Manoa at 100


University of Hawai'i at Manoa

Strategic Plan



Prepared by the

Office of Senior Vice President and Executive Vice Chancellor
University of Hawai'i at Manoa
2444 Dole Street, Bachman 105
Honolulu, Hawai'i 96822

Adopted by the Board of Regents of the University of Hawai'i
May 22, 1998


Table of Contents

Preface: University of Hawai'i at Manoa Mission Statement...............................................1

Introduction: Evolution of the Manoa Vision......................................................................2

The Vision: Manoa in the Year 2007.................................................................................4

Realizing the Vision: Manoa Strategic Objectives...............................................................5

Planning Assumptions........................................................................................................9


University of Hawai'i at Manoa Mission Statement
(Adopted by the Board of Regents in November 1996)

The University of Hawai'i at Manoa is a research university-the only one of its kind in the state. It is the premier institution of higher learning in the Pacific Basin and belongs to an international community of research universities. It serves society by creating, refining, disseminating, and storing human knowledge, wisdom, and values through exemplary teaching, research, and community service programs.

As a research university, UH Manoa offers a comprehensive array of undergraduate, graduate, and professional degrees through the doctoral level, including law and medicine. It carries out advanced research programs through its colleges, schools, and organized research units and fulfills its land-grant mission by preparing a highly educated citizenry, bringing University expertise to bear on societal problems, and extending its unique educational opportunities and service programs through outreach.

UH Manoa has selective admissions. It facilitates the growth and development of students as responsible citizens who can pursue and achieve their individual goals. The special attribute afforded by its research environment is the integration of teaching with the creation of knowledge, thus providing all students the opportunity for progressive involvement in scholarship and the research enterprise. Service learning and a vigorous co-curricular educational environment are also important components of a UH Manoa education.

The University of Hawai'i at Manoa provides Asian, Pacific, and Hawaiian perspectives to the higher education experience. Its location, diverse student body, rich Asian, Pacific, and Hawaiian cultural setting, and biological and physical environment afford many advantages that permeate instructional, research, and service programs and all aspects of campus life.

Introduction: Evolution of the Manoa Vision

The University of Hawai'i at Manoa was established in 1907. As a land grant institution, its original charter was defined, in part, by the First Morrill Act of 1862. "The leading object shall be, without excluding other scientific and classical studies, and including military tactics, to teach such branches of learning as are related to agriculture and the mechanic arts, in order to promote the liberal and practical education of the industrial classes in the several pursuits and professions in life." This mission was further refined by the State of Hawai'i (H.R.S. §304-5) to include "thorough instruction and ... researches in, and disseminating knowledge of, agriculture, mechanic arts, mathematical, physical, natural, economic, political and social sciences, languages, literature, history, philosophy, and such other branches of advanced learning as the board of regents may prescribe, and to give such military instruction as the board may prescribe and the federal government require. The standard of instruction shall be equal to that given and required in similar universities on the mainland of the United States...".

Since these formative years, the Legislature and the Board of Regents have added a number of schools, institutes, and programs to Manoa. Moreover, various units have evolved far beyond their original form. Indeed, today, the University of Hawai'i at Manoa is a major university, offering Bachelor's degrees in 89 different fields, Master's degrees in 87 fields, and the doctorate in 55 areas of study. It bears little resemblance to its early beginnings.

The University of Hawai'i's approach to its centennial anniversary provides an auspicious occasion to examine Manoa's past and current charter and to articulate goals and objectives for the future. Coincidentally, the Manoa campus is due for re-accreditation review by the Western Association of Schools and Colleges (WASC) in 1999, and an extensive self-assessment is a critical component of that process. The recommendations growing out of that self-assessment and strategic objectives set forth in this Plan have parallel functions. Together they will provide a context for the decisions that will be necessary for UH Manoa to accomplish its mission and achieve the excellence described in the Manoa Vision.

