2023 - 2029 Strategic Directions - UH Maui College

2023-2029 strategicdirections

Letter from the Chancellor

Aloha mai kākou,

It is my pleasure to present to you the University of Hawai‘i Maui College 2023 - 2029 Strategic Directions. This is a plan created by and for our UHMC community. It is the result of many months of information gathering, analysis, and careful thought by members of our faculty, staff, and students. Their service to our College is deeply appreciated.

This plan will guide how UHMC moves forward with purpose and unity for the next six years. It is inspired by our Mission, Vision, and Core Values, and is intended to be consistent with the UH System and UH Community Colleges Strategic Plans as well as recommendations from the WASC Senior College and University Commission.

Everybody paddle the canoes together; bail and paddle, paddle and bail, and the shore is reached.

[Pitch in with a will,

Our Strategic Directions focuses on how we can support UHMC’s mission of inspiring and empowering students to develop knowledge and skills for transformative action. Just as UHMC creates an environment where our students can define themselves, the plan sets the stage for all of us to work collaboratively to define UHMC’s future.

The plan takes into account that we are constantly reinventing UHMC. As we have throughout our history – first as Maui Vocational School, then as Maui Technical School, Maui Community College, and now as University of Hawai‘i Maui College – we will continue to evolve so that we may set our sights and expectations even higher in the years to come.

Strategic Directions lays out in clear terms where and why we plan to focus our resources. We look to you, the members of our community, to turn the plan into action by thinking critically and creatively about how you can align your time, talent, and effort with the strategy laid out here.

In very real terms, this plan challenges all of us to pick up a paddle and work together so that we may enhance UHMC’s position as a changemaker in the lives of our people, Maui

Lui K. Hokoana, Ed.D Chancellor

E lauhoe mai nā wa‘a; i ke kā, i ka hoe; i ka hoe, i ke kā; pae aku i ka‘āina.

Institutional CONTEXT

As the only college offering both bachelor’s and associate’s degrees, University of Hawai‘i Maui College (UHMC) is unique in the ten-campus University of Hawai‘i (UH) system, which includes seven community colleges and three universities.

UHMC currently offers two Bachelor of Applied Science (BAS) degrees, eleven Associate in Applied Science (AAS) degrees, six Associate in Science (AS) degrees, two Associate in Arts (AA) degrees, and numerous program certificates. In addition, UHMC partners with other campuses to increase offerings that meet the needs of its community. University Center Maui brokers baccalaureate, post-baccalaureate, and graduate degree programs in partnership with University of Hawai‘i Mānoa, University of Hawai‘i Hilo, University of Hawai‘i West O‘ahu, and Oregon State University. As a result of these strong connections, the UHMC 2023 - 2029 Strategic Directions is directly aligned with the UH System Strategic Directions 2023 - 2029 and the University of Hawaii Community Colleges (UHCC) Strategic Directions 2023-2029.

Through its varied degree and certificate options, UHMC addresses the needs of a diverse student population of approximately 3,000 students in a three-island community with its main campus located in Kahului, Maui. UHMC outreach education centers are located on Maui in Hāna, and on the islands of Moloka‘i and Lāna‘i. UHMC also offers a broad range of non-

OUR VISION

He ali‘i ka ‘āina, he kauā ke kanaka – Land is the chief and people are its servants. Inspiring change, innovation and responsibility in our communities.

Our vision will be achieved in phases. This Strategic Directions, spanning from 2023 to 2029, is the next iteration of a series of six-year plans that outline how UHMC will realize our vision. The changes detailed in this document are based on ongoing feedback from the community and from UHMC students, faculty, and staff. The resulting plan is an assessment of our operating environment that aligns educational, financial, and organizational strategies toward the same objective: prepare students to create positive changes in their lives, communities, and the world.

OUR MISSION

The University of Hawai‘i Maui College inspires and empowers students to develop knowledge and skills for transformative action towards a sustainable workforce, community focused innovation, and Hawaiian selfdetermination.

