Connecting Learning, Life and Aloha
‘O ka ‘imi na‘auao, ke ola a me ke aloha kā kākou e huliāmahi ai

Division of Student Affairs (DSA)

Kaʻi I Ka Wēkiu

We’re redefining the Student Success Leadership Teams (SSLT) at UH Hilo for a new era.

Our vision is clear: a hub of dynamic collaboration driving our institution's growth. Kaʻi i ka Wēkiu, nā kime (teams) are set to become a catalyst, propelling student success to new heights. These kime, composed of experts from diverse disciplines, are united by a commitment to student triumph. Under this transformation, a hub group consisting of the three Vice Chancellors and the chairs of the working nā kime, will oversee this effort. The four kime will include enrollment, student engagement, student support, and workplace culture. Ultimately, our kuleana is considering how UH Hilo will help drive transformation for students, campus, community, and beyond. To begin these conversations, we hope that each kime will utilize the kaʻao framework as a means to begin the conversation around each topic to have an initial understanding of the various concepts:

On this page:

The Kaʻao Process

A Framework for Transformation

  • Hua, or vision is the why within our work. Establishing clarity of intention, direction, and what we have to accomplish together towards producing the change we collectively seek to achieve through our kime efforts.

  • Ha‘alele, or preparation, considers the what across various conversations/discussions around the kime focus areas. To better explore, learn, understand, and purposefully prepare for the next steps in our kime efforts.

  • Huaka‘i, or journey, is planning the how and when of the work that brings us together collaboratively to create, innovate, and implement actions that are making progress toward transformation in each of the focus areas.

  • Ho‘ina, or return, is the if then, now what of our efforts that moves us into further reviewing, making adjustments and improvements that demonstrate our transformation and commitment to sustain our ongoing kuleana towards elevating student success as a UH Hilo ʻohana.

Enrollment Management: Roadmap to Success

Their mission is to meticulously examine enrollment data, from the point of admission to graduation, seeking to elevate our collective understanding of enrollment management across our campus.

Areas of focus include:

  • Collaborate with a Strategic Enrollment Management (SEM) consultant to refine enrollment strategies and develop a comprehensive enrollment management plan that aligns closely with our institution's mission and vision.

  • Create a strategic communication plan that engages students at every stage of their academic journey. This plan should encompass various communication channels and touchpoints, ensuring students receive relevant information and support.

  • Develop and implement initiatives aimed at strengthening cross-engagement opportunities between colleges, campus services, and the broader community. This could involve collaborative events, projects, or programs that foster a sense of community and inclusivity across campus.

Engagement: Student Connection/Achievement

At the heart of student life, the Engagement subgroup is dedicated to championing student engagement throughout their academic journey. They will delve into transformative high-impact practices, including service learning, learning communities, peer-assisted learning, honors programs, and more.

Areas of focus include:

  • Develop and promote high-impact practices such as peer mentoring, undergraduate research, and honors programs to enhance student learning and improve retention.

  • Design and implement a cohesive and engaging student experience, including robust orientation initiatives, to create a strong sense of place and belonging.

  • Launch and oversee initiatives focused on enhancing student persistence and achievement through impactful engagement opportunities, which could include campus events, traditions, and community-building activities.

  • Establish pathways and connections that facilitate meaningful engagement within and among the colleges and across campus, emphasizing academic journey planning to guide students toward successful educational experiences.

Student Support and Wellbeing: Holistic Care

The Student Support and Wellbeing subgroup will serve as the guardians of our students' basic needs. Beyond implementing our Campus Basic Needs plan, they will establish a comprehensive approach to student care, ensuring that UH Hilo becomes a haven for both wellbeing and personal growth.

Areas of focus include:

  • Review and revise existing policies and processes related to student support to identify and eliminate barriers to student persistence, ensuring a more streamlined and accessible experience.

  • Develop a comprehensive crisis response framework, in the consideration of a care response team, that offers coordinated, empathetic assistance to students facing various challenges, such as natural disasters like hurricanes, with a focus on minimizing disruptions to their education and overall wellbeing.

  • Devise a plan to create, improve, and enhance student hub areas on campus, transforming them into inclusive spaces that provide essential resources, services, and expanded basic needs support, while nurturing a profound sense of place, fostering meaningful interactions, and strengthening students' connection to the campus community.

