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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  • Faculty, student induction in place.
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  • Information communication campaign underway (participation figures, internal surveys, scope of media coverage)
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  • 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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    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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  • 90% or more of early majors declared.
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  • Communication index between faculty and central advising. Mandatory advising in place.
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  • Increase in success center participants.
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  • First-year programs in place.
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  • Research support, events, awards recognition, undergraduate research colloquium.
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  • IRAO fully staffed and functioning.
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  • 100% of departments use student learning assessment data for program improvement.
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  • Campus assessment web site functional;
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  • Expanded General Education assessments used to track changes in core learning (freshman to senior) and alumni perspectives on core learning.
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  • Faculty-elected assessment council initiatives funded and implemented.
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    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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  • Initial projects underway.
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  • Addition of at least one more community space comparable to the sustainability courtyard.
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  • Classrooms renovation completed.
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  • Regular maintenance cycle for information technology, etc., established.
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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.
  • Add one new dormitory and begin renovation of existing dormitories.
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  • Begin construction of new faculty housing
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  • Complete the relocation of academic support services and cross-train staff to provide multiple services at central locations.
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  • Link student services with academic advising and student enrollment services.
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    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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  • Realization of success of communication and governance participation building activities as shown by NSSE scores surpassing peer institutions by 2010.
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  • Steady participation rates in campus forums.
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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.
  • 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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  • Realization and utilization of charted retention activities and data tracking.
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