2012Theme 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.
  • Web, media presence in place
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  • Sustained increase in student and faculty engagement (NSSE, FSSE scores consistently surpassing peer institutions).
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  • Campus identifies with the Mānoa identity in local surveys.
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  • Sustained increase in student and faculty retention (retention indices for key populations).
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  • Ongoing infrastructure plan implementation, ongoing curricular innovation (tracked by the Mānoa Institutional Research and Assessment Office).
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    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.
  • Sustained increase in retention and graduation rates (see Theme 3).
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  • Improved student perspectives/ awareness of undergraduate learning experience, research, value of the Mānoa Experience (senior/alumni surveys).
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  • Campus assessment web site receives daily use by constituents.
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  • Sustained delivery of assessment development and outreach activities by IRAO
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  • Database of "useful assessment" exemplars completed and disseminated.
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    2012Theme 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.
  • Enhanced Hawaiian sense of place through landscaping and community spaces.
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  • All construction projects meet planning, sustainability and design guide criteria.
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  • Learning technology available for all classrooms.
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  • Sustainability retrofits in place.
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    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.
  • Complete renovations of the Campus Center.
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  • Create new student activities including recreational activities.
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  • Create new opportunities for student leadership.
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  • 2014:
    Provide 5400 beds for students in renovated dormitories.
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  • Provide approx. 200 more faculty with housing.
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  • Provide graduate student housing and housing for visiting faculty.
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    2012Theme 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.
  • Sustained increase in student and faculty engagement via NSSE, FSSE and internal surveys.
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  • Sustained increase in student and faculty participation in governance as shown by consistently high NSSE scores and evidence that stakeholder participation in campus governance has been regularized, i.e., institutionalization of town hall meetings, student and faculty public forums with broad organized group and ad hoc participation, media coverage of governance issues, etc..
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    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.
  • Sustained increase in faculty engagement: participation to increase annually, grants funded at $100,000 annually.
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  • Sustained increase in student and faculty retention: undergraduate student retention increase goal of 20% over 2006 data, average graduation rates increased by 2% annually; increased enrollment of Native Hawaiian to 15%, increased financial aid by 10%, faculty pre-retirement turnover decreased by 2%, rates of tenure denial decreased by 20%
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