Docstoc

Visa Waiver Applications for the Usa

Document Sample
Visa Waiver Applications for the Usa Powered By Docstoc
					ADMINISTRATIVE RUBRIC: OFFICE OF THE VC FOR ACADEMIC AFFAIRS
Question 1) [COLLEGE] Please identify your College, School or primary Administrative Unit
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Office of the Vice Chancellor - ACADEMIC AFFAIRS
Question 2) [OTHERDIV] Department, Division or Unit that is not specified above
Assessment Office
AVC Office of International and Exchange Programs
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
Faculty and Scholar Immigration Services
International & Exchange Programs / International Student Services
International & Exchange Programs / International Student Services
International & Exchange Programs / International Student Services
International & Exchange Programs / International Student Services
International & Exchange Programs / International Student Services
International & Exchange Programs / International Student Services
International & Exchange Programs / International Student Services
International & Exchange Programs/International Student Services
International & Exchange Programs/International Student Services
International and Exchange Programs
National Student Exchange, Office of the Interim Assistant Vice Chancellor for International and Exchange Programs
Office for Faculty Development & Academic Support - Center for Instructional Support
Office for Faculty Development & Academic Support - Center for Instructional Support
Office of Faculty Development & Academic Support
Office of Faculty Development & Academic Support/Center for Instructional Support
Office of Faculty Development and Academic Support/Center for Teaching Excellence
Office of Faculty Development and Academic Support/Center for Teaching Excellence
Office of Faculty Development and Academic Support/Faculty Mentoring Program
Office of International & Exchange Programs
Office of International and Exchange Programs
Office of International and Exchange Programs
Office of International and Exchange Programs
Office of International and Exchange Programs
Office of the Assistant Vice Chancellor-Undergraduate Education
Office of the Asst for Undergraduate Education
STAR - The Office of Academic Technology Development
[SKIPPED]
[SKIPPED]
[SKIPPED]
[SKIPPED]
Question 3) [CONTACT] Enter the email address of the contact for this survey. This information will be public:
bergh@hawaii.edu
samaan@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lhamada@hawaii.edu
lindaduc@hawaii.edu
lindaduc@hawaii.edu
lindaduc@hawaii.edu
lindaduc@hawaii.edu
lindaduc@hawaii.edu
lindaduc@hawaii.edu
lindaduc@hawaii.edu
lindaduc@hawaii.edu
lindaduc@hawaii.edu
kputes@hawaii.edu
sandyd@hawaii.edu
clifford@hawaii.edu
clifford@hawaii.edu
jerry@hawaii.edu
billie@hawaii.edu
cte@hawaii.edu
cte@hawaii.edu
fmp@hawaii.edu
viet@hawaii.edu
rcasey@hawaii.edu
rcasey@hawaii.edu
rcasey@hawaii.edu
rcasey@hawaii.edu
dianena@hawaii.edu
hilgers@hawaii.edu
grodwell@hawaii.edu
myrtle@hawaii.edu
pearsonw@hawaii.edu
pearsonw@hawaii.edu
kooker@hawaii.edu
Question 4) [PROGNAME] NAME OF PROGRAM (Program as used in this prioritization process can be a specialization, sectio
Assessment Office
AVC for Int'l Programs Office
Central Immigration Database
Dissemination of Immigration Information
DS-2019 Forms Issuance and Pre-Arrival Information
EB-1 outstanding professor/researcher immigrant petitions
EB-2 Professional with Advanced Degree Immigrant Petitions
EB-3 Professionals and Skilled Worker Immigrant Petitions
Exchange Visitor Program Annual Reports
Federal and State Tax Workshops
Foreign Scholar Listserve
Immigration Advising
Immigration Policies and Procedures
Immigration Training
J-1 Advisory Opinions and Waivers
J-1 and J-2 Health Insurance Compliance Monitoring
J-1 Program Designation
J-1 Program Orientation
J-1 Program Transfers, Changes of Category, and Changes of Status
Nonimmigrant Applications and Petitions
Permanent Labor Certification Applications for Non-Teaching Positions
Permanent Labor Certification Applications for Teaching Positions
PROGRAM VALIDATION FOR J-1 SCHOLARS
SEVIS Compliance
SEVIS Event Reporting
Employment Authorization Photo Services (ISS)
International Student Health Insurance Monitoring (ISS)
Program for International Exchange Study (ISS)
Scholarships and Tuition Waivers (ISS)
Statistical Reports (ISS)
Technology Application & Management (ISS)
Visa Services for Entrepreneurial Programs (ISS)
Develop & Implement UHM Immigration Policies & Procedures
Federal compliance: DHS F-1 & DOS/EVP J-1 Student SEVIS Administration (ISS)
International Visitors and Protocol
National Student Exchange
Campus Central Repair
Media Services
Course & Facuty Evaluation (CAFE)
Graphic Media Design (GMD)
Faculty Professional Development Programs
TA Professional Development Program
Faculty Mentoring Program
Communications
Global Mobility
International Data Gathering, Analysis & Dissemination
Peace Corps Recruiting
Professional & Community Outreach
Manoa Catalog Office
General Education Office (GEO)/Manoa Writing Program (MWP)
STAR
WASC Accreditation
Academic Program Review
Commencement
Academic Program Actions
Question 5) *VICE+ The program would fall under which of the following Vice Chancellor’s offices?
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Academic Affairs
Question 6) [PROGLEN] How long has the program existed (MONTHS/YEARS)? Provide official establishment date, if known a
8 months. Established June 2, 2008.
                                                                                                 1-Mar-08
11 years; since 1997.
12 years, 6 months; under current office since August 1996.
54 years, 8 months; June 30, 1954
Unknown; under current office since August 1966.
Unknown; under current office since August 1966.
4 years
44 years; March 1, 1965.
12 years; March 1997
12 years; February 1997
12 years, 6 months; under current office since August 1996.
26 years, 7 months; July 1982
12 years, 6 months; under current office since August 1996.
Unknown; under current office since August 1996.
11 years, 5 months; September 1997
54 years, 8 months; June 30, 1954.
Unknown; under current office since August 1996
Unknown; under current office since August 1996
Unknown; under current office since August 1996.
4 years
Unknown; under current office since August 1996
5 years, 7 months; July 2003
5 years, 7 months (UH implemented SEVIS in July 2003)
5 years, 7 months; UH implemented SEVIS in July 2003.
Since 2001
Since 1972
For two decades.
For many years.
For many, many years
Since May 2005
Since 2001
Since UHM has been authorized to admit international students.
Since January 2003
1 year; March 2008
Since 1972
43 years
43 years
Instructional evaluation committee established in 1989
43 years
For 22 years, from 1987 to present
For 22 years, from 1987 - present
For 20 years, from 1989 - present
1 year
One year at Manoa, since 3/08; previously similar efforts at System since 2005
1 year under the auspices of the AVCIEP, but formerly in coordination with other units on campus and with the UH System.
since October 1, 2006
Since March 2008, previously at UH System for 15+ years
since 1998
MWP: 1988 (UHM Faculty Senate & BOR); GEO: 2002 (MWP expanded into GEO by UHM Faculty Senate Executive Committe
                                                                                                        Nov-00
Since 1952
As long as BOR Policy Chapter 5: Academic Affairs
                                                                                                           1912
Over 25 years
Question 7) [PROGFIT] How does the program fit into the larger administrative unit? (Describe in two or three sentences.)
At Faculty Senate request, an ad hoc committee has been formed (first meeting scheduled for March 2009) to determine how
The AVC for International and Exchange Programs reports directly to the VCAA.
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
The program is in the Office of Faculty and Scholar Immigration Services (FSIS) under the UHM Interim Assistant Vice Chancel
The program is in the Office of Faculty and Scholar Immigration Services (FSIS) under the UHM Interim Assistant Vice Chancel
The program is in the Office of Faculty and Scholar Immigration Services (FSIS) under the UHM Interim Assistant Vice Chancel
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
7) The program is in the Office of Faculty and Scholar Immigration Services (FSIS) under the UHM Interim Assistant Vice Chanc
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
The program is in the Office of Faculty and Scholar Immigration Services (FSIS) under the UHM Interim Assistant Vice Chancel
The program is in the Office of Faculty and Scholar Immigration Services (FSIS) under the UHM Interim Assistant Vice Chancel
The program is in the Office of Faculty and Scholar Immigration Services (FSIS) under the UHM Interim Assistant Vice Chancel
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
The program is in the Office of Faculty and Scholar Immigration Services under the Interim Assistant Vice Chancellor for Intern
This program supports ISS regulatory workshops regarding employment authorization requests. Photos that meet certain spe
Because the 1972 BOR policy requires adequate health insurance coverage as a condition of enrollment for international stud
The ISS coordinates the administration of this program and works closely with other on-campus units, as well as provide visa/
The ISS Scholarship Committee administers and awards scholarships to be used for tuition, financial need, and demonstrated
This program compiles statistics on international student enrollment each semester to identify trends at UHM, as well as con
Technology application and management are vital for ISS to meet federal compliance mandates regarding international stude
This program offers visa and advising services to students participating in entrepreneurial programs, such as the LLM program
International Student Services (ISS) is a unit under the umbrella of International & Exchange Programs.
International Student Services (ISS) is a department within International & Exchange Programs.
The international visitors and protocol program is part of the administrative unit under the Interim Assistant Vice Chancellor
Originally under School and College Services, OVCS (through 2001), program was assigned with ISS, still under OVCS, until 200
This unit maintains the technology resources that promote academic excellence by facilitating teaching and learning, research
This unit supports the OVCAA by providing the technology resources to promote academic excellence by facilitating teaching
The Course and Faculty Evaluation provides a service to faculty and complements the instructional enhancement activities of
Graphic Media Design (GMD) is one of three major component programs of the Center for Instructional Support (CIS), Office
The Faculty Professional Development Program is the faculty branch of the Center for Teaching Excellence and includes the fo
The Teaching Assistant Professional Development Program (TAPDP) includes TA Training (TAT) and Preparing Future Faculty (
The Faculty Mentoring Program is the branch of OFDAS that focuses on essential development and support of junior faculty f
This program operates within the Office of the Assistant Vice Chancellor for International & Exchange Programs, which is und
This program fits the OIEP and the larger Academic Affairs unit by coordinating with International Exchange, Study Abroad, N
Reports to Asst VC for International & Exchange Programs; collates & prepares data from ORS, OVPAPP, colleges, schools, dep
It is part of the larger Global Mobility effort that promotes awareness and expertise in international fields in the larger univer
• The OIEP is integral to the Chancellor’s vision of being a To provide the Chancellor with information about happenings and i
The Manoa Catalog Office collects all updated policies and procedures that have been approved by the Vice Chancellor for Ac
GEO/MWP is a faculty-directed unit that deals with curriculum policy. It reports to the UHM Faculty Senate, under the UHM C
Implements initiatives of the OVCAA office where possible thru technological resources.
Accreditation is one of the functional responsibilities of the OVCAA.
Per the functional statement for the Office of the Vice Chancellor for Academic Affairs, 'the VCAA has the authority to develo
According to the functional statement for the Office of the Vice Chancellor for Academic Affairs, the VCAA 'plans and directs t
OVCAA has leadership responsibilities for the planning, direction, development, coordination, and management of the acade
Question 8) [PROGDESC] Briefly describe the program (approx. 250 words):
The AO supports quality student learning and promotes excellence in educational practices. The faculty members in the AO c
The Office of the Assistant Vice Chancellor for International and Exchange Programs provides leadership and support for inter
FSIS uses the fsaATLAS database program to batch process information to the SEVIS electronic system in order to issue J-1 DS
FSIS staff interpret and disseminate information on immigration laws, regulations, and procedures through emails and FSIS w
As a State Department-designated Exchange Visitor Program Sponsor, the University of Hawai‘i is permitted to issue DS-201
At the request of UH hiring units, prepare EB-1 outstanding professor/researcher immigrant petitions to be filed with the U.S
 At the request of UH hiring units, prepare EB-2 professional with advanced degree immigrant petitions to be filed with the U
At the request of UH hiring units, prepare EB-3 professionals and skilled worker immigrant petitions to be filed with the U.S. C
This is an Exchange Visitor Program regulatory requirement to submit a statistical and narrative annual report to the Departm
FSIS annually arranges a Federal tax workshop and a State tax workshop in March for J-1 scholars. We annually bulk order and
The Foreign Scholar Listserve is an email list by which FSIS communicates to J-1 scholars regarding important immigration info
Advise UH community including international employees (faculty, researchers, and APTs) and scholars (postdoctoral fellows,
8) This program develops and implements University immigration policies and procedures for 1) obtaining appropriate emplo
Train UH administrative and clerical staff and faculty on immigration policies and procedures through workshops and website
This program involves applications by exchange visitors (EVs) sponsored by the University of Hawai‘i for waivers of the two-ye
The Department of State requires each J-1 exchange visitor and J-2 dependent to have health insurance coverage that meets
Application for J-1 program designation is required by Exchange Visitor Program regulations and SEVIS regulations every two
Program sponsors are required by Exchange Visitor regulations to offer appropriate orientation for all exchange visitors. Orie
Assist J-1 scholars to 1) transfer from UH to another institution, 2) transfer from another institution to UH, 3) change from an
At the request of UH hiring units across the UH System, prepare nonimmigrant applications and petitions (Labor Condition Ap
At the request of UH hiring units, prepare permanent labor certification application to be filed with the U.S. Department of La
At the request of UH hiring units, prepare permanent labor certification applications to be filed with the U.S. Department of L
Exchange Visitor program sponsors are responsible for validating program participation within 30 calendar days of an exchan
In order to sponsor J-1 exchange visitors, the University of Hawai‘i must use the Student and Exchange Visitor Information Sy
Reporting of SEVIS events is required by the U.S. Department of Homeland Security for the J-1 exchange visitors and their de
The main goals of this program are: i. To provide a cost-effective and convenient method of obtaining properly executed pho
The ISS has historically been the office with responsibility for monitoring the system-wide mandatory health insurance policy
The Program for International Exchange Study (PIES) provides an admission mechanism for international students who are m
ISS receives an annual allotment of funding to be used as tuition scholarships for international students. ISS also administers a
The ISS is a voluntary participant in two national collaborative efforts to collect and publish statistical information on internat
The main goals of this program are to ensure that we meet Federally mandated regulations regarding the status of ‘F’ and ‘J’
The main goals of this program are: To provide visa services (i.e., prepare visa documents, advise students on visa applicati
The main goals and objectives of this program are to develop and implement UH Manoa immigration policies and procedures
As the sole office responsible for meeting international student federal compliance for UHM, the ISS goals and objectives for
This program primarily hosts and facilitates interaction among the Chancellor’s Office, UH Mānoa personnel, and intern
The National Student Exchange consortium provides for undergraduate academic exchange within the United States and Can
Campus Central Repair’s primary responsibility is to maintain media technology on campus including those permanently insta
Media Services facilitates the use of instructional technology by providing a variety of resources, equipment and services to t
The Course and Faculty Evaluation (CAFE) provides a cafeteria-type instructional evaluation instrument.The booklet provides
GMD is the only central graphics production service available to all academic faculty and staff on the University of Hawaii–Ma
CTE’s Faculty Development Program staff includes: 50% of 1 full-time tenured Faculty Specialist V (other 50% with Faculty Me
TAPDP's staff includes 1 non-permanent .50 Graduate Assistant. In collaboration with the Graduate Division, CTE’s TAT and PF
OFDAS’s Faculty Mentoring Program staff includes: 50% of 1 full-time tenured Faculty Specialist (other 50% with Center for Te
This program coordinates the internal and external communications related to the mission and functions of the Office of Inte
• Global Mobility (GM), a concept that encompasses the multitudinous options for students and faculty for international enga
As noted in the Institutional Proposal for the WASC November 2006 visit, Mānoa’s incapacity to collect and analyze its
Peace Corps recruiting and pre-service training activities, and a Public Health Fellows graduate program have historically been
• OIEP supports the strategic imperative of linking with and publicizing Mānoa’s teaching practices and research initiati
The Manoa Catalog Office annually updates and produces the Catalog, the Catalog website, and the Catalog Proofreading we
MWP was created to support then-new General Education (GE) writing-across-the-curriculum requirements. The creation of G
The Office of Academic Technology Development (STAR) works collaboratively with academic programs and the administrati
Lead and coordinate campus accreditation activities; keep abreast of changes in WASC standards and policies; monitor M&#2
BOR and Executive policies mandate that all academic programs are to undergo comprehensive review every 5-7 years. At M
                                                                               in
Manoa holds commencement exercises for degree candidates twice a year – December (Mid-Year Exercise) and in May (Ann
OVCAA has the authority to develop new programs and review the status of provisional programs. In this regard, the actions
Question 9) [CENT1] CENTRALITY AND ALIGNMENT - Alignment #1
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Limited evidence of link to or support of the UHM vision in providing quality service to the campus community
Can demonstrate some link to or support of the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate some link to or support of the UHM vision in providing quality service to the campus community
Limited evidence of link to or support of the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate some link to or support of the UHM vision in providing quality service to the campus community
No link to the UHM vision in providing quality service to the campus community
Can demonstrate some link to or support of the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
N/A
Limited evidence of link to or support of the UHM vision in providing quality service to the campus community
Can demonstrate some link to or support of the UHM vision in providing quality service to the campus community
Can demonstrate some link to or support of the UHM vision in providing quality service to the campus community
Can demonstrate some link to or support of the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate some link to or support of the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate some link to or support of the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate some link to or support of the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Can demonstrate a direct link to advancing the UHM vision in providing quality service to the campus community
Question 10) [CENT2] CENTRALITY AND ALIGNMENT - Alignment #2
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
Limited evidence of a link to strengthening the institution as a global land-sea-grant research leader
Limited evidence of a link to strengthening the institution as a global land-sea-grant research leader
Limited evidence of a link to strengthening the institution as a global land-sea-grant research leader
Limited evidence of a link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
Limited evidence of a link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
N/A
No link to strengthening the institution as a global land-sea-grant research leader
Limited evidence of a link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
N/A
Limited evidence of a link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
N/A
N/A
Limited evidence of a link to strengthening the institution as a global land-sea-grant research leader
N/A
