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High Performance Mission-Driven System (HPMS)

Goal: Through cost-effective, transparent and accountable practices, ensure financial viability and sustainability to ensure UH's ability to provide a diverse student body throughout Hawaiʻi with affordable access to a superb higher education experience in support of the institutional mission of the university, which includes commitments to being a foremost indigenous-serving university and advancing sustainability.

UH is committed to accountability, transparency and managing costs including by leveraging our unique status as a unified statewide system of public higher education. Strategies for achieving higher performance will include: providing a diverse student body with multiple entry points and educational pathways across the state; streamlined administrative and support processes; efficient utilization of facilities; exploration and implementation of new instructional approaches; and enhanced use of metrics for productivity and efficiency.

These objectives are achieved with a deep commitment to the institutional mission of UH as a foremost indigenous serving university that advances sustainability at UH and for Hawaiʻi.

HPMS Action Strategy 1:
Employ best practices in management, administration and operations.

Tactics

  • Implement world-class business practices to advance efficiency, transparency and accountability with sound risk management
  • Create effective and efficient organizational structures that leverage the advantages of centralization and decentralization to maximize efficiency and responsiveness to internal and external stakeholders
  • Maximize efficient use of facilities and classrooms
  • Provide professional and leadership development for UH faculty and staff
  • Effectively use metrics throughout the system to advance goals and objectives
  • Increase transparency in budgeting and expenditures through improved reporting practices

HPMS Action Strategy 2:
Increase opportunity and success for students and overall cost-effectiveness by leveraging academic resources and capabilities across the system.

Tactics

  • Expand student-centered distance and online learning to create more educational opportunities through use of technology and by leveraging University Centers on all islands
  • Develop degrees and certificates, including with distance delivery, as part of integrated pathways for students enrolled across the UH system
  • Promote stronger and more comprehensive transfer and articulation policies that are student-centered, transparent and well communicated in order to support student mobility and success throughout the system
  • Promote mission differentiation through the review of academic offerings to identify unnecessary duplication and opportunities for improved collaboration
  • Nurture instructional innovations and institutionalize high impact educational practices
  • Standardize, centralize and collaborate on shared services to improve operating efficiencies and effectiveness in student support areas such as transcript evaluation, financial aid processing, admissions, monitoring of student progress, early alerts and intervention strategies
  • Reduce cost of textbooks

HPMS Action Strategy 3:
UH aspires to be the world's foremost indigenous serving university and embraces its unique responsibilities to the indigenous people of Hawaiʻi and to Hawai'i's indigenous language and culture. To fulfill this responsibility, the university ensures active support for the participation of Native Hawaiians and supports vigorous programs of study and support for the Hawaiian language, history and culture. In addition to the Native Hawaiian student success agenda within the Hawaiʻi Graduation Initiative, the following tactics align with the thematic areas set forth in Hawaiʻi Papa O Ke Ao, UH's plan for a model indigenous serving university.

Tactics

  • Prepare more Native Hawaiians to assume leadership roles within UH and the community
  • Develop community and public-private partnerships locally and globally that advance UH's indigenous serving goals and share practices globally
  • Advance the utilization and understanding of the Hawaiian language and culture throughout the UH System, including through articulated programs of study as well as through informal learning
  • Impart a Hawaiian sense of place on campuses through landscaping, signage and the creation of Puʻu Honua

HPMS Action Strategy 4:
UH will be a global leader in the integration of sustainability in its teaching, research, operations and service. The university must embrace both indigenous practitioners and global experts to advance Hawaiʻi's stewardship and use of energy, food, water, land and sea for the well-being of the state and the world.

Tactics

  • Integrate sustainability across the curriculum using common criteria such as an ʻSʻ designation
  • Develop academic programs in sustainability sciences collaboratively throughout the system
  • Support research and service around issues of sustainability
  • Incorporate sustainability practices, including those derived from indigenous wisdom, throughout the university
  • Encourage alternate modes of transportation
  • Support Hawaiʻi's local food economy

HPMS Action Strategy 5:
Diversify resource base beyond state appropriations and tuition to support public higher education in Hawaiʻi.

Tactics

  • Execute a successful fundraising campaign across all campuses to provide additional support for students, faculty, facilities, priorities and programs
  • Actively manage UH land assets to generate revenue, reduce costs and support UH's mission activities statewide
  • Execute a coherent strategy for international and non-resident recruitment and enrollment, including through partnerships, that advances revenue goals as well as the educational benefits to Hawaiʻi students of a globally diverse student body
  • Improve revenue generation associated with UH innovations and intellectual property through the Hawaiʻi
  • Innovation Initiative

Productivity and Efficiency Measures for High Performance Mission-Driven System (HPMS)

  • Education and related expenditures per completion*
  • SSH/instructional faculty FTE*
  • FTE Students/FTE staff (non-instructional, non-EM) ratios*
  • FTE Students/FTE Executive/Managerial ratios*
  • Number of programs with low number of graduates per year*
  • Classroom utilization*
  • Number of Native Hawaiian employees and graduate assistants (faculty/staff/administrators)*
  • Student enrollment in Native Hawaiian courses in language and culture (unduplicated count)*
  • Number of international undergraduate students enrolled in credit courses*
  • Number of degrees in Health, Education, and Agriculture*

*Measure is tracked internally.