REPORT OF THE WSCUC TEAM FOR … · FOR REAFFIRMATION OF ACCREDITATION HAWAI’I PACIFIC UNIVERSITY...
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Transcript of REPORT OF THE WSCUC TEAM FOR … · FOR REAFFIRMATION OF ACCREDITATION HAWAI’I PACIFIC UNIVERSITY...
REPORTOFTHEWSCUCTEAM
FORREAFFIRMATIONOFACCREDITATION
HAWAI’IPACIFICUNIVERSITY
February2–5,2016
TeamRoster
MichaelL.Jackson,VicePresidentEmeritusandProfessorof
HigherEducation,UniversityofSouthernCalifornia;Chair
RichardC.Giardina,Trustee,CaliforniaInstituteofIntegralStudiesand
NotreDamedeNamurUniversity;AssistantChair
JannaBersi,Professor,DivisionofGraduateEducation,CollegeofEducation,
CaliforniaStateUniversity,DominguezHills
ElizabethGriego,Principal,ElizabethGriegoandAssociates
PeterA.Michell,VicePresidentofFinance,SaintMary’sCollegeofCalifornia
EleanorDantzlerSiebert,ProfessorEmerita,MountSaintMary’sUniversity
RichardOsborn,VicePresident,WSCUC;StaffLiaison
Theteamevaluatedtheinstitutionunderthe2013Standardsof
Accreditationandpreparedthisreportcontainingitscollective
evaluationforconsiderationandactionbytheinstitutionandbythe
WSCUCSeniorCollegeandUniversityCommission(WSCUC).The
formalactionconcerningtheinstitution’sstatusistakenbythe
CommissionandisdescribedinaletterfromtheCommissiontothe
institution.ThisreportandtheCommissionletteraremadeavailable
tothepublicbypublicationontheWSCUCwebsite.
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TABLEOFCONTENTS
INTRODUCTION……………………………………………………………………………………………………..3
COMPONENT1:RESPONSETOCOMMISSIONRECOMMENDATIONS
ANDTEAMPROCESS……………………………………………………………………5
COMPONENT2:COMPLIANCEWITHTHESTANDARDS………………………………………….7
COMPONENT3:DEGREEPROGRAMS…………………………………………………………………..14
COMPONENT4:EDUCATIONALQUALITY…………………………………………………………….17
COMPONENT5:STUDENTSUCCESS……………………………………………………………………..19
COMPONENT6:QUALITYASSURANCEANDIMPROVEMENT………………………………..26
COMPONENT7:SUSTAINABILITY……………………………………………………………………….28
CONCLUSION,COMMENDATIONS,ANDRECOMMENDATIONS………………………………33
APPENDICES………………………………………………………………………………………………………..39
A. FEDERALCOMPLIANCEFORMS1. CREDITHOURREVIEW2. MARKETINGANDRECRUITMENTREVIEW3. STUDENTCOMPLAINTSREVIEW4. TRANSFERCREDITPOLICYREVIEW
B. OFF-CAMPUSLOCATIONSC. DISTANCEEDUCATION
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Introduction InstitutionalContext:Hawai’iPacificUniversityisanindependent,notforprofit,
co-educational,comprehensiveUniversitywithaliberalartsemphasis.Itislocatedonthe
islandofO’ahuinHawai’iwithmorethan6,000undergraduateandgraduatestudents.It
receivedfullaccreditationfromtheWASCSeniorCollegeandUniversityCommission
(WSCUC)in1973andhasremainedcontinuallyaccredited.AnindependentBoardof
Trusteescomprisedofcommunityandbusinessleadersgovernsit.
OriginallyfoundedasHawai’iPacificCollegein1965,itachievedUniversitystatusin
1990withadditionalacademicprogramsandanincreaseinstudentenrollment,faculty,
andstaff.In1992,Hawai’iLoaCollegemergedwithHawai’iPacificUniversity.Shortly
thereafter,theUniversityenteredintoanaffiliationwiththeOceanicInstitute(OI),thereby
providingHPUwiththeopportunitytostrengthenitsacademicandresearchopportunities
inthefieldsofmarinebiologyandoceanstudies.OIbecameintegratedintoHPUasof
January2014asaresearchandteachingunit.Additionally,academicprogramsareoffered
atsixmilitarybasesontheislandthroughaService-membersOpportunityColleges(SOC)
designation.HPUhasseveralleasedbuildingsindowntownHonoluluinthebusinessand
governmentdistrictandaruralcampusonthewindwardsideoftheisland.
AsquotedfromtheUniversity’sownwords,HPU’smissionistobe:
”…aninternationallearningcommunitysetintherichculturalcontextofHawaii.
StudentsfromaroundtheworldjoinusforanAmericaneducationbuiltonaliberal
artsfoundation.Ourinnovativeundergraduateandgraduatestudentsanticipatethe
changingneedsofthecommunityandprepareourgraduatestolive,work,andlearn
asactivemembersofaglobalsociety.”
HPU’svisionistobe:
“…consistentlyrankedamongtheUnitedStates’stoptenWestern,independent,
comprehensiveuniversities,leveragingitsgeographicpositionbetweenthe
WesternandEasternhemispheresanditsrelationshipsaroundthePacificRimto
deliveraneducationalexperiencethatisdistinctamongAmericancampuses.”
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TheUniversityhashadfourpresidents,includingChattWright,whoservedinthis
rolefor38years.GeoffreyBannister,whowasappointedinJanuary2011,followedhim.
JohnGotanda,thecurrentdeanoftheVillanovaUniversityLawSchoolinPhiladelphia,will
succeedDr.BannisterinJuly2016.
InJanuary2013,theAlohaTowerDevelopmentCorporation(ATDC)consentedto
theUniversity’sownershipandmanagementoftheAlohaTowerMarketplace(ATM).The
approvalspassedbyATDCwereessentialtoHawai'iPacific’splantomoveforwardin
redevelopingtheMarketplaceintoamixed-usepropertyfeaturingacentrallocationforits
administrativeoperations,studenthousing,retailanddiningbusinesses,community
gatheringspaces,classrooms,studentsupportservices,lounges,classrooms,and
bookstore.
HPUoffersundergraduatedegreesincludingAssociateofArtsandAssociateof
Sciencedegreesinsixareas,aBachelorofArtswithmajorsin16areas,aBachelorof
Sciencewithmajorsin13areas,aBachelorofSocialWork,andaBachelorofEducationin
ElementaryEducation.Inaddition,HPUoffers14graduatedegreesincludingMasterof
ArtsandMasterofSciencedegreesintenareasofstudy,aMasterofBusiness
Administration,aMasterofSocialWork,aMasterofEducationinbothElementaryand
SecondaryEducation,aswellasjointgraduatedegrees[MSN/MBA],andgraduateand
undergraduatecertificates.Coursesaredeliveredface-to-face,hybrid,andonlineatthe
maindowntowncampus,Hawai’iLoacampus,theOceanicInstitute,andthevarious
militarybases.
Enrollmentandenrollment-relatedrevenuesarethelifebloodofHPU.Nettuition
andfeesrevenuehasconsistentlycomprisedapproximately80%oftheUniversity’stotal
operatingrevenuesoverthepastfivefiscalyears.Changesinenrollmentandenrollment-
relatedrevenue,therefore,havesignificantimpactontheUniversity’slong-termfinancial
sustainability.
OperatingdeficitsthathavefollowedtheUniversity’sdeclinesinenrollmentover
thelastfiveyearsareevidenceofthisimpact.Atthesametime,non-operatingactivities
havebeennegativelyimpactedbydeclinesininvestmentmarketvalues,costsassociated
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withtheOceanicInstitute,andcostsrelatedtothepurchase,renovation,andoperationof
theAlohaTowerMarketplacecampus.
Thesedynamicshaveresultedinsignificantlayoffs,theeliminationofunfilled
positions,andothercostcuttingmeasuresthathaveseverelystressedtheUniversity
community.Administrativeleaders,deans,faculty,andstaffarenowworkingtorestore
institutionalstabilitywithinanoverallorganizationthathasbeenreducedbyalmostone-
quartersince2012.Notsurprisingly,however,communicationandtrustissueshave
surfacedattheUniversityasaresultoftheswiftexecutiveactionstocutthebudget.
Despitethesefinancialchallenges,theinstitutionhasbeenusingthe2012-2017Strategic
PlanandaCampusMasterPlanthatwasestablishedin2014tohelpguideitsinstitutional
decision-making.
AccreditationHistory:TheaccreditationoftheUniversitywaslastconfirmedin
2005foraten-yearperiod.ANovember1,2010interimreportwasrequestedtoaddress
therecommendationsofthe2005Commissionactionletter,includingaddressing
presidentialandleadershiptransitionsandimplementationofthethenStrategicPlan.The
reportwassubmittedtoWSCUC,andtheInterimReportCommitteepanelcommended
HPUforitsworkinpreparingtheUniversityforthetransitiontotheleadershipof
PresidentBannister.Thepresidentatthetime,ChattWright,feltthatthedevelopmentand
implementationofanewStrategicPlanshouldfallunderthepurviewofthenewpresident.
TheCommissionagreedandrequestedthatHPUprovideanotherinterimreportinspring
2013thatfocusedonthedevelopmentandimplementationofthenewplan.Theinterim
reportwassubmittedtoWSCUConMarch15,2013.ItdescribedthenewStrategicPlanfor
theUniversityandtheimplementationofthatplan.
Component1:ResponsetoCommissionRecommendationsandTeamProcess
ResponsetoCommissionRecommendations:TheCommissionmadefive
recommendationsrelatedtotheStrategicPlanandaskedthatHPUrespondtothese
recommendationsintheself-studyfortheReaffirmationofAccreditationOffsiteReview
thatwasheldinspring2015.TherecommendationscenteredonrequestingHPUto
providemoredetailsaboutmetricsforthegoalsandobjectivesunderthe“pillars”ofthe
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StrategicPlan;thecosts,andboththesourcesandtheplans,foracquiringthenecessary
resources(human,technological,physical,andfinancial);howtheOceanicInstituteand
militaryprogramsfitintothelong-termplanningforHPUandtheirrespective
relationshipswithundergraduateandgraduateeducation;strengtheninginstitutional
researchandinformationtechnologyfunctions;andstrongerdelineationofadmission,
enrollment,retention,andgraduationgoalsinbothqualitativeandquantitativeterms.The
institutionrespondeddirectlytoeachrecommendation.Theresponseswereprovidedin
thecontextoftheseverefinancialproblemsthatwerebeingconfrontedbytheUniversity.
TeamProcess.Theteamconductedanoff-sitereviewonApril20,2015,which
includedaphoneconversationwithHPU’spresident,provost,andotheradministrative
leaders.TheteamdevelopedlinesofinquirybasedontheWSCUCtemplateandfocusedon
evaluatingtheinstitutionalreportintermsoftheWSCUCStandardsandCriteriaFor
Review.
Theoff-sitereviewwasbasedontheInstitutionalReportforReaffirmationof
Accreditationprovidedbytheinstitutionandsupplementaryinformationregarding
finances(includingauditedstatementsandreportstobondholders),academicprograms,
enrollment,budgetcuts,stafflayoffs,andoff-siteanddistanceeducationprograms.The
report,whilewrittenundertheauspicesofthepresident,provost,andALO,involved
contributionsfromfaculty,staff,anddeansasappropriate.Theteamfoundthereporttobe
inclosealignmentwithitsfindingsfromin-depthconversationswithvariousUniversity
constituenciesduringtheon-sitevisit.
ThereportdescribedindetailtheUniversity’sprogressaswellaschallengesin
academicandadministrativeareas.Italsoreviewedthefinancialchallengesandbudget
deficitstheinstitutionhasbeencopingwithsince2012,andthestepsithastakento
stabilizethebudget,increaseenrollment,andmovethefocusoftheUniversityfromamore
isolatedcampusinaruralpartoftheislandtoadowntownHonolululocationnear
governmentoffices,thebusinesscommunity,andmajortransportationroutes.Thereport
alsoidentifiedsignificantproblemswithcommunicationandthemoraleofthefacultyand
staffasaresultofthebudgetcuttingandlayoffs.
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Theon-sitereviewoccurredonFebruary2-5,2016andincludedtoursofHPU’s
mainsitesforteachingandresearch.TheteamvisitedtheOceanicInstitute,theHawai’i
Loacampus,amilitarybase,theAlohaTowerMarketplace(ATM),andprogramsofferedin
nearbydowntownofficebuildings.Overthecourseofthreefulldays,meetingswereheld
withUniversityexecutiveleaders,programandofficeadministrators,trustees,faculty,
staff,students,deans,anddepartmentchairs.Theteamalsoreviewedseveralemailssent
totheconfidentialemailaccount.Itconcludedwithanexitmeetingthatwasattendedby
nearlytwohundredmembersoftheUniversitycommunity.
Component2.CompliancewiththeStandards
ReviewunderWSCUCStandardsandCompliancewithFederalRequirements
Standard1:DefiningInstitutionalPurposesandEnsuringEducational
Objectives.TheinstitutionisincompliancewithStandardOnewithrespecttoTrustee-
approvedstatementsofpurposeandexpressionofvaluesandcharacterthatare
appropriateforaninstitutionofitstypeinhighereducation.Theyarepublishedonthe
institutionalwebsite.Itsacademicareasandrelatedprogramsareappropriatelyorganized
forHPUtofulfillitsstatedpurpose.Whilestaffingissuespresentdifficultiesinimproving
howitevaluatesandmakespublicrelevantdataaboutstudentachievement,theinstitution
hasmadeappropriateinformationpublic.Ithasclearlyarticulatedstatementson
academicfreedomforfacultyandstudentsandamissionstatementthatdescribesthe
purposesoftheinstitutionandhowitcontributestothepublicgood.Itisaverydiverse
academiccommunity,asitsfaculty,staff,andstudentscomefromHawai’i,themainlandof
theUnitedStates,anddifferentcountriesaroundtheworld.(CRFs1.1,1.2,1.,31.4)
EventhoughHPUhascontractualrelationshipswithstategovernmentandthe
military,itisautonomousfromthoseentitiesandcarriesoutitsfunctionsandpurposes
independently.Theinstitution’sacademicgoals,programs,services,andcoststostudents
andtothelargerpublicaretransparent.Academicprogramscanbecompletedinatimely
fashion.Duringthelastcoupleofyears,whiletheUniversityhasbeenstrugglingfinancially
andhashaddifficultyprovidingsomecoursesstudentsneedtograduate,ithasallowed
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exceptionstosomerequirementssostudentscouldcompletetheirprogramsonatimely
basis.(CFRs1.5,1.6)
AnindependentandqualifiedaccountingfirmauditsHPU’sfinancesregularly.The
Universityhasstruggledlately,becauseoffinancialproblems,tobeasefficient,
transparent,andopenassomefacultyandstaffwouldlike,becauseithaslaidoffmany
staff,eliminatedopenpositions,andreducedothernon-personneladministrativecosts.
Someofthishadtodowithlegalprocedures,protectingtheprivacyofindividuals,andthe
timingandthefluidnatureofthedecisions,particularlypersonnelones.
TheUniversityprovidedWSCUCwithallrequestedinformationonatimelybasis.It
hasupdatedWSCUCstaffandtheteamonthechallengesitisfacingwithinstitutional
finances,enrollment,planning,facilitiesrelocations,etc.(CFRs1.7,1.8)
Standard2:AchievingEducationalObjectivesThroughCoreFunctions.HPU
hasappropriatestandardsofperformanceforthethreelevelsofacademicdegreesitoffers:
associate,bachelor’s,andmaster’s.(CFR2.1,2.2)TheseprogramsconformtoWSCUC
policiesandaresubjecttoregularpeerreviewonafive-yearcycle.Theyensurethe
developmentofcorecompetencies,whichhavebeenadoptedasInstitutionalLearning
Outcomes.TheseILOsarebeingalignedwithProgramLearningOutcomes(PLOs)andare
intheprocessofbeingassessedthroughanew,redesignedprogramofGeneralEducation.
