2010Theme 1

Outcomes & Indicators Status

1 -Foster the development of a Mānoa identity: Faculty, students, staff, and the broader Hawai'i community will understand, engage with, and contribute to the unique identity of the Mānoa campus. The values and competencies at the core of the Mānoa Experience will define and connect all educational and co-curricular activities.
  • Robust web, media presence in development.
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    2008-UHM revamped website launched; Chancellor's quarterly e-mail updates to campus initiated; UHM quarterly e-newsletters to high school counselors begun; website created and e-newsletters, "Mānoa ʻOhana," begun for UHM parents; Mānoa Facebook initiative launched; Law School established several Ning social networks and Twitter microblogs; Athletics department created new website to increase student engagement with Athletics. 2009-TV ads launched; Communications Director column initiated; Campus Talk Blog launched on the Honolulu Advertiser website; added "YouTube" site to Facebook; Manoa Arts & Minds campaign initiated. 2010-Multimedia site added to Manoa website.
  • Faculty, student induction in place.
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    Faculty orientation workshops offered by OFDAS for new faculty in Fall and Spring semesters; most schools/colleges conduct new faculty orientation and welcome gatherings and new student orientations, many in conjunction with New Student Orientation (NSO); NSO expanded to include Warrior Welcome Week for New Students; the Library offers orientation tours during NSO; ITS offers sessions during both NSO and new faculty orientation. Fall 2009-Facilities Management initiated an "Aloha-Ask Me" campaign during the first 2 weeks of the semester; Newly Admitted Students website launched, by Spring 2010 individual portals will be created for each newly admitted student. Mānoa Experience, a campus-wide open house, held again in Fall 2009; will become an annual event.
  • Information communication campaign underway (participation figures, internal surveys, scope of media coverage)
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    2008-Monthly meetings begun with UHM communicators and legislators; Chancellor's quarterly e-mail updates to campus initiated; UHM quarterly e-newsletters to high school counselors begun; website created and e-newsletters, "Mānoa ʻOhana," begun for UHM parents; College Planning Guide prepared and distributed (and placed on Mānoa webpage). Web presence significantly improved. Town Hall meetings, campus presentations, focus group meetings continue to serve as vehicle for communication with the campus (see Data Exhibit 9.1 for list of meetings).
  • Realization and utilization of a majority of community-building activities (indices of actual change in infrastructure, exemplars of new curriculum, 80% of community-initiated activities funded).
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    Mānoa Fund initiative launched in Spring 2008 by OVRGE. Schools and colleges host their own regular community building events-orientation and welcome sessions and periodic events throughout the year.

    Frear Hall completed (Fall 2008), residential learning communities formed, one floor dedicated to study of Japan and speaking Japanese; renovations to Hale Aloha residential halls begun in January 2009 (Phase I to be completed in Fall 2009; Phase II scheduled to start in Spring 2010). Phase I of Campus Center renovations completed (2008); Phase IIA to begin November 2009 with completion scheduled for July 2010; Phase IIB to begin May 2010 with completion scheduled for December 2011.

    Construction of Center for Microbial Oceanography Research and Education to be completed in 2010; renovation of Hamilton Library ground floor to be completed in Fall 2010.

    HIG Courtyard renovation completed; College Collaboration Center created by College of Education; Saunders Hall courtyard improvements completed; renovation of the Music complex includes creation of outdoor gathering spaces; WiFi installed in all general purpose classrooms. Ongoing "Mānoa Makeover" (campus beautification) projects; annual campus-wide recycling drive, "Recycle Mania."

    School of Hawaiian Knowledge established July 2007. First Year Programs strengthened, Student Success Center operating, Student Success Center renovations: 2008—upgraded Audio Visual Center; installed camera security; 2009-created Computer Lab & Media Studio; improved lighting and electrical system. Honors and Selected Studies Programs expanded. Ka Huli ʻAo Center for Excellence in Native Hawaiian Law, ʻIke Ao Pono Nursing Program, Engineering's Native Hawaiian Science and Engineering Mentoring Program, Education's Hoʻokulāiwi Center for Native Hawaiian and Indigenous Education are programs that root disciplines and research in Native Hawaiian concerns. 2009-Native Hawaiian Student Services Workgroup created; Native Hawaiian Student Services Office located in QLC.
     

