Key Performance Indicators
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Goal I: Maintain a well-rounded mix of liberal arts and professional programs, while distinguishing ourselves by taking full advantage of the extraordinary natural environment and cultural diversity afforded by our island setting.
As a comprehensive, state-supported, regional university, UH Hilo helps ensure that the people of Hawai‘i have access to opportunities for personal growth and career advancement through programs of higher education appropriate to our unique location.
| Objective | Indicator | Data Gathering/Reporting Means | Current Status |
|---|---|---|---|
| Ensure . people of Hawai‘i have access to . higher education | The % of people 25 and over on the island of Hawai‘i with a bachelor's degree rises to the national average by 2010 | Decennial U.S. Census | Latest figure reported in the State of Hawaii Data Book is for 1990: 18.5% (national average is 25%) |
| Emphasize studies of the environment, cultures and societies of Hawai‘i, Pacific, East Asia | % of classes and programs offering studies of the environment, cultures and societies of Hawai‘i, the Pacific, and East Asia | Syllabus survey. For each course, ask for focus: Hawai‘i, U.S., Pacific, Asia, international | This information is not presently collected |
| Student-faculty collaboration on research | Higher than average percentage of seniors report engaging in research with faculty | This is an item in the National Survey of Student Engagement (NSSE) and in the Graduating Senior Survey | In the 2001 NSSE, a higher than average percentage of seniors reported engaging in research |
| Using the island as a learning laboratory | % of graduating seniors who report participating in a course offering hands-on learning at an off-campus location | Graduating Senior Survey | This is a new question in the survey. In Spring 2002, 43% of graduating seniors say they did. |
| Faculty using the island as a learning laboratory | # of faculty grants, publications, and conference presentations involving Hawai‘i, the Pacific or East Asia; at least semi-annual news releases or other publicity publicize such research locally. | UH Hilo Annual Report | |
| Theoretical and applied research | Document UH Hilo research activities | UH Hilo Annual Report | |
| Establish a stronger process for approval of new programs | Complete this strategy by the end of AY 2002-2003 | Post process on the website of the Vice Chancellor for Academic Affairs |
Goal II: Continue to refine and strengthen efforts to fulfill our primary mission to offer high quality undergraduate liberal arts and professional programs.
The quality of our programs is reflected in the knowledge and skills of our graduates. Our goals are to enable the student to become broadly educated with the skills for continuing self-education, to take ownership of a body of knowledge in an academic discipline, and to freely explore academic areas outside the major.
| Objective | Indicator | Data Gathering/Reporting Means | Current Status |
|---|---|---|---|
| High quality liberal arts and professional programs |
% of graduating seniors' who say the quality of their UH Hilo education is above average rises to 75% |
Graduating Senior Survey |
Now at 47.6% |
| General education curriculum offers students the opportunity to achieve knowledge and skills expected of an educated person |
UH Hilo can demonstrate that its curriculum affords all students the opportunity to achieve the university's stated GE goals |
Syllabus survey will indicate the GE goals addressed in each course |
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| UH Hilo curriculum offers students the opportunity to achieve knowledge and skills expected of an educated person |
Graduating seniors' satisfaction with abilities gained in general education courses |
Graduating Senior Survey |
This information is being collected annually. The Congress General Education Committee will pilot test outcomes assessment Spring 2003 |
| Raise level of academic challenge |
Responses from students to level of engagement should meet or exceed the level expected by NSSE for institutions of our type |
NSSE |
Per the 2001 survey, UH Hilo exceeds the expected level for seniors but not for freshmen |
| Develop a culture of effectiveness |
Programs undergo reviews according to a fixed schedule |
VCAA prepares annual report to the UH system. |
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| Develop a culture of effectiveness |
By Spring 2004, all academic departments will have formulated mission statements and student learning objectives; half will have identified assessment criteria; a third will have thorough documentation of student achievement |
WASC institutional review |
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| Faculty development to promote student learning |
UHH annually hosts at least two professional development workshops, open to all faculty, on teaching issues and/or assessment of student learning |
Report on them in the UH Hilo Annual Report |
Goal III: Build a learning environment that facilitates student development and success.
We will design our services so that all our students - residential, commuting, and distance learners - may take maximum advantage of a learning environment truly conducive to educational effectiveness.