This mission guides daily operations, long-term planning, and the design of curricular paths to meet the needs of students. The goals and objectives outlined in this Strategic Directions document illustrate the energy and creativity that UHMC strives to inspire in all of its learners as administration, faculty, and staff work to fulfill its mission.

CORE VALUES

Aloha

Affection, compassion, sympathy, kindness, grace, charity; to show kindness, mercy, charity

Kuleana

Right, privilege, concern, responsibility, title, business, property, estate, portion, jurisdiction, authority, liability, interest, claim, ownership; reason, cause, function, justification

Lokahi

Unity, agreement, accord, unison, harmony; agreed, in unity

Malama

To take care of, tend, attend, care for, preserve, protect, beware, save, maintain: care, preservation, support, loyalty: custodian, care taker, keeper

Mana‘olana

Hope, confidence, expectation; to hope

Pono

Goodness, uprightness, morality, moral qualities, correct or proper procedures, excellence, well-being, prosperity, welfare, benefit, behalf, equity, sake, true condition or nature, duty; moral, fitting, proper, righteous, right, just, virtuous, fair, beneficial, correct; should, ought, necessary

Our core values are the essential, enduring principles that define who we are at UHMC. They are the bedrock of our culture, demonstrate what makes us unique as an institution, and guide how we operate in order to succeed.

Strengths AND OPPORTUNITIES

Campus-wide assessment activities and feedback from the Western Association of Schools and Colleges (WASC) Senior College and University Commission’s accrediting body have helped the UHMC identify a set of strengths and challenges which establish the direction of the strategic plan.

Strengths

• Faculty and staff are knowledgeable and committed to supporting the whole student, ensuring access to the tools necessary for success in education and life.

• Dedicated to the indigenization of the Maui College campus to reflect the values of our place and culture.

• A trusted leader and convener, Maui College has the ability and network to guide the community through turmoil and recovery.

• Maui College possesses the talent, environment and expertise to differentiate itself to prospective students through integrated programs unique to our county.

• Maui College’s leadership values the thoughts, opinions and input of its staff, and encourages a collaborative process for change and innovation.

Opportunities

• Improving access to education and learning through technology, service and preparation.

• Increase awareness of opportunities for students and employers through credit and non-credit curriculum and programs.

• Alignment of community and student needs through identification and articulation of opportunities and wants.

• Revised communication and coordination with internal and external mapping for tracking and organization.

• Increase inter-disciplinary discussions for improved internal learning and awareness of new and existing programs and projects.

- Chris Rabang of Nanea

We continue to be impressed with the UHMC alumni working with us. Their reliability and commitment are hallmarks of the quality programs and instruction.”

- Chris Rabang, General Manager, Westin Nanea Ocean Villas

University of Hawai‘i PLANNING FRAMEWORK

The UHMC 2023-2029 Strategic Directions must be understood within the context of the planning framework for the 10-campus University of Hawai‘i system and UHCC, both of which are creating their own 2023 - 2029 strategic plans.

The UHMC 2023-2029 Strategic Directions aligns with the imperatives set forth by the 2023-2029 systemwide plan and community colleges plan.

Fulfill Kuleana TO HAWAIIANS AND HAWAI‘I

Goal: UHMC embraces the principles of Ho‘oulu Lāhui, Ho‘okanaka and Ho‘ona‘auao. We will engage in transformative action towards restoring identity, raising consciousness and promoting self-determination.

Action Steps:

Strengthen Hawaiian Communities.

Students, faculty, staff and executives will learn about Hawaiian knowledge, history and culture and engage in work towards Hawaiian empowerment.

Identify and transform institutional policies, practices, objectives ensuring the needs and goals of Hawaiian students and communities are being addressed.

Metrics:

1. TBD

Our programs are designed to prepare students for successful careers in the contemporary automotive field.”

-Lawrence Martinson, Instructor

Promote Successful Students FOR A BETTER FUTURE

Goal: Educate more students, empowering them to achieve their goals and contribute to society.