    2 -Enable and ensure student learning success: With the ultimate goal of helping students benefit maximally from the Mānoa Experience, the campus will further develop its student academic support structure such that learners enter into, progress through, and graduate from Mānoa in deliberate, well-considered, personally enriching, and intellectually -expanding ways. To ensure the value and effectiveness of this experience, the campus will use a variety of assessment practices to understand the extent of student learning and to articulate needed educational improvements.
  • Mandatory advising in place.
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    2008-all schools/colleges require mandatory advising for undergraduate majors. 2009—All schools/colleges report compliance; program sheets created to facilitate advising. 2010—Student Success Fellowship program expanded from $100k to $250K.
  • 90% or more of early majors declared.
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    2008--Mechanism in place for early declaration of majors. 2009—65% of juniors declare a major.
  • Communication index between faculty and central advising. Mandatory advising in place.
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    2002-Council of Academic Advisors created. 2006-Mandatory advising policy for freshmen and sophomores in place. 2008-all schools/colleges require mandatory advising for undergraduate majors.
  • Increase in success center participants.
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    Almost 50,000 visitor increase to Student Success Center between Spring 2006 and Spring 2008.
  • First-year programs in place.
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    College Opportunities, Access to College Excellence, Freshman Seminars in place. 2008-Director for First Year Programs hired. Residential learning communities established at Frear Hall, Writing Mentors in English 101 initiated. 2009—Residential learning communities expanded to 13. 2010—COP to double number of participants.
  • Research support, events, awards recognition, undergraduate research colloquium.
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    RTRF funds used to support research, cost-sharing, start-up, equipment, etc. Honors Spring Symposium conducted; undergraduate research rewarded/supported by University Research Council, ASUH, VCRGE, Marine Options Program, CTAHR, Shidler College of Business, Honors, and Global Environmental Sciences (See Inventory of Undergraduate Research Opportunities). 2010-Undergraduate Research. nitiative launched with $250,000 funding.
  • IRAO fully staffed and functioning.
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    Assessment Office-2 of 3 positions filled (2008); 3rd position filled (2009), position temporarily not continued due to budget cuts; Institutional Res position filled (3/2009); another analyst assigned to MIR
  • 100% of departments use student learning assessment data for program improvement.
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    11/2008--Assessment Office estimates that 40% of programs have used assessment data for program improvements. 2009—55% of programs used assessment results to "close the loop" 2010--assessment expanded to include co-curricular programs via submission of annual assessment reports.
  • Campus assessment web site functional;
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    8/2008--Website functioning; provides assessment resources, lists of workshops offered, etc. Annual assessment reports submitted online (and posted on Assessment Office website).
  • Expanded General Education assessments used to track changes in core learning (freshman to senior) and alumni perspectives on core learning.
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    2007-Mary Allen 2-day workshop focused on general education assessment. Assessment of written communication and CEI initiated in 2007-2008. SLOs have been identified for all general education areas. 2008—FW assessed. 2009—Ethical Reasoning rubric piloted; Writing Intensive assessment underway. 2010—Ethical Reasoning data gathered; FW assessed; longitudinal cohort study launched.
  • Faculty-elected assessment council initiatives funded and implemented.
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    1/2009--Faculty Assessment Committee established by MFS. Committee members appointed Fall 2009. Committee activities during 2009-2010 included working on draft institutional outcomes, developing a draft Manoa assessment policy statement; developing a resolution regarding including SLOs on new course syllabi.

    2010Theme 2

    Outcomes & Indicators Status

    3 -Construct a more responsive approach to Campus Master Planning and facilities management that fosters community engagement and student learning. The development of a Campus Master Plan will engage the campus community, embed sustainability in capital improvement program (CIP) planning and projects, and embody a Hawaiian sense of place. Improvement in facilities management will make the process of facilities repair and maintenance more responsive to the needs of the campus community.
  • Campus Master Plan completed for production of a Campus Planning Guide.
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    2008-Long Range Development Plan completed (transitional to development of Campus Master Plan); provides near-term planning objectives for the campus.
  • Initial projects underway.
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    Implementation of LRDP underway; design charrettes to implement major LRDP themes conducted. Campus Center renovations underway; Phase I completed in 2008, Phase II scheduled to begin in 2009. IT Center being designed; construction funded and scheduled to begin Spring 2011. Design funding ($7.4 million) received for new classroom building.
  • Addition of at least one more community space comparable to the sustainability courtyard.
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    HIG Courtyard renovation completed; Saunders Hall courtyard improvements completed; renovation of the Music complex includes creation of outdoor gathering spaces. Community spaces created as part of newly-completed C-MORE Hale; spaces around Hamilton and Sinclair Libraries targeted for development.
  • Classrooms renovation completed.
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    $200K provided in BI 2007-2009 to renovate 24 general use classrooms in Moore Hall-new projectors, screens, keyboards, control panels, DVD and CD players, computers, equipment cabinets.
  • Regular maintenance cycle for information technology, etc., established.
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    Available funds are focused on repairs of existing information technology; a regular maintenance cycle has not been established due to significant campus-wide budget cuts.
     