(CFR2.2a,2.2b)
Expectationsforstudentlearninghavebeendevelopedbyfacultyandarepublished
intheCatalogaswellasontheHPUwebsite.(CFR2.3,2.4,2.5)Programlearning
outcomes,aswellascourselearningoutcomes,areembeddedincoursecontentand
assessedbyfaculty.(CFR2.5,2.6)Theprogramreviewprocessincludesanalysesof
studentlearningandretentionandgraduationrates.Allacademicprogramsundergoan
externalreviewduringtheformalreviewprocess.(CFR2.7)
Facultydevelopmentopportunitieshaverecentlybeenexpandeddespite
institutionalfiscalrestraints.Paidprofessionalleaves,reducedteachingassignmentsfor
scholarlyactivities,and(limited)travelsupportforprofessionalconferencesarenowbeing
provided.Inaddition,HPUhassupportedtheattendanceofitsfacultyatWSCUC
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workshopsandconferences.(CFR2.8,2.9)TheOceanicInstituteprovidesexpanded
researchopportunitiesforbothfacultyandstudents.
HPUdisaggregatesdataandbenchmarksitsretentionandgraduationratesagainst
itsownaspirationsandthoseofpeerinstitutions.Itassessesacademicaswellasco-
curricularprogramsinordertoprovideforcontinuousimprovement.(CFR2.10,2.11)
Informationaboutadmissions,degreerequirements,courseofferings,andcostsare
publishedintheCatalogand/oronthewebsite.WhiletheCatalogneedstobeupdatedin
termsofcoursesthatarenolongerbeingtaught,studentshaveaccesstoallotherrelevant
information.(CFR2.12)Partofthisinformationisconveyedtostudentsthrough
centralizedacademicadvisingservices.Whiletheseservicesarenowcentralizedthrough
theAdvisingOffice,trainedadvisorsfromthatofficeareembeddedwithinprograms.
RecentchangesinGEandprogramrequirementshavemadeaccurateadvisingofstudents
difficult.Thesecentralizedadvisingservicesarecriticalfortransferstudentssothe
transferprocessdoesnotundulydisadvantagethem.(CFR2.14)
Learningandstudentsupportservicesincludetutoring,careercounseling,andjob
placementservices.HPUprovidesbothonlineandface-to-facetutoringservices,andin
2012HPUlaunchedaPeerAcademicCoachProgramaspartofitsStudentSuccess
initiatives.Theinstitutionprovidesinternshipopportunitiestogivestudentshands-on
learningandtoenablethemtobuildprofessionalnetworks.
Standard3:DevelopingandApplyingResourcesandOrganizational
StructurestoEnsureQualityandSustainability.HPUisatuition-dependentinstitution
withover80%ofitstotalrevenuegeneratedfromtuitionandfees.Diversificationand
identificationofnewrevenuestreamscoupledwithincreasingenrollmentlevels,especially
forfirst-timefreshmanstudents,aswellasdevelopmentofselectedgraduateprograms,
remainstheprimaryfocus.SucheffortsincludeidentifyingsynergiesfromtheOceanic
Institute(OI),strengtheningfundraising,developingnewprograms,andleveragingthe
AlohaTowerMarketplace(ATM)developmentwhichsomeconsidercontentiousand
problematic.Effectiveimplementationoftheseorotheralternatives,however,isessential
toensuringfuturefinancialviabilityandsustainability.HPU’sself-reviewofStandard3and
furtherdiscussionintheSustainabilitysectionofthisreportconfirmthattheinstitution
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needstocontinueexercisingdeliberateanddiligentfiscaldisciplineandoverall
institutionalplanningtoachievelong-termfinancialsustainability.(CFR3.4,4.6,4.7)
FormationoftheBudgetPriorityTaskForcein2015resultedinanewstructurefor
anengagedandcollaborativedecision-makingprocess,aswellasaprocessfor
disseminationofbudgetandfinancialinformationtothecampuscommunity.(CFR4.6)
However,allofthesharedgovernancecommittees,includingtheBudgetPrioritization
Committee(formerlyBudgetPrioritiesTaskForce)areintheirinfancyandhaveonlyhad
somepreliminarymeetingswithnospecificactionsthisyear.Theprimaryfocusofthe
resourceallocationprocessiscurrentlyonimprovingthestudentexperienceand
increasingenrollmentlevels.Lackofsufficientfinancialresourcesatthistimemandatesan
approachofprioritizationandreallocationofexistingresourcesratherthanallocationof
newfunding.
TheHPUBoardofTrusteesexercisesappropriateoversightoverinstitutional
integrity,polices,andongoingoperations,includinghiringandevaluatingthechief
executiveofficer.(CFR3.9,4.6)Duringthelastfiveyears,theBoarddemonstratedthatitis
fullyengagedwithandversedintheinstitution’sissuesandchallenges.(1.5,3.4,4.6)Its
decisiveactionshaveresultedinanumberofsubstantiveimprovements,includingthe
relocationtoATM,themergerwithOI,andthetimelycompletionofthepresidential
search,tonameafew.TheBoard’scontinuingroleinimplementingthestrategicand
masterplansremainsessentialtotheUniversity’sabilitytoachievelong-terminstitutional
andfinancialstability.AstheBoardmembershipcontinuestoexpand,itisalsoimportant
toincreaseitsdiversitytoensureanappropriateresponsetotheincreasingdiversityinthe
institutionandtheHonolulucommunityandreflectitsguardianshipoftheinstitution’s
mission.(CFR1.4)
ImplementationofthenewFacultyHandbookin2014allowedforsomesubstantive
improvementsinfacultyrecruitment,workload,incentives,evaluationpractices,and
sharedgovernance.(CFR3.2,3.7,3.10,4.3,4.4,4.6)Forexample,facultyteaching
workloadshavebeenadjustedtoallowforcontributiontoscholarshipandcreative
activities,therebystrengtheningtheinstitutionalfocusontheteacher-scholarmodel.(CFR
2.8,2.9)Inadditiontotheexistingend-of-termstudentevaluationofteaching,a
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department-basedpeerreviewevaluationprocesshasbeenimplemented.Facultyineach
unitalsodevelopedspecificreappointmentandpromotioncriteria.TheOfficeof
SponsoredProjectshasbecomemoreproactiveinassistingfacultywiththeirgrantsand
researchefforts.
Throughoutthevisit,theHPUcommunity,andespeciallyitsstaffmembers,
expressedanxietyaboutthefinancialpositionoftheUniversity,lackofclearinformation
andcommunicationaboutpastandfuturedirections,andlackofopportunitiestoengagein
collaborativeplanning,consultation,anddecision-making.(CFR3.4,3.7,4.6)Ahighlevelof
layoffsandvoluntaryleave-takingwithinmanyUniversityareas(e.g.,humanresources,
informationtechnologyservices,institutionalresearch,finance,advising,studentservices,
etc.)hasalsocontributedtolowmorale,increasedworkloads,inconsistentandunclear
businesspractices,andasenseofinstability.(CFR1.7,3.1,3.2,3.8)AsHPUattemptsto
makesubstantiveimprovementstostabilizeandstrengthenallofitsstrategicareasand
functions,achievingfinancialstabilityremainsparamount.Itwillthusbenecessaryforthe
institutiontoaccelerateitsexistingstrategiesandformulatenewonestoaccomplishand
maintainlong-termfinancialsustainabilityatthesametimethatitaddressesthecampus
climateoffearanduncertainty.(CFR3.4,4.7)
Althoughinitsinfancy,asystemofsharedgovernanceencompassingsix
committeestoengagefaculty,staff,students,andadministratorsinStrategicPlanningand
institutionaldecision-makinghasbeenestablished.AStaffCouncilto“provideavoicefor
HPU’sstafftoaddresstheirconcerns,”withaspecialfocusonstaffretentionandissues
relatedtoemployeejobsatisfactionwascreatedinFebruary2015.Basedonconversations
withstaffandothers,itappearsthatthisStaffCouncil,althoughstilldeveloping,isona
pathtomakesomesubstantiveimprovementsintheseareas.Itisclear,however,that
muchworkremainstobedoneinorderforHPUtodevelopsystemsandprocessesthatwill
ultimatelyresultinanorganizationalcultureoftimely,consistent,andtransparent
communicationengagingallUniversitystakeholders.(CFR3.7,4.6)
TheSelf-ReviewUndertheStandardsdocumentcompletedbyHPUindicatedthat
facultyandstaffdevelopmentactivities,designedtoimproveteaching,learning,and
assessmentoflearningoutcomes,andinformationandtechnologyresourcesareamong
thoseitemsdesignatedasbeingmostinneedofimprovement.(CFR3.3,3.5)Fundingfor
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staffprofessionaldevelopmentandtrainingislimited,givenHPU’scurrentfinancial
constraintsexacerbatedbyhighstaffandadministratorturnover.(CFR3.3,3.4)The
University,however,makesanefforttooffercompetitivegrantsforresearchandcreative
activitytofaculty.Althoughsomefacultyindicatedthatfundingfortraveltoparticipateand
presentinconferencesandsymposiahasbeenreduced,theFacultyDevelopmentGrants
budgethasbeenrecentlyincreasedbyapproximately$30,000.Somestaffmembers
indicatedthattheyhavebeenabletoparticipateinsomeprofessionaldevelopment
opportunitiesonalimitedbasis.AsHPU’sfinancialpositionimproves,suchopportunities
shouldbemademoreavailabletobothstaffandfaculty,especiallyinareasofstrategic
importance.(CFR3.3)
TheUniversitylibrarywasimpactedbythefinancialdownturn.Although,HPU
statesthatitspreviouslibrarystaffinglevelswereunreasonablyhighandrequired
optimizationofresources,studentshaveexpressedaconcernaboutlibraryhours.
Extendedlibraryhoursarepresentlybeingofferedasapilot.Theimportanceoflibrary
servicesandresources,includingavailabilityofelectronicdatabasesforfacultyand
students,isessentialinsupportingtheeducationalmissionoftheUniversity.(CFR2.13,
3.5)HPUisencouragedtocarefullyanddeliberatelyevaluateitslibraryfunctionsand
resourcestoensuresufficientandadequatesupporttothecampuscommunity.
Standard4:CreatinganOrganizationCommittedtoQualityAssurance,
InstitutionalLearning,andImprovement.Aswillbeseeninlatersectionsofthisreport,
HPUclearlyhasdevelopedasetofqualityassuranceprocessestocollect,analyze,and
interpretdata,trackresultsovertime,andmakeimprovements.Ithasalsodevelopeda
functioninginstitutionalresearchcapacitytoprovidehigh-qualitydataforplanningand
decision-making.However,thishasnotalwaysbeenthecase,sincetheUniversity’s
planning,andtheinstitutionalresearchtosupportthatplanning,seeminglydidnotcatch
theseriousnessoftheenrollmentandsubsequentfinancialdownturn.Datacollection,
analysis,anddisseminationappeartohaveimprovedsignificantly,thoughamore
comprehensiveassessmentoftheeffectivenessoftheinstitutionalresearchendeavorstill
needstobeundertaken.(CFRs4.1,4.2,and4.3)
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ItwasobvioustotheteamthattheinstitutionhasengagedinaseriousStrategic
Planningendeavorandevenmoreseriousmasterplanningendeavor.Theseendeavors
werefocusedonrespondingtothechanginghighereducationalenvironment.The
Universityisattempting,throughitsStrategicPlananditsCampusMasterPlan,todevelop
severalspecialnichesforitselfasamajorinstitutionofhigherlearningintheheartof
downtownHonolulu;asan“anchor”institutionmeetingtheneedsofmilitarypersonnel
andtheirfamilies;andasaUniversityengagedinseriousresearch,teaching,andlearning
inmarinebiology,fishbreeding,andaquaculture.
Therehave,however,beentwomajorproblemswiththeinstitution’sstrategic
planning.First,ithasnot,heretofore,fullyinvolvedallrelevantconstituenciesina
collegial,collaborative,andtransparentfashioninthediscoursetoshapeandimplement
strategicplanninggoals.Second,tosomeextentvariousplanningendeavorsinthe
academic,enrollment,facultystaffing,physical,fiscal,andUniversityadvancementand
fundraisingarenaappeartobeundertakensomewhatindependentlyofeachother—ifat
all—withthedotsbetweenandamongthemandtotheoverallStrategicPlannotbeingwell
connected.Comprehensiveacademicplanningaswellascomprehensiveadvancementand
fundraisingplanningappearlacking.
Withtheseriousefforttonowengageinmeaningfulsharedgovernance,appropriate
committeeshavebeenestablishedtooverseeandmonitorthestrategicandmaster
planningprocesses.Thesecommitteesareonlyjustbeginningtofunction.Agreatdealof
committeeprofessionaldevelopmentwillbeneeded.ThenewlyselectedUniversity
presidenthasmadeitcleartotheteamthatheconsidersthe“rebooting”ofrobust,
collaborative,strategicplanningtobeoneoftheprioritiesofhisnewpresidency.Itis
essentialthatthisplanningprocessbeacollegial,inclusive,andtransparentendeavorthat
isdata-drivenandtakesintoaccountallrelevantexternalandinternalfactors.Boththe
newStrategicPlanandallofthesubsidiaryplansthatwillflowfromitneedtohave
measurablegoalsthatarepublicallyreportedtotheUniversitycommunity.(CFRs4.5,4.6,
and4.7)
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Component3.DegreePrograms
Meaning,Quality,andIntegrityoftheDegreeand
InventoryofEducationalEffectivenessIndicators
HPUoffersdegreesatthreelevels:theassociate,bachelor’sandmaster’sdegree
levels.Associatedegreesareofferedonlytomilitaryservicepersonnelandtheirfamilies;
bachelor’sdegreesareofferedontheHawai’iLoacampus,atthedowntowncampus,and
onO’ahu’ssixmilitarybases.Master’sdegreesareofferedattheHawai’iLoaand
downtownsitesandonline,andaface-to-faceMBAalsoofferedonafewofthebases.
TheInstitutionalReportdescribesattainmentofanHPUundergraduatedegreeas
evidencethatastudenthas1)gainedafoundationintheliberalarts,2)developedhigher
orderthinkingabilities,and3)attainedspecificcontentknowledgeandskillsthatwill
preparethegraduateforthenextstepinherorhisprofessionaldevelopment.Specific
contentknowledgeandskillsforprofessionaldevelopmentaredevelopedandassessed
primarilythroughtheacademicprogram.Inordertoassessthefirsttwoofthese
characteristicsofanHPUdegree,facultydevelopedInstitutionalLearningOutcomesthat
werepassedbytheAcademicCouncilandFacultyAssemblyin2014.(CFR1.1,1.2,2.4)At
theassociateandbachelor’sdegreelevels,theILOsspecifycompetencyincriticalthinking,
informationliteracy,writtencommunication,quantitativeanalysisandsymbolicreasoning,
andoralcommunication.TheseILOsareinalignmentwiththefiveWSCUCcore
competencies.
Thefirstthreecompetenciesarecommonforthemaster’sdegreelevelaswell,with
afourthcompetencyonscholarlyorcreativemastery.Expectationsforlearningateach
degreelevelhavebeenarticulatedusingtheDegreeQualificationProfile.(CFR2.1)
UndergraduatedegreesaredevelopedaroundacommoncoreofGeneralEducation.