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
N/A
Limited evidence of a link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
No link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate some link to strengthening the institution as a global land-sea-grant research leader
Can demonstrate a direct link to strengthening the institution as a global land-sea-grant research leader
Question 11) [CENT3] CENTRALITY AND ALIGNMENT - Alignment #3
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate some link to advancing an area of strength identified in the WASC institutional proposal
Limited evidence of a link to advancing an area of strength identified in the WASC institutional proposal
N/A
N/A
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate some link to advancing an area of strength identified in the WASC institutional proposal
Limited evidence of a link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
N/A
N/A
Can demonstrate some link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate some link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate some link to advancing an area of strength identified in the WASC institutional proposal
Limited evidence of a link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate some link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate some link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate some link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
N/A
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate some link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate some link to advancing an area of strength identified in the WASC institutional proposal
Limited evidence of a link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate some link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Can demonstrate a direct link to advancing an area of strength identified in the WASC institutional proposal
Question 12) [CENT4] CENTRALITY AND ALIGNMENT - Statute or Regulation
Is essential in meeting mandates based on statutory or government regulations
Is highly linked to efforts to meet statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is highly linked to efforts to meet statutory or government regulations
Is highly linked to efforts to meet statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Has some connection to meeting statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Has some connection to meeting statutory or government regulations
N/A
Has no connection to statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
N/A
N/A
Is essential in meeting mandates based on statutory or government regulations
N/A
Has no connection to statutory or government regulations
N/A
N/A
N/A
N/A
Has no connection to statutory or government regulations
N/A
Has no connection to statutory or government regulations
N/A
N/A
Is highly linked to efforts to meet statutory or government regulations
N/A
Is highly linked to efforts to meet statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Has some connection to meeting statutory or government regulations
Is essential in meeting mandates based on statutory or government regulations
Question 13) [CENT5] CENTRALITY AND ALIGNMENT - State Needs #1
Has outstanding success at addressing needs identified as high priority in the state (e.g. nursing, STEM education, infrastructu
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Little evidence of addressing needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
N/A
N/A
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Does not address any needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
N/A
Does not address any needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
N/A
N/A
N/A
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
N/A
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Little evidence of addressing needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
N/A
N/A
N/A
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Does not address any needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Has outstanding success at addressing needs identified as high priority in the state (e.g. nursing, STEM education, infrastructu
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Has outstanding success at addressing needs identified as high priority in the state (e.g. nursing, STEM education, infrastructu
Addresses needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Has outstanding success at addressing needs identified as high priority in the state (e.g. nursing, STEM education, infrastructu
Little evidence of addressing needs identified as high priority in the state (e.g. nursing, STEM education, infrastructure)
Has outstanding success at addressing needs identified as high priority in the state (e.g. nursing, STEM education, infrastructu
Question 14) [CENT6] CENTRALITY AND ALIGNMENT - State Needs #2
Has outstanding success at engaging stakeholders that are UHM’s highest priority
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
N/A
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
N/A
N/A
N/A
N/A
N/A
Does not engage stakeholders that are a priority to UHM
N/A
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Has outstanding success at engaging stakeholders that are UHM’s highest priority
Engages stakeholders that are a priority to UHM
Has outstanding success at engaging stakeholders that are UHM’s highest priority
Has outstanding success at engaging stakeholders that are UHM’s highest priority
Has outstanding success at engaging stakeholders that are UHM’s highest priority
Has outstanding success at engaging stakeholders that are UHM’s highest priority
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Engages stakeholders that are a priority to UHM
Has outstanding success at engaging stakeholders that are UHM’s highest priority
Has outstanding success at engaging stakeholders that are UHM’s highest priority
Engages stakeholders that are a priority to UHM
                                                             s
Has outstanding success at engaging stakeholders that are UHM’ highest priority
                                                             s
Has outstanding success at engaging stakeholders that are UHM’ highest priority
Engages stakeholders that are a priority to UHM
Question 15) [QA1] QUALITY & INTEGRITY - Activities #1
The service and work provided is in high demand on campus and in the state
The service and work provided is in high demand on campus and in the state
The service and work provided is in demand on campus and in the state
The service and work provided is in demand on campus and in the state
The service and work provided is in demand on campus and in the state
The service and work provided is in demand on campus and in the state
The service and work provided is in demand on campus and in the state
There is little demand for the service and work provided
The service and work provided is only in demand on campus
The service and work provided is only in demand on campus
The service and work provided is only in demand on campus
The service and work provided is in demand on campus and in the state
The service and work provided is in demand on campus and in the state
The service and work provided is in demand on campus and in the state
The service and work provided is in demand on campus and in the state
The service and work provided is only in demand on campus
The service and work provided is in demand on campus and in the state
The service and work provided is in demand on campus and in the state
The service and work provided is in demand on campus and in the state
The service and work provided is in demand on campus and in the state
There is little demand for the service and work provided
The service and work provided is in demand on campus and in the state
The service and work provided is in demand on campus and in the state
The service and work provided is in demand on campus and in the state
The service and work provided is in demand on campus and in the state
The service and work provided is only in demand on campus
N/A
The service and work provided is only in demand on campus
The service and work provided is only in demand on campus
The service and work provided is in demand on campus and in the state
The service and work provided is only in demand on campus
The service and work provided is only in demand on campus
The service and work provided is only in demand on campus
The service and work provided is only in demand on campus
The service and work provided is in high demand on campus and in the state
The service and work provided is in high demand on campus and in the state
The service and work provided is only in demand on campus
The service and work provided is only in demand on campus
The service and work provided is only in demand on campus
The service and work provided is in high demand on campus and in the state
The service and work provided is only in demand on campus
The service and work provided is only in demand on campus
The service and work provided is only in demand on campus
The service and work provided is in demand on campus and in the state
The service and work provided is only in demand on campus
The service and work provided is in high demand on campus and in the state
The service and work provided is in demand on campus and in the state
The service and work provided is in high demand on campus and in the state
The service and work provided is in demand on campus and in the state
The service and work provided is in high demand on campus and in the state
The service and work provided is in high demand on campus and in the state
The service and work provided is in high demand on campus and in the state
The service and work provided is in high demand on campus and in the state
The service and work provided is in high demand on campus and in the state
The service and work provided is in high demand on campus and in the state
Question 16) [QA2] QUALITY & INTEGRITY - Activities #2
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Does not collect data to evaluate the quality of the customer experience
Rarely collects data to evaluate the quality of the customer experience and does not generally use it for program improveme
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Sometimes collects data to evaluate the quality of the customer experience and uses it for program improvement
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
Does not collect data to evaluate the quality of the customer experience
N/A
Sometimes collects data to evaluate the quality of the customer experience and uses it for program improvement
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
N/A
Sometimes collects data to evaluate the quality of the customer experience and uses it for program improvement
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Does not collect data to evaluate the quality of the customer experience
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Sometimes collects data to evaluate the quality of the customer experience and uses it for program improvement
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Rarely collects data to evaluate the quality of the customer experience and does not generally use it for program improveme
Sometimes collects data to evaluate the quality of the customer experience and uses it for program improvement
Sometimes collects data to evaluate the quality of the customer experience and uses it for program improvement
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Sometimes collects data to evaluate the quality of the customer experience and uses it for program improvement
Sometimes collects data to evaluate the quality of the customer experience and uses it for program improvement
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Sometimes collects data to evaluate the quality of the customer experience and uses it for program improvement
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Sometimes collects data to evaluate the quality of the customer experience and uses it for program improvement
Sometimes collects data to evaluate the quality of the customer experience and uses it for program improvement
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Sometimes collects data to evaluate the quality of the customer experience and uses it for program improvement
Conscientiously and routinely collects data to evaluate the quality of the customer experience and uses it for program improv
Question 17) [QA3] QUALITY & INTEGRITY - Activities #3
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
No accountability metrics have been developed
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
N/A
N/A
No accountability metrics have been developed
No accountability metrics have been developed
No accountability metrics have been developed
No accountability metrics have been developed
Has established and implemented accountability metrics and routinely uses them in self-review
No accountability metrics have been developed
No accountability metrics have been developed
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
No accountability metrics have been developed
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented a set of accountability metrics but does not routinely use them in self-review
N/A
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
N/A
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented a set of accountability metrics but does not routinely use them in self-review
Has established and implemented a set of accountability metrics but does not routinely use them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented a set of accountability metrics but does not routinely use them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
No accountability metrics have been developed
Has established but not yet implemented a set of accountability metrics
Has established and implemented accountability metrics and routinely uses them in self-review
No accountability metrics have been developed
Has established and implemented accountability metrics and routinely uses them in self-review
Has established but not yet implemented a set of accountability metrics
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Has established and implemented accountability metrics and routinely uses them in self-review
Question 18) [QA4] QUALITY & INTEGRITY - Facilities
Critical facilities and equipment needed to provide top-notch service and work are available and in excellent condition
Facilities and equipment to provide top-notch service and work are in need of improvement
Facilities and equipment to provide top-notch service and work are in need of improvement
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in need of improvement
Facilities and equipment to provide top-notch service and work are in need of improvement
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are inadequate to meet the needs of customers
Facilities and equipment to provide top-notch service and work are in need of improvement
Facilities and equipment to provide top-notch service and work are inadequate to meet the needs of customers
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are inadequate to meet the needs of customers
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are inadequate to meet the needs of customers
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in need of improvement
Facilities and equipment to provide top-notch service and work are in need of improvement
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are inadequate to meet the needs of customers
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in need of improvement
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in need of improvement
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in need of improvement
Facilities and equipment to provide top-notch service and work are inadequate to meet the needs of customers
Facilities and equipment to provide top-notch service and work are in need of improvement
Facilities and equipment to provide top-notch service and work are in need of improvement
Facilities and equipment to provide top-notch service and work are in need of improvement
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Facilities and equipment to provide top-notch service and work are in moderately good condition
Critical facilities and equipment needed to provide top-notch service and work are available and in excellent condition
Facilities and equipment to provide top-notch service and work are in need of improvement
Critical facilities and equipment needed to provide top-notch service and work are available and in excellent condition
Question 19) [QA5] QUALITY & INTEGRITY - Outreach #1
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
N/A
Has demonstrated no measurably positive impact on UHM reputation as a quality service unit
N/A
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
N/A
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
N/A
N/A
N/A
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
N/A
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated medium measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Has demonstrated high measurable positive impact on UHM reputation as a quality service unit
Question 20) [QA6] QUALITY & INTEGRITY - Outreach #2
Unit has outstanding success at reaching a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Unit has demonstrated some ability to reach a significant public audience
N/A
N/A
N/A
Unit has demonstrated some ability to reach a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Unit has demonstrated some ability to reach a significant public audience
N/A
Unit has demonstrated some ability to reach a significant public audience
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Unit has demonstrated some ability to reach a significant public audience
N/A
Unit has demonstrated some ability to reach a significant public audience
Unit has demonstrated some ability to reach a significant public audience
N/A
N/A
N/A
Unit has demonstrated some ability to reach a significant public audience
Unit has outstanding success at reaching a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Unit has outstanding success at reaching a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Unit has outstanding success at reaching a significant public audience
Unit has outstanding success at reaching a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Unit has outstanding success at reaching a significant public audience
Unit has outstanding success at reaching a significant public audience
Unit has outstanding success at reaching a significant public audience
Unit has outstanding success at reaching a significant public audience
Unit has outstanding success at reaching a significant public audience
Unit has outstanding success at reaching a significant public audience
Unit has outstanding success at reaching a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Unit has outstanding success at reaching a significant public audience
Unit has demonstrated some ability to reach a significant public audience
Question 21) [QA7] QUALITY & INTEGRITY - Staff/Unit
Staff/unit have received some internal and external service recognition for their service/work
Staff/unit have received some internal and external service recognition for their service/work
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
Staff/unit have received some internal and external service recognition for their service/work
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
N/A
No internal or external recognition received by staff/unit in the last 5-10 years
N/A
N/A
N/A
N/A
N/A
N/A
Staff/unit have received some internal and external service recognition for their service/work
N/A
Staff/unit are recognized by the University or state (recipients of prestigious awards and designations) for their service/work
No internal or external recognition received by staff/unit in the last 5-10 years
No internal or external recognition received by staff/unit in the last 5-10 years
Staff/unit have received some internal and external service recognition for their service/work
Staff/unit have received some internal and external service recognition for their service/work
Staff/unit have received some internal and external service recognition for their service/work
Staff/unit have received some internal and external service recognition for their service/work
Staff/unit have received some internal and external service recognition for their service/work
No internal or external recognition received by staff/unit in the last 5-10 years
Staff/unit have received some internal and external service recognition for their service/work
Very few, if any, staff/unit have received internal or external recognition in the last 5-10 years for their service/work
Staff/unit have received some internal and external service recognition for their service/work
Staff/unit have received some internal and external service recognition for their service/work
Staff/unit have received some internal and external service recognition for their service/work
Staff/unit have received some internal and external service recognition for their service/work
Staff/unit have received some internal and external service recognition for their service/work
Very few, if any, staff/unit have received internal or external recognition in the last 5-10 years for their service/work
Very few, if any, staff/unit have received internal or external recognition in the last 5-10 years for their service/work
Staff/unit have received some internal and external service recognition for their service/work
Staff/unit have received some internal and external service recognition for their service/work
Question 22) [QA8] QUALITY & INTEGRITY - Productivity
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has some success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Program fails to produce appropriate numbers of high quality products and services
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
N/A
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has some success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has success at producing high quality products and/or services in appropriate numbers
