UH Regents approve 6-year strategic plan and mission and vision statements

A new six-year strategic plan for the University of Hawaii 10-campus system was unanimously approved by the AH Board of Regents at the November 17 board meeting at the AH Hilo Daniel K. Inouye College of Pharmacy.

AH Systems Strategic Plan 2023-2029 – HawaiiThe university for today and tomorrow

That AH Systems Strategic Plan 2023-2029 – HawaiiThe university for today and tomorrow will guide the state’s only public higher education system and includes vision and mission statements, core principles and four imperatives with metrics to measure success.

“This is a roadmap to get our institution to where it should be,” he said AH regent Alapaki Nahale-a before voting. “Is it ambitious while also outlining the right themes that lead us to our aspirations? I think we succeeded. I am confident that if we follow this roadmap, we will become a better institution year after year.”

After the regents approved the plan with minor changes, AH president David Lassner thanked the steering committee for the excellent work and was given special mention AH Director of the Office of Institutional Research, Analysis and Planning Pearl Iboshi and VP for academic strategy Deborah Halbert and for her work in leading the initiative.

The plan is based on feedback from multiple sources: a survey of students, faculty and staff, and community meetings; nationwide survey of community members; consultation with numerous AH governance groups; Feedback submitted during a public comment period and the AH Third decade report (pdf), AH Strategic direction 2015-2021 and AH Post-pandemic plans. It was developed by a steering committee appointed in March 2020, and more than a thousand students, faculty, staff and community members provided input.

vision statement

“The University of Hawaii is the world’s first integrated higher education system that improves the quality of life for all people Hawaii through robust educational offerings and world-class discoveries, while modeling how institutions must take responsibility for indigenous peoples and their place in the 21st century.”

mission statement

“With a focus on creating a healthy and prosperous future for all, the University of Hawaii offers broad educational opportunities for all as the Pacific’s preferred higher education destination that fosters personal success, leadership, and positive engagement in every resident Hawaii. It is engaged in world-class research, science and services that advance the well-being and sustainability of Hawaiiof people and the environment while making a global impact by enriching the fundamental knowledge of humanity. Weaved into everything it does is an appreciation and commitment to the indigenous people of Hawaii, their culture, values ​​and wisdom.”

basic principles

Hawaiian learning place
AH champions the principles of Aloha and cares for people and places while we integrate Hawaiian language, culture, history and values ​​into the institution and its work.

Nationwide need
That AH As the sole public provider of post-secondary education, System’s primary responsibility is to support the needs of the state Hawaii.

diversity and equity
AH The system remains committed to providing higher education opportunities for all, particularly those who are historically underrepresented, including Native Hawaiians, Pacific Islanders, Filipinos, the economically disadvantaged, first generation, LGBTQ+rural and students with disabilities – as well as the further diversification of its faculty, staff and leadership.

AH recognizes its responsibility to the ʻāina through its own practices, through education and through developing solutions to the complex global challenges of climate change, sustainability and resilience.

management of resources
Including facilities, processes and personnel –AH will align institutional resources with the objectives of the strategic plan.


  • Fulfilling kuleana (responsibility) to Hawaiians and Hawaii
  • Encourage successful students for a brighter future
  • To meet Hawaii Personnel requirements of today and tomorrow
  • diversify Hawaii‘s economy through AH innovation and research

Imperative: Fulfill kuleana for native Hawaiians and Hawaii

Model what it means to be an Indigenous servant and Indigenous institution: Native Hawaiians thrive, traditional Hawaiian values ​​and knowledge are embraced and AH Scholarship and Service benefit all Native Hawaiians and Hawaii.


  • Making sure AH supports the success of Native Hawaiians in learning, teaching, service and research in our locations and promotes Native Hawaiians as leaders.
  • create opportunities for everyone AH Students, faculty, staff, leaders, and regents to inform their work by learning about Hawaiian language, culture, knowledge, and the past and present effects of colonization.
  • Play an active role in reconciling injustices, promoting language parity, and improving the lives of native Hawaiians on the islands.


  • support them Hawaii Papa o Ke Ao Leadership Council in preparing a detailed plan as an update to the 2012 Hawaii Papa o Ke Ao report in consultation and cooperation with Pukoʻa Council and others throughout the university. The detailed plan to achieve this objective and these objectives will be submitted to the Council of Regency within one year of the adoption of this plan.

Imperative: Encourage successful students for a better future

Educate more students and empower them to achieve their goals and contribute to society.


  • Increase participation in post-secondary education across the country.
  • Provide the necessary support for student success, including addressing barriers to entry, basic needs (such as food and housing insecurity), and holistic health and wellness.
  • Fully utilize multiple teaching modalities that accommodate changing times and widely differing student tastes, needs, and goals.
  • Deliver innovative learning experiences that prepare students to achieve their personal and professional goals while fulfilling their kuleana for people and places.
  • Improve campus infrastructure to foster a vibrant, inclusive, and safe environment across campus AH System.


  • Number of degrees and certificates awarded, including industry-recognized credentials, broken down by underrepresented groups.
  • Increase returning adults and those enrolling in distance/online programs.
  • Social/Economic Mobility Index or survey results on alumni’s perception of success after graduation.

Imperative: meet Hawaii Personnel requirements of today and tomorrow

Eliminate the staff shortage in Hawaii while students are being prepared for a different future than the present.


  • Prepare professionals to meet nationwide needs in occupations essential to the common good, including education, health, technology, craft, and sustainability/resilience.
  • Enhance non-traditional offerings, including micro-credentials that meet the needs of specific student groups and industry-certified credit and non-credit credentials for those seeking continuing education or career change opportunities.
  • Work with employers to ensure students have the preparation and support they need to succeed in their careers.
  • Prepare graduates for lifelong learning, innovation and entrepreneurship.


  • Size of labor shortages in key sectors/occupations (e.g. teacher shortages).
  • Number of students with work-based learning, entrepreneurship and research.
  • Experiences and internships with a preference for paid internships.

Imperative: Diversify Hawaii‘s economy through AH innovation and research

Building and maintaining a thriving AH Research and innovation company that addresses local and global challenges by combining fundamental scientific discoveries with applied research needed for technological innovation to create jobs and advance a knowledge-based economy.


  • Build and maintain research and innovation centers in key areas: climate resilience, energy and sustainable ecosystems; Ocean, Earth and Atmospheric Sciences; astronomy and space sciences; data science and global cybersecurity; health and wellness; food security and agriculture; Asia Pacific and Hawaii.
  • Take advantage of intellectual diversity and indigenous innovation.
  • Generate intellectual property and spin off startup companies that create quality jobs.
  • Foster meaningful engagement in the Indo-Pacific region.


  • Amount of external and philanthropic funding, including in identified hubs.
  • Number of active licenses and options.
  • number of AH Spin-offs and jobs created.