TherearefivethemesinwhichthecorecompetenciesspelledoutbytheILOsare
embedded.Thefivethemesareaddressedintwelvecoursesacrosselevencurricularareas.
Inadditiontofourcourses(CriticalThinkingandExpression,QuantitativeAnalysisand
SymbolicReasoning,Communication,andInformationLiteracy)thatmirrorILOs,thereare
threecoursesbasedonculturalandhistoricalthemesthatspringfromHPU’sstrategic
15
geographicalpositiononthePacificRim(Hawai’iandthePacific,Traditionsand
MovementsthatShapetheWorld,andGlobalCrossroadsandDiversity).AdditionalGE
areasincludetechnologyandinnovation,creativearts,thenaturalworld,and
sustainability.
Admissionandachievementpoliciesforgraduationarearticulated.Learning
outcomesarewelladvertised,withcourselearningoutcomespublishedincoursesyllabi.
ProgramlearningoutcomesarelistedintheCatalogaswellasonmanycoursesyllabi.
InstitutionaloutcomesarepublishedintheCatalogaswellasontheHPUwebsite.(CFR
2.2-2.3)
HPUassurestheintegrityofitsdegreesinseveralways,butthreewaysin
particular:1)assessmentofinstitutionaloutcomesandlearning,2)courseandprogram
reviewswhichincludeanassessmentofstudentlearningandhowthoseresultsare
utilized,and3)asupportivefacultythatmaintainsanactiveconnectiontotheir
professions.
ILOAssessmentthroughGeneralEducation(GE).Widespreadassessmentof
ILOsisjustbeginning,sincetheywereapprovedinsummer2014.However,theplanis
thatthebulkofthislearningassessmentwillbecarriedoutthroughassessmentofthe
GeneralEducationcore.AnassistantdeanforGEandafacultyGeneralEducation
CurriculumandLearningAssessmentCommittee(GECLAC),withfacultyrepresentatives
fromeachcollege,haveprimaryresponsibilityfordevelopingtheassessmentschedule,
tools,analysis,andtimelineforinstitutionalreflectionontheresults.In2015,an
AssessmentDaywasheldtoshareandcelebrateassessmentresults;thisisnowplannedas
anannualevent.
ProgramReview.Theprogramreviewprocesswasevaluatedin2011,withnew
featuresintroducedtoenhancetherobustnessandmeaningofthereview.The
comprehensivefive-yearprogramreviewprocessisbasedonannualreportdataon
programenrollment/majors;programcapacityintermsofcurriculum,faculty,and
resources;studentlearning;studentsatisfaction;initiativesthataddresstheGlobal
CitizenshipemphasisofHPU;educationalimprovementsincethelastreview;andasection
16
withrecommendationsandactionsforthefuture.(CFR2.7)Anexternalreviewiscarried
outandthecomprehensivedocumentisreviewedbyfacultyanddeanswithaneyeto
institutionalplanningtomeetverifiedneeds.
Theprogramreviewprocesshasbeeninconsistentinqualityandincompletein
recentyears,asHPUhasprioritizedthemeetingofotherchallenges.Atthetimeofthe
institutionalself-study,theInventoryofEducationalEffectivenessIndicatorslisted
fourteenprogramreviewsinprocess.However,anupdatedversionoftheInventory
suppliedtotheTeamatthetimeofthevisitshowsthatallacademicprogramreviewsare
nowup-to-date.Theinstitutionalresearchcapacitywasstrengthenedbyimplementing
software(Taskstream)tobringtheprocessbackontrack.(CFR3.1,3.10)Actionsbased
onthedataarebeginningtoemergeintermsofcurricularchangesandstudentsuccess
initiatives.(CFR2.10)
RoleoftheFaculty.Facultyacrosstheinstitutionhavebeenresponsiblefor
developingstudentoutcomesattheinstitutional,programmatic,andcourselevels.(CFR
2.4)HPUhassupportedfacultyinthesetasksbyprovidingfundsforattendingWSCUC
workshopsandreassignedtimefordevelopmentofoutcomesandforreflectiononthe
results.Programreviewnarrativesspeaktothecommitmentoffacultyindeveloping
learningoutcomesandtheircommitmenttodesigningandimplementingstrategiesfor
assessingstudentlearning.
ThenewFacultyHandbook(approvedin2014)indicatesthatteaching
accomplishmentshallbebasedon“reviewofsyllabi,peerfacultyassessment,andstudent
evaluations.”Whilethereisnomentionofthenecessaryroleoffacultyinlearning
assessmentorcourse/programimprovement,conversationswithfacultyandan
examinationofprogramreviewsonfilethatdetailhowandwhychangeshaveoccurred,
indicatethatfacultytakethisresponsibilityseriously.(CFR2.4,4.3)Rubricshavebeen
developedthatclearlydifferentiatetheexpectationsforstudentlearningateachdegree
level.(CFR2.1,2.2)TheseexpectationsarebasedontheDegreeQualificationsProfile.
17
Component4:EducationalQuality
StudentLearning,CoreCompetencies,andStandardsofPerformanceatGraduation
In2014theHPUFacultyAssembly(nowSenate)adoptedinstitutionallearning
outcomes(ILOs),whicharealignedwithWSCUCcorecompetenciesforitsthreelevelsof
itsdegrees.(CFR2.2,2.2a,2.2b)EstablishmentoftheILOAssessmentCommitteeallowed
HPUtodevelopaplanforassessingthecorecompetenciesutilizingtheAssociationof
AmericanCollegesandUniversities(AACU)rubricsasthebasis.Subsequentrevisionswere
madetothefourrubricsbasedontheresultsof“normingsessions.”Therevisedrubricfor
quantitativeanalysisandsymbolicreasoning,forexample,wasusedtopilotassessmentof
fivemathcoursesanddeterminethatapproximately60%ofthestudentsweremeeting
expectationsofthiscompetency.Theinstitutionalreportstates,“Thisinformationallowed
ustoreflectonthemathematicscoursesinthepilotandbegintodiscussevaluationofthe
courses—includingcurriculumgoals,lessonplans,andstudentassignments—toimprove
competency.”(CFR2.1,2.2,2.2a,2.3,2.4,4.1,4.3)
ImplementationofthenewGeneralEducation(GE)programinfall2015resultedin
acommoncoreofcoursesin11curricularareas(CFR2.2a).TherevisedGEprogram,
alignedwiththeWSCUCcorecompetenciesandincorporatedHPUthemesofglobal
crossroadsanddiversity,Hawai’iandthePacific,andsustainability.The2015-17Strategic
PlanforGeneralEducationdevelopedbytheStrategicPlanningCommitteeaddressedits
essentialcomponents,includingtheGEvision,mission,goals,curriculumareas,program
objectives,andstudentlearningoutcomes.Althoughitappearsthatfacultywerebroadly
engagedandledtheGErevisionprocess,somefacultynotedthattheoralcommunication
competency,forexample,wasnotadequatelyaddressedwithintheGE/corecurriculum.
ThevisitingteamremindstheUniversitythatitisessentialthatallreview,revision,and/or
planningofanyacademicandcurriculum-relatedmattersincludebroadand
representationalfacultyparticipation.(CFR2.2,2.4,3.7,3.10,4.4,4.5,4.6)
GEprogramlearningoutcomeshavebeenmappedtotheILOs,andacurriculum
mapwasdevelopedtodemonstratethealignment.(CFR2.2a)TherevisedGEprogram
reducedthecreditrequirementsfrom57to36creditsandprovidedmoreopportunities
18
forstudentstopursueadoublemajororaminor,aswellasengageinhigh-impact
practicesincludingresearch,internships,andstudyabroad.(CFR2.5)AspartoftheGE
redesignandthereductionofunitsrequiredforgraduation,theUndergraduateCurriculum
Committeereviewedalldegreeprogramsandminors.Approximately40programshave
beencompletelyrevised,andprogramimprovementsinotherdegreeshavebeen
implemented.Manyprogramsstreamlinedtheirmajorrequirementsto45-72creditsby
reducingthenumberofpre-requisitecourses;andtotaldegreecreditsforallprograms,but
one,werereducedto120credits.
PerhapsthemostnotableaccomplishmenthasbeenmadeinintegrationofGE
outcomes,programlearningoutcomes,andILOassessments.CommonassessmentsofGE
outcomesalignedwithILOs(i.e.,criticalthinking,informationliteracy,oralcommunication,
quantitativeanalysisandsymbolicreasoning,andwrittencommunication)havebeen
developedbythefacultyandwillbeevaluatedinthefuturebasedonacommonrubric.
UtilizationofTaskstreamisexpectedtoassistfacultyincompletionofthisprocess.(CFR
2.2,2.2a,2.2b,2.3,2.4,4.1,4.3)
TheILOAssessmentPlanfor2014-15outlinesspecificassessmentgoals,including
procedures,timelines,andrequiredtraining.Italsoraisesquestionsrelatedtoinstitutional
support,includingsoftware,facultyandstafflevels,anddataavailabilityandtracking.To-
datesomeoftheseissueshavebeenresolvedorareinprocess,whileothersremaintobe
addressed.(CFR2.7,3.4,4.1)ImplementationoftheannualAssessmentDayinAugust
2015allowedfaculty,forexample,toengageindevelopingcommonassessmentsofthe
ILOsinGE,themajor,andthecapstone.OngoingimplementationofTaskstreamsoftware
tobeutilizedforannualassessmentofstudentlearningandprogramreviewsisanother
exampleofHPU’seffortstoensureitseducationaleffectiveness.
BasedontheupdatedinformationprovidedbyHPU,morethan20programshave
completedtheirreviewsduring2014and2015resultinginanumberofimprovements.
(CFR2.7,3.10,4.1,4.5)Whileexamplesofcurricular-relatedimprovementsresultingfrom
theprogramreviewrecommendationsabound,requestsforadditionalresourcesremain
outstanding,asnewfundingislimited.AsacknowledgedbyHPU,theUniversity“has
attemptedtoincorporatetheprogramreviewevaluationsintoinstitutionalplanning
processes,butunfortunatelyhasdonesowithlimitedsuccess”[Appendix32,Evaluating
19
HPUProgramReview,p.7].HPUisstronglyencouragedtoidentifywaysofsupporting
evidence-basedrequestsforresourcesresultingfromcompletedprogramreviews.In
addition,assessmentandprogramreviewofco-curricularareasisinitsearlystages(e.g.,
LibraryandStudentServices)andneedstobedevelopedfurther.(CFR2.11,4.3)
ImplementationofTaskstreamshouldassistinthisprocess.
StrengtheningoftheFacultySenateacademiccommittees(e.g.,theGECurriculum
andLearningAssessmentCommittee)andtheAcademicAssessmentandProgramReview
TaskForceinfrastructureisanimportantcomponentoftheinstitutionalfocuson
educationalqualityandassessmentefforts.(CFR2.3,2.7,3.7,3.10)Asnotedpreviously,
resourcesandsupportforfacultytoengageinteaching/learning,scholarship,and
assessment-relateddevelopmentopportunitiesareessentialinordertocontinuously
strengtheninstitutionalassessmentefforts.(CFR2.8,2.9,3.3)
Insum,HPUhasmadesubstantiveprogressandimprovementsindevelopingand
aligningILOs,corecompetencies,andGE;redesigningGE;completingprogramreviews;
implementingTaskstream;anddevelopingasupportinfrastructure.Theteamcommends
theUniversityforitseffortsandencouragesHPUtomaintainacontinuingfocusonthem.
Component5:StudentSuccess
StudentLearning,Retention,andGraduation
Ashasbeenstatedpreviously,therehasbeenasteadydeclineinHPUstudent
enrollmentssincethelastWSCUCvisitin2005,withprecipitousdeclinesinthelastfive
years.ThoseshrinkingenrollmentshavesignificantlyimpactedtheHPUbudgetthatis80%
tuition-driven.Theresultingfinancialchallengeshavenegativelyimpactedeveryareaof
theUniversity.Yet,theenrollmentdeclinesreceivedcuriouslylittleattentionintheHPU
InstitutionalReportforReaffirmationofAccreditation,exceptforthediscussionon
retention.Thedeclineinenteringstudentenrollmentswaslargelyunaddressedinthe
report.TheteamhadthesensethattheUniversityhadsomehowmissedtheseriousnessof
theenrollmentdownturn.ThisperceptionwaspartiallyconfirmedbytheUniversity’sown
statement[p.61]:
20
“…theinstitution’splanninginfrastructurewasnotrobustenoughtopredictthe
lowerenrollmentbase.Infact,internalprojectionssuggestedcontinuedenrollment
andtuitionrevenuegrowth,andthoseprojectionsledtomisinformeddecisionsto
addcoststotheinstitution.”
Theteamaskedforfurtherexplanationoftheenrollmentdeclinesandthe
implicationsforstudentexperienceandsuccessinitsLinesofInquiryresponsefollowing
theOff-SiteReview.TheUniversityprovidedamuchmorethoroughevaluationofthe
perceivedreasonsforthedecliningtrends,andfurtherinquiryduringtheteamvisit
elicitedadditionalinformationfromUniversityanalysesthathavebeenunderwayoverthe
lastyear.
Aperfectstormoffactorsimpactedthedeclineinenrollmentsoverthelastdecade.
HPU’shistoricmixofstudentfeedermarkets—thepart-time,distancelearning,active
military,andworkingstudents—hasprovenparticularlyvulnerabletostate,national,and
internationaleconomictrendsasfollows:(a)Therecessionandchangesintheeconomy
havecausedthedevaluingoftheU.S.Dollar,makingtraveltoHawai’imorefinancially
difficultforinternationalstudentsandstudentsfromthemainland,exacerbatedbythe
bankruptcyoftwomajorairlinesservingHawai’i;(b)HPUisencounteringsignificantly
increasedcompetitionfromfor-profitanddistancelearningcompetitorsrelocatingin
Hawai’i;(c)ThenumberofHawai’ihighschoolgraduatesisdeclining,causingmore
competitionamonguniversitiesontheisland.ThelessexpensiveUniversityofHawai’iat
Manoaflagshipcampushascapturedmoreofthecollege-goingstudentswhodonotwant
togotothemainlandtostudy;(d)Perhapsmostsignificant,declinesinfederalfunding
earmarksandthepatternsofactivedutymilitarydeploymenthavenegativelyimpactedthe
enrollmentsinthedistancelearningprogramsatthesixon-islandmilitarybasesthathave
beenamainstayofHPUenrollmentformanyyears.
21
Enrollmentsshow
declinesoverthe12
monthenrollment
periodsince2005,
especiallyfor
undergradstudents.
Mostofthedeclines
wereinpart-time
students,sotheFTE
declineswerenotas
significant.