    4 -Expand and renovate student and faculty housing and improve areas for student interactions. More student and faculty housing is a priority that will improve campus life and enable us to better recruit and retain faculty and students. To improve campus life, foster communication among units of centralized student services and build a stronger sense of linkages among students, areas for student interactions must also be developed.
  • Add one new dormitory and begin renovation of existing dormitories.
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    2008-Frear Hall opens. 2009-Renovation of Hale Aloha complex begins January 2009; Phase I completed in Fall 2009; Phase II scheduled 2010 for completion in Fall 2010; 2011—Johnson Hall renovation scheduled; 2012—proposed renovation of Gateway House.
  • Begin construction of new faculty housing
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    2008-options being explored: down payment assistance; public-private partnership to build more housing; program to acquire neighborhood real estate. 2009-Faculty Mortgage Guaranty Program to provide mortgage assistance to faculty established; program at full capacity in 2010.
  • Complete the relocation of academic support services and cross-train staff to provide multiple services at central locations.
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    Student Success Center created in Sinclair Library, houses Learning Assistance Center. Assistant VC for Undergraduate Education, A&S Advising Office, Mānoa Advising Center, and Pre-Health/Pre-Law Advising Center moved to QLC (which already houses Admissions & Records and Financial Aids).
  • Link student services with academic advising and student enrollment services.
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    Assistant VC for Undergraduate Education, A&S Advising Office, Mānoa Advising Center, and Pre-Health/Pre-Law Advising Center moved to QLC (which already houses Admissions & Records and Financial Aids); Student Success Center established; STAR system provides comprehensive electronic support services to students. Native Hawaiian Student Services located in QLC.

    2010Theme 3

    Outcomes & Indicators Status

    5 -Forge meaningful and long-term relationships among stakeholders. As lines of authority on campus have been clarified, core concerns relating to the quality of life on campus outlined in Theme 2 and lack of adequate communication and meaningful stakeholder participation in planning have taken hold. A key governance objective has become capitalizing on the moment and engaging stakeholders in discussions about Strategic Plan Benchmarks crucial to our continuing evolution as a campus.
  • Substantial participation in and valuing of Mānoa planning activities evident through participation figures, internal surveys, and media coverage, and increasing program success.
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    The 2008-2009 Prioritization Process resulted in broad participation from faculty, staff, and students across all levels of the University. Results from the prioritization process will be incorporated into program reviews scheduled for the next few years. 2009—Committee on Enrollment Planning formed with participation by faculty, staff, and administration to development student enrollment, retention, and graduation initiatives.
  • Realization of success of communication and governance participation building activities as shown by NSSE scores surpassing peer institutions by 2010.
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    Regular involvement of ASUH and GSO members in committees, task forces, etc. Variable, but reasonable, participation in campus forums, presentations, and discussion groups. NSSE student engagement scores for UHM increased between 2001 and 2008; slight decrease between 2008 and 2009. 2010—Chancellor’s Campus Updates and regular email messages generates strong faculty, student, and community testimony to the Legislature opposing proposed budget cuts; Cuts reduced from $58M to $2M.
  • Steady participation rates in campus forums.
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    See CPR Data Exhibit 9-1 for a list of town hall meetings, student forums, and faculty forums conducted between 2001 and 2009 (Spring).
     

    6 -Foster student success through enhanced student/faculty engagement. The educational effectiveness and community building initiatives outlined in Theme 1 and linked to the Mānoa Experience mirror strategic imperatives laid out in the Strategic Plan. Providing faculty and students with opportunities for increased engagement and with crucial infrastructure support for the evolving assessment and evaluation expectations will create unique opportunities for changing the assessment and evaluation culture at Mānoa.
  • Expanded use of OFDAS programs: number/range of trainings to increase annually, new projects funded to increase by $100,000 annually, and overall participation figures.
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    With the establishment of the Mānoa Assessment Office in 2008, the primary responsibility for providing support for faculty assessment initiatives rests with the Assessment Office. OFDAS collaborates in conducting workshops on student learning assessment and continues to facilitate faculty engagement with assessment and the improvement of student learning. With this collaboration, the number and range of assessment/student learning workshops continues to expand. A) facilitated 14 workshops in 2009-10 and 10 in 2008-09. CTE sponsored 43 workshops in 2009-10; 64 in 2008-09; 28 in 2007-08.
  • Realization and utilization of charted retention activities and data tracking.
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    Initial activities of the Committee on Enrollment Planning focused on analysis of data (admission, enrollment, retention, and graduation) that will continue to be followed as initiatives are determined. Retention rates for First Year Programs exceed UHM average rates. The report on the first year of mandatory advising showed that 100% of units provided advising to their students. The results of the financial aid resource reallocation and the Student Success Fellowship Program will be followed in 2010. 2009--$100,000 was allocated for Student Success Fellowships; 2010—funding for program increased to $250K. The Mānoa Institutional Research Office, established in 2008, is tracking data to support the various retention initiatives. New faculty retention initiatives include scholarships for dependents and mortgage assistance program.