Unit has outstanding success at producing high quality products and/or services in appropriate numbers
Question 23) [QA9] QUALITY & INTEGRITY - Collaborative/Collegial Environment
All staff participate effectively in department activities
Most staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
Few staff participate effectively in department activities
Few staff participate effectively in department activities
Few staff participate effectively in department activities
Most staff participate effectively in department activities
Few staff participate effectively in department activities
All staff participate effectively in department activities
Few staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
Most staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
Most staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
Most staff participate effectively in department activities
Most staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
Most staff participate effectively in department activities
Most staff participate effectively in department activities
All staff participate effectively in department activities
All staff participate effectively in department activities
Most staff participate effectively in department activities
All staff participate effectively in department activities
Most staff participate effectively in department activities
All staff participate effectively in department activities
Question 24) [CRITMASS1] CRITICAL MASS - Staff Adequacy #1
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is optimum to deliver quality customer service and to conduct daily business productively
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is very inadequate and is routinely unable to meet the daily needs of the unit
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
The number of permanent staff is less than adequate to deliver quality customer service and to conduct daily business produ
The number of permanent staff is adequate to deliver quality customer service and to conduct daily business productively
Question 25) [CRITMASS2] CRITICAL MASS - Staff Adequacy #2
Staff expertise and support is less than adequate to meet the needs of the unit
Staff expertise and support is less than adequate to meet the needs of the unit
Staff expertise and support is less than adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is more than adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is very inadequate and unable to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is less than adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is more than adequate to meet the needs of the unit
Staff expertise and support is less than adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is very inadequate and unable to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is more than adequate to meet the needs of the unit
Staff expertise and support is more than adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is more than adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is more than adequate to meet the needs of the unit
Staff expertise and support is more than adequate to meet the needs of the unit
Staff expertise and support is more than adequate to meet the needs of the unit
Staff expertise and support is less than adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is less than adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is more than adequate to meet the needs of the unit
Staff expertise and support is less than adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Staff expertise and support is adequate to meet the needs of the unit
Question 26) [CRITMASS3] CRITICAL MASS - Ability to deliver
Not able to provide the breadth and depth of services required by the unit
Not able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Not able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Is inadequate in depth and breadth and not able to effectively deliver
Consistently able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Is inadequate in depth and breadth and not able to effectively deliver
Consistently able to provide the breadth and depth of services required by the unit
Not able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Not able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Consistently able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Generally able to provide the breadth and depth of services required by the unit
Question 27) [EXT1] EXTERNAL DEMAND - Responsiveness
Has demonstrated educational and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated educational and public service for the University and state
Little evidence that program has led to educational and public service enrichment for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
N/A
N/A
Has demonstrated educational and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated educational and public service for the University and state
N/A
N/A
Has demonstrated educational and public service for the University and state
N/A
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
No evidence that program has led to educational and public service enrichment for the University and state
Little evidence that program has led to educational and public service enrichment for the University and state
Little evidence that program has led to educational and public service enrichment for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
No evidence that program has led to educational and public service enrichment for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated educational and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Has demonstrated outstanding success at enriching education and public service for the University and state
Question 28) [EXT2] EXTERNAL DEMAND - Partnerships #1
Has limited partnerships with key external stakeholder groups and is a rarely sought after program/unit
Is engaged in numerous partnerships with key external stakeholder groups and is frequently a sought after program/unit
Has limited partnerships with key external stakeholder groups and is a rarely sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Is engaged in numerous partnerships with key external stakeholder groups and is frequently a sought after program/unit
Has limited partnerships with key external stakeholder groups and is a rarely sought after program/unit
Has limited partnerships with key external stakeholder groups and is a rarely sought after program/unit
Has limited partnerships with key external stakeholder groups and is a rarely sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Is engaged in numerous partnerships with key external stakeholder groups and is frequently a sought after program/unit
Has limited partnerships with key external stakeholder groups and is a rarely sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
N/A
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Has limited partnerships with key external stakeholder groups and is a rarely sought after program/unit
Is engaged in numerous partnerships with key external stakeholder groups and is frequently a sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Has limited partnerships with key external stakeholder groups and is a rarely sought after program/unit
Has limited partnerships with key external stakeholder groups and is a rarely sought after program/unit
Has limited partnerships with key external stakeholder groups and is a rarely sought after program/unit
N/A
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
N/A
N/A
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
N/A
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Has limited partnerships with key external stakeholder groups and is a rarely sought after program/unit
N/A
N/A
Is engaged in numerous partnerships with key external stakeholder groups and is frequently a sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Is engaged in numerous partnerships with key external stakeholder groups and is frequently a sought after program/unit
N/A
Has limited partnerships with key external stakeholder groups and is a rarely sought after program/unit
N/A
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
N/A
N/A
N/A
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Is engaged in numerous partnerships with key external stakeholder groups and is frequently a sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Has limited partnerships with key external stakeholder groups and is a rarely sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Is engaged in some partnerships with key external stakeholder groups and is sometimes a sought after program/unit
Is engaged in numerous partnerships with key external stakeholder groups and is frequently a sought after program/unit
Is engaged in numerous partnerships with key external stakeholder groups and is frequently a sought after program/unit
Question 29) [EXT3] EXTERNAL DEMAND - Partnerships #2
No partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
Weak partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
No partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
No partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
N/A
N/A
N/A
Weak partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
Moderately strong partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
N/A
No partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
Weak partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
N/A
N/A
N/A
N/A
No partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
No partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
Weak partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
No partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
Weak partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
Moderately strong partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
Moderately strong partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
N/A
Moderately strong partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
Moderately strong partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
Moderately strong partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
Moderately strong partnerships with Native Hawaiian communities or organizations that extensively serve Native Hawaiians
Question 30) [EXT4] EXTERNAL DEMAND - Partnerships #3
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have little collaboration and/or activity with other units on campus and in the community
Program staff have little collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have little collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have little collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have some collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
N/A
Program staff have little collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have some collaboration and/or activity with other units on campus and in the community
Program staff have no collaboration and/or activity with other units on campus and in the community
Program staff have some collaboration and/or activity with other units on campus and in the community
Program staff have some collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have some collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have some collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have some collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have some collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Program staff have a high level of collaboration and/or activity with other units on campus and in the community
Question 31) [INTDMD1] INTERNAL DEMAND - Reliance of Others #1
Demand for the program’s services is growing
Demand for the program’s services is growing
Demand for the program’s services is growing
Demand for the program’s services is steady
Demand for the program’s services is steady
Demand for the program’s services is steady
Demand for the program’s services is steady
Demand has decreased to the extent that services are frequently canceled or staff idle
Demand for the program’s services is steady
Demand for the program’s services is growing
Demand for the program’s services is steady
Demand for the program’s services is steady
Demand for the program’s services is growing
Demand for the program’s services is growing
Demand for the program’s services is steady
Demand for the program’s services is growing
Demand for the program’s services is steady
Demand for the program’s services is steady
Demand for the program’s services is steady
Demand for the program’s services is growing
Demand has decreased to the extent that services are frequently canceled or staff idle
Demand for the program’s services is steady
Demand for the program’s services is steady
Demand for the program’s services is steady
Demand for the program’s services is steady
N/A
Demand for the program’s services is steady
Demand for the program’s services is steady
Demand for the program’s services is growing
Demand for the program’s services is steady
Demand for the program’s services is growing
Demand for the program’s services is steady
Demand for the program’s services is steady
Demand for the program’s services is growing
Demand for the program’s services is growing
Demand for the program’s services is steady
Demand for the program’s services is growing
Demand for the program’s services is growing
Demand for the program’s services is growing
Demand for the program’s services is steady
Demand for the program’s services is growing
Demand for the program’s services is growing
Demand for the program’s services is growing
Demand for the program’s services is steady
Demand for the program’s services is growing
Demand for the program’s services is growing
Demand for the program’s services is growing
Demand for the program’s services is growing
Demand for the program’s services is steady
Demand for the program’s services is growing
Demand for the program’s services is growing
                      s
Demand for the program’ services is growing
                      s
Demand for the program’ services is growing
                      s
Demand for the program’ services is steady
                      s
Demand for the program’ services is growing
Question 32) [INTDMD2] INTERNAL DEMAND - Reliance of Others #2
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Some of the services offered by this unit are required or used by some campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Services offered by this unit are required by other campus groups and are used infrequently
Services offered by this unit are required by other campus groups and are used infrequently
Some of the services offered by this unit are required or used by some campus groups at UHM
Some of the services offered by this unit are required or used by some campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Some of the services offered by this unit are required or used by some campus groups at UHM
Some of the services offered by this unit are required or used by some campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Some of the services offered by this unit are required or used by some campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Services offered by this unit are required by other campus groups and are used infrequently
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Services offered by this unit have significant overlap with other campus groups and are not specifically required
N/A
Some of the services offered by this unit are required or used by some campus groups at UHM
N/A
Some of the services offered by this unit are required or used by some campus groups at UHM
Some of the services offered by this unit are required or used by some campus groups at UHM
Services offered by this unit are required by other campus groups and are used infrequently
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Some of the services offered by this unit are required or used by some campus groups at UHM
Some of the services offered by this unit are required or used by some campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Some of the services offered by this unit are required or used by some campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Some of the services offered by this unit are required or used by some campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Some of the services offered by this unit are required or used by some campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Many of the services offered by this unit are required or considered essential by numerous other campus groups at UHM
Question 33) [INTDMD3] INTERNAL DEMAND - General Education
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
Symposia, workshops, and seminars sponsored or organized by this unit are valued and attended
N/A
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
N/A
N/A
N/A
N/A
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
N/A
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
N/A
N/A
N/A
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
N/A
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
N/A
N/A
N/A
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
N/A
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
N/A
Symposia, workshops, and seminars sponsored or organized by this unit are valued and attended
N/A
N/A
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
N/A
Symposia, workshops, and seminars sponsored or organized by this unit are sometimes valued and attended
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
Symposia, workshops, and seminars sponsored or organized by this unit are valued and attended
Symposia, workshops, and seminars sponsored or organized by this unit are valued and attended
N/A
Symposia, workshops, and seminars sponsored or organized by this unit are valued and attended
Symposia, workshops, and seminars sponsored or organized by this unit are valued and attended
Symposia, workshops, and seminars sponsored or organized by this unit are valued and attended
Symposia, workshops, and seminars sponsored or organized by this unit are valued and attended
Symposia, workshops, and seminars sponsored or organized by this unit are highly valued and well attended
Symposia, workshops, and seminars sponsored or organized by this unit are valued and attended
Question 34) [INTDMD4] INTERNAL DEMAND - Resources #1
Facilities maintained by this unit are used routinely by some program areas
N/A
Facilities maintained by this unit have significant overlap with other program areas
Facilities maintained by this unit are used routinely by some program areas
Facilities maintained by this unit are considered essential for other program areas
Facilities maintained by this unit are used infrequently by other program areas
Facilities maintained by this unit are used routinely by some program areas
Facilities maintained by this unit are used infrequently by other program areas
Facilities maintained by this unit are used infrequently by other program areas
N/A
N/A
Facilities maintained by this unit are used routinely by some program areas
N/A
Facilities maintained by this unit have significant overlap with other program areas
Facilities maintained by this unit are used infrequently by other program areas
Facilities maintained by this unit are used infrequently by other program areas
Facilities maintained by this unit are considered essential for other program areas
Facilities maintained by this unit are used routinely by some program areas
Facilities maintained by this unit are used routinely by some program areas
Facilities maintained by this unit are used routinely by some program areas
Facilities maintained by this unit are used infrequently by other program areas
Facilities maintained by this unit are used routinely by some program areas
Facilities maintained by this unit are considered essential for other program areas
Facilities maintained by this unit are considered essential for other program areas
Facilities maintained by this unit are considered essential for other program areas
N/A
Facilities maintained by this unit are used infrequently by other program areas
N/A
N/A
N/A
Facilities maintained by this unit are used routinely by some program areas
N/A
N/A
Facilities maintained by this unit are considered essential for other program areas
N/A
N/A
Facilities maintained by this unit are considered essential for other program areas
Facilities maintained by this unit are considered essential for other program areas
Facilities maintained by this unit are used routinely by some program areas
N/A
Facilities maintained by this unit are considered essential for other program areas
Facilities maintained by this unit are considered essential for other program areas
Facilities maintained by this unit are considered essential for other program areas
Facilities maintained by this unit are used routinely by some program areas
N/A
N/A
N/A
Facilities maintained by this unit have significant overlap with other program areas
Facilities maintained by this unit are used infrequently by other program areas
N/A
Facilities maintained by this unit are considered essential for other program areas
Facilities maintained by this unit are used routinely by some program areas
Facilities maintained by this unit are considered essential for other program areas
Facilities maintained by this unit are considered essential for other program areas
Facilities maintained by this unit are considered essential for other program areas
Question 35) [INTDMD5] INTERNAL DEMAND - Resources #2
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used infrequently by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used infrequently by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used infrequently by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used infrequently by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
N/A
N/A
N/A
N/A
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
N/A
N/A
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are never used by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
N/A