Inlightofthesetrends,andinsupportofHPU’snew2012-2017StrategicPlangoal
tobecomeatop-tenwesternprivateregionalUniversity,HPUbenchmarkeditsaspirational
peerstocomparepractices.OneofthefindingswasthatHPU’speershaveamuchstronger
mixoffirst-time,full-timestudents.TheUniversitysubsequentlymadetheconsequential
decisiontoshifttowardfirst-time,full-timefreshmenandawayfromitstraditionalmixof
part-time,working,visiting,online,andinternationalstudents.Thisshiftisafar-reaching
decisionthatwillrequireadditionalfinancialinvestmenttosupportanon-campus,
traditional-aged,residentialstudentpopulationthatexpectservicesandprogramstobuild
communityandcampuslife—attheverytimethatHPUisexperiencingitsbudget
downturn.Universityfacultyandstaff,andespeciallyleadershipandtheBoardofTrustees,
understandtheimplicationsofmakingthisstudentcohortshift.Asarticulatedtotheteam
bytheBoardChair,ifHPUdoesnotsucceedinattractingfull-timefreshmen,thelong-term
viabilityoftheUniversitywilllikelybefurtherjeopardized.(CFR4.7)
Injustthelastfewyears,theUniversityhasembarkedonthestrategytore-center
thecampustothedowntownHonoluluAlohaTowerMarketplacepropertythatwould
provideafull-servicecampussitewithresidencefacilitiesandrelatedstudentservices
22
closetopublictransportationintheheartofthebusinesscommunityandgovernment
district.TheUniversityhopesthatretentionandgraduationrateswillimprovewithlonger
periodsofenrollmentandstrongerconnectionstotheUniversity.Italsohopesthatthese
studentswilldevelopstrongeralumniconnectionsthatwillaffordincreasedsupportto
HPUinthefuture.Theteam’stourofthepropertyconfirmedthatthepropertyhas
beautiful,contemporaryarchitecture,withexcellentmeetingrooms,multi-purposerooms,
andalearningcommons.Theconvertedresidencehallloftsarealsoattractiveand
spacious.
In2015,theUniversityturnedtoatrioofenrollmentmanagementconsultantsfor
helpinrevisingenrollmentstrategiesanddeployingnewresourcesandapproachesto
admissionsandtheawardingoffinancialaid.Flowchartstoguideadmissionsstaff,new
messaging,outreachpublications,communications,andwebsitestrategieshaveallbeen
redesignedoverthepastyear.Forthefirsttime,goalswereestablishedforinquiries,
applications,andregistrationsfromsegmentedmarkets.Thisdata-informed,analytical
approachtoenrollmentislargelynewtoHPU.TheUniversityisencouragedtopursuethis
importantandnecessaryapproach.(CFR3.4,4.3)
Thegoodnewsisthattheentireadmissionprocesshasbeenredesigned.The
UniversityupgradeditsequipmentandtechnologyandlaunchedProjectSCORESto
streamlineNationalStudentClearinghousereports,recodeBanner’sadmissionmodule,
andotherimprovements.Theearlyadmissionactiondateswerepushedamonthearlier
andincentiveswereaddedformeritawardsandhousingpriority.Year-to-date
applicationsforfall2016areup.Newgraduateprogramswillbetargetedtoseeknew
enrollmentsandnewstudentmarkets.Programsbeingconsideredincludedoctoratesin
NursingPracticeandPhysicalTherapy,master’sdegrees[orconcentrations]inPublic
Health,CreativeWriting,PublicAdministration,BioSciences[pre-med],HealthCare
Administration,andEducationalLeadership,andbachelordegreesinEngineering,
Nutrition,andIntegrativeArts.Anewexperienceddirectoroffinancialaidwashired
recentlyandasearchisunderwayforanexperiencedvicepresidentforenrollment
management.Theleadershipprovidedbytheseprofessionalswillbecriticaltotheongoing
successofenrollmentmanagement.(CFR3.1,3.2,3.4,3.6)
23
Itshouldbenotedthat,whileadmissionsstrategieswerebeingrevamped,the
processhasbeenslowedbythefinancialclimatethathasmandatedreductionsin
admissionsaswellasinallotherareasoftheUniversity.TheUniversitybelievesthe
reductionsfurtherimpactedenrollmentsnegatively,particularlygraduateenrollments.
Onlyinthelastfewmonthshasthenumberofrecruitersbeenincreased.Admissions
counselorsarenowembeddedwithinthecolleges,withtheresultthatacademicdeansand
departmentchairsaremoreengagedinadmissionandretentionprocessesandstaffis
betterinformedaboutfacultyandcurricula.
Theapproachtodata-drivenanalysisfortherecruitmentandadmissionsprocesses
hasnotfullyextendedtotheothercomponentsofenrollmentmanagement—retentionand
graduation.TheUniversitydoesknowthatitsfreshman-to-sophomoreattritionrateof
33%iscomparativelyhighanditsIPEDSsix-yeargraduationrateof40%iscomparatively
low,andattributesthesetothestudentbodymixthatitenrolls.Still,inasmallsample
surveyofthereasonsstudentsleave,studentdissatisfactionwiththeirfeltconnectionto
HPU,dissatisfactionwithsociallifeandco-curricularopportunities,uncertainvaluingof
theireducation,qualityofacademicadvising,academicchallenges,andqualityof
instructionareallissuesforHPUtounderstandbettersotheycanbeaddressed.Students
toldtheteamthattheirquestionsandcomplaintswerenotbeingrespondedto,andthey
oftendidnotknowtowhomtheyshouldturntoaddresstheirconcerns.TheUniversity
believesthatthedevelopmentoftheAlohaTowerMarketplacecampuswillhelp
amelioratesomeoftheseconcerns,butabetterunderstandingofwhatsegmentsof
studentsarebeingretainedandwhichareleaving,andwhy,remainsahighpriority.(CFR
1.7,2.10,2.13,4.2)TheUniversity’sgoalsof85%freshmenretentionand70%six-year
graduationrateareextremelyambitiousandnotyetsupportedbydata-drivenplansto
achievetheseincreases.
TheStudentSuccessCommitteeatHPUisdesignatedtoprovideleadershipto
addressstudentsuccessandretention.TheCommitteehascoalescedwithoutan
experiencedenrollmentmanagementleader.Strategicadmissionsdecisionsarecurrently
beingmadeatthelevelofthepresident;sowithoutthesamelevelofattentiontoretention
andwithoutthesamedata-drivenanalysisandleadershipthatcoulddriveretention,the
24
committeehasevolvedintoalargeinformationsharingandproblemsolving
communicationsbody–whichdefinitelyhasmeritinimprovingcommunicationand
modifyingsomepracticesandprocesses,butiswithouttheinformationandanalysisthatis
neededtoeffecttheunderstandingandstrategiestoaddressstudentretentionmost
directly.Withoutthissupport,thecommitteewillnotbeabletofulfillitschargeof
supplementingtheUniversitySuccessPlanwithaccompanyingoutcomemetrics,timelines,
andbenchmarks.Finally,itistheexpectationofWSCUCthatretentionandgraduationdata
beoneoftheelementsthatismadepublicasanindicatorofstudentachievement.Thereis
noevidencethatthisinformationissharedwiththepublicandlikelyawaitsthearrivalofa
newenrollmentmanagementleader.
Theteammetwithstudentsandstudentleadershipandfound,perhapsinevitably,
thatbudgetreductionsandthestaffandfacultylayoffshavecauseduncertaintyand
frustration.Studentshavepickeduponthecampusclimateoffearandmistrust.Some
layoffsparticularlyimpactedthestudentexperience:Studentsreportedthatmanycourses
listedintheCatalogarenotavailable,orwereavailableatasemesterlaterthantheir
graduationdate.Theyreportedthatsubstitutecourseswerefoundthatwouldpermitthem
toprogressandgraduateontime,buttheywerenotalwayscoursesstudentswanted.In
thepast,theCataloghadnotbeenpublishedeveryyear.Theprovostindicatedthat,inthe
future,theCatalogwouldbepublishedannually.Concernsmentionedmostoftenby
studentssurroundedacademicadvising.Whileadvisorshavenowbeenembeddedinthe
colleges,studentsfeltthatadvisorswerenotalwayswellinformedaboutcoursesorthe
onlineplan-of-degreeprogram.Theteamfeltthattraining,oradditionaltraining,for
academicadvisingshouldbeanimportantgoaltoimpactretentionpositively.
StudentsindicatedthatnotallofthestudentservicespromisedintheAlohaTower
Marketplacehavematerializedandtheyhaveinsteadwitnessednewcommercialtenants
movingintovacantspaces,whicharearevenue-generatingnecessityfortheUniversityat
thispointintime.Facilitiesmostoftenmentionedasbeingmissingwereadining
commons,fitnessfacility,andhealthclinic.Studentsexpresseddesireformore
communicationfromtheUniversityingeneralandmorecommunicationthroughsocial
mediainparticular.Perhapsinevitably,thecampusclimateofsadnessandanger
25
engenderedbyfacultyandstafflayoffshasmigratedtostudents,resultinginconsiderable
expresseddissatisfaction.WhilethereisacknowledgementthatHPUisworkingtomake
thingsbetterforstudents,andthattheseyearsareatransitionperiodwhiletheUniversity
rebuilds,thesecurrentstudentsfeeltheyhavebeendisadvantaged.(CFR1.6,1.7)
AsHPUfurtherdevelopstheATMcampusandbeginstheenrollmentturn-around,it
willbeimportanttomapadditionalservicesandco-curricularlearningopportunities
intendedtosupportstudents’personalandprofessionaldevelopmentandtocommunicate
whenandwherethesewillbeofferedandhowtheywillbeintegratedwithacademic
programsandintothefurtherdevelopmentofspaceattheATMcampus.Knowingthe
intendeddatesforimplementationofenhancementswouldhelpstudentunderstandingof
thetrajectoryofanticipateddevelopment.(CFR2.11,3.1)
Somepositivenotestomentionincludethefactthatthemultinationaldiversityof
thestudentbodyhasbeenrecognizedbyU.S.NewsandWorldReportandisreceivingnew
emphasisintheStrategicPlan.Universitygoalsandnewapproachestoeducating
professionalswithinterculturalskillstoworkeffectivelywithothersarebeingtargeted.
TheseapproachesandcurriculawillfurtherHPU’spositioningasaresourceforthe
sustainabilityanddiversificationofthePacificregion.TheUniversityalsostrongly
supportstheYellowRibbonProgram,whichhelpsformermilitarypersonnelobtaincollege
degreesanddevelopmarketableskillsforfutureemployment.In2015,HPUwasrankedin
thetop10%ofmilitary-friendlyschoolsbyMilitaryAdvancedEducationMagazine.
ItshouldalsobenotedthatthenewPeerAcademicCoachProgramhashad
documentedsuccessinincreasingretentionforparticipatingstudents.Inthisprogram,
academicallysuccessfulupperclassmencoachfreshmenintransitioningtocollegelife,
livingonO’ahu,andfocusingontheiracademicendeavors.Alsodeservingcommendation
forimprovedretentionratesistheHPUAthleticsProgram.Thelastcohortreportedto
NCAAshowsthe2008-2009classhaving57%retentiontograduationforstudentathletes
ascomparedto42%forallstudents.Finally,amongotherinnovativeprograms,HPU’s
UniversityScholarsProgramdeservesspecialmentionforbringingthemosthighly
academicallyqualifiedstudentstogetherinspecialhonorssectioncourses,facilitatingtheir
26
engagementwithintellectualpeers.Anexpansionoftheprogramtobeginfall2016will
target25to50highachievingstudentstoliveinresidence.
Component6.QualityAssuranceandImprovement
ProgramReview,Assessment,andUseofDataandEvidence
ProgramreviewatHPUoccursonafive-yearcycle.Atthecurrenttime,allacademic
programreviewsarecurrent.Whilethereviewprocessofco-curricularprogramsappears
tobeinabeginningstageofdevelopment,reviewsofsomestudentservicesandthelibrary
arecurrentlyunderway.
Theprogramreviewprocesshasbeenevolvingsince2005,whenthelast
comprehensiveevaluationofHPUwasheld.In2011,afullinvestigativeevaluationof
HPU’sprogramreviewprocesswasundertaken.Asaresultoftheprocess,aGuideto
AcademicProgramReview,5thEdition,wasdeveloped;thisGuideoutlinesprogramreview
componentsandgoodpracticesbytakingprogramfacultyandpersonnelthrougha12-step
reviewprocess.Theprocessbeginswithfacultyreflectingonthestrengthsand
weaknessesoftheprogram.Acompilationoffiveyearsofdataonprogramenrollment/
outcomes(alsoreportedonanannualbasis)providesonequantitativebasisforthis
reflectionandprovidessomeevidenceforprogramsustainability.(CFR4.1-4.2)
Animportantaspectoftheprogramreviewprocessisthecollectionandanalysisof
datameasuringstudentlearning.Thesedataarecollectedatthecourselevel,withoneor
morePLOsalsoscheduledforassessmenteachterm.Faculty—includingadjunctfaculty—
areremindedatthebeginningofeachsemesterwhichPLOsarebeingassessedinthe
coursestheyareteaching,andtheseareembeddedincourseassignments.(CFR2.5,2.6)
FacultyusecommontoolsandrubricsintheassessmentofaPLO.Whilefacultyare
expectedtoexaminetheirCLOandPLOresultsattheendofeachcourse,programfaculty
holisticallyreviewandreflectonthequalityoftheprogramatthetimeoftheprogram
review.Atthetimeofreflectionduringtheprogramreview,neededchangestocurriculum,
pedagogy,andoutcomesthatleadtoprogramimprovementsurface.(CFR2.4,2.10,4.1,4.3,
4.4,4.5)
Manychangesinprogramcurriculahaveoccurredrecently—primarilyasaresultof
reducingtheoverallunitsnecessaryforgraduationfrom124to120semesterunitsand
27
fromarecentcompletechangeintheGeneralEducationprogram.Assessmentand
programreviewhaveledtoanumberofcurriculumchanges:
• TheBSinBusinessAdministrationredesigneditscurriculummapinorderto
understandhowtobettersupportprogramlearningoutcomes.
• TheMSinNursingassessmentsoflearningledtheprogramtoincorporate
additionalinformationintoexistingcoursesandtosupplementpapersandclass
presentationswithamultiple-choiceexamonkeyconcepts.
• TheDepartmentofHistoryusedstudentassessmentresultstodeterminethata
standardizationofcitationwasneededforresearchpapers.
• AnalysisofstudentlearningatthecourselevelledtheBiologyDepartmentto
increasethecoordinationofmultiplesectionsofGeneralBiologytoprovidemore,
butshorter,classmeetingsandintroducesmalldiscussiongroupsectionsintothe
course.
• TheDepartmentofCommunicationconsolidateditsdegreeprogramsin
advertising/publicrelationsandjournalismintoasinglemasscommunication
majorprovidingstudentswithamoreintegratedskillsetdesignedtoincreasetheir
competivenessinthemarketplace.
Externalreviewisanintegralpartoftheprogramreviewprocess.Then,asfinal
steps,anactionplanbasedonthefive-yearenrollment/successdata,studentlearning
achievements,andanexaminationofhowresourcesarebeingallocatedisdeveloped.(CFR
2.3,2.7,3.1)Theprogramreviewissharedwiththedeansothatrecommendationscanbe
usedinplanningtomeetfutureneeds.(CFR4.1)Itisnotcleartofacultyhowthespecific
needsforadditionalacademicsupportoutlinedintheactionplanandappearingas
recommendationsintheprogramreviewareintegratedintoplanningattheinstitutional
level.Aclearerchannelofcommunicationbetweendeansandfacultyonhowbudget
prioritiesareestablishedwouldstrengthenthemeaningoftheprogramreviewprocess.
Theimplementationoftheprocessdependsonsufficientadministrativeleadership
andsupport,andthisisprovidedintheformofanAcademicAssessmentandProgram
ReviewTaskForcecoordinatedbytheassistantdeanofgeneraleducationandassessment.
Extensivedataarecollectedineachprogramandthedatahaveinformeddecisionsmadein
eachprogram.Mostoftherecentactionplansresultingfromacademicprogramreviews
28
includeaneedforgreaterhuman,physical,and/ortechnologicalresources.Duringthese
timesoffinancialjeopardy,HPUhaseliminatedfacultyandadministrativesupport
positions,ineffectdiminishingitssupportoftheacademicinfrastructure.Whilefacultyare
generallycommittedtofindingalternativewaystoimproveprogramsandaddress
programreviewrecommendationssothatstudentsdonotsuffer,theirownworkloadhas
increasedandoverallmoralehasdecreased.Itappearstobethecasethat,whileHPU
continuestostruggletomeetthefinancialchallengesandtoimplementenrollment
strategiesbyintroducingnewprograms,therewillcontinuetobelimitedexpansionof
resourcesforexistingprograms.