Workplace Culture: A Flourishing Environment

Empowering our academic community with an environment of unity, respect, and inspiration is the mandate of the Workplace Culture subgroup. Their efforts transcend professional development; they aim to create a space where every member of our community thrives and embodies the values, purpose, vision and priorities of UH Hilo.

Areas of focus include:

  • Develop the conceptual framework for a comprehensive program, such as Hoʻokamaʻāina, aimed at fostering faculty and staff wellbeing, building a strong sense of place and community, facilitating meaningful interactions, and enhancing connections.

  • Consider professional development opportunities, including campus mini-conferences, the organization of an all-campus Professional Development Day, and the implementation of skill development workshops tailored to individual and group needs.

  • Strategize diversity, equity, and inclusion principles into the workplace culture, contributing to the overall wellbeing and success of faculty and staff.

  • Create ways to recognize and celebrate the exceptional contributions of faculty and staff, fostering a culture of appreciation and support throughout the campus.

Sharing the Kime Huddles

Enrollment Kime (recruitment/retention) (15)

Katherine “Kati” McGinnis, Donnette “Lei” Kapono, and Norman Arancon

Engagement Kime (well-being/retention) (15)

K. Kainoa “Kainoa” Ariola-Sukisaki, Michele Ebersole, and Karla Hayashi

Support and Well Being Kime (17)

Andrew Polloi, Sherri Akau, and Julie Mowrer

  • CAFNRM: Lissa Tsutsumi
  • CAS: Lauri Sagle
  • CNHS: Yolisa Duley
  • CNHS: Becky Ostertag
  • COBE: Deborah Hughes
  • DKICP: Cherie Chu
  • KHUOK: Kalena Silva
  • Library: Kristin Kong-Carvalho
  • DSA: Tim Moore
  • DSA: Susan Shirachi
  • Admin: Kelli Moreas
  • Students: Kamalani Poepoe and Rebecca Cahill

Workplace Culture Kime (16)

Misty Pacheco, Jan Ray, and Brian Wissman

  • COBE: Keisuke Nakao
  • CAS: Rodney Jubilado
  • KHUOK: Hiapo Perreira
  • Library: Veronica Tarleton
  • DSA: Malia Callo
  • DSA: Shana Kaneshiro
  • DSA: Matt Kalahiki
  • Admin: Lorena Kauhi
  • Chancellor: Aly Kakugawa-Leong
  • Chancellor: Jennifer Stotter
  • Chancellor: Kula Oda
  • Students: Kekoa Vierra Jr. and Kelsie Rose Kealoha

Kaʻi i ka Wēkiu Timeline

YR1: Q3 (end of March)

  • By the end of March 2024, vision forward and determine kime focus area to align with the strategic plan by 2031. Develop a short-term plan that can be implemented in FY 2025.

**YR1: Q3 (April) - Vibrant Vision Training

**YR1 (May) - Update on short and long-term plans (Reverse engineering/backwards mapping & vibrant vision tools) - Short-term: Action Items to occur FY 25-27 - 3-5 items that can be implemented in the first 3 years - Long-Term: Action Items to occur FY 28-31 - Longer-term action items to be continuation or expansion of short-term action items or initiatives that begin farther down the road - Identify initiatives that are intended to be short-duration and those intended to be recurring - VCs to share updates with units and determine how to operationalize

YR1: Q4 (June 24):

  • Update on short and long-term plans
  • Short-term: Action Items to occur FY 25-27
  • 3-5 items that can be implemented in the first 3 years
  • Long-Term: Action Items to occur FY 28-31
  • Longer-term action items to be continuation or expansion of short-term action items or initiatives that begin farther down the road
  • Identify initiatives that are intended to be short-duration and those intended to be recurring
  • VCs to share updates with units and determine how to operationalize

YR2: Q1 (September 24):

  • Short and long-term plans presented to VCs
  • Action Items
  • Review of draft short-long-term plans with implementing units
  • Feedback from VCs from units on operationalizing
  • VCs share reports with Campus Governance groups

YR2: Q2 (December 24):

  • Short and long-term plans finalized for implementation FY 25-FY31
  • Action Items identified and agreed.
  • Use plans for budgeting

YR2: Q3 (March 25):

  • Assessment of implementation of FY 25 actions

YR2: Q4 (June 25):

  • Assessment of process (reflection)
  • Transition of kime members (retain half for 1 year commitment, bring on new members for 2 year commitment)

Meeting Notes

Office of the Chancellor