The most critical component of the UH Manoa Strategic Planis a clear vision of the University's mission and aspirations, one which is consistent with the UH System Plan and articulates a comprehensive and realistic view of the University.

In November 1996, the Board of Regents approved the University of Hawai'i Strategic Plan (UH System Plan). This provided the blueprint for future campus and unit planning efforts throughout the University. Although fundamental strategies for each campus are presented in that plan, the unique attributes of the various University System components are to be addressed in individual unit (i.e., campus) plans. Thus, the UH Manoa Strategic Plan (Manoa Plan) will follow closely the organization and the goals and priorities of the UH System Plan. However, it will be distinctive in approach and emphasis as it addresses campus priorities for the next ten years.

Although Manoa faculty and staff provided extensive input to the UH System Plan, Manoa's planning efforts had already been in the making prior to that time. Indeed, the Manoa Plan has been evolving since 1994. The major stages in this sequence include the following:

The Manoa Strategic Plan was adopted by the Board of Regents on May 22,1998.

The Vision: Manoa in the Year 2007

In its centennial year, 2007, Manoa aspires to the following profile.

Realizing the Vision: Manoa Strategic Objectives

To fulfill this vision, the University of Hawai'i at Manoa will establish a series of eight strategic objectives that are designed to complement the specific goals identified in the UH System Plan. Together, they will guide Manoa's development and operations over the next decade.

1. The Undergraduate Experience.

Undergraduates are at the very core of the University of Hawai'i at Manoa. Special efforts will be taken to ensure a high-quality educational experience for students who will most benefit from it, including freshmen and transfer students from other UH campuses. Upon graduation, they will be prepared to compete at the very highest national and international level.

Therefore, the UH Manoa will:

A. Develop an integrated curriculum offering special student opportunities through multi-disciplinary learning communities, intensive courses, interaction with senior faculty and researchers, internships and research projects, and capstone experiences.
i. Provide a unique integrated freshman program involving the major colleges. The objective is to build a common Manoa-based experience and identity for each incoming freshman class.

ii. Establish a solid curriculum for development of fundamental intellectual skills, including writing, speaking, quantitative skills, analytical reasoning, computing and information technology, fine arts appreciation, and multi-cultural studies.

iii. Institute quality control procedures for improving student satisfaction, student services, and curriculum design to optimize time to graduation.

iv. Maintain a campus infrastructure conducive to undergraduate participation in research projects, internships, and other applied learning situations.

B. Enhance the co-curricular environment to accentuate leadership development, involved citizenship, social responsibility, artistic expression, and athletic endeavors.

C. Develop and implement a residential life experience that is linked to academic fields of study or themes.

D. Afford students increased opportunities for study and research at mainland institutions and abroad and promote Manoa as an exchange in return.

E. Integrate modern information technology, including distance education, into all aspects of Manoa's curricular activities.

F. Ensure a process for the articulation of courses through the UH System with Manoa and provide smooth transfer from other UH campuses to Manoa.

2. Graduate and Professional Education.

External perceptions of the University of Hawai'i and the value of its degrees depend heavily on the quality of its graduate research and professional programs. Accordingly, it is incumbent on the Manoa campus to maintain these at the highest standards of quality.

Therefore, the UH Manoa will:

A. Strengthen targeted graduate programs in disciplines where Hawai'i is poised to achieve higher national stature.

B. Eliminate or reconfigure programs that are no longer essential, have dwindling enrollment, are ineffective, or are of limited quality.

C. Respond to emerging academic trends and fields of inquiry by supporting interdisciplinary collaborations and programs.

D. Increase support for the very best students applying to and attending Manoas graduate programs.

i. Graduate student fellowships and scholarships will be a high priority in the University's fund raising efforts.

ii. Incentives will be offered to programs that earn extramural training grants.

E. Offer incentives to professional schools to generate increased tuition and fees as a mechanism for underwriting their educational costs.
3. Research.