Component7.Sustainability
FinancialViabilityandPreparingfortheChangingHigherEducationEnvironment
FinancialSustainability:AsdiscussedindetailinComponent5,enrollment
revenuescontinuetodrivetheHPUbudget,astuitionandfeesconsistentlycomprise
approximately80%oftheUniversity’soperationrevenues.Changesinenrollmentand
enrollment-relatedrevenue,therefore,havesignificantimpactontheUniversity’slong-
termfinancialsustainability.
OperatingdeficitshavefollowedtheUniversity’sdeclinesinenrollmentoverthelast
fiveyears,includingdecreasedenrollmentin2015of109studentsor11.5%fromfall
2014.Newgraduateenrollment,inturn,droppedby59studentsor19.1%fromfall2014.
Atthesametime,non-operatingactivitieshavebeennegativelyimpactedbydeclinesin
investmentmarketvalues,costsassociatedwiththeOceanicInstitute(OI),andcosts
relatedtothepurchase,renovation,andoperationoftheAlohaTowerMarketplace(ATM).
(CFR3.4)
Inregardtoenrollmenttrends,HPUhasbeenimpactedbyanumberoflocaland
globalchallengesthathavenegativelyimpacteditsenrollmentandenrollment-related
revenues.UniversityrecordsshowthatenrollmentdeclinesatHPUstartedasearlyas
2004andbecamemoreprominentin2008withtheGreatRecessionandcreditcrisis.The
uniquecompositionofHPU’sstudentbody,whichincludespart-time,distancelearning,
activedutymilitary,andinternationalstudents,meantthattheUniversitywasmore
29
severelyimpactedandimpactedoveralongerperiodoftimebytherecessionandcredit
crisis.ItwasnotedbytheUniversitythatitsenrolmentmixmorecloselyresembledthatof
for-profitinstitutionsthanofitsaspirationalpeersamongthetoptenwesternprivate
regionaluniversities.ItwasalsonotedthatdeficienciesinHPU’senrollmentdata
collection,reportingsystems,anddecentralizedinfrastructuremaskedthedirectionand
impactoftheenrollmenttrendsineachofitsconstituentstudentpopulations.(CFRs3.5,
4.1,4.2)
Inregardtonon-operatingactivities,themergerwiththeOceanicInstitutehas
resultedintheUniversityassumingoperatinglosses,includingalossof$1.2millioninFY
2015.Hawai’iLifestyleRetailProperties(HLRP),whichencompassestheATM,isalso
generatingoperatinglosses,includingalossof$1.7millioninFY2015.(CFR3.4]
ThestrategicpurchaseandrenovationoftheATM,whichdramaticallytransformed
theUniversity’sDowntownCampus,alsoresultedintheassumptionof$74.7millionof
bondeddebtwithmaturitiesthrough2043.Thisbondeddebtissecuredbyaleasehold
mortgageandbyapledgeofgrossUniversityrevenues.Thebondeddebtalsocomeswith
restrictivecovenantsincludingmaintainingassetsavailablefordebtcoverageataspecific
level.(CFR4.6)
ThepurchaseandrenovationoftheATMgavetheUniversitysignificantamountsof
downtownspace,whereitisconsolidatingitsotherleasedproperties,providing277new
studenthousingbeds,andgeneratingcommercialandretailrentalincome,withadditional
vacantspacetobeleasedand/orconvertedtoUniversityuses.Thepurchaseand
renovationofATMhasalsocausedtheUniversitytoincuradditionaloperatingexpenses,
includingdebtserviceonthebondeddebt,andofdepreciationexpensewhich,iffunded,
canbeusedtomaintainthefacilityovertime.(CFR3.5)
AlloftheaforementionedfactorshavecausedtheUniversitytoexperience
significantoperatingandnon-operatingdeficitseveryyearsinceFY2012,whena$6.5
millionoperatinglosswasincurred.SinceFY2012,thesedeficitshavecontributedtoa
reductioninoperatingrevenuesof15.7%or$15.8million,areductioninoperating
expensesof20.8%or$22.4million,andareductioninunrestrictednetassetsof25.4%or
30
$25.2millionthroughFY2015.Itshouldbenotedthatthe$25.2millionreductionin
universitynetassetsissomewhatoverstatedbytheATMacquisitionwhichcommencedin
2012.UsingFY2011asthebaseyear,unrestrictednestassetsdeclinedby$15.4millionor
17.2%throughFY2015.(CFR3.4)
RecentUniversityprojectionsindicatethatthesedeficitsarelikelytodiminish,but
persist,throughFY2019orbeyond.TheseprojectionsalsoindicatethattheUniversity’s
unrestrictednetassets($73.9millionasofJune30,2015)wouldbefurtherdiminishedand
thereforefurtherlimitHPU’sabilitytoreacttonewopportunitiesorthreatsthatcould
occur.(CFR3.4)
AlignmentwithInstitutionalPriorities.HPU’s2012–2017StrategicPlanand
2014CampusMasterPlanhaveprovidedimportantguidepoststohelpassurethe
Universityisaligningitsfiscal,human,andphysicalresourceswithitsinstitutional
priorities.Majorinitiativesthatarefundedandunderwaytoimplementthestrategicand
masterplansincludethereengineeringofenrollmentmanagement,theadditionoftargeted
newacademicprograms,thedevelopmentofrevenuestreamsrelatedtotheATMandthe
OI,andenhancedfundraising.(CFRs4.6,4.7)
AsdiscussedinComponent5,thereengineeringofenrollmenteffortsincludeda
reviewofexistingpracticesbyconsultantsandtheresultantdevelopmentand
implementationofrecommendationsthatfocusonfirst-time,full-time,undergraduate
students,moretargetedanddata-drivensearchstrategiesandfinancialaidawards,
redeploymentofrecruitingpersonneltotargetedmarkets,enhancedaccountabilities,and
improvedmarketingcollateral.Reengineeringeffortsalsoincludeplanstohireanewvice
presidentforenrollmentmanagement,withanationalsearchcurrentlyunderway.(CFR
4.6)
Effortstoexpandacademicprogramofferingsincludethecreationofanew
academicunit,theCollegeofExtendedandInterdisciplinaryEducation,effectivefall2015.
ThisnewcollegeisanextensionoftheformerOff-Campus/MilitaryCampusProgramsand
itisofferingnewundergraduatedegreeprogramsinpublicadministrationandcriminal
justice,aswellasseveralpre-existingmajors,associatedegrees,andcertificates.The
academicprogramsofferedbythisnewcollegearebeingdeliveredinavarietyofformats
31
includingon-base,hybrid,andonline.Theofferingsarefocusedonmilitaryclientele
(activedutyandretired),militaryfamilymembers,andothernon-traditionalstudents.
(CFR4.7)
Othereffortstoexpandacademicprogramofferingsincludetheplannedlaunchofa
residentialhonorsprogram,thedevelopmentofaB.S.programinengineering(HPU
currentlyhas40studentsina3-2engineeringprogram),andatleastsixnewandtargeted
graduatedegreeprograms.TheATMiscurrentlyprovidingnon-tuitionrevenue
generationpossibilities,includingrevenuesfromstudenthousing,retailleases,parking
income,conferences,andevents.University-generatedprojectionsofrevenues,which
assumecertainlevelsofoccupancyandutilizationrates,andprojectionsofexpenses,
indicatethattheATMmaynotgeneratenetincomebacktoHPUuntilFY2019orbeyond.
(CFRs4.7,3.4)
TheOIrepresentsanothersourceofnon-tuitionrevenue,andeffortsareunderway
toexpandtheserevenuessothatOIcanachievefinancialself-sufficiency.Effortsinclude
increasedtechnicalcontracting,increasedgrantandfundraisingactivity,theexplorationof
potentialdegreeprogramsinaquaculture,andeducationaltourisminitiativesthatpromise
toleveragebothOI’scutting-edgeresearchanditsproximitytoSeaLifePark,apopular
touristdestination.TheUniversity’sprojections,however,indicatethatOImaynotachieve
financialself-sufficiencyuntilFY2019orthereafter.(CFR3.4)
Finally,fundraisingeffortstodiversifyrevenuestreamshavefocusedontherecent
launchofacapitalcampaign.Thecapitalcampaigncoincideswithandcomplementsthe
University’s50thanniversarycelebration.Thecampaignistobefocusedonproviding
resourcesforthe“repositioning”oftheUniversitythroughtheimplementationofthe2012
–2017StrategicPlanandthe2014CampusMasterPlan.(CFR3.4)
InfrastructureandContinuousPlanning.Asnotedpreviously,HPU’sstrategic
andCampusMasterPlanshavefunctionedasimportantguidepostsforeffortstoadaptto
anevolvinghighereducationlandscape.Effortstobuildtheinfrastructurenecessaryto
implementtheseplansinadata-informedmannerandtoprepareforalikelynewStrategic
Planin2017havefocusedonimprovingandexpandingtheUniversity’sinstitutional
research(IR)andinformationtechnology(IT)infrastructure.Effortshavealsoincluded
thecreationofsharedgovernancecommitteestohelpprovidebroadercampuscommunity
32
inputandperspectivesintocontinuousimprovementandplanningefforts.(CFRs4.2,4.6,
4.7)
InregardtoIRinfrastructure,theUniversityrecentlyappointedadirectorof
Universitystrategicinitiativestoorganizeandvalidatedatausedfordecision-making
purposes.ThedirectorisalsoleadingtheefforttoimplementtheCognosplatformatHPU
andtotrainstaffmembersandadministratorstodevelopreportsusingthesystem.
Thedirectorappearstohavemadeprogressinstandardizingthemethodologybywhich
dataareextractedforbothexternalandinternalreportingneeds.Theseeffortsare
expectedtocontinuesothattheUniversitycanhaveconfidenceinthequalityofstudent
dataandinitsabilitytoexpandtheuseofdataindecision-making.(CFR4.2)
ItwasnotedbytheteamthattheIRfunctionatHPUwasrecentlyconsolidatedinto
theCFO’sorganizationalstructureinordertosupportandintegratewiththebudgetand
planningactivitiesoftheinstitution.ThecurrentIRDepartmentconsistsofthedirectorof
Universitystrategicinitiativesandadataspecialist.(CFR4.2)
HPU’sITDepartmenthasbeenfocusedonimprovingthecoresoftwaresystem,
Ellucian’sBanner,throughtherecentimplementationoffournewBannermodulesto
increaseefficiencyanddataconsistency.ThisefforthasallowedtheUniversitytodecrease
itsdependenceonmanydifferentsoftwareproductsandtoconsolidatedatainoneplace—
Banner.(CFR3.5)
OtherITinitiativeshaveincludedthedeploymentofnewserversandstorage
systemstoassurestabilityofdataandsystems;theupgradingoftheUniversity’sWide
AreaNetwork(WAN)toincreasespeedandprovidea“redundant”backupsystemto
improvereliabilityanduptime;andtherelocationoftheUniversity’scoredatacentertoa
modern,secure,co-locationfacilitytogrouphardwaresystemsforeaseofoperationsand
maintenance.CurrentITinitiativesincludeprojectsforidentitymanagement,degreepath
management,andfacilityscheduling.(CFR3.5)
Itwasnotedbytheteamthatanationalsearchisunderwayforanewvicepresident
andchiefinformationofficer.Itwasalsonotedbytheteamthatstaffturnoverandvacant
positionsrelatedtosignificantandmulti-yearoperatingbudgetcostreductionshave
hamperedtheUniversity’sabilitytocontinuetoadvanceitsIRandITinfrastructureandto
implementitsstrategicinitiatives.Finally,itwasnotedbytheteamthatthenewshared
33
governancecommitteesarestillintheirformativestagesandneedtocontinuetomeetand
evolvetobecomeeffectiveincontinuousplanningefforts.(CFRs3.5,4.5)
Conclusion
SelectedCommentsontheStateoftheUniversity
TheStrategicPlan,CampusMasterPlan,auditedfinancialstatements,reportsto
HPUbondholders,enrollmentreports,andotherinformationprovidedhelpedtheteam
understandbettertheinstitution’sstrengthsandthemyriadchallengesitfaces.The
meetingsandconversationswithfaculty,staff,students,administrators,andtrusteeswere
enlightening.TheteamappreciatedthecommentssharedabouttheUniversity’sacademic
programs,administration,planning,studentsupportservices,governance,assessment,
facilities,senseofcommunity,andhopesforthefuture,whilecopingwiththefrustrations,
tumult,anddislocationcausedbythesignificantbudgetcutsandstafflayoffsthatHPU
recentlyexperienced.
Itseemsclearthatdrasticbudgetcuttingwasunfortunatelyneededtopreservethe
University’sfuture.Asnoted,thereisstillalotofangerandsadnessamongstfacultyand
staffabouthowthecutswereimplemented.Thereismistrustanduncertaintyaboutthe
future.
Itisevidentthatthereisstrongdesireforbetteron-goingcommunicationabout
plansthatareunderconsiderationwithrespecttothefullimplementationoftheMaster
Plan.Thiswasalsodiscussedintheinstitution’sself-studyanditmustbeaddressed.
SomeintheUniversitycommunitydescribethemselvesasstilltraumatizedbythe
Universityresponsetothefinancialchallenges.Insomecases,theyarestrugglingto
integrateadditionalresponsibilitiesforwhichtheyhavenotbeentrainedintotheirwork.
Theyaregrievingthelossoffriends,colleagues,andmentorswhowerelaidofforsought
positionselsewhere.TheteamencouragestheUniversitytorecognizethisdynamic
directlyandtoaddressitinwaysthathelpmembersofthecommunitymoveonwiththe
workofhelpingtheUniversityachievetheboldvisionthathasbeensetforthaspartofthe
StrategicPlan.
34
Allofthisturmoilhascreatedanon-goingchallengetotheimportantHPUvaluesof
Pono,Kuleana,andAloha.ThequestionfortheHPUcommunitygoingforwardis:Howwill
itliveoutthesevaluesasitworkshardtotakeHPUtoanotherlevelintheserviceof
educatingstudentswhocometoittolearn,grow,anddevelopasproductive,caring,and
contributingglobalcitizens?
Hawai’iPacificUniversityisagainatapivotalpointinitshistory.Itisstillin
transitionfromapresidentoflong-standing(38years),toapresidentwhowillhaveserved
afive-yearterm,andtoanewpresidentwhowilltakeofficeinJuly2016.TheUniversityis
stilltryingtomergeseveraleducationalculturesatdifferentsites(Hawai’iLoaCampus,
militarybases,OceanicInstitute,anddowntown)intoamorecohesiveandunified
institutioncenteredaroundtheAlohaTowerMarketplaceintheheartofHonolulu’score
governmentandbusinessdistrictandmajortransportationroutes.
Theinstitutionhasbeenseverelychallengedbythefinancialtroublesdescribedin
thisreport,whichhasaffecteditsabilitytostabilizetherecruiting,hiring,andretentionof
keyseniorleaders,faculty,andstaff,particularlyatthemiddlemanagementlevel.Thishas
impacteditsabilitytoimprovefacultyandstaffsalaries,institutionalresearch,information
technology,enrollmentmanagement,andoverallUniversityinfrastructure.Thenew
presidentandhisleadershipteamwillneedtofocusonimprovinginstitutionalmorale,
timelyandtransparentcommunicationaboutplansanddecisions,andfundraisingthatcan
supportUniversityinitiatives.
