly
state our educational intentions, set standards for student achievement,
and present evidence that these standards have been attained. Assessment
results will figure in improvement efforts and budget decisions throughout
the campus. (Obj. II.A.5)
- Perform regular program reviews, involving outside evaluators where
appropriate and including a prominent component on student learning,
as well as the program's continuing impact on the university's primary
mission. Link results to planning and budgeting. (Obj. II.A.5)
- Use such assessment means as the National Survey of Student Engage-ment,
professional credentialing examinations, Graduate Record Examinations,
student satisfaction surveys, graduate school admission rates, etc.,
to compare our educational practices and outcomes against those of similar
institutions and use the results to inform improvement efforts. (Obj.
- Share results of institutional research with the campus in a systematic
way, so that accessing and using the results of institutional assessment
is common practice. (Obj. II.A.5)
III. Build a learning environment that facilitates student development and
- Add residential capacity adequate to meet demand and better serve
our student body.
- Develop a campus atmosphere that cultivates lasting intellectual,
aesthetic, and recreational interests.
- Increase our capacity to serve commuting students, non-traditional
students, and distance learners.
- Improve crucial services for all students, especially those that
affect student learning and the successful transition to life after
- Create a positive, healthful, resource efficient, and sustainable
physical environment on the campus.
- Maintain a multicultural campus community characterized by respect
and an appreciation of differences of all types and create educational
opportunity for students from underrepresented groups.
- Improve our freshman-to-sophomore retention rate and our six-year
- Deliver selected, high quality distance learning programs to improve
access to higher education statewide and beyond, where UH Hilo can provide
- Make careful and effective use of technology and adopt new technologies
where they enable us to improve teaching effectiveness, extend programs
beyond East Hawaiʻi, or otherwise achieve our mission.
- Pursue state funding and private partnerships in order to increase
the housing inventory on and near campus. This includes partnering with
nearby apartment owners so that sufficient residential space is available
in safe, accessible, and well-maintained apartment complexes. (Obj.
- Increase the number of cultural, social, and athletic events on campus
as well as the rate of student attendance at such events. (Obj. III.A.2)
- Provide access to intramural athletic opportunities, facilities, and
equipment to enable students to acquire habits and skills conducive
to lifelong health. (Obj. III.A.2)
- Assess the special needs of our commuting students, non-traditional
students, and distance learners and make plans to address these needs.
- Improve course availability through careful review of enrollment
patterns and increased staffing in high demand areas. (Obj. III.A.4)
- Ensure that the library holds, or provides access to, sufficient
information resources to support the university curriculum and faculty
scholarship. (Obj. III.A.4)
- Establish a mechanism to contact students after graduation, using
it to track employment rates of graduates and job placements through
University Career Services. (Obj. III.A.4)
- Improve advising with respect to graduate and professional schools,
and increase opportunities for test preparation. (Obj. III.A.4)
- Maintain campus facilities to ensure the safety of the people who
use them. (Obj. III.A.5)
- Ensure a campus atmosphere conducive to education by promptly addressing
instances of substance abuse, excessive noise, etc., in the dormitories
and around the campus (Obj. III.A.5)
- Make campus beautification and building and grounds maintenance a
priority (Obj. III.A.5)
- Develop a sustainability plan for the campus that will lead to the
careful stewardship of resources and enhance the campus experience (Obj.
- Strive to maintain an extremely diverse student body. (Obj. III.A.6)
- Continue through the Office of Student Affairs to provide support
for student groups likely to need special services in order to achieve
their educational objectives. (Obj. III.A.6)
- Analyze the factors affecting student retention to obtain a better
understanding of how we can meet the varying needs and expectations
of our student body and use this analysis as the basis for sustained
and coordinated action involving every venue across the university.
- Develop satellite facilities on the island of Hawaiʻi to receive
programs and serve as base facilities for research. (Obj. III.A.8)
- Provide programs using such delivery modes as the Web, interactive
television, and streaming video, throughout the state and beyond, in
response to demand or where the university has unique programs to offer.
- Explore with the UH system models that will allow us to cover the
costs of distance education programs with revenue generated by the programs
themselves. (Obj. III.A.8)
- Incorporate assessment of distance learning programs into the regular
evaluative processes of the university. (Obj. III.A.8)
- Update and implement the campus technology plan, ensuring that adequate
resources are put into hardware and software upgrades, maintenance,
and training. (Obj. III.A.9)
sufficient resources to support enrollment growth, high quality programs,
and enhanced services.
- Work with the UH system to place UH Hilo on a sound financial footing,
where both revenues and expenditures per FTE student will rise to the
average of our peer institutions (with additions for services to Hawaiʻi
Community College and cost of living in Hawaiʻi).
- Address deficiencies in our level of support staff and resources for
- Aim for continued growth in student numbers, always consistent with
resources available, while maintaining the "caring, personalized"
aspect of our mission.
- Increase recruitment of students from Hawaiʻi Island and the state,
who are at the core of our mission.
- Maintain the percentage of students from the Pacific islands and
recruit students from other indigenous groups.