Research is the hallmark of the University of Hawai'i at Manoa. It will continue to dominate campus academics. Special attention will focus on preserving preeminent areas and on developing priority programs to internationally recognized levels of excellence. The recruitment and retention of quality faculty is key to achieving this goal.

Therefore, UH Manoa will:

A. Expect all faculty in academic programs to maintain independent research projects and to contribute to the dissemination of knowledge through publishing, presentations, and other creative endeavors.

B. Encourage all faculty through incentives to include undergraduate participation in research endeavors.

C. Target areas of research excellence and give special priority to programs where Manoa has the opportunity to excel internationally because of comparative advantages, although serendipitous opportunities in other fields may be seized as they arise.

i. The following programmatic specializations are specified in the UH Strategic Plan as areas of priority: Astronomy; Biomedical Sciences; Conservation Biology and Evolutionary Ecology; Hawaiian, Asian, and Pacific Studies; Marine Biology; Ocean and Earth Sciences; and Tropical Agriculture.

ii. In addition, emphasis will also be given to International Business and Travel Industry Management and to Language Studies.

iii. Programmatic growth in these areas will not be necessarily limited to specific departments or institutes; synergistic involvement of various relevant units will be encouraged to maximize campus-wide expertise in targeted disciplines.

D. Manoa will develop further its distinctive responsibility to enhance those areas of research contributing to Hawaiian studies, including its history, language, ecology and environment, and contemporary development.
4. Societal and State Needs.

As a public, land-grant institution, the University of Hawai'i at Manoa is expected to provide leadership in the delivery of expert services to benefit public well-being.

Therefore, the UH Manoa will:

A. Emphasize development of an educated and responsible citizenry that values and respects cultural and social diversity within communities.

B. Prepare an educated and competent work force with particular emphasis on those fields and professions that contribute to the economic diversification and competitiveness of the state.

C. Help address state needs by nurturing partnerships with other public and private constituencies such as K-12 education, health care and human services, social and cultural opportunities, continuing education, and other innovative and responsive community activities with the goal of improving the quality of life for our citizens.

D. Work collaboratively with government leaders, the business community, labor, and other private stakeholders to address critical social, economic, environmental, technological, and development issues through applied research, cooperative demonstration and management projects, education and training, and other joint efforts.

E. Provide leadership and services in agriculture and food sciences, including strengthening efforts in agricultural biotechnology research to advance the states competitiveness and effective investment in its agricultural base.

5. Expanding Opportunities though Distance Education and Information Technologies.

With the advent of new technologies, opportunities for off-campus delivery of educational programs have emerged. Manoa will exploit actively these opportunities to enhance student access to its educational resources.

Therefore, the UH Manoa will:

A. Implement a plan to make available to off campus locations selected Manoa programs through electronic media.

B. Require all programs to review their offerings included among the regular day time offerings and to develop plans indicating in what manner and at what cost their courses or degree programs could be offered via accelerated evening and weekend courses, summer sessions, and distance education.

C. Develop a single flexible system of student information and registration management to enable completion of degree programs through the regular day and by various combinations of asynchronous and variably timed courses.

D. Improve the electronic articulation of System libraries with Hamilton Library so that resources are available wherever they are needed.

6. International Leadership.

As a preeminent institution of higher education in the Pacific Basin, the University of Hawai'i at Manoa is expected to exert leadership in regional affairs.

Therefore, the UH Manoa will:

A. Provide instruction and scholarship in the languages, history and cultures found throughout the Pacific Basin.

B. Develop, along with its nationally recognized programs in Pacific and Southeast Asian Studies, a plan to establish a national ranking in East Asian Studies with special attention given to disciplines of greatest potential academic and research strength.

C. Enhance recruitment and retention of non-resident and international students in programs where there is mutual benefit and where our programs can assist in training such students to assume positions of leadership and responsibility.