ThekeytothestabilizationoftheUniversityisbetterrecruitment,enrollment,and
graduationofitsstudents,particularlyfirst-time,full-timefreshman,andkeepingexpenses
inlinewithincome.Thiswillrequirediscipline,execution,andevaluationofplansthat
havebeenmadeandrealisticandconservativebudgeting.Onceenrollmentmanagement
becomesmoresophisticatedandthestrategiesemployedprovidesolidresults,the
Universitycanmoveevenmoreaggressivelytosupportitsemployeesanddevelopthe
facilitiesitneedstosustainitsfuture.
35
Commendations
1. Theteamappreciatedthepreparationsforthevisitthroughthesubmissionofawell-
conceivedinstitutionalself-study.Allofthearrangementsforthevisitwereexpertly
handled,includingtransportation,lodging,meals,settingupofteamroomsatthehotel
andoncampus,anddevelopingadetailedscheduleforthevisit.Theteamalso
appreciatedHPU’scommitmenttofulfillingtheWSCUCStandards,participatinginthe
peerreviewprocess,andrespondingtoteamrequestsforfurtherinformationbefore
andduringthevisit.
2. TheUniversityiscommendedfortheStrategicPlanningeffortsthatresultedinitsfirst
institution-wideStrategicPlandated2012-2017andarelatedCampusMasterPlanin
2014.Theseinitialplanningdocumentshavehelpedguideandinformdecision-making
andthedevelopmentandimplementationofstrategiesthataretransformingthe
University.ThesedocumentsalsoprovideanemergingfoundationforfutureStrategic
PlanningeffortsastheUniversitycontinuestoadapttothecontinuallychanginghigher
educationenvironment.(CFRs4.6,4.7)
3. TheUniversityistobecommendedforstartingtobuildacultureandinfrastructure
thatsupportdata-informeddecision-makingandcontinuousplanningefforts.These
endeavorsarebeginningtobeintegratedintoUniversityresourceallocation,quality
assurance,andinstitutionallearningandimprovementactivities.TheUniversityis
encouragedtocontinuetobuildandimproveuponthisdata-informedcultureand
infrastructure.(CFRs4.1-4.6)
4. TheteamcommendsHPU’scommitmenttoandactiveengagementinthedevelopment
ofasharedgovernancemodelinvolvingfaculty,staff,andstudents.Theteam
recognizesthatthenewgovernancemodelisinthenascentstageofdevelopment.The
keyisthattheinstitutionhasstartedonapaththatshouldservetheUniversitywellin
thefuture.
5. TheteamcommendstheUniversityontheimprovementofitsprogramreviewprocess,
completingreviewsthathadnotbeencompleted,developinginstitutionallearning
outcomesbasedonWSCUC’scorecompetencies,revampingtheGeneralEducation
program,andimplementingTaskStream.
36
6. TheteamcommendstheUniversityforbeingastrongsupporteroftheYellowRibbon
program,whichhelpsformermilitarypersonnelobtaincollegedegreesanddevelop
marketableskillsforfutureemployment.
7. TheteamcommendstheBoardofTrusteesforbecomingmoreknowledgeableabout
howHPUoperates,financially,academically,andprogrammatically.Alsotobe
commendedisitsactiveleadership,support,andengagementinhelpingtostrengthen
theinstitution’sfutureandforthetimelycompletionofthesearchforthenew
president.
8. Lastly,despitethefinancialcrisisthatbefelltheUniversity,thepresident,theBoardof
Trustees,othercampusleaders,faculty,andstaffaretobecommendedfortakingbold
stepstotrytocreateamorecohesiveanddynamicsenseofplaceandcommunityfor
HPUintheheartoftheHonolulubusinesscommunity,governmentdistrict,andmajor
transportationroutes.HadtheUniversitynotbegunre-centeringtheinstitutionon
recruiting,enrolling,andgraduatingmorefirsttime,full-time,freshmanstudents,the
long-termviabilityoftheinstitutionwouldhavebeenfurtherdamagedandjeopardized.
Recommendations
1. TheUniversitycontinuestoexperiencesignificantturnoveramongseniorandmid-level
administrativepositions(e.g.,president,vicepresidentforenrollmentmanagement,
vicepresidentandchiefinformationofficer,chiefofstaff,collegedeans,directorsof
variousprograms)atacriticaltimewhennumerousstrategicinitiativesimportantto
itsfuturearebeingimplemented.Theabsenceofthisleadershipcadreissignificantly
hamperingtheabilityoftheUniversitytodevelopafullyfunctioningstaffwith
appropriateleaderswhocanhelptheUniversityachieveitsgoals.Additionally,efforts
toreduceoperatingexpensesoverthelastfiveyearshaveresultedinfacultyandstaff
reductions,turnover,andvacantpositionsthatareimpedingtheUniversity’sabilityto
adequatelysupportitsprogramsandoperations.ThisalsohasadirectimpactonHPU
studentsuccessand,ultimately,onitseducationalandinstitutionaleffectivenessthat
cannotbeunderestimated.ItisthereforerecommendedthattheUniversity
completeitshiringprocessesatthesenioradministrativelevelassoonas
possibleandstabilizeitsfacultyandstaffinglevelstoallowittoadequately
37
support,improve,andadvanceitsprograms,operations,andeducational
mission.(CFR3.1)
2. TheUniversityhasexperiencedsignificantoperatingandnon-operatingdeficitssince
FY2011thathavecontributedtoareductioninitsunrestrictednetassetsby17.2%or
$15.4millionthroughJune30,2015.Thisisasignificantreductionthatoccurred
duringatimeperiodwhenotherprivatehighereducationinstitutionswereincreasing
theirunrestrictednetassets.RecentUniversityprojectionsindicatethatthesedeficits
arelikelytodiminish,butpersist,untilFY2019orbeyond.Thesedeficits,andthe
resultingdeclineintheunrestrictednetassets,areseenbytheteamasthreatstothe
University’sabilitytocontinuetomeetitsbondcovenantsandtosupportandadvance
itsprogramsandoperations.Therefore,toachievefiscalstability,itis
recommendedthattheUniversityaccelerateexistingstrategiesandformulate
newonestoachievefinancialstability.(CFR3.4)
3. Throughoutthevisittheissueofinadequatecommunicationinavarietyofareaswas
raised,includingtheprocessforlayingoffstaffandfaculty,developmentofchargesfor
newcommitteesandtheirsubsequentleadershipandfunctioning,processtohirenew
facultyandstaff,decisionsaboutspaceallocations,andprocessformakingdecisions
aboutthefutureoftheHawai’iLoacampus,tonameafew.Therefore,theteam
recommendsthatHPUdevelopsystemsandprocessesthatwillresultinan
organizationalcultureoftimely,consistent,inclusive,andtransparent
communicationengagingallstakeholders.
4. Addressingtheenrollmentdeclinesofthelastseveralyearsmaybethemosturgent
issuefortheUniversitytoconfrontasitstrivesforfinancialviability.TheUniversityhas
identifiedtherecruitment,enrollment,retention,andgraduationoffirst-time,full-time
undergraduatestudentsasitshighestenrollmentprioritytostabilizeitsfinancesand
restoreahealthypopulationofstudentsandcommunity.Asthenewvicepresident
forenrollmentmanagementcomesonboard,theteamrecommendsthat
vigorouseffortsbemadetoestablishandtrackdisaggregateddatatounderstand
studentmarketsandpotentialpipelineschools.Itwillbeimportantforthisvice
presidenttoworkimmediatelywiththeStudentSuccessCommitteetobringthis
samedata-drivenapproachtounderstandingandimprovingstudentretention
38
andgraduation.Workingacrossorganizationallinestocollecttimely,reliable,
andconsistentinformation,addressstudentconcerns,andimproveprocesses
andprogramsthatdirectlyimpacttheeducationalexperiencewillallbeessential
inimprovingretentionandgraduationrates.
5. GiventhatthepresentStrategicPlanisnearingitsend-point;giventhefastpaced
changesoccurringattheinstitution;andgiventheanticipatedarrivalofanew
president,theteamrecommendsthatcampusleadersbeginpreparingforthe
developmentofanewcomprehensiveStrategicPlanningprocess.Thisprocess
wouldincludesubsidiaryUniversityplansinregardtoacademicprograms,
enrollmentmanagement,financialmanagement,facilities,facultyandstaff
hiring,marketing,developmentandfundraising,andtheOceanicInstitute,as
wellascollegespecificplans,thatareallinalignmentwitheachotherandwith
theoverallStrategicPlan.Thisplanningprocessshouldbeacollegial,inclusive,
andtransparentendeavorthatisdata-drivenandtakesintoaccountallrelevant
externalandinternalfactors.Alloftheseplansshouldhavemeasurablegoals
thatarepublicallyreportedtotheUniversitycommunity.Theroleofthenewly
establishedStrategicPlanningOversightCommitteeshouldbeclarifiedtofurther
institutionalizetheemergingsharedgovernancestructuresandprocessesthat
haverecentlybeenestablished.
6. TheStudentAdvisingProgramhasgonethroughseveralorganizationaliterationsover
thelastseveralyears.Thecurrentsystemhasresultedinsomeimprovements;and,as
somehavesaid,“It’swaybetterthanitusedtobe.”However,studentdissatisfaction
withasignificantportionoftheadvisingattheUniversityisstillhigh.Itisinneedof
greatimprovement.Theteamrecommendsthatahighprioritybeplacedon
makingspecialeffortstoimprovetrainingprogramsforadvisorsandrelated
studentsupportpersonnel,withthegoalofestablishingafirst-rateadvising
programthatmeetsstudents’needs.
39
APPENDICES
A.FEDERALCOMPLIANCEFORMS 1.CREDITHOURREVIEW COMPLETEDBYJANNABERSI 2/4/16 2.MARKETINGANDRECRUITMENTREVIEW COMPLETEDBYPETERMICHELL 2/2/16 3.STUDENTCOMPLAINTSREVIEW COMPLETEDBYELIZABETHGREIGO 2/3/16 4.TRANSFERCREDITPOLICYREVIEW COMPLETEDBYRICHARDGIARDINA 2/4/16B.OFF-CAMPUSLOCATIONSREVIEW COMPLETEDBYFULLTEAM 2/2/16C.DISTANCEEDUCATIONREVIEW COMPLETEDBYELIZABETHGRIEGO 2/3/16
40
CREDITHOURREVIEW COMPLETEDBYJANNABERSI 2/4/16
CREDITHOURANDPROGRAMLENGTHREVIEWFORM
MaterialReviewed
Questions/Comments(PleaseenterfindingsandrecommendationsintheCommentssectionsasappropriate.)
Policyoncredithour Isthispolicyeasilyaccessible?xYESrNO
Whereisthepolicylocated?http://hpu.edu/Academic%20Catalog/docs/2015-2016_Catalog.pdfComments:
AddressedinReportandAppendix8
Process(es)/periodic
reviewofcredithour
Doestheinstitutionhaveaprocedureforperiodicreviewofcredithourassignmentstoensure
thattheyareaccurateandreliable(forexample,throughprogramreview,newcourseapproval
process,periodicaudits)?xYESrNO
Doestheinstitutionadheretothisprocedure?xYESrNO
Comments:
AddressedinReportandAppendix8Scheduleofon-ground
coursesshowingwhen
theymeet
Doesthisscheduleshowthaton-groundcoursesmeetfortheprescribednumberofhours?
xYESrNO
Comments:
AddressedinReportandAppendix8Samplesyllabior
equivalentforonline
andhybridcourses
Pleasereviewatleast1-2fromeachdegreelevel.
Howmanysyllabiwerereviewed?8(AddressedinReportAppendix9)Whatkindofcourses(onlineorhybridorboth)?bothWhatdegreelevel(s)?undergraduateandgraduate
Whatdiscipline(s)?finance,marketing,economics
Doesthismaterialshowthatstudentsaredoingtheequivalentamountofworktotheprescribed
hourstowarrantthecreditawarded?xYESrNO
Comments:
AddressedinReportandAppendix9Samplesyllabior
equivalentforother
kindsofcoursesthatdo
notmeetforthe
prescribedhours(e.g.,
internships,labs,clinical,
independentstudy,
accelerated)
Pleasereviewatleast1-2fromeachdegreelevel.
Howmanysyllabiwerereviewed?3
Whatkindsofcourses?labsWhatdegreelevel(s)?undergraduate
Whatdiscipline(s)?biology,chemistry,environmentalsciences
Doesthismaterialshowthatstudentsaredoingtheequivalentamountofworktotheprescribed
hourstowarrantthecreditawarded?XYESrNO
Comments:
AddressedinReport
Sampleprogram
information(catalog,
website,orother
programmaterials)
Howmanyprogramswerereviewed?50
Whatkindsofprogramswerereviewed?bothWhatdegreelevel(s)?undergraduateandgraduate
Whatdiscipline(s)?business,liberalarts,nursingandhealthsciences,education,publicservice,naturalandcomputationalsciencesDoesthismaterialshowthattheprogramsofferedattheinstitutionareofagenerallyacceptable
length?XYESrNO
Comments:AddressedinReport.Currentcatalogat:http://www.hpu.edu/Academic%20Catalog/docs/2015-2016_Catalog.pdf
ReviewCompletedBy:
Date:
41
MARKETINGANDRECRUITMENTREVIEW COMPLETEDBYPETERMICHELL 2/2/16
MARKETINGANDRECRUITMENTREVIEWFORMUnderfederalregulation*,WSCUCisrequiredtodemonstratethatitmonitorstheinstitution’srecruitingandadmissionspractices.
MaterialReviewed
QuestionsandComments:Pleaseenterfindingsandrecommendationsinthecommentsectionofthistableasappropriate.
**Federalregulations
Doestheinstitutionfollowfederalregulationsonrecruitingstudents?xYESrNOComments:AddressedinReport(p.20)
Degreecompletionandcost
Doestheinstitutionprovideinformationaboutthetypicallengthoftimetodegree?xYESrNODoestheinstitutionprovideinformationabouttheoverallcostofthedegree?xYESrNOComments:AddressedinReport(p.20)
Careersandemployment
Doestheinstitutionprovideinformationaboutthekindsofjobsforwhichitsgraduatesarequalified,asapplicable?xYESrNODoestheinstitutionprovideinformationabouttheemploymentofitsgraduates,asapplicable?xYESrNO
Comments:AddressedinReport(p.20)
*§602.16(a)(1)(vii)**Section487(a)(20)oftheHigherEducationAct(HEA)prohibitsTitleIVeligibleinstitutionsfromprovidingincentivecompensationtoemployeesorthirdpartyentitiesfortheirsuccessinsecuringstudentenrollments.Incentivecompensationincludescommissions,bonuspayments,meritsalaryadjustments,andpromotiondecisionsbasedsolelyonsuccessinenrollingstudents.TheseregulationsdonotapplytotherecruitmentofinternationalstudentsresidinginforeigncountrieswhoarenoteligibletoreceiveFederalfinancialaid.ReviewCompletedBy:Date:
42
STUDENTCOMPLAINTSREVIEW COMPLETEDBYELIZABETHGREIGO 2/3/16
STUDENTCOMPLAINTSREVIEWFORMUnderfederalregulation*,WSCUCisrequiredtodemonstratethatitmonitorstheinstitution’sstudentcomplaintspolicies,procedures,andrecords.
MaterialReviewed
Questions/Comments(Pleaseenterfindingsandrecommendationsinthecommentsectionofthiscolumnasappropriate.)