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
N/A
N/A
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources   (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
Collections or resources   (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
N/A
N/A
Collections or resources   (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
N/A
Collections or resources   (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
Collections or resources   (journals, specimens, samples, etc.) maintained by this unit are used routinely by others
N/A
Collections or resources   (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
Collections or resources   (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
Collections or resources   (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
Collections or resources   (journals, specimens, samples, etc.) maintained by this unit are considered essential for other progra
Question 36) [COST1] COSTS/REVENUE GENERATION (PRODUCTIVITY) - Revenue Generation #1
Program is costly, perhaps inefficient, in its use of resources
Program is revenue neutral – revenue generated generally matches expenses
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Program generates more revenue than expense
Program is costly, perhaps inefficient, in its use of resources
N/A
N/A
N/A
N/A
Program generates more revenue than expense
N/A
N/A
N/A
Program generates more revenue than expense
N/A
N/A
Program is costly, perhaps inefficient, in its use of resources
N/A
N/A
N/A
N/A
N/A
Program is revenue neutral – revenue generated generally matches expenses
Program is revenue neutral – revenue generated generally matches expenses
Program is revenue neutral – revenue generated generally matches expenses
Program is revenue neutral – revenue generated generally matches expenses
Program is chronically in fiscal trouble (account deficits growing)
N/A
N/A
N/A
N/A
Program is costly, perhaps inefficient, in its use of resources
Program is revenue neutral –  revenue generated generally matches expenses
Question 37) [COST2] COSTS/REVENUE GENERATION (PRODUCTIVITY) - Revenue Generation #2
Has been very successful in leveraging existing resources
Has been moderately successful in leveraging existing resources
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Has been very successful in leveraging existing resources
Has been moderately successful in leveraging existing resources
N/A
Has had limited success in leveraging existing resources
N/A
Has been moderately successful in leveraging existing resources
Has been moderately successful in leveraging existing resources
N/A
Has been very successful in leveraging existing resources
Has been moderately successful in leveraging existing resources
Has been very successful in leveraging existing resources
Has been moderately successful in leveraging existing resources
Has been moderately successful in leveraging existing resources
Has had limited success in leveraging existing resources
Has been very successful in leveraging existing resources
N/A
N/A
N/A
N/A
Has been very successful in leveraging existing resources
N/A
Has been very successful in leveraging existing resources
Has been moderately successful in leveraging existing resources
Has been moderately successful in leveraging existing resources
N/A
Has been very successful in leveraging existing resources
Has been very successful in leveraging existing resources
Has been very successful in leveraging existing resources
Has been moderately successful in leveraging existing resources
Has been moderately successful in leveraging existing resources
Question 38) [COST3] COSTS/REVENUE GENERATION (PRODUCTIVITY) - Operating Expenses #1
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is greatly (74% to 50% ) supported by non-gen
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is partially (49% - 25%) supported by non-gen
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
N/A
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is partially (49% - 25%) supported by non-gen
Core infrastructure (offices, meeting rooms and other facilities and equipment) is barely, or not, supported by non-general st
Core infrastructure (offices, meeting rooms and other facilities and equipment) is partially (49% - 25%) supported by non-gen
Core infrastructure (offices, meeting rooms and other facilities and equipment) is fully or substantially supported (100% - 75%
Core infrastructure (offices, meeting rooms and other facilities and equipment) is greatly (74% to 50% ) supported by non-gen
Core infrastructure (offices, meeting rooms and other facilities and equipment) is greatly (74% to 50% ) supported by non-gen
Question 39) [COST4] COSTS/REVENUE GENERATION (PRODUCTIVITY) - Operating Expenses #2
Operating costs are barely, or not, supported by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are partially (49% - 25%) supported by non-general state funds
Operating costs are partially (49% - 25%) supported by non-general state funds
Operating costs are partially (49% - 25%) supported by non-general state funds
Operating costs are barely, or not, supported by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are barely, or not, supported by non-general state funds
Operating costs are barely, or not, supported by non-general state funds
Operating costs are barely, or not, supported by non-general state funds
Operating costs are barely, or not, supported by non-general state funds
Operating costs are barely, or not, supported by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are partially (49% - 25%) supported by non-general state funds
Operating costs are barely, or not, supported by non-general state funds
Operating costs are partially (49% - 25%) supported by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are fully or substantially supported (100% - 75%) by non-general state funds
Operating costs are greatly (74% to 50% ) supported by non-general state funds
Question 40) [NICHE1] SPECIALIZED NICHE/COMPETITIVE ADVANTAGE - Uniqueness #1
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
This is the only program of its kind in the state, with growing demand from the campus community and state
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
This is the only program of its kind in the state, with growing demand from the campus community and state
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
This is the only program of its kind in the state, with growing demand from the campus community and state
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
The program, while not unique in the state, is popular with the campus community
This is the only program of its kind in the state, with growing demand from the campus community and state
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
This is the only program of its kind in the state, with growing demand from the campus community and state
This is the only program of its kind in the state, with growing demand from the campus community and state
This is the only program of its kind in the state, with growing demand from the campus community and state
The program offerings are somewhat popular and overlaps with one or more UHM units
The program, while not unique in the state, is popular with the campus community
This is the only program of its kind in the state, with growing demand from the campus community and state
This is the only program of its kind in the state, with growing demand from the campus community and state
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
This is the only program of its kind in the state, with growing demand from the campus community and state
This is the only program of its kind in the state, with growing demand from the campus community and state
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
The program, while not unique in the state, is popular with the campus community
Question 41) [NICHE2] SPECIALIZED NICHE/COMPETITIVE ADVANTAGE - Uniqueness #2
N/A
Has a moderate record in meeting the needs of Hawai'i and its indigenous people
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Has no record in meeting the needs of Hawai'i and its indigenous people
N/A
N/A
N/A
Has no record in meeting the needs of Hawai'i and its indigenous people
N/A
N/A
N/A
Has a moderate record in meeting the needs of Hawai'i and its indigenous people
Has a strong record in meeting the needs of Hawai'i and its indigenous people
N/A
N/A
N/A
N/A
Has a moderate record in meeting the needs of Hawai'i and its indigenous people
Has a moderate record in meeting the needs of Hawai'i and its indigenous people
Has a moderate record in meeting the needs of Hawai'i and its indigenous people
Has no record in meeting the needs of Hawai'i and its indigenous people
Has a moderate record in meeting the needs of Hawai'i and its indigenous people
Has a moderate record in meeting the needs of Hawai'i and its indigenous people
Has a moderate record in meeting the needs of Hawai'i and its indigenous people
Has a weak record in meeting the needs of Hawai'i and its indigenous people
Has a strong record in meeting the needs of Hawai'i and its indigenous people
Has a moderate record in meeting the needs of Hawai'i and its indigenous people
N/A
Has a strong record in meeting the needs of Hawai'i and its indigenous people
Has a strong record in meeting the needs of Hawai'i and its indigenous people
Has a strong record in meeting the needs of Hawai'i and its indigenous people
Has a moderate record in meeting the needs of Hawai'i and its indigenous people
Question 42) [NICHE3] SPECIALIZED NICHE/COMPETITIVE ADVANTAGE - Competitive Advantage
N/A
Program is somewhat below levels expected of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program has a measureable competitive advantage over similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Program is at or near levels of similar programs at nationally recognized institutions
Program has a measureable competitive advantage over similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is somewhat below levels expected of similar programs at nationally recognized institutions
Program is somewhat below levels expected of similar programs at nationally recognized institutions
Program is somewhat below levels expected of similar programs at nationally recognized institutions
Program is somewhat below levels expected of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program has a measureable competitive advantage over similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Program is at or near levels of similar programs at nationally recognized institutions
Question 43) [GOALS1] Please complete in one or two sentences:<br> What are the main goals and objectives of the progra
See also the Assessment Office website: http://manoa.hawaii.edu/assessment/ • Collaborate with the campus community
To engage UH M&#257;noa in meaningful international partnerships that help to achieve the goals of making it a leading glob
The main goals and objectives are 1) to comply with SEVIS event reporting and monitoring requirements, 2) to execute Excha
The main goals and objectives are a) to provide the University community with accurate and consistent information regarding
The main goals and objectives are 1) to enable UH departments/programs to bring in qualified foreign nationals to teach, con
 To increase the probability of retention of faculty and researchers who are considered internationally outstanding in their fie
To increase the probability of retention of valuable faculty and researchers by obtaining immigrant petition approval. Immigr
To increase the probability of retention of valuable faculty and APTs by obtaining immigrant petition approval. Immigrant pet
The main goals and objectives are 1) to comply with EVP requirements, 2) to maintain UH’s Exchange Visitor Program designa
To provide basic Federal and State tax information targeted to J-1 scholars, to provide general instructions for completing tax
The main goals and objectives are to communicate with J-1 scholars and to notify them matters that may be of importance o
The main goals and objectives are a) to provide the University community with accurate and consistent information regarding
The main goals and objectives are: 1) to update University immigration policies and procedures to ensure that the University
To provide UH faculty and staff with current information on immigration policies and regulatory requirements and to provide
The main goals and objectives are 1) to comply with EVP requirements, 2) to respond to DOS Waiver Review Division request
The main goals and objectives are: 1) To comply with Exchange Visitor program regulations, and 2) to fulfill the University’s r
The main goals and objectives are 1) to comply with SEVIS and Exchange Visitor Program requirement, 2) maintain the Univer
The main goals and objectives are 1) to provide new J-1 scholars with information to ease their adjustment to the University
The main goals and objectives are 1) to enable UH departments/programs to bring in qualified foreign nationals to teach, con
To obtain approvals of petitions and applications which are required for international faculty, researchers, and APTs to legally
To increase the probability of retention of non-instructional faculty and APTs by obtaining permanent labor certification. Perm
To increase the probability of retention of instructional faculty by obtaining permanent labor certification. Permanent labor c
The main goals and objectives are 1) to enable UH departments/programs to bring in qualified foreign nationals to teach, con
The main goals and objectives of the program are 1) to comply with federally-mandated SEVIS monitoring and reporting requ
The main goals and objectives are 1) to comply with SEVIS event reporting and monitoring requirements, 2) to execute Excha
i. To provide a cost-efficient and convenient method of obtaining properly executed photographs required for international s
The ISS has historically been the office with responsibility for monitoring the system-wide mandatory health insurance policy
The Program for International Exchange Study (PIES) provides an admission mechanism for international students who are m
i. To support the retention of academically meritorious international students with unanticipated and substantial financial ne
The ISS is a voluntary participant in two national collaborative efforts to collect and publish statistical information on internat
The main goals of this program are to ensure that we meet Federally mandated regulations regarding the status of ‘F’ and ‘J’
i. To provide visa services (i.e., prepare visa documents, advise students on visa application and immigration regulations affec
The main goals and objectives of this program are to develop and implement UH Manoa immigration policies and procedures
As the sole office responsible for meeting international student federal compliance for UHM, the ISS goals and objectives for
1. To set up meetings and levels of protocol appropriate for M&#257;noa’s international visitors and guests; 2. For faculty, st
UHM membership in the 190-university National Student Exchange consortium provides its undergraduates with affordable o
Our major goals are: 1) Maintain classroom equipment reliability 2) Resolve issues with classroom equipment expeditiously th
Provides technology resources and support to promote academic excellence by facilitating teaching and learning, research, in
CAFE provides a service that allows instructors to obtain student-based evidence of course and instructor effectiveness. Resu
The primary goal and objective of GMD is to provide quality professional materials for classroom instruction and to enhance a
To promote excellence in teaching and learning through faculty development of attitudes, values and skills that impact direct
To promote excellence in teaching and learning through teaching assistant development of attitudes, values and skills that im
The UH Faculty Mentoring Program has two goals: (1) to assist in the orientation, development, promotion and retention of f
To coordinate internal and external communications related to the mission and functions of the Office of International and Ex
1. To comprehensively inform administrators, faculty, students and staff of the broad range of international opportunities ava
1. To maintain as complete a statistical picture as possible of all international agreements, activities, programs and contacts b
•To increase the visibility of Peace Corps as a post-graduation opportunity for UH M&#257;noa students, and as a post-retire
1. To provide the Chancellor with information about happenings and initiatives in the international education community, pa
The main goals and objectives of the Manoa Catalog Office is to collect updated policies and procedures approved by the Offi
The main goals of the combined GEO and MWP are to: 1) “evaluate and expand General Education course offerings” (UHM S
Develop broad technology-based resources that help to facilitate innovation, excellence and consistent application of the cam
As required in HRS 304A-102, UHM is required to provide a standard of instruction equal to that given in similar mainland uni
Academic program review is required by WASC, BOR and Executive Policies. The purpose is to review academic programs on
The main objectives of commencement are to confer degrees and to honor our graduates by proudly presenting them to the
The main goals of this program are (1) To establish guidelines and procedures for the preparation and processing of authoriza
Question 44) [GOALS2] Is the whole unit aware of the goals and objectives of the program?
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
Question 45) [NEEDS] Please complete in one or two sentences:<br> Are there needs and demands for services that the pro
Yes. The AO, as a new office, is building capacity for campus-wide assessment. Long-range assessment planning cannot be do
In the AVC’s office has no full-time secretary or administrative assistant. Level of needed professionalism and workload far e
We occasionally receive requests for reports for which we do not keep data. We need a permanent full-time APT position to
We cannot meet needs and demands for immigration information regarding personal or family-related matters.
We continually need support staff (currently a graduate assistant and a student assistant) to gather, update, and print the Pre
No
Needs and demands are met in association with permanent labor certification.
Needs and demands are met in association with permanent labor certification.
None
FSIS cannot assist with the preparation of individual tax returns nor provide tax advice to J-1 scholars. We can only provide g
None
We cannot advise foreign nationals regarding personal or family-related immigration matters. We are authorized to represen
Immigration regulations and procedures change frequently. We announce major changes to administrative and personnel of
A lot of training occurs on an ad hoc basis because of urgent need to process and constant turnover of UH staff. We try to ac
None
Yes,since FSIS staff are not health insurance policy specialists, we have difficulty in determining whether many health insuran
None
We continually need a student assistant and graduate assistant to gather, update, print, and assemble the J Orientation Packe
We are able to meet this need with current FSIS staff.
No
Occasionally, FSIS receives inquiries regarding the filing of permanent labor certification applications for non-teaching positio
No
No, with current staff we are able to meet program validation requirements.
FSIS does not have dedicated technical support within the office to maintain the fsaATLAS database system or its computer h
Reporting of SEVIS events requires information to be transmitted to FSIS by the exchange visitor and sponsoring department
No.
Yes. The university’s policy suggests that students who do not comply with the health insurance requirement either may not
No.
YES. Since the cancellation of the Asian Pacific Tuition Differential Exemption for meritorious international students from sele
There are no urgent needs/demands unmet, but IT development of this program is slowly progressing. ISS faculty would like
No.
No.
No.
With the advent of SEVIS regulations in the 2001 PATRIOT Act, the ISS was unable to meet federal compliance without the as
The administrative staff meets once a month to review activities conducted in the past month in addition to weekly individua
UHM has long been the most popular destination in the 190-school consortium. With declining enrollments during the mid-1
The program’s major needs are: 1) Open periods in classroom schedule to allow more rapid resolution of problems. 2) Higher
The program’s major needs are: (1) Funding for a greater number of technology classrooms, (2) Establishment of an equipme
The CAFE system works well with traditional classes, seminars and laboratories. Quite frankly, there is a need to extend the e
Not at this time.
Due to limited FTE--50% of a permanent Faculty Specialist V (other 50% with Faculty Mentoring Program/FMP) & 1 part-time
Due to limited FTE--a 50% graduate assistantship--we are unable to complete meet our main goals and fulfill the demand of U
There are demands and possibilities that are unmet in spite of FMPs achievements to date because FMP director is 50% whic
Yes. The Office’s various units are physically decentralized, which impedes the efficiency of communications between units a
Not at this time.
Efforts to gather data in the past have resulted in the establishment of an online survey, but without administrative mandate
The development of Peace Corps Master’s International and Peace Corps Fellows Program within the academic units of the c
The greatest need is for support staff to assist with these required functions. Our office is severely stretched in the small num
No, the Manoa Catalog Office is unaware of any needs and demands for services the program cannot meet.
GEO’s mandate is set by the Faculty Senate’s 1999 General Education (GE) reform plan (http://www.hawaii.edu/gened/gec/H
Yes: There are priority requests for enhancement of our services that have to wait a significant amount of time. In addition to
No