- Aim for the maximum proportion of out-of-state enrollment allowable
by BOR policy, using recruitment to maximize tuition revenues.
- Much is expected from the restructuring of the UH system as a whole
as new sources of funding are identified and a more equitable allocation
of general funds is developed under President Evan Dobelle's stewardship.
- Expand our resource base through increased external funding −
endowment drives, private gifts, federal government support, corporate
gifts, foundation grants, and research grants − as well as through
tuition increases. (Obj. IV.A.1)
- Explore with the UH system and state legislature the possibility
of establishing a state scholarship program for students in lieu of
the university tuition waivers now in use. (Obj. IV.A.1)
- Assess the need for and begin to add support staff and resources.
- Continue to grow in enrollment while ensuring that our class sizes
continue to allow for a caring and personalized education. (Obj. IV.A.3)
- Increase recruitment activities in Hawaiʻi high schools and take
full advantage of programs that allow qualified high school students
to enroll in college classes. (Obj. IV.A.4)
- Recruit in the Pacific islands and the Pacific Rim and identify indigenous
groups who would be served by our programs. (IV.A.5)
- Analyze the flow of out-of-state, tuition-exempt, and exchange students
and use the information to design a recruitment program that will enhance
tuition revenues. (Obj. IV.A.6)
- Recruit out-of-state students who will pay full non-resident tuition
and explore with the UH system the desirability of raising the ceiling
on non-resident enrollment. (Obj. IV.A.6)
V. Embrace opportunities for dynamic community involvement.
- Develop community service opportunities that help students attain
new knowledge and skills.
- Provide services to the people of the island and state that are natural
products of our educational and research programs.
- Use community partnerships to encourage "college-town" development,
high-quality residential areas for students near campus, enriched educational
opportunities for our students, and economic development on the island
- Connect university and community with continuing-education course
- Develop certificate and training programs to address the professional
development needs of the community.
- Increase internships related to academic disciplines to provide students
with practical job experience in community-based organizations, government
offices, educational and scientific institutions, and private enterprise.
- Continue to develop our service learning component to meet specific
needs of the community while, at the same time, providing students with
opportunities to use the knowledge and skills they gain at the university
in real-life situations. (Obj. V.A.1)
- Increase recognition for faculty service to the community in their
field of expertise by increasing recognition in promotion/merit raise
decisions. (Obj. V.A.2)
- Continue to reach out to the community to attract housing and businesses
that will cater to students. (Obj. V.A.3)
- Utilize the facilities in the University Park of Science and Technology
to enhance UH Hilo's academic programs.
- Continue to develop community partnerships designed to foster local
economic development. (Obj. V.A.3)
- Track the growth and impact of continuing education opportunities
sponsored by the university. (Obj. V.A.4)
- Explore possibilities for entrepreneurial, fee-based certificate
and training programs. (Obj. V.A.5)
VI. Establish a more effective organization and invest in human capital.
- Improve organizational communication, trust, and understanding.
- Within the principles of shared governance, develop transparent and
consultative planning and budgeting processes, with clear and consistent
linkages between the two.
- Use performance data to guide decision-making, including resource
- Promote faculty and staff development in ways that support the achievement
of our mission.
- Ensure that administrators, faculty, and staff are satisfied with
the university as a workplace.
- Clearly delineate and publicize the roles of administrators and governance
- Develop a closer relationship with Hawaiʻi Community College to ensure
coordinated and seamless higher education services on Hawaiʻi Island.
- Use the university Web site as the central campus information vehicle
for communication among administration, faculty, and staff − where
the results of planning and budgeting are reported and where policies,
procedures, plans, and forms are available. (Obj. VI.A.1)
- Increase recognition for faculty service to the university in promotion/
merit raise decisions. (Obj. VI.A.1)
- Hold open budget hearings annually to explain current resources and
to receive input on future budget priorities. (Obj. VI.A.1 and 2)
- Convene planning and budgeting meetings of administrators and members
of the UH Hilo Congress's Budget Committee to discuss priorities and
consult on campus-wide budget requests. (Obj. VI.A.2)
- Establish a tracking system that measures mission performance indicators,
regularly publicize progress toward these goals, and use the data to
inform planning and budgeting decisions. (Obj. VI.A.3)
- Develop as part of the budget process an allocation for faculty,
staff, and administrator development and establish a clear and well-publicized
procedure whereby faculty, staff, and administrators can request and
receive funding for professional development and training. (Obj. VI.A.4)
- Periodically survey members of the university community about workplace
satisfaction and make improvements where warranted. (Obj. VI.A.5)
- Maintain Web sites describing each administrator's duties as well
as the functional areas for which they are responsible. These Web sites
should provide links to key plans, policies, forms, and other useful
documents. The UH Hilo Congress should also maintain an informative
Web site. (Obj. VI.A.6)
- The Committee on the Future of Higher Education on the Big Island
will make recommendations to the campus as to changes in the relationship
with Hawaiʻi Community College. (Obj. VI.A.7)
Continue to Situation Analysis