Policyonstudentcomplaints
Doestheinstitutionhaveapolicyorformalprocedureforstudentcomplaints?xYESrNOIfso,Isthepolicyorprocedureeasilyaccessible?Where?StudentHandbookComments:AddressedinReportandAppendix10
Process(es)/procedure
Doestheinstitutionhaveaprocedureforaddressingstudentcomplaints?xYESrNOIfso,pleasedescribebriefly:DependingonthenatureofthecomplaintitisfiledwiththeDeanofStudents,AcademicDepartment,orCollegeOfficeIfso,doestheinstitutionadheretothisprocedure?xYESrNOComments:AddressedinReportandAppendix10
Records Doestheinstitutionmaintainrecordsofstudentcomplaints?xYESrNOIfso,where?DeanofStudentsOfficeordepartmentorcollegeofficedependingonthenatureofthecomplaintDoestheinstitutionhaveaneffectivewayoftrackingandmonitoringstudentcomplaintsovertime?xYESrNOIfso,pleasedescribebriefly:AnnualreviewofcomplaintsComments:AddressedinReportandAppendix10
*§602-16(1)(1)(ix)SeealsoWASCSeniorCollegeandUniversityCommission’sComplaintsandThirdPartyCommentPolicy.
ReviewCompletedBy:Date:
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TRANSFERCREDITPOLICYREVIEW COMPLETEDBYRICHARDGIARDINA 2/4/16
TRANSFERCREDITPOLICYREVIEWFORMUnderfederalregulations*,WSCUCisrequiredtodemonstratethatitmonitorstheinstitution’srecruitingandadmissionspracticesaccordingly.
MaterialReviewed
Questions/Comments(Pleaseenterfindingsandrecommendationsinthecommentsectionofthiscolumnasappropriate.)
TransferCreditPolicy(s)
Doestheinstitutionhaveapolicyorformalprocedureforreceivingtransfercredit?xYESrNOIsthepolicypublicallyavailable?xYESrNOIfso,where?http://hpu.edu/Academic%20Catalog/docs/2015-2016_Catalog.pdfDoesthepolicy(s)includeastatementofthecriteriaestablishedbytheinstitutionregardingthetransferofcreditearnedatanotherinstitutionofhighereducation?xYESrNOComments:AddressedinReportandAppendix11
*§602.24(e):Transferofcreditpolicies.Theaccreditingagencymustconfirm,aspartofitsreviewforrenewalofaccreditation,thattheinstitutionhastransferofcreditpoliciesthat--
(1)Arepubliclydisclosedinaccordancewith668.43(a)(11);and
(2)Includeastatementofthecriteriaestablishedbytheinstitutionregardingthetransferofcreditearnedatanotherinstitutionofhighereducation.
SeealsoWASCSeniorCollegeandUniversityCommission’sTransferofCreditPolicy.
ReviewCompletedBy:Date:
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OFF-CAMPUSLOCATIONSREVIEW COMPLETEDBYFULLTEAM 2/2/16
HPUofferscoursesatsixmilitarybaseinstitutionsacrosstheislandofOahu:HickamAFB,PearlHarbor,MarineCorpsBaseHawaii(MCBH)CampH.M.Smith,Schofield,MCBHKane’ohe,andTriplerAMC.ThroughitsCollegeofExtendedandInterdisciplinaryEducation,studentswhoareprimarilymilitaryandmilitary-affiliatedcantakecoursesleadingtooneofeightassociatedegreesoroneoftenbachelor’sdegrees.Inaddition,theCollegeofBusinessmakesitsprogramsavailableatthesamemilitarybases.
Aspartofitscomprehensivevisit,theWASCTeamvisitedMCBHKane’ohewhereitmetwiththeDirectoroftheBaseEducationCenter,theHPUadvisorwhoisonsite,andtheAsst.DeanoftheCollegeofExtendedandInterdisciplinaryEducation.TherearethreeanchorcollegeslocatedatMCBHKane’ohe,withHPUofferingthelargestnumberofcourses.
FitwithMission:
HPUisfullycommittedtobeingafull-serviceUniversitymeetingthehighereducationneedsoftheentireO’ahuislandcommunity.ThisincludesnativeHawaiians,otherslivingontheisland,andmilitaryforces[andtheirfamilies]servingtheircountryontheisland.HPU’sprogramsatthemilitarybasesareaimedatpreparingmilitarymenandwomentoultimatelybecomewell-functioning,fully-employedmembersofciviliansocietyeitheron-islandorelsewhere.
CurriculumandDelivery:
AllprogramsofferedbytheCollegeofExtendedandInterdisciplinaryEducation(CollegeX)areapprovedbytheUniversity’sCurriculumCommittee.WhileCollegeXoffersafewuniqueprograms,itservesashosttoseveralprogramsandcourseshousedinothercolleges.Inaddition,theCollegeofBusinessmakesallofitsprogramsavailabletothoseonmilitarybases.Regardlessofwheretheprogramishousedandhowitisdelivered,programsaredesignedbyqualifiedfaculty.
WhereCollegeXdeliversprogramsandcoursesanchoredinothercolleges,anAreaContentLiaisonisnamedtoensurethatcoursesarecomparableregardlessoflocationormodalityofdelivery.AllBusinesscoursesarethesamewithrespecttocontentandlearningoutcomesregardlessoflocationordeliverymethod.Allprogramsofferedatoff-sitelocationsareregularlyreviewedusingtheUniversitytemplateinordertoassurecomparablecontent,outcomes,andqualitytothoseofferedonthemaincampus.(CFR2.1,2.2,2.3,4.6)
StudentLearning:
AllprogramsuniquetoCollegeXarenewandareatthebeginningoftheirfive-yearassessmentcycle.Learningoutcomesareinplaceforeachprogramandatthe
45
courselevel.Assessmentdataaredisaggregatedtocompareperformanceofoff-sitestudentstotheperformanceofmoretraditionalstudents,withresultsshowingthenon-traditionalstudentstohavecomparablelearningachievement.(CFR2.6,4.6,4.7)
Faculty: TherecentestablishmentofthenewCollegeofExtendedandInterdisciplinaryEducationallowedHPUtocombineallofitsMilitaryCampusProgramsanditsSchoolofEducationunderoneumbrella.EightAA/AS,tenBA/BS,andtwomaster’sineducationdegreesareofferedtomilitaryservicemembers,theirfamilies,veterans,U.S.Governmentcivilians,andothernon-traditionalstudents.Inaddition,twobusinessdegrees(ASandBSBA)aredeliveredbytheCollegeofBusiness.AlldegreesareofferedintheclassroomsatMCBHKane’oheandfiveothermilitarybases,aswellasonlinetomeettheneedsofmilitarypersonnelandtheirfamilies.ThebaselibraryanditsresourcesareavailabletoenrolledstudentsandHPUfaculty.HPU’sInformationTechnologyServicesdepartmentlocatedatATMprovidesthenecessarytechnologysupporttostudentsandfacultyofCollegeX. Elevenfull-time,aswellasanumberofpart-time,facultyprovideinstructiontoenrolledstudents.FacultyteachingatMCBHandsupportstaffarephysicallylocatedatthebase.Dr.JustinVancecurrentlyservesastheCollege’sInterimDean.CreationofCollegeXallowedHPUtoformalizeandstrengthenitsacademicoversight,includingcurriculumdevelopment,assessmentofstudentlearning,andprogramreviewprocessesundertheauspicesofoneacademiccollege.AllprogramsofferedbyCollegeXaresubjecttoUniversityassessmentandprogramreviewrequirements.Learningoutcomesforallcoursesandprogramshavebeenestablishedandlinkedtoinstitutionallearningoutcomes.Programreviewsforongoingprogramshavebeencompletedbyfacultyorarecurrentlyintheprocessofbeingcompleted.QualityoftheLearningSite: ThefacilitiesonthebaseareprovidedandwellmaintainedbytheUSMarineCorps.TheyarealsoappropriatelyappointedandconvenientlylocatedforthestudentMarinesservedbyHPU.SupportstafftomanagethesiteareprovidedbybothHPUandtheMarineCorpsandappeartobeadequate.
DistanceEducationReview-TeamReportAppendix
Institution: HawaiiPacificUniversityTypeofVisit: On-sitevisit Nameofreviewer/s:Date/sofreview:Acompletedcopyofthisformshouldbeappendedtotheteamreportforallcomprehensivevisitstoinstitutionsthatofferdistanceeducationprograms1andforothervisitsasapplicable.Teamscanusetheinstitutionalreporttobegintheirinvestigation,then,usethevisittoconfirmclaimsandfurthersurfacepossibleconcerns.Teamsarenotrequiredtoincludeanarrativeaboutthisintheteamreportbutmayincluderecommendations,asappropriate,intheFindingsandRecommendationssectionoftheteamreport.(Iftheinstitutionoffersonlyonlinecourses,theteammayusethisformforreferencebutneednotsubmititastheteamreportisexpectedtocoverdistanceeducationindepthinthebodyofthereport.)
1. Programsandcoursesreviewed(pleaselist)AssociateofScienceinSupervisoryLeadershipAssociateofScienceinComputerScienceAssociateofScienceinCriminalJusticeAssociateofScienceinHealthProfessionsAssociateofScienceinHomelandSecurityAssociateofScienceinMathematicsAssociateofScienceinMilitaryStudiesAssociateofScienceinGeneralBusinessAssociateofArtsinGeneralStudies
BachelorofScienceinBusinessAdministrationwithaConcentrationBachelorofScienceinComputerScience BachelorofScienceinCriminalJusticeBachelorofScienceinDiplomacyandMilitaryStudiesBachelorofArtsinHumanResourceDevelopmentBachelorofArtsinPsychologyMasterofBusinessAdministration(MBA)MasterofArtsinOrganizationalChange(MAOC)
*Alistofcoursesofferedonlineisattached.
1 See Protocol for Review of Distance Education to determine whether programs are subject to this process. In
general only programs that are more than 50% online require review and reporting.
2. BackgroundInformation(numberofprogramsofferedbydistanceeducation;degreelevels;FTEenrollmentindistanceeducationcourses/programs;historyofofferingdistanceeducation;percentagegrowthindistanceeducationofferingsandenrollment;platform,formats,and/ordeliverymethod)
Current:
Asof2015-16,HPUoffers9AssociateDegrees,6BachelorDegrees,and2MastersDegreesthatmaybecompletedonline.Thebulkoftheseprogramsweredevelopedtoassistinthestudentsuccessandopportunityforgraduationforactivedutymilitarystudents,aportionofHawaii’spopulationthatissignificantlylargerthaninmostregions.HistoricallythesestudentswereservedalmostexclusivelyviaHPU’ssevenmilitarybasecampusesonOahu.Thetransitionalnatureofactiveduty(e.g.,frequentdeployments,beingtransferredtootherdutystationsoff-island)calledforstrategiesthatwouldassistinallowingthisdemographicenhancedsuccessfordegreecompletion.Andalthoughthemodalitypresentssomeengagementandoperationalchallenges,HPUstrivestodeliverthisoptionwithconsiderationforacademicintegrityandcomparabilitytoface-to-faceoptions.InFallof2015thefullresponsibilityfortheonlineundergraduatebusinessprogramtransitionedtotheCollegeofBusiness,soatpresentthemajorityoftheonlineprogramsandofferingsresideundertheCollegeofExtendedandInterdisciplinaryEducation(formallyknownasOff-CampusPrograms)andtheCollegeofBusiness.Thegraduatelevelonlineprograms,theMasterofBusinessAdministrationin2009inpartnershipwithGreenwoodandHall.AsapartofHPUandtheCollegeofBusiness’strategicplanningprocess,itwasdeterminedthattransitioningtohigh-quality,blendedformatsforCollegeofBusinessgraduateprogramswasimportanttoachievethegoalofprovidinghigh-quality,market-relevantprogramofferings(COBStrategicGoal#1).Assuch,theprocessofmovingtowardtransitioningtoamoreblendedmodelwithteach-outpathwaysforexistingstudentsbeganandcontinuesatpresent.FortheCollegeofBusiness,trendsinstudentsparticipatingindistanceeducationprogramshasstrategicallybeenreducedinordertofocuseffortsonacademicrigorandrelevance.Onlineandon-basemilitarystudentshavebeenintegratedintothecollegeportfolioofprograms;coursedelivery,curriculumandfacultyresponsibilitieshaveallbeentransferredtotheCollegeofBusinessaswell.TheCollegestilloffersonlineandon-baseprograms,buthasmindfullyreducedtheconcentrationofferingstoaccommodateatransitioningpopulation,andhighlightsamorehybridizedmodel,offeringcoursesinacombinedfashionwithseatedandonlineoptions.Aspartofthisprocess,modalitymapping,assessment,researchandpilotingofonlineengagementapproachesarebeingintegratedintoonlineprogramsandcourses.
TheCOBalsoidentifiescurrentonlinecourseofferingswithinthecontextofthemostengagingmodalityandcourse-sequenceoptionsthatprovidestrategicflexibilitywithoutdilutingrigor,andensuringthatonlinecoursestonotcannibalizetheexistingofferings.Additionally,theCOBcontinuestoidentifythenecessarylearningdesignknowledgeandbestpracticesfromaspirantandpeerinstitutionstoidentifyandexplorethekeyvariablesnecessarytoensurehighqualitydeliveryofDEandtechnologicaltools.
AlthoughtheCollegeofExtendedandInterdisciplinaryEducationandtheCollegeofBusinessarethemajorplayersindistanceeducationfortheUniversityatpresent,intheothercolleges,onlineandhybridcoursesarealsobeingusedtosupplementandcomplimenttraditionaldeliverymethodstohelpsupportHPU’sgoalofdeliveringinnovativeundergraduateandgraduateprogramsthatanticipatethechangingneedsofthecommunityandglobalsociety.
HistoryofDistanceEducationatHPU:
HPUhasgrownacomprehensiveonlineschedulewithlimitedresources.HPUstartedofferingitsfirstonlinecoursesinthelate1990s.Duringthe2000s,HPUstarteddeliveringselectprogramstotallyonline.Courseandprogramdevelopmentandplanningwaslargelyduetoindividualfacultyanddepartmentinitiative,althoughsomesupportwasavailablefromHPU’sCenterforDistanceEducationduringthoseyears.Forthemostpart,theprogramsdevelopedforonlinedeliverywerenotpartofauniversitylevelplanningeffortbutwerebasedonstudentdemand.Forexample,afterSeptember11thoccurred,militarydeploymentsincreasedindurationandfrequencywhichledtoHPU’slargemilitarystudentbody.Alongthoselines,onlinedegreeprogramswereprimarilyofferedthroughHPU’sMilitaryCampusPrograms(MCP).Eventhoughonlinedegreeprogramsareavailable,HPUhasnotnormallyactivelyrecruitedstudentsoutsideofHawaiitocompletetheirdegreestotallyonline.Theprogramsareprimarilyonlineforstudentswhomustleavetheislandbeforecompletingtheirdegreesorwhoseworkschedulespreventthemfromattendingface-to-facecourses.Onlinegrowthslowedin2009andhasremainedrelativelyflatsinceebbingandflowingwithoveralluniversityenrollmenttrends.From2009-2011,acommitteeledbytheAssociateVPofOff-CampusPrograms(OCP)/MilitaryCampusPrograms(MCP)madeupofadministratorsandfacultyassemblyrepresentativesmetaspartofaDistanceEducationStrategicPlanningCommitteeatHPUwhichculminatedinthecreationofHPU’sDistanceEducationPolicy(DEQA-AppendixF)whichwasapprovedbytheCollegeDeansandtheFacultyAssemblyintheFallof2011.TheCenterforDistanceEducationbecametheCenterAdvancementofInnovativeTeaching(CAIT)in2012.Thenin2014,theFacultyTeachingFellowofficetookoverthedutiesforprofessionaldevelopmentandtrainingfordistanceeducation.