Yes. Recommendations involving resource needs to units are often unmet. As a result, there is the impression that program r
We are logistically unable to provide some disability accommodations (golf carts, wheelchairs). In addition, not all areas in low
There are usually over 12 on-going program actions across campus that the unit must lead and facilitate towards a successful
Question 46) [REVIEW] How is the program/unit's success reviewed? Please specify by whom and how often.
• The AO provides monthly reports to the Faculty Senate Executive Committee and the Interim Vice Chancellor for Academic
Weekly and monthly meetings with OVCIEP staff to review, assess, modify and set goals. Sub-units hold annual staff retreats.
The Faculty and Scholar Immigration Services office maintains the central immigration database to enable the University of H
The program’s success is reviewed by its users, including administrative and personnel officers, international employees, post
Successful DS-2019 issuance is measured by the negligible rejection rate of forms by SEVIS and the number of J-1 scholars and
 The program is considered successful when the petitions are approved by the USCIS. Approvals are tracked and considered in
The program is considered successful when the petitions are approved by USCIS. Approvals are tracked and considered indica
The program is considered successful when the petitions are approved by USCIS. Approvals are tracked and considered indica
The program’s success is annually reviewed by the State Department’s Office of Exchange Coordinator and Designation. The
The workshops are reviewed annually and success is also measured by the number of attendees which has increased.
Success is reviewed by subscribers to the Foreign Scholar Listserve. Subscription to the listserve is mandatory for all J-1 schol
The program’s success is reviewed by its users, including administrative and personnel officers, international employees, post
The program’s success is reviewed by its users, including administrative and personnel officers, international employees, post
Training is not formally reviewed, but we received positive comments to our updated website and to our training sessions fro
The program’s success is reviewed by the U.S. Department of State Waiver Review Division and by the U.S. Citizenship and Im
If the University of Hawaii is audited by the Department of State and the results are that our exchange visitors are not meetin
The program’s success is reviewed by the U.S. Department of State Office of Exchange Visitor Program Coordination and Desi
None, but scholars do verbally express appreciation for the information provided in our orientation packets and the individua
Transfer to and from one program sponsor to another is reviewed by the Responsible Officer or Alternate Responsible Officer
The program is considered successful when the applications and petitions are approved by the U.S. government agency respo
The program is considered successful when the applications are approved by the DOL. Approvals are tracked and considered
he program is considered successful when the applications are approved by the DOL. Approvals are tracked and considered in
If FSIS doesn’t validate J-1 scholars on a timely basis, the SEVIS internet-based system which will automatically change the J sc
The SEVIS system is available at all times and therefore compliance is being monitored daily by the Department of State and t
The SEVIS system is available at all times and therefore compliance is being monitored daily by the Department of State and t
By ISS director at quarterly budget meetings and at student intern training sessions.
The Insurance Officer from Student Health Services keeps a database of students whose policies have been reviewed and app
The ISS Assistant Director calls an annual meeting to review the previous year, both qualitatively and quantitatively. Since ISS
Awards are mutually decided each semester and summer terms by the ISS Scholarship Committee.
The program is successful if we can meet the deadlines imposed on us by the groups requesting data, and thus be included in
The program/ unit’s success is reviewed by DHS for compliance with federal regulations on a periodic basis, which involves th
By the ISS staff at weekly staff meetings, bi-weekly data audit meetings, and by the director at quarterly budget meetings.
• The ISS Director conducts a review of immigration policies and procedures in the following ways: o Weekly staff meetings;
Through full staff discussion at weekly staff meetings and bi-weekly data audits.
In support of building a successful M&#257;noa community, a central location to reference knowledge on proper, culturally a
The NSE coordinator utilizes surveys each year in which both incoming and outgoing students evaluate (on a 5-point scale) th
Annual internal review by all staff
Annual internal review by all staff.
We view the success of the Course and Evaluation system based on campus demand. For example, for Fall 2008, we generate
Each and every GMD product receives a personal one-on-one client-based review and evaluation.
Each and every activity and event is individually evaluated by participants at the end of the event or service and on line follow
Each and every activity and event is individually evaluated by participants at the end of the event or service and on line follow
Every event and series held is evaluated and results are collated through two means: a paper evaluation at the time of event
Staff who support Office communications meet monthly to evaluate needs and improvements.
• The AVCIEP reviews the goals and accomplishments of the program annually with the GM Coordinator.
This is a new program at UH M&#257;noa, less than one year old, thus too new yet to be successfully reviewed. Currently it is
• National and regional data reporting the number of Peace Corps Volunteers from Hawai‘i and from the University of Hawai‘
• The AVCIEP reviews employee’s work annually. • The AVCIEP is evaluated by the VCAA and the Chancellor on a regular bas
The program’s success is reviewed by the accuracy of the information. Some Manoa advisors refer the Catalog as the “Manoa
MWP has been reviewed annually by the Dean of LLL; it was subject to a full external review in the mid 1990s. GEO is review
The program success is reviewed by the Project Sponsors. Current Project Sponsors include (Dr Cambra, Dr Quigley, Dr Herna
The program's success is reviewed by WASC during regular reaccreditation and Special Visits.
We solicit and receive feedback on the review process, the provision of data, the self-study outline, and student survey instru
The logistics committee regularly debriefs on the previous exercise as part of the standing agenda of coordination meetings. W
The success of the accomplishments of this unit is reviewed in several ways. For example, This unit completes and submits t
Question 47) [EFF] Are there efficiencies that could be gained through consolidation or other means?
An ad hoc committee has been formed to determine the AO reporting lines and where it should fall on an organization chart.
The placement of the Assistant Vice Chancellor’s Office in a small faculty office away from Hawai‘i Hall, the main administrati
No, only FSIS administers the J scholar program and prepares immigration petitions for international faculty, researchers, and
Efficiencies have been largely gained through an updated and comprehensive website.
No, only FSIS currently has the professional staff with the level of knowledge and years of experience to issue DS-2019 forms
No. FSIS is the only office in the UH System with personnel who are authorized to sign these types of petitions. [APM A9.610(
No. FSIS is the only office in the UH System with personnel who are authorized to sign these types of petitions. [APM A9.610(
No. FSIS is the only office in the UH System with personnel who are authorized to sign these types of petitions. [APM A9.610(
The Office of International Student Services and FSIS collaborate on the EVP annual report. FSIS also receives information on
A little efficiency may be gained by moving responsibility for this program to the Financial Management Office (FMO). At UH
No
No, the legal and technical knowledge of complex immigration laws, regulations and procedures required to perform immigr
No
Since training is specific to visa types handled by FSIS, it would not be efficient to consolidate with other units.
The Responsible Officer for the University’s EVP (FSIS coordinator) is responsible for responding to Waiver Review Division sp
If the University of Hawaii had a health insurance office with staff who are qualified to review the health insurance policies of
The Responsible Officer for the University’s EVP (FSIS coordinator) is responsible for the J-1 program redesignation applicatio
No, since J-1 orientation is mandated by federal regulation and must include exchange visitor program requirements for J-1 s
No, transfer processing is controlled by SEVIS and must conform with exchange visitor program requirements for J-1 scholars
No. FSIS is the only office in the UH System with personnel who are authorized to sign these types of immigration application
Yes. FSIS is the only office in the UH System with personnel who are authorized to sign these types of applications [APM A9.6
No. FSIS is the only office in the UH System with personnel who are authorized to sign these types of applications. [APM A9.6
No, only FSIS currently has the professional staff with the level of knowledge and experience to monitor J-1 scholars and perf
No, only FSIS has the professional staff with the level of knowledge and experience to maintain SEVIS compliance for J-1 scho
No, SEVIS event reporting is mandated by federal regulation and must include exchange visitor program requirements for J-1
No recommendations at this time.
Yes. An ideal solution would be to require health insurance premiums to be paid to the university along with tuition and fees
PIES is currently very efficient, and given the fact that it is a program that is attended by both undergraduates and graduate s
Efficiency is demonstrated by leveraging other staff resources. The NSE Coordinator currently serves as the 25% FTE scholarsh
It is possible that greater efficiencies will be discovered now that the ISS has an IT specialist on staff. Many universities with c
No recommendations at this time.
No recommendations at this time.
No recommendations at this time.
No recommendations at this time.
Yes; The lack of suitable staffing in relation to the amount of work required for each meeting and limited financial resources r
No recommendations at this time.
This is a centralized unit that provides support for media equipment repair and maintenance across the entire campus. No ot
As a centralized unit supporting the entire campus we reduced the need for most colleges/departments to establish similar se
Instructional evaluation is conducted as a service to faculty by the Office of Faculty Development and Academic Support. Whi
Not at this time.
No consolidation with other programs is necessary to make our program more efficient. For other means, please see questio
No consolidation with other programs is necessary to make our program more efficient. For other means, please see questio
No consolidation with other programs is necessary to make our program more efficient. For other means, please see questio
The internal and external communications is currently a “consolidated” effort of several staff members who contribute to thi
Greater coordination with each of the program areas of GM could result in even broader awareness about global opportuniti
While no efficiencies would be gained through consolidation, collaborative efforts with other units on campus would provide
• This is actually a very efficient program given the amount of funds received the “contract for services” (less than $3000/yea
It is always possible to explore for efficiencies, however, the role of protocol has many cultural perspectives, and the Univers
We are unaware of any other program that does the same thing as this office.
Yes. Efficiency would be improved by better communication and data sharing with departments, advisors, Admissions and Re
Yes: Each project is unique in the UH system (as dictated by the project sponsors) and thereby making efficiency thru consoli
No
We have made use of data collected by other units for the review. This includes use of the annual assessment reports, and da
The 'commencement office' is comprised of percentages of various individuals across numerous offices. The OVCAA takes the
The Academic Program Actions unit could become more efficient by having all forms and formats available on-line as form-fil
Question 48) [ADDLFAC] Are there additional factors or considerations about this unit that you believe should be considered
Background: Creation of the AO Since 2000, the Faculty Senate and the OVCAA have supported assessment at UHM. (For exa
In 2003, the Office of International and Exchange Programs was established but did not have a full-time administrative head.
Maintenance of a central immigration database is required if the University wishes to continue sponsoring J-1 exchange visito
We have made a commitment to the University community to provide the most current and accurate information regarding U
This is a mandatory federal requirement if the University wishes to continue sponsoring J-1 exchange visitors such as post-do
FSIS prepares and files several EB-1 immigrant petitions each academic year. The vast majority of these filings are for UHM fa
FSIS prepares and files numerous EB-2 immigrant petitions each academic year. The vast majority of these filings are for UHM
FSIS infrequently prepares and files EB-3 immigrant petition each academic year. FSIS does not charge fees for its services; th
As this is a regulatory requirement, it cannot be eliminated or reduced in scope without jeopardizing the UH’s Exchange Visito
This program could be considered for elimination, consolidation or movement to another administrative unit. However, the
This is an efficient means of communication with all current J-1 scholars. Otherwise FSIS would have to send individual email
We spend an large portion of our work time responding to email and telephone inquiries. We also schedule appointments to
The upkeep of immigration policies and procedures affecting international faculty and scholars requires the experience and e
Since immigration regulations and procedures change frequently, we have made a commitment to the University community
As this is a regulatory requirement, it cannot be eliminated or reduced in scope without jeopardizing the UH’s Exchange Visito
This is a mandatory federal requirement if the University wishes to continue sponsoring J-1 exchange visitors such as post-do
As this is a regulatory requirement, it cannot be eliminated or reduced in scope without jeopardizing the UH’s Exchange Visito
This is a mandatory federal requirement if the University wishes to continue sponsoring J-1 exchange visitors such as post-do
Transfers are a SEVIS event that must be performed by the Responsible Officer or Alternate Responsible Officers if the Univer
FSIS prepares and files, on average, 120 nonimmigrant petitions each academic year. The vast majority of the filings are H-1B
FSIS infrequently prepares and files permanent labor certification applications for non-teaching faculty and APTs each academ
FSIS prepares and files numerous permanent labor certification applications for teaching faculty each academic year and dem
This is a mandatory federal requirement if the University wishes to continue sponsoring J-1 exchange visitors such as post-do
This is a mandatory federal requirement if the University wishes to continue sponsoring J-1 exchange visitors such as post-do
This is a mandatory federal requirement if the University wishes to continue sponsoring J-1 exchange visitors such as post-do
[SKIPPED]
Note that there are separate goals and objectives applying to F-1 and J-1 students, due to the fact that F-1 students are not re
[SKIPPED]
[SKIPPED]
[SKIPPED]
Additional factors to consider are the continuously changing federal regulations as well as improving efficiency and cost savin
[SKIPPED]
[SKIPPED]
[SKIPPED]
The relationships that M&#257;noa develops internationally directly affect M&#257;noa’s position and credibility as an instit
As noted above, UHM’s recruitment programs feature NSE in all their events, as it provides a major incentive for local studen
Campus Central Repair’s services are essential in maintaining media equipment used for classroom instruction on campus. A
Given its staff size and budget, the Media Services unit provides a remarkable level of service compared to similar units at pe
Quite frankly, there are several issues that should be considered about the continuation of CAFE. The annual cost of $20,000+
GMD personnel are available for ALL Manoa campus units. Centrality and accessibility allows GMD to produce quality materia
The growth and effectiveness of the Faculty Professional Development Program has increased exponentially since OFDAS ope
The growth and effectiveness of the TA Professional Development Program has increased exponentially since OFDAS opened
Under the FMP director since 2003-04, this program has grown steadily each semester and each academic year in spite of no
Since the inception of the Office of International and Exchange Programs in 2003, when it was not yet an established adminis
• The UH System Office of International Education (OIE) for many years coordinated the International Exchange program for t
•As noted in the Institutional Proposal for the WASC November 2006 visit, the capacity of UH M&#257;noa to collect data ha
 At this time, the sole function of the Peace Corps recruiting on campus is to provide primarily undergraduate students with a
The OIEP serves as the initial “face” of the University, representing the Chancellor and the campus, providing the University a
The Manoa Catalog Office annually produces the Catalog (576-page publication), the Catalog website (490 files, viewed an av
When GEO and MWP were created, they were designed around a concept often discussed but less frequently employed: sha
The initiative for STAR is the acknowledgement of a student’s fundamental objective, the University of Hawaii’s mission and v
                                s
While upholding M&#257;noa’ regional accreditation is critical to meeting the requirements of HRS 304A-102, it is an operati
Academic Program Review, while not popular, is required by WASC (Standard 2), BOR Policy (Chapter 5), and Executive Policy
[SKIPPED]
The Academic Program Actions unit is actively involved in the planning of new programs and review of provisional programs f
ve should be considered in the prioritization process? (Please restrict responses to no more than one page, approx. 800 words)
sment at UHM. (For example, see Handbook on Departmental Assessment of Undergraduate Learning prepared by CAPP and documents i
 e administrative head. The role was filled by the Interim Dean of the School of Pacific and Asian Studies. Consistent with an external cons
oring J-1 exchange visitors such as post-doctoral fellows, visiting faculty, temporary researchers, and visiting colleagues and to process imm
 information regarding UH immigration procedures on the FSIS website at www.hawaii.edu/fsis. We spend an large portion of our work
visitors such as post-doctoral fellows, visiting faculty, temporary researchers, and visiting colleagues. It cannot be eliminated or reduced i
 e filings are for UHM faculty and researcher positions. FSIS does not charge fees for its services; the only cost to an employee is the filing
hese filings are for UHM instructional faculty positions. FSIS does not charge fees for its services; the only cost to an employee is the filing
  fees for its services; the only cost to an employee is the filing fee required by USCIS. Qualified, reputable immigration lawyers generally c
 he UH’s Exchange Visitor Program designation. It should be maintained in FSIS.
 ve unit. However, the service itself is needed and regarded as very valuable by departments and scholars. It reduces the amount of time
 o send individual emails. The listserve requires maintenance by FSIS support staff (currently a student assistant). If we did not have supp
hedule appointments to meet with international faculty and scholars to address their needs. The Coordinator has twice weekly walk-in ho
es the experience and expertise of FSIS staff. This program cannot be adequately maintained by other UH personnel. This program requir
e University community to provide the most current and accurate information regarding UH immigration procedures on the FSIS website a
 he UH’s Exchange Visitor Program designation. It should be maintained.
visitors such as post-doctoral fellows, visiting faculty, temporary researchers, and visiting colleagues. It cannot be eliminated or reduced i
 he UH’s Exchange Visitor Program designation. It should be maintained. The Exchange Visitor Program has begun assessing an applicatio
visitors such as post-doctoral fellows, visiting faculty, temporary researchers, and visiting colleagues. It cannot be eliminated or reduced i
 le Officers if the University wishes to continue sponsoring J-1 exchange visitors such as post-doctoral fellows, visiting faculty, temporary r
y of the filings are H-1B petitions for UHM faculty positions. FSIS does not charge fees for its services; the only costs to the hiring units are
y and APTs each academic year and demand has been decreasing. All of the filings have been for UHM APT positions. FSIS does not charge
academic year and demand has been increasing. Nearly all of these filings are for UHM faculty positions. FSIS does not charge fees for its s
visitors such as post-doctoral fellows, visiting faculty, temporary researchers, and visiting colleagues. It cannot be eliminated or reduced i
visitors such as post-doctoral fellows, visiting faculty, temporary researchers, and visiting colleagues.
visitors such as post-doctoral fellows, visiting faculty, temporary researchers, and visiting colleagues. It cannot be eliminated or reduced i