Action Steps:

The University of Hawai‘i will increase participation in postsecondary education statewide.

The University of Hawai‘i will provide all students the necessary support they need to succeed.

Embracing multiple modalities of instruction that recognizes changing times and widely different student preferences, needs and goals.

Graduation/Credential & Post Graduation Success

Metrics:

1. Increase yearly enrollment in credit and continuing education by __% (disaggregated) match system goals.

2. Create a one stop for any student seeking higher education opportunities such as non-credit/credit certificates by 2025.

3. Improve student success metrics, including retention, graduation rates, and time to degree -increase average number of credits students enroll in.

4. Increase the % of FY students who take an FYE course by 5%.

5. Scale basic needs support to all students by 2024.

6. % of faculty will be trained in online/RSI training.

Meet Hawai‘i Workforce Needs OF TODAY AND TOMORROW

Goal: Prepare rigorous and enriching programming that is current and relevant to our community needs and fulfills student selfdetermined goals for a sustainable workforce for Maui Nui.

Action Steps:

Conduct regular community and industry assessment needs for the college and workforce.

Provide and promote individualized pathways for students that fit their learning, experience, and goals.

Create a workforce development center.

Pursue and promote markers of excellence academically or industryrecognized programs.

Partner with industry and community organizations for affordable, innovative training.

Metrics:

1. Complete one assessment per year for each of the prioritized workforce sections: education, healthcare, skilled trades & technology.

2. % of UHMC programs that offer Early College, Workbased learning, PLA, internship, and recognized by industry-validated credentials.

3. Create one workforce development center within six years.

4. Student data that includes attempters and graduates in internship, post-graduation employment.

5. Amount awarded in tuition from partnerships and collaborations.

My time at Maui College inpsired me to pursue a career as a general and thoracic surgeon.”

-Princess Jena Santiago

Diversify Hawai‘i’s Economy THROUGH UH RESEARCH AND INNOVATION

Goal: Build and sustain a thriving UH research and innovation enterprise that addresses local and global challenges by linking fundamental scientific discovery with applied research necessary for technological innovation to create jobs and advance a knowledge based economy.

Action Steps:

Create Innovation Hubs in the following focus areas: Climate, Energy, and Sustainability; Data Science & Cybersecurity; Health and Wellness; and Food Security and Agriculture.

Develop and host research activities pertinent to the Innovation Hub focus areas.

Expand micro-credentials, certificates, and options for continuing education in applicable focus areas.

Develop community projects and internship opportunities with local businesses and partners.

Metrics:

1. Amount of extramural and philanthropic funding.

2. Number of research projects conducted.

3. Number of collaborations with local businesses and partners.

4. Number of new credentialing programs offered.

5. Number of new curricular pathways created.

Innovation Hubs

Climate, Energy, and Sustainability

Basic Reasoning:

• Sustainability is critical to Maui County

• Maui, Molokai & Lanai’s unique island ecosystem is an excellent laboratory for the study of sustainability.

• The County of Maui Comprehensive Economic Development Strategy report prioritizes developing our economy through various sustainability initiatives.

Key Activities:

• Support and expand the Hulihia Center. Staffing

• Develop curriculum that encompasses Native Hawaiian sustainability principles into the Sustainable Science Management program. [Lui to clarify “a curriculum” or “curricula” (singular or plural)]

• Sustain a water testing lab at UHMC.

• Develop an Energy beta testing site at UHMC.

• Develop a cohort of students to plan a Sustainability conference focused on the Indo-Pacific area.

• Define green jobs and skill requirements to perform these jobs.

Data Science

Basic Reasoning:

• UH system-wide Data Science Institute (HI-DSI) exists at UH Mānoa

• UHMC would extend the work of HI-DSI with projects on Maui

• Partner with local Maui firms such as Pacific Disaster Center

• Data science is the foundation for business decisions

• Remote job opportunities are increasing for data scientists

Key Activities:

• Build on existing Certificate in Data Science in the Applied Business and Information Technology (ABIT) program

• Focus on Data Science Internships with Maui firms

• Conduct Applied Research Projects with partners - Pacific Disaster Center and Vanguard Maui HPCC, and United Way

• Obtain extramural funding , from National Science Foundation and other federal agencies

Cybersecurity

Basic Reasoning:

• ABIT BAS is designated as Center for Academic Excellence in Cybersecurity by the National Security Agency (NSA) and United States Department of Homeland Security (DHS).