7. Diversity and Respect for Differences.

The University is committed to the principles and ideals of affirmative action and equal opportunity among its students, faculty, and staff. Likewise, it seeks to eliminate discrimination on the basis of age, disability, race, ethnicity, national origin, religion, sexual orientation, or gender in any aspect of its activities.

Therefore, the UH Manoa will:

A. Recruit, enroll, and support the successful matriculation of under-represented student groups.

B. Recruit, employ, and support under-represented faculty and staff.

C. Provide educational activities that take special advantage of the multi-cultural nature of the campus and the state.

8. Resource Management.

The University of Hawai'i at Manoa will abide by the highest standards of management and accountability. It will conduct all of its personnel and financial affairs with unimpeachable integrity.

Therefore, the UH Manoa will:

A. Continually develop human resources by attracting and retaining quality faculty and staff, providing appropriate supportive services, including evaluations, incentives, and in-service training, and developing and revising human resource policies and practices to ensure the continuous improvement of programs and services.

B. Ensure financial and budget planning and execution to provide for efficient operation of Manoa, including regular repair and maintenance and upgrading of grounds, facilities, and equipment. Efforts will concentrate on the following areas:

i. Development and refinement of incentive-driven financial plans based on program workload, tuition revenue, extramural research grants and contracts, and other funding sources.

ii. Establishment of criteria to provide predictable year to year budgets and of performance measures in program reviews to guide resource allocation.

iii. Development of a system of consultation with the Faculty Senate regarding resource allocation and program review.

C. Develop measures of performance and procedures for regularly monitoring and assessing academic, service, and community programs, and for evaluating program redundancy and centrality.

D. Increase opportunities for programs to enhance their objectives through fund-raising and alumni efforts, imposition of differential tuition and fees, support for extramural awards, and incentives to pursue distance education and entrepreneurial opportunities.

Planning Assumptions

In developing these strategic goals, planning assumptions articulated in the UH Strategic Plan have been modified to accommodate Manoa's unique character.

1. Relationship with the State and the Community

A. Services and State Economic Development. As a state institution of higher learning, the University of Hawai'i at Manoa will continue to be responsive to state needs, working with agencies and the community to identify important services that the institution can provide. Manoa's planning context for state service includes providing teacher education, training a skilled workforce in areas such as telecommunications, information technology, and health and human services, improving the agricultural sector, strengthening the visitor industry and local businesses, and educating the scientists and researchers necessary to identify key issues with respect to the state's and region's resources.

B. General Education. A general liberal arts education is the common experience of post-secondary education. The coherence and quality of this experience contribute to a well-educated citizenry and personal growth and are the foundation for success in the workplace and advanced studies. Monitoring and constantly improving the quality of the general education experience are central to the excellence of the Manoa campus.

C. Access. Manoa will select those students who by virtue of their preparation and goals are best suited to or can most benefit from the educational resources of a research university. Tuition differentials and increasing selectivity in freshman admissions will change the campus' attendance patterns. While Manoa will continue to play a primary role in undergraduate education, the articulation of courses offered at Manoa and other campuses will facilitate transfers from UH Community Colleges and elsewhere and should increase the proportion of upper division students. Graduate and professional education at Manoa will remain highly selective and competitive with students' tuition comprising a significant portion of the cost of professional education.

D. Special Identity. Manoa's special identity lies in its mission and its multi-cultural Hawaiian, Pacific, and Asian dimensions. It will continue to capitalize on its unique location, physical and biological environment, cultural setting and diversity, and strengths in Asian/Pacific knowledge. Manoa's leadership role in these areas will ensure that Hawai'i's people are full participants in the Pacific era.

E. Distance Education. Many of the services to the state and community will involve off-campus delivery using distance education, which, in turn, should encourage lifelong learning in the community. The demands to expand access sites and academic offerings to geographic areas of the state lacking ready access to post-secondary education will not abate.