t F-1 students are not required under federal law to have health insurance, but J-1 students must meet or exceed mandated levels and typ




 fficiency and cost savings. DHS is requiring that more monitoring and data input be done by ISS. Therefore we need to ensure that we hav




 d credibility as an institution with an international reputation for excellence in research, student leadership, diversity, and Asia Pacific aca
centive for local students to apply to UHM, knowing that they have the opportunity for an economical out-of-state academic experience a
 truction on campus. A major challenge in carrying out our mission is access to classrooms. With the limited number of general-use classro
ed to similar units at peer institutions. The program, however, is faced with a number of challenges in its ability to provide services to the
annual cost of $20,000+ for supplies and compuuter conultation is projected to increase in the future. We have been informed that the o
produce quality materials on a timely basis, not normally available by external sources. GMD is cost effective and offers a myriad of differ
 ntially since OFDAS opened its doors in 1987, in spite of severe depletion of resources since that time. As of spring 2009 CTE staff includ
 ly since OFDAS opened its doors in 1987, in spite of severe depletion of resources since that time. The initial full-time APT coordinator an
emic year in spite of no increase in resources. Focus groups and faculty surveys were conducted in 2003-04 and the course of the director
 an established administrative unit headed by an Assistant Vice Chancellor, attempts at formulating any sort of stable and consistent com
 Exchange program for the M&#257;noa campus, working directly with faculty and administrators to develop student exchange agreemen
7;noa to collect data has resulted in a continued reliance on the UH System IRO for such information. This was also true for the collection
raduate students with awareness about Peace Corps as a post-graduation opportunity that could be one of the goals of a student aiming f
oviding the University an opportunity to share the Hawaiian value of “aloha” in a memorable way when meeting international visitors, Co
(490 files, viewed an average of 490 times daily), and the Catalog Proofreading website, which is vital to the Manoa campus and to the co
 quently employed: shared faculty/administration governance, with faculty responsible for policies and practices of UHM’s academic curr
f Hawaii’s mission and vision, and a strong desire to help build the foundations for this enduring relationship. To compliment the vision o
04A-102, it is an operation that is continually maintained on a shoestring budget, staffed by a conglomeration of administrators, many of w
5), and Executive Policy (E5.201, E5.202). Beginning in 2008, the OVCAA revised the program review procedures by aligning the self-study