• Cybersecurity impacts small businesses, school districts and community hospitals

• Small business owners and school districts are not well trained or prepared for attacks

• Remote job opportunities

Cybersecurity

Key Activities:

• Build on existing Certificates in Cybersecurity

• Launch Professional Education Certificate in Cybersecurity - online, 24 weeks, $5000, 36 Continuing Education Credits

• Create internships opportunities with local businesses

• Conduct Applied Research projects for ABIT students

• Obtain extramural funds from NSA and DHS for cyber projects

Health and Wellness

Basic Reasoning:

• There is an overwhelming need for health professionals in all areas of our community.

• Integrated health needs utilizing western and indigenous approaches are increasing.

• Health and wellbeing are becoming more and more desired in our community.

Key Activities:

• Credit Certificate programs for health and wellness ie: la‘au lapa‘au, ho‘oponopono, ho‘oikaika kino.

• Certificates align with credit courses

• Non-credit evening courses for working professionals in health

• Internships opportunities with local businesses and partners

• Partnerships with medical professionals

• Work with community partners to redefine how kupuna care is offered in Maui Nui.

Food Security and Agriculture

Basic Reasoning:

• Value-Added Food Product Development is important to economic diversification and building a Sustainable Regional Food System and reducing waste

• “Farm to Shelf” Food Product Development is synergistic with Hospitality Industry and a Sustainable Food Systems

• Expertise and capacity building needed in Food Manufacturing, Food Safety, and Food Product Entrepreneurship

Key Activities:

• Continue to develop Maui Food Innovation Center (MFIC) curriculum and programming promoting valueadded food project development and entrepreneurship, mentoring/coaching

• Open new MFIC Pilina Facility, continue existing curricula, and new dry, wet, cold, packaging manufacturing and distribution curricula

• Engage additional industry partners especially Agricultural Producers (Farmers) to increase diversity of value-added product development potential

• Continue to obtain extramural and philanthropic funding support

Strategic collaborations among organizations that have similar values and commitment to serve the Maui Nui community will be crucial in achieving our mission and realizing our vision of a brighter future.

For more information on the University of Hawai‘i Maui College 2023 - 2029 Strategic Directions, or to find out how your organization can become involved, visit maui.hawaii.edu/strategic-directions-2023-2029.

MAHALO A plan created by and for our community.

The UHMC Strategic Directions planning process was spearheaded by Chancellor Lui Hokoana and supported by

Kahele Dukelow, Vice Chancellor of Academic Affairs

Kulamanu Ishihara, Interim Vice Chancellor of Student Affairs

David Tamanaha, Vice Chancellor of Administrative Affairs

Laura Nagle, Dean of Career and Technical Education

T. Karen Hanada, Director of Extended Learning and Workforce Development

Debasis Bhattacharya, Associate Professor

Steering Committee and Working Group Members

Frank Abreu

Wayne Aguiran

Marc Antosch

Keali‘i Ballao

Samantha Bowe

Jocelyn Romero Demirbag

Kelly Dudoit

Hale Makua

Karen Hanada

Health Services

Hōkūlani Holt-Padilla

Luana Kawa‘a

Kilohana Miller

Maui Economic Development Board

Brian Moto

Breannalye Rodrigues

Layout & Design: Marc Antosch

Photo Credits: Todd Mizomi, John Franks, and Marc Antosch

Website Design: John Franks

Appendix RESOURCES

REFERENCES LINKED BELOW

UH Plan

CC Plan

Holomua

Ka‘ao Framework

Accreditation Letter

Workforce Poll

Campus survey

Values explainer

2023-2029 strategicdirections