F. Information Technology. Telecommunications, computing technology, and integrated library and information services will continue to advance at a rapid pace, offering opportunities to change profoundly how Manoa carries out its instruction and research missions, integrate the University of Hawai'i at Manoa enterprise, and respond to distance education and information needs.

G. Finances. The next four to six years will be a period of adjustment to significant changes in the financing of the University of Hawai'i system, including changes in levels and sources of support and the restructuring that these fiscal realities will require. Gradually, the students who benefit directly from the educational programs offered-students enrolled in Manoa courses and/or pursuing a college degree will share more of the responsibility for funding support. The need for differential tuition and fees for professional degree programs and for Manoa programs in high demand by specialized populations will be assessed.
H. Economy. Hawai'i's economy continues to struggle through a period of little or no real growth. The pressure on Manoa to continue to do more with less will not abate.

I. General Funds. There is little likelihood that there will be significant increases in state General Fund support. A weak economy and competition for State funds will constrain State support in the near term, but the State's commitment to public higher education, coupled with institutional accountability, may improve this situation over the long term.

J. External Support. Manoa must expand non-General Fund sources of financial support. Fund raising will support some of the new initiatives and priorities identified in this Manoa academic plan. New sources of revenue will give the University of Hawai'i at Manoa greater autonomy and flexibility to anticipate and to plan for changes.

2. National and International Relationships
A. International Dimension. Manoa will focus on those areas where it can compete and offer quality programs on an international level. These include programs where Manoa has a comparative advantage in terms of natural and cultural resources of the state and region, programs that emphasize Hawai'i, Pacific, Asia, and international affairs; and programs that have made a commitment to recruiting and retaining faculty and staff of the highest caliber.

B. Research Priorities. Private and federal research priorities can be expected to shift to greater emphasis on research focused on societal needs, and Manoa will have to adapt to these changes. Funded research activity at Manoa has grown substantially over the past decade and, although competition for state and federal funds is increasingly fierce, this plan assumes, and will reward, further growth in extramural research and training funds.

C. Financial Aid. Federal government support for higher education financial aid will continue to involve uncertainties from year to year but will be generally positive. Recently enacted tax credits will encourage attendance by off-setting tuition and fee costs for some students. Circumstances will force greater reliance on local and international sources of private aid.

3. Internal Considerations
A. Functioning as a System. Manoa will continue to take a leadership role in the multi-campus state University system composed of units with distinct, yet coordinated, missions governed by a single Board of Regents.

B. Enrollments. Given the decreases in the total number of students at Manoa over the past several years, there is some room for student population growth. However, the number of undergraduate students will stabilize at approximately 13,000 to 14,000 and the number of graduate students is anticipated to be about 5,000 to 6,000. This population is expected to include an increase in the number of non-traditional students who enroll in degree programs and take courses during the summer terms, at night, and at off-campus delivery sites throughout the state. The graduate and professional degree programs will have the opportunity to target and attract highly qualified non-residents and international students.

C. Priorities and Collegiality. The prioritization of competing needs and the use of available Manoa resources to support priorities have never been more critical to the long-term health of the University of Hawai'i at Manoa. The campus is prepared to make hard choices and define what is fundamentally important. Such a response requires attention to the long-term health of the institution and to collaborative processes involving faculty, administrators, and students in a spirit of trust and collegiality.

D. Quality Improvement. Continual quality improvement must be understood as a routine responsibility of the entire University of Hawai'i at Manoa community. This imperative applies despite financial stress or program priority status.

E. Human Resources. Quality faculty and staff are crucial to the overall excellence of the University of Hawai'i at Manoa. Continued nurturing of human resources and ensuring equitable opportunities for women and under-represented groups are essential to the promotion of diversity among faculty, staff, and students.

F. Repairs and Maintenance. The depletion and lack of reinvestment in Manoa's physical plant, library, and equipment inventory are not an acceptable long-term solution to financial stress.