Beginningin2012,theCollegeofBusinessfacultyteachingbusinesscoursesthroughDEweresubjecttothesameprogramreviewprocessasthoseinseatedclassrooms,requiredtousethesameStudentLearningOutcomesdevelopedbyfaculty,andwererequiredtocontainthesamesyllabusrequirements.Infallof2015withthetransitionofallundergraduatebusinessstudentstotheCollegeofBusiness,theintegrationoftheprecedingassessmentandqualitystandardswasenhanced,withdirectinvolvementandparticipationacrossallmodalitiesfromCOBfaculty.
DataSummary:Duringthethreeacademicyears,2010-11,2011-12,2012-13theratioofin-classtoonlinecoursesremainedsteady.24%ofcoursesatHPUwereonline.14%wereonlineatthemaincampusand54%wereonlineinOCP/MCP.Sinceclassaverageswashigherinonlinesections,29%ofcredithourstakenattheuniversitywereonline(maincampus,19%andMCP,59%).In2012-13therewere47,700onlinecredithoursdeliveredatHPU:MainCampus,22,800credithoursandOCP/MCP,24,900credithours.(SeeAppendixBofDistanceEducationSelfStudyandRecommendationsforfulldataanalysisandrawdataavailableuponrequest).TrendsforCollegeofBusinessstudentbehaviorhasalreadyshownashiftwithanincreasingtrendofonlinecourseworkmostlikelyfromthemilitarybusinesstransitioningstudentstakingfewerclassesonbase,andmoreclassesonlineandonthedowntowncampus.
Additionally,MBAandMAOConlineprogramswereintegratedintoacohesivecourseschedulewithseatedcourses,toofferastrategicallymoreflexibleoptionforthediversestudentbodyservedbytheCollegetoincludeworkingprofessionals,militaryaffiliatedindividuals,andopportunitiesforInternationalstudentstocometoHawaiiforaresidencyexperiencethatinthepastwouldnothavebeenavailablethroughasolelyonlineprogram.
3. Natureofthereview(materialexaminedandpersons/committeesinterviewed)ObservationsandFindings
LinesofInquiry(refertorelevantCFRstoassure
comprehensiveconsideration)ObservationsandFindings Follow-upRequired
(identifytheissues)
FitwithMission.Howdoestheinstitutionconceiveofdistancelearningrelativetoitsmission,operations,andadministrativestructure?Howaredistanceeducationofferingsplanned,funded,andoperationalized?
HPU’sMissionStatement:Hawai‘iPacificUniversityisaninternationallearningcommunitysetintherichculturalcontextofHawai‘i.StudentsfromaroundtheworldjoinusforanAmericaneducationbuiltonaliberalartsfoundation.Ourinnovativeundergraduateandgraduateprogramsanticipatethechangingneedsofthecommunityandprepareourgraduatestolive,work,andlearnasactivemembersofaglobalsociety.
HPU’sDistanceLearningProgramshelpsupportHPU’sgoalofdelivering“innovativeundergraduateandgraduateprograms”thatanticipatethechangingneedsofthecommunityandglobalsociety.AllprogramsthatHPUoffersviadistanceeducationarealsoofferedin
face-to-faceformat.Assuch,theyaredevelopedandproposedbythefacultylikeanyothercurriculumprogram.Inaddition,permissionmustbeattainedbytheDepartment,College,Provost,President,andWASCtoofferaprogramonline.Theyarealsofundedthesamewayasothernewprograms.Theapprovalprocessincludesasectionoftheprogramproposalformwhichoutlinestheadditionalresourcesneeded.TheDepartment/Collegedevelopsandimplementsthespecificplanforoperationalization.
ConnectiontotheInstitution.Howaredistanceeducationstudentsintegratedintothelifeandcultureoftheinstitution?
Asnotedabove,thevastmajorityofonlinecoursetakersalsotakeface-to-facecoursesandeventheonesthatdonotaregenerallyon-islandforallorsomepartoftheirHPUcareerandstillcometoourcampusesandmayparticipateinevents.Theyalsoreceive“OhanaThisWeek”,abi-weeklye-newsletterthatgoesouttotheHPUcommunityaswellasotherupdatesfromtheUniversity.
QualityoftheDEInfrastructure.Arethelearningplatformandacademicinfrastructureofthesiteconducivetolearningandinteractionbetweenfacultyandstudentsandamongstudents?Isthetechnologyadequatelysupported?Arethereback-ups?
HPU’slearningplatformisBlackboard9.1.ItishostedbyBlackboardforHPU,whichhasresultedinastablelearningenvironmentthepastfewyears.Theplatformisconducivetointeractionbetweenfacultyandstudentsandamongstudents.In
additiontothetext-baseddiscussiontools,since2013,HPUhasprovidedeveryHPUcoursewithBlackboardCollaboratewhichisaliveaudioandvideotoolthatfacultymayuseforlearningoutcomesthatrequireorareenhancedbyliveinteraction.
BelowisafulllistofapplicationsHPUprovidesforfacultyuse.AllfacultyuseBlackboardunlessathirdpartyprogramisclearlybetterforaparticulardisciplineandapprovedbytheAcademicDean.
-BlackboardLearn(LearningManagementSystem)-BlackboardCollaborate(VirtualClassroom)GoogleAppsforEducation-iSpringPro(availablebyrequesttofaculty)-Respondus(availablebydownloadforfaculty-iClickers-MicrosoftOffice-VirtualDesktops
StudentSupportServices:Whatistheinstitution’scapacityforprovidingadvising,counseling,library,computingservices,academicsupportandotherservicesappropriatetodistancemodality?Whatdodatashowabouttheeffectivenessoftheservices?
TheCollegeofExtendedandInterdisciplinaryEducationandtheCollegeofBusinesshaveAcademicAdvisorsthatareespeciallytrainedandmaderegularlyavailableforadvisingbyemail,telephoneorforvirtualadvisingviaSkype.
HPUoffersonlinetutoringthroughSmartthinking.
HPULibraryprovidesalargecollectionofonlinescholarlyjournaldatabasesandebookswithspecialattentionand
resourceguidesforthedisciplinesofferedatHPU.
HPUprovidesvirtualDesktopstoallstudentswithcommonsoftwaretheyneedforclassincludingMicrosoftOffice.TheHPUITHelpDeskcallcenterisliveMon-Thur.7am-10pm,Friday7am-6pm,andSat.9am-6pm,andSun.11am-10pm.Studentscanleaveamessageanytime.
HelpDeskhoursarebasedonthedatacollectedfromstudentscontactingtheHelpDeskandareadjustedaccordinglyasappropriate.
NSSEDatashowsarelativelyhighlevelofsatisfactionforMilitaryCampusProgramsstudentswhomorecommonlyseektheirdegreesonline.TheCollegeofBusinessconsistentlyreceiveshighrankingfeedbackfromdistanceeducationstudentsonCourseEvaluationSurveysinareasofOrganizationandStudentEngagement,OnlineCourseDeliver,CourseContentandWorkload,andSkillDevelopment.
Faculty.Whoteachesthecourses,e.g.,full-time,part-time,adjunct?Dotheyteachonlyonlinecourses?Inwhatwaysdoestheinstitutionensurethatdistancelearningfacultyareoriented,supported,andintegratedappropriatelyintotheacademiclifeoftheinstitution?Howarefacultyinvolvedincurriculumdevelopmentandassessmentofstudentlearning?Howarefacultytrainedandsupportedtoteachinthismodality?
Facultywhoteachonlinecoursesaretypicallythesamefacultyteachingintheclassroom.Full-timeandadjunctfacultyteachonlineatHPU.Somefacultywhoteachonlinearecurrentlylivingoff-islandbutlivedandtaughtoncampusandthenmovedawayandwereretainediftheywereeffectiveonlineteachers.
SincethefacultywhoteachonlineforHPUareprimarilythesameastheonesthatteachintheclassroom,theyareheavilyinvolvedincurriculumdevelopmentandassessmentofstudentlearning.Eachcollegeand/ordepartmentisultimatelyresponsibleforthequalityandassessmentoftheirfaculty.TheuniversityprovidestheFacultyTeachingFellow(FTF)officewhichprovidestrainingopportunitiesandisavailableforoneononeinstructionaldesignerconsultation.Itcurrentlyhas2staffmembers.Theofficehasalsoprovidedonlinemodulestocovermanytopicsandaself-pacedonlinecourseinBlackboardfacultymaygothroughwhichtrainsthemtoteachonline.SincetheCollegeofExtendedandInterdisciplinaryEducationhomeofMilitaryCampusProgramsoffersmanyofHPU’sonlinecredits,ithastwofacultymemberswhoserveasOnlineCurriculumLiaisonswhoinadditiontotheFTFoffice,providetrainingandinstructionaldesignassistancetoeverynewfacultymemberteachingonlineandthosecontinuingteacherswhoneedhelporareteachinganewclassonline.
InadditiontoutilizingtheFTFOffice,theCollegeofBusinessconsistentlyholdstrainingsessionsattheCollegeandDepartment
levels.Allmulti-sectioncourseshavefull-timefacultymemberswhoactasCourseCoordinators,ensuringthatstudentlearningoutcomesarealignedacrosssectionsaswellastheuseofcommonartifactsutilizedforassessmentpurposes.Additionally,theCollegeofbusinessfacultyhaverequestedtheopportunitytouseacommonsyllabusandcommonBlackboardcoursetemplatetoaidincoursedevelopmentandtomaintainhighlevelsofconsistentstandardsacrossallonlineandseatedsections.
CurriculumandDelivery.Whodesignsthedistanceeducationprogramsandcourses?Howaretheyapprovedandevaluated?Aretheprogramsandcoursescomparableincontent,outcomesandqualitytoon-groundofferings?(Submitcredithourreport.)
AllcourseandprogramsthatHPUoffersviadistanceeducationarealsoofferedinface-to-faceformats.Assuch,theyaredevelopedandproposedbythefacultylikeanyothercurriculumprogram.FortheCollegeofBusiness,CourseCoordinatorsareresponsibleforensuringthatalllearningoutcomesareconsistentacrosssectionsofeachcourse.
HPUensurescomparablyofon-groundanonlineofferings.AllsyllabiforonlinecoursestaughtforthefirsttimeareapprovedbyDepartmentChairofdiscipline.HPU’sprogramreviewprocessincludesusingassessmentsfromallmodalities.Forinstance,degreesofferedonthemaincampus,militarybase,andonline,includeartifactsfrom
all3modalitiesintheirlearningassessmentactivities.ContacthoursandhomeworkguidelinesinHPUonlinecoursesreflectHPU’scredithourpolicy.
RetentionandGraduation.Whatdataonretentionandgraduationarecollectedonstudentstakingonlinecoursesandprograms?Whatdothesedatashow?Whatdisparitiesareevident?Areratescomparabletoon-groundprogramsandtootherinstitutions’onlineofferings?Ifanyconcernsexist,howarethesebeingaddressed?
HPUlooksatretentionandgraduationratesregularlybutdoesnotsystematicallyevaluateeitheroutcomebymodality.(However,itshouldbenotedthatHPUhasrelativelyfewexclusivelyonlinestudents.)
Datafromstudentsuccessoverthreeacademicyears10-11,11-12,and12-13showedonlinecourseshavean11%failurerateversusa5%failurerateforin-classcourses.GPAoverthesametimeperiodinonlinecourseswas2.88versus3.05forin-classcourses(SeeAppendixBofDistanceEducationSelfStudyandRecommendationsforfulldataanalysisandrawdataavailableuponrequest).OneoftheinitiativesundertakenbyHPUisthe.developmentofoptionalorientationmodulesforonlinestudents.ThisisinlinewithresearchdemonstratingthatwhenstudentsknowhowtonavigatetherequisiteLMSandreceiveonlinelearningtipstheirsuccessincreases.
StudentLearning.Howdoestheinstitutionassessstudentlearningforonlineprogramsandcourses?Isthisprocesscomparabletothatusedinon-groundcourses?Whataretheresultsofstudentlearningassessment?Howdothesecomparewithlearningresultsofon-groundstudents,if
HPU’sprogramreviewprocessincludesusingassessmentsfromallmodalities.Forinstance,degreesofferedonthemaincampus,militarybase,and
applicable,orwithotheronlineofferings? online,includeartifactsfromall3modalitiesintheirlearningassessmentactivities.Learningassessmentsovertheyearshaveshownlearningiscomparableinonlinecoursestoseatedcourses.
HPUwillcontinuetoassessthisimportantaspectofdistancelearningasHPUmovesforwardwithamoreuniformsystemoflearningassessmentandprogramreviewsinceithasrecentlyimplementedthesoftwaresystemTaskStream.
ContractswithVendors.Arethereanyarrangementswithoutsidevendorsconcerningtheinfrastructure,delivery,development,orinstructionofcourses?Ifso,dothesecomportwiththepolicyonContractswithUnaccreditedOrganizations?
HPUdoesnothaveanysignificantcontractswithoutsidevendorsconcerningdistanceeducation.HPUhasexploredthisoptionandwillcontinuetomonitortheindustry.
QualityAssuranceProcesses:Howaretheinstitution’squalityassuranceprocessesdesignedormodifiedtocoverdistanceeducation?Whatevidenceisprovidedthatdistanceeducationprogramsandcoursesareeducationallyeffective?
TheFacultyTeachingFellowofficecoordinatesgeneralfacultyprofessionaldevelopmentrelatedtoonlineteachinganduseofBlackboardandotherteachingtechnologies.TheHPUDistanceEducationQualityAssurancePolicy(AppendixFofDistanceEducationSelfStudyandRecommendations)hadbeenfullyimplementedforonlinecoursesdeliveredbyOCP/MCPfrom2012-2014.Inaddition,in2007OCP/MCPimplementedminimumrequirementsforonlineinstructors(respondtostudentswithin24/48hours&etc.)whichhasproved
helpfulforsettingabaselineforonlinecoursequalityinthatarea(linktocurrenteditionbelow*).ChangesinHPU’sorganizationalstructureincludingthereplacementofCAITbytheFTFofficehasmadetheHPUDEQAPolicysomewhatlimitingwithQualityMatters(QM)astheassessmenttoolthatiscurrentlyinusebyHPUintermsofcoursedesign.ForCollegeofBusinessprograms,aspartofthecurriculumandpedagogicalmappingprocess,modalitymappingisincluded,resultsfrompreviousassessmentsareloopedintocurricularchanges,andresearchandpilotingofonlineengagementapproachesarebeingintegratedintoonlineprogramsandcourses.
TheCOBalsoidentifiescurrentonlinecourseofferingswithinthecontextofthemostengagingmodalityandcourse-sequenceoptionsthatprovidestrategicflexibilitywithoutdilutingrigor,andensuringthatonlinecoursestonotcannibalizetheexistingofferings.Additionally,theCOBcontinuestoidentifythenecessarylearningdesignknowledgeandbestpracticesfromaspirantandpeerinstitutionstoidentifyandexplorethekeyvariablesnecessarytoensurehigh
qualitydeliveryofDEandtechnologicaltools.
HPUalsousesthefollowingformsofensuringeducationaleffectivenessinonlinecourses:Direct:EachAcademicDepartmentincludesonlinecourses(ifoffered)intheirregularLearningAssessmentsandProgramReviewcycles.Indirect:QMcoursedesignreviewsforcoursestaughtthefirsttimebynewfaculty.PeerReviewsonceperyearforadjunctfaculty,EndofCourseEvaluationineverycourse,CourseReadinessCheckineverycourse(inCEIE). PassiveAssessment:NationalSurveyofStudentEngagement(NSSE)survey
*http://www.hpu.edu/Military_Campus_Programs/MCP_Docs/MinimumExpectations.pdf
Rev3/2015