f provisional programs for the entire campus. This campus-wide lens provides a global perspective of academic programs that is not foun
 ge, approx. 800 words)
repared by CAPP and documents in the “Archive” section of the Assessment Office webpage: 2001-2002 OVCAA assessment Fund, 2002 O
s. Consistent with an external consultants’ report, in March 2008 (one year ago), a full time Interim Assistant Vice Chancellor for Internatio
ting colleagues and to process immigration petitions and applications on behalf of foreign employees. It cannot be eliminated or reduced
 end an large portion of our work time responding to email and telephone inquiries. We also schedule appointments to meet with interna
cannot be eliminated or reduced in scope without jeopardizing the UH’s Exchange Visitor Program designation. It should be maintained in
y cost to an employee is the filing fee required by USCIS. Qualified, reputable immigration lawyers generally charge $3000-$5000 for each
 y cost to an employee is the filing fee required by USCIS. Qualified, reputable immigration lawyers generally charge $3000-$5000 for each
 e immigration lawyers generally charge $3000-$5000 for each petition (complex cases cost much more). UH is not required to pay fees as

 rs. It reduces the amount of time spent by FSIS and departments in answering tax-related questions from international scholars and redu
 ssistant). If we did not have support staff, adding and removing subscribers would have to be done by the professional staff in addition t
 nator has twice weekly walk-in hours (no appointment necessary). We struggle to provide the University community with a high level of
 H personnel. This program requires the depth and breadth of knowledge of FSIS staff who daily process immigration petitions/applicatio
n procedures on the FSIS website at www.hawaii.edu/fsis. We will continue to offer training sessions as needed and requested.

cannot be eliminated or reduced in scope without jeopardizing the UH’s Exchange Visitor Program designation. However, FSIS staff are n
has begun assessing an application fee of $1,748 which should be included in FSIS’s budget for FY2010 and every two years thereafter.
cannot be eliminated or reduced in scope without jeopardizing the UH’s Exchange Visitor Program designation. It should be maintained in
lows, visiting faculty, temporary researchers, and visiting colleagues. It cannot be eliminated or reduced in scope without jeopardizing th
e only costs to the hiring units are the petition filing fees required by USCIS. As the employer, UH is required by federal law to pay all fees
PT positions. FSIS does not charge fees for its services and the U.S. Department of Labor currently does not charge a filing fee for perman
 FSIS does not charge fees for its services and the U.S. Department of Labor currently does not charge a filing fee for permanent labor cer
cannot be eliminated or reduced in scope without jeopardizing the UH’s Exchange Visitor Program designation. It should be maintained in

cannot be eliminated or reduced in scope without jeopardizing the UH’s Exchange Visitor Program designation. It should be maintained in

or exceed mandated levels and types of coverage.




ore we need to ensure that we have the appropriate technology to meet these mandates. Since some of our students go to the mainland




 hip, diversity, and Asia Pacific academic endeavors. The Office of International and Exchange Programs (OIEP) is the only M&#257;noa of
ut-of-state academic experience as part of the UHM degree. For that reason, the program is represented at all recruitment activities, incl
 ted number of general-use classrooms, courses are scheduled back to back from early morning to late in the afternoon. For safety reason
  ability to provide services to the Manoa community. Over the last fifteen years the number of technology-equipped classrooms have exp
We have been informed that the optical scanner at the Computing Center is ageing and may not be replaced. Since CAFE is highly depende
ctive and offers a myriad of different types of products/services including, among others, charts and graphs, technical and scientific illustr
  As of spring 2009 CTE staff includes a 50% permanent tenured Faculty Specialist V and one part-time non-permanent Faculty Specialist.
nitial full-time APT coordinator and second graduate assistantship in the sciences were eliminated during the budget cuts of the 1990s. Th
-04 and the course of the director was set by those mandates. Many of those recommendations have been accomplished in full and other
 sort of stable and consistent communication system has been fraught with lack of funding, staffing, and several changes in administrative
velop student exchange agreements that were managed by the staff. During that time, there were numerous instances of students “findin
is was also true for the collection and analysis of international engagement data, this having been a function of the System Office of Inter
  of the goals of a student aiming for graduation. However, there are other opportunities that could also be possible, with institutional sup
 meeting international visitors, Consular and Embassy representatives, Heads of State, partner university representatives, representatives
 the Manoa campus and to the community in general. The Catalog is an up-to-date, comprehensive guide to Manoa programs, course offe
practices of UHM’s academic curriculum and administration responsible for implementation. The UHM Faculty Senate, primarily through
 ship. To compliment the vision of STAR the style of management is one that focuses on service to others while harnessing all available r
ation of administrators, many of whom are only appointed on an interim basis, who are able to devote only part of their time to the endea
 cedures by aligning the self-study outline to WASC Criteria for Review, by revising the schedule to evaluate all programs within the contex

ademic programs that is not found in any other office on campus. This lens enables us to identify redundancies and duplication of progra
2 OVCAA assessment Fund, 2002 OVCAA sponsored workshop, etc.). However, faculty members needed additional support in the area of
 tant Vice Chancellor for International Programs was named. Three staff transitioned from UH System to UHM and merged personnel and
  cannot be eliminated or reduced in scope without jeopardizing the UH’s Exchange Visitor Program designation or the ability of the Unive
 ppointments to meet with international faculty and scholars to address their needs. The Coordinator has twice weekly walk-in hours (no
 nation. It should be maintained in FSIS.
 ally charge $3000-$5000 for each petition (complex cases cost much more). Although UH is not required to pay fees associated with thes
rally charge $3000-$5000 for each petition (complex cases cost much more). Although UH is not required to pay fees associated with thes
 . UH is not required to pay fees associated with these types of filings, but many other U.S. colleges/universities offer these services at no

m international scholars and reduces the demand for tax advice and preparation services once scholars are informed of the tax liability in
the professional staff in addition to their immigration processing and advising workload.
y community with a high level of advising services while performing managerial, clerical and administrative duties in addition to immigra
 immigration petitions/applications, administer the Exchange Visitor Program, and who regularly keep with changes in federal laws, regul
needed and requested.

 nation. However, FSIS staff are not qualified to evaluate health insurance plans and additional support or solutions need to be found.
and every two years thereafter.
 nation. It should be maintained in FSIS since it appears to be effective and efficient in addressing the EVP requirements and most of the s
d in scope without jeopardizing the UH’s Exchange Visitor Program designation. Only FSIS staff have the expertise and experience to advi
 ired by federal law to pay all fees associated with the filing of an H-1B petition – the employee beneficiary may not bear this burden. Qua
not charge a filing fee for permanent labor certification. As the employer, UH is required by federal law to pay all fees associated with the
 filing fee for permanent labor certification. As the employer, UH is required by federal law to pay all fees associated with the preparation
 nation. It should be maintained in FSIS.

 nation. It should be maintained in FSIS which has the expertise and experience needed to perform the tasks required by this critical prog




 our students go to the mainland and other islands to do Optional Practical Training, technology is needed to allow easier and more efficie




 (OIEP) is the only M&#257;noa office coordinating and supporting the senior-level administration’s international activities. Some colleges
ed at all recruitment activities, including workshops for high school and community college counselors, spring receptions for admitted stud
n the afternoon. For safety reasons repairs that require ladders or scaffolding must be done at a time when faculty and students are not in
ogy-equipped classrooms have expanded tremendously from 18 to 145 classrooms with no increase in staff positions. With over 600 calls
aced. Since CAFE is highly dependent on the optical scanner and software upgrades, any change would severely effect the quality of the se
  phs, technical and scientific illustrations, cartography, slides, overhead transparencies, publications, signage, display, and an array of digit
 on-permanent Faculty Specialist. CTE has a Secretary 1 who works for all branches of the Center for Teaching Excellence (CTE): the Facult
g the budget cuts of the 1990s. This program has been in chronic need for a reinstatement of FTE for comparability with other Research I
een accomplished in full and others remain to be achieved and can be with reasonable support. Those that have been accomplished or co
 several changes in administrative heads as well as a reorganization. These have led to an administrative body based on goals and mission
erous instances of students “finding” the International Exchange program by chance, having initially inquired about other opportunities to
ction of the System Office of International Education for 15+ years. As was also noted in the same Institutional Proposal, staffing is a chall
 be possible, with institutional support, primary among them would be the Peace Corps Fellows program for returning and returned Peac
y representatives, representatives of local ethnic Chambers of Commerce, State Legislative Committees and state departments and agenc
 e to Manoa programs, course offerings, services, tuition, financial aid, faculty, facilities, academic policies, and information of general imp
Faculty Senate, primarily through its bylaws, mandates that General Education (GE) policy and practice be fully determined by the faculty
ers while harnessing all available resources (University of Hawaii technological infrastructure and intellectual capital.) In addition STAR r
 nly part of their time to the endeavor. In addition, the lack of a sufficiently staffed Institutional Research Office continues to hamper our a
ate all programs within the context of their respective college, by integrating the dean into the review process, and by utilizing external re

 dancies and duplication of program efforts across schools and colleges. Equally important is the work of the unit in keeping programs in a
 additional support in the area of program assessment and limited support was available on campus. Furthermore, OVCAA needed help in
o UHM and merged personnel and budgets formerly affiliated with SPAS and the VCAA’s office formed a new structure. The move from U
gnation or the ability of the University to hire foreign nationals if they are the best qualified applicants. It should be kept available for FSI
as twice weekly walk-in hours (no appointment necessary).

d to pay fees associated with these types of filings, most other U.S. colleges/universities offer these services at no cost to the employee b
d to pay fees associated with these types of filings, most other U.S. colleges/universities offer these services at no cost to the employee b
ersities offer these services at no cost to the employee beneficiary. If FSIS were to discontinue providing these services free of charge, val

 are informed of the tax liability incurred by the University and its staff if they are not professionally qualified to do so. This program also

 tive duties in addition to immigration processing.
with changes in federal laws, regulations or procedures governing a wide spectrum of visa classifications. It requires access to resources t


or solutions need to be found.

VP requirements and most of the scholars’ needs.
  expertise and experience to advise and administer the change of category process and assist with changes of status for J-1 scholars. The
ary may not bear this burden. Qualified, reputable immigration lawyers generally charge $900-$2000 for each H-1B petition (complex case
to pay all fees associated with the preparation and filing of permanent labor certification applications – the employee beneficiary may no
 s associated with the preparation and filing of permanent labor certification applications – the employee beneficiary may not bear this bu


tasks required by this critical program.




ed to allow easier and more efficient information sharing to ensure that meet these mandates. This also benefits employers who otherwi




rnational activities. Some colleges, through faculty and dean initiatives, may conduct a similar type of program, but those programs opera
pring receptions for admitted students and their parents, parent and student sessions of New Student Orientation, and the M&#257;noa
hen faculty and students are not in the room. While every attempt is made to relocate the class in a nearby classroom tight scheduling ma
taff positions. With over 600 calls for support coming in each year it’s becoming increasing difficult to resolve issues in a relatively short ti
everely effect the quality of the service. A pilot project, termed eCAFE, has been proposed as a paperless, online version of CAFE. Initial tr
nage, display, and an array of digital and photographic media. GMD personnel also act as first-line liaisons between UHM faculty and priva
 ching Excellence (CTE): the Faculty Professional Development Program (FPDP), the Teaching Assistant Professional Development Program
mparability with other Research I institutions. Nevetheless since that time, the Program has increased the number of events and service
hat have been accomplished or continue to be on-going in nature include: • FMP director, while available for consultation with faculty, D
e body based on goals and missions that were only abstract ideas of the creators but with nothing concretely defined. In short, little or no
uired about other opportunities to the Study Abroad programs at the SAC office, not being told about the International Exchange option, w
utional Proposal, staffing is a challenge, and this task was added to the existing workload of a half-time staff member. •As stated above, t
m for returning and returned Peace Corps Volunteers. • In the early 1990s, the then School of Public Health established a Peace Corps Fel
 and state departments and agencies, and other internationally connected entities. Members of the unit have served as officers and com
es, and information of general importance to Manoa students and the general public. The Catalog also extends services to the community
be fully determined by the faculty and be reviewed and modified according to a calendar of assessment. Thus, at any given time, GEO is m
ctual capital.) In addition STAR relies heavily on architecting 'intelligent software', which can result in a previously unrealized capability
h Office continues to hamper our ability to prepare for and meet accreditation requirements. Further, support personnel for this effort (w
 rocess, and by utilizing external reviewers. In addition, we now fully utilize the professional accreditation self-studies for program review.

f the unit in keeping programs in alignment with Board policy and requirements. Finally, this unit assists in judging the relevance of new p
 rthermore, OVCAA needed help in meeting the WASC requirements which demand that campuses demonstrate student learning, use ass
  new structure. The move from UH System to UH M&#257;noa has required learning new policies and procedures and becoming part of
 It should be kept available for FSIS's use since FSIS staff has the expertise and experience needed to maintain the data for J-1 scholars an


ices at no cost to the employee beneficiary. If FSIS were to discontinue providing these services free of charge, outstanding international
vices at no cost to the employee beneficiary. If FSIS were to discontinue providing these services free of charge, valuable international fac
 these services free of charge, valuable international faculty and APTs would have to pay excessive fees to immigration lawyers, which ma

 lified to do so. This program also helps to ensure that international scholars file their federal and state tax returns as required by law.