| Objective | Indicator | Data Gathering/Reporting Means | Current Status |
|---|---|---|---|
| Caring, personalized atmosphere | Track the relevant questions in university-wide surveys | Graduating Senior Survey; College Student Experiences Questionnaire (CSEQ) or in house survey | |
| Facilitating student success | Increase freshman to sophomore retention to 65% by 2007 | Data collected by UH IRO | Currently 59% |
| Facilitating student success | Increase 6-year graduation rate to 35% | Data collected by UH IRO | Currently 30% |
| Facilitating student success | Increase in % of total enrollees graduating from UH Hilo | UH Hilo Institutional Research Office | |
| Facilitating student success | Exceed expected levels in the NSSE of students who say UH Hilo provides the support they need to help them succeed academically | National Survey of Student Engagement | Slightly under the expected level for freshmen; UH Hilo exceeds it for seniors. |
| Add residential capacity | By 2007, improve the # of students receiving on-campus housing (or housing with community partners) as a % of the # of requests received | UH Office of Student Affairs, Student Housing (this is reported to the State of Hawai‘i) | |
| Stimulating, supportive campus atmosphere | Track the # of cultural, social, and athletic events on campus | UH Office of Student Affairs/University Relations | |
| Stimulating, supportive campus atmosphere | Track responses to questions in campus surveys about quality of campus life | Graduating Senior Survey; CSEQ or in-house survey | New question on the GSS asks students to rate quality of campus life and availability of things to do |
| Increase capacity to serve commuting, nontraditional, distance learning students | Assess special needs of commuting, nontraditional, distance students | Extra questions in the CSEQ or in-house survey | Awaiting results of first CSEQ |
| Improve crucial services | Track #s of students who say that they graduated late because of problems with course availability | Graduating Senior Survey | |
| Improve crucial services | Student evaluation of the quality of academic advising is at or above the national mean | National Survey of Student Engagement | Freshman advising is under the mean for total NSSE institutions; senior advising exceeds the mean |
| Improve crucial services | Percentage of graduates who participated in an a) internship related to the major, b) service learning | Graduating Senior Survey | New question on the survey |
| Maintain a diverse student body | Track % of student body by ethnicity, gender, place of residence, other relevant dimensions | UH IRO already provides data | |
| Responsiveness to needs of diverse student body | Track average graduation rates by ethnicity 6 years after entry | UH IRO already provides data | |
| Responsiveness to needs of diverse student body | Track relevant questions in regular student surveys by ethnicity and other factors | NSSE, CSEQ or in-house survey, Graduating Senior Survey | E.g., new question in GSS asks how well a student's primary objective in attending UHH has been achieved. |
| Technology | Total # of microcomputers for student use | Office of Technology and Distance Learning | |
| Distance learning programs | Track #'s of programs, courses offered via technology or in-person but off-site | UH Hilo Office of Technology and Distance Learning |
Goal IV: Obtain sufficient resources to support enrollment growth, high quality programs, and enhanced services.
Enrollment and student body composition at UH Hilo must be consistent with our mission, campus size and infrastructure, and revenues from the state general fund and tuition. We recognize the optimal size for an institution such as ours is probably about 5,000. If carefully planned and supported with resources, growing to such a size will enable the University to diversify its programs so as to offer more choice to our students.
| Objective | Indicator | Data Gathering/Reporting Means | Current Status |
|---|---|---|---|
| Sufficient funding | Revenues and expenditures per FTE student will rise to the average of our peer institutions with appropriate additions for services to Hawai‘i Community College and for Hawai‘i's higher cost of living | UH Hilo Administrative Affairs | See pp. 6-7. |
| Sufficient funding | Increase alumni giving rate to 15% by 2004 and 17% by 2007 | UH Foundation | US News and World Report states a 12% giving rate |
| Enrollment growth while retaining caring, personalized atmosphere | No more than 5% of classes (excluding independent study) will exceed 50 students; around 50% of classes will have fewer than 20 students; 80% fewer than 30 students | UH Hilo Institutional Research Office | U.S. News and World Report for 2001 stated UH Hilo is at 52% under 20 and 3% over 50; Institutional Research Office reports that 16% of classes are 30 and over. |
| Enrollment growth | Increase the "going rate" of recent Hawai‘i high school graduates enrolling at UH Hilo by at least 5% per year | Data collected by UH Institutional Research Office | Fall 2000, the going rate to UH Hilo was 1.8% |
Goal V: Embrace opportunities for dynamic community involvement.
UH Hilo exists in an island ecosystem, with an island's interconnected web of close social relationships, economic pressures, and natural forces. Beyond providing education to our students, we hope to help build a community offering economic and cultural opportunities to residents, as well as opportunities for lifelong intellectual development.
| Objective | Indicator | Data Gathering/Reporting Means | Current Status |
|---|---|---|---|
| Develop community service opportunities for students | Establish a record of growth in participation for university-sponsored service-learning activities | Office of Student Affairs | |
| Internships | % of students seeking internships who find appropriate placements | Office of Student Affairs | Unknown presently |
| Provide services that are natural products of our educational and research programs | Document service activities of faculty | UH Hilo Annual Report | |
| Provide services that are natural products of our educational and research programs | Satisfaction expressed by community (sectors such as business, government, etc.) with UH Hilo's responsiveness to meeting community needs | Survey by the UH Hilo Institutional Research Office | Survey to be developed. |
| Economic development | Economic impact of UH Hilo on the island of Hawai‘i | UH Hilo Institutional Research Office | Unknown. To be researched to establish benchmarks |
| Continuing education and non-credit offerings | Establish a record of growth in continuing education course offerings and in enrollment | CCECS |
Goal VI: Establish a more effective organization and invest in human capital.
In order to shape our future and sustain the changes to come, UH Hilo needs the contributions of many people in different capacities: administrators, faculty, staff, students, alumni, fellow educators, and well-wishers in the community. The university will fully engage the energies of our constituencies in the service of our mission by maintaining an open, inclusive, and supportive work environment, developing clear priorities, directing resources appropriately, and regularly charting progress toward university goals.
| Objective | Indicator | Data Gathering/Reporting Means | Current Status |
|---|---|---|---|
| Communication | Administrators maintain websites describing their duties as well as the functional areas for which they are responsible, with links to key plans, policies, forms, and other useful documents | WASC Institutional Review | Partially in place |
| Communication | UH Hilo Congress maintains a useful website | WASC Institutional Review | In place |
| Satisfaction with UH Hilo as a workplace | Overall morale of the faculty, on a scale of 1 to 10 ("1" is low, "10" is high) exceeds 7 by 2005 | UH Faculty Worklife Survey | Morale was 6.26 for UH Hilo faculty in 1999 report (In the 2001-2002 HERI survey, 66.7% of FT faculty said "overall job satisfaction" was satisfactory or very satisfactory.) |
| Faculty participation in planning and budgeting | A faculty budget committee exists and advises administration | WASC Institutional Review | Standing committee formed by UH Hilo Congress |
| Professional development | An allocation for development exists and is used | UH Hilo Vice Chancellor for Academic Affairs | Not yet established |