 . It requires access to resources through NAFSA or authoritative immigration publications.




 ges of status for J-1 scholars. These functions cannot be eliminated or reduced in scope without jeopardizing the UH’s Exchange Visitor P
  each H-1B petition (complex cases can cost more than $3000 each). Therefore, properly funding a fully-staffed FSIS is much more cost-ef
 the employee beneficiary may not bear this burden. The preparation of these types of applications is particularly arduous for UH hiring
 e beneficiary may not bear this burden. Qualified, reputable immigration lawyers generally charge $4500-$5000 to prepare these types o




 benefits employers who otherwise wouldn’t be able to consider these international students. The students also benefit by this. Some of




 ogram, but those programs operate independently – specifically designed for exclusive relationships – and in most instances fail to intera
Orientation, and the M&#257;noa Experience events. In addition, the Regents and Presidential Scholars program (RAPS), Honors Program
 rby classroom tight scheduling makes this option extremely difficult. Resolution of reported problems is attempted during the 10 to 15 m
 solve issues in a relatively short time. This program needs at least one additional FTE position to provide classroom support with special e
 s, online version of CAFE. Initial trials with several departments supports eCAFE as a viable option for Manoa, as well as the UH System. It
ns between UHM faculty and private sector printing and publishing establishments, suppliers and vendors, and other contactors of graphi
rofessional Development Program (TAPDP) and additionally, the Faculty Mentoring Program (FMP). In the last five years the Program ha
 the number of events and services to more TAs from more departments on the campus and expanded the quality of those events that alr
ble for consultation with faculty, Department Chairs and Deans, focuses on programmatic development and organization; • FMP’s impact
 etely defined. In short, little or no attention and resources have been committed to this Office, and therefore its ability to communicate
e International Exchange option, while being told they could do an independent study abroad, a much more expensive option than Intern
 taff member. •As stated above, this program has been in effect less than one year at the M&#257;noa campus, having been established
alth established a Peace Corps Fellows program that enrolled 10 individuals with federal funding to support their tuition and internship pl
nit have served as officers and committee members for national organizations whose mission is to promote international student and facu
 xtends services to the community. The Catalog is divided into five major sections: · Information about the University and the campus, st
 Thus, at any given time, GEO is managing both the solicitation, review, and approval of new GE courses and the assessment of portions o
a previously unrealized capability for collective problem identification and solution. (This capability is based on the pre-existing self-organi
upport personnel for this effort (web and research assistants) has always consisted of temporary, casual hire, and student employees whos
 n self-studies for program review. We hope these efforts will produce recommendations that are more meaningful and useful to the chai

 in judging the relevance of new programs and their ability to address state needs.
onstrate student learning, use assessment results to improve programs, and regularly use data in decision making. In January 2007, the
procedures and becoming part of the Office of the Chancellor and the Vice Chancellor for Academic Affairs. Furthermore, shortly after the
intain the data for J-1 scholars and nonimmigrant employees.


charge, outstanding international faculty and researchers would have to pay excessive fees to immigration lawyers, which may result in a
 charge, valuable international faculty and researchers would have to pay excessive fees to immigration lawyers, which may result in a neg
 to immigration lawyers, which may result in a negative impact on the retention rate of important UH faculty and APTs. UHM also benef

tax returns as required by law.




dizing the UH’s Exchange Visitor Program designation. It should be kept in FSIS which has the expertise and experience needed to perform
-staffed FSIS is much more cost-effective to UHM. In addition to cost-effectiveness, UHM also benefits from FSIS being fully dedicated t
particularly arduous for UH hiring units and for FSIS – each filing involves extensive recruitment, selection, and other procedures which re
0-$5000 to prepare these types of applications. Therefore, maintaining a properly-funded, fully-staffed immigration office such as FSIS is




ents also benefit by this. Some of this has been accomplished by online forms and a departmental website.        By the use of technology we




 nd in most instances fail to interact with other M&#257;noa efforts that may share similar or overlapping international goals or opportun
s program (RAPS), Honors Program, College Opportunities Program, Student Support Services, and Arts and Sciences advising offices all fe
 attempted during the 10 to 15 minutes class breaks in order to minimize disruption to classes.; however, oftentimes there is insufficient
e classroom support with special emphasis on computer management skills in addition to making permanent a temporary position that ha
anoa, as well as the UH System. It is anticipted that a smooth transition to the online evaluation will take place by the Fall 2009 semester.
rs, and other contactors of graphic-related materials.
 the last five years the Program has been achieving an unprecedented success. Demands for the services and events offered by our progra
 he quality of those events that already existed. For example, a TA Training was originally offered in the fall semester only, with a series of
 and organization; • FMP’s impact on improving process of renewal, promotion and tenure for Manoa campus and on Department Chairs,
 refore its ability to communicate effectively with constituents has been hampered by a need to establish an identity and a mission. Comm
more expensive option than International Exchange. • In 2004, the System OIE relinquished the International Exchange program duties to
  campus, having been established as part of the office of the Assistant Vice Chancellor for International and Exchange Programs in March
  ort their tuition and internship placement. The anticipation was that these 10 master’s level students would decide to stay in Hawai‘i as p
 ote international student and faculty academic engagement, research, and scholarly work, always representing the University of Hawai‘i a
  the University and the campus, student services, academic policies, tuition and financial aid; · Information about the individual colleges a
  and the assessment of portions of the GE curriculum. Faculty enthusiasm for this approach to academic decision-making is evident in tw
 sed on the pre-existing self-organizing dynamics of social evolution. ,New Frontiers in Collective Problem Solving, by N. Johnson, S. Rasmu
hire, and student employees whose continued funding is always uncertain.                       s
                                                                                M&#257;noa’ distance from other peer higher education in
 meaningful and useful to the chair, the dean and to the administration, and where necessary allow for the reallocation of resources withi
on making. In January 2007, the Faculty Task Force on Assessment submitted a proposal to the Faculty Senate (Envisioning Useful Acade
irs. Furthermore, shortly after the transition the AVCIEP office support staff and student employees resigned, which has placed an additio




on lawyers, which may result in a negative impact on the retention rate of internationally-renowned UH faculty and researchers. UHM
lawyers, which may result in a negative impact on the retention rate of important UH faculty and researchers. In addition to cost-effecti
culty and APTs. UHM also benefits from FSIS being fully dedicated to UH hiring units. Immigration lawyers/firms have hundreds of other




and experience needed to perform the tasks required to assist J-1 scholars to maintain program participation or obtain J-1 status.
s from FSIS being fully dedicated to UH hiring units. Immigration lawyers/firms have hundreds of other clients to whom they must attend
 n, and other procedures which require months to complete. Moreover, there is a very good chance in most cases that despite the fact th
immigration office such as FSIS is therefore much more cost-effective to UHM. In addition to cost-effectiveness, UHM also benefits from




ite.   By the use of technology we can achieve cost savings and efficiency as well as reach out to prospective and current students. Scann




ng international goals or opportunities. The OIEP’s program identifies these various entities, organizes events such as meetings with prosp
and Sciences advising offices all feature presentations by the National Student Exchange coordinator each year. The opportunity for creat
 r, oftentimes there is insufficient time to complete tasks before the start of the next class period. The frequency of these occurrences is i
 nent a temporary position that has been filled since 1991. Although 60% of classrooms have data projection systems installed the campu
e place by the Fall 2009 semester.

 and events offered by our program have been consistently increasing and coming from more and diverse departments and units. For exa
 all semester only, with a series of sequential events to which all TAs attended. Now, the TA Training is offered every Fall and Spring, orga
ampus and on Department Chairs, Deans and senior faculty processes in conducting hiring, departmental professional development and in
 h an identity and a mission. Communications, therefore, has in the past simply been a function but not necessarily an established program
 ional Exchange program duties to the newly established M&#257;noa International Exchange Program Coordinator, while retaining some
and Exchange Programs in March 2008. •With proper staffing and appropriate use of available technology, it could become part of a prio
 ould decide to stay in Hawai‘i as public health workers, a primary underlying feature of Fellows programs by hosting institutions. This type
 senting the University of Hawai‘i at M&#257;noa with honor.
ion about the individual colleges and schools and their academic programs; · Descriptions of courses offered; · Lists of administrators, fac
 ic decision-making is evident in two related initiatives: -- The UHM Institutional Proposal, approved as our governing plan by WASC; an
m Solving, by N. Johnson, S. Rasmussen, M. Kantor; LA-UR-98-1150.-). The litmus test for any STAR project is that in order for the techno
om other peer higher education institutions results many times in a tendency for our faculty and administrators to be uninformed about co
he reallocation of resources within the college to strengthen programs. Continued progress in these areas will require a regular budget to
  Senate (Envisioning Useful Academic Assessment at the University of Hawai‘i at M&#257;noa) that called for the creation of a M&#257;n
 igned, which has placed an additional burden on office operations. There is an urgent need for a consoliated international website for U




  faculty and researchers. UHM also benefits from FSIS being fully dedicated to UH hiring units. Immigration lawyers/firms have hundred
 chers. In addition to cost-effectiveness, UHM also benefits from FSIS being fully dedicated to UH hiring units. Immigration lawyers/firms
yers/firms have hundreds of other clients to whom they must attend which inevitably would affect the quality of service that can be provi




 ation or obtain J-1 status.
 lients to whom they must attend which inevitably would affect the quality of service that can be provided to UHM units. Besides being w
most cases that despite the fact that the hiring unit undertakes all the laborious recruitment steps, in the end, the application still cannot b
ectiveness, UHM also benefits from FSIS being fully dedicated to UH hiring units. Immigration lawyers/firms have hundreds of other client




 ctive and current students. Scanning of documents, for example, saves money by reducing the amount of paper used as well as maintena




vents such as meetings with prospective and existing partner institutions, and promotes internal exploration of current and potential inte
ch year. The opportunity for creative students to enhance their undergraduate degree at various exchange destinations is highly motivati
requency of these occurrences is increasing with the age of the equipment as a result of deferred maintenance. Funding for backup equip
ction systems installed the campus Registrar reports that there are over a hundred courses on a wait list each semester for assignment to


 se departments and units. For example, the number of events--panels, workshops, presentations, and training programs--increased from
 ffered every Fall and Spring, organized as a conference, with plenaries and concurrent sessions, and a special half-day for International TA
al professional development and in achieving retention of faculty; • Non-Instructional faculty provided with support and mentoring releva
 necessarily an established program of focus. Only within the last year has Communications as an integral component of this administrativ
 Coordinator, while retaining some responsibilities for System student exchange agreements (of which there were about 5-6). Over time, m
 ogy, it could become part of a prioritization process for review after perhaps two full years of operation. •Already, significant improveme
ms by hosting institutions. This type of “recruitment” of qualified and empathetic potential employees in a state with significant human res

 fered; · Lists of administrators, faculty, and staff with their academic backgrounds; and · Campus policies and information, glossary, and i
  s our governing plan by WASC; and -- UH System practices for GE articulation, which involves use of the UHM model of governance in art
  ect is that in order for the technological solution to be successful, it has to not only have to be functionally adequate it has to be sustaina
  trators to be uninformed about conditions and trends that are affecting higher education, including changes in accreditation. The lack of f
 as will require a regular budget to support program review.
ed for the creation of a M&#257;noa Assessment Office. OVCAA created that office in June 2008 with the hiring of two full-time faculty sp
oliated international website for UHM that includes an international button on the homepage as most o




 ation lawyers/firms have hundreds of other clients to whom they must attend which ine
g units. Immigration lawyers/firms have hundreds of other clients to whom they must
quality of service that can be provided to UHM units. Besides being well-informed about




ed to UHM units. Besides being well-informed about current immigration requirements,
e end, the application still cannot be filed because the DOL’s labor certification c
 ms have hundreds of other clients to whom they must attend which inevitably would affe




of paper used as well as maintenance and per copy cost associated with copying documents and using paper




 tion of current and potential international interests (e.g. with a specific institution,
nge destinations is highly motivating for top students. The popularity of UHM as a destination of choic
enance. Funding for backup equipment is very limited. In order to provide better support we
t each semester for assignment to a classroom with this technology. There are clearly not enough


raining programs--increased from 7 during the Fall and Spring 2003-04 academic year to 50 in the Fall and Spring
pecial half-day for International TAs. In the past five years, the TA Training became mandatory
with support and mentoring relevant to their specific categories and professional contexts; • Creation of a website de
 al component of this administrative unit been seriously considered. Because there has been
here were about 5-6). Over time, most of these System agreements have evolved into campus-specific student exchange ag
    •Already, significant improvements have been realized as more comprehensive data have
 a state with significant human resource areas of need (education, nursing, homelessness as a sta

es and information, glossary, and index. The Manoa Catalog Office collaborates with
e UHM model of governance in articulation decisions on all participating campuses. The fact that the G
ally adequate it has to be sustainable (from a resource perspective
nges in accreditation. The lack of funding to bring consultants/speakers to campus to s
e hiring of two full-time faculty speci
f a website de

tudent exchange ag

				
DOCUMENT INFO
Description: Visa Waiver Applications for the Usa document sample